Armellini Ice Cream and Caf Chain Essay Example | Topics and Well Written Essays - 1250 words

Armellini Ice Cream and Caf Chain - Essay Example The managers, who kept to the system and ensured that it worked, were rewarded and those who failed to meet the expectations were sacked. Creativity was not encouraged during Alessio’s stewardship. After his retirement, Helen Patterson, an Australian management consultant was brought in as CEO.   Helen is following the ‘bounded rationality model’ of decision making as she firmly believes in the principle of management by objectives which need to be achieved within the given constraints through empowered managers. ‘Bounded rationality takes into consideration the real decision making constraints which confront managers’ (handbook). Effective decision making is an essential part of managerial leadership to achieve desired objectives and optimal performance outcome.   She has set targets for the expected results of the various outlets of Armellini Ice Cream and Cafà © chain. Helen has considerably empowered the managers of various outlets in the management of the outlets and creating regional boards to boost their efforts, but their human resource policy and recruitment need to be whetted by the head office. While inspections were still carried out, they became more of an exercise to look at the progress rather than a ‘checklist’ inspection. She has also broadened her objectives to include ‘franchising’ as a means of expanding the business.   Helen’s management style is very relevant in the contemporary environment because the market has become more complex and highly competitive in the contemporary environment of fast advancing technology and rapid globalization. Wilson and Gilligan (2003) have asserted, ‘marketing is increasingly being conceptualized as an organizational philosophy or ‘an approach to doing business’ (Wilson and Gilligan, 2003, p4).

Mctaggarts Proof Of The Unreality Of Time Philosophy Essay

Mctaggarts Proof Of The Unreality Of Time Philosophy Essay It doubtless seems highly paradoxical to assert that Time is unreal, and that all statements which involve its reality are erroneous, and yet, in his 1908 paper The Unreality of Time, J.M.E. McTaggart attempts to prove just that. This essay will outline his arguments and examine their consequences. At the core of McTaggarts argument is the distinction between what he calls the A-theory and the B-theory of time. Positions in time, he says, can be ordered according to their properties, such as  being two days future,  being one day future,  being present,  being one day past, and so on.This temporal series of being past, present, and future, he calls the A-series. However,  he asserts that positions in time can also be ordered by dyadic relations such as  two days earlier than,  one day earlier than,  simultaneous with, and so on. This temporal ranking of events according to the relation earlier than, he calls the B-series. After making the above distinction, McTaggarts first step is to show that the A-series theory is essential to our concept time, by highlighting the essential nature of change in any such conception. It would, he says, be universally admitted that time involves change. A universe in which nothing ever changed, would be a timeless universe. He argues that the B-series, without the A-series, does not involve genuine change, since where the A-series changes (in that what was future is now past) the B-series positions are true timelessly-they are forever fixed. After addressing some possible responses by the likes of Bertrand Russell (which I shall discuss shortly) and establishing to his satisfaction that change can be accounted for only by A-series notions of time, McTaggart second step is to show that any A-series notions are nonetheless ultimately incoherent, and thus so is time itself. To start with, McTaggart argues that being future, being present, and being past, are incompatible determinations-they are mutually exclusive. Yet, in A-series interpretations of time, every event has them all. So, though McTaggart believes the A-series series is essential to time, he also believes it leads to a contradiction, and so cannot be true of anything in reality. Thus, time cannot be true of anything in reality either; therefore time is unreal. Despite McTaggarts arguments, most philosophers have remained convinced of the reality of time; partly because the appearance of a temporal order to the world is so strong; partly because the implications of its unreality are so vast and injurious to so many philosophical theories; and partly because, like me, they remain unconvinced of the proof itself. These philosophers normally dispute the necessity of the A-series in capturing the nature of time, and defend what P.T. Geach later called the Cambridge criterion of change. One such philosopher, Bertrand Russell-who Richard Gale hailed as [t]he father of the modern version of the  B-Theory- believes that McTaggart looks for change in the wrong place. He says that [c]hange is the difference, in respect of truth or falsehood, between a proposition concerning an entity and a time  T,  and a proposition concerning the same entity and another time  T, provided that the two propositions differ only by the fact that  T  occurs in one where  T  occurs in the other. In other words, change is simply the difference in the applicability of a predicate to a subject at different points in time. McTaggart addresses this argument using the example of a poker that is hot at T and cool at T. This, he says, does not constitute real change, because it is always the case that the earlier part of this event is hotter than the later part of this event. However, Russell would most likely have found this not entirely persuasive, as, though it may be true that th e poker does not change in regards to it being hot at T, such an argument does give us a criterion for what is for the poker to change. That is not to say, however, the McTaggarts proof proves nothing. At least one part of McTaggarts argument, the part about the contradiction inherent in the A-series, seems to be sound.  It is easy to dismiss the most obvious objection available to the defender of the A-series. As McTaggart says, one may claim that its never true of any event that it is past, is future, and is past. Instead, such an argument would run, the event is present, will be past, and has been future; or it is past, and has been future and present; or it is future, and will be present and past. There seems to be no contradiction here because, though the characteristics are incompatible, each term has all of them successively. But, according to McTaggart, such an objection fails given that the other times called upon to explain  the events incompatible A-properties must themselves possess all of the same A-properties (as must any further times invoked on account of these additional times, and so on  ad in finitum). This objection, therefore, can never resolve the original contradiction inherent in the A-series, because it simply reintroduces further notions of time, and so begs the same question. This does not mean that we must go so far as to deny the reality of time itself, for though McTaggart may establish that the A-series is unreal, he does little to convince B-theorists such as Russell  of its necessity.

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Han Dynasty and Mauryan/Gupta Dynasties

Han Dynasty (China) vs. Mauryan/Gupta Dynasties (India) The Han Dynasty lasted from 206 BCE – 220 BCE, and was in China. The Mauryan and Gupta Dynasty lasted from 322 BCE – 500 CE, and were in India. The Mauryan Dynasty ended by 185 BCE. The Gupta Dynasty started in 320 CE. In my essay I am going to be comparing and contrasting the 3 dynasty’s (2 of them as 1), and their control through religion, trade, male dominance, and how they fell. The Han Dynasty controlled their empire through Confucianism. One of the emperor’s, Han Wudi, established an Imperial University.Confucianism was the official course of study. If you wanted to become part of the government you had to have â€Å"graduated† from the University. Any person from an social class could go to the University. Going to the University actually could bump you up to a better social class. Most of the emperors of the Han Dynasty ruled through Confucians teachings: Ren, Li, and Xiao. While the Gu pta Dynasty went through a few religions; Hinduism, Buddhism, and Jainism. They mostly used Buddhism and Jainism to control the empire. Both religions had many restraints on what you could and could not do.Jainism didn’t believe that women could go through the spiritual process unless they were reborn male. I don’t understand why in history women were always looked down upon, and weren’t allowed to do what males can do. They had different religions, but the same purpose. China’s one main trade was silk. Everyone wanted China’s silk because it was the best; plain and simple. Even if you tried to duplicate their stitching, it wasn’t as good. China was extremely secretive on how they created silk, and made items out of it. They were the only culture at the time who knew how to take care of the silk worms.Even if outsiders were able to sneak one out of the country, the worm died soon because they didn’t know the proper way to take of it. China only traded with villages outside their wall. India on the other hand traded across the Persian Gulf, Red Sea, and the Mediterranean. Their trade schedule depended on the monsoon winds. They traded from Asia to Persia. If you were born a Vaishyas you were a merchant/ trader. The social class you were born into decided what you did for a living. Male dominance; the only subject you can ever get me extremely wound up about.If I had lived during the time period of male dominance I would have been a very disobedient woman. In China according to Confucius, women were only around to serve their husbands and take care of the children. They were also not granted a proper education and most of them couldn’t read or write. Their duty was to be a good little house wife. In India arranged marriage was common. Father’s paid another family to have their son marry his daughter. The daughter could be eight years old, while the man she was married to was twenty. I think that†™s just wrong and disgusting. The Han Dynasty fell because of a rebellion.The people were tired of the tax raises. They didn’t like that they were forced to help build the Great Wall. They definitely didn’t like the property policies; having their land easily taken from them and given to someone richer. The Mauryan Dynasty fell because they kept devaluing the currency; making everything too expensive and it cause inflation. The Gupta Dynasty fell because it was continuously invaded by the White Hun’s. It disintegrated along regional fault lines. After the Gupta Dynasty fell smaller kingdoms were created and dominated India until the Mughal Empire.

Compiler Design 2

Outline s Refreshing †¦ Uncensored †¦ Groundbreaking †¦. The Dr. Wang’s original lecture: s s s s s Tutorial of Design Compiler s s Introduction Setting Up the Tutorial Graphical Interface The Alarm Clock Design Setting Design Environment Setting Design Constraints Overview of Optimization Phases Analysis of Report DC Tutorial – 2 Introduction s s s Introduction s s s s The Synthesis Process Design Compiler Products Synthesis Programs and Tools Design Styles Input and Output Formats User Interfaces Script Files DC Tutorial – 4 The Synthesis Process Start Rewrite Verilog Code Read in Design Set Attributes Set Realistic Timing Goal Check Design Errors No Yes Fix Bugs Change Constraints Modify Compile Attributes Ungroup Design Blocks The DC Products s DC Professional – No multi-frequency clocking, latch-based time borrowing, pipeline re-timing, critical path resynthesis, in-place optimization, and incremental editing s DC Expert – Include features for maximizing performance s FPGA Compiler – Targets only FPGA technology Optimize No Good? Yes Done DC Tutorial – 5 DC Tutorial – 6 1 Synthesis Tools HDL Design Analyzer HDL Compilers DesignWare DesignWare Developer Architectural Optimization s s Architectural Optimization Gate-Level s s Design Analyzer Logic Optimization Design Compilers Cell Library Library Compiler s s Arithmetic Optimization Timing and Area-Based Resource Sharing Sub-expression Removal Constraint-Driven Resource Selection Inference of Synthetic Part (DesignWare) For more information – HDL Compiler for Verilog Reference Manual Optimized Gate-level Netlist DC Tutorial – 7 DC Tutorial – 8 DesignWare s DesignWare Developer Provide a library of high-level design components – Adders, Multiplier, etc. s s The HDL compiler will select the proper components for you based on your timing and area goals See Documentation Collection (open collection) – Synopsys DesignWare 1997. 01 s Create DesignWare Libraries DC Tutorial – 9 DC Tutorial – 10 DC Products s Cell Library s Library of basic cells used by DC – AND, OR, XOR, etc. s Optimize your design at the gate level Using selected cell libraries s For FPGA compiler, it may contain more complex cells – Xilinx CLBs, IOBs, etc. DC Tutorial – 11 DC Tutorial – 12 2 Library Compiler Design Styles s Yes, you can create your own cell libraries s s Hierarchical or Flatten Combinational or Sequential DC Tutorial – 13 DC Tutorial – 14 Input Formats s s s s Output Formats s s s s s VHDL Verilog PLA & EDIF 2. 00 Xilinx XNF s Synopsys binary format (. db files) VHDL Verilog EDIF 2. 00 Equation, LSI Logic, Mentor Graphics, PLA, state table, Tegas formats Xilinx XNF format DC Tutorial – 15 DC Tutorial – 16 User Interfaces s Scripts s shell> dc_shell – – – – – – – – – unix-like command shell dc_shell> quit dc_shell> cd my_dir dc_shell> alias wv write -f verilog dc_shell> pwd dc_shell> history n dc_shell> list -command dc_shell> man dc_shell> sh â€Å"lpr † s s s s shell> design_analyzer graphical interface DC Tutorial – 17 A set of command can be put together into a file called â€Å"script† Then, you don’t need to re-type some the commands again and again when using the dc_shell Scripts for this tutorial will be provided for your reference You can run them when you are home without the X-window capability DC Tutorial – 18 3 Locate Documentation s s s s s s s shell> design_analyzer & select Help –> On-Line Documentation †¦. Ignore the square window with â€Å"Titles† – select Cancel to close it – focus on the one with â€Å"File, Edit, View †¦Ã¢â‚¬  select File –> Open Collection select Synopsys Synthesis Tools 1997. 1 and then click OK select Documents Formatted for Printing and then click Open In the â€Å"File, Edit, View †¦Ã¢â‚¬  window, now you can select a list of on-line documents DC Tutorial – 19 Setting Up the Tutorial Setting Up the Tutorial s s s s Creating The Directories s >cp -r /baby/synopsys/doc/syn/tutorial . Home Directory tutorial Creating the directories Setting paths and aliases Creating a start-up file Running tutorial with scripts db/ verilog/ vhdl/ appendix_A/ Script files work (empty) DC Tutorial – 21 DC Tutorial – 22 Path s s .synopsys_dc. s etup file %> source /usr/local/bin/setup. synopsys Or you can put it in . cshrc file – %> source . cshrc – %> rehash s s You can take a look of the setup file – %> more /usr/local/bin/setup. synopsys s Creating a . synopsys_dc. setup file can overwrite system default settings %> cp ~/tutorial/. sysnopsys_dc. setup ~/. synopsys_dc. setup %> vi ~/. synopsys_dc. setup – company = â€Å"Motorola Somerset†; – designer = â€Å"CEO†; – view_background = â€Å"while†; s It basically setup the right environmental variables for you DC Tutorial – 23 DC Tutorial – 24 4 More about setup file s Scripts s s %> more . synopsys_dc. setup – search_path = { } + search_path – link_library †¦ target_library †¦ symbol_library †¦ define_design_lib †¦ s s s s s search_path = {a directory} + search_path – if you cp tutorial into a directory other than home link_library: location of subdesgins referenced by the design target_library: identify technology libraries symbol_library: identify symbols library for generating/viewing schematics define_design_lib: identify a temporary place to store intermediate files created by the analyzer DC Tutorial – 25 No X-Window, No Problem Find script files in ~/tutorial/appendix_A/. See Design Analyzer Reference Manual for more detail DC Tutorial – 26 Graphical Interface s s Start: %> design_analyzer & Quit: Select File –> Quit Menu Bar Graphical Interface View Buttons Level Buttons Scroll Bar Message Area (view_background = â€Å"while†;) View Window DC Tutor ial – 28 Mouse Buttons s Check Default Setup s Setup –> Defaults †¦ Left Button – Select design and design objects s Mid Button – Add or remove objects from a group of objects already selected s Right Button Bring up the pop-up menu DC Tutorial – 29 DC Tutorial – 30 5 Read in a Design s Save a Design s File –> – analyze & elaborate – read File –> Save or Save As †¦ – Once a design is selected s analyze : – read in VHDL/Verilog; check for syntax and synthesizale logic; store as intermediate formats – Use to read each sub-design + top level design s elaborate : – create the design from intermediate formats; determine the correct bus size; Use for top level design + sub-design with parameters passing in s read : read design formats other than HDL (db, PLA, tc. ) DC Tutorial – 31 DC Tutorial – 32 A Design Has 4 Views s s s s s Design View s Design View Symbol View Sc hematic View Hierarchy View T View (No Use) After â€Å"read† in all 13 verilog files in the tutorial directory – you first enter the Design View DC Tutorial – 33 DC Tutorial – 34 Symbol View s Schematic View s Select TIME_STATE_MACHINE and double-click on it -> you enter the symbol view of the design Click on the â€Å"schematic view† button on the left hand side DC Tutorial – 35 DC Tutorial – 36 6 Hierarchy View s Design View Icons s s s s Click the up arrow (left hand side) to go back to design view; doubleclick on TOP; Select View –> Change View –> Hierarchy – TOP contains 6 modules Netlist: read in as a netlist and optimized to gates Equation: In VHDL, Verilog, or equation format that is partially or completely behavioral PLA: Specified in PLA format State Table: Specified in state table format Y=A+B 010-0 1-101 PLA State Table Netlist Equation DC Tutorial – 37 DC Tutorial – 38 Command Window s dc_shell Commands Setup –> Command Window †¦ s For more information, – see Design Compiler Reference Manual: Fundamentals DC Tutorial – 39 DC Tutorial – 40 Design Attributes s Operating Environment Sub-menu s Attributes are values you set to control the optimization process – Select Attributes from the menu s The Attributes menu provide access to – – – – – – – Set input and output delays Set drive strengths set loads Characterize subdesigns Select operating conditions Choose a wire load model Create or modify a clock DC Tutorial – 41 Set design properties that describes the internal conditions of a design and the design’s interaction with its surrounding – drive strength on ports – the time that signals arrive on ports – load driven by output ports DC Tutorial – 42 7 Optimization Constraints s Design Optimization s Set the goal for design optimization – largest delay allowed – greatest area allowed Select Tools –> Design Optimization – See Design Compiler Reference Manual: Optimization and Timing Analysis for more detail s Two set-constraint windows – Design Constraints window †¢ Goals for area and power †¢ Design rules implied by technology library †¢ Test-related constraints (testability) – Timing Constraints window †¢ Timing constraints s DC Tutorial – 43 DC Tutorial – 44 Locating Problems s Generate Report s Before and after optimization, use Schematic View and Check Design to locate problems – Generate schematic view – Select Analysis –> Check Design – Jump to a design object †¢ Click on an error or warning message in the Design error window †¢ Click on the show button Analysis –> Report †¦ DC Tutorial – 45 DC Tutorial – 46 Run a Script File s Setup –> Execute Script – check out ~/tutorial/appendix_A/*. script – dc_shell> include The Alarm Clock Design DC Tutorial – 47 8

HR Management Organizational Culture Essay

HR Management Organizational Culture Essay HR Management: Organizational Culture Essay Organizational culture can be explained as the sum of beliefs, attitudes, traditions and behaviour of an organization. It is the summation of a company’s goals and the behavioural change of the organization in the process of achieving these goals. It therefore concentrates on human behaviour in organization, how the people interact in the organization and the organization itself (Alvesson, 2002). The arrangement of the organization is also important because it through the structure that issues such as efficiency and effectiveness of the company can be achieved. This is usually done by the process of harmonization and control of the entity. Organizational structure usually deals with issues such as the size, technological aspects, the pattern of activities, strategies, and the concentration of decision making power and also supporting features. It also tries to harmonize these differences for the overall best performance for an organization. People do not work alone but are in contact with other persons and the organization in several ways such as fellow employees, managers, policies and changes put in place by the organization. To make the overall success of an organization, it is necessary to make sure of successful implementation of the policies and harmonization of these factors to the policies and goals. Realistic decision formulation theory: This school of thought puts emphasis on problem identification, action plan formulation, alternative plan formulation and implementation and an overall mechanism for monitoring the progress of the so formulated plans. By going through the problem identification all the way to solution logically helps in proper implementation process of ideas which have been given a proper incubation period to contribute. Decisions made properly will consequently give yield to better results and improve the organization’s performance. According to Plantinga (1993b, 144-145), he put forward the criticism that the level of rationality usually differs from one person to another. Consequently, what appears rational in an organization in respect to another may be different to another. In addition, Plantiga also added that it is in the nature of people to comply with the decisions and rules set within an organization but this does not necessary warrant that they agree with the decisions in regard to the firm. The company can apply the Maslow’s ladder of requirements that was formulated by Abraham Maslow to appeal to the staff, the management needs to concentrate more on what the employees in the firm need. If the management needs the staff to participate in certain activities and behaviour then it should correctly identify and appease the needs of the staff (Maslow, 1954, p. 47). The management needs to identify the needs in a hierarchical order and will need to satisfy the lower hierarchy needs before it proceeds to the next level. Therefore, one cannot achieve self actualization until the lower hierarchical needs are met (McClelland, 1962). By attending to needs such as time to socialise with co-workers and secure work environment only once they have been achieved can the staff achieve better self esteem and hence better staff motivation. Mismatched motivation efforts and hierarchy need then these results to unsatisfied needs and consequently poorly motivated staff. The areas of criticism for this theory may be attributed to the fact that it does not put into consideration the part organizational cultures plays in the success and activity of the firm. The theory also ignores the fact that people who are deprived may still strive to attain self actualization. This is because self actualization is innate in people and this does not necessarily mean that just because one is deprived they cannot attain self realization (Kane-Urrabazo, 2006). How Maslow attained those five categories is also another area that has raised disagreement. The accuracy of the needs and also order of those needs do not include an in depth study of the needs and order from a scientific point of view. There has been no evidence to point of the direction of a study being done by Maslow (Behling Schriesheim, 2001). Another point that is pointed out was the measurements needs. To quantify things such as love, security among other needs is nearly impossible to achieve. In addition, there may be some needs that also overlap like when he states that physical needs and safety needs. These two will have a point of intersection and this can be difficult to tear apart (Kane-Urrabazo, 2006). The personality theory urges that so as to improve group performance, the managers should choose only the staffs that possess the right skills and trait geared more too self achievement. The effort made by a person to ensure that the task at hand is accomplished can be used a san measure of how much they are motivated towards success. Staff with a strong achievement orientation work hard to achieve socially accepted success and activities. Therefore, finished assignment, solved work problems usually means better performance of the organization and a successful one for that matter (Behling, Schriesheim, 2001). The five factor model (openness, extraversion, neuroticism, agreeableness and conscientiousness) (Rita, Richard, Edward, Smith, Bem Susan, 2000) determines the level of performance across most jobs. It is exemplary good at gauging the level of success experienced at any given company. Staff with higher achievement levels set high individual goals and also put in effort and time so as to achieve them. Individuals with such characteristics are on wonder the one getting promotions in the work place. With a staff with such qualities essentially means a greater successful organization that once goals are set, the employees do not settle until they have been achieved. The leaders can only manage to get such group of people right from the hiring process such as getting people with high score. With such, it is expected that an aggressive bosses will set aggressive goals with their staff and the staff will work hard to achieve them. It should not come as a surprise when you find the same staff going back to class or learning other trades related to the organization (Chavan, 2009). One critic of the hypothesis is that personality conversion in individuals is inevitable. The characters that one meets and interacts with in that course of life modify the personality of a person. In addition, it can be very hard to be certain that those same characteristics in the staff are likely to remain the same after a year (Behling Schriesheim, 2001). In addition, the measurements of these five traits do not necessary give a forecast of the individual behaviour. A person may exhibit the personality of being an extrovert but the reality is that the person is an introvert. This will in turn affect the communication transmission within the organization (Ybema, 2011). On the other hand, the personality of a person is affected by the situation one finds them in. During an interview, a potential employee may exhibit those personalities but upon arrival in the work place, the person is different from the expected (Ybema, 2011). Goal setting theory is perhaps the easiest and common theory of improving staff motivation and improving the company’s performance. The leaders should set clearly the performance goals and objectives and device a systematic way into achieving them. Targets and goals demand attention, effort, development of achievement strategies and exert people’s efforts to achieve them. When the goals set have been attained greater and more difficult tasks are even set (Latham, 1979). A study done by Locke and Latham (2006) showed that specific and difficult goals got higher performance and effort compared to those of do the best you can goals. Devotion to the goals and purposes of the firm was also very important. This is directly proportional to the goals individuals help set so long as the leader had authority, set clear performance levels and had confidence in the staff. Giving a summary on the success and failure of the tasks is also essential. Goals can be set for any activity in an organization such as cost reduction, better service and product quality among others (Locke and Latham, 2006) However, care should be observed to avoiding setting goals that are contradictory because staff can only concentrate only such effort at a time. Goals achieved successfully give the staff a sense of satisfaction and the easier the goals are the easier they are to accomplish compared to more tough goals. A the same time extremely easy goals which require less effort lowers performance compared to more tough jobs (Alderfer, 1972). The manager’s goal accomplishment expectation affects the level of performance by the staff and company in general. Therefore to improve an individual and consequently the organization performance, the management should set high but attainable goals and also show confidence and give support to the staff about the job being done (Doyle, 2001). Criticism of this theory have been that , one, the theory has been over praised as being effective across all jobs in an organization but in reality some organizations do not agree with this. This is because there are some departments that goal setting might not be the best way of getting jobs done (Day, Sin, Chen, 2004). The theory focuses very much on the specific task. By doing this, the staff might spend too much time in trying to get these tasks done but ignoring other aspects of the organization hence negative consequences (Coulehan, 2004). It is the inborn trait of individuals to only concentrate at one job at a time. However, since this theory advocates for multiple, small goals, the staff will still only achieve a goal at a time even if those two goals need to be achieved simultaneously to impact the organization performance (Doyle, 2001). In addition, the time horizon of jobs does overshadow one another. Taking that organizations fix attention on short term jobs, the long term goals will be affected. This was not put in mind in advancing this theory (Latham, 1979). It has not yet been determined if there is a linear agreement between the level of toughness of goals and job performance. There are times when jobs that are tough may lead to unwanted results in the organization. If the employees fail to reach the set targets, it might lead to unwanted effects on them in that they may develop poor self esteem among others (Latham, 1979). Generation of counterpoise scorecards is another theory. Financial performance is not the only way to assess the performance of organizations. By concentrating only on one such indicator will affect the other indicators and will suffer in the long run. It can take a short time to indicate the financial performance of an organization but other key organization indicator performance are little mentioned. They include satisfaction of the customer, turnover of employees among others. According to Norton and Kaplan, setting goals for all of such indicators will results to improved operational and financial performance (Coulehan, 2004). This theory has been critiqued in that it lowers the certainty levels in an ever changing environment. There have been investigations carried out and they do affect the manager’s decisions in regard to budgeting plans. Consequently, strategic planning of operational activities is affected in the long run (Doyle, 2001). Conclusion Therefore, strong organizational culture has a positive correlation with the productivity of the organization, the staff, environment of the workplace and even staff motivation. This can be achieved by a strong incentive programs, fairness in policies and also good leadership. A motivated employee works more and harder, gives better results and also maintains a good attitude than a person who is not motivated. To understand the organizational culture in favour of staff motivation and hence overall improvement in the organization performance, the management requires having an in-depth understanding of the goals, needs and expectation of the staff and also the organization. Policy fairness is very important in creating a safe work place and also a great factor that contributes to motivation and hence improved company performance. Therefore, the way the structure of the organization is determines a lot how the culture will be. Feel free to enjoy professional Management essay help from academic experts at if you need a high-quality custom written paper. We guarantee non-plagiarized papers!

Crafting the Argument Essay from Beginning to End

Crafting the Argument Essay from Beginning to End Crafting the Argument Essay from Beginning to End Argument essays require more than research and writing skills to be effective. You need to be able to collect information, analyze the information for the argument, and form an argument based on research. To write an argument essay, you need to create an evidence based position on the argument and be able to write it clearly to convince the audience of your side. You need to make sure you follow the steps of essay writing by brainstorm, prewriting, outlining, rough draft, and revision. With an argument essay, you have additional steps to gathering evidence to support your position, creating your position on the argument, and disputing the other side of the argument. Start off strong The start of your essay, or your introduction, needs to be informing and attention grabbing. Essays need strong statements at the beginning in order to catch the readers attention. These strong statements are known as hooks. Hooks sound like their job, because their function is to draw in the reader. These openers need to be exciting and informing. Background information of your problem is need to help your reader understand the problem and why it is important. Any type of essays need a thesis statement. Thesis statement presents your position in an argument paper. Planning to stay focused Essays need to be planned to stay on point and not get off topic. Outlines can be a good way to help you focus on your argument and to cover your position completely. A good argument has three or more strongly developed claims. Claims are statements you make to support your argument. Each claim needs to be backed up by evidence. Evidence can be found in the books and articles where you find your support for your position. The other side of the argument A strong argument addresses the other side of the argument. You have to be able to address their position and show that it is wrong. The best argument is what that is proven by your evidence it is right and the other side is proven to by wrong. Finish strong Now you have opened your argument, proven your argument, and disproven the other argument then the next step is to finish your essay strong. You need to restate the importance of your issue, not just the issue. Tell your audience why they need to take action. Explain to them what the world is like if they do not take action. Essays need good closure in order to end your argument well. If these steps are overwhelming to you, you can always reach out to Master Essays. We have a number of services to help you along the way and can be reached at 1-800-573-0840.