Role of Culture in Change Management

Executive Summary Culture refers to â€Å"a people’s way of life†. In the business context, the values and norms of an organization or company form the organization’s culture. Enhanced technology together with the increase in the number of products in the global market has led to a turbulent and dynamic business environment.Advertising We will write a custom report sample on Role of Culture in Change Management specifically for you for only $16.05 $11/page Learn More For companies to remain afloat in the competitive environment, they must always be ready embrace change. Every organization in the 21st century is aware the change scenario, the only challenge lies in the manner in which the change strategy is implemented (Cameron and Quinn 2006). A company’s culture is lies in mission and vision. This paper looks at the role of the role of organization culture in managing change. In understanding the impact of a company’s culture on change management, the â€Å"integrated cultural framework† is used as a measuring tool (Krastchmer 2005). This takes into account the ability to influence, need to maintain the status quo, need to achieve, time and space as parameters of measurement. The paper also looks at the different organization cultures and how each of them affects change management in the organization. The Scope of Organizational Change The working environment in any company is faced by four types of change. These are classified under process, power, culture and functions. In the process dimension, companies are forced to adapt new working processes as they seek to align to changes brought about by technology. Recurrent innovations are yielding new and better ways of transacting businesses, making the old models obsolete and unprofitable. For any company or industry to survive in this scenario, it must put its operation processes on top and be ready to welcome new innovations every time. Fu nctional change entails possible changes that can be effected from time to time in the company’s organization structure. These changes are both vertical and horizontal. Most organizations in the current business era are finding reason to shift their management styles from bureaucratic models to open and network based models.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Another model that has been in use in most organizations is the leader-follower model. The model develops an enhanced leader, follower relationship that results in a stable â€Å"internal locus of control† (Krastchmer 2005). Power change is about sharing of power as concerns decision making in the organization. This type of change dimension revolves around the formation of dominant centers of power that direct the rest of the actors in the company. The power change has been cited as the most difficult to app ly, and is often met by a lot of challenges in organizations. Formation of team coalitions in an organization helps in achieving effective and functional workforce as opposed to having a single centre of power (Cameron and Quinn 2006). The single centre of power is often responsible for formation of rebellious forces in the organization, which aim at countering the authority. The cultural change, which is the main part of this paper focuses on the values and norms of the people in the organization. Every organization has norms and values which are either productive or counterproductive to the organization’s set objectives. It is the duty of the leaders in the organization to weed out the unproductive norms and retain the ones that are aligned to good production. An organization can only succeed on changing the culture by ensuring total commitment to change by both the management and employees. There are three main steps to eliminate cultural resistance in an organization. The first step is to ensure every member of the organization feels worthy to be in the organization during the period of change. When members perceive the change as being directed to the benefit of the organization, and them being part of it, they commit themselves to the change. The second step is for the management to allow employees to take up the task of implementing the change. Employees should play the role as agents of change so that it is not perceived to be a forced idea on them from the management. The third step is to ensure respect of the leadership decision right from below. Leadership teams often encounter problems implementing change decisions because their decisions are not respected. The final step in eliminating cultural resistance is to â€Å"practice leadership through leaning† (Krastchmer 2005).Advertising We will write a custom report sample on Role of Culture in Change Management specifically for you for only $16.05 $11/page Lea rn More Leadership is a learning process, every time a leader makes a decision, he or she learns lessons from the impact that the decision has on the organization. The learnt lessons should also be shared with the members of the organization to provide them a similar learning opportunity. Change Management Approaches There are two main approaches used in change management; they are planned and emergent approach. The planned approach is based on the assumption that what determines change can be planned for in advance. The approach also takes into account technology as an integral part of change management. In this approach, the organization managers are charged with the responsibility of directing the change process. This approach is slowly being replaced by the emergent approach due to high failure rates in its application occasioned by the complex nature of organizations in the current era (Cameron and Quinn 2006). The approach also puts more emphasis on technology as a component of the change process at the expense of other socio-cultural factors. The emergent approach takes into account the current behavior aspects of the organization in the change process. The approach does not vest all the responsibilities of directing change process to the senior management, all actors are encouraged to implement the change process in the organization. The approach looks at change as a continuous process in the organization thus helping the actors to understand the influence of culture on the change process. The Effect of Culture in Managing Organizational Change There is a concerted effort in every organization directed towards elimination of old cultural modes to more current business oriented modes. This involves a consistent â€Å"shift from cultural conformity† to a mode that is open to new ideas on ways of doing things (Cameron and Quinn 2006). Cameron and Quinn (2006, p. 35) note that there is a record number of failures in change management at organizati onal level, suggesting a fresh approach to â€Å"thinking and perceiving change†. Culture affects an organizations change management in a number of ways as will be described below. Strict Organization Management This is a culture where the management makes decisions in a dictatorial manner without consulting the staff. This could be seen in the manner in which the management decides to sideline the views of the junior staff in making decisions concerning buying of company equipment or machines and other resources.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Without consulting the actual user of the machine for example, the management can buy wrong equipment or even obsolete ones. In some cases, the management restricts the staff to using only certain types of technology platforms, and as a result impede on the productivity of the staff. The management in such cases aims at saving on the cost of training staff on the new processes or buying sophisticated machines. This culture tunes the mind of employees to work according to the orders without question the authority. It is difficult to effect and manage new changes in such organizations as workers are not usually part of the decisions body. Organization management needs to invest in research and development all the time to ensure they fully understand the effect of the changes effected in the organization. The Centralization Culture There are organizations in which core services to employees are centralized in one place. Such services could include; ICT support, staff welfare and human resource benefits. A centralized culture is quite cumbersome especially in large organizations where employees have to go through a lot of bureaucracy to get services (Schein 2010). A lot of time is wasted as one tries to go through a bureaucratic chain to get service. For example, in a large higher learning institution with several campuses operating in a centralized mode, services such as printing, course admission and examinations department would have to be coordinated from one place. This mode of operation leads to lose of time, results and poor performance (Krastchmer 2005). Centralization only helps in achieving uniformity in terms of the service provided by the organization. Proponents of this type of approach associate it with efficiency and low cost on facility maintenance (Cameron and Quinn 2006). The system however reduces the freedom of employees to carry out their duties, and also hampers knowledge creation in the organization. For organizations that apply knowledge fo r operation like schools, it’s not just enough to look at every operation in terms of efficiency and profitability. It matters also to look at how knowledge is created and shared across the organization. Employees need to have freedom to create knowledge that helps the organization to grow its network. Cameron and Quinn (2006, p. 52) note that some of the excellent organizations in the world have learnt to create small teams within the organization and setting them upon each other in a completion that is all geared towards the same goal. Changes in such an organization may proof difficult to effect as everything has to follow a long chain of bureaucracy causing a waste of time. Disregarding the Views of Employee’s In some organizations, the management does not consider the views of the employees especially on matters that regard their welfare. Before embarking on any change initiative, the management must seek to find out the effect the proposed change will have on the production of the workers. It’s important that they consider the views of the employees before phasing out or introducing any program so as to align the changes to the needs and aspirations of the workers. By locking out the views of the workers, the management propagates the status quo, which creates resistance to the change that could be suggested by employees (Schein 2010). Organizations need to invest in properly qualified workers whose ability and opinion they can trust. If a management team is in-charge of lowly qualified staff, they tend to make every decision without considering their â€Å"substandard† opinion. This often happens when an organization transits from small to large enterprise. It’s common for small organizations to hire employees with low qualifications, whose opinions can ignore (Alvesson and Sveningsson 2007). Such organizations develop the culture of disregarding the opinion of the workers. Organizations are now moving to appreciating and looking at employees as an important asset of the organization, who should be consulted in every decision. Schein (2010, p. 46) points out that appreciating employees’ opinion makes them feel part of the organization and gives them a feeling of ownership. Resistance to Change Research indicates that employees tend to resist changes that require further learning to acquire the necessary skills (Alvesson and Sveningsson 2007). A change involving new computer software in an organization may require that the intended users attend training to acquire new relevant skills to use the software. The old generation employees are often on the forefront to reject such changes; they instead prefer processes that they are used to. Organization Support Culture Support to employees by organization creates a sense of emotional belonging to the organization. This is especially when a staff member is in critical situations such as; sickness or grieving the loss of a loved one. It’s im portant for an organization to show support to employees who find themselves in such situations by standing with them during the period of the problem (Schein 2010). Most organizations have welfare committees that cater for the welfare of their staff by providing moral support in times of sickness of death of close ones. Besides support during difficult moments, organizations also need to develop a support culture to members who come with innovative ideas. Members of staff are more likely to come up new ideas mostly in their fields of specialization, which can help the organization grow. If the management fails to show support and even recognize such workers, other workers with similar ideas in future may shy away from presenting them to the organization. Members of staff can sacrifice and spend time to research and bring useful ideas to the organization, if they are assured of the organization’s support in the implementation of the idea. Collaborative Culture Organizations m ust seek to foster â€Å"a participative culture† in the organization. Organizations that fail to foster â€Å"a participative culture† often end up with employees who are always unwilling to take part in voluntary projects in an organization (Alvesson and Sveningsson 2007). An organization may want to take part in a voluntary activity such as tree planting or a charity walk, but if the employees have not developed a participative culture, only a few may take part. This attitude affects employees’ willingness to take part in free trainings or seminars organized by the organization. Alvesson and Sveningsson (2007, p. 89) claim that in the case of learning institutions, students and teachers may refuse to take on extra lessons or even participate in extracurricular activities. Sharing Knowledge in an Organization Knowledge grows when it’s shared, knowledge based organizations such as schools, colleges and universities have a duty to grow a culture of knowle dge creation and dissemination. University professors must make contributions in academic journals in their areas of specialization in order to attain certain qualifications. Academic institutions peg promotions to the number of publications a professor has on his or her account in various academic journals. This attitude breeds a habit of concealing ideas from the public in order to be the first to publish just to have an edge over the rest (Schein 2010). Organizations that organize the need of knowledge sharing organize forums that bring together both internal and external participants to share knowledge on various topics. If this is developed as a culture in an organization, more staff members can be willing to research and share information with their colleagues various issues. In the current era, where technology has taken the centre stage in every process, the internet is becoming an important platform for knowledge sharing. Blogs and social media such as facebook and twitter are gaining popularity in providing a forum for information sharing. Company or organization websites are also used as points of getting sharing information in between the organization and the public. This can be in form of a database containing information of employee and organization’s achievements and services offered by the organization (Schein 2010). This besides acting as a marketing tool, it provides a cheap and easier way for organizations to communicate with the workers. Most organizations do not provide forum for employees to engage the management especially on matters affecting their welfare. This is because the fear that employees can use the forum to send attacking messages to the management or to incite other workers. The Learning Culture Because of the dynamic nature of the business environment today, organizations must provide their employees with opportunities to learn and expand their skills in line with the core business of the organization. Learning opport unities include; part time classes, short skills training courses, conferences and seminars that are relevant to the core business of the organization. An organization can also develop a learning culture by providing fee subsidies or scholarships to members that are willing to pursue studies at higher levels (Alvesson and Sveningsson 2007). Through the information gained from the learning sessions, the staff members gain vital information to deal with change in the organization. Most of the current changes in business organizations require new skill sets that can only be acquired through learning. The Mentorship Culture Organizations should develop a mentorship and skills transfer program where senior and experienced members of staff transfer their skills and knowledge to new members. The senior members need to co-opt junior members of staff and walk them through the various operations processes of the organization. In this regard, the junior staffs learn from the seniors through sk ills transfer process. Though the junior members of staff have little working experience, they may be well informed in emerging issues especially in areas of technology, which may be of great help to the organization (Cameron and Quinn 2006). Mentorship culture also helps in maintaining the culture of the institution, by allowing senior staff members to pass on the values and norms of the company to new entrants in the organization. It also offers guidelines to the junior staffs to manage change as they transit either from college to work or one organization to another. Conclusion This paper demonstrates the extent to which organizational culture can impact on change management in an organization. Its proposition is that the changes that come along in the course of operation should be anchored on the culture of the organization. The organization management should take a participatory approach in implementing changes in the organization. The paper also shows that cultures of strict f irm control, centralization and ignoring workers’ opinion is detrimental to realizing change management in an organization. The management is responsible for the formation of cooperative teams in the organization that support change implementation. The teams should be empowered and to encourage every member in the organization feel part of the â€Å"family† in the organization. Reference List Alvesson, M and Sveningsson, S 2007, Changing Organizational Culture: Cultural Change Work in Progress, Routledge, New York. Cameron, S and Quinn, E 2006, Diagnosing and Changing Organizational Culture: Based on Competing Values Framework, John Wiley and Sons, New York. Krastchmer, P 2005, Organizational Culture is highly resistant to Change- Discuss, Books on Demand, Nordestedt. Schein, H 2010, Organizational Culture and Leadership, John Willey and Sons, New York. This report on Role of Culture in Change Management was written and submitted by user Averie W. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Motor Insurance Essays

Motor Insurance Essays Motor Insurance Essay Motor Insurance Essay Vehicle insurance Vehicle insurance ( besides known as car insurance. GAP insurance. auto insurance. or motor insurance ) is insurance purchased for autos. trucks. bikes. and other route vehicles. Its primary usage is to supply fiscal protection against physical harm and/or bodily injury ensuing from traffic hits and against liability that could besides originate therefrom. The specific footings of vehicle insurance vary with legal ordinances in each part. To a lesser grade vehicle insurance may to boot offer fiscal protection against larceny of the vehicle and perchance damage to the vehicle. sustained from things other than traffic hits. Vehicle insurance. in exchange for a premium. will pay valid claims originating out of traffic hits such as the above. India A Sample Vehicle Insurance Certificate in India Car Insurance in India trades with the insurance covers for the loss or harm caused to the car or its parts due to natural and semisynthetic catastrophes. It provides accident screen for single proprietors of the vehicle while driving and besides for riders and 3rd party legal liability. There are certain general insurance companies who besides offer on-line insurance service for the vehicle. Auto Insurance in India is a mandatory demand for all new vehicles used whether for commercial or personal usage. The insurance companies have affiliations with taking car makers. They offer their clients instant car quotation marks. Auto premium is determined by a figure of factors and the sum of premium additions with the rise in the monetary value of the vehicle. The claims of the Auto Insurance in India can be inadvertent. larceny claims or 3rd party claims. Certain paperss are required for claiming Auto Insurance in India. like duly signed claim signifier. RC transcript of the vehicle. Driving license transcript. FIR transcript. Original estimation and policy transcript. There are different types of Auto Insurance in India: Private Car Insurance – In the Auto Insurance in India. Private Car Insurance is the fastest turning sector as it is mandatory for all the new autos. The sum of premium depends on the brand and value of the auto. province where the auto is registered and the twelvemonth of industry. Two Wheeler Insurance – The Two Wheeler Insurance under the Auto Insurance in India screens inadvertent insurance for the drivers of the vehicle. The sum of premium depends on the current salesroom monetary value multiplied by the depreciation rate fixed by the Tariff Advisory Committee at the clip of the beginning of policy period. Commercial Vehicle Insurance – Commercial Vehicle Insurance under the Auto Insurance in India provides screen for all the vehicles which are non used for personal intents. like the Trucks and HMVs. The sum of premium depends on the salesroom monetary value of the vehicle at the beginning of the insurance period. brand of the vehicle and the topographic point of enrollment of the vehicle. The car insurance by and large includes: Loss or harm by accident. fire. lightning. self ignition. external detonation. burglary. break-in or larceny. malicious act. Liability for 3rd party injury/death. 3rd party belongings and liability to paid driver On payment of appropriate extra premium. loss/damage to electrical/electronic accoutrements The car insurance does non include: Consequential loss. depreciation. mechanical and electrical dislocation. failure or breakage When vehicle is used outside the geographical country War or atomic hazards and drunken drive

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Human Resource Management and Labor Relations - Essay Example The main challenges faced by domestic and global companies involve the challenge become more efficient or competitive, to overcome diversity and cultural differences, to introduce effective culture and good morale, organizational structure and change. In home country, difficulties in communication can arise with produc ­tion systems where workers are stationed continuously at a particular point with limited freedom of movement. Even when opportunities exist for interaction with colleagues, physical conditions may limit effective commu ­nication. Communication has an impact of organizational structure which is on the surface the elements or patterns of rules, and social relations (encounters and face to face co-presence) are articulated by discourse and ideology. Rather than being dependent upon information, organizational communication is embedded in trust. Surface relations must be seen in terms of a deeper code or structure that makes sense of the often conflicting surface even ts. An environment from which communication flows is interpreted and constructed, regardless of the networks from which the communication emerges or arises (dense, close, loose, tight, redundant, etc) (Campbell 45). In a global context, workforce diversity has a tremendous impact on communication and relations between employees. All employees come from different cultural and social environment; they have different social statuses and class location, different religious beliefs and belong to different cultures. Differences are bound to exist, due simply to the physical characteristics of the employees, such as sex, nation race (Gesteland 76). These differences create a certain tension between employees which requires special intervention actions of HR department to manage workforce diversity. The main challenges in communication involve cultural and language differences.

Slavery as a Cause of the Civil War Research Paper

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Stratospheric Ozone Depletion Research

Stratospheric Ozone Depletion Research A) Effects of Ozone on the Lower Atmosphere The lower atmosphere (Troposphere) includes 75% by mass of the atmosphere (concentrated). Natural sources of Ozone in the troposphere includes lightning. Approximately 10% of all atmospheric ozone is present in the troposphere. If ozone levels reach 20ppm, they are very poisonous to humans, animals and plants. It oxidises organic tissue which disrupts the normal biochemical reactions in the body, irritates the eyes and causes breathing difficulties. It can be detrimental to plants and agriculture, as it oxidises much more readily then oxygen, killing/spoiling the agriculture and destroying it. Sources of ozone in the troposphere include diffusion from the stratosphere, internal combustion engines, petrochemical smog, naturally from lightning and photochemically when nitrogen dioxide in polluted air is decomposed by sunlight. 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CFC’s generally contain â€Å"chloro† and â€Å"flouro† functional groups and no hydrogen atoms. The general structure of compounds classified as CFCs are haloalkanes whose hydrogens have been replaced by chlorine or fluorine atoms. E.g. B) Main Uses of CFC’s CFC’s were used as refrigerants and as propellants in aerosol spray cans. They have a variety of uses as demonstrated below. However due to the harmful effects of CFC to the environment and the ozone shield, CFCs are not used for these uses anymore. C) Reactions between CFC’s and Ozone that Result in the Destruction of Ozone in the Stratosphere. Effects of Small Concentrations of CFC’s that can Damage Large amounts of Ozone Reactions between CFCs and Ozone Synthetic CFCs are responsible for the destruction of the ozone shield, natural CFCs such as CH3Cl and HCl rarely reach the stratosphere as they readily oxidise in the troposphere. However, synthetic CFCs slowly diffuse from the troposphere into the stratosphere, where they undergo photodissociation (due to UV rays) to produce chlorine and bromine radicals that attack and destroy ozone molecules. e.g. CFC-11 Trichloroflouromethane (CFCl3) (Lifetime of 70 years) 1. In the stratosphere, the CFC comes into contact with short wavelength UV CFCl3(g) + UV → CFCl2 ·(g) + Cl ·(g) 2. The chlorine free radical then reacts with the ozone molecule Cl + O3 → ClO + O2 3. The ClO molecule reacts with free oxygen atoms which exist naturally from UV breakdown of O2 ClO + O → O2 + Cl This Cl Is then regenerated and able to attack more Ozone (Step 2) thus further demonstrating the harmful effects of even one CFC This reaction causes destruction of ozone in the stratosphere, due to the (previously used) synthetic CFCs for refrigeration, dry cleaning etc. Small Amounts of CFCs can still do harm: Evidence has shown that even small amounts of CFCs can damage large amounts of ozone. Firstly, CFCs generally have a long lifespan, ranging from approximately 57 (CFC-11) years to 333 years (CFC-12), and due to the fact that each Chlorine radical can be responsible for the breakdown of tens of thousands of ozone molecules, and due to their lifespan once released, even a small amount, will be around for many decades to come. In addition, most CFCs will almost definitely make their way up to the stratosphere as they cannot be destroyed at low altitudes as they are unreactive and they are insoluble in water and therefore cannot be washed out of the atmosphere by rain. Alternative Compounds for CFCs. A) Ozone Monitoring Instruments Ozone Concentrations in the Stratosphere Source: Earth System Research Laboratory, 2012, Viewed 07.06.14, http://www.esrl.noaa.gov/gmd/dv/spo_oz/spototal.html A) Analysis of Trends There are a variety of trends that can be interpreted from the above diagram. Based on the data above, before the 1980’s, the total ozone concentration was VERY high, at approximately 194 DU (Dobson Units), however there was a very rapid decrease in this concentration from 1980 – 1999, whereby in this 19 year period sees a 56% decrease in the amount of total ozone, a remarkably concerning figure. On a year round basis globally, total ozone concentration have caused a 3-8% decrease in the amount of ozone, this increased in the years between 1995-200, where there was a low of total ozone concentration. However, in more recent years, 2010 to 2014 there has been a general increase in total ozone concentration, which can be inferred from the replacement of CFCs finally starting to impact (slightly) on the total concentration of ozone, this increase based on the data is 31%. The general pattern is that the total column ozone decreases during spring time, it can be inferred that the overall concentration of ozone decreases during this time of the year. This is because in an Antarctic winter, there is no U.V light to convert the chlorine molecule Cl2 into a Cl radical, which then destroy ozone molecules, and thus the concentration of ozone is higher in winter. In spring, the U.V light converts the Cl2 into Cl which then destroys ozone in a chain reaction, thus decreasing the total ozone concentration There are various peaks in the graph, in the years of 1988, 2003, 2011 and 2013, which may be due to limitation so of the instruments used. B) Montreal Protocol Effectiveness The Montreal protocol occurred in 1987, which the main aim was to control the production of ozone depleting substances (CFCs) worldwide. A number of amendments have been adopted to further ride ozone depleting substances. The protocol is applied in 193 countries. The main aims of the original agreement is as follow: Halt the use of Halons by late 1994 By the early 21st century, phase out the use of HCFCs Stop manufacture of CFCs by 1996 Allow for leeway with less developed countries but still get them to rid the use of these substances The Montreal Protocol (and amendments) has been effective as by 2006, the consumption of ozone depleting substances has been reduced globally by 96%. However, due to the long lives of the previously used ozone depleting substances, the total concentration will take hundreds of years to be completely down. However, the total concentration in the troposphere has generally been declining since the mid-1990s. Bibliography Thickett, G 2006, Chemistry 2 HSC course, John Wiley and Sons, Queensland, Australia. Role of Ozone, 2013, viewed 05.06.14, http://www.easychem.com.au/monitoring-and-management/the-atmosphere/roles-of-ozone Allen, J, 2001, Ultraviolet Radiation – How it Affects life on Earth, viewed 05.06.14, http://earthobservatory.nasa.gov/Features/UVB/ Environmental Protection Agency, 2010, The Process of Ozone Depletion, Viewed 07.06.14, http://www.epa.gov/ozone/science/process.html Clean Air Strategic Alliance, 2013, Chlorofluorocarbons (CFCs) and Halons, Viewed 07.06.13, http://dwb.unl.edu/teacher/nsf/c09/c09links/www.casahome.org/chlorofl.htm Welch, C 2014, The Ozone Hole, Viewed 07.06.14, http://www.theozonehole.com/cfc.htm Cracknell, A 2012, Remote Sensing and Atmospheric Ozone, Viewed 07.06.14, http://books.google.com.au/books?id=YZzGFPnaEv0Cpg=PA94lpg=PA94dq=nimbus+4+satellite+ozonesource=blots=k3Ixvnqeupsig=Z_jW0D4jdcvG8hpjbb7d4QeUzBMhl=ensa=Xei=DpCSU-qHMsLtkQWJsIHQDQved=0CF8Q6AEwCg#v=onepageq=nimbus%204%20satellite%20ozonef=false ESA, 2013, Eathnet Online, Viewed 07.06.14, https://earth.esa.int/handbooks/gomos/CNTR1-2-2.htm The Canadian Ozone and Ultraviolet Measurement Program, 2010, Viewed 07.06.14 http://es-ee.tor.ec.gc.ca/e/ozone/ozonecanada.htm Earth System Research Laboratory, 2012, Viewed 07.06.14, http://www.esrl.noaa.gov/gmd/dv/spo_oz/spototal.html EPA, 2013, Ozone Layer Protection Glossary, Viewed 14.06.14, http://www.epa.gov/ozone/defns.html Bureau of Meteorology 2013, Ozone Frequently Asked Questions, Viewed 14.06.14, http://www.bom.gov.au/uv/faq.shtml Smith, R 2008, Conquering Chemistry Fourth Edition, The McGraw-Hill Companies, NSW, Australia 1 | Page

Government Restrictions on Encryption within the United States and Around the World :: Argumentative Persuasive Essays

Government Restrictions on Encryption within the United States and Around the World Introduction In today's society with the increased use of computers, internet, and wireless communications, the need for safety and security has risen dramatically. The internet has become the number one communication medium and is more accessible than ever. Through the internet, vast amount of information is being transmitted between computers. At times, some of the information transmitted can be intercepted illegally, such as personal information and private messages. The percentage of information that is illegally intercepted has been dramatically reduced due to the use of encryption software technology, which was once used by the United States military and government. This technology has given businesses and private users the sense of security in transmitting information through the internet as well as to maintain national security. The use of encryption has been a topic of discussion for the past 20 years. The U.S government has attempted several times to regulate encryption because they fel t that it was a matter of national security that they should have control of the technology and protect us from vulnerability if software is shared or sold to other countries. The effort of encryption regulation by the U.S. was unsuccessful and today there are least restrictions on the use and export of encryption technology. The introduction of encryption regulation in the United States has made a global impact. Other countries, such as China, Russia, and others around the world, have implemented encryption regulations to due to the influence of the U.S. but have restrictions that are far more stringent and harsh. The strong regulations by these countries are creating conflict among private users and foreign companies that export encryption software to these countries. This argument and debate continues between the government, businesses, and encryption companies. The question is should the government have the right to monitor and regulate encryption and what ethical questions does it raise? Background and History of Encryption What is encryption? Encryption is a technological technique that protects and secures the transfer of plain text information between two sources through the use of the internet. This is done by rearranging the text using a mathematical algorithm that renovates the message into an indecipherable form, which can only be unlocked and translated with a use of a key. The strength of the encryption key is measured by its length, which is determined by the number of bits and by the type of encryption program.

1. Analysis of the Knowledge Management at Tcs Using the Knowledge Management Value Chain Model.

1. Analysis of the knowledge management at TCS using the knowledge management value chain model. *Knowledge acquire -TCS has created communities of practices (CoPs) with an animator expert in an area of knowledge to gather best practice on different area of expertise using business case documenting problem and solution. -Then TCS tried to capture technology, processes and case studies called Process Asset Libraries. So their intent was more on capturing structure data in the first wave. In the implementation of Ultimatix, TCS tried to use captures of intelligent technics or knowledge work system meaning knowledge tools like wizard, templates for software productivity improvement, knowledge training modules and information on tools. *Â  Knowledge storage -Business cases with solutions. For example on mainframe around 1500 business cases. -Process Asset library permit exchanges of around 10000 documents on industry practices and 21000 services practices in six month during 2003. -Line of businesses, line of technology, and projectsTCS has disseminated knowledge by: -Customizing for each are of practice/technology, customer and industries. -Creating an initial training program and a continuous learning program for experience employees based on role and competence definition. -Encouraging people to move and go outside TCS to learn and bring back knowledge. -Using information letter per expert area and tip of day are used. *Marketing knowledge -To create business related document. It can be retrieved by searching similar business case. -To innovate and decide with a tool called TIP and IdeaStorm.The IdeaStorm process is in three steps one idea / question are submitted, people can brain storm on it and after vote. -Just ask process to get direct access to experts TCS has various Portals which permit a uniform access to knowledge. It can be accessed through queries or using taxonomies created by CoPs. Tools and activities were used for managing tacit knowledge: TCS h as created communities of practices (CoPs) with an animator expert in an area of knowledge to gather best practice on different area of expertise using business case documenting problem and solution. -Just ask process to get direct access to experts Encouraging people to move and go outside TCS to learn and bring back knowledge. -Using information letter per expert area and tip of day are used. Tools and acticities used for managing explicit knowledge: -Process Asset library permit exchanges of around 10000 documents on industry practices and 21000 services practices in six month during 2003. -To create business related document. It can be retrieved by searching similar business case. -To innovate and decide with a tool called TIP and IdeaStorm. The IdeaStorm process is in three steps one idea / question are submitted, people can brain storm on it and after vote. Then TCS tried to capture technology, processes and case studies called Process Asset Libraries. So their intent was more on capturing structure data in the first wave. -In the implementation of Ultimatix, TCS tried to use captures of intelligent technics or knowledge work system meaning knowledge tools like wizard, templates for software productivity improvement, knowledge training modules and information on tools LiveMeeting sessions during project for status meeting and after project lesson learned are recorded in the knowledge database 2.Some of the growth of knowledge management systems in TCS and how the sytems helped its business are listed as below KBASES AND GROUPWARE It is a knowledge repository in the corporate and branch servers accessible to all employees through the intranet. It contained wide range of information regarding processes, line of technology and the line of business. The groupware was a body which automated various in house systems such as training and many other functions. CLOSELY KNITS COMMUNITIES OF PRACTICES (COPS)Community of practices was a forum of organizational memor y where teams all over the organization at different times zones communicated and documented the best practices. PROCESS ASSET LIBRARIES (PALS) Process asset libraries was an information database related to technology, processes and case studies. These were made available to all development centers of TCS through the intranet. WEB-BASED ELECTRONIC KNOWLEDGE MANAGEMENT PORTAL (EKM) Knowledge was made globally available. The PAL library, and Kbases hosted on the intranet were merged with Ultimatix.Sub-portals of quality management system, software productivity improvement, training materials and tools information were shared and easily accessed via EKM. COP members widely shared and exchanges industry and service practices. INTEGRATED COMPETENCY AND LEARNING MANAGEMENT SYSTEMS (ICALMS) The system was deployed globally across all offices to promote a culture of learning and growth in the organization. Employees could enhance their skills in many areas. KNOWMAX Developed using Microsoft sharepoint portal server. It supported more than 60 knowledge assets and was accessible via Ultimatix to all TCS associates.Any associate could contribute their knowledge and information for sharing with employees. 3. Some collaboration tools which are need at TCS: IBM same time: client-server application on window that provide real-time, unified communications and collaboration for enterprise. IBM quick place: self-service for non-technical users to easily create a browser-accessible web-workspace to support a task, project. When TCS combine same time with quick place, it took easyly to exchange information on project, technlogy and preparation.Lotus: domino collaboration tools can provide multiple service: Thanks to use these tools, TCS can unprove collabaration among employees and collaboration of overseas and local office 4. Web 2. 0 tools help TCS to manage knowleadge and collaboration among it employees TCS used a wide variety of collaboration tools from taking on account arc hitectural aspects to the usage of Web 2. 0 tools. TCS's development centers have had a special attention to its architecture so that they could be divided into modules of a common area each with its own garden in order for the employees to have informal conversations during their breaks.Naturally TCS could also profit by the fact that many of those conversations were about their employees’ business problems. Propel sessions also brought together employees with similar interests so that they could balance their work and their life and hopefully integrate both as one. Aside from taking into account the employee's personal life TCS also implemented another methods to share knowledge. By recording all of their meetings with LiveMeeting application TCS could arrange a team where all the members knew what was discussed.Knowledge could also be shared directly from their experts by Knowledge Transition sessions and a Tip of the Day mail system. This way knowledge could flow from the ir experts to their beginner workers who in fact need to learn in order perform better for TCS. The implementation of Project Infinity brought alongside VOIP and video conference tools. Using these tools all TCS's branches could communicate and collaborate in realtime keeping focus to the same objective. However Project Infinity also brought along other tools such as Instant Messaging and a news broadcast system.Using these tools TCS could communicate in real time with all of TCS's offices in the world sharing data and knowledge other than using voice or video systems. TCS also used Web 2. 0 tools integrated in their own website such as a Just Ask system, a Blog Platform, TIP and MySite. As in one side The Just Ask system would directly be connected to TCS's business, on the other side The My site would be more related to one's personal life. 5. How do you think KM tools have changed some key operational processes at TCS, such as bidding for new projects, project development and imp lementation, customer service, and so on?TCS core business is to produce project in India to be delivered all around the world. TCS processes have been simplified and communication has been streamed with those KM tools. Three bricks are missing for a 100% effective knowledge sharing: -The collaboration inside a document. For example, during an offering, it is frequent that many people are working on the same document. -The search engine technology. Having Tera’s of document emphasize the need to have a good search engine in order to find relevant document. -The document life-cycle would permit to exclude outdated document.

Child Development Example

Child Development Example Child Development – Article Example Duncan GJ, Magnuson KA. Low income (poverty) during prenatal and early postnatal periods and its impact on psychosocial child development. In: Tremblay RE, Barr RG, Peters RDeV, eds. Montreal, Quebec: Centre of Excellence for Early Childhood Development; 2002:1-6. Available at: child-encyclopedia.com/documents/Duncan-MagnusonANGxp.pdf Accessed [December 8th 2010]. 1. The main idea of the article is that children on mothers with low overall family incomes tend to display more behavioral problems. This article sought to determine whether or not postnatal family income affects children’s psychological outcomes and if this is the case what causes these effects. The article/study determined there are substantial causal linkages between low incomes and psychological development and provided some implications for policy and services.2. What theoretical perspective discussed in class is evident in the article? Summarize the theoretical perspective and then relate this information to t he article. It is the case that this article focused on school aged children and therefore any findings would not be able to answer whether or not poverty had any effect on infants or toddlers. NeverthelessAs we learned in class the ages between four and eleven will cover both the Purpose (Initiative vs. Guilt) and Competence (Industry vs. Inferiority elements of Erikson’s Stages of Psychological Development. This means that if children simply are unfortunate enough to have this family environment will likely have better outcomes in terms of prototypes/roles as well as their sense of self worth.3. Why is this information important to child development? This information is pertinent to child development because of the implications that this article has on policy as well as services provided by the government. The findings concluded that simply increasing the amount of money that low income families would have would not (All by itself) improve a child’s psychological dev elopment. Moreover this study determined that income transfers may improve a child’s cognitive development but there may not be any effect on social adjustment and as such psychological treatments may prove to be a better alternative.

Biography of Frank Stella, American Painter and Sculptor

Biography of Frank Stella, American Painter and Sculptor Frank Stella (born May 12, 1936) is an American artist known for developing a Minimalist style that rejected the emotionality of Abstract Expressionism. His earliest celebrated works were painted in black. Throughout his career, Stella shifted to a more exuberant use of color, shapes and curving forms. He calls his artistic development an evolution from Minimalism to Maximalism. Fast Facts: Frank Stella Occupation: ArtistKnown For: Developing both the Minimalist and Maximalist artistic stylesBorn: May 12, 1936 in Malden, MassachusettsEducation: Princeton UniversitySelected Works: Die Fahne Hoch! (1959), Harran II (1967)Notable Quote: What you see is what you see. Early Life Born in Malden, Massachusetts, Frank Stella grew up in a well-to-do Italian-American family. He attended the prestigious Phillips Academy, a prep school in Andover, Massachusetts. There, he first encountered the work of abstract artists Josef Albers and Hans Hoffman. The school had its own art gallery with works by multiple prominent American artists. After graduating from high school, he attended Princetown University as a history major. Picture as Object: The 1950s and Early 1960s After college graduation in 1958, Frank Stella moved to New York City. He didnt have a specific plan in mind. He merely wanted to create things. While creating his own works, he labored part-time as a house painter. Stella rebelled against abstract expressionism at its peak of popularity. He was interested in Barnett Newmans color field experiments and Jasper Johns target paintings. Stella considered his paintings objects instead of a representation of something physical or emotional. He said that a painting was a flat surface with paint on it, nothing more. In 1959, Stellas black-striped paintings were positively received by the New York art scene. The Museum of Modern Art in New York City included four Frank Stella paintings in its landmark 1960 exhibition Sixteen Americans. One of those was The Marriage of Reason and Squalor, a series of black inverted parallel U-shapes with stripes separated by thin lines of blank canvas. The title is in part a reference to Stellas living conditions at the time in Manhattan. Despite the appearance of precise regularity in his black paintings, Frank Stella did not use tape or outside devices to create straight lines. He painted them freehand, and a close inspection reveals some irregularities. Stella was suddenly a prominent artist before age 25. He was one of the first painters branded a Minimalist for his view of art as an end in itself. In 1960, with the Aluminum series, Stella worked with his first shaped canvases that abandoned the traditional squares and rectangles used by painters. Throughout the 1960s, he continued to experiment with more colors in his paintings and canvases in shapes other than squares or rectangles. The geometrically-shaped canvases were a feature of the Copper Paintings (1960-1961). They included another innovation. Stella used a special boat paint designed to inhibit the growth of barnacles. In 1961, he created a Benjamin Moore series named after the brand of house paint used. It impressed Andy Warhol so much that the pop artist bought all of the pieces. The Leo Castelli Gallery in New York presented Stellas first one-person show in 1962. In 1961, Frank Stella married the art critic Barbara Rose. They divorced in 1969. Sculptural Painting and Printing: Late 1960s and 1970s In the late 1960s, Stella began working with master printer Kenneth Tyler. He added printmaking to his continued explorations in painting. Tyler encouraged Stella to create his first prints by filling Magic Markers, Stellas favorite drawing tool, with lithography fluid. His prints were as innovative as his paintings. He incorporated screen-printing and etching in his techniques for creating prints. Frank Stella continued to paint, too. Stella added wood, paper, and felt to a painted canvas and called them maximalist paintings because of their three-dimensional elements. His works began blurring the distinctions between painting and sculpture. Despite the wide range of three-dimensional shapes incorporated into his pieces, Stella said that sculpture is just a painting cut out and stood up somewhere. Frank Stella designed the set and costumes for the 1967 dance piece Scramble choreographed by Merce Cunningham. As part of the set, he stretched fabric banners on moveable poles. It created a three-dimensional rendering of his famous stripe paintings. In 1970, the Museum of Modern Art presented a retrospective of Frank Stellas work. In the 1970s, building upon the bright colors of the late-1960s Protractor series and his seminal piece Harran II, Stellas works were more and more exuberant in style with curving forms, Day-Glo colors, and idiosyncratic brushstrokes that looked like scribbles. Frank Stella married Harriet McGurk, his second wife, in 1978. He has five children from three relationships. Monumental Sculptures and Later Work: 1980s and Later Music and literature influenced much of Stellas later work. In 1982-1984, he created a series of twelve prints titled Had Gaya inspired by a folk song sung at the Jewish Seder. From the mid-1980s through the mid-1990s, Frank Stella created multiple pieces related to Herman Melvilles classic novel Moby Dick. Each piece was inspired by a different chapter in the book. He used a wide variety of techniques, creating works that range from giant sculptures to mixed-media prints. A long-time fan of automobile racing, Stella painted a BMW for the Le Mans race in 1976. That experience led to the early 1980s series Circuits. The individual titles are taken from the names of famous international car race tracks. By the 1990s, Stella also began creating large free-standing sculptures for public places as well as architectural projects. In 1993, he designed all of the decoration for Torontos Princess of Wales Theatre, including a 10,000-square-foot mural. Frank Stella continued to innovate in the 1990s and the 2000s, using the technology of computer-aided drafting and 3-D printing to design his sculptures and architectural proposals. Legacy Frank Stella is considered one of the greatest living artists. His innovations in minimalist style and incorporations of bright colors and three-dimensional objects have influenced generations of contemporary American artists. He was a primary influence on prominent color field artists including Dan Flavin, Sol LeWitt, and Carl Andre. The architects Frank Gehry and Daniel Libeskind also count Stella as a crucial influence. Sources Auping, Michael. Frank Stella: A Retrospective. Yale University Press, 2015.Stella, Frank. Working Space. Harvard University Press, 1986.

Case Study Example | Topics and Well Written Essays - 1500 words - 10

Case Study Example The purpose and the competitive strategies that give an organisation an edge over the competitors are known as the strategies of the organisation. Goals are sometimes stated in the company intent that is published at the start of a year. The strategies define the action plan that is adopted by the organisation so as to efficiently allocate the available resources and achieve the goals. Thus the scope of operations and the relationship that exists between the employees, competitors and customers are defined by the goals and strategies of the company. The employee turnover rate at Printzhof Press was very low and the leaders helped to achieve that end. The sales model of Printzhof was different than its competitors. Whereas most other publishing houses had â€Å"sales rep† who were in charge of contacting different professors and customers in a wide range of disciplines, Printzhof had â€Å"publishing rep† that focused on limited number of disciplines. Thus Printzhof used the niche strategy and catered to a lesser number of disciplines. Their publishing reps made it a point to attend a number of professional events that would inform them about the latest trends in teaching and research. After detailed analysis they would get in touch with the experts who would like to develop a working relation with the publishing house. Structure of a company is the hierarchical structure of the lines of authority, rights, duties and communications that exist in the same. It helps one determine the roles, responsibilities and power that exists in an organisation and the flow of information in between the different levels. It also helps an organisation identify each post, the functions that are expected from that and to whom that person holding the post would report to. This organisation structure assists an organisation in achieving the goals that have been set by the same. Generally in a centralised organisation

Anthropology and kinship with Dr. Mindy Morgan Essay

Anthropology and kinship with Dr. Mindy Morgan - Essay Example Anthropologists study kinship relations because it structures and influence the lives of many individuals and family organization, which affect larger cultural, political, and economic institutions. Family organization influences the larger cultural institutions because cultural practices such as weddings are referred to as total social phenomena (Rosman, Rubel and Weisgrau 114). Consequently, Different cultures hold diversified norms, values, and beliefs, which in return bring into play the political organization as well as the economical activates. Increasing gay lifestyles has led to a heated debate on the definition of marriage and family. Gay marriage constitutes of two men with sexual relationship, which is outlawed by statutes of many states. However, part of the American culture has consented to the anthropologists study on marriage and says marriage cannot be defined in such that it excludes the relationships of same-sex couples, which raise questions on the parentage and childbearing process (Rosman, Rubel and Weisgrau 150). Biologically, two men cannot reproduce; hence, even though there are other innovations to have children, the gay family will not have adopted children, redefining marriage and family through only one aspect, love (Rosman, Rubel and Weisgrau