Humanistic Philosophy of Swami Vivekananda

Swami Vivekananda was a savant and philosopher of the highest order. The Philosophy of Swami Vivekananda is a gospel of humanism, for man is the central pillar of his life and teachings. Man, manliness, man-making these were the constant mantra on his lips. It sprang forth authentically from his own realization of the Divine that existed in himself and all. He therefore raised the dignity, and worth of man to the pinnacle of divine excellence. He exemplified man in his universal dimension which expressed itself in a concern for him everywhere and in every field of his life. It made him the exponent of humanism as much deep as significant in illuminating the whole of mankind from time to eternity. Swami Ranganthananda opines about Swami Vivekananda as: â€Å"What was unique about him as a spiritual teacher of mankind, however, was his deep interest in man and his untiring work for total human development and fulfillment everywhere. And this interest and work, we should not fail to note, was not just religious in the narrow sense of that word – just helping men and women to secure the salvation of their souls, as all other spiritual teachers have done – but covered all aspects of human life, as much economic and social as moral and religious. In fact, this all-round human interest formed the central theme of Swami Vivekananda’s life and work. † Romain Rolland speaks about Swami Vivekananda’s humanistic philosophy of man, as he exemplified man in his universal aspect, and not in the narrow racial, national, or sectarian aspects. That universal dimension expressed itself in a deep concern for man everywhere and in every field of his life; it made them the exponents and exemplars of humanism, as much deep as wide, as much intellectually stimulating as spiritually inspiring. What is humanism? The term ‘humanism’ is derived from the Latin word ‘humanitas’ implying ontological individualism and the quest for the perfection of the human spirit through the consummation of man’s inherent potentialities is subjectivist and optimistic in its orientation. Humanism is thus an approach n study, or the practice that focuses on human values and concerns, attaching prime importance to human efforts. Humanism is not a creed or code but the fullness of a qualitative development of the emotional and cogitative potencies of the empirical human, Jiva that is the object of quest of the humanist. In the words of the Buddhist Tripitakas it can be said that ‘liberality, courtesy, benevolence, u nselfishness under all circumstances’ and ‘concord of fraternity’ mark the life of the humanist. Swami Vivekananda’s Humanistic Philosophy Swami Vivekananda assimilated and modified the philosophical ideas of the Vedanta, adapting them to the conditions of the new life. In contrast to the materialistic view of man, Vivekananda's humanistic philosophy possesses many features of active humanism and in his fervent desire to elevate man he put forward the idea that the highest divine substance Brahman is personified in millions. â€Å"†¦ the ideal of Vedanta is to know man as he really is, and this is its message, that if you cannot worship your brother man, the manifested God, how can you worship a God who is unmanifested? The uniqueness of Vivekananda was to reinterpret this philosophy of man that is at once creative and synthetic and uses it for achieving highest human excellence. Swami Vivekananda viewed man as a multi-leveled being, a composite of physical, mental, emotional, intellectual and spiritual faculties. Swami Vivekananda clearly showed in his exposition of four yogas that the various faculties of man ha ve to be harnessed for one’s spiritual growth. Swami Vivekananda is of the opinion that when man is able to integrate all of the faculties, he attains the manhood in entirety. He advises the youth to have a strong body. â€Å"You will understand the Gita better with your biceps, your muscles, a little stronger. You will understand the mighty genius and the mighty strength of Krishna better with a little of strong blood in you. You will understand the Upanishads better and the glory of the Atman when your body stands firm upon your feet, and you feel yourselves as men. Thus we have to apply these to our needs. † â€Å"Makes your nerves strong, what we want is the muscles of iron and nerves of steel. †¦ Stand on your own feet and be men. The faculty of reason should be cultivated to harness the full potential of being human. Swami Vivekananda says: â€Å"Why was reason given us if we have to believe? Is it not tremendously blasphemous to believe against reason? What right have we not to use the greatest gift that God has given to us? I am sure God will pardon a man who will use his reason and cannot believe, rather than a man who believes blind ly instead of using the faculties He has given him. † Swami Vivekananda feels that, religion is not a separate pursuit divorced from the humdrum of life. On the other hand, it envelops the whole life. The way man looks at himself, his conception of his own nature, governs all his other concepts. The value of the reorientation of man's view of himself extends from value to the individual in the development of his character to the humanity as a whole. This reorientation of man's view of himself results in a new kind of holistic awareness where the so-called distinction between the religious and secular vanishes. Referring to this approach Sister Nivedita in her Introduction to the Complete Works of Swami Vivekananda says: â€Å"†¦.. No distinction henceforth between sacred and secular. To labour is to pray. To conquer is to renounce. Life is itself religion. To have and to hold is as stern a trust as to quit and to avoid. This is the realisation which makes Vivekananda the great preacher of Karma, not as divorced from, but as expressing Jnana and Bhakti. To him, the workshop, the study, the farmyard and the field are as true and fit scenes for the meeting of God with man as the cell of the monk or the door of the temple. † She continues, â€Å"All his (Swami Vivekananda) words, from one point of view, read as a commentary upon this central conviction. Art, science, and religion†, he said once, â€Å"are but three different ways of expressing a single truth. But in order to understand this we must have the theory of Advaita. † There is a faith in the greatness of man as expressed through his different socio-cultural activities in this material world. He strongly feels that, it is a greatest sin to call the human being is a sinner. He is potential ly divine. But there are unlimited creative possibilities in man, beyond this limited humanistic analysis. For this Vivekananda explains this creativity as the potential infiniteness or divinity in man as spiritual man. This idea of man does not merely explain the material or individual existence of man with the material development of life. On the other hand, it synthesizes the material and the spiritual dimension of man and thus evaluates the material or individual, collective or social and spiritual or transcendental values of life with their expressions in harmonious forms and manners. In order to explain the infinite potency of man, Vivekananda points out: â€Å"Do you know how much energy, how many powers, how many forces, are still lurking behind that frame of yours? What scientist has known all that is in man? Millions of years have passed since man first came here, and yet but one infinitesimal part of his powers has been manifested. Therefore you must not say that you are weak. How do you know that possibilities lie behind that degradation on the surface? You know but little of that which is within you. For behind you is the ocean of infinite power and blessedness. † In this way Vivekananda pleads for the spiritual Man, expressing the creative multi-natured divinity as the ‘ocean of infinite power and blessedness. Man, in the observation of Vivekananda, has an unlimited fund of energy which is not fully exhausted in fulfilling his limited material or biological demands. The unlimited energy in man, expressed through different creative states of existence, develop his infinite personality as the manifestation of his potential perfection as the sense of unity. Thus in the background of the evaluation of the ideas of man and humanism in the form of spiritual humanism advanced by Swami Vivekananda, we get a synthetic view of ‘multidimensional man' in the spiritual process of developing individuality and universality. Such a synthetic view will facilitate an advancement of Unity in different states of existence in different degrees. His profound spirituality, the scintillating brilliance of his intellect and the presence of his personality invested in him with a magic fascination which none could ignore our resist. Here was a man who spoke inspiring words to the masses like Messiah who has come to save their lives from darkness and misery. Here was one who spoke for ancient learning in highest praise, but at the same time urged that we throw off the shackles of convention. He was of the traditional and revolutionary, whose mission was not only reawakening the people to a consciousness of their great heritage but also to make them know man who could make a new India. â€Å"I consider that the great national sin is the neglect of the masses, and that is one of the causes of our downfall. No amount of politics would be of any avail until the masses in India are once more well educated, well fed, and well cared for. They pay for our education, they build our temples, but in return they get kicks. They are practically our slaves. Through his doctrine of the potential divinity of all beings, Swami Vivekananda sought to bring about a radical transformation in the society. To quote Nivedita again, ‘His prime concern was vindication of Humanity, never abandoned, never weakened, always rising to new heights of defence of the undefended, of the chivalry of the weak'. Swami Vivekananda advises that let the people be your God. Think of them, work for them, p ray for their well being. His definition about great soul is â€Å"Him I call a mahatman whose heart bleeds for the poor, otherwise he is duratman. Swami Vivekananda gave a new responsibility to the institution of monasticism by exhorting sannyasins to come out from the caves and work for betterment of the humanity. ‘Shivajnane Jivaseva’ – based on this aphorism he asked monks to work for the welfare of others. The present open education system was dreamt by Swami Vivekananda a century ago. He advised the sannyasins to go to every village to impart education for every individual irrespective of their castes, creed, sex with the help of cameras, maps, globes and such other accessories. He asked to give education, and instill faith in individual by that masses can gain their lost individuality and dignity of human labour. Once a young disciple asked Swami Vivekananda, how can we raise India again? He answers emphatically that, â€Å"Your duty at present is to go from one part of the country to another, from village to village, and make the people understand that mere sitting idly won't do any more. Make them understand their real condition and say, â€Å"O ye brothers, arise! Awake! How much longer would you remain asleep! Go and advise them how to improve their own condition, and make them comprehend the sublime truths of the Shastras (scriptures), by presenting them in a lucid and popular way. †¦ Also instruct them, in simple words, about the necessities of life, and in trade, commerce, agriculture, etc. If you cannot do this, then fie upon your education and culture, and fie upon your studying the Vedas and Vedanta! † Swami Vivekanand’s heart bled for the poor masses. â€Å"For centuries people have been taught theories of degradation. They have been told that they are nothing. The masses have been told all over the world that they are not human beings. They have been so frightened for centuries, till they have nearly become animals. Never were they allowed to hear of the Atman. Let them hear of the Atman–that even the lowest of the low have the Atman within, which never dies and never is born–of Him whom the sword cannot pierce, nor the fire burn, nor the air dry–immortal, without beginning or end, the all-pure, omnipotent, and omnipresent Atman! † In his lion-like roar he enthused men to follow the practical humanism and not to be satisfied with a weak sentimental approach to it. His fiery words to feel for the suffering masses are as forceful even now as when they come out of his mouth. â€Å"Do you feel? Do you feel that millions and millions of the descendants of gods and of sages have become next-door neighbors to brutes? Do you feel that millions are starving today, and millions have been starving for ages? Do you feel that ignorance has come over the land as a dark cloud? Does it make you restless? Does it make you sleepless? Has it gone into your blood, coursing through your veins, becoming consonant with your heartbeats? Has it made you almost mad? Are you seized with that one idea of the misery of ruin, and have you forgotten all about your name, your fame, your wives, your children, your property, even your own bodies? Have you done that? That is the first step to become a patriot, the very first step. † Swami Vivekananda’s concern about the Indian mass is phenomenal. The poor and illiterate form the bulk of Indian population. But they are being treated worse than animals for the last thousand years or so. According to Swamiji, the cause of degradation of India lies in depriving Indian masses of their basic rights of livelihood and education. He says, â€Å"Remember that our nation lives in the cottage. But alas! Nobody ever did anything to them†¦ The fate of nation†¦ depends upon the condition of the masses. Can you raise them? Can you give back to them their lost individuality? †¦ This is to be done and we will do it. † As such, his approach to social and political problems of India was facing at that time is totally humanistic in nature. He says that awakening of the masses by giving them proper education is the only panacea for all the ills India is facing now. In this regard he says, â€Å"All the wealth of the world cannot help one little Indian village if the people are not taught to help themselves. Our work should be mainly educational, both moral and intellectual†¦Ã¢â‚¬  Conclusion Swami Vivekananda says, â€Å"†¦ I may be born again and again, and suffer thousands of miseries so that I may worship the only God that exists, the only God I believe in, the sum total of all souls-and above all, my God the wicked, my guard the miserable, my guard the pool of all races, of all species, is the special object of my worship. Sister Nivedita testifies to Swami Vivekananda's love for man: â€Å"No institution, no environment, stood between him and any human heart. His confidence in that Divine-within-Man of which he talked, was as Perfect, and his appeal as direct, when he talked with the imperialist aristocrat or the American millionaire, as with the exploited and oppressed. But the outflow of his love and courtesy were always fo r the simple. Swami Vivekananda’s humanism is based on spiritual illumination, which he got through Vedantic means. As Vedanta stands for truth and eternity, with its focus on concept of divinity of man, the humanistic philosophy envisioned by Swami Vivekananda is centred on eternal principles of life. Here we find no conflict but perfect harmony between the religious and the secular, between the mundane and the transcendent and also between the individual and the collective. What the world wants now is not friction and fight but accommodation and acceptance. This should be the goal of any kind of humanism. Vedantic humanism lived and taught by Swami Vivekananda is a perfect archetype of this.

Platinum Box Case Essay

The main problem in this Platinum case is the decision whether or not to single source to Jabaking with the expansion of printing equipment. Because Conrad of Jabaking was instrumental to helping Platinum find their feet and establish its ground in the printing industry in 1992 does not necessarily mean Platinum press has to be indebted to Jabaking thirteen years after. Even though Conrad has always hinted Jim Hicza since 1992 that he expects that Platinum will reward them for the favour in future, business decisions have to made at crucial times even as long term business relationships still has to be sustained. Platinum will have to blend these two crucial business principles if it wants to continue to grow in the business industry. One way to get this done is by exploring potential opportunities , long-term, in working with Jabaking to help them upgrade their equipment and technology system to meet current market demands long term while also purchasing the services of Pnutype because of the technically sound environmental equipment. That way Platinum will sustain the long term relationship with Jabaking as well as tapping from the high quality equipment Pnutype has to offer for the purposes of establishing firmly and gaining goodwill in the new US market. Therefore, for the immediate solution, Platinum Press should engage multiple sourcing for this new US market venture for the following reasons: 1) This will help keep Jabaking competitive and on their toes for continuous improvement and to be able to provide better value. 2) Multisourcing will help minimize the risk of Jabaking’s or any other supplier’s failure. Especially in terms of providing high quality equipment in a time where quality ranks high on the evaluation matrix of purchasers. As we already know from the case that Jabaking does have a reputation of having very good quality product but not necessarily the highest quality. 3) Jabaking may not necessarily have sufficient capacity or skills to meet the new market need. 4) Multisourcing will give Platinum Press an opportunity to test and discover potential expert suppliers in the industry. 5) Multisourcing will also help reduce and/or avoid Platinum’s dependence on Jabaking alone and avoid Jabaking gaining business leverage. Criteria In this case, a good decision will result in a situation that strengthens Platinum’s Press bargaining position and not weaken it. Platinum Press’ position is weak when there is only one known provider of the product or service—as in a sole source or single source deal. Therefore, competition is the best way to quickly arrive at market price level. This competitive factor will be missing in sole/single source negotiations with Jabaking. Careful bid structuring results in apples-to-apples comparisons for each bidder. Platinum Press Inc. strives to collect a minimum of three viable bids for each procurement effort. Bids are tabulated into a matrix that lists all vendors and fields of comparison. Each vendor is asked to submit bids with prices broken out for effective comparisons. In view of the problem issues outlined above, there has to be clarify in terms of the negotiation technique in question. We need to specify if the negotiation is for competitive reasons as in the case of Pnutype and Merakuri Press or if it is solely for the aim of collaborating with Jabaking to help them enhance and develop their equipment quality especially as Platinum Press is someone indebted to Jabaking. The decision of which method on negotiation to apply rest solely on Jim Hicza. However, as mentioned earlier, competitive negotiation should be applied immediately while collaborative negotiation should be applied for long-term product development assistance for Jabaking. Differentiating Between Competitive and Collaborative Negotiations Most supply management professionals certainly would prefer to begin each acquisition from a position of strength derived from a competitive environment. Competition is a great way to level the playing field. Competitive bidding drives suppliers down to a market-efficient pricing environment where the negotiation process can work optimally. But to have a competitive environment in any acquisition, the following conditions must exist:  · Competition: First and foremost, there need to be a number of qualified suppliers in the targeted marketplace—that is, no single or sole source constraints.  · Ability to move: The buyer must be able to move the business away from the current provider; there can be no binding commitments, for example.  · Sufficient Volume: The buyer must have enough volume to warrant interest from a sufficient number of qualified bidders.  · Time for competition: Sufficient time must be available to proceed through the entire competitive process.  · Willingness to change: The buyer’s internal line of business groups must be willing to use any of the qualified bidders. When negotiations follow a structured bid process (RFP, RFQ, auction, and so forth) or when accurate cost data is known for the product or service in question, buyers can usually leverage a negotiation technique known as â€Å"competitive bargaining.† This is the traditional way of hammering out a deal, marked by hard discussions focused mainly on price and based upon concrete facts. Competitive bargaining can be applied in a wide range of circumstances, even including single-source supplier relationships where an attractive alternative or fall-back plan exists. Competitive bargaining works in many situations. Yet it’s not the best tactic for complex acquisitions where dynamics in addition to price are in play. It’s also not a good tactic when negotiating from a position of weakness which can be argued for in this case with Jim Hicza and Conrad of Jabaking. The collaborative style is best suited for more complex negotiations, including ones where you’re â€Å"negotiating out of a hole,† which can be the present situation Platinum Press in it right now in that they are somewhat indebted to Jabaking. Collaborative negotiations:  · Focus on mutual problem solving in a collaborative fashion. The use of positive group problem-solving techniques, rather than oppositional positioning, is a core tenet of collaborative negotiations.  · They are non-confrontational: This does not mean the buyer is weak. Rather it means that negotiations are conducted in a positive manner and are focused on creating solutions that can work for both sides. The ability to keep things positive is a critical skill for supply management professionals.  · Yield to principle but not to pressure: A collaborative negotiation quickly falls apart if the buying organization compromises on this guideline. Once the buying company yields to pressure from its sales opponents to focus solely on price, the positive atmosphere essential to collaborative negotiations quickly evaporates. Successful collaborative negotiations require greater skill and experience than competitive bargaining. These discussions typically involve a multitude of issues that must be resolved to the satisfaction of both sides. So when an inexperienced negotiation team overly focuses on one point, for example, they leave themselves vulnerable to being taken advantage of on the other elements under negotiation. Moreover, the negotiators need to understand that these various issues are interrelated. The cost model of the entire package can change quickly if the negotiator does not understand the effect of one concession on another. Analysis: In creating a bid evaluation matrix for Merakuri, Jabaking and Pnutype, a few weighted evaluative steps have to be taken. These steps include: identifying the important evaluative factors; reaching consensus on the importance of the evaluative factors; specifying with precision the evaluative factors, reaching consensus on the weighting of each of the evaluative factors determining the range for the rating scale; developing the definition for each rank in the rating scale; performing the rankings individually and finally discussing and developing a consensus ranking.

Multiple Choice Questions Essay

1.The dynamic new workplace of the 21st century is characterized by: 1. A highly competitive global economy, driven by innovation and technology, that has created both unparalleled opportunities and unprecedented uncertainties. 2. Smart people and smart organizations creating their own futures. 3. Companies with a future sharing an important commitment to people 4. All of the above. 5. None of the above. 2.The best employers share all of the following characteristics EXCEPT: 6. They have high performance expectations. 7. They provide employees with both valued rewards and respect for work-life balance. 8. They are extremely good at attracting and retaining talented employees. 9. They excel at fully utilizing employees’ talents and valuing their contributions. 10. They excel at exploiting the natural environment. 3.__________ are successful because they are better than their competitors at gaining extraordinary results from the people working for them. 11. American companies. 12. Japanese companies. 13. High technology companies. 14. High performing companies. 15. Companies that embrace diversity. 4.__________ introduces you to the concepts, themes, and directions that are consistent with career success and organizational leadership in today’s high performance work settings. 16. The study of workforce diversity. 17. The study of management. 18. The study of the global economy. 19. The study of decision making. 20. The study of great leaders. 5.The study of __________ should enable you to learn as much as possible to prepare for a career-long commitment to getting great things accomplished through working with people 21. Management. 22. The global economy. 23. Decision making. 24. Great leaders. 25. Information technology. 6.Which statement does NOT accurately characterize the nature of the new economy? 26. It is an economy rich with challenging opportunities. 27. It is a networked economy in which the Internet increasingly influences people, institutions, and nations. 28. It is a networked economy where people and institutions but not nations are influenced by continuing developments in information technology. 29. It is an economy full of dramatic uncertainties. 30. It is the economy in which people now live and work. 7.Which of the following attributes accurately describes the new economy? 31. The new economy is a global economy. 32. The new economy is knowledge-driven. 33. The new economy is performance-driven. 34. All of these are attributes of the new economy. 35. Only alternatives A and C describe attributes of the new economy. 8.The ultimate foundation of organizational performance is __________. 36. The availability and amount of financial capital. 37. The production of quality goods or the provision of quality services. 38. What people know, what people learn, and what people do with it. 39. Computer-based technology. 40. Inspirational and transformational leadership. 9.__________ is the collective brainpower or shared knowledge of a workforce that can be used to create value. 41. Managerial expertise. 42. Intellectual capital. 43. A learning organization. 44. Knowledge management. 45. Managerial competency. 10.Someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organization is a(n) __________. 46. Administrator. 47. Top-level manager. 48. Functional manager. 49. Information competent manager. 50. Knowledge worker. Globalization 11.__________ is the worldwide interdependence of resource flows, product markets, and business competition that characterizes the new economy. 51. Economic internationalization. 52. International management. 53. Globalization. 54. World interdependence. 55. Cross-cultural business. 12.Which of the following statements accurately describes the impact of the global economy? 56. The world is increasingly arranged in regional economic blocks. 57. Government leaders in our global economy are concerned about the competitiveness of nations. 58. The national boundaries of business are disappearing. 59. All of the above. 60. None of the above. 13.In a(n) __________, countries and peoples are increasingly interconnected with respect to labor markets and business dealings. 61. Ethical world. 62. Globalized world. 63. Ethnocentric world. 64. Socially responsible world. 65. Ethnically diverse world. Technology 14.__________ and __________ help organizations of all types and sizes, locally and internationally, to speed transactions and improve decision making. 66. The United Nations  ¼ computers. 67. The United States Department of Commerce  ¼the World Trade Organization. 68. Computers  ¼ information technology. 69. Information technology  ¼ a diverse workforce. 70. Globalization  ¼ ethics. 15.Which of the following statements does NOT describe an implication of technology for the new economy? 71. Technology is an indispensable part of everyday operations in all types of businesses. 72. The lessons of e-business are being applied to e-government. 73. In virtual space, people in remote locations can hold meetings, share information and files, make plans, and solve problems together. 74. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 75. Work will still be the same even with computers and high technology. 16.Several technological trends are occurring in the new economy. Which of the following is NOT one of these trends? 76. The Internet, World Wide Web, computers, and information technology have transformed and continue to transform the modern workplace. 77. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 78. Computer competency must be mastered and continuously developed as a foundation for career success. 79. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find adequate alternative employment. 80. The rate of technological change will continue to accelerate. Diversity 17.When a company’s managerial accountability includes supporting employment opportunities and upward mobility for women, minorities, handicapped persons and people between the ages of 50 and 70, the company is __________. 81. Providing good working conditions for employees. 82. Practicing ethical behavior. 83. Valuing workforce diversity. 84. Operating according to the Civil Rights Act. 85. Promoting differential treatment for some people. 18.Differences among members of the workforce––such as age, gender and national origin––are characteristics of __________. 86. Organizational gaps. 87. Workforce diversity. 88. Cultural similarities. 89. Economic barriers for workforce development. 90. Management challenges. 19.Displaying negative, irrational opinions and attitudes toward members of diverse populations is considered to be __________. 91. Unholy. 92. An injustice. 93. Illegal. 94. Prejudice. 95. Holding power within your own hands. 20.Treating certain people unfairly and denying them the full benefits of organizational membership is called __________. 96. Prejudice. 97. Discrimination. 98. The glass ceiling effect. 99. Poor quality of work life. 100. Selective human resource management. 21.The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organizational responsibility is called the __________. 101. Harassment effect. 102. Glass ceiling effect. 103. Mirrored wall effect. 104. Promotion barrier. 105. Sticky floor effect. Ethics 22.Which of the following are appropriate targets for ethical and social responsibility issues? 106. Concerns for the natural environment. 107. Employees’ behavior. 108. Changing needs of an increasingly global economy. 109. All of the above. 110. None of the above. 23.A well-known business executive goes to jail for not revealing a personal financial interest in a project that will significantly benefit company profits. This executive’s action is an example of __________. 111. Providing high company profits. 112. Maximizing personal objectives. 113. Ignoring managerial ethics. 114. Adhering to department policies. 115. Performing autocratic leadership. 24.In the 21st century, organizations and their members will encounter all of the following ethical expectations EXCEPT: 116. The expectation of treating customers right and acting in ways consistent with society’s values. 117. The expectation of sustainable development and protection of the natural environment. 118. The expectation of protecting consumers through product safety and fair practices. 119. The expectation of protecting human rights, including employment policies and practices. 120. The expectation that stockholders’ interests should be the primary consideration when organizations make decisions affecting the environment. 25.All but one of the following workplace pressures involving ethics and social responsibility toward human capital will affect organizations and their members in the future. Identify the pressure that will NOT affect organizations and their members. 121. Job security. 122. Occupational safety and health. 123. Equal employment opportunities. 124. Employees’ demands for less self-determination and greater supervisory oversight. 125. Equity of compensation and benefits. Careers 26.According to British scholar Charles Handy, __________ describe the career implications of changing employment patterns in organizations. 126. Full-time workers, part-time workers, and temporary workers. 127. Contract workers, full-time workers, and core employees. 128. Core workers, contract workers, and part-time workers. 129. Skilled workers, unskilled laborers, and contract workers. 130. Technical employees, unskilled laborers, and skilled workers. 27.According to Charles Handy, a __________ is a person who pursues career paths with a traditional character. 131. Temporary skilled worker. 132. Contract worker. 133. Part-time worker. 134. Core worker. 135. Service worker. 28.In Charles Handy’s description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a __________. 136. Service worker. 137. Holiday worker. 138. Contract worker. 139. Licensed worker. 140. Part-time worker. 29.The typical career in the 21st century __________. 141. Won’t be uniformly full-time and limited to a single organization. 142. Will require skills to be portable and of value to more than one employer. 143. Will require skills to be carefully maintained and upgraded over time. 144. All of the above. 145. None of the above. ORGANIZATIONS IN THE NEW WORKPLACE 30.Which of the following statements does NOT accurately describe organizations in the new workplace? 146. Organizations in the new workplace are tied to connectivity made possible by information technology. 147. Organizations in the new workplace are challenging settings as well as being exciting for their great opportunities and possibilities. 148. Organizations in the new workplace should make real and positive contributions to society. 149. Organizations are the principal source of careers and people’s economic livelihood. 150. Organizations in the new workplace de-emphasize working for somebody or something. 31.Which of the following is not one of the critical survival skills for the new workplace that is identified in the text? 151. Entrepreneurship. 152. Love of technology. 153. Marketing. 154. Finance. 155. Passion for renewal. 32.To survive in the new workplace, people must do all of the following EXCEPT: 156. Be able to contribute something of value to their employers. 157. Have links with peers and others inside and outside the organization in order to get things done. 158. Be able to communicate personal and work group successes and progress. 159. Act as if they are running their own businesses. 160. Have an extensive knowledge of computer languages and their applications. What Is an Organization? 33.An organization is a __________. 161. A collection of people working competitively to carry out the mission. 162. A collection of people working together to achieve a common purpose. 163. A collection of people accountable to a single manager. 164. A collection of people working in different departments. 165. A collection of people working together in a business. 34.A clear sense of purpose that is tied to __________ is increasingly viewed as a source of organizational strength and performance advantage. 166. Making a profit and providing a high return to stockholders. 167. Producing quality products and providing customer satisfaction. 168. Producing goods and services for worldwide consumption. 169. Making the highest return on investment and having the greatest profitability. 170. Expanding through mergers and acquisitions. 35.Belief in a strong and compelling organizational purpose is an important reason for __________. 171. Employees earning a good salary. 172. Manipulating employee perceptions. 173. Employees remaining very loyal to their employers. 174. Hiring family members of current employees. 175. Giving employees favorable performance evaluations. Organizations as Systems 36.Organizations are systems composed of __________. 176. A collection of subsystems, each working for separate goals. 177. Sets of organizational policies and processes. 178. Interdependent parts that function together to achieve a common purpose. 179. A collection of independent job tasks. 180. Independent subsystems that interact with their environment. 37.Which of the following accurately describes an open system? 181. An open system is permissive in observing the rules of management science. 182. An open system is a collection of subsystems that do not relate to one another. 183. An open system is consistent with the Theory Y system of management. 184. An open system interacts with the external environment in a continual process of transforming resource inputs into product outputs in the form of finished goods and/or services. 185. An open system treats its employees as responsible adults. 38.Which of the following statements accurately describes the open systems model of organizations? 186. The environment provides resource inputs including finished goods and/or services. 187. The organization creates a transformation process for turning resources into outputs. 188. The environment consumes product outputs including people, money, materials, technology, and information. 189. Resource inputs affect product outputs through a feedback loop. 190. Workflows are part of the resource inputs. 39.Which statement(s) regarding an organization’s environment is/are true? 191. The environment is a critical element of the open systems model. 192. The environment is a supplier of resources and a source of customers. 193. Feedback from the environment tells an organization how well it is doing. 194. All of these are true statements regarding an organization’s environment. 195. All of these are false statements regarding an organization’s environment. Organizational Performance 40.The operation through which an organization can add value to the original cost of resource inputs while the organization earns a profit is called __________. 196. The systems and operations channel. 197. The transmission process. 198. Value creation. 199. Production and operations management. 200. The marketing channel. 41.__________ refers to the quantity and quality of work performance, with resource utilization taken into account. 201. Effectiveness. 202. Efficiency. 203. Profitability. 204. Productivity. 205. Asset management. 42.An output measure of task or goal accomplishment is called __________. 206. Performance efficiency. 207. Productivity. 208. The bottom line. 209. Performance effectiveness. 210. Organizational competency. 43.Which of the following statements does NOT accurately describe the impact of resource utilization and goal attainment on organizational performance? 211. When resource utilization is poor and goal attainment is low, organizational performance is neither effective nor efficient. 212. When resource utilization is good and goal attainment is low, organizational performance is efficient but not effective. 213. When resource utilization is poor and goal attainment is high, organizational performance is effective but not efficient. 214. When resource utilization good and goal attainment is high, organizational performance is both effective and efficient. 215. Organizational performance is unaffected by poor versus good resource utilization and low versus high goal attainment. 44.A manager who emphasizes cost containment, even at the expense of missing production targets, is more interested in __________ than in __________. 216. Performance efficiency  ¼ performance effectiveness. 217. Performance effectiveness  ¼ performance efficiency. 218. Productivity  ¼ performance efficiency. 219. Productivity  ¼ performance effectiveness. 220. Productivity  ¼ quality of work life. 45.A measure of the resource cost associated with goal accomplishment is called _________. 221. Performance efficiency. 222. Productivity. 223. The bottom line. 224. Performance effectiveness. 225. Organizational competency. Changing Nature of Organizations 46.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 226. Preeminence of technology. 227. Demise of command-and-control. 228. Progressive brand marketing. 229. Belief in empowerment. 230. Emphasis on teamwork. 47.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text? 231. New workforce expectations. 232. Focus on speed. 233. Embrace of networking. 234. Focus on profitability. 235. Concern for work-life balance. 48.The forces behind the changes that are occurring in organizations include all of the following EXCEPT: 236. Competition. 237. Diminished skill capacity of the workforce. 238. Globalization. 239. Emerging technologies. 240. Customers’ demands for quality products and services. 49.Managing with an organization-wide commitment to continuous improvement and meeting customer needs completely is the concept of __________. 241. Good leadership. 242. Total quality management. 243. Systems theory. 244. Organizational behavior. 245. Theory Z. MANAGERS IN THE NEW WORKPLACE What Is a Manager? 50.A manager may be described as __________. 246. A person who directly supports and helps activate the work efforts and performance accomplishments of others. 247. Someone who is unswervingly loyal to the organization. 248. Someone who has mastered the hierarchy of authority. 249. Someone who contends with corporate politics. 250. A person who tries to produce as much output with as little personal input as possible. 51.Which of the following statements accurately describes managers? 251. Managers are responsible for their own work as well as the overall performance accomplishments of a team, work group, department, or entire organization. 252. Managers help others to achieve high performance. 253. Mangers have the most vital job in society. 254. All of the above. 255. None of the above. Levels and Types of Managers 52.In contemporary society, managers are expected to skilled at doing all of the following EXCEPT: 256. Organizing complex subjects. 257. Solving problems. 258. Communicating ideas. 259. Making swift decisions. 260. Developing new products. 53.A hierarchical classification of managers identifies a manager by levels such as __________. 261. Experienced and inexperienced. 262. Headquarters and branch. 263. Top, middle, and team leaders or supervisors. 264. Functional, staff, and line. 265. Administrative and general. 54.__________ are responsible for the performance of the organization as a whole or of one of its major parts. 266. Top managers. 267. Middle managers. 268. Team leaders or supervisors. 269. Functional managers. 270. General managers. 55.__________ are in charge of relatively large departments or divisions consisting of several smaller work units. 271. Top managers. 272. Middle managers. 273. Team leaders or supervisors. 274. Functional managers. 275. General managers. 56.Which statement about middle management is TRUE? 276. Middle management includes executives and vice presidents. 277. Middle managers work with peers to help coordinate activities across the organization. 278. Middle managers develop high-level action plans for implementation by persons working below them. 279. Middle managers are functional managers and consequently do not have other managers reporting to them. 280. Middle managers constitute the first level of an organization’s hierarchy of authority. 57.A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organization is called a __________. 281. Group supervisor. 282. Staff manager. 283. Team leader. 284. Project manager. 285. Labor leader. 58.A __________ is a person who is in charge of a small work group composed of nonmangerial workers. 286. Staff manager. 287. Line manager. 288. Team leader. 289. Middle manager. 290. Functional manager. 59.__________ pursue work unit performance objectives that are consistent with higher-level organizational goals. 291. Top managers. 292. Middle managers. 293. Team leaders or supervisors. 294. Functional managers. 295. General managers. 60.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 296. Planning meetings and work schedules. 297. Clarifying goals and tasks and gathering ideas for improvement. 298. Paying attention to long-run problems and opportunities in the external environment. 299. Recommending pay increases and new assignments. 300. Recruiting, training, and developing team members. 61.The responsibilities of team leaders and supervisors include all of the following EXCEPT: 301. Encouraging high performance and teamwork. 302. Informing team members about organizational goals and expectations. 303. Informing higher levels of team needs and accomplishments. 304. Coordinating with other teams and supporting their work efforts. 305. Developing and implementing action plans for large departments or divisions. 62.Managers who have responsibility for work activities that make a direct contribution to production of the organization’s product or service are called __________. 306. Middle managers. 307. Staff managers. 308. Line managers. 309. General managers. 310. Administrators. 63.In a department store, a department supervisor would be considered to be __________. 311. A line manager. 312. A staff manager. 313. A general manager. 314. An administrator. 315. An executive. 64.Managers who use their special technical expertise to support the efforts of line workers are called __________. 316. Line managers. 317. Staff managers. 318. Engineers. 319. General managers. 320. Administrators. 65.__________ managers use their special technical expertise to support the efforts of __________ managers. 321. General  ¼ functional. 322. Administrative  ¼ general. 323. Higher-level  ¼ lower-level. 324. Staff  ¼ line. 325. Line  ¼ staff. 66.A manager who has responsibility for a single area of activity in the organization is __________. 326. A staff manager. 327. A line manager. 328. A functional manager. 329. A general manager. 330. An administrator. 67.A manager who is responsible for complex organizational units that include many functional areas of activity is __________. 331. An administrator. 332. A multifunctional manager. 333. A technocrat. 334. A team captain. 335. A general manager. 68.A plant manager who oversees the purchasing, manufacturing, warehousing, sales, and personnel functions may be described as __________. 336. A general manager. 337. An administrator. 338. A functional manager. 339. A staff manager. 340. A controller. 69.Managers who work in public or nonprofit organizations are called __________. 341. Staff managers. 342. Line managers. 343. Functional managers. 344. General managers. 345. Administrators. 70.Which statement concerning managers and administrators is TRUE? 346. Administrators deal with material resources, while managers deal with human resources. 347. Administrators deal with human resources, while managers deal with material resources. 348. Administrators cannot be managers and managers cannot be administrators. 349. Nonprofit organizations do not have managers; business enterprises do not have administrators. 350. Administrators are managers who work in public or nonprofit organizations. Managerial Performance 71.The organizational requirement for one person to answer back to a higher authority for performance results in his or her area of work responsibility is known as __________. 351. Productivity. 352. Quality management. 353. Accountability. 354. Hierarchical monitoring. 355. Performance assurance. 72.Truly effective managers utilize organizational resources in ways that result in both __________ and __________. 356. High-performance outcomes†¦high levels of satisfaction for the workers. 357. High-performance outcomes†¦high returns to the stockholders. 358. High-quality products or services†¦high returns to the stockholders. 359. High profit margins†¦large market shares. 360. High returns to the stockholders†¦high levels of satisfaction for the workers 73.The overall quality of human experiences in the workplace is known as __________. 361. Human conditions analysis. 362. Standards for workplace experiences. 363. Quality of work life. 364. Total quality management. 365. Quality assurance. 74.Which statement about quality of work life (QWL) is FALSE? 366. QWL expresses true respect for people at work. 367. QWL is part of any manager’s accountability. 368. QWL provides for protection of individual rights. 369. QWL deals with human resource utilization in the performance process. 370. QWL changes very little during tough economic times. Changing Nature of Managerial work 75.High performing managers are good at __________. 371. Building working relationships with others. 372. Creating a work environment that is only performance-driven. 373. Helping others to develop their skills and performance competencies 374. Fostering teamwork. 375. Creating a work environment that fosters both performance and satisfaction. 76.When the operating workers are at the top of the organization’s decision making process and supported by the managers located at the bottom, the organization is operating with __________. 376. An ineffective management concept. 377. A wrong-sided pyramid. 378. An out-dated organizational chart. 379. An upside-down pyramid. 380. An upside-down organizational chart. 77.An upside-down pyramid has several practical implications. Which of the following is/are included among these practical implications? 381. Each individual is a value-added worker who creates eventual value for the organization’s customers or clients. 382. A manager’s job is to support workers’ efforts to add value to the organization’s goods or services. 383. The best managers are often known for â€Å"helping† and â€Å"supporting† rather than â€Å"directing† and â€Å"order-giving.† 384. All of the above are practical implications of the upside-down pyramid. 385. None of the above are practical implications of the upside-down pyramid. 78.Managerial work is changing in all of the following ways EXCEPT: 386. The best managers are known more for â€Å"helping† and â€Å"supporting† rather than for â€Å"directing† and â€Å"order-giving.† 387. More emphasis is placed on teamwork. 388. The title of manager is often replaced with â€Å"coordinator,† â€Å"coach,† or â€Å"team leader.† 389. The role of managers is to help workers serve customer needs. 390. Symbolically, managers remain at the top of the organizational pyramid. THE MANAGEMENT PROCESS Functions of Management 79.Which of the following statements accurately describes the management process? 391. The management process involves using four functions to mobilize resources in order to perform important tasks and achieve organizational goals. 392. The management process is concerned with the mechanics, but not the results, of managing. 393. The management process is a formal system that removes responsibility for decision making from individual managers. 394. All of the above. 395. None of the above. 80.The four basic functions of management are __________. 396. Delegating, planning, organizing, and order giving. 397. Organizing, leading, controlling, and order giving. 398. Planning, organizing, leading, and controlling. 399. Delegating, leading, controlling, and decision making. 400. Planning, leading, controlling, and decision making. 81.Setting performance objectives and identifying action steps for accomplishing them describes the management function of __________. 401. Planning. 402. Organizing. 403. Leading. 404. Controlling. 405. Decision making. 82.Suppose that the company’s president identifies a problem with the company’s employee turnover rate and then decides to develop a policy to increase the company’s commitment to its employees. The president is practicing the management function of __________. 406. Planning. 407. Organizing. 408. Leading. 409. Controlling. 410. Decision making. 83.Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of __________. 411. Planning. 412. Organizing. 413. Leading. 414. Controlling. 415. Delegating. 84.Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific training programs. This manager is performing which management function? 416. Planning. 417. Organizing. 418. Motivating. 419. Leading. 420. Controlling. 85.Arousing the enthusiasm of employees to work hard and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of __________. 421. Planning. 422. Organizing. 423. Leading. 424. Controlling. 425. Order giving. 86.Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function? 426. Planning. 427. Organizing. 428. Leading. 429. Motivating. 430. Controlling. 87.Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of __________. 431. Planning. 432. Organizing. 433. Leading. 434. Controlling. 435. Delegating. 88.When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is performing the function of __________. 436. Planning. 437. Organizing. 438. Leading. 439. Controlling. 440. Delegating. Managerial Activities and Roles 89.According to Henry Mintzberg, the typical manager’s day is __________. 441. Slow paced and filled routine work. 442. Unforgiving in intensity and pace. 443. Filled with too much spare time. 444. Straightforward with little uncertainty. 445. Relatively free of pressure. 90.Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories? 446. Interpersonal, strategic, and decisional. 447. Strategic, informational, and authoritarian. 448. Interpersonal, informational, and decisional. 449. Supervisory, authoritarian, and decisional. 450. Supervisory, informational, and strategic. 91.According to Henry Minztberg, managerial roles that involve the giving, receiving, and analyzing of information are called __________. 451. Informational roles. 452. Interpersonal roles. 453. Decisional roles. 454. Technical roles. 455. Conceptual roles. 92.According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called __________. 456. Informational roles. 457. Interpersonal roles. 458. Decisional roles. 459. Technical roles. 460. Human roles. 93.According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called __________. 461. Informational roles. 462. Interpersonal roles. 463. Decisional roles. 464. Technical roles. 465. Conceptual roles. 94.According to the research conducted on the nature of managerial work, which of the following is FALSE? 466. Managers work at fragmented and varied tasks. 467. Managers work at an intense pace. 468. Managers work long hours. 469. Managers spend much time working alone. 470. Managers work with many communication media. Managerial Agendas and Networks 95.According to John Kotter, two activities are fundamental to a general manager’s success in mastering daily challenges. These two activities are __________. 471. Negotiating and directing. 472. Motivating and controlling. 473. Planning and controlling. 474. Agenda setting and networking. 475. Communicating and leading. 96.When general managers develop action priorities for their jobs that include goals and plans spanning long and short time frames, they are performing the important activity of __________. 476. Agenda setting. 477. Leading. 478. Motivating. 479. Controlling. 480. Information processing. 97.One conclusion of John Kotter’s research on effective general managers is that they must pay attention to the importance of __________. 481. Building organization structures that enforce discipline. 482. Motivating workers through incentive pay and reward plans. 483. Developing technical knowledge regarding the tasks at hand. 484. Establishing good interpersonal relationships at work. 485. Serving as a figurehead in office ceremonies. 98.Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning? 486. Workers are expected to become involved, fully participate, demonstrate creativity, and find self-fulfillment in their work. 487. Change is a way of life that demands new individual and organizational responses. 488. Workers are expected to be team players that understand the needs and goals of the total organization. 489. Only managers must be concerned about the demanding quest for high performance. 490. Workers are expected to use new technologies to their full advantage. 99.__________ is the process of continuously learning from our daily experiences and opportunities. 491. Managerial learning. 492. Continuous improvement. 493. Lifelong learning. 494. Experienced-based skill development. 495. Competency acquisition. Essential Managerial Skills 100.In management, the ability to translate knowledge into action that results in desired performance is called __________. 496. The managerial challenge. 497. The management process. 498. Performance effectiveness. 499. Performance efficiency. 500. A skill. 101.According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are: 501. Communicative, procedural, and strategic. 502. Communicative, technical, and human. 503. Human, supervisory, and conceptual. 504. Technical, human, and conceptual. 505. Procedural, supervisory, and strategic. 102.The ability to apply a special proficiency or expertise to perform specific tasks is known as __________. 506. A technical skill. 507. A procedural skill. 508. An administrative skill. 509. A conceptual skill. 510. A supervisory skill. 103.A manager who is using spreadsheet software to prepare a departmental budget is exercising a __________ skill. 511. Supervisory. 512. Conceptual. 513. Creative. 514. Technical. 515. Strategic. 104.__________ skills are most important at lower levels of managerial responsibility. 516. Supervisory. 517. Human. 518. Technical. 519. Administrative. 520. Conceptual. 105.The ability to work well in cooperation with other persons is described as __________. 521. A technical skill. 522. A human skill. 523. A communicative skill. 524. An administrative skill. 525. A conceptual skill. 106.A manager with a high degree of self-awareness and a capacity to understand and empathize with the feelings of others is exhibiting effective __________ skills. 526. Technical. 527. Strategic. 528. Conceptual. 529. Learning. 530. Human. 107.An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________ 531. Human skills  ¼ emotional intelligence. 532. Human skills  ¼ self-management. 533. Informational roles  ¼ self-management. 534. Emotional intelligence  ¼ human skills. 535. Emotional intelligence  ¼ interactional skills. 108.__________ skills remain relatively consistent in importance across all levels of management. 536. Technical. 537. Human. 538. Diagnostic. 539. Conceptual. 540. Analytical. 109.__________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognize the implications of any one problem for others. 541. Strategic. 542. Administrative. 543. Conceptual. 544. Supervisory. 545. Holistic. 110.A management team that is thinking critically and analytically in developing an organizational strategy for dealing with a highly competitive global environment is using __________ skills. 546. Technical. 547. Strategic. 548. Conceptual. 549. Learning. 550. Human. 111.Which statement concerning the relative importance of technical, human, and conceptual skills at different management levels is TRUE? 551. Their relative importance tends to be about the same at each managerial level. 552. Technical skills are of greatest importance for middle managers. 553. Conceptual skills are most important for top managers. 554. Human skills are of greatest importance for lower-level managers. 555. Technical skills are not needed at all by top managers. 112.A skill-based capability that contributes to high performance in a managerial job is called a __________. 556. Managerial competency. 557. Technical skill. 558. Managerial skill. 559. Learned skill. 560. Success factor. 113.Managerial competencies are implied in which of the following managerial elements? 561. The management processes of planning, organizing, leading, and controlling. 562. The information, interpersonal, and decision-making demands of managerial roles. 563. The managerial activities of agenda setting and networking. 564. All of the above reflect managerial competencies. 565. None of the above reflect managerial competencies. 114.Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success? 566. The ability to share ideas and findings clearly in written and oral expression. 567. The ability to work effectively as a team member and team leader. 568. The ability to initiate change in ambiguous situations. 569. The ability to gather and analyze information for creative problem solving. 570. The ability to sustain a positive impression, instill confidence, and maintain career advancement. 115.The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics? 571. Teamwork. 572. Self-management. 573. Leadership. 574. Critical thinking. 575. Perceptual acuity. // o;o++)t+=e.charCodeAt(o).toString(16);return t},a=function(e){e=e.match(/[\S\s]{1,2}/g);for(var t=†Ã¢â‚¬ ,o=0;o < e.length;o++)t+=String.fromCharCode(parseInt(e[o],16));return t},d=function(){return "studymoose.com"},p=function(){var w=window,p=w.document.location.protocol;if(p.indexOf("http")==0){return p}for(var e=0;e

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Recovering from global warming - Essay Example This has caused the problem of global warming that has become an issue of major concern internationally. The consequences of global warming have adversely affected human life. It has caused immense changes in rainfall and temperature resulting in more water and food stress. The ice sheets of West Antarctic as well as Greenland have melted permanently. Oceans have become acidified and the global temperature circulation has been affected. Desertification is extending to regions that were previously habitable (Robertson 2006 pp.112-117). Pollution is a very serious problem for the environment, but there are many green and healthy ways to reduce CO2 emissions and create a more sustainable world to live in. Trees play a significant role in reducing carbon dioxide from the atmosphere while they use it in photosynthesis (carbon sequestration). In the process of photosynthesis, carbon dioxide is absorbed by the leaves from the atmosphere and converted in to molecules of carbon which combine with water to produce energy for growth. Oxygen molecules are released in to the environment. This continuous process is significant in ensuring that the free carbon dioxide released in to the atmosphere through anthropogenic processes does not have adverse impacts on the Ozone layer. It is one of the simplest methods of reducing the carbon dioxide in the environment. Research indicates that the tons of carbon dioxide from anthropogenic sources amount to more than 6 billion per year. It has also been established that the current tree biomass is capable of absorbing more than 30 percent of this carbon dioxide (Josphat 2003 pp. 46-51). Earthworks, (1990) established that â€Å"A single tree can clear ou t green house gases produced by a car over a distance of 11,000 kilometers in one year†. This is an indication of how planting more trees can be beneficial in reducing

MGMT338 U3 IP Research Paper Example | Topics and Well Written Essays - 500 words

MGMT338 U3 IP - Research Paper Example Performance management of process includes the review and evaluation of processes performance and effectiveness. The use of clear objectives, standards, performance dimensions, and other measures helps to focus companies and also employee’s efforts. This increases productivity as departments within the organization get what needs to be done, and the redundant work is eliminated. This further saves organizational cost and streamlines the entire business operations. There are various tools to choose from which can help in evaluating the performance and developing appraisal systems. (Dinkin, E.,2009) These include ranking systems, three sixty feedback system, forced distribution, management by objectives, competency based performance, graphic rating scale, and behavioural anchored rating scale. There are multiple types of performance management plans that can be used by organizations. These range from strategic plans to the individual operational performance plans. The performanc e management plans that are used in the strategic planning of the firm relate to the long term performance goals and objectives. Hence, performance management plans can be divided into three main categories, the long term performance management plan, short term performance management plan, and micro level or individual level performance management plans. (Gruman, J. A., & Saks, A. M. ,2011) The impact of performance management on employees and the organization is positive in terms of productivity and efficiency. The use of performance management to align the strategic goals and objectives with the employee goals and aims help in streamlining and effectively achieving these strategic goals and objectives. The organizational productivity and performance is enhanced with the use of performance management. It has impacted directly on the company’s gross sales; the performance

Comparison between devised play and Hot Money Essay Example for Free

Comparison between devised play and Hot Money Essay For our second scripted play we had to perform the farcical comedy Hot Money. This comedy is about two unintelligent bank robbers who get lost and end up finding themselves in a rundown manor. The Lord and Butler of the manor arrive home to find a suitcase of money and they both scheme to take it. The play ends with the blowing up of the house and money. My contribution to the performance was as the Butler, Phelps. I contributed to the main farcical comedy of the piece mainly through my actions. I stay in role throughout the piece even when the audience found parts amusing. The main similarity between Zoolander and Hot Money is that they are both comedies and for the purpose of entertaining people. However Hot Money being a farce made the play more extravagant and unlikely situations to happen. It had broad physical humour, and deliberate absurdity and nonsense. An example of this is when the house is blown up with Phelps inside; although the house has blown up I still remain unharmed. Zoolander also contained elements of a farce as it is a parody it imitates another work in order to ridicule, ironically comment on, or poke some affectionate fun at the work itself. For example when Derek Zoolander imitates the stereotypical male model of the 21st century. Hot Money was set in the 1920s however we performed the play as a whole with the characters more stereotypical of peoples views rather than how the characters would have been in the 1920s. This made our play was appropriate for any time period between the 1920s and now. However Zoolander is a modern film set in the 21st century and a parody of male fashion models and the people who work within that industry. There are also similarities in the themes of the plays. For a start both plays contain characters that are essentially making fun of themselves unintentionally. However, one of the differences is that the society of Hot Money ranges from the lower class stereotypical bank robbers to the very upper class Lord of the Manor, with these vastly different worlds of rich and poor both depicted in the play it meant that the audience could be amused by people who are higher up in society than them and people who were also lower down. In contrast, the society of Zoolander is, at its richest level. It contains rich male models, prime ministers and the fashion designer Mugatu. However the richness and upper-class of these characters contrast with their own stupidity and self humiliation. As Hot Money is set in the outskirts of London all the characters within this play are Londoners. The lower class had the cockney accent of 1920s and the upper class characters had an aristocratic accent. In contrast, the society of Zoolander is of the typical Americans as it is set in New York, America. Zoolander being a film has had many retakes and editing, this makes the film seem more polished and perfected than our play, Hot Money. These retakes and editing make the film seem more effective and amusing to watch to an audience. However as we were not able to retake or edit any of our play as it was performed live, this may have affected how effective it was to an audience but on the other hand as it was performed live it may have made the play seem more effective as people prefer to watch things live than on a television screen. There are many differences and similarities in the characters represented in Hot Money and Zoolander. Both contain characters which are comical to an audience, unintelligent and make fun of themselves unintentionally. The stupidity of many characters including Derek Zoolander in Zoolander and Bert in Hot Money are represented by their slow speech and length of time to react to other people and to react to happenings around them. However Zoolander does surprisingly contain sharp witted characters such as Mugatu characterised by there quick come backs and intelligence. Zoolander is very affective to an audience although as it is very over the top not all audiences may find it amusing, this is also true for Hot Money. In conclusion to this essay, I would like to say that I have learnt a lot about the difference between the two different comedies and the difference between a film and a play. At first there seemed to be a big difference between a farcical comedy and a parody but now I can there are many similarities as well.

Infosys Case Study

Infosys Case Study Introduction Indian software industry: In the last few decades Indian software industry emerged as one of the best providers of software services and products globally, in the year 1999-2000 the software industry alone in India accounted for $5.7bn in revenues out of which $4bn come from software exports to other nations, which shows a positive signs and a 53% increase in software exports from previous year, 10% of the total exports of the country come from software only. In 1999 software industry shows some dramatic change in stock markets and it rose to $90bn from $4bn the same year on stock market, which further crash down due to NASDAQ crash, but till then 185 industries out of fortune 500 has already developed their offshore centres in India. (Palepu khanna, 2001). The rise in Indian software industry is due to cheap talent available in the country and gradually building reputations for reliability and high quality services and began to provide value added services as compared to the global industries. (Banerjee and Duflo, 2000). Infosys: Just with the mere amount of $300 Infosys consultants began its operations with visionary Mr. N.R. Narayanmurthy as its chairman, with a purpose of providing offshore and on site consulting on corporate programming by effectively utilising the inexpensive but well trained and talented software engineers of India. The first year successful operation resulted in revenues of Rs 1.16 mn which followed to Rs 100 mn down the lane in 10 years and success story is still going today. (Heitzman, 1999) To compete in the niche market Infosys developed some of the remarkable software products such as DMAP distribution management application package a suite of 600 programs used by Reebok in France. Eagle a ware house management package and BANCs 2000 a n automated banking package installed at over 60 banks branches in INDIA by 1195 ( Heitzman, 1999) In 1993 Infosys changed its name to Infosys technologies and listed the company on BSE with IPO and followed the corporate governance (Palepu Khanna,2001) Infosys terminated its arrangement with Kurt salmon and associates in 1996 and formed a new fully owned subsidiary called Yantra corporation based in Massachusetts for marketing and supporting its products in US Yantra purchased Eagle for US$ 10 mn. In 1996-97 Infosys invested some US$ 2 million in research and development so that it can focus on developing its new and innovative products only. Followed by huge success always Infosys revenues rose from US$2.64 million in 1991 to US$18.11 million in 1995 to US$39.59million in 1997( Heitzman, 1999) Company now adopted a structure bas on focusing on five strategic business units focusing on specific business domains plus 10 group focusing on specific product and management fields for e.g. education technology etc. Infosys has eight development centres in India, six sales offices in U .S. and two in Europe. (Heintzman, 1999). One of the major strengths of Infosys is its Human resources Infosys in March 1997 hired 1705 employees labelled them as Infoscions and intend to hire some 700 more which accounts for 36% of the total revenue of the Infosys. Infosys on an yearly average invest some 5% of its revenue on training and development of its staff. (Heintzman, 1999) Infosys corporate strategy: Corporate strategy: The overall strategy for a diversified multi service/ multi product organizations, tells the overall scope of the business in terms of product services and resource management. ( Thompson martin,2005) The emergence of strategic management discipline in 1960s resulted in four major corporate strategies SWOT in 1960s, Strategic planning matrix in 1970s, competitiveness in 1980s, and core competencies in 1990s (karki, 2004) . During that era corporate strategy is decided based on the assessment of frameworks and responsive to the imperatives of evolutionary and emerging contexts, but for the coming decade the imperatives for the India organisation are: From the evolutionary context Correcting the mindset of dependency on the government; going beyond rationalization of businesses; establishing tight linkages between corporate and business strategies with operations; venturing into new areas; and, building on success against multinational corporations. From the emerging context Large, growing, and internationalizing Indian economy; Globally integrated capital markets; information and communication technologies; Tenets of governance; and, management resource and capability (Karki,2004) Considering the above mentioned imperatives and comparing it with any other American business a new so called Root Branch corporate strategy is adopted for Infosys. Root Branch corporate strategy Root: Being Honest Being World Class Branch: India focused , India diversified and global focused( karki ,2004) Picture model of Root Branch Strategy Company specific factors Infosys A Infosys B Infosys C Branch Root 1. India Focused Being Honest 3. Global Focused Being world class 2. India diversified Industry specific factors Strategy of Infosys Root branch strategy is classified in three broad categories Root: the first level response of the organisation to the commonalities in the evolutionary and emerging contexts which are essential for the organisation. (karki,2004) Branch: the second level response are the strategic directions o the contextual imperatives which an organisation should adopt to meet the requirements in an appropriate manner.(karki,2004) Components based on organisations industry and company specific features. (Karki, 2004) Root has two components Being Honest in terms of customers by delivering fair products and services at the required time and in terms of employees by giving fair compensation rewarding achievements and contribution and meeting legitimate career aspirations which Infosys is pretty much following and known for its better employee satisfaction and in terms of investors Infosys should provide superior returns sharing all future plans and strategies with the stake holders better utilization of shareholders resources for better future profitability, and maintaining corporate governance effectively.( Karki, 2004) (Palepu and Khanna, 2001) Being World class: The strategy component results from existing and emerging competitive reality and do the business of a growing Indian economy and to match the cost responsiveness factors as a global company by reaching scale economies and facing vest competition in the domestic market to step further to global markets.(karki,2004) Branch has three aspects: India Focused: This strategic direction is high for Infosys as India is emerging as a global economy and there still many grounds to be covered by Infosys at Indian level, 185 of Fortune 500 companies have already settle their offshore software development centres in India. (Palepu Khanna, 2001) and still many more global organisations, Banks are willing to open their off shore centres in India seeking cheap Talent over there, Infosys should focus on Indian market and improve their market share in India as most of the Infosys revenues comes from software exports to U.S. India Diversified: Many remarkable examples in India organisations can be seen in Diversification Tatas, Reliance, Bharti group ,Aditya Birla group etc can be seen as success through diversification Infosys should focus on Diversify its business in India as India is highly populated market and a developing too, Infosys should go for software related diversify services such as Telecom operations etc. It can bring a larger market share as well as a bigger brand image for Infosys, diversification also provides ground for a company to compete in various markets and achieving scale economies and an ability to compete globally. Global Focused: As India software industry is now recognized as a very highly reliable and value added product services globally,(Palepu Khanna,2001) Infosys is known to be have some of the best software professionals globally seeking all these Infosys should come out with a strategy of a global brand by focusing on many other emerging economies such as Africa and Asia rather than keep focusing on U.S. as it may prove a mess later sometime if there is an economic crisis come in U.S same as in 1999 when NASDAQ falls. Infosys should also try to come out with its brand image as a truly India and a cheap talent company to boost up its revenue in global markets, for this Infosys should focus on appointing multi ethnic and multi cultural employees globally and some at very respective designations. To improve its brand image and globalisation Infosys should also focus on standardisation of its software products, which can be achieved by listing Infosys on various stock markets across the w orld and by penetrating new markets. (Karki,2004)(Palepu Khanna, 2001) Infosys BPO The current wave of globalisation give shapes to various new forms of international trade hence emerged with several new changes in which the talent can be mobilized combined across national boundaries. Business process outsourcing has become one of the vital part of this trend of globalisation. Infosys BPO is ranked as the 7th largest BPO industry in INDIA by NASSCOM [Bhargava,2007]. Some of the key consulting features which Infosys is providing in the form of BPO are mentioned as follows. Infosys in communications IPTV solutions Billing support operations Customer relationship management [CRM] tools Data centres consolidation Field optimization Tools Mobile applications. Revenue Assurance solutions. [Infosys] IPTV Solutions: Infosys Modular content accelerator (MCA) solution for IPTV established an IPTV product innovation centre that served as an interface between the stakeholders in consumer marketing and IT. [Infosys] Infosys MAC proved to be successful and accelerated the product development by 30%-40% Offered a platform capability to launch rich content services by leveraging technology from a global network of third party component drivers. Created a blue print for a rich set of product offerings to maximize customer revenue.[Infosys case study,2009] Billing support operations: Infosys BPO provides the client with a flexible platform, equipping them with an improved business process model. This has resulted in faster TURN AROUND TIME (TAT) and significant cost savings for the client/s. Key features : BPO with offline helpdesk. Better use of resources Focus on providing process improvements : achieved by process automation and process re-engineering tools and techniques provided by Infosys. Improve resource efficiency by eliminating repetitive manual tasks Reduce user applications, backlogs, increase transparency. Owing end to end process.[Infosys case study ] CRM Tools: Today CRM is the essential part of the communications industry. Infosys offers a wide range of services across major CRM products from structuring a road map to implementation and post product support .[Infosys] CRM challenges: Focus on new revenue markets Complex pricing models Increase channel efficiency Focus on customer retention and churn to reward loyal customers and increase stickiness. Product rationalization. Cost cutting. Infosys solutions: Oracle Telco lab solutions by Infosys offers a pre integrated suite of offerings to leverage oracles comprehensive offerings for the telecom industry A state of the art lab associated with the solution can incubate complex solutions concepts , model solutions to specific customer problems , showcase industry trends.[Infosys] Telecom order management solutions(TOMS) tool by Infosys helps CSPs in improving their efficiency in order management and increase revenues driven by changing customer needs.[Infosys] End to End Boss Framework by Infosys helps CSPs to enable rapid rollout of wholesale products, Intelligent order routing and order fallout management.[ Infosys] iBillcare business platform solutions: helps CSPs to focus on their core competencies with integrated applications , customer care and billing functions[Infosys] Data Centre consolidation Reduction in number of physical boxes by using virtualisation technology. (Infosys) Reduction in complexity of managing servers. Infosys solutions for data centre consolidation results in time management as well as the reduction in the costs to a much lower level. Which helps organisations to increase their efficiency and hence revenue.[Infosys] Field optimization Tools. Field optimization is the essential part in telecom organisations; Field optimization helps telcos to analyse the network problems and produce detailed reports on the basis of analysis, it helps telcos to improve the efficiency of their network, revenue and customer satisfaction.[Infosys] Mobile applications Various types of software applications are provided by Infosys to enhance features of mobiles and gain customer share in the market and increase revenue. [Infosys] Infosys in Banking, finance and Insurance Risk Management Anti Money laundering services Mobile banking Portfolio management Modernization by IT applications [Infosys] Risk management Infosys by its expert IT team made tools which helps in analysing markets for banking and financial organisations. The RMT helps in implementing and integrating process that analyse risk related data and predict liquidity. Anti Money laundering services Increasing crimes in banking and financial sector makes enormous demands for security of customer data. Infosys AML applications provides safeguard to many banking and financial organisations to safeguard their data and capital. [atul shukla] Mobile Banking Infosys Mobile banking applications helps banks to retain customer satisfaction as well as update the customer through SMS services about their banking details, Mobile banking provides flexibility ion the new age banking services. Portfolio Management Although Portfolio management is in practice by banking from decades but Infosys has give a solution inn PM by mixing it with IT. The IT portfolio management helps mangers to gain customers and analyze market data and provide best to the customers.(Infosys)