Impact of Mass Media Essay

Enculturation has undeniably been influenced by mass media. Meanwhile, enculturation is defined as â€Å"the gradual acceptance by a person or group of the standards and practices of another person or culture† (MSN Encarta Encyclopedia Online, 2009). Mass media, on the other hand, is the â€Å"technological means of sending information, ideas, opinion, etc. through the mass commuinication device to a diverse audience† (National Institute of Open Schooling, 2009). In changing and molding the culture, mass media has become an essential factor. Due to the important influence of mass media in enculturation, both has inevitably become inseparable. Through mass media, communication and information dissemination has become more effective and swift. The information about one country is immediately transmitted to another place which will eventually influence that place. The influence of mass media, however, can be good or bad to young people. For example, the young people has also been assaulted with a series of conflicting messages that has relation to human decency, respect for others, and peaceful co-existence in one place through the power of mass media (Deci and Ryan). It is also noteworthy that an artist can easily influence the culture of young people through the power of mass media. Britney Spears, for example, has been an icon in some other parts of the world. Her styles and songs were inculcated in the minds of young people and made others emulate her entirely. Furthermore, the impact on enculturation by the mass media have become stronger because of the techological innovations like the internet. People from other parts of the world has come to understand the lifestyles of others. It has effectively eliminated physical, philosophical, religious, and political boundaries among nations. It can be noted that during the 9/11 attack, the world’s view about terrorists and terrorism have changed. Ramarkably, peaceful talks has also been possible among nations having different religious beliefs and government. Hence, mass media has been an effective means in shaping one’s own culture and the acceptance of other people’s culture.

PR Research Final Project Essay

CHAPTER 1 Introduction There is a widespread belief in the professional world that in today’s society the future of any one company depends critically on how it is viewed by key stakeholders such as shareholders and investors, customers and consumers, employees, and members of the community in which the company resides. Public activism, globalization and recent accounting scandals have further strengthened this belief; and have also brought the importance of strategic communications management into closer orbit. Not surprisingly, therefore, both the academic and professional worlds have been suggesting frameworks and models that prescribe steps towards the ‘strategic’ use of communications including such ideas as ‘integrated marketing communications’ (Kitchen and Schultz, 1999), ‘corporate identity management’ (Van Riel and Balmer, 1997), ‘reputation management’ (Fombrun, 1996), ‘stakeholder communications’ (Christensen and Cheney, 1994) and ‘excellent public relations’ (Grunig and Grunig, 1998). Much of this work has been prescriptive in suggesting frameworks for managing communications and for managing firm-stakeholder interactions, as opposed to a more grounded and detailed understanding of the practices of branding and communications professionals and how these may make a difference in the management of firm-stakeholder relationships. Such an understanding is, we suggest, particularly important given the rift between the importance placed by CEO’s and senior executives upon strategic corporate communications, that is, linking communications activities with the overall corporate strategy and objectives of the firm, and their views that there is a huge under-performance in the communications profession in the US, the UK and continental Europe because of a lack of qualified personnel and a limited understanding of what communication practices actually make a difference (Argenti et al. , 2005; Murray and White, 2004; Van der Jagt, 2005). Against this background, I conducted primary research into practices (responsibilities, roles and activities) of communications professionals in four corporations (Siemens, Nokia, Shell and Philips) that have had consistently strong and glowing reputations over the past years, despite market setbacks and negative coverage in the media. The overall aim here was to elicit and conceptualize in more detail the activities and issues that define CC as a public relation function in practice. This extended conceptualization is based upon a view of CC as a ‘practice’, which focuses upon how practitioners engage in the doing the ‘real work’ (Cook and Brown, 1999, p. 387) – a view that, I hope, will stimulate conceptual debate and empirical research and offer a more informed basis for practitioners to make sense of their professional realities and act upon it. CHAPTER 2 REVIEW OF LITERATURE AND CRITIQUE According to writers Ewen (1996) and Cutlip (1995) the professional discipline of public relations (PR) – communication activities undertaken by an organization to inform, persuade or otherwise relate to individuals and groups in its outside environment – developed itself, expanding in its scope and activities, because of public skepticism, political reform, turmoil and activism throughout the 20th century. In PR’s early days as a discipline, at the height of the Industrial Revolution, power was largely concentrated with big businesses, although the balance has since then shifted towards powerful groups in society including governments, trade unions, investors and stockholders (Broom et al. , 1991). In response to the increased saliency and power of such groups, new areas of expertise such as investor relations, public affairs, issues management and employee communications were added to the existing specialties of media relations and publicity, and PR gradually developed into a full-fledged ‘managerial discipline’ in the early 1970s (Olasky, 1987). The ‘managerial discipline’ of PR has since then, as writers Van Riel (1995) and Cornelissen (2004) have documented, evolved into the ‘managerial function’ of CC. The fundamental contrast being that under CC communications activities and specialties (eg media relations, government relations, employee communications, community relations, advertising, investor relations, corporate design and issues management) have been increasingly taken together and consolidated into one or a few units or departments and, importantly, these activities are increasingly given shape and coordinated from the strategi c interests of the organization as a whole. Van Riel (1995: 26) for example suggests in this regard that CC as a managerial function is ‘an instrument of management by means of which all consciously used forms of internal and external communication are harmonized as effectively and efficiently as possible’, with the overall objective of creating ‘a favorable basis for relationships with groups upon which the company is dependent’. The evolution of PR into CC and its recognition as a managerial function is furthermore documented in the relatively high position of communications managers and departments (e.g. ‘Corporate communications’, ‘Public Affairs’ or ‘Corporate affairs’) within organizations’ hierarchical structures (Cornelissen, 2004), the rise of a new ‘style’ more business savvy ‘corporate communications’ manager (Freeman, 1984; Harris and Bryant, 1986; Marion, 1998), and the widespread adoption of the CC vocabulary of ‘stakeholders’, ‘identity’ and ‘reputation’ (Argenti, 1996; Van Riel, 1997). For example, a recent survey of Fortune 500 companies found that rather than using PR terminology around publics (ie people who mobilize themselves against an organization on the basis of some common issue or concern to them), managing ‘reputations’ with stakeholders is nowadays considered the lead philosophy among communication departments (Hutton et al. , 2001). In reviewing these literatures that have dealt with the function and process of communications between firms and groups in their respective environments, we observed two key points about the current conceptualization of CC and its embodiment as a managerial function in firms around the globe. First, theories and theoretical frameworks in these literatures implicate the importance of communications in firm-stakeholder interactions – and in that sense are coming together (cf Schultz et al. , 2000: 3) – but only focus on the process of communicating between a firm and stakeholders in its environment. These theories have been particularly focused on stakeholder effects and outcomes (e.g. images, reputations, relationships) established, but have paid very little attention to the managerial activities, professional issues and organizational contexts that characterize CC as a managerial function (cf Vercic and Grunig, 2000). Some work to this effect has emerged in recent years (Cornelissen, 2004; Scholes and Clutterbuck, 1998, 1997), but is still a long way off from fully conceptualizing and describing CC as a management function and practice – at least in comparison with other management functions and practices as for instance strategy (Whittington, 2003) and accounting (Hopwood and Miller, 1994). Second, there has been little actual empirical research into CC as a management function, despite the recognized importance of the function and a proliferating stream of literatures that directly or indirectly refer to it. Thus, there is a gap between theoretical deliberations on the relevance and importance of CC, and descriptive accounts of its actual use and embodiment in practice. We argue that a practice-based conceptualization of CC accounts for these limitations and provides not only a framework for extended theorizing and empirical research but also a means for practitioners to attain a fuller and richer understanding of this critical management function. The Organization of Communication Work The way in which communication practitioners and functional areas are organized is important as it not only determines to a large extent whether the communications function is enabled to provide strategic input into decision-making at the corporate level, but also whether the communication activities that are carried out at various places within the organization are streamlined and coordinated. In other words, the way in which communications is organized carries important strategic and political dimensions and is also crucial for the effective support and integration of communication activities. Ever since the 1970s, academic and practitioner writings have emphasized that firms should consolidate rather than fragment their communications by bringing practitioners and functional areas together into central organizational departments, with the purpose of pooling and enhancing communication expertise and increasing the organizational autonomy and visibility of communications within the organization (e.g. Cook, 1973; Dozier and Grunig, 1992; Grunig and Grunig, 1998; Schultz et al. , 1993; Van Riel, 1995). Siemens, for example, has consolidated all of its communications staff and their responsibilities into a ‘corporate brand and design’ department responsible for the strategic development and policing of the Siemens umbrella brand values, brand design and brand portfolio management, a ‘corporate communications’ department which includes advertising, internal communications and media relations, and a central ‘corporate messages’ unit encompassing both senior communications professionals responsible for developing and guarding the overall corporate story of Siemens and copy writers for speeches of senior managers. Such consolidation is according to a number of research surveys (eg Cornelissen and Thorpe, 2001) now commonplace, with the exception of a few large corporations like General Motors which rather than bringing functional areas together into a few central communications departments have devolved them as stand-alone units (eg a governmental affairs unit) or subordinated to other functions such as human resources or finance. Generally, then, there app-ears to be a greater consolidation of communications into a few departments, yet still in separate ‘corporate communications’ and ‘marketing’ or ‘corporate branding’ departments. Within large firms, such as multidivisional firms and multinational corporations like Siemens, Nokia, Philips and Shell, the relationship between the corporate center or group headquarters and the various business-units is usually a major strategic issue. One key structural consideration here, is as Argenti (1998: 5) suggests, to have ‘all communications focused by centralizing the activity under one senior officer at a corporation’s headquarters or to decentralize activities and allow individual business units to decide how best to handle communications’. Most large multinationals like Siemens, Shell, Nokia and Philips have a combination of centralized ‘global’ departments at the corporate center and decentralized ‘local’ departments, teams and professionals in business-units around the world. Within both Philips and Siemens, the ‘corporate branding’ and ‘corporate communications’ departments have defined a brand charter and a number of work processes to assist professionals within the business with their specific communication programs. The obvious reasoning behind these examples is that although bringing communications specialists together vertically into one or a few departments may lead to enhanced efficiency, to the ability to develop specialized, distinctive capabilities, and to ease of management through the centralization and consolidation of communication activities, it may not lead to coordination between communication-related departments and with other functional areas (eg human resources) outside those departments, and it risks ‘turf wars’, functional myopia, and over specialization. A horizontal structure overlaying the vertical structure, therefore, is often seen as necessary for coordinating disparate communications tasks and activities, which also recognizes that communications with key stakeholders might emerge from various places within the organization and that the process of developing and executing communication programs is therefore essentially cross-functional or cross-disciplinary (Heath, 1994). Horizontal structure can take various forms including multidisciplinary task or project teams, formal lines of communication, standardized work processes (Philips), council meetings (Shell, Siemens), communication guidelines (Siemens, Philips) a corporative vision and communications strategy (Nokia) or the use of ‘czars’ (senior practitioners working as integrators between departments). Large organizations in both the private and public sectors generally need at least some of these horizontal structures. Particularly in multidivisional firms operating across geographical borders, horizontal structures do not appear to be a luxury but an absolute necessity. In recent years there has been a lot of discussion around the departmental arrangement of communications and the reporting relationship of the central corporate affairs department (see Cornelissen, 2004). Ultimately, the stakes of this discussion are about the professional status of corporate communications (vis-à  -vis other established functions as human resources and finance) and its strategic involvement in decision-making at the highest corporate level. Claims that have been made to this effect include the arguments that different communications disciplines should be consolidated in a single department, and that the head of this department should report directly to the CEO or the senior management team (or be a member of this team) to bolster and secure the functional expertise as well as the strategic involvement of corporate communications in decision-making. Broom and Dozier (1986) and Grunig and Grunig (1998) characterized this involvement in organizational decision-making as perhaps most important to the communications practitioner than any other measure of professional growth. The guiding idea in this regard is that a direct reporting relationship to the CEO may be seen as an indication that there is indeed a broad, growing recognition among corporate executives and corporate boards that the ability to succeed will depend upon the firm’s ability to effectively communicate with its stakeholders; and that therefore the communications function is recognized as an absolute, integral part of the top management function. White and Mazur (1995) have added that such a direct reporting relationship is also important as it leads to excellent communications management as senior management is counseled on issues, and stakeholder and identity considerations may more easily get factored into the process of organizational decision-making. The results from a number of studies indicate that in the large majority of cases, there is indeed such a direct reporting relationship from the staff communications department to the CEO and/or executive team (e.g. Argenti and Forman, 2000; Cornelissen and Thorpe, 2001; Grunig and Grunig, 1998; Grunig et al. , 2002; Van Ruler and De Lange, 2003). In most large firms, such a direct reporting relationships consist of counseling and advising the CEO and senior executive team on stakeholder and reputation issues, rather than having a direct involvement (through a seat on the executive team) in corporate decision-making. In a recent study in the UK, Moss et al. (2000) found that within the sample of companies studied communications directors report directly to the CEO or chairperson of the senior management team, but were not formal members of the senior management team responsible for determining corporate strategy and strategic decision-making. In other words, all of the directors in the study indicated that ‘they were often consulted on important issues likely to affect their organizations, [but] their involvement in key operational decision-making was often limited to advising on how best to present policies to the outside world or to internal stakeholders’ (Moss et al. , 2000: 299). Similarly, within companies such as Shell, Siemens and Nokia, the senior vice-president in the area of CC sits on the second-tier management team (one level below the senior executive team), and in that capacity advises and counsels the CEO and senior executive team regarding corporate decision-making. Political and Cultural Issues This is not to say, of course, that the communications director should not have a seat on the executive board and should remain in this advisory capacity, but the UK study did show the current impediments to such a move. On the one hand, there is still a considerable lack of understanding and a lack of commitment to communications among senior managers. On the other hand, many senior communication practitioners often do not meet the needs of senior managers to provide communications advice and an input into corporate strategy in ways that contribute to the accomplishment of organizational objectives and that affect the bottom line. In other words, strategic corporate communications stands or falls with highly qualified input from the communication practitioner at the decision-making table; and only then will there be such a receptive environment for that contribution. The practitioner therefore needs to produce strategically focused recommendations for strategic corporate action; bringing to the attention of top managers a broad understanding of the strategic management process and of those issues that may affect and impact upon a company’s reputation (Cornelissen, 2004; Cropp and Pincus, 2001). Otherwise, communications will be seen as a largely tactical or ‘functionary’ activity; in which practitioners are considered ‘communications technicians’. Grunig et al. (2002) have argued that for many firms, the strategic potential of CC in its boundary-spanning role appears to go largely unrealized. This is the case, Grunig et al. (2002) argue, as senior management equally tends to treat communications largely as a tactical function, concerned primarily with the technical gathering of information and with carrying out publicity and promotion campaigns to external audiences. Contribution of Work and Activities The contribution and consumption of work and activities carried out by communication practitioners takes place at three levels within large firms: the corporate, market (or business-unit), and operational levels. Strategies and activities at the corporate level are concerned with the overall purpose (mission and vision) and scope of the firm to meet its various stakeholder expectations and needs. Strategies and activities at the market level are concerned with determining how the firm will compete successfully in particular markets. Strategies and activities at the operational level concern the way in which CC manages its own resources, processes and people to help deliver corporate and market-level strategic goals. Central to the question of what type of contribution CC makes and whether this is located at the corporate, business-unit or strictly operational level, is the definition and enactment of the function as either strategic or tactical. As a strategic function, there is likely to be strategic involvement of communications practitioners in managerial decision-making at the corporate and business-unit levels. Such a strategic view of communications, which in part has already been realized within the business world but in part is also still aspirational (Cornelissen, 2004), means that communications strategy is not just seen as a set of goals and tactics at the operational level – at the level of the CC function – but that its scope and involvement in fact stretches to corporate and business-unit-wide decisions and activities. At the corporate level, where strategy and activities are concerned with the corporate mission and vision as well as corporate positioning, communication practitioners can aid managers in developing strategies for interaction with the environment. In this sense, communication practitioners are directly involved or support strategic decision-making through their ‘environmental scanning’ activities which may assist corporate strategy-makers in analyzing the organization’s position and identifying emerging issues which may have significant implications for the firm and for future strategy development. Communication practitioners can at this corporate level also bring identity questions and a stakeholder perspective into the strategic management process, representing the likely reaction of stakeholders to alternative strategy options, and thereby giving senior management a more balanced consideration to the attractiveness and feasibility of the strategic options open to them. This happened in each of the four firms (Shell, Nokia, Philips, Siemens) in our case studies. In addition, communications practitioners in these four companies also implemented the corporate strategy by helping to communicate the firm’s strategic intentions to both internal and external stakeholders, which may help avoid misunderstandings that might otherwise get in the way of the smooth implementation of the firm’s strategy.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   METHODOLOGY This research uses a case study approach to assess to asses the improved internal corporate communications in four firms.   Gerald R. Adams and Jay D. Schvaneveldt (1997) define the case study approach as â€Å"an in-depth study of one or a limited number of cases in which each case is treated as a whole†. The authors further added, â€Å"The case study approach is particularly helpful when deeper understanding is needed and when there is little concern about generalizing to a large population† (Adams & Schvaneveldt, 1997). These case studies were conducted with four European corporations with strong reputations with their stakeholders and the marketplace: Nokia, Shell, Phillips and Siemens. These four corporations were selected chiefly for two reasons. Firstly, each of these four corporations is a multi-divisional firm operating under the same corporate umbrella. As such, they are typical of other large firms with a corporate communications (CC) presence – as opposed to small to medium-sized enterprises (SMEs), where communications responsibilities and activities may not have evolved into one or more full-fl edged functional areas, let alone into a managerial function (cf Kotler and Mindak, 1978 ). Secondly, each of the four corporations has an excellent reputation in the eyes of their stakeholders and the general public according to ToMAC (Top of Mind Awareness of Corporate Brands) scores and reputation rankings published in recent years. The inclusion of these corporations therefore allows us to examine not only the range and kind of activities carried out within CC, but also to what extent these make a difference (given the strong reputations enjoyed by these four corporations). An analytical case-study approach was chosen as most appropriate for our theory-building purposes (Yin, 2003). It allowed us to examine CC holistically and address each of the ‘practice’ dimensions mentioned above. Interviews were conducted with up to four senior managers of each organization, for example, president of corporate communication and marketing communication, communication managers within divisions, and if possible, a board member who is responsible for (corporate) brand communication. Here, a topic guide was used with topics that are relevant in the context of the practice of CC. However, the guide left enough room for the respondent to communicate his or her particular views on in what way activities and dimensions (structure, political and cultural issues, professionals) are linked and it prevented us from pre-structuring the concept of ‘ practice ’ in any way. The topic guide consisted of the following themes: communication organization (How are communications activities and the staff responsible for them departmentalized and structured within the corporation? What organizational processes and facilities exist to support communications? What is the professional ethos and culture of communications staff and of people in other departments of the corporation?), communications work (What is the general view of people within the corporation (ie the CEO and senior managers, marketing staff, communications staff, and others) of communications and its role and contribution to the corporation? How is decision-making concerning communications strategy organized? What does the process of communications strategy formation look like, in both corporate and market-led communications? What general activities does your job involve?) and communications professionals (What is the general profile of communications practitioners working in the corporation? How are communications staff recruited and selected? What training and development initiatives and trajectories exist for communications staff?). We analyzed the data by looking for common themes across the interviewees and four corporations and by identifying links between the dimensions of CC practice. MAIN ARGUMENT The practice of CC was conceptualized   by circumscribing in very broad terms four dimensions: (1) the roles, skills and activities of practitioners, (2) the organization of these practitioners and their work, (3) political and cultural issues that contextualize and mediate these activities, and (4) the communication and consumption of the process and products of activities performed. Throughout discussion, and in the course of the primary research with Shell, Phillips, Siemens and Nokia, I identified two central processes in the practice of CC that cut across these four dimensions, and appear to be central to the field. The first process labeled as strategic positioning describes the ongoing efforts of communication practitioners to position themselves as credible communications managers to senior executives within the executive team and in other functions by developing staff, by finding appropriate mechanisms for coordinating work, by developing value-added activities and by communicating the contribution of CC. Underlying this process is perhaps the realization that communication practitioners need to enact managerial roles through management activities like environmental scanning, counseling and strategic planning that demonstrably add value to the corporation, and that they need to vie for an organizational arrangement that gives them a central, recognizable place in the firm from where to counsel and support senior management as well as managers in other functional areas. To illustrate, within Siemens the emphasis on corporate branding and the development of a corporate brand architecture was presented as central to the corporate strategy of the firm: We have to influence decisions about what businesses do we invest in and brand as Siemens and what businesses we do not want to be in †¦ We have a clear business strategy ‘ go for profit and growth ’ , which sounds really general but behind this is an intensive and very detailed program, the Siemens management system, which our branding architecture and systems tie into. The overall corporate target is to attain worldwide leadership in each of the businesses that we are active in. Business success is the most important thing and that is driving the brand values and the brand strategy’ (Director of Brand Architecture). There is a constant concern with the strategic positioning of corporate branding and corporate communications, not just to increase and communicate the current performance but also to secure a receptive environment at the senior management table. The head of corporate communication worldwide is a close advisor of our CEO. In fact, the incoming CEO, Kleinfeld, has a doctorate on the topic of corporate identity, and has a deep understanding of branding and communications’ (Vice President Corporate Brand and Design). A second process that we identified involves what we term cultural accommodation which describes how CC, its practitioners, its organization and the general way in which it is practiced is embedded in the cultural context of the firm. Effectively, the choices made by Philips, Nokia, Shell and Siemens regarding staffing, training and development, structuring and the model of communication strategy development are all highly varied, yet linked to the core of their business, history and culture. Such variety and cultural adaptation may point to what Gratton and Ghoshal (2005) call signature practices; practices and processes that embody a company ’ s character and are therefore somewhat unique and idiosyncratic, rather than general and universal for the entire industry. Signature practices are linked with the core values of the organization and evolve from a company-specific history and are embedded in its culture and core values. Within Philips, as mentioned, corporate communications is seen as a part of an Organization-wide technocratic engineering culture where every function and the work processes involved are documented and standardized, so that these can be constantly monitored, updated and optimized. Work processes (e.g. media inquiries) within corporate communications have equally been documented and standardized in flow-charts and worksheets (following ISO quality specifications). This kind of signature process may not work in other companies in the consumer electronics industry (or indeed other industries) as it is tied to Philips ’ core cultural values and company history. Within Nokia, in contrast, the corporate vision of ‘connecting people’ together with the fact that members of the company have a strong bond between them ( ‘ having embarked on the technological journey together ’ ) has led to an ‘ informal ’ , ‘ innovative ’ and ‘ can-do ’ culture of knowledge sharing and of coordinating work processes. There are little formalized work patterns or lines of communication between communication professionals within Nokia; they rather liaise frequently and informally with one another. CONCLUSIONS The preceding section is the conclusion on the ‘practice’ perspective on CC and conceptualized the important dimensions of this perspective.   These are (1) the roles, skills and activities of practitioners, (2) the organization of these practitioners and their work, (3) political and cultural issues that contextualize and mediate these activities, and (4) the communication and consumption of the process and products of activities performed. Together, these dimensions (see Table 1) provide a framework for considering the practice of CC in its entirety and in a much more comprehensive manner than previous work has done. Table 1 : Summary of the practice conceptualization of corporate communications Dimension   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Themes Roles and activities of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   — Manager vs technician practitioners   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   — Generalist vs specialist — Professional development, status and   Ã‚  Ã‚  Ã‚   contribution Organization of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   — Departmental arrangement communication work   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   — Reporting relationship and/or seat on executive   Ã‚     Ã‚  team — Centralization vs decentralization Political and cultural issues Status of communication practitioners and their   Ã‚  Ã‚  Ã‚  Ã‚   work — Added value of communication activities — Cultural accommodation Contribution of work and activities   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   — Strategic or tactical contribution Input into corporate strategy and decision-   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   making Interface between communication and other Functional areas (e.g. Finance, Human Resources, etc)   I also articulated two processes (strategic positioning and cultural accommodation) that appear to be central to the practice of CC. In all, the practice-based conceptualization of CC makes the following contributions. First, it has started to open up the ‘black box’ of the organization in which CC activities take place. CC is conceptualized as an organizational phenomenon rather than a macro strategy problem detached from the internal dynamics of the organization. Internal politics, structure and cultural issues are introduced into the field of managing CC, not as inevitable failings or difficulties within firms, but as significant for communications strategy outcomes, perhaps even as attributes to be exploited positively for the status and contribution of CC. Second, the ‘practice’ conceptualization of CC has started to ‘humanize’ the field (cf Pettigrew et al., 2002: 12). Unlike much prior work that has focused on the strategic outcomes of CC activities (e.g. strong reputations and relationships with stakeholders), a ‘practice’ perspective populates the field of CC with human beings. In effect, all forces and activities are seen to emerge from human action – from the actions and contributions of communications practitioners, as well as the reactions by senior managers and managers in other functional areas (human resources, finance, etc.) of the firm. Third, and related to the previous points, the view of CC as ‘practice’ has started to explore the agency of communications practitioners to bring about changes in corporate strategy and in the interaction between the firm and its environment, amidst general professional as well as situational constraints (Whittington, 1988 ). Practitioners can be captured in wider professional belief systems about their roles and work – that is, the aforementioned distinction between ‘manager’ and ‘technician’ roles (Pieczka and L’ Etang, 2000) – that effect and constrain their possibilities for action. Similarly, the political and structural aspects of the work situation in their firms – that is, whether there is a receptive environment among senior managers for an input from CC, and whether communications practitioners are located in departments with access (through a reporting relationship or seat on the management team) to senior management at the corporate level of the firm – effects the micro activities and agency of communication practitioners. Fourth, a practice perspective and our case studies suggest that there are clear interrelations between the roles and backgrounds of practitioners, their activities, the political and cultural situation surrounding their work, the way in which they are organized, and their input and contribution to the firm at the corporate and market levels of the firm. As such, it connects macro phenomena with micro explanations. It does not deny the importance of research that has raised the awareness of key macro issues and challenges; the challenge of achieving and sustaining strong corporate reputations with stakeholders, of identifying and building on unique organizational assets or the ‘ corporate identity ’ of the firm, of managing international communications for multinational firms. Instead, it extends such macro level accounts with descriptions and explanations of the practices and activities that underpin and constitute such phenomena. In addition, as our case studies demonstrated, the practice of CC consists of interrelated dimensions, and as such we extend prior perspectives that have narrowly focused on either dimension or only on the strategic outcomes of CC activities. Any change in strategic outcomes (i.e. stronger corporate reputations with stakeholders) is not simply a case of a creative campaign or of improving one dimension (e.g. reputation measurement to demonstrate accountability) but ultimately depends on a whole range of factors, including the professional roles and competencies of practitioners and the way in which they are organized. Table 2 summarizes the main differences between a ‘practice’ perspective on CC and the more traditional perspectives on CC that have primarily focused on macro strategic outcomes. Table 2: A practice perspective versus traditional perspectives on corporate communications Traditional perspectives on CC   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A practice perspective on CC Primary focus   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Macro: strategic outcomes   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Micro: practitioners, processes and   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   (reputations and reputation   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  structures within the organization measurement) Explanations of  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Deductive: infer best practices from  Ã‚     Ã‚   Inductive: grounded in the actual Performance  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   reputation scores across firms  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   activities of professionals and how   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚   these add value and make a   Ã‚  Ã‚  Ã‚   contribution to a firm Key strategic  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   ‘Alignment’ between the reputation     Ã‚  Ã‚  Ã‚   Strategic positioning and cultural processes  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  and the identity or positioning  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   accommodation within the firm   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   communicated A fifth contribution concerns its practical implications. A practice perspective on CC extends macro level explanations of CC as outcomes of what goes on in organizations to the activities that constitute them. This perspective is concerned with the same strategic issues of importance to senior managers and communication practitioners (i.e. how to build and maintain strong corporate reputations with stakeholders of the firm?), but in terms of the organizational activities and practices, which are their fabric. As such, it provides a more comprehensive and detailed picture of how communications is and indeed can be managed. The relationships between the practice dimensions (i.e. the backgrounds of practitioners, their activities, the political and cultural situation surrounding their work, the way in which they are organized, and their input and contribution to the firm at the corporate and market levels of the firm) in particular provide managers and communication practitioners with concrete factors or attributes that can be understood and, if needed, challenged or manipulated. To communications practitioners, the profound implication is not only a greater understanding of their work but also suggestions and prescriptions for how their work can be changed or improved. More specifically, if practitioners aspire a developmental shift from a ‘tactical’ or ‘craft ’orientation to communications, characterized by technician role enactment and communications service departments or units carrying out low-level communication mechanics, to a strategic management function, they know that they need to enact managerial roles through management activities like environmental scanning, counseling and strategic planning that demonstrably add value to the corporation, and that they need to vie for an organizational arrangement that gives them a central, recognizable place in the firm from where to counsel and support senior management as well as managers in other functional areas. The two processes of ‘ strategic positioning ’ and ‘ cultural accommodation ’ that we observed in our four case studies may also be taken to hand by practitioners to bring about changes in their firms in such a way that these changes are in line with their firms ’ culture and improve the performance and standing of CC. Recommendations for Research In sum, the practice conceptualization of CC suggests a need to put the micro into macro in order to both uncover plausible linkages to performance (with stakeholder groups) and to offer tangible guides to managerial action. Some important insights, albeit preliminary and illustrative, on micro issues in CC are offered through our four case studies. However, beyond these preliminary case studies, we make two main recommendations in line with this research agenda. First, we recommend further small sample in-depth studies of CC within firms, to develop the contextual and holistic understanding of the practice dimensions of CC that is essential to unpacking the complex driving forces of the management of CC and its strategic outcomes with stakeholders of the firm. In-depth studies, particularly at this early stage of theoretical development on CC, are a necessary feature of furthering the conceptualization and understanding of CC as an area of practice. Second, we recommend process research as a methodology for capturing and explaining how the practice of CC evolves within fi rms. Process research is concerned with understanding how things evolve over time and why they evolve in this way (see Langley, 1999; Van de Ven and Huber, 1990), and process data therefore consist largely of stories about what happened and who did what when – that is, events, activities, and choices ordered over time. In his classic work on organization theory, Mohr (1982) makes a distinction between what he calls ‘variance theory’ and   Ã¢â‚¬Ëœprocess theory’. Whereas variance theories provide explanations for phenomena in terms of relationships among dependent and independent variables (eg more of X and more of Y produce more of Z ), process theories provide explanations in terms of the sequence of events leading to an outcome (eg do A and then B to get C). Temporal ordering and probabilistic interaction between entities are important here (Mohr, 1982). Within the context of CC, the emphasis is with process research on understanding patterns in events (eg the link between activities and tools of communication practitioners and changes in stakeholder reputations), either as a narrative pattern or analytical sequence of events. Such process research then consists of longitudinal case studies or event-history methods, often with the researcher immersing him / herself in the firm and collecting fine-grained qualitative data through interviews, (participative) observations and analyses of company reports and documents. The thick empirical descriptions produced by process research may then in time, we suggest, be systematically compared across cases and extended with survey-based research of general issues and themes within the practice of CC. BIBLIOGRAPHY Argenti, P. A. (1996) ‘Corporate communication as a discipline: Toward a definition’, Management Communications Quarterly, 10, 73 – 97. Argenti, P. A. (1998) Corporate Communication, (2nd edition) McGraw-Hill, Boston. Argenti, P. A., Howell, R. A. and Beck, K. A. (2005) ‘The strategic communication imperative’, MIT Sloan Management Review, Spring , 46(3) , 83 – 89 . . Broom, G. M., Lauzen, M. M. and Tucker, K. (1991) ‘Public Relations and marketing: Dividing the conceptual domain and operational turf’, Public Relations Review, 17, 219 – 225. Christensen, L. T. and Cheney, G. (1994) ‘Articulating identity in an organizational age’, in S.A. Deetz (ed.) Communication Yearbook , Vol. 17, Sage, Thousand Oaks , 17 , pp. 222 – 235. Clarkson, B. E. (1995) ‘A stakeholder framework for analyzing and evaluating corporate social performance’, Academy of Management Review, 20, 92 – 117 . Cook, S. N. and Brown, J. S. (1999) ‘Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing’, Organization Science, 10, 382 – 400. Cornelissen, J. (2004) Corporate Communications: Theory and Practice, Sage, London. Cornelissen, J. P. and Thorpe, R. (2001) ‘The organization of external communication disciplines in UK companies: A conceptual and empirical analysis of dimensions and determinants’, Journal of Business Communication, 38, 413 – 438. Cropp, F. and Pincus, J. (2001) ‘The mystery of public relations: Unraveling its past, unmasking its future’, in Robert L. Heath (ed.) Handbook of Public Relations, Sage Publications: Thousand Oaks CA, pp. 189 – 204. Cutlip, S. (1995) Public Relations History: From the Seventeenth to the Twentieth Century, Erlbaum, Hillsdale, NJ . Dolphin, R. R. (1999) The Fundamentals of Corporate Communications, Butterworth- Heinemann, Oxford. Dowling, J. and Pfeffer, J. (1975) ‘Organizational legitimacy: Social values and organizational behavior’, Pacifi c Sociological Review, 18, 122 – 136. Dozier, D. M. and Broom, G. M. (1995) ‘Evolution of the manager role in public relations practice’ , Journal of Public Relations Research, 7, 3 – 26. Dozier, D. M. and Grunig, L. A. (1992) ‘The organization of the public relations function ’ , in J.E. Grunig (ed.) Excellence in Public Relations and Communication Management, Lawrence Erlbaum Associates, Hillsdale, New Jersey, pp. 395 – 417. Ewen, S. (1996) PR! A Social History of Spin, Basic Books, New York. Fleisher, C. S. and Burton, B. (1995) ‘Taking stock of corporate benchmarking practices: Panacea or Pandora’s box’, Public Relations Review, 2, 1 – 19. Gronstedt, A. (1996a) ‘Integrating marketing communication and public relations: A stakeholder relations model’, in: E. Thorson and J. Moore (eds.) Integrated Communication: Synergy of Persuasive Voices, Lawrence Erlbaum Associates, Mahwah, NJ, pp. 287 – 304. Harris, T. E. and Bryant, J. (1986) ‘The corporate communication manager’, Journal of Business Communication, 23, 19 – 29. Hatch, M. J. and Schultz, M. (2000) ‘Scaling the tower of Babel: Relational differences between identity, image and culture in organizations ’ , in M. Schultz, M.J. Hatch and M.H. Larsen (eds.) The Expressive Organization , Oxford University Press, Oxford. Heath, R. L. (1994) Management of Corporate Communication: From Interpersonal Contacts to External Affairs, Lawrence Erlbaum Associates, Hillsdale, New Jersey . Hutton, J. G., Goodman, M. B., Alexander, J. B. and Genest, C. M. (2001) ‘ Reputation management: The new face of corporate public relations? ’ Public Relations Review, 27(3), 247 – 261. Kitchen, P. J. and Schultz, D. E. (1999) ‘A multi-country comparison of the drive for IMC ’, Journal of Advertising Research, 39, 21 – 38. Kotler, P. and Mindak, W. (1978) ‘Marketing and public relations, should they be partners or rivals? ’ Journal of Marketing, 42, 13 – 20. Langley, A. (1999) ‘Strategies for theorizing from process data’, Academy of Management Review, 24, 691 – 710. Lauer, L. D. (1995) ‘Will we need a whole new breed of professional? ’ Communication World, August 1995. Mohr, L. B. (1982) Explaining Organizational Behavior, Jossey-Bass Publishers, San Fransisco. Moss, D., Warnaby, G. and Newman , A . J. (2000) ‘Public relations practitioner role enactment at the senior management level within UK companies’, Journal of Public Relations Research, 12, 277 – 307. Murray, K. and White, J. (2004) ‘CEO Views on reputation management: a report on the value of public relations, as perceived by organizational leaders, UK survey of CEO views of reputation management website: www.insightmkt.com/ceo_ pr_briefing. Olasky, M. N. (1987) Corporate Public Relations: A New Historical Perspective, Lawrence Erlbaum Associates, Hillsdale, New Jersey. Pettigrew, A. M, Thomas, H. and Whittington, R. (2002) ‘Strategic management: The strengths and limitations of a field’, in A.M. Pettigrew, H. Thomas and R. Whittington (eds.) The Handbook of Strategy and Management , Sage, London , pp. 3 – 30 . Pieczka, M. and L’ Etang, J. (2000) ‘Public relations and the question of professionalism’, in Robert L. Heath (ed.) Handbook of Public Relations , Sage Publications, Thousand Oaks, CA , pp. 223 – 235 . Pincus, J. D., Refiteld, B., and Ohl, C.M. (1994) Public Relations Education in MBA Programs: Challenges and Opportunities, California State University Post, J. E. and Griffin, J. J. (1997) ‘Corporate reputation and external affairs’, Corporate Reputation Review, 1, 165 – 171. Scholes, E. and Clutterbuck, D. (1998) ‘Communication with stakeholders: An integrated Approach’, Long Range Planning, 31, 227 – 238. Schultz, M., Hatch, M . J . and Larsen, M . H. (eds.) (2000) The Expressive Organization, University Press, Oxford . Van de Ven, A. and Huber, G. (1990) ‘Longitudinal field research methods for studying processes of organizational change’, Organization Science, 1, 213 – 219. Van der Jagt, R. (2005) ‘Executives on reputation, Dutch survey of CEO views of reputation management Boer and Croon consulting.    Van Ruler, B. and De Lange, R. (2003) ‘Barriers to communication management in the executive suite’, Public Relations Review, 29, 145 – 158. White, J. and Dozier, D. M. (1992) ‘Public relations and management decision-making’, in J.E. Grunig (ed.) Excellence in Public Relations and Communication Management , Lawrence Erlbaum Associates, Hillsdale. White, J. and Mazur, L. (1995) Strategic Communications Management: Making Public Relations Work, Addison- Wesley, Wokingham, UK.   

Glider 1 Assignment Example | Topics and Well Written Essays - 1250 words

Glider 1 - Assignment Example This paper declares that a glider usually has got 3 forces acting on it while in flight in comparison with 4 forces that normally act on an aircraft that is powered. Both kinds of aircrafts are all subjected to drag, weight, and lift forces. For the powered craft, there is the engine thrust that opposes the drag; however, there is no thrust for glider. A glider must generate lift so as to oppose its own weight for it to fly. For lift to be generated, a glider ought to move via the air. A glider’s motion via the air produces drag. In the case of an aircraft that is powered, the drag is opposed by the engine’s thrust; however, the glider lacks an engine to produce thrust. With nothing to oppose the drag, a glider will rapidly slow down till it can no longer produce adequate lift to resist its weight, and falls down to the ground finally. This report makes a conclusion that it does not matter the length of the moment arm is to be employed. This is because both short as well as long moment arms are endowed with their advantages as well as disadvantages respectively. For instance, a disturbing force normally has a superior impact on an arm that is short as compared to one that is long. A long moment is slow to respond to stabilizing forces and thus loses its earlier advantage to a short one. However, on throwing, a glider with short moment arm recovers more rapidly due to stabilizing properties, whereas a longer moment ship usually attains more height before it finally recovers fully, going into a straight glide.

Affirmative action at the work place Research Paper

Affirmative action at the work place - Research Paper Example It is pertinent to note that there is several affirmative actions’s named reverse discrimination by the critics. Here, the critics argue that it enforces barriers between individuals instead of its down breakage. A general scenario of affirmative action in the United State is outlined as follows. With affirmative action, several issues are designed for address. First, it is pertinent to address the history of discrimination (Roach, 1997, p.52). Importantly, according to the law it is evident that many people have been excluded historically from schools, social endeavors, and jobs just to mention but a few and so in many cases there is creation of advantages from such historic pattern of exclusion. Policies are set to address the issue of current discrimination in a fight to create a more diverse and fully integrated society. In America, it is clear that there is a continued dialogue on gender, race, and inequity therefore the affirmative action needs a distinctive place in the talks. Of late, the experts affirm that the debate on affirmative action has its focus on the government-sponsored actions of affirmatives as well as university admission. It follows that due to submergence in the government-sponsored actions of affirmatives, the cooperate affirmatives actions are left unattended. The above is significant in the manners that it leaves uncertainty on the future of the affirmative action. According to research, it is argued that republican revolution of the year 1994 did weaken the affirmative action advocacy in political power. Sadly, the above decreased Capital Hill political support. Further, it is discussed that several court cases that are pending can initiate the of the voters to eliminate many forms of action of affirmative potentially. Unfortunately government sponsored affirmative actions are literally distinct from the corporate programs in a manner that it is hard to substantially multiply survival chances. It is unfortunate to realize tha t in United State the key corporate on affirmative action and attempts made voluntarily in the fight to improve diversity at the work place. Experts puts it that, affirmative actions are generally unaffected by the issue of constitutional that are preferred to us thorny. Some of the thorny constitutional issues are those raised by Michigan University and lawsuits, which plague programs like university admission. It is evident that race is one of the affirmative actions in the United States; here it is true by one of the confessions, G. Jennifer who was allegedly denied admission in one of the universities based on race despite of her qualifications. Considering the issue by Christopher M, with the continual dialogue on the pertinence of affirmative actions in terms of gender race and inequality, it is wise for the affirmative action to have a distinct place (In Defence of Affirmative Action, 1996, p. 25). Here, he also state that it is unpleasant to realize that government-sponsored affirmative actions are concentrated than the corporate affirmative. Nevertheless, it is important to realize that a number of benefits that a company can report from programs on affirmative actions are as follows; a greater innovation and opening the possibilities of perspectives in different manner as well as creativity comes in from more diverse team. Another notable benefit is the forging of customer relations that are comfortable. Therefore, it is pertinent to have a more diverse workforce so that the above goal can be achieved. Serious implementation of affirmative

Critical issues in criminal justice Essay Example | Topics and Well Written Essays - 2250 words

Critical issues in criminal justice - Essay Example The police-dogs are considered as complete or full-fledged police officer. Assaulting them is therefore punishable by the federal laws. Initially protected by the state laws, the police dogs are now protected by federal laws with individuals found guilty of assaulting the law enforcing animals standing the risk of serving ten years in prison or paying a fine of at least $1 000. This paper will address the topic by discussing the various legal and social issues surrounding the use of the canines in law enforcement. It is important to note that the police dogs being relied on to establish links in various crimes such as searching of cadavers, explosives, drugs etc., need to be protected by the law due to the sensitivity of the areas they are involved. For instance, in a case where a police dog injures a civilian in the course of duty, the police department from which it serves are held liable. In the same way, if an individual is found to have assaulted the police dog popularly known as K-9 a homophone of canine in the United States, they are made to stand trial and risk a possible conviction for the felony. This paper will therefore look at the federal laws and how different states protect and set laws in line with the use of the canines in law enforcement. A police dog just like any other personnel in the law enforcement sector has various responsibilities and rights that define the scope of their work. However, in the use of police dogs, there is no set or standardized set of laws that define how the dogs should be used. For instance, in trying to hunt down a suspect and presentation in court to assist in investigations or stand trial, the use of police dogs and the force applied may only be justified by the immediate behavior of the suspect such as resistance to arrest or the severity of the crime. The use of canine force is not always justified. In some cases, the police can

Effective Communication as a Code Enforcement Officer Term Paper

Effective Communication as a Code Enforcement Officer - Term Paper Example For Code Enforcement Officers to learn and practise effective communication in their work, it is recommended that efforts at the personal and organizational level must be shown. While the employers of Code Enforcement Officers should offer free training on effective communication, the officers themselves must reflect on their weaknesses in communication and develop personal strategies of overcoming them in order to be effective communicators. Effective communication is the core of healthy relationships and is important for all professionals. Code Enforcement Officers work with communities and their tasks are centred on people with whom they interact with daily. For Code Enforcement Officers, therefore effective communication is mandatory in order to ensure good outcome from their work. This paper discusses effective communication as it applies to Code Enforcement Officers. The main argument is that effective communication is necessary for all Code Enforcement Officers, as each of the tasks they perform can only be executed effectively when effective communication is involved. This paper will add value to the knowledge on effective communication and Code Enforcement Officers. In addition, this has implications for individual Code Enforcement Officers, the state governments that employ the Code Enforcement Officers as well as any other individual interested in effective communication. This paper is also meaningful to me as this has widened my knowledge on effective communication through the diverse sources that I have utilised for my research to develop the paper. This paper also draws on concepts taught in class especially on communication, thus is an application of concepts learnt in class. The choice of topic of this paper was motivated by the fact that Code Enforcement Officers play an important role in society and work selflessly for the good of other people notwithstanding the

Leadership Assessment Essay Example | Topics and Well Written Essays - 1500 words

Leadership Assessment - Essay Example However, a leader must emulate a style that is focused at creating conducive working environment that is essential for improving the employee’s productivity. This paper seeks to assess leadership strategies that the director of Peytons Limited Company, an organization I used to work for. One of the strategies that our director applied which had a positive impact on me was the engaging style of leadership. Managers and employees should fully understand the conditions that exist in their organizations. In this way, it is easy for them to emulate effective strategies as a team to address the conditions (Torbert, 2004). It is through identifying the importance of employees in our organization that the director adopted the engaging style. This entailed meting regularly with the employees especially during the period of low sales or reduced profits in order to understand their concern. In this way, the employee’s problems were easily addressed leading to a significant level o f employee’s motivation. The director also applied the democratic style of leadership. This entailed making the employees participate in the decision making process by ensuring that each of the worker had an equal chance of giving a feedback regarding the policies that the director emulated. ... Based on the fact that our organization was not engaged in production of large number of products types, the director introduced a sales department, a customer service department as well as an accounting department for each of the products. Each of department involved a strong team of skilled individuals and by allocating various duties to the teams, the director created a sustainable culture of team work leading to the success of the organization. The decentralization of the company activities is another positive implication of the matrix structure that the director adopted. It is vital to note that by ensuring that the employees have the skills and experience to handle various activities, managers are greatly assisted in their duties thus resulting to a strong team work within an organization (Yukl, 2006). As a sales representative in Peytons Company, I participated in making decision on the matters relating to marketing of our products. Through the various meeting we held with oth er members of the sales teams, my relationship skills in the work place were greatly improved. Despite the wide range of activities that our organization was engaged in, the director used various channels of communication to ensure that each of the employees was aware of the company policies. Additionally, the director was aimed at creating high ethical standards that are in line with the government policies in terms of gender balance during employment as well as creating a strong team that was engaged in conflict resolution. The table below indicates the evaluation of the Peytons Director. Aspect of evaluation Poor Good Average Excellent Remarks Maintaining high level of discipline among employees Motivated employees Gender balance during hiring Motivated employees Solving

Silent and Shadow Reports for BHP Billiton Essay

Silent and Shadow Reports for BHP Billiton - Essay Example Used as models are the silent and shadow accounts from Tesco and HSBC, written by the aforementioned authors, and available at http://www.st-andrews.ac.uk/~csearweb/aptopractice/silentacc.html The same style and format are adapted and applied to BHP Billiton, as follows. Silent Report Mission and Policy Statements We are the world’s largest diversified natural resources company. Our corporate objective is to create long-term shareholder value through the discovery, acquisition, development and marketing of natural resources. We pursue this through our consistent strategy of owning and operating large, long-life, low-cost, expandable, upstream assets diversified by commodity, geography and market. This strategy means more predictable business performance over time which, in turn, underpins the creation of value for our shareholders, customers, employees and, importantly, the communities in which we operate. We are among the world’s top producers of major commodities, inc luding aluminium, energy coal, metallurgical coal, copper, manganese, iron ore, uranium, nickel, silver and titanium minerals, and have substantial interests in oil and gas. We continue to invest in the future. Corporate Governance Statement The objective of BHP Billiton is to create long term value for shareholders through the discovery, development and conversion of natural resources, and the provision of innovative customer and market-focused solutions (Corporate Objective). The role of the BHP Billiton Board is to represent the shareholders and to promote and protect the interests of the Company. It does so by governing the Group. The Board has developed processes relating to: A. its own tasks and activities (Board Membership and Process) B. the matters specifically reserved for Board decision-making, the authority delegated to the Chief Executive Officer (CEO), the accountability of the CEO for that authority, and guidance on the management of the relationship between the Board and the CEO (Board and CEO Relationship); and C. the boundaries on CEO action (CEO Limits). Compliance with corporate governance BHP Billiton complies with the governance standards in our home jurisdictions of Australia and the UK, and with the governance requirements that apply to us as a result of our New York Stock Exchange (NYSE) listing and our registration with the Securities and Exchange Commission (SEC) in the US. There are summarised in the Corporate Governance Statement, the Remuneration Report, the Directors’ Report and the financial statements. Business principles and values The implementation of the Group’s strategy and our ongoing performance depends on the quality and motivation of our people. Our purpose is to create long-term shareholder value through the discovery, acquisition, development and marketing of natural resources. Our strategy is to own and operate large, low-cost, expandable, upstream assets diversified by commodity, geography and market. Our focus on the safety and health of our workforce, our fundamental drive for sustainability across all our business operations, our concern for the environment and communities within which we work, and our management of operational risks are reflected through our remuneration policy and structures. Board and committee structure The Board will always have a majority of Directors who are non-executive and are judged by the Board to be independent of judgement and character and free of material relationships with the Group and other entities and people that might influence or would be perceived by shareholders to influence such judgement. The Board will have the balance of non-executive and executive Directors that is effective for the promotion of shareholder interests and the governance of the Group. The

Review and evaluation of information security program Term Paper

Review and evaluation of information security program - Term Paper Example Introduction 3 2. Information security governance and its strategy 4 3. Regulations for information security in banking software industry and their influence on governance of the security program 4 4. Information security governance model and framework 6 5. Implementation of company’s security program, challenges and their remedies 12 6. Measuring the company’s information security program success 13 7. What is working well within the company’s security program? 14 8. What is not working well within the company’s security program? 16 9. Improvement of information security governance 17 10. conclusion 18 Review and evaluation of information security program 1. Introduction An IT oriented company is more prone to information security risks than a regular institution. The company in consideration provides banking software services which is a complex task requiring complete security to its clients. The company consists of several departments such as administra tion, finance, software development among others making the total workforce to be over 200 individuals. The company Information security governance formulates strategic goals, ensures achievement of goals, manages risks; make use of resources, and carefully assesse the achievement of the information security program. ... Previously the company has not had well-structured procedures to evaluate attainment of the set information security objectives in order to take appropriate intervention measures. As of now the company has an efficient approach to management of security threats and risks. This approach has been made possible by implementation of some aspects of security management. Information security policies According to Monaghan (2009), there are various security policies that ensure effective information security governance and provide a way of protecting organization’s information assets (information and  information systems) from destruction, disruption, unauthorized access, use or disclosure. Personal Communication Devices and Voicemail policy describes Information Security's requirements for usage of Personal Communication Devices and Voicemail that include all handheld wireless devices, wireless cards and pagers for an organization. Bluetooth devices and voicemail boxes are issued to authorized personnel upon approval. This policy further dictates that files containing data that is deemed sensitive shall never be stored on these devices. Physical security policy governs access to facilities housing critical information systems and back-up systems like the company server rooms. These facilities are subject to access monitoring enabling the capture of identity of the person entering or exiting as well as the timestamp. This policy ensures secure location of network devices, servers and storage media are accessed by authorized personnel and that entry codes are changed periodically where locking mechanisms with keypads are used. It gives

Voyages Essay Example for Free

Voyages Essay People dont always reach their goals, the result sometimes ends up being drastically different then what was originally planned. That situation has happened many times in transoceanic expeditions in the Early Modern Era. The following either reached their expected goal or resulted in something different then what was expected to happen. The first is voyages of Ming Admiral Zheng He. Zheng He led seven expeditions to the Indian Ocean. The expeditions established the Ming dynastys Indian Ocean trade links. He went on these seven voyages in serch of precious land and traded goods that he would bring back to his homeland in China. His voyages went smoothly, resulting in new finds of land and new trading goods that would be higly regarded in China where is was rare. Zheng He reached his goal and actually recieved higher than what was expected. The second is the Portuguese exploration of the coast of Africa. The Portuguese were curious about Africa and their goal was to explore the west coast of Africa and find rare treasures to trade and to convert the Africans to christianity. When they arrived on the West African Coast their curiosity dissapated and they soon realized they would enslave the Africans and have human trafficking of them take place from then on. Their goal was short and simple, to convert people to Christianity. Instead of reaching their goal they reached a new goal that was not planned. They expected different but were more than happy with the results that happend.

History Of The Indus Motor Company Commerce Essay

History Of The Indus Motor Company Commerce Essay The assignment has been worked to look into the chosen organisation with regards to its environment effect on Indus Motors for achieving its objective in the diverse industries culture where the organization is based. Indus motor company is a joint venture between Toyota motor corporation, house of habib and Toyota tsusho corporation Japan, for manufacturing, assembling and marketing Toyota vehicles in Pakistan and the neighboring countries since late 80s. The dealership network the IMC has established is the only one which distributes Toyota and Daihatsu vehicles in the country. It was incorporated in Pakistan as a public limited company at commencing stage where as the commercial production took place in 1993 may, the stock exchange of Pakistan quotes the shares of the company Toyota motor corporation and Toyota tsusho corporation possess twenty five percent of the equity, house of habib own the majority shares in the organisation. The production facilities are located in the industrial area near Karachi called Port Qasim of around 100 acres. The current social, economic changes and their impact on Indus Motors Company Ltd A social change refers to the regulation of values, norms and customs of society. As IMC does believe in the customer satisfaction so they try to manufacture the product according to the need of customers. Their targeted market belongs to the upper class of the society. They think that the upper class people perceive the GLI as their status value. IMC believes that people are becoming more price conscious along with the need of car that consume low amount of fuel with high mileage coverage. The other social factors that is impacting a lot is the literacy rate of people is growing due to which people are becoming more quality conscious along with the price consciousness so that IMC is concentrating to improve its quality along with the diminish in the price. Some economics forces are also impacting the current scenario of IMC like as the inflation is increasing day by day the input cost of assembling cars in IMC is also increasing due to the import of CKD unit from Japan. It results in diminish the purchasing power of the people that affect their buying behavior. Due to taxation policy the Honda have the competitive advantage over IMC as it has given tax exemption till 1998 to its customers. Diverse approaches to strategy-making concepts of strategic change, search, choice and implementation Economic and management viewpoint on organization tactic can and should be incorporated. The intermediation hypothesis of the firm and models of market micro structure provide a basis for advancing the integration of management and economics perspectives. In particular, the theory allows for a combination of economic approaches work on competitive strategy with management approaches such as work on the abilities and resources of the organization. The article presents a combined strategy framework based on transaction costs and the intermediation theory of the firm. The impact of globalization on employment markets and practices The recent wave of mergers and acquisitions in the automotive assembly industry itself has triggered a similar round of merger mania in the auto parts segment. One of the more significant developments of recent years has been the transformation of the auto parts business into a separate industry in its own right. One of the more significant developments of recent years has been the transformation of the auto parts business into a separate industry in its own right. Even as the automobile business grows, it is also becoming more competitive. Currently, there is worldwide overcapacity in the industryand this has forced manufacturers to contain and even reduce costs. In the United States, for instance, the average monthly vehicle payment as a percentage of household income has dropped from 12.5 percent in 1980 to only 7.5 percent todaya 40 percent decrease. Emergent theories of corporate strategy and their relevance to IMC In the year 2000, Toyota rolled out its multi purpose vehicle (MUV) Qualis in India that was an instant success. Gradually It introduced Camry, Corolla and later in 2005, Innova. All these models created success saga for Toyota Kirloskar. Notwithstanding of its initial success, Toyota could manage to have meager 5% market share in Indian passenger car market that remained far away from its mission statement to grab 10% market share in Indian passenger car market by 2010. Analysts predicted that unless Toyota would enter into compact car segment, it would unlikely to have that much market share. SWOT, PEST and PESTEL tools and change management to different organizations development and their potential impact on the strategic business THREATS The government tax policies are threat to Indus motors. They have to pay 35% import duty on CKD kits that is imported from Japan. Honda motors are subscribed by 5% tax while Toyota has to pay 30% on its earnings. The major part of diminishing of the production and demand of the products is also due to the law and order situation. Political instability also affects the whole scenario of the automobile industry due to the inconsistency of tax and import duties. The substitute products of the Toyota products like Suzuki are also a big threat to the organization, as the demand for low price vehicles is increasing day by day so that the demand for Suzuki products are becoming more market oriented than Toyota. Due to the inflation and fluctuation in exchange rate also considered as the major threat for diminishing the demand for the companys products. The stern competitions in the higher sector market are also a threat to Indus Motors. OPPORTUNITIES As the political condition of Afghanistan is becoming more stable and the completion of motorways and expansion in the road networks is gaining the high impact on people so that the consumption of commercial vehicles is growing day by day that will lead to an inevitable growth in the transport sector. There is also a chance to expand market of Toyota Hilux in Nepal and Bhutan. According to sources from Indus Motor, if engineering board of Pakistan makes the industry specific deletion policy this will provide an opportunity for the development of vendor industry. WEAKNESSES Indus motor has not yet achieved appropriate economies of scale as compared to its competitors. Indus Motor and Honda Atlas motors are producing the same no of vehicles but Indus Motor gain huge cost. For Indus CKD kits account for 75% of their total Manufacturing cost, where as for Honda CKD kit account for 65% CKD kits cost for Indus is on the average about 25% higher than its competitor Honda Atlas. It is obvious that Indus is producing 5000 vehicles at higher cost as compared to its competitors. Indus Motor Company is producing so much lower units than its capacity as it has the total capacity of 20000 units, but at present they are producing around 5000 units. It means that they are not amortizing their fixed cost in best way. Their dealership network is weak, as they do not own this dealership network. STRENGTHS Its strengths are its location, its latest technology that is considered as no.3 in Asia. As far as its image is concerned in the market it is considered as the market leader within the industry because of its quality, brand loyalty and household product. Its capacity is also its strength that is currently about 20000 units per anum but it can be expanded up to 40000 units per year. Indus Motor Company has a extensive product range, which includes 20 vehicles. Which satisfy each and every segment of market. Its efficient and well-trained labor is also its big strength. Genuine spare parts can be easily available in the market and the resale value of Toyota also considered as its strength. Creative Suggestion System is also strength. New technologies and their impacts on people and process of IMC The kind of technology employed by an organization gives an important edge in terms of quality. Technology is of two types: labor intensive and capital intensive (state-of-the-art technology, for example). In case of Indus Motors, the company has installed capital-intensive technology. They are using conveyer belts to transfer a car during assembling from are station to another station. They have heat exchanger, spray booth, drying tower, etc. For measuring and checking of locally manufactured parts in order to maintain quality standard and to assist vendors in product development, a state-of-the-art Quadrant Measuring Machine was installed in 1997. In 1996, the company acquired new computer technology for the implementation of software and its applications, which provides a centralized database support integration between Manufacturing and Financial systems, and is assisting the company in providing meaningful data in time for management decision making. The impact on the business strategy of the external business environment Because of the continuous change in environment, there is an element of uncertainty in the environment. The environment has become highly complex and dynamic. Keeping this thing in mind, a company must look for a strategic fit between what the environment wants and what the company has to offer, as well as between what the company needs and what the environment can provide. Thats why before an organization begins to formulate strategy, the management must screen the environment and identify external environmental factors, which affect the organization. Importance of customer driven strategies in developing and implementing a successful business strategy Product which company offers is also resource of company. Larger the product mix, greater will be return on sale of product. Indus Motors company has analyzed needs and wants if its customer and has made available a broad product range to suit their need. All the cars in its product range are a beautiful brand of style, economy and technology. Now they are going to increase its product range by introducing Daihatsu Coure in year 2000 that also possess all the qualities, which its all the cars have. The Toyota has entered in the maturity stage of product life cycle and its market share has shrunk from 60% to 41%, but in spite of all this, Toyota is still enjoying brand loyalty and higher returns. This is obvious from the tact that company has earned its. 271.70 million pre-tax profits for the year 1998, and it announce to pay 15% dividend to the shareholders of the Company. The importance of management and leadership in developing and implementing business strategy Every successful business requires effective leadership to fully utilise the skills of staff in order to achieve the aims of the business. This isnt just a matter for larger businesses even if you only employ one or two people you still need to make sure that you make the most of their abilities and aptitudes. This requires a distinct set of management skills and the confidence to carry them out. You have to be able to motivate and develop your team, to communicate well with them and to build a business strategy that allows each individual to perform to the best of their abilities. Use of strategic alliances and joint ventures, and alternative routes to survive, prosper and avoid failure A strategic alliance, broadly defined, is a contractual agreement among firms to cooperate to obtain an objective without regard to the legal or organizational form the alliance takes. The aim of joint venture is progressive manufacture of Toyota vehicles and components parts with an initial annual capacity of 20,000 units expandable to 40000 units or more to meet the requirements and quality standard of the automotive industry for tile Twenty-first Century. Appraise processes by which organizations identify their goals and values Employee involvement can supplement strong corporate cultures to develop innovative organizations. Executives from forty successful companies responded to interviews on the organizations values and involvement practices. Structural equation analysis indicate that effective involvement measured by the use of employee problem solving groups, cooperative interaction, and employee influence was a critical mediating mechanism between people-oriented values and firm performance. These results suggest the complex challenge of developing a successful organization and guides for making an organization both value-driven and productive. Current and likely future demographic trends in the UK and internationally Toyota forcefully long-drawn-out manufacture ability over the history decade well in front of predictable order. Profits on export vehicles finished in Japan have as well be hit by a intensification Japanese yen. Toyota has a near chokehold on the US cross/low-emissions car sell thanks to the redesigned Prius. As the American Big Three thrash regarding to convene the 35-mpg authorization by 2020, Toyota has a beginning start. In late 2009 and early on 2010, on the other hand, Toyota initiate two disconnect but associated recall to a number of vehicle types together with the 2010 Prius that were single-minded by the U.S. general Highway travel protection direction as experience broken down speeding up. The succeeding bring to mind on January 21, 2010 unwavering that the beforehand assumed drivers floor mat issue was not to be answerable; somewhat, a more grave issue concerning the sticking accelerator pedal was at cause. as a result, the total universal digit of cars recalled by Toyot a stand at 9 million vehicles, extrapolative to a price that will go beyond $3 billion USD international. As of February 2010, over 30 lawsuit have been file alongside Toyota concerning accelerator harms. The impact of globalization and international trade on IMC With the globalization of markets, greater foreign competition, and the reduction of barriers to entry, it becomes all the more important to benchmark a companys financial indicators on a worldwide basis. World stock markets have recently witnessed a return to fundamental financial analysis. Globalization brings in new technology. On a selective basis, globalization indeed brings in new technology and opposition to globalization is not tantamount to becoming technologically isolated from the rest of the world. But today, almost no advocate of globalization is calling for selectivity. Importers have a strong financial interest in a globalize economy. But so do exporters dependent on imported parts and machinery. Industrialists with interests in ports, shipping, international warehousing and other aspects of international trade and commerce may also see globalization as beneficial to their sectors of the economy. Social trends and social problems in the UK The automotive industry currently faces huge challenges. The fundamental technological paradigm it relies on, volume production, has become progressively more unprofitable in the face of increasingly segmented niche markets. At the same time it faces increasing regulatory and social pressures to improve both the sustainability of its products and methods of production. The use of more sustainable fuel sources and new types of modular design with built-in recyclables. However, these technologies can only be fully exploited if methods of manufacture change. The book also describes new models of decentralized production, particularly the micro factory retailing (MFR) model, which provide an alternative to volume production and promise to be both more sustainable and more profitable. Patterns of change in social attitudes and their significance for organizations An financial, community, cultural, and emotional-psychological reproductive component that is predictable to serve up, conserve, and raise persons and community and even uphold nation. It is also predictable, through its own strategy, to continue to exist and flourish, cope and conquer, under the best and worst of state of affairs. It is unspecified and predictable by state, civilization, social organizations, and persons to be stable and dependable in the countenance of modify, be it good chance or disaster and complexity. unspecified to be muscular and kind, the flexibility of the relations is frequently taken for decided. In short, it is predictable to be a unwavering, confidential financial and social sanctuary net at all period and beneath all circumstances. In actuality it is certainly often the sole and eventual protection net, both in period of financial enlargement and disaster. The relevancy of business ethics and corporate social responsibility with regards to change The importance of ethics in business is seen all the way into the structural natures of businesses. It is not just a notion that you have; it is in the way a business operates that can show the importance of ethics in your company. The dedication to ethics must come from the highest ranks of the organization. In order to have a principled company, you must have a principled leadership. With the amount of pollution in the world today it is very important for business to be socially responsible in operation. For instance, my company has its own environmental department, which takes care of any environmental issues that may occur in our daily operations Organizational arrangements for supervising ethics and corporate In the procedure of production with the member of staff, the subject was not first and foremost one of principles, other than of two ethical principles in clash, sympathy and apprehension for a beneficiary human being and the principles central response to duplicity. The second govern the consequences because that goodness was matching with the principal ethics of the company concerned with preserving the influence makeup and reliability of the association quite than the individual benefit of the personality in the corporation . managerial behavior towards specific employees might be strong-minded by person decency that is unbreakable by secretarial ethical main beliefs additional anxious with the selfishness of the association than beliefs per se. Relationship between ethics and corporate governance Business ethics and corporate governance have become key factors influencing investment decisions and determining the flows of capital worldwide. In part, this is the result of scandals in both developed and developing countries. However, in a more positive sense, the growing demand for good governance also flows from the lessons learned about how to generate rapid economic growth through market institutions. From this perspective, the emphasis on anti-corruption and good governance is based both in moral standards as well utilitarian considerations of improved market performance. The impact of the increasingly competitive global environment and the needs for innovation, entrepreneurship in organizations All innovation begins with creative ideas . . . We define innovation as the successful implementation of creative ideas within an organization. In this view, creativity by individuals and teams is a starting point for innovation; the first is necessary but not sufficient condition for the second. Booming supervision in the new millennium requires on the rise new method and approaches to outfit the challenge and opportunity of this latest period of globalization. An entrepreneurial move toward is seen by numerous scholars and strategy makers as a main alternative to improve managerial routine in this period. The impression of entrepreneurship is multi-dimensional and moment again vague. different perspective have dissimilar implication for how entrepreneurship is connected to and assist support sustainable development (SD). This initial paper to WREMSD will effort to discover viewpoint from approximately the world on entrepreneurship, administration, and SD. The main goal are to give details diverse perspective on what is destined by the expression entrepreneurship in a universal background and to offer an general idea of SD in next of kin to entrepreneurship. The document argue that it is necessary that investigate and rule improvement completely takes explanation of the cont radictory perspective of entrepreneurship and make unequivocal the exacting viewpoint that they are attractive. No single description of necessity fully capture the idea, but by life form obvious about our sense of the notion and the original assumption, we can development our accepting of entrepreneurship and its associations to SD. Evolution of regulation of business activity The Toyota Industries Group will contribute to compatibility of environmental conservation and economic growth throughout its wide range of business activities, including automobile, industrial equipment, and electronic logistics. The Toyota Industries Group will continue to set challenging targets aimed at further reducing the environmental impact of its business activities, listening carefully to voices of its stakeholders such as customers, and acting in compliance with the letter and spirit of laws and regulations. The Toyota Industries Group will continuously improve its environmental management, placing environmental activities among its highest priorities. The Toyota Industries Group will aim to foster greater communication and teamwork within a wide range of partnerships, including those with customers and suppliers, in order to promote sustainable management of the environment. In addition, the Toyota Industries Group will act as an upstanding corporate citizen, taking an active part in the planning of activities that contribute to various regional communities as well as to our global society Enterprise and corporate concepts At the heart of The Toyota Way is a core belief that our workforce is a critical asset and that all permanent employees should benefit from stable employment. We also believe that our success as a sustainable organization depends on the commitment of employees who understand and work according to The Toyota Way. Employees crossways the industry are empower to think and pick up their behavior in ways that add charge to the selling and get them acknowledgment from their general management. Quality Control Circles or QCC, as it is generally known within the industry, is a motivational implement used by line employees at Toyotas invention vegetation. It is planned to give confidence workers to proactively recognize and respond to harms on the line. Toyota chains long-term employee growth through widespread programmer of universal and practical training courses. It begin at the very initiate of an employees occupation at the corporation with basic preparation about The Toyota Way. preparation courses are obtainable to office staff, as well as recruits in manufacture, retailer and the after sales system. Elements of the implementation process The corporate philosophy, rules set up and attitudes which control the resources usage is the main reason of Toyotas success in the world market. Through its admirable productivity the company has earn its repute in world in a very successful manner. Its basic approach of bettering its products and the way of delivery is customer friendly and driven towards market. Its way of authorizing its manpower is the critical human resource management systematic approach which improves the productivity, the innovation and on going improvement and the engagement of employees which the most likely will result into loyal employees. Where there is more job satisfaction hence for obvious reasons the productivity is precise and desired, in lined with the cost effectiveness. The company possesses a very achieving and profitable workforce in practice thorough out its outlets no matter where in the world. So as its suppliers have benefited from the practices in use where ever they have faced difficulti es. Understand continuous monitoring and improvement techniques Systematic and organized approach is crucial in the implementation, introduction and improvement of project management process which helps to resolve organizational short comings, helps the costs control, improves the shared understanding and more secure outcomes are obtained. With in the motor industry many organizations have decided to involve into software intensive areas and engage into several improvement programs. One of the main issues in such a context is project management for the better way towards success. Gradual approach is presented in this text for the introduction and improvement of project management. The steps are defined which are required to enhance the implementations of project management in software intensive organization and its core projects. The key factors are well been spoken upon success criteria, the ways and tools necessary to achieve better and systematic, global and in practice project management process. Kaizen events have become commonplace at companies that practice lean manufacturing. But these events are only a portion of the complete Kaizen process. Traditionally companies have focused on a project-based path to change. Organizations that work toward a state of constant improvement understand that Kaizen events are a tool that allows them to focus resources and employees on process improvements. By understanding the current process and the future state goals you can implement Kaizen. Creating a corporate culture of continuous improvement will allow you to adapt to a changing marketplace and exceed customer expectations. Establish KPIS and KGIS and scorecard to measure and monitor change within organization Diverse groups usually manage supply chain and logistics for a solitary commerce unit. fairly frequently third party logistic is used for incorporate the a variety of logistic armed forces under one crown. Fierce opposition and increasing client prospect have forced business to go for third party logistics. These collaboration typically achieve over human being vendor, as join up of services underneath one head assure better suppleness, ready efficiency the length of with better client happiness levels and bigger supply chain management, also the most central factor of cheap expenses. Key performance indicators (KPIs) are the full stipulation used to path business objectives. They are distinct within the background of the commerce actions editor and evaluate by Web Sphere Business Monitor. KPIs are shaped base on business goal. A industry objective is an decision-making statement of way in carry of a commercial policy. The industry point is a elevated goal that is experimental, computable, and results-oriented. For industry procedures model, the production objective is translate into a KPI that enable the association to measure some feature of the procedure next to a aim that they describe. Within Web Sphere Business watch, the KPI is compare against genuine results to conclude the level of achievement. A KPI is linked with a exact procedure and is normally represent by a numeric worth. A KPI might have a goal and permissible limits or inferior and higher limits, form a range of presentation that the procedure be supposed to achieve. A KPI can be consideration of as a metric with a objective. An example of a simple KPI is: standard time for answer to a customer question is less than two days. Principles of change and the organizational change process Any business or organization has to change its strategy almost constantly for the sake of competitive in the market with other organization and it is the requirement of todays business. The main factor due to which we need to change our business rapidly is globalization in order to survive. Sometimes technological changes take place on their own but they often they are change or introduced as components of larger strategic changes. Who will be threatened the most by changes is determined by an important aspect of changes technology and it will determine as well. For the success any changes in technology must be matched with the companys overall system or strategy and they should create a management structure to support it. Some companies change through negotiation and rewards to manage to overcome resistance. Other companies resort to handling, or using slight plans such as giving a confrontation organizer a well-known place in the change attempt. A final option is compulsion, which involves punishing people who refuse to accept or using power to ensure their collaboration. Although this method can be helpful when momentum is of the core, it can have lasting unhelpful special effects on the company. Change activities in providing level of assurance with in organization Quality assurance, in its broadest sense, is any action taken to prevent quality problems from occurring. In practice, this means devising systems for carrying out tasks, which directly affect product quality. A simple example of quality assurance is a cooking recipe. A recipe is a system for preparing a particular dish. It describes the ingredients and utensils necessary to prepare the food, the method of cooking it, how to test when it is ready, how to store it, and how to serve it. Cooking to a recipe produces better and more consistent results. And the same applies to using systems in other situations. Systems of various kinds are, of course, already an integral part of all organizations. But in most cases they do not thoroughly address quality as a separate and important issue. This changes when an organization embraces and pursues quality assurance. Quality assurance does not only apply to products. Services, and even non-production activities such as administration and sales, benefit from a quality assurance approach. Implementation of the chance process including resistance of change and practical management aspects Change management is the process, tools and techniques to manage the people-side of busine that will squeeze change as long as they are part of the process ss change to achieve the required business outcome, and to realize that business change effectively within the social infrastructure of the workplace. Market requirement bring evulationary changes in management for good competitor in business today. Now the world is moving in core of employee to empowerment, ownership, and accountability which has changes the automobile industry work force that will squeeze change as long as they are part of the process. Offerings from both the engineering and psychology fields are producing a meeting of thought that is crucial for successful design and accomplishment of business change. In other words, a business must constantly examine its routine, strategy, processes and systems to understand what changes need to be made. Increasing external and internal factors have made this strategy essential for endurance. However, an organization must also appreciate the implication of a new business change on its workers given their culture, values, history and ability for change. It is the front-line employees that ultimately execute on the new day-to-day activities and make the new processes and systems come to life in the business. Conclusion In the end it may conclude that if Indus motor want to survive in this era of Globalization they need to recheck their strategy day by day and they need invention of new ideas or applications for according to market demand. And if they apply the strategies which I recommend or they launch features which I discussed above then they can get more share of the market and compete other companies. They need to do some agreements or strategic alliance with the other companies it may good for