Investment Companies Essay Example for Free

Investment Companies Essay Investors need to consider a lot of factors before investing their money in any firm. Company stability and ability to generate profits is the main attraction for any investor. Bank of America and Apple Inc are some of the most stable companies in their respective fields. Besides these are some of the highest paying industries in the world today. Bank of America Bank of America is the largest brokerage house and consumer banking franchise in the United States (Lewis, 2010, p1) during the financial crisis, bank of America posted huge losses coupled by the untimely purchase of Merrill Lynch. However in April 2010 bank of America reported a $3. 2 billion first quarter profit signifying an imminent complete turnaround for the company. Interestingly, most of the profits were generated from the trading at Merrill Lynch. The gamble to buy Merrill Lynch had paid off. With the worst of the financial crisis over, bank of America is poised to make bigger profits and reclaim its eminence that it lost to JP Chase and Goldman Sachs. Though it is unlikely to continue with the acquisitions that characterized most of its growth phase, the bank no doubt will be a big player in wealth management in the US. Long term investment in bank of America therefore will be a wise decision by an investor who is looking to capitalize to a rising stock price and dividend per share revenue. Besides, the regulations that the administration will introduce will ensure profitability and stability of the banking sector. However, given that the financial markets have not fully recovered, coupled with the impending WallStreet reform by the administration, there is likelihood that resulting volatility may eat into the company’s profits and share price. Besides, the company, like many other banks is still repaying government bailout money, a move that will affect its profits and effectively its investors. Apple Inc Dynamism describes the world of technology today. New information gadgets are introduced to the market every year. Apple is on of the companies that has emerged as a market leader challenging established giants like Microsoft and easily cutting a niche for its itself in the market. Apple prides itself with successes such as the i-Pod, the i-Tunes Store, MacBook sales, and excellent Mac OS X. Innovation to meet the ever demanding market is the main driver of apple and with its cutting edge products like the i-phone, i-pod and recently the i-pad, investing in Apple inc will be a good decision because certainly these are not the last of their products. The company has one of the highest share prices in the New York Stock exchange which stood at $140 pr share as of 2008 (Tyson, 2008, p 11). Every time people buy Apple products, it increases the company sales and profits which in return drive up the stock price (Tyson, 2008, p 11). With the continued good performance, an investor is guaranteed of good returns in the long run. While some computer and software companies saw their profits plunge during the recession, Apple’s strong position ensures continued movement of their products, a clear indicator that the company can whether big economic fluctuations and guarantees an investors returns for their money. Apple Inc. has concentrated on developing mobile gadgets but the same effort is needed in developing products like the Mac desktop. Competition from other computer and software manufacturers is stiff and an information technology company that cannot sustain the innovation trends is likely to post less sales, profits and stock price. Competitors like Microsoft and phone manufacturers like Motorola are likely to come up with gadgets that will target the entertainment industry, enterprise and high performance computing, none of which apple is well prepared for (Martellaro, 2006, p1). Expanding their niche therefore to include more products will secure the future of the company and ensure long-term stability.

Fault Tree Analysis

Fault Tree Analysis Fault Tree Analysis Fault tree analysis (FTA) is a failure analysis in which an undesired state of a system is analyzed using boolean logic to combine a series of lower-level events. This analysis method is mainly used in the field of safety engineering to quantitatively determine the probability of a safety hazard. An Overview of Basic Concepts This quick subject guide provides an overview of the basic concepts in Fault Tree Analysis (FTA, system analysis) as it applies to system reliability and a directory of some other resources on the subject. History of Fault Tree Analysis (FTA) Fault Tree Analysis (FTA) is another technique for reliability and safety analysis. Bell Telephone Laboratories developed the concept in 1962 for the U.S. Air Force for use with the Minuteman system. It was later adopted and extensively applied by the Boeing Company. Fault tree analysis is one of many symbolic analytical logic techniques found in operations research and in system reliability. Other techniques include Reliability Block Diagrams (RBDs). Fault Tree Analysis (FTA) was originally developed in 1962 at Bell Laboratories by H.A. Watson, under a U.S. Air Force Ballistics Systems Division contract to evaluate the Minuteman I Intercontinental Ballistic Missile (ICBM) Launch Control System. Following the first published use of FTA in the 1962 Minuteman I Launch Control Safety Study, Boeing and AVCO expanded use of FTA to the entire Minuteman II system in 1963-1964. FTA received extensive coverage at a 1965 System Safety Symposium in Seattle sponsored by Boeing and the University of Washington. Boeing began using FTA for civil aircraft design around 1966. In 1970, the U.S. Federal Aviation Administration (FAA) published a change to 14 CFR 25.1309 airworthiness regulations for transport aircraft in the Federal Register at 35 FR 5665 (1970-04-08). This change adopted failure probability criteria for aircraft systems and equipment and led to widespread use of FTA in civil aviation. Within the nuclear power industry, the U.S. Nuclear Regulatory Commission began using probabilistic risk assessment (PRA) methods including FTA in 1975, and significantly expanded PRA research following the 1979 incident at Three Mile Island. This eventually led to the 1981 publication of the NRC Fault Tree Handbook NUREG-0492, and mandatory use of PRA under the NRCs regulatory authority. Fault Tree Analysis (FTA) attempts to model and analyze failure processes of engineering and biological systems. FTA is basically composed of logic diagrams that display the state of the system and is constructed using graphical design techniques. Originally, engineers were responsible for the development of Fault Tree Analysis, as a deep knowledge of the system under analysis is required. Often, FTA is defined as another part, or technique, of reliability engineering. Although both model the same major aspect, they have arisen from two different perspectives. Reliability engineering was, for the most part, developed by mathematicians, while FTA, as stated above, was developed by engineers. Fault Tree Analysis usually involves events from hardware wear out, material failure or malfunctions or combinations of deterministic contributions to the event stemming from assigning a hardware/system failure rate to branches or cut sets. Typically failure rates are carefully derived from substantiated historical data such as mean time between failure of the components, unit, subsystem or function. Predictor data may be assigned. Assigning a software failure rate is elusive and not possible. Since software is a vital contributor and inclusive of the system operation it is assumed the software will function normally as intended. There is no such thing as a software fault tree unless considered in the system context. Software is an instruction set to the hardware or overall system for correct operation. Since basic software events do not fail in the physical sense, attempting to predict manifestation of software faults or coding errors with any reliability or accuracy is impossible, unless assumptions are made. Predicting and assigning human error rates is not the primary intent of a fault tree analysis, but may be attempted to gain some knowledge of what happens with improper human input or intervention at the wrong time. FTA can be used as a valuable design tool, can identify potential accidents, and can eliminate costly design changes. It can also be used as a diagnostic tool, predicting the most likely system failure in a system breakdown. FTA is used in safety engineering and in all major fields of engineering. More on Fault Tree Diagram (FTD) Fault tree diagrams (or negative analytical trees) are logic block diagrams that display the state of a system (top event) in terms of the states of its components (basic events). Like reliability block diagrams (RBDs), fault tree diagrams are also a graphical design technique, and as such provide an alternative to methodology to RBDs. An FTD is built top-down and in term of events rather than blocks. It uses a graphic model of the pathways within a system that can lead to a foreseeable, undesirable loss event (or a failure). The pathways interconnect contributory events and conditions, using standard logic symbols (AND, OR etc). The basic constructs in a fault tree diagram are gates and events, where the events have an identical meaning as a block in an RBD and the gates are the conditions. Fault Trees and Reliability Block Diagrams The most fundamental difference between FTDs and RBDs is that in an RBD one is working in the success space, and thus looks at system successes combinations, while in a fault tree one works in the failure space and looks at system failure combinations. Traditionally, fault trees have been used to access fixed probabilities (i.e. each event that comprises the tree has a fixed probability of occurring) while RBDs may have included time-varying distributions for the success (reliability equation) and other properties, such as repair/restoration distributions. Drawing Fault Trees: Gates and Events Fault trees are built using gates and events (blocks). The two most commonly used gates in a fault tree are the AND and OR gates. As an example, consider two events (or blocks) comprising a Top Event (or a system). If occurrence of either event causes the top event to occur, then these events (blocks) are connected using an OR gate. Alternatively, if both events need to occur to cause the top event to occur, they are connected by an AND gate. As a visualization example, consider the simple case of a system comprised of two components, A and B, and where a failure of either component causes system failure. The system RBD is made up of two blocks in series (see RBD configurations), as shown next: The fault tree diagram for this system includes two basic events connected to an OR gate (which is the Top Event). For the Top Event to occur, either A or B must happen. In other words, failure of A OR B causes the system to fail. Relationships Between Fault Trees and RBDs In general (and with some specific exceptions), a fault tree can be easily converted to an RBD. However, it is generally more difficult to convert an RBD into a fault tree, especially if one allows for highly complex configurations. The following table shows gate symbols commonly used in fault tree diagrams and describes their relationship to an RBD. (The term Classic Fault Tree refers to the definitions as used in the Fault Tree Handbook (NUREG-0492) by the U.S. Nuclear Regulatory Commission). Methodology FTA methodology is described in several industry and government standards, including NRC NUREG-0492 for the nuclear power industry, an aerospace-oriented revision to NUREG-0492 for use by NASA, SAE ARP4761 for civil aerospace, MIL-HDBK-338 for military systemsfor military systems. IEC standard IEC61025 is intended for cross-industry use and has been adopted as European Norme EN61025. Since no system is perfect, dealing with a subsystem fault is a necessity, and any working system eventually will have a fault in some place. However, the probability for a complete or partial success is greater than the probability of a complete failure or partial failure. Assembling a FTA is thus not as tedious as assembling a success tree which can turn out to be very time consuming. Because assembling a FTA can be a costly and cumbersome experience, the perfect method is to consider subsystems. In this way dealing with smaller systems can assure less error work probability, less system analysis. Afterward, the subsystems integrate to form the well analyzed big system. An undesired effect is taken as the root (top event) of a tree of logic. There should be only one Top Event and all concerns must tree down from it. Then, each situation that could cause that effect is added to the tree as a series of logic expressions. When fault trees are labeled with actual numbers about failure probabilities (which are often in practice unavailable because of the expense of testing), computer programs can calculate failure probabilities from fault trees. The Tree is usually written out using conventional logic gate symbols. The route through a tree between an event and an initiator in the tree is called a Cut Set. The shortest credible way through the tree from fault to initiating event is called a Minimal Cut Set. Some industries use both Fault Trees and Event Trees. An Event Tree starts from an undesired initiator (loss of critical supply, component failure etc.) and follows possible further system events through to a series of final consequences. As each new event is considered, a new node on the tree is added with a split of probabilities of taking either branch. The probabilities of a range of top events arising from the initial event can then be seen. Classic programs include the Electric Power Research Institutes (EPRI) CAFTA software, which is used by many of the US nuclear power plants and by a majority of US and international aerospace manufacturers, and the Idaho National Laboratorys SAPHIRE, which is used by the U.S. Government to evaluate the safety and reliability of nuclear reactors, the Space Shuttle, and the International Space Station. Outside the US, the software RiskSpectrum is a popular tool for Fault Tree and Event Tree analysis and is licensed for use at almost half of the worlds nuclear power plants for Probabilistic Safety Assessment. Analysis Many different approaches can be used to model a FTA, but the most common and popular way can be summarized in a few steps. Remember that a fault tree is used to analyze a single fault event, and that one and only one event can be analyzed during a single fault tree. Even though the fault may vary dramatically, a FTA follows the same procedure for an event, be it a delay of 0.25 msec for the generation of electrical power, or the random, unintended launch of an ICBM. FTA analysis involves five steps: Define the undesired event to study Definition of the undesired event can be very hard to catch, although some of the events are very easy and obvious to observe. An engineer with a wide knowledge of the design of the system or a system analyst with an engineering background is the best person who can help define and number the undesired events. Undesired events are used then to make the FTA, one event for one FTA; no two events will be used to make one FTA. Obtain an understanding of the system Once the undesired event is selected, all causes with probabilities of affecting the undesired event of 0 or more are studied and analyzed. Getting exact numbers for the probabilities leading to the event is usually impossible for the reason that it may be very costly and time consuming to do so. Computer software is used to study probabilities; this may lead to less costly system analysis. System analysts can help with understanding the overall system. System designers have full knowledge of the system and this knowledge is very important for not missing any cause affecting the undesired event. For the selected event all causes are then numbered and sequenced in the order of occurrence and then are used for the next step which is drawing or constructing the fault tree. Construct the fault tree After selecting the undesired event and having analyzed the system so that we know all the causing effects (and if possible their probabilities) we can now construct the fault tree. Fault tree is based on AND and OR gates which define the major characteristics of the fault tree. Evaluate the fault tree After the fault tree has been assembled for a specific undesired event, it is evaluated and analyzed for any possible improvement or in other words study the risk management and find ways for system improvement. This step is as an introduction for the final step which will be to control the hazards identified. In short, in this step we identify all possible hazards affecting in a direct or indirect way the system. Control the hazards identified This step is very specific and differs largely from one system to another, but the main point will always be that after identifying the hazards all possible methods are pursued to decrease the probability of occurrence. Comparison With Other Analytical Methods FTA is a deductive, top-down method aimed at analyzing the effects of initiating faults and events on a complex system. This contrasts with Failure Mode and Effects Analysis (FMEA), which is an inductive, bottom-up analysis method aimed at analyzing the effects of single component or function failures on equipment or subysystems. FTA is very good at showing how resistant a system is to single or multiple initiating faults. It is not good at finding all possible initiating faults. FMEA is good at exhaustively cataloging initiating faults, and identifying their local effects. It is not good at examining multiple failures or their effects at a system level. FTA considers external events, FMEA does not. In civil aerospace the usual practice is to perform both FTA and FMEA, with a Failure Mode Effects Summary (FMES) as the interface between FMEA and FTA. Alternatives to FTA include Dependence Diagram (DD), also known as Reliability Block Diagram (RBD) and Markov Analysis. A Dependence Diagram is equivalent to a Success Tree Analysis (STA), the logical inverse of an FTA, and depicts the system using paths instead of gates. DD and STA produce probability of success (i.e., avoiding a top event) rather than probability of a top event. References Ericson, Clifton (1999). Fault Tree Analysis A History (pdf). Proceedings of the 17th International Systems Safety Conference. http://www.fault-tree.net/papers/ericson-fta-history.pdf. Retrieved 2010-01-17. Rechard, Robert P. (1999). Historical Relationship Between Performance Assessment for Radioactive Waste Disposal and Other Types of Risk Assessment in the United States (pdf). Risk Analysis (Springer Netherlands) 19 (5): 763-807. doi:10.1023/A:1007058325258. SAND99-1147J. http://www.osti.gov/bridge/servlets/purl/759847-JsFRIG/webviewable/. Retrieved 2010-01-22. Winter, Mathias (1995). Software Fault Tree Analysis of an Automated Control System Device Written in ADA (pdf). Masters Thesis (Monterey, CA: Naval Postgraduate School). ADA303377. http://handle.dtic.mil/100.2/ADA303377. Retrieved 2010-01-17. Benner, Ludwig (1975). Accident Theory and Accident Investigation. Proceedings of the Society of Air Safety Investigators Annual Seminar. http://www.iprr.org/papers/75iasiatheory.html. Retrieved 2010-01-17. DeLong, Thomas (1970). A Fault Tree Manual (pdf). Masters Thesis (Texas AM University). AD739001. http://www.dtic.mil/cgi-bin/GetTRDoc?AD=AD739001Location=U2doc=GetTRDoc.pdf. Retrieved 2010-03-09. Eckberg, C. R. (1964). Fault Tree Analysis Program Plan. Seattle, WA: The Boeing Company. D2-30207-1. http://www.dtic.mil/srch/doc?collection=t3id=AD0299561. Retrieved 2010-01-17. Begley, T. F.; Cummings (1968). Fault Tree for Safety. RAC. ADD874448. http://www.dtic.mil/srch/doc?collection=t3id=ADD874448. Retrieved 2010-01-17. Hixenbaugh, A. F. (1968). Fault Tree for Safety. Seattle, WA: The Boeing Company. D6-53604. http://www.dtic.mil/srch/doc?collection=t3id=AD0847015. Retrieved 2010-01-17. Acharya, Sarbes; et. al. (1990) (pdf). Severe Accident Risks: An Assessment for Five U.S. Nuclear Power Plants. Wasthington, DC: U.S. Nuclear Regulatory Commission. NUREG-1150. http://www.nrc.gov/reading-rm/doc-collections/nuregs/staff/sr1150/v1/sr1150v1-intro-and-part-1.pdf. Retrieved 2010-01-17. Vesely, W. E.; et. al. (1981) (pdf). Fault Tree Handbook. Nuclear Regulatory Commission. NUREG-0492. http://www.nrc.gov/reading-rm/doc-collections/nuregs/staff/sr0492/sr0492.pdf. Retrieved 2010-01-17. Vesely, William; et. al. (2002) (pdf). Fault Tree Handbook with Aerospace Applications. National Aeronautics and Space Administration. http://www.hq.nasa.gov/office/codeq/doctree/fthb.pdf. Retrieved 2010-01-17. 7.9 Fault Tree Analysis (pdf). Electronic Reliability Design Handbook. B. U.S. Department of Defense. 1998. MIL-HDBK-338B. http://www.everyspec.com/MIL-HDBK/MIL-HDBK+(0300+-+0499)/download.php?spec=MIL-HDBK-338B.015041.pdf. Retrieved 2010-01-17. Fault Tree Analysis. Edition 2.0. International Electrotechnical Commission. 2006. IEC61025. ISBN2-8318-8918-9. Long, Allen (pdf), Beauty the Beast Use and Abuse of Fault Tree as a Tool, fault-tree.net, http://www.fault-tree.net/papers/long-beauty-and-beast.pdf, retrieved 16 January 2010.

Internal Communication and Organizational Changes

Internal Communication and Organizational Changes Internal Communications and Organizational Changes Budi Santoso Introduction Institutional changes are unavoidable. It happens to any kinds of organizations; no matter how stiff the structure is (we can take military institution as a sample). One significant factor that holds important role in the process of change is communication. Change, however, requires communication supports, not only formal but also informal. When interaction and social doings among leaders and staffs within organizations has to be established according to the needs of change, communication about this is necessary (Vos and Schoemaker, 2001, p. 101). Therefore, internal communications holds a vital role to make a desired change successful. The basic idea of this is that internal communication’s role ranges from communicating to stimulating the process of change (Vos and Schoemaker, 2001, p. 100). In this paper, writer should focus on one of internal communications functions, namely, communicating the facts of the intended change to the inside stakeholders. The reason for this is that changes can possibly create a lack of clarity and uncertainty amongst inside stakeholders (Vos and Schoemaker, 2001), hence the need for information is relatively large. More importantly, to communicate the change to staff and employees is a significant initial phase within the whole process of change. Organizations, as stated by Vos and Schoemaker (2001), are basically based on collaboration (p. 81). All sections are interconnected, and by that, are interdependent. All parts are directed to involve in mutual cooperation to realize or achieve organizations’ goals which are usually manifested in their missions. The output of mutual cooperation among all segments is based on the quality of internal communication which takes place. Organizational structure cannot obviously be separated from internal communication as it, essentially, is resulted from communication process that happened continuously within an organization. Structures save us time and trouble, while they help us build on past experience (Cheney et al, 2004, p. 20). However, the climate of internal communication of an organization should actually be developed from symmetrical systems of communication. In this paper, I try to explain how the organizational structure regulates internal communication climate in organizations, as the way in which people communicate depends strongly on the nature of organization (Vos and Schoemaker, 2001), by giving reasonable arguments which I elaborated from several sources. Organizational Structure Cheney et al (2004) symbolized structure of organization as a skyscraper: a tall building with many rooms and main parts, such as pillars or roofs, which are used to hold the whole divisions to stand up. The main part of organizations, then, is the communication atmosphere which colors the works spirit of all manpower to give their ideas, energy and services for the sake of their organizations. Online business dictionary (2007) defined organizational structure as formal and informal Framework of policies and rules, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure shapes the manner and degree to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. Structure is aimed to give shape and direction to internal communication activities that take place, whether it is vertical or horizontal. On the other hand, type of structure determines coordination and cooperation process within organizations. Internal communication is vital if an organization is to function properly (Vos and Schoemaker, 2001). Internal communication climate and structure of organization Grunig, in his writing Systems of Internal Communication (1992), quoted Schneider (1985), wrote that the concept of communication climate came from organizational psychology. It refers to a psychological atmosphere in organization like warm, tolerant, and participative. The values of communication climate can cover some features such as consistency, credibility, trust, openness, accuracy and frequent communication. However, there are also negative senses such as intolerant, rigid or imbalanced communication atmosphere that could result in ineffectiveness in organizations. Effendy (1983, in Ruslan, 2007) internal communication which exists in organization can be categorized in three. First is vertical communication. This kind of communication is centered on two ways aspect. Downward and upward communications principally are manifestation of vertical communication. Nonetheless, in downward style, management stands the instruction, information, explanation, or delegation to person in charge in the units or their subordinates. In upward, subordinates give reports, suggestions, or even complaints to their direct managers. Second is horizontal communication. This sort of communication takes place amongst ordinary employees or staffs, or managers in the same level. Cross communication can also be come about in horizontal communication. Presently, structure of organizations has massively been developed. The most common and traditional type, bureaucracy where most decisions are centralized, has no longer been the one and only, even though some big business and governmental offices still use it. The terminologies such as boundaryless or virtual organizations have been popular amidst organizational scholars and adopted by many organizations. Some high-tech firms in Silicon Valley, USA, for instance, have been organizing themselves to implement a relatively flat structure (Cheney et al, 2004), where the decision making power is distributed and the divisions have varying degrees of autonomy. Flat structure is often used by organizations where their works are fundamentally about new ideas (Cheney et al, 2004). This happens as a result to cut off the stagnation in communication flows within the organizations and to drive a favorable work atmosphere. Vos and Schoemaker (2001) confirm this by saying that structure offers a framework for the processes occurring in organizations. The differentiation and specialization in organizations as described in units, or departments may probably be potential to induce unclear communication processes, particularly in big organizations or corporations who applies rigid bureaucratic model. Specialization, in other words, may mystify and exclude other departments’ staffs since each has its own language or jargon. Organizations with many divisions or levels will be likely to have more basic problems in their internal communication compared to organizations who adopt simple structure, if procedures and guidelines are not established in good order. This means that inconsistency in performing the guidelines, for instance, may emerge unclear job responsibilities and, in turn, can lead to significant communication problems. More divisions, levels or employees, of course, will cause extra managerial efforts to reach mutual relationships to get common sense in reaching organizations’ ends. Vos and Schoemaker described this condition by stating that communication problems about who is doing what can originate in problems of the structure (2001, p. 96). Simply saying, flat and fluid organizational structure may give leaders more chances to interact informally with their subordinates to get feedback or to give constructive motivation. Motivation, as one important factor to achieve work quality, can be improved by the way leaders communicate. Leaders may increase their credibility before the employees by, perhaps, showing them their trustworthiness, openness and appreciation. In some extent, these characters can raise employee’s motivation to improve their job performance as well as to experience job satisfaction. Writer tried not to say that flexible or simple structures are better than conventional ones, as they have their own strength and weakness. However, the type or size of organization which can be drawn up from its structure undeniably also affects the way internal communications carried out and determines the quantity and quality of it. Military institutions, for example, may not have fluid and informal structure since their philosophy is based on chain of commands and thus, centralized. If an army adopts fluid structure, it can even jeopardize its internal communication since there is a solid system in rank stratification. Communicating the Change Internal communications is required not only to let members of organization know about the change which is going to take place but also to keep the process of it running properly. Cheney, Christensen, Zorn, Ganesh (2004) stated that communication is the means by which change is implemented, as implementers negotiate plans, announce changes (p. 339). To communicate the facts about the desired change to inside stakeholders, in this case shareholders, staff and workforce calls for good strategies. Excellent internal communications plans and actions are needed to result in less-turbulent reaction of the insiders. It is a common thing that not everyone in organization becomes aware or even expects changes. And yet, as told by Cheney et al (2004), change is considered successful if it is accepted by key stakeholders rather than rejected; is compatible between the intended use of designer and the actual use of user; and give benefit to the organizations as well. The prominent key of announcing the intended change is based on how to handle the flows of information regarding the change itself. Vos and Schoemaker underlined that Information about change should be managed well and provided timely to prevent rumours (Vos and Schoemaker, 2001, p. 110). This entails the need that inside stakeholders would better receive the information from the management directly and at the first place, not from external parties such as media or their counterparts from other organizations. The facts should be communicated as clear and concise as possible to reduce uncertainty and anxiety among them. Furthermore, management should consider the possibility of messages may not be heard or be met with cynicism of the stakeholders. Mental noise may stop people from receiving messages. Practical ways to support the change It is crucial that management classifies and selects message delivery methods which suit the circumstances and the need of the receivers by conveying the information constantly and frequently as well as using selective channels that fit to types of target stakeholders. For instance, if the change is large-scale and will relatively give profound impact to most frontline employees, like downsizing or outsourcing, it is much better that the top executives not to directly communicate this to them. It will be more appropriate to delegate this task to frontline supervisors as frontline employees usually do not trust top executives (Cheney et al, 2004, p. 331). Frontline supervisors may have closer and more emotional relationship with frontline employees than those at middle or top management. Trust is usually built on intense, direct interaction. Basically, management can communicate the change through multiple channels, including speaking, writing, video, training, focus groups, bulletin boards, Intranets, and more. Again, it always depends on the kinds of changes. For example, management can apply internal media like bulletin boards or intranet as well to introduce a new design for corporate newsletter. Using generally accessible internal media to announce a small-scale change seems to be better than personal ones as this can save money and energy. This means that organization treats all stakeholders (staff and workforce) equally to give everyone fair notice of the change (Cheney et al, 2004, 332). Especially to shareholders, personal approach or media like individual calls or special meeting may be more effective as they own the organization and their claim on organizational resources is often considered superior to the claims of other inside stakeholders (Jones, 2004, p. 32). Persuading those who do not accept (opponents) or are still floating (potential promoters and hidden opponents) concerning the change is included in communicating stage. It is very possible that management will get resistance from shareholders, staff and employees who feel uneasy. They may think that the change will bring uncertainty to their future and may threaten their positions (some kinds of changes like downsizing or restructuring will, indeed, threaten some people). Basically, rejection and uncertainty could also be possible as a result of lack of information about the change itself. To cope with it, management can arrange a kind of meeting, for instance, small group gathering, and invite this group or its representatives to talk over about the change by giving clear and comprehensive understanding about it. On the other hand, in persuading the resistance, negotiation may appear to be a wise way to compromise with the existing interests. At this stage, the planner should stimu late the process of change by providing transparency. Communicating the change also includes facilitating the process of change by giving appropriate trainings or exercises to keep the change in line with the programmed procedures. Facilitating the change is directed to provide more information through education for the involved stakeholders to strengthen their knowledge and skills related to the change. In this stage, getting and providing regular feedback and updates will be useful. It is important for executives and managers to know what sorts of responds emerge, such as acceptance, commitment, and productivity (Cheney et al, 2004, p 330). Taking feedback is not a linear process which is conducted only at the end of the intended change. It is actually a circular process that covers the whole phase of the change. For instance, an input from employee about the new-adopted administration filing system may force a reconsideration of the original formulation. By getting feedback, management can measure the ongoing process and do improveme nts if needed. Conclusion As a summary, writer finds out that in order to achieve successful desired change, organization should be able to constitute applicable communication plan to announce the change to their inside stakeholders. Well-planned strategy mitigates chances that the change will be rejected by inside stakeholders. Proper action will ultimately increase the organisation’s ability to get and take feedback effectively. Writer also comes to a conclusion that structure of organization really affects the climate of internal communication. On my perspective, today’s organizations need to have more fluid and flexible structure in order to have clearer and transparent communication flows. But, I believe that organizational structure is not the only thing involved as there are some other significant factors like culture or economic reasons which also have to be taken into account. However, we should remember that based on the fact, 90 per cent of intended change were not suitable with the expectation (Becht, 2008). This implicates that actually the successful change is not merely determined by the methods it is communicated. The current internal communications climate in the organization may possibly affect the successful of the change. Bibliography Becht, Agaath. 2008. Presentation on Change management, presented on January, 17 2008. The Hague: The Hague University. Cheney, George. Christensen, LT. Zorn, JR, TE. Ganesh, Shiv. 2004. Organizational Communication in Age of Globalization: Issues, Reflection, Practices. Illinois: Waveland Press, Inc. Jones, Gareth R. 2004. Organizational Theory, Design, and Change (4th Edition). NJ: Prentice Hall Vos, Marieta. Schoemaker, Henny. 2001. Integrated Communication: Concern, Internal and Marketing Communication (2nd Edition). Utrecht: LEMMA Publishers Organizational Structure. (2008, January 10). BusinessDictionary.com, The free online business dictionary. Retrieved January 10, 2008, from Business Dictionary Website: http://www.businessdictionary.com/definition/organizational-structure.html *Dosen PNSDpk Kopertis II Palembang

Sampling Methods Essays -- Statistics

Sampling is the framework on which any form of research is carried out. A suitable sample that meets the inclusion and exclusion criteria of a research design must be chosen from a given population to carry out studies. In this essay comparison is made between stratified random sampling and convenience sampling. The population on which the researcher is interested in carrying out his or her research may be too large, therefore a suitable sample which can represent the population in correct proportion must be chosen. Restraints such as limitation of time, resources and many other factors necessitate the selection of a sample for research purpose so that better quality data is obtained from it and that the researcher can make statement about the population he or she is interested in (French,S et al.,2001,).The method of sampling should be cost effective, less time consuming and be simple in design to attract participants but care should be taken that accurate and valid data can be col lected. The sample on which the study is actually done is derived from the population which is accessible to the researcher; the study sample may include all of the accessible population or a fraction of it and this accessible population is a part of the target population. The target population is the collection of cases to which generalization can be made and on which the researcher is ultimately interested in (Sim,J and Wright,C. 2000). Hence the entire process of collection of samples for the indented study can be termed as sampling. Sampling is broadly divided into probability sampling; in which the selection of samples are done at random and non- probability sampling; where selection of samples is entirely dependent on the researcher’s choice and ... ...ana, M., (1997). Research for the health professional: A practical guide. 2nd ed. Philadelphia: F.A. Davis. Bowling, A., (2001). Research methods in health: Investigating health and health services. 2nd ed. Berkshire: Open University press. Buddhakulsomsiri, J. Parthanadee, P.,(2008).Stratified random sampling for estimating billing accuracy in health care system. Health care management science, vol.11 (1), pp.41-54. Available through:medline(accessed 25 0ct 2010). French, S. Reynolds, F. Swain, J., (2001). Practical research: A guide for therapist. 2nd ed. Oxford: Butterworth Heinemann. Portney, L, G. Watkins, M, P.,( 2009). Foundation of clinical research: Application to practice. 3rd ed. Upper saddle River, N.J: Pearson prentice hall. Sim, j. Wright, C.,( 2000). Research in health care: Concepts, Design and Methods. Cheltenham: Stanley thrones (publisher) Ltd.

Hearts Under Fire in Centralia Fire :: Film Movies

Hearts Under Fire in Centralia Fire If you want a community interest story portrayed through a film, then Centralia Fire is the one. Centralia Fire relates to anyone that is connected to at least one type of community—weather it is a town, a sport’s team, or a family. No one wants to be forced out of his or her comfort zone. Centralia is a town—created in the 19th century because of the invention of coal—filled with diverse communities threatened from poisonous gas and toxin (deadly carbon monoxide and dioxide) after a trash burning fire spread underneath the town beginning in 1962 and is still under—or should I say above—fire. The documentary is about how the communities within Centralia were stripped of their lives and families from a place they called home. The producers, Anthony â€Å"Doc† Mussari and Kathleen â€Å"Kitch† Loftus-Mussari, set the tone an individual tone through no use of music or dissolving of pictures. Viewers are able to establish their own separate opinions and understandings about the community of Centralia. If dissolves and music were incorporated the message of Centralia would have been dissolved itself. If you want to know what small time life is like, then Centralia is the place where you can find the answers. You see video of town meetings where the committees disputed the inefficiency of the government’s help. There is also footage of the daily life of Centralians-riding dirt bikes, playing little league baseball, sitting on porches, or walking dogs—amongst the many pillars of pipes releasing toxins from beneath. The essence of community life was prevalent, so I agree with on of the town’s people who said, â€Å"You have to live in a small town to know how it is to live in a small town.† Doc pulls you in and makes you one of the community members within Centralia with his atmosphere exposure through not zooming. It seemed as though the film was following the lead of the television show, You’ve been Caught on Candid Camera; the interviewees and people at the town meeting had no clue there were video cameras taping them. It’s like they video camera was hidden in someone’s shirt pocket or in someone’s glass frames. I am amazed not one person in the film looked at the camera. In 2002 only fifteen people in ten homes are keeping their fires ablaze with their strong determination and love for Centralia. Even though the film was finished in 1992—30 years after the fire in Centralia began—it still picture perfectly depicts how the lives of the community members were altered forever and how their heart have been burned from the government.

Descriptive Essay - The Local Golf Course -- Observation Essays, Descri

Our town is notable for having several interesting golf courses. For those residents whose interests lie in other pursuits, those courses are a waste of large quantities of otherwise useful space that could be better used to construct another mall or store. For the golf enthusiasts among us, however, the preponderance of courses is a delightful benefit of living in this otherwise uninteresting locale, where the only saving grace is the plentiful supply of interesting people. The golf course is an oasis of artificiality in a desert of flat land and unnatural colors. While the surrounding landscape is endlessly flat, with only the trees and buildings obstructing the planar geography, the golf course is a diverse landscape with hills, valleys, lakes and pits of sand flowing from one to an...

Being a leader

Since my childhood I am self motivated and committed to my work, due to my family background. My grandfather taught me a lot about discipline. I learned work ethics from my father in the first place through his attitude with colleagues at work and at home with the members of the family. My education in engineering provided important technical knowledge, which ought to be entwined with the aforesaid principles. My software experience enhanced my skills in system analysis and bug fixing. I am a quick learner and a practical problem solver.I am good at leveraging my past experience into new technologies. I proved my commitment and project management skills by meeting the project deadlines at Countrywide Home loans. Management at Countrywide awarded me with Star Search Award, which portrays my adaptability and result oriented nature. Traditionally theorists stated that good leaders or not made but born (Lussier N. R. , 2006, p460). However, nowadays it is believed that leadership skills can be learned (Orlitzky M. et al 2003, p128-138). The following experiences also prove my leadership skills.After successful completion of my tertiary education in Computer Science and Engineering, I was offered a job in â€Å"FJ Benjamin & Holdings,† Singapore in December 1995 after rigorous initial screening. At that time I was a team member of a group that was involved in developing an application for in house use. During its development phase many people left the company seeking better opportunities elsewhere. This led the director in charge of the project to think that the wrong decision was taken since the upper management initially was inclined to purchase the project rather than developing it in house.It was on the insistence of this Director that the company agreed to develop the application in house. Thus it was up to the Director to complete the work on time. I then took the matter at hand and commenced contacting my friends and others to join our group, in order to attain the objectives set. I induced some of my friends to join in the organization and thus helped in the continuance of the project at hand. Ultimately, we were successful in developing and implementing the project.Even though the project took more time than expected due to the adversaries faced, management was content that the project was completed with in the budget set. I was recognized and rewarded for my initiative and coordination of the staff accordingly. References: Lussier N. R. (2006). Management Fundamentals. Third Edition. United States of America: Thomson South-Western. Orlitzky M. ; Benjamin J. (2003). The effects of sea composition on small-group performance in a business school case competition, Academy of Management Learning, Vol. 2, No. 2, pp 128-138.