Organizational Conflict free essay sample

Often when we come across the word conflict, we usually think of more than a simple disagreement. We think of individuals or groups in sharp disagreement over issues, ideas, or interests. This results in an emotional disturbance between the involved parties, with stress developing undesirable behaviors being exhibited. [1] The present diverse workforce characterized by organizational change, competition, and complex communications are drawing attention to interpersonal conflicts among workers. 2] Organizational change for example, alters the status quo and requires members of an organization to work together in new ways and under new rules. Competition compounds issues of power and escalates conflicts of personalities and behavior. The complexities of communication make it more difficult for culturally, economically and socially diverse workers to resolve the issues and problems they encounter on the job. While conflict is inevitable in groups and organizations due to the complexity and interdependence of organizational life, theorists have differed about whether it is harmful or beneficial to organizations. We will write a custom essay sample on Organizational Conflict or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Early organizational theorists suggested that conflict is detrimental to Organizational functioning (Pondy, 1967; Brow, 1983) and focused much of their attention on the causes and resolution of conflict (Schimidt Kochan, 1972; Brett, 1984). More recently, researchers have theorized that conflict is beneficial under some circumstances (Tjosvold, 1991; Van de Vliert De Dreu, 1994). [3] Thus, this paper attempts to present the losses and benefits from conflicts in organizations. I. CONFLICT IN GROUPS AND ORGANIZATIONS A. Definition Generally, conflict is defined as a contest of opposing forces or power. 4] it is a perceived difference between a two or more parties that results in mutual opposition. [5] Looking at conflict in the context of groups, there is what we call an Intergroup Conflict, which can be defined as the behavior that occurs among organizational groups when participants identify with one group and perceive that other groups may block their group’s goal achievement or expectations. [6] Intergroup conflict with in organizations can occur in both horizontal vertical directions. A. 1 Horizontal Conflict. This type of conflict occurs among groups or departments at the same level in the hierarchy, such as between line staff. 7] This is commonly observed between Production Quality Control Departments, Sales Finance Departments, or RD Marketing Departments. A. 2 Vertical Conflict. This arises over issues of control, power, goals, and wages and benefits. [8] A typical source of vertical conflict is between head quarters executives and regional plants or franchises. Status and power differences among groups are often greater for vertical conflict. Part of the reason vertical conflict occurs is to equalize power differences; for example, unions try to give workers more power over wages or working conditions. [9] B. The Nature of Conflict Conflict as related to competition is illustrated by the following figure: The illustration shows how conflict and competition are related. Competition occurs when groups strive for the same goal, have little or no antagonism toward one another, and behave according to rules and procedures. In conflict, on the other hand, one group’s goals jeopardize the others; there is open antagonism among the groups; and few rules and procedures regulate behavior. When this happens, the goals become extremely important, the antagonism increases, rules and procedures are violated, and conflict occurs. 10] C. Causes of Conflict A number of factors contribute to conflict. Several of the most important causes are discussed below. C. 1 Task Interdependence. Task interdependence refers to the dependence of one unit on another for materials, resources, or information. [11] Two types of task interdependence are particularly prone to conflict. One is sequential interdependenc e, in which one individual or work unit is heavily dependent on another. For example, waiters generally are more reliant on cooks than the reverse because waiters must depend on cooks to furnish good meals in timely manner. Line and staff conflicts often arise because staff members frequently are dependent upon the line to implement their ideas. The second form of task interdependence is reciprocal interdependence, in which individuals or work units are mutually interdependent. For instance, purchasing agents want engineers to provide detailed generic specifications so that they can negotiate lower costs from suppliers. At the same time, engineers need to obtain materials of the proper quality on a timely basis, so they may find it more convenient to specify a brand name. 12] Generally, as interdependence increases, the potential for conflict increases. [13] Sequential reciprocal interdependence require employees to spend time coordinating and sharing information. Employees must communicate frequently, and differences in goals or attitudes will surface. Conflict is especially likely to occur when agreement is not reached about the coordination of services to each other. Greater interderdependence means departments often exert pressure for a fast response because departmental work has to wait on other departments. C. 2 Scarce Resources. Another major source of conflict involves competition between groups for what members perceive as limited resources. [14] Possibilities for conflict expand when there are limited resources, such as office space, equipment, training, human resources, operating funds, and pay allocations. In their desire to achieve goals, groups want to increase their resources. This becomes another cause for conflict in groups. C. 3 Goal Incompatibility. Goal incompatibility is probably the greatest cause of intergroup conflict in organizations. The overall goals of an organization are broken down into operative goals that guide each department. The accomplishment of operative goals by one department may block goal accomplishment by other departments and hence, cause conflict. [15] Out of necessity, organization members frequently pursue goals that are somewhat different from one another, setting the stage for potential conflicts. [16] For example, sales personnel may find it easier to battle the competition by promising very quick deliveries, while people in manufacturing may find that small production runs on short notice interfere with their cost cutting efforts. C. 4 Communication Failures. Breakdown in communication due to distortions or lack of communication often lead to conflicts. [17] Conflict in an organization is an indication of the most basic communication failure. Failure to talk with someone. Failure to notify someone of something before it becomes public. Failure to involve someone in a problem-solving process. [18] C. 5 Individual Differences. Differences in personality, experience, and values make frequent conflicts likely. [19] Functional specialization requires people with specific education, skills, attitudes, and time horizons. When an individual who have ability and aptitude in marketing joins the marketing department. Eventually, that individual will be influenced by departmental norms and values, attitudes, and standards of behavior, differ across departments, which is often a source of horizontal conflicts. Cultural differences can be particularly acute in the case of mergers or acquisitions. Employees in the acquired company may have completely different work styles and attitudes, and a â€Å"we against them† attitude can develop. [20] C. 6 Poorly Designed Reward System.

What to Expect in an Online Class

What to Expect in an Online Class Evolving web technology has made it possible to take a class or even earn a degree from a major university without ever sitting in a classroom. Some students take online courses as part of traditional degree programs. For example, I teach several of my undergraduate courses as both traditional on-ground classes and online classes. Online classes hold some similarities with traditional on-ground courses, but there are also many differences. Depending upon the school, program, and instructor you choose, your online class may entail synchronous asynchronous elements. Synchronous elements require that all students log in at the same time. An instructor might provide a live lecture using a web cam or might hold a chat session for the entire class, for example. Asynchronous elements do not require that you log in at the same time as other students or your instructor. You might be asked to post to bulletin boards, submit essays and other assignments, or participate with other class members on a group assignment. Communication with the Instructor occurs through: E-mailBulletin boardsChat roomsInstant messageVideo conference (like Skype)Telephone (sometimes) Lectures are taught through: Web conferencesTyped lecturesTeleconferencesBulletin boardsText chatStreaming audioRecorded lectures Course participation and assignments include: Discussion board postsEssay assignmentsConstructing web pagesCreating blogsCollaborating on wiki pagesTests (conducted online) What you need: Computer capable of streaming video and multitaskingPrinterHigh speed internet (no dial up!)Basic computer skills: Internet surf, downloading media, search, emailSelf-discipline and motivationRegular blocks of time Most online universities offer demonstrations for online courses on their web sites, which allows you to preview the virtual learning experience beforehand. An orientation class may be required by some schools, in which you will meet the instructors, staff, and other students. You will also learn about the technology used, available tools that are needed to get started, and resources available to online students, such as library facilities. Many online degree programs have residencies that require that students come to campus for one or more days every year.

Campbell’s Food Industry Competition

Campbells Food Industry Competition The rivalry among companies in the food processing industry is high and intense. These food processing companies are competing on price, quality, taste, health factors, product innovation, and product benefits (The Food Processing Industry 2006). Campbell’s major rivals are General Millis Progresso, Heinz and Kraft Foods. As a multinational food processing company, Campbell’s faces an extremely competitive market in internationally, nationally and locally due to the similarities between each soup producer and wider selection of products provided by other food processing company. (Ellison, Sarah 2003) On the other hand, various types of generic soup brands in the existing market which offer products in lower price have raised the competitive pressure. However, the Campbell’s high quality of soup products and the ability to keep low production costs weaken the rivalry of the generic soup brands. For instance, Campbell’s price their soup products only 20 t o 25% higher than generic brands while maintaining a level high quality. Campbell’s would have to continue developing superior healthy food to distinguish itself from Progresso and smaller soup maker companies. 3.1.2 Threat of New Entrants The threat of entry depends on the presence of entry barriers and the presence of new entrants to a food processing industry typically bring to it new capacity and the want to gain market share. (Wheelen & Hunger J.D 2007) Campbell’s major rival- Kraft foods and General Mills, create high entry barriers in food processing industry through their high levels of advertising and promotion. Besides, the intense competition in the food processing industry makes it hard to access in the market. Smaller food processing companies often have difficulty obtaining supermarket shelf space for their products as large retailers charge for space on their shelves and give priority to the established companies who can pay for the advertising needed to generate high customer demand. According to Ghemawat & Collis (2001), the economy is a major factor as if the company wants to be a part in this food processing industry it must be able to face high costs for strong competition. Moreover, the slow market growth rate for the food processing industry causes acquisition between companies, resulted the barriers to entry are high with so many food processing companies and little to zero capacity remaining for any more companies. 3.1.3-The Threat of Substitutes Products The rivalry from firms of other industries which offer substitute products is intense as they are producing, supplying and serving the same food products that the food processing companies are. For example, Dunkin’ Donuts is in the foodservice industry and Campbell Soup Company is in the food processing industry, yet Dunkin’ Donuts serves soup and Campbell Soup sells soup. Consumers can still go to Dunkin’ Donuts and acquire the similar soups that Campbell sells. (Wall Street Journal 2003) 3.1.4- Bargaining power of buyers Consumers affect the food processing industry through their ability to force down prices, bargain for higher products quality and services, and play competitors against each other. The bargaining power of buyers is high as there are huge tendency of new entrance with new and variety of products. Besides, consumers prefer choosing products which offer lower prices. For example, Campbell’s soup products price is relatively 20 to 25% higher than generic brands in grocery stores, hence some consumers would choose generic brand products in the market rather than Campbell’s. Besides, the profitability obtained by the company is also determined by consumers. Food processing companies would be forced to lower prices if consumers think that the prices are too expensive as consumers tend to stop buying their products or switch to supplements.

Learning Processes Research Paper Example | Topics and Well Written Essays - 750 words

Learning Processes - Research Paper Example For example, typewriters may not be a good idea for drafting letters in the current world which forced even experienced typewriters to learn computers and its application software. This paper briefly analyses the learning processes, its effects on behavior and thinking. â€Å"Learning is a process leading to relatively permanent behavioral change or potential behavioral change. As we learn, we alter the way we perceive our environment, the way we interpret the incoming stimuli, and therefore the way we behave† (Psychology 101, 2003). Learning is definitely observable. For example, a child who suffers burns while touching the candle flame will never repeat it because of his learning that flames can cause burning and pain. In other words, the child learns to modify his behavior while seeing a candle flame which is observable. In other words learning will help a person to improve or modify his behaviors. It is not necessary that learning always result in improvement; in some cases, learning results in adjustments rather than improvements. For example, most of the people are nowadays complain about the enormous stress they were undergoing. All these stresses are the result of improper adjustments. Through learning, a person will be capable of pr oper adjustments and the release of tension. A fresher will always face different kinds of difficulties while joining an organization. But experience or learning will reduce his difficulty levels while performing later. â€Å"Learning implies the acquisition of knowledge from experience, while thinking involves the conscious processing and use of knowledge† (Learning and thinking: what science tells us about teaching, 2007). Like the way in which behavior is associated with learning, thinking is also related to learning. A person who knows nothing about computers may change his perceptions or thinking about computers once he learned it. Same way, learning helps a person to think differently.

Changes in the US intelligence over 100 years Essay

Changes in the US intelligence over 100 years - Essay Example The United States Congress has been very instrumental in reorganizing this body during the times of crisis. It is these crises that have formed the basis for the reorganization of the intelligence community. The scandals and the critics faced by the organ since it was formed is also highlighted in this context Post War era President Truman in collaboration with the Congress did find out that the United States could not meet their security needs without a defined structure for decision making. They had to find a way to deal with intelligence issues in the country. On this note, the president, in 1947 , did sign the â€Å"National Security Act†, which was a part of legislation on the intelligence community. The present day intelligence structure was formed from this simple structure. The USA had the mechanism to do so. Its public also supported this move and it was further boosted by allies who saw to it that America was helped to achieve its goals. USA in the first place took t heir satellites into the space to help them watch vast areas of the world. The other initiative was the use of spy planes1. They moved into their air space to ensure that their territory was not invaded. Many posts were placed strategically all over the world. The intelligence team then listened to the messages relayed on these stations. The country took the responsibility of training and developing manpower for example: analysts, 2technicians, program managers. Much work was done to train these people on foreign languages. USA invested more in the area and space studies which would come to help them develop the intelligence community in years to come. Post Cold War era It saw the endless efforts to make DCI to be the hub of intelligence community. The media undermined their efforts with series of disclosures on their cases. In the better part of the decade, the community underwent many changes. They came up with new reforms and their oversight also changed. For example, President N ixon (1970) gave the directive to find out how the structure of the body should be changed to ensure efficiency in information collection. Several commissions were formed to help inquire about the best ways to ensure efficiency. Among them were the Rockefeller commission, the church commission, the pike committee and the Murphy commission. These commissions would form the basis of this body. In 1975, implementation of Rockefeller commission was ordered by President Ford. Out of the 30 recommendations, 20 of them had to be implemented. The commission had recommended increased supervision of the CIA activities. Its restrictions on the domestic activities were toughened. They were provided with a prohibition on the mail openings and wire taps were removed. The community had been accused of abusing tax information. They were therefore banned from this act. The most outrageous was using drugs on people without their knowledge. The president made it possible to describe the structure of t he IC in the public and their responsibilities and well defined in the presidential document which was always made public. This order also set up a committee known as the Foreign Intelligence and was to be part of the â€Å"National Security Council†. The DCI chaired the council. He was to report to the president directly, concerning resource allocation on the intelligence activities. Many restrictions were made. An example of such is barring the intelligence from using assassinations that were part of the

Starbucks and Types of Ownerships Essay Example for Free

Starbucks and Types of Ownerships Essay Most companies have different types of ownerships; from being a sole proprietor to having a partnership. Starbucks has a legal entity, distinct from any individual persons, with the power to own property and conduct business, also known as a Corporation. From becoming a Corporation, Starbucks has setbacks, but they also have benefits. Starbucks plays a big role in the growth of the United States and many other countries. The transportation options were made possible by railways, commercial airplanes, and mass-produced cars and trucks. They had the ability to pull money by selling shares of stock to outside investors; for example, when they licensed themselves out to Target or Barns and Noble. However, investors can easily and quickly convert their stock into cash by selling it on the open market. Having an ownership like a Corporation can also make your corporate stocks look like an attractive investment, which can increase the number of people and institutions willing to buy or invest their time? Corporations can use shares of their own stock to acquire other companies or find willing buyers for a corporate stock. Starbucks being a corporation has unlimited liability, but the various shareholders who own the corporation face limited liabilities? For example, as much as they put in or invest into that specific company, is as much as they potentially have of losing. Alex Whitt, an Assistant Manager at a Starbucks located in Manteca said, â€Å"I enjoy the fact that the company I work for is a Corporation because no matter what store I choose to work at or get transferred to, won’t have a transition I’d really need to get used to. Meaning, because Starbucks is a Corporation, each individual store is ran the same in some way shape or form; from creating the same experience for each customer to knowing how to make each drink the same because each Starbucks carries the same type of products to produce the same taste in ever cup. It’s always a question that comes up. What was the company like when it first started? Well, a lot can be learned about finding out the history of your favorite store. For Starbucks, 3 men got together for the love of coffee and opened up the first Starbucks store in 1971. English teacher Jerry Baldwin, history teacher Zev Siegel, and writer Gordon Bowker opened the store† (The McGraw-Hill Companies) â€Å"in the touristy Pikes Place Market in Seattle† (The McGraw-Hill Companies). They all were interested in fine coffee and exotic tea, which was what Starbucks established for. They came up with the Starbucks name â€Å"in honor of Starbuck, the coffee-loving first mate in Herman Melville’s Moby Dick† (The McGraw-Hill Companies). Including that it gave off a romantic feel of the store’s name as well. The logo, which is a two-tailed mermaid with the store’s name circling it, was designed by an artist friend. Starbucks was inspired by Alfred Peet who opened a small store known as Peet’s Coffee and Tea. In the 1980s, Siegel got burnout and eventually left the company to pursue other interests. Baldwin took over day-by-day management for the company and was acting chief executive officer. And Bowker stayed involved with the company but was more involved with his advertising and design firm. In 1982, â€Å"Howard Schultz took on his new responsibilities at Starbucks† (The McGraw-Hill Companies). Prior to this, there were many meetings and interviews within a year with Baldwin and Bowker before they finally made a decision. The stone continued to grow and got ideas from pretty much anywhere which has led up to the Starbucks that we know today. Entrepreneurship the spirit of innovation, the initiative, and the willingness to take the risk involved in creating and operating a business. Courtland L. Bovee, 2011)This is exactly what Howard Schultz had in mind; he once said â€Å"I believe life is a series of near misses. A lot of what we ascribe to luck is not luck at all. It’s seizing the day and accepting responsibility for your future. It’s seeing what other people don’t and pursuing that vision. † (Ogden)His vision of creating a coffee house where people not only have a cup of coffee, a place where people interact a third home away from home as the own Schultz puts it. Imagination, passion, a clear vision are some of Schultz ingredients for success. From a poor boy living on the poorest neighborhoods in New York to the owner of a multibillion company Schultz trained for success. (Ogden)He used the same principles as to when he was an athlete he never gave up instead he tackled the situation with an attitude of endurance and stayed focused to overcome any situation. Schultz had a vision of creating an Italian Cafe experience here in the United States. His vision led him to launch his own Italian cafe. This was the beginning of something big. He built a brand, by focusing on the total experience of the Starbucks customer. Schultz has made people his priority; by meeting employee’s expectations in return he has built a loyal more dedicated workforce, resulting in higher levels of customer service. â€Å"Our mission statement about treating people with respect and dignity is not just words but a creed we live by every day,† says Schultz (Ogden) Another key element to his success was his ability of recognizing his strengths and weaknesses. He knew he wasn’t going to do it all by himself instead he recruit others that share the same vision and values and that brought different strengths to the mix. Till this day is something he fosters and attributes to his success. Without these key elements Starbucks would not be the company that it is now. His entrepreneurial vision and innovative thinking has placed him among the top business entrepreneurs. ?

Merchant of Venice :: Free Merchant of Venice Essays

Antonio, a Venetian merchant, complains of melancholy; his friend Bassanio asks for a loan to travel to Belmont to court the beautiful heiress, Portia. Antonio agrees, but says that he must borrow the money from one of the city's moneylenders because all of his ships are at sea. At Belmont, Portia is also melancholy because, according to the terms of her father's will, she must marry the man who chooses the casket (out of a choice of gold, silver or lead) containing her portrait. If he chooses wrongly, he is condemned to remain unmarried forever. Antonio approaches Shylock, a Jewish moneylender, to ask for a loan. Shylock hates Antonio and tricks him into promising to forfeit a pound of flesh if he cannot pay in time. Shylock's daughter Jessica elopes with the Christian gentleman Lorenzo. Bassanio, accompanied by friend Gratiano, departs for Belmont. The Prince of Morocco comes to Belmont and chooses the wrong casket; meanwhile, in Venice, rumors swirl that Antonio's ships have been lost at sea. The Prince of Arragon also chooses the wrong casket, and then Bassanio arrives at Portia's house. He and Portia fall in love, and he makes the correct choice (the lead casket), but their happiness (and that of Gratiano, who will marry Portia's lady-in-waiting, Nerissa) is interrupted by news that Antonio has lost all his money and failed to pay the debt, and Shylock is demanding his pound of flesh. In Venice, Antonio is taunted by Shylock, who refuses to listen to reason. Portia disguises herself as a man and secretly follows Bassanio to Venice. The Duke of Venice presides over the trial. When Shylock refuses to accept Bassanio's offer to repay the loan, the Duke announces that he has called on a legal expert to settle the matter. A letter arrives from the expert, saying that he has sent one of his brightest pupils to pass judgment--the pupil is Portia, who arrives dressed as a young lawyer. She reads the contract, and declares that Shylock is entitled to the flesh. The moneylender praises her, but Portia then adds that the contract says nothing about shedding blood, so Shylock must cut the flesh without making Antonio bleed or else be arrested for shedding a Christian's blood. Shylock angrily retreats and says that he will take Bassanio's money, but Portia denies him even this, declaring that he has conspired against a Venetian citizen's life and thus his own life is forfeit.

Total Project Control: a Manager’s Guide to Integrated Project Planning, Measuring, and Tracking

3/11/04 Total Project Control: A Manager's Guide to Integrated Project Planning, Measuring, and Tracking By Stephen A. Devaux, published by John Wiley & Sons, NY, 1999 (A book review by R. Max Wideman) Introduction Stephen Devaux published this book in 1999. In it, Stephen attempts to establish a common metric, quantitative data and analysis, by which the project can not only be managed, but also compared to every other project conducted by the organization. In his Preface, Stephen observes: 1 â€Å"The head of a construction company erecting a downtown skyscraper, the pharmacologist overseeing clinical trials for a new drug, the account manager supervising the development of a database for a Fortune 100 client – all three are engaged in project management. Yet chances are that the things they do are very different. . . . But out side of the work itself, all these projects actually have a great deal in common. †¢ Each has a schedule . . . †¢ Each has resources . . . †¢ Each has a budget . . . †¢ Each is going to run into unforeseen circumstances . . Most important of all, each has a scope of work to be accomplished. [But] traditional project management [methodologies] are unable to deal with work scope in an acceptable quantifiable manner. As a result, traditional project management â€Å"factors out† work scope from the management process by assuming it to be a â€Å"prerequisite† to the process . The traditional approach is: â€Å"Once you determine your work scope, we can provide you with a multitude of quantitative techniques for planning, scheduling, resource budgeting, and tracking your project. All of these techniques are based on a defined and constant work scope. †¦ However, the work itself is never quantified in a way that can support decision making. . . Other than saying that â€Å"Scope definition is important,† modern project management is silent. † As many of us have experienced, for example in software development, project scope can in fact be highly variable. Since the book was written, there has been an exponential increase in these types of projects giving rise to interest in project portfolio management. So, there is clearly a need for a common metric upon which acceptance or rejection of competing projects can be based. This is true whether the projects are contemplated or on going, and extends to decisions on changes to their respective work scopes. As Stephen observes:2 Precisely because work scope varies greatly from project to project, and even over time, within a single project, the ability to manage that changing work scope is vital: †¢ To ensure a satisfactory level of quality for acceptable cost. AEW Services, Vancouver, BC  ©2004 Email: [email  protected] ca Total Project Control Page 2 of 7 †¢ †¢ †¢ To select the best elements of scope to cut when forced to do so in order to meet schedule and/or budgetary requirements. To increase scope where the project's return on investment (ROI) can be enhanced by the additional deliverables(s) To determine which of many possible project work scopes should be undertaken as part of the multi-project portfolio. In his book, Stephen introduces a number of metrics with catchy names to support his â€Å"theories†. We'll describe some of these in our next section. Book Structure Total Project Control, referred to throughout as â€Å"TPC†, consists of eleven chapters as follows: 1. The Nature of a Project 2. An Overview of TPC Planning 3. An Overview of Planning the Work 4. Planning the Work Scope 5. Developing the Work Breakdown Structure 6. Scheduling I: The Critical Path Method (CPM) 7. Scheduling II: The Precedence Diagram method (PDM) 8. Activity-Based Resource Assignments 9. Resource Scheduling and Leveling 10. Tracking and controlling the Project 11. Conclusion Stephen just loves acronyms. His first â€Å"new metric, the â€Å"DIPP†, which he claims is fundamental to TPC3 is first mentioned in chapter 1. However, it is not explained until chapter 2, and even then only after introducing the â€Å"CLUB†, Cost of Leveling with Unresolved Bottlenecks, and â€Å"AIM FIRE† his acronym for the management cycle of Aware, Isolate, Measure, Forecast, Investigate, Review and Execute. So, what does DIPP stand for? We had to search the index to find out and guess what – it stands for Devaux's Index of Project Performance! DIPP has a formu la which is EMV (expected monetary value of the project, as of the current completion date) divided by ETC (estimated cost to complete the project. Chapter 2 also mentions Stephen's VBS (value breakdown structure)5 but it is not until chapter 5 that we learn that it is a TPC concept that brings the scope/cost/schedule triangle of value analysis down to the micro-project or activity level. 6 Chapter 5 introduces another concept, the DRAG (Devaux's Removed Activity Gauge) that is the quantification of the amount of time each activity is adding to the project. It is the opposite of total float, and like total float, since it only exists on the critical path activities, it is the amount of time an activity can be shortened before it has a DRAG of zero and another path becomes critical. A good explanation of its use is given in chapter 7. A metric for the resource elasticity of an activity, called DRED, again is mentioned in chapter 6, but is explained in chapter 7. It turns out it stand s for Doubled Resource Estimated Duration and is an estimate of how long it would take if the rate of resource usage anticipated in estimating its duration were to be AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 3 of 7 doubled. Consequently it is an index of resource elasticity. But perhaps the high point is another acronym called RAD that appears in chapter 9. Chapter 9 is a discussion of the parameters surrounding resource scheduling, leveling and availability, both on and off the critical path, and the calculation of DRAG. Stephen explains that there are three different causes of DRAG:9 1. Delay due to the logic of the work, i. e. CPM schedule DRAG, 2. Delay due to other ancestor activities, which unavoidably push out the schedule of the successor, and 3. Delay due to the specific activity having to wait for resources, which we will call resource availability DRAG or RAD. So there you have the definition of RAD. In practice, RAD itself has mathematical constraints and the calculation is complex, requiring computer software. Stephen provides the formula and explanation, but you can skip this section if you wish. The point is, this metric is typically not calculated, so the real impact of unavailable or over stretched resources on projects as a whole is unknown to the organization and hence not accounted for when it comes to assessing project failures. What we liked This may ound like fun stuff with acronyms, but behind it all is the serious issue of â€Å"How can any investment decision be made, on a quantified basis, unless there is at least some sense of what value awaits a successful outcome? â€Å"10 Indeed, Stephen might have added â€Å"or even what constitutes a quantified successful outcome? † Later, Stephen answers his own question by observing â€Å"There are thousands of corporate organizations that depend on projects for more than 90 percent of their revenues. Yet, other than intuitively, they have no way of tying the projects they do to their profits. 11 Even under traditional project management, an absolute minimum data for each project in a portfolio should be the expected monetary value, the current completion date, and the cost estimate to complete. 12 Actually, having worked for respectable real estate development companies, we can state that these concepts are well known to them. However, having also worked with software development organizations, it appears that these metrics are not only rare but tend to be foreign to proponents of the latest forms of software development project management. Under Stephen's TPC approach, the data required is even more profound. In a portfolio of projects, it should consist of:13 †¢ Project Name †¢ Expected Monetary Value †¢ As of (i. e. Current reporting date) †¢ Current Completion Date †¢ Loss per Week Late (%) †¢ Gain per Week Early (%) †¢ New Expected Value †¢ Cost Estimate to Complete †¢ Simple DIPP Note the addition of the time value of being ahead or behind schedule, not in terms of project overhead AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 4 of 7 costs but in terms of gain or loss in value of the product to the organization. Stephen provides many examples of his approach, although not all calculations are explicit. Stephen wades into the assembly of work breakdown structures, and CPM scheduling to illustrate his theories. On the question of how do you plan the work scope, he suggests: 14 â€Å"Each type of project is different, and each project is different. It is therefore difficult to set hard-and-fast rules for assembling scope documents. The best idea I have found is to †¢ Start with the benefits you want to achieve, †¢ Incorporate them into a business plan, †¢ Then move as rapidly as possible to a concrete image of the thing that will provide those benefits. † This is sound advice [The bullets are mine, by the way. On the matter of estimating, Stephen offers more sound advice:15 The person who is going to be responsible for the work should be the one who generates the estimates. This is probably the most important contributor to accurate estimates. The reasons for this are: 1. This person will be a subject matter expert, trained in the discipline necessary for the par ticular work. 2. This person is the only one who will know precisely how he or she plans to do the work. 3. He or she will usually have a vested interest in meeting his own commitment, and establishing the reliability of his or her own estimates. Unfortunately, the practicality in many cases is that, (a) the contributors don't know how to estimate, (b) they don't want to estimate, and (c) if they are really busy, they don't have the time to estimate. Still, it does suggest that estimating ought to be a part of production skills. Downside Under Scope/Cost/Schedule Integration, Stephen observes: 16 â€Å"Work scope is the foundation on which the whole project rests. It is the reason for doing the project – to obtain the value that will accrue from the work . . . Once we recognize this, two things come into clearer focus: 1. Quantifying scope is important. It is directly related to profitably. In a project-driven company, if you haven't quantified project scope, you cannot accurately estimate, or work to increase, profit 2. The metric used to quantify scope is the dollar. To be precise, the expected dollar that measures the value that the project is undertaken to generate. † But Stephen skates round the issue of how you arrive at this expected value by stating â€Å"Now, how one goes about estimating the value of a project is a topic of its own, beyond the scope of this book. 17 Unfortunately, that means the whole premise of his book rests on an undefined EMV parameter – which itself is changing due to external influences. Stephen's thesis, and consequent metrics, relies on a tacit assumption. This is that you have projects where the activities can all be identified, their resource requirements established and the time and cost of AEW Services, Vancouver, BC  © 2004 Email: [email  prote cted] ca Total Project Control Page 5 of 7 each reasonably accurately estimated. And further, that those resources are sufficiently flexible that schedule changes can be accommodated. On most projects, this is unreasonable, and for projects in the early part of their life span, this is patently impossible. Some of the metrics may be open to question. For example, Glen Alleman, VP, Program Management Office at CH2M HILL has commented on the DIPP formula (i. e. EMV divided by ETC), as follows:18 â€Å"There are several issues with the DIPP equation. 1. The denominator creates a â€Å"divide by zero† error as the project reaches the end and the estimate to complete approaches zero. This is poor behavior of a performance indicator not a ratio of two values drawn from the same time sample. . The indicator has nonlinear behavior over its life cycle. 3. The ETC value in the equation needs to be the sum of multiple estimates to complete, since EMV is the sum of all possible outcomes. The equation's ETC is a point value with no index i to correlate with EMV's sum across the indices of possible outcomes. The primary issue here is that DIPP does not include the sunk costs of the project. â€Å"Devaux states these are not necessary for the assessment of completion decisions. In fact the estimate to complete is based on the previous performance. The ‘performance factor for remaining work' is most often derived from the performance of the previous work. Past is a predictor of the future. The sunk costs are accruals and burden the net profit of the project. Ignoring sunk costs is not only poor financial management it is poor project management as well. The sunk costs must be paid by â€Å"someone. † The project manager must consider whom and how much is to be paid in assessing future decisions for the project. Ignoring these is like driving in the rear view mirror. It can be done, but not recommended. † We may not agree entirely with Glen's assessment, but the point is well taken. Another bone of contention is about reserves. Stephen cites the example of catching a plane under a plan based on median time estimates. Such a plan would probably mean that we would miss the plane 50% of the time. Clearly this is unacceptable so we must add contingency time. Stephen then says this is sometimes called â€Å"management reserve† and19 â€Å"There is an important difference between management reserve and padding. Management reserve is always added either at the end of the project, or immediately before a major milestone. It belongs to the project manager and the entire project. We agree with the intent but not the definitions. In our view, â€Å"Contingency† should provide for variances in durations and belongs to the project manager. â€Å"Management Reserve†, as the name implies, should belong to management for possible changes in scope (like picking up a coffee and donut at the airport), and â€Å"Padding† is a political issue and should be a no, no. Still, where workers are required to work on several projects concurrently, may be it is necessary to cover loss of productivity because as Stephen says: â€Å"Such multitasking is one of the great time wasters of corporate projects. 20 But here's a thought. If we are in DRED of missing that plane we just talked about, how much safer would we be if we doubled our resources and had two people running to catch that plane? AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 6 of 7 Summary It is time that project management practitioners started a serious dialogue on the subject of managing scope as one of the variables, and perhaps the key variable, in project management. Ask not what is the cost of this project, or change, and can we afford it? Ask instead, what is the value to the organization of this project, or change, is it worth it and how does it stack up against our other options? Some may argue that a dollar value metric is not pertinent to their particular type of project, but whichever way you look at it, money is the only common vehicle for comparison between projects in a portfolio. Stephen sums up his position at the end of chapter 1 by observing:21 †¢ The purpose of a project is not to be short or inexpensive, but to make a profit. It should be managed in such a way as to maximize that profit. All the work, and all aspects of the project that impact its profit should be analyzed together, in an integrated way that shows the effect of the various alternatives on the project profit. †¢ Each project that is managed in a context with other projects should be analyzed in an integrated way that shows the effects of each (ostensibly internal) project decision on all other projects, and, specifically, on the multi-project profit. †¢ Insofar as projects are managed without regard to profit, bad (profit-reducing) decisions will be made, both randomly and systematically, throughout the organization. Stephen's book was first published five years ago. In our experience it takes about that long for new ideas to sink into the collective psyche of the project management populace. So, we share Stephen's view. It is time that project sponsors and the creators of the enterprise planning software they use (if any) figure out how to incorporate these variable scope and value concepts, and apply them to their projects. Then, perhaps, we will be in a better position to demonstrate that the traditional definition of project success of being â€Å"On time and within budget† is short term and very narrowly focused. We think that Stephen Devaux's book makes a valuable contribution to the discussion of project and portfolio management, planning and tracking. However, some things have changed in the last five years, or are better understood, so we sincerely hope that Stephen will consider updating and reissuing his book â€Å"Total Project Control†. If he does, we hope he will also add a glossary. R. Max Wideman Fellow, PMI 1 2 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p xvii Ibid. p xix 3 Ibid. p22 4 Ibid. p7 5 Ibid. p32 6 Ibid. p93 7 Ibid. 139 AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca Total Project Control Page 7 of 7 8 9 Ibid. p184 Ibid. p257 10 Ibid. p xix 11 Ibid. p8 12 Ibid. p9 13 Ibid. p12 14 Ibid. p63 15 Ibid. p105 16 Ibid. p30 17 Ibid. p31 18 Alleman, G. , The DIPP Formula Control Flag, An Assessment of the DIPP Indicator, Viewpoints, Project Management World Today, November-December 2003, http://www. pmforum. org/pmwt03/viewpoints03-11. htm 19 Devaux, S. A. , Total Project Control, Wiley, NY, 1999, p113 20 Ibid. p114 21 Ibid. p14 AEW Services, Vancouver, BC  © 2004 Email: [email  protected] ca

Japanese Internment During World War 2 Essay

Over the span of nine months 22,000 Japanese Canadians were forced from their homes, stripped of their belongs and denied basic human rights (1). During World War 2, after the attack on Pearl Harbor, the Canadian government felt people of Japanese origin could be a threat to the Canadian war effort. Because of this, thousands of Japanese Canadian citizen’s were moved to internment camps in British Columbia. The internment of the Japanese Canadians was wrong because it was completely unjustified, most of the people put in the internment camps had a Canadian citizenship, were treated very poorly and there wasn’t any proof that they would do anything negatively effect Canada during the war. No human being should have ever been treated this way. Following the attack on Pearl Harbor Canadian racism towards Japanese citizens intensified. Although the Canadian military didn’t feel that the Japanese were a threat to them, the public believed that the Japanese citizens showed too much sympathy for Japan and were a threat to the country’s security as they could be spies (2). This common belief led to the decision of the Japanese being moved to a â€Å"safety zone† in interior British Columbia. I feel that this was extremely wrong because the Japanese hadn’t done anything to deserve this. Many of the people who were interned had lived in Canada their whole lives and considered themselves to be loyal Canadian citizen. They felt just as afraid and threatened by the war as every other Canadian was. Shortly after the internment began, an RCMP officer wrote a secret letter to a government agent stating, â€Å"We have had no evidence of espionage or sabotage among the Japanese in British Columbia† (1). This helps to prove the Japanese were innocent and should not have been put in internment camps; they clearly hadn’t done anything wrong. After the Japanese were brutally ripped from their homes, humiliated, and had their belongings taken from them they were forced to live in internment camps. They were forced to do hard labor and their knew houses lacked the basic standards of living. This is another reason why what the Canadian government did was so terrible. People were crammed into small houses that may have had a stove (3). There was an enormous amount of people being shipped to the internment camps but there weren’t nearly enough houses, because of this people were forced to live in tents. When families did get to move from a house to a tent I wasn’t an upgrade; the houses were very poorly insulated and unsanitary. At times there were houses with ten families living in them. When the Japanese people left their homes their land was considered the government’s property and the original owners wouldn’t acquire anything when it was sold. The war had caused a large labor shortage for farmers so the Japanese were used to help fix this problem. Men were given the option to work on a farm and be with their families or work on the road as slaves. The Japanese had to live terrible lives because of a poor decisions made by the Canadian government. The Japanese had done nothing wrong, they were being punished for a crime that they did not commit (1). The only defense that Canada had for doing what they did was the Japanese weren’t white and they could potentially be spies. A main reason that the Canadians put the Japanese into internment camps was because of racism. The Japanese were discriminated against for the reason that they were new to the country and took jobs away from other Canadians. The Japanese were willing to work longer hours for less pay then the average Canadian worker, because of this Canadians feared they would lose their jobs to the knew immigrants (2). Canadians also began to blame things on the Japanese that couldn’t possibly be their fault. Things like a poor harvest or a flat tire would be blamed on the Japanese when they couldn’t possibly be at fault. The Canadian Government did what they did based on fear and racism, but not any facts and this I what made it so terrible. The choice the Canadian government made in interning the Japanese was without a doubt a terrible decision. It was so wrong because there weren’t any real reasons to intern the Japanese, they treated the Japanese terribly and Canadians didn’t have any evidence that the Japanese had done anything wrong. The fact that Canadians could do something so terrible to the Japanese or fellow humans in general based on fear is horrifying. Interning the Japanese was completely unnecessary and shouldn’t ever have happened.

Blood Lab essays

Blood Lab essays To show how you determine your blood type. 1. DO NOT TOUCH ANYONE ELSES BLOOD!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2. When cleaning up where latex gloves. Put anything that has blood on it in the biohazard container. If anything should get blood on it wipe the blood off with a alcohol swab! 1. Gather 1 alcohol swab, 1 glass slide, 3 toothpicks, cotton balls, grease pencil, 1 band- aid, RH Typing Block, Lancets, and Anti-serums A, B, and RH. 2. Take the glass slide and with a grease pencil divide the slide into 3 sections. Label one section A, the next B, and the last one D. 3. Take the alcohol swab and rub your finger with it, then dry it with a cotton ball or let your finger air dry. Then with a lancet prick your finger. 4. Next take your finger and put a drop of blood on each of the sections on your glass slide. 5. Then take Anti-serum A and put 1 drop on the square that is labeled A. On square B put 1 drop of Anti-serum B, and on square D put 1 drop of Anti-serum RH. Then stir them using separate toothpicks for each one. 6. Then place the glass slide on the RH Typing Block for 2 minutes. 8. Clean up. Follow the safety procedures!!!!!!!!!!!!!!!!!!!!!!!!! I determined that my blood type is O negative. I am this blood type because my blood did not clot in A, B, or D. I can give blood to anybody because the blood does not contain either antigen A or B. This is why my blood type is the universal donor. I can only receive blood from blood group O. If I married a RH positive person the first baby I have will be o ...

Carbon Dioxide Reduction Essay Example | Topics and Well Written Essays - 1250 words

Carbon Dioxide Reduction - Essay Example The Government's trend of putting embargo on building industry for less carbon emission is certainly a threat for it and for the people of the country as there will be created serious problems in the housing industry of the country. Britain is now a more diverse society - ethnically and culturally - than ever before. Over the centuries, and more particularly over recent decades, the contributions of those who have come to live here have enriched our country (Community, opportunity, prosperity Annual Report 2007). Now Britain has been planning to promote social justice among people living in it of whichever minority group or faith they belong to. A statistic of 2001 suggests that around one in twelve people were from minority ethnic communities and more than three million people were from minority faith groups. This diversity of multicultural environment has facilitated in bringing real economic and social benefits in Britain. Immigration and continued open relationships with countries around the world have resulted in economic dynamism with more jobs and access to crucial skills, and new ideas, better public services and a richer cultural life. Within this context of increasing diversity, Communities and Local Government is committed to forging cohesive, self-confident and prosperous communities that are at ease with themselves (Community, opportunity, prosperity Annual Report 2007 ). Doubtlessly, this has been possible due to the immense contribution of ethnic people living in Britain and contributing in community development. The country has also achieved a landmark success in effectively challenging social exclusion with homelessness acceptances which has been reduced at the lowest level since 1980s. Most importantly, the achievement of promotion of social justice through coordinated cross government action with less crime and better employment opportunities and educational outcomes is most aspiring, indeed. CO2 Emission and the Prospect of Building Project management The issue of climate change and its potential implications are areas of great concern to the public, industry and policy makers alike. As a result some leading industrialized nations have signed up to the Kyoto Protocol and made a commitment to reduce greenhouse gas emissions(Climate & carbon dioxide reduction). Due to the immense necessity of the people and of the society the scale of house building increases. In pursuance of this UK has passed a climate change bill in 26 November, 2008 to reduce carbon emissions. To meet the criteria of a sound and healthy environment the decision of the government has made the future of building industry a nightmare. Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time objective, for example, construct a building or implement a major new computer system(Project Management 2009). Project management includes a series of efforts to accomplish like developing a project plan for giving the ideas and confirming the project goals and objectives, identifying tasks and how goals will be achieved, quantifying the resources needed, and determining budgets and timelines for completion. In fact, it is a temporary

Criminal Liability And Use Of Force Essay Example | Topics and Well Written Essays - 1250 words

Criminal Liability And Use Of Force - Essay Example When someone is arraigned in court on the event that they solicited another person, it has to be proven. At this point, corroboration comes in. In court, there always has to be evidence otherwise multitude of people will be held custody and others for no solid reason. Corroboration requirements apply on a crime of solicitation when the accused is guilty of commanding another person to commit a crime. Not only is corroborating evidence a requirement on its own, it needs one witness along with it. Corroborating evidence is so firm on its own that it only needs one witness. It can have recordings of audio and video acts or any other doing. Someone is found guilty even on planning a solicited crime even though the crime is not in progress. The crime of solicitation can be numerous in one plan considering whether they happened in different places, different ways, different times and different payments with different amounts. The accused would be facing several suits. It is found sensible that if one encourages another person to commit a specific crime, it is part of that crime too. Conspiracy is termed used as the agreement or merging of ideas between two people to commit a crime. A conspiracy is successful when there is a motive and is agreed upon, an intention to the motive and an overt act. An overt act could be something like buying of ammunitions and guns to be used in the certain crime. The overt act is a very transparent act that can be used as proof in front of a jury or during jurisdiction on a presentation of a crime.