Is Money the Factor That Can Improve Society Assignment

Is Money the Factor That Can Improve Society - Assignment Example Muda, Japanese for waste, can come in many forms--all of which either add nothing to the finished product or nothing for which the customer is willing to pay. A few examples follow:   Transportation. Any required transportation of products or parts adds nothing from the customer's perspective. Therefore, it should be minimized or eliminated. It's common for plant redesign or reorganization to be among the first steps in a lean effort.   Overproduction. This occurs when a part or product is manufactured before it's needed--either before a customer has ordered it or before it can begin the next process in the production system. This results in a backlog of material that must be stored, which adds unnecessary expense and inefficiency. A truly lean enterprise isn't dependent upon speculative market forecasting for determining production runs.Work in progress. WIP can be caused by overproduction, poor scheduling or long and uneven cycle times. Lean companies ensure that each manufacturing process takes roughly the same amount of time by adjusting the processes themselves or the resources dedicated to each. Additionally, suppliers must be held accountable for the reliable delivery of their shipments.Also inherent to a lean production system is the idea of continuous improvement. The lean executive recognizes waste in any form as a singular enemy, the fighting of which is his or her primary responsibility. Because every p rocess includes some waste, the elimination of all waste is an unattainable goal. On the other hand, lean optimists recognize that this truth means the benefits of a lean system - if diligently pursued - are inexhaustible, too.

Marketing Research Essay Example | Topics and Well Written Essays - 2000 words - 3

Marketing Research - Essay Example The data gathered and interpreted during marketing research significantly supports the organizations draw out future plans according to the changing trends and scenario of the market. It is considerably helpful in enhancing the organizations’ volume of production and sales. â€Å"Marketing research† Zaidi & Javed opine, â€Å"concentrates on data collection related to market product while interacting with the consumers, gathering information from them and interpreting results about various aspects of a market product.† (Zaidi and Javed, 2002:7). A marketing research is usually conducted either to prove the validity of the previous study, already conducted either by some other researcher or the same researcher in some other area or time period, or to gather latest information related to discover the various aspects of a market commodity. â€Å"All employees must practice the marketing concept in their everyday corporate behavior for a firm to be able to say that it is applying the marketing concept for consumer orientation, goal orientation, systems orientation and market exchange process.† (Dr. Langford, B. E.). The rapid transformations in business environment have made significant impacts on marketing research. Business environment is defined as the cultural and structural characteristics of an organization, an industry, a company or a market. In other words, the term refers to the managerial activities, departmental interactions, individual and group tasks, strategy formulation, implementation and analysis, and interaction between different branches and sections etc. The upper management and board of executives determine, review and regulate the cultural and strategic environment of an organization. The business culture is based on the management techniques devised for this purpose. â€Å"The business environment of an organization includes rituals and routines, control systems, organizational structure, power

Brief Overview Comparing Associate And Baccalaureate Prepared Nurses Nursing Essay

Brief Overview Comparing Associate And Baccalaureate Prepared Nurses Nursing Essay This paper explores the major differences between associate and baccalaureate prepared nurses. Although associate and baccalaureate prepared nurses both sit for the same national exam after program graduation, they are still different in many ways. Baccalaureate prepared nurses must encompass all the same schooling as the associate prepared nurse, but must additionally take on courses to prepare them to meet the demands of todays nursing. Baccalaureate prepared nurses also are more beneficial to their patients and workplaces by providing patients with safer care, and also with the ability to advance their career quicker than the associate prepared nurse. These nurses differ from ADN prepared nurses because they possess greater knowledge regarding health promotion, disease prevention, and reduction of risk. Knowledge in leadership and management, community nursing, and overall wellness also make the ADN nurse and BSN nurse dissimilar. Both educated nurses work to achieve the best poss ible level of wellness for their patients. Keywords: Associate prepared nurse(s), baccalaureate prepared nurse(s) A Brief Overview Comparing Associate and Baccalaureate Prepared Nurses The first baccalaureate nursing programs were established in the US in the early 1900s, but the need for nurses didnt start until the 1960s. The associate degree level of nursing was developed out of a need to produce nurses in response to a shortage during and following World War II. Although the associate degree programs alleviated the shortage back then, it was never meant to replace the professional level of nursing education. Recently, associate degree programs have become more popular because of the inexpensive cost and the amount of time it takes to obtain a degree. Researchers have shown that although there are many similarities, the benefit of an associate prepared (ADN) nurse to pursue a baccalaureate (BSN) degree is much greater than it is to just stop at the ADN level. This paper evaluates the difference between ADN prepared nurses and BSN prepared nurses that include the education one must obtain, the level of competencies and care for the patient, and the opportunity fo r career advancement. Although education between both degree programs are similar, the baccalaureate nursing programs offer the nurse greater knowledge. Baccalaureate nursing programs contain all of the courses taught in associate degree programs, but then also incorporate more science courses, nursing theory and research, community health, and leadership and management. The extra course work is meant to enhance the nurses professional development and prepare the nurse for a broader scope of practice. The additional knowledge also provides the nurse with a better understanding of any issues that may affect the patients and influence the delivery of care. Baccalaureate graduates also are taught to have more analytical and creative capacities and can eventually demonstrate stronger nursing skills in all areas. Whats more, with a baccalaureate degree, nurses that wish to further their education or strive for a higher position like a nurse practitioner, certified registered nurse anesthetist, or even a nurse educator, can do so. An associates prepared nurse cannot. In addition to the supplementary education that BSN nurses obtain, BSN nurses are known to offer a more individualized quality of care to their patients than the ADN nurse. Baccalaureate nurses demonstrate this by providing patient care that centers on uniquely identifying, respecting, and addressing patient issues, values, and needs. Various studies have also found that BSN nurses have a stronger communication system and use more problem solving skills (Johnson, 1988). They also have a higher proficiency in their ability to make nursing diagnoses and evaluate nursing interventions (Giger Davidhizar, 1990). Baccalaureate prepared nurses are prepared to adapt to situations more accurately than an associates prepared nurse. They are shown how to apply more specific care to their patients to prevent disease and achieve optimum levels of wellness. A study conducted by the California Institute for Nursing Health Care in 2008 found that higher prevalence of baccalaureate and masters-prep ared RNs at the bedside positively impact patient outcomes. The director stated, there is a growing body of evidence that shows that BSN graduates bring unique skills to their work as nursing clinicians and play an important role in the delivery of safe patient care. The link between higher levels of nursing education and better patient outcomes clearly shows positive impacts for not only the patients, but also to the nurses. The additional knowledge that a BSN prepared nurse gains from the courses in management and leadership allows for these nurses to partake in career advancement. This does not mean that an associate prepared nurse cannot ever obtain these higher positions, but that it will take longer. For example, if I, an associate prepared staff nurse, and a bachelor prepared nurse were both to apply for a position as a charge nurse, the bachelor prepared nurse will more likely be given the position because the BSN prepared nurse is more educated in leadership and management. The career ladder is much steeper for the ADN nurse. In many studies conducted, many chief nurse officers in university hospitals also express their preference to hire BSN nurses based on their education. In a 2001 survey published in the Journal of Nursing Administration, 72% of these directors identified dissimilarities in practice between nurses, stating, BSN nurses are prized for their skills in critical thinking, leadersh ip, case management, and health promotion, and for their ability to practice across a variety of inpatient and outpatient settings. Thus, offering the BSN nurse greater opportunities for career advancement in whatever setting they choose. The differences mentioned in this paper are just a few out of many differences between ADN prepared nurses and BSN prepared nurses. These differences include, but are not limited to education, the level of competencies and care for the patient, and the opportunity for career advancement. What is most important is for our society to recognize that as nurses expand their role and progress further into providing more unique care, the need for BSN prepared nurses will become more vital to facilitate to todays new world of medicine and technology.

Break Free From the Product Life Cycle Essay -- essays research papers

Kotler, P. (2003). Positioning and Differentiating Break Free From the Product Life Cycle Youngme Moon Harvard Business Review Summary A company must differentiate itself from others during the product life cycle by creating an image that demands attention and fosters unique brand awareness. Louis Vuitton is a company that continuously rejuvenates itself and has maintained a highly coveted brand for 150 years. A $1,000 monogrammed Louis Vuitton handbag is in such demand that it has spawned a multi-million dollar market of counterfeit products, most commonly referred to as â€Å"knock-offs.† The demand is so high for these knock-off products that LVMH Moet Hennessy, owner of the brand, has a special team that works with international police organizations. Last year there were 6,000 raids by police, resulting in the arrest of nearly 1,000 counterfeiters (LV, 2005). The LV logo has become an icon in the designer luggage, handbags and accessories market. The words Louis Vuitton are the code for describing an internationally recognized and exclusive fashion empire. LVMH Moet Hennessy’s target market is aimed at women aged between 18-35 who have a love of fine design, and the taste for tradition and luxury. Louis Vuitton has maintained its lead in fashion through clever advertising in magazines like â€Å"Vogue† with print ads that focus on LV logo products as chic. In recent years the company has expanded is product line into ready-to-wear, shoes, watches and jewelry. Since 1998, Marc Jacobs has provided the artistic direction to develop and market these new collections. Tapping actress/singer Jennifer Lopez as a model was another key move in skewing younger and getting some zest in print ads. Clearly LVMH Moet Hennessy’s market strategy is its high-quality and high-priced image which is promoted via elaborate packaging, exclusive distribution, and status symbol advertising. This ability to differentiate themselves from the crowded designer marketing place is why they continue to be highly successful and have significantly extended the product life cycle. Relationship/Reference to the Text Our text discusses the product life cycle and how companies must position and differentiate their market offerings throughout the cycle. Youngme Moon points out â€Å"there’s nothing inevitable about the product life cycle. Marketers are disrupting it by rede... ...o find ways to train the next generation of consumers (2005). Branding is 100% human emotion and everything else is just dressed up as rationality to give people permission to act on their emotions. Women (or their spouses--like me) are not buying a Louis Vuitton hand bag, they are buying prestige and the ability to demonstrate to others they are different and have achieved a certain level of status. Some will call it the snob factor, others just chic taste. Regardless of your social views of designer products, Louis Vuitton continues to differentiate themselves in the designer market. It constantly looks for ways to extend the product life cycle through innovative new products and advertising strategies to keep the brand highly recognized and coveted. References Kotler, P. (2003). Positioning and Differentiating the Market Offering Through the Product Life Cycle, Marketing Management, pp. 307-343 Moon, Y. (2005). Break Free From the Product Life Cycle Marketplace   Ã‚  Ã‚  Ã‚  Ã‚  Harvard Business Review, May 2005, pp. 87-94 Vogue (2003) http://www.vogue.com.au Alexandria: FPC Living Louis Vuitton Magazine Online (2005). http://www.vuitton.com/

‘Foul Shots’ by Rogelio Gomez Essay

The readings â€Å"Foul Shots† by Rogelio Gomez and â€Å"Civilize them with a Stick† by Mary Crow Dog reflects on the discrimination and prejudice experienced in places of education. In â€Å"Foul Shouts,† Gomez examines the shame and anger he felt as a teenager faced with obstacles of race and social class while Mary, a Sioux woman writes on the debasement and racism in a satire on color prejudice she suffered as a young student at a boarding school. They both write from past experiences in some measure of cynicism and open mockery they were subject to in school. There is a general mood of hatred and indignation. Often, a single check mark in a box labeled African American, Hispanic, American Indian, or one of several other underrepresented minorities listed in the ethnicity section of college eligibility and rights can mean the difference between acceptance and rejection. Although diversity is an important part of a liberal education, it is by no means its onl y goal. No liberal education can be said to take place where there is an atmosphere of resentment and injustice, as is the case on most universities where affirmative action is practiced today. An aggressive race-based affirmative action program contradicts the idea of a liberal education. The dogma has logical consequences that are profoundly important. If blacks, for example, are equal to whites in every way, what accounts for their poverty, criminality, and dissipation? Since any theory of racial differences has been outlawed, the only possible explanation for black humiliation is racism. And since minorities are markedly poor, crime-prone, and dissipated like Mary suffers in â€Å"Civilize them with a stick†. All public discourse on race today is locked into this rigid logic. Though the failure of minority students does not depend on white wickedness, Gomez in â€Å"A foul shot† is stoned with disillusion of being labeled as a â€Å"learning disability† because he fails to pass first grade. Look more:  examples of satire essays This type of disparage threatens to veer off into the forbidden territory of racial differences. A similar incident is noticed in Mary’s piece † Civilize them with a stick† where she is singled out as a bad example for unchastity in class. Thus, even if today’s whites can find in their hearts no desire to oppress minorities, yesterday’s whites must have oppressed them. Some whites do not consciously oppress blacks. They oppress them unconsciously. The dogma of racial equality leaves no room for an explanation of minority failure that is not,  in some fashion, an indictment. The logical consequences of these discrimination and feelings of inferiority are clear in both readings. Since we are required to believe that the only explanation Mary’s failure is racism, every time a minority is poor, commits a crime, goes on welfare, or takes drugs, the priests and sisters stands accused of yet another act of racism. All failure or misbehavior by the white students, stand as proof that the society is riddled with hatred and bigotry. For precisely so long as non-American Indians or non- pure Indians fail to succeed in life at exactly the same level as the minority students, the Indians will be, by definition, thwarting and oppressing them. This obligatory pattern of thinking leads to strange conclusions. First of all, the racism in Mary’s school is a sin that is committed almost exclusively by Holy people. Thus, whether or not an act is called racism depends on the race of the racist. There is another curious asymmetry about American racism. When non-whites advance their own racial purposes, no one ever accuses them of â€Å"hating† another group. They can agitate openly for racial preferences that come only at the expense of non-whites. The coach in â€Å"Foul Shots† tries to wipe out separation due to feelings of minority by asking both teams to hang out in pairs after the games. Should they actually go so far as to say that they prefer the company of their own kind that they wish to be left alone to enjoy the fruits of their heritage? Here, then is the final, baffling inconsistency about American race relations. All non-whites are allowed to prefer the company of their own kind, separating themselves from others who differ to think of themselves as groups with interests distinct from those of the whole, and to work openly for group advantage. This kind of hatred is not peculiar to the colleges alone. Many teenagers who are either in the hate groups or have a lack of faith in equality are made this way through their high schools. Many high schools are either all black or all white and influence the way that teens think. The all black schools even resemble the schools of old. They have minimal funding and substandard equipment. They are always in the worst neighborhoods and are filled with drugs and violence. In all white high schools, on the other hand, students are not  accustomed to being around blacks. This might be one of the reasons that blacks and whites do not mix well in colleges. At the same time, whites must also champion the racial interests of non-whites. They must sacrifice their own future on the altar of â€Å"diversity† and cooperate in their own dispossession. Perhaps if everyone would have a positive outlook on this problem in the future, there will be an end to all of the segregation in this nation’s schools and everywhere else that this pestilence exists. They only wish Mary asks in the â€Å"Civilize them with a stick,† is to be left alone to participate in the unfolding of her racial and cultural destinies.

Exercise 7 Respiratory System Mechanics

EXERCISE 7 Respiratory System Mechanics O B J E C T I V E S 1. To explain how the respiratory and circulatory systems work together to enable gas exchange among the lungs, blood, and body tissues 2. To define respiration, ventilation, alveoli, diaphragm, inspiration, expiration, and partial pressure 3. To explain the differences between tidal volume, inspiratory reserve volume, expiratory reserve volume, vital capacity, residual volume, total lung capacity, forced vital capacity, forced expiratory volume, and minute respiratory volume 4. To list various factors that affect respiration 5. To explain how surfactant works in the lungs to promote respiration 6. To explain what happens in pneumothorax 7. To explain how hyperventilation, rebreathing, and breathholding affect respiratory volumes T he physiological functions of respiration and circulation are essential to life. If problems develop in other physiological systems, we can still survive for some time without addressing them. But if a persistent problem develops within the respiratory or circulatory systems, death can ensue within minutes. The primary role of the respiratory system is to distribute oxygen to, and remove carbon dioxide from, the cells of the body. The respiratory system works hand in hand with the circulatory system to achieve this. The term respiration includes breathing—the movement of air in and out of the lungs, also known as ventilation—as well as the transport (via blood) of oxygen and carbon dioxide between the lungs and body tissues. The heart pumps deoxygenated blood to pulmonary capillaries, where gas exchange occurs between blood and alveoli (air sacs in the lungs), oxygenating the blood. The heart then pumps the oxygenated blood to body tissues, where oxygen is used for cell metabolism. At the same time, carbon dioxide (a waste product of metabolism) from body tissues diffuses into the blood. The deoxygenated blood then returns to the heart, completing the circuit. Ventilation is the result of muscle contraction. The diaphragm—a domeshaped muscle that divides the thoracic and abdominal cavities—contracts, making the thoracic cavity larger. This reduces the pressure within the thoracic cavity, allowing atmospheric gas to enter the lungs (a process called inspiration). When the diaphragm relaxes, the pressure within the thoracic cavity increases, forcing air out of the lungs (a process called expiration). Inspiration is considered an â€Å"active† process because muscle contraction requires the use of ATP, whereas expiration is usually considered a â€Å"passive† process. When a person is running, however, the external intercostal muscles contract and make the thoracic cavity even larger than with diaphragm contraction alone, and expiration is the result of the internal intercostal muscles contracting. In this case, both inspiration and expiration are considered â€Å"active† processes, since muscle contraction is needed for both. Intercostal muscle contraction works in conjunction with diaphragm muscle contraction. 87 88 Exercise 7 (a) Atmospheric pressure Parietal pleura Thoracic wall Visceral pleura Pleural cavity Transpulmonary pressure 760 mm Hg 756 mm Hg 4 mm Hg 756 760 Intrapleural pressure 756 mm Hg ( 4 mm Hg) Lung Diaphragm Intrapulmonary pressure 760 mm Hg (0 mm Hg) (b) F I G U R E 7 . 1 Respiratory volumes. a) Opening screen of the Respiratory Volumes experiment. (b) Intrapulmonary and intrapleural relationships Respiratory System Mechanics 89 Respiratory Volumes Ventilation is measured as the frequency of breathing multiplied by the volume of each breath, called the tidal volume. Ventilation is needed to maintain oxygen in arterial blood and carbon dioxide in venous blood at their normal levels—that is, at their normal partial pressures. [The term partial pressure refers to the proportion of pressure that a single gas exerts within a mixture. For example, in the atmosphere at sea level, the pressure is 760 mm Hg. Oxygen makes up about 20% of the total atmosphere and therefore has a partial pressure (PO2 ) of 760 mm Hg 20%, close to 160 mm Hg. ] Oxygen diffuses down its partial pressure gradient to flow from the alveoli of the lungs into the blood, where the oxygen attaches to hemoglobin (meanwhile, carbon dioxide diffuses from the blood to the alveoli). The oxygenated blood is then transported to body tissues, where oxygen again diffuses down its partial pressure gradient to leave the blood and enter the tissues. Carbon dioxide (produced by the metabolic reactions of the tissues) diffuses down its partial pressure gradient to flow from the tissues into the blood for transport back to the lungs. Once in the lungs, the carbon dioxide follows its partial pressure gradient to leave the blood and enter the air in the alveoli for export from the body. Normal tidal volume in humans is about 500 milliliters. If one were to breathe in a volume of air equal to the tidal volume and then continue to breathe in as much air as possible, that amount of air (above and beyond the tidal volume) would equal about 3100 milliliters. This amount of air is called the inspiratory reserve volume. If one were to breathe out as much air as possible beyond the normal tidal volume, that amount of air (above and beyond the tidal volume) would equal about 1200 milliliters. This amount of air is called the expiratory reserve volume. Tidal volume, inspiratory reserve volume, and expiratory reserve volume together constitute the vital capacity, about 4800 milliliters. It is important to note that the histological structure of the respiratory tree (where air is found in the lungs) will not allow all air to be breathed out of the lungs. The air remaining in the lungs after a complete exhalation is called the residual volume, normally about 1200 milliliters. Therefore, the total lung capacity (the vital capacity volume plus the residual volume) is approximately 6000 milliliters. All of these volumes (except residual volume) can be easily measured using a spirometer. Basically, a spirometer is composed of an inverted bell in a water tank. A breathing tube is connected to the bell’s interior. On the exterior of the inverted bell is attached a pen device that records respiratory volumes on paper. When one exhales into the breathing tube, the bell goes up and down with exhalation. Everything is calibrated so that respiratory volumes can be read directly from the paper record. The paper moves at a pre-set speed past the recording pen so that volumes per unit time can be easily calculated. In addition to measuring the respiratory volumes introduced so far, the spirometer can also be used to perform pulmonary function tests. One such test is the forced vital capacity (FVC), or the amount of air that can be expelled completely and as rapidly as possible after taking in the deepest possible breath. Another test is the forced expiratory volume (FEV1), which is the percentage of vital capacity that is exhaled during a 1-sec period of the FVC test. This value is generally 75% to 85% of the vital capacity. In the following experiments you will be simulating spirometry and measuring each of these respiratory volumes using a pair of mechanical lungs. Follow the instructions in the Getting Started section at the front of this lab manual to start up PhysioEx. From the drop-down menu, select Exercise 7: Respiratory System Mechanics and click GO. Before you perform the activities watch the Water-Filled Spirometer video to see the experiment performed with a human subject. Then click Respiratory Volumes. You will see the opening screen for the â€Å"Respiratory Volumes† experiment (Figure 7. 1). At the left is a large vessel (simulating the thoracic cavity) containing an air flow tube. This tube looks like an upside-down â€Å"Y. † At the ends of the â€Å"Y† are two spherical containers, simulating the lungs, into which air will flow. On top of the vessel are controls for adjusting the radius of the tube feeding the â€Å"lungs. This tube simulates the trachea and other air passageways into the lungs. Beneath the â€Å"lungs† is a black platform simulating the diaphragm. The â€Å"diaphragm† will move down, simulating contraction and increasing the volume of the â€Å"thoracic cavity† to bring air into the â€Å"lungs†; it will then move up, simulating relaxation and decreasin g the volume of the â€Å"thoracic cavity† to expel air out. At the bottom of the vessel are three buttons: a Start button, an ERV (expiratory reserve volume) button, and an FVC (forced vital capacity) button. Clicking Start will start the simulated lungs breathing at normal tidal volume; clicking ERV will simulate forced exhalation utilizing the contraction of the internal intercostal muscles and abdominal wall muscles; and clicking FVC will cause the lungs to expel the most air possible after taking the deepest possible inhalation. At the top right is an oscilloscope monitor, which will graphically display the respiratory volumes. Note that the Yaxis displays liters instead of milliliters. The X-axis displays elapsed time, with the length of the full monitor displaying 60 seconds. Below the monitor is a series of data displays. A data recording box runs along the bottom length of the screen. Clicking Record Data after an experimental run will record your data for that run on the screen. A C T I V I T Y 1 Trial Run Let’s conduct a trial run to get familiarized with the equipment. 1. Click the Start button (notice that it immediately turns into a Stop button). Watch the trace on the oscilloscope monitor, which currently displays normal tidal volume. Watch the simulated diaphragm rise and fall, and notice the â€Å"lungs† growing larger during inhalation and smaller during exhalation. The Flow display on top of the vessel tells you the amount of air (in liters) being moved in and out of the lungs with each breath. 2. When the trace reaches the right side of the oscilloscope monitor, click the Stop button and then click Record Data. Your data will appear in the data recording box along the bottom of the screen. This line of data tells you a wealth of information about respiratory mechanics. Reading the data from left to right, the first data field should be that of the Radius of the air flow tube (5. 00 mm). The next data field, Flow, displays the total flow volume for this experimental run. T. V. stands for â€Å"Tidal Volume†; E. R. V. for â€Å"Expiratory 90 Exercise 7 Reserve Volume†; I. R. V. for â€Å"Inspiratory Reserve Volume†; R. V. for â€Å"Residual Volume†; V. C. for â€Å"Vital Capacity†; FEV1 for â€Å"Forced Expiratory Volume†; T. L. C. for â€Å"Total Lung Capacity†; and finally, Pump Rate for the number of breaths per minute. 3. You may print your data at any time by clicking Tools at the top of the screen and then Print Data. You may also print the trace on the oscilloscope monitor by clicking Tools and then Print Graph. 4. Highlight the line of data you just recorded by clicking it and then click Delete Line. . Click Clear Tracings at the bottom right of the oscilloscope monitor. You are now ready to begin the first experiment.  ¦ A C T I V I T Y 2 6. Click Clear Tracings before proceeding to the next activity. Do not delete your recorded data—you will need it for the next activity.  ¦ A C T I V I T Y 3 Effect of Restricted Air Flow on Respiratory Volumes 1. Adjust the radius of the air flow tube to 4. 00 mm by clicking the ( ) button next to the radius display. Repeat steps 2–5 from the previous activity, making sure to click Record Data. How does this set of data compare to the data you recorded for Activity 2? The breathing isn't as strong ________________________________________________ the flow and tidal volume have decreased ________________________________________________ Is the respiratory system functioning better or worse than it did in the previous activity? Explain why. functioning worse, it isn't moving as much air or expanding ________________________________________________ the lungs as far because of the decreased space for intake ________________________________________________ and output of air 2. Click Clear Tracings. 3. Reduce the radius of the air flow tube by another 0. 0 mm to 3. 50 mm. 4. Repeat steps 2–6 from Activity 2. 5. Reduce the radius of the air flow tube by another 0. 50 mm to 3. 00 mm. 6. Repeat steps 2–6 from Activity 2. What was the effect of reducing the radius of the air flow tube on respiratory volumes? furthur decrease of flow and tidal volume ________________________________________________ ________________________________________________ What does the air flow tube simulate in the human body? trachea ________________________________________________ ________________________________________________ Measuring Normal Respiratory Volumes 1. Make sure that the radius of the air flow tube is at 5. 00 mm. To adjust the radius, click the ( ) or ( ) buttons next to the radius display. 2. Click the Start button. Watch the oscilloscope monitor. When the trace reaches the 10-second mark on the monitor, click the ERV button to obtain the expiratory reserve volume. 3. When the trace reaches the 30-second mark on the monitor, click the FVC to obtain the forced vital capacity. 4. Once the trace reaches the end of the screen, click the Stop button, then click Record Data. . Remember, you may print your trace or your recorded data by clicking Tools at the top of the screen and selecting either Print Graph or Print Data. From your recorded data, you can calculate the minute respiratory volume: the amount of air that passes in and out of the lungs in 1 minute. The formula for calculating minute respiratory volume is: Minute respiratory volume tidal volume bpm (breaths per minute) Calculate and en ter the minute respiratory volume: _7,500________ Judging from the trace you generated, inspiration took place over how many seconds? __2 seconds_____________ Expiration took place over how many seconds? What could be some possible causes of reduction in air flow to the lungs? obstruction, inflammation from illness or allergic ________________________________________________ reaction ________________________________________________ ________________________________________________ 7. Click Tools > Print Data to print your data. _____2 seconds____________ Does the duration of inspiration or expiration vary during yes ERV or FVC? _____ Respiratory System Mechanics 91 FIGURE 7. 2 Opening screen of the Factors Affecting Respiration experiment. Express your FEV1 data as a percentage of vital capacity by filling out the following chart. (That is, take the FEV1 value and divide it into the vital capacity value for each line of data. ) Factors Affecting Respiration Many factors affect respiration. Compliance, or the ability of the chest wall or lung to distend, is one. If the chest wall or lungs cannot distend, respiratory ability will be compromised. Surfactant, a lipid material secreted into the alveolar fluid, is another. Surfactant acts to decrease the surface tension of water in the fluid that lines the walls of the alveoli. Without surfactant, the surface tension of water would cause alveoli to collapse after each breath. A third factor affecting respiration is any injury to the thoracic wall that results in the wall being punctured. Such a puncture would effectively raise the intrathoracic pressure to that of atmospheric pressure, preventing diaphragm contraction from decreasing intrathoracic pressure and, consequently, preventing air from being drawn into the lungs. Recall that airflow is achieved by the generation of a pressure difference between atmospheric pressure on the outside of the thoracic cavity and intrathoracic pressure on the inside. ) We will be investigating the effect of surfactant in the next activity. Click Experiment at the top of the screen and then select Factors Affecting Respiration. The opening screen will look like Figure 7. 2. Notice the changes to the FEV1 as % of Vital Capacity Radius FEV1 Vital Capacity FEV1 (%) 5. 00 4. 00 3. 50 3. 00 3541 1422 822 436 4791 1962 1150 621 1. 35% 1. 37% 1. 39% 1. 42%  ¦ 92 Exercise 7 quipment above the air flow tube. Clicking the Surfactant button will add a pre-set amount of surfactant to the â€Å"lungs. † Clicking Flush will clear the lungs of surfactant. Also notice that valves have been added to the sides of each simulated lung. Opening the valves will allow atmospheric pressure into the vessel (the â€Å"thoracic cavity†). Finally, notice the changes to the display windows below the oscilloscope screen. Flow Left and Pressure Left refer to the flow of air and pressure in the left â€Å"lung†; Flow Right and Pressure Right refer to the flow of air and pressure in the right â€Å"lung. Total Flow is the sum of Flow Left and Flow Right. A C T I V I T Y 4 3. Click Flush to remove the surfactant from the previous activity. 4. Be sure that the air flow radius is set at 5. 00 mm, and that P ump Rate is set at 15 strokes/minute. 5. Click on Start and allow the trace to sweep the length of the oscilloscope monitor. Notice the pressure displays, and how they alternate between positive and negative values. 6. Click Record Data. Again, this is your baseline data. 7. Now click the valve for the left lung, which currently reads â€Å"Valve closed. † 8. . Click Start and allow the trace to sweep the length of the Click Record Data. oscilloscope monitor. Effect of Surfactant on Respiratory Volumes 1. The data recording box at the bottom of the screen should be clear of data. If not, click Clear Table. 2. The radius of the air flow tube should be set at 5. 00 mm, and the Pump Rate should be set at 15 strokes/minute. 3. Click Start and allow the trace to sweep across the full length of the oscilloscope monitor. Then click Record Data. This will serve as the baseline, or control, for your experimental runs. You may wish to click Tools and then Print Graph for a printout of your trace. 4. Click Surfactant twice to add surfactant to the system. Repeat step 3. When surfactant is added, what happens to the tidal volume? It increases the amount of air being inhaled ________________________________________________ As a result of the tidal volume change, what happens to the flow into each lung and total air flow? ________________________________________________ they all increase Why does this happen? urfactant decreases teh surface tension of water in the ________________________________________________ fluid that lines the walls of the alveoli ________________________________________________ Remember, you may click Tools and then either Print Data or Print Graphs to print your results.  ¦ A C T I V I T Y 5 What happened to the left lung when you clicked on the valve button? Why? The lung deflated due to the change in the intrapleural ________________________________________________ pressure ________________________________________________ ________________________________________________ What has happened to the â€Å"Total Flow† rate? t reduced ________________________________________________ by half 0 What is the pressure in the left lung? ___________________ no Has the pressure in the right lung been affected? _________ If there was nothing separating the left lung from the right lung, what would have happened when you opened the valve for the left lung? Why? Both lungs would have collapsed due to pressure ________________________________________________ ________________________________________________ ________________________________________________ ________________________________________________ Now click the valve for the left lung again, closing it. What happens? Why? nothing , there is excess air remaining in the lung ________________________________________________ ________________________________________________ Click Reset (next to the Flush button at the top of the air flow tube). What happened? the lung reinflated ________________________________________________ Describe the relationship required between intrathoracic pressure and atmospheric pressure in order to draw air into the lungs. intrathroacic pressure must be greater or lower than ________________________________________________ atmospheric pressure to draw air in and out of the lungs _______________________________________________ Effect of Thoracic Cavity Puncture Recall that if the wall of the thoracic cavity is punctured, the intrathoracic pressure will equalize with atmospheric pressure so that the lung cannot be inflated. This condition is known as pneumothorax, which we will investigate in this next activity. 1. Do not delete your data from the previous act ivity. 2. If there are any tracings on the oscilloscope monitor, click Clear Tracings. Respiratory System Mechanics 93 FIGURE 7. 3 Opening screen of the Variations in Breathing experiment. Design your own experiment for testing the effect of opening the valve of the right lung. Was there any difference from the effect of opening the valve of the left lung? no ________________________________________________ Remember, you may click Tools and then either Print Data or Print Graphs to print your results.  ¦ Variations in Breathing Normally, alveolar ventilation keeps pace with the needs of body tissues. The adequacy of alveolar ventilation is measured in terms of the partial pressure of carbon dioxide (PCO2). Carbon dioxide is the major component for regulating breathing rate. Ventilation (the frequency of breathing multiplied by the tidal volume) maintains the normal partial pressures of oxygen and carbon dioxide both in the lungs and blood. Perfusion, the pulmonary blood flow, is matched to ventilation. The breathing patterns of an individual are tightly regulated by the breathing centers of the brain so that the respiratory and circulatory systems can work together effectively. In the next activity you will examine the effects of rapid breathing, rebreathing, and breathholding on the levels of carbon dioxide in the blood. Rapid breathing increases breathing rate and alveolar ventilation becomes excessive for tissue needs. It results in a decrease in the ratio of carbon dioxide production to alveolar ventilation. Basically, alveolar ventilation becomes too great for the amount of carbon dioxide being produced. In rebreathing, air is taken in that was just expired, so the PCO2 (the partial pressure of carbon dioxide) in the alveolus (and subsequently in the blood) is elevated. In breathholding, there is no ventilation and no gas exchange between the alveolus and the blood. Click Experiment at the top of the screen and select Variations in Breathing. You will see the next screen, shown in Figure 7. 3. This screen is very similar to the ones you have been working on. Notice the buttons for Rapid Breathing, Rebreathing, Breath Holding, and Normal Breathing—clicking each of these buttons will induce the given pattern of breathing. Also note the displays for PCO2, Maximum PCO2, Minimum PCO2, and Pump Rate. 94 Exercise 7 A C T I V I T Y 6 How does the rebreathing trace compare to your baseline trace? (Look carefully—differences may be subtle. ) ________________________________________________ Why? _______________________________________________ ________________________________________________ Click Clear Tracings to clear the oscilloscope monitor.  ¦ A C T I V I T Y 8 Rapid Breathing 1. The oscilloscope monitor and the data recording box should both be empty and clear. If not, click Clear Tracings or Clear Table. 2. The air flow tube radius s hould be set to 5. 00. If not, click the ( ) or ( ) buttons next to the radius display to adjust it. 3. Click Start and conduct a baseline run. Remember to click Record Data at the end of the run. Leave the baseline trace on the oscilloscope monitor. 4. Click Start again, but this time click the Rapid Breathing button when the trace reaches the 10-second mark on the oscilloscope monitor. Observe the PCO2 levels in the display windows. 5. Allow the trace to finish, then click Record Data. What happens to the PCO2 level during rapid breathing? it decreased ________________________________________________ Why? co2 was removed more than during normal breathing ________________________________________________ ________________________________________________ Remember, you may click Tools and then either Print Data or Print Graphs to print your results. Click Clear Tracings before continuing to the next activity.  ¦ A C T I V I T Y 7 Breath Holding 1. Click on Start and conduct a baseline run. Remember to click Record Data at the end of the run. Leave the baseline trace on the oscilloscope monitor. 2. Click Start again, but this time click the Breath Holding button when the trace reaches the 10-second mark on the oscilloscope monitor. Observe the PCO2 levels in the display windows. 3. At the 20-second mark, click Normal Breathing and let the trace finish. 4. Click Record Data. What happens to the PCO2 level during breath holding? t rose ________________________________________________ Why? co2 exchange could not take place ________________________________________________ ________________________________________________ Rebreathing Repeat Activity 6, except this time click the Rebreathing button instead of the Rapid Breathing button. What happens to the PCO2 level during rebreathing? it increase ____________________________________ ____________ ________________________________________________ Why? there was more co2 in the inhaled air ________________________________________________ ________________________________________________ What change was seen when you returned to â€Å"Normal Breathing†? the rate and depth of breathing increased ________________________________________________ ______________________________________________  ¦ Remember, you may print your data or graphs by clicking Tools at the top of the screen and then selecting either Print Data or Print Graph.  ¦ A C T I V I T Y 9 Comparative Spirometry In Activity 1, normal respiratory volumes and capacities are measured. In this activity, you will explore what happens to these values when pathophysiology develops or during episodes of aerobic exercise. Using a water-filled spirometer and knowledge of respiratory mechanics, changes to these values in each condition can be predicted, documented, and explained. Did the total flow change? just a little ________________________________________________ Why? increase pump rate ________________________________________________ ________________________________________________ Respiratory System Mechanics 95 FIGURE 7. 4 Opening screen of the Comparative Spirometry experiment. Normal Breathing 1. Click the Experiment menu, and then click Comparative Spirometry. The opening screen will appear in a few seconds (see Figure 7. 4). 2. For the patient’s type of breathing, select the Normal option from the drop-down menu in the Patient Type box. These values will serve as a basis of comparison in the diseased conditions. 3. Select the patient’s breathing pattern as Unforced Breathing from the Breathing Pattern Option box. 4. After these selections are made, click the Start button and watch as the drum starts turning and the spirogram develops on the paper rolling off the drum across the screen, left to right. 5. When half the screen is filled with unforced tidal volumes and the trace has paused, select the Forced Vital Capacity button in the Breathing Pattern Options box. . Click the Start button and trace will continue with the FVC maneuver. The trace ends as the paper rolls to the right edge of the screen. 7. Now click on the individual measure buttons that appear in the data table above each data column to measure the lung volume and lung capacity data. Note that when a measure button is selected, t wo things happen simultaneously: (1) a bracket appears on the spirogram to indicate where that measurement originates on the spirogram and (2) the value in milliliters appears in the data table. Also note that when the FEV1 measure button is selected, the final column labeled FEV1/FVC will be automatically calculated and appear in the data table. The calculation is (FEV1/FVC) 100%, and the result will appear as a percentage in the data table. What do you think is the clinical importance of the FVC and FEV1 values? ________________________________________________ Why do you think the ratio of these two values is important to the clinician when diagnosing respiratory diseases? _______ demonstrates how the lungs are functioning ________________________________________________ FEV1 /FVC 100% 80% ______________________ 96 Exercise 7 Emphysema Breathing In a person with emphysema, there is a significant loss of intrinsic elastic recoil in the lung tissue. This loss of elastic recoil occurs as the disease destroys the walls of the alveoli. Airway resistance is also increased as the lung tissue in general becomes more flimsy and exerts less mechanical tethering on the surrounding airways. Thus the lung becomes overly compliant and expands easily. Conversely, a great effort is required to exhale as the lungs can no longer passively recoil and deflate. A noticeable and exhausting muscular effort is required for each exhalation. Thus a person with emphysema exhales slowly. . Using this information, predict what lung values will change in the spirogram when the patient with emphysema breathing is selected. Assume that significant disease has developed, and thus a loss of elastic recoil has occurred in this patient’s lungs. 2. Select Emphysema from the drop-down menu in the Patient Type box. 3. Select the patient ’s breathing pattern as Unforced Breathing from the Breathing Pattern box. 4. After these selections are made and the existing spirogram screen clears, click the Start button and watch as the drum starts turning and a new spirogram develops on the paper rolling off the drum. . Repeat steps 5–7 of the Normal Breathing section in this activity. 6. Now consider the accuracy of your predictions (what changed versus what you expected to change). Compared to the values for normal breathing: reduced Is the FVC reduced or increased? ______________________ reduced Is the FEV1 reduced or increased? _____________________ fev1 Which of these two changed more? ____________________ Explain the physiological reasons for the lung volumes and capacities that changed in the spirogram for this condition. _______________________________________________ ________________________________________________ ________________________________________________ 1. Using this information, predict what lung values will change in the spirogram when the patient who is having an acute asthma attack is selected. Assume that significantly decreased airway radius and increased airway resistance have developed in this patient’s lungs. 2. Select Asthmatic from the drop-down menu in the Patient Type box. 3. Select the patient’s breathing pattern as Unforced Breathing from the Breathing Pattern box. . After these selections are made and the existing spirogram screen clears, click the Start button and watch as the drum starts turning and a new spirogram develops as the paper rolls off the drum. 5. Repeat steps 5–7 of the Normal Breathing section in this activity. 6. Now consider the accuracy of your predictions (what changed versus what you expected to change). Compared to the values for normal breathing: reduced Is the FVC reduced or increased? _____________________ reduced Is the FEV1 reduced or increased? _____________________ fev1 Which of these two changed more? ___ ________________ Explain the physiological reasons for the lung volumes and capacities that changed in the spirogram for this condition. ________________________________________________ ________________________________________________ How is this condition similar to having emphysema? How is the fvc is less reduce than emphysema and it different? ______________________________________ the fev1 is more reduced, the fcv/fev1 % is also reduced ________________________________________________ Emphysema and asthma are called obstructive lung diseases as they limit expiratory flow and volume. How would a spirogram look for someone with a restrictive lung disease, such as pulmonary fibrosis? decreased fev1/fev ________________________________________________ What volumes and capacities would change in this case, and would these values be increased or decreased? normal or above normal volume ________________________________________________ ________________________________________________ In an acute asthma attack, the compliance of the lung is decreased, not increased as it was for emphysema, and air flows freely through the bronchioles. Therefore, will the FEV1/ FVC percentage be less than normal, equal to normal, or higher higher than normal? ______________________________________ Acute Asthma Attack Breathing During an acute asthma attack, bronchiole smooth muscle will spasm and thus the airways become constricted (that is, they have a reduced diameter). They also become clogged with thick mucous secretions. These two facts lead to significantly increased airway resistance. Underlying these symptoms is an airway inflammatory response brought on by triggers such as allergens (e. g. , dust and pollen), extreme temperature changes, and even exercise. Similar to emphysema, the airways collapse and pinch closed before a forced expiration is completed. Thus the volumes and peak flow rates are significantly reduced during an asthma attack. However, the elastic recoil is not diminished in an acute asthma attack. Respiratory System Mechanics 97 Acute Asthma Attack Breathing with Inhaler Medication Applied When an acute asthma attack occurs, many people seek relief from the symptoms by using an inhaler. This device atomizes the medication and allows for direct application onto the afflicted airways. Usually the medication includes a smooth muscle relaxant (e. . , a beta-2 agonist or an acetylcholine antagonist) that relieves the bronchospasms and induces bronchiole dilation. The medication may also contain an antiinflammatory agent such as a corticosteroid that suppresses the inflammatory response. Airway resistance is reduced by the use of the inhaler. 1. Using this information, predict what lung values will change in the spirogram whe n the patient who is having an acute asthma attack applies the inhaler medication. By how much will the values change (will they return to normal)? 2. Select Plus Inhaler from the drop-down menu in the Patient Type box. 3. Select the patient’s breathing pattern as Unforced Breathing from the Breathing Pattern box. 4. After these selections are made and the existing spirogram screen clears, click the Start button and watch as the drum starts turning and a new spirogram develops as the paper rolls off the drum. 5. Repeat steps 5–7 of the Normal Breathing section. 6. Now consider the accuracy of your predictions (what changed versus what you expected to change). Compared to the values for the patient experiencing asthma symptoms: Has the FVC reduced or increased? Is it â€Å"normal†? ________ no no Has the FEV1 reduced or increased? Is it â€Å"normal†? _______ fev1 Which of these two changed more? ____________________ Explain the physiological reasons for the lung volumes and capacities that changed in the spirogram with the application of the medication. _________________________________ ________________________________________________ How much of an increase in FEV1 do you think is required for it to be considered significantly improved by the not sure medication? _______________________________________ when the feve1 is closer to normal? ________________________________________________ a. In moderate aerobic exercise, which do you predict will rv change more, the ERV or the IRV? _____________________ b. Do you predict that the respiratory rate will change yes significantly in moderate exercise? ____________________ c. Comparing heavy exercise to moderate exercise, what values do you predict will change when the body’s significantly increased metabolic demands are being met by the not sure respi ratory system? _________________________________ ________________________________________________ d. During heavy exercise, what will happen to the lung volumes and capacities that have been considered thus far? hey will increase ________________________________________________ e. yes Will the respiratory rate change? If so, how? _________ 1. Select Moderate Exercise from the drop-down menu in the Patient Type box. The existing spirogram clears. 2. Click the Start button and watch as the drum starts turning and a new spirogram develops. Half of the screen will fill with breathing volumes and capacities for moderate exercise. 3. When the trace pauses, click on the individual measure buttons that appear in the data table above each data column to measure the lung volume and lung capacity data. . Select Heavy Exercise from the drop-down menu in the Patient Type box. 5. Click the Start button and the trace will continue with the breathing pattern for heavy exercise. The trace ends as th e paper rolls to the right-hand edge of the screen. 6. Now click on the individual measure buttons that appear in the data table above each data column to measure the lung volume and lung capacity data. 7. Now consider the accuracy of your predictions (what changed versus what you expected to change). Which volumes changed the most and when? ___________ Compare the respiratory rate during moderate exercise with that seen during heavy exercise. __________________  ¦ Breathing During Exercise During moderate aerobic exercise, the human body has an increased metabolic demand, which is met in part by changes in respiration. During heavy exercise, further changes in respiration are required to meet the extreme metabolic demands of the body. Histology Review Supplement For a review of respiratory tissue, go to Exercise H: Histology Atlas & Review on the PhysioEx website to print out the Respiratory Tissue Review worksheet.

Motivation Theorists and Their Theories

Motivation Theorists and Their Theories Free Online Research Papers Although the process of management is as old as history, scientific management as we know it today is basically a twentieth century phenomenon. Also, as in some other fields, practice has been far ahead of theory. This is still true in the field of management, contrary to the situation in some of the pure sciences. For instance, Albert Einstein, formulates a theory, which is later proved by decades of intensive research and experimentation. Not so in the field of management. In fact this field has been so devoid of real fundamental work so far, that Herbert A. Simon is the first management theoretician to win the Nobel Prize for Economics in 1978. His contribution itself gives a clue to the difficulty, bordering on impossibility, of real fundamental work in this field concerned with people. In order to arrive at a correct decision, the manager must have all the information necessary relevant to the various factors and all the time in the world to analyze the same. This is seldom, if ever, the case. Both the information available and the time at the managers disposal are limited, but he or she must make a decision. And the decision is, therefore, not the optimum one but a satisficing one in effect, a satisfactory compromise under the real conditions prevailing in the management arena. Traditional theory X This can best be ascribed to Sigmund Freud who was no lover of people, and was far from being optimistic. Theory X assumes that people are lazy; they hate work to the extent that they avoid it; they have no ambition, take no initiative and avoid taking any responsibility; all they want is security, and to get them to do any work, they must be rewarded, coerced, intimidated and punished. This is the so-called stick and carrot philosophy of management. If this theory were valid, managers will have to constantly police their staff, whom they cannot trust and who will refuse to cooperate. In such an oppressive and frustrating atmosphere, both for the manager and the managed, there is no possibility of any achievement or any creative work. But fortunately, as we know, this is not the case. Theory Y Douglas McGregor This is in sharp contrast to theory X. McGregor believed that people want to learn and that work is their natural activity to the extent that they develop self-discipline and self-development. They see their reward not so much in cash payments as in the freedom to do difficult and challenging work by themselves. The managers job is to dovetail the human wish for self-development into the organizations need for maximum productive efficiency. The basic objectives of both are therefore met and with imagination and sincerity, the enormous potential can be tapped. Does it sound too good to be true? It could be construed, by some, that Theory Y management is soft and slack. This is not true and the proof is in the pudding, for it has already proved its worth in the USA and elsewhere. For best results, the persons must be carefully selected to form a homogeneous group. A good leader of such a group may conveniently absent from group meetings so they can discuss the matters freely and help select and groom a new leader. The leader does no longer hanker after power, lets people develop freely, and may even (it is hoped) enjoy watching the development and actualization of people, as if, by themselves. Everyone, and most of all the organization, gains as a result. Theory Z Abraham Maslow This is a refreshing change from the theory X of Freud, by a fellow psychologist, Abraham Maslow. Maslow totally rejects the dark and dingy Freudian basement and takes us out into the fresh, open, sunny and cheerful atmosphere. He is the main founder of the humanistic school or the third force which holds that all the good qualities are inherent in people, at least, at birth, although later they are gradually lost. Maslows central theme revolves around the meaning and significance of human work and seems to epitomize Voltaires observation in Candide, work banishes the three great evils -boredom, vice and poverty. The great sage Yajnavalkya explains in the Brihadaranyaka Upanishad that by good works a man becomes holy, by evil works evil. A mans personality is the sum total of his works and that only his works survive a man at death. This is perhaps the essence of Maslows hierarchy of needs theory, as it is more commonly know. Maslows major works include the standard textbook (in collaboration with Mittlemann), Principles of Abnormal Psychology (1941), a seminal paper, A Theory of Human Motivation (1943) and the book, Eupsychian Management (pronounced yew-sigh-keyan) published in 1965. Maslows theory of human motivation is, in fact, the basis of McGregors theory Y briefly described above. The basic human needs, according to Maslow, are: physiological needs (Lowest) safety needs; love needs; esteem needs; and self-actualization needs (Highest) Mans behavior is seen as dominated by his unsatisfied needs and he is a perpetually wanting animal, for when one need is satisfied he aspires for the next higher one. This is, therefore, seen as an ongoing activity, in which the man is totally absorbed in order to attain perfection through self-development. The highest state of self-actualization is characterized by integrity, responsibility, magnanimity, simplicity and naturalness. Self-actualizers focus on problems external to themselves. His prescription for human salvation is simple, but not easy: Hard work and total commitment to doing well the job that fate or personal destiny calls you to do, or any important job that calls for doing. Maslow has had his share of critics, but he has been able to achieve a refreshing synthesis of divergent and influential philosophies of: Marx economic and physical needs; Freud physical and love needs; Adler esteem needs; Goldstein self-actualization. Frederick Herzberg Hygiene / Motivation Theory This is based on analysis of the interviews of 200 engineers and accountants in the Pittsburgh area in the USA. According to this theory, people work first and foremost in their own self-enlightened interest, for they are truly happy and mentally healthy through work accomplishment. Peoples needs are of two types: Animal Needs (hygiene factors) Supervision Interpersonal relations Working conditions Salary Human Needs (motivators) Recognition Work Responsibility Advancement Unsatisfactory hygiene factors can act as de-motivators, but if satisfactory, their motivational effect is limited. The psychology of motivation is quite complex and Herzberg has exploded several myths about motivators such as: shorter working week; increasing wages; fringe benefits; sensitivity / human relations training; communication. As typical examples, saying please to shop-floor workers does not motivate them to work hard, and telling them about the performance of the company may even antagonize them more. Herzberg regards these also as hygiene factors, which, if satisfactory, satisfy animal needs but not human needs. Chris Argyris According to Argyris, organization needs to be redesigned for a fuller utilization of the most precious resource, the workers, in particular their psychological energy. The pyramidal structure will be relegated to the background, and decisions will be taken by small groups rather than by a single boss. Satisfaction in work will be more valued than material rewards. Work should be restructured in order to enable individuals to develop to the fullest extent. At the same time work will become more meaningful and challenging through self-motivation. Rensis Likert Likert identified four different styles of management: exploitative-authoritative; benevolent-authoritative; consultative; participative. The participative system was found to be the most effective in that it satisfies the whole range of human needs. Major decisions are taken by groups themselves and this results in achieving high targets and excellent productivity. There is complete trust within the group and the sense of participation leads to a high degree of motivation. Fred Luthans Luthans advocates the so-called contingency approach on the basis that certain practices work better than others for certain people and certain jobs. As an example, rigid, clearly defined jobs, authoritative leadership and tight controls lead in some cases to high productivity and satisfaction among workers. In some other cases just the opposite seems to work. It is necessary, therefore, to adapt the leadership style to the particular group of workers and the specific job in hand. Victor Vroom Vrooms expectancy theory is an extension of the contingency approach. The leadership style should be tailored to the particular situation and to the particular group. In some cases it appears best for the boss to decide and in others the group arrives at a consensus. An individual should also be rewarded with what he or she perceives as important rather than what the manager perceives. For example, one individual may value a salary increase, whereas another may, instead, value promotion. This theory contributes an insight into the study of employee motivation by explaining how individual goals influence individual performance. We have discussed above only a selection of the motivation theories and thoughts of the various proponents of the human behavior school of management. Not included here are, among others, the thoughts of: Seebohm Rowntree labor participation in management; Elton Mayo the Hawthorne Experiments; Kurt Lewin group dynamics; force field theory; David McClelland achievement motivation; George Humans the human group; William Whyte the organization man. What does it all add up to? Back to square one? Yes, indeed, the overall picture is certainly confusing. This is not surprising, for the human nature and human mind defy a clear-cut model, mathematical or otherwise. In some of the theories and thoughts presented, however, one can see some glimpses of the person and how, perhaps, he or she could be motivated. This is rewarding in itself. But, as noted earlier, practice has been ahead of theory in this field, so let us now move to the practical side of management of human behavior and motivation in the workplace. Application of employee motivation theory to the workplace Management literature is replete with actual case histories of what does and what does not motivate people. Presented here is a tentative initial broad selection of the various practices that have been tried in order to draw lessons for the future. Stick or carrot approach? The traditional Victorian style of strict discipline and punishment has not only failed to deliver the goods, but it has also left a mood of discontent amongst the working class. Punishment appears to have produced negative rather than positive results and has increased the hostility between them (the management) and us (the workers). In contrast to this, the carrot approach, involving approval, praise and recognition of effort has markedly improved the work atmosphere, leading to more productive work places and giving workers greater job satisfaction. Managers motivation toolkit The managers main task is to develop a productive work place, with and through those he or she is in charge of. The manager should motivate his or her team, both individually and collectively so that a productive work place is maintained and developed and at the same time employees derive satisfaction from their jobs. This may appear somewhat contradictory, but it seems to work. The main tools in the managers kitbag for motivating the team are: approval, praise and recognition trust, respect and high expectations loyalty, given that it may be received removing organizational barriers that stand in the way of individual and group performance (smooth business processes, systems, methods and resources see outline team building program) job enrichment good communications financial incentives These are arranged in order of importance and it is interesting to note that cash is way down the ladder of motivators. Lets look at a couple of examples taken from real life situations. The Swedish shipbuilding company, Kockums, turned a 15 million dollar loss into a 100 million dollar profit in the course of ten years due entirely to a changed perception of the workforce brought about by better motivation. At Western Electric there was a dramatic improvement in output after the supervisors and managers started taking greater interest in their employees. Dont coerce persuade! Persuasion is far more powerful than coercion, just as the pen is mightier than the sword. Managers have a much better chance of success if they use persuasion rather than coercion. The former builds morale, initiative and motivation, whilst the latter quite effectively kills such qualities. The three basic components in persuasion are: suggest; play on the persons sentiments; and appeal to logic. Once convinced, the person is so motivated as to deliver the goods. The manager will have achieved the goal quietly, gently and with the minimum of effort. It is, in effect, an effortless achievement. There has been a considerable amount of research into persuasion / motivation in the field of advertising and marketing. The research is entirely of the applied type, which can and has been used to great practical advantage. Some of the findings in this field were first published in the fifties in a book with the title, The Hidden Persuaders, which became a bestseller. More contemporary persuaders used by advertising and marketing people include: Faster talk is found to be more effective, since it is remembered better. Brain emits fast beta waves when a person is really interested in a particular presentation. These waves can be detected by an instrument. Subliminal approach using short duration presentation, whereby the message is transmitted below the level of awareness. Can these findings be used in actual work conditions? ATT (The American Telephone and Telegraph Co.,) recognizing the importance of hidden needs, at one time succeeded in promoting long distance calls by use of the simple phrase: Reach out, reach out and touch someone. Managers will need to adapt this persuasion / motivation technique to their own situation. Job satisfaction is there a trend? This is the title of a study carried out by the US Department of Labor among 1500 workers, who were asked to rate the job factors, from a list of 23, which they considered important starting from the most important factor. Their findings (Sanzotta (1977)) are contained in the table below. Job Satisfaction Findings White-collar workers Blue-collar workers A. Interesting work A. Good pay B. Opportunities for development B. Enough help and resources C. Enough information C. Job security D. Enough authority D. Enough information E. Enough help and resources E. Interesting work F. Friendly, helpful coworkers F. Friendly, helpful co-workers G. See results of own efforts G.Clearly defined responsibilities H. Competent supervision H.See results of own work I. Clearly defined responsibilities I. Enough Authority J. Good pay J. Competent supervision It is interesting that out of the 23 job factors listed for the survey, yet with the exception of two items (white-collar workers choice (B) and blue-collar workers choice (C)) groups selected the same top ten factors, although with different rankings. It is significant that good pay was considered as the most important factor by the blue-collar workers, but it ranked as the least important for white-collar workers. Individualize motivation policies It is well known that individual behavior is intensely personal and unique, yet companies seek to use the same policies to motivate everyone. This is mainly for convenience and ease compared to catering for individual oddities (Lindstone (1978)). Tailoring the policy to the needs of each individual is difficult but is far more effective and can pay handsome dividends. Fairness, decisiveness, giving praise and constructive criticism can be more effective than money in the matter of motivation. Leadership is considered synonymous (Tack (1979)) with motivation, and the best form of leadership is designated as SAL, situation adaptable leadership. In this style of leadership, one is never surprised or shocked, leadership must begin with the chief executive and it is more a matter of adaptation than of imparting knowledge. Ultimately, it is the leadership quality which leads to the success of a company through team building and motivating its people. The one-minute manager A contemporary bestseller (Blanchard Johnson (1983)) aimed at managers who seek to make star performers of their subordinates. To start with, the manager sets a goal, e.g. one page read in one minute, and it is seen to be achieved by one minute of praising or reprimand as the case may be. But to be effective, these must be given (a) promptly, (b) in specific terms, and the behavior, rather than the person, should be praised or reprimanded. The concept is basic and it makes sense, although the book seeks to dramatize it. One minute praising is seen to be the motivating force. Everyone is considered a winner, though some people are disguised as losers, and the manager is extolled not to be fooled by such appearances. Lessons from Americas Best-run Companies Another bestseller, In Search of Excellence (Peters Waterman (1982)). Several criteria, including analysis of annual reports and in-depth interviews, were used to pick 14 model excellent companies out of an initial sample of 62 companies. As expected, most of the action in high-performing companies revolved around its people, their success being ascribed to: productivity through people; extraordinary performance from ordinary employees; treating people decently. Personnel function and in particular leadership were considered the most critical components. If the leaders in an organization can create and sustain an environment in which all employees are motivated, the overall performance is bound to be good. The three essentials for creating such an environment are: fairness; job security; and involvement. Of all the resources available, the human resource is clearly the most significant, but also the most difficult to manage. Excellence can only be achieved through excellent performance of every person, rather than by the high-pitched performance of a few individuals. And motivation is, undoubtedly, the crux. Conclusion There is no simple answer to the question of how to motivate people. Can money motivate? Yes, but money alone is not enough, though it does help. We have discussed some of the pertinent theories bearing on human motivation and this is balanced by some of the practical factors which can lead to excellence. Human resource remains the focal point and leadership the critical component, and motivation has to be tailored to each individual. The next section deals with an important mode of motivation, namely financial aspects of rewarding employees. Research Papers on Motivation Theorists and Their TheoriesThree Concepts of PsychodynamicThe Project Managment Office SystemMoral and Ethical Issues in Hiring New EmployeesIncorporating Risk and Uncertainty Factor in CapitalThe Relationship Between Delinquency and Drug UseEffects of Television Violence on ChildrenDefinition of Export QuotasCapital PunishmentOpen Architechture a white paperResearch Process Part One

Comon Sense by Thomas Paine essays

Comon Sense by Thomas Paine essays A period of psychological division categorizes the period from 1765 to 1776 in Americas history. Through the growing tyranny of the British Empire, ambiguity swept the American continent and created a divided community made up of loyalists, those who sided with the thoughts and views of the King of England, and patriots, those who refused to be ruled by the King of England. In order to repair the severed nation and create a continent united in a common goal, Thomas Paine, a native Englishman, discussed his powerful beliefs in a short pamphlet. He published the pamphlet, Common Sense, on February 14, 1776. Common Sense expresses the inner thoughts of a man who is highly concerned for the present and future state of America. Through many references to history, some of which recall events before the birth of Christ, he deduces the fact that America has no logical reason to remain under the wings of Great Britain. He expresses this idea by dividing his argument into three segments: the truth about the wickedness and ineffectiveness of a monarchy throughout history, the ineptitude of the British government, and the potential of a unified and independent America. Thomas Paines argument opens by condemning the idea of a tyrannical government, and praising the idea of society as a whole. As he does throughout the remainder of his claim, he uses effective rationality to relate to the common reader. Society is produced by our wants, and government by our wickedness; the former promotes our happiness positively by uniting our affections, the latter negatively by restraining our vices. The one encourages intercourse, the other creates distinctions. The first is a patron, the last a punisher (Paine p. 3). Through this particular thought, Paine promotes the idea that the people of America are fully capable of forming a constructive society. He believes that the colonies can live a more fruitful life wi...

Case Study Analysis of Casual Togs

There is a wide range of problems that may adversely affect the progress and competitiveness of organizations. These include structural problems, communication, management issues and failure to embrace change. Given that there is no fixed approach to management that is ideal for all organizations, each company has to ensure that it adopts the most ideal approach, which can be determined by several factors in the internal and external factors that are specific to the company (Hill et al., 2014). Businesses also need to ensure that they are flexible enough to promptly change in response to the adjustments that might be taking place in the tastes and preferences of their clients or even the tactics that their competitors in the industry are using. Companies that are not flexible enough might fail to maintain their relevance towards their target market segments and lose their competitive edge (Carter et al., 2013). This report presents a case analysis of Casual Togs, a women’s apparel company that is known for its moderately priced products. Most of the company’s products are blouses, shorts and knit dresses. In the analysis, the report highlights the problems that are being faced by the company and the factors that might have contributed to these issues. The importance of addressing these issues in a business is that it provides a guidance or basis for formulating strategies that will help to improve the company’s performance. The report also provides recommendations for Cy, Casual Togs’ principal stockholder, on the changes that he needs to make in the company. It also provides recommendations on how the company should change its management practice, structure and response to change, so as to avoid a recurrence or the problems it faces. The major problems facing the firm With reference to the case study of Casual Togs, there are a number of problems that are currently being faced by the company. One of these is that many of its products are being returned by consumers because of their low quality. For any business, the quality of products that are offered to clients is among the key attributes that determine its performance in the market (Bhardwaj Fairhurst, 2010). For Casual Togs, this also led to the loss of a major portion of its old loyal consumers. It also posed a challenge to the company in attracting new clients. Consequences of this issue include a drop in the company’s revenue and its overall brand position in the industry. It has also been outlined in the case study that the company also faces stiff competition from companies that have long been in the apparels industry as well as new upcoming ones. Another issue that faces Casual Togs lies in the human resource department. The company has failed to attract the necessary skills for it to run successfully. This is evidenced by the halt in the construction of the company’s distribution centre in the middle of the construction, which was attributed to the fact that the company did not get a qualified person who could supervise the construction project. In addition to this, two of the company’s designers resigned. This contributed to a drop in the company’s overall production in its nine centres by approximately 15%. The fact that Andy Johnson, the company’s budget manager and Sol Green, the market analyst could not speak to one another also clearly depicts a communication flaw among the employees in the firm. Judy, who was the company’s vice president, is also depicted in the case study as being aggressive in her communication with other employees. There are several incidents mentioned in the case study that highlight the failure by a section of the company’s executives and employees to embrace change. For instance, Judy objected most of the proposed changes, arguing that they were either too expensive or that they had been suggested by incompetent individuals. Another incident was when Andy rejected suggestions that were made by Bill Smith, his assistant, on new approaches that could be used in the collation and analysis of daily sales printouts so as to make better sales forecasts. Even though there are several other issues that are faced by Casual Togs in its operations, three main issues have been outlined in this section. These include the decline in the company’s competitiveness, human resource issues and the resistance to change among a section of the company’s staff. Causes of the Problems The first problem about the company is the fact that it is losing its old customers, and more of its products are being returned as a result of either poor quality or late delivery to customers. For any business to effectively win over the loyalty of its target customers, it has to be dependable in terms of the products and services it delivers (Dervitsiotis, 2011). Prolonged incidences of poor quality products and services or inconsistencies tend to repel customers. As earlier mentioned, there is high competition on the apparel and fashion industry, which also increases the purchasing power of buyers. Failure of one company meet consumer expectations, regardless of how slightly the gap may be, will make even the loyal customers to switch brands (Talib et al., 2011). Late delivery of products to customers also denotes the incompetence of the department that is concerned with the delivery of the company’s products. Another issue that is affecting Casual Togs lies in the human resource management approaches. With reference to the case study presented, there is evidence of a lack of equal of opportunities for career advancement in the company. An example is Andy, who had worked with the company for 15 years without any promotion because was not related with the other managers and was also of a different nationality. According to Choi et al. (2012), one of the causes of employee turnover is the failure of organizations to provide all the employees with a chance to attain their ultimate career goals. The aggressive nature with which Judy addresses employees in the organization also intimidates the employees and lowers their self esteem. This has an adverse effect on the organizational commitment of employees and has and ultimately, affects their levels of productivity (Adler, 2013; Lutgen-Sandvik Tracy, 2012). The issue of rigidity and failure to embrace change has also contributed to the problems being faced by Casual Togs. One of the organizational aspects that have led to this is the fact that Cy, the company’s president gave all the departmental heads the freedom to make decisions that they considered to be fit for the organization. Whereas it can be argued as an approach that is relevant to the present-day business environment, it poses a challenge to decision making when rapid change are to be made because the opinions of every departmental supervisor have to be considered (Myers et al., 2012). These factors have affected the effectiveness with which Casual Togs adjusts in response to the changes in the market, leading to its dwindling performance. This shows the need for organizations to be flexible enough to maintain its relevance to the target markets (Dervitsiotis, 2011). This section has presented some of the main factors that have led to the existence of the issues that faced by Casual Togs. These include the failure of the company to adhere to quality in the design of its products and the failure to motivate employees, which adversely affects their levels of commitment. Several measures have to be put in place to ensure that the earlier mentioned issues have been overcome. Suggestions for changes to be implemented by Cy, Casual Togs’ President In regard to the issues that have been earlier identified, there are different approaches that ought to be used to change the current situation of the organization. With regard to the quality issues that have led to a loss of clients by the company and increased returns of goods, the direct measure that has to be taken is to ensure that the designers of the company’s apparel products pay attention to detail so as to enhance the quality of the products (Bhardwaj Fairhurst, 2010). There is also a need to intensify the quality management process to ensure that defective products are minimized (Rosenfeld, 2012). As presented in the case study, market research that is carried out mainly focuses in the levels of sales that should be expected in certain seasons. However, it is also vital for the organization to incorporate the on-going trends in fashion so as to effectively address customer needs (Witell et al., 2011). Human resources in any organization are among the most valuable assets, and have a key contribution towards its overall success. However, it is vital for organizations to motivate them so as to increase their productivity and organizational commitment (Bratton Gold, 2012). One of issues that are evident at Casual Togs is that employees from a certain nationality are more likely to be promoted than the other employees. In this regard, Cy, the company’s president, needs to ensure that an equality policy is implemented to provide all employees with an equal chance of promotion within the organizational ranks (Giuliano et al., 2011). This will not only motivate employees to work more, but will also attract talented job seekers. The management meetings that were held between managers and other departmental leaders within the organization were informal, marred with emotionally charged arguments, shouting and door slamming. This is a clear indication of the failure to recognize authority an order during these meetings. It is also quite unlikely that such meetings met the intended objectives. To avoid recurrence of such scenarios, the company’s president needs to change the way board meetings are held from informal to formal (Diefenbach Todnem, 2012). This will instil a sense of order, and will increase the possibilities of attaining the goals set to be met in the meetings. In the presented case, there is evidence of interference of departmental operations by managers or vice presidents of different departments. An individual from a different department could question an action carried out in another department that has no connection to his. Whereas there is need for cross-functional communication and cooperation within an organization (Hongjun Yajia, 2012), such interferences as those depicted at Casual Togs are destructive. To limit this, the company’s president needs to change the structure of the organization (Deb, 2009). Suggestions to prevent future issues at Casual Togs To prevent future problems from occurring at the organization, it is necessary for Casual Togs to ensure that it makes the necessary adjustments. These include structural changes, management practices and their response to changes taking place in the competitive environment. Suggestions for change are provided in further detail below. Management Practice There are a number of changes that ought to be made in the management practices of Casual Togs. The individual in management that raises concern in the case study is Judy, the vice president. Her aggression towards employees, as well as her interference with operations across all departments within the organization, has to be addressed. Given that she is among the majority shareholders in the company and related to the president, there is no possibility of sacking her from the position she holds. Instead, she needs to be encouraged to attend management seminars so as to improve her employee management approach (Bratton Gold, 2012). Rather than being autocratic in her management and aggressive in communicating with other employees in the organization, she needs to change and become a persuasive or democratic in her management and assertive in communication (Adler, 2013). In persuasive management, managers provide a clear explanation to their employees as to why they have made a certa in decision. In democratic management, employees are allowed to make suggestions in the decision making process, and the opinion with the highest votes is selected (Hill et al., 2014). By being assertive in communication, points or arguments are firmly put across to other employees, but respect is still maintained (Adler, 2013). Cy’s approach of management is too lenient to departmental heads within the organizations. This has also affected the way in which he handles suppliers, who often take advantage of his leniency to secure tenders even though they are supplying products at a higher price. Even though his consultative approach to management allows departmental heads to take part in decision making, there is still a need for him to exercise authority, especially when holding meetings with them (Diefenbach Sillince, 2012). Structural Change Before making a suggestion on the structural changes that ought to be implemented in the organization, it is vital to describe the organizational structure of Casual Togs as depicted in the case study. Based on the informal nature of meetings between departmental heads and the company’s president and the lack of a clear hierarchy of authority in the firm, it can be argued that the organizational structure of the company is adhocratic (Deb, 2009). Even though such a structure is ideal in encouraging creativity and innovation among employees and effectively adjusting with the changes in the market, it also has several demerits. These include a difficulty to solve routine problems that may arise in the organization, an unclear line of authority and high exposure of the organization to risk (Diefenbach Todnem, 2012). With reference to the case study, even though Judy is the vice president, she seems to have more authority that the company’s president, Cy. In this regard, the company needs to consider changing its structure to a more formal and well structured bureaucratic structure (Dervitsiotis, 2011). Even though such structures are known to limit innovation and creativity within the organization, it may be ideal for Casual Togs for a number of reasons. These include easing the decision making process, reduction of the exposure to risk and the acknowledgement of a certain structure of authority that has to be adhered to (Bratton Gold, 2012). Implementing such a structure is likely to eliminate the emotionally charged informal meetings’ scenarios and also the interference of individuals like Judy in all organizational departments. Responding to Changes in the Competitive Environment Based on the fact that the apparels industry is highly competitive and dynamic, it is also necessary for the company to be flexible enough and ready to implement changes that will maintain its relevance to the target markets (Rugman et al., 2012). One of the measures that have to be undertaken to attain this objective is to intensify market research and carry it out on a regular basis. This could be through seeking customer feedback or studying the changing trends through observation. Market research also involves studying the tactics or strategies that are being used by competing companies in the industry (Witell et al., 2011). It is through these market research efforts that the Casual Togs will be able to adjust its product designs and marketing strategies to fit the market preferences while at the same time ensuring that it effectively competes with other players in the market. Maintaining a competitive edge in the industry also depends on the skills that the company has in its human resource force (Dervitsiotis, 2011). It is important for Casual Togs to hire employees that are not only qualified, but also innovative enough to come up with designs that will be well accepted by the target markets. Innovation can also be nurtured among employees in the organization by utilizing appropriate motivational and reward strategies (Wright et al., 2012). Workers at Casual Togs also need to be informed on the inevitability of change in organizations, and why they should always be ready for it. By so doing, resistance to change among employees will be reduced. Some of the changes that may need to be implemented at Casual Togs include technological advancements in the production of its apparel and alteration of product designs to reflect the needs in the market (Myers et al., 2012). Conclusion and Recommendations Conclusion This report has presented a case study analysis of Casual Togs, a fashion business that mainly deals in the manufacture and distribution of women’s apparels. After two decades of operation, the company’s performance in the market dropped due because of a number of reasons, which have been highlighted in the report. One of these is the poor quality of products, which led to an increase in the volume of returned products. It also led to the withdrawal of many old customers. Another issue that has been identified is the failure to keep employees motivated enough to increase their organizational commitment. The causes of these issues at Casual Togs have also been presented in the paper, as well as some suggestions on how the president of the company can make the necessary changes to improve the situation at the company. Suggestions that have been provides comprise of management changes, structural changes and how the company can respond faster to changes and competition in the market. Further recommendations that can improve the company’s brand position are presented hereunder. Recommendations In order for the company to appeal to a wider market and increase its returns, it needs to consider expanding its product line. As opposed to the current products that only target ladies, Casual Togs can also consider introducing men’s and children’s clothes. As presented in the case, the products that the company distributes are mainly shorts, blouses and some knit dresses. Introduction of other female apparel like skirts, trench coats and pants can also be advantageous for the company. The case has also highlighted the high costs of production that the company incurs. Though some of these costs are inevitable, the company can reduce the overall costs by using appropriate lean production strategies, which are aimed to minimize the cost and maximize production. Some of the approaches that can be used include minimization or even elimination of errors in the design and production of products and standardization of work processes. In terms of human resource management, the company needs to ensure that it hires and strives to maintain talented and innovative employees that will contribute towards its progress in the market. Some of the approaches to motivation include offering them a reasonable remuneration and rewarding them for unique contribution. Given that the fashion industry is quite competitive, failure to motivate and retain skilled employees may tempt them to cross over and work for competitor companies, which may be detrimental for Casual Togs. References Adler, G., 2013. Management Communication. New Jersey: Prentice Hall. Bhardwaj, V. Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-73. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58. Choi, S., Cheong, K.K. Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Deb, T., 2009. Managing Human Resource And Industrial Relations. Excel Books. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management Business Excellence, 22(5), pp.553-66. Diefenbach, T. Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. Diefenbach, T. Todnem, R., 2012. Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations. Bingley: Emerald Group Publishing. Giuliano, L., Levine, D.I. Leonard, J., 2011. Racial Bias in the Manager-Employee Relationship An Analysis of Quits, Dismissals, and Promotions at a Large Retail Firm. Journal of Human Resources, 46(1), pp.26-52. Hill, C., Jones, G?. Schilling, ?M., 2014. Strategic Management: Theory: An Integrated Approach. Mason: Cengage Learning. Hongjun, L. Yajia, G., 2012. Study on Chain Companies Human Resources Management. Information and Business Intelligence, 267, pp.227-32. Lutgen-Sandvik, P. Tracy, S.J., 2012. Answering Five Key Questions About Workplace Bullying How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work. Management Communication Quarterly, 26(1), pp.3-47. Myers, P., Hulks, S. Wiggins, L., 2012. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press. Rosenfeld, S.A., 2012. Competitive Manufacturing: New Strategies for Regional Development. New Jersey: Transaction Publishers. Rugman, A.M., Oh, C.H. Lim, D.S., 2012. The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), pp.218-35. Talib, F., Rahman, Z. Qureshi, M., 2011. A study of total quality management and supply chain management practices. International Journal of Productivity and Performance Management, 60(3), pp.268-88. Witell, L., Kristensson, P., Gustafsson, A. Lofgren, M., 2011. Idea generation: customer co-creation versus traditional market research techniques. Journal of Service Management, 22(2), pp.140-59. Wright, B.E., Moynihan, D.P. Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215. Case Study Analysis of Casual Togs There is a wide range of problems that may adversely affect the progress and competitiveness of organizations. These include structural problems, communication, management issues and failure to embrace change. Given that there is no fixed approach to management that is ideal for all organizations, each company has to ensure that it adopts the most ideal approach, which can be determined by several factors in the internal and external factors that are specific to the company (Hill et al., 2014). Businesses also need to ensure that they are flexible enough to promptly change in response to the adjustments that might be taking place in the tastes and preferences of their clients or even the tactics that their competitors in the industry are using. Companies that are not flexible enough might fail to maintain their relevance towards their target market segments and lose their competitive edge (Carter et al., 2013). This report presents a case analysis of Casual Togs, a women’s apparel company that is known for its moderately priced products. Most of the company’s products are blouses, shorts and knit dresses. In the analysis, the report highlights the problems that are being faced by the company and the factors that might have contributed to these issues. The importance of addressing these issues in a business is that it provides a guidance or basis for formulating strategies that will help to improve the company’s performance. The report also provides recommendations for Cy, Casual Togs’ principal stockholder, on the changes that he needs to make in the company. It also provides recommendations on how the company should change its management practice, structure and response to change, so as to avoid a recurrence or the problems it faces. The major problems facing the firm With reference to the case study of Casual Togs, there are a number of problems that are currently being faced by the company. One of these is that many of its products are being returned by consumers because of their low quality. For any business, the quality of products that are offered to clients is among the key attributes that determine its performance in the market (Bhardwaj Fairhurst, 2010). For Casual Togs, this also led to the loss of a major portion of its old loyal consumers. It also posed a challenge to the company in attracting new clients. Consequences of this issue include a drop in the company’s revenue and its overall brand position in the industry. It has also been outlined in the case study that the company also faces stiff competition from companies that have long been in the apparels industry as well as new upcoming ones. Another issue that faces Casual Togs lies in the human resource department. The company has failed to attract the necessary skills for it to run successfully. This is evidenced by the halt in the construction of the company’s distribution centre in the middle of the construction, which was attributed to the fact that the company did not get a qualified person who could supervise the construction project. In addition to this, two of the company’s designers resigned. This contributed to a drop in the company’s overall production in its nine centres by approximately 15%. The fact that Andy Johnson, the company’s budget manager and Sol Green, the market analyst could not speak to one another also clearly depicts a communication flaw among the employees in the firm. Judy, who was the company’s vice president, is also depicted in the case study as being aggressive in her communication with other employees. There are several incidents mentioned in the case study that highlight the failure by a section of the company’s executives and employees to embrace change. For instance, Judy objected most of the proposed changes, arguing that they were either too expensive or that they had been suggested by incompetent individuals. Another incident was when Andy rejected suggestions that were made by Bill Smith, his assistant, on new approaches that could be used in the collation and analysis of daily sales printouts so as to make better sales forecasts. Even though there are several other issues that are faced by Casual Togs in its operations, three main issues have been outlined in this section. These include the decline in the company’s competitiveness, human resource issues and the resistance to change among a section of the company’s staff. Causes of the Problems The first problem about the company is the fact that it is losing its old customers, and more of its products are being returned as a result of either poor quality or late delivery to customers. For any business to effectively win over the loyalty of its target customers, it has to be dependable in terms of the products and services it delivers (Dervitsiotis, 2011). Prolonged incidences of poor quality products and services or inconsistencies tend to repel customers. As earlier mentioned, there is high competition on the apparel and fashion industry, which also increases the purchasing power of buyers. Failure of one company meet consumer expectations, regardless of how slightly the gap may be, will make even the loyal customers to switch brands (Talib et al., 2011). Late delivery of products to customers also denotes the incompetence of the department that is concerned with the delivery of the company’s products. Another issue that is affecting Casual Togs lies in the human resource management approaches. With reference to the case study presented, there is evidence of a lack of equal of opportunities for career advancement in the company. An example is Andy, who had worked with the company for 15 years without any promotion because was not related with the other managers and was also of a different nationality. According to Choi et al. (2012), one of the causes of employee turnover is the failure of organizations to provide all the employees with a chance to attain their ultimate career goals. The aggressive nature with which Judy addresses employees in the organization also intimidates the employees and lowers their self esteem. This has an adverse effect on the organizational commitment of employees and has and ultimately, affects their levels of productivity (Adler, 2013; Lutgen-Sandvik Tracy, 2012). The issue of rigidity and failure to embrace change has also contributed to the problems being faced by Casual Togs. One of the organizational aspects that have led to this is the fact that Cy, the company’s president gave all the departmental heads the freedom to make decisions that they considered to be fit for the organization. Whereas it can be argued as an approach that is relevant to the present-day business environment, it poses a challenge to decision making when rapid change are to be made because the opinions of every departmental supervisor have to be considered (Myers et al., 2012). These factors have affected the effectiveness with which Casual Togs adjusts in response to the changes in the market, leading to its dwindling performance. This shows the need for organizations to be flexible enough to maintain its relevance to the target markets (Dervitsiotis, 2011). This section has presented some of the main factors that have led to the existence of the issues that faced by Casual Togs. These include the failure of the company to adhere to quality in the design of its products and the failure to motivate employees, which adversely affects their levels of commitment. Several measures have to be put in place to ensure that the earlier mentioned issues have been overcome. Suggestions for changes to be implemented by Cy, Casual Togs’ President In regard to the issues that have been earlier identified, there are different approaches that ought to be used to change the current situation of the organization. With regard to the quality issues that have led to a loss of clients by the company and increased returns of goods, the direct measure that has to be taken is to ensure that the designers of the company’s apparel products pay attention to detail so as to enhance the quality of the products (Bhardwaj Fairhurst, 2010). There is also a need to intensify the quality management process to ensure that defective products are minimized (Rosenfeld, 2012). As presented in the case study, market research that is carried out mainly focuses in the levels of sales that should be expected in certain seasons. However, it is also vital for the organization to incorporate the on-going trends in fashion so as to effectively address customer needs (Witell et al., 2011). Human resources in any organization are among the most valuable assets, and have a key contribution towards its overall success. However, it is vital for organizations to motivate them so as to increase their productivity and organizational commitment (Bratton Gold, 2012). One of issues that are evident at Casual Togs is that employees from a certain nationality are more likely to be promoted than the other employees. In this regard, Cy, the company’s president, needs to ensure that an equality policy is implemented to provide all employees with an equal chance of promotion within the organizational ranks (Giuliano et al., 2011). This will not only motivate employees to work more, but will also attract talented job seekers. The management meetings that were held between managers and other departmental leaders within the organization were informal, marred with emotionally charged arguments, shouting and door slamming. This is a clear indication of the failure to recognize authority an order during these meetings. It is also quite unlikely that such meetings met the intended objectives. To avoid recurrence of such scenarios, the company’s president needs to change the way board meetings are held from informal to formal (Diefenbach Todnem, 2012). This will instil a sense of order, and will increase the possibilities of attaining the goals set to be met in the meetings. In the presented case, there is evidence of interference of departmental operations by managers or vice presidents of different departments. An individual from a different department could question an action carried out in another department that has no connection to his. Whereas there is need for cross-functional communication and cooperation within an organization (Hongjun Yajia, 2012), such interferences as those depicted at Casual Togs are destructive. To limit this, the company’s president needs to change the structure of the organization (Deb, 2009). Suggestions to prevent future issues at Casual Togs To prevent future problems from occurring at the organization, it is necessary for Casual Togs to ensure that it makes the necessary adjustments. These include structural changes, management practices and their response to changes taking place in the competitive environment. Suggestions for change are provided in further detail below. Management Practice There are a number of changes that ought to be made in the management practices of Casual Togs. The individual in management that raises concern in the case study is Judy, the vice president. Her aggression towards employees, as well as her interference with operations across all departments within the organization, has to be addressed. Given that she is among the majority shareholders in the company and related to the president, there is no possibility of sacking her from the position she holds. Instead, she needs to be encouraged to attend management seminars so as to improve her employee management approach (Bratton Gold, 2012). Rather than being autocratic in her management and aggressive in communicating with other employees in the organization, she needs to change and become a persuasive or democratic in her management and assertive in communication (Adler, 2013). In persuasive management, managers provide a clear explanation to their employees as to why they have made a certa in decision. In democratic management, employees are allowed to make suggestions in the decision making process, and the opinion with the highest votes is selected (Hill et al., 2014). By being assertive in communication, points or arguments are firmly put across to other employees, but respect is still maintained (Adler, 2013). Cy’s approach of management is too lenient to departmental heads within the organizations. This has also affected the way in which he handles suppliers, who often take advantage of his leniency to secure tenders even though they are supplying products at a higher price. Even though his consultative approach to management allows departmental heads to take part in decision making, there is still a need for him to exercise authority, especially when holding meetings with them (Diefenbach Sillince, 2012). Structural Change Before making a suggestion on the structural changes that ought to be implemented in the organization, it is vital to describe the organizational structure of Casual Togs as depicted in the case study. Based on the informal nature of meetings between departmental heads and the company’s president and the lack of a clear hierarchy of authority in the firm, it can be argued that the organizational structure of the company is adhocratic (Deb, 2009). Even though such a structure is ideal in encouraging creativity and innovation among employees and effectively adjusting with the changes in the market, it also has several demerits. These include a difficulty to solve routine problems that may arise in the organization, an unclear line of authority and high exposure of the organization to risk (Diefenbach Todnem, 2012). With reference to the case study, even though Judy is the vice president, she seems to have more authority that the company’s president, Cy. In this regard, the company needs to consider changing its structure to a more formal and well structured bureaucratic structure (Dervitsiotis, 2011). Even though such structures are known to limit innovation and creativity within the organization, it may be ideal for Casual Togs for a number of reasons. These include easing the decision making process, reduction of the exposure to risk and the acknowledgement of a certain structure of authority that has to be adhered to (Bratton Gold, 2012). Implementing such a structure is likely to eliminate the emotionally charged informal meetings’ scenarios and also the interference of individuals like Judy in all organizational departments. Responding to Changes in the Competitive Environment Based on the fact that the apparels industry is highly competitive and dynamic, it is also necessary for the company to be flexible enough and ready to implement changes that will maintain its relevance to the target markets (Rugman et al., 2012). One of the measures that have to be undertaken to attain this objective is to intensify market research and carry it out on a regular basis. This could be through seeking customer feedback or studying the changing trends through observation. Market research also involves studying the tactics or strategies that are being used by competing companies in the industry (Witell et al., 2011). It is through these market research efforts that the Casual Togs will be able to adjust its product designs and marketing strategies to fit the market preferences while at the same time ensuring that it effectively competes with other players in the market. Maintaining a competitive edge in the industry also depends on the skills that the company has in its human resource force (Dervitsiotis, 2011). It is important for Casual Togs to hire employees that are not only qualified, but also innovative enough to come up with designs that will be well accepted by the target markets. Innovation can also be nurtured among employees in the organization by utilizing appropriate motivational and reward strategies (Wright et al., 2012). Workers at Casual Togs also need to be informed on the inevitability of change in organizations, and why they should always be ready for it. By so doing, resistance to change among employees will be reduced. Some of the changes that may need to be implemented at Casual Togs include technological advancements in the production of its apparel and alteration of product designs to reflect the needs in the market (Myers et al., 2012). Conclusion and Recommendations Conclusion This report has presented a case study analysis of Casual Togs, a fashion business that mainly deals in the manufacture and distribution of women’s apparels. After two decades of operation, the company’s performance in the market dropped due because of a number of reasons, which have been highlighted in the report. One of these is the poor quality of products, which led to an increase in the volume of returned products. It also led to the withdrawal of many old customers. Another issue that has been identified is the failure to keep employees motivated enough to increase their organizational commitment. The causes of these issues at Casual Togs have also been presented in the paper, as well as some suggestions on how the president of the company can make the necessary changes to improve the situation at the company. Suggestions that have been provides comprise of management changes, structural changes and how the company can respond faster to changes and competition in the market. Further recommendations that can improve the company’s brand position are presented hereunder. Recommendations In order for the company to appeal to a wider market and increase its returns, it needs to consider expanding its product line. As opposed to the current products that only target ladies, Casual Togs can also consider introducing men’s and children’s clothes. As presented in the case, the products that the company distributes are mainly shorts, blouses and some knit dresses. Introduction of other female apparel like skirts, trench coats and pants can also be advantageous for the company. The case has also highlighted the high costs of production that the company incurs. Though some of these costs are inevitable, the company can reduce the overall costs by using appropriate lean production strategies, which are aimed to minimize the cost and maximize production. Some of the approaches that can be used include minimization or even elimination of errors in the design and production of products and standardization of work processes. In terms of human resource management, the company needs to ensure that it hires and strives to maintain talented and innovative employees that will contribute towards its progress in the market. Some of the approaches to motivation include offering them a reasonable remuneration and rewarding them for unique contribution. Given that the fashion industry is quite competitive, failure to motivate and retain skilled employees may tempt them to cross over and work for competitor companies, which may be detrimental for Casual Togs. References Adler, G., 2013. Management Communication. New Jersey: Prentice Hall. Bhardwaj, V. Fairhurst, A., 2010. Fast fashion: response to changes in the fashion industry. The International Review of Retail, Distribution and Consumer Research, 20(1), pp.165-73. Bratton, J. Gold, J., 2012. Human Resource Management: Theory and Practice (5th edition). London: Palgrave. Carter, M.Z., Armenakis, A.A., Feild, H.S. Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change. Journal of Organizational Behavior, 34(7), pp.942-58. Choi, S., Cheong, K.K. Feinberg, R.A., 2012. Moderating effects of supervisor support, monetary rewards, and career paths on the relationship between job burnout and turnover intentions in the context of call centers. Managing Service Quality, 22(5), pp.492-516. Deb, T., 2009. Managing Human Resource And Industrial Relations. Excel Books. Dervitsiotis, K.N., 2011. The challenge of adaptation through innovation based on the quality of the innovation process. Total Quality Management Business Excellence, 22(5), pp.553-66. Diefenbach, T. Sillince, J.A., 2012. Crossing of Boundaries–Subordinates’ Challenges to Organisational Hierarchy. Research in the Sociology of Organizations, 35, pp.171-201. Diefenbach, T. Todnem, R., 2012. Reinventing Hierarchy and Bureaucracy: From the Bureau to Network Organizations. Bingley: Emerald Group Publishing. Giuliano, L., Levine, D.I. Leonard, J., 2011. Racial Bias in the Manager-Employee Relationship An Analysis of Quits, Dismissals, and Promotions at a Large Retail Firm. Journal of Human Resources, 46(1), pp.26-52. Hill, C., Jones, G?. Schilling, ?M., 2014. Strategic Management: Theory: An Integrated Approach. Mason: Cengage Learning. Hongjun, L. Yajia, G., 2012. Study on Chain Companies Human Resources Management. Information and Business Intelligence, 267, pp.227-32. Lutgen-Sandvik, P. Tracy, S.J., 2012. Answering Five Key Questions About Workplace Bullying How Communication Scholarship Provides Thought Leadership for Transforming Abuse at Work. Management Communication Quarterly, 26(1), pp.3-47. Myers, P., Hulks, S. Wiggins, L., 2012. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press. Rosenfeld, S.A., 2012. Competitive Manufacturing: New Strategies for Regional Development. New Jersey: Transaction Publishers. Rugman, A.M., Oh, C.H. Lim, D.S., 2012. The regional and global competitiveness of multinational firms. Journal of the Academy of Marketing Science, 40(2), pp.218-35. Talib, F., Rahman, Z. Qureshi, M., 2011. A study of total quality management and supply chain management practices. International Journal of Productivity and Performance Management, 60(3), pp.268-88. Witell, L., Kristensson, P., Gustafsson, A. Lofgren, M., 2011. Idea generation: customer co-creation versus traditional market research techniques. Journal of Service Management, 22(2), pp.140-59. Wright, B.E., Moynihan, D.P. Pandey, S.K., 2012. Pulling the Levers: Transformational Leadership, Public Service, Motivation, and Mission Valence. Public Administration Review, 72(2), p.206–215.