Describe the technology infrastructure management activities of an Essay

Describe the technology infrastructure management activities of an organisation that is engaging in e-commerce in a substantial - Essay Example Enhancing output, falling expenditure and increasing facilities for customers have been some of significant viable components in any winning organization. In addition, geography, as well as structures of procedures is not enjoying the significance as vital factors, as medium organizations are now benefiting from the platform of internet to sell their goods and services and pierce new markets in the enormously little period. Ivy Incorporation is a company in a developing location with the populace of approximately three million. Analysis has indicated that it exists in a very minute business platform with inadequate natural assets that finished it nearly impractical to depend on such resources for its expansion (Pacey, 2000, 524-632). Encouraged by advances within internet and web, Ivy Incorporation is stepping into the IT era, where information is enjoying its status as a major force behind its viable achievement. Moreover, Ivy incorporation has recognized significance of information assets within novel financial system and need to spend in its populace to continue viable (Zack et al., 2009). With Ivy incorporation situated as the information entrance within region, company’s objective to develop into the international core is striking to a number of firms with worldwide procedures. Ivy incorporation has started ‘e-commerce plan’ (Zack et al., 2009) to encourage e-business and to persuade industry to take benefit of its infrastructure. In particular, experts have indicated that e-commerce is ‘employment of inter-networked computers to make and convert business relation. The wide definition of e-commerce is that it is dependent on digital communication and information technology’ (Estache, et al., 2002, 41-93). In this regard, one can say that e-business is expected to simplify the processes of business, while also making the business more competent to survive in the world today. The typical functions of an e-business include the online selling and purchasing of goods, services and information. ‘This business definition of e-commerce could be broader or narrower’ (Estache, et al., 2002, 41-93). E-business is one of these broader terms used to describe these in the narrow sense of the word. A narrow definition, on the other hand, states that it is a transactional feature. Basically, e-commerce is any series of transactions where goods and services are traded through computer networks. This applies to both open and congested networks. Electronic Commerce Hotbed It is the scheme to deal with vital matters related to e-commerce endorsement, as well as accomplishment. Methodology selected is to band assets of main participants of electronic commerce, for example, IT firms, traders, communications suppliers, decision makers, as well as examiners (Yoon, 2006, 351-65). Together with business allies, for example, IT organizations and financial associations, company has formed communications system to fa cilitate procedures of e-commerce, for example, ‘e-banking, e-payment services and various agent e-commerce services’ (Kunigami et al., 2010, 98-105). In particular, the hotbed of e-commerce is concerned on 7 most important elements (Shirky, 2008, 924-1023). These areas consist of: ‘

Themes of community, family, and mental illness in the book In Cold Research Paper

Themes of community, family, and mental illness in the book In Cold Blood by Truman Capote - Research Paper Example The clutter is portrayed as a well to do family of six who started from a humble background. At the time of the murder, Clutter was said to have graduated into a successful farmer and a generous employee who is admired by many people in his community. Capote in writing his book brings out certain pertinent ideas on the American living that are artistically captured in creatively organized themes. This paper examines the themes of community, family, and mental illness as portrayed in Capote’s In Cold Blood and how they are intertwined in describing a true American Countryside life. Community The role of the community in a Native American countryside life is pleasingly analyzed in Capote’s book by examining the organization of the community and the role played by the community members to each other in their bid to co-exist. Holcomb village is pictured as a middle class American village characterized by people of different caliber. According to Gibson, the Clutter is said to be one among the other members who can be graded as successful members of the Holcomb community and his status earns him a lot of respect from the whole community and in the whole state as a generous employer. The family is highly regarded as having started off from a humble background to their then state. ... e community members respect the Clutters because of his kindness despite his status despite the material wealth he owns as compared to the surrounding neighborhood and this is evidenced in the shock and sympathy with which the whole village receives the news about their murder. Capote describes a friendly community as one where the members live in harmony with each other regardless of one’s social status and the Clutter’s death is a revelation to the security threat in the region that a long time has co-existed in a peaceful environment. (Capote) This is contrasted with the Smith’s community, which is rather brutal, and each one is not concerned about the welfare of the other. Smith’s father is an example in this case who continuously batters his wife to an extent that they divorce. Moreover, the situation in the Smith’s village is expended when the Smith’s family is torn apart due to constant quarrels, he runs away from home and finding no f riends to confide in, he engages himself in crimes influenced by the bitter experiences and neglect he had been subjected. No one cares about him despite the ordeal he undergoes, Guest further asserts that his beating and humiliation by cottage mistress result from his maturity malfunction. Out of loneliness, Smith is most likely lured into criminal offenses, in order to avenge his bitter experiences, that lands him in and out of detention several times. Smith’s coincidental meeting with Dick who takes advantage of his situation is probably augmented by lack of care and intervention by the surrounding people and family friends. Even after he has landed into bad company the community members are still silent about this and no one intervenes to offer comfort or counseling to their troubled fellow. This only accelerates

Paula and Christina’s Haunted Adventures Essay Example for Free

Paula and Christina’s Haunted Adventures Essay The night was very chilly and all the kids were running, laughing, and having a lot of fun at the third grade’s fall festival. The Roosevelt Elementary school decided to do a haunted house maze. The haunted maze was pitched black and filled with gory decorations. One room had a bed with a dead woman laying on it and the walls were stained with blood. In another section of the maze was a cemetery, where zombies were walking by. The haunted house maze also had a garage where a car was parked and there was also room filled toys and with many clowns. The children of Roosevelt Elementary were thrill to go inside wondering what they would encounter and how scary it might be. There were two little girls, barely nine year’s old, seeking the frightening adventure, but they were also very scared. One of the little girls was shivering with fear and she slowly walked from room to room looking at the decorations and the scary people. She knew this was make-believe, but she was still very cautious. The other little girl had made her way into the room where the dead woman was laying on the bed. She slowly tried to make her way across the room to the other door. She never noticed the woman rising from the bed and was walking towards her very rapidly. The dead, bloody woman touch the little girl, which made her scream and take off running. The little girl ran as fast as she could, turning all corners until she ran straight into the other little girl. They both ended up falling to the ground. Looking up, they both smiled at one another. One little girl says, â€Å"Hi, my name is Paula Ramirez. † The other little girl replies, â€Å"Sorry for running into you, my name is Christina Lopez. Paula and Christina help each other get up from the ground and agree to finish the haunted house maze together. They felt less scared and even laugh at some of the scary people. As they are exiting the haunted house maze, Paula tells Christina â€Å"wow, this was so much fun†. Christina replies, Paula let’s make a pact, every year we will seek a scary haunted house and we will both go together†. Paula smiles and agrees. Since then Paula and Christina have become best friends and they search for scary haunted houses to visit every year. The family vanishes in 1925 leaving the sole survivor James Clark. Christina does not read the paragraph, but smiles and turns to Paula and says â€Å"perfect†. The two girls get together every day preparing for the trip they will make to the haunted house. They go to the mall and shop for costumes. They buy food so they can take for the road, and plan on when they should head to the haunted house. The night of the haunted house arrives and Christina goes to Paula’s house. Paula is sitting in her room when Christina enters and asks, Paula â€Å"Are you ready? Paula replies â€Å"of course† Then, the two girls go down the stairs, out the house and enter Paula’s car. Paula drives thirty miles and arrives and Saddle Creek Ranch where the haunted house is located. The yard is filled with many trees and with old rusted decorations on the lawn. The house has busted windows, and the painting of the house is falling apart. Paula notices that there is two boys standing in the entrance of the house. Paula and Christina exit the car and make their way to the boys. One boy says â€Å"Come on Erik, stop being scare and let’s go in already. Erik replied â€Å"Scott, if you are so tough you open the door†. Just as soon as Scott was going to touch the door knob the door swings open and a tall dark figure stands there looking at them. The tall dark figure steps forward and says â€Å"Do you dare to enter? Beware this may be you last hallows eve† â€Å"YES! † replied all four of them. Paula and Christina follow the two boys and the tall man into the house. The man leads them into the living room and directs them to stand in a circle. He looks at each one, studying them from head to toe. He says â€Å"My name is Mr. Clark; Saddle Creek Ranch is y family’s home. They lived here many years until they all vanish one night, but you can still hear them, and if they want you to, you can definitely see them†. He goes on to give directions and instructions how to enter the house, and to exit the house. When Paula and Christina turn to see each other, Mr. Clark vanishes. A light turns on and leads the group into the kitchen, you hear can hear the water running but the water is off; Paula grabs Christina’s hands and says â€Å"this house is different†. The sound of people talking suddenly starts and is very loud that makes Scott jump up. The group makes their way to the door but the light to the kitchen turns off and then turns on again and leads them to the dining room. As they enter the room the talking suddenly dies down, and a chair is thrown to the group. As the group separates to avoid being hit, the lights go out and it is so dark that Paula cannot see where Christina is at. BANG. Suddenly the lights turn on and Paula looks for Christina, Erik calls out to Scott but he is nowhere to be found. Paula and Christina start to get worried and scare sets in. Erik starts to whimper, and continues to call for Scott but his call is not answered. Paula and Christina continue to make their way out the dining room and Erik follows. The lights to a hallway turn on and the group passes many rooms, and walk down some stairs. They reach a door it creeks open, Christina turns towards Paula and says, â€Å"Paula let’s not go in, we should turn around and go back†, before Paula can reply, Erik replies â€Å"let’s just continue this could be the end†. Erik pushes the door open, the room is completely dark, and the lights do not turn on like before. Suddenly a rustling and whimpering sound begins Christina is so frightened that she begins to cry. Paula hold Christina’s hand so tight and tries to reassure her that everything will be okay. The sounds get louder and louder and suddenly â€Å"BANG†. Paula and Christina stop walking, the lights turn on, both girls try to search and look around to see where and what room they are in. Paula is the first to notice that they are in the basement but someone is missing, Erik is nowhere to be found. Christina falls to the floor and begins to sob very loud and yells â€Å"Paula, let’s get out, I do not want to be in here anymore! Paula holds back her tears and replies, â€Å"Christina we will be okay, I will get us out, I promise†. Paula begins to look for something that can be a used as weapon, and looks for an exit. Paula finds a hammer, and notices a window. She rushes to it, and then the lights go out again. Seconds pass by but to Paula it seems like an eternity, she calls Christina’s name, â€Å"I am here† replies Christina. The lights turn on again; Paula looks to find Christina, and sees Mr. Clark holding her with a knife to her throat. â€Å"Did you think I was being funny when I said this would be your last hollows eve? Mr. Clark asked Paula. Paula replies â€Å"this trip was meant to be fun I never imagine it would be like this. † Mr. Clark looks at her and gives her an evil smile. Then, he says to Paula, â€Å"Let’s play a game, if you win you and your friend may leave, but if you lose you and your friend must stay forever. † Paula thinks for a long minute and nods her head up and down. He looks at Paula for a moment and says â€Å"Answer me this if you are correct you and your friend may go. Am I alive or is this your imagination? † Paula stares at Mr. Clark and responses â€Å"you are alive†. Mr.  Clark laughs, â€Å"Child, how can I be alive if I died in 1963† replies Mr. Clark. Paula begins to cry along with Christina, and mouths the words â€Å"I am sorry†. The lights turn off again, bang, bang, bang. Paula holds her hands out trying to feel for Christina; the lights turn back on again. Mr. Clark is nowhere to be found. Paula grabs Christina’s hand and yells â€Å"hurry, the window, now! † Paula and Christina, crawl out the window, look to see where the car is parked and ran towards it. The girls quickly get in, crying and scare. Paula turns the car on, put it in gear and head out the ranch. As both Paula and Christina seat in the car crying for a long while Paula breaks the silence and says â€Å"Christina, promise me that this will be our last haunted house†. Christina replies â€Å"definitely, Paula this was our last one†. The girls continue to drive on the dark road, without realizing the road does not end. Then Christina turns to Paula and asks â€Å"Paula, are we getting closer to your house now? † Paula looks at the road and realizes it’s the road to Saddle Creek ranch. Paula realizes what has happened and turns to Christina and says â€Å"Christina, I am sorry but Saddle Creek ranch is our home now. †

Mechanism of Labor Essay Example for Free

Mechanism of Labor Essay A good midwife will always aid in conduction of a vaginal delivery and not hastily conduct it without knowing about the mechanism that is occurring inside the pelvis. Hence it is very essential to learn about mechanism of normal labor, its principles and steps to distinguish it from an abnormal one Definition: The series of movements that occur on the head in the process of adaptation, during its journey through the pelvis, is called mechanism of labor. 1 Principles The principles are common to all mechanisms 1. Descent occurs throughout 2. The part that leads and first meets the resistance of the pelvic floor will rotate until comes under the symphysis pubis 3. The part that escapes under the symphysis pubis will pivot around the pubic bone 4. During the mechanism, the fetus turns slightly to take advantage of the widest available space in each plane of the pelvis, i. e. transverse at the brim and antero-posterior at the outlet 2 Mechanism In normal labor, the head enters the brim more commonly through the available transverse diameter and to a lesser extent through one of the oblique diameters. Accordingly, the position is either Occipito lateral or oblique Occipito anterior. The left Occipito anterior position is commoner than the right Occipito anterior position as the left Occipito diameter is encroached by the rectum. 1 The engaging antero-posterior diameter of the skull is suboccipito bregmatic (9. 5 cm) and the engaging transverse diameter is biparietal 9. 5 cm. 1 As the Occipito Anterior position is the commonest the mechanism of labor will be described for Left Occipito Anterior or Right Occipito Anterior position When the fetus presents in left or right Occipito anterior position the way the fetus is normally situated can be described as follows: * The lie is longitudinal * The presentation is cephalic * The position is ROA or LOA * The attitude is one of flexion * The denominator is the occiput * The presenting part is the posterior part of the anterior parietal bone 2 Positional movements There are several basic positional movements which take place when the fetus is in a cephalic vertex presentation. These are as follows: 1. Engagement 2. Descent throughout 3. Flexion 4. Internal rotation of the head 5. Crowning 6. Delivery of the head by extension 7. Restitution 8. Internal rotation of the shoulders 9. External rotation of the head 10. Birth of the shoulders and body by lateral flexion Although the mechanisms of labor are listed separately, some of these overlap or occur simultaneously (internal rotation of the shoulders and external rotation of the head) 1. Engagement Engagement takes place when the biparietal diameter of the fetal head has passed through the pelvic inlet. In primigravidae, it usually occurs during the latter weeks of pregnancy. In multigravidae, as the muscle tone is lax engagement may not occur until labor actually begins. 2. Descent Descent occurs throughout the mechanisms of labor and is therefore both requisite to and simultaneous with other mechanisms. Descent is a result of a number of forces including contractions and maternal pushing effort with contraction of her abdominal muscles 3. Flexion Flexion is essential to further descent. The pressure exerted down the feta l axis will be transmitted to the occiput. The effect is to increase flexion, which results in the substitution of the smaller suboccipito bregmatic diameter 9. 5 cm. the occiput becomes the leading part. Flexion occurs when the fetal head meets the pelvic floor resistance which increases with descend. 4. Internal rotation of the head Internal rotation brings the anteroposterior diameter of the fetal head into alignment with the anteroposterior diameter of the maternal pelvis. This is accomplished by rotation of the occiput to the anterior portion of the maternal pelvis. In a well flexed vertex presentation, the occiput leads and meets the pelvic floor first and rotates anteriorly through one- eighth of a circle (45 degrees) this causes a slight twist in the neck of the fetus, as the head is no longer in direct alignment with the shoulders. As the fetal head now lies in the widest (anteroposterior) diameter of the pelvic outlet, an easy escape is facilitated. The occiput slips under the pubic arch and crowning occurs when the head no longer recedes between contractions and the widest transverse diameter i. e. biparietal is born. 5. Crowning After internal rotation of the head further descent occurs until the subocciput lies underneath the pubic arch. At this stage, the maximum diameter of the head (biparietal diameter) stretches the vulval outlet without any recession of the head even after the contraction is over. This is called â€Å"crowning of the head†. 6. Delivery of the head by extension Once crowning has occurred, fetal head can extend. The suboccipital region impinges under the symphysis pubis and acts as a pivotal point. The fetal head is now positioned so that further pressure from the contracting uterus and maternal pushing serves to further extend the head as the vaginal orifice opens. A couple of forces act on the fetal head. The driving force pushes the head in a downward direction while the pelvic floor offers a esistance in the upward and forward direction. The downward and upward forces neutralize and remaining forward thrust helps in extension. The successive parts of the fetal head to be born through the stretched vulval outlet are vertex, brow and face. 7. Restitution It is the visible passive movement of the head due to untwisting of the neck sustained during internal rotation. With restitution the occiput moves 45 degrees or one eighth of a circle towards the side from which it started and is again in alignment with the shoulders1 8. Internal rotation of shoulders The anterior shoulder reaches the pelvic floor and rotates anteriorly by one eighth of a circle. The shoulders come to lie in the anteroposterior diameter of the pelvic outlet 9. External rotation of the head External rotation of the head occurs as the shoulders rotate 45 degrees internally causing the head to rotate another 45 degrees. The movement can be seen clearly as the head turns at the same time. External rotation occurs in the same direction as restitution. 10. Birth of the shoulders and body by lateral flexion The anterior shoulder comes into view at the vaginal orifice, where it impinges under the symphysis pubis, while the posterior shoulder distends the perineum. This enables a smaller diameter to distend the vaginal orifice than if both the shoulders were born simultaneously. After the shoulders are delivered, the remainder of the body is born by lateral flexion. The mechanism of labor is different for different positions. Most of the movements in the mechanism occur simultaneously and at times may not be clearly visible during the delivery. Hence the midwife should be very careful and cautious and keep in mind the steps of normal mechanism of labor while conducting delivery References 1. D. C Dutta, Textbook of Obstetrics, 6th Edition, New Central Book Agency, Calcutta 2004, Pp: 125-129 2. Annamma Jacob, A Comprehensive Textbook of Midwifery, 2nd Edition, Jaypee brothers Medical Publishers, New Delhi, 2009, Pp :187-190 3. www. wingkingskull. com cited on 31st January 2012 4. http://pregnancy. about. com/od/laborbasics/ss/fetalpositions_2. htm cited on 27th January 2012

Management Theories for Managing Organisational Change

Management Theories for Managing Organisational Change What forms of managerial power are most useful in managing organizational change processes? An organizational change is a transformational process taking place in an organization due to mergers, re-designing or changes to the organizational management structure. Change could be strategic or institutional. (Journal 2010 Cited in Jansson, 2013). The process mostly involves altering the constitution, strategies, functioning methods, technologies and organizational culture to efficiently maintain the transformation within the organization. The main factors of causing organizational change could be economical, political or financial. The organizational transformation process could be a constant practice or it may take place only within specific period of time. Therefore, it is always important to have the most effective managerial power to manage organizational change process as if not managed by appropriate management power it could lead to many consequences such as job losses, employees suffering from stress, running the business in loss or else closure of the business. This e ssay will be addressing the forms of managerial powers that are most useful to manage organizational change effectively. The concepts of change agency and transformational leadership were established with the increase of basic corporate transformations in 1980s. However, even though the concept of change agent originated from Kurt Lewin (1890-1947), Kotter and other theorists supported their work by the fundamentals of Kurt Lewin from the 80s onwards. As its described by Bernard Burnes 2009, change agent should be a sensible individual who identifies, direct and manage feedback during implementation of organizational change. Organizational change needs to be effectively planned and managed to obtain the necessary preferred outcomes. In order to manage organizational change there is a need of a highly skilled managerial leader who could effectively manage the implementation. Leadership has been given many classifications. Generally, it is a mixture of behaviours and judgments taken to guide a group of people towards agreed goals and objectives. Yuki,G 1989 describes leadership has individuals traits where a behaviour of a leader includes interaction patterns, work based relationship with co-workers which influence towards organizational goals. Trait theory assumes that leaders are born with inherited leadership characteristics, where behaviour theory describes leadership could be learned, situational theory argues that leaders depends on the actions taken in a particular situation and transformational theory states that an individual with appropriate vision and passion could be a leader to achieve desired goals(Carroll et al., 2008) . As there is not any specific leadership theory that could define exactly how leadership could be described all leadership situations a recovery process that employees could be redirected to the required goals in an organiza tional change process with effective leadership within the organization. (Carroll et al., 2008) Transformational leaders are known as fascinating heroes and change champions as they have characteristics which is ideal for directing and controlling but inspiring and empowering other employees to strengthen change. Heifetz (1995) argued that leadership and authority should be differentiated as a lone warrior cannot take responsibility for all actions if he/she is unsuited to answer them. Landells and Albrecht 2017 explain that power and politics plays an important role in an organizations change process with regardless the size of the business. It involves governing how decisions are made to the ways employees interact with one another. Organizational politics were identified as a significant feature of change (French and Raveen 1959). Employees choose positive or negative power to influence others in the workplace. Politics may directly influence the person who has the power and determines whether the overall culture of the workplace needs to be changed to increase the productivity. Building a positive managerial vision includes facilitating the employees with clear communication and higher levels of performances. Managers will have higher authority and will take an important role planning and budgeting in an organizational change process. According to the Jalilvand and Nasrolahi 2015, Managerial power relates to a relationship which is socially exchanging with positive outcomes such as strong affective commitment within employees of an organization to work towards objectives and goals. When an employee obtained managerial powers, they feel more emotionally involved and committed to the organizations and have the authority to manage other employees. Kanter (1979) cited in LANDELLS and ALBRECHT, 2017 states that power assembles and get things done and the production of managerial power will be positive but argues when there is no power the system does not work. Most employees who are with managerial powers are usually high earners but managerial power theory could be argued as higher rewards are not always appropriate, not all employees on managerial powers are high performers. John French and Bertram carried out one of the most prominent studies on power (French and Raven, in 1959). The five types of powers which were identified initially were legitimate power which describes an official right to make demands and to expect respect from other assistant employees, Reward power which refers to an individuals ability to compensate another for accomplishment, Expert power which is based on a persons expertise skills and knowledge on a particular task. Referent power is an effect of a persons superficial of charisma, worthiness, and right to obtain respect from others. Coercive power is a type of power to psychological punish if the requirements are not met. Legitimate power is described as the power which has been owned by the gratitude of the managerial position held by an individual in the organization. The individual who is identified and recognized as the leader has superior rights and more responsibilities than other employees. Consequently, the leader has the authority to control and demand those employees who are lower in the managerial hierarchy as dependent and followers. (French and Raven, 1959). In an organizations power structure every leader has a higher authority to answer except in a situation that the individual occupies the highest position in an organizational pyramid. A leader who has legitimate power could take more responsibilities from their seniors and pass the current responsibilities to the employees who are lower than that position. Legitimate power could be found at all the levels of an organizational managerial hierarchy, failure of ensuring the boundaries could lead to the unlawful use of power. (Mohammed an d Leila, 2015) Coercive power is referred as psychological or material punishment (French and Raven, 1959). According to Kotter, it is known as the individuals ability to get others to do what is required and not required. As well this avoids being forced by others to do what the individual does not want to do (1979). Such influence can be explicit as both forms are subconscious in management but could be identified in different forms and consider coercive power as a double-edged sword (Pettigrew, 1956). While it cannot be functioned and non-empowering (Emmanuel Ogbonna, 2003), it may be used to improve ones reputation for change in the organization (Buchannan Badham, 1999). This type of power does not recognize the thoughts and feelings of other individuals or all the values of the organization unless it wants to control them to meet its own agenda. (R, K Smollan 2009). Expert power is described as specialist knowledge and expertise (French and Raven, 1959). This power could be defined as an individuals ability to solve specific tasks such as technical, plumbing etc. The employees who are particularly skilled carrying out different specialize tasks with their own knowledge would become leaders without acquiring a formal position. This type leadership will be very important when managing change in an organization as change can be unpredictable. According to Lewicki and Litterer (1985), employees lean towards knowledgeable and skilled managers with respect in order to learn new skills and enhance their current knowledge. Although in order to use expert power being able to access the required information is a must as access to the information could be forbidden, so there is less opportunity to use this power (Singh, 2009). Reward Power could be defined as the ability to influence other individuals behaviours by agreeing to provide benefits. (Lunenburg, 2012). The individuals who have the authority to provide these benefits are seen as those who are in power. (Harold E. Fuqua, n.d.). The rewards/ benefits that could be offered can be tangible or intangible such as Pay rise, Bonuses, Promotions Positive Feedback, Recognition, more responsibilities (Lunenburg, 2012). Disadvantages of reward power could lead employees engaging in unethical work or illegal behaviour and sometimes managers do not have the ability to reward without required approval of senior management. (Tools, 2016) Reward power can also be compared to the Coercive power and can be used as a combination to maintain legitimate power (Mossholder, 1998). Referent power is known as charisma (1959) which is the ability of an individual to convey a sense of personal acceptance or approval by others (Business Insider). Vivian Giang (2013) also suggests that this is the most valuable form of power as to manage employees ability to get a sense of personal acceptance and respect when working together is useful. French and Raven (1959) argue that referent power is not the best choice for a leader to be used alone as misuse of referent power could cause many other problems such as employees getting neglected, stressed and over worked but due to the respect towards the manager, individuals/ teams of employees would not be open to inform about the workload rather they will stress themselves. As stated if referent power is being used with an expert power it could lead to success. However, later on, informational power is often quoted as another form of managerial power (Raven, 2008). According to Ravens earlier studies (1965), its the ability of an individual to influence the change through the resource of information. It is important to know the appropriate information regarding a change in order to carry out the change process as if unable to obtain required information the change process will not be successful. Characteristics of informational power lie in having control over specific information in the process of managing organizational change that others need or want put the manager in a powerful position. Managers could put effort to influence co- employees by access and control of information this could be useful to restrict any information that need not to know by the subordinates and this may be used in both personal and positional classifications. Also it is among the most preferable power characteristics which lead to initialised to lasting changes in the targets beliefs, attitudes and values (Raven, 1965). However, even though there are other categorizations of powers available these are the fundamental powers most used commonly and mentioned powers to analyze and contrast managerial powers within the perspective of organizational transformation. In conclusion, as stated in the introduction the essay addressed the possible reasons for organizational change to take place by introducing change agent, leadership, and characteristics of the main forms of managerial powers within an organization by evaluating and analyzing each form of managerial power critically. As stated above access to the relevant information and the ability to change co-workers to re-shape according to the organizational change taking place is a key of an ideal change agent. It is complicated to choose and identify a most useful and recommended form of a managerial power, as all the described forms of managerial powers is combination of an appropriate managerial power. It is also the individuals responsibility to use the appropriate type of power for the most appropriate situation. Even though the distribution of leadership could benefit the organization in an organizational change the power should not be forced nor used authoritatively. Reference list Agarwal, M and Agrawal, G.C.Relationship of Middle Managers Power Styles with Their Participativeness at the Work place Source: Indian Journal of Industrial Relations, Vol. 30, No. 3 (Jan., 1995), pp. 278-296 Published by Shri Ram Centre for Industrial Relations and Human Resources Stable. Available at: http://www.jstor.org/stable/27767365 [Accessed 27 January 2017] Bernard Burnes., 2009. Managing Change, Pearson Education, Pages: 633 Format: PDF Publisher: Pearson Education M.U.A., Published: Jul 9, 2009. eISBN-13: 9780273752387. Accessed on 16/03/2017. https://www-dawsonera-com.ezproxy.lib.bbk.ac.uk/abstract/9780273752387 Bradshaw, P. and Boonstra, J., 2004. Power Dynamics in Organizational Change. In: Boonstra, J.J, ed. Dynamics of Organizational Change and Learning [online]. John Wiley Sons Ltd, pp. 279-295. Business Insider, 2013. The 7 Types of Power That Shape The Workplace.[online] Available at http://www.businessinsider.com/the-7-types-of-power-that-shape-the-workplace-2013-7?IR=T [Accessed 5 February 2017] Caldwell, R. (2003) Models of change agency: A fourfold classification, British Journal of Management, 14(2), pp. 131-142. doi: 10.1111/1467-8551.00270. Carroll, B., Levy, L. and Richmond, D. (2008) Leadership as practice: Challenging the competency paradigm, Leadership, 4(4), pp. 363-379. doi: 10.1177/1742715008095186. Currie, G. and Lockett, A. (2007) A critique of transformational leadership: Moral, professional and contingent dimensions of leadership within public services organizations, Human Relations, 60(2), pp. 341-370. doi: 10.1177/0018726707075884. French, J.R.P., Raven, B.H. (1959). The basis of social power, in: Cartwright, D. (Eds), Studies in Social Power, University of Michigan, Institute for Social Research: Ann Arbor, MI, pp. 150-67. Hughes, M. (2010). Managing Change: A Critical Perspective. In: M. Hughes, Managing Change: A Critical Perspective. London: Chartered Institute of Personnel and Development, pp. 211 JALILVAND, M.R. and NASROLAHI VOSTA, L., 2015. Examining the relationship between managerial power and affective organizational commitment. Sport, Business and Management, 5(4), pp. 344-364. JANSSON, N., 2013. Organizational change as practice: a critical analysis. Journal of Organizational Change Management, 26(6), pp. 1003-1019. Kotter, J.P., 1979. Power in Management How to Understand, Acquire, and Use it [online] Available at: http://home.earthlink.net/~denmartin/pim.html [Accessed 11 February 2017] LANDELLS, E.M. and ALBRECHT, S.L., 2017. The Positives and Negatives of Organizational Politics: A Qualitative Study. Journal of Business and Psychology, 32(1), pp. 41-58. Lewicki, R.J., Litterer, J.A. 1985. Negotiation. Homewood, IL: Irwin, pp. 249-251 Mohammad, R.J. and Leila, N.V., 2015. Examining the relationship between managerial power and affective organizational commitment. Sport, Business and Management, 5(4), pp. 344-364. Lunenburg, F. C. (2012). Power and Leadership: An Influence Process. International Journal of Management, Business and Administration , pp.1-9. Ogbonna E. and Wilkinson B., (2003). The False Promise of Organizational Culture Change: A Case Study of Middle Managers in Grocery Retailing. In: Journal of Management Studies, 40(5). Pareek, U. 1994. Coercive and Persuasive Power Scale. In: Indian Journal of Industrial Relations, 30(2), pp. 175-189. Available at: http://www.jstor.org/stable/27767352 [Accessed 27 January 2017] Raven, B.H., 2008. The Bases of Power and the Power/Interaction Model of Interpersonal Influence. Analyses of Social Issues and Public Policy,8(1), pp.1-22 Smollan, R.K. (2009). Organizational culture, organizational change and emotions: a qualitative study. Roy K Smollan, Auckland University of Technology, Auckland, New Zealand Janet G Sayers, Massey University, Albany, New Zealand. Published in 2009 in Journal of Change Management 9(4), pp. 435-457. Singh, A. (2009). Organizational Power in Perspective. Leadership and Management in Engineering, [online] 9(4), pp.165-176. Available at: http://ascelibrary.org/doi/full/10.1061/(ASCE)LM.1943-5630.0000018 [Accessed 7 February 2017] Yuki, G 1989, Managerial Leadership: A Review of Theory and Research, Journal Of Management, 15,2,p. 251, Business Source Premier, EBSCOhost, viewed 12 March 2017.

Comparing Act One Scene One and Act Two Scene One of Educating Rita :: Educating Rita Social Classes Essays

Comparing Act One Scene One and Act Two Scene One of Educating Rita In willy Russell's play "educating Rita" the first scenes of each acts are very different from each other. In act two scene one there is almost a complete reverse in characters attitude, status and behaviour from the first scene of act one. This is because in act one, Rita really admires Frank and wishes she could be just like him because of his vast knowledge. However in act two Frank admires the change in Rita but at the same time he is also upset because he has lost the Rita he used to know and he thinks that Rita no longer needs him because she knows 'what wine to buy and what clothes to wear' but Rita doesn't realise that there's more to education than just this! ACT ONE FRANK From the first scene of act one the first character we begin to learn about is Frank. Frank is middle aged, uses standard English and is well spoken. He appears to be a stereotypical middle class academic but he has hidden qualities. Frank likes to drink; "Yes I suppose I did take it on to pay for the drink." He constantly refers to the drink and drinks throughout the play which suggests that Frank is an alcoholic. He drinks to help him step delicately through the pressures of his life- Not only is he teaching a course he doesn't want to teach, He's got a girlfriend who is constantly getting him. As well as drinking, Frank also smokes which makes him quite a weak character because in scene one, Rita offers him a cigarette and he has one even though he has supposed to have given up; "I made a promise not to smoke." Throughout the play Frank's frustration is shown by his sarcastic humour ; "I like my lamb done to the point of abuse... You could incinerate ratatouille and it still wouldn't burn!" Like this, Frank's attitude towards most things is negative ;" I'm actually an appalling teacher." Like the alcohol, Franks negativity is brought on by his life. Frank gets no enjoyment from teaching, he'd much rather be with his friends at his local pub. But besides Frank's negativity, Frank doesn't patronise Rita ;" What would you like to know... Everything? That's rather a lot... where would you like to start?" He listens and empathises. ACT ONE RITA In the first act, Rita comes across as a stereotypical working class Liverpudlian woman! She is twenty six, working class, speaks with a scouse dialect and lives in a council house with her husband Denny.

Database design process Essay -- essays research papers

Abstract Database Systems has a practical, hands-on approach that makes it uniquely suited to providing a strong foundation in good database design practice. Database design is more art than science. While it's true that a properly designed database should follow the normal forms and the relational model, you still have to come up with a design that reflects the business you are trying to model. This paper shows describes design process of database project. The importance of Completing the Design Process An important point to keep in mind is that the level of structural integrity and data integrity is in direct proportion to how thoroughly the design process is followed. The less time spent on the design process, the greater the risk of encountering problems with the database. While thoroughly following the database design process may not eliminate all of the problems you may encounter when designing a database, it will greatly help to minimize them. Also in an RDBMS software program a well-designed database is easier to implement than a poorly designed database. (Michael J. Hernandez, 1996) Key database Design Concepts Before a design effort can proceed full speed ahead, the designer must first take time to understand the business. Understanding the business involves understanding the entities, data, and rules within an organization, and then converting these attributes of the business into a business model. Then, the designer must have a solid comprehension of the proposed database model. Finally, the designer will convert the business model into a database model, using a design methodology, whether automated or a manual process. (Ryan Stephens & Ronald Plew, 2002) General Design Process Following table list general steps of database design Step Description 1 Requirements collection and analysis 2 Conceptual database design 3 Choice of a DBMS 4 Data model mapping (also called logical database design) 5 Physical database design 6 Database system implementation (Elmasri, Ramez, & Navathe, Shamkant B., 1994) Creating the application is the last step ¡Ã‚ ªnot the first! Many developers take an idea for an application, bu... ... levels of normalization, but the primary levels are the first, second, and third normal forms. Each level has a rule or two that must be followed. Following all of the rules will help ensure that your database is well organized and flexible. To take an idea from inception through to fruition, you should follow a design process. This process essentially says "think before you act." Discuss rules, requirements, and objectives, and then create the final version of your normalized tables. Reference 1. Elmasri, Ramez, & Navathe, Shamkant B., Fundamentals of Database Systems, Second Edition, Addison-Wesley Publishing Company, 1994, ISBN 0-8053-1748-1, pages 450-452.), retrieved from website http://www.ibiblio.org/faint/finosaur/db/ , Feb 06, 2005 2. Michael J. Hernandez, Database Design For Mere Mortals, Chapter 4, 1996, retrieved from UOP resource safari Tech Books Online website, Feb 06,2005 3. Ryan Stephens & Ronald Plew, Key database design concepts, 2002, retrieved from website http://searchdatabase.techtarget.com/originalContent/0,289142,sid13_gci812028,00.html, Feb 06, 2005