Susan Glaspells Trifles and A Jury of Her Peers Essay -- Susan Glaspe

In the mid 1900's Susan Glaspell composed numerous works, two stick out, the play Wastes of time and the short story A Jury of Her Peers. Wastes of time was written in 1920, while A Jury of Her Peers was composed the next year. Wastes of time was written in just ten days. The genuine significance of these works were not perceived until the 1970's. In the short story A Jury of Her Peers a lady named Minnie Wright is blamed for the homicide of her better half. Minnie Wright is a rancher's significant other and is additionally detached from the outside world. There is an examination that happens in the home of the homicide. There are three men that are included looking into it and two ladies go with, yet are not there to truly help comprehend the homicide. These two ladies will illuminate the murder and ensure Mrs. Wright of any bad behavior. The ladies will legitimize to themselves, that the homicide was reasonable. The three men search out to discover intention, however they never do and the case will go unsolved. Glaspell utilizes imagery as her an artistic gadget to light up her topic. The images include: a container of fruits, a feathered creature, a blanket, kitchen, an even the sort of bunch that was utilized for her blanket. These subtleties will enable the two ladies to legitimize the homicide of Mr. Wright. I wish to sh ow how Glaspell utilizes imagery to legitimize the homicide. I additionally wish to show how an upset ranch womon will pull off homicide on account of two farmwomen helping her, by disposing of significant proof. In the short story A Jury of Her Peers Glaspell first uses the kitchen as her first utilization of imagery, to show chaos. As per one pundit Kathleen WilsonThe kitchen is depicted as being in clutter with unwashed container under the sink, a dishtowel left on table, a portion of bread outside the breadbox, and other disorder. This gives the impression of no consideration having been paid to tidying up either as of late or for the most part (Wilson 3). The room has blurred backdrop, an old dark oven, and an old iron sink with a hand siphon and no blinds at the one window. The unpainted table at the inside sounds old and utilitarian. The depiction proposes a uninviting room without any laces or anything to light up the zone. Not all that much or ladylike, similar to blossoms or brilliant plates are portrayed as being in the room. Presently these are subtleties that were thoroughly considered to help give the peruser more aspiration to locate their own explana... ...tchen, and the bunch that was utilized for her blanket. I am thoughtful to Minnie being mishandled by her significant other, however I despite everything feel that murder was not the solution to her issues. Works Cited Alkalay-Gut, Karen.' Jury of Her Peer': The Importance of Trifles. Studies in Short Fiction 21 (1989): 1-9 Ben-Zvi, Linda. 'Murder, She Wrote': The Genesis of Susan Glaspell's Trifles. Theate Journal 44 (1992): 1-21 Glaspell, Susan. A Jury of Her Peers. Writing and the Writing Process. Elizabeth McMahan, Susan X Day, and Robert Funk. fifth Edition. Upper Saddle River, NJ: Prentice, 1999. 281-294. Maillakais, Mike.A Woman's Place: Literary Background for Glaspell's Trifles. Susan Glaspell Trifles. Dr. Jim Wohlpart and Lisa Crocker. Web. 22 Nov. 2014. http://itech.fgcu.edu/personnel/wohlpart/alra/glaspell.htm Smith, Beverly A. Ladies' Works-Trifles The Skill and Insights of Playwright Susan Glaspell.International Journal of Women's Studies 5 (1982): 172-184 Wilson, Kathleen. Susan Glaspell's' A Jury of Her Peers'. Women's Studies 12 (1986): 89-110. Rpt. in Short Stories for Students. Vol. 3. Detroit: Gale, 1998. Writing Resource Center. Web. 22 Nov. 2014.

Anishinabe peoples and the clan system Essay Example | Topics and Well Written Essays - 1000 words

Anishinabe people groups and the tribe framework - Essay Example The foundations of social administrations, equity, network improvement, property and social liberties, customs law, instructive and wellbeing administrations were among the organizations deliberate oversaw by Anishinabe Clan System (Sitting, 2003). The establishments as they were all around oversaw mirrored the first qualities which advanced the prosperity of a typical man. The framework offered an incredible law which introduced the two types of social and political administration obviously. In this way, individuals couldn't negate in either social or political thoughts. The framework introduced a method of managing social and political contrasts amicably. It was a successful arrangement of overseeing both structure of administration and social request in the general public. Moreover, its otherworldly significance can't be disparaged. It was where otherworldly approaches could be applied when there is a need to accommodate clashing gatherings in the general public. Through use of its approaches and standards, the framework kept on working and bolster all the individuals and was significant in satisfying their interests and needs. Despite the fact that, times changed, the family framework kept being solid and got key to the quality of Ojibway individuals. Individuals could recognize themselves with the group frameworks. It characterized the peopleâ€⠄¢s solidarity and personality, and simultaneously looked after uprightness, individual character and respect of the individuals. The faction System, aside from giving administration and administration to Ojibway individuals, it likewise allowed to the individuals to effectively partake in the administration choices and the worries of their needs. The individuals through the Clan System could likewise effectively propel the strategies that could crash their privileges and opportunities (James, 2007). The administration was efficient and the chain of command was very much characterized. Every faction was given a spot and assigned a task to carry out in the general public. The faction meets consistently relying upon the

Meet INSEAD Grad, Arina Bobrova

This interview is the latest in an Accepted blog series featuring  interviews with MBA students, offering readers a behind-the-scenes look at top MBA programs. And now for a chat with Arina Bobrova Accepted:  Wed like to get to know you! Where are you from? Where and what did you study as an undergrad? Arina: I was born and raised in the South of Russia, in Rostov-on-Don. For undergrad I studied Applied Mathematics and Computer Science at Southern Federal University, Rostov. Accepted: Where are you currently in b-school? What year? Arina: I have just graduated from INSEAD, Class of December 2016. Accepted: Why did you choose INSEAD? What is your favorite thing about the program? Arina: One of my close friends, a university classmate, studied business administration at INSEAD a few years ago. I witnessed his personal and professional transformation triggered by the school experience, and INSEAD has been on my mind since then. Also, INSEAD’s unique international profile appealed to me a lot because I want to stay mobile and build a career across different countries. Familiarity with diverse cultures and ability to work effectively in diverse groups is a huge professional asset in my eyes. Finally, the one-year program was another strong factor in my decision making. I knew well what I wanted to do after business school and my objective did not require a two-year program. Accepted: Did you experience any challenges or obstacles in the application process? How did you overcome them? Arina: Motivational essays posed the biggest challenge for me. They forced intense self-reflection. It took quite some time before the right image of who I was and who I wanted to become crystallized. I kept reading a lot of developmental literature during the application period for inspiration, and sought feedback on my writing from different people. Accepted: What are some of your most rewarding extracurricular activities (both before entering INSEAD and current activities)? How have those activities helped shape your career? Arina: I have always loved sports, developmental books, and traveling. Those only intensified during INSEAD. For instance, I started running and did my first half-marathon during the school time. Also, one year before the MBA program my daughter was born and she immediately topped the list of my extra-curricular activities. As for the impact of the activities on my career, I found that having versatile interests and constantly reading great business and technology literature helped me connect with incredible people who expanded my professional horizons. Accepted: Lastly, can you share a couple of tips for those who are just starting out on their MBA application journey? Arina: First of all, give yourself time and put real effort into thinking about your drivers in life and your long-term career destination. You may not have time for these important questions in the midst of a very rigorous MBA program. If you want to change careers, check out books that describe the process, such as â€Å"Working Identity† by Herminia Ibarra. Next, research deeply the b-schools you short-listed: talk to alumni, attend events for applicants hosted by the schools, visit the campuses, and read all there is about them. You may find that there are only one or two schools you are really passionate about, and your genuine passion (and perhaps even feeling of belonging) will shine through your essays and show itself in interviews. Finally, if you are hesitating between schools or you get stuck in the application process, reach out to professional MBA consultants. The best ones will give you valuable advice and put you back on track very fast. If you have questions about the INSEAD MBA, you can contact Arina via her email Arina.bobrova@insead.edu, or connect with her on LinkedIn. For one-on-one guidance with  your b-school application, check out  our  MBA Application Packages. Do you want to be featured in Accepted’s blog? If you want to share your med school journey with the world (or at least with our readers), email us at bloggers@accepted.com. hbspt.cta.load(58291, '4e484144-a453-4fe0-8b1c-95aef9c90181', {}); For 25 years, Accepted has helped business school applicants gain acceptance to top programs. Our outstanding team of MBA admissions consultants features former business school admissions directors and professional writers who have guided our clients to admission at top MBA, EMBA, and other graduate business programs worldwide including Harvard, Stanford, Wharton, Booth, INSEAD, London Business School, and many more.  Want an MBA admissions expert  to help you get Accepted? Click here to get in touch! Related Resources: †¢Ã‚  Get Into INSEAD, the International Business School [Podcast Episode] †¢ What INSEAD is Looking For Series †¢Ã‚  INSEAD September 2017 Intake MBA Essay Tips Deadlines

The I Am An Immigrant - 1469 Words

Mr. Board Chair... Colleagues and Friends. I am an immigrant. Three years ago, I recounted my story as an immigrant to this great nation, of how I became a successful family physician, and of the great sacrifices by my family and especially my father in helping me to get here. Today, again I stand before you. I d like to tell you my story as a digital immigrant. Yes. I am a digital immigrant and like most of you, I was not born with a silver iPad in front of my face. I was able to apply the same immigrant ethics to work and with optimism and resiliency, I am able to successfully adapt to this brave new digital world. I remember it all started with an embarrassing story. More than 30 years ago, on the first day of typing class, Mr. Thayer†¦show more content†¦My journey in health IT began quite serendipitously more than a dozen years ago. I m sure many of you have this same shared experience. A mentor said to me one day, hey Jack, I think you ll be good at this, do you want to go to San Jose to help us with user testing for a new project with IBM? Ever since that faithful day, I had been involved in shaping how clinicians interface with information technology and I m proud to have played a part in the transformation of health care delivery for my organization. But early on in my involvement with these projects, I recognized the pitfalls of this digital transformation. It shifted work from clerks and nurses to physicians, transforming doctors to data entry clerks. Patient visits became so tedious that many felt like they were sentenced to torture with a death by a thousand clicks. Many of my colleagues struggled, especially those who didn t take Mr. Thayer s typing class. Many were disillusioned at the prospect of future patient care, feeling stuck behind a computer screen, appearing incompetent in front of our patients, all the time being punished for not keeping up with their charts and inbasket messages. It s through this experience that I recognized that in order to create a better system of care, we needed all hands on deck. we

Freedom Of Choice South Africa - 1241 Words

Libertaria seeks to create absolute freedom for its people. In South Africa, people are free in numerous ways for instance South Africans are free to express themselves, go wherever they want, and follow any religion. Furthermore, Libertarians believe in freedom of choice which is the same belief occurring in South Africa. Freedom plays a major role in South Africa’s Bill of Rights, and is a reoccuring theme throughout South African laws and politics. The economic issue in Libetaria is that the poor only get poorer while the rich only get richer. This economic issue is similar to the one experienced in South Africa because South Africa has the largest margin between the rich and poor South Africa is already rated as one of the highest†¦show more content†¦In promoting freedom from want and freedom from fear is imperative to sustainable development according to the United Nations Human Rights commission (OHCHR, 2016). Therefore, libertaria does not encourage sustainable development and therefore would not be a suitable growth development strategy for South Africa. Reasons for selecting Utilitaria: Currently in South Africa there is an increased amount of poverty, as South Africa’s current poverty rate is sitting at twelve million people (Dailymaverick.co.za, 2017).Whilst one of the major advantages, that was previously discussed, of Utilitaria is the lack of poverty in the society (Lukes 2009: 52). Poverty only gets worse in South Africa as fewer job opportunities become available and the price for education increases. Utilitaria in contrast, has no issues of unemployment since all utilitarians strive for achieving maximum utility, whilst all also receive equal opportunity which has not yet been achieved in South Africa. In the State of the Nation Address (SONA), President Jacob Zuma highlighted that one of the key issues the South African economy is facing is that there are small groups of people that control majority of the economy which leads to a high level of inequailty, therfore by using Utilitarian ideas we can create an equal opportunity for everyone,Show MoreRe latedFactors of the 2014 South African Elections Essay1023 Words   |  5 PagesFrom 1994 South Africa has been a democracy, it has been led by a government which is decided upon by the people of South Africa in quadrennial national elections. This essay specifically expands upon the 2014 elections and will elaborate on every factor of these elections. South Africa is a multiparty, constitutional three tier democracy. South Africa’s three arms of state are the Executive (the Presidency and its cabinet), the Legislature (Parliament) and the Judicial. 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Nelson Mandela refused to bow down to the unjust of the government. Instead, he became one of the most important warriors in the battle to free South Africa. â€Å"We are at the beginning of an arduous and protracted struggle for a better quality

Business Processes Harvard Business

Question: Discuss about the Business Processes for Harvard Business. Answer: Introduction Business decision management (BDM) is an emerging business discipline that is quickly taking over the business world because of the worldwide desire to automate most of the enterprise's important decisions. BDM is often implemented using rule-based systems i.e. Information systems and other sophisticated analytical models that predict future business outcomes (Layna, 2013). Most modern day organisations aim to improve the decisions they make by incorporating software solutions that make better and informed decisions based on the data they are provided. However, most of these soft wares and technologies capitalise on BRMS systems and predictive analytic concepts which may trade one business aspect for another. An organisation such as the one considered in this case study (IS project Jordan) may generally need to trade-off between the following concepts; accuracy, precision, speed agility, cost, decision latency and consistency. However, these trade-offs will depend on the field of application. According to McLeod (2012), a successful information system that comprises of good management decisions tools will result in a successful project that leaves the customer satisfied. Nevertheless, considering these IS systems are made by expert professionals and are made within the confines of Information technology, what can lead to their failure? Or even better what business decision aspects can affect the functionality of IS systems within their mandated activities? To answer these questions and to understand how IS and IT system affect business performance we must analyse the decisions that implement these systems. Moreover, we can assume that the success of a business model is determined by completion time, the expenditures of the business or project and the ability to fulfil the original set objectives (Garg, P 2010; Nasir Sahibuddin, 2011; Chou, 2012; Ibrahim, R et al, 2013). These assumptions will guide this report in assessing the performance of business projects while highlighting BDM and IS/IT concepts and how they affect business performance. Management decisions Decisions are a reusable asset that can be mimicked over time, its because of this widely known assumption that business management decisions incorporate technology to automate the decision-making process. Therefore, even before one critiques the application used, one must analyse the management concepts used. Time, money and research scope are the three main pillars of business success. In fact, according to Halonen and Paavilainen (2005), the slightest change in any of these factors may offset the balance of an entire business venture. In our case study, the IS Jordan project failed either because of managerial issues or technical issues. However, considering the Softwares used were designed to perform the roles instructed, the administrators are to blame. Furthermore, most projects fail because of poor technical designs that develop inappropriate Softwares. A management team may be overwhelmed with high volume decisions that they overlook some serious specifications in their IS systems (McManus Harper, 2007). Information systems and Information technology Information systems are a set of items, elements or components networked and coordinated to analyse and produce highly processed information. When we consider computer-based IS systems we must define their precision characteristics, a characteristic unmatched by any other systems. Moreover, IS systems are defined based on their functionality, which classifies them into two; operations and management support systems (MSG, 2016). On the other hand, information technology is the general integration of information between computers and telecommunication. Furthermore, IT is a subset of IS that deals specifically with the technologies that deliver the systems applied (IT degrees, 2015). In a market flooded with many competitors, information technologies and information systems can be the determining factors that give a company the competitive edge needed to succeed. IS systems will provide the right information to the right individual or company and even at the right time. Moreover, they are used to store, modify, track and distribute data to the appropriate recipients. Whenever issues arise with these systems the consequences on a business performance are usually profound (Muhsinzoda, 2015). Even though the IS systems and the technologies used to deliver them (IT) are determined by the management, a glitch in the technology, system design and the expertise of the implementation professional can fail a business. IS and IT issues and how they affect business performance First, lets consider the choice of software and delivery systems, where a company as one considered chooses a wrong software or one incapable of meeting the project specifications. The said software would undermine the work of the management as it would have limited resources to meet the set objectives. Moreover, it may produce wrong result leading to erroneous conclusions/decisions. Similarly, when a weak technology (IT), such as a weak encryption algorithm is used, it can lead to leakage of information which could undermine a companys business and expose it to legal liabilities (Raysman Brown, 2008). Secondly, incompetent IT professionals who fail to understand business objectives hence they deliver inaccurate systems designs. Similar to the wrong systems designs, incorrect analysis would result from the system irrespective of the data used (Sweis, G.,Sweis, R., Abu Hammad, A., Shboul, A, 2008). Furthermore, with limited expertise the business performance would be based on luck and complex alteration would take ages to meet. These complexities would cost time and money, two major defining factors of the success of a business or project (Standing et al, 2006). Finally, consider the IT/IS specifications where, wrong or incomplete specifications are given, designs are submitted late in time and professional underestimate the overall design of a project, hence its system. First, the business decision management system adopted would be overwhelmed with requirements having constant alterations and inconclusive results. Furthermore, the business management would develop substandard systems and technologies having underestimated the project. Furthermore, all final decisions would fall short of the minimal requirements because they would lack accurate specification and guidelines. Remember, IS systems are an integrated network of specifications used to make informed decisions if one element is compromised they all fail. In effect, a project such as the IS Jordan project fails or takes longer to complete, which in itself is a failure (Alter, 1976). Role of IS in supporting business processes and technology integration Big companies, corporations and organisations are continuously investing in innovation and technology practices. Companies like Microsoft, Google, and Apple have heavy investments in future technological systems that can help make better management decisions. These companies understand that the success of Management support systems (MSS), Executive information systems (EIS) and decision support systems depend on the information processing systems. This technological integration allows for a value based management chain that maximises profit while minimising the operational costs (Muhsinzoda, 2015). This technological integration is fulfilled by information systems that include simple Softwares such as office information systems (OIS). A good example of such a system is an enterprise resource application designed to track a companys business operations (Dmaithan, 2016). Such IS systems maintain accurate market intelligence, giving a business the competitive edge it deserves. IS systems will gather information online from corporate annual reports, dissertations and media reports to produce important competitive intelligence. Secondly, IS system will produce accurate product designs based on the current markets and with the accurate specifications. Moreover, all modern designs are done using computer-aided designs (CAD) which are another form of IS systems (Lalit, 2008). Finally, we have IS role in financial and accounting business decisions where a multitude of information systems are used to track and monitor the flow of assets. Go into any organisations and you will find applications used to account for goods, record payrolls, and balance ledgers among many others. In essence, information systems are the backbone of modern day business. Improving business performance through IS and IT According to the conclusions of the case study considered, the failure of the IS project was due to poor management practices and late customization of the IS application. Poor management resulted in poor internal communication, lack of onset participation, incorrect assumptions and the underestimation of timelines. Furthermore, the management got incomplete system specifications which altered the IS specifications (Sweis, 2015). This projects performance together with other business ventures could benefit from the following management and IS technological improvements. Apply driver-based decision-making processes. Making management decisions concerning sponsorships, partnerships and even timelines can be difficult to accomplish. Moreover, finding the correct tools to support business analysis require information system supported by the right information technologies. These decisions are made even tougher when a competitive market is considered. In fact, according to a survey done by EY in 2012, more than 81 percent of worldwide executive find it difficult to make speedy and accurate decisions. Driver based approach prioritises decisions based on the demand which results in better outcomes. Business planning, where the business categorises its components based on their efficiency, profitability, risk and innovation margins. Through concepts such as strategic planning, a business can identify its long-term projects as well as short terms projects. The IS project in Jordan would have had short term projects that dealt with system development based on the consumer requirements. From these objectives, the long-term (success of the project) would have fallen into place. However, for these planning strategies to work efficient IS management technologies would have to apply, for instance, ERP systems that monitor employees and the work they perform (CPA Australia, 2011). Finally, from the strategic planning procedures, implement the controlling management solutions, while focusing on the objectives set by the driver based approach (PWC, 2016). Integrated enterprise management systems provide the best solutions to business problems which result in better business performance. ERP systems will facilitate a broad integration procedure of a companys departments, from the sales, marketing, production and even the management department. Issues such as poor communication, employee involvement and inaccurate assumptions would be eliminated. In addition to this, projects are closely monitored and the progress made into records. Similarly, the IS project in Jordan would have benefited from an integrated system eliminating its communication problems, assumptions and the misinterpretation of information (Ibrahim et al, 2013). Business Opportunities of better management decisions Adopting the business/project management strategies highlighted above has many advantages which can later turn to be profitable business opportunities. For one, an elaborate project portfolio where all objectives are outlined can foster many business collaborations (Needs, 2014). Our case study saw the company lose key individuals in sponsorship, management and vendor management. These misfortunes were related to poor project objectives where the management styles changed too frequently thus altering the business priorities. Strategic management decisions can also help manage risks to an avoidable level, moreover, risk management can be done at all levels of business be it finance, production, sales etc. This cross-platform risk management practices are made possible by the IS and IT concepts discussed. An ERP system can easily predict the consumption of resources and even offer alerts when they are substantially depleted (Dmaithan, 2016). Finally, the image acquired by a business is outstanding as they are associated with efficient services highlighted by their completed projects. This commendable image helps to build a reputable brand that customers can easily associate with and as a result of this association, the profit margins increase as more customers are willing to buy a companys products. If the IS Jordan project had worked, the company responsible would have had an extra archive of a customer to reference to when making future sales endeavours. Satisfied customers is an advertisement by itself and can results in more customers as compared to marketing or even direct company advertisements (Williams, 2007). Conclusion Decision management (DM) is a broad topic that incorporates much decision-making concepts. It's no wonders that 81 percent of worldwide executive find it difficult to make accurate and fast management decisions. However, the overall goal of DM irrespective of the approach adopted is to improve performance based on the decisions implemented. Furthermore, the available supporting information is critical to this objectives as it helps increase the accuracy, agility and consistency of the decisions. For this, we have information systems (IS) which are supported by different information technologies (IT). A toy selling company can easily determine its most valued toy by evaluating the data it has on past sales. A simple IS system can analyse this data in a matter of seconds which can then help a manager in the production department alter the numbers of the toys produced based on the IS numbers. This example outlines why DM systems treat decisions as a reusable asset and why corporations integrate them with technology for fast automated decisions. Moreover, consider the front end of events, where customers expect fast services irrespective of time and prevailing conditions. Employees in supermarkets would be overwhelmed and even lost were it not for IS technologies. These technologies help them locate items more effectively and sell them to highly demanding customers. Similarly, the project considered (IS Project Jordan) could have implemented some of these decision management practices for better business outcomes. Instead, they relied on estimations and traditional management system, in return, they had a failed IS project. Recommendations Combining renowned business strategies with predictive analytics is the best way to optimise business performance. On one hand, the basic business objective such high profits with minimal costs are achieved while maintaining an accurate record of future outcomes. Furthermore, this predictive analytics will incorporate IS and IT systems that optimise and automate decision-making processes. This combination has the best probability of producing positive results that are determined by accurate and precise decisions. Moreover, predictive system analytics reduce the overall negative impacts of wrong/bad decisions. So, a profit making company should invest in IS systems such as ERP, MSS, EIS and even CAD as discussed above. ERP systems will help collaborate a companys workforce, while MSS system will maintain accurate management decision. The CAD system will produce accurate product designs determined by consumers specifications. Fundamentally, these systems will eliminate basic business issues such as poor communication and in its place produce efficient working environments. Furthermore, for the decision management solutions to be effective, the gap between the end user, technical support and the management must be eliminated. Now, for this to happen an accurate collaboration between decision makers and those affected by these decisions must exist. This collaboration is facilitated by tracking information and monitoring the responses to this information. Modelling the decision is, therefore, the first step in developing an accurate DM, these models are guided by strategic procedures that weigh the business elements involved. Secondly, employ a wide range of business decision services where these services are constructed using IS and IT technologies. Moreover, these technologies must follow the rules of business and those of predictive analytics. Finally, employ a continuous and ongoing analytics, this will help maintain the objectives identified at the beginning of the decision-making process. References Alter S. L. (1976). How Effective Managers Use Information Systems. Harvard business review. Retrieved 11 January, 2017, from: https://hbr.org/1976/11/how-effective-managers-use-information-systems Bourgeois. D. T. (1990). Business Processes. Harvard Business Review. Retrieved 11 January, 2017, from: https://bus206.pressbooks.com/chapter/chapter-9-info-systems-strategic-advantage/ CPA Australia. (2011). Improving business performance. Retrieved 11 January, 2017, from: https://www.cpaaustralia.com.au/~/media/corporate/allfiles/document/professional-resources/business/improving-business-performance.pdf?la=en Dmaithan. A. (2016). Antecedents of ERP systems implementation success: a study on Jordanian healthcare sector. Emeralad. Retrieved 11 January, 2017, from: https://www.emeraldinsight.com/author/Almajali%2C+Dmaithan+Abdelkarim (2012). The future of decision-making. Retrieved 11 January, 2017, from: https://www.ey.com/Publication/vwLUAssets/The_future_of_decision_making/$FILE/The_future_of_decision_making.pdf Garg, P. (2010). Critical Failure Factors for Enterprise Resource Planning Implementations in Indian Retail Organizations: An Exploratory Study. Journal of Information Technology Impact, 10(1), 35-44. Retrieved 11 January, 2017, from: https://pdfs.semanticscholar.org/1da5/7687d52d6a4362d1a2592922d31da3bc0510.pdf Halonen. R Paavilainen J. (2005). Hierarchical Model of Problems in Implementing Information Systems. Retrieved 11 January, 2017, from: https://www.pacis-net.org/file/2005/193.pdf IT degrees. (2015). Information Systems vs. Information Technology: whats the difference? American Intercontinental University. Retrieved 11 January, 2017, from: https://www.aiuniv.edu/blog/december-2015/information-systems-vs-information-technology James Taylor. (2014). Some excellent Gartner advice on Decision Management. Decision management solutions. Retrieved 11 January, 2017, from: https://jtonedm.com/2014/03/20/some-excellent-gartner-advice-on-decision-management/ Kappelman, L., McKeeman, R., Zhang, L. (2006). Early Warning Signs of IT Project Failures: The Dominant Dozen, EDPACS: The EDP Audit, Control, and Security Newsletter, 35(1), 1-10. Retrieved 11 January, 2017, from: https://ism-journal.com/ITToday/projectfailure.pdf Lalit. N. K (2008). Computer Aided Design and Manufacturing. New Delhi: Prentice Hall of India. p. 3. Retrieved 11 January, 2017, from: https://www.kopykitab.com/ebooks/2016/06/7384/sample/sample_7384.pdf Layna (2013). iBPMS - Intelligent BPM Systems. USA: Future Strategies Inc. Retrieved 11 January, 2017, from: https://books.google.co.ke/books?id=NUS4AQAAQBAJprintsec=frontcoversource=gbs_ge_summary_rcad=0#v=onepageqf=false McLeod, L., Doolin, B., MacDonell, G. (2012). A Perspective-Based Understanding of Project Success. Project Management Journal, 43, 6886. Retrieved 11 January, 2017, from: https://www.researchgate.net/publication/235948193_A_Perspective-Based_Understanding_of_Project_Success McManus, J., Harper, T. (2007). Understanding the Sources Of Information Systems Project Failure. Journal of Management Service, 38-43. Retrieved 11 January, 2017, from: https://www.ims-productivity.com/user/custom/journal/2007/autumn/IMSaut07pg38-43.pdf MSG. (2017). Information Systems vs Information Technology. Retrieved 11 January, 2017, from: https://www.managementstudyguide.com/information-system-and-information-technology.htm Muhsinzoda. M. (2015). Advantages and disadvantages of information systems. PublicaTIC. Retrieved 11 January, 2017, from: https://blogs.deusto.es/master-informatica/advantages-and-disadvantages-of-information-systems/ Needs. Ian. (2014). 5 Major Benefits of Adopting an Effective Project Portfolio Management and PMO Initiative. Keyedin. Retrieved 11 January, 2017, from: https://www.keyedin.com/keyedinprojects/article/5-major-benefits-of-adopting-an-effective-project-portfolio-management-and-pmo-initiative/ PWC. (2016). Business Performance Improvement. Retrieved 11 January, 2017, from: https://www.pwc.com/mt/en/services/business-performance-improvement.html Raysman R Brown P. (2008). Computer Law: Drafting and Negotiating Forms and Agreements. Law Journal Press, 19992008. Google Book. Retrieved 11 January, 2017, from: https://books.google.co.ke/books?id=ntp9blkqMQECprintsec=frontcoversource=gbs_ge_summary_rcad=0#v=onepageqf=false Standing, C., Guilfoyle, A., Lin, C. (2006). The attribution of success and failure in IT Projects. Industrial Management Data Systems, 106(8), 1148-1165. Retrieved 11 January, 2017, from: https://www.researchgate.net/publication/235263763_The_attribution_of_success_and_failure_in_IT_projects Sweis, G.,Sweis, R., Abu Hammad, A., Shboul, A. (2008). Delays in construction projects: The case of Jordan. International Journal of Project Management, 26(6), 665-674. Retrieved 11 January, 2017, from: https://isiarticles.com/bundles/Article/pre/pdf/69411.pdf Williams, R. B. (2007). More than 50 ways to build team consensus. Thousand Oaks, CA: Corwin Press, Inc. Retrieved 11 January, 2017, from: https://www.icacan.org/books/more-than-50-ways-to-build-team-consensus/ Yeo, K.T. (2002). Critical failure factors in information system projects. International Journal of Project Management, 20, 241246. Retrieved 11 January, 2017, from: https://pdfs.semanticscholar.org/253d/ad839fa781c6978089cb406228317d7533aa.pdf

Women In The Labour Force Essays - Sexism, Economy, Labour Economics

Women In The Labour Force December 17, 1992 The past decades their has been a dramatic increase of women participating in the labour force from countries all over the world including Canada. In 1950, one Canadian worker in five was a woman. By 1980 this percentage had doubled, and women are expected to make up more than 44 percent of the labour force by the end of this century. The increase in female participation started occurring during the 1970's. This increase also caused the largest baby boom that the Canadian female labour force had ever witnessed. In North America it is common for women to have part-time or summer jobs, and the participation rate of teenage girls is high. It is also mostly high throughout the world in places as United Kingdom because of the fewer women going to school. But in places like France, Italy, and Japan the female participation rate is very low. In most of the countries the labour force is most participated in the age groups between 20 and 24. The labour force of mature women is very high in Sweden, because of the encouraged day care facilities which also provides the females with legislation that provides them with excellent benefits. In Japan there is a drop in female economic activity, the reason why is it affects their marriage and the care of their only child. An observation of labour force participation rates in Canada show that female rates rose a lot between 1971 and 1981, while the male rate rose unnoticeably. The increase in the female participation rate was found in all age groups except in older women. For women aged 15 to 19 the rate was as almost as high as the men. But the largest increase was in the age group of 25-44 years old, where the rate rose almost 50 percent. This meant that the participation rates of the females had become more alike with the men. Family status also influenced the female participation rate but later on during 1981 it had a more less affect than in 1971. According to statistics just over one quarter of married women with young children were working, but this later changed and grew by 76 percent over the a 10 year period of time. The rate also showed an increase of 47 percent for widowed, divorced, and separated women with children. However single women with young children showed a slight decrease. However the female participation rate is not so much related to family status as today as it was many years ago. During the period of 1971 through 1981 the involvement of married women went through a major change. Fewer women saw marriage as a r eason to interrupt their participation in the job force, and couple tended to postpone having children or not having any at all. While women with young children tended to participate less in the labour market and quit their jobs more frequently than men. Females did the exact opposite of what men did when they had children while working, and in some cases were actually more stable than men without children. This showed that the couples attitude towards having children influenced a decrease in the female labour force participation rate. In 1981 most women spent an average of 1,247 hours a year working, compared with 1,431 hours in 1971 which had dropped about 15 percent. Even men saw their average hours decrease by 13 percent. Not only more women were working, more were working part-tim for only part of the year which meant more women on the unemployment rolls. In the 1960's the unemployment rate for females was 3 percent and ten years later increased to 7 percent. Since june 1982 th e unemployment rate for men was 11-13 percent and the women's just above that rate which could also exceed that of the men near the end of the century. Only about 11 percent of women had part-time jobs because they couldn't find full-time employment or because they wished to spend more time to their education or their families, or for other reasons. Although 24 percent of the women working part-time would have preferred a full-time job if it had been available. According

mistreatment of iraqi prisoner essays

mistreatment of iraqi prisoner essays The Mistreatment of Iraqi Prisoners of War The news that Iraqi prisoners of war were being brutally mistreated along with shocking photographs by American and British troops caused a great uproar in the international community. The US led coalition army had gone into Iraq with the aim of overthrowing Saddam Hussein and finding his weapons of mass destruction. They also wanted to restore peace and safety for the Iraqi people. The war on Iraq had its critics, especially when no weapons of mass destruction were found even after Hussein was captured. A war that was only supposed to last around 3 months still continues today. When the news stations and papers brought out the story and images showing the detainees being sodomised, it provided the wars critics with further evidence for being against it. The coalition said they were going to liberate the Iraqi people, bring peace and democracy to the country. Not only did the latest story taint the American way of doing things which we hear Bush usually say, it caused further unrest and resistance between the soldiers and the Iraqi people. There were allegations that the Bush administration had known about the prisoner abuse for some time, and had hoped that problem would be solved soon and go away. Another allegation was the Bush administration had tried to prevent the story from going public, or the story was used to distract the public about the coalition losing their battle in Fallujah. The issue was covered both in a balanced and informed manner. Media coverage included both Western and Middle Eastern countries. The media coverage as a whole provided opportunity for all parties interested to voice their opinion. The Western medias angle focused on the mistreatment of the prisoners, and the soldiers responsible for it should be brought to justice. Although the western media usually included comments from President Bush and Prime Minister Blair, they...

An examination of the cowardice of the character Johnny in A prayer for Owen Meany

An examination of the cowardice of the character Johnny in A prayer for Owen Meany In John Irving’s A Prayer for Owen Meany, protagonist Johnny experiences outward conformity while inwardly questioning throughout the duration of his entire life. An exemplar of cowardice, Johnny uses passive aggression and the voices of others to disguise his inability to take a stand. The tendency of Johnny to silently question while taking no action creates the trait of cowardice that dominates his character throughout the entirety of the novel. It is said that â€Å"actions, not words, create change†. Johnny, although inwardly critical of the Vietnam War, not only took no actions to create a change, but was not even vocal or expressive about his feelings. In a time dominated by protests, rallies, and demonstrations, Johnny could not even bring himself to voice his distain for the war, expressing that â€Å"even when the Anglicans asked me what I thought of Prime Minister Pearson’s â€Å"old point of view†Ã¢â‚¬ ¦. I actually said I agreed! Eve though- as I’ve admitted- I’d never met a harsh deserter, not one† (463). The generation of the Vietnam soldiers, upon return to America, worked to create an America that supported and listened to those who had, previously, not been listened to. Arizona Senator John McCain is just one example. McCain, unsatisfied with the war and the treatment of those who served, ran for office to combat these issues with more productive policy. Johnny never s hared his opinion, let alone took action to combat the problems in society that he saw. Because Johnny was inwardly critical of the Vietnam War, but did not take any actions to create change, he was a coward. Prior to the Vietnam War, Johnny conformed to agree with his classmates within the Academy, leaving the questioning to Owen and The Voice. â€Å"I did, or tried to do, everything Owen did† (287), said Johnny, dependent on Owen to be outspoken due to his inability to use language and speak well. As Johnny struggled throughout his educational career to succeed in English, reading, and writing, he was willing to give Owen the power to speak on his behalf. â€Å"The Voice was our voice; he championed our causes; he made us proud of ourselves in an atmosphere that belittled and intimidated us† (295). Johnny was dependent on Owen to vocally question events and standards, even though Johnny shared the same criticisms and questions Owen did about society. Johnny was too much of a coward and simply lacked the confidence and ability to say so. He settled for conformity, never voicing his true feelings. Thus, the inward criticism and outward conformity spurred from his dependence on Owen and struggle in English and made Johnny a coward. Johnny is also a coward because he cared more about impressing people than standing up for his own beliefs. This standard led him to a life of inward criticism, and outward conformity. â€Å"I never actually said— to any of my Canadian friends— that I suspected these deserters were no more likely to become â€Å"public charges† than I was likely to become such a charge. By then, Canon Campbell has introduced me to old Teddybear Kilgore, who had hired me to teach at Bishop Strachan. We Wheelwrights have always benefited from our connections† (463). While working in a church and dedicating his life to teaching both English and the value of Christ, Johnny preaches morality and Christian superiority. However, this message conflicts with his actions as he inwardly criticized the war that represented the opposite of morality, while outwardly conforming in his words of support. Johnny placed more value on his societal status and networking abilities, thus hinderi ng his ability to stand up for what is right, even if it means standing alone, leading to a lifetime of conformity. Johnny’s interpretation of history and political issues showcases his cowardice. â€Å"When some of the Grace Church on-the Hill Anglicans asked me what I thought of Prime Minister Pearson’s â€Å"old point of view†Ã¢â‚¬â€ that the deserters (as opposed to the war resisters) were in a category of U.S. citizens to be discouraged form coming to Canada- I actually said I agreed! Even though- as I’ve admitted I’d never met a harsh deserter, not one† (463). The â€Å"Church on-the Hill Anglicans† is a reference to John Winthrop’s speech, A City on a Hill, from the founding and settlement of Massachusetts Bay Colony. Winthrop said that â€Å"America was to be a City on a Hill†, a model of superiority and moral purity. The phrase was used by both Presidents Kennedy and Reagan in major speeches. Johnny does not hide his love for Kennedy and despise for Reagan; his views strongly reflect the environments in which he was in- the popular opinion of the Academy strongly favored Kennedy, while the views of Canada in his time there did not support Reagan because of America’s involvement in Vietnam. The fact that both men had the same outlook on America shows Johnny’s cowardice as he is unable to go against what is popular and accepted in his environment. Johnny is a product of his environment as he cherry picks who he will criticize and who he will admire, thrusting him into a cycle of outward conformity. Over the course of his life, Johnny conformed to be like those surrounding him, while questioning society inwardly. A lifetime of silent protest and dependence on those around him to voice their opinions and teach him what to think caused him to be a coward and unable to form and voice his own opinions.

Today hero Essay Example | Topics and Well Written Essays - 1000 words

Today hero - Essay Example Ideally, a hero is someone who rises above adversity or faces dangerous situations with valor and courage. In the face of danger and adversity, the courageous actor is willing to be self-sacrificing for the greater good. In this regard, the true meaning of the term hero is one who is distinguished by bravado and near superhuman will to help others in distress at his or her own expense. In the late 19th century Carlyle provides a common understanding of what makes a hero. He writes: Contemporary heroes however, challenge the true meaning of the term hero. Quite often we canonize people for athleticism, beauty, celebrity status, wealth and a number of other qualities that have little or nothing to do with valor, courage, strength or sacrifice. In this regard, today’s hero rarely possesses any of the qualities and strengths associated with heroism in its true form. One of the most endearing attractions to heroes is the thought that the individual can believe that heroism resides in each of us and we might, if we try, successfully emulate our heroes. However, with today’s assignations of heroism it is entirely impossible to be inspired. It is impossible to emulate wealth, beauty, athleticism or celebrity. On the other hand it is possible to emulate bravado, valor, courage and strength. So to this end, today’s heroes, rather than inspire positive feelings, discourage individuals and leave them feeling inadequate and entirely unsuccessful. The truth of the matter is that today, it simply enough to be famous or popular to attain the status of heroism. It has been argued by media observers that today’s youth culture is greatly influenced by media images and representations of heroes. For the most part many of these token heroes are not worthy role models. Essentially, that the media’s representation of heroism leaves an impression on young people. It is hardly surprising that in light of the

Analyzing the audeince Essay Example | Topics and Well Written Essays - 250 words

Analyzing the audeince - Essay Example The process also adds undesired industrial activities into communities like clearing land and generating toxic waste that contribute to water and air pollution (Adam, 2005). These pollutions are devaluing land, hence turning community land into sacrificial zones. The state authorities are also involved because they want to maintain the regulatory mandate at state level, rather than surrender it to Federal regulations (Pyle, 2012). The investors and manufacturers are in it for the purpose of fighting against further regulations. Hydraulic fracturing avails to them affordable, domestic and reliable natural gas supplies. If a ban is not imposed, this supply has the potential to save them USD 11 billion annually for the next decade (Pyle, 2012). On top of the natural gas yielded by the process, the manufacturers also get extra products like ethane and butane. The citizens and environmental authorities will expect a research to confirm that hydraulic fracturing threatens the water they drink and air they breathe so that a complete ban may be imposed (Adam, 2005). State authorities will expect a research to confirm they are capable and better placed to regulate the natural gas industry instead of a Federal takeover. Finally the investors and manufacturers will expect the research to come up with no incriminating evidence against their activities, thus nullifying a

Passive Resistance as a Powerful Tool for Social and Political Change E

Passive Resistance as a Powerful Tool for Social and Political Change Passive resistance, simply defined as â€Å"peaceful resistance by fasting or refusing to cooperate,† (hyper-dictionary) is a complex issue, and potent tool to attain a means through absolutely zero violence. As Martin Luther King Jr. and Gandhi, have argued, passive resistance is a noble means to a peaceful end, in which only the followers of a movement risk themselves and bring no harm to those whom they oppose. â€Å"Passive resistance,† according to Mahatma Gandhi, â€Å"is an all sided sword; it can be used anyhow; it blesses him who uses it and him against whom it is used. Without drawing a drop of blood it produces far-reaching results. It never rusts and cannot be stolen.† Martin Luther King Jr. and Gandhi both knew that police forces could not stifle those who would not fight against them. Likewise, no matter how powerful a government, the hearts of those fighting for a just cause could not be quelled. Others are also moved by those who fight passionat ely for their cause without using violence, and that independence from those who oppress is a key to developing a change in social and political structure. While soldiers are easily rallied to fight an enemy who will kill one of their own, they cannot be so easily pressured to kill innocents who merely oppose them without ever resorting to violence. It is a basic human instinct to react to a physical threat, (usually by eliminating it) but if no physical threat exists, it is impossible to justify the elimination of a life. Police forces are faced with this dilemma when encountering passive resisters. Although passive resisters may be in the way of a regime, government, or society, it is hardly justifiable to us... ...fully. Martin Luther King Jr. helped bring peace and equal right to the most powerful nation in the world. Mahatma Gandhi helped India gain independence from Great Britain and thus helped in the molding of the largest democracy in the world. Mahatma Gandhi held no truth to be stronger than the fact that passive resistance, is the only just battle to be fought. Because people feel for others, â€Å"Self sacrifice of one innocent man is a million times more potent than the sacrifice of a million men who die in the act of killing others. The willing sacrifice of the innocent is the most powerful retort to insolent tyranny that has yet been conceived by God or man.† Works Cited - Mahatma Gandhi, â€Å"The gospel of Satyagraha† - Martin Luther King Jr. â€Å"I’ve been to the Mountaintop† - Henry David Thoreau, â€Å"Civil Disobedience† - Hyper dictionary, www.dictionary.com

Leading Clever Perople

HBR Spotlight How to Manage the Most Talented How do you manage people who don’t want to be led and may be smarter than you? CLEVER PEOPLE by Rob Goffee and Gareth Jones LEADING F ranz Humer, the CEO and chairman of the Swiss pharma- ceutical giant Roche, knows how dif? cult it is to ? nd good ideas. â€Å"In my business of research, economies of scale don’t exist,† he says. â€Å"Globally today we spend $4 billion on R&D every year. In research there aren’t economies of scale, there are economies of ideas. For a growing number of companies, according to Humer, competitive advantage lies in the ability to create an economy driven not by cost ef? ciencies but by ideas and intellectual know-how. In practice this means that leaders have to create an environment in which what we call â€Å"clever people† can thrive. These people are the handful of employees whose ideas, knowledge, and skills give them the potential to produce disproportionate value fro m the resources their organizations make available to them. Think, for example, of the software Stephen Webster 72 Harvard Business Review | March 2007 | hbr. orgHBR Spotlight How to Manage the Most Talented programmer who creates a new piece of code or the pharmaceutical researcher who formulates a new drug. Their single innovations may bankroll an entire company for a decade. Top executives today nearly all recognize the importance of having extremely smart and highly creative people on staff. But attracting them is only half the battle. As Martin Sorrell, the chief executive of WPP, one of the world’s largest communications services companies, told us recently,â€Å"One of the biggest challenges is that there are diseconomies of scale in creative industries.If you double the number of creative people, it doesn’t mean you will be twice as creative. † You must not only attract talent but also foster an environment in which your clever people are inspired to ach ieve their fullest potential in a way that produces wealth and value for all your stakeholders. That’s tough. If clever people have one de? ning characteristic, it is that they do not want to be led. This clearly creates a problem for you as a leader. The challenge has only become greater with globalization.Clever people are more mobile than ever before; they are as likely to be based in Bangalore or Beijing as in Boston. That means they have more opportunities: They’re not waiting around for their pensions; they know their value, and they expect you to know it too. We have spent the past 20 years studying the issue of leadership–in particular, what followers want from their leaders. Our methods are sociological, and our data come from case studies rather than anonymous random surveys. Our predominant method consists of loosely structured interviews, lever people is very different from the one they have with traditional followers. Clever people want a high degre e of organizational protection and recognition that their ideas are important. They also demand the freedom to explore and fail. They expect their leaders to be intellectually on their plane–but they do not want a leader’s talent and skills to outshine their own. That’s not to say that all clever people are alike, or that they follow a single path. They do, however, share a number of de? ning characteristics. Let’s take a look at some of those now.Understanding Clever People Contrary to what we have been led to believe in recent years, CEOs are not utterly at the mercy of their highly creative and extremely smart people. Of course, some very talented individuals – artists, musicians, and other free agents – can produce remarkable results on their own. In most cases, however, clever people need the organization as much as it needs them. They cannot function effectively without the resources it provides. The classical musician needs an orchest ra; the research scientist needs funding and the facilities of a ? st-class laboratory. They need more than just resources, however; as the head of development for a global accounting ? rm put it, your clever people â€Å"can be sources of great ideas, but unless they have systems and discipline they may deliver very little. † That’s the good news. The bad news is that all the resources and systems in the world are useless unless you have clever If clever people have one de? ning characteristic, it is that they do not want to be led. This clearly creates a problem for you as a leader. and our work draws primarily from ? e contexts: sciencebased businesses, marketing services, professional services, the media, and ? nancial services. For this article, we spoke with more than 100 leaders and their clever people at leading organizations such as PricewaterhouseCoopers, Electronic Arts, Cisco Systems, Credit Suisse, Novartis, KPMG, the British Broadcasting Corporation (BBC) , WPP, and Roche.The more we talked to these people, the clearer it became that the psychological relationship leaders have with their people to make the most of them. Worse, they know very well that you must mploy them to get their knowledge and skills. If an organization could capture the knowledge embedded in clever people’s minds and networks, all it would need is a better knowledge-management system. The failure of such systems to capture tacit knowledge is one of the great disappointments of knowledge-management initiatives to date. The attitudes that clever people display toward their organizations re? ect their sense of self-worth. We’ve found most Rob Goffee ([email  protected] edu) is a professor of organizational behavior at London Business School in England. Gareth Jones ([email  protected] london. du) is a visiting professor at Insead in Fontainebleau, France, and a fellow of the Centre for Management Development at London Business School. Goffee and J ones are also the founding partners of Creative Management Associates, an organizational consulting ? rm in London. Their HBR article â€Å"Managing Authenticity† was published in December 2005. 74 Harvard Business Review | March 2007 | hbr. org Leading Clever People of them to be scornful of the language of hierarchy. Although they are acutely aware of the salaries and bonuses attached to their work, they often treat promotions with indifference or even contempt.So don’t expect to lure or retain them with fancy job titles and new responsibilities. They will want to stay close to the â€Å"real work,† often to the detriment of relationships with the people they are supposed to be managing. This doesn’t mean they don’t care about status–they do, often passionately. The same researcher who affects not to know his job title may insist on being called â€Å"doctor†or â€Å"professor. † The point is that clever people feel they are part of an external professional community that renders the organizational chart meaningless. Not only do they gain career bene? s from networking, but they construct their sense of self from the feedback generated by these extra-organizational connections. This indifference to hierarchy and bureaucracy does not make clever people politically naive or disconnected. The chairman of a major news organization told us about a globally famous journalist – an exemplar of the very clever and skeptical people driving the news business–who in the newsroom appears deeply suspicious of everything the â€Å"suits† are doing. But in reality he is astute about how the company is being led and what strategic direction it is taking.While publicly expressing disdain for the business side, he privately asks penetrating questions about the organization’s growth prospects and relationships with important customers. He is also an outspoken champion of the organization in its dealings with politicians, media colleagues, and customers. You wouldn’t invite him to a strategy meeting with a 60-slide PowerPoint presentation, but you would be wise to keep him informed of key developments in the business. Like the famous journalist, most clever people are quick to recognize insincerity and respond badly to it.David Gardner, the COO of worldwide studios for Electronic Arts (EA), knows this because he oversees a lot of clever people. EA has 7,200 employees worldwide developing interactive entertainment software derived from FIFA Soccer, The Sims, The Lord of the Rings, and Harry Potter, among others. â€Å"If I look back at our failures,† Gardner told us,â€Å"they have been when there were too many rah-rahs and not enough content in our dealings with our people. People are not fooled. So when there are issues or things that need to be worked out, straightforward dialogue is important, out of respect for their intellectual capabilities. †Seve n Things You Need to Know About Clever People Leaders should be aware of the characteristics most clever people share, which collectively make them a dif? cult crew to manage. 1. They know their worth. The tacit skills of clever people are closer to those of medieval guilds than to the standardized, codi? able, and communicable skills that characterized the Industrial Revolution. This means you can’t transfer the knowledge without the people. 2. They are organizationally savvy. Clever people will ? nd the company context in which their interests will be most generously funded. If the funding dries up, they have a couple of options:They can move on to a place where resources are plentiful, or they can dig in and engage in elaborate politics to advance their pet projects. 3. They ignore corporate hierarchy. If you seek to motivate clever people with titles or promotions, you will probably be met with cold disdain. But don’t assume this means they don’t care about status; they can be very particular about it, and may insist on being called â€Å"doctor† or â€Å"professor. † 4. They expect instant access. If clever people don’t get access to the CEO, they may think the organization does not take their work seriously. 5. They are well connected.Clever people are usually plugged into highly developed knowledge networks; who they know is often as important as what they know. These networks both increase their value to the organization and make them more of a ? ight risk. 6. They have a low boredom threshold. In an era of employee mobility, if you don’t engage your clever people intellectually and inspire them with organizational purpose, they will walk out the door. 7. They won’t thank you. Even when you’re leading them well, clever people will be unwilling to recognize your leadership. Remember, these creative individuals feel that they don’t need to be led.Measure your success by your ability to remain on the fringes of their radar. Managing Organizational â€Å"Rain† Given their mind-set, clever people see an organization’s administrative machinery as a distraction from their key valueadding activities. So they need to be protected from what we call organizational â€Å"rain† – the rules and politics associated with any big-budget activity. When leaders get this right, they hbr. org | March 2007 | Harvard Business Review 75 HBR Spotlight How to Manage the Most Talented can establish exactly the productive relationship with clever people that they want.In an academic environment, this is the dean freeing her star professor from the burden of departmental administration; at a newspaper, it is the editor allowing the investigative reporter to skip editorial meetings; in a fast-moving multinational consumer goods company, it is the leader ? ltering requests for information from the head of? ce so the consumer pro? ler is free to experiment with a n ew marketing plan. Organizational rain is a big issue in the pharmaceutical business. Drug development is hugely expensive – industrywide, the average cost of bringing a drug to market is about $800 million – and not every drug can go the distance.As a result, the politics surrounding a decision can be ferocious. Unless the CEO provides cover, promising projects may be permanently derailed, and the people involved may lose con? dence in the organization’s ability to support them. The protective role is one that Arthur D. Levinson, Genentech’s CEO and a talented scientist in his own right, knows how to play. When the drug Avastin failed in Phase III clinical trials in 2002, Genentech’s share price dropped by 10% 76 Harvard Business Review | overnight. Faced with that kind of pressure, some leaders would have pulled the plug on Avastin.Not Levinson: He believes in letting his clever people decide. Once or twice a year, research scientists have to def end their work to Genentech’s Research Review Committee, a group of 13 PhDs who decide how to allocate the research budget and whether to terminate projects. This gives rise to a rigorous debate among the clever people over the science and the direction of research. It also insulates Levinson from accusations of favoritism or short-termism. And if the RRC should kill a project, the researchers are not only not ? red, they are asked what they want to work on ext. Roche owns 56% of Genentech, and Franz Humer stands foursquare behind Levinson. Leading clever people, Humer told us, is especially dif? cult in hard times. â€Å"You can look at Genentech now and say what a great company,† he said,â€Å"but for ten years Genentech had no new products and spent between $500 million and $800 million on research every year. The pressure on me to close it down or change the culture was enormous. †Avastin was eventually approved in February 2004; in 2005 it had sales of $1. 13 billion. March 2007 | hbr. org Leading Clever PeopleHaving a leader who’s prepared to protect his clever people from organizational rain is necessary but not suf? cient. It’s also important to minimize the rain by creating an atmosphere in which rules and norms are simple and universally accepted. These are often called â€Å"representative rules,† from the classic Patterns of Industrial Bureaucracy, by the sociologist Alvin Gouldner, who distinguished among environments where rules are ignored by all (mock bureaucracy), environments where rules are imposed by one group on another (punishment-centered bureaucracy), and environments where rules are accepted by all (representative bureaucracy).Representative rules, including risk rules in banks, sabbatical rules in academic institutions, and integrity rules in professional services ? rms, are precisely the ones that clever people respond to best. Savvy leaders take steps to streamline rules and to promote a cul ture that values simplicity. A well-known example is Herb Kelleher, the CEO of Southwest Airlines, who threw the company’s rule book out the window. Another is Greg Dyke, who when he was the director general of the BBC discovered a mass of bureaucratic rules, often contradictory, which produced an infuriating organizational immobilisme.Nothing could be better calculated to discourage the clever people on whom the reputation and future success of the BBC depended. Dyke launched an irreverent â€Å"cut the crap† program, liberating creative energy while exposing those who had been blaming the rules for their own inadequacies. He creatively engaged employees in the campaign–for example, suggesting that they pull out a yellow card (used to caution players in soccer games) whenever they encountered a dysfunctional rule. Recruiting People with the Right Stuff Clever people require a peer group of like-minded individuals. Universities have long understood this.Hire a s tar professor and you can be sure the aspiring young PhDs in that discipline will ? ock to your institution. This happens in business as well. In the investment banking world, everyone watches where the cleverest choose to work. Goldman Sachs, for example, cherishes its reputation as the home of the brightest and best; a bank that seeks to overtake it must be positioned as a place where cleverness thrives. For this reason, the CEOs of companies that rely on clever people keep a close watch on the recruiting of stars. Bill Gates always sought out the cleverest software programmers for Microsoft.From the start, Gates insisted that his company required the very best minds; he understood that they act as a magnet for other clever people. Sometimes he intervened personally in the recruitment process: A particularly talented programmer who needed a little additional persuasion to join the company might receive a personal call from Gates. Very ? attering – and very effective. Althou gh you need to recruit clever stars, you must also make sure that your culture celebrates clever ideas. In an effort to create stars, some media organizations divide their employees into â€Å"creatives† and administrative support staff.That’s a big mistake. It makes about as much sense as recruiting men only – you automatically cut your talent pool in half. The ad agency Bartle Bogle Hegarty doesn’t make this mistake. Many of its most successful executives started as assistants but were given the space to grow and express their cleverness. Not surprisingly, BBH has long been regarded as one of the most creative ad agencies in the world. At the heart of its corporate culture is the maxim â€Å"Respect ideas, wherever they come from. † Letting a Million Flowers Bloom Companies whose success depends on clever people don’t place all their bets n a single horse. For a large company like Roche, that simple notion drives big decisions about corpor ate control and M&A. That’s why Humer decided to sell off a large stake in Genentech. â€Å"I insisted on selling 40% on the stock market,† he told us. â€Å"Why? Because I wanted to preserve the company’s different culture. I believe in diversity: diversity of culture, diversity of origin, diversity of behavior, and diversity of view. † For similar reasons, Roche limits its ownership of the Japanese pharmaceutical company Chugai to 51%.By keeping the clever people in all three companies at arm’s length, Humer can be con? ent that they will advance different goals: â€Å"My people in the Roche research organization decide on what they think is right and wrong. I hear debates where the Genentech researchers say,‘This program you’re running will never lead to a product. You are on the wrong target. This is the wrong chemical structure–it will prove to be toxic. ’ And my guys say, ‘No, we don’t think so. â€⠄¢ And the two views never meet. So I say to Genentech, ‘You do what you want, and we will do what we want at Roche, and in ? ve years’ time we will know. Sometimes you will be right and sometimes we will be right. † Maintaining that diversity is Humer’s most challenging task; there is always pressure within a large organization to unify and to direct from above. Companies that value diversity are not afraid of failure. Like venture capitalists, they know that for every successful hbr. org | March 2007 | Harvard Business Review 77 HBR Spotlight How to Manage the Most Talented The Traitorous Eight Ineffective leadership of clever people can be costly. Consider the cautionary tale of William Shockley, a London-born research scientist who worked at Bell Labs after World War II.In 1947 Shockley was recognized as a coinventor of the transistor, and in 1956 he was awarded a Nobel Prize. He left Bell Labs in 1955 and founded Shockley Semiconductor Laboratory, in M ountain View, California. His academic reputation attracted some of the cleverest people in electronics, including Robert Noyce and Gordon Moore (of Moore’s Law fame). Shockley was blessed with a brilliant mind. Noyce described him as a â€Å"marvelous intuitive problem solver, and Moore said he had a † â€Å"phenomenal physical intuition. But his leadership † skills fell far short of his intellectual brilliance.On one occasion Shockley asked some of his younger employees how he might stoke their enthusiasm. Several expressed a wish to publish research papers. So Shockley went home, wrote a paper, and the next day offered to let them publish it under their own names. He meant well but led poorly. On another occasion, Shockley instituted a secret â€Å"project within a project. Although only 50 or so peo† ple were employed in his laboratory, the group assigned to work on his new idea (which, according to Shockley, had the potential to rival the transistor) was not allowed to discuss the project with other colleagues.It wasn’t long before rumblings of discontent at Shockley’s leadership style turned mutinous. The situation deteriorated and a disenchanted group – â€Å"the Traitorous Eight† – left to found Fairchild Semiconductor in 1957 Fairchild revolutionized computing . through its work on the silicon transistor. It also threw off a slew of clever people who went on to start up or develop some of the best-known companies in the industry: Bob Noyce and Gordon Moore (Intel), Jerry Sanders (Advanced Micro Devices), and Charlie Sporck (National Semiconductor) were all former employees of Fairchild.Through his poor leadership, Shockley inadvertently laid the cornerstone of Silicon Valley. He brought together some of the best scientists in the ? eld of electronics, many of whom might otherwise not have remained in the region. And he created conditions that provoked his brilliant employees to strike out on their own. new pharmaceutical product, dozens have failed; for every hit record, hundreds are duds. The assumption, obviously, is that the successes will more than recover the costs of the failures. Take the case of the drinks giant Diageo.Detailed analysis of customer data indicated an opening in the market for an alcoholic beverage with particular appeal to younger consumers. Diageo experimented with many potential products–beginning with predictable combinations like rum and coke, rum and blackcurrant juice, gin and tonic, vodka and fruit juice. None of them seemed to work. After almost a dozen tries, Diageo’s clever people tried something riskier: citrus-? avored vodka. Smirnoff Ice was born – a product that has contributed to a fundamental change in its market sector.It’s easy to accept the necessity of failure in theory, but each failure represents a setback for the clever people who gambled on it. Smart leaders will help their clever people to l ive with their failures. Some years ago, when three of Glaxo’s high-tech antibiotics all failed in the ? nal stages of clinical trial, Richard Sykes – who went on to become chairman of Glaxo Wellcome and later of GlaxoSmithKline – sent letters of congratulation to the team leaders, thanking them for their hard work but also for killing the drugs, and encouraging them to move on to the next challenge.EA’s David Gardner, too, recognizes that his business is â€Å"hit driven,† but he realizes that not even his most gifted game developers will always produce winners. He sees his job as supporting his successful people – providing them with space and helping them move on from failed projects to new and better work. Smart leaders also recognize that the best ideas don’t always come from company projects. They enable their clever people to pursue private efforts because they know there will be payoffs for the company, some direct (new busine ss opportunities) and some indirect (ideas that can be applied in the workplace).This tradition originated in organizations like 3M and Lockheed, which allowed employees to pursue pet projects on company time. Google is the most recent example: Re? ecting the entrepreneurial spirit of its founders, Sergey Brin and Larry Page, employees may spend one day a week on their own start-up ideas, called Googlettes. This is known as the â€Å"20% time. †(Genentech has a similar policy. ) The result is innovation at a speed that puts large bureaucratic organizations to shame. The Google-af? liated social-networking Web site Orkut is just one project that began as a Googlette.Establishing Credibility Although it’s important to make your clever people feel independent and special, it’s equally important to make sure they recognize their interdependence: You and other people in the organization can do things that they can’t. Laura Tyson, who served in the Clinton admi nistration and has been the dean of London Business School since 2002, says, 78 Harvard Business Review | March 2007 | hbr. org Leading Clever People â€Å"You must help clever people realize that their cleverness doesn’t mean they can do other things.They may overestimate their cleverness in other areas, so you must show that you are competent to help them. †To do this you must clearly demonstrate that you are an expert in your own right. Depending on what industry you are in, your expertise will be either supplementary (in the same ? eld) or complementary (in a different ? eld) to your clever people’s expertise. At a law ? rm, the emphasis is on certi? cation as a prerequisite for practice; at an advertising agency, it’s originality of ideas. It would be hard to lead a law ? rm without credentials.You can lead an advertising agency with complementary skills–handling commercial relationships with clients, for instance, while your clever people wri te great copy. A man we’ll call Tom Nelson, who was the marketing director of a major British brewer, is a good example of a leader Beckham, to practice a particular maneuver. When Beckham couldn’t do it, Hoddle – once a brilliant international player himself – said, â€Å"Here, I’ll show you how. † He performed the maneuver ? awlessly, but in the process he lost the support of his team: The other players saw his move as a public humiliation of Beckham, and they wanted no part of that.The same dynamic has played out many times in business; the experience of William Shockley is perhaps the most dramatic, and tragic, example (see the sidebar â€Å"The Traitorous Eight†). How do you avoid this kind of situation? One highly effective way is to identify and relate to an informed insider among your clever people – someone willing to serve as a sort of anthropologist, interpreting the culture and sympathizing with those who seek to un derstand it. This is especially important for newly recruited leaders. Parachuting in at the top and accurately reading an organization is hard work. One leader weIf you try to push your clever people, you will end up driving them away. As many leaders of highly creative people have learned, you need to be a benevolent guardian rather than a traditional boss. with complementary skills. Nelson was no expert on traditional brewing techniques or real ales. But he was known throughout the organization as â€Å"Numbers Nelson† for his grasp of the ? rm’s sales and marketing performance, and was widely respected. Nelson had an almost uncanny ability to quote, say, how many barrels of the company’s beer had been sold the previous day in a given part of the country.His clear mastery of the business side gave him both authority and credibility, so the brewers took his opinions about product development seriously. For example, Nelson’s reading of market tastes led to the company’s development of low-alcohol beers. Leaders with supplementary expertise are perhaps more commonplace: Microsoft’s Bill Gates emphasizes his abilities as a programmer. Michael Critelli, the CEO of Pitney Bowes, holds a number of patents in his own name. Richard Sykes insisted on being called Dr. Sykes.The title gave him respect within the professional community to which his clever people belonged – in a way that being the chairman of a multinational pharmaceutical company did not. But credentials–especially if they are supplementary–are not enough to win acceptance from clever people. Leaders must exercise great care in displaying them so as not to demotivate their clever employees. A former national soccer coach for England, Glenn Hoddle, asked his star player, David spoke to admitted that he initially found the winks, nudges, and silences of his new employees completely baf? ng. It took an interpreter – someone who had worke d among the clever people for years – to explain the subtle nuances. †¢Ã¢â‚¬ ¢Ã¢â‚¬ ¢ Martin Sorrell likes to claim that he uses reverse psychology to lead his â€Å"creatives† at WPP: â€Å"If you want them to turn right, tell them to turn left. † His comment reveals an important truth about managing clever people. If you try to push them, you will end up driving them away. As many leaders of extremely smart and highly creative people have learned, you need to be a benevolent guardian rather than a traditional boss.You need to create a safe environment for your clever employees; encourage them to experiment and play and even fail; and quietly demonstrate your expertise and authority all the while. You may sometimes begrudge the time you have to devote to managing them, but if you learn how to protect them while giving them the space they need to be productive, the reward of watching your clever people ? ourish and your organization accomplish its mission w ill make the effort worthwhile. Reprint R0703D To order, see page 145. hbr. org | March 2007 | Harvard Business Review 79

The Environment And The Culture Of A Country - 2269 Words

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