Modernisation of the Royal Mail

Modernisation of the Royal Mail This report has been conducted to investigate and critically evaluate the modernisation of the Royal Mail. In doing so it will analyze the organisations activities and conduct using theory to discuss its impacts. 2.0 Objectives Investigate how modernisation was planned and implemented and evaluate its effectiveness Identify and deal with resistance factors to the change Clarify how to establish when the planned change has been completed and how its effectiveness should be measured 3.0 Introduction Organizational change Significant organizational change occurs, for example, when an organization changes its overall strategy for success, adds or removes a major section or practice, and/or wants to change the very nature by which it operates. It also occurs when an organization evolves through various life cycles, just like people must successfully evolve through life cycles. For organizations to develop, they often must undergo significant change at various points in their development. Thats why the topic of organizational change and development has become widespread in communications about business, organizations, leadership and management (McNamara, 2010). This is confirmed by Richard Whittington and Michael Mayer (2002) argument that adaptive reorganization, the ability to redesign structures frequently, is now critical to organizational performance. Organisational change has three models (Jawad, 2010): Incremental Change Model The Incremental change model states that individual parts of an organisation deal incrementally and separately with one problem and one goal at a time (Burnes 2009). (Jawad, 2010:19) Punctuated equilibrium Tushman and Romanelli (1985, cited in Passmore Woodman, 2005, p207) state this model assumes that fundamental organizational change occurs in short periods of discontinuous, revolutionary change , which punctuates long eras of relative stability typified by incremental, convergent changes (Tushman Romanelli, 1985) (Jawad, 2010:20) Continuous Transformation model of change Only by continuous change and adaption will organisations be able to be aligned with their environment and thus survive (Burnes, 2009:354) (Jawad, 2010:21) History of the Royal Mail The Royal Mail was reorganised in the 1930s and again in the 1960s. Eventually it became a public corporation in 1969. Restructuring continued in the 1980s and 1990s, with the separate telecommunications section being privatised in 1984. In 2001 the Post Office became a public limited company (PLC), named Consignia which was replaced by the Royal Mail brand in late 2002 (Royalmailgroup.com, 2010). The company primarily operates in the UK. It is headquartered in London, the UK and employs 193,000 people. The group recorded revenues of  £9,179 million during the fiscal year ended March 2007, an increase of 1.4% over 2006. The operating loss of the company was  £10 million during fiscal year 2007, as compared to the operating profit of  £145 million in 2006. The net profit was  £286 million in fiscal year 2007, a decrease of 27.6% as compared to 2006 (Datamonitor, 2008). 4.0 Reasons for change Transportation costs Paul Bateson, Royal Mails managing director, logistics, said: There is a marked difference between the price we believe we should be paying for rail services and that which was on the table. Quite simply, other forms of transport can give us the same benefits, in terms of flexibility and quality, but at a lower cost (Independent.co.uk, 2003). Inefficiency The Royal Mail is the third most inefficient postal service operating in the UK with an estimate of 40% less efficiency . The European couriers already have automatically sequencing machines which sort 90% of the letters they deliver at operates at a lower costs whilst the Royal mail operate a walk-sorting and walk-sequencing procedure which only sorts 70%. (Hopper et al 2008:47). Competition The Royal mail faces competition from the digital media. The royal mail reported losses of  £500 million in 2007-08 (Hooper et al 2008:48) Technology This has led to reduced volume of sales (Hooper et al 2008). The way in which customers communicate has altered to online, email, mobile telephony, text messaging and digital broadcasting as they have low marginal costs, flexible and faster. It is estimated that the substitution from postal to alternative digital media reduced its operating profits by  £500 million in 2007/8 (Hooper et al 2008:48) (Hooper et al, 2008:9) Pension Deficit Royal Mail  has a found a  £10bn black hole in its retirement postbag, the biggest pension deficit in UK corporate history (guardian.co.uk, 2009). (Hooper et al 2008:55) Universal service The universal service is important to the UKs economy as it enables trade (Hooper et al 2008:3) in 2008 Royal Mail reported that the universal service had made an operating loss of  £100 million. Strained relations In 2007 over 67,000 employee days were lost as a result of industrial action (Hooper et al 2008:56). The consequence of this was the loss of contracts including Amazon (Guardian.co.uk, 2009). Working practises The organizations working practises are outdated, as a result act as a barrier to their efficiency (Hooper et al 2008:51). The employees are able to finish their morning rounds up to three hours early (Hooper et al 2008:51) and continue to be paid until the end of their shift. 5.0 Lewins group dynamics Lewin research in this area has been cited as one of his best-known research topics.  In this study Lewin, along with Ronald Lippitt, looked at the effects of democratic, autocratic, and laissez-faire methods/styles of leadership on group structure and the behaviour of group members.  Results showed numerous insights into group structure.  Also groups with efficient change that occurred in democratic ways lead to superior group results.  Ã‚  Superior results were found with the basis that as all individuals can participate and become an identifiable part of the group, change is more easily accepted (Kariel, 1956). Groups that contained more authoritarian structures were found to be more rigid, hindered creativity and lead to dysfunctional decision making processes.  Groups that contained laissez-faire styles were found to be very inefficient and unproductive (Daniels, 2003). Overall results of these three leadership styles showed that democratic leadership styles lead friendliness, conscientiousness for group members, and more originality than the other leadership styles (Buchanan et al, 2004).  Ã‚  Autocratic and laissez-faire groups showed significantly greater amounts of discontent, hostility, scapegoating, and aggression than the democratic leadership style. Lewin concluded that changes resulted not from individual differences but from group dynamics.  Ã‚  He also emphasized need to facilitate and guide change, as autocracy is imposed on individuals, but democracy is learned (Smith 2001).   With the Royal Mail being under the control of the UK Government it can be argued that they are subjected to a more authoritarian leadership structure. Unlike a corporate business organization where decisions are made by senior management, in the Royal mail decisions must be made in consideration of the UK budget, strategies and actions are all subject to parliament, leaving management in the Royal Mail with lesser powers to do their job. 6.0 Planned Emergent change Lewins (1951) three-stage model of unfreezing, movement, and refreezing often underlies planned change. This planned approach to change is long established and held to be highly effective by many (Burns, 2004), but it has been criticized at least since the early 1980s (Kanter, Stein Jick, 1992). Firstly it tends to ignore that environmental factors in which an organization is situated may be inconsistent with planned change initiatives, apparently assuming that organizations can move in a pre-planned manner from one stable state to another (Bamford Forrester, 2003) in ways that are not strongly impacted by outside factors. Royal Mails initial efforts to implement change were of a planned nature, Weick (1999) suggests that organization change is a more open-ended and continuous process than a set of pre-identified self-contained events. Emergent change emphasizes that change should not be perceived as a series of planned linear events within a given period of time. Rather, it is best viewed as a continuous, open-ended process of adaption to change circumstances and conditions (Burns, 2004). 7.0 Resistance to change Where change is incremental and aims only at organisational realignment, it can be viewed as adaptive. Where such incremental change is more punctuated, but still aiming at organisational realignment, it is known as reconstruction. The process of reconstruction is more likely to result in employee resistance than adaptation because such significant changes in business processes could negatively impact upon the roles of some employees. However, unlike transformational change, whether this happens incrementally or in a punctuated fashion, adaptation and reconstruction are less likely to have either an organisation wide impact on employees or require a paradigm shift in thinking. Evolution and revolution, on the other hand, do require such a shift because they can involve significant shifts in organisational culture and may also have deep impact on job roles and even redundancies (Balogun and Hailey, 2004). The change plan suggested by the Independent Review of the Royal Mail involves the political separation of the Royal Mail to provide it will commercial confidence, the separation of the Royal Mail from the Post Office, the transfer of the Royal Mail Groups pension risk to the government, a strategic investment in modernisation, and the use of a strategic partnership between the Royal Mail and a private sector firm to help bring about the change process. This is clearly indicative of revolutionary change, such that it is no surprise that not only are the forces for and against very strong, but they are equally matched between those desiring changing (management) and those opposing it (employees and their representatives). To effectively manage employee resistance to change at the Royal Mail, a number of solutions can be suggested. In presenting these solutions, it should be emphasized that management at the Royal is required to manage through revolutionary change. Here, the speed of t he change process adds to the impact that the change initial will have on the firm, also creating greater levels of fear, suspicion, uncertainty, and ultimately, resistance. First, effective leadership is a critical component of effectively implementing change that the Royal Mail. According to Bennis and Nanus (2003): The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change (p.3). In this respect, effective leaders are not only visionary in their motives and actions (Nanus, 1992; Collins, 2001), but also they are the ultimate agents of change. Here, emotions play a central role. As Boyatzis and McKee (2005) state: Even if they get everything else just right, if leaders fail in this primal task of driving emotions in the right direction, nothing they do will work as well as it could or should (p.3). This can be especially important during periods of transformational change, and especially the revolutionary change proposed at the Royal Mail. Here, leaders not only need to have personal competence in the form of emotional competences such as transparency, but also social compe tences such as empathy and organizational awareness (social awareness competences), but also conflict management and bond building (relationship management competences) (Goleman et al., 2002). As Boyatzis and McKee (2005) state: Great leaders face the uncertainty of todays world with hope: they inspire through clarity of vision, optimism, and a profound belief in their and their peoples ability to turn dreams into reality. Great leaders face sacrifice, difficulties, and challenges, as well as opportunities, with empathy and compassion for the people they lead and those they serve. Whilst the current predicament for employees is stark, a visionary, inspirational leader will be able to communicate the long-term, optimistic view of the Royal Mail; that is, an organisation where employee pensions will have been secured by the Government, a more efficient work environment and organizational structure that will enable employees to develop through greater investment and innovation by man agement, as well as greater job security for those that remain. Whilst this does nothing to quell the resistance amongst those that believe they will not be chosen to remain, the Independent Review clearly highlights that the change has to happen or the Royal Mail Group will not be able to continue in its current format. Leadership has to emphasize how it can help get the company and its employees through a bad situation in the best possible way. Second, change agents can be particularly effective in helping to overcome employee resistance. The change agent starts out where the strategist left off. They are charged with making change programmes a success at the implementation stage. With information scarcity and poor communication being a central factor causing employee resistance to change, the change agent is an important part of the communication process between management and employees. The use of change agents can have a particularly strong effect because of their impact on relationships. As Tierney (1999) states: Strong relationships between supervisors and employees, and among employees and their team members, is associated with employees perceiving that they work in a context characterised by risk-taking and departure from the status quo, open communication, trust, operational freedom, and employee development, five of the necessary conditions for the emergence of individual and organisational change (p.129). Change a gents therefore play an important role in building a psychological climate that is conductive to change (Schneider and Reichers, 1983; Porras and Hoffer, 1986; Tierney, 1999). As a general rule, internal change agents are no more successful in implementing change than their external counterparts. The appropriateness of choosing one over the other depends on the nature of the change, the change outcome, and specific organizational circumstances. An external change agent may benefit the firm by providing experience and advice based on knowledge developed during other change processes that the firm itself is not privy to. The external change agent is also an appropriate choice where employees do not trust management. Alternately, the internal agent may be more sensitive to and knowledge about local conditions within the firm, helping the agent to communicate in a more appropriate manner. This may help in convincing employees that would not be prepared to listen to external change agent s that have no vested interested in them as individuals (Balogun and Hailey, 2004). In the case of the Royal Mail, the problem is that management and employees have a very bad relationship, with employees having a stronger relationship with their unions. As such, unions may be one of the best potential agents for change, even though these have been one of the biggest problems impeding innovation and change in the past. Finally, it has often been suggested that change management is more successful when a pilot of the proposed change is carried out in order to assess the potential problems that could be faced, enabling the organization to re-engineer how the change process is rolled out (Balogun and Hailey, 2004). However, this would be difficult for the Royal Mail because the change it is facing is revolutionary. Such change provides little time to test out different change scenarios. 8.0 Force field analysis Figure 1 is a force field analysis to illustrate why Royal Mail employees may resist change. This highlights not only how difficult it will be to achieve change without significant employee resistance, but also the reasons why relative tensions exist. The rationale for employee resistance is based on the potential for significant job losses, the loss of union power following a restructuring, and the potential costs and disruption that this may cause to employees and customers. Significant job losses anticipated: The transformational changes made to date, which are slight in comparison to what is needed, have resulted in over 40,000 job losses. The proposed change in the Independent Review would mean a significant number of additional job losses, most of which would happen in the Royal Mail, not the Post Office. With the power of the major unions in the postal sector, such job losses will be met with fierce resistance and most likely some industrial action. As such, it has a 5 rating. Weaker union position because of restructuring: The relationship between the unions and the management at the Royal Mail Group is extremely poor, not only because of the power of the unions and their propensity for industrial action and heavily resisting almost any form of management change, but also because of the ability of unions to take their complaints straight to Minister, circumventing management at the Royal Mail Group. The transformation would break up this arrangement and provide the Royal Mail with the autonomy and commercial confidence it needs, but it would also significantly weaken the position of the unions. 5. Cost and disruption could reduce customer numbers: The Royal Mail is relied upon to process and deliver 99% of the UKs post. The level of transformation required, the loss of staff, the inevitable industrial action that will be taken, and so forth will not only be costly but will also damage the Royal Mails reputation and potentially reduce customer needs. 3. Plan: Strategic partnership  between Royal Mail  and private sector  companies to help  bring about change   Political separation of  Royal Mail Transfer pension risk  to government Separation of Royal  Mail and Post Office Strategic investment  in modernisation Massive pension  deficit needs to  be resolved Structural decline  in major product  markets Inefficient structure  and poor labour  relations Significant jobs  losses anticipated   Weaker union  position because  of restructuring Cost and disruption  could reduce  customers numbers Forces for Change Forces against Change Employee resistance is not only reflected in the forces against change, but also the overall pressure of the forces in each direction. In this case, the score for forces against change is 13 whilst the forces for change also scores 13. Out of a possible score of 15, therefore, not only are there considerable forces against change, but employees are also being heavily resisted by the firm, which is pushing equally strongly for change. This increases the overall levels of employee resistance. 9.0 Securing effective change A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, Leading Change  (Buchanan et al, 2004). Establish a sense of urgency Form a guiding coalition Create a vision Communicate the vision Empower people to act on the vision Create short term wins Consolidate improvements to produce further change Institutionalize new approaches Other models in management literature include Ulrich (1998) seven-steps, Eccles (1994) four step and Collins (1998) n-step guides, all of which echo the same principles as Kotter, vision, leadership, communication and involvement. (Buchanan et al, 2004) What is imperative to carry out the model effectively is a change leader. Change leaders can be thought of as persons who create enough disconfirmation in the organisation to arouse motivation to change (Bennis, Nanus, 1985). Change leaders should therefore have three characteristics if they are to arouse motivation to change and learn: Credibility whatever they say must be believed Clarity of vision Whatever they say must be clear and make sense Ability to articulate the vision They must be able to state verbally and in writing what it is they perceive and what the implications are for the future of the organization (Schein, 1999). In implementing Kotters (1995) 8 steps to change the Royal Mail can follow these actions. 1. Examine opportunities that should be, or could be, exploited. Identify potential threats, and develop scenarios showing what could happen in the future. Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking. Request support from customers, outside stakeholders and industry people to strengthen the argument 2. Identify the true leaders in the organization.   Ask for an emotional commitment from these key people.   Work on team building within the change coalition.   Check the team for weak areas, and ensure that there is a good mix of people from different departments and different levels within the company. 3. Determine the values that are central to the change.   Develop a short summary that captures what is seen as the future of the organization.   Create a strategy to execute that vision.   Ensure that the change coalition can describe the vision. 4. Communicate the change vision. Openly and honestly address peoples concerns and anxieties. Apply the vision to all aspects of operations from training to performance reviews. Tie everything back to the vision.   Lead by example. 5. Identify, or hire, change leaders whose main roles are to deliver the change.   Look at the organizational structure, job descriptions, and performance and compensation systems to ensure theyre in line with the vision.   Recognize and reward people for making change happen.   Identify people who are resisting the change, and help them see whats needed.   Take action to quickly remove barriers. 6. Look for sure-fire projects that can be implemented without help from any strong critics of the change.  Ã‚   Thoroughly analyze the potential pros and cons of the targets.    Reward the people who help the organization meet the targets. 7. After every win, analyze what went right and what needs improving.   Set goals to continue building on the momentum achieved.   Learn about  kaizen, the idea of continuous improvement.   Keep ideas fresh by bringing in new change agents and leaders for the change coalition. 8. Communicate the progress at every opportunity. Tell success stories about the change process.   Include the change ideals and values when hiring and training new staff. Publicly recognize key members of the original change coalition, and make sure the rest of the staff new and old remembers their contributions.   Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten. Conclusion The Royal Mail is in a position where change is a necessity to survive, and it must do so quickly. The organization requires better communication from its leaders to enable a joint commitment of its managers and workforce. To enable this it must separate from political leadership. It is essential that a new change strategy is formulated which fits the circumstances. Progress has been show through the Communication Unions (2010) agreement which will help defuse employee resistance. Basic pay will rise by a minimum of 6.9 per cent   Further payments will accompany the phased introduction of change in the workplace   The CWU will play a full part in the introduction, deployment and review of change   The working week will reduce by one hour with no loss of pay   Royal Mail will remain a 75 per cent full-time industry   Existing job security will be further enhanced   Further steps must now be taken to implement modernisation around the agreement, implementation of Kotters 8 steps of change can solidify plans which will help take Royal Mail into modernisation past the 3 year agreement.

Case #1: Cca (Board of Directors)

BUSN7045: Corporate Governance Case Study 1 Jiachen Lyu u5264027 1 Evaluation of the Board of Directors of Coca-Cola Amatil Jiachen Lyu Student ID: u5264027 1. Basic analysis – a macro perspective From the publicly open information, the member composition of the Board Of Directors (BOD) of Coca-Cola Amatil (CCA) can be summarised as the following table (Table 1- 1). It can be easily seen that non-executive directors account for the majority of the board.According to Tricker (1994), this particular composition is of a typical American kind, which is specifically designed to emphasis the independence among members in the board and their loyalty to the shareholders. Table 1-1 Composition of Board of Directors Compan y Name Total direc tor No. Executi ve director Nonexecuti ve directo r Composition of non-executive directors Exper t direct ors Chairma n of other compani es Investment agency representati ves Individu al investor s Coca- Cola Amatil 9 1 8 8 2 3 0 However, it is wort h noting that this particular formation is a result of the highly developed American capital market.In such a market, the frequency of hostile takeover is so common a market phenomenon that masks the lack of BOD’s function. In American companies’ management practice, people focus more on centralisation and expert system, which reduces the importance of executive directors. Comparing with the U. S. , both the turnover of Australian stock market and the frequency of hostile takeover are low, which posts a shadow on the adaption of Cola’s American empirical practice into Australia. 2. Focus on non-executive directorsThe non-executive directors are directors who are employed from the outside. They are normally specialist in areas such as strategic management, finance, investment, legal and public relation. In order to better fulfil the duties of a BOD, National Association of Corporate Directors Blue Ribbon Commission emphasises that each director should contribute his knowledge in at least a field listed below: (1) accounting and finance, (2) judgment, (3) management skills, (4) crisis response, (5) industrial knowledge, (6) experience in international markets, (7) leadership, and (8) strategic vision.According to this point of BUSN7045: Corporate Governance Case Study 1 Jiachen Lyu u5264027 2 view, it can be analysed from the information available on the CCA’s website as Table 2-1: Table 2-1 Appraisal of CCA’s non-executive directors D. G . I. A . C. B . A. F . M. J . G. K . W. K. D. M . Judgment Y Y Y Y Y Y Y Y Management skills Y Y Y Y Y Y Y Y Crisis Response Y Y Y Y Y Y Y Y Industrial Knowledge N N N Y Y Y N N Experience in the international market N N N Y Y Y N NLeadership Y Y Y Y Y Y Y Y Strategic vision Y Y Y Y Y Y Y Y Abbreviation: David Gonski (D. G. ), Ilana Atlas (I. A. ), Catherine Brenner (C. B. ), Anthony Froggatt (A. F. ), Martin Jansen (M. J. ), Geoffrey Kelly (G. K. ), Wal King (W. K. ), David Meiklejohn (D. K. ). From Table 2-1, it is clear that some finance and law background non-executive directors (i. e. D. G. and I. A. ) lack of knowledge in beverage industry and have little experience in international markets.When they were facing situations that need industrial judgement and global vision, the limit of their knowledge would be likely to hurt the interest of shareholders. Most non-executive directors, due to their insufficient knowledge about the inner working of the company, tend to rely on financial criteria rather than innovation criteria to evaluate the long-term management of the enterprise, which may lead to short-sighted decisions and further hurt the goodwill and innovation of CCA.Furthermore, most aforementioned non-executive directors are quite busy as they may be managers of other companies or partners of investment banks, they therefore do not have sufficient time to collect detailed management information about CCA. Consequently, the most probable channel of their source of CCA’s information is from the managers. Ironically, while the purpose of establishing a BOD is to solve principleagent problems between the ownership and management, the possible information asymmetry between manager and BOD (thanks to the large proportion of busy nonexecutive directors) may result this vehicle into null.From a strategic perspective, on the other hand, all these non-executive directors as experts in finance, investment, legal issues and science have long term experience, most of whom are over 50 year’s old. They can provide more specific knowledge and advice in terms of strategic management. This is the positive effect of having eight nonexecutive directors in the BOD of CCA. References: Bol Tricker. , Corporate Governance, An International View, p. 20, Prentice Hall, 1994.

The Difference Between Perpetrate and Perpetuate

If you are having trouble understand the differences between perpetrate and perpetuate, youre not the only one. These verbs are commonly confused. The  verb perpetrate means to commit, carry out, or bring about. The verb perpetuate means to prolong the existence of or to cause to last indefinitely. Examples of the Two Words The link between  perpetuate  and  perpetual  suggests the long-term association of the first word. Similarly, the connection between  perpetrate  and  perpetrator  helps to clarify the meaning of that verb.(Philip Gooden,  Whos Whose: A No-Nonsense Guide to Easily Confused Words. Bloomsbury, 2004)This whole baby thing baffles me. I mean you have it, you raise it, you inevitably screw it up, it resents you, feels guilty for resenting you and then it has a baby, which only perpetuates the vicious cycle.(Demi Moore as Samantha Albertson in Now and Then, 1995)The blogger attempted to  perpetrate  a fraud on his readers.Every business that leaves the city helps to  perpetuate  a cycle of rising unemployment, diminishing city services, and increased crime. Test Your Knowledge (a) My office computer was used to _____ a crime.(b) The children decided to _____ the memory of their father by publishing his biography. Answers to Practice Exercises (a) My office computer was used to  perpetrate  a crime.(b) The children decided to  perpetuate  the memory of their father by publishing his biography.

Analysis Of The Book Pete - 937 Words

â€Å"You may be exaggerating a little,† he said holding her hands. â€Å"Come on†¦ I doubt your mother is that bad?† Pete gazed out the window. For the first time, Melissa shared one of her sentimental secrets. She told Pete she kept red bottles of Old Spice to spray her pillow once in a while to keep her father’s spirit alive. Pete expressed his understanding and told Melissa it was a great idea, adding that his deceased grandfather had worn it, too. Even though they grew to know one another intensely well, Pete had an advantage because he knew Melissa’s every move. It had been two years since the beginning of Pete and Melissa’s involvement, and she was weeks away from graduation day. Melissa had met Pete’s family and was adored by them. The†¦show more content†¦When he asked her where she wanted to go, Melissa suggested they run off and elope anywhere on the planet. Pete quickly jumped on the idea. The plan was set in motion for their rendezvous to run off immediately following the graduation ceremony. When graduation day arrived, Pete laid low in the crowd where he hid from Tilly. The Maxwell family stood proud as they supported Melissa. After graduation, Melissa greeted her family and they gave congratulatory flowers, gifts and momentos. She told her family the graduates had plans to celebrate on an all night cruise on the Atlantic. The family gathered for brunch at the mansion a few hours before Melissa’s departure. As she walked to her car, she received an incoming text from Pete. â€Å"Meet me at the pier at 4 P.M.† She had a little over an hour to get home, freshen up and change clothes. Melissa and Pete looked forward to their new journey as they headed out to become husband and wife. They knew Tilly could do nothing once their nuptials took place. â€Å"What are you up to, Pete?† Melissa asked when Pete walked her to his car. He was grinning like a Cheshire cat. â€Å"Oh, nothing, but I must blindfold you, so turn around.† Pete gently tied a blue bandana around Melissa’s eyes. â€Å"No peeking. I have a surprise for you.† Melissa sat quietly, listening to the jazz music playing softly as he drove her to the far end of the pier. Pete parked the car, escorted

Compare and Contrast Mayo with Taylor - 2312 Words

COMPARE AND CONTARST THE ATTITUDES OF THEN SCIENTIFIC MANAGEMENT THOUGHT (TAYLOR et al) WITH THOSE OF THE HUAMAN RELTIONS MOVEMENT (MAYO et al) WITH REGARD TO PEOPLE AT WORK. Frederick Winslow Taylor also known as F.W.Taylor and George Elton Mayo have given some important definitions to the management work in the past. F.W.Taylor the Father of Scientific Management opposed the rule of thumb and said that there is only ‘one best way of doing work’ where as Elton Mayo proposed that the importance of groups affects the behaviour of individuals at work. As the topic suggests, there are many contrasts between Taylor and Mayo but the only similarity between these is that they both wanted to that more production can be possible only†¦show more content†¦For this, management should not close it ears to any constructive suggestions made by the employees. If any important decisions are taken, workers should be taken into confidence. At the same time workers should desist from going on strike and making unreasonable demands on management. According to Taylor, there should be an almost equal division of work and responsibility between workers and management. 4) Development of each and every person to His or Her Greatest Efficiency and Prosperity: - Taylor was of the view that the concern for efficiency could be built in right from the process of employee selection. Each person should be scientifically selected. The work assigned should suit her/his physical, mental and intellectual capabilities. To increase efficiency, they should be given the required training. Efficient employees would produce more and earn more. This will ensure their greatest efficiency and prosperity for both company and workers. Techniques of Scientific Management 1) Functional Foremanship: - Taylor concentrated on improving the performance of the foreman who represents the managerial figure with whom the workers are in face – to – face contact on daily basis. He identified a list of qualities of a good foreman/supervisor and found that no single person could fit them all. Thus, he promoted functional foremanship through eight persons. Under the factory manager there was a planning incharge and aShow MoreRelatedCompare and Contrast the Management Theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas Mcgregor. in What Sense(S) Are These Theories Similar and/or Compatible? in What Sense(S) Are These Theories Dissimilar and/or Incompatible? H...2126 Words   |  9 PagesCompare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? 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The classical management focuses on the efficiency and includesRead MoreCompare and Contrast of the Classical School of Management and the Human Relations School of Management1545 Words   |  7 PagesCompare and contrast of the classical school of management and the human relations school of management The classical or traditional approach to management was generally concerned with the structure and the activities of formal organization. The utmost importance in the achievement of an effective organization were seen to be the issues such as the establishment of a hierarchy of authority, the division of work, and the span of control. The classical management focuses on the efficiency andRead MoreThe Differences Between Scientific Management And The Human Relations Approach1878 Words   |  8 PagesGraham Word count: 1604 Essay Question Grey (2013), amongst others, argues that the differences between scientific management and the human relations approach are ‘tactical’ and that both are pursuing the same ends. Critically compare and contrast these two schools of management thought. If one were to look at successful companies today and ask; what is the key to their success? One would identify a few important factors. Of course their products and service

Overview Of The Musculoskeletal System Health And Social Care Essay Free Essays

One illustration of diagnostic trial for the musculoskeletal system is Electromyography ( EMG ) . This diagnostic trial evaluates and records electrical activity of musculuss. It aids in diagnosing of lower motor nerve cell and peripheral nervus upsets. We will write a custom essay sample on Overview Of The Musculoskeletal System Health And Social Care Essay or any similar topic only for you Order Now During the process, an electomyograph is used to bring forth a record called EMG, which determines what sort of upset the patient have. Small pins or acerate leafs are inserted into the musculuss and low electrical currents are passed through these, to mensurate the electrical activity of the patient ‘s musculuss. These electrical activity, determines the patient ‘s musculus ability to react when the nervus in the musculuss are stimulated. 2. Discuss musculoskeletal alterations associated with the aging procedure. When people ages, decrease motor activity are the frequently observation that can be sighted. This alteration is due to diminish motor nerve cells and motor fibres that are bring forth when a individual increases his/her age. Muscle mass is besides affected, in footings that the thin musculus mass is decreased while fat additions. The flexibleness and scope of gesture of an older individual are affected due to alterations in collagen construction and diminish physical activity, these decline consequences to muscle stiffness, joint spasms/pain, and decreased scope of gesture. Sensorimotor of an older grownup is besides affected. Due to aging, reduced neurotransmitters are produced that consequences decline of encephalon cells. In stead with this, the older grownup experience, lessening perceptual experience to quiver, temperature, and force per unit area. 3. Discuss patient readying for an arthroscopy. Arthroscopy, is a surgical direction in treating/diagnosing musculus upset by analyzing the internal construction of a joint utilizing an instrument called arthroscope. In fixing a patient for this process, the wellness status of the patient is the first thing to see. The patient should non hold bosom and lung diseases, should non hold taken decoagulants ( blood dilutants ) hebdomads before the process, do n’t hold diabetes and high blood force per unit area to be able to measure up for this process. Physical scrutiny, blood trials and uranalysis are done to hold baselines for the patient ‘s wellness. If the patient is positive for any bosom or lung jobs, electrocardiogram ( EKG ) and chest X ray are done to measure the patient ‘s wellness capacity if he/she is capable for this process. 4. Discuss constituents of a musculoskeletal physical appraisal. In musculoskeletal physical appraisal, the cephalocaudal mode is followed along with IPPA, ROM and musculus testing are used in analyzing the musculoskeletal status of the patient. The equipments to be used are tape step, goniometer – to mensurate joint angles and tegument marker pen. Get downing of with this appraisal, stance and pace is assessed, the spinal column for any curvature and position, temporomandibular articulation, thoracolumbar spinal column, upper appendages ( shoulder, shoulder blade, caput, thorax, cervix, arm, cubitus, carpuss, custodies, and fingers ) , lower appendages ( hip, articulatio genus, mortise joint, pes and toes tenderness, hardened musculus cramps, swelling, flexure of the musculuss of the patient are assessed. Web Assignment 1. Sum up an article discoursing techniques used in measuring the musculoskeletal system. How do the constituents of the wellness history guide the appraisal? In an article that I had read, musculoskeletal system appraisal is foremost started with current ailments of the patient. In footings of if he/she has joint, muscular, skeletal ailments, hurt or back hurting. The wellness history of the patient is reviewed, compromised of past history – injury: nervousnesss, articulations, castanetss, soft tissue, surgery on bone or joint, skeletal malformations, and chronic unwellness, household history – inborn abnormalcies or familial upsets, present unwellness, and personal and societal history. Health history reappraisals are normally done in order to find the implicit in hazard factors on why the patient has the present disablement. It besides give cognition to the wellness squad member that will execute the trial the extent of physical appraisal he/she will execute to the patient in order to forestall any farther complications if the patient has any unwellness that he/she ca n’t make in holding the appraisal. In readying for this, equipments – tegument marker pens, tape step and goniometer ( to mensurate joint angles ) are needed to execute the appraisal. The techniques normally used in cephalocaudal mode – IPPA, ROM, and musculus testing. In IPPA it is compromised of – Inspection, Palpation, Percussion and Auscultation. In review, the alliance, contour, symmetricalness, tallness and weight, gross malformation, position ( standing and sitting ) , pace and mobility ( walking and standing ) , size and form, contour and overall visual aspect of musculus mass are normally assessed with the patient. In tactual exploration, swelling, tenderness, heat, nodules, multitudes, edema are frequently examined. The scope of gesture ( ROM ) of the patient is tested if the patient can travel his/her articulations and musculus freely without the presence of hurting. The musculus strength is tested by using opposition while the patient is traveling his/her articulations and musculuss. N ormally the flexure, extension, sidelong bending, rotary motion, abduction, adduction, inversion, and eversion are normally tested in patient ‘s ROM. Physical appraisal of musculoskeletal system, are needed to cognize beforehand any unnatural status with a individual. Proper mode of appraisal should be followed in order to hold an organized work and accurate consequences in the patient status. Always retrieve to admit patients feelings of hurting and uncomfortableness in order to forestall any farther more complications. How to cite Overview Of The Musculoskeletal System Health And Social Care Essay, Essay examples

My Trip to the Guinea Republic Essay Example For Students

My Trip to the Guinea Republic Essay In December, 2010, I visited Guinea Republic in West Africa. My destination was Conakry, Guinea’s capital city. The vacation was intended to give me ample opportunity to relax and see the world that lay on the western flank of Africa. I wanted to experience a different environment and relate with people who were different from me. Going by the stories I heard about Conakry, I had the mental picture of trees, friendly natives, amazing beaches and a comforting weather. After I booked my ticket, I decided to research a little more about where I was going. In my findings, I discovered that Guinea had fine tropical fruits and beautiful seaports. I was joyed by these inspiring findings and could not wait to leave the country. I had already packed suitable clothing and other gadgets, as I got ready to travel. The following day, I bade my family goodbye and took a taxi to Murtala Mohammed Airport in Lagos where I boarded a plane to Conakry. Conakry was once a small island town that had spread to the countrys mainland. It was a hub of natural wonders that comprised one-fifth of the country’s population. Conakry boasts the national stadium, Stade du 28-Septembre and the National Museum. In Conakry, the Palais du Peuple, a thriving botanical garden converged many people who came for open-air markets. Plenty of nightlife activities took place in the Palais du Peuple. Just off the coast, the Iles de Los was a popular local escape for swimming and relaxation. During my first three weeks in Conakry, I stayed with my aunt. She and her husband were missionaries in Kipe, a small town in the heart of Conakry. With the trees that assembled in the compound where I lived, I had the opportunity to take nice pictures of the edifices that lay around the vicinity from tree branches. I had travelled with my 12-pixel Canon camera. I bought the camera for the purpose of taking photographs of the environment, and also cover significant events with the video recording function it had. Nearly every afternoon, I would take a decent 30 minutes walk around the neighborhood learning and observing how the people in Conakry lived. One day, I visited a friendly neighbor whose house was just a yard away from mine. It was one of those mornings that I woke early. As I entered Sherif’s house, the sight of a type of bread called â€Å"talapa† greeted me. I had eaten it once the very day I arrived Conakry, but did not like it. It was too crispy and was baked in form of a sugar cane. The bread was about 7 inches long if measured with a tape rule, and coned on its edges. I wondered how Guineans survived with this type of bread. I was told that Guineans liked to eat talapa bread because its hardness and high starch content helped to save energy for the day’s work. I saw that their claim was true as many of them worked in the riverine areas where fishing and other maritime activities took place. At evenings, they returned home with small baskets of fishes. These were remnants of sales that were done in the day. They stored the fish after drying it in the sun with salt and local seasoning. The fish remained in their homes and was not marketable anymore. They gradually used the fish for meals until it was finished. Many people in Conakry practice Islam. Adjacent to the house where I stayed was a mosque where people within the neighborhood went to pray. Many times I saw people troop in and out of the mosque on Fridays. Women wore their â€Å"hijabs† and female children did the same. The â€Å"hijab† was any clothing or veil that covered the females from the public. Females were only to be seen by their husbands and were not allowed to show their body. This was a typical Islamic belief. In the mosque on weekdays, people would go in to fetch water. The Imam of the mosque provided tap water for the neighborhood. I fetched water in gallons from the mosque sometimes when we ran out of water supply in my aunt’s house. The Imam, who I presumed was in his late fifties, had four wives serving in his house. From my observation, two of his wives bore him children. .u10a6a1f5cab18cb9895826aecb66fc71 , .u10a6a1f5cab18cb9895826aecb66fc71 .postImageUrl , .u10a6a1f5cab18cb9895826aecb66fc71 .centered-text-area { min-height: 80px; position: relative; } .u10a6a1f5cab18cb9895826aecb66fc71 , .u10a6a1f5cab18cb9895826aecb66fc71:hover , .u10a6a1f5cab18cb9895826aecb66fc71:visited , .u10a6a1f5cab18cb9895826aecb66fc71:active { border:0!important; } .u10a6a1f5cab18cb9895826aecb66fc71 .clearfix:after { content: ""; display: table; clear: both; } .u10a6a1f5cab18cb9895826aecb66fc71 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u10a6a1f5cab18cb9895826aecb66fc71:active , .u10a6a1f5cab18cb9895826aecb66fc71:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u10a6a1f5cab18cb9895826aecb66fc71 .centered-text-area { width: 100%; position: relative ; } .u10a6a1f5cab18cb9895826aecb66fc71 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u10a6a1f5cab18cb9895826aecb66fc71 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u10a6a1f5cab18cb9895826aecb66fc71 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u10a6a1f5cab18cb9895826aecb66fc71:hover .ctaButton { background-color: #34495E!important; } .u10a6a1f5cab18cb9895826aecb66fc71 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u10a6a1f5cab18cb9895826aecb66fc71 .u10a6a1f5cab18cb9895826aecb66fc71-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u10a6a1f5cab18cb9895826aecb66fc71:after { content: ""; display: block; clear: both; } READ: Youth Unemployment EssayWhenever I went to fetch water, I would try unmasking the women with my eyes in an attempt to see what their faces looked like. All my efforts always proved abortive as the women were constantly veiled. A surprising development sufficed one day, as I fetched from the tap in the mosque. I happened to have seen the women inside their house unveiled. I saw that these women were young and very beautiful. I had imagined why such adorable damsels would be in married to a man old enough to be their father. As weeks dragged by, I became bored and decided to lodge into a hotel. I had only spent 100,000 Guinea Francs that was equivalent to 2,350 in Naira. I still had enough money to spend. I had experienced the average life of people in the Kipe neighborhood, but did not seem satisfied with it. I thought moving into an exquisite hotel was perfect at that time. I lodged into Novotel Ghi hotel in the center of Conakry. The hotel was a three star hotel in a residential area close to the sea. The hotel offered 196 spacious air-conditioned rooms, two restaurants, two bars and five conference rooms for meetings and seminars. I bobbled in excitement because of the qualities the hotel boasted. This Guinean masterpiece was suited for business trips and holidays, and was about 20 minutes from Gbessia Airport in Conakry. The hotel offered free airport transfer service to customers. In its huge expanse of land were a private car park, a tennis court and a gym. The hotel also had a swimming pool. The swimming pool could be likened to that which Michael Phelps, the US Olympic medalist swam in 2012. It was a magnificent pool that was adorned with â€Å"swimmers† who had lodged in the hotel. I was lucky that the topmost room in the first floor of the building was available for me to stay. I had seldom viewed pretty Conakry from the window of my room upstairs. When I was tired and felt like not participating in activities on the ground floor, I watched people in the poolside. During my stay at the hotel, I met an interesting Guinean who told me a lot about the culture and the people of Guinea. His name was Haaji; a tall good-looking man in his early thirties. Haji adored the Guinean brocade and would always wear it whenever he took me around in his taxi to visit places in the city. He owned a 1998 model of Toyota Camry. Neat and brightly looking, Haaji exemplified friendliness and liveliness. His presence was one that I looked forward to. He told me that despite the French colonial rule in Guinea, Guineans had a certain form of greeting and their own set of values, norms and ethics. He maintained that even though some of their values were somewhat influenced by their French colonial masters, they still had their own way of life. The language of instruction in Guinea was French, yet many people spoke their native languages in place of French. In Guinea, Madinka, Malinke, and Susu were the three main tribal languages. These were languages that the Fulanis, Malinkes and the Soussou people spoke. The Fulanis were referred to as the Peul people. They make up 40 percent of the population. The Malinke people make up 30 percent of the population and mostly live in the eastern part of the country. The Soussou tribe has only 20 percent of the population. Haaji’s knowledge about Guinea was striking and informative as well, as I learnt about Guinea in great details. After two months of vacationing, I returned back to Lagos. I had spent time exploring a neighboring West African country that had caught my fancy. My Conakry travel was a lifetime experience that occupied a significant part of my memory. .u77ab9f964673a9a696ecfe43b4752a9a , .u77ab9f964673a9a696ecfe43b4752a9a .postImageUrl , .u77ab9f964673a9a696ecfe43b4752a9a .centered-text-area { min-height: 80px; position: relative; } .u77ab9f964673a9a696ecfe43b4752a9a , .u77ab9f964673a9a696ecfe43b4752a9a:hover , .u77ab9f964673a9a696ecfe43b4752a9a:visited , .u77ab9f964673a9a696ecfe43b4752a9a:active { border:0!important; } .u77ab9f964673a9a696ecfe43b4752a9a .clearfix:after { content: ""; display: table; clear: both; } .u77ab9f964673a9a696ecfe43b4752a9a { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u77ab9f964673a9a696ecfe43b4752a9a:active , .u77ab9f964673a9a696ecfe43b4752a9a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u77ab9f964673a9a696ecfe43b4752a9a .centered-text-area { width: 100%; position: relative ; } .u77ab9f964673a9a696ecfe43b4752a9a .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u77ab9f964673a9a696ecfe43b4752a9a .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u77ab9f964673a9a696ecfe43b4752a9a .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u77ab9f964673a9a696ecfe43b4752a9a:hover .ctaButton { background-color: #34495E!important; } .u77ab9f964673a9a696ecfe43b4752a9a .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u77ab9f964673a9a696ecfe43b4752a9a .u77ab9f964673a9a696ecfe43b4752a9a-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u77ab9f964673a9a696ecfe43b4752a9a:after { content: ""; display: block; clear: both; } READ: Michelangelo di Lodovico Buonarroti Simoni Essay PaperThe journey had given me insight into the myriads of ethnic diversities present in the world, and how they lived and interacted. The â€Å"birds-of –the-same-feather-flock-together† saying suggested that birds have a cordial sense of interaction amongst themselves, even though they always seek to protect their territories. Even as birds flock in the sky in great numbers, they do not hit themselves down to the ground. I drew lessons from these birds that somehow cohabit peacefully. On the other hand, I discard the territorial aggressive characteristic also exerted by birds seeking to always protect their te rritories from external influence. I believe that as human beings, I am expected to reason better than birds that irrespective of their wonderful cohabitation with others still border about their territories being trespassed. I am of the view that imbibing the habit of accommodating others, and showing love regardless of where I hail from, is a beautiful thing to do. Despite the different shades of colors, cultures and the idiosyncrasies embedded in the values and interests many different races radiate, I cannot help but love the world I live in. Travelling to different places around the world will always be something I will do.