Concepts in Physical Science Essay Example | Topics and Well Written Essays - 1500 words

Concepts in Physical Science - Essay Example By combining observations rational arguments and experimentation he supported the theory of vision. He corrected the preconceived notion by stating that the rays of light are emitted from objects rather than coming from the eyes. He rejected the old theories of Ptolemy and Euclid about the theory of vision.He also corrected Aristotle’s theory where he had claimed that objects emit physical particles towards the eyes. During the first millennium, BC Babylonian Astronomy evolved into the most successful examples of scientific astronomy. This method of astronomical study was the first successful attempt at refining the mathematical description of astronomical movements. All further developments in astronomy by the Islamic world and the Indian scientists was made possible due to such research. During the middle of the fifth century BC, other great philosophers like Plato mentioned teaching arithmetic, astronomy, and geometry. The field of chemistry is as ancient as the scientific thought process itself. The earliest record of using metals by humans appears to be gold. It is usually found free or raw in nature and does not include chemical processing to obtain it. It also means that other metals like silver, tin, copper, and iron gave the earliest humans an opportunity to work with metals. Democritus was a Greek philosopher who founded the atomistic school where he worked on finding the reasons why different substances had different properties and why they existed in different states.

Burning the identification cards Essay Example for Free

Burning the identification cards Essay The leadership style shown in the 1982 film Gandhi is based not on force or intimidation, but on a more subtle, inspirational, and principled approach. Where many leaders rely on charm or fear and have only their own benefit in mind, Gandhi led by setting a clear example and aiming to teach his followers and subordinates, setting a solid example and using his powers of persuasion to keep his movement morally exemplary, nonviolent, and ultimately successful. Throughout the film, Gandhi follows this approach consistently. For example, at his first public act of civil disobedience (burning the identification cards that South Africa forced Indians to carry), he acts to inspire others to follow his example, though clearly he faces the perils of police brutality and arrest. At a large meeting shortly thereafter, he uses reason and principle to reach his audience, some of whom vow to use violence against South African police for violating their rights. He does not lose sight of his own commitment to nonviolence and appeals to their sense of superior morality; by defying injustice but refusing to answer violence with violence, Gandhi illustrates for the audience both the methods and the intended effects. Later, after he returns to India and becomes involved with the growing home rule and nationalist movements, he sets himself apart from more politically ambitious leaders (like Nehru and Jinnah) by living and dressing like India’s many poor peasants and, again, adhering rigidly to his nonviolent civil disobedience. He does not behave deviously, compromise himself, use people, or contradict his goals; instead, he leads not for his own glory, but for the much greater benefit of India itself. In doing so, Gandhi does not issue orders but certainly commands his followers’ respect. In my own experiences, I have often responded best to leaders who lead not by using and intimidating their subordinates, but by consistently following their own principles, clearly conveying why certain things must be done, and never losing sight of the bigger goals. Indeed, this inspires confidence because such leaders do not behave hypocritically or immorally; they do not let ego get in the way of accomplishing the chief task and assume the same risks their followers face, thus subordinating themselves to their goals without being misled by their own personal ambition or benefit. This relates well to one of my favorite employers, who led by setting examples, instructing, and persuading rather than bullying. While we were certainly not engaged in any epic struggles, she led in a similarly non-commanding manner, without ulterior motives or excess self-interest. She functioned more as a mentor, instructing rather than micro-managing and placing the greater purpose (our tasks and projects at hand) above her own desire for power or authority. Instead of demeaning her subordinates, she related to us directly, giving us credit for our intelligence and feelings and appealing to our sense of right and wrong to get points across. In doing so, she let us focus on our work without creating resentment or undermining us (or the company), and she knew that employees who feel respected are often more productive. Also, she did not separate herself very rigidly from her subordinates; while she did not present herself as our friend, she was nonetheless friendly, approachable, and patient. She also assumed some degree of risk by defending her employees, rather than feigning support and then denying it when risks appeared. By treating us as capable, intelligent individuals, rather than devices for her own advancement, and she did not behave with the hypocrisy often seen in employers whose â€Å"do as I say, not as I do† approach is often counterproductive. Like Gandhi, she was often conciliatory rather than directly commanding, which made us feel more at ease and thus open to her commands (which appeared more like friendly requests). In general, I find that effective leaders share Gandhi’s sense of perspective; they do not lose sight of the goals they wish to achieve, and as leaders they do not place themselves ahead of what they want to achieve. BIBLIOGRAPHY Gandhi. Dir. Richard Attenborough. Perf. Ben Kingsley, Candice Bergen, Martin Sheen, Ian Charleson, Saeed Jaffrey. Columbia, 1982.

Unification of Italy and Germany Essay -- History

Unification of Italy and Germany By 1871 both the kingdom of Italy and the empire of Germany were united. Even though both countries used popular trends to that time, both liberalism and nationalism, the process unifying these two countries was very different. The end result was Germany emerging as a strong nation and Italy appropriately, the weaker. Italy’s problems started with the fact that it didn’t have one main ruler, but two people and a concept, resulting in a different approach to the unification. Gulseppe Mazzini had a radical program focusing on a centralized democratic republic based on universal suffrage and the will of the people. Vincenzo Gioberti, who was a catholic priest called for a federation of existing states under the presidency of the pope. Then there were the people who favored leadership toward the autocratic kingdom of Sardenia. Sardenia’s rule was much more popular to the middle class than the other two because Sardenia appeared to be a liberal, progressive state displaying national unification. That is what the people were striving for. They thought Mazzini’s ideas too radical- and they were trying to get away from religion running the nation as it had done in the past. They wanted a distinct separation between church and state. Cavour was the man who made the change, but he sought unity only for northern Italy to become a greatly expanded kingdom of Sardenia. â€Å"In the 1850’s Cavour worked to consolidate Sardenia as a liberal state cap...

Eugene Schueller

Eugene Schueller By: Jaqueline Gastelum Block 1- Hon. Chemistry Mr. Velazquez Today there is much advancement in the cosmetic world. There are also many scientist (that go back to the ancient Romans) that have invented and experimented with chemicals to produce what we know have today. Eugene Schueller is one of those chemists that helped advance the cosmetic industry. He also invented other products such as Sun block and the revolutionary L’Oreal cosmetic industry. Eugene Schueller is a French chemist.There is not a lot of information about his life and where he grew up. Eugene Schueller graduated from France’s national chemical engineering school in 1904. In 1909, this young chemist founded the company L’Oreal. He had an amazing â€Å"entrepreneurial spirit†. Schueller began by selling his own formulated hair dye to the Persian Hairdressers. The next year after that, he convinced Paris hair stylist to use his hair dyes for a fashion show, with his determ ination and ambition he succeeded and earned publicity.Another bit of information that we know is that Schueller had a passion for chemistry always trying new ideas. During the 1920s when the war was finally over, there was a new perspective changing in women. Women are now working, earning money and are getting more concerned about their appearance. They wanted to look younger, by covering gray hair. This was a great opportunity to the Oreal hair dyes (now they changed it to L’Oreal) to earn more money. This was a great success, it even started to spread to other countries such as Italy, Austria, The Netherlands, and even reaching the U.S, U. K, Canada and Brazil. During 1928 Schueller started to modernized and upgraded his products by improving qualities and redesigning his advertising methods. In some point in time, people didn’t know how to advertise, but Eugene Schuler is a pioneer on this kind of advertising. Schueller had talent for advertising, using his skills he was successful, always drawing attention to his new/ old products. He made promotional events and started to make strategies for new advertising ideas.Thinking above the others, Schueller used radio commercials (as they were barely starting to add them) to promote his hair dye. With all the advertisements he maximized sales in the L’Oreal Company. Hair dying came to be because of many scientists but Eugene Schueller is the main one. He wanted to make people beautiful and to love themselves, another part was for the money but anyways he continued to bring success to his company by making a blonde colour that actually can make the individual look like a natural blonde.Many more inventions came to be later on. One of his Other famous The type of chemistry involved†¦ Sunscreen invention†¦ Many have liked the idea of being beautiful, and attractive Since beginning of time, people have always wanted to be beautiful and attractive. L’Oreal has been created concl usion Souces: http://www. loreal. com/dd/loreal/HistoryDetails. aspx? TopCode=CorpTopic_Group_History_19091956 http://www. humantouchofchemistry. com/discovery-of-hair-dye. htm Online Book source- Encyclopedia of hair: A Cultural History by Victoria Sherrow

Management Theories

ABSTRACT Management is the most important part of any organization. No organization can achieve its objectives without proper management. So management is considered the hub of any organization. As society continuously relied on group effort, and as many organized groups have become large, the task of managers has been increasing in importance and complexity. To meet the challenges like competition, efficient and economical uses of sources and maximum output, knowledge of management and theories of management is basic requirement.Henceforth, managerial theory has become crucial in the way managers manage complex organizations. This article will provide the basic information of main management theories and how they have developed. It also addresses the management objectives, functions, goals, and essentiality as well as the requirement skills of a Manger. Relating to my current company – AON Vietnam, member of AON Corporation, the article point out which theory of management fi t best with the style of management in AON Corporation, one of biggest insurance brokers worldwide and what a Manager at AON should do. Topic 1 & 2) CONTENTS I. MAIN MANAGEMENT THEORIES 1. Definition of Management According to Drucker (1974) Management is â€Å"the activity of getting things done with the help of others peoples and resources†. It means that management is a process of accomplishing work with the help of other people. According to Weijrich and Koontz (1993) â€Å"Management is process of planning, leading, organizing and controlling people within a group in order to achieve goals. It is also the guidance and control of action required to execute a program.It indicates that there should be definite plan/program for affective management (Shied, 2010). On the basis of these definitions it can be concluded that management is a process that includes strategic planning, setting objectives, managing resources, developing the human and financial assets needed to achie ve objectives and measuring results. It also includes recording facts and information for later use upon requirement. 2. Management Theories Contemporary theories of management tend to account for and help interpret the rapidly changing nature of today’s organizational environments.Several important management theories which are broadly classified as follows: 1. The Scientific Management School. 2. The Classical Organizational Theory School. 3. The Behavioural School. 4. The Management Science School. 5. Recent developments in Management Theory comprising works such as Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building approach. This discussion will provide a general description of these management theories, how they have developed and the successes that they achieved. A Timeline Overview of Key Management theories pic] a. The Scientific Management School The first management theory is what is popularly referred to as Frederick Taylor’ s Scientific Management. Frederick Taylor (1856 – 1915) started the era of modern management. Taylor consistently sought to overthrow management â€Å"by rule of thumb† and replace it with actual timed observations leading to â€Å"the one best† practice. â€Å"Taylorism† involved breaking down the components of manual tasks in manufacturing environments, timing each movement (‘time and motion' studies) so that there could be a proven best way to perform each task.Thus employees could be trained to be ‘first class' within their job. This type of management was particularly relevant to performance drives e. g ‘Action On' projects. It has to be acknowledged that from an economic standpoint, Taylorism was an extreme success. Application of his methods yielded significant improvements in productivity. For example, improvements such as his shovel work at Bethlehem Works, which reduced the workers needed to shovel from 500 to 140. Henceforth, Taylor proposed four underlying principles of management: First, there is need to develop a ‘science of work’ to replace old rule-of-thumb methods: pay and other rewards linked to achievement of ‘optimum goals’ – measures of work performance and output; failure to achieve these would in contrast result in loss of earnings. – Second, workers to be ‘scientifically’ selected and developed: training each to be ‘first-class’ at some specific task. – Third the ‘science of work’ to be brought together with scientifically selected and trained people to achieve the best results. Finally, work and responsibility to be divided equally between workers and management cooperating together in close interdependence. This was a rigid system where every task became discrete and specialized. However, many critics, both historical and contemporary, have pointed out that Taylor’s theories tend to â€Å"dehumani ze† the workers. Therefore, in summary, while the scientific management technique has been employed to increase productivity and efficiency both in private and public services, it has also had the disadvantages of ignoring many of the human aspects of employment.This led to the creation of boring repetitive jobs with the introduction of systems for tight control and the alienation of shop floor employees from their managers. b. Classical Organizational Theory School In this category of management theory are the works of Henri Fayol’s administrative theory and Max Weber’s bureaucratic theory. Administrative Theory Henri Fayol’s administrative theory mainly focuses on the personal duties of management at a much more granular level. Fayol believed that management had five principle roles: †¢ Forecasting and planning. †¢ Organizing. †¢ Commanding Co-ordinating †¢ Controlling. Forecasting and planning was the act of anticipating the future a nd acting accordingly. Organization was the development of the institution’s resources, both material and human. Commanding was keeping the institution’s actions and processes running. Co-ordination was the alignment and harmonization of the group’s efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures. Fayol also developed fourteen principles of administration to go along with management’s five primary roles.These principles are: specialization/division of labor, authority with responsibility, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration of staff, centralization, scalar chain/line of authority, order, equity, stability of tenure, initiative, and esprit de corps. Fayol clearly believed personal effort and team dynamics were part of an â€Å"ideal† organization. Fayol’s five principle roles of management are still actively practiced today. The concept of giving appropriate authority with responsibility is also widely commented on and is well practiced.Unfortunately, his principles of â€Å"unity of command† and â€Å"unity of direction† are consistently violated in â€Å"matrix management†, the structure of choice for many of today’s companies. Bureaucratic Theory Max Weber (1864 – 1924) postulated that western civilization was shifting from â€Å"wertrational† (or value oriented) thinking, affective action (action derived from emotions), and traditional action (action derived from past precedent) to â€Å"zweckational† (or technocratic) thinking. He believed that civilization was changing to seek technically optimal results at the expense of emotional or humanistic content.Through analyses of organizations, Weber identified three basic types of legitimate authority: – Traditional authority: where acceptance of those in authority arose from tradition and custom. – Charismatic authority: where acceptance arises from loyalty to, and confidence in, the personal qualities of the ruler. – Rational-legal authority: where acceptance arises out of the office, or position, of the person in authority as bounded by the rules and procedures of the organization. It is the rational-legal authority form that exists in most organizations today and this is the form to which Weber ascribed the term ‘bureaucracy'.The main features of bureaucracy according to Weber were: †¢ A continuous organization or functions bounded by rules. †¢ That individual functioned within the limits of the specialization of the work, the degree of authority allocated and the rules governing the exercise of authority. †¢ A  hierarchical  structure of offices. †¢ Appointment to offices made on the grounds of technical competence only. †¢ The separation of officials from the ownership of the organization. †¢ The authority was vested in the official positions and not in the personalities that held these posts.Rules, decisions and actions were formulated and recorded in writing. It is not coincidence that Weber's writings were at a time of the major industrial revolutions and the growth of large complex organizations out of the cottage industries and/or entrepreneurial businesses. c. Behavioural School The key scholar under this category is Elton Mayo. The origin of behavioralism is the human relations movement that was a result of the Hawthorne Works Experiment that started in the early 1920s. Elton Mayo and his associates’ experiments disproved Taylor’s beliefs that science dictated hat the highest productivity was found in ‘the one best way’ and that way could be obtained by controlled experiment. The Hawthorne studies attempted to determine the effects of lighting on worker productivity. When these experiments showed no clear correlati on between light level and productivity the experiments then started looking at other factors. These factors that were considered when Mayo was working with a group of women included no rest breaks, no free more hours in the work-day/work-week or fewer hours in the workday/work-week.With each of these changes, productivity went up. When the women were put back to their original hours and conditions, they set a productivity record. These results showed that the group dynamics and social makeup of an organization were an important force either for or against higher productivity. This outcome caused the call for greater participation for the workers, greater trust and openness in the working environment, and a greater attention to teams and groups in the work place.Finally, while Taylor’s impacts were the establishment of the industrial engineering, quality control and personnel departments, the human relations movement’s greatest impact came in what the organization†™s leadership and personnel department were doing. The seemingly new concepts of â€Å"group dynamics†, â€Å"teamwork†, and organizational â€Å"social systems†, all stem from Mayo’s work in the mid-1920s. d. Management Science Theories Douglas McGregor (1906-1964) postulated management ideas as contained in â€Å"Theory X† and â€Å"Theory Y†.Using human behaviour research, he noted that the way an organization runs depends on the beliefs of its managers. â€Å"Theory X† gives a negative view of human behaviour and management that he considered to have dominated management theory from Fayol onwards – especially Taylorism. It also assumes that most people are basically immature, need direction and control, and are incapable of taking responsibility. They are viewed as lazy, dislike work and need a mixture of financial inducements and threat of loss of their job to make them work (‘carrot and stick’ mentality). T heory Y†, the opposite of â€Å"Theory X†, argues that people want to fulfil themselves by seeking self-respect, self-development, and self-fulfilment at work as in life in general. The six basic assumptions for ‘Theory Y’ are: work is as natural as play or rest – the average human being does not inherently dislike work, whether work is a source of pleasure or a punishment (to be avoided) depends on nature of the work and its management. Second, effort at work need not depend on threat of punishment – if committed to objectives then self-direction and self-control rather than external controls.Third, commitment to objectives is a function of the rewards associated with their achievement. Satisfaction of ego and self-actualization needs can be directed towards the objectives of the organization. Fourth, the average human being learns, under proper conditions, not only to accept but to seek responsibility. Fifth, high degrees of imagination, ing enuity and creativity are not restricted to a narrow group but are widely distributed in the population. Lastly, under the conditions of modern industrial life, the intellectual potentials of the average human being are being only partly utilized. . Recent Developments in Management Theory Under this category of theory are the Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building theory. The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as having inputs (e. g. , resources such as raw materials, money, technologies, and people), processes (e. g. planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e. g. , enhanced quality of life or productivity for customers/clients, productivity ). Systems share feedback among each of these four aspects of the system. The Chaos theory is advocated by Tom Peters (1942). Chaos theorists suggest that systems naturally go to more complexity, and as they do so, they become more volatile and must, therefore, expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability.This trend continues until the system splits, combines with another complex system or falls apart entirely. It will need an effective manager for the latter worst scenario not to happen. Team Building approach or theory emphasizes quality circles, best practices, and continuous improvement. It is a theory that mainly hinges on reliance on teamwork. It also emphasizes flattening of management pyramid, and reducing the levels of hierarchy. Finally, it is all about consensus management – i. e. , involving more people at all levels in decision-making. 3. Management theory applied to AON II. WHAT A MANA GER DOESManaging, like all other practices – whether medicine, music composition, engineering, accountancy, or even baseball – is an art; it is know-how. It is doing things in the light of the realities of a situation. Managers just don't go out and perform their responsibilities. A good manager should discover how to master 05 basic functions: planning, organizing, staffing, leading and controlling. †¢ Planning:  This step involves mapping out exactly how to achieve a particular goal. For example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal.These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales. †¢ Organizing:  After a plan is in place, a manager needs to organize his team and materials a ccording to his plan. Assigning work and granting authority are two important elements of organizing. †¢ Staffing:  After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees.A manager in a large organization often works with the company's human resources department to accomplish this goal. †¢ Leading:  A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees. †¢ Controlling:  After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track.All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization. Roles performed by managers In his classic book,  The Nature of Managerial Work,  Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: †¢ Interpersonal:  This role involves human interaction. †¢ Informational:  This role involves the sharing and analyzing of information. †¢ Decisional:  This role involves decision making.The below table  contains a more in-depth look at each category of roles that help managers carry out all five functions described in the preceding â€Å"Functions of Managers† section. Mintzberg's Set of Ten Roles | | |Category | |Role | |Activity | | |Informational | |Monitor | |Seek and receive information; scan periodicals and reports; maintain personal contact with stakeholders. | | | | | |Disseminator | |Forward information to organization members via memos, reports, an d phone calls. | | | | |Spokesperson | |Transmit information to outsiders via reports, memos, and speeches. | | | |Interpersonal | |Figurehead | |Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents. | | | | |Leader | |Direct and motivate subordinates; counsel and communicate with subordinates. | | | | |Liaison | |Maintain information links both inside and outside organization via mail, phone calls, and meetings. | | |Decisional | |Entrepreneur | |Initiate improvement projects; identify new ideas and delegate idea responsibility to thers. | | | | | |Disturbance handler | |Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environments. | | | | |Resource allocator | |Decide who gets resources; prepare budgets; set schedules and determine priorities. | | | | |Negotiator | |Represent department during negotiations of union contracts, sales, purchases, and budgets. | | | Skills needed by managers Not everyone can be a manager. Certain  skills,  or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories: Technical:  This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Managers acquire these skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management. †¢ Human:  This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A anager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they're critical for all managers because of the highly interpersonal nature of managerial work. †¢ Conceptual:  This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others.As managers assume ever-higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become. †¢ Designing skill is the ability to solve problems in wa ys that will benefit the enterprise. To be effective, particularly at upper organizational levels, managers must be able to do more than see a problem.In addition, they must have the skill of a good design engineer in working out a practical solution to a problem. Managers must also have that valuable skill of being able to design a workable solution to the problem in the light of the realities they face. It has, however, got to be mentioned that the relative importance of these skills may differ at various levels in the organization hierarchy. Although all four categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility. Management Theories ABSTRACT Management is the most important part of any organization. No organization can achieve its objectives without proper management. So management is considered the hub of any organization. As society continuously relied on group effort, and as many organized groups have become large, the task of managers has been increasing in importance and complexity. To meet the challenges like competition, efficient and economical uses of sources and maximum output, knowledge of management and theories of management is basic requirement.Henceforth, managerial theory has become crucial in the way managers manage complex organizations. This article will provide the basic information of main management theories and how they have developed. It also addresses the management objectives, functions, goals, and essentiality as well as the requirement skills of a Manger. Relating to my current company – AON Vietnam, member of AON Corporation, the article point out which theory of management fi t best with the style of management in AON Corporation, one of biggest insurance brokers worldwide and what a Manager at AON should do. Topic 1 & 2) CONTENTS I. MAIN MANAGEMENT THEORIES 1. Definition of Management According to Drucker (1974) Management is â€Å"the activity of getting things done with the help of others peoples and resources†. It means that management is a process of accomplishing work with the help of other people. According to Weijrich and Koontz (1993) â€Å"Management is process of planning, leading, organizing and controlling people within a group in order to achieve goals. It is also the guidance and control of action required to execute a program.It indicates that there should be definite plan/program for affective management (Shied, 2010). On the basis of these definitions it can be concluded that management is a process that includes strategic planning, setting objectives, managing resources, developing the human and financial assets needed to achie ve objectives and measuring results. It also includes recording facts and information for later use upon requirement. 2. Management Theories Contemporary theories of management tend to account for and help interpret the rapidly changing nature of today’s organizational environments.Several important management theories which are broadly classified as follows: 1. The Scientific Management School. 2. The Classical Organizational Theory School. 3. The Behavioural School. 4. The Management Science School. 5. Recent developments in Management Theory comprising works such as Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building approach. This discussion will provide a general description of these management theories, how they have developed and the successes that they achieved. A Timeline Overview of Key Management theories pic] a. The Scientific Management School The first management theory is what is popularly referred to as Frederick Taylor’ s Scientific Management. Frederick Taylor (1856 – 1915) started the era of modern management. Taylor consistently sought to overthrow management â€Å"by rule of thumb† and replace it with actual timed observations leading to â€Å"the one best† practice. â€Å"Taylorism† involved breaking down the components of manual tasks in manufacturing environments, timing each movement (‘time and motion' studies) so that there could be a proven best way to perform each task.Thus employees could be trained to be ‘first class' within their job. This type of management was particularly relevant to performance drives e. g ‘Action On' projects. It has to be acknowledged that from an economic standpoint, Taylorism was an extreme success. Application of his methods yielded significant improvements in productivity. For example, improvements such as his shovel work at Bethlehem Works, which reduced the workers needed to shovel from 500 to 140. Henceforth, Taylor proposed four underlying principles of management: First, there is need to develop a ‘science of work’ to replace old rule-of-thumb methods: pay and other rewards linked to achievement of ‘optimum goals’ – measures of work performance and output; failure to achieve these would in contrast result in loss of earnings. – Second, workers to be ‘scientifically’ selected and developed: training each to be ‘first-class’ at some specific task. – Third the ‘science of work’ to be brought together with scientifically selected and trained people to achieve the best results. Finally, work and responsibility to be divided equally between workers and management cooperating together in close interdependence. This was a rigid system where every task became discrete and specialized. However, many critics, both historical and contemporary, have pointed out that Taylor’s theories tend to â€Å"dehumani ze† the workers. Therefore, in summary, while the scientific management technique has been employed to increase productivity and efficiency both in private and public services, it has also had the disadvantages of ignoring many of the human aspects of employment.This led to the creation of boring repetitive jobs with the introduction of systems for tight control and the alienation of shop floor employees from their managers. b. Classical Organizational Theory School In this category of management theory are the works of Henri Fayol’s administrative theory and Max Weber’s bureaucratic theory. Administrative Theory Henri Fayol’s administrative theory mainly focuses on the personal duties of management at a much more granular level. Fayol believed that management had five principle roles: †¢ Forecasting and planning. †¢ Organizing. †¢ Commanding Co-ordinating †¢ Controlling. Forecasting and planning was the act of anticipating the future a nd acting accordingly. Organization was the development of the institution’s resources, both material and human. Commanding was keeping the institution’s actions and processes running. Co-ordination was the alignment and harmonization of the group’s efforts. Finally, control meant that the above activities were performed in accordance with appropriate rules and procedures. Fayol also developed fourteen principles of administration to go along with management’s five primary roles.These principles are: specialization/division of labor, authority with responsibility, discipline, unity of command, unity of direction, subordination of individual interest to the general interest, remuneration of staff, centralization, scalar chain/line of authority, order, equity, stability of tenure, initiative, and esprit de corps. Fayol clearly believed personal effort and team dynamics were part of an â€Å"ideal† organization. Fayol’s five principle roles of management are still actively practiced today. The concept of giving appropriate authority with responsibility is also widely commented on and is well practiced.Unfortunately, his principles of â€Å"unity of command† and â€Å"unity of direction† are consistently violated in â€Å"matrix management†, the structure of choice for many of today’s companies. Bureaucratic Theory Max Weber (1864 – 1924) postulated that western civilization was shifting from â€Å"wertrational† (or value oriented) thinking, affective action (action derived from emotions), and traditional action (action derived from past precedent) to â€Å"zweckational† (or technocratic) thinking. He believed that civilization was changing to seek technically optimal results at the expense of emotional or humanistic content.Through analyses of organizations, Weber identified three basic types of legitimate authority: – Traditional authority: where acceptance of those in authority arose from tradition and custom. – Charismatic authority: where acceptance arises from loyalty to, and confidence in, the personal qualities of the ruler. – Rational-legal authority: where acceptance arises out of the office, or position, of the person in authority as bounded by the rules and procedures of the organization. It is the rational-legal authority form that exists in most organizations today and this is the form to which Weber ascribed the term ‘bureaucracy'.The main features of bureaucracy according to Weber were: †¢ A continuous organization or functions bounded by rules. †¢ That individual functioned within the limits of the specialization of the work, the degree of authority allocated and the rules governing the exercise of authority. †¢ A  hierarchical  structure of offices. †¢ Appointment to offices made on the grounds of technical competence only. †¢ The separation of officials from the ownership of the organization. †¢ The authority was vested in the official positions and not in the personalities that held these posts.Rules, decisions and actions were formulated and recorded in writing. It is not coincidence that Weber's writings were at a time of the major industrial revolutions and the growth of large complex organizations out of the cottage industries and/or entrepreneurial businesses. c. Behavioural School The key scholar under this category is Elton Mayo. The origin of behavioralism is the human relations movement that was a result of the Hawthorne Works Experiment that started in the early 1920s. Elton Mayo and his associates’ experiments disproved Taylor’s beliefs that science dictated hat the highest productivity was found in ‘the one best way’ and that way could be obtained by controlled experiment. The Hawthorne studies attempted to determine the effects of lighting on worker productivity. When these experiments showed no clear correlati on between light level and productivity the experiments then started looking at other factors. These factors that were considered when Mayo was working with a group of women included no rest breaks, no free more hours in the work-day/work-week or fewer hours in the workday/work-week.With each of these changes, productivity went up. When the women were put back to their original hours and conditions, they set a productivity record. These results showed that the group dynamics and social makeup of an organization were an important force either for or against higher productivity. This outcome caused the call for greater participation for the workers, greater trust and openness in the working environment, and a greater attention to teams and groups in the work place.Finally, while Taylor’s impacts were the establishment of the industrial engineering, quality control and personnel departments, the human relations movement’s greatest impact came in what the organization†™s leadership and personnel department were doing. The seemingly new concepts of â€Å"group dynamics†, â€Å"teamwork†, and organizational â€Å"social systems†, all stem from Mayo’s work in the mid-1920s. d. Management Science Theories Douglas McGregor (1906-1964) postulated management ideas as contained in â€Å"Theory X† and â€Å"Theory Y†.Using human behaviour research, he noted that the way an organization runs depends on the beliefs of its managers. â€Å"Theory X† gives a negative view of human behaviour and management that he considered to have dominated management theory from Fayol onwards – especially Taylorism. It also assumes that most people are basically immature, need direction and control, and are incapable of taking responsibility. They are viewed as lazy, dislike work and need a mixture of financial inducements and threat of loss of their job to make them work (‘carrot and stick’ mentality). T heory Y†, the opposite of â€Å"Theory X†, argues that people want to fulfil themselves by seeking self-respect, self-development, and self-fulfilment at work as in life in general. The six basic assumptions for ‘Theory Y’ are: work is as natural as play or rest – the average human being does not inherently dislike work, whether work is a source of pleasure or a punishment (to be avoided) depends on nature of the work and its management. Second, effort at work need not depend on threat of punishment – if committed to objectives then self-direction and self-control rather than external controls.Third, commitment to objectives is a function of the rewards associated with their achievement. Satisfaction of ego and self-actualization needs can be directed towards the objectives of the organization. Fourth, the average human being learns, under proper conditions, not only to accept but to seek responsibility. Fifth, high degrees of imagination, ing enuity and creativity are not restricted to a narrow group but are widely distributed in the population. Lastly, under the conditions of modern industrial life, the intellectual potentials of the average human being are being only partly utilized. . Recent Developments in Management Theory Under this category of theory are the Systems Approach, Situational or Contingency theory, Chaos theory, and Team Building theory. The systems theory has had a significant effect on management science and understanding organizations. A system is a collection of part unified to accomplish an overall goal. If one part of the system is removed, the nature of the system is changed as well. A system can be looked at as having inputs (e. g. , resources such as raw materials, money, technologies, and people), processes (e. g. planning, organizing, motivating, and controlling), outputs (products or services) and outcomes (e. g. , enhanced quality of life or productivity for customers/clients, productivity ). Systems share feedback among each of these four aspects of the system. The Chaos theory is advocated by Tom Peters (1942). Chaos theorists suggest that systems naturally go to more complexity, and as they do so, they become more volatile and must, therefore, expend more energy to maintain that complexity. As they expend more energy, they seek more structure to maintain stability.This trend continues until the system splits, combines with another complex system or falls apart entirely. It will need an effective manager for the latter worst scenario not to happen. Team Building approach or theory emphasizes quality circles, best practices, and continuous improvement. It is a theory that mainly hinges on reliance on teamwork. It also emphasizes flattening of management pyramid, and reducing the levels of hierarchy. Finally, it is all about consensus management – i. e. , involving more people at all levels in decision-making. 3. Management theory applied to AON II. WHAT A MANA GER DOESManaging, like all other practices – whether medicine, music composition, engineering, accountancy, or even baseball – is an art; it is know-how. It is doing things in the light of the realities of a situation. Managers just don't go out and perform their responsibilities. A good manager should discover how to master 05 basic functions: planning, organizing, staffing, leading and controlling. †¢ Planning:  This step involves mapping out exactly how to achieve a particular goal. For example, that the organization's goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal.These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales. †¢ Organizing:  After a plan is in place, a manager needs to organize his team and materials a ccording to his plan. Assigning work and granting authority are two important elements of organizing. †¢ Staffing:  After a manager discerns his area's needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees.A manager in a large organization often works with the company's human resources department to accomplish this goal. †¢ Leading:  A manager needs to do more than just plan, organize, and staff her team to achieve a goal. She must also lead. Leading involves motivating, communicating, guiding, and encouraging. It requires the manager to coach, assist, and problem solve with employees. †¢ Controlling:  After the other elements are in place, a manager's job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area's plans remain on track.All managers at all levels of every organization perform these functions, but the amount of time a manager spends on each one depends on both the level of management and the specific organization. Roles performed by managers In his classic book,  The Nature of Managerial Work,  Henry Mintzberg describes a set of ten roles that a manager fills. These roles fall into three categories: †¢ Interpersonal:  This role involves human interaction. †¢ Informational:  This role involves the sharing and analyzing of information. †¢ Decisional:  This role involves decision making.The below table  contains a more in-depth look at each category of roles that help managers carry out all five functions described in the preceding â€Å"Functions of Managers† section. Mintzberg's Set of Ten Roles | | |Category | |Role | |Activity | | |Informational | |Monitor | |Seek and receive information; scan periodicals and reports; maintain personal contact with stakeholders. | | | | | |Disseminator | |Forward information to organization members via memos, reports, an d phone calls. | | | | |Spokesperson | |Transmit information to outsiders via reports, memos, and speeches. | | | |Interpersonal | |Figurehead | |Perform ceremonial and symbolic duties, such as greeting visitors and signing legal documents. | | | | |Leader | |Direct and motivate subordinates; counsel and communicate with subordinates. | | | | |Liaison | |Maintain information links both inside and outside organization via mail, phone calls, and meetings. | | |Decisional | |Entrepreneur | |Initiate improvement projects; identify new ideas and delegate idea responsibility to thers. | | | | | |Disturbance handler | |Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environments. | | | | |Resource allocator | |Decide who gets resources; prepare budgets; set schedules and determine priorities. | | | | |Negotiator | |Represent department during negotiations of union contracts, sales, purchases, and budgets. | | | Skills needed by managers Not everyone can be a manager. Certain  skills,  or abilities to translate knowledge into action that results in desired performance, are required to help other employees become more productive. These skills fall under the following categories: Technical:  This skill requires the ability to use a special proficiency or expertise to perform particular tasks. Accountants, engineers, market researchers, and computer scientists, as examples, possess technical skills. Managers acquire these skills initially through formal education and then further develop them through training and job experience. Technical skills are most important at lower levels of management. †¢ Human:  This skill demonstrates the ability to work well in cooperation with others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships. A anager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others. Some managers are naturally born with great human skills, while others improve their skills through classes or experience. No matter how human skills are acquired, they're critical for all managers because of the highly interpersonal nature of managerial work. †¢ Conceptual:  This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others.As managers assume ever-higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences. Again, managers may acquire these skills initially through formal education and then further develop them by training and job experience. The higher the management level, the more important conceptual skills become. †¢ Designing skill is the ability to solve problems in wa ys that will benefit the enterprise. To be effective, particularly at upper organizational levels, managers must be able to do more than see a problem.In addition, they must have the skill of a good design engineer in working out a practical solution to a problem. Managers must also have that valuable skill of being able to design a workable solution to the problem in the light of the realities they face. It has, however, got to be mentioned that the relative importance of these skills may differ at various levels in the organization hierarchy. Although all four categories contain skills essential for managers, their relative importance tends to vary by level of managerial responsibility.

How to Answer the 5 Most Common Interview Questions

How to Answer the 5 Most Common Interview Questions In a 1981 interview, TV journalist Barbara Walters famously asked actress Katharine Hepburn, â€Å"What kind of tree are you?† Ever since then, the tree question has been a byword for out-there interview questions. And while you probably won’t get any tree-based questions in your next job interview, you should be prepared for open-ended questions designed to test your readiness for a job. Here are some answers and strategies you should have in your pocket for when an interviewer asks you a question slightly outside of your resume.1. What are some of your strengths and weaknesses?Relax. The interviewer isn’t expecting a full audit of your personal failures or a speech about how you remind yourself of Mother Theresa and Mark Zuckerberg. When you’re asked about your strengths, make sure your answer is directly relevant to the job you’re interviewing for. If you’re interviewing for a sales position, mention your knack for turning a slammed door i nto a promising lead. Or if you’re under consideration for a management position, talk about how your leadership led your former group to its best year ever.For your weaknesses, don’t answer with something that will likely make the interviewer roll their eyes, like â€Å"I work too hard† or â€Å"I love my job too much.† Instead, be honest- but again, make sure it can be spun as a positive for the specific role you’re seeking. For example, instead of saying that you work too hard, say that you have a tendency to try to solve every problem that comes along.The key is to  make sure the interviewer knows you’re aware of your limitations. In this case, you could say that you tend to take on a lot, but that you’re aware of the need to work with the team to find solutions together instead of putting it all on one person. A little self-awareness goes a long way.2.  What was your reason for leaving your previous  job?Chances are, the in terviewer will ask you why you’re looking to leave your current job- or if you’re currently unemployed, why you left your last job. If it’s the former, stress that you’re seeking to grow by taking your skills and experience to the next level with this job. If it’s the latter, and you left your last job under less-than-ideal circumstances (like being fired), don’t panic. Emphasize that the job wasn’t a good fit for you, and you’re seeking a job that fits with your long-term goals (with a bit of explanation of what those are and how they relate to the job you’re trying to get).3. What are your salary expectations for this position?Asking what kind of salary you’re expecting may just be the interviewer’s way to determine what you expect from the job. It’s a risky question to answer- too high a salary, and they might think you’ll jump ship for the next high-paying opportunity that comes along. Too low, and that could impact the salary and benefits they propose to you as part of a job offer. It’s okay to punt this one a little- explain that you’re flexible on salary depending on the role and benefits package and would be happy to discuss that further in the future.4.  Tell me about yourself .When an interviewer asks you about yourself, this is not the time to talk about your hometown, your elementary school spelling bee trophies, or your allergies. They want you to cherry-pick your bio to show whether you’ll fit at their company, in their open  position. Here’s where a quick summary of your relevant education would come in handy, along with  an overview of jobs you’ve had in the field or other experiences appropriate to the job itself. This is something you can prepare ahead of time- just a few sentences outlining who you are as a professional and what makes you a strong candidate for the position.5. Tell me about a time you solved a d ifficult problem.Another popular interview tactic is to have the candidate tell a story about a time they demonstrated a particular skill, like problem solving. Before you go into the interview, think about the skills you’d like to emphasize and come up with a few (honest!) anecdotes about how you applied those in real life. Write them down, or at least jot down notes; that will help them stick in your head and make them easier for your brain to â€Å"grab† when you’re on the spot.If you do know what kind of tree you would be, great! You’re all set if that somehow comes up. Much more likely, you’ll see questions like these. The more you think about them beforehand, the more ready you’ll be to answer them like a pro.

Questioning the Rejection

Questioning the Rejection I wear three hats FundsforWriters editor, freelance writer, and mystery author. With the first, I have the painful privilege of accepting and declining submissions. In my other two roles, Im the recipient of the decision. As the writer/author, Ive been politely declined, unfortunately ignored, laughed at, and derided tongue-in-cheek I reply to every submission, usually with a reason if the piece was unacceptable. Im booked through 2015, so there is no shortage of submissions. When a concept shows serious potential, the submitter receives an invitation to resubmit an edited version. Some do and some dont. Most, however, are eager to try again. Keep in mind Im not your normal editor. Still, however, I have writers who become irate or question my logic. The ones who complain the loudest are those who resubmit and I do not accept the piece. The argument usually sounds something like this: I did what you asked and you still reject it? Ive invested all this time and effort and you still dont want it? How dare you waste my time. Im done. When you submit to a magazine/newsletter/publisher, you are asking that someone on the other end take their time to read your work and hopefully pay you. You are one of many. Ten, a hundred, maybe a thousand others like you will be considered for the same slot. How would you like to spend an entire day going over submissions knowing youre only allowed to pick one or two, and that all those other people will be unhappy with you if you take the time to reply? So, to all my writing friends out there, when you pitch to an editor: First, be happy that you receive a response either way. Its expensive to send rejections to so many people. That effort could easily explode into a full-time position with no hope of return on investment. Yes, it might be mannerly to offer a rejection, but when some rejection recipients get upset over the answer, you might understand why its easier not to reply at all. Second, be happy that the reply included editorial remarks. Someone cared. Third, be ecstatic if the reply leaves the door open to resubmit. Someone is reaching out. Finally, never bite the hand that has the potential to feed you. If you are rejected after all that back and forth, chill. The person on the other side took time with you. This is an opportunity for you, even if you are rejected. Get mad and theyll never consider future pieces. Yes, most of them will remember. Ill bet it never crossed your mind that you ought to be paid less because someone had to edit your work two or three times, either. That publication couldve even taken a loss buying the piece, when you look at the hourly pay of that editor. Be positive. Be proactive. Be thankful. Be nice. Trust me, it all comes around.