Microeconomics Project Essay Example for Free

Microeconomics Project Essay For instance, will buyers or sellers pay a larger portion of the tax per unit? Explain. Alike the weight on buyers’ tax accepted by them is more for goods that have inelastic demand. Based on the elasticity classifications their effect on tax revenue, and tax incidence, which goods would the government prefer to tax? The Government tax goods with inelastic demand like meats, bread, soft drinks as people will devour for these items in the face of the change in price Part 2: Research the effect of changes in cigarette taxes on tax revenue for a state. Does this change indicate cigarettes have an elastic or inelastic demand in that state? Support your answer I have chosen Indiana where I am and Illinois and Michigan which are close to Indiana. State and local tobacco tax revenue select years 2008 to 2010 thousand of dollars Indiana 519,871-2008, 510,585-2009, 484,686-2010, Illinois 827,484-2008, 770,648-2009, 746,953-2010, Michigan 1,076,087-2008, 1,043,532-2009, 1,057,495-2010 What is showed is that cigarettes have an inelastic a decrease in price reduces revenue the increase in quantity demanded is proportionally smaller than the decrease in price.

Applying change theories on the implementation of an ambulance despatch system

Applying change theories on the implementation of an ambulance despatch system 1. INTRODUCTION Change is inevitable and to enhance the efficiency of the services that a company offers, change is very necessary. The world is changing everyday. This is attributed to the advancement in technology, globalisation in addition to many other factors. There is an incentive for all business and economic institution to change in order to benefit from the advancement in information technology. This is one of the factors that motivated the Metropolitan Ambulance Service (MAS) in Melbourne to implement a state of the art emergency despatch and communication system in 1994. In the late 1980s, the MAS received criticism based on poor ambulance response times(Darren,2004).In an average day, MAS ambulances attends to more than 600 medical emergencies and are also involved in transporting around 400 patients(Darren, 2004). Therefore, the decision to improve previous system as a result of delays is acceptable and necessary to provide a timely, appropriate, and professional response to all calls f or emergency assistance (Darren, 2004). However, the underlying decision to implement this system and the strategies utilised to implement this information system affected the efficiency to deliver desired services. The new CEO, John Farmer, intended to change the way the MAS operated through the utilisation of computer technology in two areas: management of emergency calls and management of finances (Darren, 2004). This decision in conjunction with politics and other strategies were the catalyst for the failure to implement change in the MAS. This paper is set to analyse the case study written by Prof Darren Dalcher in 2004 (Emergency: Implementing an Ambulance Despatch System).The case study highlights the story of the problematic implementation of a computerised despatch system for the Metropolitan Ambulance Service (MAS) in Melbourne, Australia(Darren, 2004). The aim of this paper to analyse how information system implementation approaches, resistance theories and change theories such as Lewins Three Step Change Theor y, Lippits phases of change Theory and the Social Cognitive Theory can be applied to the case study to bring about necessary changes. 2.LITERATURE REVIEW The literature review is divided into 3 sections. The first section explains the four approaches designed for implementing I.T systems. The second section explains resistance theories. The third section explains change theories. 2.1 There are four approaches available for implementing an I.T information system. These approaches include 2.1.1 Plunge approach: The plunge approach means implementing a system in an urgent fashion, by ending the previous system at a particular day and starting the new system the next day. This approach minimises transition cost and operation cost. However, the plunge approach is risky and could easily lead to system failure. (Efraim Linda, 2010, p 533) 2.1.2 Parallel approach: The parallel approach means operating the old and the new system at the same time. Although the parallel approach is costly to operate, it is beneficial in the long run because major problems about the new system would have been identified and solved. If the new system fails, the old system acts as a backup for achieving the corporate goal. (Efraim Linda, 2010, p 533) 2.1.3 Pilot approach: The pilot system means operating the new system in another geographical area or a specific branch of the organisation in study. Conducting the pilot study to examine the impact of change will avoid unseen complications (Anderson,1985). 2.1.4 The phased approach: The phased approach is applicable to both parallel and plunge approach. It focuses on implementing every module or version of the system as it is developed and tested. Efraim Linda, 2010, p 533).The cost of application varies with the methodology. (Efraim Linda, 2010, p 533) 2.2 Resistance theories: 2.2.1 The people oriented theory: The people-oriented theory suggests that resistance to systems is created by factors internal to users as individuals or groups.( James, Waleed, and Gary (1999)). Gardner, Dukes and Discenza (1993) supports the notion that certain characteristics (e.g., age, gender) as well as varying background, value and belief systems contribute to an individuals attitude towards technology. 2.2.2 The system oriented theory The system-oriented theory posits that resistance is induced externally by factors inherent in the design of the system or the technology being used (James, Waleed, and Gary (1999).Such factors include user interface and other systems characteristics (e.g., realization of requirements, performance, reliability, and the degree of centralization, distribution, or decentralization)( James, Waleed, and Gary (1999). 2.2.3 The Interaction oriented theory: The interaction theory explains that systems acquire different political and social meaning in different settings and that different users perceive the effects of the same system differently ( James, Waleed, and Gary ,1999). Resistance may, for example, manifest itself as a result of shifting power relationships (James, Waleed, and Gary ,1999). 2.3The change theories 2.3.1 Kurt Lewins planned change: The Lewins planned change theory argues that planned change occurs by design where each and every process is planned. This is as opposed to spontaneous change or change by accident. The status quo is disrupted and results into some imbalance of forces. The two forces that are mostly present are the driving force and the restraining force. The driving force acts as a motivator in motion towards a positive direction or a goal that has been set. The restraining force opposes the movement towards a destined goal. When the opposing forces are overcome, another equilibrium position is reached (Bessie, 2003: p.167). The three phases that are identified include: unfreezing the status quo, attaining a new state (moving) and refreezing to make the change permanent. The first steps are informing stakeholders of the required change and agree on the importance of the change. According to Miller (1982) one of the most difficult tasks is getting people to accept a change. Change is challenging and the stakeholders or users may feel as if they have lost control of everything but it is important to encourage them. The individuals will then take time to implement the real change. This might take quite sometime but the process should be gradual. Freezing makes the process to stabilize and the process can now be implemented into the system. 2.3.2 Lippits Phases of Change Theory In Lippits Phases of Change Theory, an extension of the Lewins Change Theory is done. Seven steps are developed that focus more on the change agent than on the change itself. This involves exchange of information throughout the process. The change begins by a diagnosis of the problem and then checking the motivation that the change will bring and the capacity of the change to make a difference from the current situation. The change agent should also be examined so as to decide if the necessary capacity that is required is available (Alicia, 2004: p.1). The strategies that will be used to accomplish the change are chosen and each agent of change is assigned and alerted of the changes that are expected from his part. Experts and facilitators may be required at this stage and may be part of the change agents. The institution implementing the change should ensure that the change is maintained. This can be achieved by efficient communication, coordination and feedback on every activity th at takes place. When the change has been implemented and the employees have adopted the new culture, the change agent can now withdraw from the process. 2.3.3 Social cognitive theory: According to the social cognitive theory, individuals can change their behaviours depending on the environmental factors that surround them, the personal factors of the individuals and the attributes of the behaviour itself. The individuals must believe that they have the capacity to perform the new behaviour and they must also see the importance of adopting the new behaviour. If the individuals see the consequences of the behaviour to be positive, they will be willing to adopt the new behaviour and vice versa. This means that social learning will take place where the individuals can perceive the positive expectations to outdo the negative expectations (Alicia, 2004: p.1). If the individuals can visualize the positive benefits and see the importance of the change, they are likely to be motivated and to have more morale to carry out the changes in the behaviour. Self-efficacy is the most important aspect in this process and can be increased by: giving clear instructions that will allo w the change to be achieved, providing proper training that will enable the individuals to develop the skills required for the change to be achieved and trying to model the desired behaviour. 3. Analysis of the Case Study The MAS was established at the end of the nineteenth century. The aim was to offer emergency medical transport especially in transporting patients in critical conditions to hospitals as fast as possible. They offer first aid services to individuals that require the first aid services as they move them to places where they can be attended to. They provide first aid education to the public for free and in addition, they provide special facilities that can be used by individuals who require these special transport services in order to get to the hospital. In the late 1980s, MAS experienced intense criticism with the press analysing major events where the companys response to calls was very poor. The private sector had also tried to become very active and had started actively competing with the MAS. The financial status of the MAS had also been very poor. The service was recording losses every year. The relationship that existed between MAS management and the ambulance unions was not good. Many strikes, mistrust and tensions had always prevailed in the region and the media produced some articles on how the ambulance had been inadequate in dealing with some cases. In 1992, it was found that MAS was using some systems that were not integrated in terms of technology. As a result, the new government which was elected was concerned with the way the service was using the finances that the government had allocated to it. A review that was formed in 1992 to address the issue concluded that the MAS should restructure its management and structu re so that it could focus on improved technological systems so that the dispatch of ambulances could be strengthened. A John farmer was elected as the CEO and he wanted to use computer technology in managing emergency calls and in the management of finances. X-consultants were given the contract for providing the emergency system and were offered about $A32 million by the Victoria State Government. In 1994, the media produced records of delays by the company and the deaths that occurred as a result of those delays (Darren, 2004: p.1). The implementation strategy was flawed from the start because stakeholder had different objectives. The means the government was more focussed on reducing cost than employing the right agent for the project. The X-consultants agreed to an unrealistic timeframe in which to introduce the system (Darren, 2004). Implementation was scheduled to proceed in a Big Bang manner, with a switch over to the full system scheduled for 24 August 1995(Darren, 2004). The timeframe was obviously too short for the information system to be developed, tested and reviewed for further corrections. The fixed deadline imposed by the clients, without negotiation, became a major constraint on the project and proved to be a difficult hurdle for X-consultants (Darren, 2004). The CEO decided to use the plunge approach in implementing the new system in order to reduce cost. The methodology backfired and resulted into the failure of the new system. Other approaches such as parallel, pilot and phased approach should have been considered. Although these other approaches will not necessary minimise cost, the pace of the system implementation would have allowed for adjustment period to the new system (Zuboff, 1988). By May 1995, it became clear that X-consultants were unable to meet contract deadlines, while the media uncovered evidence of frequent system shut downs. (Darren, 2004). MAS officers began complaining to X-consultants and a heated row developed between the two organisations. (Darren, 2004).The obvious truth was that the ambulance union would have liked their members to do the despatching, rather than non-paramedic X-consultants civilians. (Darren 2004).This means the importance of the change has not been properly communicated. Resistance had developed within the organisation because MAS was not consulted about the need for change. The change was enacted by force instead by consultation from the stakeholders and users. The trade unions were ignored instead of been consulted to process change. The government and the CEO did not recognise the inability of sophisticated technology to overcome human and organisational issues(Darren, 2004). The government in conjunction with the CEO should have appropriate strategies to promote acceptance of the information system. They should have Involve employees in development of new systems to encourage a feeling of ownership (Mumford, 1979). Open lines of communication between employees and management should have been established (Land, 1992).The employees should be provided with information regarding system changes to preserve ownership (Jager, 1994). Morale-boosting activities should have been initiated, for example, company parties and newsletters, to promote community (Nord and Tucker, 1987). Standards could have been documented so new procedures are easy to learn and reference (Nord and Tucker, 1987). The CEO should have established in advance the demarcations of authority that will exist following changeover to clarify role definitions (Martinsons and Chong,1999). The CEO could have upgrade work environment following change e.g. more space and design for comfort, to improve atmosphere (Swanson, 1988). Job titles could have been altered to reflect increased responsibility to clarify job roles (Rivard, 1984). Show sympathy and be receptive to complaints following conversion to maintain user contact and trust ( Nord and Tucker,1987). Conduct orientation sessions to prepare for change (Rivard, 1984).Give job counselling to help users adjust (Holmes and Holmes, 1970). Organize group therapy to help users adjust (Hussain and Hussain, 1984). Retrain employees to be effective users of the new system (Aggarwal, 1998) According to Lewins planned theory, the first process that ought to have been discussed was if the change to privatise and outsource the emergency despatch system was necessary. If it was found to be necessary, the process of convincing the MAS of the importance of the change would begin. This would have taken sometime but at the end of the day, the individuals would have been convinced and would have embraced the need for change. The next process would have been identifying the driving forces and the restraining forces. When all these are identified, the goals that are destined are identified (Bessie, 2003: p.168). This will help in identifying the methods that will be used in achieving the corporate goals. The government together with the MAS could have sat down and negotiated on the requirements that would result in efficient distribution of the emergency services. Different companies that would have supplied the requirements would have been identified and the best one chosen. Th e barriers towards achieving these goals would also have been evaluated and ways of overcoming them designed. In unfreezing the status quo, the management together with some government officials will think of the specific areas that need change and these areas will eventually be destabilized. This will call for some processes that will involve the planned changes. The time that will be taken to establish the change may also be noted so that people may work and dedicate their efforts towards achieving the greater goal (Bessie, 2003: p.313). Much resistance should be expected as usual since some individuals will view the change as being stressful and may seem to lose focus. Reaching the equilibrium is not that easy and every member should be determined to make a change. This way, it will take less time to reach the destined goal. In dispatching the system, resistance is one of the expectations as individuals are not trained in working with computers and especially in the new software. The best training should be given to employees to ensure that they are confident in working with the new system. Appropriate software also ought to be developed so that there is no confusion in the software. The Lippits Phases of Change Theory could also have been used to address the issues that existed in the case study. Before taking any action, the government ought to have taken sometime to sit down with the MAS and see if there was a way that the problem could have been solved by making some changes. The first necessary process could have been diagnosing the problem and knowing why there were delays in releasing the ambulances that led to the death of many people. If a change was deemed fit for the process such as the proposed use of computers in call taking, the motivation and capacity for change could have been necessary before implementing it. Some agents like facilitators and experts could have been identified to help in the process of change. Determination of the capacity of the change agent to attain the required change is also necessary when using the Lippits Phases of Change Theory (Alicia, 2004: p.1). The power, stamina and commitment to change are important and therefore, the company should be very keen in selecting the change agents. The strategies that were to be used to help accomplish the change could have been identified and the change agents assigned the roles that they should play in the process. Proper communication between the change agents and the members of the company is necessary as it will allow the members to get the details about the change. 4. Conclusion The Victoria government in conjunction should have applied better I.T information system implementation approaches and better strategies to implement acceptance. Before proposing change, an analysis ought to have been done to determine if the change was necessary and if the capacity for change was available. Most of the processes failed because the companies together with the government never attempted to analyze the problem in hand before proposing the change. Again, after proposing the change, no analysis was done to see if the implementation of the change was possible and if so, whether the change would have any impact on the current process. References Alicia, K. (2004). Comparison of Change Theories. Retrieved on 19-Nov-09 from http://www.nationalforum.com/Electronic%20Journal%20Volumes/Kritsonis,%20Alicia%20Comparison%20of%20Change%20Theories.pdf Anderson E.F (1985). Managerial considerations in participative design of MIS/DSS, Information Management 9(4) pp. 201-207 . Aggarwal A.K (1998). End user training revisited, Journal of End User Computing 10(3) pp. 32-33. Bandura, A. (1986), Social Foundations of Thought and Action: A Social Cognitive Theory, Prentice-Hall, Englewood Cliffs, NJ Bessie, L. M. (2003). Leadership Roles and Management Functions in Nursing: Theory and Application. London: McMillan Publishers, 166-172. Becker, L. K. (2003): Related Risk of injury and death in ambulances and other emergency vehicles. Cambridge: Cambridge University press, 231-233. Darren, D. (2004). Emergency: Implementing an Ambulance Despatch System. UK: IDEA Group Publishing. Retrieved on 18-Nov-09 from http://www.infoscijournals.com/downloadPDF/pdf/IT5715_ZFAV6bdOJK.pdf Efraim, T. Linda, V. (2010): Information technology for management: Transforming organizations in the digital economy: 7th edn. Asia: John Wiley and sons. Geoff, C. (2009): The medical Priority and Dispatch System. Retrieved on 18-Nov-09 from http://www.emergencydispatch.org/articles/ArticleMPDS%28Cady%29.html Gardner D.G. Dukes R.L., Discenza R. (1993).Self-confidence and attitudes: a causal analysis, Computers in Human Behavior 9(3) pp. 427-440. Holmes T.S Holmes T.H (1970): Short-term intrusions into lifestyle routines, Journal of Psychosomatic Research 14 pp. 121-132. Hussain D. Hussain K.M (1984): Information Resource Management, Irwin, Homewood, IL. Henry, S. (1994). The origin of medical terms: Baltimore: Williams and Wilkins Jager P.de (1994): Communicating in times of change, Journal of Systems Management pp. 28-30. James, J.J., Waleed, A.M Gary, K. (1999): â€Å"User resistance and strategies for promoting acceptance across system types† Information management, 37(2000), pp 25-36. Lex, D. (2000): American Anti-Management Theories of Organization: A Critique of Paradigm Proliferation, 312-314. Land F.F (1992) .The management of change: guidelines for the successful implementation of information systems, in A. Brown (Ed.), Creating a Business-based IT Strategy, Chapman Hall, London, UK, pp. 145-157. Lippitt, R., Watson, J. and Westley, B.: The Dynamics of Planned Change. New York: Harcourt, Brace and World, 1958 Mumford E. (1979): Human values and the introduction of technological change, Manchester Business School Review 3(2), pp. 13-17. Mumford E. (1981): Participation -what does it mean and how can it be achieved, Manchester Business School Review 5(3) pp. 7-11. Mumford E. (1993): The ETHICS Approach, Communications of the ACM 36(6) pp. 82. Melanie, N. (2002): Theoretical Basis for Nursing. New Jersey: Princeton University Press, 369-373. Miller, D. Friesen, P. (1982): ‘Innovation in conservative and entrepreneurial firms: two models of strategic momentum: Strategic management journal, vol3, pp. 1-25. Martinsons M.G Chong P.K.C (1982): The influence of human factors and specialist involvement on information systems success, Human Relations 52(1) (1999), pp. 123-152. Nord W.R. Tucker S.(1987). Implementing Routine and Radical Innovation, Lexington, Lexington Books, MA. Phillip, J. (2004). Ford to gasoline ambulance in 2010 Rivard S. (1984): Successful implementation on end-user computing, Interfaces 17(3) pp. 25-33. Swanson E.B (1988). Information systems implementation: bridging the gap between design and utilization, Irwin, Homewood, IL. Tony, B. (2004): The Principles and Practice of Educational Management. New York: Sage Publishers, 123-124. Zuboff S. (1988). In the Age of the Smart Machine: The Future of Work and Power, Basic Books, New York.

Interest Groups and Political Parties Essay example -- Government Poli

Interest Groups and Political Parties The â€Å"advocacy explosion† in the United States in the 20th century has been caused by the extreme increase in the number of interest groups in the United States. The general public views the increase and the groups themselves as a cancer that has come to the body of American politics and is spreading. The explosion in the number of interest groups and interest group members and finances has had an effect on the decline of the American political party and partisanship, the effect on democracy and the public interest, and the bias that has come with interest group competition. The advocacy explosion is strongly linked to the decline of the American political party and the role of the political parties in elections. As interest groups have gained more power and had a larger control over politics and political goods the power that is exerted by political parties has dwindled. The power of the interest group has grown larger with the amount of members and the financial rewards that have come with the new members. In elections interest groups do not usually participate directly with the candidate or the election. Berry points out that â€Å"Groups often try to leverage their endorsement to obtain support for one of their priorities† (Berry, 53). With interest groups spreading their resources around the actual election can be affected very minimally by the many interest groups that contribute money to the election. However, the candidates who obtain political office through the help of special interest money still owe some sort of loyalty to th e interest group regardless of which party wins the election. This loyalty and the promise of more money in the future gives the elected of... ...the rise of the American public being able to voice there specific opinion about a topic. The rise in the number of interest groups has caused a definite effect on the public interest, and given more power to some groups. Big business has been the most successful at using interest groups to their advantage, however, in the changing political structure other organization will gain prominence and be able to, like big business, get their own view passed into law. The opinion of these groups may or may not be the opinion of the average American voter, but the use of interest groups gives everyone the chance to get the maximum political influence for their dollar. Bibliography Berry, Jeffrey. (1997). The Interest Group Society. New York: Addison Wesley Longman Inc. Schier, Steven. (2000). By Invitation Only. Pittsburgh: University of Pittsburgh Press.

Business Ethics in Todays Corporate World Essay -- Business Morals Et

Business Ethics in Today's Corporate World Business ethics is part of today’s society whether you like it or not. There are many things happening in today’s corporate world that needs to be opinioned. Are ethical judgments merely a matter of personal opinion? Yes because we live in a free society I think that most ethical judgments are based on a matter of what you believe in. Everyone has the right to think differently. There will also be similarities and differences in your ethical point of view because of religion, race, and education but I don’t think it will be much different than someone else’s opinion if it all comes down to these factors. I also think that personal opinion can be attributed to how sensitive the topic is. For example same sex marriage is a very sensitive issue as well as abortion. When you look at the news and see corporate giants like Enron and WorldCom a question mark comes to my mind. I ask my self what happened to the conscience of the people making decisions in the corporate offices. I believe that a lot of the decisions are made because of self-interest. These executives were looking out for themselves and forgot about the shareholders of the company, which are equally important because they own part of the corporation. That is why we are seeing all of these corporate scandals on the news today! Ask yourself if you think what Microsoft did was ethical. When you think about Microsoft’s antitrust case it reminds you of a corporate giant that makes decisions in their self-interest. They didn’t care if they were hurting another company. The company that was most hurt from these illegal business practices was Netscape. Microsoft wanted to eliminate its competitors by performing business practices that would hurt other companies in its market segment. We all know what happens when there is no competition? Companies raise prices because of the law of supply and demand. I guess it’s all about competition. If a corporation doesn’t have good bu siness ethics would it be a good idea for that company to do good works in the community? I would say no because if the executives that run the company have no integrity whatsoever to make decisions in their company what makes you think that they are going to care about the community in which they are suppose to volunteer in. The image of a company is very important and if the c... ...nies need to be more careful in selecting or hiring employees. This will decrease the discharging of employees for no reason. If I was an executive I would like to have the freedom to do whatever it takes to make the business succeed. If it comes to firing someone that has done something wrong then I would sit down with that person and explain to the individual the wrongdoing. The companies that follow the principle of the EAW believe that if they own the company and manage it then they have the power do what they want. I don’t have a problem with that, but is it morally wrong to fire someone because they have done nothing wrong. This is were I disagree with the company. Companies should be able to do whatever they want with there business as long as they follow rules and regulations. They need to consider that people have feelings and when you are making a decision that is going to affect someone you need to let them know why it happened. If the person fired has a family and you are discharging them for no reason you also have to think about that this person has a family and that the company has a say whether this person will make a living while he or she looks for another job. Business Ethics in Today's Corporate World Essay -- Business Morals Et Business Ethics in Today's Corporate World Business ethics is part of today’s society whether you like it or not. There are many things happening in today’s corporate world that needs to be opinioned. Are ethical judgments merely a matter of personal opinion? Yes because we live in a free society I think that most ethical judgments are based on a matter of what you believe in. Everyone has the right to think differently. There will also be similarities and differences in your ethical point of view because of religion, race, and education but I don’t think it will be much different than someone else’s opinion if it all comes down to these factors. I also think that personal opinion can be attributed to how sensitive the topic is. For example same sex marriage is a very sensitive issue as well as abortion. When you look at the news and see corporate giants like Enron and WorldCom a question mark comes to my mind. I ask my self what happened to the conscience of the people making decisions in the corporate offices. I believe that a lot of the decisions are made because of self-interest. These executives were looking out for themselves and forgot about the shareholders of the company, which are equally important because they own part of the corporation. That is why we are seeing all of these corporate scandals on the news today! Ask yourself if you think what Microsoft did was ethical. When you think about Microsoft’s antitrust case it reminds you of a corporate giant that makes decisions in their self-interest. They didn’t care if they were hurting another company. The company that was most hurt from these illegal business practices was Netscape. Microsoft wanted to eliminate its competitors by performing business practices that would hurt other companies in its market segment. We all know what happens when there is no competition? Companies raise prices because of the law of supply and demand. I guess it’s all about competition. If a corporation doesn’t have good bu siness ethics would it be a good idea for that company to do good works in the community? I would say no because if the executives that run the company have no integrity whatsoever to make decisions in their company what makes you think that they are going to care about the community in which they are suppose to volunteer in. The image of a company is very important and if the c... ...nies need to be more careful in selecting or hiring employees. This will decrease the discharging of employees for no reason. If I was an executive I would like to have the freedom to do whatever it takes to make the business succeed. If it comes to firing someone that has done something wrong then I would sit down with that person and explain to the individual the wrongdoing. The companies that follow the principle of the EAW believe that if they own the company and manage it then they have the power do what they want. I don’t have a problem with that, but is it morally wrong to fire someone because they have done nothing wrong. This is were I disagree with the company. Companies should be able to do whatever they want with there business as long as they follow rules and regulations. They need to consider that people have feelings and when you are making a decision that is going to affect someone you need to let them know why it happened. If the person fired has a family and you are discharging them for no reason you also have to think about that this person has a family and that the company has a say whether this person will make a living while he or she looks for another job.

Computers in my Life :: Personal Narrative Writing

Computers in my Life Fun, relaxation, money, can you get all that with only one tool? The answer is yes. What is the name of that magical instrument? Technology's greatest invention, Computers. They are sophisticated equipment that performs three main tasks: accept structured input, process it according to prescribed rules and produce a result as output. They come in a remarkable rage of sizes and shapes, and have different abilities and application. They can be a bunch of equipment with little or not use, or a powerful instrument if you know how to use it. They play a very important role in every American's life, specially mine. In today's society, computers are necessary; they are used in all kinds of jobs. They are used in Science fields like Math and Medicine, but they are also used in fields like mechanics. Imagine, even for someone that fix cars a computer is necessary. Computers have a very respected place in our world today; new generations are using them for everything: to learn, to commun icate, to do research, etc., and old generations have become to accept them as well; even though they always reject any changes. Anyway there are people that while reading this essay thinks: "I do not see it; I really do not understand how can computers be so useful and how?" Oh! Well. In my special case, computers are more than a simple tool; my life changed since the first moment they came into it. They turn my mind around completely; it was like a perfect match. Since the first time I sat in one, I knew they will become an undeniable part of my life. It has been five years since then and I my opinion remains the same. I have in fact discovered many more uses for them. Three of those uses are: a method of relaxation, a tool to work and very practical and a useful instrument that makes my life easier. First, computers are my best method of relaxation when my stress is maximum. They provide me with entertainment; for example, when I use a graphic program like Paintbrush to create a design, or when I use a word processor like Microsoft Word to create a sign I want to put in my room. I can get very creative and even design posters, conniving words and pictures, that later I can use to decorate my room.

Change: Discovering the Leader

Introduction:This paper seeks to prepare a book report for Deep Change: Discovering the Leader Within by Robert E. Quinn. The paper will discuss the perceived purpose of the author in writing the books and how he tried to support his claims. The paper hopes to either confirm or deny what the author tries to impart on the basis of the relevance of the author’s claims to reality and the personal experience of writer of this paper.The purpose of the authorThe purpose of the author (Quinn) in writing the book is to challenge the reader to recognize that everyone is a potential change agent. The author believes that people are capable of deep changes if they willing to take the difficult but essential steps to experience the same.   He built his thesis on a strong foundation by first contrasting   between deep change and incremental change. He argues that in general, most change that takes place in the life of an individual is incremental due to the fact that people are uncomfo rtable with major changes.   Incremental changes just involved movement in small steps that most people would like to take.The authors provided possible exception to the choice of incremental change and that this occurs when a person is faced with a major crisis.   To explain the author’s position, the case of a person who experienced a heart attack may be used as an example of major crises. It is common knowledge that people would like to survive and would do everything to prevent another attack after the first one. Under this scenario the person who suffered attack would be motivated to make deep lifestyle changes in habits.These changes could include changes such as stopping smoking and become choosy about dietary requirements.   The same major crises may also be observed when a family marriage is on the brink of divorce. Under said situation, marriage partners will be forced to make comprehensive changes in these communicate or handle conflict. But, when there are n o major crises in the life of during periodic times many people will agree that people typically make changes in a slow and incremental manner instead of making needed deep change.The observable fact that was illustrated above on a personal level can also be could also be observed in the life of organizations. The tendency towards small incremental change rather deep change happens because people are normally resistant of change of big changes in their personal lives.   It could be argued that such is observation is a natural phenomenon since people in their individual capacities are still the same people when they find themselves in organizations.   It could also be argued that leadership needs to be mindful of bringing people along in the midst of change, but in the life of organizations there are really times that organizations need to experience deep change to survive.This could be observed in the case of joint ventures and mergers.   These business combinations are someti me reactions to economic changes in the environment.  Ã‚   Managers need to have better returns and they find the expected synergy that would be created from mergers and joint ventures. If companies would stay as they are, there are possibilities that the they have reached their points of stagnancy. This could be observed in the case of cell phone companies.Sony are Ericsson are separate companies until they see the need to compete with other mobile companies there companies that dominate the market. Seeing the profitability of the industry, Sony and Ericsson combined in a joint venture (Steinbock, 2002) to product to produce Sony Ericsson cell phones. If one analyses however what happened, one could see that the cause was external to the organizations.   Without the mergers, the separate companies might be just earning much to sustain operations and before they know it, they would have forgone the great opportunities that they are now enjoying after the merger.   In this cont ext, author Quinn is correct in stating that without deep change, habitual patterns may just make organizations to move continuously toward decay and stagnation (Quinn, 1996).While it may be argued that organizations must react to changes in the  environment, there seems to be more wisdom in the belief that organizations must anticipate changes by doing strategies that would help the company make use of is internal strengths to taking advantage of its opportunities.   In other words organizations must have its plans for the future implemented by considering what it has internally and not just reacting to external events. The latter makes the company responsible and control of its purposes while in the first the companies by analogy just get swayed by waves of external changes.The logic of task pursuitWhat could be keeping organization to seek their chances for deep changes for growth without the external factors?   In answer to this question, Quinn has discussion of the logic of task pursuit.   A good number of people, when under pressure for task completion, simply manifest lack of chance to consider routine maintenance. This could be illustrated by the fact that if a person does not take time to experience physical regeneration by resting and exercising, his or her body will experience exhaustion.This is applicable with the spiritual life of such person. People need to spend some time to detach themselves from the pursuit of tasks to spend time alone. Solitude could generate strength in character. If applied to an organization, it would appear that each person in management needs to set aside time to revisit its company’s mission and to ensure that the work of the company is in alignment with that mission. The failure to set aside the logic of pursuit to visit the company’s mission and vision provided the grounds for Quinn's observation that organizational change doesn't take place. He posits that that the leading coalition in an organi zation is rarely interested in considering deep changes of this logic of task pursuit.   He supported his theory by the fact of pressures within most organizations to conform to the prevailing structure (Quinn, 1996).Based on this, the author could be credited for a wonderful job of identifying the barriers of bureaucratic culture, ingrained conflict, and personal time restrictions. The author is therefore very much meaningful to suggest to management of companies to give time for managers to develop deeper relationships within themselves to prepare to be ready and willing to that deep change.   Ã‚  In opting for the need to reflect, it could be argued that in most cases people do not need new skills and competencies.   What these people really need is a new perspective that permits them to act as empowered leaders in a changing organization. This new perspective must come from within the personal reflections of the organizational leaders who have renewed their commitment to t he company.There is therefore basis to agree with the author that that personal deep change must come before deep change within a system or organization. He argues while normally if not most of the time organizational change must come from the top as it flows down below, he strongly the author believes that it can also happen to start from the bottom towards the top.   In subscribing to the fact that deep change requires a personal evaluation of the ideologies that under bind the organizational culture, the author saw that in the final analysis it is still the people who will make the decision. Thus Quinn believed that as people desire to see change in the lives of others, from many areas like in parenting, marriage or work relationships, these same people must examine first what changes need to happen in themselves.   He observed that it is true that people do not easily recognize the part that they play in the problem; this it is really very hard to realize that one is part of the problem (Quinn, 1996). It is easier for people to blame others that to accept the responsibility for the error. If is easier to judge people by looking at the speck in one’s eye than to not one plank in is his or her own eye.ConclusionThe author believes in deep changes that people experience when under major crisis in their lives. His observation that people normally choose incremental change   over deep is very much validated in the lives of people The   fact that he also has observed deep changes in cases of   major crises among people has helped him to discover that deep changes do happen the same way in organizations in case of external events. Such external events are normally challenges for survival for these organizations.In explaining the reason why changes could not happen with out the external changes to organizations, the author found the logic of task pursuit with out routine maintenance.   In arguing therefore that the organizations need to go back to its mission and vision to redirect its efforts toward the proper direction, the author appears convincing in his position that personal deep change must precede deep change within a system or organization. Based on authors claims and supporting examples this paper humbly confirms the validity of the claims made as discussed in the text.Reference:Quinn, R. (1996) Deep Change: Discovering the leader within, Jossey-BassSteinbock, Dan (2002) Wireless Horizon: Strategy and Competition in the Worldwide Mobile Marketplace, AMACOM Div American Mgmt Assn

How to Write a Bad Essay Essay

It is very easy to find any sort of information in the books or internet sites, which can be helpful for those students, who want to write a good essay. Our professors explain us how to organize our work on the essays, how to do a good research or how to create a clear thesis statement. From our friends or classmates we can get a good piece of advice on how to plan, reference and format our writing correctly. However, it is really very difficult to find some useful information for those students, who intend to write a really bad essay. There are no good books or articles, which can help or at least give some ideas for such students. That is why those students, who want to make their essays really bad and unusable, have to spend a lot of efforts and be very creative. In order to write a bad essay, the first and very important steps are to avoid looking for any relevant information and not to do any sort of academic research. It is recommended also not to visit any lectures and not to use any notes of the classmates on the subject. Second, for producing a bad essay it is absolutely essential to spend as less time as possible for your writing. It is good to start working on the essay right before the deadline: this will help you to avoid the temptation to go to a library, consult your professor or look for some reputable scholar sources. The third step is not to do any planning of the writing, especially not to write any outline or summary. The next step of producing a terrible essay is to avoid coming up with any idea or point of the writing. It is also important to keep away from answering the questions of the essay clearly and concisely. Instead, you can write down everything which is unrelated or is currently in your mind. The further step for those students, who want to write a terrible essay, is to be sure that it has no certain clear thesis statement or proper structure, as well as no such components as an introduction, body paragraphs and conclusion. The next essential step is not to be concerned about any plagiarism and stealing someone else’s ideas or thoughts for your essay. Usual â€Å"copy-paste† from an internet source, from a magazine or a book, incorporated into your writing without any citing or referencing, is one of the greatest ways to produce a bad essay. More to the point, it is essential to remember that a bad essay never has anything like a reference page or works cited page. At last, the next stage is to ignore any rules and standards of formatting and place your text randomly on the pages. Furthermore, for making your essay as worse as possible, it is crucial not to spend time for revising or re-reading your writing and ignore all possible rules of English grammar, errors, typos, run-on sentences and other imperfections. It is effective to use wrong words and numerous repetitions in the essay. As a final stage, it is very important not to allow any of your friends or classmates to help you and check out your essay for clarity and content. Finally, the very last idea is to print out your essay on dirty or used paper and be sure that it is late for submission. The majority of people are convinced that it is very easy to write a bad essay, because no special skills or talents are required. Nevertheless, taking into account everything mentioned above, it must be clear for every student that producing a bad writing is, actually, very hard and exhausting job. It takes a lot of attention and a lot of hard work, therefore, not everyone can complete this assignment successfully. In my opinion, writing a bad essay definitely takes more efforts than writing a good essay. Maybe that is why a great deal of students prefer not to get into a trouble and choose not to deal with bad essays. Therefore, I am sure that it is always safer, more interesting and challenging to write good, readable, clear, laconic and fully referenced essays. Works Cited: â€Å"How to Write a Bad History Essay.† Keele University. History School of Humanities. 19 Apr. 2008 .