Managing non-profit organizations Research Paper - 1

Managing non-profit organizations - Research Paper Example In a nonprofit organization the output is the fulfillment of the community’s needs without any profit and trained staff members. Management of a nonprofit organization is also different. It includes four steps; planning, developing, operating and evaluating (Kotler). Each step in turn includes other tasks. While planning, one has to plan for three different things; strategy, resources and programs. Staff members carry out strategic planning to find out the overall purpose (mission) and direction (vision and goals) for the nonprofit, in addition to the methods (values, approaches and programs) for the nonprofit to work toward the purpose and direction. The strategic planning course offers input to all other major tasks in the organization, especially program planning and resource planning. Thus, if strategic planning is not done well, the entire organization can be unfavorably influenced. During program planning, the marketing investigation (or â€Å"inbound marketing†) activities are performed to recognize, for example, precise society requirements for the nonprofit to meet, what conclusions are desira ble to meet those needs, what explicit groups of customers to provide, and how to serve them to accomplish those outcomes. Program planning makes available input to many other functions, such as resource planning (regarding staff, funds, and people), financial management, advertising and promotions, and also fundraising. Many problems commonly connected with fundraising and promotions are really the result of poor program planning. Planners (McNamara). Typically, resources include people, financial support, amenities, equipment, supplies, and even certain policies and procedures. Budgets usually are developed that contain listings of resources that are needed, along with the predictable costs to get hold of and support the use of those resources. Resource planning straightforwardly influences the superiority of all operating

Work Perspectives PowerPoint Presentation Example | Topics and Well Written Essays - 2500 words

Work Perspectives - PowerPoint Presentation Example Since, the leader is the one who makes the decision and major actions within a given organization; it is only applicable that he/she is adept with the right qualities and fundamental skills in order to strengthen good relationships with his/her people who will be his/her partner in achieving their goals. This paper will discuss a few Exhibits presented in the book of justice Administration and to explain each factors or concepts by giving examples. Leadership’s Bond of Trust Kokkelenberg (2010) compared the kind of leadership in the US 200 years ago with today. Before, the kind of leadership was autocratic which was based on the old military dogma â€Å"follow orders before complaining.† This implies that the employee needs to obey his or her boss instructions even though it is against his/her principles or will. Like for example: he/she follows his/her boss to falsify records for the fear to get fired. But, today leadership has transformed in many ways such leaders now tend to work with someone like for example getting the opinions and feedbacks of his/her subordinates in formulating decisions. And everyone at work has already right to voice out his/her opinion especially if the superior’s order is against his/her principles (Peak, 2010; Kooken, 1947). ... For instance, he/she was offered a big amount of money just to shut his/her mouth because he/she discovered anomalies. If this leader has integrity, without any hesitation he/she will standby for the truth no matter what happen. And in order to gain the trust of the employees a leader must be competent in everything he/she do. This means that he/she can make sound decisions, manage organization, make strategies and can interact with all the people involved in the business regardless of their position. An example showing competency of a leader is if he/she manifested the following actions: remains steady or thrive under pressure, using it to fuel productivity and efficiency; stays calm and maintain focus in turbulent, threatening, or emergency situations; makes rational decisions and continues to perform effectively; and provides direction in crisis situations through defusing potentially violent people or situations, calming others and removing them from harm. Another important chara cteristic that a leader must possess is being accountable and dependable. This means that he/she takes personal responsibility for the quality and timeliness of work, and achieves results with little oversight. A leader is said to be accountable and dependable if he/she manifested the following examples: shows up to work on time, and follows instructions, policies, and procedures; meets productivity standards, deadlines, and work schedule; stays focused on tasks in spite of distractions and interruptions; makes the best use of available time and resources; balances quality of work with meeting deadlines; does not make excuses for errors or problems; acknowledges and corrects mistakes; and

'Restoring Communities and Young Offenders A Critical Evaluation of Essay

'Restoring Communities and Young Offenders A Critical Evaluation of Restorative Justice' - Essay Example Unfortunately, over the last 10 years the number of crimes committed by young people has much increased and there is an urgent need to review and reform the existing restorative practices in order to prevent further crime growth. The concluding section outlines the key points of restorative justice reform. Restorative justice has started to evolve based on the need for healing relationship as opposed to the criminal justice under which the hurt is balanced to hurt (Braithwaite, 157). The aim of the restorative justice is to create the process when all of the parties have the opportunity to be heard with respect to their views of the crime and development of the program to restore victims, offenders and the communities. According to Andrew Ashworth, restorative justice is the process when victims and offenders collectively decide on how to deal with the consequences of the crime and its impact on the future (164). Restorative justice has the aim of fully attending the needs of the victims, not only material and financial, but as well as emotional and social and preventing the possibility of potential re-offending through the integration of young offenders into the community again. Through restorative justice offenders learn how to assume the responsibility for their actions and become the part of the working community. Therefore, victims and offenders are the two major parties of attention. The society tends to reject criminals and it is completely understood – nobody wants to risk and guess whether he/she can become the next victim. For this reason people do not want to associate with those who have problems with the law. Victims are not always willing to share their emotions because of fear to be misunderstood and rejected by the society. Both parties feel being idle in society and restorative justice helps both offenders and victims to become active community members

Suzuki Case Study Essay Example for Free

Suzuki Case Study Essay This analysis provides the background, SWOT analysis and different marketing alternatives such as positioning the vehicle as a car, compact truck or sports utility vehicle. Later the recommendation is made on which marketing strategies are suitable for the success of the Suzuki Samurai in US market. The analysis has also highlighted in detail the pros and cons of the â€Å"unpositioning† that we propose versus three options of positioning that were considered earlier. We have also evaluated the strength of the marketing research done by Pearlstein in terms of ensuring market of success in US market. In this analysis, there is also the recommendation on how the $2. 5 Million six-month adverting budget should be spent in accordance to the positioning strategy chosen. 2. 0 Situation Analysis 2. 1 The company 2. 1. 1 Company Background Starting business in 1909 as Suzuki Loom Works, the firm was incorporated in 1920 and was to produce textile looms that would surpass the innovation and quality of other competitors. Since foundation Hamamatsu, Japan, SUZUKI has steadily grown and expanded. In 1952, Suzuki created a new type of motor vehicle, a motorized bicycle call the â€Å"Power Free†. This motorized bicycle featured a 36cc two-stroke engine with a double sprocket gear system that enabled the rider to pedal with the engine assisting, pedal without the engine assisting. Suzuki’s first mass produced car in 1955, the Suzulight, was a technical marvel. It included radical innovations for the time such as front-wheel drive, four-wheel suspension, and rack-and-pinion steering. In 1963, Suzuki brings its innovation motorcycle line-up to the U. S. A fast growing line enables them quickly to become a major player in the motorcycle market. Suzuki takes the lead in the all-terrain vehicle market in 1983 by introducing the first four-wheeled ATV. In 1985, Suzuki introduces its automotive line to the U. S, with the arrival of the Samurai. SJ 413 as an upgraded model of SJ410 and designed especially for US market. Today, constantly going forward to meet changing lifestyles, the SUZUKI name is seen on a full range of motorcycles, automobiles, outboard motors and related products such as generators and motorized wheelchairs. The mark trademark is recognized by people throughout the world as a brand of quality products that offer both reliability and originality. More than 45,000 Suzuki people worldwide now create and distribute their work in over 120 countries. Worldwide Suzuki Automotive sales now reach over 2 million each year, surpassing the sales of many other renowned companies such as BMW, Mercedes and Saab. Additionally more than 2. 5 million motorcycles and ATVs are sold each year. Sales of the Suzukis outboard motors also continue to grow. SUZUKI stands behind this global symbol with a sure determination to maintain this confidence in the future as well, never stopping in creating quality products. 2. 2 Product of Suzuki Samurai The Suzuki Samurai was introduced to the U. S. market in November 1985. It appealed to younger consumers with its inexpensive and fun-oriented positioning. This marketing strategy was successful, since over 160,000 Samurais were sold in just three years. The Suzuki Samurai was introduced as an inexpensive multi-purpose sport/utility vehicle. These vehicles were light pickup trucks with back seats, an extended roof, and part-time four-wheel drive intended for use on snow, ice, mud, or off-road driving. Sport/utility vehicles do not have to conform to the same safety regulations that apply to passenger cars. 2. 3 Positioning According to Douglas Mazza, he wanted a fresh approach for his company’s new products, he assigned advertising task to an agency which had no experience in developing campaign for automobiles. The advertising agency found out that the industry practice was to position vehicles according their physical characteristics. They also found out that most advertising was feature/benefit or price oriented. Based on its physical characteristics, the major three positioning for Samurai SJ413 were position as a compact sport utility vehicle, as a compact pickup truck and as a subcompact car, so it should be advertised as a â€Å"tough ittle cheap jeep†. Moreover, the samurai’s size and price distinguished it from all other sport utility vehicles sold in the U. S in 1985. The Samurai was smaller and lighter than the other vehicles, and its $5995 suggested retail price was well below the other vehicles’ $10,000 to $13,000 price range. 2. 4 SWOT Summary 2. 4. 1 Strengths : Suzuki Company followed selective distribution strategy, which allowed the company to achieve higher profitability, dealer loyalty, greater sales support and also higher degree of control over the retail market. Also, their pricing strategy was to sell high volume with low profit margin, which helped company to gain market response for its high quality with low price advantage. Suzuki Samurai has been positioned as a compact sport utility vehicle, a compact pickup truck and a subcompact car. This positioning would be good to place their brand in the particular part of the market where it would receive reception compared to competing products. It also well explained Samurai’s physical characteristics. 2. 4. 2 Weaknesses: Suzuki Samurai set their very low price, which meant it will came up with very low profit margin. The planned dealer invoice rice was $5095, only 7. 5%higher than ASMC’s own landed cost for the vehicle. And they planned to limit the number of samurai dealers, so each dealer might be stressed on as they needed to sell approximately 30 Samurai per month to cover its costs. Samurai was positioned as a sport utility vehicle; however, the market for sport utility vehicle was relatively small. In 1984, it was les than 3% in the U. S market. And it was positioned as a subcompact car, then it might not meet the expectations of the consumers because the Samurai was built on a truck platform, its ride was stiffer and less comfortable than the least-expensive subcompact cars. On the other side, if other consumers start to use it as subcompact car or pick up truck, it will lose its brand image. Thus it might lose potential market, bring trouble for the sales people and increase market confusion among customers. 2. 4. 3 Opportunities: Suzuki Samurai should be unpositioned in the market to get the opportunity to target the entire potential consumers segment. The unpositioned Suzuki Samurai will appeal the users of sports utility vehicles, pick up truck and subcompact cars. That ensures higher consumer acceptance and consumer satisfaction by offering a car for various needs. It would also increase sales and thus add large profit to the company’s income statement by targeting a large customer segments. The unpositioning strategy is better combined with company’s goal that is to establish ASMC as a major car company in the U. S market. The low price of the Samurai can be used as a strategy to impress consumers and to capture great share of the market. And this low price and also encouraged dealership investment in which expanded and increased sales. There will be a good opportunity for Samurai if can build a strong brand image among the potential customers such as some TV advertisement or promotion, in which creating and increasing buyer awareness of the car influencing buyer attitude toward the Suzuki Samurai. 2. 4. 4 Treats: Suzuki Samurai will bring some treats to its competitors if offering a car with different purpose. The broader appeal of the car can reduce sales of its competitors’ who are in the same industry. In addition, it will quite risky for Samurai’s sales if Suzuki overdefine the vehicle, because a product should broad enough to attract a wide range of consumers and meet consumers with different needs. 2. 5 Historical Results According to Appendix 6. 1, in 1984, there were approximately 25100 Japanese vehicles sole among the total of 424810 sport utility cars in U. S market, which was only 5. 9% of the market share. And Suzuki Samurai only had 8. 4% to the Japanese imported cars in the U. S market. In another words, Samurai did not have much market share compared with other Japanese competitors in the U. S automobile industry. In 1985, Samurai has decreased to 4. 6% market share among the Japanese car industry, and only 0. 46% market share of the whole compact sport utility vehicle in the U. S market. However, as compact pickup trucks and subcompact cars, it did not shown any Samurai products in which meant the sales could be very low and unsuccessful during the year of 1984 and 1985. 3. 0 The Market 3. 1 Background Since the introduction of its first production car, the â€Å"Suzulight†, in 1961, Suzuki had sold cars and trucks only in Japan until 1979. It took Suzuki only 5 years to export and distribute its automobiles into more than 100 countries including Hawaii (US). As a global firm, Suzuki captured and maintained its production and R ; D momentum to succeed in international marketing. Aiming at opening the continental US Market, Suzuki Samurai, designed with the US market specifically in mind, was introduced in 1985 in order to establish Suzuki’s brand presence in the United States. 3. 2 Market Entry 3. 2. 1 Exporting Before projecting the Samurai, Suzuki had cooperated with General Motors on a model named under GM as Chevrolet Sprint. Exporting Japanese cars to the US was subject to voluntary restraint agreement (VRA). In 1984, Suzuki’s total VRA quota of 17,000 cars went to GM as Sprints and Sprint’s distribution was limited to its West Coast dealers. GM’s success with Sprint showed Suzuki that a market existed for its cars in the continental United States. 3. 2. 2 Joint Venture – Suzuki + GM (Production in Canada) Japan’s VRA quotas made it impossible for Suzuki to export any cars other than the Sprint to the United States in the foreseeable future. In 1985, Suzuki and GM began negotiations with the Canadian government to build a plant in Ontario producing approximately 200,000 subcompact cars per year. This initiative could help launching more Suzuki automobiles into the US market under its own name by early 1989. 3. 3 Direct Investment – ASMC Market share of Japanese imports in the U. S. automobile market and the overall automobile industry in the US surged during 1984 – 1985. Facing the upcoming entries of other overseas brands, Suzuki was unwilling to wait until 1989 to introduce the Suzuki name into the continental United States. With SJ413 (Samurai), Suzuki had the right product for the market whereas the continental United States was a piece of new land – a dealer network needed to be established, since there was no guarantee that GM would market any Suzuki vehicles other than the Sprint in the US market. Customs clearance issue was solved by exporting SJ413 without a back seat, under which circumstance the vehicle was classified as a truck by the US government. Trucks were not subject to Japanese VRA quotas; instead, they were subject to a 25% tariff, much higher than that on cars (2. 5%). Suzuki management was convinced that the time was right to enter the continental US market and believed the high tariff was worth paying. American Suzuki Motor Corporation (ASMC) was established for the development of a Suzuki dealer network in the United States. 4. 0 Marketing Strategy Analysis 4. 1Entry Strategy The market strategy used by Suzuki varies in accordance to the nature of the Market. This can be evidenced by looking at the strategy used in entering Canadian Market and the entry strategies used in the US market which in some way varied in different times. In Canada the entry strategy was a joint venture which also involved opening the manufacturing company in Canada. In US, the first strategy was to export the Suzuki Samurai manufactured in Japan to the US market meanwhile the later strategy was to export Suzuki Samurai from Canada under its own name, American Suzuki motor Corporation (ASMC) which would keep them competitive in the automotive industry. 4. 2 Distribution Strategy The ASMC under Mazza formulated a strategy to ensure the company achieves its goal of being a major car company in the US. The strategy was: †¢To build exclusive sales facilities for the Samurai which would include showroom, sales office, customer waiting and accessories display area. †¢A minimum of two service stalls dedicated to Suzuki and operated by Suzuki trained mechanics for service and parts. †¢A minimum of three sales people, two service technicians, one general manager and one general office clerk dedicated to the Suzuki dealership. †¢In the long run, with the growth of the product line dealer requirements would expand to include a full, exclusive facility complete with attached parts and services. Limit the number of Samurai dealer network to 47 so that ASMC could guarantee the minimum supply of 37 units per month to enable the dealer to breakeven and earn some profit. Assumption: Dealer has to sell 30 cars per month to breakeven. -If the dealer sells all allocated 37 cars in a month he will be expected to earn a monthly profit of $6300 (See Appendix 1) 4. 3 Pricing Strate gy ASMC’s pricing policy was to sell the basic Samurai at a retail price of $5995 and a dealer price of $5095 which was only 7. 5% higher than ASMC landed cost. The contribution expected by ASMC from each unit sold was $382 (See Appendix 6. ). The ASMC pricing strategy was to sell its high quality product at a competitive price of $5995 which was far below competitors’ price ranging from $10,000 to $13,000. This strategy would enable the company to sell higher volume at considerably low margin. 4. 4 Promotion and Advertising Strategy 4. 4. 1 Product and Positioning Strategy Samurai was planned to be poisoned in the market in three different categories based on its physical characteristics. It could be either, a compact sport utility vehicle (SUV), a compact pickup truck or a subcompact car. See the figure below: Table 4. 4. 1: Market Share 19841985 Ratio of Suzuki to Total Japanese cars import in US8. 5%4. 6% Ratio of Suzuki to Compact Sport Utility Vehicles0. 5%0. 5% Note: The Suzuki sales were only for Hawaii excluding the grey market in Florida and other markets in Puerto Rico, Guam, the US Virginia Islands and Panama. Douglas Mazza wanted a fresh approach for his companys new product so he gave the responsibility to keye/ donna/ pearlstein advertising agency, which had no experience in developing campaign for automobiles. After accepting he offer, Pearlstein and his associates scanned the industry practice for automobile advertising. They found out that the industry practice was to position vehicles according their physical characteristics. They also found out that best advertising strategy was to base on either its feature, benefit or price. It was from physical characteristics that they positioned Suzuki Samurai as a compact sport utility vehicle (SUV), a compact pickup truck or a subcompact car.

Tall Organisational Structure And Power Culture Commerce Essay

Tall Organisational Structure And Power Culture Commerce Essay Culture is a systematic programme run in the mind which can be used to differ one set of people from another, and an organization structure is a breakdown of the organisational subordinate entities to pursue a common goal. Different modes of the Cultures would be Power Culture, Task Culture, Person Culture and Role Culture. The importance of understanding these concepts is that an organizational structure leads the organisational culture to flow across the organisation. Therefor a proper understanding of the functionality of these concepts is vital. There could be several types of structures as follows. Tall organisational Structure and power Culture A tall organisational structure is where the span of control is narrowed due to the higher number of management levels resulting in many managers being employed by a company and the commands are first informed to the top level managers and then the information flows in to the subordinates. Under this structure, it is likely that culture is unchanged and the informal commutation is applied because of the lower level subordinated work under a tall structure. Most organisations especially manufacturing and task oriented uses this method to make sure without any interference the task is done the correct person is on the correct chair. Tall structure always provides the systematic approach to planning and controlling mechanisms this is because the decision making is done at the top and then the decisions are flown downward and being (Naoum,2001:p.165). Figure1. Tall organisational Structure of a production company Source: The times 100 web magazine (http://businesscasestudies.co.uk/british-gas/roles-responsibilities-and-career-development/introduction.html#axzz2Dl7IBSzR) Power Culture is where one individual dominates the entire decision making only by himself. Power culture always allows the head of the business (Entrepreneurs) to make the decisions. Therefor power culture always bounded to a particular individual. In the current context Sir Richard Branson is a perfect example where he dominated the entire decision making of the group by himself and the success of the company is where he always retained the decision making power and the retention of the control under himself according toVirgin-Richards Block website (2012). Under this culture it is very difficult for others to poke into the decision making and the subordinates always have to follow the decisions. Figure2: Decision making represents the middle of the circle Source: http://www.mindtools.com/ Flat Organisational culture and Role Culture Flat organisational culture consists lower number of managers due to the lower number of management levels making the span of control wider. This might lower the interest of the top level managers feeling that they might lose out the control. Flat organisational structured entities are having greater innovation ability as the functional levels are given the authority from the top level. The swiftness of the communication is higher as opposed to other structures. The level of motivation of the employees will stay high as they are not been pressured more and the formal level of communication arises because of that (Warner M., Joynt P.2002:p260). Figure3. Flat Structure with minimum number of managers Source: Madura J. (2007:p279) Role Culture commands the employees to stick to their job description. This mainly happens in large entities where the particular job has its own guidelines. Under this approach the innovativeness is questionable as employees tend stick to their work boundaries and stifle the innovativeness. In this approach most of the Human Resource activities are done in order to chair the proper personnel. When every employee carries out their duties, the entire companys pillars are strengthening. Therefor in this approach the importance of understanding of the role of each person is highly important (Martin, 2005:P.493). Hierarchical organizational Structure and Task Culture Hierarchical Structure represents a pyramid shaped structure i.e. the power and responsibility are defined according to the position they possess in the organisational hierarchy. Under this approach the main objective is to retain the power and to get the task done through the divisions. In this approach it is likely that the span of control is retained at the divisional levels which lead to better communication where one reports to the other (Turner and Simister, 2000) Figure 4. Hierarchical Organisational structure in military organisation (Source: God, Quantum physics, Organizational structure and Management style, 2009:p.45) Task Culture gets the correct people and getting them to work together will be the key aspect of this approach. This culture mainly focuses about the team work for the accomplishment of a company objective. Through this approach it is likely that the company moves forward with market dynamism and market complexity as this approach gets the company people to discuss the changes in order to meet the complexity. Managers must make sure the level of commitment is achieved because of the distance and freedom they are given (Smith and Mounter, 2008:p.36). 1.2 Organisational culture and performance Organisational culture always has an impact on the organisational performance. In a strong culture (high norms, high Values) the bonds of the management with the employees are quite strong, the performance of the entity tends to be in a good position. According to Lussier and Kimball (2009) a weak culture will definitely stifle the connection of employees and management. Culture types such as Power and person, will limit the performance of an organisation due to the lack of democracy whereas role and task culture will improve the democracy. Employee performance will therefor directly impact the company performance the glue will be the culture. But it should also concluded that a strong culture will ease the mergers or alliances, where as a weak culture will be very difficult to maintain in a dynamic environment. b) From the current context Semco is a company build in brazil owned by Ricardo Semler who took the business from his father who are in to the manufacturing of mixers, pipes. Owner allowed employees to make use of the organizational resources in the way he would like make sure the correct inspection is provided at requirement. The considerations provided for the effort were well provided by Semler as a result company could increase profit up to 500 per cent. Therefor it is noticeable that a strong culture with more values and believes will contribute to a greater performance (Dickson, 1993:p.13). 1.3 factors which influence the behaviour individual at work According to the Mullins (2009) he has noted several factors which could influence an individuals behaviour at work as follows. Values Skills Personality Leadership Perception Demographic Factors Attitudes When an individual possess good values towards the work, the work will become more and more easy. Having good skills will always make the employee to feel comfortable with the tasks they carry out. When an individual comes with a better personality it is unlikely that the company influence the person but rather person will take it up by himself. Better leadership always has a significant impact over the work where the better leadership influences the person and getting the task done. According to Nelson and Quick, (2008:p.128) Better work conditions will always improve the perception of the individuals towards work. Demographic factors such as age, gender, will create some awkwardness towards work if the working environment tends to be challenging to them. Motivational Factors such as better work conditions will always improve the attitudes of the individuals. Therefor it is evident that above factors will have an impact over work conditions. Task 02 Introduction to Management and Leadership In simple terms Management is the way of deciding what to be done through planning, organizing, communication and controlling and leadership is the way of getting things done from subordinates by providing directions. Therefor clear-cut understandings of these theories are vital and Kurt Lewin has identified several styles as follows (Armstrong and Stephens, 2005:p.11). 2.1 Authoritarian Style Authoritarian approach is where the decisions are only taken by the leader himself and no input will be obtained for the decision making from the employees. This type of leadership is mainly found in task oriented organisations such as military organisations. Leader must know in and out of the tasks very well and must be able to communicate clearly the job to be done. This type of leadership is so vital when the employees lack the desired level of knowledge about the task (Iqbal, 2010:p.11). Democratic Style This is another way to lead people with more coordination, consultation and participation with the employees in the decision making process (Woods, 2005:P.2). The main objective of this approach is to obtain the best practical solutions to solve the problems. Through this approach the innovativeness, cohesiveness among the group will improve and companies requiring a lot of coordination to their decision making, will adopt this approach as the decisions will be more practical in comparison to the autocratic approach. This will allow entities to come up with better solutions in a complex and dynamic environments. Laissez-Faire Style With reference to Bass and Bass (2008) the laissez-Faire French term means completely hands-off. This approach is much similar to a delegated, but yet the instructions from the leader are less and the effort from the group members will need to be highly improved. In this approach the focus will be to provide maximum freedom with very little margin of inspections. For a company with lot of Skilled labour whom aware of the task deeply, will be suitable to carry out this approach. But it is advised that this method is the least productive because rarely find highly skilled and efficient employees. b) From the current context A popular biker and an actor Paul Teutul Jr. together with his father Paul Teutul Sr. has started the Orange County choppers which has twisted the American modified bike market. Father and son have every time looked to penetrate the decision making all by themselves. This has mainly reasoned the experience and the charisma these two possess. The authoritative style has benefited them in many ways. Mainly the task oriented stuff are done at a larger scale. With their prior experience of the market and the sense they have on the dynamism has benefitted the success of this biking company (Official website of orange bikes). Mr. Carlos Ghosn the President and CEO of Renault France; and the president and CEO of Nissan Japan has the approach of the democratic leadership. In tough situations especially when Renault and Nissan were faced by the high competition he believed his employees and the capabilities of them made the companies to profit from inception to now. He always believed that the decision making should always be generated from the lower levels. This has resulted Renault to come up with much better designs and the Japanese company could compete with Toyota and Mitsubushi perfectly with economical vehicle models (Magee, 2003:p. 13). 2.2 Organisational theory and Practise of Management Organisational theory explains how the study of the organisation should be done in order to solve problems prevailing in the current system and to meet the stakeholder likings with efficiency. One way of achieving the organisational theory would be the Classical approach where the emphasis is given to the scientific methods and bureaucracy to improve the productivity. Under the neoclassical view the employee behaviour of the organisation and in the environmental view the contingency is looked at and the effectiveness of the leadership will be situational (Linstead, 2004). Practise of Management indicates the ways in which management has controlled overtime and they should be subjected to high productivity and also the measurement must be done through indicators (Centrepiece Summer 2005 Magazine). The organisational theory underpins the Practise of Management in the following way. Better organisational theory will look to improve the management practises more realistic and swift. This is mainly due to the perfect understanding will provide the platform for a better understanding of the behaviour of the company and the best practises then can be implemented. Especially under the scientific way the main focus is to attract, recruit and retain the employees in a systematic way and the management will therefor find it easy to carry out their policies. Under the bureaucratic way the management is fairly less complex as the correct person will chair. Having a good understanding of the human behaviour though it is quite unpredictable, the easiness is there for the managers in terms of decision making (Crowther and Green 2004:p.51). 2.3 Different approaches to management I) Scientific Management F.W. Taylor has invented the approach of how the work should be done scientifically. This include the basic areas such as Recruitment through better job designs, better selection criteria, let the employees to carry out the task and the scientific regular control mechanisms such as performance appraisal are provided in this approach (Sheldrake 2003:p.15).This level of approach is mainly focused on the production where the remuneration is based on the performance of the employee rather than a fixed salary. The effectiveness according to the Taylor F. will improve gradually. II) Classical Administration Approach Henry Fayol (1841-1925) is considered to be the father of this method. He mentioned that every person has to perform management as a profession and found many administrative contributions such as distinguishing perfectly between the technical and managerial skills, elements of the management process such as division of work, leadership, unity of command, centralisation, and etc. Further he divided the organisations in to six categories and defined its common features such as planning, organising, commanding, communicating, and controlling. For an organisation whom into more and more complex and larger scales, can look at this method and can have a good result through the practises as the elements mentioned above provide a good stability to the controlling process as well as planning er becomes lot rational and logical (Singla and Singla 2009p.58). III) Bureaucratic Approach The emphasis of this approach is mainly to identify rational forms of organisation. In the current context even though the term Bureaucracy refers to many negative connotations, Max Webbers theory of bureaucracy understands how the management is successful under this approach. This approach mainly deals with the standard ways with employees. He preferred the specialisation, better organisational hierarchy, job roles and rules, full time appointed officials to make sure better person chair the position and division of labour in order to make sure too much work is not allocated. Mainly the government entities who are more in to formal methodology uses this approach because their main objective is to maintain the respect and pride in the minds of citisen (Gene and Thakur,1996 p.196). IV) Human relations Approach Classical, bureaucratic theories improved the production though couldnt realise that the employee stress and morale downfall. Elton Mayo under the Hawthorne studies realised that the provision of the social needs improved the efficiency as well as the productivity and the level of satisfaction. Therefor under this approach main concentrations are decentralisation, Participatory decision making, enhancing the self-motivation within the human minds. In the current context, innovation and dynamism being dominated the companies, the need of this approach is vital as this approach mainly focus on the basic fundamentals of employee satisfaction every time. Under this aspect employees are seen as human asset rather than human machines (Coffey, 1990:p.261). V) Systems Approach No organisation will profit without employees, assets, management, finance, marketing, and etc. Likewise this approach considers the organisation to be a system and the sub parts are to correlated to the main hub. The main focus in this approach to improve the swiftness and interaction of communication between separate divisions of the organization. Organisations mainly divisionalised tend to adopt this approach as they can result from being interrelated (Jackson, 2000:p.12). VI) Contingency Approach Approach of having no approach to management could be identified as a contingency approach. Under this, the main idea is that the organisation is rapidly changing and the variables of the external market, resources, technology varies day by day. Therefor the correct decision therefor must be taken having considered the pros and cons of each management. Organisations who are in to much more dynamic and complex environments uses this. Sometimes the bureaucracy, sometime the human relations approach depending on the situation (Cole, 2004:p.82) Task 03 Introduction Theories for motivation are highly essential as those have a clear connection to the level of output. Therefore, having a good understanding of the movement of the motivation with the productivity is highly essential. 3.1) Leadership styles in changing environments It is needed to have an understanding about the different leadership styles and their impact on the motivation in a changing context. The above discussed three types could be used to demonstrate this issue. (Johansson, 2004) In a changing context using the democratic approach is really productive where the people get together and negotiate their problems and within teams they tend to find the proper solutions for the dynamism. Unlike that approach, using Authoritarian approach is much different where the top management might not foresee the change which will be detected only at lower grounds. Therefor in such scenarios, using this approach is not suitable as authoritarian approach doesnt improve the innovativeness to cope up with the level of change happening. Yet the Laissez-Faire approach doesnt give any sort of an idea to the subordinates yet the employees at ground levels can take up and do since the main idea of the Change is visible to them (Crawford, Cartwright and Bennett 200 4:p.188). Under the change of trends good leaders also must possess anticipatory skills where they should detect the change before the impact flows in. in such scenarios the level of motivation should be retained by activities such as quality circles, frequent meetings and also gather facts from the lower levels. With the changing trends the tasks may vague. Therefor using the above tasks are essential for the company progress and motivation retention (Christ, 1999 p.280). Therefor the leadership in changing environments are highly challenging and subjective 3.2 Maslows Motivational Theory Abraham Maslow, who had been a psychologist for years, could generate his own way of a motivational style from the facts he had gathered. The main idea here is once you get the primary needs under control the motivation tend to skim to the secondary levels. Under the primary levels, the safety needs and psychological needs are found. In a business organisation just provision of the basic factors might not be sufficient. Most of the manufacturing plants operating in China, India are having the culture of providing free but that wont be good enough. For lower level of employees, these factors are essential (Hoffmann, 2006:p.16). Under the secondary category social, esteem and self-actualisation is found where the social needs are extremely critical. The basic understanding here is that there must be a good social work environment to the employees where the communication must back it up. Every employee comes up with the aim of career progression. In such a situation just providing the normal needs plus the social needs will not be enough. In such a context usage of promotional packages comes in to play as usually human asset would like to improve their state. In such context esteem needs are gradually arises as the esteem needs are looked for a better recognition. Reaching the top of the management will satisfy the self-actualisation resulting in a better satisfaction with the work they perform (Mcshane, 2008 p.153). Figure 5: Maslows Hierarchy of needs Source: Hoffmann, 2006:p.16 3.3. Motivational Theories for Managers It is highly important for the managers to have a good understanding about the motivational levels of the employees. Mainly managers must focus what is the motivational limit. Having a good definition about the motivational levels of different employees, the easy platform is there for the managers to come up with good packages. For some employees, early leave, study leave, will be motivating where as some other employees would look for better recognition such as better career progression, better salaries, non-financial benefit schemes. Therefor managers must define what the best suitable package is for the employees having looked at the theories, experience and etc. (shanks, 2011:p.23) b) I) Herzberg Two-Factor Theory Fredrick herzburg carried out the mayos findings and further investigated that there are two levels of motivation which will result in better satisfaction. He identified Hygine factors and Motivational Facors to be more effective. Hygine fctors are where the factors that employee must be given and any failure will result in demotivation such as team working, better supervision, better salaries and etc. On the other hand motivational factors are those will improve the level of motivation if they posses but the failure wont depress the employees like in the hygiene factors. These include features such as better career progression, better attraction, recognition at work, and etc. Therefor managers must pay attention to define the package each individual would like to have (Green, 2009:p.56). II) Douglas McGregor Theory X and Y Theory X is where the managers believe that the employees are lazy and dislike to work and will be looking to exploit any loophole. Also employees must be carefully supervised and they must be followed day by day. In this context, managers would like to use the authoritarian approach to the work place and all the policy setting and management is based on that. Theory Y is where the managers have the feel that employees enjoy the work they perform, and they are self-motivated, personal progression is another big factor that employees look to deal with. Therefor under this approach, managers like to use the democratic approach to their work place and the concepts of team work will enjoy in this environment. (Koontz et al, 2008:p. 290) Task 04 Introduction Understanding of the mechanisms required to establish and to maintain the team work is much essential as the individuals consisting in the team are different to each other. Also the members may have different approaches to their leaders. Therefor a correct method must be formed. 4.1) Groups and its behaviour within organisations Group is a collection of members who interact with each other with better understanding and who would like to work together. A better group will have essential elements such as group better cohesiveness, high homogeneity, less alternatives which will make the members not to leave but to stay within the group. According to Tuckman (1995) and Cole (2004 p.82) the stages of forming a group would be Forming- Initial gathering of individuals and getting to know each other Storming- Different individuals might contain different perceptions. Likewise with the group there could be many individuals with different ideas and they are clashed in this stage. Norming-This is where the different ideas are blended, clashed and the formation of new ideas are done. Performing- in this approach the group performance takes place. There could be different types of groups as well namely Informal Groups and formal groups. Informal groups are those membership is voluntary yet the clear objective is not there whereas formal grous meet with defined objectives and formal membership is applicable. Better teams will bring their ideas together, blend it and form new and innovative concepts. Organisational tasks will be easy to handle with good groups and special tasks which require coordination, will be the suitable advantages of having a good group for and organisation (Needham, 2004:p.201). 4.2) factors affect the performance of groups There are three different factors which affect the performance of groups according to West (2007) and Hall (2005:p.44) Membership Factors If there are similar people stay within the group then the thinking will be similar and then itll be a good team to work with and the ideas are more improves and innovative. If there many clashes, then the team wont be a successful one. If there are many alternatives with members, then the people will try to leave and join with another. When more people leave, the task wont be productive. If the group is much larger , then the possibility of solving problems is less and vice versa (Hall, 2005:p.44). Environmental Factors If the task of the group is heading, is incompatible and unsupportive with the current organisational philosophy, then the group wont be a productive one. If the management thinking is about the groups are similar to theory X, then the chance that the group will flourish will be really less (West, 2007). Dynamic Factors Understanding the groups given work will make the group to be work well rather than the membership of individuals (Hall, 2005:p.204). b) In the context which I have faced, the recent activity was organising an sports meet in the university, from which many practical aspects are possible. The group consisted close to 50 members and they were of different mind sets. When deciding the venue for the meet, the clashes began to happen. According to the Tuckmans model the storming era began where lot of conflicts arise. Also there were lot of disregards occurred. Therefor membership factors were at a high risk. Also the academic person who was in-charge always discouraged us about the group cohesiveness. The external factors made the task even worst. 4.3) Technology and teams Current technology has made a dramatic impact to the team development. With the penetration of the internet the concepts such as network teams where people with different geographical Ares are brought together, swiftness of communication though video calling and emailing, has increased significantly. Therefor the frequent meetings, quick decision making is now possible according to Gibson and Cohen (2003). Conclusion According to the facts gathered, the knowledge of relationships within an organisation, and its theoretical background, are essential for better human asset controlling. Specially in the parts of teams and leadership, the level of knowledge about the human behaviour in teams and the level of understanding about their motivation are so vital. Therefor the above facts provides a clear understanding about the relationship management essentials.

Differences in the Education Quality That Students Receive Due to Techn

Differences in the Education Quality That Students Receive Due to Technology: Wealthy Private Schools vs. Inner City Schools Technology in schools is becoming increasingly more important. Computers in the classroom have become not only a learning aid, but also a necessity for the educational process. However, computers, Internet access, televisions, and other such technological advancements cost money, a lot of money. President's Panel on Educational Technology recommends that the government spend anywhere from six to twenty-eight billion dollars each year on an ambitious program of computer infrastructure development (both hardware and software), teacher training, and research (Johnson, 2000). In spite of the necessity of technology in schools, many children are being deprived of this basic need. Most of the children that aren’t getting these advances are children who live in inner city areas. The budget for inner city schools is drastically lower than the budget than a suburban school or private institution. This affects the way students learn and eventually the way the enter today’s work force. Technology in schools has advanced tremendous amounts in an incredibly short time span. Just a little over a decade ago, schools were just jumping on new â€Å"computer in the classroom† bandwagon. So-called ‘good’ schools would have anywhere from one to twenty computers, only some with Internet access. Now, as we enter the turn of the twenty-first century, it would be difficult to find a school without a computer with Internet access in every classroom. Between September 1984 and September 1997 alone, the number of computers in America's K-12 schools increased eleven fold to more than 8 million units The use of computers h... ...learning; opportunties for change. Mahwah, NJ: L. Erlbaum. Golba, A. (n.d.). How does education in urban schools compare to suburban schools?. Retrieved Apr. 11, 2005, from http://www.iusb.edu/~journal/1998/Paper5.html. Johnson, Kirk A. Do Computers in the Classroom Boost Academic Achievement? 14 June 2000. Heritage Foundation. 5 May 2004 . Wulf, S. (1997). What makes a good school teach our children well?. , , 62-93. Hartland, F. (n.d.). Retrieved Apr. 11, 2005, from http://www.isoc.org/inet96/proceedings/c2/c2_1.html. Stevenson, H. J. (2004). Teachers informal collabortaion regarding technology. Journal of Research or Technology in Education, 37(2), 129. Peterson, C. L. (2004). Online compared to face to face teacher preparation for learning standards based planning skills. , 36(4), 345.

Overview Program Evaluation

Overview of Program Evaluation HCS/549 April 15, 2013 Overview of Program Evaluation Program evaluation is a useful resource to evaluate programs that are currently an organization or an industry is making good use of. Evaluating programs not only bring out the strengths and weaknesses but also identifies the picture of the plans implemented. The purpose of this paper is to examine the purpose for program evaluation and why it can be useful to an organization.This paper will speak of the five most common types of program evaluation models and will select one program evaluation model to describe from week one’s reading. Purpose for program evaluation â€Å"There is only one overall purpose for program evaluation activities: contributing to the provision of quality services to people in need. Program evaluation contributes to quality services by providing feedback from program activities and outcomes to those who can make changes in programs† (Posavac & Carey, 2007, p. 14 ).If there is no feedback, then the programs will be very hard to carry out and be effective. The processes of evaluation require feedback systems; similarly, feedback on behavior in organizations is also crucial for the success of an organization. Delayed feedback, not clearly associated with the examination of behavior, is not very informative. In the readings, the writers have argued that environmental problems are hard to solve because of the long delay between environmentally destructive activities and feedback indicating a weakening of natural systems. Assessing needs, measuring the implementation of programs to meet those needs, evaluating the achievement of carefully formed goals and objectives, and comparing the level of outcome with the costs involved relative to similar programs serve to provide information from which to develop program improvements† (Posavac & Carey, 2007, p. 14). This is useful for organizations because it gives them an idea of their programs and what needs help if there are any issues related to the programs evaluated. Five most common modelsA number of different approaches to evaluation have been put forward to guide the planning and implementation of program evaluations. Each of the models discussed includes emphases that are valid aspects of program evaluation. â€Å"One value of thinking about models lies in developing an appreciation of the range of questions evaluators can consider. The specific questions being addressed by an evaluation or the specific aspects of the program setting often make one or another of the models especially useful† (Posavac & Carey, 2007, p. 23-25).The models: The traditional model, Social Science model, Industrial Inspection model, Black Box Evaluation, and Objectives-Based Evaluation model, are very common and helpful in different types of organizations and environment. The model that is very interesting to use and describe is the Objective-Based Evaluation model. Objectives-Based E valuation In an effort to design an evaluation for a specific program, some approaches emphasize working with clearly stated program goals and objectives so that the degree to which such goals and objectives are achieved can be measured. This has been the most prevalent model used for program evaluation. Examining goals and objectives seems to be an essential aspect of evaluation; it is important to judge a program relative to its particular structure and what it is designed to achieve† (Posavac & Carey, 2007, p. 23-25). It is very important for organizations to clearly and closely examine their goals and objectives to successfully plan for future. At the same time, taking objectives-based evaluation to evaluate the situation is also important to know the points of view of the staff in the organization. ConclusionIn conclusion, evaluation of different types of programs is important in organizations because it bring out the ups and downs of the organization. Purpose of program evaluation is to provide feedback that can be helpful for organizations. Without feedback, the organizations programs cannot be effective or put in proper use. Also feedback on behaviors within the program evaluations is crucial for the success of an organization. The five models: The traditional model, Social Science model, Industrial Inspection model, Black Box Evaluation, and Objectives-Based Evaluation model give a ood idea of what it is like to use these models in different scenarios. The Objective-based model is the most prevalent model to use because it closely examines goals and objective that play an important part in an organization. Using this model a company or an organization can prepare for plans and goals, which can be achieved successfully. Reference Posavac, E. J. , & Carey, R. G. (2007). Program Evaluation: Methods and Case Studies (7th ed. ). Upper Saddle River, NJ: Pearson Prentice Hall.