Project Management Module Coursework Essay Example | Topics and Well Written Essays - 1250 words

Project Management Module Coursework - Essay Example The cost information that would be necessary would be in terms of the length of the project, the total costs of the project, the efforts of the staff that is Person: Days Ratio. The cost information could be obtained from the use of the standards and measurements sections. We can ensure that costs are in line with the estimates by making frequent comparisons with the actual costs with the estimates. The aspects of standard costing could also be established with respects to costs, recoveries and efficiency studies. Question 1C: The choice for selection of project manager is being considered, In this connection, it is necessary to appoint a person with IT background, since it is nowadays, a crucial aspect of project management, and IT is very much necessary for application in industry situations. Moreover, it is also seen that effective business solutions, especially in the areas of Project Management, is inextricably linked with IT, Question 1D: The Baseline metrics could be seen in terms of Development productivity, unit costs and lapsed time/unit. .In terms of development productivity, it measures one unit of effort could result in how many products. The unit costs could measure the amount of cost needed to produce one unit of product. The lapsed time per unit would be in terms of the time taken to produce one unit. Question 2: A: The activity on arrow is a simple and easily understandable diagram which is also amenable to corrections. Even a non-technical person could follow these diagrams and understand the path of the network. It is also seen that the major achievements are easily marked and even in cases where there are multiple relationships between processes, the AoA diagrammatic representation is easier to understand. Question 2 B: A dummy activity is one which is representative of a dependency but which has no time allotment, that means it could be carried simultaneously with another activity and therefore has 0 duration. The

Emerging Business Themes Essay Example for Free

Emerging Business Themes Essay A- QUESTION 1 1- Definition Business ethics is a form of professional ethics that examines ethical principles and moral or ethical problems that arise in a business environment. The definition of Ethical stance defined by Johnson and Scholes as: ‘the extent to which an organization will exceed it minimum obligations to stakeholders and society at large. There are four possible ethical stances existing and are stereotypes for any organization.(1) The first ethical stance is short-term shareholder interests; a company who stick very close to laws and regulations which are in place. They give and do only what they are obliged to, this usually causes problems with long-term financial decisions. The second stance is longer-term shareholder interests a company who are very focused on building and maintaining reputation in relation to its financial success. They take into consideration all stakeholders and how they can affect the organization in the future. The third stance is multiple stakeholder obligations relating to a company taking wide consultation with all stakeholders. This is a very slow process and not a good stance for a fast moving and growing company. The last stance is shaper of society companies who focus on communities and want to build them up; this stance puts the financial interest second and is usually related to charitable organizations. 2- Ethical Dimension to Corporate Decision Making Ford Motor Company is one of the competitive motor companies in the world. In 1970s, the compact car Ford pinto, became a famous for its tendency in rear-end collisions to leak fuel and explode into flames. More than 20 people were killed or injured before the Ford Motor company issued a recall to correct the problem. The decision process behind the Pinto’s launch revealed that under intense competition from Volkswagen and other small car manufacturers, Ford has rushed the Pinto into production. Ford’s engineers had discovered the potential danger of ruptured fuel tanks in crash tests, but the assembly line was ready and Ford’s leaders decided to proceed. This is an evidence of greed, callousness and unethicality. (2) Looking to their decision, it take into account a growing understanding on how cognitive biases distort ethical decision making, and come to a different conclusion. In our mind, the executives involved in the Pinto decision, were making an unethical choice. It is because they thought of it is as purely a business decision rather than an ethical one. The problems are already highlighted to Ford’s leaders, but, in those days, safety was not popular in Ford. Problem meant delay on a Pinto. Production must go to achieve sale target. We don’t believe that Ford’s leaders or executive in charge were consciously unethical or intentionally sanctioned unethical behavior by people further down the chain of command. After decades, the Ford Pinto case has allowed us to dissect Ford’s decision-making process and apply the latest behavioral ethics theory to it. The pattern of evident continues to recur in organizations. It is diverted the Ford’s Executives’ attention from the ethical dimension of problem, and executives today are swayed by similar forces. (2) To overcome all the problems, Ford Motor Company has a program to guide compliance with Ford Policies and Directives. Ford compliance program is reviewed by a senior management compliance committee and the Audit Committee of the Board of Directors. The program raises awareness of the Companys commitment to defines corporate practices through Policies and Directives, ethical practices, ensure an infrastructure that allows for the reporting of Policy violations or business-related legal violations through a number of avenues worldwide, conducts risk assessments, oversees the investigation of such reports and education on key legal and provides training and ethical risk areas. The Handbook outlines requirements for its employees and those working on behalf of the Company and provides background resources for a wide range of business-related situations, including: (3) 1- Workplace environment 2- Gifts, favors and conflicts of interest 3- Use of Company assets and data safeguarding 4- Integrity of financial records 5- Product quality, safety and environmental matters 6- Intellectual property 7- Working with governments (political activities) 8- Competition and antitrust laws 9- International business practices References: 1-Wikipedia- http://en.wikipedia.org./wiki/Business_practices 2- Max H. Baseman And Ann E. Tenbrunsel – Harvard Business Review April 2011- http://hbr.org/2011/04/ethical-breakdowns/ar 3- Ford Motor Company- Fordmotorcompany.com -report 2008/2009 – http://corporate.ford.com/microsites/sustainability-report-2008-09/governance -sustainability-ethical B- QUESTION 2 1-Climate Change – Ford Motor Company. In 21st century, climate change is the most important global political and business issues. It will have a huge impact of the world and threaten livelihood of millions of people in the world. Every years, average temperature in artic have risen twice, increasing emissions of greenhouse gases. Climate change is the result of an increase in heat-trapping (greenhouse) gases in the atmosphere. Carbon dioxide (CO2) is the major long-lived greenhouse gas (GHG). The burning of fossil fuels (to provide electricity, heat and transportation, and to support industry and agriculture), as well as deforestation, leads to net emissions of CO2 and increased levels of atmospheric CO2. The atmospheric concentration of CO2 has increased from a preindustrial level of 270–280 parts per million (ppm) to a level of approximately 392 ppm in 2012. (4) Ford Motor Company have a holistic view of climate change and have addressed non-CO2 long-term greenhouse gases such as hydrofluorocarbons (HFCs), perfluorocarbons (PFCs), nitrous oxide (N2O) and sulfur hexafluoride (SF6). Through its Restricted Substance Management Standard they have prohibited SF6 in tires in magnesium casting. They were continuing their scientific research to determine the relative contribution of a wide range of long-lived greenhouse gases to radiative forcing of climate change. (4) 2-Ford’s Greenhouse Gas Emissions Ford has estimated that their total CO2 emissions are in the range of 350–400 million metric tons (Mmt) per year, varying over time with fluctuations in vehicle production and sales, on-road fleet size and vehicle miles traveled. The estimate includes emissions from its facilities, emissions from current-year vehicles and emissions from all Ford vehicles on the road. (4) 3-Climate Change Risk and Opportunities In 21st century, concerns about climate change, the energy security and price of fuel, along with the global recession, have changed the automotive business. This creates substantial risks for automakers but also opportunities for innovation that enable growth and expansion. Below, the general trends driving change in Ford’s markets and take a closer look at several key markets. Also discuss the physical and supply chain risks to its business posed by climate change. (4) Ford’s Markets Price of fuel, consumer interest in smaller and more fuel-efficient vehicles and energy security concerns are also a driver of fuel economy regulation and alternative fuel development. All of Ford’s major markets are increasingly shaped by government actions to regulate fuel economy and carbon dioxide emissions, provide incentives to shift consumer and introduce low-carbon fuels and business behavior. Some of governments are also actively involved in development, promoting the research, battery technologies and purchase of new vehicle. Greater concern from Investors about climate change as a material risk. Providing climate-change-relevant information to investors and shaping its business strategy with climate change in mind are important elements of maintaining access to capital. Product globalization strategy – respond to changing markets, regional preferences, opportunities and the risks presented by the climate change issue. Ford has created global vehicle platforms that offer superior fuel economy, safety, quality and customer features. (4) 4-Physical Risks Climate change raises the potential for shifting patterns of extreme weather and other risk to Ford’s facilities. For insurance, Ford assesses the risks each of their facilities faces at least once a year. This risk assessment is updated and takes into account the risk of exposure to storms, hurricanes, earthquakes and flooding. (4) 5-Supply Chain Risk Ford suppliers located in more than 60 countries, regulatory and physical risks as a result of GHG regulation and the impacts of climate change. These risks could affect their competitiveness or ability to operate, creating the potential for disruptions to the flow of supplies to Ford. (4) 6-Ford Climate Change Strategy Ford’s long-term strategy is to contribute to climate stabilization by: †¢ Continuously reducing the greenhouse gas (GHG) emissions and energy usage. †¢ Working with industry partners, energy companies, consumer groups and policy makers to establish an effective and predictable market, policy and technological framework for reducing GHG emissions. †¢ Develop the flexibility and capability to market lower-GHG-emission products. (4) 7-Product Sustainability Process -Science – Stabilization approach Technology plan -Government – regulatory trendsproduct CO2 strategy Policy position -Consumer- market trends Cycle plan -Competitive- industry trends Marketing and Communication plan 4- Ford Motor Company – http://corporate.ford.com/microsites/sustainability-report-2011-12/environment-climate-risks C- QUESTION 3 In 21st century business challenge and difficult global trading conditions, good relationship with several groups of stakeholders such as employees, customers, dealers, suppliers, investors and communities are very important. 1- Ford Motor Company Stakeholders. Through internal analysis and developing sustainability programs, Ford has interdependent relationship with a few categories of stakeholders such as employees, customers, dealers, suppliers, investors and communities, also its relationship to ‘society’ which includes government agency, NGOs and academia. (5) 2- Employees Employees are the most valuable resource. In 2011, Ford employed more than 164,000 individuals at 73 plants, 41 distribution warehouses, 106 sales offices worldwide and 57 engineering research/development facilities. All of the hourly employees in its automotive operations in the U.S. and also its subsidiary outside U.S. are represented by unions and covered by collective bargaining agreements. Unions are key partners with Ford in providing a productive, safe and respectful workplace. Ford faces workplace health and safety challenges such as; establishing and reinforcing high, common expectations for the safety of their employees worldwide. Most of their manufacturing facilities have joint union/management safety committees that guide the development and implementation of safety programs. (5) ONE Ford plan aligns its efforts toward a common definition of success: having ONE Team, ONE Plan and ONE Goal for an exciting, viable Ford that delivers profitable growth for all. (5) †¢ F: Foster Functional and Technical Excellence(5) †¢ O: Own Working Together(5) †¢ R: Role Model Ford Values(5) †¢ D: Deliver Results(5) 3- Customers Ford Motor Company serves more than 5.5 million customers worldwide. Ford’s customers are the most important stakeholder. Their major regional markets include South America, North America, Eastern Europe, Western Europe, Russia, Australia and Asia. In some regions, Ford serve 3 types of customers- individual retail consumers, small business customers and large commercial fleet customers. It will continue to expand products and services for these existing customers while working simultaneously to gain new customers in emerging markets. In North America and Asia, they are focusing on increasing their offerings of smaller and more fuel-efficient vehicles. (5) 4- Dealers Dealers are the face of Ford to its customers and communities, the key employers and contributors to local economies. Dealer sustainability program has launched in 2010, a voluntary sustainability initiative for dealers to reduce their carbon footprints and improve the energy-efficiency of their dealerships. The goal of the â€Å"Go Green† Dealer Sustainability Program is to collaborate with dealers to implement cost-effective ways to improve the energy-efficiency of their facilities. It partnered with the Rocky Mountain Institute, a leading energy-efficiency organization, to pilot new technologies and architectural design principles. (5) 5- Suppliers Ford relies on more than 1,400 production suppliers to provide parts that are assembled into Ford vehicles. 9,000 supplier companies provide a wide range of nonproduction goods and services, from industrial materials to computers to advertising. Ford and its suppliers work jointly to deliver great products, have a strong business and make a better future. In today’s economic environment, achieving lower costs and improving quality require an unprecedented level of cooperation with suppliers and the maintenance of strong supplier relationships. (5) 6- Investors The success of Ford as a company directly affects its 162,000 investors, and they have been focused on improving Ford’s financial health. Provide information and interact regularly with investors through corporate website, annual report and regulatory filings and annual meeting. They also engage with socially responsible investment organizations that are seeking information to use to evaluate its sustainability performance. These interactions help Ford stay abreast of and respond to investor concerns. (5) 7- Communities Ford Motor Company impacts the communities in numerous ways, provide the employment, the taxes, the environmental and safety performance and support and participate in civic life. The communities are composed of a range of groups and individuals, include its customers, employees, business partners, government regulators, community organizations and members of civil society, and individuals who live and work around its facilities. Ford has been supporting community more than 100 years ago. This includes helping feed hungry people, providing mentors in classrooms and teaching teenagers to drive more safely. Changing of Fundamental have been happening including increased competition globally and changing markets for its products, with future sales growth expected to occur in emerging economies. Ford is expanding sourcing in these lower-cost emerging markets, as a way to serve both local markets and the global supply chain. Ford seeks to respect and make a positive contribution to its host communities. (5) 5- Ford Motor Company – http://corporate.ford.com/microsites/sustainability-report-2010-11/society-stakeholders D- BIBILIOGRAPHY 1-Wikipedia- http://en.wikipedia.org./wiki/Business_practices 2- Max H. Baseman And Ann E. Tenbrunsel – Harvard Business Review April 2011- http://hbr.org/2011/04/ethical-breakdowns/ar 3- Ford Motor Company- Fordmotorcompany.com -report 2008/2009 – http://corporate.ford.com/microsites/sustainability-report-2008-09/governance-sustainability-ethical 4- Ford Motor Company – http://corporate.ford.com/microsites/sustainability-report-2011-12/environment-climate-risks 5- Ford Motor Company – http://corporate.ford.com/microsites/sustainability-report-2010-11/society-stakeholders

History and Overview of the University of Cambridge

History and Overview of the University of Cambridge Introduction to the University of Cambridge The University of Cambridge is located in the city of Cambridge in East Anglia, UK. It is thought that the University was founded 1209 by a group of scholars which splintered away from Oxford following a fallout with Oxford locals. Cambridge University describes itself on its website as a ‘self-governed community of scholars’. The University of Cambridge is made up of 31 Colleges and a total exceeding 150 faculties, departments, schools and various other institutions. The University of Cambridge runs with a fairly small central administrative department, with sections built up of and mostly elected by staff from the Colleges and Faculties. Much of the daily administration of the University of Cambridge is taken care of by teaching and/or lecturing staff. The University of Cambridge describes its governmental structure as democratic. History of the University of Cambridge In its early days the University of Cambridge did not have its own premises and so it made use of parish churches such as Great St Mary’s and St Benedict’s to hosts its public ceremonies. Disputations, lodgings and lectures were held in private houses. Eventually a collective of Lawyers, theologians and Regent Masters began hiring and building larger premises in order to hold lectures and to house lodgers. Many of these properties were acquired in the sixteenth century as part of the Colleges themselves. During the late 1500s, the University of Cambridge began to buy up land in an area known as Senate-House Hill, upon which they built several buildings known as Schools. These are today referred to as the Old Schools. The first College was St Peter’s. It was founded by the Bishop of Ely, Hugh Balsam, in 1284. In 1317 King’s Hall was founded by Edward the second in order to school trainees for the higher Civil Service. Over the next hundred years, the University of Cambridge’s best-known colleges were founded; Clare, Corpus Christi, Gonville Hall, King’s, Michaelhouse, Pembroke, Queens, Trinity Hall and St Catharine’s. Three of the newer colleges, Christ’s, Jesus and St John’s, were formed when some of the smaller religious houses were dissolved. They were set up to provide for younger students in addition to postgradutates. At the beginning of the sixteenth century, the Colleges nominated the Proctors from amongst their own numbers, and their heads sat alongside the Vice-Chancellor and senior doctors on an advisory council, which came to be named the Caput Senatus. How the University of Cambridge works Research and teaching at the University of Cambridge is administered by several Faculties, and also a few Syndicates. Together, the Syndicates and the Faculties are responsible for every academic area within the University. Teaching and research in Cambridge is organised by a number of Faculties. In addition, a small number of bodies entitled Syndicates also have responsibilities for teaching and research, and exercise powers similar in effect to those of Faculty Boards. The Faculties and Syndicates cover the whole of the academic programme in the University, each being responsible for a broad subject area. There are six Schools in the University of Cambridge, each covering a range of departments and faculties. The six schools each reflect a grouping of subjects, which are as follows; Arts and Humanities, Biological Sciences, Clinical Medicine, Humanities and Social Sciences, Physical Sciences, and Technology. Every Faculty within the University of Cambridge is governed by a Faculty Board. The Faculty Boards carry responsibility for the upholding of standards in teaching, and the provision of research facilities. Each Faculty Board comprises five classes of membership: Professors and Heads of Departments residing within the Faculty, elected members (the teaching staff), junior members who are elected by the faculty’s students, co-opted members and representatives of cognate studies. Each Faculty’s Chairman and Secretary is elected by members of the boards. The Faculty Board, as well as other boards and syndicates answer to the General Board; other Boards and Syndicates are responsible either to the General Board or the Council. Three of the University of Cambridge’s 31 colleges Murray Edwards, Newnham and Lucy Cavendish are female-only; the remainder, the other 28 Colleges, are mixed. There are two colleges only for postgraduates, Clare Hall and Darwin. Hughes Hall, Lucy Cavendish, St Edmund’s and Wolfson. The remaining 25 Colleges admit both graduates and postgraduates. Oxford and Cambridge The University of Cambridge is the second oldest university in the English-speaking world. The oldest is the University of Oxford. Traditionally the two universities have a long-standing rivalry with each other. Jointly, the University of Oxford and the University of Cambridge are often referred to as Oxbridge. Famous Alumni The University of Cambridge has been the place of study for many people who have become well-known in their particular fields, or simply well-known to the public. To date, Cambridge graduates have won a total of 82 Nobel Prizes, which is greater than any other university. Fifteen of Britain’s Prime Ministers have been graduates of Cambridge, including Robert Walpole. The University of Cambridge has also traditionally been the preferred University for the Royal Family, with graduates including Kings Edward VII and George VI, Prince Henry of Gloucester, Prince William of Gloucester and Edinburgh, and the Prince of Wales Prince Charles. His father, the Duke of Edinburgh Prince Philip, holds the position of Chancellor of the University of Cambridge. Famous Alumni include those known from television comedy programmes; Hugh Laurie (Jeeves and Wooster, Blackadder), Rob Newman (Newman and Baddiel, the Mary Whitehouse experience) and Clive Anderson (Whose Line is it Anyway) all attended Selwyn College. Sacha Baron Cohen, best known for his characters Borat and Ali G, attended Christ’s College. John Cleese of Monty Python fame attended Downing College. Peter Cook and Eric Idle (Monty Python) graduated from Pembroke, and Stephen Fry (Jeeves and Wooster, Blackadded) from Queen’s. There is a rich literary tradition amongst University of Cambridge graduates; William Wordsworth to Ted Hughes, Slyvia Plath to CS Lewis to John Milton were all graduates of the University of Cambridge. The full list is exhaustive, covering seminal figures in religion, politics, and science – including some of the greatest minds of past and modern times; Charles Darwin, amd Stephen Hawking.

Top 5 Inventions for Economic Growth :: essays research papers

The ultimate engine of economic growth is new technology. According to economists, the growth of output per capita is a fairly recent phenomenon. This can be attributed to all the new technology people have discovered in the past few centuries, causing output growth to surge and accelerate faster than ever before in history. The result of all these ingenious, innovative inventions has been a total revolution in the way people live their lives. After examining the multitude of invention descriptions on the four websites and considering from other sources, I have concluded that the telephone, printing press, automobile, airplane and the computer have contributed most to economic growth.   Ã‚  Ã‚  Ã‚  Ã‚  First and foremost, the invention of the telephone is ranked number one among my five choices. From my own judgment, this would seem to contribute the most to economic growth. Until the invention of this magnificent device, messengers often had to be sent long distances to deliver information. Intercontinental and overseas communication would take months or even years. From an economic standpoint, companies could relay information between themselves and others instantaneously and make decisions and react to internal and external factors extremely quickly. Essentially, it accelerated the world economy.   Ã‚  Ã‚  Ã‚  Ã‚  Now, the second among my choices was the printing press invented during the Renaissance period by Johannes Gutenberg. This item revolutionized printing, â€Å"making it simple and more affordable† (http://www.enchantedlearning.com/inventors/indexp.shtml). This would enable information to become widely available among the populace. Although it may not have occurred right away, this would increase the education among a society and harvest more educated people with more potential. Number three on the list is the automobile. This invention would enable people to traverse large distances in dramatically less time than ever before. Companies could deliver goods and services much quicker, people had much more control of where to go then previously with the steam engine. Also with the invention of the automobile, the horse and carriage and other modes of primitive transportation have become obsolete. This new technology ultimately would accelerate the speed of the economy and increase economic growth.   Ã‚  Ã‚  Ã‚  Ã‚  The invention of the airplane by the Wright brothers changed the world, so number four would be the airplane. Again, like the automobile, people would be able to travel great distances in so much less time, and eventually intercontinental travel would be possible. The invention of this enables companies expand across the globe and people to travel with more ease.

Geo-Political and Economic Organization of Asean Essay

The Association of Southeast Asian Nations is a geo-political and economic organization of ten countries located in Southeast Asia, which was formed on 8 August 1967 by Indonesia, Malaysia, the Philippines, Singapore and Thailand. Since then, membership has expanded to include Brunei, Burma (Myanmar), Cambodia, Laos, and Vietnam. Its aims include accelerating economic growth, social progress, and cultural development among its members, protection of regional peace and stability, and opportunities for member countries to discuss differences peacefully. ASEAN has emphasized regional cooperation in the â€Å"three pillars†, which are security, sociocultural integration, and economic integration. The regional grouping has made the most progress in economic integration by creating an ASEAN Economic Community (AEC) by 2015. AEC envisages the following key characteristics: (a) a single market and production base, (b) a highly competitive economic region, (c) a region of equitable economic development, and (d) a region fully integrated into the global economy. The implementation of AEC is able to boost economic returns of countries in ASEAN due to cooperative and collaborative as a group could have generated a larger overall pool of benefits to be distributed among than countries than each will ultimately achieve by working on its own. But nevertheless in my opinion, Thailand will be of great concerns to many businesses in the region when AEC is established. Thailand possess in an advantageous geographical position which is located at the strategic center position in ASEAN, foreign companies be obliged to set up a solid foundation for the base material storage and product distribution to export their products to the countries in ASEAN if they are intend to establish market in ASEAN. Other than that, open economy policy of Thailand is closely integrated in the AEC blueprint. Thus it can be seen, Thailand’s markets will be benefit most among the countries in ASEAN when it come into effect in 2015. According to a news report on Thailand newspaper World Journal, also known as Chinese Daily News, a sense of urgency is palpable in enterprises all type and in virtually every industry in Thailand since AEC will be organize soon. A number of listed companies adjusting corporate business strategies and formulating an aggressiveness marketing program are being stepped up without cease in order to meet the new challenges and opportunities that will be  occur after two or three years. Managing director of TICON (Ticon Industrial Connection Public Company Limited), Mr. Virapan Pulges indicated that TICON had already the corporate strategies to cope with the regional economic integration by 2015, focus on the greatly increasing future demand of distribution center and warehouses facilities in Thailand. The Chief Executive Officer of CMO (Creative Management Organization), Sermkhun Kunawong revealed that convention and exhibition industries will be enormously benefit from the establish of AEC because the convention and exhibition industries in Thailand are occupied leading level among ASEAN countries. CMO planned to gain further insight into related convention and exhibition industries regulation of other countries in Asian in order to seek business opportunities and establish close contact with logistic industries in Asian countries. Chairman of the board of DRT (Diamond Roofing Tiles Public Company Limited), Prakit Prathipasen mentioned that his company always maintains their products export to Vietnam and Cambodia, but they will expand their export markets to Malaysia and Indonesia from now on, they planned to set up a warehousing distribution center at Changwat Surat Thani, Thailand to aiming at above markets. The presidents of MFEC (MFEC Public Company Limited), Siriwat Vongjarukorn stated that Information and Technology industries will benefit from establish of AEC. The implementation of open and liberal investment policies and actively encourage inward investment will extremely intensify markets competitive in ASEAN. Company must pay close attention in adjusting corporate strategies, increasing competitive advantages and implement performance evaluation on a more concrete form, herein attract the investment that is in favor of the Information and Technology industries. His company has long been prepared for the establishment of AEC through service integration with various companies to increase competitive advantages and the advantage of fully satisfies known customers’ demand. The new report above let us know about that how the leaders of companies in Thailand deal with the change. Four of them accept the inevitability of change and recognize changes as potential of sources of energy and self-renewal, they develop effective management skills that help organization move towards something better. They shared a common vision of  responsibilities and economy opportunities for their companies and countries, an idolized goal has been created by them to seize the opportunities for expand their markets and try to maximized their benefits from the establishment of AEC. That is every appearance that we can almost certain they possess Charismatic Leadership- they have a vision, they are willing to take personal risks to achieve that vision, they are sensitive to follower needs, and they exhibit behavior that are out of the ordinary. The Key characteristics of charismatic leadership that they possess are: 1. Vision and articulation- They has the clear visions that proposes a future better than the status quo and is able to clarify the importance of the vision in terms that are understandable to others. They planned and implementing the new corporate strategies to meet the establishment of AEC by 2015 and they has a good idea how the strategies can benefit their companies and countries. 2. Personal risk- They willing to take on high personal risk, incur high costs, and engage in self-sacrifice to achieve the vision. According to their narrations, their new corporate strategies involve high costs to build large infrastructure facilities within or outside their country for large scale productions, they has to take on the responsibilities and possibilities of failure at their own risk. 3. Sensitivity to follower needs- They are perceptive of others’ abilities and responsive to their needs and feelings. Due to their company involve in large scale capitals and productions, they must appoint some qualified person to important positions. 4. Unconventional behavior- They engage in behaviors that are perceived as novel and counter to norms. They being as successful leaders will never assumed that if they could just keep things running on a steady without changing and vision, their companies would be successful. AEC is an international collaboration project among ASEAN countries, good workers or followers will be an essential part if the companies endeavor to obtain benefits and advantages from the project. Followers of charismatic leaders have higher task performance, task performance, and adjustment to the leader and to the group than did followers who worked under groups led by noncharismatic leaders. There are four-step process shows that how do  charismatic leaders influence followers. 1. Articulate a vision- It begins by the leader articulating an appealing vision. A vision is a long-term strategy for how to attain a goal or goals. The vision provides a sense of continuity for followers by linking the present with a better future for the organization. The leaders share their vision with followers about the steps to attain goals in future through AEC by 2015. 2. Create a vision statement- A vision is incomplete unless it has an accompanying vision statement. A vision statement is a formal articulation of an organization’s vision or mission. Charismatic leader may use vision statement to â€Å"imprint† on followers an overarching goal and purpose. Once a vision and vision statement are established, the leader then communicates high performance expectations and expresses confidence that followers can attain them. This enhances follower self-esteem and self-confidence. Leaders create framework for all their strategic planning that will apply to entity companies to meet the goals. 3. Create a new set of values- The leader conveys a new set of values and through words and actions by his or her behavior, set an example to followers to imitate. Charismatic leaders were more effective because their employees personally identified with the leaders. Finally, the charismatic leader engages in emotion-inducing and often unconventional behavior to demonstrate courage and convictions about the vision. There is an emotional contagion in charismatic leadership whereby followers â€Å"catch† the emotions their leader is conveying. As I have mentioned at above, AEC is an international collaboration project among ASEAN countries, so leaders should create a new values that can apply to ASEAN countries instead of old values that are relate only with a country. 4. Demonstrate the vision- Because the vision is such a critical component of charismatic leadership, we should clarify exactly what we mean by the term, identify specific qualities of an effective vision, and offer some examples. Leaders implement the visions with their followers to achieve the goals. According to the other news report of Thailand newspaper World Journal, Department of Foreign Trade, Ministry of Commerce held a round table meeting with regard to tourism recently, discussed the opportunities and development  in tourist industry after Thailand join AEC by 2015. The round table meeting invited the Ministry of Tourism and Sport, relevant departments and travel agencies to participate in discussion. Head of Foreign Trade Department indicate that the integration of ASEAN will mainly reflect the effect in investment and mobility of human resource after the establishment of AEC. By that time, Thailand will see further competitive in tourism markets from other ASEAN countries. Therefore, Thailand is critical to maintain and increase its own competitiveness to adapt to the markets and create great development progress. After the discussion in round table meeting, the methods were considered as effectiveness in increasing competitiveness of tourist industries of Thailand included: 1. Unify the standardization of tourism service, adopt international standard progressively to guild and measure. 2. Train employees with systematically, instill professional knowledge to them and also let them learn to master foreign language. 3. Formulate trade standard, avoid price war break out. 4. Establish good relationship with other ASEAN countries. 5. Create stricter law and legislation, crack down on illegal activities related to tourist industries. Moreover, the round table meeting believed that short term and long term plans should be formulate to guide travel agencies solve their problems in order to accelerated development and faces the competitive from ASIAN countries positively. We can address the foregoing changes of Ministry of Commerce, Thailand as an international and goal-oriented activity, we can also described the scenario as planned change. Essentially there are two goals in planned change. First, it seeks to improve the ability of the organization or industry to adapt to changes in its environment. Second, it seeks to change employee behavior. If an organization or industry is to survive, it must respond to changes in its environment. When competitors introduce new products or services, government agencies enact new laws, important sources of supplies go out of business,  or similar environmental changes take place, the organization or industry needs to adapt. Efforts to stimulate innovation, empower employees, and introduce work teams are examples of planned-change activities directed at responding to changes in the environment. Because an organization or industry’s success or failure is essentially due to the things that its employees do or fail to do, planned change also is concerned with changing the behavior of individuals and groups within the organization. In the above case, Ministry of commerce improves the competitiveness and abilities of tourist industries in Thailand and train employees to improve their qualities to face the changes brought by AEC, like the increase of competitors are fully consistent with planned change. Change agents are responsible for managing change activities, change agents can be managers or nonmanagers, current employees of an organization, newly hired employees, or outside consultants, but the Ministry of Commerce, travel agencies and employees of tourist industries are the change agents in this case. However, when people are confronted with change, resistance to change appears to be natural and positive state. One of the well-documented findings from studies of individual and organizational behavior is that organizations and their members resist change. One recent study showed that even when employees are shown data that they need to change, they latch onto whatever data they can find that suggests they are alright and don’t need to change. Our egos are fragile, and we often see change as threatening. In order to avoid continue walking in the old steps and seclude oneself, seven tactics have been suggested for use by change agents in dealing with resistance to change: 1. Education and Communication- Resistance can be reduced through communicating with employees to help them see the logic of a change. Communication can reduce resistance on two levels. First, it fights the effects of misinformation and poor communication. Second, communication can be helpful in â€Å"selling† the need for change. The changes are most effective if Minister of Commerce communicate its rationale balancing various participants’ interest versus a rationale based on minister or heads of  department’s interest only. 2. Participation- It’s difficult for individuals to resist a change decision in which they participated. Prior to making a change, those opposed can be brought into the decision process. Assuming that the participants have the expertise to make a meaningful contribution, their involvement can reduce resistance, obtain commitment, and increase the quality of the change decision. Therefore, Minister of Commerce should invite particip ations from various industries that are related to tourist industries to increase the success rate of changes. 3. Building Support and Commitment- Change agents can offer a range of supportive efforts to reduce resistance. When employees’ fear and anxiety are high, employee counseling and therapy, new-skills training, or a short paid leave or absence may facilitate adjustment. Research on middle managers has shown that when managers or employees have low emotional commitment to change, they favor the status quo and resist it. So firing up employees can also help them emotionally commit to the change rather than embrace the status quo. Minister of Commerce should fully support all of the participants by effort and money due to they are same sided and share same purposes to benefit their countries and industries. 4. Implementing Changes Fairly- Try as managers might to have employees see change positively, most workers tend to react negatively. Most people simply don’t like change. But one way organizations can minimize the negative impact of change, even when employees frame it a s a negative, is to makes sure the change is implemented fairly. Procedural fairness becomes especially important when employees perceive an outcome as negative, so when implementing changes, it’s crucial that organizations bend over backwards to make sure employees see the reason for the change, and perceive that the changes are being implemented consistently and fairly. Technical support and financial support allocate by Minister of Commerce to participants must be absolutely fair and free of discrimination or bias. 5. Manipulation and Cooptation- Manipulation refers to covert influence attempts. Twisting and distorting facts to make them appear more attractive, withholding undesirable information, and creating false rumors to get employees to accept a change are all examples of manipulation. Cooptation, on the other hand, is a form of both manipulation and participation. It seeks to â€Å"buy off† the leaders of a resistance group by giving them a key role in the  change decision. The leaders’ advice is sought, not to seek a better decision, but to get their endorsement. Ministry of Commerce can conceal the fact that will be against by participants in order to cooperative production. This method is not recommended to change agents unless there are left with no choice, because the tactics can backfire if the targets become aware they are being trick or used. 6. Selecting People Who Accept Change- Research suggests that the ability to easily accept and adapt to change is related to personality. It appears that people who adjust best to change are those who are open to experience, take a positive attitude toward change, are willing to take risks, and are flexible in their behavior. Ministry of Commerce should select participants who are positive self-concept and high risk tolerance because they are coped better with change. 7. Coercion- Coercion is the application of direct threats or force on the resisters. The examples of coercion are threats of transfer, loss of promotions, negative performance evaluations, and a poor letter of recommendation. This method can use to be directed against participants who are not follow instructions or rules that made by Ministry of Commerce. No discussion of resistance to change would be complete without a brief mention of the politics of change because change invariably threaten and the status quo, it inherently implies political activity. In the frame of ASEAN Economic Community, enterprises need to the notion of operation and management to get the best of the achievement of free flow system from essential productive factors. Companies should convert to from the operation strategies that confines only to domestic markets transnational operation though establish relationship with business partners in the area of ASEAN. The most important thing is to put the pressure on formulate a new business planning for strives to adapt the changes and committed to the new business opportunities. The establishment of AEC is expected to create bigger markets for products of Thailand, at the same time, companies of Thailand should examine themselves if they are brace to become a member of AEC while speed up with enhance comprehensive strength. Most of the ASEAN countries are not fully prepare to meet AEC, there are still some disadvantages in various directions for Thailand, especially the  political situation of Thailand not showing any specific development route, some corporation are still lack of related knowledge result in not fully prepare of relevant plans. For this purpose, Thailand should make full use of advantages and rational utilization of resources to increase competitiveness to differentiates their superiority with other ASEAN countries for the in coming of establishment of AEC by 2015. References Aseansec.org (2007) ASEANWEB – ASEAN Economic Community. [online] Available at: http://www.aseansec.org/18757.htm [Accessed: 1 Oct 2012]. Chinaasean.org (2005) Ministry of Commerce of Thailand Appeal Tourist Industries to Increase Competitiveness. [online] Available at: http://www.chinaasean.org/html/report/1259802-1.htm [Accessed: 1 Oct 2012]. En.wikipedia.org (1967) Association of Southeast Asian Nations – Wikipedia, the free encyclopedia. [online] Available at: http://en.wikipedia.org/wiki/ASEAN#From_CEPT_to_AEC [Accessed: 1 Oct 2012]. ROBBINS, S. and JUDGE, T. (2010) Organizational Behavior. 13th ed. Prentice Hall, p.447-450,654-659. News.sina.com.tw (1996) Thailand Listed Company Adjust Strategies to Meet AEC [online] Available at: http://news.sina.com.tw/article/20120626/7156145.html [Accessed: 1 Oct 2012].

Journey Through My Mind Essays - Epistemology, Afterlife, Belief

Journey Through My Mind Essays - Epistemology, Afterlife, Belief Journey Through My Mind Human beings are very inquisitive creatures by nature. Since the dawn of mankind, the basis for existence has been relentlessly sought. Everyone has differing views and everyone is right according to him or herself. So, what does that mean? Why do people believe the things they do? My Agnostic religion is a very large part of who I am, and that is why I have decided to focus my paper on this aspect of my life. Unlike the majority of the people on this earth (estimated at somewhere around 95% I believe), I do not necessarily believe in God or a higher creature. I was not raised to worship an invisible, omnipotent being and I believe this is the main reason I think the way I do now. I was raised to have a very liberal mind towards everything and I have come to the realization that this is the best way to live. Curiosity has guided my mind through countless hours of contemplation over certain beliefs and flaws in these beliefs. I will be making a few generalizations in this paper. This is wholly for the sake of argument. As a rule, I invite criticism because it gives me more to think about and I will undoubtedly gain insight, which is the ultimate goal. First of all, how can a person decide without doubt that they are right without even understanding all the other ideas. It is my opinion that most people are not educated on all the other hundreds of thousands of differing beliefs on the subject of creation and religion. It seems to me that many people know a great deal about their own religion, but are completely in the dark about anything else. It also occurred to me that many people are simply born into a religion, and never stray from it. How can you make a decision before you know all the facts and all the choices? It is like taking a multiple-choice test, and automatically picking A because it is the first thing you read and it looks right. It doesnt matter what the others choices are, because A has to be right. Obviously there is not much logic to this method, yet it is what happens all the time. If you are born Christian and raised Christian and know about Christian and only Christian then a Christian belief system is comforting to you. Humans like comfort. Humans like to be assured that they are right. They get this assurance from attending church. Observation the second: is there one Absolute Truth? Many people argue that the afterlife is different for everyone, and therefore, everyone can be right. Is this conceivable? So, does that mean I can believe whatever I want about the afterlife and that will come true? I am eliminating this possibility for, to me it is merely the easy way out, therefore there can only be one other option; that there IS only one Absolute Truth. In that case, that must mean someone is right. Wait, no it doesnt! One religion could be the right one, but not necessarily. Maybe no one has actually stumbled upon the real truth yetthis is a possibility. Either way, in either of those cases, it means there are literally billions of people who are dedicating their entire lives to a belief that, for all intents and purposes, is completely false. Thats discouraging. Does this mean they are all destined for an afterlife of damnation in hell? According to many religions, that is true. Thats even more discouraging. Alarming observation number three: How can someone stick so ardently to something that they were merely by chance born into, when there are so many other possibilities and such a high chance of being wrong? Does everyone just happen to be lucky and have been born into the right religion? Apparently. History has already proven that masses of people can be wrong. I will revert to that good old example of the flat earth idea. Of course the world isnt flat. We know that now because we have the scientific capabilities of determining that its not. Hundreds of years ago, when this flat earth idea was born, they