Chapter 2 Ap World History Summary

Chapter 2 AP World History Summery Each civilization faces challenges from politics to environment and everything in between. This chapter explains how each society became urbanized even though it was very tough. Nubia, China, Olmec, and Chavin are connected though each are separated by millions of miles and geological isolation. In China, dynasties rule all over the land; the Shang dynasty begins China’s history with the rise of power of it’s clans. It contains the earliest recorded writing documents, and they introduced bronze during 2000 B.C. E. The region was ran by a warrior aristocracy who loved warfare, hunting, exchanging, feasting, and wine revelry; the King of Shang always traveled for courts of his subordinates to reinforce their loyalty. Nomadic people that owned desert regions, or steppe lands were given demonstration power also. Religion in the Shang dynasty was enforced, the Kings used divination to determine the will of their ancestors and Gods to win fa vor. Nubia is located in the Nile River Valley and was over run by the Egyptians because of they have gold mines.After Egypt took charge, Nubia became Kush and adapted the Egyptian culture. Nubia decided to help local Palestine who struggled with the Assyrians in 701 B. C. E. ; this was a mistake because the Assyrians invaded and overthrown Egypt so that made a downfall for Nubia. After a while, Nubia became in control again, they still kept the Egyptian language, however Sub-Saharan culture replaced the Egyptian culture when Meroe became better suited for agriculture and trade. On the other side of the world, the Olmec civilization is completely isolated from the world.It’s located in Mesoamerica which is one of the most impressive early civilizations. The King’s Power was used to make people build large scale irrigation and drainage works, and by the 1000 B. C. E, they have become a civilization. In addition to the geological isolation, Olmec have frequent volcanic e ruptions and earth quakes, and mountains that separate the region into micro environments. Evolution developed into urbanization and appearance of powerful political and religious elites. The people were very advanced for their time; they made he calendar and based their urban centers to reflect astronomical observations. The Olmec civilization influenced the Mayans and considered the most influential earliest Mesoamerican civilization. The most impressive early Urban South American civilization is Chavin. It’s home to the most dense population. Maize increased the food supply of the coast and interior foothills, thus, allowing greater leverage for civilization. They have a form of political integration and trade dependency on it’s neighbors that may have relied on military force.Their religion was based on praising their royal ancestors and gods that can take on animal form. The most praised animal is the Jaguar; human sacrifices were made at temple platforms. These c ivilizations became very complex as they advance with technologies, science, and math mathematics. Power was taken away, and given to in each society, and some are diminishing before us. They may be separated and isolated from each other by mountains, water, and hemispheres, but that doesn't separate the development of each economic institutions politically, socially, and economically.

Remove obstacles

This is because the owner of the Chinese factory will not acquire the new machinery required to produce additional quantities of products in timely manner and Lack of knowledge on International supply chain by the management 3) Macro – Economic:- The economy of every country and region differs In Its fundamental economic heartsickness, UN like Australia where there is relatively high level of per capita participation in regular exercise and sporting activity and CARR of athletic apparel grew at 8. 3% comparing with other country CARR 0. 8%. ) Socio economic 5) Financial 6) Legal 7) Physical 8) Political 9) Acculturation 10) Labor 1 1) Technological Benefits of globalization:- 1 )Cost benefit 2) Tattling benefit 3) Learning benefit 4) Arbitrage benefit Module 2:- Value chain of sports:- The mall supply chain for Seek seems quite short. It begins with producers of cloth and other materials for fashion clothes. Materials are purchased by the businesses that manufacture the clothi ng for Seek. The manufacturers are mainly small independent firms in Russia and Malaysia, but the company has its own small manufacturing subsidiary.The manufactured goods are transported to the company's distribution centre in Russia. Seek buys the manufactured clothes that It has designed, and distributes them to centre in France. Retailers may be department stores or its own stores. There are also some e-sales direct to customers. There may be some weaknesses in the supply chain. Most sales are in Europe but most manufacturing is in Russia (Eastern Europe) or Malaysia. Although these areas may be cheaper for manufacturing, the costs of transporting the clothes to the distribution centre in Russia and then to the distribution centre in France may be quite high. There is no information about the efficiency of Cheeks delivery system, but operating with two distribution centers may be inefficient and slow down the transfer of manufactured goods to shops. Its competitor Ezra has a man ufacturing centre in Europe and a modern distribution system. This may give Ezra a strategic advantage because transport costs should be lower and distribution times quicker. Ezra operates a Just in time system for ordering goods from manufacturers, and this seems to be more successful than Cheeks attempts to do the same thing. The supply chain operates slowly between Seek and its manufacturers, and this may put the company at a disadvantage compared with Ezra and H. Value chain of Sports apparel r SUPPLY CHAIN 1) Initial research :- Dakar invest a considerable amount of its financial resources in research and development of its products. Research plays a considerable time and money for value creation. 2) Target identified and validated :- A new product line hat daze is contemplating is in the area of compression sleeves and guards.These are compression wear items that protect selected parts of the body such as arm sleeves and calf sleeves. 3) Optimization :- 4) Development:- Dakar currently has a team of in house designers and sports scientist. The seven designers come form a variety of professional backgrounds, including fashion,sportswear swim wear and lingerie. 5) Testing :- Samples are generally created in Australia in a purpose built facility at the Dakar head office. And company has a highly experienced team who cut make and trim the sample armaments prior to large scale production. ) Production:- Production occurs at a Chinese, family owned sports swear clothing manufacturer 7) Marketing:- In Australia Dakar operation through Online stores, with approximately 20 outlets. Distribution also occurs through major chains of sporting goods retailers and department stores. Through global Dakar operates through online and through agency agreements. Normal Supply chain:- The Main supply chain of Dakar is quite short. It begins with Innovation of product from the in-house R center, manufacturing in china, sales in online, distribution center.Weakens in supply ch ain:- Most sales happens in Australia. Although these areas may be cheaper for manufacturing the cost of transpiration the clothes to the distribution center in Australia may be quite high Industry segmentation:- Industry:- Athletic apparel Industry segmentation, Products:- Compression Tights, T-shirts and shorts, Triathlon suits and lightweight running singlet's and shorts. Life cycle stage:- Growth:- As the Compounded annual growth rate of Australia market grew at 8. 3% from 2008 to 2012.Remote Environment:- Social:- The Australian market is perceived as a ideal market to test products placements on educated and informed consumers. This is beaus Australia has a relatively high level of per capita participation in regular exercise and sporting activity and relatively high levels of physical activity per capita, the highly developed Australian economy is dominated by a larger proportion of consumers who are early adopters of new technologies and products with high disposable incomes .Technology:- Dakar invests a considerable amount of its financial resources in research and development of its products. Industry environment analysis:- Threat of new entrants to the industry:- As Athletic apparel great at a CARR at 0. % there is less chance that new competitor coming into the industry. Industries dominated by branded products are difficult to enter due to large amount of time and money required to create a competing branded products. And also Access to distribution channels as their goods and services through established distribution channels as those have already been locked by existing competitors.Market segment Analysis:- What makes a market:- Markets are aggregates of consumer groups with similar needs. Consumers having relatively high level of per capita participation in regular exercise and sporting activity. Needs:-Compression apparel is designed to improve athletic performance by reducing muscle vibration and improving circulation. Preferences:-This appare l has been credited not only with increasing athletic performance, but also with reducing recovery time and post exercise soreness Current solutions:- Market size:- This market contributes 10. 9 % of overall world Athletic apparel.Market growth:- The compression apparel has been exponential growth in the past five years with some us industry reports suggesting annual sales growth of 55% from 007-2010 and 68 percent of 20101-2013. Blue ocean strategy:- New customer markets:- This strategy is its creation of new undiscovered markets through innovative activities, this strategy is value innovation and ultimately renders the competition irrelevant. Consumer value is created through innovative activities that provide new and improved offerings Like Dakar is contemplating is in the area of compression sleeves and guards.These are compression wear items that protect selected parts of the body such as arm sleeves and calf sleeves. This will help consumer increased circulation to enhance rec overy ND reduce soreness as well as providing sun protection. This protective sleeves market. Key success factors for Sports apparel are:- 1) Processing efficiency:- the organization must be price competitive on a global basis to compete effectively with local and global competitors. ) Product quality:- The organization must produce consistently reliable high quality products and position its brand to represent quality and good value 3) Understanding the customer. The organization must understand what the customer wants and needs what they value and where and when they want to shop 4) Product differentiation and innovation. To stay competitive the organization must be able to respond to changing customer needs and wants by delivering products in innovative ways. 5) The company has a broad portfolio of products.It does not rely for its success on one product or a limited range of products. A broad portfolio of products means that the company is not exposed to the risk of decline in t he market for one or even a number of its products. Some products may be in decline but there will also be products that are still in the growth phase of their life cycle. 6) The organization must create customer wariness of the benefits associated with its products and where they can be purchased and products must be available where they shop.MODULE 3 Strategic drivers:- 1) Industry and Market:- Athletic apparel 2) Products:- compression tights, T-shirts, and shorts, triathlon suites, outerwear and other items designed to be worn before and after sporting activity 3) Customers:- Consumers who are early adopters of new technologies and products with high disposable incomes 4) Channels:- Dakar operates its own network of retail stores in Australia with 20 outlets, sporting goods retailers and department stores, online, and n international market through agency agreement example Singapore and Taiwan. ) Competitive advantage:- Dakar invests a considerable amount of its financial resour ces in research and development of its products Innovation.. Product reliability of their brand in Australia and other countries for last 5 years and also exclusive distribution channel also making the product differentiation. And also having wide range of product range making it easy for a customer to find what they want from a single provider. Establishing a certain consistent image in the market, such as romp, courteous service can also be used as differentiating factor by the organization.Operation drivers:- Profit:- There is an increase in profit from 1. 1 Million to 21. 6 million and percentage of margin increased from 8% to 32. 5%. Cost:- Cost percentage has been decreased driver to order to meet the operation driver. Peoples and organization drivers:- The culture of an organization along with the employees it attracts and the resources it develops will naturally direct an organization. Strategic capabilities:- Valuable, rare, difficult to imitate or replicate, non substitute d. SOOT analysis:-Strengths:- Well established organization structure, and passionate employees led by an executive management team that has largely keen in place since the company inception. The core group of employees have been individuals who love sport and exercise and also created by a group of elite athletes with an entrepreneurial dream. The culture at Dakar has typically been one of energy and excitement. Dakar is one of the leading brand in Australia Production quality is consistently maintained by their production centre in china Dakar invest a considerable amount of its financial resources in research and placement to introduce new products. Avian wide range of product range making it easy for a customer to find what they want from a single provider had a good team of in house designer and sports scientists good work culture Opportunities:- Dakar share of market is only 5. 5% of total 1. 2 billion, the sales need to be scaled up in order to gain the market share Internati onal expansion through JP and agreement with other companies Online sales are the big opportunity for expanding into international market.Weakness:- production capacity cannot be increased as their manufacturing facility in china to willing to acquire the new machinery required to produce additional quantities of products in timely manner Through agency agreements in place it does not currently opiate any company owned offices outside of Australia Threats:- Employees are currently appears to be a high level of inertia, confusion and uncertainty within the organization and its employees. Entry barriers like sheer quantity of retail outlet in Asia markets and regulatory barriers imposed on wholly foreign owned companies setting up in some Asian countries. Unlike CARR in Australia with 8. 3 % globally it was only 0. %. So same level margin cannot be expected by the Dakar. Gap Analysis:- The Dakar business is looking for International expansion opportunities and has identified the follo wing gaps that need to be addressed in its business strategy. Capacity to business strategy gaps Production capacity cannot be increased to the anticipated demand Environment to business strategy gaps:- Global Leticia apparel grew at a CARR at 0. 8 % comparing with Australia CARR 8. 3% The sheer quantity of retail outlets in Asian markets.The regulatory barriers imposed on wholly foreign owned companies setting up in Aids etc there will be high switching cost to find new customer globally. Key stakeholders Gap:- In employees there is a growing perception that the company is becoming focused purely on a global presence growth and forts and will forget the employees that helped it to become successful. Ken tucked General Manager operations who takes care of production process has been suffering from rare illness and is planning to retire from daze within the next 6 months.Dakar need to find out the appropriate person to take of production process after Daze retirement. A lack of exper ience in lobar industry by the employees towards globalization Module 4:- Market development:- page 4. 14 Dakar is an alternative approach to product development is find new markets for existing products. Although the products are unchanged it is not clear how the related markets will respond to products that have not been specially designed for them and related market development can occur through expanding geographically.Innovation:- Innovation is the act of introducing something new. It is the process of creating a new product service proceed or other idea for an organization that will exults in increased customer value and positive changes in efficiency, quality, competitiveness, market share etc. Innovation process value chain in Dakar:- 1) Company invest a considerable amount of its financial resources in research and development of its products and come out with an innovative idea. ) The product development team of in house designers and sports scientist will created a produc t that meet the Idea off product 3) These sample products are created in Australia in a purpose built facility at the Dakar head office. Dakar has a highly experienced team ho cut make and trim the sample garments prior to large scale production. 4) Once the product is satisfactory then the production will be taken place in their Chicane's, family owned sportswear clothing manufacturer. 5) Marketing of the products happens through Online, company owned outlets and international through Agency agreements.Key success factor for new product development and implementation:- 1) Affiance of development:- Dakar spends considerable amount of its financial resources in research and development of its products was comprehensive and effective in order to ensure success. )Seniority and authority of responsible managers:- Dakar is renowned for its commitment to product development since inception of the company. This is evident through its many successful brands and constant successful developme nt.Development of New geographic markets:- The ability of an organization to internationalist depends on its ability to appreciate the environmental differences, understand the risks and implications, and then counter or adapt to them successfully. Critical questions to be addressed by any organization contemplating new market development include the following:- 1) The size and alee of the proposed market:- The global market for athletic apparel is 67. 7 but Australia share was only 1. 2 billion only 1% of the global market, there is a huge scope for the company to get the Market share. ) Market Growth:- Unlike CARR in Common mode of entry into new geographic markets:- page 4. 48 Module 5 Dakar will comes under organic systems Module 6:- Strategic leadership style:- Risk takers:- Key managers in Dakar are:- Will winsome CEO founder of the Dakar Jan Taylor leader the organization strategy in may 2010 Ken tucked, General manager production is there since Dakar started its business Mea n Mean worked with Dakar since 2008 acting as an COOP Most of employees has completed good number of years in Dakar through out its growth phase By the above data we can come to an conclusion that Strategic leadership style was risk takers. -s Model:-This model is useful tool for testing whether a proposed strategy will achieve its aim by asking whether it aligns with the seven major areas under the model Strategy:- the vision of the company is to become one of the 10 most recognized global sporting brands and its strategy towards to achieve its mission to increased sales by 10 time over the next 10 years, wrought entering into the new Geographical locations. Employees are feeling unsecured because they are in constant touch with executive team through the growth of the organization.Once company becomes global there may be chance the Executive team will forget the employees that helped it to become successful. Management should provide clear guidance and make sure that all the level of employee are participating to achieve to full fill company vision Structure:- the structure of the Dakar adopts with the globalization because there manufacturing facility is china and some portion of sales are through online and Agency agreement del. Systems:- Entering into new Geographical location will the current systems of organization.As they had good supply chain management because of the online sales and agency model Resources:- The manufacturing capacity which is china cannot improve the capacity with its current capacity in order to meet the demand. Company should look for an better alternative into to make sure the supply meets demand Skills:- The executive team does not have the international experience except Jane Taylor who is an General Manager strategy. Style Shared values :- Successful development of new markets:- page 4. 1) The identifiable benefits of expanding into the new market must be I line with the long term strategic goals of the organization 2) The org anization must ensure that it has sufficient cash reserves to finance the new business until such time as it becomes self supporting 3) The organization should perform both internal and external analysis. The role of communication:- page 7. 37 Cotters 8 steps leadership:- Create Urgency:- Global athletic apparel market 67. Billion and Australia market data to the employee and their position in the global market in order to understand where there stand in the global market. This happens employee think what are the management expectation from the employee. It is the step where people need to know the need for change and what change is necessary for the company. Form a powerful coalition:- The leader need to convince the people for change. Many employees of Dakar Joined because it was a small, friendly and vibrant company that was popular and well respected in the Australia market.So, this is a very difficult task and need a real leadership quality to be done. Create a vision:- Dakar v ision to be one of the 10 most recognized global sporting brands. It hold 40% share in Australia arrest in order to achieves its vision. It should expand in the international expansion opportunities through JP, Franchise, Retail or through Online mode. Several ideas and concepts should be organized properly in a proper form in order to make the person understand it.This will help Dakar employees to understand need for change. Communicate the vision:- it is not Just enough to communicate the vision to the people but it should be done with great power and confidence on a regular basis so that people can trust on it and it remains fresh in their mind so that they can respond accordingly. When ever Dakar opens the new stores and any product launches Will Winsome CEO will be presented. So he need to communicated to the employee what are the idea and vision of the Dakar.Remove obstacles:- instead of people accepting and promoting the change there are certain resisting the change due to wh ich obstacles are often created in the path of the change so the leader need to identify these and correct these by giving rewards to those working good for the change and motivating the one who resisting it. The main perception in the employees was the company is becoming focused purely on a global presence, Roth and profits and will forget the employees that helped it to become successful.In order to avoid this the, Executive team need to make sure that all the employee who made a Dakar as employee of choice need to give chance to them. So that their perception will be removed from their mindset. Short term wins:- during the change in order to motivate the employees and boost up their performance short term targets should be given so that the employees could work hard to achieve it but after achievement they will be high on energy and performance.Assurance from will income that the company is planning to introduce an employee share program offered to full-time employees who have b een employed by Dakar for more than 10 years is an example. Build on chance:- build on the change: the reason of most of the failures of change is the early declaration of victory, changes need to be done slowly and the impacts should not be Judged too early and the long term goals should be focused on. Anchor the changes in corporate: finally it should be taken care of that the change is done properly and is used in the regular day to day life of the work and the leaders would keep on supporting the change so that the employees and the new leaders who are brought in should feel comfortable working. An acquisition strategy can bring more immediate results, possible with less apexes and risk than starting a new subsidiary business operations. In order to become the global player M activity activity is must in order capture the market share. In order to be successful in acquisition strategy.Dakar team need to take care these issues Purpose of acquisition towards global reach is an imp ortant aspect to be communicated to the employees Dakar Executive team should be have the focus n pursuing the strategy Jane Taylor organization strategy development lead has good knowledge on the international expansion which will help the company to resolve the implementation issues Dakar employee should be provided with enough growth in global expansion strategy otherwise there is chance of losing Key talent Acquisition is the best for market penetration because:- 1) Speed of entry :- There strategy towards achievement of the company vision by increasing sales by 10 times over the next 10 years can happen only if the market penetration happens through acquisition of new global entity 2) Vertical Integration:- Through acquiring the good company which has the good capacity to increase the production, because excising manufacturer in china will not to able to deliver the additional quantities required to meet anticipated demand and with reasonable time frames. 3) Technical leakage:- Dakar has spend good number of amount of R, which will differential with there competitors. If there is an acquisition there will be low risk of Technical knowledge leakage 4) Market Penetration:- Market penetration can happened very quickly because total market of acquired firm will the market of Dakar. Not need to again start from the scratch.

XYZ Construction Case Study

The organization was transformed when improved performance was achieved through the leadership from the new Managing Director. The operation, culture and structure of the organization were transformed to achieve the goals of the new Managing Director. The construction industry within which EX. Construction operates in, is highly competitive, aggressive and at times, hostile. Conflict between contractors and subcontractors occurs frequently, often requiring litigation to resolve the disputes. The hostile environment was mirrored by the relationships within the organization under the former Managing Director.There are four sections in the report; the first section will address the extent to which EX. Construction adopted the culture-excellence approach during their transformation process. This is following by the evaluation of the resistance experienced during the transformation and the use of a new management style by the incoming Managing Director. The last section presents examples of transformation in a South African context. 1 Extent to which EX. adopted the Culture – Excellence approach The approach to change management is identifying and managing processes developed to make organizations more competitive and improve performance.Change Management processes are focused on internal processes within an organization, and they provide solutions to assist management achieve their commitment to change and improve productivity with the least resistance (Strop, 2005). There are many approaches to change management developed however the report will utilize the three approaches described by Burners, 2009. 1. 1 The three change approaches There are three approaches that have dominated the Western managerial thinking since the asses namely; the Culture – Excellence approach, the JapaneseManagement approach and the Organizational Learning approach (Burners, 2009, p. 99). The approaches are briefly described below: Culture – Excellence Approach There is a vast amount of literature presented on this approach however; the key contributors to the culture-excellence approach are Peters and Waterman, Canter and Handy. The crucial components from each contributor are briefly highlighted. Peters and Waterman They developed eight significant attributes that organizations need to demonstrate if they are to achieve excellence, namely (Burners, 2009, p. 102): A bias for action Closeness to the customerAutonomy and entrepreneurship Productivity through people Hands-on, value driven Stick to the knitting Simple form, lean staff Simultaneous loose-tight approach Canter Rosetta Moss Canter developed the post-entrepreneurial model, which highlights how organizations in future, should operate. Her model describes three strategies that post-entrepreneurial organizations must pursue: Restructuring to find synergies Opening boundaries to form strategic alliance Creating ventures from within: encouraging innovation and entrepreneurship Handy Handy i s a British theorist who contributed to the emergence of new organizational arms.Handy identified three generic types of organizations. He argued the following organizational forms will dominate in future: Shamrock Federal Triple I (Intelligence, Information and Ideas = Added Value) Japanese Management Approach The Japanese management approach was captured by Ouch', McKenna, Pang and Oliver and many other contributors. The contributions made by the above theorists are briefly described below. Couch William Couch believes that organizational success stems from the following (burns, IPPP): The involvement and commitment of the entire workforce.A set of internally consistent norms, practices and behaviors based on trust and strong personal ties between the individual and the organization, particularly their immediate work group. Practices such as lifetime employment, slow evaluation and promotion and collective decision-making. The belief that workers want to build cooperative and clos e working relationships. 5 McKenna McKenna believes that the central elements to organizational success are (Burners, 2009, p. 135): Lifetime employment, The seniority principle with regard to pay and promotion, Enterprise unionism Pang and OliverPang and Oliver agreed with McKenna however believe that the additional elements to organizational success are (Burners, 2009, p. 135) : Training and education. Company-based welfare schemes. Quality Circles. Manufacturing methods such as Just-in-Time production. Organizational Learning Approach Organizational learning â€Å"describes attempts by organizations to become learning organizations by promoting learning in a conscious, systematic and synergistic fashion that involves everyone in the organization† (Burners, 2009, p. 146).Sense developed 5 interrelated disciplines that organizations require to encourage and template learning and success. The 5 disciplines are listed below (Burners, 2009, p. 148): Personal mastery – in dividual growth and learning. Mental models – deeply ingrained assumptions that affect the way individuals think about people, situations and organizations. Shared visions – the development of a common view of the organization's future. Team learning – the shift from individual learning to collective learning. Systems thinking – the ‘Fifth Discipline' that links the others together and which, he argues is missing in most organizations. Cummins and Worldly in 2001, identified three levels of learning, designed to assist organization to move from an adaptive to transformation learning level. The identified three levels are listed below (Burners, 2009, p. 149): Level I Level II – Single loop learning – Double loop learning Level Ill – Triple loop learning 1. 2 Adoption of the Culture – Excellence Approach The following section evaluates the extent to which EX. Construction has adopted the culture-excellence approach in its o rganizational transformation process.The impact of each initiative has been discussed separately as these are significant events within the process. Customer care programmer The new Managing Director identified an opportunity to improve the organization's performance by improving services delivered to customers. The construction industry is hostile and aggressive, however through a customer case programmer, the Managing Director believed that positive relationships can be built which would benefit both the organization and customers.Based on the attributes developed by Peters and Waterman listed above, the organization's customer care programmer will allow them to be closer to the customer. The programmer was initiated with a few key managers and a few key customers. The programmer is a critical part of the transformation of EX. Construction's culture and the way they do business. The programmer meant that the initiating key managers had to develop and display skills of effective co mmunication and build relationships with key customers.The initiative develops managers by ensuring they adopt a more hands-on approach in the organization, share experiences and pass on knowledge and information. The customer case programmer is a clear indication of how EX. Construction has adopted the culture-excellence approach in its organization. Awaken Initiative The Japanese developed a business philosophy, awaken, which translates to change for the better (Investigated, 2014). This business philosophy focuses on the continuous approach involving all employees of the organization.This initiative is based on all three of the approaches and it clearly originates from Japanese management approach. This approach and the implementation of the small-scale awaken initiative at EX. Construction will enable organization learning to take place along with a culture change of employees and managers working together. The new Managing Director communicated his commitment to the initiative, Hereford all employees are collectively working together to ensure the success of the initiative..The culture change brought about by the initiative, develops managers' confidence to delegate work without feeling threatened by subordinates. This leads to staff being empowered by a higher sense of responsibility while developing skills. Partner initiatives in the Industry The previously hostile construction environment is changing to the extent that contractors and subcontractors are attempting to build relationships and partnerships rather resolve disputes through litigation. The new Managing Director however, identified a shortcoming in the organization that required attention in order to build successful external relationships.Hiss view was that relationships that needed to be built externally could not be achieved if internal relationships and communication skills were not developed. Internal relationships are required to ensure that managers and employees are striving to achiev e the same goals with similar techniques. Successful relationships and strategic alliances with contractors and sub-contractors will result in increased organizational performance. This approach encourages new ventures from within the organization through an innovative working environment.By collectively working together, new ideas and ways of improving the organization can be developed. 8 General From the above three initiatives taken by the new Managing Director, it is evident that the culture-excellence approach has been significant in the transformation of EX. Construction. The transformation includes aspects from the Japanese and Organizational Learning approaches. The new Managing Director puts a lot of emphasis on the empowerment of employees, developing new skills and training. In addition to the above, he also utilizes part of the Japanese Management's Awaken approach I. E. Mailer incremental improvements that are made continuously. This is evidenced through the implementat ion of each initiative at intervals rather than all at once. The transformation of a large organization, such as EX. Construction, is a long- term project as organizational culture and operational changes often take time to change. Another example of how the new Managing Director adopted the culture-excellence approach is through the use of a simultaneous loose-tight attitude. This is where the manager allowed a â€Å"loose† working environment, however the need to achieve the performance clear was clear.This approach allowed for positive culture and behavioral changes to take place without losing focus of the organization's objectives. Based on the above evidence, the transformation of EX. Construction clearly adopted aspects of the culture-excellence approach to effectively achieve its objectives. 9 2 Reasoning for little opposition/resistance from staff The appointment of a new managing director who has a different leadership style ill almost always bring about change with in an organization. Organizational change is not always easily accepted; some reasons for resistance to change are listed below (Yuk, 2013, up. 192): Change is not necessary Change is not feasible Change is not cost effective Change would cause personal losses Change is inconsistent with values Leaders are not trusted Resistance to organizational change is a natural reaction to those who want to protect their self-interests in the organization. However, it is clear from the case study that the employees of EX. Construction showed little resistance to the change implemented by the incoming managing director. The primary reason that change was welcomed was due to the former Managing Director's management style which was not widely accepted in the organization.Employees feared him and it was not acceptable to speak openly and honestly. Employees were aware that this behavior was often counterproductive, and created a negative impression with the former Managing Director. As the newly a ppointed Managing Director had previously worked at the organization, he was aware of certain of the issues and concerns of the employees. The experience gained from irking at other companies, and the reputation he built from his career prior to returning to EX. Construction ensured that the employees had faith in his leadership ability.The new Managing Director's first step in developing relationships with managers and employees was to incorporate key employees into Senior Management Team activities. His actions made it clear that he was willing to retain the current workforce and promote from within the organization. This created a positive environment which encouraged employees to work harder and produce results Employees and managers id not fear loss of employment with the new Managing Director, but rather felt included in the decision making process.The new Managing Director's attitude and actions were clear and concise which addressed the problems within the organization. His actions were collectively moving in the same direction, to achieve a clear goal of improving internal and external relations and improving the organizations performance. He correctly identified problem areas such as relationships, communication and the structure of the organization. An incorrect diagnosis of the problems within an organization may exult in incorrect changes being implemented, which can lead the organization into complete disarray.The new Managing Director identified two crucial activities to be performed in conjunction with each other to enable the transformation of the organization. The two activities identified were: To introduce new practices and techniques to improve service to customers and thus improve the organization's performance. To change the attitudes and behavior of employees By identifying the two activities above, the new Managing Director identified crucial steps to improve its performance. Only through improving services to customers can the overall organization's performance improve.A satisfied customer is likely to return and recommend the organization to others. This is directly linked to the growth of the organization. The new Managing Director is aware that to provide better service to customers, the employees will have to develop and learn new practices and techniques to ensure superior service quality is provided to customers. The implementation of the second activity is critical to the success of the overall goal of improved customer relationships. The employees and managers attitudes and behaviors are to be transformed to ensure the best results are achieved.Employees and managers who were unhappy under the former Managing Director are more willing to adhere to the recommended changes. The willingness to adhere also stems from the approaches presented being feasible and there is no fear for loss of employment. The changes bring new opportunities for employees and managers to develop in their current roles and possibly grow into new roles. The potential positive outcomes as a result of these changes are a contributing factor in the lack of resistance experienced by the Managing Director.

Human development Essay Example | Topics and Well Written Essays - 750 words - 1

Human development - Essay Example This paper will discuss how the views of Gesell and Piaget differ on the developmental changes that occur. Gesell believed that believed that the child’s personality is the product of slow gradual growth whereas Piaget believed that the acquisition of knowledge is a process of continuous self-construction (Silverthorn, 1999). According to Piaget, human development occurs gradually through a series of ordered sequential stages whereas Arnold Gesell’s concept of maturation is based on ‘intrinsic growth’ which takes place naturally and almost automatically. Piaget believed that growth of knowledge is a progressive construction of logically embedded structures. The lower less powerful structures merge with the higher more powerful ones as the development takes place up to adulthood. Gesell argued that the child’s development is influenced by two factors – child is a product of environment but genes are more important. The unfoldment takes place in a particular sequence which should not be ignored (Tennessen, 1997). Each child is unique and the rate of development varies. The development according to Gesell does not proceed in a staircase manner but is fluent and continuous (Packer, n.d.). The human life cycle is governed by natural laws but according to Piaget the child acts on and interacts with the immediate world to construct an increasingly elaborate concept of reality. Through experience a child may form some incomplete ideas, which may lead him to contradictory conclusions, and the process of resolving these may further lead to more complex thinking and learning. Gesell’s perception is based on the maturational theory which states that the chief principle of developmental change is maturation. He described in detail how behavior changes with age. Cognitive development refers to the changes in the cognitive structures and processes. It describes children as the active solver of problems and the child’s

Explaining a Concept Research Paper Example | Topics and Well Written Essays - 1500 words

Explaining a Concept - Research Paper Example As a person becomes older, the risks of having cancer also increase (CDC b). In the absence of effective therapeutic intervention, the onset of cancer can be deadly. (Figure I – Age-Adjusted Incidence Rate of All Cancer Patients in the U.S. on page 2) Often times, cancer cells may develop in different parts of the human body (i.e. lungs, bronchus, or trachea, liver, stomach, colon, rectum, prostate, esophagus, pancreas, blood, urinary bladder, etc.) (American Cancer Society). In U.S. alone, the most common type of cancer includes prostate cancer amongst men and breast cancer amongst women followed by lung and bronchus, colon and rectum, corpus and uterus, urinary bladder, melanomas of the skin, non-hodgkin lymphoma, kidney and renal pelvis, and thyroid (CDC a). (See Figure II – Different Cancer Sites on page 3; Figure III – Top 10 Cancer Sites in U.S. on page 3) As a common knowledge, cancer is one of the most common types of diseases that can lead to the untimely death of people (Ho). As of 2012, there are as much as 14,090,100 new cases of cancer worldwide (American Cancer Society). However, not much is known with regards to ways on how zinc deficiency can lead to the development of abnormal and uncontrolled growth of cells. Therefore, in the process of completing the proposed research study, it is possible to educate people about the importance of having sufficient dose of zinc in our daily nutritional intake. (See Figure IV – New Cancer Cases Worldwide as of 2012 below) The main purpose of this study is to determine the relationship between zinc deficiency and the development of cancer cells. In the process of conducting a systematic literature review, this study seeks to meet the following research objectives: Several studies strongly suggest that zinc deficiency can lead to the increased risk of developing

Enlightenment and Scientific Revolution in 18th Century Europe Essay

Enlightenment and Scientific Revolution in 18th Century Europe - Essay Example The Enlightenment and Scientific Revolution period in Europe provided a concise account that evoked a change of the mindset in many aspects of life. The revolution provided a new thinking that increasingly became the future people were anticipating. This made people disintegrate itself with the past in the endeavor to foster forward thinking that gave them more hope for the future. The impact of this revolution was that literacy increased in the form of science, philosophy, and art spread throughout Europe. This prompted people in Europe to react against paranormal, spiritual, and mystical thinking. Another impact was that the revolution enabled people to overcome the holy systems and medieval politics that ruled authoritative throughout Europe (Outram 56). The spread of literacy enabled European intellectualism that saw the merchant class rise and new systems of ruling formed. Therefore, the revolution gave rise to new economic and political systems that were further away from the G od-centered world Europe was before the 18th century. During this time, people were empowered to express strongly their beliefs that were against the traditional religion (Mokyr 9). This included notions that nature could be mastered and controlled by human beings not only by God. This further deepened the theme of secular progress in enlightenment and how it was shaping the culture and politics of the people in Europe. The emergence of political theories of the Enlightenment and Scientific Revolution was a global occurrence.

Manufacturing process for rear spoiler for formula 1 Coursework

Manufacturing process for rear spoiler for formula 1 - Coursework Example Since the rear wing assembly is made from carbon fibre, it has very low weight coupled with high strength and rigidity. In terms of rigidity, it is comparable to steel, although it is roughly 5 times lighter. The drawback is the high material costs and the multifaceted process of manufacturing. It is of note that 1m2 – one square metre – of pre-impregnated carbon fibre sheet cost ranges from â‚ ¬50 to â‚ ¬200. A typical F1 rear wing is build with around 210m2 of pre-impregnated sheet of carbon fibre costing in the region of â‚ ¬42,000 to make the carbon fibre components alone. The rear wing is manufactured to weigh only 10 kgs (Moore 2012). The manufacturing process of an F1 rear wing is a complex process. The process initially begins with manufacturing the carbon-fibre pieces to be used in making the rear wing. At first, the rear wing is designed on the computer using Computer Aided Design (CAD). The data is then processed and acts as a foundation for Computer Aided Manufacturing (CAM). With the use of a 5-axis milling machine, the form is then cut into a tooling block which will essentially serve as a positive mould (Sauber Motorsport 2014). The laminators place the pre-shaped pieces of carbon fibre on to this tooling block. When this process is finished, the whole item is bundled into a polythene bag. It will then be vacuum-sealed and put in an autoclave wherein it gets cured for between 10 hours to 20 hours at a temperature of roughly 50Â °C. After a few last touches, the resultant negative mould is then ready to be utilized in manufacturing the actual carbon fibre component – the rear wing (Anderson 2013). ). In manufacturing the rear wing, 2 sets of aerofoils which essentially make up the F1 rear wings are made separately. The lower aerofoil comprises one element; it is smaller than the upper aerofoil and provides some downforce. The upper aerofoil comprises 1 element and provides the most downforce and it varies from one

A critical evaluation of a the Carrier Bag Levy introduced in Northern Essay

A critical evaluation of a the Carrier Bag Levy introduced in Northern Ireland - Essay Example On the other hand, exceptions to the levy include for the purposes of containing food for takeout, non-packaged foodstsuffs, some medicines, goods that have been contaminated by soil, and sharp implements such as knives and razor blades, among others. The proceeds are intended to be funneled into environmental and public good uses. Plans include increasing the levy to as much as 10p per bag, owing to the success of the levy in drastically reducing the use of plastic bags on the retailer level, with estimates of up to 80 percent in bag use reduction (Invest Northern Ireland 2014; BBC 2013; BBC 2013b; BBC 2013c; Department of the Environment Northern Ireland 2014; Clark 2014; NIDirect Government Services 2013). Washington State in the United States is noteworthy for having imposed a plastic bag tax four years prior, to the tune of 5 US cents per plastic bag, and while government claims a 60 percent reduction in plastic bags used, contrary figures indicate that plastic bag use has swell ed, as evidenced by sustained increases in tax collections from plastic bag use (Williams 2014; Wilson 2013). Meanwhile, in countries like Rwanda, a total ban on plastic bags as opposed to a tax has led to the successful elimination of plastic bags in the country (Clavel 2014). Critiquing the carrier bag levy in the context of Adam Smiths taxation canons, one can see for instance that there is some debate with regard to whether it passes the muster on the canon on collection economy. As Smith expounded, this canon says that the tax should not be a discouragement to business and should be inexpensive to collect. From the point of view of the businesses, the carrier bag levy is not a discouragement to the conduct of business, because the retailers merely act as collection agents of the tax by the government. The retailers being the collection agents and the remitting agents

100 Years of Broadway Assignment Example | Topics and Well Written Essays - 500 words

100 Years of Broadway - Assignment Example Broadway dates as ancient as Sophocles and Shakespeare eras, which translates to about three millennia. It forms the foundation of all drama. As a result, this American history can hardly be forgotten, despite the technological revolution in the film and television industries. When one mentions ‘Broadway’ in America, what comes to mind is not just the location, the history coupled with dreams and ideas. It represents a place where many great Americans had gathered and performed before, and still do to date. Because of this, many people identify with it as it saw the dreams of great Americans in theater and musicals come true (Everett & Laird, 2009: 200). To elaborate the cultural importance of Broadway, the best Broadway shows over the last one hundred years are recreated to honor this show. In his event, shows acted by great American personalities like Dreamgirls, Les Miserables and The Phantom of the Opera are redone. In musicals, ‘standard’ refers to thos e musicals that are older and more established compared to the rest. Just like contemporary musicals, standard musicals also help in propelling the story or action in theatrical performances. They assist the audience in understanding the flow of the performance. Examples are All that Jazz by Bob Fosse, and Oklahoma by Rodgers and Hammerstein. ‘World Blues’ refer to the celebration of the global influence of America’s blues (Spurrier, 1979). Standard musicals help the audience in understanding the flow of a performance.

Business report Essay Example | Topics and Well Written Essays - 1250 words - 1

Business report - Essay Example Given the fact that Chicken Treat is into the quick service restaurant industry, the nation has already witnessed a lot of new players in this particular area starting operations in India. The world famous players like MacDonalds, Taco Bell, Pizza Hut etc have already opened scores of outlets in all major cities within India. So the time is ripe for making an entry into the Indian markets since deferring this decision would only increase competition and may also lead to entry in an already saturated market. The report would harp on the macro environmental factors that are probable to become important if Chicken Treat actually mulls expanding these outlets into the Indian shores. With the help of PESTL and SWOT, the literature available on the industry at large, the upcoming trends, the best market entry decision for Chicken Treat would be suggested in order to make the new market development work a likely success. PESTL Analysis The analysis should initiate with the PESTEL Analysis, which refers to the blend of various macro environmental forces that drive the performance of the organization and consists of the political, economic, sociological, technological, ecological and legal forces (Viardot, 2004). Furthermore, â€Å"it assists companies in the selection of attractive markets and the appropriate entry mode† (Aubert & Frigstad, 2007). Political India as a nation is indeed currently politically stable and post globalization the country has been trying to attract FDI in various sectors and one of those leading industries is the quick service restaurant industry. This is likely to prove to be an advantage in terms of the political environment of Chicken Treat and its subsequent market expansion in the Indian markets (Krafft & Mantrala, 2010, 130). As already mentioned, South Asian nations in general and specifically India and China have gradually geared up for globalization and are therefore welcoming multinationals like MacDonalds and Pizza Hut. In th e context of globalization, various regulation and tax policies as well as FDI regulations have already been relaxed to a substantial extent and the processes of deregulation and delicensing of various products and services are taking place at a fast pace. This should also work towards paving the way for companies like Chicken Treat to open outlets in India. However, given the high order of democracy in India, various political organisations have been trying to resist the entry of too many firms in food sector with particular emphasis on FDI in retail and especially multi brand retail (Datt, 2008, 178). This may also affect the quick service restaurant industry to a considerable extent and hamper the proper functioning of firms such as Chicken Treat. Again, it is sure that the Indian government wants more investment in FDI; therefore the environment should work out to be overall congenial for Chicken Treat in India. Legal The legal environment of Chicken Treat in India again brings forth quite a few heartening aspects of heightened outlay in FDI and patronization from the government along with various other legal entanglements that should be adhered to if a firm intends to open sales outlets in India. Among the other aspects of the legal environme

Ethical issue Dissertation Example | Topics and Well Written Essays - 7000 words

Ethical issue - Dissertation Example Carbon offsetting and biodiversity offsetting are two examples of ways in which business can help with efforts to reverse damage to environment and society. However, because many avenues and opportunities are available for business to ignore the longer-term in favour of short-term interests, including profiteering, copyright and patent infringement, unfair trading and a neglect of product safety etc. a need exists for a broader examination of issues. The research presented suggests that although a sincere emphasis on corporate social responsibility will mitigate occasional and inadvertent harm to environment and society, a sustained record remains the key and it is unlikely that any business can continue to inflict harm on the environment and society without losing on the longer term. Declaration I certify that, except where cited in the text, this work is the result of research carried out by the author of this study. _____________________________________________ Name and Signature of Author May 2011 This write - up is for a dissertation on the impact of corporate Social responsibility on corporate irresponsibility and reputation. ... Sinners 10 2.3 Philanthropy and Strategic Giving as Corporate Social Responsibility 12 2.4 Deception for Corporate Social Responsibility 15 2.5 Significance of a Decent Historical Record of Adherence to Corporate Social Responsibility 17 2.6 Impact of Corporate Social Responsibility on Clients, Customers and Consumers 19 2.7 The Impact of Size 19 2.8 Corporate Social Performance 20 2.9 Carbon Offsetting and Biodiversity Offsets as Examples of Contributions for Corporate Social Responsibility 21 2.10 Conclusions about the Mitigating Impact of Corporate Social Responsibility 22 Chapter 3 Research Approach and Methodology 24 3.1 General approach 25 3.2 Methodology Framework 28 3.3 Secondary Research 30 3.4 Interpretation and Application of Results and Findings 31 Chapter 4 Analysis, Findings and Reflections 32 4.1 Analysis of CSR Indices, Publications and Case Studies 33 4.1.1 BP Deepwater Horizon Case Study 34 4.1.2 ExxonMobil Case Study 36 4.1.3 Toyota Prius Case Study 37 4.2 Observat ions Derived from Research 39 4.3 Reflection 39 Chapter 5 Conclusions and Recommendations 42 Bibliography/ References 45 List of Figures Figure 1: Maximising the Value Accrued from Philanthropy 14 (This page intentionally left blank) Chapter 1 – Introduction Now more than ever, contemporary society expects sustainability, responsibility and sensitivity to societal needs from companies and this challenges business to go beyond the predominantly economic view to take into account the wider context (Morschett, 2010, Pp. 221 – 222). The new normative perspective for companies now includes due regard for the environment, care in the use of resources including water, primary materials, energy etc. and issues related to human rights, transparency, child labour and sustainability. However,

Case Study Analysis on an Organisation Essay Example for Free

Case Study Analysis on an Organisation Essay Organisational change is something that occurs throughout an organisation’s life cycle and effects the entire organisation rather than one part of it. Employing a new person is one example. Change is increasing due to a number of forces including globalisation led by rapidly advancing technologies, cultural diversity, environmental resources and the economy; therefore the ability to recognise the need for change as well as implement change strategies effectively, in a proactive response to internal and external pressures is essential to organisational performance. Internal changes can include organisational structure, process and HR requirements and external changes involve government legislation, competitor movements and customer demand (Wood et al, 2010). Change does not need to be a painful process, as it may seem when observing the amount of failed change management initiatives with reports as low as 10% of researched success rates (Oakland Tanner, 2007), when successful change management strategies are utilised and planned, including effective communication strategies, operational alignment, readiness to change and implementation, which all lower and overcome resistance (Wood et al, 2010). There is a great amount of literature on the negative aspects and difficult management with employees resisting change, however Wood et al (2010) challenge this notion by questioning the change management process as people do not resist change itself but aspects of the change that affects them personally such as fear of the unknown, status, remuneration and comfort. Resistance to these changes is a healthy reaction and can be managed effectively in the beginning by ensuring communication and using one of the change initiatives described here. Background Information Truelocal is based in Sydney, with small sales branches in Brisbane and Melbourne. It employs over 150 staff, an increase of approximately 50% over the past two years. It was founded in 2005 by NDM as part of an expanding operation of online websites to provide across the board consumer services, including news and magazine websites; online sport and weather information; and shopping comparison search engine, web-based recruitment, and travel search engine solutions [http://www. ewsdigitalmedia. com. au, accessed 25/08/2010]. As the world shifted into what is often referred to as the ‘digital info age’, consumer demand for online media as a way to source information significantly increased and demand for printed media decreased putting pressure on newspaper companies to expand to producing news and information online in digital format. This included News Corporation which decreased its newspaper operations and increased its digital expansion. As an employee at Truelocal for over six years, I have acquired this information presented here through interviews with management, company information and my own observations internally within the organisation’s sales department working in the roles of sales executive, account manager and senior retention account manager. The Need for Change – Management Structure Truelocal needed to align its culture, values and structure with the parent company in order to meet strategic growth goals not long after it was founded. Wood et al (2010) describe the work of an author, Noel Tichey on managing strategic change. Experts use three fundamental sets of change in their approach; technical design, political allocation and culture/ideological mix problems. It is one of these problems that become a pressing issue at any one time of which then initiates the change. In Truelocal’s case there were a number of changes evolving and at this time it was culture problems. NDM has been growing in size since its establishment in 2006 with a number of acquired website operations, each operating as a separate business unit with the support of HR, Finance, IT, Commercial Operations and other support services provided by the parent company (NDM). A decision was made to align the organisation in terms of operations, culture and strategy so it could concentrate on innovation and performance to achieve its goal of becoming the number one provider of online information in Australia. As a result NDM redesigned its organisational structure as Truelocal and most of the other business units merged together in one location. Not long after this relocation, Truelocal began flattening out the company structure lead by a new management team and CEO. It has since been under constant change to achieve it’s goal to continue growth (both in number of staff and performance) and excel as a high performing and innovative company with an agenda of being the second largest online directory service in Australia after it’s competitor Sensis (Yellow pages online). Wood et al (2010) explain the performance gap is a desire to move from one less desired state to another. This can be seen by the increased performance after the change occurred and culture change was implemented. What changed Fundamental changes that occurred were a shift from the existing vertical, bureaucratic structure to a horizontal structure and change in specialist functioning of divisions creating a professional, corporate environmental culture that was customer focused. The existing culture was a casual attitude towards dress requirements, starting and finishing times, breaks, informal communication expression and channels and many staff were employed as friends of existing staff rather than based on competency and job skills. Some managers had their partners working for them and a few were family members. There didn’t appear to be any dress code and people came and left work at varying times. Additionally management employed more skilled staff, retrained existing staff and created processes of which procedures were then put in place. One of the ways these objectives were achieved was by the reduction of management layers resulting in more direct reporting. Wood et al (2010) explain as organisational size increases, the more interconnections and less direct communication between people takes place (Wood et al, 2010). Change Process When management at Truelocal uplifted existing management and reporting structures, staffs were initially left without direction, reporting channels, processes and goals were not clearly communicated causing a lot of uncertainty. Consequently many staff resigned as they felt upset and confused about what was happening. Truelocal however, retained some of the more experienced staff with new career development propositions and new managers were encouraging and open about future improvements that were to take place within the organisation. One of the ways Truelocal could have managed this change is by using the Freeze/Unfreeze concept; Wood et al (2010) explains Kurt Lewin, a famous organisational Psychologist’s three-force phase, which is needed for any organisation to be motivated to bring about the change of which are; 1) Unfreezing focuses on preparing people for change. This is a critical part of the change phase prior to implementation by analysing and influencing resistance and need to change. A common tool that is used at this stage is called Force Field Analysis, this measures these forces. ) Changing of people; tasks; structure; technology. Ideally the organisation will be completely unfrozen, ready for change and its goals made clear. It is recommended that staff are not perceived to have a sense of high or low security at this stage in order to avoid resistance. 3) Refreezing is the evaluation and reinforcement of the changes that took place. The new managers were recruited by Truelocal for their exp erience in organisational transformation within the type of professional, high performing, corporate environment the organisation desired and who worked at their competitor company. These managers were expected to manage the entire change process themselves. Change agents are people or groups who take responsibility for the change of behaviours and existing patterns in a supportive manner (Wood et al, 2010). The perceived risks however, are the responsibility of the organisation’s leader who decides on the direction of the change (Oakland Tanner, 2007). Planned changes that took place were; Structure – change in organisational design by reporting systems, operational processes and size of teams, while roles were redefined by definition, job title and remuneration. Tasks – Most jobs were redesigned including more responsibility for staff in management roles and multi functional tasks for other staff. One of these job designs is called job enrichment, which is the increase and deepening of motivating factors built into a job (Wood et al, 2010). Some of these enrichments used by new management were increased responsibility and accountability, less control and more freedom in the job and more recognition. People – improvement of recruitment and selection process by advertising formal job vacancies on the organization’s intranet and incentives for staff to nominate candidates who were then formally interviewed by a number of managers. Additionally training sessions for new staff, coaching and certification courses were made available. Carless (2005) describes her research on the compatibility of job-person-organisation-environment fit. She believes a person must assess their attributes and personality with the job and organisational characteristics, which is likely to improve job satisfaction and adjustment to the environment. Culture – organisational values and beliefs were communicated from the parent company of which staff was rewarded when their behaviour displayed these values. Recognition was given in addition at meetings and performance appraisals. This is the observable culture, however as Wood et al (2010) explain, shared meanings and stories are other powerful aspects of culture and this can be observed at Truelocal by the high turnover of staff by both stories and norms that communicate the need to work hard to perform in the job or leave. Cultural symbols include trophies for ‘employee of the month’ awarded to the highest performer. These symbols serve to transmit cultural meaning (Wood et al, 2010). In the sales department a large subculture can be observed. Wood et al (2010) explain strong subcultures are often found in high performance task forces where people share similar values and backgrounds. This subculture included men between the ages of 22-30 yrs that have no formal education, drink alcohol excessively, and are passionate about technology, highly materialistic and view women as sex objects, which can often be observed by their language and behaviour. Moreover this culture is likely to be influenced by the national culture of which the organisation is embedded (Wood et al, 2010). In fact this subculture existed in the old culture before the restructure of which the company held ‘diversity training’ focused on discrimination and fairness within the workplace resulting in terminations. According to The Economist (2008), in the economic downturn companies need ‘Generation Y’ as hungry 25-35 year olds without commitment, for marketing and product innovation with emerging technologies, able to put in the time and energy to help them deal with recession hazards, especially in sales. Strategy – operations and planning were clarified at monthly and quarterly meetings including product changes. These were addressed by department managers regularly and CEO meetings irregularly, to engage staff. Wood et al (2010) explain leadership has changed from the traditional trait and behaviour approaches to transformational, charismatic, visionary focus and is separate from management. The leadership team at Truelocal formally includes the CEO and parent company (NDM) leaders. Their leadership function can be observed by their language and behaviours they use a transformational and visionary change approach. Objectives – specific performance targets were set allowing staff to earn a higher commission by overachieving set targets, recognition and prizes to increase motivation consistently. Purpose – both the CEO and the parent company made organisational goals clearly communicated vision and clarified progress regularly. Recognition was given for the contribution of each department and each business unit to the overall success of the organisation. These changes were managed by senior staff using a combination of change strategy approaches as explained by Wood et al (2010) that include a forced approach of top down command, one way communication, coercive reward and punishment approach, rationalisation approach and shared decision making, empowered approach. Of these approaches no single approach was concluded best by researchers on organisational change and it is advised that more commonly a combination will occur, however guidelines are offered to change agents and managers (Wood et al, 2010); consider use of expert consultants communicate the need for change feedback from employees avoid changing for the sake of change study organisational change and structures From this perspective Truelocal management took the right approach by varying the way they managed the change. Change Results The facilitation of clearer and faster communication channels enabled staff to work more efficiently and get things done faster, along wit h improved technology. Further benefits of this structure were people collaborating in teams, using initiative and increased spontaneous communication while rules, procedures and close supervision were reduced as described in (Tushman, Anderson O’Reilly, 1997). Wood et al (2010) describe the matrix structure is common in large organisations wanting to improve customer responsiveness. Truelocal’s reporting structure utilised this organisational design as part of the change, for example the finance manager reports to the CEO of Truelocal and to the Commercial Director of NDM, however Wood et al (2010) note each organisation’s structure is unique and there is no single observed design. This change is described by Wood et al (2010) as radical. Radical changes are fundamental reorientations and transformational, often initiated by the arrival of a new CEO. Culture Performance Change Since the change occurred, Truelocal’s sales department recorded a growth rate of 15% per full time employee (FTE). Some strategies used were; Performance appraisal review (PAR) – staff are asked to grade themselves on their performance and their use of company values of which are discussed by their managers. For example one of the values is ‘Impact’ and an employee is asked how much impact they contributed to the organisation since the last performance review and they are required to give examples of this behaviour. These PARs are held quarterly and annually. Reward and remuneration – staff are given targets according to their job level and experience with incentives to over achieve. These targets are called Key Performance Indicators (KPIs). The person’s job is broken into task components of which each component consists of a target behaviour that is rewarded. Remuneration is based on the overall percentage of KP I achievement. Recognition – employee of the month award was created by encouraging staff to use an online submission for their preferred co-worker who had gone over and above their job requirement displaying one of the company values. In addition the company awards the sales department with the person with the highest dollar value in sales and yearly a larger reward of which one year was a new car. Similarly a newsletter recognises new sales people who achieve early in their job. All of these reinforcements are called extrinsic which are rewards given to someone by another person’s valued outcome and because they are environmentally impactful are valued in influencing behaviour through the law of effect (Wood et al, 2010). Cultural change can take years according to Wood et al (2010); however effective cultural change strategies can be used to shorten the timeframe. One of which is explained by Oakland Tanner (2007), it is important to align the culture to support the desired change in behaviour. For example Truelocal needed a professional, customer focused culture which required staff to develop professional skills and behaviour. The result was all departments undertook a full training programme designed to increase awareness in communication, with a focus on questioning and empathy. Conclusion Truelocal is a young company and part of the larger and still relatively new parent organisation, NDM, operating under the global News Corporation. The industry it operates in, digital media is one of the fastest growing and changing environments globally. It changed from a structure and culture of casual, unprofessional work practices managed within a more bureaucratic structure that was under performing to a transformational, high performing, innovative and professional culture that is customer focused. Truelocal achieved its goal of growth, productivity and change in culture, however many staff were lost in the process and not much planning appeared to be in place. It is unclear as to the lack of planning, communication or use of external consultant in the case of radical change that occurred. One assumption might be due to budgetary restrictions as the company has been running at a loss since it started, reporting a loss this year of over one hundred million. Apart from the successful change management strategies that were used by the change agents, in particular the motivational strategies used by nominated change managers, numerous other approaches were identified that may benefit the organisation for managing future changes more effectively. Reference List Carless, S. A. (2005). Person-job fit versus person-organisation fit as predictors of organisational attraction and job acceptance intentions: a longitudinal study. Journal of Occupational and Organisational Psychology. 78 (3), 411-429. Generation Y goes to work (2008, December 30). The Economist (US). Retrieved from http://www. economist. com/business/displaystory. cfm? story_id=12863573 Oakland, J. S. , Tanner, S. (2007). Successful change management. Total Quality Management, 18 (1-2), 1-19. Tushman, M. L. , Anderson, P. C. O’Reilly, C. (1997). Technology cycles, innovation streams and ambidextrous organisations: organisaiton renewal through innovation streams and strategic change. Managing strategic innovation and change. Oxford University Press, NY. 2-23. Wood, J, Zeffane, R. , Fromholtz M. , Wiesner R. , Creed A. , Schermerhorn J. , Hunt J. , Osborn R. , (2010). Organisational Behaviour, Core concepts applications. 2nd Ed. John Wiley Sons, Australia, Ltd. Milton Qld.

History of Chinese Revolutions

History of Chinese Revolutions The etymology of revolution is interesting and it can be defined in many ways.[1] As in a historical process, a revolution usually refers to a movement that destroyed an old regime and made a completed change in the fundamental institutions of society and/or nation. After the French Revolution of the eighteenth century, which deposed the monarchy and attempted to refashion society from top to bottom, revolution seemed to become synonymous with the radical overcoming of the past to achieve total transformation. Revolution, in the eye of many, can be viewed as just a conventional term accustomed to the expression. People may think it is not necessary to explore the rhetoric meaning of the term revolution. However, from the historical long-term observation, the effects of revolution on a country and/or society can be quite significant to their future generations. A revolution does not happen for the subjective result of a few people, but the objective situation of the past. Aristotle (b. 384 d. 322 BCE), a Greek philosopher, logician, and scientist, interpreted revolution as political change (metabolà ª).[2] He once said, Everyone agrees that justice involves treating equal persons equally, and treating unequal persons unequally, but they do not agree on the standard by which individuals are deemed to be equally (or unequally) meritorious or deserving.[3]   Pincus, after surveying theoretical literature on revolutions, focused much of his analysis on the notion that revolutions occur only when states have embarked on ambitious state modernization programs.[4] Chiang Ching-kuo, the former president of Republic of China, believed that the so-called revolution is to overthrow the old system and establish a new system. In order to overthrow the unreasonable old system, revolution is with a mission for creation. Therefore, the sacrifice of the revolutionaries is not destruction but regeneration.'[5] Two historical examples provided are the Japanese Meji Restoration of 1868 (Meji Ishin) and the Chinese Revolution of 1911 (Xinhai Revolution). The Meji Restoration of 1868 The Meiji Restoration of 1868 marked the beginning of Japanese revolutionary from feudal system to monarchy constitutional government. The reform movement was motivated by the context of Western industrialization and capitalism. It is viewed as the beginning of the Japanese modernization with the establishment of modern political system and economic implementation, the promotion of Western technology and civilized social life, and the development of education. This reform made Japan the first county in Asia to embark for industrialization and become a powerful country in the world. During the Tokugawa era (1600-1868), Japan was under the centralized feudal system in which the so-called lords served an authoritarian government in Edo for more than 200 domains. Although peoples lives under the feudal system were stable, the thoughts of modernization for the country started to grow in some leaders mind after the industrial revolution. When American Commodore Matthew C. Perry came to Japan in large warships with armament and technology to conclude a treaty, the Japanese realized that they were behind the European world.[6]   Change to further develop the country became a must; the Tokugawa Shogunate decided to open Japan to the foreigners in 1854, in compliance with demands from the Americans; as a result, the political life in Japan had irrevocably changed.[7] When the young Mutsuhito was enthroned on January 3, 1868, he claimed his power to begin the Meiji Restoration.[8] On January 3, 1868, the Emperor made a formal declaration of the restoration of his power: The Emperor of Japan announces to the sovereigns of all foreign countries and to their subjects that permission has been granted to the Shogun Tokugawa Yoshinobu to return the governing power in accordance with his own request. We shall henceforward exercise supreme authority in all the internal and external affairs of the country. Consequently the title of Emperor must be substituted for that of Taikun, in which the treaties have been made. Officers are being appointed by us to the conduct of foreign affairs. It is desirable that the representatives of the treaty powers recognize this announcement. -à ¢Ã¢â€š ¬Ã¢â‚¬ °Mutsuhito, January 3, 1868 The word Meiji means enlightened rule and the goal was to combine modern advances with traditional eastern values.[9]   The Meiji Emperor announced in his 1868 Charter Oath that Knowledge shall be sought all over the world, and thereby the foundations of imperial rule shall be strengthened.[10]   From 1868 to 1912, the Meji Restoration was successful in its unified centralized system for forty-five years. The Meji Restoration brought Japan to a rapid rise not only in Asia but also in Europe. Through its learning from the West, Japan was successfully reformed from the feudal system and moved forward to the path of developing capitalism. The Meji government, in addition to overthrow the feudal system, it established and developed Japan to become the first modernized country based on the Europe model in Asia.[11] In social system, it abolished the disabilities, agriculture, industry, business identity system and established household registration law. In social and cultural aspects, it promoted Western culture and literature, and used regular calendar instead of lunar calendar (with exception of the year). The Government replaced the traditional Confucian hierarchical order that had persisted previously under a dominant China with one based on modernity.[12] In order for the centralized state with a strong national identity, the government established a dominant nation dialect, standard language (hyojungo) to replace the local and regional dialects that was based on the patterns of Tokyo samurai classes. This hyojungo then became the norm in the realms of education, media, government and business.[13] During the Meji Restoration Era, the government adopted the Western industrial technology, reformed the land system to allow property sales, implemented new property tax policy, and unified currency. In 1882, the Bank of Japan was opened to promote the development of industrialization. Moreover, the development of a national railway system and modern communication was also established.[14] The Chinese Revolution of 1911 The Revolution of 1911, so-called Xinhai Revolution, has its important status and role to the Chinese. It is the 1911 Revolution brought the Chinese to the rise of democracy that overthrew the Qing government and two thousand years of monarchy.[15] The revolution ended with the abdication of the six-year-old Last Emperor, Puyi, on February 12, 1912 that marked the beginning of Chinas early republican era (1912-1926),[16] It is the 1911 Revolution that made Dr. Sun Yat-sen a Chinese giant in the twentieth century and the National Father of all Chinese. In 1901, the Empress Dowager, who moved to Xian from Beijing because of the Battle of the Eight Power Allied Force, announced a reform. The late Qing government, in order to consolidate the precarious regime, still concentrated to centralize its power and strengthened the government military and political forces. A new government administration was launched and the government strategic priorities focused on the official peoples lives, imperial examinations, and military and political changes. With a reform in progression, the Qing government still stressed that the Reform Movement of 1898 was illegal. There was no strong intention to make the reform happen for the country. Moreover, the Qing government joined forces with the Western allies to suppress the Boxers. In 1904, Sun Yat-sen announced his mission to expel the Tatar barbarians, to revive Zhonghua, to establish a Republic, and to distribute land equally among the people (à ©Ã‚ ©Ã¢â‚¬ ¦Ãƒ ©Ã¢â€ž ¢Ã‚ ¤Ãƒ ©Ã… ¸Ã†â€™Ãƒ ¨Ã¢â€ž ¢Ã… “, à ¦Ã‚ Ã‚ ¢Ãƒ ¥Ã‚ ¾Ã‚ ©Ãƒ ¤Ã‚ ¸Ã‚ ­Ãƒ ¨Ã‚ Ã‚ ¯, à ¥Ã¢â‚¬ °Ã‚ µÃƒ §Ã‚ «Ã¢â‚¬ ¹Ãƒ ¦Ã‚ °Ã¢â‚¬ËœÃƒ ¥Ã…“†¹, à ¥Ã‚ ¹Ã‚ ³Ãƒ ¥Ã‚ Ã¢â‚¬ ¡Ãƒ ¥Ã…“ °Ãƒ ¦Ã‚ ¬Ã…  ).[17] The following year, Sun Yat-sen successfully united the Revive China Society, Huaxinghui and Guangfuhui in the summer of 1905, thereby establishing the unified Tonmenghui (United League) in August 1905 in Tokyo.[18] In 1906, the imperial examination was abolished and the Qing government established new schools and encouraged students to study abroad. Many young people attended the new schools or went abroad to study in places such Japan.[19] During the time, Sun Yat-set received the overseas Chinese support that people actively participated in the funding of revolutionary activities, especially the Southeast Asia Chinese of Malaya (Singapore and Malaysia).[20] Many of these groups were reorganized by Sun, what was referred to as the father of the Chinese revolution.[21] Beginning in 1908, the revolutionaries started to shift their calls to the new armies. Sun yat-sen and other revolutionaries infiltrated the New Amy.[22] On April 27, 1911, the Guanzhu Uprising took place in Huanghuagang (à ©Ã‚ »Ã†â€™Ãƒ ¨Ã…  Ã‚ ±Ãƒ ¥Ã‚ ²Ã‚ ¡), known as the second Guanzhu Uprising (à ¨Ã‚ ¾Ã¢â‚¬ ºÃƒ ¤Ã‚ ºÃ‚ ¥Ãƒ ¥Ã‚ »Ã‚ £Ãƒ ¥Ã‚ ·Ã… ¾Ãƒ ¨Ã‚ µÃ‚ ·Ãƒ §Ã‚ ¾Ã‚ ©) or Yellow Flower Mound Revolt (à ©Ã‚ »Ã†â€™Ãƒ ¨Ã…  Ã‚ ±Ãƒ ¥Ã‚ ²Ã‚ ¡Ãƒ ¤Ã‚ ¹Ã¢â‚¬ ¹Ãƒ ¥Ã‚ ½Ã‚ ¹). The Uprising fails and only seventy-two bodies were found; the 72 revolutionaries were remembered as matyrs.[23] Lin Juemen, one of the revolutionaries, wrote the legendary letter A Letter to My Wife (à ¨Ã‹â€ Ã¢â‚¬ ¡Ãƒ ¥Ã‚ ¦Ã‚ »Ãƒ ¨Ã‚ ¨Ã‚ £Ãƒ ¥Ã‹â€ Ã‚ ¥Ãƒ ¦Ã¢â‚¬ ºÃ‚ ¸), was viewed as a masterpiece in Chinese literature.[24] On November 1, 1911, the Qing government appointed Yuan Shikai as the Primary Minister of the imperial cabinet.[25] The Revolution of 1911 failed in the ultimate sense due to the historical limitation of the Chinese social nature and peoples living conditions.   The impacts of the revolution were significantly recognized by the Chinese and the Western power. It created a profound impact on the Chinese modern world history.   First of all, the Revolution successfully destroyed the over two thousand years of monarchy.   Secondly, the Revolution was considered as a far-reaching enlightenment movement. The concept and the existence of the republic system engraved in peoples mind. Although the Revolution did not directly facilitate the development of capitalism, the establishment of republic system effected the modernization for the country.   Lastly, the Revolution of 1911 opened the door for the Chinese to interact with the world. Politically, it created a new chapter for Chinese democracy. Economically, it paved a way for Chinese industrialization. Cognitively, many highl y educated Chinese were able to overcome the confusion and frustration from the failure experience and continued to proactively move forward to fulfill their mission for Chinas true modernization. [1] According to Merriam-Webster Incorporated 2017, a sudden, radical, or complete change; a fundamental change in political organization;   activity or movement designed to effect fundamental changes in socioeconomic situation; a fundamental change in the way of thinking about or visualizing something; and/or a changeover in use or preference especially in technology Merriam-Webster, Incorporated. 2017. https://www.merriam-webster.com/dictionary/revolution (accessed date: March 10, 2017). [2] Miller, Fred. Aristotles Political Theory. The Stanford Encyclopedia of Philosophy . 2012. https://plato.stanford.edu/entries/aristotle-politics/ (accessed March 11, 2017). [3] Ibid. [4] (Pincus 2009, 33) [5] (Qi 1991, 258) [6] (Lynn Hunt, Thomas R. Martin, Barbara H. Rosaewein, R. Po-chia Hsia et al. 2009) [7] (Huffman 2003) The Tokugawa promised the newly arrived Westerners demanding trade, showing off new customs (including the scandalous tendency of women to accompany men to public events), practicing the forbidden Christian religion, and taking sides in Japans political dispute. [8] (Satow 1968, 353) [9] (Lynn Hunt, Thomas R. Martin, Barbara H. Rosaewein, R. Po-chia Hsia et al. 2009) [10] (Kissinger 2011, 79) [11] (Shih 2011, 2) [12]   Ibid. [13] Ibid. [14] (Yamamura, Success Forgotten The Role of Meji Militarism in Japans Technological Porgress 1977) [15] (Li 2007, 13) [16] Ibid. 26-27 [17] (Qiufeng Ji, Qingbao Zhu 2001, 468) [18] Ibid. [19] (Fenby 2008, 96) [20] (Gao 2009, 156) Issue of 25 of Historical Dictionaries of Ancient Civilizations and Historical Ear [21] Ibid. 29 [22] (Spence 1990, 250-256) [23] (à §Ã… ½Ã¢â‚¬ ¹Ãƒ ¦Ã‚ Ã¢â‚¬  Ãƒ ¥Ã‚ Ã¢â‚¬ ° 2006, 195-196) [24] (Langmead 2011, 5-6) [25] (Rhoads 2000, 183)

Qualitative Study of Experienced Nurses Voluntary Turnover

Qualitative Study of Experienced Nurses Voluntary Turnover Title Hayward,D., Bungay,V., Wolff,A.C. Macdonald,V. (2016). A qualitative study of experienced nurses voluntary turnover: learning from their perspectives. Journal of Clinical Nursing, 25, 1336-1345. doi: 10.1111/jocn.13210 Introduction Issues of nursing turnover has been a perpetual challenge for healthcare industry. Furthermore, resignation of experienced nurses causes critical declination in standard of care and reduces desirable nursing outcome. In fact, crisis of staffing shortages often occur during the transitional period while an experienced nurse left while at that same time a newly recruited staff is undergoing orientation and training. In the first place, employment of new staff incurs significant high cost to the society and health care organization. The aim of this qualitative, interpretive descriptive study is to explore the reasons that caused resignation of experienced nurses. In this cross sectional qualitative study, 12 purposive selected participants took part in individual face to face interview. The sample included 8 full time and 4 part time nurses. Thornes (2009) interpretative descriptive design was used for data collection and analysis. Hayward et al found that work environment and personal reason caused nurses to leave. Sample will be the element chosen for discussion. The sample Purposive sampling method is employed for the specific information that one has to offer due to the personal experience (Patton, 2005). This method of sampling is deployed deliberately to recruit the particular individuals because of the crucial information they can give (Carpenter Suto, 2008). Guarte et al. (2007) stated that purposive sampling is the selection of population that provides most information on the subject of interest. Similarly, Liamputtong (2013) believes that qualitative study depends on information rich individuals who have in-depth understanding of the discussed topic due to their experiences. Selecting members of the participants with a purpose enable researchers to focus on the issues that need to be explored extensively. Furthermore, qualitative research is mainly about the lived experiences of people, owing to this phenomena researcher sample for meaning and not frequency. Since qualitative study aims to explore meanings that an individual experience, the fin ding is not general (Hesse-Biber Leavy, 2011). Likewise, in the research that examines how nurses cope with nursing workload nursing critically ill patients, researchers will recruit nurses with experiences working in intensive care unit. Alternatively, qualitative researchers may use convenience and snowball sample which is efficient but does not necessary provide most information rich sources (Polit Beck, 2014). On the other hand, Jansses et al. (2015) stated that some studies concluded that purposive sample may develop representative samples whereas a random sample avoid biases. Even so, purposive sampling seems as the main approach in qualitative study as the criterion based participants has the characteristics enabling exploration of their experience related to the study (Ritchie et al., 2014). In this study, there were 12 participants recruited while a smaller sample size can be considered since this is a qualitative study. Sandelowski (1995) maintained that qualitative sample of 10 may be a sufficient number for sampling among the homogeneous population. In fact, qualitative research focuses on the importance of breadth and depth to thoroughly address the relevant research questions. Hence, the approach centered around meaning and feeling of the studies thus not intended to create a representative samples. In the year 2012, Dworkin stated that qualitative research requires in-depth understanding of phenomenon, concentrate on the meaning and reasons behind the stories pertaining to social issues. On the contrary, Polit and Beck (2014) commented that qualitative research sample size is guided by principle of data saturation and may need a larger sample. Research conducted by Bertrand (2012) was an example used to explain this situation where the interview continued while sa mple size was thought to have achieved data saturation, a participant told the story that was never been shared before. Theoretically, careful and meaningful selection of participants in small number is appropriate for qualitative study. Ideally, the participants will provide details and range of information that answer the questions probe by researcher. Hence, it is possible for a sample size of less than 10 participants to achieve data saturation. Interestingly, Morse (2008) pointed out that quality of data is influenced by the skill of interviewer and affect the required sample size in achieving saturation. Mason (2010) added that 10 interviews conducted by an experienced interviewer can obtain more information than an inexperienced interviewer who have more interviews. Having one single case as sample can be meaningful and extremely informative as seen in the studies from management and medical research (Boddy, 2016). Since the selection of sample is vital to the outcome of qualitative study, the sample inclusion of part time nurses and nurses who worked in different role and position will likely to have opinions highly objective to their varied work situation. For instance, nurses employment decisions are contributed by work hour, job function and salary. Full time employees are perceived to shoulder on extra responsibilities due to their participation in the other improvement plan of the organization. In addition to that, full time workers remain busy performing routine nursing duty as their part time counterpart (Janssona Engstromb, 2017). Commitment and job satisfactions are major predictor of staff turnover (Satoh et al. 2016) Generally, part time nurses are perceived to be less committed due to shorter work hour as compare to full time nurses (Katz Kahn, 1979). In year 2009, Han et al. reported that full time nurses attained more job satisfaction, commitment and empowerment than part time nurses. Having said that, there were many studies (e.g. Eberhardt et al. 1984; Jackofsky et al. 1987; Logan et al. 1973; McGinnis et al. 1990; Miller et al. 1979; Shockey et al. 1994; Sinclair et al. 1999; Steffy et al. 1990; Still, 1983; Vecchio, 1984; Wetzel, Soloshy et al. 1990; Wotruba, 1990) which examined the variance of work attitudes, commitment, job satisfaction and turnover intention between part time and full time employee throughout two decades but the outcomes were inconclusive and inconsistent. Similar levels of job satisfaction and organizational commitment were reported among part time and full time employees (Thorsteinson, 2003). Conclusion In qualitative research, the sampling plan must achieve its mean to be adequate and appropriate. In order to achieve the goal, selected individual must have total understanding of the subject under study and in return supply full information. In brief, the study can be effective using smaller number of participants if researcher can apply good skill with the right inclusion and exclusion criteria. References Boddy, C.R. (2016). Sample size for qualitative research. Qualitative Market Research: An International Journal, 19(4), 426-432. Retrieved from http://dx.doi.org/10.1108/QMR-06-2016-0053 Dworkin,S.L. (2012). Sample size policy for qualitative studies using in-depth interviews. Archives of Sexual Behavior, 41(6), 1319-1320. doi: 10.1007/s10508-012-0016-6 Eberhardt, B. J. Shani, A. B. (1984). The effects of full-time versus part-time employment status on attitudes toward specific organizational characteristics and overall job satisfaction. Academy of Management Journal, 27, 893-900. Guarte, J.M. Barrios,E.B. (2007). Estimation under purposive sampling. Communications in Statistics-Simulation and Computation, 35(2), 277-284. Retrieved from http://dx.doi.org/10.1080/03610910600591610 Hammell, K.W. Carpenter, C. (2004). Qualitative research in evidence-based rehabilitation. Edinburgh: Churchill Livingstone. Han, S.H., Moon, S.J. Yun, E.K. (2009). Empowerment, job satisfaction and organizational commitment: comparison of permanent and temporary nurses in Korea. Applied Nursing Research, 22, 15-20. Hesse-Biber, S.N. Leavy, P. (2010). The practice of qualitative research. (2nd ed.). Edinburgh: Churchill Livingstone. Jackofsky, E. F. Peters, L. H. (1987). Part-time and full-time employment status differences: A replication and extension. Journal of Occupational Behavior, 8, 1-9. Janssona, A.B. Engstromb, A. (2017). Working together: critical care nurses experiences of temporary staffing within Swedish health care: a qualitative study. Intensive and Critical Care Nursing. Retrieved from http://dx.doi.org/10.1016/j.iccn.2016.08.010 Katz, D. Kahn, R. L. (1979). The social psychology of organizations. New York: Wiley. Liamputtong, P. (2013). The science of words and the science of numbers: research methods as foundations for evidence-based practice in health. In P. Liamputtong (Ed.), Research Methods in Health: Foundations for Evidence-Based Practice. (pp. 3-23). Melbourne: Oxford University Press Australia and New Zealand. Logan, N.OReilly, C.A. Roberts, K.H. (1973). Job satisfaction among part-time and full-time employees. Journal of Vocational Behavior, 3, 33-41. Mason, M. (2010). Sample size and saturation in PhD studies using qualitative interviews. Forum: Qualitative Social Research, 11(3), Article 8. Retrieved from http://nbn-resolving.de/urn:nbn:de:0114-fqs100387 McGinnis, S.K. Morrow, P.C. (1990). Job attitudes among full- and part-time employees. Journal of Vocational Behavior, 36, 82-96. Miller, H.E. Terborg, J.R. (1979). Job attitudes of part-time and full-time employees. Journal of Applied Psychology, 64, 380-386. Morse, J.M. (2008). Styles of collaboration in qualitative inquiry. Qualitative Health Research, 18(1), 3-4. Patton, M.Q. (1990). Qualitative evaluation and research methods. (2nd ed.). California: SAGE. Polit, D.F. Beck C.T. (2014). Essentials of nursing research: appraising evidence for nursing practice. (8nd ed.). Philadelphia: Wolters Kluwer Health, Lippincott Williams Wilkins. Ritchie, J., Lewis, J., Elam, G., Tennant, R. Rahim, N. (2014). Designing and selecting samples. In Ritchie, J, Lewis, J., Nicholls, C.M. Ormston, R. (Eds.), Qualitative research practice: A guide for social science students and researchers. (pp.113). Los Angeles: SAGE. Sandelowski, M. (1995). Sample size in qualitative research. Research in Nursing Health, 18(2), 179-183. Satoh, M., Watanabe, I. Asakura, K. (2016). Occupational commitment and job satisfaction mediate effort-reward imbalance and the intention to continue nursing. Japan Journal of Nursing Science, 14(1), 49-60. doi: 10.1111/jjns.12135 Shockey, M.L. Mueller, C.W. (1994). At-entry differences in part-time and full-time employees. Journal of Business and Psychology, 8, 355-364. Sinclair, R.R., Martin, J.E. Michel, R.P. (1999). Full-time and part-time subgroup differences in job attitudes and demographic characteristics. Journal of Vocational Behavior, 55, 337-357. Steffy, B.D., Jones, J.W. (1990). Differences between full-time and part-time employees in perceived role strain and work satisfaction. Journal of Organizational Behavior, 11, 321-329. Still, L.V. (1983). Part-time versus full-time salespeople: Individual attributes, organizational commitment and work attitudes. Journal of Retailing, 59, 55-79. Thorsteinson, T.J. (2003) Job attitudes of part-time vs. full-time workers: A meta-analytic review. Journal of Occupational and Organizational Psychology, 76, 151-177. Van Hoeven, L.R., Janssen, M.P., Roes, K.C.B. Koffijberg, H. (2015). Aiming for a representative sample: Simulating random versus purposive strategies for hospital selection. Biomed Central Medical Research Methodology, 15(90), 1-9. Retrieved from https://dx.doi.org/10.1186%2Fs12874-015-0089-8 Vecchio, R.P. (1984). Demographic and attitudinal differences between part-time and full-time employees. Journal of Occupational Behaviour, 5, 213-218. Wetzel, K., Soloshy, D.E. Gallagher, D.G. (1990). The work attitudes of full-time and part-time registered nurses. Health Care Management Review, 15, 79-85. Wotruba, T.R. (1990). Full-time versus part-time salespeople: A comparison on job satisfaction, performance, and turnover in direct selling. International Journal of Research in Marketing, 7, 97-108.