Strategic Change Management

Executive Summary Strategic Change Management has become a strategic role of leaders in various organizations. Various business organizations have come to appreciate the need for change and have designed various methods and approaches of managing change.Advertising We will write a custom report sample on Strategic Change Management specifically for you for only $16.05 $11/page Learn More It has downed on the management that the market competition requires leaders to embrace change and ensure that they are creative in order to manage market competition. The firm should bring all stakeholders on board and each given a role to play in the process of change management and implementation. The model that firms would use in implementing change is Kurt Lewin Model of unfreeze, change and then freeze. Value based organization is the approach to monitor the implementation of change. The strategies must be implemented in an appropriate time to yield good results. I ntroduction Change is one of the most important factors that an organization must take into consideration when drawing its strategic goals and objectives. Daft (2009, p. 37) simply says that Change is constant. This statement is intriguing yet it is the best philosophical definition of change. The idea that change is constant raises a number of questions. However, from an analytical perspective, change is always inevitable. Daft argues that change brings nothing new in the organization. It only enhances what is already in existence. McCarthy and Eastman (2010, p. 23) say, â€Å"the overarching purpose of change management is to accelerate the speed at which people move successfully through the change process so that anticipated benefits are achieved faster.† As such, change should not be viewed as a shift from the norm. The only issue is that it brings new methodologies of handling the daily activities. In his book, The Rise and Fall of Strategic Planning, Henry Mintzberg (19 94), reprimanded himself and others for their sightless adherence to the strategic forecast practice. His disputation rests with the exploration of the authoritative scientific explanation of the future. He demonstrates how planning can asphyxiate obligation, constrict an organization’s dream, make change unfeasible, and lead to the politicization of the affairs of the organization.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More His point is based on the principle that analysis is not synthesis. Therefore, strategic planning is not strategy formulation (p. 321). According to this scholar, many managers would agree that change is one of the defining external factors that influence the operations of the organization. The management is always faced with various problems that would demand changes to solve them. As a starting point, Griffin (2000) classifies the word management as a set of activities, including planning and decision-making, organizing, leading, and controlling, directed at an organization’s resources that is, human, financial, physical, and informational, with the aim of achieving organizational goals in an efficient and effective manner (p. 6). In the definition, several key concepts are used. Foremost, it is comprehended that management applies uniformly to public, private, nonprofit, and religious organizations. Murphy (2002) was of the view that management is an organizational phenomenon and not exclusive to the world of profit organizations (p. 7). Implementers of Change Individuals charged with the responsibility of implementing changes influence the process. As Anderson (2011, p. 16) says, in most companies, the initiators of change are always part of implementers. In this regard, a number of implementers of change exist. Some are discussed in the subsequent sections. The Management McGregor (1957) in his book The Human Side of Enter prise stated that the management is severely hampered today in its attempts to innovate with respect to the human side of enterprise. This is due to inadequacy of conventional organizational theory (p. 245). The management plays a very important role in the implementation of change in the organization. Given its role of co-coordinating and controlling, the unit has the duty of explaining change to employees and directing them on how these change strategies would be addressed. As such, they have the responsibility of understanding the strategies before explaining them to employees. They are also the financiers of the policies of the organization. They have a role of ensuring that proper finances are allocated towards the implementation of the strategies.Advertising We will write a custom report sample on Strategic Change Management specifically for you for only $16.05 $11/page Learn More General Employees Sharma (2008, p. 26) says that employees have the greatest role to play in the implementation of change strategies. They are the implementers of the firm’s strategies. They have a duty of ensuring that they understand the organizational objectives. They should therefore know how to intertwine the change strategies with the general goals and objectives of the firm. They would receive the policies from the management and implement them in a manner that would generate maximum benefits to the firm’s customers and shareholders. The Recipients of Change As explained above, these individuals are neither the initiators nor implementers of change. Recipients of change may not necessarily involve those individuals that do not have a role in the initiation or implementation of change. According to some scholars, both the initiators and implementers of change may be viewed as the recipients of the change if they are affected by change policies, which is always the case. As such, all stakeholders may be considered recipients of c hange under different contexts. The management would be the recipient of change if it affects the general growth of the firm either positively or negatively. The employees would be recipients if the process would result to benefit increment or change of position held in the firm. Customers would definitely be the recipients through the benefits they would receive from the changed strategies of the firm. The competitors would be recipients if the change would also force them to redefine their own strategies. The government would be the recipient if the change would result to a downward or upward adjustment of the tax they receive from the firm. The organization as a whole would also be considered a recipient of change.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More This is because the organization would be forced to come up with changes in the production levels and styles and the general new product proposition it would assume in the market. The structures would also feel the effects of change. In every organization, various structures are always put in place to serve various tasks. For instance, the structures put in place at the sales unit would be affected by new changes. The structures may need to be reorganized to reflect the new picture of the firm. Generally, the entire system would have to be restructured. The new design would have to redefine the relationship of the stakeholders in the organization and the new roles that they would play. In the implementation process, care should be taken to avoid chaos at all the stages. Chaos can be the most destructive factor in change management. Chaos, as defined in an older dictionary, is a condition of utter disorder and confusion as the unformed primal state of the universe (Funk and Wagnalls, 1940, p. 208). In a more recent attempt to define the concept, Coveney and Highfield term it as unpredictable and apparently random behavior in dynamic systems (1995, p. 425). In the latter definition, we can see a loosening of the fixed order of the world that was embedded in the first definition. Such scientists as Newton who accepted a fixed-order world as the ideal of objective knowledge laid the foundation (Prigogine, 1996, p. 2). A tenet of the Industrial Age was that some grand design of the universe that needed to be discovered existed. However, current writers and thinkers in the area of systems thinking and Chaos Theory argue that no such fixed design exists. In fact, writers such as Prigogine (1996) now define chaos as the behavior of systems in which close trajectories separate exponentially in time (p. 201). It is therefore the role of everyone to understand the need for change and cooperate in the process of its implementation. This would ensure smooth process of chan ge implementation. Strategies Available for Change Management Government Office for the South West (2004, p. 43) state that it is worth recalling what we are trying to achieve. It should be clear to the team why change is important and what it would achieve. There are giant American companies that were brought to their feet due to either the failure to adopt changes that were needed or poor implementation of change. Whichever the case, the underlying fact is that change is a fixed factor in any organization whose implementation should be done in a conscious manner that would make the firm remain competitive in the market. Rogers Adopters Theory provides the best available strategies for change management. The categories are as follows: Innovators This strategy requires individuals who have a great desire for new ideas. It requires audacity and the willingness to pay the consequences of change. When implemented, the firm would implement changes as soon as they are availed in the busi ness environment. This strategy would be the best for any organization, but the consequences may outweigh the benefits. As such, many firms shy away from it because of the possible negative consequences. The popularity of this strategy is rated at 2.5 percent. Early Adopters Early adoption theory would involve embracing change early enough to be able to reap maximally from it, but after analyzing the consequences that are involved. Early adoption is good, but as innovators, a firm may not have reference to other firms which had implemented the strategy before. As such, many firms would shy away from it for the fear of the unknown. However, given the nature of many organizations, this would be the best strategy that should be employed by in the process of managing change. Early Majority The early majority would adopt change before the average members, but will take precautions by keenly monitoring how the innovators and early adapters were affected by the changes. Although very popul ar, this strategy is dangerous to an innovative company, such the Coca Cola Company because by the time it would be implementing the change, it might be too late to be competitive in the market. Late Majority Late majority are individuals who appreciate that change is necessary, but would want to evade any negative consequences. They would therefore wait for others to implement change and confirm that the consequences are positive. They prefer going through the trodden path. This strategy may not work for companies such as Coca Cola because this industry is very dynamic and by taking this approach, it would always be several steps behind market standards. Laggards Kratschmer (2011, p. 19) describes this category of individuals as tradition keepers. They would want to maintain status quo, and because of this, they would fight any change in the organization. This may not be considered a strategy for change management, but passes as one because it seeks to fight change. Those who hold this strategy would always be suspicious of change and all the change agents. This is the worst strategy of change management. Role of Stakeholders Sirkin, Keenan, and Jackson (2005 p. 2) observe that managing change is tough, but part of the problem is that there is little agreement on what factors influence transformation initiatives. As stated above, the best strategy would be the early adoption. Various stakeholders would have different roles in this strategy. The management has the duty to understand the concept put forth in the specific change item in order to create awareness among employees. The management is also responsible for funding the entire process of change implementation. The employees should be flexible enough to adjust to issues concerning change management. They have the responsibility of positively responding to change and ensuring that the policies of change are well taken and are appropriately implemented. The government, though it may not have direct respons ibility, should ensure that the business environment is kept safe. Top Down Model: System of Change Implementation A system refers to a collection of different units or subsystems, which work as a unit to accomplish a given objective. Companies such as Coca Cola are made of a system of different stakeholders, each with different duties aimed at ensuring the firm’s strategic goals and objectives are achieved. The diagram below shows the stakeholders in this system, as well as how they are related. As shown in the above diagram, the system involves all the members of the organization in their various capacities. In this system, change would be effected from the top management and the lower cadre employees would be doing the implementation activities. The system should be well coordinated in a way that no unit will clash with the other in the process of implementation of change strategies. The management must clearly set the overall goals and objectives of the firm. This should be made known to all members of the organization. The overall objective would be to create a positive differential change to customers. The management would therefore create a system that would act as a wheel. The management, both top and mid level management, would form systems while the junior employees would form subsystems. In this wheel, the management should transfer a desirable rotation to the employees, which would make them rotate customers in favor of the organization. This is demonstrated in the diagram below. All members would share the new objectives, which would redefine the mission of the firm. As seen in the case study, the last and very important part is the implementation of the shared mission. The management should identify various teams and assign them different roles that would help accomplish the objective of the organization. The management should consider developing units in the firm, with each unit having its own specific duties. The stakeholders should fi t into the units, with each unit having specified role to play in the overall policy implementation process. The management can also consider having each specific stakeholder assigned his or her own role in the firm. The objective should be achieved within a specified period. Resistance to Change In many occasions, change would meet a lot of resistance from those who want to maintain status quo. They would ensure that all efforts are directed towards derailing change. Change can be resisted in a number of ways. The first type of resistance to change may involve adoption of the laggard approach. Such an individual would try to cling to the traditional ways of operation as much as possible. Another approach may involve refusal to cooperate in the process of working as a system to implement change. The management can also resist change by failing to advocate for the same to employees. They can also resist change by failing to allocate enough finances for change policies. The best way t o manage any form of resistance is to make every member of the organization understand the need for and the urgency with which change is needed. The management should ensure that all stakeholders are brought on board in the process of implementing change. They should be allowed to share their views and fears about change so that the concerned authorities may address it. Appropriate Model for Change A number of models for change are used by various organizations, given different scenarios. Some of the most popular models of change include ADKAR Model for change, Stephen Covey Seven Habits Model, Kubler Ross Stages of Change and Kurt Lewin’s Strategy of Unfreeze-Change-Refreeze. These strategies are suitable in different scenarios. They have their own advantages and disadvantages that make each most suitable in different applications. Given the scenario of Coca Cola, the best model would be Kurt Lewin’s three staged Model of Change Management of Unfreeze, Change, and the n Freeze. Unfreeze is the first stage where the firm would need to appreciate that given the current market forces, there is need for change. As such, every member of the organization prepares psychologically for a possible change. After unfreezing, the next step is change. The members, having accepted the need for change, would embrace the same and adopt new strategies brought about by change. The freezing stage, also known as refreezing, involves establishing stability after the adoption of change. Strategies for Implementation of Change Model There are measures that should be put in place to ensure that the implementation of change model is successful. The first measure is that there should be a clear procedure of monitoring change. Baekdal, Hansen, Todbjerg and Mikkelsen (2006, p. 7) observe that all models are guidelines. You should always evaluate the relevance of each individual step vs. your situation and your project. Large projects often demands detailed analysis and docum entation, while small projects can be finished with much lesser work. The concerned individuals should know the basis of objectives and goals of the organization. With this, they should assess the effect of change against what was expected. The second measure is that the implementing parties should have a clear timeline for the achievement of various objectives. There should be regular meetings to review the success of the organization. Another measure is that the management should set short-term manageable objectives to be achieved within a given timeline. A mechanism through which objectives would be measured should exist. This way, it would be easy for the management to determine if the implementation process is effective or if some changes might be necessary. Above all, the stakeholders should all be made to appreciate the need for change and the potential benefits that may accrue from the same. Conclusion In a business set up, the top management is always under a constant chall enge of planning how to manage change. Strategic change management has become one of the strategic duties of a firm. It is considered strategic because it affects the entire firm from the top management to the junior most employees, as well as all the departments of the firm. Change management is considered strategic because, just like strategic goals and objectives, change should be initiated by the top management of the organization and channeled to other employees of the organization. Older members of the society, especially those that have already used to a certain way of doing things, may not find it easy to shed their normal ways of approaching their duties. They are used to the normal methods and fear that they may not be in a position to adapt to these changes fast enough and as such would be seen as incompetent. Change must involve all stakeholders in the organization for success to be achieved. The management must incorporate all its stakeholders and assign them different roles in the process of implementing change. Kurt Lewin’s three staged Model of Change Management of Unfreeze, Change, and then Freeze is the best strategy of implementing change in organizations. List of References Anderson, M 2011, Bottom-Line Organization Development: Implementing and Evaluating Strategic Change for Lasting Value, Elsevier, Burlington. Baekdal, T, Hansen, K, Todbjerg L Mikkelsen, H 2006, â€Å"Handle change management projects more effectively† Change Management Handbook, Vol. 1, no. 27, pp 7-57. Coveney, P Highfield, 1995, Frontiers of Complexity: The Search for Order in a Chaotic World, Fawcett Columbine, New York. Daft, R 2009, Organization Theory and Design, Cengage Learning, New York. Government Office for the South West 2004, â€Å"Resource Efficiency and Corporate Responsibility: Managing Change, How to Manage Change in an Organization†, Envirowise and Government Office for South West, Vol. 3, no. 11, pp 10-27. Griffin, R 2002, Manag ement, Houghton Mifflin, Massachusetts. Kratschmer, P 2011, Organizational Culture is Highly Resistant to Change: Discuss, GRIN Verlag, New York. McCarthy, C Eastman, D 2010, â€Å"Change Management Strategies for an Effective EMR Implementation,† Healthcare Information and Management Systems Society, Vol. 1, no. 39, pp 20-41. McGregor, D 1985, The Human Side of Enterprise, McGraw-Hill, New York. Mintzberg, H 1994, The Rise and Fall of Strategic Management, The Free Press, New York. Murphy, R 2000, Strategic Management vs Strategic Leadership: Untying the Gordian knot. Published Proceedings, Academy of Administrative Sciences and Business Conference, Vol. 2, no. 2, pp 89-112. Prigogine, I 1996, The End of Certainty: Time, Chaos, and the New Laws of Nature, The Free Press, New York. Sharma, R 2008, Change Management, Tata McGraw-Hill Education, New Delhi. Sirkin, H Keenan, P Jackson, A 2005, â€Å"The Hard Side of Change Management†, Harvard Business Review, Vol. 3, no. 4, pp 1-18. This report on Strategic Change Management was written and submitted by user Sonia Sutton to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Historical Events essays

Historical Events essays In the Baroque Period, there were many changes in belief, science, art, and music. Up to this period, the church controlled everything. The church had an influence over everything. This period could be described as the period when people start to change their ways. Now I will tell you about some of the very important people of this period. Sir Isaac Newton was a very important person in our history. Newton discovered how gravity and inertia work together to keep planets in their regular orbit in space. Also, Newton had a very mathematical mind. He was always solving math equations that had others baffled. Plus, he made new equations, which have helped our society by giving us better education and technology. That is enough about Sir Isaac Newton, now I am going to tell you about architects. There were many famous architects during this period. The first architect I will mention is Carlo Maderno. Maderno is famous for the Santa Susanna building in Rome, Italy. Giacomo Della Porta was famous for the Vignola building also in Rome, Italy. The last one I have to tell you about is Gian Lorenzo Bernini. Bernini did the Palazzo Chigi-Odescalchi that also stands in Rome, Italy. I am sure there were many other architects than what I mentioned in this paragraph, but these are a few of the standout architects of the Baroque Period. The Baroque Period was very much a changing time and turning point for culture in Europe and the colonies. There will probably never be a period like this again. ...

Annual Report of Alto Metals Limited Free-Samples for Students

In your Evaluation of the Company’s Performance, you should take account of Relevant Information in the Annual Reports Explanations for the level of Profits generated from assets and how the level varied annually between 2014 and 2016. The overall assets of Alto Metals are mainly evaluated in the essay, where the company’s overall return on assets is being evaluated. The overall annual report of Alto Metals Limited is mainly identified as the most viable document, which depicts the financial position of the company. However, the company mainly aims in discovering and acquiring gold mines for improving its profitability mining company. The company also aims for searching uranium object, which could develop more uranium mining facilities. The company has mainly conducted projects for search new depicts and mining for gold. Moreover, the revenue of the company has mainly increased from 2014; however, a sudden decline was witnessed in 2016. The company does not have any kind of constant revenue, which could support its constant increase in expenditure. The overall return on assets of the company has mainly improved from 2013 to 2016. Where the first ROA was mainly at -11.39%, -44.04%, -97.04% and then in 2016 it reached to -25.82%. This overall return on assets has mainly depicted efficiency of the company to utilise its assets. In addition, the improvement of ROA is mainly identified during 2016, where a decline in retune on assets from -97.04% went to -25.82%. The improvement in return on asset is seen to increase by 73.4% in 2016 as compared to 2015. This mainly suggested that increased improvement depicted by ROA states the effective measures taken by the company to support its activities. Weygandt, Kimmel & Kieso (2015) stated that investors by using the return on assets could effective identify efficiency of the company to attain the required revenue by using the same capital. On the other hand, Damodaran (2016) criticises that ROA does not allow the investors to determine the risk associated with investment and only portray the level of revenue attained by deploying certain fixed assets. The three-asset category and one income statement category could be evaluated, before actually seeing the return on assets of the company. The asset class, which needs effective inspection, are cash, property, and inventories. The evaluation of these three categories is mainly essential by the investors before seeing the return on assets. In addition, the income statement that needs to be evaluated is the sale of goods and products.   The overall evaluation of cash, property, and inventories could mainly help the identifying the financial capability of the company. Vogel (2014) mentioned that evaluation of inventory could mainly allow the investor in identify the overall capital blockage in inventory store. On the other hand, Damodaran (2016) criticises that the evaluation of inventory does not allows the investor to detect the actual financial position; instead it helps in depicting ht cash generating capacity of the company. There is relevant different scale from 1-10, which could be used in valuing the overall return on assets of Alto Metals Limited. In addition, the return on assets of Alto Metals Limited is mainly at -25.82%, which could be rated in the scale of 1. This scale 1 mainly depicts that overall results of retune on assets is very unsatisfactory. This unsatisfactory outcome is mainly due to the negative ROA of Alto Metals Limit. The company has not being conducting any kind of sales from 2012 to 21016, which is mainly declining its ability to utilise its assets. In addition, relative decline in total assets could also be witnessed, which is due to the sales of asset conducted by the company during 2016 fiscal year (Vogel, 2014). There are relevantly no ratios, which could be identified from annual report of Alto Metals Limit in 2016. This financial information of the company has effectively reflected in the real world, as no revenue was generated from operations, which led to loss. The company effectively uses Accounting policies which is been laid down by AASB. There is not significant change in the overall accounting policies. Furthermore, the Director and CEO Reports mainly depict the loses, which is continuously incurred by the company due to non-commencement of adequate operations. There is no limitation of the financial statement of the company as, it complies with all the relevant accounting method, which is been depicted by the AASB (Brigham & Ehrhardt, 2013). Brigham, E. F., & Ehrhardt, M. C. (2013).  Financial management: Theory & practice. Cengage Learning. Damodaran, A. (2016).  Damodaran on valuation: security analysis for investment and corporate finance  (Vol. 324). John Wiley & Sons. Deboeck, G., & Kohonen, T. (Eds.). (2013).  Visual explorations in finance: with self-organizing maps. Springer Science & Business Media. Overview, C., Secretary, D., Directory, C., Shareholders, T., Governance, C., & Information, I. et al. (2017).  Focus on gold exploration in Australia | WA Mining.  Gold Focussed WA Mining Exploration Company. Retrieved 29 April 2017, from https://altometals.com.au/ Vogel, H. L. (2014).  Entertainment industry economics: A guide for financial analysis. Cambridge University Press. Weygandt, J. J., Kimmel, P. D., & Kieso, D. E. (2015).  Financial & Managerial Accounting . John Wiley & Sons.

Johnny Cash, a description of addiction Essay Example | Topics and Well Written Essays - 250 words

Johnny Cash, a description of addiction - Essay Example ant point made in the biography is the loss which was caused by his addiction as he lost his family, his prestige and even his fans through missed concerts as he was feeding his addiction. While he realized that his addiction was costing him tremendously, he was unable to beat it until he recognized that his own spirituality and belief would help him get over it. After going through every drug he could possibly get his hands on, from alcohol and amphetamines to clinical pain killers, he understood that the drugs were not helping him at all. While they might take his pain away and allow him to forget about the pressures of life as a celebrity, they did not resolve the situation and the benefits brought about by them were only temporary. On the other hand, the damage they cause was permanent and irreversible. While the drugs were powerful indeed the only way he was able to deal with his dependence was to replace them and conquer them with something even more powerful, i.e. his spiritua lity and the relationship he was able to develop with

The Populations Future in the Homeless Shelter Assignment - 1

The Populations Future in the Homeless Shelter - Assignment Example This paper illustrates that experiences of the subpopulation, which identify barriers to change in the people’s lifestyle, explain Declan’s position that the group of people has a limited chance of escaping homelessness. Financial barriers are one reason because while people of the low economic class are homeless, as malnutrition among the subpopulation suggests, health complications such as communicable diseases and chronic diseases further burden members of the subpopulation and they have to spend their limited earnings on healthcare. Drug abuse, another major challenge that the subpopulation faces, also constrains the people’s financial stability and therefore limit their chances of affording shelter. Members of the subpopulation also report cases of mental illness, a condition that reduces a person’s rationale to the extent of not perceiving benefits of living in a home. Declan, therefore, knows that the population has a limited chance of escaping home lessness because of the characteristics of the population that sustain the homelessness condition. Depression disorder is the mood disorder to which Declan should pay particular attention when assessing his clients because of the relatively high significance of the disorder among the subpopulation, relative to other disorders. Maurer and Smith identify the significance of the disorder among homeless people, report an incidence rate of about 50 percent and recommend that care personnel that works with the subpopulation should occasionally assess for depression. Empirical data on mood disorders also identifies relative significance of depression disorder over other mood disorder. A study by Hodgson, Katherine, Shelton, Marianne, Bree, and Los also identifies the significance of depression as a mood disorder. While considering the prevalence of three mood disorders, the authors only identify the prevalence of depressive disorder over a week’s interval with zero percent prevalenc e rate for dysthymia and bipolar I-II disorder.

Ethical Issues in Management Essay Example for Free

Ethical Issues in Management Essay Every so often we hear the phrase â€Å"Business is business and a cup of tea is a cup of tea†. The contemporary business managers think quite on the contrary. Morals and ethics are the new paradigm and have taken the driving seat in the day to day working of the Management. Ethics contains code of conduct for a person to blend with others keeping in view the righteousness and goodness of the trade; whereas, morals are not primarily written but acted upon by most of society with rectitude. The modern manager faces several issues on the moral and ethical front as more teamwork is required to accomplish collective goals. Fraud, discrimination, nepotism, false marketing in advertorial manner is the name of the game for unethical pseudo professionals and to cope with them always remain a challenge for the socially and ethically responsible manager. The moral values of a professional lie deep within, starting with the core communications between his superiors, peers and subordinates. The levelheaded working style of a manager speaks volume of not only his good ethical behavior but also keen sense of judgment and ability to lead his subordinates in a fair and square manner. An ethically responsible manager not only tells people what to do but shows them how to do it. A Manager must be the role model to other employees of the company; therefore, he is accountable for the training and guidance of his coworkers and associates. The management must device an ethical education management and assessment of behavioral integrity of the employees to extract more productivity (Wankel, 2011). It is rightly said that â€Å"Charity begins at home†, the same is applied to morals of the management. Ethically responsible management practices enforced by a company ensure that the company declines any shady business practices and eventually fraudulent functioning of the employees. The old business model has drastically changed over the years as accountability and transparency have become norms of progressive business (Carroll, 2012). In this context, the burden on the shoulders of whistles blowers have increased radically. They should be encouraged to report organizational misconduct in any form or manifestation. It is the responsibility of the management to encourage its employees to report any fraud or delinquency. Fortification of the whistle blower from coworkers is the responsibility of the company also which in return shall endorse the trust of the employees on the management. There are many example of ethical dilemma which arises due to the fact that the people in power not realize the repercussion of their decisions. Although society gives so much for the business to prosper, mostly none is returned to the society. A classical example would be the industrial waste coming out of a process industry which gravely affects the flora and fauna of the milieu. The decision of the management to spill industrial drainage without treatment is a solemn ethical breach. The environmental agencies have formalized various codes and standards like OSHAS which should have been followed prior to any drainage of detrimental waste water. Ethically responsible management practices and social issues bear close rapport. Hence the management must always have an insight to resolve these issues as they are always involved in dealing with the community directly or indirectly related to the business. The managers may have to take stern decisions to alleviate unethical demeanor yet it is bound to return back in folds.

Steve Jobs :: essays research papers

Steve Jobs Born 1955 Los Altos CA; Evangelic bad boy who, with Steve Wozniak, co-founded Apple Computer Corporation and became a multimillionaire before the age of 30. Subsequently started the NeXT Corporation to provide an educational system at a reasonable price, but found that software was a better seller than hardware. Steven Paul, was an orphan adopted by Paul and Clara Jobs of Mountain View, California in February 1955. Jobs was not happy at school in Mountain View so the family moved to Los Altos, California, where Steven attended Homestead High School. His electronics teacher at Homestead High, Hohn McCollum, recalled he was "something of a loner" and "always had a different way of looking at things." Going to work for Atari after leaving Reed College, Jobs renewed his friendship with Steve Wozniak. The two designed computer games for Atari and a telephone "blue box", getting much of their impetus from the Homebrew Computer Club. Beginning work in the Job's family garage they managed to make their first "killing" when the Byte Shop in Mountain View bought their first fifty fully assembled computers. On this basis the Apple Corporation was founded, the name based on Job's favorite fruit and the logo. Steve Jobs innovative idea of a personel computer led him into revolutionizing the computer hardware and software industry. When Jobs was twenty one, he and a friend, Wozniak, built a personel computer called the Apple. The Apple changed people's idea of a computer from a gigantic and inscrutable mass of vacuum tubes only used by big business and the government to a small box used by ordinary people. No company has done more to democratize the computer and make it user- friendly than Apple Computer Inc. Jobs software development for the Macintosh re-introduced windows interface and mouse technology which set a standard for all applications interface in software. Two years after building the Apple I, Jobs introduced the Apple II. The Apple II was the best buy in personal computers for home and small business throughout the following five years. When the Macintosh was introduced in 1984, it was marketed towards medium and large businesses. The Macintosh took the first major step in adapting the personal computer to the needs of the corporate work force. Steve Jobs was considered a brilliant young man in Silicon Valley, because he saw the future demands of the computer industry. He was able to build a personal computer and market the product. His innovative ideas of user-friendly software for the Macintosh changed the design and functionality of software interfaces created for computers. The Macintosh's interface allowed people to interact