Burn Burnings Thesis-Support Essay Essay

In William Faukner’s â€Å"Barn Burning†, Sartoris is torn between his loyalty to his family and an inner sense of justice. Between these two factors, Sartoris decides to warn de Spain about the barn due to his grasp on what is right at the age of ten. Sartoris’ sense of justice that compels him to warn de Spain about the barn are portrayed during the trial with Mr. Harris, when they arrive at de Spain’s mansion, and when he breaks free from his mother. At the start of the story, Sartoris is placed in the scenario of lying to the judge about his father burning Mr. Harris’ farm. Sartoris displays great loyalty to his family when the Judge talks to him. When the justice compels Sartoris to tell the truth, Sartoris views the justice as an enemy (Faulkner 801). Despite his loyalty to his father, he truly does not wish to lie about his father’s actions. Faulkner captures Sartoris’ unwillingness to lie through the emotions of grief and despair as Sartoris thinks to himself about lying for his father (801). This inner conflict shows that Sartoris has been exposed to and religiously taught the concepts of absolute family loyalty. However, his unwillingness to lie portray his belief in fairness and justice, which is an impressive level of maturity for his age. His early understanding of right and wrong is one reason why Sartoris decides to warn de Spain. Another event in â€Å"Barn Burning† that displays his sense of justice is when Sartoris and his family first arrive at Major de Spain’s mansion. Sartoris’ initial reaction to de Spain’s mansion is a positive one. Sartoris claims that the mansion is â€Å"big as a courthouse† (Faulkner 804). Sartoris’ reference to a courthouse along with his feeling of peace at the sight of the mansion portrays that he has positive feelings towards the legal system, contrasting his father. He also hopes that his father will feel the peace Sartoris feels and stop burning barns. The hope Sartoris displays shows his genuine feelings that his father’s actions are wrong. This event marks the beginning of Sartoris siding his moral concept of justice in the conflict between family loyalty and justice. When Sartoris breaks free from his mother, Faulkner shows readers that he chooses to turn in his father due to his moral sense of justice. When Sartoris threatens to hit his mother if she doesn’t let him go, he is cementing his moral values over his father’s (Faulkner 811). Throughout the story, Sartoris is shown to have a mature concept of right and wrong, but when he threatens to hit his mother, he is confirming that letting his father burn the barn is worse than hurting his family. Breaking free from his mom symbolizes Sartoris’ making his presence known in the world. He knows that he will breaking family loyalty, but he choose to make his own choice and side with justice. The inner conflict between choosing his family and justice is rough for Sartoris, especially at his age of only ten. However, his strong sense of right and wrong is the final determining factor when he goes to warn de Spain that his father is burning the barn. Bibliography Faulkner, William. â€Å"Barn Burning. † The Norton Anthology American Literature. Ed. Mina Baym. New York, CT: W. W. Norton & Company, 2012. 800-812. Print

Heart of Darkness Active Reading Guide

Conrad1. * Fifteen days after leaving the outer station Marlow â€Å"hobble[s] into the Central Station†, which was being run by â€Å"the flabby devil†, referring to the greed of the Europeans. There he finds out that his ship had been sunk when they tried to take off before he got there. He also meets the manager of the Central Station who is only employed because he never gets sick, and the brick maker who doesn’t actually make any bricks. He overhears a conversation between the manager and his uncle, who is leading the â€Å"Eldorado Exploring Expedition† that passes through the station.They are talking about Mr. Kurtz. This all occurs two months before they reach Kurtz’s station. * Marlow then takes off in his newly repaired boat (Conrad 21). Fifty miles before Marlow reaches the Inner Station where Kurtz is, he comes across a hut on the side of the river. They approach and see a sign on a pile of wood that says â€Å"Wood for you. Hurry Up. A pproach Cautiously†. Then inside a hut, Marlow finds a book entitled An Inquiry into some Points of Seamanship inside of which are notes written in what Marlow says â€Å"looked like cipher† (38). Eight miles before Marlow and his crew reach Kurtz they get stuck in a heavy fog, and are unable to move for quite a bit of time. Then once the fog lifts they are able to proceed, but find themselves stuck once again one and a half miles before reaching Kurtz. Here they are attacked by the natives. They blow the whistle on the boat and the natives are scared away (47). * Finally, Marlow reaches the Inner Station. The first person that he meets is the Russian/Harlequin, who idolizes Kurtz. He then meets Kurtz who is taken aboard the steam boat. Kurtz dies aboard the steamboat, and Marlow returns to Europe. In Brussells, Marlow goes to visit Kurtz’s intended. She is distraught over Kurtz’s death, so Marlow lies to her about the reality of what really happened, sayi ng Kurtz was a good and honorable man (75-79). 2. * While Marlow is in the Central Station, page 23, he is required to repair his ship which had sunk before he reached the Station. Marlow says: I went to work the next day, turning, so to speak, my back on that station. In that way only could I keep my hold on the redeeming facts of life. Still, one must look about sometimes; and then I saw this station, these men strolling aimlessly about in the sunshine of the yard.In this passage, when Marlow states he is turning his â€Å"back on [the] station† he is referring to the lack of work that goes on at the Central Station, and how his hard work repairing his steam boat looks in contrast. When he says that work allows him to â€Å"keep [his] hold on the redeeming facts of life† it lets the reader know that he values work, and thinks it encourages people to become better. * Still at the Central Station, Marlow makes another comment on the work ethic of the Europeans who are at the station saying that their pretending to work was as unreal as everything else—as the philanthropic pretence of the whole concern, as their talk, as their government, as their show of work†¦They intrigued and slandered and hated each other only on that account—but as to effectually lifting a little finger—oh no† (25). His sarcastic tone toward the end of the excerpt, shows that he views their refusal to work as silly and ridiculous. The way he can so easily see through their pretence also shows how little effort they put into everything in the Congo, because they are driven by greed, and greed alone. When Marlow comes across the book in the hut on the side of the river he exclaims that it was â€Å"not a very enthralling book; but at the first glance you could see there a singleness of intention, an honest concern for the right way of going to work, which made these humble pages, thought out so many years ago, luminous with another than a profe ssional light† (39). The fact that Marlow is so impressed by the book because it appreciates hard, honest work, shows what an anomaly this outlook is down in the Congo. Marlow appreciates the book so much because the book lines up with his same views on work. On page 18, when Marlow is talking to the Chief Accountant, the Accountant mentions how he is able to keep such clean clothes saying I’ve been teaching one of the native women about the station. It was difficult. She had a distaste for the work. This is more representative of the European’s view of work than of Marlow’s. The Europeans believe that work is something for slaves and people who aren’t as privileged as they are. Overall, Marlow believes that work is highly beneficial to a person. When someone works, they are kept sane, and are kept honest.Not only are they more sensible, and productive, it makes one a better person in the long run, unlike the ridiculous Europeans overcome by greed a nd laziness. 3. * One reference to futility in the novel occurs after a fire starts in the Central Station. The people in the camp are rushing to put it out, and as one of them ran past Marlow he notices â€Å"there was a hole in the bottom of his pail† (24). This shows how ineffective much of what the Europeans were doing, as a pail with a hole is not able to transport nearly as much water as an intact bucket.This also shows how ignorant the Europeans are about matters in the Congo as the man holding the bucket is not aware of the hole in it, even though that detail is so vital to his plight. * When Marlow needs to fix his ship, he only needs one material to fix it, which would be rivets. However, there are none to be found at the Central Station. Marlow says that at the Outer station, â€Å"You could fill your pockets with rivets for the trouble of stooping down†, but â€Å"there wasn’t one rivet to be found where it was wanted†.This example shows yet a gain the ignorance of the Europeans. They have an ample amount of something that is quite unnecessary in one place, but are blind to the needs of those in other places. Just like they have an ample amount of people digging for ivory in the Congo, but they pay no attention to the needs of the natives. * Only 8 miles from the inner station, Marlow and his ship get trapped in the fog. Marlow has a conversation with his manager: â€Å"[The manager] muttered something about going on at once, I did not even take the trouble to answer him.I knew, and he knew, that it was impossible†¦Ã¢â‚¬â„¢I authorise you to take all the risks,’ he said, after a short silence. ‘I refuse to take any,’ I said shortly; which was just the answer he expected† (43). This conversation is an excellent example of futility, because the conversation is merely for show. There was no actual reason for the conversation to take place, because the conclusion had already been arrived at. Th is is similar to when Marlow sees the men blowing up parts of the cliff to build a train track, even though the cliff was not in the way (16). 4.When Marlow first comes to the Inner Station he describes it by saying, â€Å"Through my glasses I saw the slope of a hill interspersed with rare trees and perfectly free from undergrowth. A long decaying building on the summit was half buried in the high grass; the large holes in the peaked roof gaped black from afar; the jungle and the woods made a background. There was no enclosure or fence of any kind; but there had been one apparently, for near the house half a dozen slim posts remained in a row, roughly trimmed, and with their upper ends ornamented with round carved balls.The rails, or whatever there had been between, had disappeared. Of course the forest surrounded all that. The river-bank was clear, and on the water side I saw a white man under a hat like a cart-wheel beckoning persistently with his whole arm. Examining the edge of the forest above and below, I was almost certain I could see movements—human forms gliding here and there. I steamed past prudently, then stopped the engines and let her drift down. The man on the shore began to shout, urging us to land. ‘We have been attacked,’ screamed the manager. ‘I know—I know. It’s all right. yelled back the other, as cheerful as you please. ‘Come along. It’s all right. I am glad. ’ His aspect reminded me of something I had seen—something funny I had seen somewhere. As I maneuvered to get alongside, I was asking myself, ‘What does this fellow look like? ’ Suddenly I got it. He looked like a harlequin† (53). And then later states, â€Å"You remember I told you I had been struck at the distance by certain attempts at ornamentation, rather remarkable in the ruinous aspect of the place. Now I had suddenly a nearer view, and its first result was to make me throw my head back as if before a blow.Then I went carefully from post to post with my glass, and I saw my mistake†¦I had expected to see a knob of wood there, you know. I returned deliberately to the fist I had seen—and there it was, black, dried, sunken, with closed eyelids—a head that seemed to sleep at the top of that pole, and with the shrunken dry lips showing a narrow white line of teeth, was smiling too, smiling continuously at some endless and jocose dream of that eternal slumber† (58). This passage shows excellent impressionistic style, because of the unreliability of the narrator.The scene is described exactly as it first appeared to Marlow. He first sees the heads on the poles, and thinks that they are knobs of wood so instead of saying, â€Å"I saw something on the poles that I later found out were human heads†, Conrad allows the reader to believe that they are indeed, only knobs of wood, for as long as Marlow believes that they are knobs of wood. It is also s hown in the slightly erratic narration, which doesn’t follow an exact order, but instead jumps around wherever Marlow’s mind happens to be at that exact moment in time.Another clue, would be Conrad’s use of commas. Impressionist writers tend to use a wide variety of commas, which some believe are also symbolic of the short brush strokes of impressionistic painters. 5. Kurtz shows interest in two very different women in the novel. The first we are introduced to is his native lover. she is described as being â€Å"savage and superb, wild-eyed and magnificent; there was something ominous and stately in her† (62). This woman is powerful and wearing â€Å"the value of several elephant tusks upon her†.She shows her emotions openly, but does not allow weakness to show through. Kurtz’s intended on the other hand is described as having â€Å"a mature capacity for fidelity, for belief for suffering†¦This fair hair, this pale visage, this pure br ow, seemed surrounded by an ashy halo from which the dark eyes looked out at me† (76). The intended is more meek, and full of suffering. She claims that she is the only one who understood Kurtz, and Marlow feels the need to protect her from the truth.With the native lover, one of the men onboard says that he would have shot her if she had intended to board the boat. One of the women inspires fear, while the other inspires pity. But they are both very similar in their fierce loyalty to the man they love, Mr. Kurtz. 6. * The first motif that I noticed was that of the â€Å"savages†. They are often referred to by names which are not usually used to describe a human, because they were not thought to be human the way the Europeans were thought of as human.The first example that I found was on page 6 when Marlow is describing what his occupation includes, â€Å"Sandbanks, marshes, forests, savages—precious little to eat fit for a civilized man†, which implies th at he believes that food that the natives find acceptable, wouldn’t be good enough for him, because he is better than the natives. The second example was on page sixteen when Marlow describes the faces of the chain gang that walks past him saying, â€Å"They passed me within six inches, without a glance, with that complete, deathlike indifference of unhappy savages. This shows the way they group all of the â€Å"savages† into one conglomerate mass, saying there is no difference between one of them, and the next. The third example was one page eighteen. Marlow walks through a group of dying natives, and picks out one in particular. â€Å"While I stood, horror-struck, one of these creatures rose to his hands and knees and went on all-fours towards the river to drink†. This sentence doesn’t refer to the native as something resembling a human. The words â€Å"creatures†, â€Å"hands and knees† and â€Å"all-fours† are phrases that are on ly used to describe animals, which reflects on the European opinion of African natives.The fourth example was a comment made by the Chief Accountant when he has a sick native recuperating inside his â€Å"office†. â€Å"When one has got to make correct entries, one comes to hate those savages—hate them to the death†. This comment puts his work, and his accounting, over the well being of human beings. Meaning he values the lives of the natives less than he values his work. The last example was on page 24 when Marlow talks of viewing the man who was beaten, when a fire starts in the Central Station.He says, â€Å"A nigger was being beaten nearby. They said he had caused the fire in some way; be that as it may, he was screeching most horribly. I saw him, later, for several days, sitting in a bit of shade looking very sick and trying to recover himself: afterwards he arose and went out—and the wilderness without a sound took him into its bosom again†. This shows the treatment of the â€Å"savages†. The fire obviously started for absolutely no reason, but still they insist on blaming the fire on the native, rather than on one of their own. The second motif that I chose, was that of the jungle. The jungle is obviously a main part of the story, because most of the land around the Congo River is jungle. The first instance that I found was on page six of the novel Marlow says â€Å"all that mysterious life of the wilderness that stirs in the forest, in the jungles, in the hearts of wild men. † The jungle is often referred to as wilderness, which is a good example of what it represents. The jungle is the wild aspects of the world, and the uncivilized parts of the earth. he second example was on page 23. Marlow speaks of the difference between the station and the surrounding area, â€Å"And outside, the silent wilderness surrounding this cleared speck on the earth struck me as something great and invincible, like evil or truth, waiting patiently for the passing away of this fantastic invasion. † This quote is interesting, because Marlow speaks of the Europeans in the Congo as an â€Å"invasion†. Meaning, the forest is a separate entity, and is not just there for the Europeans to take as they please.The third example is on page 24, when Marlow is talking about the native that was beat for the fire he says â€Å"the wilderness without a sound took him into its bosom again†. This shows that the wilderness is only cruel to those that aren’t used to it, meaning the Europeans. it is a kind home to the natives just as Europe is a kind home to the Europeans. The fourth example was page 27 where Marlow says, â€Å"Could we handle that dumb thing, or would it handle us? I felt how big, how confoundedly big, was that thing that couldn’t talk and perhaps was deaf as well†.Marlow usually describes the forest as being silent, which is usually associated with a sense of for eboding. This shows the unknown threats and dangers that can be found in the jungle. The last example was on page 33 where Marlow describes the silence again saying â€Å"The high stillness confronted these two figures with its ominous patience, waiting for the passing away of a fantastic invasion†. * The third motif that I chose was the river. This is the most integral part of the story, because it is the primary mode of transportation.On page five he asks, â€Å"What greatness had not floated on the ebb of that river into the mystery of an unkown earth! † The river is a connection between civilization and wilderness, ancient times, and modern. The second example is on page 14 where he says, â€Å"Nature herself had tried to ward off intruders; in and out of rivers, streams of death in life, whose banks were rotting into mud, whose waters, thickened into slime, invaded the contorted mangroves, that seemed to writhe at us in the extremity of an impotent despair† . Here he is describing the rivers as the embodiment of the suffering the Europeans are causing.The third example is spoken by the unknown narrator who describes listening to Marlow, â€Å"I listened on the watch for the sentence, for the word, that would give me the clue to the faint uneasiness inspired by this narrative that seemed to shape itself without human lips in the heavy night-air of the river†. Here he uses personification, by saying that the river itself was actually the one telling Marlow’s story. The fourth example is on page 34 when he says â€Å"Going up that river was like travelling back to the earliest beginnings of the world, when vegetation rioted on the earth, and the big trees were kings. This again shows the connecting power of the river from ancient times to modern. The last example was on page 35 where Marlow says, â€Å"The reaches opened before us and closed behind, as if the forest had stepped leisurely across the water to bar the way for our return†. He views the river as a one way path into â€Å"the heart of darkness†. 7. * The first example of assumptions made in the book would be Marlow’s interaction with his Aunt. Because his Aunt has only heard what the companies are telling the world, she believes that the sole purpose of expeditions to Africa is to civilize the â€Å"brutes† who live there.This is, in her mind, a worth while undertaking, so she praises Marlow for his decision. However, if she had actually understood that the reason that the Europeans were in the Congo was to destroy the country in their search for ivory, and mistreat the natives, then her reaction, may not have been as kind. * The second example would be the first interactions between Marlow and the brick maker in the Central Station. Because the brick maker believes that Marlow has connections with officials who are high up in the company, the brick maker is extremely nice to Marlow and immediately attempts to be friend him.He only does this, because he assumed that being friends with Marlow would allow him to get a boost in his standing with the company. * The third example would be the interaction between Marlow and Kurtz’s intended. Marlow who has quite a misogynistic view of women says, â€Å"It’s queer how out of touch with truth women are. They live in a world of their own, and there had never been anything like it, and never can be. It is too beautiful altogether, and if they were to set it up it would go to pieces before the first sunset. Because he has this preconceived notion of women being so fragile, he acts cautiously when he meets Kurtz’s intended, and eventually, this preconceived notion causes him to lie to her about exactly the kind of man that Kurtz really is. 8. â€Å"The horror† that Mr. Kurtz refers to would partially be his involvement in the European presence in the Congo. Unlike the other managers of stations, Kurtz is not completely detat ched from the natives. He gets to know them on a personal level, until they idolize him as a God, and I believe that eventually he began to feel remorse for the way that he was using them.He could never have a real, true relationship with them, because he still had to report to a company, so the main basis of their relationship would always be extortion. Kurtz eventually realized how wrong this was, but at that point he was so involved that there was no way he could reverse the damage he had done there. I feel that he was also, in his last dying breath, attempting to continue the legacy that he had managed to build for himself. Throughout the entire book it seems as if people idolize him for his speeches, but are never able to give real substance for why he is this fantastically, amazing person they describe him to be.This would be a great example. No one will ever be able to explain exactly what â€Å"The horror! The horror! † refers to, but the words are just haunting enoug h that Marlow will never be able to go a day without contemplating what they could possibly mean. In this way, Kurtz is ensuring that his legacy will live on. 9. I believe that the frame structure is very important, because it gives credibility, and a sense of meaning to the story. A story being relayed by the person who experienced it may or may not be interesting or of extreme importance.But, because Conrad chose to have another narrator relaying Marlow’s story, it shows that Marlow was not the only one who thought that the story was worth hearing. It lends that the narrator heard the story from Marlow, and decided it was worth while enough that other people besides those that heard it from Marlow, should hear the story. It also allows Conrad to skip over the least important parts of the story, and only leave those details that are crucial to the story line. Works Cited Conrad, Joseph, and Robert Kimbrough. Heart of Darkness: An Authoritative Text, Backgrounds and Sources, Essays in Criticism. New York: Norton, 1971. Print.

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Source analysis assignment - Essay Example The other issue is the creation of dehumanizing climate, which acts as a malarial swamp thus infecting everybody reading the content when it comes to the view of the Arab world, Islam and Middle East as a whole. The sources leave many questions like who went, where that person went and why that person went answered. The sources reveal the problems by pointing them out and solve them by addressing them in that people now start to look on the opposite side of the stories given by media regarding Middle East. It is obvious that the three sources in subject represent particular bias towards the Middle East as everything centers towards Middle East. The sources are useful in that they help people argue about the reasons behind the American media displaying Middle East negatively and at the same time give history for different issues. The sources have especially been useful to the Muslims and entire Middle East fraternity. The fact that they are internet history sources, they must be very reliable adding to it that the renowned authors write good pieces of history. Edward Said’s arguments are the main evidence supporting the sources. The evidence that the media provides however contradicts the sources and therefore bring about arguments just as Edward said

Analysis and Opinion on June 2010 UK Budget Report Essay

Analysis and Opinion on June 2010 UK Budget Report - Essay Example Tariffs, taxes and rates indicated in the Budget also do have an impact on the trade policy and the volume and type of import and export transactions that take place in the light of budgetary restrictions or allowances. In the long run these will impact the UK’s balance of trade and balance of payments on current and capital account vis-a-vis its trading partners. Macroeconomic Objectives of the June 2010 Budget A review of the June 2010 Budget document as unveiled by the Chancellor of the Exchequer on 22 June 2010 indicates that two main macroeconomic objectives are to (a) rebalance the UK economy and (b) put it on the path toward sustained economic growth (Budget Document, p1). In order to achieve these twin goals, the Government has determined that action needs to be taken in three areas: (1) deficit reduction, (2) creation of business opportunities for private enterprise and (3) ensuring in fairness that all sectors contribute to deficit reduction. The Government has even created an Office of Budgetary Responsibility (OBR) and this institution has been entrusted with the task of reviewing the policy measures taken by the Government and their execution from time to time to ensure that these steps will reduce the deficit and contribute towards sustained economic growth in the future. The OBR in its review of the June 2010 Budget document has already opined that there is a more than 50 percent chance that these measures will achieve the Government’s planned macroeconomic objectives of reducing the deficit, meeting fiscal and debt policy objectives and thereby kick-starting the economy towards sustained economic growth. Macroeconomic Problems Highlighted in the... This essay is one of the best examples of the comprehensive analysis of the state of Budget fulfilment on a certain date in the United Kingdom. The Budget Report attached with the June 2010 Budget document very succinctly highlights the state of the UK economy. The new coalition Government led jointly by Nick Clegg and David Cameron promised to usher in a new era of prosperity and recovery, and at least be truthful to the public in order that its integrity never have to be questioned. The first step was to take stock of reality and let the public know how good or bad things were. Once this was established, new austerity measures were soon on the anvil to mend the state of the economy and bring the UK to a better path on the road to recovery. While everyone acknowledges that we are still not out of the woods yet, there has been some recovery in key sectors like banking, insurance and retail sales- which shows consumer confidence in the present Government and its ideals and vision for the future. The Budget is a key instrument for controlling the incomes and expenditures in the economy. The fiscal and monetary policy are other tools and instruments by which the Government and the Treasury hope to control the rate of interest, lending and borrowing and spending and saving. Care must be taken to keep the British Pound and the Euro at a good rate of exchange on the open market, while reducing signs of inflation or deflation at home. The Government is serious about promoting private business expansion through various actions.

Narrative (fiction) texts Essay Example for Free

Narrative (fiction) texts Essay Children should be able to distinguish narrative texts from expository ones. For a child to be familiar with each type of text means to possess sound communicational, analytical, reading, and writing skills. DQ 14 It is critical that children are able to distinguish expository texts from narrative works of writing. Generally, there are several features which make narrative and expository texts different from each other. Narrative (fiction) texts are filled with numerous sensory details. Personal experience is not a rare subject of fiction stories. Fiction literary works are usually told from a first person’s view. In many instances, the author of a fiction story will refer to personal interpretation of events and phenomena by using â€Å"I† or â€Å"we† pronouns. Expository (non-fiction) texts are primarily aimed at informing, explaining, or persuading the reader. Expository texts are not colored with emotions, being written from a non-personal (often neutrally objective) viewpoint, and carrying no sensory details. Expository texts are never written in the first person (Vacca, 1999). Children should be able to differentiate expository texts from narrative literary works. Children need these skills to read and interpret texts, to be able to search and analyze the required information, to choose a correct writing style according to the specific writing needs and circumstances (Vacca, 1999). The process of education requires using either expository or narrative information as the source of knowledge on various curriculum subjects. To understand the meaning of a word, to communicate with audiences, to acquire new information, and to use this information to achieve personal goals, children need to possess sound knowledge on what a fiction, and what a non-fiction text is. The five examples of fiction books: Louis Ehlert’s Red Leaf, Yellow Leaf; Mary Hoffman’s Amazing Grace; Jerry Stanley’s Children on the Dust Bowl; Harriette Gillem Robinet’s Children of the Fire; Marya Dasef’s Tales of a Texas Boy. The five examples of non-fiction books: DK Publishing’s Children’s History of the 20th century; Delia Ray’s A Nation Torn: The Story of How the Civil War Began; Anne Millard’s Pyramids; Aliki’s Communication; Russell Freedman’s Children of the Wild West. References Vacca, R. T. (1999). Content area reading: Literacy and learning across the curriculum. New York: Longman.

Reflective Paper on Management of Organizations Essay Example for Free

Reflective Paper on Management of Organizations Essay The concept of management especially that of managing organizations, is a broad field of study and usually requires understanding of the other branches of human learning such as sociology, psychology and economics, among others.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In determining the most effective approach in management, it is important to learn the basics of dealing with persons, how to organize them, develop their skills while bonding them together and eventually generate positive outcome or production from their collective labor.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Being an experienced nurse and member of the US Armed Forces, I have learned through the years in reserve camps and in field that interpersonal relationship is not easily perfected considering man’s innate instinct of â€Å"self-survival. † In order for a man to survive in any given situation, condition and place, it is but natural for him to save and protect himself or his interests, oftentimes resulting to conflict with other persons.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This human frailty is often than not the root of problems and conflict affecting the smooth flow of communication and cooperation within a certain group or organization. In addition to this, a person’s inability to understand the proper systems of learning within an organization and the natural course of changes brought by outside forces such as information technology, globalization and the likes usually result to negative output or disintegration of the organization itself.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Also, change, transformation and evolution is part of nature. Such reality also affects organizations and the society as a whole. The concept of the continuous transformation of the society and all of its institutions is best described by Donald Schon (1973): The loss of stable state means that our society and all of its institutions are in continuous processes of transformation. We cannot expect new stable states that will endure for our own lifetimes. We must learn to understand, guide, influence and managed these transformations. We must make the capacity for undertaking them integral to ourselves and to our institutions. We must, in other words, become adept at learning. We must become able not only to transform our institutions, in response to changing situations and requirements; we must invent and develop institutions which are ‘learning systems’, that is to say, systems capable of bringing about their own continuing transformation. (Schon 1973: 28)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Schon, as quoted by M.K. Smith (2001) in his article, â€Å"The Learning Organization† posted in the worldwide web infed.org, is indeed correct by saying that we must learn how to adapt to changes and transformation, make them as integral part of us and our institutions and likewise come up with new learning systems that could carry on the cycle.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Given this idea, I believe that by learning the proper systems in the field of management, one would not only be able to adapt to such transformations in the society and all its institutions or organizations, but also one could make a big difference in mobilizing people together, making them more competent, service-oriented, effective and productive.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   At the same time, learning the proper systems can lessen, if not only its impact, the conflict caused by self-survival by individuals thereby resulting to an effective team that is highly competitive, competent and motivated.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Part of the learning systems in an organization is the building of teams that would become the heart and machinery of the organization. In building teams, I have learned from several readings that it is important to determine the strength and weaknesses of each individual to assess their distinct capabilities that would match the requirement for specific responsibilities and work to be done.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In determining the weaknesses and strength of the team members, as well as the over-all status of the team, some analytical modules can be used such as the force field analysis and the SWOT analysis.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To initiate the force field analysis, the team must start with a brainstorming session to identify the â€Å"driving† and â€Å"restraining† forces in their organization. The driving forces are the factors that promote obedience to the team’s work or schedule while the restraining forces are the factors that hinder adherence.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   By learning how to determine both, the team and its leader would be able to design strategies how to approach the problem and decrease the restraining forces to achieve maximum resolution.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another effective way of identifying the internal and external strength, weaknesses and opportunities of the team is the SWOT analysis. In using the SWOT analysis, the team would not only be able to determine the causes of motivation or hindrances to their work or schedules, but also the opportunities and threats to the organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   SWOT is more comprehensive and detailed and by identifying the internal strength and weaknesses and the external opportunities and threats, the team would be able to draw up critical solutions to its problems. In using systematic analysis in identifying problems, the team leader also develops a systematic thinking or approach in building a strong and effective team.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Such forms of analysis are effective in most cases especially in military operations. As an active member of the US army, part of our daily activities is to maintain order in each team at the camp and effectively carry out orders from our superiors.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   By learning how to determine several forces that affect our operations, I am becoming more capable to handle orders and cooperate with my colleagues. At my age of 41, I am still open to possibilities that even an older woman like me could achieve more in the future. Through learning how to build teams and eventually become a very good leader, I am relearning the values of discipline, independence and competence that I could use once I finish my course in Human Resources. But building teams and knowing each team member’s capability is only part of the larger face of learning systems in learning organizations. The next step to an effective management is how to enhance and develop strategies that would improve the team. An effective team develops ways to share leadership roles and ways to share accountability for their work output. It also builds a specific team purpose and goals. There are several ways or strategies how to motivate teams to become stronger and more efficient.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is important to establishe objectives together. All team members must understand the objectives and what actions are needed to achieve them. Each member shall have a sense of responsibility and must have a sense of participation in achieving the collective goal of the team.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A good leader also knows how to encourage members to suggest ways how to improve their own services. The team must develop a participatory style. The feeling of belongingness and importance is one of the best ways to boost the team members’ morale. I often do this at home with my children. For 18 years as I reared them as single parent, I tried to teach them to speak and to participate in all house concerns. This made them independent and self-assured the same way a team member should feel – important.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Most often than not, listening is the best way to learn. Leaders should know how to listen to their team members. They should also acknowledge their points of view and encourage a healthy venue for discussions and democratic debates. Healthy discussions are actually therapeutic to the group because the members will be able to speak their minds or the problems they encounter at work. This improves interpersonal relationships and lessens the conflict of self-interests and self-survival. By understanding each other’s problems or by listening to one another, a team member would learn to decrease his personal walls and start opening doors to other persons.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This is actually interesting for me. As I go through this course and the learning systems in management and organizational learning, I come to realize that managing teams or organization is not quite different from managing your own home. I could easily relate, not only because I encounter team concerns at work but also because I have experienced being aleder at my own house.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Meanwhile, other strategies in can be introduced to maximize the effectiveness of a team. Defining specific roles and responsibilities also helps in organizing the team and keeping them focused. It is also important to explain rules and regulations, including time commitments. By knowing the rules and the rationale for such rules, team members will develop respect and trust to the organization. Commitment of time for team building and team work is also crucial in an organization’s growth. All members must have a sincere concern for the team and in doing so, they must be willing to extend time at work to do their responsibility to the group, if needed.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to the experts, an effective team has at least seven characteristics. These are as follows: team members share leadership roles; team develops own scope of work; team schedules work to be done and commits to taking time allotted to do work; team develops tangible work products; team shared accountability; performance is based on achieving team products; and open discussion and collective resolution of problems within the team.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Working long hours at the nurse’s station in camps and in hospitals, taking care of the sick and old, then has given me enough insight of the real meaning of team work. It is true that a hospital or a military infirmary is just like an organization. Each medical staff shall take part in all the responsibilities. Less time would also be spent if each nurse takes quality time to take care of the patients or station himself in a designated area. In my former line of work, there are also specific responsibilities and areas of accountability including pharmacy, supplies, maintenance, emergency, wards, among others. The same is true with the military. And mush is expected of us. At present, I am an E6 Supply Staff Sergeant. I work for a transportation reserve unit full time. I am part of a larger team. And it is my responsibility to take care of their supply needs. If I fail, the whole system fails. It is a chain. But if I do my work on time and with efficiency, I help my teammates and the order is protected.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Simple things or simple tasks are oftentimes the key to an organization’s success. By doing the very basic things right, the team is assured of a holistic effectiveness and efficiency. As I begin to look back, it is getting clearer to me that the tricks of management, in any given field, are actually around us everyday. One only needs to be more observant and reflective to better understand the processes of learning.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Part of the continuing learning process is also the methods of solving conflicts. Conflicts within organizations usually arise when there is contradiction between team members, who sometimes have varying views on specific concerns.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   When conflicts arise, experts tell us that it is important to introduce a constructive way how to resolve it. The first thing that one must take into consideration is to avoid jumping into conclusions. To avoid such mistake, it is crucial to identify the factors that have caused the conflict and determine the stakeholders involved in the conflict.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Group discussion would help determine who are stakeholders in a certain conflict. By diplomatically opening a dialogue between the stakeholders, the leader would be able to recognize individual interests, as well a power issues affecting the conflict.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The next step is to consider the alternatives in resolving the conflict. Each alternative must be carefully studied and from each, try to determine which is the most apt solution to the problem.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After the chosen solution is implemented, it is imperative to evaluate its effect to assess whether the results are satisfactory. If not, begin the process again and find other solution to the conflict.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In every organization, change is also a constant factor. Organizations are often faced by difficulties within the structure when there is leadership or organizational change.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to Rosabeth Moss Kanter (1999, Chapter 5), it was proven over the years that things that sustain change are not â€Å"bold strokes but long marches – the independent, discretionary and ongoing efforts of people throughout the organization.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter (1999, Chapter 5) further says that:   â€Å"real change requires people to adjust to their behavior, and that behavior is often beyond the control of top management.†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter teaches us that change is constantly created at many levels in an organization. Kanter says that there are big events that often occur due to outside forces while some changes are brought about by the people’s actions in their daily operations.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In confronting change, adept organizations share three key attributes. Kanter (1999, Chapter 5) specifies these as follows:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   *The imagination to innovate. To encourage innovation, effective leaders help develop new concepts – the ideas, models, and applications of technology that set an organization apart. *The professionalism to perform. Leaders provide personal and organizational competence, supported by workforce training and development, to execute flawlessly and deliver value to ever more demanding customers. *The openness to collaborate. Leaders make connections with partners who can extend the organization’s reach, enhance its offerings, or energize its practices. (Kanter 1999, Chapter 5)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter cited three important words – concept, competence and connections. She claims that these intangible assets naturally build up with successful individuals and organizations.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Such intangible assets, she explains, reflect habits and not programs. These habits – personal skills, behavior and relationships – if deeply imbedded within the organization results to minimal resistance to change.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If the organization has such assets, change would be so natural that leaders would find it easier to gear their team members to positively react to change.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Mastering change and transformation usually brought by outside forces such as technology, globalization, competition and politics as well is not an easy task. The organization should be intuitive, dynamic and innovative.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The organization must come up with its own innovations to adapt to its environment, guided by the skillful and pro-active leader.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter (1999) explains that the skillful leader must know how to lead with passion, conviction and confidence in others. There are other techniques or tips that could be adopted by an effective leader. The first is to keep abreast with the changing environment. A leader must be constantly observant, keen in learning and updated of what is new and what is latest.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter’s concept of effective leadership teaches me and everyone else another basic characteristic of humans – our innate instinct to learn. Man’s curiosity and unending search for the â€Å"truth† or the â€Å"story behind things† is actually a trait that must be mastered by a leader.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   I now find it imperative to double my efforts in honing my skills in preparation for my future as human resource personnel or manager. Doing routines at the military sometimes make you too comfortable with your environment that you forget to check what is happening around.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Now, I am beginning to realize that in order to be an effective and skillful leader, one must prepare and master the technique of listening, learning and tuning in to the environment.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another trait that a leader should master is to think outside the box. Kanter said it is okay to challenge the wisdom of the organization. It is alright to question the patternsn and come up with new solutions, looking into different angles or dimensions that sometimes lead to new approaches and innovative ideas.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter (1999) gave several examples how to promote kaleidoscopic thinking. Team members can conduct activities outside the company or the organization itself. Interact, immerse with the community, break routines, rotate job assignments or even exchange projects. These are only few of the ways to generate fresh ideas and opportunities.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Genuine conviction is also a positive trait that should be taught to team members. Kanter (1999) explains that one cannot sell change or anything else without any real conviction. In order for others to believe what you say or what you are trying to communicate, you must believe it first. Makes sense to me. In many situations that I was confronted by issues at the US Armed Forces, my children would sometimes ask about the real concerns and agenda of the US government. And in many cases, I try to answer them as honestly as I could. But now, it reminds me of my true feelings at that time. Kanter helps me reflect of my thoughts and thinking about it, I know that at times, I am not even sure whether my convictions were genuine enough to let my children believe what I say.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This is one trait of a good leader I must master. To have genuine conviction so I could become an effective leader and be able to communicate vision and aspirations to my team members.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   â€Å"Change leaders† also needs the involvement of the team members who have the resources, the knowledge and the political influence to make things possible.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter (1999) calls it coalition building. In early stages of planning, the leader must identify key players with appropriate capabilities. It is also important to find sources across or outside the organization to find influencers. According to Kanter, coalition building requires an understanding of the politics of change and its accompanying principles.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Once the coalition is in place, a leader must know how to coach and provide guidance to the team members while at the same time allowing them to enhance their individual contribution to the team.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Kanter (1999) says leaders should allow team members to forge their own identity, build a sense of membership and become accustomed in implementing changes. The leader must resist giving too many responsibilities to the members because in order for their individual capabilities to grown, they must learn how to focus.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another effective way to ensure the success of an organization and its resolution to change is the primary law of management – perseverance. I myself believe that in any aspect of our life, not only in management, learning how to persevere and develop a strong passion on what we do is a positive attitude.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Perseverance gives a person more room to grow. As a 41-year-old woman, others may think that my career is almost over or that I may be experiencing the downsides of life. But I beg to disagree because I know that in pursuing my studies in human resources, I will have a better future ahead of me. My perseverance and willingness to adapt to changes and hone my skills in the process makes me a person with a vision and a drive to achieve more.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   As Kanter (1999) explains, one must know how to overcome obstacles during the process of change. Perseverance helps a savvy leader to ensure the success of the process and prevent failure. If a leader launches something, he must not leave it to the team members. He should ensure that the process is done until the end.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   And after everything has been put into place, it is important to recognize each member’s contribution to the any accomplishment. Remembering to reward and recognize accomplishments is critical in any leadership, Kanter (1999) says.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Words of gratitude, recognition or appreciation are one of the most powerful tool in motivating members of any organization. In the US Armed Forces, promotions and awarding of medals of honor or valor are few of the motivational tools being used to boost the morale of US soldiers and to encourage them to fight for America. It is also a form of incentive to American soldiers for their sacrifices and the risks they face in the military, considering that the profession is a high risk one.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   According to Kanter, there is no limit to how much recognition a leader can provide to his team members. Making everyone a hero for a job well done often results to higher performance or bigger output in the future.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In relation to change in an organization, Kanter (1999) says recognition motivates people to attempt change again especially if they are involved in the process.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In closing, effective management of people or organization is actually the ability to lessen individualism and self-survival instincts, break communication barriers, limit conflicts, building teams and training them to adapt to change, and the ability to innovate in order to keep abreast with the constantly changing environment.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Effective management, though not easy to achieve, is actually a continuous learning process. One must have the concepts, the competence and the connections in order to become competitive, innovative and effective.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ashford University actually teaches us the same foundational values. The values of self-worth, creativity, independence, service, integrity and effectiveness. As for me, after studying this course and learning the proper systems in effective management, it is clear that the university’s core values such as creativity and effectiveness are truly important, not only to every individual but to interpersonal relationships and organizations as well.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The ability to innovate and have the respect for the free flow of ideas are some of the key points in mastering the techniques of effective management. As discussed above, innovation and transformation are continuous processes in the growth of an organization and by learning the values of creativity and self-directedness, one is assured that he could face the ever-changing and demanding world outside.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Also, one’s independence, self-discipline and competence result to effectiveness, not only as an individual but also as integral part of a larger group or organization.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In any way, I believe that my aspirations in life are clearer and more achievable as I grasp a better understanding of the processes or organizational learning, as well as the values being taught at the Ashford university. This course is actually very interesting and liberating because it gives me a broader view of the society and its institutions. (End)       References: Smith, M.K. (2001) â€Å"The Learning Organization†, The Encyclopedia of Informal Education,   Ã‚   Retrieved May 3, 2006 from http://www.infed.org/biblio/learning-organization.htm Schon, D.A. (1973) Beyond the Stable State. Public and Private Learning in a Changing   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Society, Harmondsworth: Penguin, 236 pages. Kanter, Rosabeth Moss (1999) â€Å"The Enduring Skills of Change Leaders (Chapter 5) †, On   Ã‚  Ã‚  Ã‚   Leading Change. Retrieved May 3 from   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://leadertoleader.org/leaderbooks/L2L/summer99/kanter.html Force Field Analysis. Retrieved May 3 from http://erc.msh.org/quality/pstools/psffanal.cfm SWOT Analysis. Retrieved May 3 from http://erc.msh.org/quality/examples/swot.cfm   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   If such could be achieved by a person, then he is a candidate to become an effective leader. By trying to understand the academic theories and vast possibilities to which this course of study has offered me, I now come to the realization that there is room for much improvement to everyone, even to a 44-year-old nothing is impossible I am a person with simple values, who appreciates those around me. I consider nmyself as helper of people and have been a member of the nursing profession for years.

Critical Analysis of Strategic Management Accounting (SMA)

Critical Analysis of Strategic Management Accounting (SMA) This essay presents a critical analysis of strategic management accounting and the roles of management accountants in it. The starting point for this analysis is the argument presented by Cadez and Guilding (2008, p. 838) that while the recent past has seen increased interest in SMA, the area is still under-defined and no universally accepted SMA framework exists. Principally, this essay argues that whilst strategic management accounting is somewhat under defined, it does have clearly agreed features and aspects which offer a basis for understanding. This essay generally supports the argument that no universally accepted SMA framework exists to date, concurrently it will argue that there are some accepted SMA practices and approaches, which can be drawn upon by organisations to create their own SMA framework, adapted to their own strategic needs. An agreed upon definition of SMA is difficult to come across because management accounting and the role of management accountants are constantly evolving phenomena. Cooper (1996, p. 26) in particular, cites changes in management accounting practice over a period of less than a decade, including the influence of Japanese accounting practices on the UK, and the associated challenges for management accounting professionals. This changing environment is characteristic of the paradox of management accounting, in that new approaches are continually introduced globally, whilst often in the process of being superseded and replaced. Nixon and Burns (2012, p. 229) observed this in the apparent decline of SMA [in practice] and the sustained growth in the number of concepts, models, tools, theoretical perspectives within the discipline. Ultimately, the process of developing theory and practice always lags behind the cutting edge of business, where new concepts are put into practice immediately, often without significant study, in an effort to keep up with competitors and maintain a competitive business strategy (Simmonds, 1981, p. 28). This process of development when considered, it is perhaps not surprising that there is limited agreement around the concept of SMA and the development of a universally accepted framework for the discipline. Examining the work of Lord (1996, p. 347), who noted that the techniques and elements of strategic management accounting may in many cases already be found in firms. However, the information may not be quantified in accounting figures, and may not be collected and used by management accountants. Therefore, this indicates that the process of developing SMA has indeed reduced the role of the management accountant as a uniquely qualified individual. Instead, it is now more plausible that a strategy management accountant will be more focused on operational management, and as argued by Roslender and Hart (2003, p. 255) able to integrate insights from management accounting and marketing management within a strategic management framework. A strategic management accountant is thus arguably a contradiction in terms because, to be truly strategic, a professional cannot narrowly define themselves as an accountant. Instead, a more open-minded, strategic thinker is best positioned to deliver real value to their firm (Shah et al, 2011, p. 3). When considering these arguments, it is apparent that SMA is under defined because it is one of numerous management skills, rather than the single framework argued for by Cadez and Guilding (2008, p. 838). However, this fragmented nature of SMA makes Lords (2007, p. 151) argument that the concept of [SMA] may need to be developed further to show its role in emergent strategy and its benefits in strategy formulation valid. This postulates questions over whether SMA development should indeed continue through the use of conceptual frameworks and integrated theories, or instead via the development of a range of techniques which can be understood and learnt by accountants and operational management alike, in order to allow management accounting data to play a more strategic role. These techniques already exist, and are analysed by Cadez and Guilding (2008, p. 851), and the application of these techniques in a strategic manner, which is designed to support overall performance, can be seen as key to the role of the modern management accountant. Modern firms are increasingly required to focus much of their attention on monitoring and assessing their competitors and ensuring they are not left behind by the moves they make in the market. This is an area in which management accountants can help contribute to strategic value creation through a process of competitor position monitoring, providing information to management in order to support effective decision making (Dixon, 1998, p. 274). For example, when analysing operational decisions, accountants can consider factors such as contractual agreements, competitive positioning and resource acquisition, thus providing support for strategic planning and coordination (Brandau and Hoffjan, 2010, p. 77). This hence provides for greater levels of information input into decision making processes, allowing management accountants to act as trusted advisors to operational managers and other individuals within the business. By doing this, management accountants can increase their value to t he business by providing strategic insight into the operation of markets and the factors the organisation must attend to in order to ensure its success in business activities (Porter, 2008, p. 79). Similarly, management accountants can play an important role by assisting in the application of other techniques of value to the business. For example, the strategic use of benchmarking techniques has been shown to help support learning and development effectiveness through challenging businesses to learn how and why they are performing as they are (Coleman and Ingram, 2004, p. 55). This can thus support improved outcomes and the development of a learning culture which is more open to external knowledge. The role of the management accountant in this area is thus to assimilate and provide the information in a way which is useful to the organisation and will support wider strategic goals. For example, Mosse and Whitley (2009, p. 150) highlight the role of management accountants in supporting the benchmarking of websites against factors such as navigational efficiency and user response. By applying management accounting techniques, benchmarking can be used to create more objective asses sments of website performance, thus providing guidance around how to improve this vital marketing channel. Expanding the management accountants role At the same time as applying management accounting techniques, the management accountant must ensure that they are able to go beyond a simple focus on numbers and accounting factors, and taking into account the importance of qualitative factors in modern decision making. This is an area in which a management accountant needs to move beyond being a simple accountant, and towards a more strategic and operational management role, which considers a wider set of factors (Vandyck, 2006, p. 105). This may include a consideration of factors such as marketing, sales, human resources and other factors in order to make effective decisions (Alexander et al, 2011). Advanced strategic management accounting can thus be seen as a process of moving away from a focus on numbers and towards the generation of rounded insight from a range of sources. This can be seen in one of the most important strategic management accounting techniques: the balanced scorecard. Indeed, Kaplan and Norton (1992, p. 73) argue that this technique systematically expands the measurement areas traditionally involved in accounting. Such an approach hence allows for the combination of qualitative and quantitative factors to develop the necessary levels of breadth and insight around a companys sources of value and performance relative to the market and its competitors (Kaplan and Norton, 1996, p. 19). The balanced scorecard has thus been shown to help support the development of organisational strategies and improved performance in a range of contexts (Blooinquist and Yeager, 2008, p. 24). However, the technique has also been developed over time to be more dynamic and responsive to changes in the environment (Nielsen and Nielsen, 2015, p. 2). This hence shows that the role of the management accountant is also to keep pace with such developments and ensure their company stays abreast of them in order to remain effective. In conclusion, this essay has shown that, in general, SMA is relatively under defined and can apply to a range of concepts. However, rather than being a weakness of the discipline, this can actually be one of its main strengths. Specifically, this allows SMA techniques to be applied in a range of contexts, offering deeper and more strategic advice and insight than would be possible under simple management accounting models. The role of management accountants in this concept is thus to acquire, synthesis and analyse a range of quantitative and qualitative information in order to provide operational managers with the level of insight needed to make effective decisions. At the same time, the strategic nature of modern business and management accounting also requires operational managers to develop their own management accounting abilities, in order to make best use of this information and ensure optimal strategic outcomes. SMA was initially introduced by Simmonds (1981), who defined it as the provision and analysis of management accounting data about a business and its competitors, for use in developing and monitoring business strategy. During this period (early 1980s) conventional management accounting received heavy criticism for chiefly focussing on operational issues and not assisting management with external issues like strategic decisions (CIMA, 2016).

Religion and Science in the Parable of the Unjust Steward :: Christianity Religious Scientific Essays

ABSTRACT: The Parable of the Unjust Steward should be interpreted allegorically, its literal interpretation shown to be impossible. Certain facts make this parable unique: a lord as the Lord; divine possessions; the symbolism of the house interpreted as a human being; the material principles of the world understood as the governor of a human being; the Lord’s debtors as spiritual teachers of various kinds; theological doctrines with their own theogonic and cosmogonic views, all claiming to know the truth in its wholeness. Their debts consist of their misunderstandings and errors which have caused the difference between them and truth. Examples of the part of the material principles of the world in correcting theological doctrines are adduced. Two different kinds of debt are considered. I conclude that ‘make to yourselves friends of the riches of unrighteousness’ means that the material reasons of the world, the wisdom of this age, must be used for the good of spir itual teachings. The subject I am going to approach may at first glance seem not to belong at all to the subject of the current session. However we shall see that the subsequent material has the most immediate connection to the theme of philosophy of religion. The question is of the Parable of the Unjust Steward. Before I begin the interpretation itself, let me remark that this parable is a text unique with respect to its isolation from the rest of the texts of the Bible. For in all of Scripture there is not even the slightest reference to this parable. And the Parable of the Unjust Steward has remained in the darkness of misunderstanding not only after the first glance, but even after the thousandth one. No exegete has ever been able to give an interpretation which is free of internal and other contradictions. This fact also makes this parable unique. So much for the rule declaring that closer an interpreter to the time of Scripture better is his chance to penetrate into the mystery of it, which lies at the base of the habit of magnifying the opinions of the Church Fathers. It will not be out of place here to recall the words of Maimonides: "a story which is repugnant to both reason and common sense ... contains a profound allegory ... and the greater absurdity of the letter, the deeper the wisdom of the spirit." We have just such a case.

Megans Law Essay -- essays research papers

In July of 1994, a little girl named, Megan Kanka, was raped and strangled. They found her body near her home in Hamilton Township, New Jersey. The story of thing young girl has shocked the nation. The man responsible for this brutal act is named, Jesse Timmendequas. He had been convicted twice prior to this attack. He also served six years in a treatment facility and had been released. Many people said that he was a quiet man, and this left them to think he was harmless. Unfortunately, this wasn’t the case. This sex offender lived in the same town, as a matter of fact, he lived across the street from the Kanka family. This man was not ready to be released at all. In fact, he shouldn’t have been released. This only left him more of an opportunity to stike again. This information brought the people of Hamilton Township to pass around a petition. The petition stated that a state law be passed informing the citizens of their community that such people live amongst them. This isn’t a rare request. In fact, there have been numerous attempts to bring this law into affect. This should have been done from the beginning, but some people actually think these sex offenders have rights. Well, the people of Hamilton Township didn’t agree. They felt that they should have been told that this sex offender lived within their neighborhood. "The real issue isn’t that the people of Hamilton Township were denied information on this sex offender, but why was this man released after only six...

Swot Ryanair

Miriam Mennen An Analysis of Ryanair’s Corporate Strategy Essay Document Nr. V145623 http://www. grin. com/ ISBN 978-3-640-56879-6 9 783640 568796 Global Corporate Strategy – A Case Study on Ryan Air An Analysis of Ryanair’s Corporate Strategy Executive Summary Ryanair was founded in 1985 as a family business that originally provided full service conventional scheduled airline services between Ireland and the UK.The airline started to compete within the confines of the existing industry by trying to steal customers from their rivals, especially the state monopoly carrier Air Lingus, outlined by Chan Kim and Renee Mauborgne (2004) as â€Å"Bloody or Red Ocean Strategy†. Ryanair seemed to follow a â€Å"me-too strategy†; according to Osborne, K. (2005), they â€Å"tried to be all things to all people†. Even they started restructuring; their strategy was not enough differentiated and their cost advantage was too low to be profitable. In 1986, th ey got â€Å"stuck in the middle†, outlined by Porter (1985) as they had a limited cost advantage and no service advantage.Ryanair then created a competitive advantage through the alignment of the three components of business systems; 1) Creating superior value for their customers (outside perspective) 2) Supplying their superior value-adding activities in an effective and efficient manner (which jointly form the â€Å"Value Chain†) 3) Possessing over the resource base required to perform the value-adding activities, (inside perspective) According to Porter (1987), â€Å"corporate strategy is what makes the corporate whole add up to more than the sum of its business unit parts. It is seen to be concerned with the overall purpose and scope of the organisation and to meet the expectations of major stakeholders. All aspects of Ryanair’s value chain are important to the company and their shareholders as Ryanair’s decisions add value to both. The following re port outlines the three perspectives of shaping Ryanair’s business system. The value creation dimension of Ryanair’s business model will be outlined, considering the theories of Porter and the more recent authors Kim and Mauborgne (2004).Further, the linkages in the airline’s value chain and their resource base will be analysed, considering Hamel and Prahalad’s (1990) core competency model (inside-out approach). 1 Global Corporate Strategy – A Case Study on Ryan Air In section 2, the future challenges of the airline are considered. Ryanair’s strengths and weaknesses will be analysed, internal value creating factors such as assets, skills or resources, to consider how the airline can create alignment to its opportunities and threats, external factors.An stronger â€Å"outside – in† approach for Ryanair’s future corporate strategy will be considered, applying Porter’s five forces model, placing the market, the compe tition, and the customer at the starting point of the strategy process. I An evaluation of Ryanair’s key strategic perspectives 1) Creating superior value for their customers The low cost market segment Ryanair has found a source of leveraging a competitive advantage; the knowledge about the opportunities associated with implementing the low cost strategy, which was created by Southwest Airlines.The Texas airline found a unique approach to the market through reconceptualisation of market segments. In 1990, Ryanair successfully applied their model in the European market, becoming a â€Å"no frills† airline, focussing on short haul destinations and keeping its planes in the air as frequently as possible in a 24 hour period. The new low price market segment, which did not exist before in Europe, could be described as the development of a ‘blue ocean’, uncontested market space through the expansion of boundaries of the existing industry, outlined by Kim and Ma uborgne (2004).Ryanair’s low fares created demand, particularly from fare-conscious leisure and business travellers who might otherwise have used alternative forms of transportation or would not have travelled at all (Case Study, p. 3). The competition became less relevant and allowed Ryanair to develop and sustain high performance in an overcrowded industry. Up to now he airline benefits from the early profitable and rapid growth within the blue ocean and successfully executes the low cost business model, which became obvious when the airline announced that it has beaten its own downbeat forecasts to record a 29 % increase in pre-tax profits and 19 % passenger growth, having carried more than 27. 6 million passengers in the past financial year (Jameson, A. , 2005). 2 Global Corporate Strategy – A Case Study on Ryan Air Ryanair’s position within the industry However, ‘blue oceans’ are not easily protected and Ryanair has been facing competitors that try to copy their low cost approach.Further, Ryanair has always been competing within the ‘red ocean’, by targeting a broad range of customers, e. g. the business segment and â€Å"stealing customer from rivals†. This outlines that Kim and Mauborgne’s strategy approach cannot be seen as exclusive. Competing with new entrants of competitors (and differentiators), Ryanair was able to launch an â€Å"all out war†, lowering prices and remaining profitable whilst increasing the frequency of flights and establishing new routes (Case Study). According to Porter (1980, 1985), the relative competitive position within an industry lies at the core of success or failure of firms.He defined two basics types of competitive advantage; cost leadership and differentiation (and focus). Ryanair set out to be best in the budget market segment, becoming the lowest cost airline in its industry (cost focus), e. g. no paper tickets, no passenger meals, no pre-arranged sea ting, enabling to cope and remain profitable, even on low yields. The airline constantly strives to reduce or control four of the primary expenses involved in running a major scheduled airline; their aircraft equipment costs, personnel productivity, customer service costs, airport access and handling costs.The airline deals successfully with competitive forces and is Europe’s leader in low fares by generating a superior return on investment (Osborne, 2005). This supports Mintzberg’s argument of price leadership being more relevant to competitive advantage than cost leadership. Planning to turn into a â€Å"no-fares-airline† by offering flights for free (Case Study), Ryanair can be argued to follow price leadership as one of the six ways to differentiation outlined by Minzberg.According to Mr O’ Leary (2005), new planes will enable him to drive down average fares by 5% a year causing a â€Å"bloodbath†. We are going to show up in your market and tra sh your yields. † (â€Å"Ryanair rolls out plans for European domination†, 2005). Differentiation through price outlines the superseding of Porter’s generic strategies by the resource/competence-based strategy frameworks. In addition to low prices, Ryanair’s branding emphasises on punctuality and efficiency, which is mainly achieved through operating from secondary airports.According to Ryanair, their success is not just due to their low fares â€Å"but also a winning combination of our No. 1 on-time record, our friendly and efficient people and our new Boeing 737-800 series aircraft† (Ryanair, 2005). It can therefore be argued that in a globalized competitive environment, even cost leaders need to differentiate 3 Global Corporate Strategy – A Case Study on Ryan Air their message (‘hybrid strategy’), contradicting Porter’s original idea of fundamentally different routes to competitive advantage.International expansion Ryan air further constantly created value for customers by following generic growth and internationalisation strategies; they moved their operations into more and more countries, expanding the route system from its primarily Irish-UK emphasis to serve 86 destinations on 133 routes across 16 countries. According to Mr. O’ Leary (2005), they â€Å"will deliver 34m passengers from 12 European bases and have identified a further 48 potential bases. † The airline expanded recently by placing an order for 70 more Boeing 737-800 aircraft to keep growing at 20% a year (â€Å"Ryanair rolls out plans for European domination†, 2005).Ryanair can compete on price, as the airline has besides its low cost product offering an activity system and resource base that match the price positioning, opposite to traditional airlines that seem to get â€Å"stuck in the middle†, as outlined by Porter, when undergoing severe cost cutting which affects their areas of differentiation, e. g. Aer Lingus. 2) Supplying superior value-adding activities in an effective and efficient manner The â€Å"Value Chain† As Ryanair’s low cost/price pproach leads to overlapping value chains, the company is a perfect example of linking its opportunities, as outlined by Campbell and Goold (1998, in Meyer and de Witt, 2004). From a Value Based Management point of view, Porter's Value Chain framework can be seen as one of two dimensions in maximizing corporate value creation, outlining how well a company performs relatively towards its competitors (‘Relative Competitive Position’). Even Ryanair subscribes to a similar basic model compared to e. g. Easyjet, the airline has an entirely different value chain.Ryanair’s low cost/price approach adds value to most of Ryanair’s processes, e. g. clear corporate identity and brand image in addition to limited organisational complexity, increasing the differentiation towards their competitors. Ryanair main tains their efficient, high quality and low cost services through operating from secondary airports and by exploiting the advantages of outsourcing, a strategic management model, transferring the business processes of services to outside firms, e. g. passenger and aircraft handling, ticketing. This allows the 4 Global Corporate Strategy – A Case Study on Ryan Air ompany to achieve competitive rates at fixed prices and to stay focused on its core competencies. Further, outsourcing can improve customer satisfaction (primary activity), mitigate risks, and add value to their reputation, accessed skills and technology, increased overall visibility of accounting and performance (controlled infrastructure), and avoided capital investments. Their strategy is to deliver the best customer service performance in its peer group, having just six staff in their customer care department; one for every two million passengers compared to British Airways which has 10 times the coverage (Ryanai r, 2005).Porter’s Value Chain Firm Infrastructure Support Activities Human Resource Management Technological Development Procurement M g ar in Primary Activities The technology of the company’s Internet booking system allowed to capture more value from its operations, to improve its contact with its customers (outbound logistics) and to increase control over the quality of their services. According to Mr O'Leary (2005), Ryanair saves 15% on the price of every ticket by using direct booking through the internet.For the fiscal year ended March 31, 2004, Ryanair generated virtually all of its scheduled passenger revenues through direct sales (Ryanair, 2005). All value-creating activities that transform the inputs into the final service of Ryanair are kept extremely lean. Ryanair does not interlink its operations with competitors, avoiding costs of trough service and delays and their Human Resource Management is tailored to continually improving the productivity of its alr eady highly-productive work force whilst controlling their labour costs. 5 M Logistics Logistics ar gi n InboundOperations Outbound Marketing & Sales Service Global Corporate Strategy – A Case Study on Ryan Air Ryanair focuses on centralised recruitment and training. In the year ended March 31, 2004 productivity calculated on the basis of passengers booked per employee continued to improve by 21% on the year ended March 31, 2003 (Ryanair, 2005). Ryanair emphasizes on modest base salaries and productivity-based pay incentives, including commissions for on-board sales of products for flight attendants and payments based on the number of hours or sectors flown by pilots and cabin crew personnel.Employees can participate in Ryanair’s stock option programs (worth up to 5% of the share of the company, Ryanair 2005). Ryanair even adds value to their low cost reputation through the refusal to recognise trade unions whilst having a competitive advantage over the heavily unionis ed nature of employment of the state owned Aer Lingus. (Ethical considerations, outlined in section 2). Ryanair has extremely low airport access fees by focusing on secondary and regional airport destinations that offer competitive cost terms, e. g. ess expensive outdoor boarding stairs, and allow for higher rates of on-time departures, faster turnaround times, fewer terminal delays, which maximises aircraft utilisation, eases restriction on slot requirements and on the number of allowed takeoffs and landings, adding value to customer satisfaction. Ryanair further added value to their infrastructure, procurement and reputation through negotiating favourable contracts with Boeing (inbound logistics); knowledge that is difficult to codify and replicate for competitors, as it is not only observable facts or data but complex and difficult to specify (core competence).Ryanair is said to be paying less than half the Boeings list price of $66m each (Money Telegraph, 2005). The procurement with Boeing 737-800s allows the airline to benefit from synergies through fleet commonality, limited costs associated with training (Human Resources), maintenance efficiency, and greater flexibility in the scheduling of crews and equipment (inbound logistics). Again, the new aircrafts provide the newest technology; blended winglets that reduce drag and drive down 2% of the fuel cost, driving down the average fares by 5% a year (O’ Leary, 2005).Ryanair’s business model as a whole is distinct, having an entirely different configuration altogether, in relation to their competitors in the airline industry, increasing the barriers to imitation or substitution. According to Teece, Pisano and Shuen (1997, in Meyer and de Witt, 2004, p. 253), â€Å"even if competitors are successful at identifying embedded competences and imitating them, the company with and initial lead can work at upgrading its competences in a race to stay ahead (‘Dynamic capabilities view’).R yanair seems to have â€Å"outpaced† their 6 Global Corporate Strategy – A Case Study on Ryan Air competitors through upgrading its resources, activity system and product offering more rapidly, as outlined by Gilber and Strebel (1989). Ryanair’s unique firm resource; their knowledge of demand for the low cost airlines, made it possible to implement their strategy before others and to benefit from first mover advantage, outlined by Lieberman and Montgomery (1988). ) The resource base required to perform the value-adding activities Ryanair’s resource heterogeneity In general, the airline industry is characterised by supply side similarity (Kay, 1993, in Meyer and de Wit, 2004), as only marginal differences between air carriers can be displayed, particularly in a deregulated environment. Ryanair's business model was designed to challenge the limitations of these constraints. The airline focuses on value-adding process or resources, which give them a superior position relative to its competitors and which seems most appropriate to draw boundaries in the airline industry.Ryanair’s internal characteristics are most relevant in achieving sustained competitive advantage, outlined by Barney (1986, 1991). In contrast to Porter, Barney assumes that firms within an industry or group may develop long-term superior resources that can be protected in their mobility across firms by some form of isolating mechanism. According to the resource based view already outlined by Edith Penrose (1959, in Meyer and de Wit, 2004) and extended by Wernerfelt (1984, n Meyer and de Wit, 2004), Ryanair can be argued to have a sustained competitive advantage, as their competitors in the same segment are unable to duplicate the benefits of their strategy. The â€Å"winner-takes-all† dynamic (Case Study, p. 15) in the low cost segment, seems to have only worked in combination with this first mover advantage. Ryanair’s assets, e. g. their capabilit ies and attributes, are not successfully implemented by any current or potential competitor, e. g. negotiation for airport deals, employee contracts and fleet prices.Budget airlines that attempted to enter Ryanair’s market segment lost money or were taken over, e. g. Go’s foray into Dublin (Case Study). Their main competitor easyJet has carefully differentiated by focussing on different geographical markets and higher value through better transfer situations of main airports, addressing the business segment. However, Ryanair’s external environment, e. g. a saturated market and changing customer demands, can threaten Ryanair’s future growth (outlined in section 2). 7 Global Corporate Strategy – A Case Study on Ryan AirRyanair’s Core Competence Approach Ryanair can be argued to follow the core competencies model of Hamel and Prahalad (1990), (inside-out perspective), as they build their strategy around their strength of distinctive competences , which offers an attractive base of competitive advantage, e. g. secondary airport approach. Ryanair competitiveness derives from an ability to build their competences at lower cost and more speedily than competitors. The real sources of Ryanair’s advantage are to be found in O’Leary’s ability to consolidate corporate-wide skills into competencies.Ryanair has strong relationships with their suppliers and a strong corporate identity. The airline can be argued to follow a strategic ‘stretch’ as they are overall resource led and create new opportunities, e. g. ancillary services. Strongly focussing on their core competences allowed for high strategic capability and potential access to a wide variety of markets, making a significant contribution to the perceived customer benefits of the end service and limiting the risk of imitation. The corporate centre tightly controls and co-ordinates by enunciating the strategic architecture that guides the compete nce acquisition process, e. . outsourcing. Ryanair’s resources include all means at the disposal for the performance of value-adding activities, e. g. through the acquisition of Buzz in 2003 (Case Study, p. 5), the airline gained a range of resources, e. g. know how, outlined by Preece as learning. The airline benefited from increased infrastructure and value-chain activities (leaning), integrated operations (leveraging), closer co-ordination of their vertical activities (leaping), expanded market opportunities and reduced competitive pressure (locking out). Resources consist of tangible assets, e. g.Ryanair owns all of its aircraft and holds net cash of 286 million euros (Money-telegraph, 2005), leading to the advantages that large firms have from large volumes enabling them to spread their costs (economies of scale), and intangible assets, e. g. the human capital; skills, competences and capabilities. Ryanair’s resource heterogeneity towards their competitors hinders other firms to conceive and implement the cost focus strategy, as outlined by Barney. Ryanair takes advantage of leveraging its resources, e. g. relationships and reputation, which are not readily transferable.They are inheritably attributed to O’Leary and his team and are influenced by the airline’s culture and governance. Ryanair possesses over a range of funny value-adding stories which defined their past, e. g. how Mr O’Leary ‘went to war’, driving in a military jeep to his competitor (Case Study). Personal involvement in battles of O’Leary against lobbying politicians, EU commissioners and competitors are part of the company culture and promote their aggressive 8 Global Corporate Strategy – A Case Study on Ryan Air low cost image.Ryanair’s reputation for commitment to Safety and Quality Maintenance, not having â€Å"a single incident involving major injury to passengers or flight crew in its 20- year operating historyâ₠¬  (Case Study), is another value adding aspect. Ryanair’s distinct activity system provides the base for competitive advantage and raises the barriers to imitation. In conclusion, Ryanair does not follow a linear ‘inside – out’ or ‘outside – in’ approach. On the one hand, the airline continual upgrades its unique resources; on the other hand, it occupies specific market positions to emain competitive, creating superior value by closely fitting their services to customers’ needs and focussing on a relatively limited set of businesses and markets (narrow competitive scope). Ryanair increasingly focuses on exploiting market opportunities in their business environment though, e. g. expansion and horizontal integration, leaving their original organic growth model and benefiting from all aspects of the framework of international strategic alliances, outlined by Preece. External forces, e. g. he industry deregulation in 1997 that allo wed the airline to go continental and the technological advancement of the internet, also strongly influenced the airline’s success story (external value adding activities). Ryanir can be argued to have a discrete organisation perspective, emphasising on competition over co-operation, having high bargaining power and a highly independent approach with distinct firm boundaries. The airline has an essentially logical structure, characterised by planning and control, prediction and forecasting.Especially in relation to the dynamic hostile environment, the airline has a relatively deliberate strategy that is based on rational thinking. The limited complexity of the system is characterised by few organisational levels and centralisation. The airline benefits from the entrepreneurial spirit of O’ Leary who seemed to understand the activities that are likely to have a significant impact on Ryanair and that build valuable internal linkages within the boundaries of their busine ss model (organisational leadership perspective). So far, he was highly successful in understanding the low cost attributes that made Ryanair unique. Global Corporate Strategy – A Case Study on Ryan Air II An evaluation of the future strategic direction of the company The sustainability of a firm’s competitive advantage is said to be threatened by the development in the market. Customer needs and wants are in constant flux. The SWOT analysis of Ryanair, a tool for analyzing the internal strengths and weaknesses and the external opportunities and threats (see Appendix), outlined the paradox for Ryanair of creating alignment either from the outside-in (market-driven strategy) or from the inside-out resource driven strategy). So far, Ryanair has been strongly focussing on their core competences. Considering their environment, opportunities and threats, as the starting point when determining their strategy (outside-in perspective), is crucial though; to re-check the fit be tween their competitive advantage and the environment, as outlined by Rumelt, (1980). The model of ‘environmental consonance’ seems of great importance to the airline, outlining the requirement of continual adaptation of the business system to the demands and new opportunities in the market place.As outlined by Leonar-Barton (1995), Ryanair’s core competences seem to be simultaneously Ryanair’s core rigidities, locking them out of new opportunities (in Meyer and de Wit, p. 253), e. g. Ryanair’s â€Å"Dublin saga†, the fight over the desired second low cost terminal at Dublin airport instead of considering the creation of a new lucrative base in continental Europe, threatening easyJet’s. Ryanair should consider market development, outlined by Ansoff, e. g. Greece and Turkey, which have a combined population of around 70 million people and offer extremely profitable market opportunities through year-round and holiday flights.The airline should further initiate additional routes from the U. K. or Ireland to other locations in continental Europe that are currently served by higher-cost, higher-fare carriers. Market opportunities of new domestic routes within EU countries, especially new member countries, and increased frequency of service on its existing routes will allow Ryanair to remain focussed on low cost/price and prolong its unprecedented and high levels of growth without jeopardising their core competences. Rivalry among existing players could be reduced by damaging the package tourism industry, e. . Thomas Cook, Lunn Polly and Neckerman (Porter’s 5 forces). Further acquisitions should be considered in the long-term. Ryanair seems to have enough power to counterbalance the demands of buyers and suppliers, to outperform rival airlines in their market segment, and to discourage new firms from entering the business. Their main 10 Global Corporate Strategy – A Case Study on Ryan Air challenge will b e threatening easyJet in its home market, currently serving Athens, and to fend off the â€Å"Value for money† segment that threatens to substitute Ryanair’s services (Porter’s 5 forces).The industry attractiveness for long-term profitability, outlined by Porter (1985), will have a strong influence on Ryanair’s profitability. Porter had ignored the aspect that differentiation strategies can be used to increase sales volumes rather than to charge a premium price. With negative forecast for the low price market, with growth rates of no more than 20 to 25 % of the total market, market saturation is said to be not far off for budget airlines in Western Europe (Ottink, 2004). Instead of the lowest price, the optimal balance between service and price is seen to be the growth market of the future.Value market share will eventually hover around 60 % of the total market (Ottink, 2004). Regarding this threat, the main challenge will be to respond to changing demand s and at the same time to ensure consistency, effectiveness and the coherence of Ryanair’s low cost strategy. At this stage, Ryanair should not compete on service advantage by entering the value market, turning into a portfolio organisation. They should so far seek for other niches, than compromise their low cost approach by reactively adapting to the unpredictable development in the current market.Retrenchment involves cutting back to focus on your best lines, often referred to this as â€Å"sticking to the knitting†. Ryanair should consider the mistakes of their competitors entering new market segments, e. g. Lufthansa by offering deeply discounted flights to Mallorca and Nice, standing up to easyJet. Ryanair should therefore further engage in market penetration and strengthen their market development approach, rather than diversify their services, as outlined by Ansoff (Product Market Framework).However, Ryanair should be aware that its knowledge is a fluid mix of f ramed experience, values, contextual information and expert insight that provides a framework for evaluating and incorporating new experiences and information, as outlined by Davenport and Prusack. Even the company’s formula has been highly successful in the last decades; Ryanair has to check whether their organisational routines are still valid in the new markets (double or tripleloop learning), e. g. the way Mr O’Leary aggressively promotes the low cost strategy.Especially in the new EU member countries his practices, which are said to threaten industrial peace and put EU ministers at unease, need to be revised. 11 Global Corporate Strategy – A Case Study on Ryan Air The self interest of Ryanair might be best served by developing attitudes to ethical issues before they become acute, as the airline is especially vulnerable to hostile campaigns (Value Chain). Ryanair should consider ethical corporate behaviour and social responsibility, currently facing the para dox of profitability (shareholder value perspective) and responsibility (stakeholder value perspective), e. . policies regarding disabled passengers, employee rights and environmental standards. At the moment, the simplicity inside the company does not seem to match Ryanair’s complex environment. Ryanair has to differentiate its message to fend off competitors, e. g. the airline should consider the co-operation with environmental organisations, offering passengers the possibility to pay the price of competitors in the value segment and paying the difference to the original Ryanair price to an organisation that invests in solar energy to reduce the world emissions.Ryanair’s Boeings could be green and the message should be â€Å"flying cheap and doing good†. Customers that might otherwise have switched to the value segment do not mind the voluntary environmental charge and are likely to accept more difficult transfer situations for the â€Å"feeling of doing good †. This differentiation aspect will add value to the company’s reputation and public relations. Ryanair can become the first mover in an industry that will sooner or later need to address the issue of emissions. Creativity and radical innovation are a strategic orientation to sustained competitive advantage.Ryanair should further consider the involvement of employees in the search for unsatisfied customer demand, as outlined by Kim and Mauborgne (2004). Free exchange and flow of information will foster new creative knowledge and help the airline to continually transform itself, e. g. the contact between flight attendants and management should be increased to foster a climate of openness and trust and to capture opportunities. The concept of organisational learning, as outlined by Senge (1990) and extended by Pedler, Bourgoyne and Boydell (1991) and Wang and Ahmed (2003), is crucial to nurture new and expansive patterns of thinking. 2 Global Corporate Strategy – A Case Study on Ryan Air References Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management. Vol. 17, No. 1, p. 99–120 Oklahoma State University. In: De Wit, B. and Meyer, R. (2004). 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An International Perspective. 3rd ed. London: Thomson Learning. 14 Global Corporate Strategy – A Case Study on Ryan Air Appendix: SWOT- Analysis Strength – Quality processes and procedures: features important to the clientele, e. g. punctuality, few cancellations, few lost bags, frequent departures, baggage handling and consistent on-time services. low cost – low fares approach (differentiated service) – Low aircraft equipment costs – Lower maintenance costs and low depreciation costs due to ownership of aircrafts – Fleet commonality – Focus on low cost alternative airports; low airport access and handling costs – Low customer service costs; Internet booking system avoiding costly systems, commissions and sales headcount – Low marketing costs – Revenue enhancing and cost-cutting features, e. g. no seat pockets to allow faster turnaround times – Relationships to suppliers; strong bargaining position with respect to aircraft procurement, e. g. argain price of Buzz acquisition, airport deals and staff recruitment – Concentration on core business through outsourcing – Low labour cost through performance related pay structure; high personnel productivity / staff efficiency ratio – Overall high value and profitability – Location of business; focus on Europe's largest airline market; the UK, in particular the London Area – Increased take-off and landing slots trough acquisition of Buzz, KLM subsidiary – Increased number of seats per plane, enabling lower individual fares but higher per plane income – Short turn-around times increasing the available operational hours per plane. Strong brand and low fare reputation -foreign exchange hedging in transactions invo lving the euro, UK sterling and the US$ Weaknesses – falls in fare yields – Transfer situations from Airports – reputation – no non-essential extras – falling load factors due to continuing decline in unit costs – Decreasing frequency of flights due to need for high load factors, reducing business travel – climate protecting charge on aircraft taking off and landing in the EU, environmental fee might double no-frills operator’s fares, disproportionately greater effect on budget airlines – Ethics and Corporate Social Responsibility 15Global Corporate Strategy – A Case Study on Ryan Air Opportunities – initiating additional routes from the U. K. or Ireland to other locations in continental Europe, currently served by higher-cost, higher-fare carriers – Developing European market for budget sector with large population base / expansion into 10 new EU states – New domestic routes within continenta l Europe. Strongly moving into intercontinental business â€Å"using the principle of simplification and cherry picking† – increasing the frequency of service on its existing routes – considering possible acquisitions that may become available in the future, e. . Lufthansa – connecting airports within its existing route network -Exploiting profitable destinations with both a tourist as well as business segment – Conversion from low fares to a no-fares airline – Fall in average ticket price and increased threat of entry for competitors – loosening of regulations – Decreasing competition – Increased ancillary service revenues – Increasing in-flight sales on longer flights – employee loyalty – focus on environmental issues – innovative marketing for differentiationThreats – Limited market in the North of Europe resulting in low occupancy levels and efficiency of usage of planes – To ugher competition from the traditional and charter airlines which offer cheap hard to beat all-in holiday packages in continental Europe. New competitors in home market – Adaptation of Ryanair’s business model by competitors and innovative substitute services – Incumbent airlines selectively copying the tactics of Ryanair’s on competition routes – small potential markets – high speed trains, subsidised by the state in GER and France, – high speed rail plan in Benelux region -good highway connections in the major market around cities in the Middle and Southern Europe – Scarcity of appropriate located, low cost airports around major cities / decreased bargaining power of airlines – Price war – increasing landing charges – Dependency on world jet fuel prices – war and terrorism – epidemics – EU commission decisions – lobbying politicians – formation of a trade union for pilot s – the weakness of sterling against the euro – Mergers between competitors, e. g. Air France and