Group Behavior in Organizations Essay Example | Topics and Well Written Essays - 2250 words

Group Behavior in Organizations - Essay Example During its production of goods, the company has a history of using group work for effectiveness and efficiency in production. Productivity is the most important component in any organization; members of the group should learn how to work together. For organization’s initiatives and goals to be achieved, group productivity should be enhanced (Kowert, 2002). Any successful supervisor or manager should be in a position to guide his employees in a way that encourages an increase in performance. Being a hired consultant in Johnson and Johnson, I found that the organization has four main problems which will be analyzed in this paper. Thesis statement: This paper will analyze in essence the problems in Johnson’s and Johnson’s Company, the effects caused by the problems upon the group’s production, as well as recommendations to be adhered to in order to increase the productivity of the groups in the organization as seen below. Role conflicts occur in organizations due to individuals having many conflicting responsibilities in the organization. Research has depicted that most role conflicts come as a result of multiple obligations being given to varied groups (Kowert, 2002). Through the research carried out in Johnson and Johnson Company, it is clear that mid-level supervisors are given a lot of roles which include working with the employees they supervise. This has led to many role conflicts with the supervisor. This is due to the fact that the supervisor is expected to report underperforming employees and to collaboratively work with the group. Moreover, conflict roles are also caused by employees being asked to perform tasks which contradict at the same time. For instance, an employee can be asked by one supervisor to increase quality control on Johnson’s baby powder.

Will the Starbucks maintain its market leadership over Mc Cafe Essay

Will the Starbucks maintain its market leadership over Mc Cafe - Essay Example Now the primary question which is raised here is; â€Å"Who is the leader and will be in future as well?† Another well established and well reputed brand is Mc Cafe which is the creation of repute firm McDonalds. Following is an extensive analysis to deduce which of the two firms will remain the undisputed giant in the years to come. History of Starbucks In the time when world around us is extremely fast paced and competition in the market has squeezed every firm in the industry and where only survival of the fittest is possible, a giant market leader in the coffeehouse industry pops up in head, Starbucks Corporation. Starbucks was founded by three partners Jerry Baldwin, Zev Siegl and Gordon Bowker in 1971 in Seattle, Washington. Starbucks is by far the largest coffeehouse company in the world and it is still expanding at a rapid pace (Spanogle et. al. 2007). Starbucks went international in1990 for the first time when they inaugurated a store in mid 1990s the time during whic h the firm was opening a new store every single day and this speed of expansion that carried on into 2000s and now approximately around one third outlets of Starbucks corporation are overseas. Starbucks had expanded up to one sixty five outlets in 1992 at the time of its initial public offering (Abrams, 2003). Over view of Starbucks: Starbucks sells a wide range of coffee and other beverage products in order to provide a delightful experience to its customers. Its products mainly include  drip brewed coffee,  espresso -based hot drinks and coffee beans. Starbucks has restricted itself to coffee products but it also produces salads, hot and cold sandwiches, Panini, pastries and snacks which provide the consumers with what the company calls a â€Å"distinctive Starbucks experience†. The success and growth of Starbucks Corporation can be attributed to a person who saw the potential and opportunity in the product when no one else did: Howard Schultz. This aspiring entrepreneu r was appointed as the marketing head in 1982 and upon his return to United States from Italy, he realized the opportunity that could materialize into the repute that Starbucks today has. The following words are attributed to him: â€Å"Lets create a community gathering places like the great coffee house of the Italy in United States†. Although his idea was not highly appreciated by the top management at Starbucks, nonetheless they did allow him to experiment this new idea at one of their retail stores (ABA, 1997). Moreover, the new idea proved to be a huge success and that’s when Schultz started another company with the name of ll giornale. In 1987, Schultz convinced a group of local investors to buy Starbucks when its original owners decided to sell their coffee business along with the name. Schultz incorporated Gionrale outlets with Starbucks and finally started with the conversion of six shops into graceful and

TV Personalities Essay Example for Free

TV Personalities Essay For this project, I chose the television show House. In this particular episode, Dr. House and his team of doctors face the problem of diagnosing a man who came into the ER at the hospital after fainting. There are no clear symptoms that point to a single medical diagnosis. The second part of this episode deals with House and his best friend Wilson. Wilson is in a relationship with another doctor that House doesn’t particularly like and House is determined to get his fair share of time with his friend, away from his girlfriend. I have obviously chosen Dr. House has my subject for this paper. House is a very brilliant and gifted doctor. He is also very obnoxious, overbearing, rude, egotistical, sarcastic, arrogant, and cantankerous. House will gather his team to brainstorm about what the symptoms that patient is showing to see if they can come up with a solution and House will override everything they say. He will ask for a vote on the way to proceed and then disregard the vote for whatever he wants. Looking at Freud, it would appear that House’s id is still very strong and was not tempered very much by the Ego and Superego. House is still very demanding, irrational, illogical and impulsive in the way he lives his life. By studying Freud, it would also seem that in the stage of the Superego that House failed to fully develop the ego ideal and the conscience. The Behaviorist’s view would show that the way House is today is a result of environmental stimulus that was reinforced or strengthened in some way while he was growing up. It would suggest that his parents might have praised him when he acted out and was disrespectful instead of properly chastising or punishing him. The social cognitive view of personality suggests that House has a high self-efficacy. He is very sure of his talent as a doctor and therefore excels at his job. This view of personality also will show that House is very comfortable in his environment. Because of his comfort level, his behavior of being rude, sarcastic, and so on, will continue because he receives the type of reaction from others that it seems like he expects. This theory suggests that if the environment changes, his behavior should adapt to the change. In this episode, the only time his behavior changed in any way was when he was out with his friend Wilson. Although he was still sarcastic, overbearing and obnoxious, it was not as bad as when he was in the hospital. House’s real self and his ideal self are pretty well matched when looking at the humanistic perspective. House is very confident and sure of himself in what he is and who he wants to be. According to Rogers, House would be a fully functioning person. When House was growing up he must have received unconditional positive regard from his parents. The last personality theory that will be touched upon will be the trait theories. The one trait theory will be scrutinized is the Big Five. House is definitely an extrovert. He obviously likes being the center of attention. This was shown by the way he directed the attention to be on himself whenever he gathered his team of doctors together. House would also score very low on the trait of Agreeableness. House was very rude, irritable, and aggressive. A very high score would be given to House on Openness. House shows that he would have to be very curious and imaginative when looking for the causes for symptoms that patients emit and finding a diagnosis and cure for those symptoms. House was also very nonconforming. House definitely did not conform to the expectations of the way a doctor should conduct himself, whether with other colleagues or with patients themselves. House would also score high on Conscientiousness. He might not be the easiest person to be around, but he is very reliable. He would also have to be an ambitious person to become the brilliant doctor that he is. Neuroticism is hard to decide. Although House shows that he can be very temperamental, which is a characteristic for the higher score, it did not seem that he exhibited the traits of worrying, insecurity, and anxiousness. On the flip side, the low scoring characteristics for Neuoticism are calm, secure, relaxed and stable. House could probably be described as stable, but the other characteristics don’t really match him either.

Evaluation and Case Study of Factors and Implementation of Organization

Evaluation and Case Study of Factors and Implementation of Organization INTRODUCTION Organizational change is a very common idea found among successful companies. In making the business productive it plays a significant role. In the early 1990s due to increased competition in global economy, new technologies, expanding markets results in more rapid change. As a result the management practices had been revived. Normally most people have negative opinion towards change. This is because of their doubts of loosing something. They have the incomplete knowledge of change process and this will affect their job personal life and workload. To overcome these negativity Oliver Recklies gave the idea that management need to keep in mind those negative side-effects of change in order to achieve the expected positive results. All the employees of the organization should participate for the success of project. The process of change is the nonstop implementation of policies and structures to changing external conditions. Change is not the exception but a steady ongoing process. As J ohn Naisbett said that a society in which we are living have been moving from old to the new. And we are still in motion experiencing disorder. The environment of the organization, even socially and politically is always changing. We are always looking for newer and better ways. The globalization and inter-cultural exchange had made us more vulnerable to change than ever before. The organizations need to adopt new technologies and management ideas for betterment. The strategic importance on cost cutting and competitive makes it even more important to be open to change rather to resist it. It is very important to accept the change in any form like functional, structural, operational, or strategic. It is very difficult to define change because every organization has different criteria. Each organization has different challenges. Also each organization has different policies, resources, and culture. The leader of each organization has different aim and objectives. In order to survive in the period of crises each organization should adopt the change without any fear.(Supreet Ahluwalia and Vivek Joshi ,2006) Factors influences change There are different factors which influence organizations change. These factors can be external (technology, Government policies, social pressure, cost of raw material etc) or internal (change leadership, decline in profit, union action etc).in this era of globalization the most commonly seen organizational changes are implementation of new technologies, mergers and downsizing. In todays business environment and within its competitive landscape, change management is managing to ensure the business right across the organization and within each of it individual departments is continually embracing change and reviewing and adjusting within itself to do the best it possibly can, to get to the top, to stay on top. Change Management is a firms capability to implement and maintain changes to its strategy, structure and its people that will result in the firm achieving the business results it seeks. Change management is a method of business improvement for organizations. Figure 1: Phases of change If organization is not in a constant phase of change management and continually assessing and adjusting then business may be at best average within its industry. For some organizations this means they may be going backwards and eventually bankrupt. Only those companies can survive which can adapt to changes. This change management model follows all other change management models and theories. Every organization can be summed up to be a combination of these three elements which includes the structure, the people and the strategy. Any change in any area of an organization will affect at least one or all of these elements. Figure 2: Three elements for change The structure is the systems are process with physical resources that support the strategic objectives of the organization. Change management specialists will review complete and properly structured management operating system (MOS). The people involved in this process are stakeholders, resourced people, and management team. All people involved n this process should be well informed and focused on the right things. They should communicate with each other. Figure 3: people involve in change management The strategy is the method for achieving the target of the organizations existence. Change management strategy provides the road map used for directing organization from where it is now to where you want it to go. The Skill of Change Management Managing change in the workplace while ensuring the operations strategy is on the right path. This can be achieved by the support of people and structure elements towards achieving the organizations corporate strategy. Phases of Change Organizational change involves the fear of loss inherent in this process, and this loss is mostly felt by employees. The Kubler Ross Grief Model addresses the emotional issues associated with change. The four emotional states experienced throughout the change process may be expressed by employees in behaviors that are obstacles to the process of change. This model consists of four stages given below: Denial The first emotional state during change is denial. This is the stage in which employees dont believe this is happening to them. They have certain fears and these fears should be addressed during this phase. This fear can be reduced by taking them in confidence. Fear and mistrust need to be replaced by acceptance. Resistances to change The second emotional state is resistance to the change process. Resistance is natural reaction to change. Eric B. Dent and Susan Galloway Goldberg (1999) discuss their research on the origins of this concept and the prevalent idea that managers must overcome this resistance or are doomed to failure. Kurt Lewin, the mid-twentieth-century social psychologist, introduced the term resistance to change as a systems concept affecting managers and employees equally. As we know that people of any organization are generally resistant to change. According to Scott Jaffe resistance is a stage that ends as individuals begin to separate from the past become more confident of their capability. They play their role by their participation to reduce resistance to change. For example, competition might force a business to organize work around processes to improve operating efficiencies. Functional departments involved in these processes would be combined. Employees might not see a need for this chan ge. The reasons for change must be fully explained so that employees understand why it is necessary to embrace the change. Chew (1990) studied the case of Machinists Mutiny. In his study he revealed that due to poor planning and implementation the change is stopped due to employee resistance. This article also includes expert opinions that organization should adopt so they have better implementation of change Once people are convinced that change is necessary, its time to move forward with implementation and consolidation of change. The response to resistance is very important. Forcing compliance may increase resistance. Those affected by the change probably know a lot about what is required to implement something new, and their input is important to the change process. The degree to which employees will support your new initiatives depends on how many of their recommendations are used. Explorations The third emotional state encountered is exploration. employees will search new roles if they are incapable to stop the changes. In this stage both individual role as well as the group role are defined. it is important that unresolved issues that continue to surface be addressed during this stage. One should be ready for the negative reaction of the employee. Those individuals should be warned at the first sign of falling back to old behaviors. This negative reaction can be changed to the positive if trust can be created among groups. Commitments The final emotional state is commitment to the change initiative. Mutual commitment is established for the change effort. Obstacles have been removed and the focus is on successful implementation of the changes. Models of the change process After years of failed change efforts, researchers are saying that knowledge of the change process is critical. To thrive we need to know successful change during and before the change process. There are five most popular models of the change process(Lewins three-step change model, Kotters eight-step plan, Harriss five-phase model, Fullans change themes set, and Greiners six-phase process).But in this report we will discuss only two of them. Lewins Three-Step Change Model Change involves a sequence of organizational processes that occurs over time. Lewin (1951) suggests this three step process. These steps mostly involve reducing the forces acting to keep the organization in its current condition. Unfreezing Moving Refreezing Figure 4: Three step model Unfreezing: This is the first step which is accomplished by introducing new information that points out failure in the current state. Crises often arouse unfreezing. This crisis can be due to increase in employee, demographic shifts, and an unexpected strike. This is not necessary that during unfreezing crisis always occur. For determining problem creating zones in organizations financial data, climate analysis and enrollment projections can be used. Moving: Once the organization is unfrozen, it can be changed by moving. This step generally involves the change in structure, development of new standards, attitudes, and behaviors. Some changes may be minor and involve a few members. Refreezing The final step is refreezing which involves stabilizing the change. In this step mostly the changes in organizations policy, organizational culture, or modification in organizational structure often accomplishes. Kotters Eight-Step Model John Kotter (1996) of Harvard University developed a more detailed approach for managing change which was based on Lewins three-step change model.the steps involved in this model are given below. Establish a sense of urgency: Unfreeze the organization by creating a convincing reason for change Create the guiding coalition: Create a cross-functional, cross-level group of people with enough power to lead the change. Develop a vision and strategy: Create a vision and strategic plan to guide the change process Communicate the change vision: Create and implement a communication strategy that consistently communicates the new vision and strategic plan Empower broad-based action: Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. Generate short-term wins: Plan for and create short-term wins or improvements. Recognize and reward people who contribute to the wins Consolidate gains and produce: The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. Anchor new approaches in the culture: Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession. Types of Change Change can be categorized into four categories, structural change, cost change, process change, and cultural change. Structural change occurs when there is an alteration to the companys organizational structure. This reorganization may occur due to a merger. For instance, an organization that is intent on increasing its innovation may reorganize its traditional functional structure into a more flexible matrix structure that uses small, self-managed teams. Or, an organization that is expanding into new markets may adopt a divisional structure in which different geographic locations operate nearly independently of one another. Cost changes are those that occur when an organization attempts to reduce costs in order to improve efficiency or performance. Major adjustments may be made to departments to cut costs; reducing budgets, laying off employees in redundant positions, and eliminating nonessential activities may all be a result of cost change. Process changes are implemented to improve efficiency or effectiveness of organizational procedures. This may occur in production settings; there may be changes to how a product is created, assembled, packaged, or shipped. Or, in a service organization, there may be changes to the procedures used to accomplish work; new computer systems may create the need to change how paperwork is completed, or a new manager may modify the process used to handle customer complaints. Cultural changes are the least tangible of all the types of change, but they can be the most difficult. An organizations culture is its shared set of assumptions, values, and beliefs. A prototypical culture is the very bureaucratic, top-down style in which stability and standard processes are valued. When such an organization tries to adopt a more participative, involved style, this requires a shift in many organizational activities. Primarily, manager-employee relations are altered with a change in culture. IMPLEMENTING CHANGE Management must take a number of steps for the proper implementation of change. The first step in implementing change involves people of higher management and executives. For instance, in an organization new computer system is to be installed in all its areas. Then they major personal are not only top management but also lower-level managers who supervise the employees for the use of the new technology. A different set of key people would be involved in a cost-cutting change. If the company is reducing its operating budget in a specific division, the managers of that division and also human resources personnel should be involved. The human resource department is involved if there is change to personnel policies or in which demotions, transfers. After key personnel have been identified and properly involved, the second step in implementing change is to develop a plan for effective transformation. The plan should help to define the responsibilities of the key people involved. Also set short-term and long-term objectives for the changes. Because change can be unpredictable, the plan should also be flexible enough to accommodate new occurrences. The third step in implementing change is to support the plan. This involves the management. This key step involves facilitating employees to accept the change. The organization should provide the basic support to the employees like training, reward system etc. if organization does not provide this kind of support there are chance for the failure of the plan Change process is the final step of booming change implementation. Communicating with the employee about the change and its importance will be very helpful through out the process. As we know that change can create fear in employees and to relax them increased communication can help a lot. Managers should carefully listen to all their question and their advises to overcome their fear. Creating opportunities for employee feedback, such as holding meetings or having an open-door management policy may facilitate change more successfully. (Wendy H. Mason ,2003) Abrahamson (2000) gave the view of Change without Pain. The main theme in this article was change must take place, but change does not always have to be disturbing to the organization. The author believes companies should intersperse major change initiatives among carefully paced periods of smaller, organic change, using processes. The author calls this tinkering and kludging. By placing small changes between large changes, companies can manage change through dynamic stability. Dynamic stability is a process of continual but relatively small change efforts that involve the reconfiguration of existing practices and business models rather than create new ones The goal of dynamic stability is to create a change which can be sustained long term, not just in the short term. To achieve dynamic stability the big and small changes must be done at the right time, at the right pace and the organization must tinker and kludge. Tinkering is taking a current process and making small changes to it . This is done at a low cost to the company and the results are often very quick. Kludging, on the other hand, is tinkering but on a larger scale. Kludging looks at outside resources for improved parts or processes and looks at the unused resources within the company. Many companies do not realize they have resources not being used because the processes using the resources are to slow to fully utilize the capacity of the resource. CASE STUDY This case study was based on a company called Trail Manufacturing which produces cable crane components. This study was done by Chew(1990).The company was a mid-sized company set up to run high volume jobs on manual equipment. But with todays economy and competition, Trail determined the best money was in low volume jobs. The President of Trail decided to bring in new technology to replace the old machines. He researched the new machines and decided to bring in eight flexible manufacturing cells which would replace twenty-eight old six-spindle screw machines. Since this was new technology and training would be needed a plan was laid out to set up teams, one for each cell, and the company would phase in the new machines. Each team would be trained and then they would construct and run their own cell. Once one cell was on-line a new cell team would start up until all eight cells were on-line. The first five teams went through the process fine, but at team six the company had a problem. Team six consisted of men who had been at the company many years. The team went to the president and told him they refused to switch over to the new machines. They felt the old machines were running fine and the new machines did not show the expected improvements, so they wanted to continue working on three six-spindle screw machines. At this point the president had to determine if he wanted to keep going with the project or alter it to keep some of the old machines. Some management personnel felt that if the new cells were going to work, a clean break had to be made from the old machines. Others felt that since the productivity gains were not being seen yet by the new cells, the possibility of keeping the old machines for a short time might be a good idea. The case ends without a decision being made by the company. Four experts in operations management give their opinions on the situation. Only one out of the four said the company should continue on with the original plan and if t he members of team six leave the company then it is the price to be paid for progress. The other three are quick to point out the president made a wrong assumption in the planning. He assumed that by bringing in new technology productivity would improve. This is a wrong assumption because technology is only as good as the company and how the company works. One of the experts points out truly understanding how the whole system plays together, and not just implementing the latest technique, means bridging the gap between the emotional and the technical. The president did not see that by bringing in new technology it would change the culture of the shop floor. Men who had years of experience on the old machines and were in seniority would be at the same level or lower than the younger more computer literate employees. This would be a big culture change for the employees. Most of the experts suggested slowing down the remainder of the cell startups and specifically addressing the concer ns of the men on team six. If team sixs concerns are not addressed there could be more problems with the rest of the teams. This article showed a good picture of how a company has to go about major changes, especially ones affecting the culture of the company. The expert opinions enhanced the article and I would highly recommend this article because it is an example of a case that is played out in companies all over. CONCLUSION Today change is the necessary of survival and a way of carrying out your business. Every Organization or firms should under go change with the passage of time otherwise will survive. This change along its success also brings fear of employees to come out of their comfort zones to uncomfortable zone.this leads to resistance to change. How effectively and efficiently the top management and leadership within the organization address these issues and how well are they prepare to handle the resistance will decide the faith of the organization and its success in implementing change. The importance of good communication system and the role it plays in make change process smooth and less painful can not be undermined. RECOMMENDATIONS Following are some recommendations. Managers should improve their interpersonal and communication skills so that they could help their staff overcome the pains associated with change. Tell people the truth and give as much information as you can. Keep giving information as soon as possible. Give them time to digest the news. Give them time to vent there might be anger because this is normal reaction. Listen to staff and their concerns dont interrupt them so they can reduce their fear. REFRENCES Abrahamson, E. (2000). Change Without Pain. Harvard Business Review, 75-79. Chew, W. (1990). The Case of the Machinists Mutiny. Harvard Business Review, 4-8.) Dent, Eric B., and Susan Galloway Goldberg. Challenging Resistance to Change.' Journal of Applied Behavioral Science (March 1999): 25. Kotter, J. P. (1996). Leading change. Cambridge, MA: Harvard Business School Press Lewin, K. (1951). Field theory in social science. New York, NY: Harper Row. Oliver Recklies Managing Change Definition und Phases in Change Processes www.themanager.org/strategy/change_phases.htm. (accessed on 12 of November) Supreet Ahluwalia and Vivek Joshi (2008)managing Change in an Organization. http://www.indianmba.com/Faculty_Column/FC707/fc707.html (accessed on 13 of November) Wendy H. Mason (2003) ManagingChangewww.referenceforbusiness.com (accessed on 12 of November)

Vicky Green Case Essay example -- Ethics Theory

The Vicky Green Case Right to be Informed:   Ã‚  Ã‚  Ã‚  Ã‚  Since key personnel of other companies are certainly going to face the risk of losing their jobs if they decide to accept the K.I., Koke International, 50 percent raise, then Vicky must consider the key personnel’s right to be informed about the aftermath of such a decision. Wendy McGee, Vicky’s boss, has made it clear to her senior staff members that key personnel of the other five player companies will be fired once they finish training K.I. employees. Vicky must consider the fact that those key personnel have the right to be informed about K.I.’s future plan, which will affect their careers.   Ã‚  Ã‚  Ã‚  Ã‚  It was not clear whether the orders that Wendy passed to her senior staff members will be mentioned to the top corporate people or not. Vicky must acknowledge the right of those top people to be informed of what Wendy has in mind. It is her job to make sure that these corporate people are aware of all consequences since K.I. could face antitrust issues by going forward with such a plan. Vicky must not let such orders pass without informing these corporate people. Do No Harm   Ã‚  Ã‚  Ã‚  Ã‚  Vicky must avoid harming the powerless versus harming the powerful. The powerless in this case are the other stores that are going to compete with K.I. in the New England states region. Vicky is in charge of coming up with a unique pricing strategy that will run the competitors out of business within an 18-month period. The other competitors’ stores are considered powerless when compared to the gigantic and powerful Koke International. Vicky must consider the harm that is going to affect the powerless stores, which will lead them to bankruptcy according to Wendy’s plan.  Ã‚  Ã‚  Ã‚  Ã‚  Vicky must also consider harming many versus harming few. The many in this case would be employees of the other five major players in the region and the few are K.I.’s employees. If the plan is successful then K.I. becomes a monopoly in the region while the competitors go out of business leaving their staff unemployed. Therefore Vicky must be concerned about the harm that is going to affect the many left unemployed versus the harm that is going to affect the few at K.I. Duty:   Ã‚  Ã‚  Ã‚  Ã‚  Even though Vicky is considered a new employee at K.I., that should not stop her from striving to amend the company whenever there is an opportunity. Vicky must acknowledge the du... ...fusal to continue on with the plan will cost the company extra time and effort. The company will be required to come up with a new pricing analysis, which might discourage the company from continuing with the plan since it will cost them time and effort. Therefore K.I. might lose its share from New England’s market. However, K.I.’s loss is a gain to the other stores in the New England states region. With K.I. out of the way the stores in the region will continue to operate in a healthy competitive market. If K.I. chooses not to dominate the New England market, which will eventually lead to dismissing Wendy’s plan, then such a decision would be beneficial because K.I. will avoid antitrust issues. However, Vicky’s reaction may vary. Vicky may oppose the plan and challenge her boss right after the meeting by persuasion and convincing. If this action doesn’t work, then Vicky may take it to the next level, which is to inform the top corporate people of what unpleasant consequence might they face from the federal government if they accept the Wendy’s plan. If this action also doesn’t work, then finally Vicky must report the plan to the federal government, so the law will take action.

Essay --

As increasing rates of complementary and alternative medicine (CAM) are becoming intertwined within traditional western practice, it has begun to present itself as a social conundrum. It is believed that the first practices of alternative medicine date back to the mid eighteenth century where as ancient Egyptians were using forms of traditional medicine in the early 5th century BCE. Because it has not been practiced as long as traditional western medicine, it has been framed as a social phenomenon. Its growth is curious in that it is beginning to surface in â€Å"countries were Western science and scientific method generally are accepted as the major foundations for healthcare, and â€Å"evidence-based† practice is the dominant paradigm† (Coulter & Willis 2004). Current US policy and government regulations, like the National Center for Complementary and Alternative Medicine, have allowed for CAM to become an integrative part of modernity. This paper examines how the def ining of CAM has influenced past and present societal reforms and how the lack of a singular, all encompassing definition was once problematic in CAM’s ability to converge with traditional western medicine. However, due to the growing appeal of CAM’s treatment methods, economic and political factors have paved a path a successful integration into modern medicine. Unorthodox systems of medicine were first developed in Europe and the United states in the late 1700s but were not completely adopted by doctors until the 1800s. Traditional, or orthodox medicine was established in the West through a process of â€Å"regulation, association, institution building and systematized medical education† (Coulter & Willis 2004) and any form of deviance threatened that. During the Revolutionary ... ...lternative medicine. It is one of the determining factors of a successful healing process and is often inhibited by the limitations of traditional medicine. Many of these movements have included criticism of traditional medicine and a promotion of responsibility of self (Goldstein 2002). By doing so, patients are able to empower themselves through taking control of their treatment instead of playing a passive role in the process. The societal acceptance and popularity of complementary and alternative medicine contains many facets of reason. The values that CAM embodies and the gaps in traditional medicine it is able to fill both contribute to its high rates of success in the past decades. However, its growing appeal to both the economic and political forces that drive our country has given CAM the leverage it needs to become an intrinsic part of the medical world.

Blueprint Professional & Personal Growth Part II Essay

This paper is my analytic theorem to my Blueprint of Professional and Personal Growth from the course â€Å"Dynamic Leadership†. It gives a brief breakdown of my path to achieving my MBA. An executive summary is presented to show how the course educated me in a more systematic way and how it helped me identify my qualities as a leader and my values. Furthermore, in detail is three (3) goals I plan to achieve in my personal and professional development. Executive Summary Throughout this course, Dynamic Leadership has educated me and enlightened me in three aspects – being a leader, a follower and recognizing your personal values. Both leader and follower have a similar notion but with different service to offer – one portrays his dream and plans his mission and the other help to achieve this goal. Each of them have values, principles and ethics they live by whether in their work paradigm or at home. As this course engulfed me with so many different stages, I was able to identify different qualities of leaders and followers, what are their competencies, their different leadership styles and other leadership theories, how followers contribute to achieving the set goals, their weakness and strengths, their passion and purpose, the right timing to a right decision making, how values, principles, ethics and goals intertwine with ones personal and professional lives – individually and eventually to where it clarified profoundly, my Blueprint for Professional & Personal Growth. In general to be precis, Dynamic leadership shown me how to distinguish my leadership style(coercive, authoritative, affiliative, democratic, pacesetting and coaching styles) and projected theories to help me improve my direction as a leader in my organization. I was able to extricate my weaknesses and transform them into strengths. Not only I was able to listen more to my followers – opinions and advices, I was also guiding and sharing my experiences with them, involving them into my goals and boost their motivation. I was authoritative and afraid as I couldn’t trust my staff to delegate and take initiative. But this course has given me insight to better understand how effeicient and effective a leader should be and given the ability to self-manage. I learnt that to be adaptable in leading todays world of business requires strategic sense of personality infliction – meaning flexibility in switching leadership styles with your staff in order to maintain balance and result into productive work and innovation. Likewise, I was able to understand the different competency in followership and how to guide my followers inorder to be effective in their job. Through the interesting stories of successful leaders, my passion did find its purpose by instilling creative ideas, how to lead a diversity of different nationals, globalization, the power of technology merged with business (e-business), adapt to change and have a sight for long term goals. I realized how confusing my goals were, until I took the Personal Value Survey, it enlightened me in details and more clarification how to set my goals smartly, calculating time, recognizing my milestones and how to achieve them. Fascinated by the discussions of different points of views from my peers, made me relish the successful results I gained. Not forgetting few resonating statement, an interview with Kimberly Carter, â€Å"How would I know wether I could be successful at my venture if I didn’t try†¦. A sense of responsibility to encourage others by helping them recognize that they cannot grow unless they realize they don’t fit in any predefined box†¦Ã¢â‚¬ . Her story made me put out my capabilities without fear, voicing out what I believe is right or wrong, allowing me to take risks and be prepared for any challenges and moreover to recognize the efforts of those contributing to achieve the goals by understanding them and allowing for innovation by giving them the initiative. Furthermore, Deb Henretta’s interview also displayed so many reflections in the way she runs her business as I have a little similarity managing and leading mine. Some important factors that she tackled in correspondence to other articles that I have read in the book of â€Å"Passion and Purpose† which have connections in how I run and manage my organiztaion. Such as the importance of your personnel satisfaction that will result into better use and expansion of their abilities in which it is also stated in an article by Dominic Barton (Coleman et. al, 2012g), the importance of working with the team of diverse individuality â€Å"Embracing the Global Generation† (Coleman et. al, 2012) and also recognizing the distinctiveness of every staff regardless of their gender, sex or race â€Å"Nonconforming Culture† by Kimberly Carter(Carter,2012). In conclusion, by recognizing my values, principles and goals, I was able to have a picture of how long I can achieve my set objectives and more precisely how I go about in attaining it. With my MBA, I believe not only I can change certain things but also develop it into a higher success for a longer term effects. The shared practices within the forum, helped me to be more analytical and logic. Reading from my peers their diverse experience and goals, not only powered me to achieve more, open other types of companies, listen more, better creative ideas, but most importantly they give me the â€Å"determination† in achieving them without fear and be prepared to face predicted chalalnges. Below is three (3) goals I am driven to achieve within the time frame of 5 years and even more, given that one of my goals is to instill for a longer term. Blueprint for Professional & Personal Growth Part II Action Plans During the shared practices and articles read during week 6 & 7, I was able grasp the significance in the ability to draw out the values, principles and goals wether you are a leader, a follower or an individual. I was able to draw out many short and long term goals and have them prioritized. From the action plan that I have set, I am actually thinking of acquiring another MBA in Marketing. My mother said to me once that she has always seen the lady of substance in me. Through this clarification of my personal values I plan to be more than what she portrays me to be and someday be a renowned strong wealthy business woman – like those popular strong business men in Forbes magazine. My definition of wealthy is not by any fical monetary terms but by the power of accruing knowledge and wisdom.