The Signature Murders Coursework Example | Topics and Well Written Essays - 500 words

The Signature Murders - Coursework Example At the moment Garcia’s sister-in-law visited the apartment with her son, found what had happened and called the police. In the second murder case, 65 years old, Willie Nichols was found dead in his apartment following the insistence of his friend Deborah, who pleaded with the apartment manager to open Nichols apartment after he had failed to pick her calls a number of times. Based on the evidence collected in two crime scene, there was a possible connection that they had been committed by the same individual, who was later identified as Robert Rose (Ramsland, 2012). The investigators applied professional techniques in the case; firstly they were divided based on the divisions to ensure that the evidence collected on the scene was handled appropriately. Detective Thacker and Small from the Hollywood Homicide Detective evaluated the scene and determined that it was a burglary. The Scientific Investigative Division (SID) collected the evidence, which was given to the criminalistic team for analysis (Ramsland, 2012). To secondary scenes existed and the handling of the crime scene was relevant to the closing of the case. Forensic technologies were utilized at a wide array of the signature murders. The collected fingerprints were examined using the fingerprint classification (FPC) and the information was transmitted to the AFIS computer for evaluation and comparisons. Electrostatic detection apparatus was used to dust the particles from the offender’s footprints (Ramsland, 2012). The blood collected as evidence, which belonged to both the victim and the offender was also tested. The DNA test was done through Polymerase Chain Reaction (PCR) and it distinguished the victims’ blood sample from that of the offender (Krimsky & Simoncelli, 2013). The rich evidence that was in the two murder cases enabled the investigators and the forensics to be conducted easily and it was admissible to the court.

Language Obervation Essay Example for Free

Language Obervation Essay Setting: The observation took place in the child’s home. The child’s home is a semi-detached house in a housing estate Immediate Context: This observation took place in the kitchen. TC is seated at the kitchen table finishing his homework. His father is nearby washing up at the sink. The observation took place at 2.30 in the afternoon. An hour after TC returned home from school. TC’s brother and sister are running around the kitchen while another brother is sitting at the table playing Lego. Name of Child: TC Brief description of the child: TC is a male aged 6 years and 5 months. He has been in school since September 12 months ago. He has one older brother (aged nine) three young brothers (twin 3 year olds and a 2 year old) he has  a younger sister also (aged 2 years). Because of the number in his family he is very active and talkative. Aim of observation: The aim of this observation is to observe TC for a period of time of 10 minutes in order to assess his language development. Observation: TC is sitting on a chair at the kitchen table finishing off his homework he is drawing objects that begin with â€Å"I†. He asks how to spell ice-cream, igloo and ice as these are the shapes he’s drawing. He takes out a sheet filled with words to learn. He is now looking at his words and pronouncing them. TC has finished his homework and packed away his bag. He takes out a sheet a paper. TC - A â€Å"Daddy how do you spell IGLOO?† A - TC â€Å" I-G-L-O-O† TC - A â€Å"How do you spell ICE?† A - TC â€Å"I-C-E† TC - A â€Å"How do you spell ICE-CREAM† A - TC â€Å"Well you already have ice on your page copy that first† TC - A â€Å"but I need to spell ice-cream† A - TC â€Å" Write down ICE then put a – then put C-R-E-AM† TC - A â€Å"Okay† A - TC â€Å"Are you finished now Ois?† TC - A â€Å"Where’s Mammy Daddy?† A - TC â€Å"Show me, what it is?† TC - A â€Å"No it’s for Mammy, not you; you won’t know what to do with it!† A - TC â€Å"ok she’ll be here in a minute she’s gone to the bathroom† A1 - TC â€Å"what’s wrong Oision?† TC - A1 â€Å"this is a letter for you from teacher† A1 - TC â€Å"what’s it about?† TC - A1 â€Å"The parent teacher meeting† A1 - TC â€Å"ok what have I to do with it?† TC - A1 â€Å"you have to read it and fill it out for teacher† A1 - TC â€Å"oh right okay you go on and play so, good boy† Evaluation: The aim of this observation was to observe and record the language of TC, a six year old boy, for fifteen minutes as he finished his homework and engaged in conversation with his parents in order to gain a better understanding of his language development. I feel that I achieved this aim very well and that generally TC’s language development appears to be within the normal range for his age. Certainly, TC’s word pronunciation is accurate. He does make little errors tough e.g. he says â€Å"ate† for â€Å"eight†. This is usual for his stage of development. While children between four and five years pronounce most words correctly, they â€Å"may show some immature sound substitutions† (Flood 2010) One of the theorists I have studied is Skinner (1957), Skinner believed â€Å"that  learning, including language learning, occurs as a result of reinforcement.† Another theorist I have studied is Bruner(1915-). Bruner believed first-hand experience allows children to develop their ideas and thinking, he called this â€Å"enactive thinking†. Bruner stress the importance of the child’s environment in language development. He believes â€Å"The adults and more able peers in a child’s life provide what he calls a language acquisition support system (LASS).† Motherese, recasting, expanding and labelling all part of this system . Key stage of language development Gross Motor Skills †¢ Child tries to understand the meaning of words. The child uses adverbs and prepositions. The child talks confidently, and with more and more fluency. †¢ The child uses language creatively. The child adds vocabulary all the time. †¢ The child is an explorer and communicator; he or she begins to be able to define objects by their function – for example, â€Å"what is a bicycle† â€Å"you cycle a bicycle†. Fine Motor Skills †¢ A young child does not learn well in isolation from other children and adults. The child begins to share as he or she learns. Sharing sharpens and broadens the child’s thinking. This helps the child to learn better – for example, he begins to understand book language, and that stories have characters and a plot (the narrative). †¢ The child begins to realise that different situations require different ways of talking. The child establishes a sense of audience (who he or she is talking to). In summary, TC’s language development in terms of both fine and gross motor skills seems to be just on target and have reached the developmental milestones expected for his age. Personal Learning Gained †¢ I learned more about children’s language development. I know understand the terminology of â€Å"labelling†, â€Å"semantics†, â€Å"syntax†, â€Å"recasting† and â€Å" expanding†. †¢ I learned that in order to do so accurately, a tape recording with transcription is advisable. References †¢ Child Care Education (5th Edition) (Bruce, Meggit, Grenier) Hodder Education †¢ Planning Play and the Early Years (2nd Edition) (Penny Tassoni, Karen Hucker) Heinemann †¢ Child Development for Students in Ireland (Eilis Flood) GillMacmillan †¢ Education Care in the Early Years (4th Edition) (Josephine Donohue Frances Gaynor) GillMacmillan

Management styles: Small and large businesses

Management styles: Small and large businesses The overall aim of the essay is to explore the difference between management styles of small and large business. All organisations large or small, are today struggling to develop in an external operating environment which is epitomised by turbulence and uncertainty. Within the small business context research shows that owner-managers view of management as one of their most important roles, and yet one of the task they find the most difficult (Hankinson 1997), while a multitude of theories, concepts and guiding frames of insight have emerged and are embraced the best management style knowledge but it can be argued that much of this knowledge has relevance to large organisations and fails to address the distinctive characteristics of the small business. Management of any business consists of internal and external management, internal management involves human resources management and managing organisational structure and functions where external management can include developing strategies for business growth and development and managing influence of change on business activities. Within the context of management, small and large businesses have different ways to managing business activities. The detail discussion of management differences below covers the management issues that both businesses come cross during its growth. 2. Discussion What is a small business? What is a large business? There are differing definitions for small versus large businesses, depending on the context of the discussion. As an example, the United States Small Business Administration has established a size standard for most industries of the economy (United States Small Business Administration, 2002). Under these standards, for instance, in the manufacturing and mining industries, a business is small if it has fewer than 500 employees, while fewer than 100 employees makes businesses in the wholesale trade industry small. For the discussion in this paper, we use the term â€Å"small business† to imply organizations with fewer than 100 employees. Therefore, a â€Å"large business† implies 100 or more employees. Small and large organizations typically differ in resources, money, and time. [www.sbaer.uca.edu- 19-11-07] 2.1 Management It is known that freedom of information and communication, the culture of trust and confidence, and management systems that support policy implementation are the organisational factors that affect middle manager activities (Hancock and Hellawell, 2003). It appears these issues closely relate to the size of an organization and its form of ownership. For instance, it is easier for small organizations to act as a coherent whole and provide better two-way communication, while this is a challenge for large organisations. The middle managers proactiveness appears to be related to the issues of firm size and ownership: they are more visible in small companies and they get more extrinsic incentives to be active. The organisations size and form of ownership as two separate variables have been the focus of prior studies (for review, Wu, 2006; Chen and Hambrick, 1995), but a combination of these variables in large state-owned enterprises and small private companies has not been a subject of res earch. The difference between the managerial environments of state and private companies is evident: state-owned enterprises are very sensitive to institutional constraints, while private firms have an adaptive ability (Hoskisson et al., 2000); the state sector prioritises income per worker rather than profit, whereas private-sector firms are profit maximizes (Meng and Perkins, 1998); employee participation in decision making is highest in employee-owned enterprises, compared to enterprises with state or mixed ownership (Russell and Callanan, 2001). As to the differences between small and large companies, small firms show a lower degree of visibility as well as a lower degree of responsiveness to competitive actions; they are slower to announce responses, but they execute faster than larger firms (Chen and Hambrick, 1995). Large enterprises have more procedures and regulations regarding employee and managerial operations, while managers of small companies have less feelings of secur ity. Two different managerial environments â€Å"private, small business management† and â€Å"state, large enterprise management† -influence the implementation of middle managers decisions. The possibility of such influence is even sharper in economies that are moving from central planning to market competition. Divergent factors, such as national ideology, culture, and government policy are significantly influential â€Å"in shaping the values of middle managers which in turn affects the interpretation and enactment of their managerial roles† (Holden and Roberts, 2004, p. 270). [www.emeraldinsight.com 23-11-07] 2.2 Business structure and functions Small and large organisations are structured in radically different ways ranging from relatively fixed structures with positions, rules, and established chains of communication to dynamic structures in which people belong to teams that are continually being formed and reformed for the duration of a project. [www.thetimes100.co.uk 24-11-07] Typical organisation structure [www.tutor2u.net accessed 28-11-07] Typical ways of organising people are: By function dividing the organisation up into groups with similar specialises e.g. marketing, finance and accounts, human resources, etc. usually seen in large scale businesses By product grouping people together according to the product they make. For example, BIC has three main divisions pens, lighters, and razors. By process grouping people together according to the processes that they are carrying out. For example retailing organisations like Argos and Travis Perkins will group employees according to whether they are involved in packing and display or customer service. By geographical area most large companies are widely dispersed. Companies like BIC, Gillette, Kelloggs, etc have European and North American divisions. Small and large firms can also be highly centralised or largely decentralised. In a highly centralised structure control will be tight from the centre or Head Office of the firm, mostly implies on large firms. In contrast, in a decentralised organisation power will be passed down to the various project managers and teams typically used in small firms where culture relies on informal management and employee relation and business activities . [www.thetimes100.co.uk 24-11-07] Managers of small and large firms need to learn to work with both formal and informal structures. A flexible manager will realise that elements of the informal structure can be formalised i.e. by adapting the formal structure to incorporate improvements which result from the day-to-day working of the informal structure. When managers nurture these informal groups and mould them into the formal structure this can lead to high levels of motivation for the staff involved. [www.thetimes100.co.uk 24-11-07] 2.3 Bureaucratic versus Pre bureaucratic management Bureaucracy is the structure and set of regulations in place to control activity, usually in large organizations and government. It is characterized by standardized procedure (rule-following), formal division of responsibility, hierarchy, and impersonal relationships. In practice the interpretation and execution of policy can lead to informal influence Pre- bureaucratic (entrepreneurial) structures lack standardisation of task, this structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (Entrepreneurial) business as it enables the founder to control growth and development. [en.wikipedia.org 28-11-07] Regardless the size of the business management styles applies the same, management can be considered as leadership and leadership has various different styles to manage business as well as people working for it. Management of any business based upon the culture of the business and culture or basic assumptions, values, belief and attitudes. These elements are the basic of any management to consider before implementing any managerial styles on business. 2.4 Management and employee relation: All firms, small and large, should emphasize honesty, trust, fairness, and clarity in employee and labour relations. Employers and employees must take the time to build a cooperative relationship for the success of the organization and individual employees. Both non-unionised and unionised environments must emphasize communication, disciplinary action, and conflict and dispute resolutions to achieve harmony in the workplace. [www.sbaer.uca.edu- 19-11-07] A small business is often portrayed as close, friendly, and harmonious. Owner/manager and employee relationships are facilitated through informal communication and greater flexibility (Dundon, Grugulis, and Wilkinson, 1999). Communication takes place one-on-one and face-to-face that typically leads to increased cooperation and less formal policies. [www.sbaer.uca.edu- 19-11-07] Labour relations in a large unionised business are similar to that in a small unionised business. Communication, disciplinary actions, and conflict and dispute resolutions involve the union, employee, and management. One possible difference is that unionisation in a large business may be more desirable for employees than in a small business (Brown, Hamilton, and Medoff, 1990). [www.sbaer.uca.edu- 19-11-07] The small firm provides a better environment for the employee than is possible in most large firms. Although physical working conditions may sometimes be inferior in small forms, most people prefer to work in small groups where communication presents few problems. The employee in a small firm can more easily see the relation between what he is doing and the objectives and performances of the firm as a whole. Where management is more direct and flexible, working rules can be varied to suit the individual. Each employee each employee also likely to have more varied role with a chance to participate in several kinds of work, turnover in small firms is very low and strikes and other kinds of industry dispute are relatively infrequent. The fact that smaller firms offer lower earnings than larger firms suggests that convenience of location and generally the non material satisfactions of working in them more than out weigh any financial sacrifice involved.(Bolton report 1971), (Carter S, Jo nes D, 2000, p309) 2.5 Human resource management Substantial work has been undertaken in the field of human resource management (HRM) as it applies to large organizations. However, for small business these models frequently do not apply. The small business lacks adequate systems to ensure the efficient management of human resources. Further, most small businesses are the product of their owners, whose personality and personal involvement dominate. [www.sbaer.uca.edu- 19-11-07] Human resource management (HRM) is the performance of all the managerial functions involved in planning for recruiting, selecting, developing, utilizing, rewarding, and maximizing the potential of the human resources in an organization (Megginson, Franklin, and Byrd, 1995). Human resource (HR) personnel also support and advice managers, serve as employee advocates, resolve problems, and implement organization policies. Small and large businesses often develop and implement policies and procedures related to these functional areas differently, primarily due to the size and nature of the firms. [www.sbaer.uca.edu- 19-11-07] Small firms may have different HR practices than larger firms because of different workforce requirements and/or a lack of understanding of HRM issues by small business owners (Deshpande and Golhar, 1994). Regardless of size, employees are vital assets, and a well established and maintained HRM department, or just functional area for smaller firms, provides a strong structure which is an organizational asset and crucial to ultimate success. [www.sbaer.uca.edu- 19-11-07] HR planning is part of HRM, particularly the staffing process required by all types of organizations. In many instances, the owner of a small business handles the HRM function himself or herself because the firm only employs a few individuals (Hornsby and Kuratko, 1990). It is easier for the small business owner to make decisions and hire employees due to the owners single authority. In contrast, in a larger organization, this task is often handled by the HRM department, which employs fulltime personnel to recruit, hire, and fulfil the other HRM functions. Such a process may involve lengthy hiring procedures due to the number of individuals and departments who may be involved in the final hiring decision. [www.sbaer.uca.edu- 19-11-07] As a small business grows its owners must begin to increase their staff and learn how to develop and implement human resource management (HRM) policies. The faster the growth experienced by the small firm the more likely it will experience HR problems. For many fast growing small to medium enterprises the main problem is finding and retaining high quality employees (Fraza, 1998). As a firm grows and its employee numbers increase the complexity of its HRM deepens. The owner-manager is usually burdened with a variety of HR functions for which he/she is generally poorly equipped (Thatcher, 1996). Managing such issues as recruitment and selection, staff promotion and retention, wages and salary negotiations, compliance with government employment, tax and insurance regulations and training and development can severely tax the average small business owner. What is required is the development of suitable HR policy and procedure. Ideally this should be flexible and not a mere addition to the bureaucracy (Caudron, 1993). [www.emeraldinsight.com 20-11-07] For e.g. Marks and Spencer CEO Stuart Rose has given all new look to marks and Spencer at the stage where its growth has almost declined. Stuart Rose introduced a new strategy with the element of human resource management, he believed that any thing can save Marks and Spencer is a new effective human resource strategy. His, strategy built a new image of Marks and Spencer in market and enable it to compete with rivalries. 2.5.1 Human resources planning HR planningprocess makes assumptions and forecasting future HR needs of the organization. This involves issues concerning revenue, number of employees, and expansion or downsizing of the company. Both small and large businesses try to predict changes that may occur in the future. Small businesses may look to expand the venture through growth strategies. In this case, forecasting the need for additional employees is the first step. The company may also look at required employee skill levels, particularly when the business relies heavily on technology or other change elements. A large business often looks at cash flow and cost control when it comes to HR planning. It may or may not hire additional employees, provide raises, reduce employee pay, and expand or downsize the company. [www.sbaer.uca.edu- 19-11-07] As a small or large company evolves or grows, employees need proper training to help the company achieve its goals. Training is essential to improve skills and overcome deficiencies. Not only do employees benefit, but the company also benefits. Training and development is also essential to stay ahead of competitors, especially in the area of innovation and technology. Research suggests that the investment made by entrepreneurs in training their employees strengthens a firms technical excellence and innovative capabilities (Gundry, 1991). Small businesses usually do not have large training budgets like many large firms, but they can still get the most out of their training dollars. Smaller companies assess their training needs by finding out what is important to the organization and employees. The most serious challenges small firms face in terms of training and developing employees are restrictions on time, money, space, and staff (Cohen, 1998). Larger businesses typically have more time, space, money, and staff to train employees than smaller organizations. These firms may have training specialists who are responsible for setting training objectives, developing and presenting training materials, and following up on the progress to ensure that the training objectives have been achieved. [www.sbaer.uca.edu- 19-11-07] 2.6 Strategic management Strategic management involves developing a game plan to guide a company as its strive to accomplished its vision, mission, goals and objectives and to keep it from straying off its desired course (Zimmerer.T.W Scarborough N.M, 2005, pg. 69). The goal of developing a strategic plan is to create for the small business a competitive advantage- the aggregation of factors that sets a small business apart from its competitors and gives it a unique position in the market superior to its competition. [www.fm-kp.si- 20-11-07] [www.tutor2u.net accessed 28-11-07] When it comes to developing a strategy for establishing a competitive advantage, small businesses have a variety of natural advantages over their larger competitors. A small business has often narrower product lines, more clearly defined customer bases, and more specific geographic market areas than big businesses. Due to simplicity of organisational structures, small business owners are in touch with employees daily, often working together, allowing them to communicate strategic moves firsthand. Consequently, small businesses find that strategic management comes more naturally to them than to larger companies with their layers of bureaucracy and far flung operations. [www.fm-kp.si- 20-11-07] Strategic management can increase small business effectiveness, but entrepreneurs first must have a process designed to meet their needs and their businesss special characteristics. It is a mistake to attempt to apply a big businesss strategic development techniques to a small business because small business is not a little big business. Because of their size and their particular characteristics small resource base, flexible managerial style, informal organisational structure and adaptability to change; small businesses need a different approach to the strategic management process [www.fm-kp.si- 20-11-07]. The value of strategic planning for firm performance may lay more in the future orientation and planning practices than in the formal form of a strategic plan (Hunger and Wheelen 1998). Small firms in particular tend to plan informally and not on a regular basis. Strategic planning can be beneficial for small firm performance, because it forces the entrepreneur to think about open business questions and search for solutions, and also encourages the entrepreneurs learning and making improvements (Wickham 1998). Strategic planning is a process that helps to forecast the future and prepare for the future, and can be beneficial for firm growth (Zimmerer and Scarborough 1996); [www.fm-kp.si- 20-11-07] Successful small firms tend to a large extent to use advanced planning and activity analysis (Zimmerer and Scarborough, 1996). Strategic orientation can be considered a driver of strategy formulation; a strategically oriented entrepreneur will pursue opportunities regardless of resources under his or her control, whereas a strategically not-oriented entrepreneur will limit his or her activities by the resources that are currently under control (Sahlman et al. 1999).[ www.fm-kp.si- 20-11-07] 2.7 Change management: More than ever, organisations are being subjected to a host of pressures for change from elements in the environment, both internal and external. According to Churchill and Lewis (1983), there are five main stages of development in a businesss growth. These include existence, survival, success, take off, and resource maturity. As an organisation moves from one stage to another, it must adjust to the challenges of that phase. There is a need for continual renewal if the organisation is to maintain a sustainable competitive advantage which will ensure its survival in a turbulent business environment. Organisational change is the process by which the organisation moves from its current position and state towards some future position as a way of increasing its overall effectiveness (Jones, 2001). The management of change is a complex process, which according to Larkin and Larkin (1996) is something which many organisations get wrong. (Jenny Hayes, Managing Change, 2004) Although much has been written about managing change in large private and public companies, very little has been written about managing change in the unique context of small firms. Concerns particular to small firms include their relative lack of control over their environment, commingling of business and personal priorities, and lack of resources to carry out the magnitude of change that is appropriate to meet accurately diagnosed problems or recognized opportunities.. [www.smeal.psu.edu -27-11-07] Change occurs frequently in most large and small companies. The problem is that it is not always well planned, deliberately executed, and successful. It is also often reactive to events rather than proactive in anticipating or even creating them. The typical small firms has not invested much in planning, pursues change haphazardly, and adopts generic or packaged change initiatives (Smart et al., 2004). Owners and managers of small firms should engage their company and its environment in a proactive manner, which means they cause something to happen rather than wait to respond to it after it happens. Owners and managers are more likely to engage in generative learning when they are proactive because they have time to explore potential problems and opportunities. Small firms that are reactive do not have adequate time to explore problems and even less, if any, time to explore opportunities. Learning under these conditions tends to be adaptive. Problems can be solved in this manner, but this may not contribute to long-term survival or prosperity. [www.smeal.psu.edu -27-11-07] [www.managingchange.com accessed 28-11-07] 2.8 Organisational culture Culture is often deeply rooted within an organisation and results in formal and informal systems, rules, and shared expectations that govern attitudes, beliefs and behaviour. Organisational culture, or corporate culture, comprises the attitudes, experiences, beliefs and values of an organisation. It has been defined as the specific collection of values and norms that are shared by people and groups in an organisation and that control the way they interact with each other and with stakeholders outside the organisation. Organisational values are beliefs and ideas about what kinds of goals members of an organisation should pursue and ideas about the appropriate kinds or standards of behaviour organisational members should use to achieve these goals. From organisational values develop organisational norms, guidelines or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organisational members towards one another. [en.wikipedia.org 21-11-07] In an owner managed business (small firms), the organisational culture typically reflects the personality traits and aspirations of the owner-manager that, in turn, help to shape the enabling and constraining forces affecting the firm. The pervading sets of norms and values and the ways of doing things and the freedoms afforded to different individuals are often reflected in informal structures, systems and processes which themselves often the personality traits of the main owner (Carter S, Jones D, 2000). To support the argument there is an example of well known entrepreneur the owner of Virgin group Richard Branson, he introduced a culture at the early stages on Virgin group in mid 1970s a blame free culture, in which Branson and management considered the mistakes made by any employee or manager as the implications for the growth of the business, purpose of this culture is to encourage and motivate innovation among the workforce to produce sufficient outcomes. 2.9 Job quality at small business versus large business: Small businesses create a significant share of new jobs; it is natural to ask how these jobs compare to those at large firms. Simply put, large firms offer better jobs and higher wages than small firms. Benefits appear to be better at large firms as well, for everything from health insurance and retirement to paid holidays and vacations. Finally, job turnover, initiated by both employers and employees, is lower at large firms. The lower rates of employee initiated turnover suggest that job satisfaction and mobility are relatively greater at large firms; lower rates of employer initiated separations suggest that jobs at larger firms are more stable. For e.g. multinational organisations such ICI limited, Unilever limited, Pfizer, these are the known companies around the world due to their quality of work life and effective management styles. [www.emeraldinsight.com 20-11-07] Large firms often have desirable working conditions, such as weaker autonomy, stricter rules and regulations, less flexible scheduling, empirical evidence can capture these differences, working conditions can not explain the firm size wage effect (Brown and Medoff). The expansion lies in the migration of firms across size classes from year to year. In any given year, some small firms will grow beyond 20 workers and join a large size class. Such migration trims the share of firms in the smallest class size, in the same way that small business failures trim the class size. Likewise, some large firms will contract, falling below the 500 employee level and dropping into a smaller size class. Also, new small businesses are born, increasing the share of jobs in the small firm class. [www.emeraldinsight.com 20-11-07] Brown and Medoff and other theories suggested that larger employers may make greater use of high quality workers. This might occur, for example, because larger firms are more capital intensive and require higher skilled employees to operate that plant and equipment. [www.emeraldinsight.com 20-11-07] The critical factor in greater labour turnover at smaller businesses is that the failure rate of small businesses is somewhat greater than that of larger businesses, which leads to higher rates of employer initiated separations (Dunne and others; Idson). Failure rates of establishments drop markedly as firm size increases to 100 employees, but then turn upwards again such that firms with 500 or more employees have larger failure rates those firms with 20-99 employees. Nevertheless, the failure rates for the smallest firms (one to four employees) generally are about one and one half times higher those of larger firms. [www.emeraldinsight.com 20-11-07] 2.10 Management Characteristics, Small businesses Versus Large business There are some characteristics of small and large firms, which may represent an advantage as well as a disadvantage. For instance while the presence of fewer hierarchical layers in smaller firms may on the one hand reduce bureaucracy, increase flexibility and result in less filtering of proposals, it also limits career opportunities for their employees. [www.emeraldinsight.com 20-11-07] Small firms Large firms Little bureaucracy Formal management skills Rapid decision making Able to control complex organizations Risk taking Can spread risk over a portfolio of products Motivated and committed management Functional expertise in staff functionaries Motivated labour More specialized labour Rapid and effective internal communication, shorter decision chains Time and resources to establish comprehensive external Science Technology networks Fast reaction to changing market requirements Comprehensive distribution and servicing facilities Can dominate narrow market niches High market power with existing products RD efficiency Economies of scale and scope in RD Capacity for customisation Better able to fund diversification, synergy Capable of fast learning and adapting routines and strategy Able to obtain learning curve economies through investment in production Appropriation of rewards from innovation through tacitness of knowledge Able to erect entry barriers (www.emeraldinsight.com) 3. Conclusion The relative strengths of large firms lie mostly in resources, while those of small firms are generally argued in terms of behavioral characteristics. It is however not either small firms or large firms which are the better innovators. Small and large firms are likely to play complementary roles in the process of technical advance, in the sense that they are better at different types of innovation. A challenge for management would be to find ways to combin

Analysis of Columbia’s Final Mission Essay -- Case Study, Case Analys

Putting yourself in the shoes of the managers or engineers in the case (Ron Dittemore, Linda Ham, Don McCormack, Rodney Rocha, Pamela Madera, Calvin Schomburg), consider the following questions? †¢ What prior assumptions and beliefs shaped the way that you thought and behaved during the Columbia mission? †¢ What pressures affected your behavior? Where did these pressures originate? †¢ In what ways did the culture impact your actions? †¢ If you were in that person’s shoes during the Columbia mission, would you have behaved differently? Why or why not? a) Rodney Rocha Rodney Rocha is a NASA engineer and co-chair of Debris Assessment Team (DTS). When possibility of wing damage appeared he requested an additional imagery to obtain more information in order to evaluate the damage. This demonstrates that he actually tried to resolve the issue. However, due to absence of clear organizational responsibilities in NASA those images were never received. Since foam issue was there for years and risk for the flights was estimated as low management decided not to proceed with this request. After learning of management decision Rocha wrote an e-mail there he stated that foam damage could carry grave hazard and have to be addressed. At the same time this e-mail was not send to the management team. Organizational culture at NASA could be described as highly bureaucratic with operations under standard procedures only. Low-end employees like Rocha are afraid to bring any safety-related issues to the management due to delay of the mission. They can be punished for bringing â€Å"bad news†. This type of relationship makes it impossible for two-way communication between engineers and managers, which are crucial for decision-making in complex env... ... Integration, accepted risk of foam problem based on previous observations. She preferred one-way communication and did not pay attention to the specialist (Rocha) opinion for requests for additional imagery. Culture at NASA was converted over time to a culture that combines bureaucratic, cost efficiency and schedule efficiency of the flights. This culture of production reinforced the decisions to continue flights rather than delay while a thorough hazard analysis was conducted. Managers were so focused on reaching their schedule targets that the foam insulation problem did not induce them to shift their attention to safety. It appears that at NASA managers overrule engineers when the organization was under budget and time pressure. In my opinion, high-level managers should avoid making important decisions based on beliefs and instead rely on specialist’s opinion.

Education: Political Stability Essay

Pakistan has been ruled by both democratic and military governments The rule of law and justice is the only way of maintaining stability in the country. The continuous failure of government wrong policies leads the people of country to miserable conditions. The only solution is allowing the oppressed people of Pakistan to share decision making process with transparency and accountability from top to bottom. We need to strengthen our political system and institutions, develop an active and sustainable growth, eliminate corruption, provide timely justice, enhance employment, start steps for population control, seek consensus based political solutions .The political atmosphere was too vitiated; political instability was too acute; tensions between the different tiers of the government were so damaging; the challenge of setting up the organs of a new state was so formidable; As a result, economic management took a back seat in this formative phase of Pakistan’s life. FACTORS RESPONSIBLE FOR INSTABILITY Our political parties are in there own fantasy to fill up there own pockets. That is the reason our politics are unstable. Political parties in Pakistan are not working fairly.Because they just don’t care about the innocent people of Pakistan condition of Pakistan is becoming weird day by day we have a politicians and a politics but they work for their own selves ,make benefits for their own selves not for the poor and innocent people .our country is behind from the successful nations just because our government is careless they send their children out of the country for education they should make education better here then there will no need for foreign education in Pakistan .apart from this another reason for political instability in our country is The intra-party election is no to be seen. The leaders, consequently, are autocrats. Political parties are famous in the name of leader of the parties. Personification has harmed extremely the true essence of democracy. Pakistan has failed to establish a political stability due to constitutional conflict, the most important reason for political instability is our economy. We have high inflation, large income inequality, deficit financing and a chronic lack of the national political parties should embrace a new spirit of cooperation and constructive opposition, expenditure for infrastructure and education. moving beyond outdated confrontational and self-defeating street action and walk-outs and boycott politics to engage in vigorous political debates free of violence Political instability lowers private investment, slows economic growth, and gives rise to unemployment and poverty. Political instability breeds corruption, mis-governance, shortens policy-makers’ horizon, inconsistency in policies, and creates volatility in economic performance. Pakistan is witnessing a prolonged period of political instability (almost five years) and. as such its adverse consequences for the economy are quite visible. It is strange that the current government, claiming to have a strong majority in the parliament, failed to generate political stability in the country. People within and outside the country had a lot of expectations about political stability, Political instability is associated with greater uncertainty regarding future economic policy, it certainly affects investment adversely, slows economic growth, increases unemployment and poverty, which in turn, further fuels political instability by giving rise to violence, civil unrest, and strikes. Pakistan failed to establish a stable democratic government due to constitutional conflict. Due to political instability, Pakistan’s economic and social growth has been curtailed. Our country is facing struggle and instability from the very dawn there is a lot of the problems in Pakistani politics that is the fact majority of any political party continued coalition politics which is responsible for the instability. It seems, the political stability in Pakistan is turning to be a dream unaccomplished for the country’s first ever government that was expected to complete its full tenure is too in crisis. It may not be wrong to say that judiciary is gaining its due status . Instead of providing help and justice to the people or to improve the conditions of Pakistan our politicians are busy in finding legs to stand upon their lies as truth. Political instability is a situation when the uncertainty among the government structure expand due to some basic causes and it eventually end up the current government1.We all know when a ruling party faces this sort of uncertainty so they do not do well for the public. They become unable to make polices for the development of the country. EFFECTS OF INSTABILITY There are many reasons behind political instability in Pakistan. no one leader sincere with Pakistan and Pakistani nation. They have their own interest and aims. Parties who are famous in Pakistani politics are not handle people issues as they are expected. They are not taking as well as foreign issues in the interest of nations. Political instability has played havoc with the safety and security of Pakistan. This is the cause of our failures in recent times. Our country is facing numerous challenges to its existence. But instead of unity, our political parties are playing dirty games against one another. A tug of war is going on among Pakistan Parties, These parties are least bothered about the security situation of Pakistan. Their vision is just to secure the supreme office for next five years; unfortunately, we do not see any concrete plan of action from our political leaders to counter these threats to the national security. Lack of political seriousness made this issue complex a nd complicated. It is the responsibility of the government and other political parties to sit together and come up with a comprehensive plan to resolve the issues in Pakistan. If they settle their issues and try not to exert pressure on one another, then there will be no violence, kidnapping or target killing in country. Therefore, political parties must cooperate with one another and work for the stability of country Political forces play a significant role in the formation of government. These actors largely bear the responsibility to maintain political stability in the country, but some times, bypassing the national interest of the country, they become an instrument to create not only mess and political instability, but also lead towards several other major issues. Our political parties are responsible for this situation as the leadership is not whole-heartedly sincere to resolving the issues; instead, its only seems playing politics of blame-game merely for their own interest, as if the world de pended on it. Political Instability or sons of leaders and possess leadership in heredity. Pakistan’s experience is evident that quality and stability of political System, and leadership is not possible without quality education . The weak organization and improper working of political parties paves the way for coalition governments, which has become a very common set for every government and they exert their whole energy for maintaining the coalition set up and remain in continuous pressure from partner groups. The present political trend in Pakistan is forming coalitions amongst different political parties, which is the reason of current instable conditions. The unjustified acts and emotion provoking acts of the leaders made people question their identity and legitimacy again after the independence Achieving stability will require building a combination of forces in the social, political and state spheres that can seriously address the challenges that confront Pakistan. Political stability plays an important role in keeping society integrated and in maintaining legitimacy within the state. It is a prerequisite for the economic development, social integration, and supremacy of law in a state. Unfortunately, Islamic Republic of Pakistan stands on the top of those countries where social injustice prevails at every level of the society. Citizens of Pakistan are unaware of social justice concept and its effects on society. Pakistan’s civil and military rulers and elite class have been plundering this country since independence CONCLUSION There are so many problems in Pakistan. There is only one thing that can help Pakistan in solving all the problems that is the self-improvement of each and every Pakistani. All of us should be patriotic, honest, and hardworking. Everyone should respect the laws of country and obey the laws. Only then we can change our Pakistan’s condition. There is a famous saying â€Å"God does not change the condition of any country until the people of the country do not improve their selves. â€Å"It is true in the case of Pakistan. Our government should look over the things to improve the conditions of Pakistan .so political instability can clear in this. Political Instability in Pakistan Political Instability in Pakistan – Information of the world window._wpemojiSettings = {"baseUrl":"https:\/\/s.w.org\/images\/core\/emoji\/2\/72x72\/","ext":".png","svgUrl":"https:\/\/s.w.org\/images\/core\/emoji\/2\/svg\/","svgExt":".svg","source":{"concatemoji":"http:\/\/www.einfopedia.com\/wp-includes\/js\/wp-emoji-release.min.js?ver=4.6.12"}}; !function(a,b,c){function d(a){var c,d,e,f,g,h=b.createElement("canvas"),i=h.getContext&&h.getContext("2d"),j=String.fromCharCode;if(!i||!i.fillText)return!1;switch(i.textBaseline="top",i.font="600 32px Arial",a){case"flag":return i.fillText(j(55356,56806,55356,56826),0,0),!(h.toDataURL().length

“Kite Runner” response text analyses Essay

â€Å"The Kite Runner† tells us, through Rahkim Khan that, â€Å"True redemption is when guilt leads to good again†¦ † Rahkim Khan states. Throughout the course of The Kite Runner there are many characters that have committed sins and subsequently attempted to redeem themselves. The Kite Runner structured around main characters, Amir and Baba and their acts of betrayal. The impact of these acts continues to be felt throughout the novel manifesting itself in Amirs guilt ridden narrative. However, guilt is not enough. The need for redemption and atonement is what these characters seek. â€Å"There is away to be good again† the kite runner shows that this is along painful but ultimately positive journey. Amir’s feelings of guilt spring from incidents of betrayal throughout his childhood. Since 1975 when Amir watched as Hassan was raped in an alleyway by Assef, â€Å"I ran because I was coward. I was afraid of Assef and what he would do to me† Amir feels guilty for his cowardice s but it was not fear that drove him away the real reason Amir ran was Baba. Amir was so envious of Baba and Hassan’s friendship that he thought Assef was right. â€Å"Maybe Hassan was the price I had to pay the lamb I had to slay to win Baba†¦. He was just a Hazara wasn’t he? † This event not only affected Hassan and Amirs friend ship but still made Amir highly jealous of Babas concern for Hassan, † ‘I haven’t seen much of Hassan in the last few days’ Baba said†¦ I couldn’t help hating the way his brow furrowed with worry† Amir’s selfish personality handy caps his chance to be good again and redeem himself for the past. Amir places Hassan in the position to be framed and sets him up for theft of Amirs birthday presents, this incident clearly shows that Amir approaches atonement the wrong way. â€Å"I lifted Hassan’s mattress and planted my new watch and a handful of afghani bills under it†¦ then I knocked on babas door and told what I hoped would be the last in a long line of shameful lies. † Hassan’s loyalty leads to Ali and his departure to grant Amirs wish, â€Å"I wanted Baba all to myself† Amir’s actions changed his and Baba’s life forever. Amir has stolen his father’s right to a best friend, his relationship with his hidden son and taken away Ali and Hassan’s job and security within their family. In many respects, Amir’s adult personality is now the direct result of this childhood, feelings of guilt and betrayal. Amir attempts to redeem himself by planting money in Fahibs family house â€Å"I did something I had done 26 years earlier: I planted a fistful of crumpled money under a mattress. † He also tries to ally his feelings of guilt by taking Sohrab out of Afghanistan and back to America, the way he should have done with Hassan. In All Amirs efforts, he does become a better person once he is situated in America however he doesn’t redeem himself for what he did as a child. Nothing will, â€Å"It didn’t make everything all right, it didn’t make everything all right†. Amir is not all to blame for his insecurity and lack of self-esteem, this personality is the result of Baba’s bad parenting. â€Å"If I hadn’t seen the doctor pull him out of my wife with my own eyes, I’d never believe he’s my son. † Baba is not a supporting father towards Amir or Hassan. Throughout the book, Baba tries to redeem and atone himself for neglecting a secret child. He attempts to achieve this by raising Hassan equality to Amir however by doing this it disallows Baba to be close to Amir as feelings of guilt towards Hassan arise; hence taking the right to a loving family away from Amir and Hassan, for not speaking the truth. Baba’s betrayal is directed at Ali for sleeping with his wife. â€Å"There’s only one sin†¦ and that is theft. Every other sin is a variation of theft† Baba illustrates his deduction to atone for his actions using his wealth he builds and orphanage for illegitimate or orphaned children. Baba feeds the poor with his ceremonial lamb money. Baba also using his courage and urge to fight for what is right this is evident when he protects the afghani women in chapter ten from the Russian soldier, â€Å"†¦ ill take a thousand of his bullets before I let this indecency take place. † Baba’s decision to abandon home and his country are a evident sign of sacrifice to secure Amir’s long-term welfare and happiness. His attempts of redemption and atonement to be good again result in his feelings of achievement the day that he dies. â€Å"Tonight I am much too happy† If â€Å"The Kite Runner† tells us anything it is that redemption is a life long task, through which a person seeks to become â€Å"Good Again. † A person needs to forgive themselves of their sins and absolve them of guilt in order to go on living their lives. Throughout the corse of ‘The kite Runner’, we learn that guilt is not enough. To be good again is more than the journey of redemption and atonement it is the destination.