Busi 3103 Notes

ORGANIZATIONAL THEORY – STUDY LIST – KEY CONCEPTS PART ONE: INTRODUCTION TO ORGANIZATIONS CHAPTER ONE – ORGANIZATIONS AND ORGANIZATIONAL THEORY Administrative principles: closed system management perspective that focuses on the total organization and grows from the insight of practitioners – Bureaucratic organizations: organization design based on clearly defined authority and responsibility, formal record keeping and uniform application if standard rules – Change strategy: a plan to guide an organizational change – Chaos Theory: a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unintentional effects and render the environment unpredictable – Closed system: autonomous, enclosed and not dependent on the external environment – Contextual dimensions: the characteristics of an organization, including size, technology, environment and goals. – Contingency: the applicable management approach to deal with unforeseen events – Effectiveness: the degree to which an organization achieves its goals – Efficiency: the amount of resources used to produce a unit of output – Hawthorne studies: studies worker productivity.Managers who treat their employees well facilitate increased employee output – Learning organization: everyone is engaged in finding and solving problems enable continuous improvement and capabilities of its own employees – Level of analysis: in systems theory, the subsystem on which the primary focus is placed; four levels of analysis characterize the organization – Meso theory: combines micro and macro levels of analysis – Open System: interacts with the environment for survival – Organization: social entities that are goal directed, deliberately structured and linked to the external environment – OB: micro approach to organizations with focus on indiv iduals in the organization – OT: macro approach to organizations that analyses the whole organization as a unit – Role: allows an employee to use their abilities to achieve outcomes and meet goals – Scientific management: claims decisions about organization and job design should be based on precise, scientific procedures – Stakeholder: any group within or outside an organization that has a stake in the rganizations performance – Stakeholder approach: (constituency approach) stakeholder satisfaction indicates the performance of the organization – Structural dimensions: describes the internal characteristics of an organization – Subsystems: divisions of an organization that perform specific functions for the survival of the organization. Functions include boundary spanning, production, maintenance, adaptation and management – System: set of interacting elements of inputs, transformation and output to the environment – Task : narrowly defined piece of work assigned to a person PART TWO: ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN CHAPTER TWO – STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS – Analyzer (62) Competing values model: perspective on organizational effectiveness that combines diverse indictors of performance that represent competing management values – Defender: business strategy that seeks stability or retrenchment rather than innovation or growth – Differentiation strategy: used to distinguish an organization’s products or services from others in the industry – Focus strategy: concentrates on a specific regional market or buyer group Goal approach: concerned with output and whether the organization achieves its output goals – Human relations emphasis: competing-values model that incorporates the values of an internal focus and a flexible structure – Internal-process approach: looks at internal activities and assesses effectiveness by indicators of internal health and efficiency – Internal-process emphasis: competing-values model that looks at the values of internal focus and structural control – Low-cost leadership strategy: tries to increase market share by emphasizing low cost compared to competitors – Mission: organization reason for existence – Official Goals: formally stated definitions of business scope and outcomes the organization strives to achieve (also called mission) – Open-systems emphasis: competing-values model that looks at the combination of external focus and flexible structure – Operative goals: explain what the organization is trying to achieve, with focus on the actual operating procedures – Organizational goals: desired state the organization attempts to reach – Prospector: business strategy characterized by innovation, risk aking, seeking new opportunities and growth – Rational-goal emphasis: competing-values model that foc uses on structural control and external focus – Reactor strategy: business strategy in which environmental threats and opportunities are responded to in an ad hoc fashion – Resource-based approach: organizational perspective that assesses effectiveness based on how organizations successfully obtains, integrates and manages valued resources – Strategy: set of plans, decisions and objectives that have been adopted to achieve the organizations goals – Structure: formal reporting relationships, groupings and systems of an organization CHAPTER THREE – FUNDAMENTALS OF ORGANIZATIONAL STRUCTURE Centralized: level of hierarchy with authority to make decisions – Chain of command: formal line of authority to make decisions Decentralized: decision making and communication that is spread out across the company – Departmental grouping: structure where employees share a common supervisor and resources, are jointly responsible for performance, and te nd to identify and collaborate with each other – Divisional grouping: people are organized according to what the organization produces – Divisional structure: structuring based on individual products, services, product groups, major projects, or profit centers (also called product structure or strategic business units) – Functional grouping: grouping of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear on a task – Functional matrix: structure in which functional bosses have primary authority, and product or project managers simply coordinate product services – Functional structure: grouping of activities by common function – Horizontal grouping: organizing of employees around core work processes rather than by function, product or geography – Horizontal linkage: amount of communication and coordination that occurs horizontally across organizational departments – Horizont al structure: structure that eliminates both the vertical hierarchy and departmental boundaries by organizing teams of employees around the core work processes, the end to end work, information, and material flow that provide value directly to customers – Hybrid structure: combines various structural approaches (functional, divisional, geographical, and horizontal) tailored to specific strategic needs – Integrator: a position or department that is reated to coordinate several departments – Liaison role: person that is responsible to communicating and achieving coordination with another department – Matrix structure: strong form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously – Multifocused grouping: a structure in which an organization embraces structural grouping alternatives simultaneously – Organizational structure: designates formal reporting relationships, in cluding the number of levels in the hierarchy and the span of control of managers and supervisors; identifies the grouping together of individuals into departments and of departments into the total organization; and includes the design of systems to ensure effective communication, coordination and integration of efforts across departments – Outsourcing: contracting out certain functions, e. g. anufacturing,IT†¦to other organization – Process: organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers – Product matrix: a variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign technical personnel to projects and provide advisory expertise – Re-engineering: redesigning a vertical organization along its horizontal workflows and processes – Symptoms of structural deficiency: signs of the organization structure being out of alignment, including delayed or poor quality decision making, failure to respond innovatively to environmental changes, and too much conflict – Task force: temporary committee composed of representatives from each department affected by a problem Teams: permanents task forces often used in conjunction with a full time integrator – Vertical information system: periodic reports, written information and computer based communications distributed to managers – Vertical linkages: communication and coordination activities connecting the top and bottom of an organization – Virtual cross-functional teams: teams comprising individuals from different functions who are separated in space and time as well – Virtual network grouping: organization that is loosely connected cluster of separate components – Virtual network structure: the firm subcontracts many or most of its major processes to separate companies and coordinates their a ctivities from a small headquarters or organization – Virtual team: made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the internet and collaborative software to work together, rather than meeting face to face SLIDES ONLY – BCG matrix (10): Consider market share and growth for product portfolios PART THREE: OPEN-SYSTEM DESIGN ELEMENTS CHAPTER FOUR – EXTERNAL ENVIRONMENT – Boundary spanning roles: activities that link and coordinate an organization with key elements in the external environment – Boundary scanning roles (Slide only) Buffering roles: activities that absorb uncertainty from the environment – Cooptation: when leaders from important sectors in the environment are made part of an organization – Differentiation: the differences (cognitive and emotional) among managers in various functional departments of an organiz ation and formal structure differences among these departments – Direct interlock: occurs when a member of the board of directors of one company sits on the board of another – Domain: an organizations chosen environmental field of activity – General environment: sectors that may not directly affect the daily operations of a firm but will indirectly influence it – Green environment: natural environment Indirect interlock: occurs when a director of one company and a director of another are both directors of third company – Integration: the quality of collaboration between departments of an organization – Interlocking directorate: formal linkage that occurs when a member of the board of directors of one company sits on the board of another company – Mechanistic: an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making – Organic: free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making – Organizational environment: all elements that exist outside the boundary of the organization and have potential to affect all or part of the organization – Resource dependence: a situation in which organization depends on the environment, but strive to acquire control over resources to minimize their dependence – Sectors: subdivisions of the external environment that contain similar elements – Simple-complex dimension: the number and dissimilarity of external elements relevant to an organizations operations – Stable-unstable dimension: the state of an organization’s environmental elements – Task environment: sectors with which the organization interacts directly and that have a direct effect on the organization’s ability to achieve its goals – Uncertainty: occurs when decision makers do not have sufficient information about the environmental factors and have a d ifficult time predicting external changes CHAPTER FIVE – INTERORGANIZATIONAL RELATIONSHIPS Coercive forces: external pressures such as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations – Collaborative networks: an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all – Generalist: an organization that offers a broad range of products or services and serves a broad market – Institutional environment: norms and values from stakeholders that organizations try to follow in order to please stakeholders – Institutional perspective: under high uncertainty, organizations imitate others in the same institutional environment – Institutional similarity: common structures, management approaches and behaviors established by organizations in the same field. Interorganizational relationships: r esource transactions, flows and linkages that occur among two or more organizations – Legitimacy: an organizations actions are desirable, proper and appropriate within the environment’s systems of norms, values and beliefs – Mimetic forces: under uncertainty, this is the pressure to copy or model other organizations that appear to be successful in the environment – Niche: domain of unique environmental resources and needs – Normative forces: pressures to adopt structures, techniques or management processes because they are considered by the community to be up to date and effective – Organizational ecosystem: system formed by the interaction of a community of organizations and their environment, usually cutting across traditional industry lines – Organizational form: an organization’s specific technology, structure, products, goals, and personnel – Population: set of organizations engaged in similar activities with simila r resources and utcomes – Population-ecology perspective: the focus is on organizational diversity and adaptation within a community or population or organizations – Retention: The preservation and institutionalization of selected organizational forms – Selection: process by which organizational variations are determined to fit the external environment, variations that fail to fit the needs if the environment are selected out and fail – Specialist: an organization with a narrow range of goods or services or serves a narrow market – Struggle for existence: principle of the population ecology model that states that organizations are engaged in a competitive struggle for resources and fighting to survive – Variation: new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY – Agency theory (9-13): The relationship between Shareholders and Managers is dominated by this question, How can the Agent shareholder/owner make sure that the managers are acting in their best interest? – Transaction cost theory (21-25): The inclusion of all costs are considered when  making  a  decision  and not just the  market prices. CHAPTER SIX – DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia: groups of firms that venture into new products and technologies – Domestic stage: first stage of international development in which a company is domestically orientated while managers are aware of the global environment – Economies of scale: achieving lower costs through large volume production, often made possible by global expansion – Economies of scope: achieving economies by having a presence in many product lines, technologies or geographic areas – Factors of production: supplies necessary for production e. g. raw materials, land, labor – Global companies: no longer thinks of itself as having a home country â⠂¬â€œ Global geographic structure: an organization divides its operation into world regions, each of which reports to the CEO – Global matrix structure: A horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. – Global product structure: product divisions take responsibility for global operations in their specific product areas –Global stage: stage in international development in which the company transcends any one country – Global teams: work groups comprising MNC members whose activities span in different countries (transnational teams) – Globalization strategy: standardization of product design and advertising strategy throughout the world – International division: equal in status to other major departments within the company and has its own hierarchy to handle business in various countries  œ International stage: 2nd stage of international development where company takes exports seriously and is multidomestic – Joint venture: separate entity of sharing developments and production costs and penetrating into a new market between two or more firms – Multidomestic: company that responds to local customers and competition in each country independent of other countries – Multidomestic strategy: competition in each country is handled independently of competition in other countries – Multinational stage: stage of international development where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country – Power distance: level of inequality people are willing to accept within an organization – Standardization: all branches of the company at all locations operate in the same way – Transnational model: horizontal organization with multiple centers, subsidiary ma nagers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate culture and shared vision and values – Uncertainty avoidance: level of tolerance for and comfort within, uncertainty and individualism within a culture SLIDES ONLY – Core competency (5,6) – Diversification (7-11) PART FOUR: INTERNAL DESIGN ELEMENTS CHAPTER SEVEN – MANUFACTURING AND SERVICE TECHNOLOGIES Analyzability: a dimension of technology in which work activities can be reduced to mechanical steps and participants can follow an objective, computational procedure to solve problems – Continuous process production: completely mechanized manufacturing process with no sorting or stopping – Core technology: work process directly related to the organization mission – Craft technology: technology used for stable stream of activities where the conversion process is not well understood or analyzable – Engineer ing technologies: technology used when there is a substantial variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques – Flexible manufacturing systems: using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable fast switching from one product to another – Intensive technologies: variety of products or services provided in combination to a client – Interdependence: the extent to which departments depend on each other for resources or materials to accomplish their tasks – Job design: the assignment of goals and tasks to be completed my employees – Job enlargement: the designing of jobs to expand the number of different tasks performed by an employee – Job enrichment: the designing of jobs to increase responsibility, recognition and opportunities for growth and achievement – Job rotation: moving employees fro m job to job to give them a greater variety of tasks and alleviate boredom – Job simplification: the reduction of the number and difficulty of tasks performed by a single person – Joint optimization: the goal of the sociotechnical system approach, which states that organization will function best only if its social and technical systems are designed to fit the needs of each other – Large-batch production: manufacturing process with long production runs of standardized parts – Lean manufacturing: uses highly trained employees at every stage of the production process who take painstaking approach to details and continuous problem solving to cut waste and improve quality – Long-linked technology: the combination, within one organization, of successive stages of production, with each stage using as its inputs the production of the preceding stage – Mass customization: the use of computer integrated systems and flexible work processes to enable c ompanies to mass produce a variety of products or services designed to exact customer specification – Meditating technology: the provision of products or services that mediate or link clients from the external environment and allow each department to work independently – Noncore technology: a department work process that is important to the organization but is not directly related to the central mission – Nonroutine technologies: there is high tasks variety and the conversion process is not analyzable or well understood – Pooled interdependence: the lowest form of interdependence among departments in which work does not flow between units – Reciprocal interdependence: the highest level of interdependence in which the output of one operation is the input of the second, and then the output of the second operation is the input of the first. Routine technologies: technology that’s characterized by little task variety and the use of objective, co mputational procedures – Sequential interdependence: serial form of interdependence in which the output of one operation becomes the input of another operation – Service technology: characterized by simultaneous production and consumption, customized output, customer participation, intangible output and being labour intensive – Small-batch production: manufacturing process, often custom work that is not highly mechanized and relies heavily on the human operation – Sociotechnical systems approach: combines the needs of people with the need for technical efficiency – Task variety: the frequency of unexpected and novel events that occur in the conversion process – Technical complexity: the extent of mechanization in the manufacturing process Technology: tools, techniques and actions used to transform organizational inputs into outputs SLIDES ONLY – History of commercial technology (7) – Historical context of technology – Wo odward, Perrow, and Thompson (10-30) CHAPTER NINE – ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucracy| An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of position and person, and written communications and records (p. 30)| bureaucratic control| The use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behaviour and assess performance (p. 336)| centralization| Level of hierarchy with authority to make decisions (p. 332)| charismatic authority| Based in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337)| clan control| The use of social characteristics, such as culture, shared values, commitments, traditions, and beliefs, to control behaviour (p. 338)| collectivity stage| The life-cycle phase in which an organization has strong leadership and begins to develop clear goals and direction (p. 24)| downsizing| Intentionally reducing the size of a company’s workforce by laying off employees (p. 343)| elaboration stage| The organizational life-cycle phase in which the red-tape crisis is resolved through the development of a new sense of teamwork and collaboration (p. 326)| entrepreneurial stage| The life-cycle phase in which an organization is born and its emphasis is on creating a product and surviving in the marketplace (p. 324)| Formalization| The degree to which an organization has rules, procedures, and written documentation (p. 332)| formalization stage| The phase in an organization’s life cycle involving the installation and use of rules, procedures, and control systems (p. 26)| incident command sytem| Developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises (p. 334)| life cycle| A perspective on organizational g rowth and change that suggests that organizations are born, grow older, and eventually die (p. 323)| market control| A situation that occurs when price competition is used to evaluate the output and productivity of an organization (p. 337)| organizational decline| A condition in which a substantial, absolute decrease in an organization’s resource base occurs over a period of time (p. 340)| personnel ratios| The proportions of administrative, clerical, and professional support staff (p. 32)| rational-legal authority| Based on employees’ belief in the legality of rules and the right of those in authority to issue commands (p. 337)| self-control| A person’s values are brought into line with the organization’s values to control behaviour (p. 339)| traditional authority| Based in the belief in traditions and the legitimacy of the status of people exercising authority through those traditions| SLIDES ONLY – Organizational birth and early life (4,5) †“ Nandy’s Model (6-9) – Genier’s Model (10, 11,18,19) PART FIVE: MANAGING DYNAMIC PROCESSES CHAPTER TEN – ORGANIZATIONAL CULTURE AND ETHICAL VALUES adaptability culture| A culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs (p. 60)| bureaucratic culture| A culture that has an internal focus and a consistency orientation for a stable environment (p. 363)| chief ethics officer| High-level executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising the investigation of ethical problems, and advising managers in the ethical aspects of decisions (p. 379)| clan culture| A culture that focuses primarily on the involvement and participation of the organization’s members and on rapidly changing expectations from the external environment (p. 362)| code of ethics| A formal statement of the company’s values concerning ethics and social responsibility (p. 80)| culture| The set of values, guiding beliefs, understandings, and ways of thinking that are shared by members of an organization and are taught to new members as correct (p. 356)| culture strength| The degree of agreement among members of an organization about the importance of specific values (p. 364)| ethical dilemma| When each alternative choice or behaviour seems undesirable because of a potentially negative ethical consequence (p. 372)| ethics| The code of moral principles and values that governs the behaviour of a person or group with respect to what is right or wrong (p. 369)| ethics committee| A group of executives appointed to oversee company ethics (p. 378)| ethics hotline| A telephone number that employees can call to seek guidance and to report questionable behaviour (p. 79)| external adaptation| The manner in which an organization meets goals and deals with outsiders (p. 357)| heroes| Organi zational members who serve as models or ideals for serving cultural norms and values (p. 359)| internal integration| A state in which organization members develop a collective identity and know how to work together effectively (p. 357)| language| Slogans, sayings, metaphors, or other expressions that convey a special meaning to employees (p. 359)| legends| Stories of events based in history that may have been embellished with fictional details (p. 359)| managerial ethics| Principles that guide the decisions and behaviours of managers with regard to whether they are morally right or wrong (p. 72)| mission culture| A culture that places emphasis on a clear vision of the organization’s purpose and on the achievement of specific goals (p. 361)| myths| Stories that are consistent with the values and beliefs of the organization but are not supported by facts (p. 359)| rites and ceremonies| The elaborate, planned activities that make up a special event and often are conducted for th e benefit of an audience (p. 357)| rule of law| That which arises from a set of codified principles and regulations that describe how people are required to act, are generally accepted in society, and are enforceable in the courts (p. 371)| social audit| Measures and reports the ethical, social, and environmental impact of an organization’s operations (p. 83)| social capital| The quality of interactions among people, affected by whether they share a common perspective (p. 355)| social responsibility| Management’s obligation to make choices and take action so that the organization contributes to the welfare and interest of society as well as itself (p. 372)| stories| Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization (p. 359)| subcultures| Cultures that develop within an organization to reflect the common problems, goals, and experiences that members of a team, departme nt, or other unit share (p. 365)| symbol| Something that represents another thing (p. 59)| values-based leadership| A relationship between a leader and followers that is based on strongly shared values that are advocated and acted upon by the leader (p. 377)| whistle-blowing| Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization’s officers and employees| SLIDES ONLY – Deal and Kennedy – Popular Typology of Organizational Culture (12,13) – Utilitarian ethics model (27) – Moral rights ethics model (28) – Justice ethics model (29) – Forces acting on manager’s ethics moment (30) CHAPTER ELEVEN – INNOVATION AND CHANGE ambidextrous approach| A characteristic of an organization that can behave in both an organic and a mechanistic way (p. 402)| change process| The way in which planned changes occur in an organization (p. 99)| creative departments| Organizational departments that initi ate change, such as research and development, engineering, design, and systems analysis (p. 403)| creativity| The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399)| culture changes| Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397)| dual-core approach| An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411)| horizontal coordination model| A model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages (p. 07)| idea champions| Organizational members who provide the time and energy to make things happen; sometimes called advocates, intrapreneurs, and change agents (p. 404)| idea incubator| Safe harbour where ideas from employees throughout the organization can be develop ed without interference from bureaucracy or politics (p. 403)| incremental change| A series of continual progressions that maintains an organization’s general equilibrium and often affects only one organizational part (p. 394)| large group intervention| An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 15)| management champion| A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization (p. 405)| new-venture fund| A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404)| organization development| A behavioural science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415)| organizational change| The adoption of a new idea or behaviour by an organization (p. 98)| organizational innovation| The adoption of an idea or behaviour that is new to an organization’s industry, market, or general environment (p. 398)| product and service changes| Changes in an organization’s product or service outputs (p. 396)| radical change| A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394)| skunkworks| Separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business (p. 404)| strategy and structure changes| Changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, anagement information control systems, and accounting and budgeting (p. 396)| switching structures| An organization creates an organic structur e when such a structure is needed for the initiation of new ideas (p. 403)| team building| Activities that promote the idea that people who work together can work together as a team (p. 416)| technical champion| A person who generates or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige; also called product champion (p. 405)| technology changes| Changes in an organization’s production process, including its knowledge and skills base, that enable distinctive competence (p. 97)| time-based competition| Delivering products and services faster than competitors, giving companies a competitive edge (p. 409)| venture teams| A technique to foster creativity within organizations in which a small team is set up as its own company to pursue innovations  | SLIDES ONLY – Four P’s (10) – Leavitt’s diamond (11) – Triggers for change (12) – Forces against change (13) – Lewin’s three step change management (14) – Change management five action steps (15-24) CHAPTER TWLEVE – DECISION MAKING PROCESSES bounded rationality perspective| How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined (p. 34)| Carnegie model| Organizational decision making involving many managers and a final choice based on a coalition among those managers (p. 445)| coalition| An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445)| contingency decision-making framework| A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions (p. 458)| decision learning| A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 62) | escalating commitment| Persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consistency and persistence are valued in contemporary society (p. 463)| garbage can model| Model that describes the pattern or flow of multiple decisions within an organization (p. 453)| high-velocity environments| Industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461)| imitation| The adoption of a decision tried elsewhere in the hope that it will work in the present situation (p. 60)| incremental decision process model| A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447)| inspiration| An innovative, creative solution that is not reached by logical means (p. 460)| intuitive decision making | The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439)| management science approach| Organizational decision making that is the analog to the rational approach by individual managers (p. 443)| nonprogrammed decisions| Novel and poorly defined, these are made when no procedure exists for solving the problem (p. 433)| organizational decision making| The organizational process of identifying and solving problems (p. 33)| organized anarchy| Extremely organic organizations characterized by highly uncertain conditions (p. 453)| point–counterpoint| A decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities (p. 462)| problem consensus| The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457)| problem identification| The decision-making stage in which information about environm ental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 33)| problem solution| The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433)| problemistic search| When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446)| programmed decisions| Repetitive and well-defined procedures that exist for resolving problems (p. 433)| rational approach| A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434)| satisficing| The acceptance by organizations of a satisfactory rather than a maximum level of performance (p. 46)| technical knowledge| Understanding and agreement about how to solve problems and reach organizational goals (p. 458)| – Organizational Learning: Single and Double -Loop Learning (Slide only) CHAPTER THIRTEEN – CONFLICT, POWER, AND POLITICS authority| A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481)| centrality| A trait of a department whose role is in the primary activity of an organization (p. 488)| collective bargaining| The negotiation of an agreement between management and workers (p. 498)| competition| Rivalry between groups in the pursuit of a common prize (p. 75)| confrontation| A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498)| coping with uncertainty| A source of power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorption (p. 489)| decision premises| Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483)| dependency| One aspect of horizontal power: when one department is dependent on another, the latter is in a position of greater power (p. 487)| domains of political activity| Areas in which politics plays a role.Three domains in organizations are structural change, management succession, and resource allocation (p. 491)| financial resources| Control over money is an important source of power within an organization (p. 488)| intergroup conflict| Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may block their group’s goal achievements or expectations (p. 475)| labour-management teams| Teams designed to increase worker participation and to provide a cooperative model for addressing union–management issues (p. 498)| negotiation| The bargaining process that often occurs during confrontation and enables the parties to systematically reach a solution (p. 98)| network centrality| Top managers increase their power by locating themselves centrally in an organizatio n and surrounding themselves with loyal subordinates (p. 484)| nonsubstitutability| A trait of a department whose function cannot be performed by other readily available resources (p. 489)| organizational politics| Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490)| political model| A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 79)| political tactics for using power| These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494)| power| The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480)| power sources| There are five sources of horizontal power in organizations: dependency, financial resource s, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487)| rational model| A description of an organization characterized by a rational approach to decision making, extensive and reliable information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 79)| sources of intergroup conflict| Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476)| strategic contingencies| Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486)| tactics for enhancing collaboration| Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together (p. 497)| tactics for increasing power| These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies  |

Organizational Development Essay

John F. Kennedy was quoted as saying â€Å"Change is the law of life, and those who look only to the past or present are certain to miss the future.† The world is in a constant state of motion. No one should expect things to always stay the same. Organizations require technologies and human resources in order to operate. A business needs to operate by learning from the past and planning for the future. Since, the economic collapse of 2008, the idea that any company is ‘too big to fail’ has been thrown out the proverbial ‘business window’. Business is now practiced in a global market and technologies have made the world a smaller place. â€Å"Managers and their organizations must anticipate the future and become proactive players.† (Brown, D.R., 2011, part 1.) Consider companies like Blockbuster Video. The demise of Blockbuster proves that leadership did not look to the future. This company considered itself to be the standard. Where is Blockbuster now? Instead of being an industry leader, it is trying to regain its footing in a marketplace it once dominated. Why? Blockbuster failed to take its competitors seriously. It did not consider technology surpassing the company’s own perception of practicing business. â€Å"In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke.† (Gandell, S., 2010, paragraph 19.) Successful companies are looking to the future as they learn from the past and present. Organizations that are successful will operate without ego, effectively communicate throughout the organization, and constantly reinvent themselves. Organizations need to be in constant development in order to move forward with any success. In this paper, I intend to define the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. I intend to define organizational development as it relates to organizational trust, a strong practitioner-client relationship, the imperative nature of the diagnostic phase, effective communication between ownership and employees, and the importance of strategy as it relates to a successful transfer of ownership and culture to an organization. Organizations need to know when organizational development is necessary. I am a Managing Partner in the restaurant business. I currently have about 50 employees that I am responsible for. Recently, the restaurant I am running was sold to a South African group of owners. The owners actually bought two restaurants from the local restaurant group I was working for. After studying the Charlotte market and other markets throughout this great country of ours, the South African owners decided that Charlotte, NC would give them the best opportunity to grow a restaurant chain. The owners currently have over 150 restaurants in South Africa and this is their first venture into the United States. Once the sale became final, the owners began to evaluate all the current systems and business practices of the restaurants. The new owners began to re-develop the organization by defining its existing and future organizational identity. The owners sat down with staff and management to get an understanding of what the restaurants meant to each staff member. â€Å"The identity will provide an advantage if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and path dependent, and therefore difficult to imitate.† (Salgado, S.R., 2003, page 65.) The owners became the practitioners of change by purchasing the restaurants. After the sale became final, it was time to develop a sense of trust from the existing staff and management. One way of gaining that trust is to value the opinions of the current members of the organization. The new owners showed that they valued staff opinion of organizational identity. This process helped to develop the fundamental need to build a positive practitioner-client relationship. The new owners need an employee landscape that is friendly, not hostile. There is no way the new organization can move forward with a negative culture. Once trust was established, the new owners were able to begin to identify issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development are: â€Å"anticipate the need for change, develop the practitioner-client relationship, the diagnostic phase, action plans, strategies, and techniques, and self-renewal, monitor, and stabilize.† (Brown, D.R., 2011, page 18). Ownership has followed the principles of organizational change and development in a very smart way. The new owners worked on building a strong practitioner-client relationship while gathering information about the businesses. They remained very approachable and worked hard to assist with the agreed upon change lists. Ownership made everyone feel as though they were not there to change what was not broken. Employees were made to feel proud about the restaurants they worked in. By developing such a good and trusting relationship, change has come easier. Once trust was established, new ownership quickly moved to the third fundamental of organizational development, the diagnostic phase. â€Å"Organizational diagnostic models and surveys have often been demonstrated by practitioners to be very effective in supporting organizational development   programs.† (Goldstein, L. and Burke, W. (1991), Vol. 19, page 5.) Diagnostic models are designed to help organizational development practitioners to â€Å"categorize data about the organization, enhance understanding about organizational problems, interpret data systematically, (and) provide appropriate change strategies.† (Lok, P., Crawford, J., 2000, page 108.) The practitioners have been reviewing every facet of the restaurant’s business practices. Ownership is constantly evaluating the effectiveness of each system. Technologies, equipment, and managerial functions are all reviewed and measured to the new standards and goals set forth by the owners. The ownership designed a â€Å"team approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real concern for personal career goals as well as for organizational goals.† (Brown, D.R., 2011, page 327.) Ownership felt that the technologies were not tied in together very well. Ownership felt that the current gathering of data was cumbersome and inaccurate. The practitioners felt that the clients needed to stream-line the ways in which data was collected. By reviewing every program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the two concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership also determined that it wanted its managers out in the restaurant more. There was simply too much to do in the office while running the restaurants. The practitioners asked current upper management to clearly define the responsibilities of each manager and chef position. At this point, the culture of the new organization had begun to take shape. Clearly defined roles and a change in managerial philosophies have started to grow. I have witnessed what I believe is a very successful transformation of culture. Responsibilities are clearly communicated. Accountability has improved. By creating clearly defined roles, the effectiveness of each manager is much easier to measure. At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some people in the organization. Missed deadlines and unforeseen problems have occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an unwavering amount of dedication to the new organizational vision it has set in place. Considering the amount of change, the owners have been very clear and approachable throughout the transformation. I respect and support their efforts in remaining approachable and supportive. They exude an understanding of what each existing member or employee is going through.   Ownership has been very aware of the ego state of the organization. â€Å"Every interaction between people involves a transaction between their ego states. When one person converses with a second person, the first person is in a distinct ego state and can direct the message to an y of the three ego states in the second individual.† (Brown, D.R., 2011, page 230.) Ownership has made every effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have also shown that the organization will move forward with or without its current members. Holding people accountable has been extremely important. â€Å"In today’s changing environment, organizations that encourage individual ability and hold employees accountable for achieving goals are more likely to succeed.† (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses within its existing employee body. This approach has brought on a spirit of contribution to the cause of the new vision presented to the ‘old guards’ of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have discovered some hidden talents within its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders keep an aggressive time-line for the development of change. New owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by looking for solutions internally. Looking for hidden talents helped to reaffirm the positive culture of opportunity and renewed perceptions of the employee skillset. An internal approach to solving or rectifying identified issues has also kept the cost of change down. Existing members already have a sense of where the shared vision of the company is going. Existing staff has a greater stake in the organization’s success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the quality of the guest experience and profitability of its organization. Ownership started this process by surveying all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to become more consistent in gathering data and measuring the performance of both restaurants. Their  vision of the future of the organization has been effectively shared with everyone involved . The deadlines for improvements have been followed-up effectively. A weekly meeting between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their knowledge of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired enough knowledge about existing systems, the project or ‘goal’ chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For example, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. â€Å"The collection of data is an important activity providing the organization and the practitioner with a better understanding of client system problems: the diagnosis.† (Brown, D.R., 2011, page 19.) Ownership has been very diligent about data accuracy. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not vital to the new organizational vision. Ownership has already picked two new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. â€Å"Organizational practitioners need to assess the influence of variables in diagnostic models on organizational outcomes, and effectiveness has often been used as the primary outcome measurement. (Handy, 1985, p. 85; Burke and Litwin, 1992). The new owners have done an excellent job moving the new organization through a surprising change of ownership. I have enjoyed watching how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on course with the changes. Total commitment and a positive attitude are necessary. Negativity spreads like wildfire when redeveloping an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I wonder if they are taking the same course in organizational development that I am. The owners have to pass forward their beliefs or values as to what the restaurants should be. Things that worked before might be tossed. New things are   introduced. The style of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Customers are hearing of the sale and are passionate about the changes. Some changes are subtle. Some changes are extreme. How does the ownership remain familiar to what the concept once was? The entire process is exhausting. The public’s resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was rolled out. Granted, the menu had not changed in four years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item. Servers and cooks hated selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determination that the new regime can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele. Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense scrutiny mistakes in service or execution of the shift has to be perfect. We cannot afford to be less than perfect right now. Complacency has no place in the restaurant business. To be successful, we should always be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Managers should be acting as coaches and mentors to the staff. Management at all levels should not only ‘talk the talk’, they should ‘walk the walk’. However, the complaints are not always fair. The new menu is terrific. Quality and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the morale of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain camaraderie resulting from moving toward common goals with other people. There is now a belief that we are a better place today because of our efforts. The best interventions from a   values point of view are those that help clients prepare their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once faithful group of regulars will either go their own way or forgive us. Organizational development is a change strategy. â€Å"OD principles and techniques are experiencing a renaissance, thanks to the growth of the field of change management.† (Worren, N.A.M., Ruddle, K., & Moore, K.,1999, paragraph 3.) Organizational development requires a change in behaviors. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the food chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organization’s products. Therefore, the leadership of any organization has to ‘connect’ to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an excellent example of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the economy is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant might have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical. Kurt Lewin developed the concept of force-field analysis. This philosophy is â€Å"deceptively simple and can be used to help plan and manage organizational change.† (Cumming, T.G., & Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of two opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist in the desired change. Restraining forces do quite the opposite. Restraining forces represent obstacles to the change. â€Å"If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.†(Cumming, T.G., & Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. People are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewin’s force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization. The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have moved forward by doing their homework. After reviewing all the necessary information, ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has moved forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners’ final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms around us all and said â€Å"everything will be alright, just stick with us.† As the new team moved forward, some upper management was asked to leave. Time has been a good indicator of the ownerships’ dedication to the new vision and culture of the organization. Their efforts have been unwavering and very consistent. In this paper, I have detailed the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. The process of organizational development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of purpose towards the new organization. New ownership has successfully relayed a positive sense of urgency and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organization’s customers. The organizational development techniques applied by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve. This fast organizational growth is to be celebrated because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively. References: Brown, D.R., (2011). An Experiential Approach to Organizational Development (8th ed). Upper Saddle River Pearson Prentice Hall. Retrieved from: http://onlinevitalsource.com/#books/9780558857257/pages/31616081. Cumming, T.G., & Huse, E.F. (1989), Organizational Development and Change (4th ed.) St Paul, MN: West Publishing. Retrieved from: http://jeritt.msu.edu/documents/TallmanWithoutAttachment.pc. Gandell, S., 2010, How Blockbuster Failed at Failing, Time Magazine. Retrieved from: http://www.time.com/magazine/article/0,9171,2022624-2,00.html. Goldstein, L. and Burke, W. (1991), Creating successful organizational change, Organizational Dynamics, Vol. 19, page 5-17. Retrieved from: http://search.proquest.com/docview/215864273?accountid=32521 Handy, C. (1985), Understanding Organizations, Penguin, London. Retreived from: http://search.proquest.com/business/docview/215864273/13901F6FOC3249E4570/1?accountid=32521 Lok, P., & Crawford, J., (2000). The application of a diagnostic model and s urveys in organizational development. Journal of Managerial Psychology, 15(2), 108-124. Retrieved from http://search.proquest.com/docview/215864273?accountid=32521.) Salgado, S.R. (2003), Fine Restaurants: Creating inimitable advantages in a competitive industry. New York University, Graduate School of Business Administration). ProQuest Dissertations and Theses, 161 p. retrieved from: http://www.search.proquest.com/docview/305261479?accountid=32521305261479. Worren, N.A.M., Ruddle, K., & Moore, K. (1999.) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286. Retrieved from http://search.proquest.com/docview/236248857?accountid=32521.

Describe What Your Role, Responsibilities and Boundaries Would Be as a Teacher or Trainer in Terms of the Teaching and Learning Cycle. How Might “Equality”, “Diversity” and “Inclusion” Impact on a Learner’s Experience?

PTLLS Assessment Describe what your role, responsibilities and boundaries would be as a teacher or trainer in terms of the teaching and learning cycle. How might â€Å"equality†, â€Å"diversity† and â€Å"inclusion† impact on a learner’s experience? Give examples from your own experience and research to support your assertions. â€Å"This submission is entirely my own work unless I have used quotation marks to indicate my reference to the work of others† As a teacher or trainer, there are a variety of roles and responsibilities that are important to consider. The main role of a teacher is to create a relaxed, comfortable learning environment for students to meet their learning needs. In many cases, the teacher’s role also involves delivery of specific content as defined by a curriculum, in order to prepare students for passing examination. As such one of the main responsibilities of the teacher is to be aware of any curriculum and examination requirements of a course. Another role of the teacher is to ensure that the lesson is inclusive of all learners and they are therefore responsible for recognising diversity within the group. This may include disabilities; language barriers and cultural differences. These roles and responsibilities would fall under the ‘identification of learners needs’ aspect of the teaching and learning cycle. This is a continual process and would necessarily be affected by other aspects of the cycle, particularly assessment and evaluation of the learning and teaching. This evaluation will constantly inform the teacher and will include such varied mediums as end of course evaluation sheets as well as simple observation of candidates demonstrating their knowledge and/or skills. It may be appropriate for candidates to meet certain assessment criteria or competencies throughout a course as part of this evaluation process. In my experience of teaching manual handling, I would expect leaners to be able to demonstrate specific manual handling, lifting, pushing and pulling skills during the course. Evaluation of previous courses and of the evolving requirements of students also helps to inform the planning and designing of lessons. In addition, the teacher is responsible for researching the subject area to ensure a wide, current knowledge base that will help when establishing credibility and professionalism, and then to develop a variety of interesting ways to deliver the content whilst ensuring a safe working environment for students. The teacher’s role is then to deliver the lesson content in a manner consistent with the learning styles and requirements of the delegates. These might include lecturing, large group discussion or case studies. In the past I have taught legislative considerations in regard to health and safety aspects of manual handling and use of display screen equipment and have used role play; small group work and case studies to try to accommodate different learning styles. Within all this, it is essential that the teacher establishes and maintains professional boundaries. These can be varied and quite different, depending on the context, the environment and the group or individual being taught, for example, a teacher teaching young children would have a different set of boundaries than a football coach coaching an adult football team. However, the teacher should always consider relevant legislation. This includes health and safety legislation such as the Health and Safety at Work Act, 1974; the Equality Act, 2010 and most relevant to the above example, child protection guidelines. On a more general level, establishing ground rules such as timekeeping and use of mobile phones is important in minimising disruption and allowing optimal delivery of course content. Promoting equality, embracing diversity and ensuring inclusion are essential components of an effective teaching strategy, if the goal of that strategy is to provide a positive, rewarding learning experience for all learners. â€Å"Equality is about the rights of learners to attend and participate, regardless of their gender, race, ethnic origin, religion, disability, sexual orientation and age†1. If a teacher fails to actively promote equality, they run the risk of excluding individuals from the learning process. For example a failure to acknowledge that English may not be the first language of some or all of the delegates and to adapt the teaching session accordingly would be detrimental. Once, when teaching a manual handling training session to porters and housekeepers working in a hospital, the majority of the candidates spoke Portuguese as their first language. I acknowledged this prior to starting the course and altered the course structure to enhance the learning process. One of the strategies I used was to include more small group work, ensuring a mix of people with difficulty understanding English, and those who were bilingual. â€Å"Diversity is about valuing the differences in people, whether that relates to gender, race, age, disability or any other individual characteristics they may have† 1. Just like promotion of equality, the importance of embracing diversity lies in recognising differences within any given group and using this to enhance, rather than detract from the learning experience. Diversity within a group will allow a variety of different perspectives on any given topic, thereby promoting wider understanding in the group as a whole. Johnson and Romanello2 examined teaching and learning considerations when teaching generationally diverse nurses. They opined that when presenting health problems to nurses from different generations it â€Å"leads student to share insights that can be applied to patient care with multiple groups of patients across generations†. 2 â€Å"Inclusivity is about involving all learners in relevant activities rather than excluding them for any reason† 1. In many ways, failure to acknowledge diversity and/or promote equality will inevitably lead to exclusion. In order to effectively ensure inclusion, planning of the teaching process, utilising a variety of teaching methods is essential. Moreover, the ability to adapt course content and delivery methods following recognition of diversity within a group is paramount to ensuring equality and inclusion. Even something as basic as starting and finishing a lesson on time will help with inclusion as a failure to do this might exclude learners who have commitments outside of the lesson times such as childcare. With regards to the learning cycle, the assessing and planning stages: assessing the requirements of the group and planning the format of the lessons accordingly are essential to ensuring inclusion. References 1 GRAVELLS, A, Preparing to Teach in the Lifelong Learning Sector, Bell and Bain Ltd, Glasgow, 2008, p. 18. 2 JOHNSON, S and ROMANELLO, A. Generational Diversity. Teaching and Learning Approaches, Nurse Educator, 30(5): Sept-Oct. 2005: 212-216.

Next order mult. papers and PPT. they need to build on each other too Essay

Next order mult. papers and PPT. they need to build on each other too - Essay Example The customer has added to the complaint that after a period of three months the cylinder head had started to show leaks and he had to get repairs done. After a period of five months the engine had started showing problems that were repaired and by that time the warranty had expired so a new engine had to be bought. I have noticed similar complaints in the case of the 1997 as well as the 2000 models of Ford Expedition. In addition to the oil cylinder and the engine problems the one point that has been raised very aggressively by the customers is that the company has not been too helpful in paying the repairs for the losses. It has been mentioned by one of the customers that her expedition had been reporting errors in the gasket and she asked our organization for the repairs that was under warranty. But for unknown reasons our organization had been unable to pay for the losses and had not paid for the repairs either. All the complaints can be summarized by saying that there are problems in the case of the head gasket as well as the oil cylinder. The engine might be in need of being rechecked in a detailed manner so that the newer Expedition do not show such problems as these are the problems in the Expedition models that have become, sadly, well known among the people. The organization’s reputation is the most important to me and the other clients. Any kind of issues that might be harmful to the company’s reputation have to be dealt with in a strategic manner so the future clients can be made to trust the organization. The issues that we might face in the future, as I might say, need to be dealt with at this very point so that they are resolved at an earlier stage rather than being delayed. The customers are the main stake holders for the organization and we, at Ford Motors respect this relationship in the business. The customers need to be heard regarding their complaints so all the trust is regained in order that they

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The relationship between work and life has become a key feature of much current government, practitioner and academic debate - Essay Example However, issues revolving around the work – life phenomenon have recently achieved a wider social implication since the unconstructive consequences that culminate on account of the augmented incapacity on the part of the employees, which restrict their quest of striking a perfect balance between work and life, are becoming more and more palpable within the highly industrialized Western societies. In order to achieve a work life balance it is mandatory for organizations and individuals concerned to affirm that strategies and policies concerning organizational working needs of the employees be more comprehensive and must include the need to assimilate diverse perspectives such as principles, approaches and values held within and by organizations, individuals and societies and of the manner in which their interaction envisages the capability to accomplish a personal work - life balance. The pursuit for an idyllic means of combining the habitually contradictory spheres of work and private life has engaged scholars and practitioners for decades. However, the debate has deepened and gained momentum over the years to become a "hot topic" under the banner of work - life balance. The concepts of work life balance and work life boundary have gained wide spread popularity in the recent times and have been widely defined by a range of authors, researchers and theorists. Some of the key definitions of the two terms are mentioned below. Clutterbuck, (20031) defines work life balance as: "A state where an individual manages real or potential conflict between different demands on his or her time and energy in a way that satisfies his or her needs for well - being and self - fulfillment" It also refers to the state of being aware of the different demands on an individuals time and energy, the ability to make appropriate choices in terms of the manner in which one choose to allocate his or her time and energy, knowledge of the values

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Call of Submissions for Coalition Government's Review of Counter-Terrorism & Security Powers in the UK - Essay Example Its main drawback being the restrictions of liberty it imposes on individuals. Some of its limitations are travel restrictions, curfews and restrictions on individuals someone can associate with. An alternative proposed to it is use of intelligence and captured evidence in easing prosecutions. The stop and search policy has faced pertinent objections concerning fundamental human rights particularly on profiling based on religion or race. The commission argues that the powers to stop and search should be founded on rational suspicion of an individual. It should only be arbitrarily employed in exceptional circumstances like addressing an immediate terrorist threat. Another key area raising concern is the length of period of detention before formal charges. The current extended pre-charge detention period contravenes human rights and British constitutional principles and history. Thus a review of the 28 days to 14 days pre-trial detention period is ideal (Equality and Human Rights Commi ssion, 2010). ... The use of community service providers in complex counter-terrorism operations, a Prevent strategy, has raised serious concerns. This is because intelligence gathering has been delegated to service providers like teachers. This is in inconsistent with their foremost professional duty and responsibilities. Prevent’s approach to countering terrorism is described as too broad and too narrow. By focusing on particular communities while ignoring threats of extremism not related to Islam, Prevent effectively fuels intolerance against the Muslim residents. Due to its sinister operational transparency, Prevent has lost the faith and confidence of local communities. The secrecy on intentions of its projects such as funding free IT facilities at a youth center targeting Muslims at a town, North of England has further exposed its unpopular strategy. Consequently, Prevent’s dependence on surveillance and intelligence collecting has made it infringe on peoples personal space creatin g fertile grounds for unequal treatment and human rights abuse (Liberty, 2010). With similar areas of submissions as Equality and Human Rights Commission, Amnesty Internationals select submissions included diplomatic assurances and national security deportations. The diplomatic assurances fronted by the UK government have been consistently challenged since it does not guarantee that an individual deported will not be ill-treated or tortured. International human rights laws forbid governments from deporting individuals likely to be subjected to such abuses. The negotiated bilateral diplomatic agreements entered with countries like Ethiopia, Lebanon and Libya have been observed as an attempt to elude

SARS Pandemic Essay Example | Topics and Well Written Essays - 2750 words

SARS Pandemic - Essay Example Vaccine is in the preparatory phase. Once vaccine has been finally prepared would it possible to meet the demand of the world to prevent an event of pandemic through herd immunity. This is big question that is not an easy task to answer. Apart from availability, the cost of the vaccine would be an important factor. Developing countries would be at the worst hit because of affordability issues related to the cost of the vaccine. But pandemic will not be prevented if only the developed is vaccinated. It would have been possible to control the syndrome through directly observed treatment strategy (DOTS) if a drug of choice was available. Since no drug of choice is available and the vaccine does not seem to be of any substantial benefit so the only option left is the prevention. Prevention can be achieved through personal hygiene, sanitation of the environment especially with overcrowding like schools, aircrafts, etc. After a diagnosed case, the strategy used by the Canadian health authorities during 2003 outbreak seems an excellent guideline to follow when required. Coronaviruses are the causative agent for severe acute respiratory syndrome (SARS). These are positive strand RNA viruses of about 100nm and contain the largest genome among the RNA viruses. These viruses belong to the group of nidovirales, the other members of the group are: toroviruses and arteriviruses. Coronaviruses have helical nucleocapsides and envelops which are derived from intracellular membranes (Hunt 2005, Lwinson 2004). The coronaviruses discovered in the fourth decade of the last century but received attention in early 2003 when it was found that a new disease, SARS, which was started in the late 2002, was caused by these viruses (Hunt 2005, Lwinson 2004). SARS was responsible for the sickness of more than 8000 people while more than 700 people died of this syndrome around the world (SARS 2006). The habitat is animal body but the disease is spread when the animal-human barrier is crossed due to any factor (Peiris 2003). The virus is transmitted through droplet and contact (Hunt 2005, Lwinson 2004, Poutanen 2003, Yu 2004). Airborne mode of transmission is still not confirmed. There are some supporting data available but more information is needed to declare it as a mode of transmission. The contact of mucous membranes, of a potential candidate for SARS, with infected material seems important for the spread of the disease (Peiris 2003). The viruses are in different secretions of the body, like urine and faeces but the evidence for feco-oral route is missing (Olsen 2003). The SARS coronavirus (SARS-CoV) is actually less transmissible as, the ratio of one primary case to its secondary cases is only two to four but once it starts spreading and measures are not taken to control then the toll is very high (Olsen 2003). The incubation period estimated by various research teams have been in the range of two to ten days with mean duration of six days (Olsen 2003,Donnelly 2003). It has also been observed that it is very unlikely for the transmission to occur before the start of the symptoms and after 10 days of the resolution of fever (Olsen 2003). Based on the incubation period, the period of infectivity and the mode of transmission the viruses have infected humans in a variety of environments, like: workplaces of health care providers, lab

Compare and Contrast Research Methods Essay Example | Topics and Well Written Essays - 1500 words - 6

Compare and Contrast Research Methods - Essay Example Moreover this session also takes place to converse about different matters etc. (Blumberg & Schindler, 2008). (Lewis & Saunders, 2009) demonstrate that the implication of this research method is widely done in almost all major modes of studies. This gives a horizon that what actually people think. Focus group participants can vary from research to research. For instance to check out the performance of a car, focus group discussion takes place. The panel members in this discussion would be product manufacturing engineers, consumers, analysts, journalist, market guru’s and future potential customers. Their depiction of thoughts will be the quintessence of this discussion. Moderator will ask certain focused research based questions from the panel members. Members upon their respective turn will present their views. The proposition of this tactic is mostly done in the subject of psychology, sociology, marketing and its sub branches, human resources management etc. To get the concrete picture about the thinking of consumers, market surveys act as the backbone. It has vast implication and is done in approximately research work. Market surveys provide the various ideas of people about a product, service or any other issue. People from diverse backgrounds provide their review about a certain product or service. They also bluntly demonstrate that what are the shortcomings and plus points of the product. Their representation of non fragmented thoughts makes this research technique powerful. Literate, illiterate- all consumers present their ideas clearly (Eriksson & Kovalainen, 2008). Market surveys are done in all the capacities to check out the positioning of a product or service. For instance to check out the impact of a certain mobile phone among users and customers, cell phone market survey will be done which will give deep insight about what consumers think of it. It will also explain that what are its drawbacks, advantages and who are its customers. A set of

Sexual Harassment in the Hospitality Industry Research Paper

Sexual Harassment in the Hospitality Industry - Research Paper Example cated that sexual harassment occurred when there is opportunistic exposure of genitals; inappropriate touching whenever the object is in a close contact; excessive talks on sexual matters for erotic gratification; and that troublesome spontaneous erections happen. Schneider et al. (2007) pointed that these are at times difficult to interpret specially if ambiguously illustrated as a behavior intimating sexual advances within the context of contrapower harassment. Oxford Economics (2010) defined hospitality industry from the perspective of macro-micro economy as the provision of â€Å"accommodation, meals and drinks in venues where the consumption happened outside homes and as such, as business, offered services that are contributory to national or world economy. Most of the services here hotel accommodation and related services; food and catering; event management (Oxford Economics, 2010). The Commission of the European Union states pointed sexual harassment destroy the working envi ronment and impose deteriorating effect on health, confidence, morale and performance of those affected by it (Advocates for Human Rights, 2007). It hinders the right integration of women at the market (AHR, 2007). It can cause anxiety and trauma which is often affecting victim’s behavior and work efficiency until it could seek work elsewhere (AHR, 2007). The effects are maybe prolonged or not depending on the severity of emotional, psychological, and physical damages incurred (AHR, 2007). Thus, it can have adverse impact on the profitability of the company as it would diminish the reputation of the company (AHR, 2007). Studies further showed that those who have undergone sexual harassment has severe impact to their very private lives by having psychosomatic symptoms and diminished...Such is evident in leisure-based business such as in cruise lines, airlines, hotels, restaurants, bars, resorts, and the like (Ispas, 2010). As an industry designed to cope with desired level of competitiveness, human resources ought to rediscover genuine concept of competitiveness as capitalized by managers of hospitality industry for improved and strategic hospitality services (Þuclea & Pà £durean, 2008; Ispas, 2010). Experts posit that managers should also focus on performance and policy control to maintain quality service as decisive factors in protecting the employees from harassing customers (Þuclea & Pà £durean, 2008). Strategic orientation and raising competitiveness must be undertaken to protect employees from all types of sexual exploitation and harassments that could be employed by any customer to the workers (Þuclea & Pà £durean, 2008; Emilian, Tuclea, Tala & Brà ®ndusoiu, 2009). It’s sad to note that this industry which is contributory for national development is riddled with sad experiences that are detrimental to victim-workers and to the image of the company (Oxford Economics, 2010). If all of these industries are saddled with cases, it would certainly have some severe impact to the economy as well. In UK economy for instance, there is about an estimate of  £90 billion in 2010 for hospitality industry and the same has offered  £46 billion to the UK economy in GVA (Oxford Economics, 2010).

Speech On Environment Essay Example for Free

Speech On Environment Essay Good morning to the Excellencies, my respected teachers and my dear friends. The topic of my speech is Environment. Environment is the surrounding in which we live. It is the source of life. Our whole life is dependent to the environment. It directs our life and determines our proper growth and development. Good or bad quality of social life depends on the quality of our natural environment. The need of human beings for food, water, shelter and other things depends on the environment around us. There is a balanced natural cycle exists between environment and lives of human beings, plants and animals. Human society is playing vital role in degenerating the natural environment which in turn negatively affects the lives on this planet. All the human actions in this modern world directly impact the whole ecosystem. All the actions have brought a big change in this planet which resulted in many environmental problems. Increasing demand of technologies and industries in the modern time impacts the nature. The increasing invention of new technologies has changed the interaction of people with environment which permits more population to grow. The modern technologies have immense power which has altered the whole environment in an unimagined way. The indiscriminate use of environment is the root of ecological crisis. Such continuous increase in the technologies and human behaviour are correspondingly very serious. Such amazing technologies have become the reason of economic growth in 20th century however it had dramatically affected the natural resources. Some of the environmental problems are rapid growth in world population, deteriorating natural resources, diminishing forests and wetlands, erosion of soil and coral reefs, depleting underground water, regular shortage of fresh drinking water, vanishing plants, salinization in Africa, Asia, Latin America and Middle East. Some other issues are loss of biodiversity, rapid extinction of some important animal species, collapse of fisheries, rising air and water pollution, rise in atmospheric temperature, thinning of ozone layer, spoiling rivers, seas and underground resources. Even though science and technology have radically altered the terms of adaptation to the nature, we still need to adapt to the environment. Human society is embedded in an environment. We must not forget that the human being is first and foremost an animal, sharing living space with other animal species in an environment on which they are mutually dependent. It is our responsibility to save our environment and earth and  make the possibility of healthy and happy life here.

Russian Standard Vodka Strategies For Global Markets

Russian Standard Vodka Strategies For Global Markets Introduction Roustam Tariko, founder of the Roust Holdings planned to establish a brand that will set up new standards of world class quality for new breed of global Russian brands. Tariko focused on setting up the standards by a product which is distinctive because of its Russian Heritage so that Russians can take pride in it, and to fulfill this requirement vodka was the obvious option as it is developed in Russia and strongly associated with the country. Tariko launched the vodka and by 2002, Russian Standard was outselling all other brands achieving the top position in the vodka market. This success of the Russian brand was attributed because of its consistent product quality, packaging, and merchandising and of course because of its strong depiction of Russian heritage. Encouraged by its success, Tarikos management launched the Russian Standard in the European countries aiming to make it the best vodka globally. Russian Standard vodka was making business in around 10 European countries, the company wishes to enlarge the business by further crossing the boundaries by entering into the US Market. Vodka is very famous in the US; it has a huge market, largest around the globe and there are many best selling companies which offer premium quality vodka. Launching Russian Standard vodka in US would mean high competition with the already existing brands that are quite popular among customers. The Russian Standards also expanded the list as Tariko decided to launch a new type of bank which will serve foreign trade companies, small business and individual customers. The challenge faced by the Russian Brands team was to make the two diverse businesses compatible with each other while maintaining the standards of the Russian Brand. The report presents a brief overview of the brand equity concept of the Russian Standards and the reasons behind its success story, discusses the horizontal brand diffusion in terms, and also debates over the possibility of launching Russian Standard in US and whether it needs to change its strategies to attract the customers. Brand equity is considered to be a crucial source for profitability. A firm with strong brand equity can have a significant edge in the market as compared to its competitor. It can be able to charge higher prices with its brand image backing it up. The firm can also enjoy a larger market share, a possibility of further product extensions and even draw more investment into the existing business. This is the reason why in the present world, branding or brand image has become a very important strategic issue for businesses. Businesses such as Pepsi, Coca Cola, Ralph Lauren, Nestle etc have very strong brand equities, because of which they are able to enjoy huge market shares as well as the ability to price their products higher than what they would have if they did not have their respective brand names. Brand equity is the value of a company which is only because of its name. As observed by Dr. Ramachandran (2010) brand equity is the outcome which is attributed to the products brand name as compared to the same product without a brand name. Due to the benefits strong brand equity can provide, every corporate entity works their utmost to excel others in the retail sector. However the question arises that what makes a brands equity stronger than it is? According to Kellers (2003) brand equity pyramid, there are mainly four steps and six building blocks which establish a consumer based brand equity for a firm, namely; Salience (identity), Performance and Imagery (meaning), Judgments and Feelings (Response) and finally Resonance (relationship) (Appendix 1). These are the steps at which the consumer asks respective questions related to the firm, and each step leads onto the next until the consumer places complete confidence in the firm, and thus the firm is able to acquire strong brand equity. This model by Keller (2003) can be used to explain how the Russian Standard brand was able to establish strong brand equity and how this brand equity helped the company to gain commendable success in Russia. Brand Salience The very first step in the pyramid is that of Salience, or identity. This is the step where the consumers ask the firm or product, who are you. This means that when a firm is introduced in the market, the firm establishes distinct identity. It establishes its association to a particular product class, i.e. consumers consider the firm/product according to this distinct identity. Brand salience can be defined as to how often and easily the brand is evoked under various situations and circumstances? (Keller, 2001) The beginning of the Russian Standard brand was with a mindset that its products were to be established in such a way which would be able to gain long lasting consumer association. The objective was to establish an exclusive product, which focused on Russian traditions. The brand identity established by Tariko was such that the Russian Standard brand was identified as the standard for Russians. The aim was to reach for the emotional aspect of consumers while they can relate themselves to the brand and claim pride in owning it. As the case study points out that the Russian Standard Vodka is identified as a traditional Russian souvenir, like matryoshka wooden dolls, Red Army captain watches, and lacquer boxes from Palekh (Grigorian, 2000). The intricate details taken into account in establishing the brand salience for the Russian Standard Vodka can be largely attributed to the brand equity that it enjoys today. Keeping the brand equity in order to build and protect the equity a brand positioned as a premium brand has to keep up with the expectancy by the consumers. For a premium brand the customer expectancy is not only from the quality of the product but it starts from the manufacturing to the pricing to packaging to delivering as well as to promotion (NetMBA). In all these levels a premium level of quality is expected. Russian standard has been careful in keeping quality at the utmost level while carrying out the four Ps. The product was produced with quality ingredients. The packaging was outlining quality in every aspect including meticulous details like design, labels, bottle caps and cases. The pricing was done to put the product in the premium to super premium category and the distribution was carefully laid out to acquire shelf spaces in fancy restaurants and night clubs and even in the highly perceived supermarkets. Brand Meaning Moving onto the next step of the Kellers pyramid, Performance and Imagery are what gives a brand its meaning in the minds of the consumers. The performance block includes all the principal characteristics of the brand, i.e. how well is the brand able to conform to the consumers psychological and functional requirements. This portion of the pyramid basically includes the basic features of the product, pricing, design, durability etc. Whereas, the brand imagery portion of the pyramid includes all the characteristics that are connected to the product, i.e. the products user profile, the values and history that the product reflect along with the distributional structure of the product(Keller, 2003). The Russian Standard brand was known for its quality, packaging and strong distribution channels. It was designed to be the first domestic brand to create a rich mosaic of imagery. It focused not only on quality but also on the price, packaging, merchandizing and communication. The Russian brand emphasized on depicting the Russian heritage to connect to the Russian customer and also achieve and ensure product quality that will attract the customers and make them loyal to the brand. The Russian major scientific institute which specialized on food research, in 1990s, along with Mendleev formulated a formula for vodka, this was patented to be exclusively Russian, it was considered a symbol of quality. The quality based on Mendeleevs recommendations of the vodka was of utmost importance to Tariko, which was then communicated to the people through extensive advertisement promotion, the designed bottle of vodka showed Mendeleves signature so that the customer will felt secure about the qua lity of the product. By establishing this strong connection of vodka with the Russian heritage, Traiko developed a certain sense of meaning and understanding among his customers that they were attracted emotionally and physiologically towards the Russian Brand vodka, and this sense of owning and connecting to the product not only attracted as many locals but also ensured their loyalty towards the product. Other than this, the Russian Brand also priced the product in a very appropriate way; the price was in support of its image as an exclusive brand. The vodka was priced more than other local brands, while still it was less expensive than the imported brands. This helped the Russian Standard Vodka to be recognized as an elite brand, in league with the imported brands; whilst at the same time it helped in gaining profits for the firm as well (Appendix 3) (Anselmsson, 2007). It mainly targeted the connoisseurs and strivers who preferred high quality products and prestigious brands. Moreover, the packaging of the Russian Standard Vodka was unique and fashionable. The exclusivity of the product and its other brand values was reflected by its packing. Attention was paid to every little detail of packaging of the vodka bottle; from bottle case to its cap and more importantly the shape of the bottle all were designed to emphasize on Tarikos objective of depiction of the Russian heritage and also ensure class and quality to the customers requirement and satisfaction. The packaging was designed by one of the top most design house, so that it would reflect the brands quality. The act of focusing on the packaging of a product was in itself something new for a business in Russia. Quality used to be the sole source of focus for a product, leaving the focus from pricing, packaging or the distribution channel, whereas, in modern marketing techniques, product, price, place, packaging and promotion make up the marketing mix for any product. Therefore, packaging was another on e of the major reasons for the Russian Standard vodka to acquire its brand meaning in the eyes of the consumers. Furthermore, the nostalgic touch to the packaging which reflected the value of the brand increased the brand meaning. The shape of the bottle resembled that of the traditional Russian orthodox churches, and there was a historical signature on the packaging as well.. This helped the consumers in establishing distinct brand imagery for the Russian Standard brand and relate to it. On the other hand, the strong distribution channel of the Russian Standard Brand also helped to setup its brand imagery. The Tarikos import business before the Russian Standard brand helped the new vodka to acquire advantaged shelf space as opposed to what it would have had in case Tariko had no prior reputation. Therefore, the beginning for the Russian Standard Vodkas placement in the market was privileged with supermarket promotions, access to prominent restaurants, clubs and bars. Brand Response The judgment and feelings of the consumers are the next building block. . This is basically the feelings and perceptions of the consumers about the brand (Keller, 2008). The brand judgment includes the brand quality, credibility, and differentiation. The quality includes the value or satisfaction the brand provides the consumers. The Russian Standard Vodka was trusted by the consumers for its quality. The advertised quality was supported by the actual quality of the product. The appropriate marketing mix helped the consumers to relate to the product. The idea of the campaign was to show a transformation from the previous Russian standards and the new ones. It was meant to create a modernized image in the minds of the consumers. However, this was not perceived as desired by many consumers. Most of the people thought of it as disrespectful to degrade Russian traditions no matter which era they belonged to and the message could not transfer to most people as well. So the campaign failed to communicate the intended premium image. It was designed for the international market but the response from the Russian market stopped it from being used abroad. It was not portraying the embracing the past and inspiring progress mantra the company was following. The feeling that was called upon by the advertisement within the consumers was such that they preferred using the Russian Standard Vodka as opposed to the imported brands. The brand acquired more appeal through its unique packaging and quality. The on-premise promotion on the other hand worked better for the company. It was promoted as a prestigious brand in restaurants and night clubs. The off-premise promotion was also carefully planned to portray its elegance by acquiring quality displays and shelves in the supermarkets. Brand Resonance The consumers in the modern times demand much more than just the functional benefits from a product. They demand intangible benefits such as image, status, personality, lifestyle, success and other factors that they can strongly relate to (Aziz and Yasin, 2010). The Russian Standard brand was one of the very first brands in Russia which used all these aspects into account when introducing its products in the market. Prior to this, quality and the product was the only consideration for the businesses. They believed in the supply making its own demand style of selling as opposed to the making a product in accordance to the demand of the people. However, the Russian Standard brand changed the traditional style of marketing and therefore was able to hugely benefit from rapid success in Russia. The Russian Standard brand used all the five Ps of the marketing mix to powerfully introduce itself in the market. From there onwards, it maintained its quality and built a solid name for itself by being consistent and innovative in promotion. The Russian Standard brand was able to establish a reputation which appealed to the consumers nationalistic sense. The idea was to create a strong consumer-brand relationship. Brand resonance can only be healthy if the consumers feel that they are in synchronization with the brands identity and values. Because of its patriotic look the brand was able to delve into the Russian market well. It was in complete harmony with the traditions of the Russian people. Therefore, from the analysis above, it can be said that the rapid success of the Russian Standard brand was not only because of the strong product quality they offered but also due to its right choice of marketing mix and most importantly its uphold with the Russian Identity. As the Roust Organization has already developed strong merchandizing and communication skills and relationships with the both kind of trades that is on-trade and off-trade, it was easy for the Russian Standards to be introduced to the consumers, but it was the Russian Standards strong conviction towards the brand equity that they become increasingly popular with the people and establish a certain kind of bond with them. It can be rightfully said that the success story of Russian Brand vodka emphasizes on all the aspects of the brand equity i.e. to establish brand salience and keep themselves intact with brand meaning to strengthen the bond with the customers keep counter check on the brand response and improve i ncase of any negativity and maintain the high standards, and last but not the least to provide brand resonance to the customers so they can feel pride in using the Russian Brand vodka. Thus it enjoyed rapid success and managed to maintain its position at the top, with these brand equity concepts followed it is today thought as to be one of the traditional Russian Souvenirs. Diversification Horizontal brand extension is one of the diversification strategies for the businesses. As can be seen in the Ansoffs matrix in appendix 2, when a firm increases its business into new products and markets, it is said to be diversifying its business. The benefits from diversification include, profitability, growth, reaping economies of scale if the diversification is within the same product range, avoiding dependence on a single product etc. Capitalizing on the equity of existing brands can produce many benefits for the company (Strach and Everret, 2006) even enhance the perception for the core brand (Aaker, 1991). There are two types of diversification strategies; concentric diversification or conglomerate diversification. Concentric diversification is the one where the product class remains the same. This strategy is to add related products or markets from that of the current line of business. On the other hand, conglomerate diversification is where the firm diversifies into areas that are unrelated to the current product range. Synergy Synergy is the ability of two or more instruments to work together to create something more than what they would have created separately. In a firms case, a synergy would be the extra benefit acquired by two different organizations working together, as opposed to what they would have acquired if they worked separately (Ellwood, 2002). In the Russian Standard brands case, the banking industry and the vodka industry are two unrelated industries. However, the Russian Standard brands aim to establish both these businesses under a single brand name could have been to benefit from synergies. This is possible if the bank and the vodka business together can give a stronger brand equity or profitability as opposed to their working as separate businesses under two different brand names (Aaker, 1991). Conglomerate Diversification: Benefits and Problems The possible motivations for conglomerate diversification include profitability, reducing firm specific risk, and limited growth in the current business along with other benefits of diversification in general. As observed by Martin and Sayrak (2001), the diversified organization may benefit from a larger tax liability than the initial business. Moreover, there may be other benefits from diversification such as risk from suppliers can be reduced, overhead costs can be distributed amongst a larger business (economies of scales), and the debt capacity may increase as well (Lewellen, 1971 as cited in Martin and Sayrak, 2001). Furthermore, the additional business can become a source of internal financing for the combined brand, which can considerably reduce the firms financing costs. This can be done by the management of the combined organization, by redistributing resources within the organization, where a larger amount of funds can be placed in the areas where there is potential of a hi gher gain than some other department (Stein, 1997 as cited in Martin and Sayrak, 2001). On the other hand, conglomerate diversification may create a number of problems for the existing firm. There are chances of administrative problems arising with an increase in the scale of operations (VanAuken, 2011). There can be managerial issues, i.e. an intensification of the principle-agent problem in an organization. Along with this, there can be an inadequate level of experience for the existing firm in the new industry. There may be requirements of the new industry that the current management is completely unaware of. New marketing mix, technical equipment, personnel and a lot more will be required for the new business which the current management may not be able to obtain. Support for and against Conglomerate Diversification In conglomerate diversification there are cases where the diversification has been extremely successful as well as cases where diversification was a source of loss in shareholders value in the initial business (Martin and Sayrak, 2001). Maksimovic and Philips (2002) in their research found out that conglomerate diversification reduces shareholder value, whereas in Martin and Sayraks (2001) work they have given a wide range of supporting as well as opposing arguments, without a significant conclusion as to whether conglomerate diversification is beneficial for the initial firm or it actually dilutes its initial shareholder value. However, it has to be noted that most of this literature is on merging or acquiring conglomerate businesses and not establishing a new business like the Russian Standard brand did. In case of the Russian Standard brand, (Grigorian, 2000) the bank was met with immediate success. Therefore, the success of the bank could be attributed to the existing brand name of the Russian Standard Vodka, but even if it was not because of that then there was definitely no dilution of the brand because of the conglomerate diversification. However, it may be difficult to measure in the Russian Standard brands case whether the success of the bank was because of the credibility of the brand or the right marketing mix for the bank itself. It can be the case that the bank may still have had the same success without the Russian Standard brands name associated to it, because the strategies to establish the bank were appropriate and the marketing mix was correct for the respective environment. This may be very much possible considering the fact that most of the people did not associate the Vodka and the Bank even with the same brand name; few customers made a clear link between the two businesses (Grigorian, 2000). Another aspect in this situation could also be the fact that the owner of the company, Roustam Tariko, had established much credibility for himself as well by being successful very early. His sense of strategic business thinking made him successful in creating a brand image of Russian Standard. The aim to meet international quality standards and improve the image of his country reflected well in his branding strategies. The Russian standard vodka and bank, though both were quite different in terms of relativity but as both were being run by Roust their relativity was somehow subsided by the credibility of the parent company (Ellwood, 2002). Both the brands were leveraging on the Russian Standards image. So the brand could very well diversify instead of considering to be diluted. Therefore, it can be said that even when the banking and vodka businesses are not compatible and few modern businesses actually go for conglomerate diversification, the Russian Standard brand was able to handle the two businesses well. As reputation (Ali, 2008) is one of the main factors that can affect the results of brand extension, the Russian Standard brand had a strong brand equity because of its vodka business which could very well afford to withstand any brand extension. Market Extension Another diversification strategy is to extend ones existing business into new markets. As can be seen in the Ansoff matrix (appendix 2), the market extension (Jewell, 2000) is when the existing product is introduced in some new market. This is another extension strategy that the Russian Standard brand was taking into consideration, i.e. extending its vodka into the US market. The benefits of market extension include profitability, an opportunity to reap economies of scale as the basic product will remain the same and growth of business and operations (VanAuken, 2011). Whereas, the market extension process may cause difficulties for the existing firm, because the new market may be completely different from what the firm has been working in initially. An in depth analysis of the potential market, information of the competitors and consumers, legal regulations, economic and social environment, all are required before the extension may be made. An entirely new marketing mix is required f or the same product for it to be introduced in a new market. If the product is launched in the new market with the same marketing mix, then the probability of its success may be reduced considerably. This is because, consumers in each market have distinct requirements and the social, economic and legal situation is also different from the existing market. Moreover, the potential market may already be saturated with competition, as is the case with the US market for Vodka (Sahani, 2008). The US market already has a number of well positioned, distinct local and foreign brands. Each of the brands available in the market is distinct in its own way, i.e. each has a specific segment of the market that it is very well catering to. Therefore, it can be said that introducing the Russian Standard Vodka in the US market is a difficult task, however with the quality product that it has, it may as well be successful to grasp a section of the market. In order to do this, a new marketing mix will be required for the Russian Standard Vodka to be successful in the US. The Russian Standard Vodka in the US market The Russian Standard Vodka was hugely successful in Russia not just because of its quality, but also its appeal to the nationalist sense in Russia along with its privileged distributional channels. These are the attributes of the Russian Standard Vodka that may not be present when the vodka is introduced in the US market. The US market which is todays largest consumer of vodka, is already very saturated in terms of premium vodka brands. The consumers will not be attracted to the brand merely because of its Russian origin, nor will the brand be able to acquire advantaged distribution channels (Sahani, 2008). Also considering the fact that the relationship between the two countries have always been on a verge of disagreements (Graham, 2008), this can act as creating a certain biasness for the origin of the brand. Based on the market analysis the super premium to premium segment already includes a lot of imported brands. For Russian Standard to create its space the super premium segment will have a benefit in terms of no competition from local brands, since the super premium segment only includes the imported variety. So if Russian Standard vodka changes its market strategy they can be noticeable in the US market. Change in the strategy will have to be emphasized in new and creative ideas of marketing and advertising, for this purpose it is very essential for the Russian Standard management to carefully study the US market, understand what the customers need and want, and what does the other vodka brands offer them, whether is there any loopholes or any gap between the customer requirement and brands offers and if Russian Standard vodka can overcome that gap. The American market is completely different from the Russian market, therefore Russian standard faces a great challenge in first capturing the attention of the American and consumers and then providing them with a better vodka than its competitors. The Russian Standard vodka can be launched in US market, but for a successful launching a lot of literature review and planning is required. From the discussion above it can be said easily that the Russian Standard will have to adapt to the US market to make their space. Many aspects of the Russian Standard vodka advertising and management campaign will plays vital role, among which pricing is the most crucial of all. The price should be appropriate enough to capture the attention of the Americans and maintain class as well. The quality of the Russian Brand vodka will ensure brand loyalty from the customers, but the real challenge is faced in actually making space in already so brand crowded market of the vodka in the US. The Russian Standard Vodka marketing mix for the US market will have to have a significant media campaign as well. This is because, all other competing brands in US have noteworthy amounts of money spent on advertisement, and are using user profiling (associating celebrities to add value to the brand) to their advantage. This is one place, where the Russian Standard Vodka will have to focus to establish a brand image that will appeal to the respective consumers. With the current scenario going pretty well for Russian Standard at home a global impact will add to the equity of the brand. As far as the image and global inconsistency is concerned in order to venture into a foreign market the characteristics must be understood. Since the US is a big market and the people are very accustomed to freedom and rationality Russian Standard will have to adapt to the culture in order to create the brand image (Deresky, 2006). This might impact global consistency of the brand but in order for it t o be associated exclusively to Russia the Russian Standard brand has to be put up as a brand for the elite. One the brand recognition will be spontaneous and second it will enjoy cost effective global positioning (Sahani, 2008). As the current situation of the brand is leading in the Russian Market the intervention in the US market will not be a wrong decision. Another aspect in consideration with the adaptation to the US market involves the brand name Russian standard itself (Deresky, 2006). This can have a positive as well as a negative impact while branding in US. The word Russian associates the Russian traditions with the brand. This can impact in the unique positioning in imported vodkas market. The name will give the product a Russian trait and the market does consist of people inspired more by brands with foreign attribute associated to them. However, the market also consists of people who can be biased in terms of foreign associations. Since Russia has been on major disagreement terms with US in history, some sort of biasness or stereotyping might result in the undermining of the brand (Graham, 2008). Launching Russian Standard Brand vodka in the United State would be challenging but not entirely an impossible job. With change in strategies and with new concepts of brand equity that will be according to the US markets, the Russian Standard Brand may be able to make their space in the strong world of vodka in the United States. Conclusion Therefore keeping these aspects in mind the venture into the US market can be risky at some points since it is the largest vodka market in the world. On the other hand it can also provide Russian Standard the global position it is looking for. It will add to the equity at home and in other markets it plans to venture into. The loyalty will increase and so will the company reap economies of scale by pricing it in the super premium market. References Aaker, A., David 1991, Managing brand equity: capitalizing on the value of brand name, New York, Maxwell Macmillan International. 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