My Leadership Style

My Leadership Style According to my results, it indicates that my leadership style is predominately Participative, which means that I am capable of working with group members who understand the objectives and their role in the task. My biggest strength is hard work, sharing the sense of responsibility, punctuality, time management and the ability to meet deadlines. I am a very trustworthy person with an ability to work as a team player or as an individual which helps me to survive under different kind of environments. According to my past experienced, my supervisor came over and praised me for my hard work for the past five weeks and he also informed me that they will offer me a team leader job once I finished my course. My Weakness is that I get hurt very quickly if someone disregards my sincere efforts, or accuse me of being guilty of a mistake which I never did, this does results in a mental stress which ultimately effects my performance .Secondly sometimes I get emotional. This is what I think are my biggest strength and weaknesses. And I need to improve this strength and weaknesses. Leadership theories Leadership is a way of leading others to get the desired results. There are many theories presented by different author and I am going to discuss some of the theories which are as follow: Situational leadership theory It is developed by Hersey and Blanchard, is based on the premise that leaders need to alter their behaviours depending on one major situational factor-the readiness of followers. It focuses on two behaviours: task behaviour and relationship behaviour. Task behaviour is the leaders tendency to spell out duties and responsibilities of the group. Relationship behaviour is the leaders tendency to use two-way or multi-way communication To determine which combination of behaviour is appropriate for a given situation, a leader must access the follower readiness. Follower readiness means followers willingness and ability to accomplish a task. The following are the leadership style that might be used: Telling- giving specific task directions and closely supervising work; a high task , low-relationship style Selling- explaining task directions in a supportive and persuasive way; a high task, low-relationship style. Participating- emphasizing shared ideas and participative decisions on task directions; a low task, high-relationship style. Delegating- allowing the group to take responsibility for task decisions; a low task, low-relationship style. In using this situational leadership theory, leaders decide the task areas they want to influence assess the individuals readiness level, select the leadership style corresponding to that level. Path-goal theory It explains how leader behaviour can positively influence the motivation and job satisfaction of subordinates. It is closely associated with expectancy theory; it is focused on the way leaders influence subordinates perception of work goals and paths to achieve both work and personal goals. This theory argues that the perception of subordinates is affected by the following leader behaviours. Directive leader behaviour- letting subordinates know what is expected of them, providing guidance about work methods, developing work schedules, identifying work evaluation standards, and indicating the basis for outcomes or rewards. Supportive leader behaviour- entails showing concern for the status ,wellbeing and needs of subordinates; doing small things to make work more pleasant; and being friendly and approachable. Participative leader behaviour- it is characterised by consulting with subordinates, encouraging their suggestions, and carefully considering their ideas when making decisions Achievement-oriented leader behaviour- involves setting challenging goals, expecting subordinates to perform at their highest level, and conveying a high degree of confidence in subordinates. Leaders should also consider two important situational factors: subordinate and context characteristics. Normative leadership model The Normative leadership model developed by Vroom and Yetton helps leaders assess critical situational factors affecting the extent to which they should involve subordinates in particular decisions. In this model, decisions made by managers in relation to group problems are identified as belonging to one of five basics groups. A1: the leader makes the decisions using available information. A2: the leader obtains necessary information from subordinates then makes the decision. C1: the leader shares the problem with relevant subordinates, individually then makes the decision. C2: the leader obtains information and an idea from subordinates in a group session then makes the decision. G2: The leaders share the problem with the group and coordinate their efforts to devise a solution. The model includes a number of questions the manager can ask about the decision or problem, which may help him/her to decide which method is most appropriate given the situation. Transformational and transactional leadership Transformational leaders motivates individuals to perform beyond normal expectations by inspiring subordinates to focus on broader missions transcending their own immediate self-interest, to concentrate on intrinsic higher-level goals rather than extrinsic lower level goals, and to have confidence in their abilities to achieve the extraordinary missions articulated by the leader. Transformational leadership is supplementary to transactional leadership; it does not replace it. Transformational leadership includes three important factors: Charisma is a leadership factors comprising the leaders ability to inspire pride, faith and respect. To recognise what is important. Individual consideration is a leadership where leaders pays attention to the individual followers needs and treat every individual as equal. Intellectual stimulation is a leadership factor involving offering new ideas to stimulate followers to rethink old ways of doing things, encouraging followers to look at problems from multiple vantage points. Transactional leaders are leaders who motivates subordinates to perform at expected levels by helping them recognise task responsibilities, identify goals, acquire confidence about meeting desired performance levels, and understand how their needs and the rewards they desire are linked to goal achievement. leadership role model/s Leadership means different things to different people. It refers to the process of influencing others to achieve organisational goals. There are many leaders who have proven themselves in front of others such as Manmohan Singh, Adolf Hitler. They change the future of whole world by their leadership styles. I have chosen two political leaders to compare and contrast their leadership theory and styles. The First political leader is a current Prime-minister of India (Dr.Manmohan Singh) and the second one is ex: President of Libya (Muammar Gaddafi). Leadership profiles Manmohan Singh was born in 26 September 1932 in Goha village, Punjab But after Indias partition now this village is in Pakistan. His family was migrated to Amritsar sahib, India during partition in 1947. He was very intelligent and bright student from the starting of his study career. He was always come first to learn something new. After the partition he starts his study in Hindu college. In 1952 1954 he got his bachelors and masters degree. He stands first in his whole academic career. He receives a Wren bury scholarship as well. He finishes his study from university Oxford in 1962. After receive doctorate in economics from Oxford University, he worked for United Nations and after this he began his bureaucratic career. He works as an advisor in the ministry of foreign trade with Lalit Narayan Mishra. After this he handled so many posts for government of India like Chief Economic Advisor (1972-76), Governor of reserve bank (1982-85) and head of planning commission (1985-87). In 22 may 2004 He selected as a 13th Prime-Minister of India. Manhohan Singh follows participative and bureaucratic leadership style in his whole career. He is the in charge of every action related to development of a country. He takes other ideas into consideration while placing any step further towards the development. He follows the rules and regulations and ensures that other people follow the rules and regulations consistently and accurately. From the starting of his Prime-minister career he set up many rules for the people of India to decrease the bribe and poverty in country and Increase the economy of country. Muammar Gaddafi was born on 7th June 1942 in Libya. Initially he was ruler of Libyan Arab Republic till 1977 and then Brother Leader of Libyan Arab Jamahiriya till his last breath. He was considered as an Autocratic leader. He took the Libyan politics to a new height where he defined ideal autocratic style. He ruled the country with his power for a long period of time. He closed American and British military bases immediately when he came to power. He expelled Italian settlers in 1970 when he saw western imperialism battling against Arab nations. A lot of similar activities were introduced during his rule but it made a negative impact on the public of Libya. People never recognized him as a leader but because of his power nobody took a step forward to compete with him. (2008) It is clear that both the leaders were going in a different direction. Manmohan Singh was a well educated economist and Gaddafi was not qualified. Manmhohan Singh has never tried to bring his successors to politics whereas Gaddafi has used his power to bring his successors in different professions. Manmohan Singh was prime minister of independent India and got elected with co-operation from political parties. He was working as an employee of the country rather than ruling it and any decision made by him was agreed by rest of the party members. On the other hand, Gaddafi took the country in his hands and introduced new rules according to Arab believes and thoughts. He never took suggestions from anybody and has always been against western nations. In summary, even though both the leaders were a lot different from each other in terms of commanding but there were some similarities as well. For the growth of countrys economy Gaddafi introduced new taxes for oil companies. Manmohan Singh has always focused on growth of Indian economy and was an advantage because he worked previously as finance minister of India. Change Management The many complications of change in organisation begin with human nature. People tend to act habitually and in stable ways over time. They may not want to change even when circumstances require it. In order to keep them up to date and be acceptable for change both the leaders need to use kurt lewin model of change management. There are three stages in that unfreezing, changing, refreezing. Unfreezing is the stage in which a situation is prepared for change and felt needs for change are developed first both have to unfreeze the situation. Changing is the phase where a planned change actually takes place. In this both can put their change planning into action. Refreezing is the phase at which change is stability. By using these both can evaluate results and give feedback. Benchmarking criteria Leadership is the most important part of an organisation. Because organisation growth depends on leadership, it means how leader perform well with their group to gain productivity and trustful environment which make their business do well with maximum support. Leadership is the way of leading others and creating role model for follower to follow as an example. Lots of qualities make a leader perfect in leadership. There are many qualities that a leader should have but I am only going to discuss few of them: Creativity- a leaders should be creative in ideas to be productive. Creativity makes a person to think outside of the box to get the desired results. It is the magic wand that helps leaders to achieve organisation goal and overcome of barriers. Openness- leader should always be open to new ideas and listen other point of view. Openness means creating good relation with other by listening their views and encouraging their work. It builds trust and mutual understanding among leaders and followers. Dedication- means having a can do attitude towards the task. Getting task done by using maximum energy, to set an example for follower to do the same. Followers always look up to their leader so it is important to set an example by accomplishing the goals by giving full dedication to the work. Honesty- it makes a person trustworthy among others. Leader should be honest to their follower to build trustful relation with them to achieve required goals. Because honesty is the best policy. Well known to code of Ethics- leader should follow code of ethics so the follower can also do the same. Code of ethics is rules and regulation that an organisation brings for everyone to behave ethically according to the law by treating everyone as equal. It keeps the sensibility of deciding what is right and what is wrong. Keep high standards- it is the responsibility of leader to keep high standards by having regular meetings. Keep up the morale of the employees by motivating them and by giving them feedback on their performance. Collaborative- being collaborative means to work in a team with maximum effort. Collaborative makes teams productive and attainable. Responsibility- it is important for a leader to understand the responsibility of the leadership to lead the team. A leader should run the organisation by organising effective and productive team meetings. Confident- leader should demonstrate integrity and personal commitment and be confident to take several decisions. He/she should be confident to lead the team by creating friendly environment and should use the appropriate decision-making style for specific issues. If the leader is confident it is easy for him/her to gain trust of others. Communication skills: it is important for a leader to have communication skills to interact with other. Leader must have the knowledge of several cultures. If a leader lack this skill then it will be very difficult for leader to lead the group. All the qualities in a good leader are useless without this communication skill. Section 2: self assessment 2.1 benchmarking Creativity- creativity is something that relates with thinking. I have creativity in myself for generating ideas and it is proven because I have completed my applied management case study in which I did think out of the box to generate possible solution to the problem. Openness- I always get excited about group task because it gives us opportunity to listen other point of view and share views with each other. I am a very open person I always admire other ideas and point of view because it lead us to success. Dedication- I always give my full dedication to the task that has been assigned to me for example at my workplace they have weekly audit regarding performance of employees, in that audit I always score 99% or 100% out of 100%.it shows how much dedicated I am towards my goals. Honesty- in the school times I learn honesty is the best policy and I always use to follow that in my life. Be honest; be reliable so that other can trust you under any circumstances. Well known to code of ethics- code of ethics is set of rules and regulation that each individual needs to follow. I follow every rule at my job such as we need to be in professional dress, always speak in English so that other can also understand and no one can do others clock in or clock out. Keep high standard- at my work place they always keep their standard high. Sometime I rate myself by doing my own audit at work so that I can also understand where I stand. I always come to college as organised always have my folder of notes with me, so that I can perform well while lecture or task. Collaborative- I am very collaborative because I perform well in group discussion. Being collaborative means gaining knowledge through others. Responsibility- I am a responsible person as I already mention that I always come prepared to college with my notes. I use take responsibility if anything goes wrong. Confident- I am a confident person because it help us to achieve our goals and I always be confident about my work at job because I know what I have to do to score well in audit. Communication skills- it is an important factor of leadership because it helps us to communicate with other whether they belong to different nationality. I am good in communicating because I like to learn other languages like in brazil if we have to say welcome then we have to say oi. This criteria show how I rate myself in relation to these qualities of leadership. The rating is from 0 to 9, where 9 is highest and 0 is lowest. Quality Rating Creativity 5 Openness 6 Dedication 7 Honesty 8 Well known to Code of Ethics 7 keep high standards 8 Collaborative 7 Responsibility 5 Confident 6 Communication skills 5 Rationale I have rate myself according to where I stands. 0-6 means low and average and I need to improve that. 7 9 means highest and it shows my effort. I have shown this rating according to my performance at job, what I believe, how I perform at work and what I am doing in my day to day life. My creativity and communication skills are low and I need to work on it to develop myself according to the business situation because sometimes I lack this skills. I need to gain some more confident and openness so that I can achieve my goals. Dedication, honesty, collaborative makes me perform well in every task. 2.2 Reflection I am discussed above about my strength, weakness, opportunity and threat. These I have found where I am working now. My Manager promotes me as a Supervisor in his company. He told me that he have got trust and have confident about me. What I am wanted from my follower, they do the same thing to reach the goals and meet expectations for organisation. I am listening to everybody from my team, what they want to innovate for new things and if they have got the new idea then I am also implement that idea and give reward to the team to get new ideas. Personal cultural context is a persons primary source of how he or she would form their identity. It is a source for defining a person, expression, and the sense of group needed by all humans. I am belonging to Sikh religion and I have got my cultural things from my parents. In our culture we respect to everybody and we do not call elders by their first name. My short term goals are to get information about the business, improve the communication, daily updates in my vocabulary, and finish the tasks to get the work done. I am learning the business leadership qualities from my teacher and implement these qualities in my real life. Implement the new leadership strategy at work so that I will be a good leader for my followers. My long terms are to establish a business organisation and serve the people and community and earn some money from it so that it will be cover up my all living expenses. Apart of that, I want to also do side business in my life. My dream is to design Aircraft from my own hands and establish big industry for Airlines in New Zealand. What I needs to establish this company is money and that I will be earn from my business organisation. Section 3: Personal Development Plan Opportunities There are following opportunities that I look in myself. These are as follow: Short Term Opportunity: Confident: I need to be confident for whatever I want to achieve. I need to develop myself so that I can accept any change and achieve goals. I need to be competitive at all times. I am not afraid of any challenges I really like when anybody challenges me because it gives me an opportunity to prove myself. Barriers will come in my life but I need to have a potential to face any challenges in my life. Team player: I want to become more collaborative with others to build trust and understanding to face any challenges with maximum cooperation. Without being collaborative I cannot become a good leader and cannot achieve my goals. Productive : I am very dedicated person but I want to developed this ability a little bit more because I am enthusiastic person and every time when anybody assign me any task I give my full effort to accomplish that task. I have high energy levels that seem to go on forever and it becomes my passion to achieve the goals. Being collaborative means is also a very important leadership skill. I am ready to do any kind of effort to accomplish my goals and lead my followers as an example. Rationale: Long term opportunity: Become team leader: my boss already offered me a job to become team leader in the company. And I am pursuing this course to accomplish my goal. I have dream about this job when I join this company. Improve English: I need to improve my English to become a good leader so that my follower can admire my effort. Sometimes the words dont come out in fluently on lips. So I have to work more on communication skills. Because this goal is very essential to be achievable in business and in personal life as well. Settled down in New Zealand: It was my dream to come to New Zealand and settled down in New Zealand. Now I am here in New Zealand, one part of my dream I s fulfilled and I want rest will also come true. But for that I need to work hard and learn the criteria of getting settled down in New Zealand. Rationale I have chosen these short term and long term opportunity that I need to improve in myself for future. I have found the less communication skills in myself when I talk to another person. I cannot speak the words correctly so that why I think I need to improve these skills to read the newspapers, websites, improve in vocabulary, and speak up in front of mirror. I really have to confident when I start conversation to other person. Its very tough to be a good competitor in my field. But I need to try a lot to get adequate knowledge. I have seen at work that the two another person who has a good knowledge and the boss has only discussed with them. But when the boss asks me something then I cannot answer him properly. Then I thought I need to get insufficient information about the work. I have to really improve for short term goal as well. These goals I am very hard working in my field. But I need to build the relationship with people so that I can improve my interpersonal skills. Everyone should have ability to make relation with customer and the community. Because of if we need something then they can help us to make our business easier and best. I want to be assertive in my field. I found some difficulties at my work. Some of the other staff asking me question and sometimes they want to be share their ideas with me but all the time i ignored to them. So I need to become more assertive so that I can help them and become a good leader. Once I have stuck some difficult situation at job. One day I have very tired and feeling weakness and my performance was reducing to some extent. When my manager review me and he said your weekly performance has go down. So in that area I need to improve my strength and be a hard worker all the time. I had desire to become a GM in any organisation after the Business Management course. This is my long term goal and I have to complete it within the time. I need to be more qualitative and confident to become part of good management. I have to go through the any material that I need to use for a General Manager. Strategies I want to use the strategy to develop my communication skills. First I will record my voice on a digital recorder and play back to hear what I just said. Determine whether my sound confident and assured and I understood what I just said. Be willing to listen to what others have to say in all environments; at work, at school and with my friends. I want to have good and right attitude when doing conversation to others. Because good attitude can take me further where I want to go otherwise people can ignore me. I want to be a punctual in my life. To become a good competitor I need to be go through every learning material that improve my skills in future. This can be getting by to read the books and go to the internet. Everything I can find in the Google. There are various techniques to use these skills in business. Timeframe I have set the time to improve these skills for my future. I have set all the short time goal and long term goals that I need to use in the future. I need to be 1 year time (1/09/2013) to improve my all skills including short term plans. This can only be done by me to use the various methods. Long term plans need the 4 years by (1/09/2017) time so that I can learn everything including short term goals. In the one year, I have to improve my skills and short term goals to go further in future and set the long term goals. I need four years to set up my business and then I will go for further to set the short term and long term goals after get these goals. This way I can fulfil my dreams. I need to implement the strategy to develop my skills for next four months. For this I have select the date (5/05/2013). This strategy I can be writing and implement till this date. After that I can reach on these short term and long term goals. Measures I can measure these objectives when I have got the knowledge about everything and I have prepare for everything that I need to go further and set business in future. Skills I can measure it from if I will confident to do something because the person who have skills and he have the knowledge about everything then he is the confident to do anything because he knows all the things what and where can it happens. The second I can measure it from the society, if I have the good communication skills and have can do attitude rather than the other people then I can forecast that I achieved my objectives that I need to use in the future. Resourcing According to my short term goals and long term goals and the skills and objectives that I need to accomplish these goals. I need the internet resource so that I can go everything to learn and get adequate and advance knowledge. Google and Wikipedia sites have everything that I can help and learn easily my skills and objectives. I can found the survey online and give paper online to compete myself to the whole world. I need the training from my company. I can get help from my leader to improve these skills and goals. My manager can give me the training about the leadership from where I work now. I can get various knowledge from my team members and followers. I want to go through with the volunteer work. I need to read through the books, magazines and newspapers. Everything has mention in the newspaper and we can learn from our politician. I can also improve these things from TV. Because TV has run various channel like discovery and other channels so I can get my knowledge from these channels.

Lenin’s death in 1924 Essay

12 marker: Explain why; at the time of Lenin’s death in 1924 there was no obvious successor to lead The USSR. Lenin’s death came as a great shock to many Russians in 1924; he led the October Revolution in 1917 he was seen as father like role to Russians. He had built up a new government and allowed many of his fellow Bolsheviks roles positions in his new Soviet State, and these figures all thought that they have the power and influence to lead Russia. Lenin knew that he was ill and that he would not be able to keep on making key decisions and attending committee and politburo meetings. He felt that the people in his government saw this as an opportunity to try and assert their power and then after his death have a good chance of becoming the leader of The USSR. He wrote a testament, damning five of the people that held high authority in his new government: Trotsky, Stalin, Bukharin, Zinoviev and Kamenev. If this were to be circulated in the party it would mean that people lower down in the party would be questioning these people too, they might feel that these individuals had too much power. However, these were the leading communists and there did not seem to be any other Bolsheviks that were capable or ready to become a leader. Lenin called Trotsky ‘excessively self-assured’ Lenin thought that Trotsky focused too much on himself and not enough on the Russian people. Lenin also called Stalin the other main contender for the role of leader ‘too rude’ and stated that he has been placed with too much power within the part as Secretary-General; this has made him quite arrogant. Lenin calls for Russians to remember that although Zinoviev and Kamenev are quite underestimated, that they were not loyal to the October Revolution and therefore not the most trustworthy or loyal. Lenin feels that Bukharin is very intelligent, and would be good at the administration aspect of leadership but not a good enough orator to be seen as a strong leader by the masses. This really set the cat among the pigeons; it showed that Lenin did not have confidence in one single successor, showing negative aspects of all of the possible candidates. Although this was suppressed by Kamenev and Zinoviev from being read at the 23rd party conference, Stalin had the most to lose if this had been read, being very critical of his personality and power. Ultimately, it showed that there was going to be a power struggle, and that there was no obvious successor. Lenin’s Testament highlighted some major concerns of his, that there were five possible successors but none of them seemed obvious to go straight to the leadership position. Trotsky was seen as an alternative main candidate, he had a lot of support from the working class in the two main cities, Moscow and Petrograd. He was educated and a brilliant orator, moving crowds of people that came to visit him speak. However, he had many personal weaknesses, he was not liked by a lot of the main decision makers under Lenin, and he needed their support for a leadership position. He did not understand that Russia was an agricultural country and he had to think of the country’s agriculture as much as its industry. Stalin had many important roles within the communist party, commissar for nationalities, worker’s and peasant’s inspectorate and more. Although he had a vast amount of power within the party he was not seen as being consistent, something a leader should be. Also, he had a tough relationship with Lenin before his death. Bukharin was seen as very clever, but not being Marxist enough, he had been appalled by the bloodshed of the civil war and supported the NEP that had allowed an emergence of a middle class, something the Revolution was against. Also Bukharin did not take any side in arguments within the party, showing Lenin that he maybe was not a committed communist. Zinoviev and Kamenev had not been loyal to the October Revolution in 1917; showing that they would not be the leader that Lenin wanted. Lenin thought that they buckled under pressure and for these two reasons did not allow them on the Russian bureau of Central Committee. These factors reinforce the uncertainty for the role of leader, there were candidates that seemed to be strong like Stalin or Trotsky but they had large weaknesses too. Although, there was a lot of room for possible criticism and backstabbing due to the contenders having weaknesses of their own, in 1921 the ban on factionalism introduced by Lenin stopped the formation of groups within his party and stopped criticism of decisions made within the party. It was a way of trying to make the party seem loyal and was basically a ban on free-speech: Meaning that the candidates would not be able to run for leader by highlighting weaknesses to the party or masses. The five candidates would not be able to campaign. Also, because Lenin’s Testament was not published it did not allow the party to make a decision on the leadership, alongside the ban on factions meant that a candidate would just have to seem like a strong runner individually or resort to backstabbing. In conclusion, I believe that by not publishing Lenin’s testament, this meant that his personal opinions were not voiced to the party, at the party conference, where hundreds of the most influential communists would have seen that all of the main five candidates had weaknesses and there was not one that Lenin felt was singly good enough to rule the party. He was possibly hinting to a collective government with a coalition between all five, mixing their positive aspects to make a great USSR. Although the ban on factions was important, the Testament would have voiced the weaknesses of the five people in the running for leadership coming straight from Lenin his conclusion would have gained influence from the party that was loyal to him. Therefore, I believe that by not publishing Lenin’s testament meant that there was great uncertainty over the role of leader.

Health Effects from Cell Phone Tower Radiation - 2899 Words

Health Effects from Cell Phone Tower Radiation by Karen J. Rogers The safety of cell phone towers is the subject of extensive scientific debate. There is a growing body of scientific evidence that the electromagnetic radiation they emit, even at low levels, is dangerous to human health. The cell phone industry is expanding quickly, with over 100,000 cell phone towers now up across the U.S., which is expected to increase ten-fold over the next five years. The industry has set what they say are â€Å"safe levels† of radiation exposure, but there are a growing number of doctors, physicists, and health officials who strongly disagree, and foresee a public health crisis. Many towers have been built recently in Siskiyou Colorado, with dozens†¦show more content†¦[10] Cell phone towers expose the public to involuntary, chronic, cumulative Radio Frequency Radiation. Low levels of RFR have been shown to be associated with changes in cell proliferation and DNA damage. Some scientific studies show adverse health effects reported in the .01 to 100 mW/cm2 range at levels hundreds, indeed, thousands, of times lower than the U.S. standards.These harmful low levels of radiation can reach as far as a mile away from the cell tower location. Reported health problems include headache, sleep disorders, memory impairment, nosebleeds, an increase in seizures, blood brain barrier leakage problems, increased heart rates, lower sperm counts, and impaired nervous systems.[ 11 ] Long term and cumulative exposure to cell tower radiation has no precedent in history. There are no conclusive studies on the safety of such exposures, and the growing body of scientific evidencereports such bioeffects and adverse health effects are possible, if not probable. Dr. Neil Cherry, Ph.D. biophysicist from New Zealand, reports that â€Å"There is no safe level of EMR radiation.†He said the standards are based on thermal effects, but important non-thermal effects also take place, such as cell death and DNA breakdown. Dr. Cherry wrote a 120-page review of 188 scientific studies. â€Å"The electromagnetic radiation causes cells to change in a way that makes them cancer forming.† It can increase the risk of cancer two to five times, he said. â€Å"To claimShow MoreRelatedAdvantages and Disadvantages of a Cellular Tower Essay717 Words   |  3 Pagescellular tower is basically a low power, multi-channel two-way radio, which communicates with individual phones. According to the U.S Food and Drug Administration, the FCC (Federal Communication Commission) and the zoning board which consists of the members of the cell phone companies maintain that the cell towers do not pose any kind of health hazards to public. 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I never really thought of technology as a health hazard, but my mother had read an article; stating that trends in research show, technology can cause infertility, hearing loss or even cancer from the electromagneticRead MoreCell Phone Radiation May Help Alzheimers Disease Essay1569 Words   |  7 PagesAlzheimers disease and in a startling new report out today from the Alzheimers Association, predicts that one out of every eight baby boomers-- or almost 10 milllion Americans – is expected to develop this disease, (Mckenzie). The University of South Florida has led a study along with the Alzheimers Disease Research Center which has abandoned the idea that cell phone radiation is detrimental to our health. The experiment studied the effects of cell phones on Alzheimers. Professor Arendash, started this

Analysis Of Charles Darwin s The Origin Of Species...

In 1859, Charles Darwin in his book On the Origin of Species declared that human beings developed overtime from more simple forms. Evolution suggested that the human species originated from ape-like creatures and gradually changed in structure. Essentially, given the changing patterns of weather and environment, the species had to acquire new skills and adapt to survive. Those that could not change were eliminated in a process that is known as Natural Selection (Larson 47). The Evolution theory, since its inception, has prompted heated debate with supporters forwarding several arguments to support this conception. Alternatively, those against the theory have enthusiastically contested the credibility of the evolution theory. They in turn, proclaim that the theory lacks substance and it does not satisfy the experimental demands of science. It is important to understand the basis of arguments against evolution. Firstly, it is impossible that the universe could have emerged from nothing . Evolution determines that man arose from a convergence of matter and that the presence of gravity attests to the plausibility of the phenomenon. Yet in truth, as has been proven, man is born from man and additionally, there has never been documented and verified cases of a non-living thing such as matter giving rise to a living thing. This renders the theory of evolution a baseless speculation. The principle of biogenesis, which is based on empirical evidence, suggests that humanShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesacknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text. Copyright  © 2013, 2011, 2009, 2007, 2005 by Pearson Education, Inc., publishing as Prentice Hall. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and per mission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means

Violence In Antigone And Thucydides - 1554 Words

Violence as Necessary, Excessiveness as Detrimental There is a reason Athens is taught about in history books, as there is a reason Sophocles’ Antigone is still read to this day. One of those reasons in both cases is the prominent use of violence, how it is justified, and for what reason it is used. Instances of violence in both writings are carried out using force, which is justified to secure the city or empire if that security cannot be reached through peaceful means. The security of the empire is what is best for the citizens of that particular city or empire, and their rulers will go to great lengths to achieve that goal. Both authors agree that sympathy is viewed as weakness when doled out by a powerful person, and if situations†¦show more content†¦While the Athenians held off on their initial use of violence at Melos, it is clear that they were willing to use it to maintain their empire. This is justified because peaceful compromise was an option the Melians declined, to avoid being seen as weak and potentiall y losing strength in their empire, violence was necessary. â€Å"†¦decisions about justice are made in human discussions only when both sides are under equal compulsion, but when one side is stronger, it gets as much as it can, and the weak must accept that (Thucydides 103).† Although Athens resorted to force, they truly believed they were both saving Melos from evil Spartan rule while maintaining what was best for their empire. The use of violence in place of sympathy is justified to maintain peace for an unstable empire. Athens reached violence to spare themselves from being seen as weak, which would have been devastating blow for the suffering empire, had they gone easy on Melos. The same can be said for Creon in Sophocles’ Antigone, who uses force and violence against his niece for what he believes is for the good of the city of Thebes. Creon in his initial speech upon taking the throne stated, â€Å"I could never stand by silent, watching destruction march against our city, putting safety to rout, nor could I ever make that man a friend of mine who menaces our country. Remember this: Our country is our safety (Sophocles 68).† Creon claims here that Thebes is of utmost importance

The Crystal Shard 5. Someday Free Essays

Bruenor walked up the rocky slope with measured steps, his boots finding the same footholds he always used when he ascended to the high point of the southern end of the dwarven valley. To the people of Ten-Towns, who often saw the dwarf standing meditatively on the perch, this high column of stones in the rocky ridge that lined the valley had come to be known as Bruenor’s Climb. Just below the dwarf, to the west, were the lights of Termalaine, and beyond them the dark waters of Maer Dualdon, spotted occasionally by the running lights of a fishing boat whose resolute crew stubbornly refused to come ashore until they had landed a knucklehead. We will write a custom essay sample on The Crystal Shard 5. Someday or any similar topic only for you Order Now The dwarf was well above the tundra floor and the lowest of the countless stars that sparkled the night. The celestial dome seemed polished by the chill breeze that had blown since sunset, and Bruenor felt as though he had escaped the bonds of earth. In this place he found his dreams, and ever they took him back to his ancient home. Mithril Hall, home of his fathers and their’s before them, where rivers of the shining metal ran rich and deep and the hammers of dwarven smiths rang out in praise to Moradin and Dumathoin. Bruenor was merely an unbearded boy when his people had delved too deep into the bowels of the world and had been driven out by the dark things in dark holes. He was now the eldest surviving member of his small clan and the only one among them who had witnessed the treasures of Mithril Hall. They had made their home in the rocky valley between the two northernmost of the three lakes long before any humans, other than the barbarians, had come to Icewind Dale. They were a poor remnant of what had once been a thriving dwarven society, a band of refugees beaten and broken by the loss of their homeland and heritage. They continued to dwindle in numbers, their elders dying as much of sadness as old age. Though the mining under the fields of the region was good, the dwarves seemed destined to fade away into oblivion. When Ten-Towns had sprung up, though, the luck of the dwarves rose considerably. Their valley was just north of Bryn Shander, as close to the principle city as any of the fishing villages, and the humans, often warring with each other and fighting off invaders, were happy to trade for the marvelous armor and weapons that the dwarves forged. But even with the betterment of their lives, Bruenor, particularly, longed to recover the ancient glory of his ancestors. He viewed the arrival of Ten-Towns as a temporary stay from a problem that would not be resolved until Mithril Hall had been recovered and restored. â€Å"A cold night for so high a perch, good friend,† came a call from behind. The dwarf turned around to face Drizzt Do’Urden, though he realized that the drow would be invisible against the black backdrop of Kelvin’s Cairn. From this vantage point, the mountain was the only silhouette that broke the featureless line of the northern horizon. It had been so named because it resembled a mound of purposely piled boulders; barbarian legend claimed that it truly served as a grave. Certainly the valley where the dwarves now made their home did not resemble any natural landmark. In every direction the tundra rolled on, flat and earthen. But the valley had only sparse patches of dirt sprinkled in among broken boulders and walls of solid stone. It, and the mountain on its northern border, were the only features in all of Icewind Dale with any mentionable quantities of rock, as if they had been misplaced by some god in the earliest days of creation. Drizzt noted the glazed look of his friend’s eyes. â€Å"You seek the sights that only your memory can see,† he said, well aware of the dwarf’s obsession with his ancient homeland. â€Å"A sight I’ll see again!† Bruenor insisted. â€Å"We’ll get there, elf.† â€Å"We do not even know the way.† â€Å"Roads can be found,† said Bruenor. â€Å"But not until ye look for them.† â€Å"Someday, my friend,† Drizzt humored. In the few years that he and Bruenor had been friends, the dwarf had constantly badgered Drizzt about accompanying him on his adventure to find Mithril Hall. Drizzt thought the idea foolish, for no one that he had ever spoken with had even a clue as to the location of the ancient dwarven home, and Bruenor could only remember disjointed images of the silvery halls. Still, the drow was sensitive to his friend’s deepest desire, and he always answered Bruenor’s pleas with the promise of â€Å"someday.† â€Å"We have more urgent business at the moment,† Drizzt reminded Bruenor. Earlier that day, in a meeting in the dwarven halls, the drow had detailed his findings to the dwarves. â€Å"Yer sure they’ll be comin’ then?† Bruenor asked now. â€Å"Their charge will shake the stones of Kelvin’s Cairn,† Drizzt replied as he left the darkness of the mountain’s silhouette and joined his friend. â€Å"And if Ten-Towns does not stand united against them, the people are doomed.† Bruenor settled into a crouch and turned his eyes to the south, toward the distant lights of Bryn Shander. â€Å"They’ll not, the stubborn fools,† he muttered. â€Å"They might, if your people went to them.† â€Å"No,† growled the dwarf. â€Å"We’ll fight beside them if they choose to stand together, an’ pity then to the barbarians! Go to them, if ye wish, an’ good luck to ye, but nothing o’ the dwarves. Let us see what grit an’ guts the fisherfolk can muster.† Drizzt smiled at the irony of Bruenor’s refusal. Both of them knew well that the drow was not trusted, not even openly welcomed, in any of the towns other than Lonelywood, where their friend Regis was spokesman. Bruenor marked the drow’s look, and it pained him as it pained Drizzt, though the elf stoically pretended otherwise. â€Å"They owe ye more than they’ll ever know,† Bruenor stated flatly, turning a sympathetic eye on his friend. â€Å"They owe me nothing.† Bruenor shook his head. â€Å"Why do ye care?† he growled. â€Å"Ever yer watchin’ over the folk that show ye no good will. What do ye owe to them?† Drizzt shrugged, hard-pressed to find an answer. Bruenor was right. When the drow had first come to this land, the only one who had shown him any friendship at all was Regis. He often escorted and protected the halfling through the dangerous first legs of the journey from Lonelywood, around the open tundra north of Maer Dualdon and down toward Bryn Shander, when Regis went to the principle city for business or council meetings. They had actually met on one such trek: Regis tried to flee from Drizzt because he’d heard terrible rumors about him. Luckily for both of them, Regis was a halfling who was usually able to keep an open mind about people and make his own judgements concerning their character. It wasn’t long before the two were fast friends. But to this day, Regis and the dwarves were the only ones in the area who considered the drow a friend. â€Å"I do not know why I care,† Drizzt answered honestly. His eyes turned back to his ancient homeland, where loyalty was merely a device to gain an advantage over a common foe. â€Å"Perhaps I care because I strive to be different from my people,† he said, as much to himself as to Bruenor. â€Å"Perhaps I care because I am different from my people. I may be more akin to the races of the surface†¦that is my hope at least. I care because I have to care about something. You are not so different, Bruenor Battlehammer. We care lest our own lives be empty.† Bruenor cocked a curious eye. â€Å"You can deny your feelings for the people of Ten-Towns to me, but not to yourself.† â€Å"Bah!† Bruenor snorted. â€Å"Sure that I care for them! My folk need the trade!† â€Å"Stubborn,† Drizzt mumbled, smiling knowingly. â€Å"And Catti-brie?† he pressed. â€Å"What of the human girl who was orphaned in the raid those years ago on Termalaine? The waif that you took in and raised as your own child.† Bruenor was glad that the cover of night offered some protection from his revealing blush. â€Å"She lives with you still, though even you would have to admit that she is able to go back to her own kind. Might it be, perhaps, that you care for her, gruff dwarf?† â€Å"Aw, shut yer mouth,† Bruenor grumbled. â€Å"She’s a servin’ wench and makes my life a bit easier, but don’t ye go gettin’ sappy about her!† â€Å"Stubborn,† Drizzt reiterated more loudly this time. He had one more card to play in this discussion. â€Å"What of myself, then? Dwarves are not overly fond of the light elves, let alone the drow. How do you justify the friendship you have shown me? I have nothing to offer you in return but my own friendship. Why do you care?† â€Å"Ye bring me news when†¦Ã¢â‚¬  Bruenor stopped short, aware that Drizzt had cornered him. But the drow didn’t press the issue any further. So the friends watched in silence as the lights of Bryn Shander went down, one by one. Despite his outward callousness, Bruenor realized how true some of the drow’s accusations had rung; he had come to care for the people who had settled on the banks of the three lakes. â€Å"What do ye mean to do then?† the dwarf asked at length. â€Å"I mean to warn them,† Drizzt replied. â€Å"You underestimate your neighbors, Bruenor. They’re made of tougher stuff than you believe.† â€Å"Agreed,† said the dwarf, â€Å"but my questions are of their character. Every day we see fightin’ on the lakes, an’ always over the damned fish. The people cling to their own towns an’ goblins take the others, for all they care! Now they’ve to show me an’ mine that they’ve the will to fight together!† Drizzt had to admit the truth of Bruenor’s observations. The fishermen had grown more competitive over the last couple of years as the knucklehead trout took to the deeper waters of the lakes and became harder to catch. Cooperation among the towns was at a low point as each town tried to gain an economic advantage over the rival towns on its lake. â€Å"There is a council in Bryn Shander in two days,† Drizzt continued. â€Å"I believe that we still have some time before the barbarians come. Though I fear for any delays, I do not believe that we would be able to bring the spokesmen together any sooner. It will take me that long to properly instruct Regis on the course of action that he must take with his peers, for he must carry the tidings of the coming invasion.† â€Å"Rumblebelly?† snorted Bruenor, using the name he had tagged on Regis for the halfling’s insatiable appetite. â€Å"He sits on the council for no better reason than t’ keep his stomach well-stocked! They’ll hear ‘im less than they’d hear yerself, elf.† â€Å"You underestimate the halfling, moreso even than you underestimate the people of Ten-Towns,† answered Drizzt. â€Å"Remember always that he carries the stone.† â€Å"Bah! A fine-cut gem, but no more!† Bruenor insisted. â€Å"I’ve seen it meself, an’ it holds no spell on me.† â€Å"The magic is too subtle for the eyes of a dwarf, and perhaps not strong enough to penetrate your thick skull,† laughed Drizzt. â€Å"But it is there – I see it clearly and know the legend of such a stone. Regis may be able to influence the council more than you would believe – and certainly more than I could. Let us hope so, for you know as well as I that some of the spokesmen might be reluctant to pursue any plan of unity, whether in their arrogant independence, or in their belief that a barbarian raid upon some of their less protected rivals might actually help their own selfish ambitions. Bryn Shander remains the key, but the principle city will only be spurred to action if the major fishing towns, Targos in particular, join in.† â€Å"Ye know that Easthaven’ll help,† said Bruenor. â€Å"They’re ever ones for bringing all o’ the towns together.† â€Å"And Lonelywood, too, with Regis speaking for them. But Kemp of Targos surely believes that his walled city is powerful enough to stand alone, whereas its rival, Termalaine, would be hardpressed to hold back the horde.† â€Å"He’s not likely to join anythin’ that includes Termalaine. An’ yer in for more trouble then, drow, for without Kemp ye’ll never get Konig and Dineval to shut up!† â€Å"But that is where Regis comes in,† Drizzt explained. â€Å"The ruby he possesses can do wondrous things, I assure you.† â€Å"Again ye speak of the power o’ the stone,† grumbled Bruenor. â€Å"But Rumblebelly claims that his master o’ old had twelve o’ the things,† he reasoned. â€Å"Mighty magics don’t come in dozens!† â€Å"Regis said that his master had twelve similar stones,† Drizzt corrected. â€Å"In truth, the halfling had no way of knowing if all twelve, or any of the others, were magical.† â€Å"Then why would the man have given the only one o’ power to Rumblebelly?† Drizzt left the question unanswered, but his silence soon led Bruenor to the same inescapable conclusion. Regis had a way of collecting things that didn’t belong to him, and though the halfling had explained the stone as a gift†¦ How to cite The Crystal Shard 5. Someday, Essay examples

Understanding of Business Small And Medium Enterprises

Question: Discuss the Understanding of Business for Small And Medium Enterprises. Answer: Task I Explaining why environmental analysis is so important Environmental analysis is defined as a process through which organisations analyze both internal and external factors to find out their impact on performance (KleiboÃÅ'ˆHmer, 2001:46). For this reason, firms through environmental analysis comprehend the activities taking place both outside and inside their industry (Analoui and Karami, 2003:56). Besides, through environmental analysis, an organisation identifies its threats, opportunities, weakness and strengths. Ideally, environmental scanning helps organisations in identifying their strengths, weaknesses, opportunities, and threats. Accordingly, it helps them in optimum utilization of resources, growth, and survival as well as in planning their long-term strategy (RadojevicÃÅ' , and Bashkin, 2006:56). Environmental scanning also helps organisations in making informed decisions based on the challenges they are being subjected to in their respective industries. Three Political- Legal Factors and Three Socio-Cultural Factors Which Are Specific To Organic Foods UK and Explaining How Each Will Impact on its Success Political-Legal factors As a constitutional monarchy, the United Kingdom is influenced by the parliamentary system. For this reason, the country is politically stable and provides Organic Foods UK with a perfect environment to conduct its business (Zhang, 2007:64). Another political factor that exhibits a significant impact on the success of the company is the low-interest rates that characterize the UK market. With the low- interest rates of approximately 0.5%, Organic Foods UK can take a loan from various financial institutions in the country and banks to expand its operations and consequently its customer base (Zhang, 2007:68). In addition to these political factors, the company has to deal with the countrys complicated legal system. For instance, the company is forced to adhere to both the European Union and the UK law, making the whole situation a bit complex and expensive for the firm. Socio-cultural factors Various cultural and social transformations are being experienced in the UK, and they might affect the success of Organic Foods UK both positively and negatively. One of the significant changes in the UK market is an aging population. The aging population is an opportunity for Organic Foods UK because it can produce foods that target this market segment. Besides an aging population, the UK market is defined by individuals from distinct cultural backgrounds. This is somewhat challenging for the company because it has to broaden its product portfolio to meet the diverse needs and tastes of individuals from distinct cultural backgrounds. It is up to the company to employ individuals from diverse cultural backgrounds to enhance its competitiveness in the industry. Another socio-cultural factor that might affect the success of the company is the increased and high dependency ratio resulting in the decline of consumer disposable income. Task 2 Three Stakeholders of Organic Foods UK Stakeholders according to Weiss (2009:15) are individuals, organisations, or groups that have an interest in the company affairs. Organic Foods UK has two types of stakeholders: Internal and external stakeholder. Internal stakeholders include employees and shareholders, and external stakeholders include the government, creditors, suppliers and partners, and communities. However, this part will primarily focus on analyzing three stakeholders including the government, the community, and the customers. The Community and the Government Organic Foods UK conducts its operations within the local community, and their activities affect them in significant ways. The government expects the company to pay taxes whereas the community requires them to conduct their operations in an ethical manner as well as ensure that they do not cause any harm to the environment. The community also expects the company to take part in charitable giving and local events. Apart from paying taxes, the government makes crucial decisions that might affect their operations in the community. It is, therefore, imperative that the company employees maintain an excellent relationship with the government as well as local officials to foresee any regulatory changes or any developments in the community that might affect their operations. Customers These stakeholders are essential in determining the success of an organisation. Organic Foods UK must comprehend that generating, attracting, and retaining a loyal customer base is critical in determining their success in the food industry. In fact, if customers fail to purchase the company products, it is evident that the company, its retailers, and suppliers would fail (Friedman and Miles, 2006:32). Two Examples of the Above Stakeholders Needs and Wants The needs and wants of the above stakeholders will be done based on stakeholder analysis map. Stakeholder analysis is defined by Sharma and Starik (2004: 12) as the systematic way of analyzing stakeholders based on their interest and power. The key players are the high- interest stakeholders whereas the least important stakeholders are the low- interest and low power stakeholders. The community and the customers fall under the low- interest stakeholders whereas the government is classified under high-interest stakeholders. For all these reasons, their needs and wants significantly differ. For instance, customers want quality service and easy access to high-quality services and products, but at a competitive price. The community, on the other hand, wants a clean environment and an organisation that is a good corporate citizen. Besides, the government needs the organisation to provide its citizens with employment opportunities and pay taxes. Based on these needs and wants, Organic Food s UK must address, comprehend, and define the needs of all its stakeholders. Schermerhorn (2009:23) notes that organisations that are performing well are those that are satisfying the needs and wants of their stakeholders. Table 1: Stakeholder Analysis of Organic Foods UK Meeting their needs -Are greatly concerned with consulting and engaging in the organisation interest area Power -They do anything to increase their interest level in regards to the organisation activities -Stakeholders in this category include Finance, legal, web standards, network, and security. Key Players -These group of stakeholders takes part in the decision-making process and governance of the organisation. For this reason, they consult and regularly engage with the organisation. -Stakeholders in this category are system developers, project manager, Change manager and the CIO Least Important -They are often informed regarding the activities of an organisation via mail shots, websites, newsletters and other communication channels -Example of stakeholders under this category are the customers and community members Show Consideration -They are highly involved in the low- risk area of an organisation and often considered good will ambassadors. -Stakeholders include legacy system owners and training managers Interest Source: Sharma and Starik (2004:15) Task 3 Three advantages of Organic Foods UK using Divisional Structure Lewis (2007: 332) defines divisional organisation structure as a structure that is characterized by distinct parallel teams channelling their attention on a single service or product line. Given the fact that Organic Foods UK is in pursuit of diversifying its product line to include Smoothies, Juices, and organic products, this type of organisation structure will be crucial for the company. Some of the benefits of adopting the divisional organisational structure are as detailed below: Easy assessment of divisional results Through the structure, each division will have different activities to perform depending on their product line. In this case, it will be easier to review the milestone achieved by the new products based on losses or profits. As per the findings, the company will either decide to continue with the production of the newly introduced product in the market or completely stop its production. Creation of Division Heads The organisation structure will compel the company to assign a manager for each product division. It is then the responsibility of the designated manager to control all the functions related to financing, production, advertisement, sale and purchase of the products (Lewis, 2007: 345). This strategy will help the company in the development of competent skills in each product division. Enhanced expansion process Divisional organisational structure promotes the independence of each product division in the organisation. Since the company wants to diversify its product line, it will be easier to expand its product line because the existing products will not be disturbed by the launching of the new ones in the market. Two Effects that a Divisional Structure could have on the flow of information As per the above discussion, it is evident that the structure being adopted by the company will result in various departments operating independently. As a result, the interaction between departments will be very rare. This is attributable to the fact that staffs within each unit interact on a continuous basis with the aim of developing expectations and communication standards. As such, the communication methods employed by various departments significantly differ. For instance, one division might rely on email to send and receive information whereas other units prefer phone discussions and in-person meetings. Therefore, when the organisation mandates communication between the units, the distinction in communication methods become an obstacle. Daft, Murphy and Willmott (2012:110) note that communication breakdown leads to work redundancy, workflow problems, and delayed distribution of valuable information. Task 4 Why mechanistic or organic structure would be the most effective organisation structure for Organic Foods UK Mechanistic structures are suitable for companies that conduct their operations in an environment that is stable, preserves high loyalty when it comes to management and utilizes a centralized approach in guiding employees and operations (Daft, Kendrick and Vershinina, 2010: 83). Mechanistic structures do not require organisations to adapt or transform their structures because creativity, innovation, and rapid analysis of decisions made are not needed. Mechanistic organisation structures are prevalent in universities and colleges. The primary attributes of this structure include adhering to management instructions and low differentiation of activities. Its emphasis is in accomplishing the assigned tasks rather than realizing the organisation goals. Besides, control and communication follows a hierarchical path and is rooted in the belief that effective decisions are made by the top management (Harrison and St. John, 2010:56). Conversely, organisation structures are utilised by companies operating in environments that are unstable. For this reason, these companies must be ready to transform accordingly. Besides, they must be capable of processing, analyzing, and distributing knowledge and information promptly to enhance their competitiveness in their respective industries (Chermerhorn, 2010:83). Organisations using this type of structure are expected to communicate swiftly and effectively by distributing information across the organisation. Information distribution is done by the distinct functional areas and departments that are closely integrated. The structure also advocates for the implementation of the decentralized decision-making process to allow employees at the bottom hierarchy to contribute to the course of making decisions in the organisation. Ideally, this organisation structure permits the application of participative approach with the aim of making employees feel empowered and in turn lead to improved problem-solving abilities and greater creativity (Gitman and Mcdaniel, 2008:35). The main attributes of organic structure are an extensive network of communication, control, and authority; enhanced problem-solving abilities among employees; it is goal oriented instead of task oriented, and it encourages the empowerment of employees. The table below highlights the differences between organic and mechanistic organisations. Table 1: Differences between organic and mechanistic organisations Organic Mechanistic -Committed to achieving organisational goals -Horizontal communication -Spread of knowledge is emphasized -A network structure of contacts -Enhances experience to ordinary activities -Stresses on obedience and loyalty -Vertical communication -Knowledge strategically placed at the top level of the organisation -Hierarchical structure of authority -Specialized tasks Source: (Daft, Kendrick and Vershinina, 2010: 93) Based on these differences, the application of the above organisation structures would be the most effective for Organic Foods UK because of varied reason. For instance, the use of mechanistic structure will ensure that the organisation decisions are made by the top management in regards to the diversification of its product line; information dissemination is based on organisation hierarchy; specialization of task is emphasized; change is uncommon, and departments operate independently. Equally, the use of organic structure will enable the company to integrate its departments and functional areas to enhance the free flow of information. Rapid dissemination of information increases the company ability to react to transformations in its external and internal environments. Using Four Contingency factors to support and justify my answer Contingencies refer to those factors that enhance one approach to be favoured over others by managers (Clegg, Hardy and Nord, 2006:115). Examples of contingency factors that support or justify my answer include political contingencies, size/age contingencies, technology contingencies, and environment contingencies. The UK market is stable, hence the need for the organisation to adopt mechanistic structure. In regards to Age/size contingency, it is evident that the organisation is at its maturity stage and in need of creating separate divisions. For this reason, the organic structure will be sufficient for the organisation operations. Technology contingency helps in supporting a more decentralized structure. Task 5 Using Kurt Lewins Three-Step Model To Discuss Three Ideas Regarding How To Bring Cultural Change To Create A More Positive Culture The three phases that characterize the above model include unfreeze, change and freeze. The following is a detailed analysis of each phase Phase One: Unfreezing This is the most important phase in comprehending the change process. It allows individuals to get ready for the change process. Organisation employees need to comprehend that change is inevitable, and they should be ready to shift from their comfort zones. Therefore, changing the culture requires the Organic Foods UK to inform the staff why the change in culture is necessary. For instance, the manager in charge of the change process should inform the staffs that absenteeism and lateness are affecting the productivity of the company, hence the need to change the culture regarding punctuality and employee absenteeism. Besides, the staff should be given an opportunity to weigh the costs and benefits of the change process. Phase 2: Transition or Change According to Needham and Dransfield (1990:65), change is a process and not an event. The second phase results when the needed changes are implemented in the organisation. Employees are unfrozen and start operating based on the new culture. However, this face is defined by various challenges such as employees being fearful or unsure of whether to accept or resist the change process. Given the fact that employees are still getting used to the changes being made to the initial culture of the organisation, it is important that they are given adequate time to comprehend the changes made. Additionally, the organisation should provide them with the necessary support inform of coaching, training, and accepting error as part and parcel of the change process (Stankard, 2002:63). Phase 3: Freezing Also known as refreezing, its aim is to enhance stability after the implementation of the changes in the organisation is successful. At this stage, employees accept the changes as their new way of conducting their operations in the organisation Three ways in which Staff might resist this change Resistance to change to the organisation culture is inevitable. According to Murray et al. (2006:45), organisation management considers resistance to change as an ever-evolving and complex issue facing todays organisations. The change process is ubiquitous, and resistance of employees to the change process significantly contributes to the failure of well-conceived and well-intended efforts to implement necessary changes. In this context, there are three ways in which staff might resist the change that Organic Foods UK intends to make to its culture in regards to staff absenteeism, punctuality, and productivity. These are employees refusing to channel their time in learning the changes made to the existing culture; failure to attend meetings to talk about the changes made to the culture; and excessive criticism and fault finding (Athak, 2010: 65; Garca-Cabrera and Garca-Barba Hernndez, 2014:450). Task 6 Ways to improve internal communication between warehouse staff and the office According to the warehouse staff, they are not often informed about the performance of the business resulting in them feeling isolated. To address this issue, Organic Foods UK can utilise the PDCA cycle to enhance its internal communication process. As a four-step model, the plan-do-check-act cycle is important for carrying out the change process in the organisation such as changes to the organisation internal communication process. The following is a detailed analysis of how the organisation can use this model to enhance its internal communication. Plan: In this stage, the organisation needs to analyze its internal communication process and find out if all departments are informed regarding the activities of the company. Therefore, the organisation needs to identify a purpose or goal such enhancing communication within the organisation Do: In this step, the organisation needs to implement the strategies that will enhance internal communication. Examples of these strategies include encouraging information sharing among organisation staff via an online platform; creating an open dialogue where staffs can update themselves on the plans, progress, and changes in the company as well as strengthening connections between the management and employees (Aquinas, 2010:85). Check: In this step, they should monitor the outcomes of the communication strategies to identify areas that need further improvement or whether warehouse employees are now up-to-date regarding the activities of the company. Act: This step finalizes the adoption of the communication process and making significant changes to the already existing ones. Task 7 Four ways in which the company could utilise IT to enhance business productivity For Communication Purposes Organic Foods UK can use technology to enhance its communication with customers. For instance, organisation employees can use cell phones to stay in touch with customers and respond to their queries instantly. Additionally, employees can have easy access to a variety of business applications, emails, and the internet. The company employees can also use social networking sites, text messaging, and emails to connect with their clients and boost internal communication with employees, especially warehouse employees who feel disconnected from the activities of the organisation(Basu, 2004:36). Improving Customer Service Through technology, the company will be in a position to communicate directly with its existing and potential customers. For instance, the company can use email to respond to customer questions, provide customers with various means to contact it, and provide online help for clients visiting its website. Marketing The company through information technology can easily reach both existing and new customers. Through internet marketing, the company can reach its target market by advertising on various search engines, informational website as well as sell products online (Young andHinesly, 2014: 428). The company through information technology can utilise email marketing including business updates, coupons and newsletters to reach a larger customer base. Likewise, the company can utilise mobile marketing to acquire a larger customer base and advertise its products via advertising and text messaging. Accordingly, it can offer its target market branded applications that connect customers to the business activities and events in an entertaining and fun way. 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