Legislation & regulations Essay Example for Free

Legislation regulations Essay Until the passage of the Food, Drug and Cosmetics Act of 1938, which for the first time imposed penalties for products that contains dangerous or impure substances, the production and sale of cosmetics in the United States was then regulated. Grolier (2005:220). Clear and accurate labeling of all ingredients was now required. The food and drug laws are administered by the Food and Drug Administration (FDA), sometimes in conjunction with the Department of Agriculture. With regard to cosmetics, the laws hold the manufacturers responsible for selling products that are in compliance with the regulations. Manufacturers, however, are not required to register their companies, their products, or their product ingredients with the FDA. They need not report adverse reactions, if they occur among their customers. The FDA may investigate a product , but bears the responsibility for proving that a substance used in that product is harmful. The industry, however, has been largely self-policing in the recent years. Reputable manufacturers conduct their own product-safety tests. In this table, the functions of FDA are enumerated, although not limited only to these: Source: Passiment (2006:38) Prue (2007:349) As part of the screening procedures and safety measures in adapting these products and selling cross-regions, the question on quality control assessment should never be compromised nor put into secondary importance. The degree of the quality measures will directly impact product performance, societal consumption, customer loyalty and market survival of the firm. Thus, the evaluating board should minimally possess the strictest procedures or methodologies of testing and evaluating these bio-products, as per the illustration or flowchart below: Source: Akoh (2004:39) Regulatory and Safety Conditions More than cosmetics, the government also oversees regulatory policies for any agents intended for use in the processing of foods or synthesis of compounds or ingredients for food use. According to the Food Chemical Codex, enzymes as listed must have a GRAS status or undergo the regulatory process of approval. However, the controversy over genetically modified organisms should be taken into consideration by molecular biotechnologists and applied biotechnologists as they design new lipases for new uses. These regulatory polices were established by the U. S. Food and Drug Administration (FDA) for substances that will be present in the diet at low levels. Neither the enzyme preparation nor the production organism has any health-related hazard, and both lack any oral toxicity and genotoxicity. Imposing and implementing policies affecting human subjects are the main functions of the FDA. Being a federal regulatory agency that monitors the safety and effectiveness of food and beverages and even of medical devices. The FDA is broken down into centers:   Center for Devices and Radiological Health with its Office of In Vitro Diagnostics Device Evaluation   Center for the Biological Evaluation and Research FDA classification are designated into several classes: Class I, Class II or Class III, with Class I being the least regulation. Devices are classified by the risk of harming the user and design. The simpler the design, the higher the probability that it will be categorized as Class I. FDA’s decisions can be very controversial for the industry and for the company or the manufacturer. It should be noted however that this decision-making process is not a rule-making game, so neither the affected company be able to comment on FDA’s decisions. The FDA has been commonly viewed as an obstructionist to a new innovation. , especially in new products and medication.

History of International Human Resource Management

History of International Human Resource Management Up until the 1960s, even firms operating internationally maintained organizational structures with centralised technical and managerial resources, manufacturing ability, and the access to and control of the capital (Doz Prahalad 1981). As exports increased, it was seen as more attractive to establish sales subsidiaries in other countries, often staffing them with skilled personnel from the home country. These expatriates had the necessary product knowledge, and could even initiate local manufacture, but also had a perceived primary loyalty to the home company and country culture. Unfortunately, this was also an era of convergence thinking (usually towards the dominant U.S. culture), with sometimes lamentably littleattention being given to national sensitivities and cultural beliefs and behaviours With the developing internationalisation of many firms in the late 1960s and early 1970s, companies established overseas plants and entered joint ventures with foreign affiliates. Firms sought commercial success through moving closer to their customers by employing more host-country nationals. In some situations, they aimed at being perceived more as local rather than foreign, for various reasons. In the 1990s, not only has the practice of IHRM become more sophisticated, but research into its policy and practice has become established. It has a developing body of research and practice which is regularly considered at dedicated conferences, and published in general management as well as HRM journals. Increasingly, international HRM is being taught in university faculties of business management courses, and management MBA graduates, as well as graduates in HRM, are now more frequently aware of the issues involved, and the functions of HRM in an international context. International human resource management What an HR manager does in a multinational corporation varies from firm to firm. It also depends on whether the manager is located in a global corporations headquarters or onsite in a foreign subsidiary. What is IHRM? Actually, it is not easy to provide a precise definition of international human resource management (IHRM) because the mission of an HR manger in a multinational corporation (MNC) varies on a large scale. Generally speaking, IHRM is the effective utilization of human resources in a corporation in an international environment. The term IHRM in most studies has traditionally focused on the area of expatriation (Brewster and Harris, 1999) Broadly defined, international human resource management (IHRM) is the process of procuring, allocating, and effectively utilising human resources in a multinational corporation. If the MNC is simply exporting its products, with only a few small offices in foreign locations, then the task of the international HR manager is relatively simple. However, in global firms human resource managers must achieve two somewhat conflicting strategic objectives. First, they must integrate human resource policies and practices across a number of subsidiaries in different countries so that overall corporate objectives can be achieved. At the same time, the approach to HRM must be sufficiently flexible to allow for significant differences in the type of HR policies and practices that are most effective in different business and cultural settings. This problem of balancing integration (control and coordination from HQ) and differentiation (flexibility in policies and practices at the local subsidiary level) have long been acknowledged as common dilemmas facing HR and other functional managers in global corporations. Although some argue that IHRM is not unlike HRM in a domestic setting, others point out that there  are significant differences. Specifically compared with domestic HRM, IHRM (I) encompasses more functions, (2) has more heterogeneous functions, (3) involves constantly changing perspectives, (4) requires more involvement in employees personal lives, (5) is influenced by more external sources, and (6) involves a greater level of risk than typical domestic HRM. When compared with domestic human resource management, IHRM requires a much broader perspective on even the most common HR activities. This is particularly so for HR managers operating from a MNCs headquarters (HQ). The number and variety of IHRM activities are daunting. International HR managers must deal with issues as varied as international taxation; international relocation and orientation; various other administrative services for expatriates; selecting, training and appraising local and international employees; and managing relations with host governments in a number of countries around the world. Even when dealing with one particular HR function area such as compensation, the international HR manager is faced with a great variety of national and international pay issues. For example, while dealing with pay issues, the HQ-based HR manager must coordinate pay systems in different countries with different currencies that may change in relative value to one another over time. An American expatriate in Tokyo who receives a salary of $100,000 may suddenly find the buying power of that salary dramatically diminished if the Japanese yen strengthens in value relative to the US dollar. A US dollar purchased 248 yen in 1985, but less than 110 yen in 2000. In the case of fringe benefits provided to host company employees, some interesting complications might arise. For instance, it is common in the United States to provide health insurance benefits to employees and the employees family, which usually means spouse and children. In some countries however, the term family may include a more extended group of relatives-multiple spouses, aunts, uncles, grandparents, nephews, and nieces. How does the firms benefit plan deal with these different definitions of family? A final aspect of the broader scope of IHRM is that the HQ-based manager deals with employee groups that have different cultural backgrounds. The HQ manager must coordinate policies and procedures to manage expatriates from the firms home country (parent country nationals, PNCs), host-country nationals (HCNs), as well as third country nationals (TCNs, e.g. a French manager working for an American MNC in the firms Nigerian subsidiary) in subsidiaries around the world. Although such issues are important for the HQ-based manager, they are also relevant to the HR manager located in a subsidiary. This manager must develop HR systems that are not only acceptable to the host country but also compatible with company-wide systems being developed by his or her HQ-based counterpart. These policies and practices must effectively balance the needs and desires of local employees, PCNs and TCNs. It is at the subsidiary level that the increased involvement of IHRM in the personal lives of employees becomes particularly apparent. It is not unusual for subsidiary HR managers to be involved in arranging housing, healthcare, transportation, education, and recreation activities for expatriate and local staff. IHRM activities are also influenced by a greater number of external forces than are domestic HR activities. The HQ-based manager may have to set equal employment opportunity (EEO) policies that meet the legal requirements of both the home country and a number of host countries. Because of the visibility that foreign firms tend to have in host countries (especially in developing countries), subsidiary HR managers may have to deal with ministers, other political figures, and a great variety of social and economic interest groups than would normally be encountered in a purely domestic HRM. Excerpt from Human Resource Management by Cynthia D Fisher, Lyle F Schoenfeldt, James B Shaw. Published by Biztantra

Example Essay on Organization Management in Construction Industry

Example Essay on Organization Management in Construction Industry INTRODUCTION The aim and objective of this essay is to emphasize the basic understanding of people and organization management principles as it relates to construction industries of the 21st century. People and organization management is a fundamental factor in achieving a realistic and efficient use of resources, especially human resources. A heavy responsibility is placed on managers and the activities of management on the processes, systems and styles of management Laurie J Mullins (1996)13 Construction companies are faced with difficulties of how to organize and manage resources due to complexity of project and as such have a greater effect on the projects in terms of time, cost and quality. Every company has its own ideas about how to organize itself and its work, an effective organization will ensure that clear line of authority exist, and that every member of the project knows what he or she must do to make the project a success Dennis Lock (1996)11. Management is a description of a variety of activities carried out by those members of organizations whose role is that of a manager ie someone who has a formal responsibility for the work of one or more persons in the organization or who is accountable for specialist advisory duties in support of key management activities. This essay will address people and organization management principles by considering various definitions of management, main approaches to organization, structure and management theories and also relationship between an individual and the organization and advantages of management theories to 21st century construction industries. However, if action is to be effective, the theory must be adequate and appropriate to the task and to improved organization performance. It must be a good theory Laurie J Mullins (1996)39 DEFINITION OF MANAGEMENT Management can be define as the process of planning, organizing, controlling efforts of organization members and using all organization resources to achieve stated organization goals. According to G.A Cole (2004)7 , management is a collection of activities involving planning, organizing, motivating and controlling. Other writers also indicate their view about the definition of management as shown below: To manage is to forecast and plan, to organize, to command, to coordiate and to control H.Fayol (1916)1 Management is a social processà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ the process consists of à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.planning, control, coordination and motivation E.F.L Brech (1957)2 Managing is an operational process initially best dissected by analyzing the managerial functionsà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦The five essential managerial functions are : planning, organizing, staffing, directing and leading, and controlling Knoontz and O Donnell (1984)3 Five area of management constitute the essence of proactive performance in our chaotic words: (1) an obsession with responsiveness to customers, (2) constant innovation in all area of the firm, (3) partnership the wholesale participation of and gain sharing with all people connected with the organization, (4) leadership that loves change ( instead of fighting it) and instills and shares an inspiring vision, and (5) control by means of simple support systems aimed at measuring the right stuff for todays environment T. Peters(1988)4 Basically, in a broad understanding considering all the above options, management is process that enables organization to set and achieve their objective by planning, organizing and controlling their resources, including gaining the commitment of their employees (motivation). ORGANIZATION According to H. Kerzner (2006)89, organization can be define as group of people who must coordinate their activities in other to meet organization objectives. Organization can also be defined according to the following school of thought: Organizations are intricate human strategies designed to achieve certain objectives Argyris(1960)8 Since organizations are systems of behaviour designed to enable humans and their machines to accomplish goals, organizational form must be a joint function of human characteristics and the nature of the task environment. Simon(1976)9 Organizations are systems of inter-dependent human beings. Pugh(1990)10 Organization are set up to achieve purposes that individuals cannot achieve on their own. Organizations then provide a means of working with others to achieve goalsà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦. Likely to be determined by whoever is in the best position to influence themà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦A key characteristic of organization is their complexity. Stewart(1994)11 PEOPLE AND ORGANIZATION MANAGEMENT In Construction company setup, managers are expected to have adequate knowledge and skill to manage people and their characteristic behaviours, works to be done and technology involved and all external environmental factors as it affects construction industry. The effects of the operation of the organization within its environment are reflected in terms of the management of opportunities and risk and the successful achievement of its aims and objectives. Laurie J Mullins (1996)6 People and organization management can therefore be treated using understanding of management theories, approaches in terms of classical, human relation and systems perspectives, all of which will be critically examined in the course of this essay. The Construction industries depend heavily on its workforce, they sometimes face several challenges if its recruitment to deliver expected project at estimated cost, expected or planned time and quality. The industry can improve its performance by attracting the right people(organization to look strongly at recruitment pool and think on how people can do different job in different way), keeping the right people (acknowledging a change their culture) and satisfying customer (develop focused strategy). PEOPLE AND ORGANIZATION MANAGEMENT PRINCIPLES AND MANAGEMENT THEORIES, APPROACHES There Are between six to eleven management theories and school of thought but for the purpose of this essay we will adopt the approach as explained by Laurie J Mullins (1996)39, that is analysis revolving around a framework based on four main approaches of: Classical, Human resources, Systems and Contigencies. The figure 1.0 below indicate simply the main approaches to organization, structure and management: Classical Human Relations Systems Contingency Emphasis on purpose, Attention to social The integration of the No one best design of formal structure, factors at work, classical and human organizations. Form of heirarchy of management, group, leadership, relations approaches. structure, management, technical requirements, the informal Importance of the and success of the and common principles organization, and socio- technical system. organization dependent of organisation behaviour of people The organization within upon a range of its external environment. situation variables. Fig 1.0 the main approaches to organization, structure and management. Laurie J Mullins (1996)39 The Classical Theories Classical theories focuses on improving the organization structure as a means of increasing efficiency, it emphasizes on the importance of the principles for the design of a logical structure of organization. The classical approach to management was primarily concerned with the structure and activities of formal, or official, organization. Issues such as the division of works, the establishment of a hierarchy of authority, and the span of control were seen to be of the utmost importance in the achievement of an effective organization G.A Cole(2004)4 Managers role in classical theory is that of planner and trainer.They are responsible to know what is expected of individual and develop a structure that works for the organization to achieve the main goal. The Human RelationTheories The fundamental idea behind the human relation approach to management is motivation based on a hierarchy of human needs, ranging from basic physiological needs(food, sleep) to higher psychological needs, such as self- fulfillment. This serves as a means of achieving organizational effectiveness. The human relations approach recognized the importance of the informal organization which will always be present within the formal structure. This informal organization will influence the motivation of employees who will view the organization for which they work through the values and attitudes of their colleagues. Their view of the organization determines their approach to work and the extent of their motivation to work well or otherwise. . Laurie J Mullins (1996)53 Construction managers are expected to have mind of motivating workers, understand the method, basic needs of the employees so that he can have maximum use of their support to enhance production. The System Theories According to Laurie J Mullins (1996)55 , the system approach attempts to reconcile the two earlier approaches and the work of the formal and the informal writers. Attention is focused on the total work organization and the interrelationships of the structure and behaviour, and the range of variables within the organization. This approach can be contrasted with a view of the organization as separate parts. The system approach encourages managers to view the organization both as a whole and as part of a larger environment. The idea is that any part of an organizations activities affects all other parts. The system approach is a complex social systems, responsive to a number of interdependent and important variables. The major variables in adopting system approach to organizations are; people (as individual and in group), technology (in terms of the technical requirements of work, organization structures and environment (the external conditions affecting the organization). Construction managers should therefore focus on interrelationships, both with subsystems and between the system and the external environment. He should be able to explain the trend and articulate the vision of the organization. The Contigency Theories The contingency approach can be seen as an extension of the system approach, it highlights possible means of differentiating among alternative forms of organization structures and systems of the management. The contingency approach implies that organization theory should not seek to suggest one best way to structure or manage organizations but should provide insights into the situational and contextual factors which influences management decisions. Laurie J Mullins (1996)57 Also according to G.A Cole(2004)82, a contingency approach build on the diagnostic qualities of the systems approach in order to determine the most appropriate organizational design and management style for a given set of circumstances. Essentially the contingency approach suggests that issue of design and the style depend on choosing what is the best combination, in the light of prevailing conditions of the following variables; the external environment, technological factors and human skill and motivation. BENEFIT OF MANAGEMENT THEORIES TO 21ST CENTURY CONSTRUCTION INDUSTRY Critical appraisal and thorough understanding of people and organizational management theoretical concepts will enable the construction managers to be fully aware and knowledgeable about different organizational management approaches in dealing with different situations and to adopt those approaches that best suit the particular requirement of the job. A problem relating to structure, the ideas of the classical writers or contingency theory may be adopted. When there is problem relating to personnel management, ideas from the human relations theorists might be valuable. If the problem is environmental, the systems approach might prove most useful. Generally, the knowledge and understanding of management theory will help the construction manager in tackling the complexities of people and organizational management of the 21st century. However, no single approach to organization and management that can provide all the answers but the comparative study of different theoretical approaches will yield benefits and strategically position the manager in facing the people and organizational management challenges of the industry. RELATIONSHIP BETWEEN AN INDIVIDUAL AND THE ORGANISATION Since any organization is comprised of individuals, individuals then become the unit of analysis in organizations principles and theories. Individuals behave in different ways according to their background, knowledge, education and psychosocial factors. The knowledge and understanding of the individual behaviors, the behavioral patterns and personal development is therefore crucial to the construction manager amidst the complexities of construction organizations. Construction managers need to be aware of factors that govern individual behavior, recognize individual potential and harness it to achieve the organizational goals and to understand how the individual behaviors affects the general organizations culture. Part 2 PERSONAL REFLECTION OF MANAGEMENT COMPETENCIES I have discovered through reading series of management textbooks and journals, past work experience and academic teachings that the practice and application of management skills and competencies is the panacea to management and organizational problems facing the construction industry given the complexities and the dynamic environment. Due to my technical training and work experience in a construction company, I have developed some of these management skills and competencies. Some were acquired by management training, some inculcated through organizational culture and some merely by intuition. Some of this competencies are, teamwork, leadership skill, organizational ability, interpersonal skills, decision making, managing change, drive for achievement, creative problem solving and analysis, negotiating skills, managing conflicts and listening skills. However, there are management skills and values that I still need to acquire or develop further during the course of my studies as a project manager. These include organizational ability, strategic planning, self management and prioritizing, information collection and analysis, good communication skills and resource management. Before now, I have always taken organizational values, adequate planning and self management, and prioritizing for granted due to management ignorance, but having learnt and discovered that they are very important for a successful project manager, I have begun to imbibe the values of effective planning, organizing and prioritizing my academic works, personal activities as scheduled and always seek a way of developing them further and further. During my studies, I have discovered that all these skills and values are very important for any construction manager to be able to adequately plan, organize, motivate workers, make good and timely decisions, manages constant changes, manage limited resources, conflicts e.t.c., and communicate effectively within and outside the organization in order to meet the enormous challenges of the complex construction industry. Also based on my background, all the management theories has been experienced as day to day references in attending to issues, improving output, getting result out of human resources and achieving company goal at a profitable margin and make the shareholders happy. CONCLUSION It is very important for a construction manager to develop good management skills and organizational competencies in order to effectively and efficiently meet the challenges of complex 21st century construction industry within the dynamic environment. Implementation and understanding of all management theories is very important for construction manager to be able to deliver project at estimated time, within the budgeted cost and specified quality.

Ortho Tri-Cyclen and Acne Essay -- Medicine Medical Birth Control Pape

Ortho Tri-Cyclen and Acne What does Ortho Tri-Cyclen do for the treatment of acne and how does it work? In 1960, the medical world of the United States was revolutionized by the introduction of The Pill. For the past forty years, The Pill has been the most popular form of reversible birth control. But beside the stellar contraceptive effectiveness rate ranging from 97-99.9% (when taken as directed), many other non-contraceptive benefits exist in conjunction with this method of birth control. Studies have proven that a women’s incidence of ovarian and endometrial cancers, benign cysts of the ovaries and breasts, and pelvic inflammatory disease, all decrease with pill use. Heavy bleeding and severe cramps are also minimized (www.fda.gov/bbs/topics/CONSUMER/CON00027.html). Recent claims state that birth control may also effectively treat some types of acne. Though, back in 1966, The Rocky Mountain Medical Journal published an article illustrating the effectiveness of estrogen-progestin combination in the treatment of stubborn acne, and maintaining that the cyclic admin istration of oral contraception is a useful measure for many women. It was not until January 2, 1997 that marked another big step in the world of the birth control pill when, for the first time, an oral contraceptive was approved for marketing by the United States Food and Drug Administration (FDA) as an effective treatment for acne. Ortho Tri-Cyclen, originally introduced in 1992 by the Ortho-McNeil Pharmaceutical Corporation, is the first low dose birth control pill approved for a noncontraceptive indication. (www.pslgroup.com/dg/fa6a/htm.) Ortho Tri-Cyclen is the only birth control pill that has been clinically proven for the treatment of mo... ... acne vulgaris. Journal of American Acad Dermatology, 37(5Pt1), 746-54 Olson WH, Lippman JS, Robisch DM, (1998). The duration of response to norgestimate and ethinyl estradiol in the treatment of acne vulgaris. Internal Journal of Fertil Womens Med, 43(6), 286-90 Redmond GP, (1998). Effectiveness of oral contraceptives in the treatment of acne, Contraception, 58(3 Suppl), 29S-33S Redmond GP, Olson WH, Lippman JS, Kafrissen ME, Jones TM, Jorizzo JL, (1997). Norgestimate and ethinyl estradiol in the treatment of acne vulgaris: a radomized, placebo controlled trial. Obstetrics and Gynecology, 89(4), 615-22 Van Hoff MH, Hirasing RA, Kaptein MB, Koppenaal C, Voorhorst FJ, Schoemaker J, (1998). The use of oral contraceptives by adolescents for contraception, menstrual cycle problems or acne. Acta Obstetrics and Gynecol Scand, 77(9), 898-904

This Cruel World :: essays research papers

This Cruel World   Ã‚  Ã‚  Ã‚  Ã‚  It all began when I was brought into this world. At that age I probably didn’t know much but as a kid I knew every thing was great. Getting pushed around in a stroller all day, to being fed, to being put to bed at nighttime with dozens of stuffed animals around you, what else do you want? Life as a kid was great, I didn’t have any problems to worry about, everything was done for me. Unfortunately that just last so long and all I came to realize is that growing up in this big world is not getting easier.   Ã‚  Ã‚  Ã‚  Ã‚  Society†¦ Society is at its peak waiting for you to come out and play. Look at what kind of world we live in today. One of the biggest countries in the world is at war with other countries overseas. What kind of image does that let out to the public? The United States is fighting its deepest war against the best of these fascists murdering butchers that want power and more power. We live in one of the best liberal countries where we don’t have to worry about anything like education and health care, but now we have to worry about these people terrorizing the whole world. Terrorism and killing people for no absolute reason is just repulsive and I, probably adding millions of others, cannot see myself endure this any longer. My view on terrorism has been amplifies by one million after September 11th. Seeing all these people that got killed and all the families that got destroyed just brings me to the conclusion that these people have no respect, no humani ty, no heart, no nothing. These people are worth crap to me.   Ã‚  Ã‚  Ã‚  Ã‚  This crude world makes my worldviews change from time to time. Here are some of my views that I have always had and that never changed: First off, looking upon honesty. I say honesty because being lie to is plain not fun. I don’t even consider people who aren’t honest with me. If a person cannot be truthful that person has not respect. Put it this way, I don’t respect people that don’t respect me. Another important thing that I believe in is chivalry. All men should always be gallant and should always treat that woman with respect. The woman is important because of he ability to bring children to life.

Physics Lab

In the Tumble Buggy Lab, my partners and I used several different methods to calculate the velocity of a Tumble Buggy. The methods we used were a meter stick and a timer, a Spark Timer, a Photogate, and a Motion Sensor. Each method was different but overall, our velocities were very similar. Using the meter stick and timer, our velocity was 0. 22 m/s. With the spark timer, our velocity was 0. 26 m/s. Next, the velocity found with the Photogate was 0. 325 m/s. Finally, when we used the motion sensor, we found our velocity to be 0. 34 m/s. This lab is prone to some mechanical and human error.First, the meter stick and timer method. This method is the least accurate because it is the most subject to human error. While doing this method, one person must time the car as it moves a distance of one meter. This can be very inaccurate because the timer could start the timer to early or to late and could stop the timer to early or to late. Next we have the Spark Timer. This method uses special tapes and burns small holes into the tape every tenth of a second. The Spark Timer is very accurate and the timing is very precise. Our third trial was the Photogate.I believe that this device is the most accurate because it measures the speed at which a flag placed on top of the buggy passes through a infrared beam, breaking the beam. The final trial was the motion sensor. Although this device is accurate it is subject to human error. This error comes into play when the person is starting and stopping the buggy in the motion sensor. The error is that you cannot be sure if the motion sensor is hitting the buggy at all times, effecting the data. Overall, I believe that this lab went well but if I were to redo the lab, I would definitely have more than one trial using each device.

Change Management and Communication Plan Essay

Introduction It has been decided that Riordan Manufacturing will implement an official customer management system. This system will be used by everyone in the organization. The main goal of the team is to help with the planning and implementation of the new system in order for a smooth transition. Current Formal and Informal Structure Riordan Manufacturing has a current formal power structure of clearly lay out chain of command that is broken down into specialize departments such as V.P. Operations, Dir. Plant Ops., Pontiac, Dir. Plant Ops.: Albany and V.P. International. Riordan’s organizational charts show how the structure of the organization is broken down by department and who reports to whom. The current informal structure is Employee files. These file are kept by individual managers because there is no centralize location to file them. Managers at Riordan are also responsible for tracking FMLA absences and any requests for accommodation under the ADA whereas usually this is ran out of the human resource departments. To facilitate coordination, each managerial position is given a place in the chain of command, and each manager is given a degree of authority in order to meet his or her responsibilities (Robbins & Judge, , 2011). For example, under the executive chart the President/CEO has an assistant and two others that report to him; Senior VP-R&D, Kenneth Collins and the Chief Operating Officer, Huge McCauley. The Senior VP directs the R&D departments; Materials Engineers, Packaging Engineers, Development Engineers, Administrative Assistants, and Research Program Managers. Huge McCauley directs departments heads such as V.P. Transportation, V.P. Sales & Marketing, Chief Financial Officer, Dir. of Acct. & Finance and Dir. of HR. These departments then report their developments within their own department to the Senior VP-R&D or to Chief Operating Officer who then gives a report back to the CEO. This is the formal structure of Riordan’s Chain of Command which each employee must follow to ensure an effective organization. The current formal power structure will help Riordan with accomplishing their planned changes. Any new information about the change plan would flow down to the employees by their operating manager. Appropriate Organizational Structure for Change The power or political structure of Riordan can affect employee behavior in positive or negative ways. Constructive power within businesses involves encouraging efficiency. This incorporates giving staff the authority to make decisions as well as rewarding employees for outstanding performance by appointing them to supervising roles. When department heads do not have high esteem of the employees under them, this is considered negative power. This style of leadership stimulates employees to perform by intimidating them with losing their jobs and other repercussions. Employees who are trained to pilot the government of an organization tend to be dynamic than the ones who are kept out of the loop. To promote efficiency, organizations must cultivate a political structure that is easy for employees to understand. Instituting clear chains of command and policies can makes it simpler for staff to find needed answers and consequently spend more time on quality work. Businesses that develop environments of unconstructiveness and inconsistency suffer as a result. If employees are allowed to take part in unethical or dishonest conduct to get ahead and preferential treatment trumps the value of hard work, an organization may face decreases in efficiency which will result in a higher turnover rates. Potential Effects of Structure on Employee Behavior A clear and concise chain of command is important in any business. This structure will allow the employees of the organization to maintain an understanding and appreciation for the chain of command, the structure of the system, as well as the organization. Without the chain of command, the system would fail. Judging from the employee consensus, the team has managed to hold a sense of interest from the employee basis. They also believe that  the team is sincere in its concern for the employees of the business. A negative reaction in the population of employees was that there was a definite lack of communication. Due to the fact that the employees are also affected by the changes occurring with the implementation of this system, communication will be a crucial point between leaders, managers, and team members. We have also decided that another crucial key point will be the opinion and feedback of the employee population. In order to implement this system with the highest success rate possible, we need to know from an outside view, how it is working before there are issues with the customers. This will also make the employees feel as though they have a meaningful contribution to the task. Characteristics and Potential Influence on Employee Behavior Team orientation and culture are the bases of the cultural characteristics in regards to Riordan Manufacturing. These characteristics consist of the idea that work functions around team. This is a strong asset in a business. Individual mind-sets will only slow the business down. Team orientation is necessary because each team member represents a small portion of a larger picture. Each of them attains a common knowledge of the task and goals that need to be achieved. Another strong point of a team base is the fact that they can rely on each other for help, both with the system implementation and other issues. A potential breakthrough for the organization could be a stronger ability to use the employees by embracing them and their core values. We could gain an appreciation for their hard work and dedication to the company. Pay raises could compensate the employees for this dedication, along with bonuses and incentives. Incentives, whatever they may be, are a good way to celebrate the way that culture can influence employees so that they may embrace its importance and meaning. Potential Sources of Resistance and Strategies to Manage Effectively Resistance to change is an expected reaction of human nature. We are not accustomed to change, as it is possible to lead to failure; however, there are also ways to manage the resistance within the company. Individually, selective information processing has a high potential for resistance. Despite the fact that most bases will be covered in the way of information  distribution throughout the employees, managers, and leaders, it is highly likely that there will be confusion and a lack of communication. This has brought about the decision to make any distributed information passed along on a selective basis. Rules have been made and guidelines have been set in order to maintain order throughout the business; however, the employees have grown accustomed to these rules and guidelines. Changes on a grand scale will likely have an adverse effect on the employees. It will challenge their normal activity and behavior causing the employees to react in a way that takes away from the severity of the changes. To simplify the consequences of this scenario, employees will adopt the popular selective hearing. They will hear what they want to hear and react in such a way that makes sense to them in regards to the â€Å"old norm†. Organizationally, the biggest threat will possibly be structural inertia. Due to the fact that the business has set a plan and method of conducting business successfully, the organization is likely to attain an attitude that constitutes the saying, â€Å"if it is not broken, do not fix it†. This would obviously be reasoning for resistance to change. Change Implementation Strategy As far as the implementation of the new system goes, the next 12 months will be crucial. A plan will help to dictate the direction in which the plan will take the business. Providing a detailed step-by-step instruction manual, so to speak, will be the best chance for the success of the implementation. It may take a bit longer, but implementing the plan only one step at a time will make for a smoother transaction from one norm to the next. This will also allow for feedback of the employees without aggravation, which will also allow time for necessary adjustments. Evaluate the Success or Failure of the Change At first, the employees will likely be confused by the change. It will take time to adjust to the new norm before an evaluation of the success can be determined. Training will be of great importance. Having a pre-knowledge of the upcoming events will prepare the employees for the inevitable. We know that the change is coming and so should they. The customer base is the best way to know for sure if the plan is effective. Most businesses only exist as a service to a customer; therefore, training the employees on the right and  wrong reactions to the customers and the service that they receive will be the primary goal for Riordan Manufacturing. This will give the customers a sense that the company is making the necessary changes to better serve them. Communication Plan There are a few different channels that can be used to communicate the change. The most important channel is through face to face interaction. It is the best way to be able to see if a person understands what you are telling them. It also gives them an opportunity to ask questions if they don’t understand. By doing face to face interaction, it gives us an opportunity to read their body language and comprehend if they are on the same page as we are. Another good channel to use to communicate is email. It is a good way to send out a message to all the appropriate people at one time. While it doesn’t allow us to be able to see people’s reactions, it does allow them to read it and print it out so that they can remember it easier. Putting up flyers around the building is another way to get people informed in case that they don’t see their emails or someone forgets to tell them. On the flyers it is imperative to put on them to come see the managers with any ques tions. This is the least personal way to communicate this but still an effective way to communicate our message. There are potential barriers that could cause our message not to get relayed. We could forget to tell some people about the change that is occurring. A way to make sure we do this is to come up with a checklist to acknowledge every time that we tell someone to ensure that the message is delivered. Another barrier would be that the email does not get sent through. Sometimes computers do not work properly so there is always potential for a failure of the email being sent. One thing that we can do is to make sure that we copy the email to ourselves so that we know that the email is sent out. Also we need to make sure that we read over the email to ensure that everything was worded properly and the email is easy to understand. The final barrier that could be encountered is to make sure that we do not put too much information in our message so that there is an overload. We need to be clear and concise and be to point. Our message needs to be as efficient as it possibly can be so that our readers or hearers understand it completely. The Message Expressly, change agents bear the significant responsibility of managing change activities within the organization. Furthermore, change agents are visionaries, which identify early on that modifications to the organization are necessary to strengthen the organization, subsequently allowing the organization to remain relevant in terms of commerce generation. What is more is change agents can be internal (employees) or external (out-side consultants), managers, or non-managers. Though change agents play a critical role within the organization, organizational members do not always embrace them. Indeed, organizational change is met with individual sources (routine, security, financial factors, fear of the unknown, and discriminating information processing). In addition, the following organizational sources (structural inactivity, regulated focus of change, group inactivity, threat of proficiency, and threat to establish influential relationships). Clearly, change within the organization is a delicate endeavor. As a result, the selection of the best communication channel becomes underscored. Though the use of electronic mail has been in operation for decades the ability of Email allows for clear, well thought out directives in writing which means the message should not be convoluted. The message sender must consider his or her audience carefully. According to â€Å"Mind Tools† (2012), â€Å"your message is delivered to individual members of your audience. No doubt, you have in mind the actions or reactions you hope your message will get from this audience. Keep in mind, though, that each of these individuals enters into the communication process with ideas and feelings that will undoubtedly influence their understanding of your message, and their response,† (Introduction to Communication Skills). For example, an Email message regarding changes within an organization, To the following essential groups/teams Organizational Shareholders, Human Resources, Accounting & Finance, Research & Development, Customer Service, Manufacturing, and finally our Sales Force. Specifically for our organization to sustain the success, which we have become accustomed to the following universal changes within the organization, are schedule to take affect shortly. Furthermore, all aforementioned groups and teams will benefit from these critical modifications. Since consumer markets have become global, the outsourcing of certain manufacturing responsibilities will allow our organization to increase profits while at the same time  realign teams by promoting selected manufacturing team members to the research and development department. Moreover, this revision promises to increase organizational profits. In addition, the intention to recruit members of our sales force as permanent in-house consultants offers an optimistic outlook, as they are extremely knowledgeable regarding customer needs. Though these planned adjustments will certainly change, the way we run our organization let us embrace these challenges, and respond expeditiously to hit the ground in a full sprint. Indeed an optimistic response will help us maintain profitability and navigate the ever-changing global market place. References Robbins, S. P., & Judge, T. A. (2011). Organizational Behavior (12th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. University of Phoenix. (2012). Riordan Manufacturing. Retrieved from http://ecampus.phoenix.edu/secure/aapd/CIST/VOP/Business/Riordan/index.asp