American Right

The movement of the American people that effected change during the American civil rights years is the African American civil rights movement of 1955 to 1968. This normally refers to reform movement in United States that had the aim of abolishing the ongoing racial discrimination of the African Americans. This is the period particularly in between 1954-1968 that covers the phases of movements in the south.By the year 1966 the black power movement had emerged that lasted approximately in between 1966 to 1975, this movements had grown in large sizes and had realized the need for civil right movement to include political and economic self sufficiency, racial dignity and freedom from the on going white authority. There are many scholars who term the movements as the second reconstruction, meaning that the period of reconstruction after civil war. In 19th century, the democratically controlled states that were mainly located at the south passed laws that were racially discriminating.It wa s not particularly I the south, but also in other regions of the United States, the racial discrimination and violence that aimed at the African Americans. The period is also called the nadir of American race relations sometimes; this is because the hired, appointed and the elected government officials began to permit or allow discrimination the united states of Louisiana, Texas, Mississippi, florid, Georgia, North Carolina, South Carolina, Arkansas, Alabama, Tennessee, Kansas and Oklahoma. The permitted or required acts and levels of discriminations against the African Americans mostly fell in the following four categories:1. Racial segregation that was upheld by United States supreme courts decisions in Plessey versus Fergusson in the year 1896. That was legally allowed by the southern states and many other local governments that were outside the south. 2. Voter suppression in most of the southern states. 3. Discrimination against the economic and social opportunities or the resou rces in the whole of the United States. 4. Mass racial acts of violence and private work of violence that was aimed to the African Americans, all these acts were seldom hindered and often encouraged the government official of the United States.Jim Crow was the name given to the combination of the southern states that were actively committed to the racial discrimination. The regime of Jim Crow in the southern states remained nearly intact up to the near the beginning of 1950s and greatly contributed to the great migration. The great migration was a solid northward flow of the African Americans forwards. The situation, in terms of racial discrimination, for the African Americans was some how better for those who did not live in the south. The civil rights movements that came before 1955 normally confronted African Americans discrimination using various strategies.Some of the strategies were lobbying and litigation efforts by organization that were traditional such as the National Asso ciation for the Advancement of Colored People (NAACP). The greatest achievement of this traditional association was the lawful victory in brown versus board of education (1954) that overruled the separate and installed equal legal doctrine and was derived from Plessey, this made separation and segregation lawfully unallowable but there was rare or no practical example from the equal legal doctrine.The browns victory made the private citizen very invigorated but there was a lot of frustration because there were no immediate practical effects. This further led to rejection of the legal approaches as a mean of ending the racial discrimination, but still there was great resistance by the proponents of voter suppression and those of racial segregation. In defiance, there was adoption of a combination of strategies of direct actions that was called civil disobedience that was a non violent, these actions brought about a lot of crisis between the practitioners and the government authoritie s.The state, federal authorities and the local authorities had often to respond instantly to the crisis and the results were favoring of the practitioners in many situations. Civil disobedience forms included: 1. Boycotts, the most successful boycott were the 1955-1956 Montgomery bus boycott in Alabama. 2. sit –ins, the most influential sit-in was the North Carolina Greensboro sit – in of 1965 3. Marches, the 1965 Selma to Montgomery marches of Alabama are one of the notable marches.The noted achievements of the civil right movements includes the 1957 civil right act, though it was minor, it was the earliest anti discriminatory law established since reconstruction, the 1964 civil rights act that banned the discrimination in public accommodation and employment practices, the 1965 voting right act that changes the united states immigration policy and the 1968 civil rights act that made it illegal in discrimination in rental or sale of housing REFERENCES Juan Williams, (1 988) Eyes on the Prize: America's civil rights years 1954-1965, Penguin books publishers, US

Conflict Resolution in Public Sector

CHAPTER ONE INTRODUCTION 1. 1Background to the Study Conflict is inevitable in organizations because, they function by means of adjustment and compromises among competitive elements in their structure and membership. Conflict also arises when there is change because, it may be seen as a threat to be challenged or resisted, or when there is frustration, this may produce an aggressive reaction, fight rather than flight. Conflict is not to be deplored, it is an inevitable result of progress and change and it can be used constructively. Conflict between individuals raises fewer problems than conflict between groups. Individuals cannot act independently and resolve their differences; members of group may have to accept the norms, goals and values of their group. The individual’s loyalty will usually be to his or her own group if it is in conflict with others. When the climate of the organization is not conducive to the needs of the personnel, conflict can result. In the past this conflict was regarded as inherently bad. Managers believed it was generated by trouble makers trying to disrupt the organization. Today, this stereotype view is no longer accepted. Conflict is currently regarded as inevitable and, if properly managed, a source of increased organizational effectiveness. The federal civil service commission is an organization of individuals and groups pursuing various goals. The federal civil service commission is established under section 153 (ii) of the 199 constitution of the federal republic of Nigeria. Specifically, part I (d), paragraph II of the third schedule to the constitution vests the commission with power to: (i)Appoint and promote persons to offices in the federal civil service, and. ii)Dismiss and exercise disciplinary control over persons holding such offices†. More so, in discharge of the above functions, the commission works in close operation with the ministries, departments and agencies (MDA’s) of the federal government. In area of recruitment and appointment, the commission relies on the MDA to provide it with vacancy positions and make a formal request that the commission should fill the vacancies. The MDA’s stipulate what should be the requisite qualifications for particular positions if they are not provided for by the scheme of service. The commission also invites experts from MDA’s, making a request for recruitment to participate in the interview as resource persons. MDA’s can also reject any particular selected candidate(s) if they convince the commission that he or she does not have the requisite qualifications. Promotion exercise is carried out only on the basis of vacancies provided by the MDA’s and all candidates for promotion must be recommended by the MDA’s. Resource persons from the MDA’s participate in the conduct of promotion examinations. The commission can dismiss and exercise disciplinary control only on the recommendation of the MDA’s. Section 170 of the 1999 constitution of the federal republic of Nigeria empowers the commission to delegate any of its functions as it deems fit. The commission has therefore delegated the following functions to federal ministries and extra – ministerial departments in order to speed up action on appointment, promotion and disciplinary control of officers in salary grade levels 03-06. However, the disciplinary control of officers on salary grade levels 07-13 after being considered by the senior staff committees (SSC) in the ministries. In order to monitor the effective utilization of the delegated powers, participation of commissioners from the commission in the meetings of SSCs is mandatory. Indeed, without the participation of members of the commission, decisions reached at such meetings would be null and void. Moreover, returns on all appointments, promotions and disciplinary cases considered in the meetings should be rendered to the commission within two weeks of concluding such matters. In this research conflicts that arises as a result of the discharge of the federal civil service functions and duties and how they are managed will be discussed. Conflict is a natural and inevitable outcome of the close interaction of people who may have diverse opinions and values, pursue different objectives and have differential access to information and resources within the organization. Individuals and groups will use power and political activity to handle their differences and manage conflict. Too much conflict can be harmful to an organization. However conflict can also be a positive force because it challenges the status quo, encourages new ideas and approaches and leads to change. Some degree of conflict occurs in all human relationships, between friends, romantic partners and team mates as well as between parents and children, teachers and students and bosses and employees. Conflict is not necessarily a negative force, it results from normal interaction of varying human interests and the goals they wish to achieve through the organization. In any organization that encourages a democratic push and pull of ideas, the forces of conflict, power and politics may be particularly evident. Managers in all organizations regularly deal with conflict and struggle with decisions about how to get the most out of employees, enhance Job satisfaction and team identification and realize high organizational performance. Conflict between individuals and groups is a universal phenomenon. A better understanding of the important areas of conflict will help managers to use the people in the organization more effectively to reach organizational objectives. Failure to be concerned about conflict is very costly since ignoring it will almost guarantee that work and interpersonal relations will deteriorate. If this occurs, employees will have little motivation to work together and organizational effectiveness will suffer. 1. 2Statement of the Problem Each organization has an objective to achieve and the ability to achieve this objective depends on how integrated the personnel are in the pursuit of this objectives. The civil services of the federation objectives include the following:- i)Appointment of qualified candidates including promotion to man the different ministries/extra–ministerial departments in the federal civil service. i) Recommendations to government on personnel policies aimed at improving the effectiveness and efficiency of the federal civil service and, iii)Ensuring that personnel decisions including discipline are taken objectively, promptly and competently and that such decisions reflect the stated policies and interest of the government. The question to be investigated in the study proposed here will be, does conflict due to the lack of integration of the offi cer’s result to ineffective achievement of the objectives of the federal civil service commission? The question will be investigated using data already in existence with the addition of data that has accumulated since earlier studies were done and also data gathered during the research will be used. 1. 3Objective of the Study Effectiveness and efficiency can only be achieved in an organization when the various departments that exist in the organization work co-operatively. It is also one thing to argue that conflict can be valuable for an organization. However, this research work aims at finding out the positive and negative effects of conflict, what happens to an organization without conflict, it will also seek to explain the types of conflict that exist, their sources and how conflict can be managed, that is, how it is controlled, resolved and how it can be stimulated. Also the need for integration as a means for effectiveness and efficiency will be determined. 1. 4Significance of the Study We have come a long way since the days when conflict was believed to be universally destructive. Unfortunately, With the exception of some lip services given in recent years to the value of conflict in organizations, both practicing managers and management scholars continue to treat conflict management and conflict resolution as synonymous. There are some positive consequences to be gained from conflict, but also that organizations require functional conflict if they are to survive. There will be situations in which conflict levels are too low and as a result, the other side of the conflict management coin; conflict stimulation should not be ignored. Excessive levels of conflict can, and do hinder organizational effectiveness. Conflict should not be completely written off like in the traditional era, but should be encouraged as it helps to bring out efficiency and effectiveness if properly managed. Mary parker Follet herself said that there is no good or bad conflict, but conflict provides opportunities for good or bad result. 1. 5Research Questions At the end of the study, the following questions shall be answered 1. What are the types of conflict that exists in an organization? 2. What are the sources of the conflict? 3. What are the Strategies for managing conflict? 4. What are the values of conflicts? 5. What are the transitions in conflict thought? 6. How can conflict be stimulated and why? 7. How can conflict be controlled and resolved? 8. What are the positive and negative effects of conflicts? 1. 6Research Hypotheses 1. H0: Lack of integration between groups does not result to conflict in an organization H1: lack of integration between groups results to conflict in the organization 2. H0: Conflict if properly managed does not improve organizational performance. H1: Conflict if properly managed improves organizational performance 1. 7Scope and Limitations of the Study The scope of the study covers the departments including the offices of the commissioners of the various states in the federal civil service commission. The scope also covers the relationship between the groups, how integrated they are with one another in other to achieve organizational goals and objectives and how the conflicts that arise as a result of their relationship are managed. However, the limitations encountered during the course of this research are as a result of the limited time frame available in acquiring information. Being the Federal Civil Service Commission there are a lot of Bureaucratic bottlenecks, getting required information took a lot of time, the letter of introduction which was addressed to the chairman took about a month, of which I had to rewrite another letter before getting any response. As a result for the duration of time I went to the organization once every week till I got the information I needed. Most officers were unwilling to give information concerning conflict in the organization, some even refused to admit that conflict existed in the organization; some thought that conflict implies physical combats instead of interference by a person or group on another. Only a few of them seemed to know what conflict is really about. There is also the high cost of printing and photocopying of materials required for the study. 1. 8Definition of Terms Conflict: This is the behaviour by a person or group which is purposely designed to inhibit the attainment of goals by another person or group. Competition: Competition takes place when individuals or groups have incompatible goals but do not interfere with each other as they both try to attain their respective goals. Organization: A group of people who form a business club or work together in other to achieve a particular aim. Strategy: A plan that is intended to achieve a particular purpose. Management: Is the process of combining and utilizing, or of allocating organizations input (men, material and money) by planning, organizing, directing and controlling for the purpose of producing outputs (goods and services desired by customers so that the organizations objectives are accomplished). Value: Value is how much something is worth in money or other goods for which it can be exchanged or how much something is worth compared with its price. Structure: The way in which the parts of something are connected together, arranged or organized, a particular arrangement of parts, something that is made of several parts. Traditional: Being part of the beliefs customs or way of life of a particular group of people that have not changed for a long time. Intra-Individual Conflict: This refers to conflict within an individual about which work activities to perform. Inter-Individual Conflict: This refers to conflict between two individuals. Inter-Group Conflict: This is conflict between departments in a single firm as well as conflict between different firms. Conflict Management: Are techniques for controlling conflicting which either is to stimulate conflict or to resolve it. Conflict Stimulation: This enables groups or individuals in an organization who are too set in their ways or too willing to accept unquestioningly the view of a powerful individual. Conflict Resolution: These are techniques that are used in conflict situations. Smoothing: This is a conflict resolution technique which involves considerable use of tact by the party doing the smoothing. Playing down of differences between individuals and groups while, emphasizing their common interests. Consensus: Consensus requires the conflicting party to work together to find the best solution to their problem, an opinion that all members must agree. Confrontation: This technique requires the opposing parties to openly state their views to each other. A situation where there is an angry disagreement between people or groups who have different opinions. Integration: This technique requires the conflicting parties to collaborate in order to resolve the conflict. It requires both parties to have the attitude that, although they may be in conflict they will strive to develop collaboratively a solution that satisfies the needs of both parties. CHAPTER TWO REVIEW OF LITERATURE AND THEORETICAL FRAMEWORK 2. 1Definition of Conflict Organizational conflict is inevitable because of the regular and continuing human interactions that must occur. It can be defined as all types of opposition or antagonistic interaction. It is based on scarcity of power, resources or social position, and differing value structures. Conflict occurs, between managers and subordinates, between labour and management, between work groups, and between the organization and its external environment. Many of the traditional management writers, both classicists and neoclassicists, treated the existence of conflict as an indication of a problem, a disturbance that interfered with the smooth operation of the organization. Current management writers and practicing managers are careful not to assume that all conflict is bad instead, conflict is viewed as a phenomenon that arises in every organization to a certain extent, and in some organizations it is a positive indicator of highly motivated, highly committed organization members. Conflict can be a highly constructive force, particularly in highly differentiated organizations which utilize a considerable amount of horizontal integration. The challenge to modern management is not to avoid conflict or suppress it; instead, managers must find ways to channel the energy that conflict represents into activities with positive payoffs for the organization and to keep it within acceptable limits. Conflicts need to be resolved constructively, not hidden from view. According to Boone and Kortz (1987) conflict is opposition interaction resulting from scarcity of power, resources or social position, and different value structures on the part of the individuals or groups. DuBose (1988) sees conflict as any kind of opposition or antagonistic interaction between two or more parties; it can be conceptualized as existing along continuous range. At one extreme, there is no conflict. At the other extreme is conflicts highest state, described behaviourally as the act of destroying or annihilating the opposing party. All intensities of interpersonal, intra group and inter group conflicts would fall somewhere along this continuum. Inherent in this definition is the requirement that conflict must be perceived by the involved parties. In other words, if there is opposition but the parties fail to perceive it; then it does not exist. Similarly, if a conflict is perceived, it exists whether or not that perception is accurate. Griffin (2002) also sees conflict as a disagreement between two or more individuals, groups, or organizations. This disagreement may be relatively superficial or very strong. It may be short-lived or it can exist for months even years, and it may be work-related or personal. Conflict according to Mullins (2007) is seen as behaviour intended to obstruct the achievement of some other person’s goals. Conflict is based on the incompatibility of goals and arises from opposing behaviours. It can be viewed at the individual, group or organization level. Management establishes boundaries that distinguish acceptable and non acceptable behaviour from employees. The actions of employees are then judged as falling on one side or the other of these boundaries. According to Gray and Starke (1980) conflict is behaviour by a person or group which is purposely designed to inhibit the attainment of goals by another person or group. This purposeful inhibition may be active or passive. For example, in a sequential production line, if one group does not do its job and its output is the input for another department, the other department will be blocked from reaching its goals of say, producing at standard. Alternatively, the blocking behaviour may be active, as in the case of two fighters trying to knock each other out. The key issue in defining conflict is that of incompatible goals. When one person or group deliberately interferes with another person or group with the purpose of denying the other group goal achievement, conflict exists. Conflict and Competition Conflict is similar to competition but more severe competition means rivalry among groups in the pursuit of a common prize, while conflict presumes direct interference with goal achievement. The terms of conflict and competition are often mistakenly used interchangeably. Perhaps the most widely accepted view at present is that competition takes place when individuals or groups have incompatible goals but do not interfere with each other as they both try to attain their respective goals. Conflict on the hand occurs when individuals or groups have incompatible goals and they interfere with each other as they try to attain their respective goals. These definitions suggests that the key behavioural difference in conflict and competition analogous to the behavioural differences evident in a race and a fight. In the former, the goals are incompatible (only one runner can win), but the runners do not interfere with one another. In the later the goals are also incompatible (only one fighter can win), but interference is an obvious part of the conflict. Using these two definitions allows us to clearly categorize many of the familiar activities in our society. One of the things that become apparent immediately is that certain activities which are typically viewed as homogenous must be further broken down. For example, certain sports (boxing, tennis, football, hockey etc) are characterized by obvious blocking behaviour at the resource attainment level. The general public usually refers to what businesses do to each other in the market place as competition, this is an over simplification. At one extreme, business firms vigorously block one another’s attempt to achieve goals and this is conflict. For example, in an industry where consumer demand is low and industry production capacity is high conflict is almost certain to result as each firm attempts to reach its goals at the expense of the other firms. Blocking activity in these cases, often takes place at the activity level. A different situation exists in industries where government’s contracts are the rule. Here, competition is more likely. Each firm submits bids and strives to reach its goal of getting the contract. Blocking behaviour is not evident even though there can be only one winner and the goals of the firm are incompatible. 2. 2Nature of Conflict Conflict may manifest itself in various ways. People may compete with one another, glare at one another, shout, or withdraw. Groups may band together to protect popular members or oust unpopular members. Organizations may seek legal remedy. Working with diversity discusses how casual dress policies are creating conflict in some organizations. Most people assume that conflict is something to be avoided because it connotes antagonism, hostility, unpleasantness, and dissension. Indeed, managers and management theorists have traditionally viewed conflict as a problem to be avoided. In recent years however, we have come to recognize that, although conflict can be a major problem, certain kinds of conflict may also be beneficial. For instance, when two members of a site selection committee disagree over the best location for a new plant, each may be forceD to study and defend his or her preferred alternative more thoroughly. As a result of more systematic analysis and discussion the committee may make a better decision and be better prepared to justify it to others than if every one had agreed from the outset and accepted an alternative that was perhaps not well analyzed. As long as conflict is being handled in a cordial and constructive manner, it is probably serving a useful purpose in the organization. On the other hand, when working relationships are being disrupted and the conflict has reached destructive levels, it has likely become dysfunctional and needs to be addressed. According to Mullins (2007) conflict is not necessarily a bad thing however, it can be seen as a constructive force and in certain circumstances it can be welcomed or even encouraged. For example, it can be seen as an aid to incremental improvement in organization design and functioning and to the decision making process. Conflict can be an agent for evolution, and for internal and external change. Properly identified and handled, it can help to minimize the destructive influences of the win–lose situation. From a survey of practicing managers who reported that they spend approximately 20 percent of their time dealing with conflict situations a number of both positive and negative outcomes of conflict were recorded positive outcomes include. a. Better ideas produced b. People forced to search for new approaches. c. Long-standing problems brought to the surface and resolved. d. Stimulation of interest and creativity. e. A chance for people to test their capacities Negative outcomes include: a. Some people felt defeated and demeaned b. The distance between people increased c. A climate of mistrust and suspicion developed d. Resistance developed rather than team work e. An increase in employee turnover. According to Gray and Starke (1980) the positive outcome of conflict an as follows: a. The energy level of groups or individuals increase with conflict. This increased energy level can be seen when people talk louder, listen more closely to what is being said, or work harder. Two of the benefits organizations get from increased energy levels are increased output and innovative ideas for doing the work better. . Group cohesion increases. Research has shown that, when groups are engaged in a conflict, their internal cohesion increases. The other group is seen as the â€Å"enemy† and group resources are mobilized to meet the threat from the â€Å"outside†. To do this, disagreements within the group must be suppressed and all energies diverted towards the enemy. Thi s process can be seen in the mid-east; Arab nations have trouble getting along with one another except when a common threat (Israel) dominates their relationship. The reason that increased cohesion is considered a positive outcome of conflict is that highly cohesive groups can have high productivity, particularly if they support management goals. c. Problems are made known during conflict when conflict develops management can readily see that something is amiss and can embark in a program to resolve the conflict. If two groups are in disagreement about something but never make it known, they may work at a reduced level of effectiveness without management being able to determine why. This is particularly likely to happen if the problem between the groups is caused by some system of work that management has set up. Group members may be reluctant to criticize management about the system, and the conflict will not be made known. Negative outcomes d. A decline in communication between the conflicting parties,when individuals or groups are upset with each other, a common development is that they stop speaking. As we have seen, this is very dysfunctional because conflict is often worsened when there is little information passing between the conflicting parties. e. Hostility and aggression develop it is a typical human reaction to feel hostility toward someone who is blocking our attempts to reach a goal. Aggression (either physical or verbal) is also a common behaviour associated with hostility. While this may satisfy the person’s urges to attack the person doing the blocking, from the organizations point of view it is undesirable because it channels behaviour into non productive area. For example if two groups are in conflict about something they may spend much of the work day devising schemes to block the other group’s goal attainment. Obviously a point is reached where the work of each group does not get done. f. Over conformity to group demands. We noted above that conflict could cause groups to become cohesive and this might result in higher productivity. We must also recognize that members of a group faced with an outside threat may over conform to the group demands. This involves blind acceptance of the leaders’ interpretation of the opposing group and no thinking about solutions by anyone in the group. This prolongs the conflict and makes it more intense. As time passes, the group is unable to view its opposition with any objectivity and perceptions become very distorted. Either too much or too little conflict can be dysfunctional for an organization. In either case performance maybe low. However, an optimal level of conflict that sparks motivation, creativity, innovation and initiation can result in higher levels of performance. If there is absolutely no conflict in the group or organization, its members may become complacent and apathetic. As a result group or organizational performance and innovation may begin to suffer. A moderate level of conflict among groups or organizational members, on the other hand, can spark motivation, creativity, innovation and initiation and raise performance. Too much conflict though, can produce undesirable results such as hostility and lack of cooperation, which lowers performance. The key for managers is to find and maintain the optimal amount of conflict that fosters performance. Of course, what constitutes optimal conflict varies with both situation and the people involved. 2. 3Types of Conflicts The first step in learning to deal with organizational conflict is the recognition that all conflicts are not alike; they spring from different sources and must be resolved in different ways. The major categories of organizational conflict are; intrapersonal conflict, interpersonal conflict, person group conflict and inter group conflict. Intra personal conflict occurs within the individual that is a single member of the organization and comes primarily from two sources: role conflict and job stress. Role conflict is the simultaneous occurrence of two (or more) role sending such that compliance with one would make more difficult compliance with the other. For instance a person’s superior may make it clear to him that he is expected to hold his subordinates strictly to company rules. At the same time, his subordinates may indicate in various ways that they would like loose, relaxed supervision, and that they will make things difficult if they are pushed too hard. Such cases are so common that a whole literature has been created on the problem of the first line supervision as the â€Å"man in the middle†. In addition, role conflict may occur as the result of different roles an individual has to play. For instance, the role of parent and the role of employee may come into conflict when the employee’s child becomes sick. The wide spread presence of two wage-earner households and societal changes affecting values with respect to work have resulted in individuals being called upon to play a greater number of diverse roles. The result is increased frequency of this type of role conflict. The second primary source of intra personal conflict in modern organization is job stress. As the pace of change quickens in organizations and throughout society, workers may come to feel lost, unsure of what is expected of them, and unsure of their abilities to cope with what they perceive as ever– mounting pressure. While some stress may even be a positive factor in motivating individuals and in fueling innovation, chronic over stress leads to short-tempered, uncooperative defensive employees who may even indulge in such self destructive activities as alcoholism and drug abuse, the cost of such response to stress maybe the individual’s family. Job stress also results when the individual, on an on going basis, is unable to meet his or her own expectations, either in terms of performance (for example, the social worker who wishes to help people but feels unable to do so because of the nature of the system) or in terms of the nature of the work (for example, the assembling line worker who is bored by the repetitious nature of the job and feels that his skills and abilities are not being utilized). Intrapersonal conflict is a subject of increasing concern to organizations due to its damaging impact in Job performance, absenteeism and turnover. Employee counseling centers, company-sponsored stress management seminars, and management by objectives programs are just some of the methods currently being used to combat this problem. Interpersonal conflict is conflict occurring between two or more organizational members as a result of such factors as differences in managerial philosophies, values and problem-solving styles or competition for power or promotion. Traditionally this type of conflict was attributed to personality differences†. However, it can result from several factors. . Differences in values. For instance, one manager might place a great emphasis in task accomplishment to the exclusion of all else, while another might stress the need to maintain good employee relations even if performance of the immediate task is slightly affected. b. Differences in problem-Solving styles. One person may prefer to work in groups, for example, while another prefers to work alone. c. Differences in managerial philosophies. One manage may favour decentralization of decision making while another favours centralization. In addition, interpersonal conflict can occur due to competition between individuals, for power, for promotion, or for other organizational rewards. Because interpersonal conflict interferes with effective communication, and thus problem solving, it is a cause of considerable concern for modern organization. Organization development and communication training are frequently used methods of modifying interpersonal conflicts and channeling them into more constructive paths. a. Person-group conflict. This is conflict resulting from individual opposition to group norms or rules of behaviour that govern group membership. The classic example of this phenomenon is the â€Å"rate breaker† who consistently performs at a level well above that of other group due to fear that higher performance standards will be established based on the performance of the rate breaker. A more recent example is the treatment sometimes afforded the â€Å"Whistle blower†, the individual who brings to the attention of management or the general public instances of waste, fraud or corruption. Such individual may be ostracized and subject to harassment by other members of the group. On the other hand, person-group conflict can sometimes play a positive role within organizations. When an individual places his or her own needs for recognition or power ahead of the needs of the group to accomplish it’s task, group pressure can exert a powerful influence to bring the individual back into line with over all group norms. Intergroup conflict- This type of conflict occurs between departments or work groups and typically revolves around issue of authority, jurisdiction, control of work flow, or access to scarce organizational resources. It arises directly from the need for differentiation in an organization. To deal with complexity, we resort to specialization and specialists’ people with diverse cognitive and emotional orientations in the various functional areas. Such people frequently experience difficulty in communicating and cooperating. Yet, for an organization to act as a unit there must be integration or collaboration among the various departments. Thus, management frequently faces a problem. Long-run performance requires substantial integration, but efforts to generate collaboration often produce short-run conflict. Intergroup conflict arises from two sources: systems conflict and bargaining conflict. Systems conflict come about because of the divergence in objectives between work groups. For example, the marketing department may feel that rapid order processing is more important than quality control since replacing a defective unit is likely to produce less customer dissatisfaction than waiting on an unfilled order. The production department, on the other hand, may feel that its reputation depends on the continued high quality of its products and this belief may be supported by the incentive system used to govern rewards for production department personnel. Strategies for resolving system conflicts include rotation of department members among work units to improve understanding and empathy with the problems of other departments, charges in formal incentive systems to reflect overall organizational objectives related to the issue, and the use of horizontal integrative mechanisms such as task forces. Bargaining conflicts occurs when groups compete for scarce organizational resources or for power and influence within the system. An excellent recent example of such conflicts involved government attempts to reduce budget deficits by reducing expenditures. Interest groups both inside and outside government have attempted to influence this process to ensure that their programs are not cut. When viewed from the organizational level, conflict can often be categorized into two groups: Institutionalized and emergent. Each presents problem. Institutionalized conflict often results from organizational attempts to structure work assignments. This is clearly seen in the case of departmentalization, in which organizations group their personnel into major departments such as finance, marketing and production. Once assigned to such a bailiwick, it is common to find the personnel becoming highly concerned with the needs of their own particular department and relatively unconcerned with those of the others. Budget time finds everyone fighting for increased departmental allocations. Since this is a win lose situation, those who get percentage increases achieve them only at the expense of the other departments. Such a conflict situation, however, is often inevitable, since many people feel greater loyalty to their department in particular than to their organization in general. A similar type of institutionalized conflict emerges from the organization’s creation of a hierarchy. Low level managers have short-run problems related to work schedules and quotas. Top managers have long-run concerns related to the future course of the total organization. Each hierarchical level tends to be in some degree of conflict with the one above. Similarly, line and staff personnel are often at loggerheads. The former is responsible for making action decisions, the latter provides support help. Line-staff conflict is often brought about by the following attitudes and philosophies. Line officers are highly action-oriented; staff officers are concerned with studying a problem in depth before making recommendation. Line officers are highly intuitive in contrast to being analytical; staff officers are highly analytical, in contrast to being intuitive. Line officers are often short sighted, staff officers are often long-range orientated. Line officers often ask the wrong kinds of questions staff officers have answers and therefore spend their time looking for questions. Line officers wants simple easy-to-use solutions, staff officers complicate situations by providing esoteric data. Line officers are accustomed to examining some of the available alternatives and choosing one of them, staff officers are interested in examining all of the possible alternative, weighing them, analyzing them and then choosing the â€Å"best† one regardless of time or cost restraints. Line officers are highly protective of the organization, staff are highly critical of the organization. Each of these institutionalized conflicts is caused by the creation of a formal organization. Management cannot sidestep them; they are inherently in a hierarchical structure. All the organization can do is to try to manage them properly. Emergent conflict arises from personnel and social causes one of the most common is formal-informal organizational conflict. When the goals of these two groups are incompatible, problems can result. The objectives of the formal organization may call for more output than the members of informal organization are willing to give. A second form of emergent conflict arises from status incongruencies. Some people in the organization may feel that they know a great deal more than their supervisors about how to improve efficiency. However, status is often accorded on the basis of rank. Additionally, line managers often suffer status incongruency when staff advisers have the boss’s ear and can convince the latter to implement their recommendations. In such cases the line personnel are reduced to being order –takers, while the staff people call the shorts. Additionally, if personnel are highly trained or well educated and the organization assigns them a job requiring minimum ability, they often feel the work is below them and suffer status conflict. So, too do personnel who are promoted to higher positions but not given the symbols that accompany the office. For example, a person who is promoted into the top-management ranks but not given a private office and a secretary like the other top managers may well have status problem. These emergent conflict situations are personal and social in nature in that they involve individual and group norms. Whether or not there is a conflict depends upon how the people view the situation. An informal organization that feels management’s work quotas are too low may not have any problem accepting an increase in them. Likewise, a manager who is obvious to status symbols may not feel status inconsistency if the organization fails to provide a private office and a secretary. In most situations, however, this is not the case. 2. 4Sources of Conflict There are numerous sources of conflict within formal organization. Much has been written about the implications of conflict as a social process. The important point is not so much whether competing sub-groups and conflict are seen as inevitable consequences of organization structure, but how conflict, when found to exist, is handled and managed. The following are the sources of conflict according to Mullins (2007). Difference in perception- We all see things in different ways. We all have our own, unique picture or image of how we see the real world. Differences in perception result in different people attaching different meanings to the same stimuli. As perceptions became a person’s reality, value judgments can be a potential major source of conflict. Limited resources- Most organization resources are limited and individuals and groups have to fight for their share, for example at the time of the llocation of the next year’s budget or when cutbacks have to be made, the greater the limitation of resources, then usually the greater the potential for conflict. In an organization with reducing profits or revenue the potential for conflict is likely to be intensified. Departmentalization and specialization- Most work organizations are divided into departments with specialized functions. Because of familiarity with the manner in which they undertake their activities, managers tend to turn inwards and to concentrate on the achievement of their own particular goals. When departments need to co-operate, this is a frequent source of conflict. Differing goals and internal environments of departments are also a potential source of conflict. In Woodward’s study of management organization of firms in the country she comments on the bad relationships between accountants and other managers. One reason for this hostility was the beginning of two quite separate financial functions. People concerned with works accounting tended to assume responsibility for end results that was not properly theirs; they saw their role as a controlling and sanctioning one rather than a serving and supportive one. Line managers resented this attitude and retaliated by becoming aggressive and obstructive. The nature of work activities -Where the task of one person is dependent upon the work of others there is potential for conflict. For instance, if a worker is expected to complete the assembly of a given number of components in a week but the person forwarding the part assembled component does not supply a sufficient number on time. If reward and punishment systems are perceived to be based on keeping up with performance levels, then the potential for conflict is even greater. If the work of a department is dependent upon the output of another department, a similar situation could arise, especially if this situation is coupled with limited resources for example, where the activities of a department, whose budget reduced below what is believed necessary to run, the department efficiently, are interdependent with those of another department, which appears to have received a more generous budget allocation. Role conflict- A role is the expected pattern of behaviour associated with the members occupying a particular position within the structure of the organization. In practice, the manner in which people actually behave may not be consistent with their expected pattern of behaviour. Problems of role incompatibility and role ambiguity arise from inadequate or inappropriate role definition and can be a significant source of conflict. Inequitable treatment- A person’s perception of unjust treatment such as in the operation of personnel policies and practices, or in reward and punishment systems can lead to tension and conflict. For instance, according to the equity theory of motivation the perception of inequality will motivate a person to take action to restore equity including change to inputs or outputs. Violation of territory- People tends to become attached to their own territory within work organizations, for example to their own area of work, or kinds of clients to be dealt with, or to their own room, chair or parking space. Jealously may arise over other people’s territory for instance, size of room company car, allocation of an assistant or other perks, through access to information or through membership of groups. A stranger walking into a place of work can create an immediate feeling of suspicion or even resentment because people do not usually like, ‘their’ territory entered by someone they do not know and whose motives are probably unclear to them. Ownership of territory may be conferred formally for example by organization charts, job descriptions or management decisions. It may be established through procedures for instance circulation lists or membership of committees. Or it may arise informally, for example, through group norms, tradition or perceived status symbols. The place where people choose to meet can have a possible, significant symbolic value. For instance if a subordinate is summoned to a meeting in a manager’s office this might be taken that the manager is signaling higher status. If the manager chooses to meet at the subordinates place of work, or on neutral territory, this may be a signal that the manager wishes to meet the subordinate as an equal. If a person’s territory is violated this can lead to the possibility of retaliation and conflict. Environment change- Change in an organization’s external environment such as shifts in demand, increased competition, government intervention, new technology or changing social values, can cause major areas of conflict. For instance a fall in demand for, or government financial restrictions, on, enrolments for a certain discipline in higher education can result in conflict for the allocation of resources. If the department concerned is a large and important one and led by a powerful head, there could be even greater potential for conflict. There are other sources of organizational conflicts, including; Individual; Such as attitudes, personality characteristics or particular personal need, illness or stress. Group, Such as group skills, the informal organization and group norms. An Organization; such as communications, authority structure, leadership style, managerial behaviour. The age gap-relationships between older employees and younger managers, where experience is on one side and power on the other, can lead to conflict. According to Gray and Starke (1980) sources of conflict are as follows. Limited Resource Perhaps the most fundamental fact of organizational life is that resources are finite. Even the most successful companies have found that they are limited in what they can accomplish. With this realization groups and individuals see that there will be times when they will have to fight for what they want. The most obvious manifestation of this problem comes when the annual budget is set. Each department typically submits a request for its needs during the next fiscal year, and top management adjusts the request based on its knowledge of the total organization. Department heads often see their requests cut back because the resources for the total organization are limited. When cutbacks occur, however, the potential for conflict increases because the heads of various departments begin making value judgments about why management decided to cut back one department but not another. As a general rule the greater the scarcity of resources, the greater the potential for conflict. Interdependent work activities Added to the basic problem of finite resources is the problem of organizational units having to work together. It is bad enough to get less than you wanted for your department because of some other department, but then to have to work with other departments may be more than some managers can take. Suppose you are the head of department A, and in the yearly budget just approved by top management, you received considerably less money for operations than you thought was minimally necessary to run your department. Suppose also that you see that department B got most of what it asked for. If the work activities of your department are interdependent with those of department B, you might well consider purposely slowing down your departments work in attempt to convince top management that they made a mistake in their allocation of funds. This is a particularly salient cause of conflict because there is so much interdependence of work activities in organizations. On a grander scale, inter organizational conflict is often caused because the activities of many separate organizations must be coordinated. In May, 1979, California motorists found themselves in long lines waiting for gasoline. The oil companies, the oil producers, consumer groups, and the government spent considerable time arguing about who was to blame. The problem was most likely caused by the tight interdependence of work activities needed to get oil from wellhead to the consumer. Any purposeful disruption by one of the organizations in the system (e. g. Iranian government’s decision to reduce output) would cause conflict among the other parties in the system. As a general rule the more interdependent the work activities, the greater the potential for conflict. It is important for management to know the nature of work interdependence so system of work can be implemented that will reduce the potentials for dysfunctional conflict. Differentiation of activities We noted above that interdependence of work activities is an important source of conflict in organizations. Backing up a step furthermore, we can see that the mere existence of groups doing different functions created the potential for conflict. As groups become familiar with how they perform their jobs, they may turn inward and become uninterested in, (A) how their work fits in with other groups (B) the importance of other groups work. As a result, when difficult issues between the groups must be dealt with, each group behaves in a way that increases potential for harmful conflict. This differentiation in work activities leads to differentiation in goals. Production goals may be to have long production runs with few changes in product style because this allows the production facilities to operate at peak efficiency. Marketing’s goal, on the other hand maybe to give customers what they want when they want it. This means rush orders, special orders, and other demands that directly conflict with production goals. Communication problems Both the interdependence and differentiation of work activities demand that communication between individuals and groups be effective. However, this often does not occur. At the broadcast level, communication problems develop because not all groups have the same information. Each group therefore takes a position based on its view of the world and the information it has. The obvious solution to this problem is to give all groups equal information. However, this is generally not feasible because individuals with important information may want to use it for their own advantage and not share it. Communication problems are also caused by technical Jargon that is so frequently used in organizations. Overtime, each group develops its own language which may mean nothing to another group. When the two groups must deal with a contentious issue, the â€Å"Us vs. them† mentally more easily develops because of the meanings each group attaches to words. Differences in perceptions We all see the world slightly differently because we have all had different experiences. These different views of the world can be a major source of conflict in organizations because value judgments flow from these views. Differences in perceptions involve the value of experience vs. the value of education. Older, more experienced managers often are in conflict with younger, inexperienced managers about the way in which work should be done. The experienced person usually points out how knowledgeable he or she has become over the years, whereas the in experienced person argues for â€Å"new way† of doing things. Often this conflict is resolved by the older person exercising his or her authority. It is hard to make unequivocal statements about how differences in perception will influence conflict. It is also difficult to deduce exactly how a person views the world, unless the person is well known to the manager. Nevertheless, a realization that differences in perception (by groups or individuals) is crucial to conflict means that it must be included in any discussion of the sources of conflict. The environment of the organization Thus far, we have been concerned with factors inside organizations which cause conflict. However, changes in the firm’s environment (which it usually has no control over) can cause major conflict within the organization. In the late 1970’s, for example, college enrolment in liberal arts declined as students began entering disciplines which were more job-oriented. This shift in demand meant that there were pressures to reallocate resources within universities. These pressures caused real problem as the different faculties were in conflict as to how this reallocation should be done. As another example, consider a conglomerate which finds that the demand for the output of one of its divisions is rapidly declining. The obvious thing to do is to hit back activities in that division and channel corporate resources into more profitable divisions. However, if the division having difficulties is an important one, and its head is a powerful person, tremendous conflict may develop as other division heads argue for a redistribution of resources within the company. Other sources of conflict exist in organizations. They are; (A)Individual differences (some people enjoy conflict while others don’t) (B)Unclear authority structures (conflict develops because people don’t know how far their authority extends) (C)Differences in attitudes (members of different groups have different attitudes). D)Task asymmetries (one group is more powerful than another and the weaker group tries to change the situation. (E)Difference in time horizons (some departments have a long-run view and others a short-run view. 2. 5 Strategies for Managing Conflict Although a certain amount of organizational conflict may be seen as inevitable, there are a number of ways in which management can attempt to avoid the harmful effects of conflict. The strat egies adopted will vary according to the nature and sources of conflict outlined above. a. Clarification of goals and objectives. The clarification and continual refinement of goals and objectives, role definitions and performance standards will help to avoid misunderstandings and conflict. Focusing attention on superordinate goals that are shared by the parties in conflict may help to diffuse hostility and lead to more co-operative behaviour. b. Resource distribution. Although it may not always be possible for managers to increase their allocated share of resources, they may be able to use imagination and initiative to help overcome conflict situations. For instance, making a special case to higher management; greater flexibility to transfer funds between budget headings, delaying staff appointments in one area to provide more money for another area. c. Human resource management policies and procedures. Careful and detailed attention to just and equitable human resource management policies and procedures may help to reduce areas of conflict. Examples are job analysis, recruitment and selection; systems of reward and punishment; appeals, grievance and disciplinary procedures; arbitration and mediation, recognition of trade unions and their officials. d. Non-monetary rewards. Where financial resources are limited, it may be possible to pay greater attention to non monetary rewards. Examples are job design, more interesting challenging or responsible work, increased delegation or empowerment, improved equipment, flexible working hours, attendance at course or conferences, unofficial perks or more relaxed working conditions. e. Development of interpersonal/group process skills. This may help to encourage a better understanding of ones own behaviour, the other person’s point of view, communication processes and problem solving. It may also encourage people to work through conflict situation in a constructive manner. . Group activities. Attention to the composition of groups and to factors which affect group cohesiveness may reduce dysfunctional conflict. Overlapping group membership with a linking pin process, and the careful selection of project teams or task forces for problems affecting more than one group, may also be beneficial. g. Leadership and management. A more participative and supportive style of leadership and managerial behaviour is likely to assist in conflict management for example, showing an attitude of respect and trust, encouraging personal self- development, creating a work environment in which staff can work co-operatively. A participative approach to leadership and management may also help to create greater employee commitment. h. Organizational process. Conflict situations may be reduced by attention to such features as the nature of the authority structure, work organization, patterns of communication and sharing of information, democratic functioning of the organization unnecessary adherence to bureaucratic procedures and official rules and regulations. i. Socio-technical approach. Viewing the organization as a socio-technical system, in which psychological and social factors are developed in keeping with structural and technical requirements, will help in reducing dysfunctional conflict. 2. 6The Value of Conflict The interactionist philosophy does not propose that all conflicts are good for an organization. Excessive levels of conflict can and do hinder organizational effectiveness. It shows itself in reduced job satisfaction by employees, increased absence and turnover rates, and eventually in lower productivity. What the interactionist approach says is that managers should continue to resolve those conflicts that hinder the organization, but stimulate conflict intensity when the level is below that which is necessary to maintain a responsive and innovative unit. Without some level of constructive conflict, an organization’s survival will be in jeopardy. Survival can result only when an organization is able to adapt to constant changes in the environment. Adaptation is possible only through change, and change is stimulated by conflict. Change develops from dissatisfaction, from a desire for improvement, and from creative development of alternatives. In other words, change do not just happen, they are inspired by conflict. Conflict is the catalyst of change. If we do not adapt our product and services to the changing needs of our customers, actions of our competitors, and new technological development, our organization will be sick and eventually die. Is it not possible that more organizations fail because of two little conflict rather than too much? Without change, no organization can survive, and conflict spurs change. Opposition to others’ ideas, dissatisfaction with the status quo, concern about doing things better, and the desire to improve inadequacies are all seeds of change. Therefore, the factor that differentiates the interactionist philosophy most form its predecessors is the belief that just as the level of conflict may be too high, requiring resolution, it may also be too low and in need of stimulation. There is a growing body of literature that supports the contention that organizations that have levels of conflict above, zero are more effective, that is functional levels of conflict are conducive to innovation and higher quality decisions. For instance, a review of the relationship between bureaucracy and innovation found that conflict encourages innovative solution. This relationship was more recently confirmed in a comparism of six major decisions during the administrations of four U. S presidents. The comparism demonstrated that conformity among presidential advisers was related to poor decisions, while an atmosphere of constructive conflict and critical thinking surrounded the well- developed decisions. The bankruptcy of the penn central railroad has been generally attributed to mismanagement and a failure of the company’s board of directors to question actions taken by management. The board was composed of outside directors, who met monthly to oversee the railroad’s operations. Few questioned the decisions made by the operating management, though there was wide evidence that several board members were uncomfortable with many major decisions made by the management. Apathy and a desire to avoid conflict allowed poor decisions to stand unquestioned. It can only be postulated how differently things might have turned out for the penn central had it had an enquiring board which demanded that the company’s management discuss and justify key decisions. In addition to better and more innovative decisions in situations where there is some conflict, there is evidence that indicates that conflict can be positively related to productivity. It was demonstrated that among the high conflict groups was 73 per cent greater than that of those groups characterized by low conflict conditions. Similarly, an investigation of twenty-two teams of system analysts, which the researcher sought to assist the relationship between inter personal compatibility and productivity, achieved results consistent with the previous studies. The findings strongly suggested that the more incompatible groups were likely to be more productive. 2. 7Transition in Conflict Thought According to Dubose (1980), the development of conflict thought as professed by academic has gone through three distinct stages which he labeled as traditional, behavioural and internationalist. The prescription of the early management theories, the traditionalists, towards conflict was simple. It should be eliminated. All conflicts were seen as destructive and it was management role to rid the organization of them. This philosophy dominated during the nineteenth century and continued to the middle 1940s. Thetraditional view was replaced in the late 1940s and early 1950s with a behavioural approach. Those who studied organizations began to recognize that all organizations, by their very nature, had built in contents. Since conflict was inevitable, the behaviouralist prescribed â€Å"acceptance† of conflict. They rationalized its existence. However, as with the traditionalists, the behaviouralist approach to managing conflict was to resolve it. Looking at the behaviours of manager, it seems clear that the traditional philosophy is still the most prevalent in organizations. We live in a society that has been built upon anti-conflict values. Since our earliest years we have been indoctrinated in the belief that it was important to get along with others and to avoid conflict. Parents in the home, teachers and administrators in school, teachings of the church, and authority figures in social groups all have historically reinforced the belief that disagreement bred discontent, which acted to dissolve common ties and could eventually lead to destruction of the system. Certainly we should not be surprised to find that children raised to view all conflict as destructive would mature into adult managers who would maintain and encourage the same values. In addition, the senior managers in most organizations praise and reward managers who maintain peace, harmony, and tranquility in their units, while disequilibrium, confrontation, and dissatisfaction are appraised negatively. Given that managers seek to â€Å"look good† on the criteria by which they are evaluated, and since the absence of conflict is frequently used at evaluation time as a proxy for managerial effectiveness, it should not be surprising to find that most managers are concerned with eliminating or suppressing all conflicts. According to Gray and Stark (1980) there are two distinct phases of thinking about conflict: the traditional view and the current view. The traditional view of conflict assumes that conflict is bad for organizations. In the view of the traditionalist, organizational conflict was proof that there was something â€Å"wrong† with the organization. The Hawthorne studies were probably important in shaping the traditional view because in those studies the dysfunctional consequences of conflict were noted. Another likely factor in the traditional view was the development of labour unions and the often violent conflict between labour and management. During the early twentieth century labou

Discussion Essay Example | Topics and Well Written Essays - 250 words - 1

Discussion - Essay Example The person travels or goes to the job or work. People exist to serve the organization. From a human resource frame perspective, the organization exists to serve the human needs rather than the human existing to serve the organization. In the truest sense the opposite perspective of the structural frame. Inherently, the organization is at tension within itself from the moment it begins to exist. Human Frame perspective says that human needs must be met for organizational needs to be met. The people are the organization and worth investing in. The organization focuses on ensuring the right human resource strategies are in place such as human resource hiring and keeping valued employees and building on diversity. The Political Frame Perspective is a way of viewing organization as a group of assimilated like-minded individuals. Recognizing these individuals have grouped together, the political frame allocates resources according to the political structures in place rather than accepting simple hierarchical frames. Goals and decisions are made through negotiations and the level of power one holds determines results. The Symbolic Frame Perspective provides the vision and the inspiration for the people of the organization, the emotional glue to keep everyone striving for a common goal and purpose.

Although Ashbery has said 'I do not think of myself as a gay poet', Essay

Although Ashbery has said 'I do not think of myself as a gay poet', critics such as John Emil Vincent and John Shoptaw offer rea - Essay Example Borrowing some elements form modernist poetry the poet has invented his own style keeping at par with the period he belonged. However the move of this great poet from the shadows to the limelight was quite sudden without giving any scope to the readers for deeper perception of his style. Though his style was simple and straightforward as declared by him, his poems raised puns and questions about the theme enfolded between the lines. His approach to poetry has often provided different scopes for interpretation form more than one angles. It is the aspect of hidden meaning which has raised the controversies against him amongst his critics and this relates essentially to the homosexuality and autobiographical content. Hence criticism of his work continued for the next decades till date and these works of criticisms have gained literary acclaim and worth overtime. some examples of such are â€Å"On the Outside Looking Out, by John Shoptaw, Five Temperaments, by David Kalstone, Beyond Ama zement, edited by David Lehman, John Ashbery: Modern Critical Views, edited by Harold Bloom, The Tribe of John, Ashbery and Contemporary Poetry, edited by Susan Schultz, and John Ashbery and American Poetry, by David Herd† (Hilbert). The nature of his poems comprise of changes in tone, speaker and voice randomly. They often seem to lack integrity and each line cannot stand out independently. The themes are often combinations of abstract expressionism, deconstruction and contain cultural components. Looking at the scenario of American poetry John Ashbery has made huge fame and smoothly made himself a delicacy for the critics to discuss. It is often hard to classify him under categories like romantics, an â€Å"abstract thinker†, or a gay poet without any autobiographical indication. His compositions began to be difficult to interpret over the 80s and often have been disjunctive and irregular. Although Ashbery picks up conventional topics to approach in an unconventional manner, some of them are actually â€Å"funny† where he mocks the life of a surgeon and the attitudes of poets like Homer and others who slept while writing. He borrows from the works of other poets and incorporates them in his writing and â€Å"untraceable borrowings from the wild variety of ordinary speech, filled out with fleeting parodies of humble written forms: the family Christmas circular, the letter from a consumer, the office memo† (Hammer). Even the first person tone of his poems is distracted by quotations and other voices. The speakers of his poems are represented collectively. In his own words, â€Å"Research has shown that ballads were produced by all of society / working as a team† (in Hotel Lautreamont) (Hammer). He wrote some poems in pantoum form and some in haibun (prose poems). The phrases used by Ashbery in his poems lay stress on providing verbal pleasure and revelation. He progresses from one phase to another and if read between the lines , then some apparently haphazard lines might have deep moral implications. His work contains â€Å"languor and urgency†. He does not adhere to any fixed pattern or rule, rather concentrates on creating meaning with the pattern of the lines. The poet himself invites criticisms in his lines in ‘

Impact of Television on American Family Life Essay

Impact of Television on American Family Life - Essay Example It has been calculated that, the time spent by each American family in watching TV, for duration of one week, is roughly fifty one hours. (2) Based on the statistical figures stated in the preceding paragraph, there is no hesitation in arriving at a logical conclusion. The quality time spent by family members, by interacting with each other, is being compromised. And that is solely for the purpose of not missing their favorite shows on the television. This trend is steadily leading to a scenario where the bond between family members is slowly getting weakened. The time that was allocated for family members, in the pre-television era, is now being given to TV. Television has been successful in getting the undivided attention of people, and has also managed to take a powerful grip of their lives. Television projects a negative image of family Apart from the disadvantages of TV that have been emphasized upon, earlier, it (TV) is showing its negative impact in another way. There is now n o dearth of television programs, which depict parents in poor light. There are now many shows, in which, parents are shown as lacking the capability to both take proper care of children, and also to be successful in life. Simultaneously, children are being depicted as the people of family who are more knowledgeable and hence having every right to question the parents. In the TV shows, the character of a family elder is projected as being a comedian who is at the receiving end of ugly jokes. All these leave a strong impression on the tender minds of children who, owing to all the stuff being shown on TV, would end up disregarding family values. They would display scant respect towards the... While speaking about the negative effects of TV on American family life, a mention needs to be made of the reality shows, which have gained immense popularity. This essay approves that the real and concrete solution for any stress-causing issue can be arrived at, only when there is a wholesome interaction between members of a family. And it is this very interaction that is consistently becoming less and less, courtesy the over importance being given to TV. Different studies carried out in the avenue of â€Å"Impact of television on American family life† have shown that, families with limited income are getting more addicted to television. There indeed is a highly valid reason for that. When compared with other means of entertainment, a television is the one that fits into the budget of low income households. Especially, it is observed that, if TV sets are present in bedrooms of children, there is every possibility that they could get distanced from other family members. Children would then show no inclination towards attending various family events. This report makes a conclusion the focus of this essay is confined to elaborating upon the adverse impacts of TV, only in relation to family life. There are several other drawbacks of television like increased risk of obesity and people becoming passive, etc, that have not been discussed here. The topic of the essay is an exhaustive one and it is not possible to be covering all the related points in a brief essay such as this one. Yet, a sincere attempt has been made to cover the most of the important aspects.

Reliability, Maintainability, and Supportability of COTS Research Paper

Reliability, Maintainability, and Supportability of COTS - Research Paper Example The use of COTS is wide spread across many business and governmental programs; this is because these products offer significant savings in maintenance, procurement and development. The motivation behind the usage of COTS a component includes reduced maintenance cost in the long run and hopes that the overall system cost and development, this is because components can be licensed or bought instead of developing them. COTS were considered remedies for intractable problems during the 1990s. COTS development came into being with tradeoffs which were not so obvious. An example been initial and development cost and time which not so much a problem can be reduced but at the expense of another. Such as depending on a third party who is to lease components and increase in the integration of software component works. Software specifications are encrypted externally so government agencies view that in the long run when changes are done to the product compatibility will be a hindrance (McKinney 23). COTS reliability can be verified using an analysis and reliability estimation technique applicable to high level designs. The technique is known as Scenario-Based Reliability Estimation (SBRE). SBRE is specific for COTS whose analysis is purely based on executable scenarios. While using scenarios, we construct a probability model known as Component Dependency Graph (CDG). These are graphs which represent component reliability, components, interface and link reliability, transition probabilities, transitions, components average time of execution. In CDG, components link and interface reliabilities are given focus as the first class elements to be put in the model. The reliability of the application is analyzed by an algorithm presented its analysis also include; reliability of its interface and components. The SBRE algorithm identifies critical component interface and critical components by interpolating the sensitivity of the application reliability to changes in the interface and components. To ensure a software application is reliable is a difficult task even if it was commercially pretested therefore, there has been the emergence of several techniques for analysis and estimation of components based application reliability. And they are categorized as: Component Based Reliability Estimation - the reliability of the application is estimated using the individual’s components reliability and interconnection mechanism. System Level Reliability Estimation – applications reliability is estimated as a whole. For example using system level architecture evaluation or system testing (Ammar, H , et al, 2004) Underestimating the technical risk associated with evaluation, integration and selection of software components can result to high maintenance/development cost and long schedule delays. Trends in computer based products, such as mobile phones and vehicles, is shorter lifecycles and shorter. Therefore, time spent on the development of new versions of a product or new products must be reduced. A solution to one of the emerging problems is reusing of solutions and software designs in new versions of products and systems. Properly handling reuse will greatly improve the reliability since the code is executed in a different context and longer time. However, reuse is not trivial; it puts strong demands on the methods of development in order to achieve success. Reuse

Assesment paper Essay Example | Topics and Well Written Essays - 1000 words

Assesment paper - Essay Example They are supposed to uphold the ethics and principles of good governance. In principle, the politicians, being public figures, are supposed to lead exemplary lives, without being influenced by any vested interests. The corporate houses too are required to operate their businesses in such a way that the no harm is done to the society, to the environment and the polity of the nation/s. With the emergence of globalisation, the concepts like 'corporate governance' have emerged for managing the businesses more effectively. Media in general and electronics media in particular, too plays a very important role in telling the people about the values, ideas, opinions and culture of any political party and organisation. Therefore, now there is an exponential increase in the reliance on the broadcast media for political campaigns. This has proved to have a powerful role in making or breaking the chances of any political party. Opinion builders are entrusted with the task of spreading good words about the candidate (often this is termed as planting stories). In addition, candidates take up extensive tours to meet as many people as possible. All such exercises require good amount of money and hence the need for arranging funds. While it is true that businesses are supposed to work within the framework of rules and guidelines formulated by the political bosses, it is now an accepted fact that politics too cannot survive without a 'big' helping hand from businesses. But companies are placed in an unenviable position of being labeled as sympathizer to one particulars party or candidate if they support one at the cost of the other. Just in case the results are different, then there's a threat of retaliation. During earlier times, politicians used to get finances from some big companies, in a hush-hush manner so that their political affiliations are not divulged. This trend continued for quite a while, but gradually started resulted in arm-twisting tactics on the part of both politicians as well as corporate houses. This led to the debate of bringing in more transparency in matters relating to political campaign finances. Such reforms are being supported by political parties as well as business houses. Some bus iness houses are not very happy with the unreasonable demands from some political quarters, while the behavior of some politicians and political parties under the influence of money-power has also brought down the image of governments. There are some differences in the manner and extent of implementation though. Such attempts to regulate campaign finances are being supported by people at large and if theirs is any opposition, it comes from within the political establishment. In USA the common term for such political efforts is campaign finance reform (Chapman, 1999). In US campaign funds are generated by the politicians and the political parties' mainly using four sources (Cantor, 2007); i. Own funds of political leaders, their family and friends ii. By soliciting contributions from individual citizens iii. Using the party funds (which too require to be replenished from time to time) iv. Different interest groups (comprised business etc) generally with the formation of political action committees (PAC) on political, social or economic issues. v. Public funds (available only for some elections like Presidential elections) A first timer to

Chinas Many Faces Research Paper Example | Topics and Well Written Essays - 1500 words

Chinas Many Faces - Research Paper Example The writer is focusing on the racial segregation in China. She first compares it with other developed nations that have mixed races, but the racial factor is less regarded. The author has introduced China basing it on three factors as viewed by the Americans. These include political image, injustices waved on the people and violation of human rights, and the last dimension is the economical image. However, the author has decided to distant herself from this perspective and decided to bring about how China exists in many faces in terms of ethnical diversity.The major ethnical tribe in China is the Han, which constitute about 92% of the total population, the other 8% is for the minority tribes which are marginalized and are referred to as the Minzu (Blum, n.d,). The author has decided to raise concern on this minor ethnic group. In China people are not classified according to their physical appearance. This fact is supported by the anthologists, who state that physical appearance is no t a distinctive factor for human beings. This mode of approach is different from the one used in America, where identification of persons is based on appearance. Although some groups like the Yi and the Tibets are tall, they are not classified using this feature.Most of these minority groups live along the borders of China and the good thing is that they have not been neglected by the state. Rather, there is high concern and their residence along the border is beneficial to the country. The larger majority group is in the central area and is less conversant with the minority tribe, except in the regions where both the majority and the minority are found. Although the government had impacted a lot of efforts to ensure that the minority live in harmony, they still suffer from discrimination and abuse whenever they mingle with the Han (the majority tribe) in the urban regions. Due to their marginalization, they are poor, uncivilized, and uneducated, features that clearly distinguish them from the Han. As a result, according to the author, they have not been able to hold powerful positions in the government. The author further took an outlook on each of the minority groups, the largest of them being the Zhuang, who live in the Vietnam border. Others are the Hui ethnic group, who are well spread across the nation; they are Chinese speaking Muslims with Asian ancestry. The Hui community is also known for their constant clashes with the Han. The Mongolian community is another minor group, whose main economic activity is pastoralism. Wa are hunters and are the most primitive with a unique religious belief. The Han, who are the majority tribe, have diverse cultural practices and regional diversity. According to the author, China is divided in to two main regions; the north and the south; the north is where there is

MBA BUSINESS ANALYSIS, portfolio 1 sub Essay Example | Topics and Well Written Essays - 1000 words

MBA BUSINESS ANALYSIS, portfolio 1 sub - Essay Example Business analytics is the key for the company to run its business activities. As Vijayan (2011, p. 1) states, â€Å"predictive analytics approaches are focused on helping companies glean actionable intelligence based on historical data†. For working on the data provided by the clients and checking its operational feasibility through predictive models, the use of business analytics seems essential. Moreover, the company also uses management information system to manage information in a logical manner. The management information system helps the company in storing and processing of information into useful data which can be used for decision making purposes. Let us take a real life example of the use of business analytics in Front Guide investment Solutions. A client goes to the company to know whether he/she should make investment in the telecom sector of any particular country or not. Now, the company will gather data related to the telecom sector of that country which may incl ude annual revenue, growth potential, GDP deflator, and other important data and will perform statistical analysis of the data to know whether investment in that sector will be a feasible option for the client or not. Looking at this example, it is obvious that the company is a data driven organization and has adopted the use of business analytics to a great extent. How is it benefiting from doing so? The company is getting a number of considerable benefits from the use of business analytics. For example, the company is able to provide accurate details about the feasibility of investment to the clients. Clients come to the company to know what the investment will yield for them in future. The company provides the clients with information based on statistical analysis of data which in not only accurate but also very close to reality as the analysis is done using predictive models. As Stubbs (2011, p. 1) states, â€Å"the value of analytics lies in its ability to deliver better outco mes†. The more the employees will be skilled in using business analytics, more accurate and consistent will be the results of analysis. The well organized business analytics system also provides many other benefits for the company. For example, one of the main benefits of using business analytics appears when the company applies re-apply existing competencies to get real life data regarding investment scenarios. The company also applies modeling skills to increase the revenue, improve customer retention, and maintain the business image. Along with improving the business efficiency, business analytics helps the company in avoiding the risk of miscommunication by communicating the value of business analytics clients in such a way that become able to build support and gain traction. Business analytics does not just relate to statistics, it also plays a key role in organizational change processes (Stubbs 2011). Do analytics contribute to business performance and profitability? The business analytics definitely contribute to improved business performance and profitability. It helps the company maintain its competitive advantage that comes from the firm’s ability to capitalize on uniqueness. Front Guide investment Solutions has the potential to make use of that exact uniqueness in a unique and matchless way. The company takes advantage critical data, which is the biggest

Han China and Gupta India Essay Example for Free

Han China and Gupta India Essay Han China differed from Gupta India politically, developing a strong bureaucratic system while India allowed local rulers to stay in control, but the Guptas focused more on trade and made more intellectual achievements than China, especially in mathematics. They established empires that were successful, but also distinct in their own ways. Although these two civilizations were notably different politically, economically, and intellectually, both were successful in bringing prosperity to their empires. During the Han dynasty, China successfully improved its bureaucracy, but in India local rulers maintained regional control. India’s territory never grew to be as large as China’s, so different forms of government were needed for each civilization. Han China retained the centralized government formed by the Qin, and expanded the bureaucracy. The bureaucratic system suited China, because it was able to support the civilization as it expanded into a large empire. The emperor Wu Ti created civil service examinations for his bureaucrats, which could be taken by any male. Wu Ti also urged Confucianism in order to gain support, as it urged respect for the government. On the other hand, India lacked an extensive bureaucracy, and local rulers were allowed to keep control as long as they remained loyal to Gupta authority. Because of its separated regions, it was very difficult to politically unify India. Similar to China, the Gupta rulers turned to religion to strengthen support for the government. In contrast to China, they favored Hinduism because they claimed to be appointed by Hindu gods. Additionally, Hinduism encouraged the rigid caste system. The empires were also similar because political power was given to landowners. Although the Gupta period is considered the golden age of India, providing its greatest period of political stability, it never developed the solid bureaucracy that Han China did. Although trade is vital to any civilization’s success, India emphasized trade far more than China did. China’s economy focused on extensive internal trade, while India developed more maritime trade. Trade gradually became more important during the Han dynasty, focusing on luxury items for the upper class such as silks, leather, and jewelry. Internal trade was made easier by the standardization of currency and circulation of copper coins. Han rulers expanded the empire, which allowed trade with more places. Some merchants even took profitable trips to India. Even though they were important, trade and the merchant class did not become the focal points of Chinese economy. This was due to the emphasis on Confucianism, which frowned upon a life devoted to moneymaking. On the other hand, the Guptas established a strong economy. It was partly based on technological sophistication, new inventions, and production. For example, Indian artisans were the first to manufacture cotton cloth, calico, and cashmere. In these areas, India and China were rivaling, but the India’s economy became more vigorous. Merchant activity was greater in India than in China, with merchants at a relatively high caste status. They traveled by land, and also by sea, increasing maritime trade. Han China and Gupta India’s economies can be compared as firmly agricultural, both relying on a large peasant class, organized into cooperative close-knit villages. Han rulers regulated agricultural supplies by storing extra grain and rice in good times, preventing price increases when harvests were bad. The Gupta period in India was known for its wealth, which was due to extensive trading both internally and by sea, as opposed to Han China’s economy, which relied more on technological innovations. The Hans and Guptas both made many important intellectual achievements, but there was more academic success in India, especially in mathematics. The Chinese studied astronomy, calculating the movement of planets, as well as observing sunspots. During the Han dynasty, scientists invented a seismograph to register earthquakes. In addition, they actively researched medicine, studying principles of hygiene that would support longer lives. Generally, the Chinese focused their studies on practical findings, such as discovering how things worked. They studied the mathematics of music that led to advances in acoustics. Like China, Indian scientists also progressed in astronomy and medicine. Many astronomical discoveries were made, such as the calculation of the solar year, the circumference and daily rotation of Earth, a theory of gravity, and the discovery of seven planets. In medicine, hospitals also stressed cleanliness, like China. India surpassed China in mathematical discoveries. Scholars created a numbering system and the concepts of zero and negative numbers. Mathematicians also calculated square roots and a more accurate value of pi. These advances in both civilizations were possible because of support from the government. In China, the government sponsored intellectual life, organizing research in astronomy. The Guptas had a vast university center in Nalanda featuring lecture halls, libraries, and an observatory. This supported the new discoveries that were being made. Both civilizations made important intellectual achievements that were advanced by world standards, but Gupta India especially excelled in mathematics. The Han and Gupta dynasties were both successful periods in China and India. Their success was due to different causes, because their societies were very unlike each other. China’s government centered on its strong bureaucracy developed during the Han dynasty, while India never advanced a decent bureaucratic system. Both civilizations had strong economies, but India focused more on over-sea trade than China did. Also, Gupta India made more intellectual achievements particularly in science and mathematics. The Han and Gupta periods were similar in some ways, but their civilizations showed distinct differences politically, economically, and intellectually.

TATA Steel: UK Case Study

TATA Steel: UK Case Study Nicolson Mustapha Tata steel UK is one of the largest and geographically most diversified steel producers of Europe which is operating in 26 countries and have its commercial offices in around 35 countries around the globe (Tata Steel, 2017). They have been serving different markets such as energy and power, automotive, lifting and excavating, packaging, aerospace, construction etc. with their innovative products. The success of their business lies in their operations being centered on benefiting the society on the whole and making collaborative relationships with customers. The main business values of Tata steel UK include excellence, understanding, responsibility, integrity and unity (Tata Steel, 2017). The proposed strategy for Tata Steel at corporate level is market penetration while the proposed business strategy for penetrating in the market is the hybrid of cost leadership and product differentiation. Tata Steel has the capacity to penetrate into its market because it has a strong brand image and good customer base but due to increasing supply of steel from China and decreased demand, the revenue generated in the last period was a bit less than expected. In a dynamic environment, the foremost priority of a business is to keep an eye on the external environment. So, to cope with the changes taking place in the external environment, Tata Steel has to penetrate the market for increasing its market share. The cost leadership can be achieved by the capacity expansion and employment of new technology. The new technology would be used for differentiating its products from those of its competitors. Tata steel UK is one of the largest and geographically most diversified steel producers of Europe which is operating in 26 countries and have its commercial offices in around 35 countries around the globe (Tata Steel, 2017). They have been serving different markets such as energy and power, automotive, lifting and excavating, packaging, aerospace, construction etc. with their innovative products. The success of their business lies in their operations being centered on benefiting the society on the whole and making collaborative relationships with customers. The main business values of Tata steel UK include excellence, understanding, responsibility, integrity and unity (Tata Steel, 2017). This paper demonstrates the importance of understanding and in-depth knowledge that a firm must have for the formulation of its strategies from time to time. The environment in which the businesses have been operating currently has become dynamic and it is necessary for the businesses to adapt themselves with such environment by continuously updating their strategies to carry out the business (Hitt, Ireland and Hoskisson, 2003). The previous analysis conducted about Tata Steel suggested that it has strong brand equity and value-chain efficiency due to which it has expanded its operations overseas in the foreign markets. One of the main competitive advantages for Tata Steel UK is that there products are unique and innovative but there are also certain threats for the survival of business i.e. increasing competition, changing economy of UK and the fall in demand from China (Schram, 2015). The first part of this paper discusses different strategic options that are available to Tata Steel UK or to propose a strategy at corporate level, second part deals with formulation of business strategy, while the third part deals with the evaluation of strategy on the basis of suitability, acceptability and feasibility. The main objective of this paper is to see the Tata Steel UK from strategic management perspective. Different models and frameworks from previous academic literature have been used for the purpose of analyzing the industry and proposing a relevant strategy for the selected firm. Strategic options have been defined as the resourceful substitute action-oriented reactions to the major external trends faced by an organization. These options are exercised by taking into consideration the factors, trends, threats and opportunities in the external environment in which an organization is operating. These options are usually taken into consideration for the purpose of increasing the sales and profits of our business (Trigeorgis and Reuer, 2016). The main objective of Tata Steel UK is to become a global benchmark for creating value for the customers and corporate citizenship by offering innovative products and services. Ansoff Matrix Strategic options can be best explained with the help of Ansoff matrix that takes into account existing and new products and markets. There are four strategic options available to a particular firm (Jeyarathnam, 2008). These are explained as follows Selling existing products to existing market which is known as market penetration Developing new products and selling them to existing market which is known as product development Taking existing products to new markets segments which is known as market development Developing new products for newer markets segments also known as diversification The strategic options or Ansoff matrix is presented in the figure as follows Tata steel UK can expand its customer base with the help of market penetration strategy. This strategy is used for the purpose of growing our business. The current market share of Tata Steel UK is 60% sales to the manufacturers of different products in UK while 40% comes from sales to main Europe and 15% outside the Europe. The main products that contribute to the sales revenue of Tata Steel include automotive, construction, packaging, aerospace, and energy and power. The corporate strategy of Tata Steel UK is to become a global benchmark by creating value for the customers at global level. Â   Â   The rationale behind using the market penetration strategy is to sell existing products to existing consumers. According to the SWOT analysis conducted for the Tata Steel Europe and other sources suggest that it is losing the market because of various factors including decreased demand from China, changing economy of Europe, increasing international competition and steel available at cheaper prices. Tata Steel UK can penetrate the market by making its products unique from those of its competitors. It should increase its investments in the projects which helps in differentiation of its products by improving the overall marketing mix and getting closer to customers by forming collaborative relationships. The unique and innovative products as compared to competitors will give Tata Steel UK a competitive edge in gaining the largest market share. This product differentiation requires Tata Steel to develop cutting-edge manufacturing and production technology and to improve their business c ycle to a greater extent to make the products sustainable for the customers as well as for the environment. Tata Steel UK should strive to upgrade their manufacturing and distribution operations because it will help the firm in providing on time products and services to their consumers. An efficient supply chain and closer production plants help in increasing the effectiveness and optimization of services to customers. The presence of competitors cannot threat the existence of Tata Steel unless it is continuously striving to improve its business operations and differentiation of products and services. Overall, in improving the business operations and product differentiation of Tata Steel, it must not compromise the corporate responsibility it owes towards the environment and all its stakeholders (Jha and Arora, 2013). The main point to be considered in the market penetration strategy is the cost-benefit ratio. Market penetration specifically deals with increasing already captured customer base. The fact sheet of Tata Steel UK represents that 25% of Tata sales revenue is generated by automotive industry, 30% by construction, and 10% by packaging. It also exports 80% of its energy and power products to big firms such as Shell, Chevron and Total etc. it also has 10% global market share for the supply of aerospace products (Kelsey, 2016). The main competitive advantage of Tata Steel UK is its brand identity i.e. it is a well-known brand for its quality products, so its customers have loyalty with its products. The factsheet about Tata Steel UK suggested that the demand for its automotive products is increasing in the mainland Europe as well as in other countries because the annual car production rate is increasing at a greater pace. So, this is an opportunity for Tata Steel UK to penetrate the market by using its world-class manufacturing and distribution facilities. The market penetration strategy requires Tata Steel to strengthen its own manufacturing, production and distribution infrastructure to manufacture differentiated products as compared to its competitors. By using this strategy it will be able to increase its sales revenue in the existing market by strengthening the manufacturers of different products across Europe. Own manufacturing and production plants will be helpful for Tata Steel in reducing the cost of manufacturing and achieving the economies of scale. Tata Steel has the capacity and resources to penetrate into its existing market e.g. it has a string brand loyalty, it is producing the products in an environmentally sustainable way, it has its own cutting-edge manufacturing and production plants that only need upgradation. The commitment of Tata Steels towards manufacturing unique and innovative products can help them conquer the market and increase their market share relative to their competitors. After a successful scrutiny of internal factors affecting the business and a thorough scan of external business environment, the next stage is to formulate an ideal strategy for business which is capable of achieving the desired objectives. Business strategy is designed for the purpose of getting to the place where we want to see ourselves. Business strategy requires careful planning and implementation and it also requires a lot of resources that must be used handy to maintain the cost benefit ratio (Teece, 2010). According to a model proposed by McKinsey, it is necessary on the part of organization to have talented staff, an integrated system, proper structure, a unique style, skills, a perfect strategy and shared values to achieve the desired business goals. According to Johnson et. al (2011), strategy clock is a perfect framework that can be used to analyze the customer focus for the prices and differentiation among the products. For Tata Steel UK, it is analyzed that the market penetration strategy could be used for increasing the market share of the company. And it has been already known that it has a strong brand name and also a very good customer base. But the recent statistics of financial times confirmed that the earnings and sales revenue of Tata Steel was not up to the mark and didnt meet the forecasts set earlier (Markets.ft.com, 2017). This requires Tata steel to penetrate into its market with the help of hybrid strategies i.e. cost leadership and product differentiation. Cost leadership is an intensive growth strategy in which the company tends to decrease the cost of its products for the purpose of increasing its sales. Tata Steel UK can exercise the cost leadership strategy either by reducing its costs to increase the profits and charging average industry price for its products or it can increase the market share by reducing the price of its products (Jha and Arora, 2013). For practicing this strategy, a firm must make sure that it will remain number one in terms of low-cost producer and wont be easily attackable by other low cost producers. This requires the firm to have enough capital for making investment in the technology that reduces the overall cost of producing the products, have efficient logistics and being sustainable in terms of its resources and environment. For Tata Steel UK, all of these options are exercisable so they can easily penetrate their existing market with their existing products. One of the main competitive advantages of Tata Steel is capacity expansion i.e. it can expand its capacity of manufacturing and production which will ultimately reduce its cost of producing the products. The quality and sources of raw materials are highly secured from various captive mines which can be used for the enhancement of production capacity. The manufacturing plants of Tata Steel are already located in many countries including USA, Canada, Sweden, Germany, France, and Belgium etc. These plants can be used for the purpose of increasing the global sales revenue and market share of Tata Steel by offering diversified products and services to the customers. Technology and the manpower are two most essential resources that are required for increasing the innovation and uniqueness in products of Tata Steel. The up-to-the-minute technology can be used for producing larger numbers of steel and aluminum products differentiated from its competitors, available in various designs and colors and are sustainable for the community which is using the products. Recently in 2013, Tata Steel made an investment of 250 million pounds to set up two blast furnaces in Port Talbot, 25 million pounds investment at Hot Strip Mill, and 15 million pounds investment in Stockbridge plant in 2015 which will improve the operations of Tata Steel to a greater extent thereby reducing the overall costs of production (Kelsey, 2016). Product differentiation is another strategy through which Tata Steel can penetrate its market. Customers switch products or brands only when they are not satisfied of the quality and prices of the products. A bit of value added to the products and services can increase the customer loyalty and improves the brand image (Anderson and Vincze, 2004). Tata Steel is providing a wide range of its products to the most renowned and big companies around the globe. Tata Steel can increase its market share by offering customized products to its customers e.g. for automotive industry it can provide customized products right from initial design to the fully manufactured vehicle or they can provide effective solutions related to steel in the construction projects. For consumer goods, customers prefer reliability and after sales services and it can also gain a good market share by offering sustainable packaging products to packaging firms. The bottom line is that Tata Steel can use its core competen cies for gaining the market share. A summary of core competencies of Tata Steel is presented in the following table. Core competencies Cost leadership and product differentiation Technology Different manufacturing plants of Tata Steel UK located across the Europe must use the cutting edge technology for the production of high quality and low cost products. Installation of technology helps in the mass production which achieves the economies of scales hence making the firm low cost leader and technology also improve the quality of products by presenting more immaculate outlook and product design to the products. Supply chain management The supply chain of Tata Steel is very sophisticated because it has its own distribution and processing units across the Europe, USA, Middle East and many other parts of the world. This is the competitive edge for Tata Steel because they dont have to make the customers wait longer for the products rather they provide on-time delivery of their products due to their numerous production hubs. Efficient supply chain also helps in making the products differentiated and low cost because there are no additional tariffs and raw material import costs incurred on the products. Quality and customer focus Quality and price of the products are the two essential elements that customers look for in the products. The research and marketing department of Tata Steel continuously tries to analyze the customer preferences for products and tries to invest in the projects which offer the best marketing mix i.e. best price for the products and differentiated products as compared to the customers (Tata Steel, 2017). Based on the core competencies listed in the above table, the competitive advantage of Tata Steel i.e. capacity expansion, and the financial position of Tata Steel UK (SWOT analysis), it is evaluated that Tata Steel can competently reduce the cost of its operations for increasing its revenues and earnings as well as increasing its market share. Moreover, these strategies are also useful for Tata Steel to exist its penetrating market everywhere its operations are in process. Evaluation of strategy is as important as the formulation of strategies because the strategic management process requires a lot of resources for implementation. So, it must be made certain that we are not wasting our resources or using them in a wrongful manner (Atkinson, 2013). Strategic evaluation is carried out in order to know whether the strategy that has been designed will be able to achieve the required objectives or not. Three criteria are used for the purpose of strategy evaluation i.e. suitability, acceptability and feasibility. 1.1. Suitability Suitability refers to the overall objective and rationale of the proposed strategy i.e. whether the strategy proposed will be able to achieve the economies of scale or not or will it acquire the proposed strategic objectives to improve the overall position and outlook of business. For the purpose of measuring the suitability of market penetration for Tata Steel, it is important to analyze the trends and key drivers explained in the assignment 1. Trends: The current trends for the Tata Steel are not good because there is an overall decrease in demand due to cheap supply from China. Another reason is stricter regulation changes on the part of European Union and lower wage laws as well as expensive cost of production in Europe (Islam, 2016). Key drivers: The key drivers that prove to be helpful in boosting the sales revenue of Tata Steel include reduces costs of renewable energy, flexibility in emission regulations placed in by European Union and support provided to UK for numerous steel construction projects to increase the job market for people. So based on the trends in the market and key drivers, it is evaluated that Tata Steel can overcome the cost of production in UK by employing the expatriate labor into its steel industries so that the cost of labor is reduced. The employment of technology in all of its production plants can improve the production rate as well as differentiate its products in terms of quality. The reduced cost of energy i.e. 30% reduction in electricity bills and in gas prices is also a favorable driver for employing the technology in UK plants. Government should also make its regulations flexible so that Tata Steel can invest into steel projects and provide jobs to numerous people. As a result of evaluation, it is suggested that the proposed strategy can work well with Tata Steel because it has enough capacity to expand its operations, have improved infrastructure to add value to its supply chain and have enough competencies to take the market as a cost leader. 1.2. Acceptability Acceptability of strategy relates to the concern with which it meets and exceeds the expectations of its stakeholders. It is obvious that changing the cost of operations and prices of the products also affect the overall revenue of the business which in turn affect the dividend payment to its shareholders, flexibility in regulations involves government and increased production affects the environment (Atkinson, 2013). The key stakeholders of Tata Steel are presented as follows infleuntial stakeholders active particpants Stakeholders that impose The most influential shareholders of Tata Steel are its customers, competitors and the environment in which it is operating. The reduced costs of operations will reduce the prices of products which is beneficial for the customers. Competitors will have tough time imitating the strategy of Tata Steel. For environment, it is certain because Tata steel is producing environmentally sustainable steel. Government and suppliers are the most active participants in the business operations of Tata Steel. It is good that UK has been provided flexibility to invest in steel projects and the supply chain management of Tata Steel is already better and sophisticated and will be enhanced with the help of capacity expansion. The BODs, employees and shareholders of Tata Steel are better off with this strategy because increasing the markets share will eventually increase the market share and profits of the company. Shareholders, employees and BODs are the stakeholders who know the vision and mission of the company so at the end they are confident that market penetration strategy would pay something off to them. The acceptability criteria of strategy evaluation suggests that market penetration strategy will be acceptable to all of the stakeholders of Tata Steel. It can be evaluated in more detail by using the stakeholder matrix of power and interest. The matrix is as follows When the power and interest of stakeholders in an organization is high, it is necessary for them to be both engaged and influential while in case of low power and interest, they only need to monitor the company or keep an eye upon the company. While those stakeholders who impose the company strategy have both high power and high interest in the company. Tata steel UK is safe on all ends because the strategy is acceptable for the customers due to quality and price of products and for shareholders to receive the increased dividends. The most influential stakeholder in case of Tata Steel is environment because the production may impact the environment in an adverse way but it is operating in an environmentally and social sustainable and responsible manner. The strategy of market penetration is meeting the needs and expectations of all stakeholders of Tata Steel UK. 1.3. Feasibility Feasibility means that the strategy is good in terms of resources available to the organizations for its implementation (Atkinson, 2013). It has been studied that the main competitive advantage of Tata Steel is its ability to expand or capital expansion. Different elements have been taken into account for the purpose of checking the feasibility of strategy. The most important enabler affecting the implementation of market penetration is the cost and quality of products. The cost of products can only be reduced when a high cutting-edge technology is employed for the manufacturing and production of products. The RD of Tata Steel continuously strives and works hard to know preferences of customers for newer and innovative steel products. Another important consideration is workforce of Tata Steel. Although the workforce is highly talented and able to boost the revenue generated by Tata Steel, Tata Steel should pay them a handsome amount of salaries to them. They should invest in their workforce to boost their confidence to increase the market share. The financial viability of this strategy is considerably favorable because Tata Steel have enough resource for capacity expansion and reducing the overall costs of operation. Capacity expansion will generate the increased outcome thereby leading to increased market share. The new strategy proposed for Tata Steel is the market penetration using hybrid strategies of cost leadership and product differentiation. The analysis is conducted on the basis of thorough internal and external analysis of Tata Steel and it has been evaluated that the strategy is perfect in terms of its suitability, acceptability and feasibility. Tata Steel should adopt market penetration strategy for the purpose of boosting its market share because it has the capacity to expand its operations by using newer technology, the power of its labor and its efficient supply chain. Tata Steel UK has strong brand image and identity which will be very helpful to penetrate into its current market. It has to reduce the costs of its operations so that the products become a bit cheaper and attracts a new market share. This strategy will be helpful because China has been supplying the steel to the market at much lower price so for its survival and growth, Tata Steel has to adopt cost leadership al ong with product differentiation strategy. Strategy formulation starts with the thorough analysis of internal and external factors affecting the business. The external analysis for Tata steel UK suggested market trends for steel industry and the key drivers that are helpful for boosting the industry. Formulation and implementation of strategy is based upon the environmental analysis of Tata Steel. Market penetration is the best alternative for Tata Steel to increase its market share. It can be done with the help of cost leadership and product differentiation. The cost leadership can be achieved with the help of expansion of business because capacity expansion is the main competitive advantage of Tata Steel. References Anderson, C. and Vincze, J. (2004). Strategic marketing management. 1st ed. Boston: Houghton Mifflin. Atkinson, D. (2013). Dynamic capabilities: implications for marketing strategy formulation and implementation. International Journal of Business Environment, 5(3), p.252. Hitt, M., Ireland, R. and Hoskisson, R. (2003). Strategic management. 4th ed. Australia: Thomson/South-Western. Islam, F. (2016). Understanding The Steel Crisis: 10 Key Points. Sky news. [online] Available at: http://news.sky.com/story/understanding-the-steel-crisis-10-key-points-10223034ÂÂ   [Accessed 15 Jan. 2017]. Jeyarathnam, M. (2008). Strategic management. 1st ed. Mumbai: Himalaya Pub. House. Jha, V. and Arora, S. (2013). Strategic leadership for corporate sustainable development at Tata Steel. 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[online] Tatasteeleurope.com. Available at: http://www.tatasteeleurope.com/en/about%E2%80%93us/at-a-glance [Accessed 14 Jan. 2017]. Tata Steel, (2017). Our values | Tata Steel in Europe. [online] Tatasteeleurope.com. Available at: http://www.tatasteeleurope.com/en/about%E2%80%93us/valuesÂÂ   [Accessed 14 Jan. 2017]. Teece, D. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3), pp.172-194. Trigeorgis, L. and Reuer, J. (2016). Real options theory in strategic management. Strategic Management Journal, 38(1), pp.42-63. Multicultural Analysis of Japan: Traditions and Religions Multicultural Analysis of Japan: Traditions and Religions Land of the Rising Sun: Japan Japan is a country filled with old and rich traditional history that cant be found anywhere in the Western world. Japan and America share quite an interesting bond with one another. The bond between them seems to infer that they have most of their trust in each other, but trusting the notorious nation, China, is something that they can both get on terms with. Disagreements between the two powerful nations can form, for example, one being Japans role in regional security. The old nation is located in the continent of Asia, being an chain of islands, it is surrounded by the Sea of Japan ( East) and Pacific Ocean (West). Japan or Nihon as it is said in Japanese, translates to the suns origin. It is also known as, by its nickname Land of the Rising Sun. The old nation consist of a series of islands, which is close to around 6,852 islands. There are also four main islands as well, which include: Hokkaido, Honshu {largest island}, Shikoku, and Kyushu. Although there are no bordering countries since the country is a chain of islands, there are some neighboring countries by Japan, promptly consisting, but not excluding: South Korea, North Korea, China, Taiwan, Russia, and the Philippines. The current size of Japan is around some 145,932 miÂÂ ² and compared to the U.S. which is some 3,536,695 square miles. The country of Japan has the third-largest economy, after the United States and China, in the modern world. The country exports vital goods such as automobiles ( ex. Toyota, Honda, Mazda), computers, and other electronics. etc. Not to mention the fact that Japan natural resources that it exports it ems such as: fish and other seafood, gold, silver, magnesium, oil, Japan greatly depends on foreign/imported natural resources and fuels to keep manufacturing industries functioning and thriving. Some industries in Japan include: shipbuilding, textile, mining, bioindustry, processed foods, and construction. Besides noting Japans economy, the old nation is known for its unique physical features. The geography of the country consists of a mountainous terrain with basins, valleys, plains, and coral reefs; while also having temperate weather and consisting of four seasons. The country has many cultural traditions and holidays throughout the year. Obon, Lantern Festival, ( August 13- 16) is a buddhist festival that is held within the month of August, it that pays tribute to ancestral spirits by lighting lanterns in from of home and on rivers to guild spirits back home and to the underworld. Cultural Day ( November 3rd ) was previously known as the day of commemorating the birthday of the Meiji Emperor, but it was renamed to Culture Day to rejoice the Japanese Constitution as well as peace and freedom. Another holiday is Marine Day (Umi no hi [ July 3rd] ) which commemorates the blessings of the oceans and its significant importance for Japan as a nation. Both Japan and America share unique cultural difference, but their main difference is concerning education, not to mention the fact that recreation among them is quite the same. Similarly Japanese and American elementary schools last for six years. The difference is the in Japan junior high last for thr ee years, while in America it lasts for two. Another distinction is that students in Japanese high schools go to school for three years, while in American high schools students go to school for four years. Japanese and Americans typically do the same thing the same things for fun sports, shopping, hanging out with friends, and using electronics. Meals consumed by the Japanese are mainly homemade meals which may consist of a bowl of rice, miso soup, pickled vegetables, fish, and (or) meat. Religion is a thing that sets Japan apart from most countries. Religions in Japan are Shinto, Taoist, Confucian, Buddhism, and surprisingly Christianity. As far back as historians can date, Shinto was the most popular religion and oldest among the Japanese and even today it is. Buddhism was brought by monks in the 6th century. Both religions have been coexisting with each other in harmony for quite a long time, and most classify themselves as either Shinto or Buddhist, but in some instance both. Christianity on the other hand was introduced to Japan ( 1506- 1552) by a man named Francis Xavier. Although its not the most popular religion in Japan it still is practiced by some individuals. Surprisingly religion doesnt play a major role in the everyday lives of ordinary Japanese citizens. People may visit shrine or temples on New Year and participate in local festivals, all in which hav religious (historical) background. As an island nation, Japan has flourished and bloomed into a well known nation full of old traditional and modern ways of life. One may find that the nation is some like any other nation; a rich and old history, recreation, and important holidays/traditions. The fact that Japan is no bigger than the state of California may surprise foreigners at best and that although its a nation with the tenth highest population, its population is slowly decline every year. Such rural and old historical seem to be present in Japan to this day, hopefully this countrys unique history shall never fade.