Analysis of Images of Organization by Gareth Morgan Essay - 1

Analysis of Images of Organization by Gareth Morgan - Essay Example I) He explains that ‘Metaphor is inherently paradoxical in nature and has far-reaching consequences. One major problem that faces modern management today is our mechanical way of thinking about organizations, that is so deeply rooted in us, that we find it find it very difficult to organize things in any other way. In Chapter 2, (Morgan, 2006, pg. 11) enlightens us on how labor became revolutionized and how machines took command in the workplace. In ancient times work was carried out in a very laborious way, making use of only manual labor. As time passed and people became more civilized they began making tools to assist them in their work. Nowadays, Mechanization has taken over every area of work making it much more easy for us than it was in ancient times. Productivity has increased a thousand fold because of the great transition from being a craft to factory production. (Morgan, 2006, pg. 11) However, in the course of this revolutionization in work culture, we have to bear the assault made on the human spirit. We have adapted ourselves to the machine age and have come to use machines as a metaphor for ourselves and the society at large because we have to mold ourselves according to mechanical principles that have become part and parcel of our lives. Gareth Morgan, in chapter 3 of Organization as Flux and Transformation explains the importance of an ‘Open System’ that involves a continuous cycle of transformation, input, output and constructive feedback. In order to achieve such a harmonious working atmosphere, it is imperative to maintain healthy relationships between the environment and the internal functioning of the organization. Referring to Humberto Maturana and Francisco Varela, Morgan argues that their opinions on the ‘Open system’ differ as they feel that ‘all living systems are organizationally closed, autonomous systems of interaction that make reference only to themselves.†

John Kotter Good Leadership Management Essay

John Kotter Good Leadership Management Essay Lead only if u can manage. Though leadership means superiority and power, but management is the basic necessity and pillar of a business organisation. For a leader to function efficiently managerial skills and abilities are essential. The words lead from leadership and manage from management itself specifies its functions and characteristic activities. Leadership and management are definitely two distinctive and complementary systems of action as told by John Kotter in 1991. Both leadership and management are not natural, they are acquired abilities and talents that can developed and modified according to the situation. Both leaders and managers are significant in an organisation to lead the management towards its vision and to manage the employees to accomplish the mission of the organisation. To briefly elaborate the topic assigned, this report will proceed along the following spectrum: what is management? , management concepts, who is a manager?, managers attributes and qualities, role of a manager, management theories, what is leadership?, who is a leader?, what attributes/traits makes a leader successful?, theories of leadership and difference between leadership and management. All of these topics will be explained briefly below with suitable quotes and examples. WHAT IS MANAGEMENT AND ITS CONCEPTS? Management is an existing process which is mainly result oriented, this process involves proper utilization of resources such as human, financial and material resources which are available to the organizations and to individual managers for the purpose of goal attainment (Michael Armstrong, 1990, p. 1). There are four basic management concepts namely, Planning- What, How and When the tasks must be performed. Organizing- Determining tasks, Groupings of work and Putting plans into actions Influencing- Motivating, Leading, Directing organization members mainly to increase productivity. Controlling- Gathering information, Making comparisons and Finding new ways of improving production through organizational modifications (Samuel and Trevis, 2012, p.27). WHO IS A MANAGER? A Manager is a person in an organization, who has a group of employees under his control and it is his responsibility to plan, organise, influence, monitor and control the work of his group or team in order to achieve the organizational goals. There are different types of managers based on their field of work. Such as financial, production, service, marketing, human resource managers. Different managers have different responsibilities and targets. According to F. John Reh,(2011) a senior business executive says a manager is a person who helps others and get more done by motivating them, providing directions, making sure they are working together toward a common goal, removing roadblocks and providing feedback. Peter F. Drucker,(2009) a successful American businessman says The productivity of work is not the responsibility of the worker but of the manager. MANAGERS ATTRIBUTES AND QUALITIES Conceptual ability- A manager is in need of this ability which also involves decision making skills during some complex situations including environmental situations. A managers conceptual ability should be used in relation to the objectives and strategic planning of the organisation. (Laurie J. Mullins, 2005, p.212). Social and human skills- It refers to interpersonal relationship between the manager and employees. The manager should effectively utilise the human resource of the organisation which involves team works and proper direction to his employees and more over the manager should also be versatile. (Laurie J. Mullins, 2005, p.212). Technical competence- It is the managers ability of utilization of specific knowledge, methods and techniques to organise the tasks and is mostly required at supervisory level, staff trainings and in day-to-day operations. (Laurie J. Mullins, 2005, p.211). ROLE OF A MANAGER See Possibilities Manager is the only people who knows the employees better than anyone else and try to bring the best out of them. (Scrid, 2012) Know the Structure   Manger should be up-to-date with the organisation structure and objectives, so that he can evaluate his expectation from the employees. (Scrid, 2012) Remember: Small Actions Count!   Little drops of water make the ocean, and little kindness act as bond between the manager and the employees and creates respect among each other. (Scrid, 2012) Be Creative In this complex and volatile business environment it is expected for the manager to be creative and be an inspirational tool for co-workers and other employees. (Scrid, 2012) Commit   As the level of commitment is contagious, a manager should not only be committed to his objectives but should also show commitment toward his employees. (Scrid, 2012) Be Human   Authority should not create a gap between a manager and his employees. The manager can be himself, but if he tries to be someone his employees can look up to. The manger will gain respect, loyality and a good connection. (Scrid, 2012) Stay Versatile   A manager should be flexible and versatile and be ready for sudden changes and others suggestions from his employees. (Scrid, 2012) Have fun while you work   A manager should know how to be professional at work and having fun in the process. (Scrid, 2012) Be a role model   The manager is considered as the leader for the employees working under him. The employees will mirror their managers work ethics. So the manager should be worthy of being a role model. (Scrid, 2012) MANAGEMENT THEORIES: Frederick Taylors Scientific Management Lillian Gilbreths motion study Max Webers bureaucratic theory Henri Fayols administrative theory Elton Mayos hawthorne effect Systems Approach Chaos theory Team Building theory WHAT IS LEADERSHIP? Ralph Stogdill (1950) points out that the definition of leadership has three components, they are: 1. Interpersonal relationship, 2. Social context and 3. Goal attainment. So leadership is the process of influencing one subordinate or an organised group in setting a goal and in attaining the targeted goal. (Buc and Huk, 2010, p.596) Peter F. Drucker,(2009) a successful American businessman says Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes. WHO IS A LEADER? A leader is one who keeps people moving forward by motivating them and invest in them rather than getting something out of them.A leader is one who delegates the work to the right person who can do it better than the others.A leader not only identifies problems but also initiates a solution to the problem. According to Douglas MacArthur, (1930)   the son of the high-ranking military figure, Arthur MacArthur says A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent. WHAT ATTRIBUTES/TRAITS MAKES A LEADER SUCCESSFUL? Emotional intelligence- It is the ability to identify, evaluate, and control the  emotions  of oneself, of others, and of groups. Daniel Goleman framed emotional intelligence and he identified six leadership styles which affect working atmosphere and financial performance. The aspect of emotional intelligence is the selection of these leadership styles to be successful. (Buc and Huk, 2010, p.614) Interpersonal communication skill- It is the   is the process by which people exchange information, feelings, and meaning through  verbal  and  non-verbal  messages: it is  face-to-face communication. Interpersonal communication is not just about what is actually said, it is also about the language used and but  how  it is said and the non-verbal messages sent through tone of voice,  facial  expressions, gestures and body language.(Skillsyouneed, 2012) Modification skills- a leader must be versatile and flexible in order to handle the situations and make some modification in his behaviour, objectives and plans in order to initiate a solution for the problems being faced by the organisation. Creativity- as the decision making process lies in the hands of the leader. It is expected from him to be creative and come up with some innovative decisions for the welfare and profitability of the organisation. Creativity make the leader a role model. Motivation- it is the process of keep people or employees moving forward by fulfilling their needs and ideas and focusing them toward the attainment of the organisational goal with energy and persistence (Buc and Huk, 2010, p.225) LEADERSHIP STYLES Leadership styles mainly deals with the different functions of leadership and the style of leadership towards members of the group or subordinate staffs. They are classified into three styles, namely: Authoritarian (or autocratic) style- it is where the power is with the leader and all the interaction with the group and employees move towards the manager. The leader alone exercises decision making, authority for determining policies, procedures for achieving goals, work tasks and relationships, control of rewards and punishments. Democratic style- it is where the power is mostly with the group and there is a good interaction with in the group. The leadership functions are shared with the group and the manager is also a part of the group. The group members can give their suggestion in decision making, determination of policy and in implementation of systems and procedures Laissez-faire (genuine) style it is were the members of the group and their workings are observed and the power is passed to the members to allow them the freedom of action and no to interfere, but be available if help needed. The members are left to face decisions. There is often confusion over this style of leadership behaviour THEORIES OF LEADERSHIP: Great Men Theory The Trait Theories of Leadership Style Theory Douglas McGregor: Theory X and Theory Y Contingency Theory Behavioural Theories Participative Theories Relationship Theories DIFFERENCE BETWEEN LEADERSHIP AND MANAGEMENT CONCLUSION

Comparing Owens Dulce et Decorum Est and Cranes Do Not Weep, Maiden,

Comparing Owen's Dulce et Decorum Est and Crane's Do Not Weep, Maiden, For War Is Kind  Ã‚   Both Stephen Crane's "Do Not Weep, Maiden, For War Is Kind" and Wilfred Owen's "Dulce et Decorum Est" use vivid images, diction rich with connotation, similes, and metaphors to portray the irony between the idealized glory of war and the lurid reality of war. However, by looking at the different ways these elements are used in each poem, it is clear that the speakers in the two poems are soldiers who come from opposite ends of the spectrum of military ranks. One speaker is an officer and the other is a foot soldier. Each of the speakers/soldiers is dealing with the repercussions from his own realities of the horror of war based on his duty during the battle.            The speaker in "War is Kind" is an officer who grapples with his own conscience in an internal monologue. He is struggling with his feelings of guilt over leading younger soldiers into battle and his military responsibility to cover up the truth. One way of interpreting this poem is to consider that the officer is attending a traditional military funeral for one of his soldiers. This can be seen in the way the stanzas are set up in the poem. In the first, third, and fifth stanzas, the speaker appears to be consoling the weeping loved ones of a soldier who died in the war. This would normally be the job of an officer who leads a regiment into battle. Consoling the family members is a powerful tool for conveying the reality of war. Addressing loved ones of a deceased soldier illustrates the loss and suffering to be dealt with by those left behind. He speaks to a "maiden" (1), a "babe" (12), and a "mother" (23), thereby, conveying one of the most significant truths ab out wa... ...and Consulted Cather, Willa. "Stephen Crane's Do Not Weep, Maiden, For War Is Kind." In Willa Cather on Writing: Critical Studies on Writing as an Art. Lincoln: Bison-U of Nebraska P, 1988: 67-74. Crane, Stephen. â€Å"Do not weep, maiden, for war is kind.† The Modern Age Literature. Eds Leonard Lief and James F. Light. 4th Ed. Holt, Rhinehart and Winston; New York, 1981. p. 137 Grualman, Robert Edward, Jr. "Wilfred Owen." Critical Survey of Poetry. English Language Series. Rev. ed. 5. Ed. Frank N. Magill. Pasadena: Salem P, 1992. 2530-2531. Kerr, Douglas. Wilfred Owen's Voices: Language and Community. Oxford: Clarendon Press, 1993. Knapp, Bettina L. Stephen Crane. New York: The Ungar Publishing Company, 1987. 172-174. Owen, Wilfred. â€Å"Dulce Et Decorum Est.† World War I British Poets. Ed. Candace Ward. Dover Publications, Inc; New York, 1997.

Muscle Contraction Steps

During a Muscle Contraction The muscle fiber is in a resting state. The resting state is slightly negative inside and slightly positive outside. It has to be in this state in order to receive a message. First the brain sends a message to the muscle using a neuron then reaches the axon terminal of the neuron. Calcium gates then open on the axon terminal allowing calcium to rush in. Ach release from axon terminals, diffuses across the synaptic clef and binds to (receptors) on motor end plate.Then Ach receptor channel opens and increases permeability of Na+ into karyoplasms. This allows sodium gates to open. Na+ enters muscle fiber, rapid depolarization of sarcolemma occurs. Voltage changes to a less negative charge. An increase of Na+ rushing into cell allows for more gates to open (depolarization wave). Acetylcholinesterase is an enzyme that resets and closes gates once Ach is removed from its receptor. Once sodium gates close it initiates K+ gates to open.K+ rushes out of the cell th is and once repolarized the gates closes by the use of a pump and return to a resting state. ATP powers the Ca++ active transport pumps. The action potential spreads away from the end plate in all directions and depolarizes the T-tubules and dips down into the SR and depolarizes it. Calcium gates on the SR return open and allows calcium to rush out into the sarcoplasm. Calcium gates close, when a gate opens it’s a one way movement.Ca++ combines with protien troponin and changes shape exposing the myosin binding sites on actin. This is the latent period, the lag time between stimulation and contraction. Myosin heads or cross bridges attach to actin binding sites on thin filaments. The sliding filament theory of a muscle contraction begins. When myosin binds to actin it pulls toward the m-line this is the â€Å"power stroke†. Once myosin head if flexed, ATP binding site is exposed and ATP binds to the head. Every single myosin head that attaches to actin has to have ATP. Now the myosin head detaches from actin binding sites in result of ATP binding. Energy from ATP returns the myosin head to cocked forward position and now attaches to a new binding site on actin. Ca++ is then removed from troponin and changes shape allowing tropomyosin to cover myosin binding sites on actin. ATP is required to assist with the active transport of Ca++ to the SR. This process is considered the contraction and is repeated over and over as long as ATP and Ca++ are available.

Amy Tan Fish Cheeks Essay

Amy Tan and Maya Angelou come from extremely different cultures, and trying to feel accepted in American Culture. Both authors discuss a feeling of being an outcast and how their cultural differences set them apart. However, Amy Tan effectively uses narration and description to depict her sense of isolation from the dominant American culture. Angelou’s story is set in the South during the 1930’s when racism was prominent in society and an acceptable practice. Angelou’s writing mostly describes the reaction of the audience as they listen to the boxing match. She does not describe in detail on how this fight affects her or what it means to those around her. Her writing gives the reader a sense of excitement and nervousness, but it does not depict her sense of isolation from the dominant culture. Tan’s story takes place in California during the 1960’s. She feels embarrassed about her Chinese culture when she is faced with having a boy she likes and his family over for Christmas dinner. Tan describes in vivid detail her differences and embarrassment that she feels about being different from the Anglo culture. Tan more effectively describes her own isolation from social norms than Angelou. She describes her feeling and reactions to everything leading up to, during and after the Christmas dinner. Tan’s descriptive detail of her feelings throughout the evening effectively portrays her feelings of isolation and being different from the dominant American culture. The reader feels her humiliation and despair. This is evident when she describes the foods she loves in disgust and how she worries about her family’s manners at the dinner table. Angelou describes the emotions of the people around her and does not focus on her own feelings. Her focus is on the crowd’s emotions during the fight and their celebration following the win. The reader does not feel the same sense of isolation that Tan portrays. Angelo’s story describes the thoughts and feelings of her community during a boxing match. However, she does not focus on her own sense of isolation from the dominant American culture. Tan’s story describes her embarrassment and  fear of humiliation because she is different from her peer. She desperately wants to fit into the dominant American culture and is embarrassed by everything her culture and family represents during the Christmas