Answers Case of Abdala and Korman Essay

1. With whom do you agree here-Abdala or Korman? I don’t agree with any of them because both made mistakes that created the situation. 2. What mistakes do you think each party made? One of the mistakes made by both of them was the fact that both could not refrain from insulting one another. If one or the other would have simply been the bigger person and stopped responding, the situation may have not gotten out of hand. But if we focused on each of their mistakes firstly Abdala’s Mistakes: -She should have used any other channel of communication for delivering her decision to not accept the job offer. For instance, she could have scheduled a day to go by and tell Korman in person. Personal face to face conversations make the world a lot easier and closes the door for any misunderstandings. And if we looked into Korman’s Mistakes: -He could have accepted her offer in rejection respectfully instead of going as far insulting her and her method of delivery. – What happened between he and Abdala should have stayed between them. -Not having a job offer contract in writing for future credibility, which is basically the abc method in each job. 3. Do think this exchange will damage Abdala’s career? Korman’s Firm? Yes, it will definitely damage her career because it is never a good idea to burn bridges with people. Especially that Korman has his own firm and experience in prosecutions, Abdala may have ruined all of her chances at even having him being her counselor. And about Korman’s firm, his unprofessionalism may gain him a reputation, but not as much damage will be done to his firm. If he is responding to offer rejections the way he did with Abdala, he could miss out on an opportunity to later hire†¦ 4. What does this exchange tell you about the limitations of e-mail? Email conversations in general are formal way of communicating when used in business, so we can never mix a friendly email with formal business one or else there will be huge misunderstandings in the process, the email limits us to be more professional while working so it is beneficial if used in the right manner.

Oman Cement Company

Oman Cement Company ( SAOG ) was formed in 1978. Rusayl Cement works was completed in 1983 with an one-year incorporate cement production capacity of 624,000 dozenss, of cement. In 1999 clinkering capacity expanded to a sum of 1.2 million dozenss per twelvemonth. The 2nd production line came on watercourse in mid 1998. Presently the company is working on spread outing the capacity of works signifier 1.26 MTS per twelvemonth to 1.70 MTS per twelvemonth by upgrading production line No. 1 and No. 2. The company installations are: 1- Computerized Fabrication Oman cement fabrication procedure is to the full computerized. This avoids major jeopardies in fabrication and needs less work force. 2- Central Laboratory The Quality Control is supported by cardinal research lab consisting of robotics, X-ray spectrometers, optical maser atom size analysers and computerized physical belongingss proving equipment. 3- Quality Management System and Environmental Management System oman cement Quality Management System is in conformity with the Quality Assurance Procedures of ISO 9001: 2000 enfranchisement. 4- Pollution Control. The Oman cement company produces many types of cement which are: 1- Ordinary Portland Cement: It is type I Portland cement. Its utilizations are strengthened concrete edifices, Bridgess and railroad constructions. The typical compound composings of this type are: 55 % ( C3S ) , 19 % ( C2S ) , 10 % ( C3A ) , 7 % ( C4AF ) , 2.8 % MgO, 2.9 % ( SO3 ) , 1.0 % Ignition loss, and 1.0 % free CaO. 2- Sulphate Resistant Cement: It is type V, is used where sulfate opposition is of import. Its typical compound composing is: 38 % ( C3S ) , 43 % ( C2S ) , 4 % ( C3A ) , 9 % ( C4AF ) , 1.9 % MgO, 1.8 % ( SO3 ) , 0.9 % Ignition loss, and 0.8 % free CaO. 3- Moderate sulfate resistant: It is type II cement. This type of cement can be used in constructions of considerable mass, such as big wharfs, heavy abutments, and heavy retaining walls. Its usage will cut down temperature rise particularly when the concrete is capable to hot conditions. Its typical compounds composing is: 51 % ( C3S ) , 24 % ( C2S ) , 6 % ( C3A ) , 11 % ( C4AF ) , 2.9 % MgO, 2.5 % ( SO3 ) , 0.8 % Ignition loss, and 1.0 % free CaO. 4- Oil Well Cement Oil good cement, used for oil Wellss grouting, normally made from Portland cement cinder or from blended hydraulic cements. It is used for cementing work in the boring of oil Wellss where they are capable to high temperatures and force per unit areas. Its typical compound composing is: MgO: 6.0 % SO3: 3.0 % Loss On Ignition: 3.0 % C3S: 48 % -65 % C3A: 3.0 % Insoluble Residue: 0.75 % C4AF+2C3A: 24 % Production methods: There are four phases to bring forth cement that Oman cement utilizing which are: 1- Preparation of the natural stuff at preies 2- Heating and chilling to bring forth cinder 3- Preparation of the cement 4- Cement wadding Procedure description: 1- Preparation stuff at preies The natural stuff contains of limestone ( 80 % of natural stuff ) , silica, aluminate and Fe ore. The preies located around the Oman cement works. At preies the natural stuffs are extracted with heavy equipments. Then the limestones are crushed with nomadic crushers connected with long conveyor belt to transport them to storage go throughing the car lab to analysis the samples with x-ray each two hours. After that the natural stuff are moved to reservoirs. Then they are moved with conveyer belt to the altogether factory to crunch the natural stuffs. Finally the crunching natural stuffs are moved to mixture reservoirs to acquire proper mixture before fed them to kiln. 2- Heating and chilling to bring forth cinder The natural stuffs are moved to impart, where heat exchange is occurred between these stuff and the raising hot gases from kiln, so the stuffs are separated from the gases. After that the stuff moved to calciner where the limestone is converted to calcium oxide, and so the calcined stuffs arefed to the kiln where the temperature about 1400 degree Celsius and so go forth from kiln to acquire cinder. Then the cinder leaves from kiln to air to cut down its temperature to 100 degree Celsiuss to be ready to be moved to cement factory. Kiln procedure 3- Preparation of cement The cinder that came out of the ice chest will be transported by the pail concatenation conveyer to the silo. The bag filter on the top of the silo is sized for the eating by the pail concatenation conveyer and thermic air enlargement in the storage. The cinder extracted from the silo is transported by belt conveyers to the cement proportioning. The gypsum is added to the cinder. Then the proportioned stuffs are conveyed via belt conveyer to cement crunching. Materials land by ball factory are transported centrifuge by pail lift. The harsh atoms separated return to ball factory for regrinding while the all right merchandise is collected by the bag filter behind the centrifuge and so conveyed to cement silo with an air slide and pail lift. Cement silos is used to hive away the cement. Cement factory 4-Cement wadding The cement from extraction systems under the cement silo is delivered to the buffer bin by air slide and the pail lift and vibrating screen, before being fed into each bagger. The bagged cement can be loaded straight or stored in depot temporarily. Machinery and Equipments: No. Name map 1 Limestone Crusher used in rock prey to oppress limestone 2 Clay crusher used in rock prey to oppress clay 3 Limestone Stacker Used to travel limestone to preblending reserve 4 Limestone reclaimer Used to take preblended mixture from preblending reserve 5 Coal and Fe ore Crusher Used to oppress linear stuffs 6 Coal and Fe ore Stacker Used to travel Fe ore to conveyor belt so to proportioning station 7 Coal & A ; Fe ore reclaimer Used for repossessing all linear stuffs and coal 8 Raw factory used for natural stuffs crunching and drying 9 Raw factory fan Used to set the factory recess temperature. 10 Preheater fan used to dry the natural stuffs 11 Preheater and precalciner Preheater used for preheating and partial decarbonation, and precalciner for calcination 12 Rotary kiln used to raise natural stuffs to a high temperature 13 Grate ice chest Used for slaking 14 Cement factory Used to crunch cement 15 Bag filter Used to roll up dust 16 Coal factory Used for coal drying 17 Bulk stevedore for truck Used to lade the majority 18 Cement bagger Used to pack cement merchandise Quality control system: The quality control section in the Oman cement company map is to supervise merchandise quality in every phase of production get downing with pull outing the limestone from the prey till the phase of cement Millss, by taking samples and analysis them. 1- The computing machine and x-ray analysis: The mechanization lab consists of automaton, x-ray spectrometers, optical maser atom size analyser and computerized physical belongingss. The samples will be taken by an automatic sampling station from a point between the altogether factory and homogenising silo and so transported manually to the cardinal car lab, where it will be semi-automatically prepared and sent to an X-Ray analyser. The consequences analyzed will be sent to a proportioning computing machine. The computing machine will cipher the ratio of natural stuffs and direct out the set value to constant feeder harmonizing to the chemical composings and natural repast faculty required. 2- Physical analysis: To prove the choiceness, soundness, puting clip, strength, specific gravitation, heat of hydration and loss on ignition of the cement to accomplish the American specifications demand. Care process: The section maps are: -Checking all machinery and equipments are work decently. -Scheduling and be aftering for preventative care, prognostic care. – Coordinating with all sections for day-to-day job. – Planning, organizing of preventative and breakdown activities for accomplishing high works handiness to run into production mark. The process that the Oman cement follows in instance of dislocation, preventative and shutdown care are: 1. Breakdown care In instance of any breakdown care in the production section, they give information sing the dislocation to the care section, and care workers are sent to the production works to repair machine failures. 2. Preventive care here, a squad of care workers is sent straight to the production workss to look into out whether there is any failure in the machinery or non. 3. Shutdown care When the works is shut down the employees in the production section sent a missive to the care section and consecutive stairss are taken by care section to work out the failures. The works closure occurs every 6 month in March and September. The procedure of operating and monitoring production lines and machines immediately, so they can watch the failure and harm of the machines and equipments to mend them or replace them. Technical direction The proficient direction duty is to oversee all the mechanical, electrical things and keep the assorted equipments and everything that related to maintenance process, and this direction divided in many subdivisions: a- The machine subdivision The duty of this subdivision is prepare exigency and planning agenda and make it to all the equipments and describe it to name the unusual failure and hole it. Inspect the machinery, cheque with drawings and specifications and rectification. It contacts with shop subdivision to supply the needed replacing parts and besides contacts with other subdivisions to keep the equipments at the workshop. At the workshop they fix the equipments in exigency conditions, look into the equipments if they work decently and routinely, takes care the equipments and aid to clean them. B ) The machine operation subdivision The duty of this subdivision manufacture the replacing parts, make an order outside the company to acquire new parts, lathe the machine parts the required the workshops. degree Celsius ) The immediate machine care subdivision The duty of this subdivision is to look into and repair the production lines. vitamin D ) The electrical subdivision The electricity section is responsible to mend and guarantee the continuance of the work of all electrical and electronic equipment and preciseness instruments on the production line and besides supervises contact with other subdivisions to that the electricity working decently.

Case study anaylsis ( marketing management) Essay

Case study anaylsis ( marketing management) - Essay Example Another weakness for SCAD is the company’s lack of diversity. Presently, the company deals with one product hence; it is likely to face challenges in case of inflation, or immense competition. The company has various opportunities that can improve its status. Since estimates show that that company grows at about 30 percent every year planning (Ferrell & Hartline, 2011). It is possible to lay succinct strategic plans to help the company do well in future. Proper strategic plans will aid company operation even in times of inflation. The UAE economic growth is an opportunity the company can utilize by ensuring product quality and diversity. The threats the company faces emanate from the likely competition from other emerging companies. The two companies are diverse in terms of super car sales contrary to SCAD which lacks diversity. However, the companies are devoid of experience and adequate finances planning (Ferrell & Hartline, 2011). The lack of proper plans and management is a threat to the company’s effectiveness. SCAD lies in the star section due to its present share in the market. In the UAE market, the company is the leading due to low competition from other companies. Jumeirah motors and Al Ameri cars lie on Dogs quadrant planning (Ferrell & Hartline, 2011). This is because the two companies are new in the market. In order to improve the condition, the companies will require adequate input. Such actions include market strategies aimed at improving brand name and market segment. The questions quadrant indicates opportunities which are not utilized planning (Ferrell & Hartline, 2011). The quadrant characterizes units with low market share but high growth rate. The cash flows portion shows units with a large market segment, although the growth rate is slow. The quadrant displays presence of low opportunities for development. The unit requires a small input to improve its status. SCAD should lay strategic plans responsible for helping the

A Scientometric Analysis Of Nuclear Medicine Technology Dissertation

A Scientometric Analysis Of Nuclear Medicine Technology - Dissertation Example Both diagnostic medical sonography and the nuclear medicine technology are similar to one another in the sense that both sonography and nuclear technology are used in the study of medicine as a tool for diagnosing and screening of various diseases (i.e. signs of malignant bone lesions, bone infections, or any kind of stress that can causes pain on the patients (Archive, 2015), appendicitis (Gjelsteen et al., 2008), pelvic pain, suspected for adnexal masses, or the presence of ectopic pregnancy (Busse, 2010; Gjelsteen et al., 2008), and various cancer diseases such as breast cancer, (vans & Bates, 2005), nasopharyngeal carcinoma (Gao et al., 2014), large hepatocelluclar carcinoma or malignant hepatoma (Hill & Hill, 2014), and ovarian cancer. The only difference between diagnostic medical sonography and the nuclear medicine technology is that diagnostic medical sonography is using a special type of technology that emits no ionizing radiation that could harm the patients’ current health condition. Based on the term nuclear, the nuclear medicine technology emits different kind of ionizing radiation which could negatively affect the patients’ health condition when excessively exposed to radiation (i.e. 131I, 90Y, 18F, and 67Ga, etc.) (Eckerman & Endo, 2008; European Pharmacopoeia, 2005). characteristics of the past and current studies published online. Often times, a scientometric analysis can be performed as a way to evaluate the work performance of a specific research group or universities, a country, and a group of researcher or scientist (Dutton and Jeffreys, 2010, p. 45). In line with this, the main idea of my dissertation is to conduct a scientometric analysis of scholarly productivity in diagnostic medical sonography vs. nuclear medicine technology. In general, a scientometric analysis can be performed to analyze and measure the usage of journal publications, its credibility and current position as a research institute (Reber & Brossard, 2013).

Economic analyses of collusive bidding behavior Article

Economic analyses of collusive bidding behavior - Article Example In line with this, anyone who will be caught guilty of entering into a collusion to control the auction price of milk will be required to pay fine, sent to jail for a period of six month, or both (Porter & Zona, 1997). Despite the government’s effort to control the incidence of collusion in school milk auctions in the U.S., the culture behind collusion in school milk auctions has been going on for a long period of time. The economic issues behind the procurement process and nature of auction for school milk will be provided to give the readers a better understanding of the case study. In response to the case study, some of the key economic issues that could explain the development of collusion in school milk auction will be identified and tackled in details. In line with this, the impact of economic factors like prices, consumer welfare, actual and potential competitors on market competition will be examined to enable us to determine whether or not economic reasons could stimulate the high incidence of collusion in school milk auction will be answered. As part of going through the explanation, the theory of supply and demand will be use to explain what really happens in the market of school milk. The main purpose of the study is to encourage the student to develop his/her expertise in analyzing the economic factors that could trigger the high incidence of collusion in school milk auction in Ohio. The market of school milk supply in the United States is purely affected by the demand, production process, and competition among the suppliers within a geographic area (Porter & Zona, 1997). Although the market of school milk supply is dictated by supply and demand curve, the fact that each school conducts a yearly auction does not necessarily mean that a higher the demand for milk supply would invite more potential milk suppliers to join the

History Assignment Example | Topics and Well Written Essays - 250 words

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Religion's Impact on Colonial America Essay Example | Topics and Well Written Essays - 1000 words

Religion's Impact on Colonial America - Essay Example They believed that material success was God's reward for honorable behavior. These early beliefs were transformed into the laws of the land in regards to the economic system of capitalism and morality laws. The Puritan movement in the colonies also had the effect of geographically dispersing those that disagreed with the concept of the church as state. The Quakers were one of the early settlers that moved to escape the Puritan law. They believed that religion was more individualistic and split away to form new colonies, most notably Pennsylvania. These traditions of Puritan morality and Quaker individualism would later form the backbone of our constitution. A high degree of respect for the individual and a belief that America was a destiny, like Winthrop's 'House on the Hill', were woven into the fabric of America. The Great Awakening brought religion to the frontier and religion became a dominant part of American politics. Overall, religion was the catalyst for colonization and also the venue for its experimentation. Religion was a major part of the colonist's lives and it shaped their laws and their philosophies. The Great Awakening further instilled the importance of religion in America. America had become a refuge for those who wanted religious freedom and would became a home to the people that wished to practice their religion in an orderly manner without persecution. Timing and Motivation for the American Revolution The American Revolution was the last step on a long journey from the split away from England. By the middle of the 1700s, the time had presented a realistic opportunity for self-rule. The Seven Years' War had driven Britain deeply in debt and they were set to collect the payment through taxation of the colonies. The war had also eliminated the French influence in the colonies and the British remained as the only obstacle to self-rule. These events would become the tipping point for a call for independence. Many of the colonists during this period came under the influence of theorists such as Thomas Paine and John Locke. Locke professed that all men had a contract to each other, not to any authority. Paine argued that to illegally deprive a man of his property was to deny the man his life. The colonists during this period saw themselves as unrepresented in the British parliament. Though they had representation, it was across the ocean and was merely a token representation. The colonists wanted self-rule as a means to reclaim their property and their life. The colonies, for all practical purposes, were self-governing. They had local law, legislatures, authority to tax, and social infrastructure. England provided little except the regulation of imports and exports. This was in conjunction with what the colonists felt was an unfair and unjust taxation. The enormous debt incurred by England, and their insistence on collecting it from the colonists precipitated the final movement toward independence. The colonies by this time had a de facto government in place and the issue of taxation was the means to move the public into action. Diversity in the Colonies in 1760 By 1760, the population of the colonies had experienced a tenfold increase over the year 1700. The 2.5 million inhabitants were a mixed group of predominantly Europeans from England, Germany, Scotland, and Ireland. They tended to form own communities and many of them migrated into the south and settled into the backcountry of South Carolina and Georgia. These groups were further divided by religion. Many people had no religion, but those who did were the majority Protestants. There were also significant numbers of Catholics and some Jews. In New England, residents were required

The Business Letter Packet Assignment Example | Topics and Well Written Essays - 1750 words

The Business Letter Packet - Assignment Example Lawrence University. The company offers both retail and wholesale of the computers specifically for e-learning at a considerate affordable and cheap price. Therefore, the intended audiences are higher in St. Lawrence University who have introduced e-learning in their curriculum. The contents of the letter begin with a cordial address to the intended audience, and it is the major focus of the company selling dell computers to St. Lawrence University. In order to get the attention of the University, promotional strategies are adopted such as 30% discount offers and other unique after sale services such as free Internet provision and maintenance for the first three months. All of them are attributed to the large number of the computers to be supplied at once. The importance of this letter is to assure St. Lawrence University that the computers are affordable, cheap, readily available, and of high quality. A number of computer models and specifications are precisely presented in order to ease the time taken and an easy perusal. To enhance client’s surety it is important to provide other companies and clients reviews (Sundararajan 26). It is important to provide the company official address and the customer care contacts such as emails and phone numbers (Sundararajan 80). St. Lawrence University P.O Box†¦.. Our Company sales computers designed for e-learning on retail and wholesale at a discount of 30%. After your purchase we also offer after sale services for our customers which are free Internet provision, installation and maintenance services for a period of three months after the purchase. We have been in operation for the last 20 years, and we are the key computer suppliers to various banks and academic institutions all over the country. The following shows the range of products that our company sales on retail as well as wholesale. COMPUTER MODELS SPECICATIONS PRICE Speed (GHZ) RAM (MB) hard disk (GB) HP Computers 2.8 512 40 70 USD 3.0 512 80 65 US D 2.8 1GB 40 75 USD 3.0 1GB 80 80 USD Dell Computers Speed (GHZ) RAM (MB) hard disk (GB) 2.8 512 40 65 USD 3.0 512 80 68 USD 2.8 1GB 40 72 USD 3.0 1GB 80 75 USD IBM Computers Speed (GHZ) RAM (MB) hard disk (GB) 2.8 512 40 70 USD 3.0 512 80 68 USD 2.8 1GB 40 74 USD 3.0 1GB 80 76 USD Toshiba Computers Speed (GHZ) RAM (MB) hard disk (GB) 2.8 512 40 70 USD 3.0 512 80 75 USD 2.8 1GB 40 74 USD 3.0 1GB 80 75 USD TFT SCREENS 15 inch 55 USD 17 inch 60 USD 20 inch 65 USD MOUSE 3 USD Computer software and applications are sold and free installation and maintenance offered for a period of three months. We remind you that we will be selling at a super discount prices for those who have made purchases before the opening of summer holidays. For more information or inqueries you can contact us through Website www.terrix.com Phone number +2501545722 FUNDRAISING LETTER This letter will be written in the scenario context of the St. Lawrence University wishing to conduct fundraising to facilitate the p urchase of the e-learning computers. The letter begins with the emerging concern on the need to accommodate and gather computers for students who wish to pursue distance learning within the University online. This program will enable many students far away from the University to pursue their studies conveniently. In the letter it is important to acknowledge the funding challenges of

What is the history of Bill and Melinda Gates foundation What are Research Paper

What is the history of Bill and Melinda Gates foundation What are their current Projects - Research Paper Example The formal launch of The Bill & Melinda Gates Foundation was in 1999 summer. In early 2000, it was the largest philanthropic trust in the United States since its endowment stood at more than $22 billion. It mainly focus on global health and population control programs, education reform and minority scholarships, a wide range of Pacific Northwest institutions and programs, and libraries and access to information technology (Crowley, 2000). The foundation donated a total endowment of $17 billion in the form of Microsoft stock. However, the Foundation staff later transferred it into other assets to shield the organization both from the vagaries of the stock market and from the corporation. Under the direction of the senior Gates and Stonesifer, the foundation merged with the existing W.H. Gates and Gates Learning Foundations. There was also formation of major programmatic divisions for library and information systems, global health, and education directed respectively by Tom Vander Ark, Dr. Perkin and Dr. William Foege, and Richard Akeroyd (Crowley, 2000). The main goal of the foundation is to offer everyone an equal opportunity to prosper through elimination or reduction of barriers like poor nutrition, weak educational systems and poor health. Therefore, the largest part of its expenditure is on three broad issues: global development, global health and programs in the United States, which focuses on enhancing education (New York Times, 2010). For better management of its philanthropy base, the foundation adopted 15 guiding principles. Among these principles is the limited but crucial role played by philanthropy, the science and technology to enhance lives around the world by treating grantees as valued partners while still leaving room for growth and change. Founded on the beliefs of the Gates’ family, these principles have helped formulate policies used when giving grants to NGOs (Fundsforngos.org, 2008). Although it is unique

Marketing strategies Assignment Example | Topics and Well Written Essays - 3000 words

Marketing strategies - Assignment Example Implications of this change on marketing strategies, specifically, major shift from traditional ways of marketing and promotion to major usage of online social media like facebook, tweeter and other popular social networking sites will also be analysed in this paper. Therefore, this study includes a complete package of changing business environmental related issues and its effects and implications on marketing strategies. Introduction Continuous changes in various factors of macro business environment are the most important areas of global businesses. Business organizations keep in-depth focus on the new trends or changes in these macro factors. Most important macro environmental factors are political factors, economical factors, social factors, cultural factors and technological factors. Substantial changes on these environmental factors have major impact or effects on the marketing strategies of the organizations. Management of leading organizations in the world have collaborativel y developed business associations to research on the forthcoming trend and trend on global market. There are also many research organization have been formed who specialises in the market research to identify the changes and develop necessary changes in the strategic marketing and provide advisory services to the organizations in each countries. Organizations are constantly facing difficulties in this critical of business where expected or predicted changes sometimes differ from the actual changes in the market especially in the purchasing and consumption behaviour of the potential target consumers. Consumer behaviour changes according to the ever changing trend on economical, social and technological environment in the world or a specific country. In this study, the major changes in the macro environmental factors in South Africa will be discussed in details with respect to changing trend in the global business environment. Detailed overview of the change/ trend in macro business e nvironment Business organizations in South Africa or any other countries have become open systems after the worldwide globalizations or open economy or open market. Therefore, organizations get resources from the environment that may be domestic, may be regional or international. Similarly, nay organizations have the opportunity to get the world market as the target market of them and can access any market across the world. Therefore, external environmental factors of a business have major impact on the both input and output level as organizations always tries to grab the opportunities from the changing business environment in national or international level. Firms cannot change any of the macro environmental influences but they can only react by the continuous changing the strategies with the changes in those environmental factors. Therefore, business change the internal business environment i.e. strategies and activities to grasp the opportunities of changing trend in the external environment and also can protect from any negative impact of new trend on the businesses. Therefore, it is very impotent for the managers, strategic decision makers to analysis the business environment in regular basis be3fore developing any strategic decisions for the

Pob Sba Guide for Description of Business Essay Example for Free

Pob Sba Guide for Description of Business Essay Main Objective of doing this SBA To give you an opportunity to apply the knowledge gained in the study of Principles of Business. 1. 2. How will this be done? The objective will be fulfilled through the examination of a designated business/firm. The data collection instruments will be the questionnaire and the interview. The information gathered will then be analysed and evaluated, with the aim of drawing specific conclusions about the firm. Our staff consists of twenty employees four of who are supervisors of the factory and three administrative staff responsible for accounting, billing and wages. A Production Manager is in charge of all production processes and the supervisors report to him. There is a Quality Control Supervisor who reports directly to the partners. An Inventory Manager is in charge of receiving, storage and issuance of raw materials as well as receipt, storage and distribution of the finished products with a staff of three assistants to help him. The functional areas of the business will include Purchasing/Logistics, Inventory Management, Production, Distribution and

Beers Critical Path Method

Beers Critical Path Method Beers Critical Path Method Introduction Background: This essay analyzes the transformation of a business-unit (Alpha) of a large public sector undertaking (PSU) company Beta. Alpha was set up with an intention of manufacturing x product for y market. Until December 2003, the primary mission of Alpha of about 900 people was the development, support and maintenance of product x, which was developed and implemented using sequential development method (App-2). The clumsy nature of the employed process and bureaucratic structure of the company was resulting into consistent delays into deliveries of low quality and over budgeted products. The unit had not been able to produce cost-competitive product with high-quality. It had been running without making profit for last three consecutive years. In 2004, newly elected governments inclination towards disinvestment of underperforming PSUs forced Beta to mull over the rationalization of its underperforming business-unit. Consistent pressure from the competitive market and senior managers from head-quarter (HQ) inevitably forced head of Alpha to revisit the units structure and processes. It was decided to come up with design and development of product with superior quality and cost competitiveness within a limited budget and time (i.e. Eighteen months). Revisit to the existing process and structure highlighted the major problems, which were due to lack of coordination and participation among functions in addition to sequential product-development methodology. Consequently, management decided to change the existing structure, and adopt concurrent engineering methodology (App-3) to produce x moving forward. Change Analysis Nature and type of change: Nature of change at Alpha can be analyzed by applying TROPICS test (Paton McCalman, 2008). Based on analysis, this change can be located at the Flexi/Grey area of change spectrum. Although time scales, control and sources factors are identified hard, but as a whole, change is inclined more towards soft end of the spectrum. Problem at Alpha can be considered messy as it involves soft complexities due to the introduction of a new working model and process method (Open university, 1985, cited in Senior Fleming, 2006). TROPICS Test (Modeled on source: Paton McCalman, 2008) Dimensions of the change CCP (Content, Context and Process) model (Pettigrew Whipp, 1991), widely used in organizational change analysis, can be applied in this case to understand the changes at Alpha. Although this model was originally developed to analyze private sector organization but later on, its application was extended to other fields and sectors (Pettigrew et al., 1992). Overall framework focuses on what (content), why (context) and how (process) dimensions of the organization change. CCP Framework (Modeled on source: Pettigrew Whipp, 1991) Context (Why): Traditionally, PSUs are considered to have bureaucratic culture (bureaucratic organization-structure and process culture) (Deal Kennedy, 2002). Such culture is generally hierarchy-driven, procedural, regulated, ordered, cautious, and power orientated (Wallach, 1983). The purpose of bureaucracy is to restrict individuals capacity exerting control over decision-making processes and activities (McHugh Bennett, 1999). According to Hofstede (2003), bureaucratic structure is based on rigid rules and processes, and competencies tied to the positions; where employees are accustomed to systemic but precise way of working, which operates on ‘one person, one job basis and require high degree of job specialization. Therefore, business knowledge and skills are owned by individuals; this makes knowledge sharing very problematic. De Long Fahey (2000) argue that the organization culture plays vital role in determining the people and specific business knowledge relationship. Alpha had been facing similar issues; due to the bureaucratic culture, decision-making was traditionally made at the top without much coordination with and participation of functions. Sequential-development approach used is linear in nature, which does not provide tangible results and product visibility until the product development lifecycle end (Martin, 1991; McConnell, 1996). Lack of individuals participation and knowledge sharing, conflict of authorities in conjunction with slow decision-making speed and cumbersome sequential nature of the product development used to induce significant delays in product delivery and implementation, causing low product-quality and high cost-per-product. Fig- can be used to show cause of realized changes using multiple-cause diagram. Multiple-Cause diagram (Modeled on source: Paton McCalman, 2008) Primary drivers for change can be identified by using a classical change management tool, Force-field analysis (Lewin, 1947). Main purpose for using this tool is to understand context (driving forces) and content (objective, goal, and restraining forces) and determine the process (ways to enhance positive factors and lessen negative factors) (Giardino et al., 1994). This tool confirms the nature and type of change at Alpha confirms, analyzed by TRPOICS test. The primary restraining forces indicate that most of the barriers to change involved soft aspects, such as senior management, existing culture and employee related barriers. Field force analysis (Modeled on source: Lewin, 1947) Content (What): Existing situation at Alpha was not conducive for proposed concurrent development approach either. This approach follows iterative process, which calls for authoritative and speedy decision-making activities along with team culture (Cockburn, 2002). However, bureaucracy structure hinders speed (Martin, 1991) and is not suitable for highly dynamic and complex business processes (Carnall, 2003). Crozier (1964, cited in Hughes, 2003) feels that static working patterns and fixed procedures are not beneficial in a dynamic and volatile business environment. Hence Alpha not only required change in product-development process but also to organization structure. Process (How): Changes at unit were managed and implemented using Beer et al.s (1990) critical path to corporate renewal. This six-step planned-change model needs to be executed in sequence to achieve a successful change. The critical path process in the present case was led by unit head with a middle management team. 1. Mobilize commitment to change through joint diagnosis of business problem: Prior to any effective change effort, it is important to have business problem clearly defined . Management should help people in developing a shared diagnosis of the problem (Beer et al., 1990) and realizing the need for change in existing status quo (Richardson Varkoi, 2003). Kotter (1996) describes the need for a powerful guiding coalition with involvement of key members of the organization. The number of such key members can be small to start with, and can gradually be increased as project gains momentum (Borjesson Mathiassen, 2003). At Alpha, initial step taken by the unit head to review the business broadly. Sticking to Lippits ‘golden rule (1959), an external consultant with his assistant was brought in to lead the change, and to develop the guidelines for the change management. External consultant was allowed to form a coalition-team with a senior researcher, five managers from various functions and six key expert employees from units production-department. Team together investigated existing and past product performances, results and artifacts. In order to analyze problems effectively, they also visited and observed many successful manufacturing companies. Through the analysis of their observations, customer satisfaction surveys and previous performance data, team formed a common understanding of the problem. Team recognized the flaw in the existing product methodology and lack of shared knowledge among employees due to which there were consistent and significant delays in product-delivery with poor p roduct-quality. They came up with two page fact sheet to support their analysis. At this point, team began to realize the need for an alternative organization model and development methodology. 2. Develop a shared vision of how to organize and manage for competitiveness: Once a problem is analyzed, coalition should align employees core tasks with vision of the organization, and lead them towards a task-aligned vision with redefining employees roles and responsibilities (Beer et. al, 1990). Objective of such new arrangements is to have better information-flow coordination pattern across all cross-functional departments. Moreover, these arrangements do not encounter much resistance as they do not cause any formal changes in systems and structure such as compensation or titles (Beer et. al, 1990). However, communications is essential to achieve such arrangement (Jones et al., 2004). Developing vision and strategy is generally a messy and time consuming process that results into guidance for future, which is feasible, desirable, flexible, and focused (Kotter, 1996). In order to develop vision, team executed future workshop to focus on democratic and creative idea generation from the participants. Future Workshops, a user-driven and participatory design technique, is used to help participants play an important role in designing vision for future, by actualizing a common problematic-situation (Greenbaum Kyng, 1991). This workshop is normally conducted in three phases: critique, visionary and realization phase (Jungk Mullert, 1986). The participants, at Alpha, consisted of management team and carefully chosen key employees. In critique phase, participants formulated their critical views regarding existing shared values and working procedures. At the end of this phase, participants were asked to prioritize the most important issues considered the barriers for the u nits development. In visionary phase, participants formulated the visions for units future direction, which brought in new suggestions and ideas for business activities improvement. In realization phase, participants identified actions to realize the visions most effectively as a response to critical issues. Relevant inputs gathered from participants of this process can be utilized while preparing overall change implementation plan (Jones et al., 2004). Based on cost-benefit analysis, future workshop and two-page factsheets, team carried out a SWOT analysis and developed a new organization model (refer fig-), along with a new methodology, concurrent development method, for product development and implementation. Intention of new model was to eliminate hierarchal and functional barriers to information sharing; whereas to adopt new product development approach to avoid delays and improve quality along with cost-competiveness of the product. Such organization-level changes do need an adequate support from senior management (Small Downey, 2001). therefore proposal of these changes was proposed to senior management team at HQ. While they were delighted to notice units pro-active and positive steps, they were not convinced with the new approach to resolve the critical issue as existing approach was working very well for rest of the organization. Eventually after few rounds of discussions, they got ready to lend their support and approved the proposal, despite their reservations. New organization model (Cross-functional Teams with their respective responsibility area) 3. Foster consensus for the new vision, competence to enact it, and cohesion to move it along. Beer et al. (1990) feels that just simply helping employees develop a new vision is insufficient to make change successful. Employees need to understand the positive impact of new structure and approach to be committed to that vision. Therefore, it is vital to share and communicate the vision to employees in overcoming resistance to change and developing required competencies to make new organization work. Change process can be successful only when there are clear, concise and realistic change-plan and implementation-plan in place; otherwise process runs at risk of adding further resistance to change (Mathiassen et al., 2005). In order to communicate the vision to all employees, a conference with presentation and discussion was held. Senior management team from HQ along with all the employees, were in attendance. The change-plan with new structure and methodology, and implementation-plan with goals, objective, risks and mitigation plans, training plans, and milestone and measurement plans were also presented. Presence of senior management in the conference boosted the morale and confidence of units management team. Subsequently, internal meetings took place and goals, strategy and vision were circulated. Once new roles and responsibilities are defined, people need to foster the skills to make the new arrangement work. In fact, changes in the relationships due to these new roles, responsibilities will push people towards learning, and foster new attitudes and skills. Changed coordination pattern also increases sharing of information, employee collaboration and participation; this, in turn, reduces resistance level which arises as a result of incorrect information and rumours (Kotter Schlesinger, 1979). Team took the help of human resource team, not only to make sure employees were clear about the changes, and their roles and responsibilities but also to understand the required skills and trainings for the employees. Required trainings were imparted to employees to develop their skills. Beer et al. (1990) advocate replacing those managers who despite all the support and guidance do not want to or cannot change in order to function in new setup. Having said that such decisions can sometimes backfire as not only there is a threat of losing valuable skills and knowledge but also it can make other employees demoralized, that can hamper the change progress. Introduction of new model and development approach caused restructuring resulting into redundancy of staff in small number. Uncertainty created by the situation also made few employees depart during the transition process. Few managers and employees were replaced and few were given promotion. Few key employees including managers, who were very much accustomed to past bureaucratic culture could not find the new working model and culture suitable for them and subsequently, left the organization. 4. Spread revitalization to all departments without pushing it from the top. With a new structure is in place for the unit, departments and functions do have to rethink about their authorities and roles in the organization. Effective interaction between them and new organization structure enables members of team to become effective by letting employees participate actively in team decisions (Beer et al., 1990). At Alpha, where managers of production department looked the most spirited and passionate about the changes, managers of engineering department were more hesitating. They had always been a dominant force at Alpha and these changes were perceived as threat to their authority. In the past, they always shown less concern whether production department could manufacture products based on their design specification. However, with new organization structure and method in place, engineering department had to collaborate with product department in product development activities. This actually forced them to re-visit their approaches to manage and organize their own department, and rethink over their roles. Often when speedy change is required, leaders tend to force the issue throughout the organization; this generally short-circuits change-process. The best way is to let each functions and departments find their own way to the new organization (Beer et al., 1990). In case of Alpha, departments were encouraged to apply general concept of teamwork and coordination to their own situation. For nearly a year, engineering department had to suffer agony in implementing theses concept and accepting the new structure. Decision of their move to new structure was natural; since it was their own choice, team members showed commitment to learn the required attitude and skills. 5. Institutionalize revitalization through formal policies, systems, and structures. In any change process, sequence of activities should be carefully considered as activities suited at one particular time tend to backfire, if initiated little too soon. This is especially applicable to activities related to changes in systems and structure. Leaders should institutionalize changes only when right employees are in place and new arrangements are up and running. Beer et al. (1990) argues that none of formal structure and systems is perfect but employee commit to them, as they work in structure and learn about required interdependencies. If the implemented change becomes part of the culture of organization then it is considered successful (Senior Fleming, 2006). The units revitalization was successful as it enabled employees to change their views about their roles and responsibilities. They actually became convinced that change would bring a difference. This eventually resulted into a striking improvements in value added per employee, gross inventory per employee, scrap reduction, quality, and profits. To their credit, business unit was able to achieve all these without further control system, compensation or restructuring. However, eventually when opportunity came, there were few change were made in the formal organization. For example, vice president of operation was asked to leave organization and that position was eliminated altogether. 6. Monitor and adjust strategies in response to problems in the revitalization process. In order to sustain the benefits of changes and being able to adapt to dynamic competitive environment, an organization should know the effective use of continuous shared monitoring of the change process (Mathiassen et al., 2005). Keeping such measurement criteria provides multiple advantages, such as i) it keeps people, with direct involvement in the change-process, motivated; ii) it gives management a sense of direction in which change-project is moving iii) it also depicts a relationship between achieved result and invested effort. Even after successful change implementation, it is essential to re-examine the original plan regularly and revise it with respect to current circumstances and situations (Senior Fleming, 2006). Stating clear objectives and process measurements criteria explicitly in the implementation plan was very helpful. Measurements were gathered at the end of pilot-study and appropriate process benchmarking was set, after comparison with previous internal and cro ss-industry data. In order to monitor revitalization, several mechanisms were put in place. Internal surveys and feedbacks were introduced to monitor attitude and behaviour patterns. A monitoring team was formed to keep regular watch over the processes and plan for new challenges. This team consisted of managers and key members of respective functional teams and human resource and finance teams. Outcomes and lessons Outcomes: Use of critical path model in present case proved to be an effective way to evoke organization renewal without actually enforcing it. Beer et al.s (1990) believe that employees resistance to changes can be managed effectively through task-alignment approach. This turned out to be a key success factor in case of Alpha. Once core task aligned with organizations vision, employees discovered that new structure and product-development method are more effective. They started willing to accept changes, which otherwise they may have resisted. Adoption of concurrent development method along with change in existing structure, improved not only speed of decision-making but also employee-participation and knowledge-sharing among functions and departments. This enabled company to reduce product-manufacturing and delivery time significantly; this, consequently, improved product-quality and cost-competitiveness and therefore, the profit. The problems associated with the new development method and s tructure is now believed to have eased with increase in employees familiarization of new structure, and development approach. Despite all that, change-project at unit cannot be entirely considered successful. Beer assumes the approach of the changes through critical path model to be always top-bottom. However, the change-project in Alpha was initiated by unit head and carried out by his middle-management team with the help of an external consultant. One of the necessary steps was to gain approval and support from senior management teams of HQ, who was not roped in right from the word go. Negotiations with them caused notable delay in the implementation of the planned changes. The combined effect of not having senior management from HQ directly involved in the coalition, and resignations of senior researcher along with few key members of coalition while restructuring impacted the speed of the changes and its desired results. Although, change-project is claimed to be successful by the management team; but absence significant key performance indicators at the beginning for measuring the success, raise question mark over their claim. In fact, this change-project would be considered a failure if measured against traditional performance indicators, such as cost (in budget) and time (on time). Present study raises a few reservations over the critical path model itself. Basic flaws with this model are the lack of provision for pilot-project, and feedback-loop (iteration) at each stage. Pilot-project is considered to be very handy while implementing new process, which enables people to view new aspects of the process. This approach also gives an idea to people how process will work in actual and assists convincing others, particularly management, about the benefits of new process (Borjesson Mathiassen, 2003). At Alpha, pilot-project approach was employed effectively and it was successful, which convinced senior manager at HQ that the change-project was moving in right direction. Measurements gathered during pilot-project were also helpful in maintaining concentration and sustaining improvements. However, coalition did not realize the importance of feedback-loop at each stage, which caused uncertainty in employees mind, particular during restructuring. This resulted into dep arture of key employees, leaving long-term impact on the unit (Fodor Poor, 2009). Being effective only at organization-level changes, the model either not considered or overlooked specific aspects of concurrent-development approach; this gives rise to need for a more specific and tailored framework to manage such process-level changes. Bibliography Fodor, P., Poor, J. (2009). The Impact of the Economic and Financial Crisis on HRM and Knowledge-Management in Hungary and Slovakia Empirical Research 2008-2009. Acta Polytechnica Hungarica, 6 (3), 69-91. Nadler, D.A and Tushman, M.L. (1989).Organizational Frame Bending: Principles for Managing Reorientation.The Academy of Management Executive,3 (3), 194-204 Paton, R.A. and McCalman, J. (2008).Change management: a guide to effective implementation, 3rded. London: SAGE Publications. Lewin, K. (1947). Frontiers in group dynamics. Human relation, 1, 5-42. Senior, B., Fleming, J. (2006). Organizational Change, 3rded. London: Prentice Hall. Kotter, J. (1996). Leading Change. Boston: Harvard Business School Press. Lippit, R. (1959). Dimensions of the consultants job. Journal of Social Issues, 15 (2), 5-11. Miles, M., Huberman, A. (1994). Qualitative Data Analysis, 2nd ed. New York: SAGE Publications. Richardson, I., Varkoi, T. (2003). Managing for Change when Implementing Software Process Improvement Initiatives. In: European Software process Improvement Conference, EuroSPI 2003. Borjesson, A., Mathiassen, L. (2003). Making SPI Happen: The IDEAL Distribution Effort. [Online] http://www.computer.org/plugins/dl/pdf/proceedings/hicss/2003/1874/09/187490328b.pdf?template=1loginState=1userData=anonymous-IP%253A%253A86.12.199.139 (Accessed on: 07 Mar 2010) Small, A., Downey, E. (2001). Managing Change: Some Important Aspects. [Online] http://downeysmall.com/pdf/iemc2001rp_web.pdf (Accessed on: 06 Mar 2010) Mathiassen, L., Ngwenyama, O., Aaen, I. (2005). Managing Change in Software Process Improvement. IEEE Software. 22(6), 84-91 Jones, J., Aguirre, D., Calderone, M. (2004). 10 Principles of Change Management. [Online] http://www.strategybusiness.com/ (accessed on: 27 Dec 2009), Kotter, J., Schlesinger, L. (1979). Choosing Strategies for Change. Harvard Business Review 57(2), 106-114 (1979) Jungk, R. Mullert, N. (1996). Future Workshops How to Create desirable futures. London: Institute for Social Inventions. Greenbaum J., Kyng M. (1991). Design at work: Cooperative Design of Computer Systems. New Jersey: Lawrence Earlbaum Associates. Beer M., Spector B. A., Spector B. (1990). The Critical Path to Corporate Renewal. Boston: Harvard Business School Press. Pettigrew, A., and Whipp, R. (1991). Managing change for competitive success. Oxford.: Blackwell. Hughes, O. (2003). Public management and administration. London: Palgrave, Macmillan. Pettigrew A., Ferlie E., McKee L, (1992). Shaping Strategic Change The Case of the NHS in the 1980s. Public Money Management, 12(3), 27-31. Wallach, E. (1983). Individuals and organisations: The cultural match. Training and Development Journal, 29-36. Deal T. E. and Kennedy, A. A. (1982).Corporate Cultures: The Rites and Rituals of Corporate Life. Harmondsworth: Penguin Books. McHugh, M. and Bennett, H. (1999). Introducing team working within a bureaucratic maze.Leadership and Organizational Development Journal. 20 (2), 81-93. Carnall, C. (2003). Managing change in organizations, 4th ed. UK: Prentice-Hall. Cockburn, A. (2002). Agile software development. Boston: Addison-Wesley. Hofstede, G. (2003). Cultures and organisations—Software of the mind. London: Profile Books. De Long, D. W., Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 113-127. Martin, J. (1991). Rapid application development. 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Analysing Management As An Art And A Science Philosophy Essay

Analysing Management As An Art And A Science Philosophy Essay Discuss this statement in relation to whether management could be described as a profession. Is management characterized as an art ,as a science or both? In order to investigate the nature of Management, it would be useful firstly to define it. According to Drucker Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. This is what organization is all about, and this is the reason why management is the critical, determining factor (Drucker,2001, pp.10). Nowadays, practically everyone works for a managed institution, large or not, business or not. Our living actually depends on management. The ability we have to contribute to society, depends firstly on the way, the institute we work for, is managed and furthermore on our own abilities, devotion and effort. For years now, there has been a great debate on whether management can be characterized as a science or as an art. Some of the most important authors that tried to examine if management is an art or a science are Lester et al. (1998), Watkins (1993),Bohn (1994), Calkins (1959), Schiemann and Lingle (1997), and Weick (1996). This essay focuses on the studies that have been conducted on the nature of management, and its purpose is to reveal if management is an art, a science, or a combination of them, in relation to whether management could be described as a profession. We will try to answer that, by discussing the insufficiency of the technical approach to professional knowledge for dealing with real-world situations, but before that it would be interesting to examine the evolution of managerial discourse since 1870. According to Barley and Kunda ( 1992) even though serious theoretical and political differences existed, scholars have merged on a common theory of how American managerial notion has evolved. During the first stage, which terminated in the late 1800s, managerial discourse sought to legitimate coercive shopfloor practices ( Nelson, 1975). This phase was characterized by abusive control and threats of violence. By the turn of the century, early forms of mass production and a flourish of corporate merging had prepared the ground for a second phase, during which utilitarian rhetorics became increasingly popular (Wren, 1972). Accomplishing the work of Frederick Taylor, rational theories of management conquered managerial discourse by World War I(Bendix, 1956). The manpower was now supposed to be more effectively controlled by contouring production processes and by attracting the workers self-interest. According to Bendix (1956) the Depression is widely held to mark the beginning of the th ird phase. As the white-collar labor force was gaining more power, managerial discourse began to emphasize normative control : the idea that managers could more effectively regulate workers by attending not only to their behavior but to their thoughts and emotions. (Barley ,Kunda, 1992,pp.364 ) They believed that by approaching both the mind and the heart of the workers , management could reach the most subtle type of control: moral authority. The succession of Managerial Ideologies since 1870 Ideology Era of ascent Tenor Industrial Betterment 1870- 1900 Normative Scientific Management 1900- 1923 Rationale Welfare capitalism/Human relations 1923- 1955 Normative Systems rationalism 1955- 1980 Rational Organizational Culture 1980- present Normative (Barley,Kunda,1992, pp.364) It is a fact that science and art are very different in nature. According to Gao (2008) art is viewed as: the use of imagination to interpret feelings and ideas, particularly in painting, drawing sculpture, or the skill of creating objects such as paintings or drawings, especially when studying art. In reality, art has nothing to do with objectivity. It relates to collective, mostly, individual subjectivity. So can management really be the very antithesis of the use of a body of rigorous professional knowledge? According to Spender ( 2006) many writers, like Mintzberg (1976), point to management as an art form. Although management apparently has imaginative and artistic aspects, this is not really the point .The point here is to contrast rational way of decision making against intuitive creation. to imply that it might be more useful to think of business leadership as something other than cold, objective reasoning (Mintzberg, 1976). This is why, according to Richardson (2008 ) managers need to study philosophy. Repeatedly, managers have to be able to decide which data they need in order to make a decision, to interpret this theory and even choose what its purpose really is. This is not unexpected, if you take into consideration that many academic books on the topic often lack any practical suggestions. Philosophy is a study that inspires personal choice, and in management choices thrive. So, effective managers should know when a decision has to be based on principle and when it should be made logically , depending on each case. According to Drucker (1998) managers need impact rather than technique, and they prefer to be sound rather than clever; they know the trickiest part is to choose between the right and the wrong compromise , and they have learned to tell the difference from one another. Anyhow, in management, the most time-consuming part of the process is not taking the decision, but making it effective, a nd this is when the ability to manage through discontinuity, to be able to detect changes but also to recognize patterns and be able to focus on those things that do not change, is needed.(Mintzberg, 2004) Management as an art is an amazing but natural expression of human behavior (Peroff,1999). According to Bolman and Deal( 1997), managers are both artists and leaders who are able to develop exceptional solutions and fresh ideas about their organizations needs. They adjust to people and events around them and learn to expect the chaotic twirls and turns of managerial life. Artistry in management is neither exact nor precise. Artists interpret experience and express it in forms that can be felt, understood, and appreciated by others. Art allows for emotion, subtlety, ambiguity . An artist reframes the world so that others can see new possibilities(Boleman and Deal, 1997, pp. 17). To sum up, a significant group of people think of management as an art. In reality, management personalities, like Microsofts William Gates and GEs Jack Welch, and their top-down managerial strategy, have enhanced this idea (Nonaka and Takeuchi, 1995 ). Gao (2008) argues that the reasons are not only because these people have supported or have gone over the top about personal intuition and other personal irrational factors such as emotion and intuition in decision-making and management, but also because no management theory or approach can assure successful practical accomplishment of a social or economic organization in practice. So, as we already mentioned, effective management can be considered as an art the art of getting things done through people. Thinking of management as an art is possibly more productive, because it identifies management as something more than just a set of unambiguous techniques. Management as art implies inventiveness rather than conformity, practice rather than mere prescription, wisdom rather than mere knowledge. ( Evered, Selman, 2001 , pp.17 ) Science, on the other hand, even though there is no commonly agreed definition for it, is viewed as knowledge about the behavior and structure of the world, based on facts. However, according to Gao (2008), even though there is no body with the authority to define science, and there are various discussions about its definition, its nature and its motive in philosophy of science, everybody agrees that science is based on rational assumption and experimental orientation. . Science is the organized , systematic enterprise that gathers knowledge about the world and condenses the knowledge into testable laws and principles(Wilson, 1998,pp. 53). Polany suggested that post critical philosophy emphasizes the creative subjective aspect of scientists in the process of creating knowledge, but considerable collective subjectivity, objectivity, rationality and logic are necessary in science (Polany, 1958). According to Wilson(1998b) science involves the expansion of sensory capacity by instruments , the categorization of data, and the analysis of data guided by theory. Science , is extraordinary . With the aid of science , we can visualize matter across 37 orders of magnitude, from the largest galactic cluster to the smallest known particle.(Wilson, 1998a, pp.47) As long as science is used properly it can be really useful for everybodys everyday life. Management as a science was firstly characterized by Frederick Taylor (1911) and Gulick (1937). Scientific Management considered employees as tools for the achievement of organizational goals. Frederick W. Taylor believed that with the help of time and motion studies he could find out the best way for the accomplishment of a task and that workers should be very pleased that were imposed to do precisely what they were instructed. The needs of the organization were separated from the needs of the individual. In Peter Druckers ( 1998) words, Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study; on Taylors scientific management rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Frederic W. Taylor, though, placed the main foundation, however, not much has been added to them since even though Taylor has been dead for over sixty years. Another important school of taking management as a science comes from the area of systems science. Ever since the 1940s, Churchman and Ackoff, based on Singers experimentalist philosophy, have tried to establish an Institute of Experimental Method for dealing with societal issues in areas such as city planning and business management (Ulrich, 2004). Churchmans social systems design and Ackoffs social systems science can be seen as typical representatives of the scientific school, although Ackoff believes that mess management is an art and a science. (Churchman, 1955, 1971, Ackoff, 1979). Even though the answer, to if management is an art or a science, could be both, either or neither. Some people think management is indeed a science, because of the scientific principles and rules that exist(like Taylors scientific management theories and Webers administration of social and economic organization) and that can be applied for improving the productivity and efficiency of organizations, profit or nonprofit, private or public (Taylor, 1911; Weber, 1947). According to Lester(1998) creative arts and science are very different from one another . Scientific knowledge is useful to us because it provides us with objective, verifiable knowledge about the real world around us. (Wilson, 1998) Art, however is also beneficial but in a different way. According to Lester (1998) art is in tune with our underlying human nature , which Wilson (1998) argues that is an inborn ensemble of instinctive rules that rule our behavior. But do managers today combine art and science at work? The severity of the management science utilization problem may be a result of an imbalance in the work of management scientists: too much science; not enough engineering ( Gruber, Niles, 1969). With the improvement of science so should also be improved the practical application of science. Even though the turns of organizational life are extremely complex and intangible, the knowledge and the available management theory could certainly contribute to the improvement of managerial practice. Mason Haire (1967, p. 110) in his Douglas McGregor Memorial Lecture observed: hen I say the contribution of the behavioral sciences to management has been disappointingly small, I mean this: in the past 15 years there have been perhaps 150 books and 1,500 articles written on the subject. And yet the practice o £ management remains about the same. It is obvious that in management, a severe strain exists between the promises of scientific methods and the realities of practice. At a time when management is becoming more scientific, friction should be expected in the relationship between the practitioners of the art and the advocates of the new scientific knowledge. (Gruber and Niles,1969, pp. 12) So it is obvious that management combines both science and art. According to P.F. Drucker management is thus what tradition used to call a liberal art liberal because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; art because it is also concerned with practice and application . Managers draw on all the knowledge and insights of the humanities and the social sciences- on psychology and philosophy , on economics and history , on ethics as well as on the physical sciences. But they have to transform this knowledge on effectiveness and results. The effective practice of management requires a mixture of science and art; that is, a blend of rational objectivity and intuitive insight. Both views of management, as a science or as an art, can provide ample evidence to support their viewpoints, and they all seem correct and reasonable from their perspective. However, some people also think management is neither a science nor an art, but a political game. The criterion is in the mind of the speakers ( Nonaka and Takeuchi, 1995). According to Nelson and Winter (1977), professional knowledge is also, neither fully scientific , nor fully a skill or routine, but a combination. It articulates of science, personal skill and experience and organizational routine. It is the function of the professional to act as an interface between routine and science. It is the professional who employs the heuristics in order to search, judge and choose routine in the path of problem solving. ( Tordoire , 1995) When it comes to management and the use of professional knowledge in business practice, managers have to do without those guidance facilities and manuals, that are so vital for the management of capital, land, entrepreneurship and labour, simply because such sources do not exist. According to Igor Ackoff (1979), educating managers and experts to use experts is one of the great challenges in modern business. In every day business practice, however, trial and error is still the common way to learn about managing and using professional knowledge (Tordoir,1995). But is management really a profession? Management has a long history of trying to establish itself as a profession and securing similar influence (Lowell, 1923). In the nineteenth century, professions and professional organizations emerged from a variety of traditionally learned occupations-generally those that required substantial theoretical knowledge and training, such as medicine, law, and science. Professionalization describes the procedure of uniting diverse practitioners under a set of homogeneous norms or rules, including the emergence of standards of certification, ethics, the development of self-governing associations, and the pursuit of legal recognition and protection (Hofstadter, Richard, and C. Dewitt Hardy, 1952). Professionalism and professions are dominant ideas and institutions. Sociologists and economists have recognized professions as an important division of the industry and professionals as an essential part of the labor force. Professions carry not only a financial implication but also a cultural importance. They often occupy the highest status positions in an occupational hierarchy. In cultural terms , they are carrie rs of important societal norms and values concerning such matters as the relationship between knowledge and power and the maintenance of trust (Khurana , 2007,pp.4 ). According to Spender (2006) the idea of management as a Profession refers to a group of people whose practice is shaped by training and credentialing against a proven and rigorous body of knowledge (Abbott, 1988 ). In this manner science has a long established a position of epistemic authority that clearly distinguishes its practitioners from amateurs, charlatans, soothsayers and the general public.( Watkins ,2006.) However, there are some critiques about professionals and professionalism in general. Some of the critiques are about the way the knowledge is delivered; Rakesh Khurana (2007) shows that university-based business schools were founded to educate a professional class of managers, in the style of doctors and lawyers but have effectively moved away from that objective, leaving a gaping moral hole at the center of business education and maybe even in management itself. Other critiques are attacks on the body of knowledge itself. Pfeffer (1993) was far from alone in his plea for increased disciplinary harshness, for some argue there is no rigorous body of managerial knowledge from which to teach and so no argument for management as a profession. According to Tordoir (1995) the professional character of knowledge is of course a matter of degree. Most critiques, however spot the gap between theory and practice, arguing that business school knowledge relates inadequately to the practicing man agers needs (Weick, 2001) . In what may still be the most significant study of managerial ideology, Bendix (1956) who wrote with great concern about the social-psychological aspects of work, argued that rhetorics of social Darwinism typical of the nineteenth century had gradually but steadily given way to the belief that managers could better secure compliance by shaping workers attitudes and sentiments. The practice of managing across governments and organizations overtakes both practical description and theoretical clarification. The business community has been suggesting that academicians should move out of the cut off, insulated world of the university and confront practical problems. Apparently, professions are defined, apart from a high level of professional skills and qualifications, by a wide variety of characteristics which also contain subjective values relating to ethics and values. Tordoir( 1995), argues that professionals have much in common with managers , they manage the organization of knowledge input in tackling a complex matter. Non-professional managers on the other hand do not employ heuristics based on science, as professionals do , but use experienced routines instead. If line managers do use heuristics based on science ,however ,they are by this definition indeed professionals in the field of management ( Tordoir , 1995). The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonization of the objectives of the organization and the personal objectives of the people working there. If they can do that then t here can be said to be professional management. .( Weggeman, 1989 ) These structures, the relative autonomy of professional work, and the high degree of prestige generally attached to professional activities differentiates professions from other forms of work and worker organization. Nevertheless, to mention the professional obligations of management executives is to imply that business management itself is a profession. But is it really? To the extent that different managers perform one set of basic roles, management satisfies one criterion for becoming a profession(Mintzberg, 1976), however sociologists who study the professions have engaged a wide range of viewpoints and criteria for determining what represents an occupation as a profession, which gives us the ability to compare management with what we take to be the bona fide professions, in particular law and medicine. ( Khuranha, 2007 ) According to Khurana, Nohria and Penrice (2005) The criteria for calling an occupation a bona fide profession are as follows: à ¢Ã¢â€š ¬Ã‚ ¢ a common body of knowledge resting on a well-developed, widely accepted theoretical base; à ¢Ã¢â€š ¬Ã‚ ¢ a system for certifying that individuals possess such knowledge before being licensed or otherwise allowed to practice; à ¢Ã¢â€š ¬Ã‚ ¢ a commitment to use specialized knowledge for the public good, and a renunciation of the goal of profit-maximization, in return for professional autonomy and monopoly power; à ¢Ã¢â€š ¬Ã‚ ¢ a code of ethics, with provisions for monitoring individual compliance with the code and a system of sanctions for enforcing it.( Khurana, Nohria, and Penrice, 2005, pp.4) Regarding the first criterion which is concerned with the body of systematized knowledge, there are significant differences between the science of management and the knowledge foundation of the traditional professions (Khurana, Nohria and Penrice, 2008). As far as the second criterion is concerned, according to Pfeffer and Fong (2002), management apart from not developing a body of knowledge comparable to those of the true professions, differs from these other occupations in lacking a set of institutions designed to certify that its practitioners have a basic mastery of a core body of specialized knowledge and can apply it judiciously; although the MBA has been the fastest-growing graduate degree for the past twenty years, it is not a requirement for becoming a manager (Pfeffer and Fong,2002). As far as the privileges that society grants to professions are concerned it should be mentioned that they exist in return for certain social benefits. The creation of these social benefits, in turn, creates certain restrictions on professionals. Because they own specific knowledge in areas of vital concern to society, genuine professionals are expected to place that knowledge at the disposal of all who require it and to provide services in a way that places the maintenance of professional standards and values ahead of the securing of individual advantage ( Khurana, Nohria and Penrice , 2008). Once again, not always things work like that in management, as many genuine professional managers seem to rest on the advantages their profession provides them with but forget about their responsibilities towards the public. The fourth and final dimension on which, management differs significantly from the true professions is that its members are not ruled by a communal normative code that is supported by institutions that promote loyalty and obedience to it. Such a normative code, whether known as a code of ethics or a code of conduct, is a vital characteristic of almost any work-r elated group that its purpose is to be seen as a profession. So we would argue, that management has succeeded in taking for granted many of the appearances and privileges of professionalism while escaping the restraints and responsibilities. Today, Khurana argues, business schools have largely capitulated in the battle for professionalism and have become merely purveyors of a product, the MBA, with students treated as consumers. Management education is also a huge and successful industry. Pfeffer and Fongs papers (2002) give us good numbers: Business schools employ thousands of people all over the world; more than 100,000 MBAs are awarded annually in the United States, and tens of thousands are awarded elsewhere; there are more thousands of executive and undergraduate business degrees, diplomas, and certificates being awarded, too (Pfeffer and Fong, 2002). Professional and moral ideals that once animated and inspired business schools have been conquered by a perspective that managers are merely agents of shareholders, beholden only to the cause of share profits. According to Khurana, we should not thus be surprised at the rise of corporate malfeasance. The time has come, he concludes, to rejuvenate intellectually and mor ally the training of our future business leaders. So finally, is management an art or a science? If Wilsons (1998) belief in a unified theory of everything is correct, maybe we should be asking a much larger question. Is a consilience of all of our ways of thinking about management possible? ( Peroff, N. ,1999) The famous physicist Louis de Broglie once said May it not be universally true that the concepts produced by the human mind, when formulated in a slightly vague form, are roughly valid for reality, but that, when extreme precision is aimed at, they become ideal forms whose real content tends to vanish away? (quoted in Cory, 1942). This suggests that we should use scientific understanding (not knowledge) to guide our decisions, not determine them, as such understanding is only correct in a loose sense.( Richardson ,2008, pp. 22) Management, even though it can be described as a profession, it should not be considered as a real profession because of all the lacks that we identified; however its nature combines both art and scien ce, just like professional knowledge should combine them. There is no doubt that, when properly implemented, scientific management can really increase efficiency, but efficiency should always be tempered with humanity, by all means, as management is ad hoc and instinctive, rather than structured and planned.

Aquinas First Proof Of The Existence of God :: essays research papers

I have chosen to write St. Thomas Aquinas’ proof citing motion as proof of the existence of God. Although I must admit to being a little confused the wording, I see it as being in terms of ability too, act of, and the first to act.   Ã‚  Ã‚  Ã‚  Ã‚  The ability too, is the potential of the object to act. This potential cannot be converted to the act unless acted upon by another object already in the state of action. An example, as used in the book, of the object that would be considered to have potentiality would be wood, it is potentially hot. This wood cannot become hot until that which is hot, the fire, acts upon it. When this meeting occurs the action of the wood becoming hot is a movement or change in the object.   Ã‚  Ã‚  Ã‚  Ã‚  The object in the act of in the above mentioned example is the fire. It is in the state of action. The fire is the initiator of the woods action. It transfers its energy to the wood allowing the wood to fulfill its potential.   Ã‚  Ã‚  Ã‚  Ã‚  In this case, or any other, neither the object that has the ability too nor the object in the state of action can be the first to act. The wood cannot be the first to act, as it is in the state of ability too. When the wood is in this state, it has no action to transfer, and therefore is obviously not the first to act. The fire, although able to transfer the action, must have been at one time in the state of ability too, and therefore was acted upon, making it not the first too act.   Ã‚  Ã‚  Ã‚  Ã‚  The first to act is understood to be God. God is that which has action, but did not receive the action from another object. God was never in the state of ability too. God is only action, making God the beginning action.   Ã‚  Ã‚  Ã‚  Ã‚  Aquinas developed a proof that I can, in some ways, agree with. He basically argues that, although there doesn’t necessarily have to be an end to something, there has to be a beginning. He argues that all things are in a state of both the potential to be changed as well as the state of action, but the one understood to be God is only in the state of action. Aquinas First Proof Of The Existence of God :: essays research papers I have chosen to write St. Thomas Aquinas’ proof citing motion as proof of the existence of God. Although I must admit to being a little confused the wording, I see it as being in terms of ability too, act of, and the first to act.   Ã‚  Ã‚  Ã‚  Ã‚  The ability too, is the potential of the object to act. This potential cannot be converted to the act unless acted upon by another object already in the state of action. An example, as used in the book, of the object that would be considered to have potentiality would be wood, it is potentially hot. This wood cannot become hot until that which is hot, the fire, acts upon it. When this meeting occurs the action of the wood becoming hot is a movement or change in the object.   Ã‚  Ã‚  Ã‚  Ã‚  The object in the act of in the above mentioned example is the fire. It is in the state of action. The fire is the initiator of the woods action. It transfers its energy to the wood allowing the wood to fulfill its potential.   Ã‚  Ã‚  Ã‚  Ã‚  In this case, or any other, neither the object that has the ability too nor the object in the state of action can be the first to act. The wood cannot be the first to act, as it is in the state of ability too. When the wood is in this state, it has no action to transfer, and therefore is obviously not the first to act. The fire, although able to transfer the action, must have been at one time in the state of ability too, and therefore was acted upon, making it not the first too act.   Ã‚  Ã‚  Ã‚  Ã‚  The first to act is understood to be God. God is that which has action, but did not receive the action from another object. God was never in the state of ability too. God is only action, making God the beginning action.   Ã‚  Ã‚  Ã‚  Ã‚  Aquinas developed a proof that I can, in some ways, agree with. He basically argues that, although there doesn’t necessarily have to be an end to something, there has to be a beginning. He argues that all things are in a state of both the potential to be changed as well as the state of action, but the one understood to be God is only in the state of action.

Illiberal Institutions :: Liberalism Society Family Religion Essays

Illiberal Institutions We all lives are governed by the institutions like law, government, religion, education, family, employment market and others. All these institutions tends to look towards the formation of a society. They do not say that society is made up of aggregated individuals but that individuals are the product of society. This is a conservative notion which is in conflict with the ideology of liberalism. To look at all the institutions within which we live our lives and focus on their characteristics is beyond the scope of this essay. In this some of these institutions would be reviewed and their political approach would be examined. Where possible I would try and look at the whole institution on its own, but where the discussions about the whole institution is too broad, the focus would be on specific examples of the attitude of the institution. In case of law, I would emphasise would be on the laws treatment of women and how that shows the law approach to be illiberal. In religion I would be focusing on one kind of religion, Islam to show how all religions are conservative. In the same way focus in education would be on boarding schools. The rest of the institutions: family, employment, government and market economics are covered in singularity as institutions. As I mentioned earlier the focus in respect to religion would be Islam. I intend to look all some of the basic rules and principles of Islam and examine their attitudes. Islam believes in the authority higher then humans. It believes in the sovereign power of God which is called Allah in the religion. He is suppose to be higher than all the other beings in the world. He is referred in Quran (Muslims’ holy book) as the Creator and Sustainer of lives. This means that all the human are dependent on Him for their living. This is against the liberal theory, which believes in all beings, being equal. Thus, this concept of higher authority brings out the conservative attitude of the religion. Allah is the ultimate authority in an Islamic society and all the rules and regulations emerge from him. There are two kinds of duties that a Muslim owes one to Allah and the others to his fellow beings. The duties owed to Allah are Tauheed (believe in oneness of God), Salat (five time prayers), Fasting and Haj (the annual pilgrimage to Mecca.

Defining Good Advice :: Psychology Advising Essays

Defining Good Advice Good advice is something that could be hard to come-by but once found can help a person in the long run. Good advice is usually taken from someone who is an expert, someone that the advisee respects (parent, elder, teacher, coach), or a friend. Advice can be used at any time. Any time you are stuck, or just in a situation in which you need help, or just advice to do a certain task, or to help you out in a situation is good advice if you use what they said and it works. If the advice isn't really used it's merely just information or a suggestion. Here is an example of an advisee getting advice from an advisor that is respected. It was the summer of my sophomore year in high school, and I was sitting down getting ready to select classes for the upcoming school year with my mom. We were sitting at the kitchen table one night that summer tossing around ideas on what I wanted to be and do with my life, and what classes fit what we were talking about. I thought it was the stupidest thing ever and I just wanted to take the easiest classes that good ole Rhinelander High School had to offer, but not with my mom right there. So we got to talking about what I wanted to be. "It was always a dream of mine to be a doctor" I replied to my mom. "Yes I know but with you slouffing off the way you did last year in high school, then you better get your act together, cause grades are very important." she added. I thought to myself "she is just babbling, that’s what she always tells me, but what do I really want to do with my life?" I questioned myself. I then added "I can't see myself being a doctor, and going through a ll of those hard classes in college, I want to get in and get out with a degree" I added, "Maybe I'll be an accoutant, I did really good in that class, I didn't even get a B on one test or assignment" I replied. Oh did my mom love that idea, "Are you sure?" "Yeah why not, I can give it a shot" I answered in excitement. "Ya know what I really don't know mom, I get confused on what I want to do, I feel like I'm rushing my life so fast that I'm not going to get anything done that I want to get done in my life" I told her.

Assessment of Developmental Stages of a Child

The significance of milestones Milestones are usually grouped together in five major areas which are to be assessed during the growth and development of a child. They are: physical growth, cognitive development, language development, and sensory and motor development. The assessment of the physical development of a child is very important during the growth and development of a child from infancy to adolescence and also the later years, it helps in that it allows the parents of the child as well as health care workers to see if there are any abnormalities in the child during this period of time.The assessment of the cognitive development of the child is also very important in order to detect if the child has any difficulties in learning, grasping and understanding concepts such as dyslexia. Social and emotional development should also be assessed in order to see how well the child can interact with peers and other persons in order to determine if the child has or will have a phobia in the later years of his or her development.The study was conducted in the presence of a nine year old child where in all the following areas of development were observed physical development, cognitive development, and social and emotional development. The reason why this specific age was selected was because it would have provided more opportunity for the researcher to observe and assess the different areas of development vastly and on a wider scale. Letters were sent to the parents of the child explaining the reason of the research and the different areas that were being observed.The researcher presented herself in a modest way so that the child would feel a sense of comfort while under observation. The study was conducted over a four day period where the following findings were observed. Day One On day one the area of focus was physical development. The writer started out by assessing Amanda (not her real name) who is nine years old, she weighs ninety pounds and measures 4feet 9i nches. Being that she is nine years old, she has passed the some of her milestones which includes sitting up and rolling over.The researcher also asked the parents of the child other questions such as; at what age did she start creeping? At what age did she start creeping? At what age she began sitting up on her own? Among a host of other questions pertaining to her growth and development physically. This was to find out if the child had any physical disabilities during her earlier stages of growing and developing. The writer further went on to investigate how much the child could follow instructions. As a result the child was then asked to get dressed both formally and informally.The instructions were followed accordingly. She was able to dress herself properly; this allowed the researcher to see how well the child can follow instructions when given. She is able to understand, analyze and follow the directions when given. After looking at how the child followed instructions in rega rds to getting dressed, the researcher went on to observe how the child manipulated objects. This was done by placing the child in an area where different types of objects were present. She was able to differentiate between shapes and the objects that were present.Jigsaw puzzles were solved, shapes were recognized and the child was able to identify other objects in and around the play area. This indicated that the child while at play displayed great sensory motor skills and can use them effectively; she also seems to be well alert and has a great sense of humor she also seems to deal with different types of situations how they ought to be dealt with. Day Two On day two the researcher’s main area of focus was on cognitive development, this area of focus is mainly linked to Piaget’s theory of cognitive development.Jean Piaget’s theory of cognitive development focuses on four stages. They are: sensory motor, pre operations, concrete operations and formal operations . Piaget observed that cognitive development refers to changes that occur in an individual’s cognitive structure, ability to process from childhood to adulthood. Piaget went on to state that at this stage (concrete operations 7-11), the child should be able to; conceptualize effectively, solve problems easily and create logics based on his or her cognitive experiences.The child observed was able to have discussions on a more logical basis and gave positive responses. The child was able to sit with the researcher and have discussions about her life as a little girl. She was asked different questions such as; what she would like to become in the future? How big would she like her house to be? What type of car would she like to own? Among others, she gave positive responses and seems to be well prepared for her future.She gave response such as; â€Å"I would like to become a doctor and have my own business running different from my career such as a super market or a toy store f or little kids, I would also like to own a three story house with two Toyota motor vehicles and my house is going to be surrounded by some big pit bull dogs and will be under twenty four hour security protection†. The researcher noted how effective the child was able to use the English language. She speaks the English Language fluently for a child her age.Many factors though is said to have contributed to this as the mother recalls that during her pregnancy, she read a lot. The child is provided with the proper printed resources and education friendly. The child is also provided with games that will enhance her memory she has both printed and electronically inclined games to enhance her memory. This type of environment enables her to gain the knowledge and necessary skills required to be able to: 1) reason effectively, 2) solve problems effectively, 3)explore the environment. 4) have a good memory.The child was always corrected whenever she makes a mistake. Hence, the child ha s a full advantage of how to speak English language as to Creole which is dominant in her community. In Piaget’s theory of cognitive development the child has passed the first two stages which are sensory motor (stage one) and pre operations (stage two). The child is presently at the concrete operations which she is almost completed all the activities that are to be done at this stage effectively. Day Three and Four The area of focus on days three and four were social and emotional development.Social and emotional development is a very important aspect of development in a child’s life. It is normally harder to pinpoint than other signs of development such as physical development. This area emphasizes many skills that increase self-awareness and self-regulation The researcher observed the child while she was interacting with some of her friends that came over to her house, since this was the most convenient to the researcher as well as to the child. Based on the observa tions the child seems to have communicated well and had no difficulty responding and interacting with her peers.At play the child seemed to be enthused and played well with her friends. She seemed to be the leader of everything they did in their peer group and was always quick to correct her friends whenever any of them made any mistakes. This is a clear indication that Amanda has no difficulties when interacting with her peers, and also seem to have pleasure during interaction with others. During meal time, the researcher had the opportunity to sit with the family for a few minutes to observe Amanda at meal time.She seems to have good etiquettes and knows how to conduct herself when she is around the table and was correcting her smaller sister when she did not conform to the table rules. She was also sharing with her parents what her teacher taught her at school about do’s and don’ts while sitting around the table at meal time. She was able to maneuver the knife and f ork properly and she was enthused in sharing some of the family traditions and norms that were passed down to her by her family with the researcher she also gave her view point on them when asked.She seems to have good communicating skills and enjoys interaction with her peers, family and also with others. When interacting with her friend she explained to them that she does not like to be shouted at also whenever her mother talks to her in a rough manner he goes to sit by herself and appears to be sad. Whenever her father comes in from work she normally runs to him and gives him a big hug. This shows that the child is emotionally attached to her parents.