Is it best to work in a team Free Essays

Group working is a deception. What makes a difference most is single open introduction. Talk about. We will compose a custom article test on Is it best to work in a group or on the other hand any comparable theme just for you Request Now Groups have been characterized as â€Å"formal work gatherings, † [ 1 ] where a gathering comprises of â€Å"two or more people interacting.† [ 2 ] Structuring work through the use of crews has been viewed as invaluable to the organization since it is viewed as proficient. Individuals’ failings are viewed as less disputable in a crew in light of the fact that different individuals will hold qualities covering these nations. From the idea of the crew, the build of the free workgroup has created, abiding of â€Å"team of individuals who are given a high level of obligation for their ain work.† [ 3 ] Such gatherings are believed to hold the conceivable to work productively with nearly little regulating, making efficiencies. Innovative improvements, for example, picture conferencing are empowering utilization of crews across land isolates, offering organizations better approaches for sorting out work. [ 4 ] Past useful capacities for undertaking finishing, runing in crews may hold mental advantages for the individual. Marcouse et al propose that cooperation assists representatives with encountering engaged with their organization, perchance bring forthing competitory favorable position. [ 5 ] This can be identified with Maslow’s chain of importance of requests, [ 6 ] where, once fundamental and security requests can be fulfilled, the single central focuses on cultural, position and self-actualisation requests. The intersubjective idea of the crew tends to cultural requests, and may other than bring through position requests. Huczynski and Buchanan note that position inside the crew might be given to people who do non relax high situation in the conventional development of the organization: inside the crew, their cultural spot might be improved. [ 7 ] Self-actualisation may other than be accomplished, [ 8 ] through the feeling of fulfillment when an end is accomplished by the crew . While the develop of the crew shows up great hypothetically, achievement can be restricted if crews are non satisfactorily overseen. Group pioneers must be delicate non only to the people inside the crew, yet next to the gathering dynamic. [ 9 ] The detected character of the pioneer can affect on the conduct of crew individuals: White and Lean found that the solidarity of a pioneer impacted the moral conduct of crew individuals. [ 10 ] Singular characters have been considered generally in the writing. Suitability has been discovered exceptionally of import in the applied periods of an endeavor, [ 11 ] perchance since it creates profitable connections for ulterior stages. Hersey et al recognize accommodating capacities and hindering capacities. [ 12 ] While the perfect crew would hold a decision of supportive people with correlative achievements, this may non be practical, and the pioneer is given the test of downplaying the result of thwarting. On the off chance that ineffective, it is conceivable that working independently would be more gainful than making crews. Characters inside a gathering may non ever have the anticipated outcome. Peeters et Al found, out of nowhere, that various degrees of uprightness inside a crew were worthwhile: the exploration laborers propose that the more careful individuals keep the less meticulous individuals on way, and that the issues beginning from the inconstancy concern practices at impossible to miss focuses in an endeavor technique rather than in general crew open introduction. [ 13 ] While this is a positive outcome, it anyway underlines the whim of the gathering dynamic. In many condition of affairss, a crew may hold various pioneers for various endeavors, and Miles and Kivlighan found that the consistence between various leaders’ perceptual encounters of the team’s development can follow up on the way individuals perform and communicate. [ 14 ] If perceptual encounters are steady, so there is a positive impact. Nonetheless, if the gathering is non seen deliberately, the conclusion is that they may non work so practically. The above representations would suggest that, with cautious bearing, crews can in any case be solid in the work environment. Be that as it may, they are much of the time non worthwhile. Marcouse et al note that dynamic might be much more slow with bunch commitment, and crews may deliver battle that obstructs progress. [ 15 ] Examination demonstrates that in certain fortunes, crews can be incredibly begging to be proven wrong. Janis made broadened surveies of hapless judgments made by senior specialists gatherings. Where gatherings are particularly durable, he takes note of that a power for every unit zone to comply with bunch standards may prevent people from demonstrating worry with judgments: he qualities a figure of authentic disasters to this. [ 16 ] However, Chapman proposes that tension is a cardinal factor in Janis’s mindless obedience, and that the conclusions every now and again concern major policy driven issues. [ 17 ] She contends that the situation in numerous organizations concerns day by day assurance doing with less power per unit territories and perchance less driving force to do an assurance, despite the fact that admiting that uneasiness may have in some hierarchical condition of affairss. Nonetheless, the finding is that the gathering dynamic may overrule single capablenesss in specific fortunes. Elevating crews to compete can be curiously counterproductive. Billig and Tajfel found that, even where there was least balance for individuals to encounter they had a place with one unconventional gathering ( in-bunch ) , they would be preferential against another gathering ( out-bunch ) , to the degree that they would set up the appropriation of cash to disgrace the out-bunch regardless of whether it gave no bit of leeway to the in-gathering. [ 18 ] This is particularly of import to see while organizing a gross incomes map into crews: it has been contended that â€Å"There is nothing of the sort as well disposed competition† [ 19 ] and Billig and Tajfel’s results bolster this. The propensity for crews may disregard to perceive that a few people very much want to chip away at their ain. [ 20 ] Where a feeling of control is curiously of import to the individual, going segment of a crew might be seen as losing that control. In such fortunes, Robbins and Finlay recommend actualizing the idea of the â€Å"team of one.† [ 21 ] Although the definitions demonstrate that crews and gatherings are needfully more than one individual, the â€Å"team of one† build perceives that a skilled individual might have the option to complete endeavors each piece usefully as a multi-individual crew and may like to work thusly. It could other than be contended that the single open introduction inside the crew ought to be the point of convergence for facilitating effective crews, yet this must be considered in simultaneousness with the gathering dynamic: the crew can non be seen only as a total of people, as Billig and Tajfel’s work [ 22 ] and Janis’s surveies [ 23 ] clarify. While the exploration demonstrates that a very much oversaw crew with correlative achievements might be extremely beneficial, there is other than impressive grounds that collaboration can be inefficient, produce hapless conclusions and, while convey throughing the cultural requests of certain individuals, might be a less preferred way of working for other people. It is critical that writing on cooperation shows up for the most part worried about expanding the achievement of crew working rather than sing alternatives, for example, an increasingly individual-based development as perchance progressively adequate. To ignore collaboration as a deception on the balance of the grounds above would be most extreme: in any case, the reason that a crew assault will ever be more proficient and beneficial than different alternatives ought to be addressed. Notices Billig M and Tajfel H ( 1973 ) ‘Social arrangement and similitude in intergroup behaviour’European Journal of Social PsychologyVol 3 ( 1 ) pp27-52 Chapman J ( 2006 ) ‘Anxiety and useful assurance conceiving: an intensification of the oblivious obedience model’ inManagement DecisionVol 44 ( 10 ) pp1391-1404 Hersey P, Blanchard K and Johnson D ( 1996 )Management of Organizational Behavior: Utilizing Human Resources7ThursdayEdition ( New Jersey: Prentice Hall International ) Huczynski An and Buchanan D ( 1991 )Organizational Behaviour2neodymiumEdition ( Hertfordshire: Prentice Hall International ) Janis I ( 1971 ) ‘Groupthink Among Policy Makers’ implantation from Eds. Sanford N and Comstock C ( 1971 )Sanctions for Evil( San Francisco: Jossey-Bass ) accessible at www.middlesexcc.edu/personnel/Robert_Roth/GroupthinkamongPolicyMakers.htm got to on 5/11/08 Marcouse I, Gillespie A, Martin B, Surridge M and Wall N ( 2003 )Business Surveies2neodymiumEdition ( Oxfordshire: Hodder Arnold ) Maslow A ( 1943 ) ‘A Theory of Human Motivation’ inPsychological ReappraisalVol 50 pp370-96 Miles J and Kivlighan D ( 2008 ) ‘Team Cognition in Group Interventions: The Relation Between Co pioneers Shared Mental Models and Group Climate’Group Dynamics: Theory, Research and PracticeVol 12 ( 3 ) pp191-209 Peeters M, Rutte C, Van Tuijl H and Reymen I ( 2008 ) ‘Designing in Teams: Does Personality Matter? ’ inSmall Group ResearchVol 39 pp438-467 Robbins H and Finley M ( 2000 )Why Teams Don’t Work( London, New York: Texere ) Rockart J and Short J ( 1996 ) ‘The arranged association and the bearing of interdependence’ in Eds. Paton R, Clark G, Jones G, Lewis J and Quintas P ( 1996 )The New Management Reader( London and New York: Routledge and the Open University ) pp255-276 White D and Lean E ( 2008 ) ‘The Impact of Perceived Leader Integrity on Subordinates in a Work Team Environment’ inJournal of Business Ethical motivesVol 81 pp765-778 The most effective method to refer to Is it best to work in a group, Essay models

Retail Business Employee Motivation Either â€Myassignmenthelp.Com

Question: Examine About The Retail Business Employee Motivation Either? Answer: Introducation Inspiration may either be natural or extraneous. Inborn inspiration is dictated by the activities and conduct of the individual, and is centered around improving the nature of work life. They are more long haul than outward helpers. These include benefits that are substantial, for example, compensation or advancements. They are outside the control of individual supervisors. They have a ground-breaking yet just brief administration (Osabiya, 2015).; Significance of inspiration In their exploration on the impact of inspiration on worker execution in Kosovo districts, Ismaijli et al (2015) found that businesses need to contribute exceptionally to accomplish this. Inspiration was refered to as the most significant component in the associations overviewed, since it influenced representatives perspectives towards their work, empowering them to choose whether their employments merited the exertion or not. In certain parts, inspiration is doubly significant, since workers may not generally have indistinguishable degree of desires from their managers from different representatives would have. Srivastava and Barmola (2011) then again center around the issue of lackluster showing even with representatives who are well talented and qualified. As opposed to the idea that individuals are normally lethargic and are just constrained by conditions to work, the analysts find that worker execution is rather a result of how very much persuaded they are. Inspiration is essential if representatives are to be happy with their employments. This thus will empower them to consume more vitality in satisfying their jobs in the association, and feel that they have a place. Inspiration accordingly helps in improving execution, yet in addition in making a perfect authoritative culture. The discoveries by Srivastava and Barmola (2011) are additionally upheld in explore by Achim, Dragolea and Balan (2013). The examination finds that worker inspiration is basic if an association is to enable its representatives to accomplish work fulfillment. Employment fulfillment implies that they are not just upbeat about their situation inside the association since they feel esteemed and regarded, yet that they are completely dedicated to helping the association accomplish its targets. It is thusly obvious from these articles that for an association to succeed, worker inspiration is indispensable. It will decide the degrees of execution the representatives convey, and the kind of culture that the association will aggregately fashion as it reacts to nature. Instructions to rouse representatives In talking about how associations can more readily propel their representatives, Abbah (2014) goes from the nuts and bolts of having reasonable remuneration for their work. Citing Fredrick Taylor, the article portrays cash as the essential helper that pushes individuals to be better execution and is significant component in worker maintenance. The article additionally refers to successful initiative inside the association as a ground-breaking spark which assists people with trying for greater things, both inside their jobs, and with regards to the whole association. Workers need pioneers they can trust, and who can drove them through the tempestuous condition that is todays business world. Rynes, Gerhart and Minette (2004) concur that cash is a significant help for any representative, whose essential intention is to bring in cash through work. In any case, there are different helpers that businesses should take a gander at. For example, after a specific level, cash quits turning into an incredible inspiration, as it loses its minimal utility. The business then needs to take a gander at issues, for example, cooperation in dynamic, and how intriguing the job really is. Businesses must be believed to take a functioning enthusiasm for the prosperity of their representatives. At a specific level, they should enable their representatives to settle on material choices about their jobs. This will help in making responsibility for, and more noteworthy duty. This further fills inspiration. Seppala (2016) composes that for inspiration to grab hold in the association, the authoritative culture is principal. Culture that rouses the individuals to accomplish more will accomplish more as far as propelling workers. Workers will have a solid feeling of direction, and be progressively sure about their place inside the association. While keeping up polished methodology is significant, the human asset the board division and senior administration must cultivate a situation of collaboration and acknowledgment of individual exertion. Preparing likewise incredibly helps in fuelling inspiration and better execution. In preparing and creating representatives, the association empowers them to all the more likely play out their jobs, consequently making more employment fulfillment. Preparing likewise helps in demonstrating the workers that they are exceptionally esteemed by their boss, which makes a feeling of having a place and commitment with the course of the association (Elnaga Imran, 2013). Retail segment contemplations In the retail segment, things are not especially extraordinary. Pay is as yet the most significant component in propelling representatives to work more, and to stay faithful to the association. In any case, directors need to battle with a workforce that is ever changing, with representatives every now and again being enrolled and others leaving. Simultaneously, associations need to deal with the desires for their representatives, through a thorough direction work out. This will empower the representative to settle on a very much idea out choice to focus on the association. Simultaneously, preparing and advancement help not just in helping the business chive their points, however in helping the worker adapt to an occupation that is typically their first (Zafar et al., 2014). As indicated by Evans et al. (2008), the worldwide retail business is in decrease, because of a few components including web based shopping. Workers can be the greatest resource as battling associations plan to get by in the market. For this to occur, inspiration must be given the most noteworthy need, since it is just through the devotion of these workers that the retail business may endure. As the business progressively becomes internationalized, workers ought to likewise be outfitted with the aptitudes which would empower them act in various conditions, further expanding their activity fulfillment. Initiative assumes an especially significant job in retail chains. Chiefs in retail chains face the test of ever high representative turnover. Representatives see their occupations chiefly as brief assignments which has extra difficulties regarding inspiration. Nonetheless, a solid administration style is required so the representatives can be roused to concentrate on their jobs for the period they are at the association. Endeavors to expand net revenues here and there give the administrator the compulsion to pay workers exactly what they have to play out their employments. This system is anyway not prudent, since it neglects to make an association between worker execution and inspiration to the stores achievement. A fruitful director will thusly abuse this association by paying individuals reasonable incentive for work done (Mekraz Gundala, 2016). Tan and Waheed (2011) additionally dig into the significance of cash for retail area workers. The paper says that while this is a significant piece of their inspiration, it isn't really the most significant. Notwithstanding, cash isn't the main thing expected to earn expanded worker devotion and inspiration to their jobs. Rather, there is a requirement for managers to furnish their representatives with abilities important to adapt to a consistently evolving condition, and expanded internationalization. For retailers confronted with expanded rivalry and decreasing piece of the overall industry, inspiration isn't just for the purpose. It is an indispensable endurance methodology, since administration is progressively turning into the most significant thought for clients. As businesses look to all the more likely rouse their representatives, they need to choose unmistakable and impalpable awards for work done, and as a methods for inspiring their workers. Culture assumes a significant job in this, as ages contrasts and other interesting highlights. For example, more youthful individuals might be quicker on getting unmistakable prizes as cash to spend for a vocation very much done. For other people, it might be a break to invest energy with their family. To effectively rouse, it is accordingly vital that the business have the option to comprehend the way of life and different classifications of the representatives, with the goal that appropriate inspiration can be applied (Saqib et al., 2015). References Abbah, M. (2014). Representative Motivation: The Key to Effective Organizational Management in Nigeria. IOSR Journal of Business and Management, 16(4), 01-08. Achim, I., Dragolea, L., Balan, G. (2013). The Importance of Employee Motivation to Increased Organizational Performance. Annales Universitatis Apulensis Series Oeconomica, 15(2), 685-691. Elnaga, An., Imran, A. (2013). The Effect of Training on Employee Performance European Journal of Business and Management, 5(4), 137-147. Evans, J., Bridson, K., Byrom, J., Medway, D. (2008). Returning to retail internationalization: Drivers, obstructions and business procedure. Worldwide Journal of Retail Distribution Management, 36(4), 260-280. Ismajli, N., Zekiri, J., Qosja, E., Krasniqi, I. (2015). The Importance of Motivation Factors on Employee Performance in Kosovo Municipalities. Diary of Public Administration and Governance, 5(1), 23-37. Mekraz, A., Gundala, R. (2016). Authority Style and Retail Store Performance A Case Study of Discount Retail Chain. Diary of Business and Retail Management Research, 10(2), 1-10. Osabiya, J. (2015). The impact of workers inspiration on hierarchical execution. Diary of Public Adminstration and Policy Research, 7(4). 62-75. Rynes, S., Gerhart, B., Minette, K. (2004). The significance of pay in representative inspiration: disparities between what individuals state and what they do. Human Resource Management, 43(4), 381-394. Saqib, S., Abrar, M., Sabir, M., Bashir, M., Baig, S. (2015). Effect of Ta

How a Dietitian Helps You With an Eating Disorder

How a Dietitian Helps You With an Eating Disorder Eating Disorders Treatment Print How a Dietitian Helps You With an Eating Disorder By Susan Cowden, MS facebook linkedin Susan Cowden is a licensed marriage and family therapist and a member of the Academy for Eating Disorders. Learn about our editorial policy Susan Cowden, MS Medically reviewed by Medically reviewed by Rachel Goldman, PhD, FTOS on February 13, 2020 Rachel Goldman, PhD FTOS is a licensed psychologist, clinical assistant professor, speaker, wellness expert specializing in weight management and eating behaviors.   Learn about our Medical Review Board Rachel Goldman, PhD, FTOS on February 13, 2020 esolla/E/Getty Images More in Eating Disorders Treatment Symptoms Diagnosis Awareness and Prevention For most people recovering from an eating disorder, a dietitian will be an integral part of their treatment team. However, it is important to see a dietitian who specializes and has experience in treating eating disorders, is willing to work with the rest of your treatment team, and is a good fit for you. What Is a Dietitian? Why Do I Need to See One? A dietitian is a professional who has specialized training in nutrition. Dietitians typically hold at least a bachelors level degree and may hold a masters (or higher) degree as well. It is important to see a dietitian in order to recover from an eating disorder as they can provide valuable information and accountability. Nutrition counseling typically includes education on various nutrients and how your body uses those nutrients as well as information on how much food someone of your size, age, and sex needs to eat to be healthy. They are also able to educate you on how your metabolism works and on how to recognize physical cues of hunger and satiety. If needed, a dietitian can create a personalized meal plan for you in order to meet a number of goals including regaining weight or beginning to include challenging foods in your diet. Whether youre seeing a dietitian in an inpatient or outpatient setting, that might also mean sitting down to meals with them and eating alongside them as challenging foods are introduced. Because many patients with eating disorders have obsessive tendencies, many sufferers have already read a good deal of information about nutrition and arent sure why they need to see a dietitian. Also because of the eating disorder, this knowledge is also colored by misinformation. Dietitians are able to help you sift through what you know and help you figure out what is true and what is disordered thought. Dietitians can also monitor your weight to make sure that you are healthy enough to remain at your current level of treatment and that you do not need a higher level of treatment. What Do All of Those Letters After Their Name Mean? Two of the most commonly seen acronyms among dietitians are RD and LD. RD stands for Registered Dietitian and means he or she has completed the requirements (schooling, internship and passing an exam) to become registered as a dietitian with the Commission on Dietetic Registration. LD stands for Licensed Dietitian and means that the person is licensed to practice as a dietitian in their state.  Each state (and country) has different licensure requirements for dietitians. Not all states have a state licensing requirement; so, the RD credential alone upholds the legality of practicing in those states. Because of the confusion between the titles dietitian and nutritionist, the Commission on Dietetic Registration has recently changed the title of RD to RDN (Registered Dietitian Nutritionist) if a practitioner so chooses to use its inclusive connotation. To put it simply, every dietitian is a nutritionist but not every nutritionist is a dietitian. Registered Dietitians have very specific education and training to provide nutrition counseling (also recognized by insurance and therefore they can work under medical doctors with legal protection), whereas nutritionist is a general term with many variations in training by those who use the title. Actually, anyone can use the title of nutritionist even without any education. It is possible for a practitioner using the nutritionist title to have gone through a reputable certified nutritionist program which often has a more alternative holistic theory focus. Again, credentials and programs vary much under the nutritionist title. How Do I Find a Dietitian? There are many ways to find a dietitian, but that may seem overwhelming at first. Because it is important to find someone who specializes in eating disorders, a referral from your therapist or another member of your treatment team is one of the best ways to find a dietitian. This will help ensure that you are seeing someone who has the experience you need and who will work with your other treatment team members. If your insurance plan covers visits with a dietitian, you may also want to consider calling or looking up dietitians who are considered in-network with your plan.   You may also want to look for a dietitian who has earned their CEDRD through the International Association of Eating Disorder Professionals (IAEDP). These are dietitians who have demonstrated clinical expertise in eating disorders and have met rigorous educational and skill requirements.  ?

Poverty Is The Main Obstacles And Problem Of The People

Poverty is the main obstacles and problem of the people are facing particularly in the world. As of 2013, there were about 2.47 billion people in the world living in poverty with an income of USD 2 or less a day most of them from developing or under developing countries located in African and Asian continent. The population living under poverty only declined from 2.59 billion to 2.47 billion between 1981 and 2013 respectively. Hence the declines principally are seated mostly in developed countries (1). Poverty is generally defined as the condition or situation of an individual or a community who does not posses resources or the means to secure a minimum standard requirements of life. The United Nation, however defines poverty is ‘a denial of choices and opportunities, a violation of human dignity’ (2). It means lack of basic capacity to participate effectively in society, not afford to go to either clinic or school, not having the land on which to grow one’s food or a job to earn one’s living. World Bank states that fundamentally, poverty is ‘pronounced deprivation in well-being, and comprises many dimensions. It includes low incomes and the inability to acquire the basic goods and services necessary for survival with dignity’ (3). Poverty also encompasses low levels of health and no education, poor access to clean water and sanitation, inadequate safety and overall physical security. Although the issue of poverty persisted for long period of time, the process of mass inShow MoreRelatedCombat Poverty, Developing And Developed Nations?1247 Words   |  5 Pagesto combat poverty, in developing and developed nations? 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The True Story About Abortion Research Paper That the Experts Dont Want You to Know

The True Story About Abortion Research Paper That the Experts Don't Want You to Know Abortion Research Paper for Dummies In that instance, welfare of the adoptee is provided the most important consideration. At the same time, there's strong evidence that abortion increases the chance of breast cancer. In instances of rape, teen pregnancy, and potential birth defects, abortion would not just appear to be permissible but perhaps even vital. As a consequence, it has always led to serious health implications including not being able to have a child and at worst deaths. Abortion Research Paper - the Story Browsing our essay writing samples can offer you a good idea whether the standard of our essays is the quality you're looking for. The second portion of the paper includes. A topic should be researchable. Therefore, if you cannot select an intriguing topic for your adoption paper, you can google and pick an intriguing quote to turn into the foundation for the writing. Creating an outline will help you keep on track and can also function as a check list that will help you ensure you cover all parts of your topic. If you are going to produce a good outline for a research paper on abortion, the following are a few important details you need to not forget. The following ought to be taken note of. This manual will help to become familiarized with all crucial strategies and tricks related to research project writing on such a particular topic question. The One Thing to Do for Abortion Research Paper For example, the explanations for conducting abortions ought to be in individual paragraphs from the paragraphs explaining the process. Currently a new study, thought of as the absolute most rigorous to consider the question in the USA, undermines that claim. When you compose a research paper on abortion you're in danger of running into some possible pitfalls. An abortion research paper is a part of academic writing that requires an essential amount o f inquiry into the topic of terminating pregnancy. If you anticipate addressing one question, you have to place a lot of thought into how you came to your conclusion. It is probably that you will discover some decent ideas concerning the given topic. Be certain that you handle various issues in distinct paragraphs. You also need to define the subject in the introduction so the reader can get a notion of what it is that they will be reading. Anyway, people must deal with somebody else's life, among the most valuable things an individual can have, so it's necessary to consider carefully and consider every detail. Research work is something which most people have a tendency to take lightly. As stated by the Bible, in the event of adultery, women should occasionally be made to miscarry.D. Generally, the majority of the women that are pregnant agree that social reasons are definitely the most typical reason for abor tions (Weir-linger, 2014). Men and women believe abortion, leading to jeopardy for an issue in control, it's defined also. Abortion is a rather sensitive matter. It is a simple and safe procedure if it is done by trained medical workers during the first trimester. It is a complex issue with many individuals debating about its legality, whether it is murder, the inhumane procedures used to carry out the procedure successfully, and the various medical and health situations that support the abortion practice . Abortion was regarded as a controversial issue for centuries. It is very useful.A. It is immoral and it should not be legalized. For several years, it has been and will be an extremely controversial subject not only in the United Sates but also in many other countries. As stated earlier, parental consent isn't the only reason for the reduce abortion rates among adolescents. Indeed, if it's found that abortion might in fact be dangerous to health of women, there's just cause for governments to regulate or prohibit abortion to be able to guard their citizens. Many nations ban abortion and lots of institutions fight against it. For instance, one possible results of abortion related infections is sterility.

The Untold Notions of American History Free Essays

It is indeed a notable fact that the United States of America has been known to be a naturally independent and self-sufficient country since then. Historians have deliberately suggested that America is isolated from the rest of the world and that it has its own characters, ideologies and events that are all undoubtedly unique. This is the primary reason why American history is taught with the basis of chauvinistic perception- that America is autonomous from the start. We will write a custom essay sample on The Untold Notions of American History or any similar topic only for you Order Now If most historians or instructors resolved to that suggestion, Thomas Bender chose to stand up for what he thinks is the truth about America. In his book â€Å"A Nation among Nations: America’s Place in World History†, he persuasively narrated that America’s history must be seen and taught in a broader perspective instead of just focusing on its said â€Å"autonomy†. He proposed that the country’s history shouldn’t be treated as an entirely exceptional account because its triumphs and travails have also been experienced by other countries but in various ways.   Bender presented a more global view of America’s history by providing five key events, which he believes influenced the view of Americans today towards their country. First is the New World’s discovery wherein people from different points of compass arrived and settled in scattered regions of America primarily because of oceanic travel and trade. Next comes the â€Å"age of rebellion† or American Revolution which Bender depicted in the context of competition among empires. He pointed out that the significance of rivalry between Europe and the rise of nationalism in other countries is often neglected when it comes to teaching or retelling America’s history. Subsequently, when countries decided to redefine their core beliefs about the nature of freedom, the Civil War took place. Bender discussed this third event with apt concentration on the violence and cruelty which resulted to million deaths in America. He transparently pointed out that America underwent a violent process to build a strong nation. The fourth point that he tackled was the rise of imperialism which affected America against Spain, France, England, and Germany. The fifth and last point that he discussed was the response of America towards industrialism and urbanization during the 20th century. Bender believed that those five events were really vital in America’s history and that they must be taught in an unbiased manner. Meaning, they must not be desensitized for they contain unnoticed truths about the country. In the final chapter, Bender defied Americans to rethink their twisted notions of America’s history. He believed that viewing America as an â€Å"interdependent history with other histories† is helpful because it will justify the sense of identity of Americans.   Thomas Bender was indeed successful in showing that America has shaped and has been shaped by other countries and that under the power and consistency of America lays a deeply grounded truth: that is indeed a nation among nations. How to cite The Untold Notions of American History, Papers

Race and Corrections Essay Example

Race and Corrections Essay Minorities remain overrepresented in crime, offending, victimization, and all stages of the criminal justice process especially confinement. Overrepresentation alludes to a situation in which a greater part of a particular group is present at various stages within the justice system than would be expected based on its part in the general population (Rosich, 2007).Minorities have always had a larger population in the prison system and after the Civil War they were overrepresented in American prison. There are a few reasons as to why races are disproportionately which are denial of jobs, poverty, and it is felt that police have bias and African-Americans and Hispanics are treated differently than Whites. Correctional departments usually supervise inmates sentenced to probation, jail, and prison. There is so much more that falls into what the correctional system takes care of.With more than 70% of persons in the corrections phase of the criminal justice system they are actually supervis ed in the community and in other forms such as fines, community service, drug and alcohol treatment, probation, home confinement, and intensive probation supervision. The American corrections started because of the European workhouses. The first type of institution was opened in Amsterdam in 1596 to hold vagrants and other minor offenders. In the United States the Walnut Street Jail began to receive its first prisoners in 1776 and became our first prison.Gangs are usually comprised of racial/ethnic persons. There are some legendary gangs which include the Mexican Mafia, Black Guerrilla Family, Aryan Brotherhood, and Texas Syndicate. Correctional facilities segregate gangs into separate units, prison informants, isolating gang leaders, locking down institutions, prosecuting gang members who engage in crime, interfering with gang communications, and scrutinizing gang offenses to control the situation with the gangs. American correctional population is growing and very diverse with alm ost 2. 3 million people were incarcerated in the United States in 2009.When you look at the racial breakdown of the people incarcerated you will find that the Black population has the highest incarceration with Whites and then Hispanics/Latinos next. In 2009, there were 5,018,855 men and women being supervised on probation or parole (Gabbidon, Greene, 2013, p. 247-282). African Americans and Hispanics consisted of 58% of all prisoners in 2008. One in six black men had been incarcerated as of 2001. Imprisonment is more common in some social groups than others and makes it easier for racial groups to fall into that stereotype.It becomes more widely expected for groups such as Black males and even Hispanics when they live in the low income communities. At some point one in three Black males and one in six Hispanics will be incarcerated at some point in their life (Berg, DeLisi, 2006). Nationwide, African American men are confined at 9. 6 times the rate of White men. Current trends sh ow that incarceration numbers continue to grow higher each year. The United States rate of incarceration is the leading nation in rates of incarceration. Other countries have much lower percentages than the U. S. does.There a implications because of inmates reentering the prison system within three years after being released. In 1994 51. 8% of inmates that had been released were back in the prison system (U. S. prison populations: Trends and implications, n. d. ). Other implications because of policies are state fiscal budget pressures, prevention and treatment approaches. The federal correction system continues to grow while state prisons have begun to level off. Everyone would like to see the rates go down in the criminal justice system, which I think they may go down but I do not thing they would stay low or even get as low as we would like.Overall, with the reasons as to why people commit crimes and why it shows that minorities are at a higher risk of being incarcerated than Whi tes is very evident.References Berg,  M. T. , DeLisi,  M. (2006). The correctional melting pot: Race, ethnicity, citizenship, and prison violence. Retrieved from http://www. soc. iastate. edu/staff/delisi/Melting%20Pot%20JCJ. pdf BOP: Quick Facts. (2013, June 29). Retrieved  August  4, 2013, from http://www. bop. gov/news/quick. jsp Gabbidon,  S. L. , Greene,  H. T. (2013). Chapter 7: The Death Penalty. In Race and crime (3rd  ed. , pp. 237-245). Thousand Oaks, Calif: SAGE Publications. Mackenzie,  D. L. (2001). Sentencing and Corrections in the 21st Century: Setting the Stage for the Future. Retrieved from https://www. ncjrs. gov/pdffiles1/nij/189106-2. pdf Rosich,  K. J. (2007). Race, ethnicity, and the criminal justice system. Retrieved from http://www. asanet. org/images/press/docs/pdf/ASARaceCrime. pdf The Sentencing Project News New Publication: Trends in U. S. Corrections. (2012, May 18). Retrieved  August  10, 2013, from http://www. sentencingproject . org/detail/news. cfm? news_id=1304 U. S. prison populations: Trends and implications. (n. d. ). Retrieved from http://www. prisonpolicy. org/scans/sp/1044. pdf

Negro League Baseball Research Paper Essays

Negro League Baseball Research Paper Essays Negro League Baseball Research Paper Paper Negro League Baseball Research Paper Paper 1970. Print. Spalding, Albert. America. Baseball: A Literary Anthology. Des Moines, IA: Library of America, 2002. Print.

How Global Capitalism Works

How Global Capitalism Works Global capitalism is the fourth and current epoch of capitalism. What distinguishes it from earlier epochs of mercantile capitalism, classical capitalism, and national-corporate capitalism is that the system, which was previously administered by and within nations, now transcends nations, and thus is transnational, or global, in scope. In its global form, all aspects of the system, including production, accumulation, class relations, and governance, have been disembedded from the nation and reorganized in a globally integrated way that increases the freedom and flexibility with which corporations and financial institutions operate. In his book Latin America and Global Capitalism, sociologist William I. Robinson explains that today’s global capitalist economy is the result of â€Å"...worldwide market liberalization and the construction of a new legal and regulatory superstructure for the global economy... and the internal restructuring and global integration of each national economy. The combination of the two is intended to create a ‘liberal world order,’ an open global economy, and a global policy regime that breaks down all national barriers to the free movement of transnational capital between borders and the free operation of capital within borders in the search for new productive outlets for excess accumulated capital.† Characteristics of Global Capitalism The process of  globalizing the economy began in the mid-twentieth century. Today, global capitalism is defined by the following five characteristics. The production of goods is global in nature.  Corporations can now disperse the production process around the world, so that components of products may be produced in a variety of places, final assembly done in another, none of which may be the country in which the business is incorporated. In fact, global corporations, like Apple, Walmart, and Nike, for example, act as mega-buyers of goods from globally dispersed suppliers, instead of as producers of goods.The relationship between capital and labor is global in scope, highly flexible, and thus very different from epochs past. Because corporations are no longer limited to producing within their home countries, they now, whether directly or indirectly through contractors, employ people around the world in all aspects of production and distribution. In this context, labor is flexible in that a corporation can draw from an entire globe’s worth of workers, and can relocate production to areas where labor is cheaper or more highl y skilled, should it wish to. The financial system and circuits of accumulation operate on a global level. Wealth held and traded by corporations and individuals is scattered around the world in a variety of places, which has made taxing wealth very difficult. Individuals and corporations from all over the world now invest in businesses, financial instruments like stocks or mortgages, and real estate, among other things, wherever they please, giving them great influence in communities far and wide.There is now a transnational class of capitalists (owners of the means of production and high level financiers and investors) whose shared interests shape the policies and practices of global production, trade, and finance. Relations of power are now global in scope, and while it is still relevant and important to consider how relations of power exist and effect social life within nations and local communities, it is deeply important to understand how power operates on a global scale,  and how it filters down through national, state, and local governments to impact the everyday lives of people all over the world. The policies of global production, trade, and finance are created and administered by a variety of institutions that, together, compose a transnational state. The epoch of global capitalism has ushered in a new global system of governance and authority that impacts what happens within nations and communities around the world. The core institutions of the transnational state are the United Nations, the  World Trade Organization, the Group of 20, the World Economic Forum, the International Monetary Fund, and the World Bank. Together, these organizations make and enforce the rules of global capitalism. They set an agenda for global production and trade that nations are expected to fall in line with if they want to participate in the system. Because it has freed corporations from national constraints in highly developed nations  like labor laws, environmental regulations, corporate taxes on accumulated wealth, and import and export tariffs, this new phase of capitalism has fostered unprecedented levels of wealth accumulation and has expanded the power and influence that corporations hold in society. Corporate and financial executives, as members of the transnational capitalist class, now influence policy decisions that filter down to all the world’s nations and local communities.

Chemistry assignment Example | Topics and Well Written Essays - 500 words

Chemistry - Assignment Example For the extracts that included glucose, the process of fermentation continues up to when ADP and P1 inside the extracts were exhausted. Phosphate was needed in the dehydrogenase of the glyceraldehydes 3-phosphate reaction and glucose stopped in this step after the exhaustion of P1. Since glucose remained, it went through phosphorylation by ATP, but P1 was not released. The yeast fermentation gave out CO2 and ethanol instead of lactate. In the absence these reactions and in the absence of oxygen, NADH will be accumulated. There would be no new for continued glycolysis. The bisphosphate hexose which accumulated fructose (1,6-bisphosphate) in the form of energetic. The intermediate was at a valley or low point along the pathway between the input reaction energy that was ahead of it and the following energy reactions payoff. P1 would be replaced by arsenate in a dehydrogenase reaction of glyceraldehydes 3-phosphate to provide acyl arsenate that is hydrolyzed spontaneously. This would inhibit the formation of fructose (1,6-bisphosphate together with ATP thus allowing the formation of 3-phosphoglycerate, that continues in the pathway. Reaction a, b and c will proceed in the direction shown. This is because the phase of payoff of glycolysis will give out ATP which is exergonic. This phase is typified by five reactions which are similar to those of reaction a, b and c. These include: From the table, Ethylene glycol enters through the mediated route. This is so because the facilitated or passive diffusion occurs when the specific molecules are transported down the gradient of concentration high to low. In active transport the energy is used in transporting the molecules against the gradient concentration that is low to high as in the case of Ethylene

Humanities II course work Essay Example | Topics and Well Written Essays - 2750 words

Humanities II course work - Essay Example As the movement grew, it gave rise to expressions of the fantastic and the exotic (Cunningham & Reich, 459). While Romanticism can be a nebulous concept, it’s most accurately expressed through a core group of elements in art and in literature. One of its earliest manifestations was a love of nature, expressed by artists throughout Europe, who exhibited an unprecedented use of personal perspective, scope and color. This was, in large part, a reaction against the onset of modern society. â€Å"The growing industrialization of life in the great cities, and the effect of inventions like the railway train on urban architecture stimulated a ‘back-to-nature’ movement as Romanticism provided an escape from the grim realities of urbanization and industrialization† (Cunningham & Reich, 430). This style struck a chord with people who were, in their own ways, seeking an escape from the de-personalizing effects of society. As the Romantic style gained momentum in the la te 18th and early 19th centuries, it became more self-consciously a rejection of classical art forms. The American and French revolutions utilized classical forms to express their rejections of the old forms of government Romanticism to Post-Modernism 3 against which they were rebelling (Cunningham and Reich, 424). The leaders of America’s revolution against Great Britain borrowed heavily from classical forms of architecture to express a timeless connection between their Democratic form of government and that of the ancients Greeks and Romans. For Romantic artists, this was a limiting artistic convention not adapted to the kind of self-expression with which the new style was infused. In the early phase of the Romantic movement, Goethe’s plays served as a literary catalyst for the turbulent, aggressive Sturm und Drang school. His works were prototypes of the emotionalism and rejection of governmental authority that characterized Romanticism. â€Å"Modern criticism stil l considers Goethe’s use of dramatic technique in the Sturm und Drang as unconventional and revolutionary with respect to dramatic forms in general and Aristotelian drama in particular† (Stewart, 277). This trend would come to encompass music, poetry and the philosophy of Emmanuel Kant, Georg Hegel and Arthur Schopenhauer. The political environment in Europe at the time was set in turmoil by the French revolution and its aftermath. The Napoleonic wars of the late 18th and early 19 centuries aggravated nationalistic fervor throughout the continent. This historic and political cataclysm had a profound influence on artists and thinkers. Romanticism lent itself readily to mythological themes, and the great life-and-death struggle that engulfed Europe inflamed the mythologies and folk traditions in every European nation. In Germany, for instance, this phenomenon found its apex in the ancient Norse mythology that Richard Wagner would fashion into his famous Ring cycle opera. The lasting impact of Romanticism was that the nationalism of Europe’s nation Romanticism to Post-Modernism 4 states was enhanced - in some cases created - by the writers and artists of the Romantic movement. â€Å"Many Romantic artists identified with the nationalist movements of the times and either supported their own country’s fight for freedom (as in the case of Verdi) or championed the cause of others (as did Lord Byron)†

Impact of Corporate Culture on IT Company Growth and Profits

Impact of Corporate Culture on IT Company Growth and Profits The Impact of Corporate Culture on the Growth and Profitability of IT Companies: The Case of Google Abstract In todays global economy, companies from different industries are trying to create a unique competitive advantage to stay in business and maximize their shareholders equity. In doing so, companies should analyze their largest expenses and try to minimize these costs while utilizing their resources in order to make the most from these expenditures. The largest operating expense in U.S. companies is salary. To maximize this expenditure, businesses should devise ways in which to motivate their employees to be more productive. Controlling employees to come to work is easy, but how can companies motivate their employees to work to their full capacity? One way in which this can be accomplished is by creating a suitable, attractive, and tension-free working environment for employees. In doing so, companies can create a strong corporate culture which could offer a competitive advantage. As an example, Google has become one of the largest IT companies in the world in fewer than two decades from its establishment. Not only has Google grown to be one of the largest IT company in the world, it has also developed unique and innovative products, a high job growth, and a secure position as one of the top five companies for which to work. Google has managed to achieve this not only by developing appropriate business strategy, but also creatin g a strong corporate culture that concentrates mainly on employees and customers. In this research, I will try to analyze Googles achievements. I will conduct a small survey to examine the adaptability of Googles flexible corporate culture in IT companies located in Utah. Introduction Statement of the Problem The old saying, â€Å"You can lead a horse to water, but you cant make him drink† may hold true for employees as well; you can make employees come to work, but it is not easy to make them work to their full capacity. Companies may use different methods to control their employees to make them work to their fullest working capacity, but this does not always succeed. To understand employees work satisfaction and engagement in their work, it is useful to analyze a survey conducted by the Gallup Management Journal (GMJ) (Houser, 2009). The GMJ surveyed U.S. employees to understand how engaged they are in their work and their attitudes toward their managers. According to the study, there are three types of employees: 1. Engaged employees: Those who work with passion, motivation, and have deep feelings toward their company. These people are the ones who move the organization. 2. Not-engaged employees: Those who are physically present in the company but mentally absent. These employees are not motivated, and they dont care about their company. They come to work simply to put in hours. The survey refers to them as â€Å"walking through their workday.† 3. Actively disengaged employees: Those who are not only unhappy, but they express their unhappiness in different ways. They may undermine what their engaged coworkers accomplish. The study results showed that 26% of respondents are engaged in their work, 56% of the respondents are not engaged in their work, and 18% of the respondents are actively disengaged in their work. The following chart illustrates the finding of this study. The respondents of the survey were asked if they would fire their manager, given the opportunity. Respondents indicated that 24% would fire their manager if they were given the chance. Of this number, 6% of those respondents were engaged in their work, 23% of the number were not engaged in their work, and 51% of the respondents were actively disengaged in their work. Therefore, less engaged employees tend to dislike their managers, and would fire them, given the opportunity. According to the study, this lack of productivity costs companies billions of dollars. Approximately 24.7 million employees age 18 and over are actively disengaged; this represents 18% of the total workforce. From 2000 to 2007, actively disengaged employees in the U.S. cost the countrys economy from $334 to $431 billion every year in low productivity. The Cost Of Disengagement In this study, I will analyze the different reasons why employees are disengaged from their work, and I will suggest recommendations to solve this problem by taking as an example a successful company in the U.S. Purpose of the study Today, different companies are trying to find a unique competitive advantage. One competitive advantage that was overlooked for many years is an attractive organizational culture. Not only will a superior organizational culture help in attracting and retaining the best employees, it can also be used to create a loyal customer base. In this paper, I will investigate the organizational culture of Google, Inc. in the information technology (IT) industrial sector. I will analyze how Google has capitalized on its organizational culture to become one of the largest search engines and IT companies in the world. I will conduct a small survey on organizational culture on IT companies located in Salt Lake City, Utah to determine useful recommendations by analyzing the results of the survey and comparing these to Googles organizational culture. Before analyzing organizational cultures, it would be beneficial to answer some questions as to why this topic was selected as well as other related issues. Why I Focused on Organizational Culture Many companies have tried to come up with a competitive advantage to maximize the shareholders profits. For years, an attractive corporate culture was not considered as vital to the success of an organization. Unlike external factors of business, which are not directly controlled by organizations, corporate culture is an internal environmental force which can be manipulated by organizations in their favor. Why I Emphasized the Employees Employees are the executers of the plans and strategies of the organization. Most companies consider employees as their asset, but, in my opinion, employees are much more than this. According to a study conducted by the United States Census Bureau, companies largest operating expense is salary. (U.S.CensusBureau, 2000) (See charts below). By taking care of their employees, organizations can get the best results from them. The following charts show the breakdown of operating expense for different industries in 1997 as it was studied by the U.S. Census Bureau under the Economic and Statistics Administration in the U.S. Department of Commerce. Even though, this study was conducted more than a decade ago, I have included it, because I believe it shows the general trend of the breakdown of operating expenses within U.S. industries. Merchant wholesale companies have five major operating costs. Of these, payroll was by far the largest operating expense. If payroll expense and fringe benefits, which are operating expenses toward employees, are combined, more than half of the total operating expenses go toward employee salaries. The breakdown of operating expenses of retail trade has the same tendency as that of the merchant wholesaler. In fact, the only difference is that the expenses for rent by retail trade businesses are a little bit higher than that of the merchant wholesaler. The breakdown of operating expense for business services, which include IT industries, shows a larger expense toward employees. Payroll, consisting of 51% of total operating expense, contract labor, consisting of 5% of total operating expense and fringe benefits, consisting of 8% of total operating expense makes up a total of 64% of the total operating expense. The breakdown of the operating expenses for legal services follows the same trend as for business services. The following chart compares payroll expenses of different sectors of business According to the above chart, business services, health services and legal services pay the highest portion of operating expenses to payroll. Clearly, if companies are paying the majority of their operating expense toward the salaries of their employees, they should try to get the most from their workforce. Another study conducted in 2007 by the AmericanTimeUseSurvey through the U.S. Bureau of Labor Statistics (AmericanTimeUseSurvey, 2007) showed that of the total working people in U.S., those who were between the ages of 25 to 54 living in households with children under the age of 18 spent most of their time either working or in work-related activities. The survey was provided from data taken on non-holiday weekdays. Out of the total 24 hours, those between the age of 25 to 54 living in households with children under the age of 18 spent 8.7 hours working or on work-related activities, 7.6 hours sleeping, 2.6 hours on leisure and sports, 1.2 hours caring for others, 1.1 hours on household activities, 1.1 hours in eating and drinking and the remaining 1.7 hours on other activities. The following chart illustrates these hours in percentiles. Based on this survey, people with children between the ages of 25 to 54, who were part of the labor force, spent the majority of their time at the workplace or doing work-related activities. If companies created a suitable and stable environment, this labor force would be motivated to work harder to help companies maximize their profits. This study will research and analyze how companies could create a competitive advantage by attracting and retaining the best employees through a superior corporate culture. Why I focused on IT IT, by any comparison, is the fastest growing industry in the world. Companies are spending billions of dollars every year, which has made the IT industry one of the most profitable industries in the world. According to a study conducted by the U.S. Census Bureau in 2005 and published in 2007 (U.S.CensusBureau, Information and Communication Technology: 2005, April 2007), the information industry by itself contributes 52.4 billion dollars to the IT industry through purchases of hardware and software annually. The finance and insurance sectors spent $44.2 billion; the manufacturing, professional, scientific, and technical services sectors spent $32.5 billion; the health care sector spent $27 billion; and the social assistance business sector spent $19.9 billion on IT hardware and software components in 2005 alone. Based on this study, more than $200 billion was spent on IT hardware and software by different business sectors in 2005. According to this study, the noncapital and capital expenditures for computer software were higher compared to IT hardware. It is a general assumption that if companies are investing more on computer software, the software industry is generating a lot of money. In 2005 alone, the noncapital expenditure for computer software was $54.2 billion, whereas the capital expenditure for the same sector was $49.8 billion. Therefore, this research will focus on computer software companies. Why Focus on Google? Google is one of the fastest growing companies in the world. It has grown sevenfold over the last decade. According to Fortune, Google was listed as the fourth best company to work for in 2009 (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Even though Google was listed as the fourth best company to work for in 2009 by Fortune, it has the highest job growth rate when compared to the other companies listed in the top ten. While Google has a 40% job growth rate, NetApp, which was listed in first place, only has a 12% job growth rate. Edward Jones and Boston Consulting Group, listed second and third, have only a 9% and 10% job growth rate respectively (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Google has shown tremendous growth over the past few years. As the following chart indicates, from 2004 to 2008, the net income of the company increased tenfold. Even when the world economy was in a recession at the end of 2007 and 2008, Google managed to secure a high net income (GoogleInc, 2008). Google has an interesting workforce distribution. As of December 31, 2008, 40% of Googles total workforce was in sales and marketing, 36% in research and development, 15% in general and administrative positions, and the remaining 9% in operations (Google Inc., 2008). According to this data, Google places nearly as large an emphasis on research and development as it does for sales and marketing. Having a large staff in research and development will ensure a strong future market when it is supported with an appropriate corporate strategy. Even if it is difficult to conclude that Google will have a bright future based on the distribution of its workforce, it is certain that this strong contingency of Googles research and development team has proven to be valuable by developing new and exciting technologies, making it difficult for competitors to catch up. Literature Review In todays globalized and integrated world, change within industries and organizations occurs rapidly. Understanding the impact of an organizations environment could assist organizations in coping with this change. The organizational environment includes all elements existing outside the boundary of the organization that have the potential to affect the organization (Daft, Organization Theory and Design, 8th ed., 2004). The organizational environment consists of the external environment and the internal environment. The external environment is made up of those forces that exist outside of the organizations boundaries and have an effect on the organization. The external environment is further divided into the general environment and the task environment. The general environment is the outer layer that is widely dispersed and affects organizations indirectly (Daft, Management, 7th ed., 2005). The general environment includes technological, socio-cultural, economic, legal/political, and international factors. On the other hand, the task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance (Daft, Management, 7th ed., 2005). The task environment includes customers, labor market, suppliers and competitors. The internal environment includes the elements within the organizations boundaries (Daft, Management, 7th ed., 2005). It includes employees, management and culture of the organization. In this paper the focus is on the culture of the organization and its affect on the performance of the organization. A corporate culture is defined as the set of key values, beliefs, understandings, and norms shared by members of an organization (Martin, 2002) (Kilmann, Ralph H.; Saxton, Mary J.; Serpa, Roy, 1986) (Smircich, 1983). It could also be defined as an â€Å"interdependent set of beliefs, values, ways of behaving, and tools for living that are so common in a community that they tend to perpetuate themselves, sometimes over long periods of time. This continuity is the product of a variety of social forces that are frequently subtle, bordering on invisible, through which people learn a groups norms and values, are rewarded when they accept them, and are ostracized when they do not† (Bemowski, 1995) (Wilhelm, 1992). Corporate culture is derived from both the management and the organization itself. The management, through its philosophy, values, actions and the organization through its roles, structure, systems and technology comprise the corporate culture. Feedback is received from the corporate culture to the management and organization. The following illustrates this process. Classification Schemes There are different classifications of corporate culture defined by different authors. The different views of four authors will be considered in the following: 1. Henry Migliore After studying 24 organizations, Henry Migliore included 20 cultural factors, which he referred to as the â€Å"Corporate Culture Index† (Migliore, Henry; R.T. Martin; Tim Baer; and Jeffrey L. Horvath, 1989). These factors include the following characteristics. * Member Identity: the degree to which employees identify with the organization as a whole in their type of job or field of professional expertise * Team Emphasis: the degree to which work activities are organized around teams rather than individuals * People Focus: the degree to which management empowers the employees within the organization * Autonomy: the degree to which departments within the organization are encouraged to operate in a coordinated or interdependent manner * Control: the degree to which rules, regulations, and direct supervision and used to control employee behavior * Risk Tolerance: the degree to which employees are encouraged to be aggressive, innovative, and risk-seeking 2. Geert Hofstede Geert Hofstede believes the behavior of organizations is affected by a national and regional cultural grouping. To study this point, he looked for a national difference among over 100,000 of IBMs employees in different parts of the world. He came up with five dimensions of culture that influence national regional groupings (Hofstede, 1980). These are: * Power distance: the expectation of society on the levels of power an individual possess in the society. A high score of power distance reflects the expectation of the society that some individuals possess more power than others. A low score of power distance reflects the expectations of the society that all people have equal rights * Uncertainty avoidance: the degree to which a society accepts uncertainty and risk * Individualism vs. Collectivism: the degree to which people stand up for themselves or act as part of a group * Masculinity vs. Femininity: the degree to which the society gives value to the male or female * Long vs. Short-term Orientation: the degree to which a society values long term or short term orientation 3. Deal and Kennedy According to Deal and Kennedy, organizational culture is the way things get done in an organization (Deal Kennedy, 1982). They measured an organizations culture using different elements. These elements include: * Feedback: response from the organization * Risk: the degree of uncertainty in the organization Using these two elements, Deal and Kennedy suggested four classifications of corporate cultures (Deal Kennedy, 1982). These are: * The Tough-Guy Macho Culture: The feedback, which is the response from the organization, is quick and the reward is high. * The Work Hard/Play Hard Culture: Few risks are taken, but the feedback, which is the response from the organization, is rapid. * The Bet Your Company Culture: This involves high risk, but it may take a long time to know the outcome of the decision or action. * The Process Culture: This is associated with bureaucracy in the organization. It is common in organizations where there is little or no feedback. 4. Charles Handy Charles Handy developed Roger Harrisons work of 1972 which linked organizational structure to organizational culture (Handy, 1985). According to this idea, there are four types of culture. These are: * Power Culture: A few will rule the organization from the middle. * Role Culture: Employees have clearly delegated authority and the structure of the organization is highly defined. * Task Culture: Teams are formed to solve particular problems; this is a common organizational culture for a matrix structure. * Person Culture: Employees focus on individualism rather than team work. These organizations will face a hard time staying above water. A corporate culture has two levels, visible and invisible. The visible level of culture can be seen at the surface level. It includes symbols, stories, heroes, slogans and ceremonies. The invisible level is deeper values and shared understandings held by organization members who include expressed values, assumptions and deep beliefs. The following illustrates the levels of corporate culture. It is difficult to express the invisible level of corporate culture since it cannot be seen as compared to the visible level of corporate culture. The visible level of corporate culture has different entities. These include: * Symbols: an object, act, or event that conveys meaning to others. Symbols can be considered a rich, non-verbal language that vibrantly conveys the organizations important values concerning how people relate to one another and interact with the environment (Pratt Rafaeli, 2001). * Stories: narratives based on true events that are repeated frequently and shared among organizational employees (Daft, Management, 7th ed., 2005). * Heroes: s who exemplify the deeds, character, and attributes of a strong corporate culture (Daft, Management, 7th ed., 2005). * Slogans: a phrase or sentence that succinctly expresses a key corporate value (Daft, Management, 7th ed., 2005). Companies use slogans to convey their core values and missions. Examples of slogans are Googles â€Å"Dont be evil,† and Microsofts â€Å"Our passion, your potential.† * Ceremonies: a planned activity that makes up a special event, and is conducted for the benefit of an audience (Trice Beyer, 1984). According to research conducted at Harvard on 207 U.S. firms (Kotter Heskett, 1992), corporate cultures can be divided into adaptive and unadaptive corporate cultures. The study found that a strong corporate culture by itself does not guarantee company success. However, when strong corporate culture adapts to the external environment, it will bring success to the companys business. In both adaptive and unadaptive corporate cultures, there are visible behaviors and expressed values. In the adaptive corporate culture, managers are concerned with their customers (external environment) and employees (internal environment). On the other hand, in an unadaptive corporate culture, managers are concerned only with themselves. Therefore, they dont want change or risks. A strong corporate culture should always be adapted to the external environment (Kotter Heskett, 1992). Table 1: Adaptive and Unadaptive Corporate Culture Adaptive Corporate Cultures Unadaptive Corporate Cultures Visible Behavior Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Expressed Values Managers care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g. leadership initiatives up and down the management hierarchy). Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives. Types of Cultures There are four types of corporate culture, which can be further classified into two matrixes. These are the needs of the environment, which could be flexible or stable, and the strategic focus, which can be external or internal. The four categories associated with this are adaptability, achievement, involvement, and consistency (McDonald Gandz, 1992) (Denison Mishra, 1995). The four types of corporate cultures are: 1. Adaptability culture: A culture characterized by values that support the companys ability to interpret and translate signals from the environment into new behavior responses. It emerges in an environment that requires fast response and high-risk decision making. Managers encourage values that support the companys ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. Managers also actively create change by encouraging and rewarding creativity, experimentation, and risk taking (Daft, Management, 7th ed., 2005). 2. The achievement culture: A results-oriented culture that values competitiveness, personal initiative, and achievement. It is suited to organizations that are concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change. This is a results-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results (Hooijberg Petrock, 1993). 3. The involvement culture: A culture that places high value on meeting that needs of employees and values cooperation and equality. It has an internal focus on the involvement and participation of employees to rapidly meet changing needs from the environment. This culture places a high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere. Managers emphasize values such as cooperation, consideration of both employees and customers, and the avoidance of status differences (Daft, Management, 7th ed., 2005). 4. Consistency culture: A culture that values and rewards a methodical, rational, orderly way of doing things. It has an internal focus and a consistency orientation for a stable environment. Following the rules and being thrifty are valued, and the culture supports and rewards a methodical, rational, orderly way of doing things, since there is no stable environment. It is rather difficult to have this kind of corporate culture (Daft, Management, 7th ed., 2005). The Start of Search Engines Most people agree that the first pre-web search engine was Archie created by Alan Emtage in 1990, while he was a student at McGill University. At that time, the Internet was used by learning institutions to store different kinds of documents on shared machines. Since there were no search engines at that time, if one did not know the exact machine address and file name, it would not be possible to find the document. Emtage created an interface for the search engine, calling it Archie, and used an indexed filing system. In order to use Archie, a user would log in to an Archie server via a command line interface and type in keywords that matched the file title being searched. The result from Archie would display the possible machine locations in which the file could be found. The user then had to log in to each machine and look for the individual file. Archie provided the machine name where the file could be found, but the user had to know a keyword in the title of the file being search ed. This may seem useless today, but it was the best technology available at the time. In 1993, students at the University of Nevada created another search engine similar to Archie, which they called Veronica. The main difference between Archie and Veronica was that Veronicas search results showed the possible document names. As the Internet started to grow larger, from 130 sites in 1993 to 600,000 in 1996, the glory of Archie and Veronica also faded. Matthew Gray, a researcher at the Massachusetts Institute of Technology, created a web based search engine known as WWW Wanderer. The Wanderer had a list of indexed sites at the back end and a search interface that allowed users to search the index at the front end. In 1994, Brian Pinkerton, a researcher from the University of Washington, developed a more powerful search engine by the name of WebCrawler. WebCrawler could index the full text of a web document it found and also use a linking of different web pages, just as Googles PageRanking algorithm does. Alta Vista was the next stronger search engine invention. Unlike other search engines, Alta Vista was created to test the performance of the superfast Alpha processor. After Digital Equipment Corporation (DEC) made a superfast Alpha processor, the company was looking for a way to test its performance. One of DECs researchers, Louis Monier, was working at Western Lab in Palo Alto, California, and came up with the idea of building a search engine that could load the entire Internet onto the Alpha computer to show the processors speed. Not only did Monier come up with the idea, he also built the search engine. However, the management of DEC did not realize the magnitude of this discovery. Some believe that the management could not understand the marketability of Alta Vista, because they considered DEC to be a hardware, not a software company. In January 1998, Compaq purchased DEC for $9.6 billion dollars. Compaq recognized the marketability of Alta Vista and started to invest more into it. Rod Schrock, a Compaq executive, was given the responsibility of Alta Vista, and developed the site to look like Yahoo. In June 1999, Compaq sold Alta Vista to CMGI, an Internet holding company, for $2.3 billion dollars, mostly in stock. CMGI could not hold on to Alta Vista for long since it lost 90 percent of its value. In 2003, CMGI was forced to sell Alta Vista to Overture Services, Inc. for $140 million. Yahoo acquired Overture Services, Inc., and Alta Vista became owed by Yahoo, its former fierce competitor. Yahoo had opened its doors two years prior in March 1995. Yahoo was started as a project to win a fantasy basketball league by two Stanford PhD candidate students, Jerry Yang and David Filo in the early 1990s. Both were studying electronic design automation, which was a popular field when they began studying but the subject got cold when these students reached their fourth year of their doctoral work. â€Å"The prospects of finishing and getting on with life were pretty grim. The real story is that we were bored with our PhDs and we did everything we could to avoid writing our thesis,† (Battelle, 2005) Yang recalls. To win a fantasy basketball league, Filo came up with an Internet crawler that collected data from basketball sites using protocol and compiled the data based on different categories like players performance, trade amount, history, etc. Yang and Filo won the fantasy basketball league using their project (Battelle, 2005). After the first browser was released in 1993, Yang started surfing the Web and maintaining a list of sites he was most interested in. Filo continued to develop software, and later wrote â€Å"Jerry and Davids Guide to the World Wide Web,† which helped to automate the list of sites Yang was collecting. Yang created a home page for the software Filo developed and called it Akebono, named after a famous sumo wrestler (Battelle, 2005). â€Å"Jerry and Davids Guide to the World Wide Web† became quickly famous, first among Stanford graduate students and then throughout the Web. In 1995, Yang and Filo realized the potential of â€Å"Jerry and Davids Guide to the World Wide Web,† and decided to invest more time into it. First and foremost, they wanted to have a catchy name for the site. Both, Yang and Filo, were inspired by computer science acronyms that started with â€Å"YA† for â€Å"yet another.† They began to search the dictionary, and when they got to â€Å"Yahoo,† they knew they had a winner (Reid, 1997). The dictionary defined the term as â€Å"a rude, unsophisticated, uncouth person,† but the word also lent itself to reverse engineering by way of an acronym: Yet Another Hierarchical Officious Oracle (Battelle, 2005). Filo and Yang tried to sell their project, Yahoo, to different companies. However, they were unable to find Impact of Corporate Culture on IT Company Growth and Profits Impact of Corporate Culture on IT Company Growth and Profits The Impact of Corporate Culture on the Growth and Profitability of IT Companies: The Case of Google Abstract In todays global economy, companies from different industries are trying to create a unique competitive advantage to stay in business and maximize their shareholders equity. In doing so, companies should analyze their largest expenses and try to minimize these costs while utilizing their resources in order to make the most from these expenditures. The largest operating expense in U.S. companies is salary. To maximize this expenditure, businesses should devise ways in which to motivate their employees to be more productive. Controlling employees to come to work is easy, but how can companies motivate their employees to work to their full capacity? One way in which this can be accomplished is by creating a suitable, attractive, and tension-free working environment for employees. In doing so, companies can create a strong corporate culture which could offer a competitive advantage. As an example, Google has become one of the largest IT companies in the world in fewer than two decades from its establishment. Not only has Google grown to be one of the largest IT company in the world, it has also developed unique and innovative products, a high job growth, and a secure position as one of the top five companies for which to work. Google has managed to achieve this not only by developing appropriate business strategy, but also creatin g a strong corporate culture that concentrates mainly on employees and customers. In this research, I will try to analyze Googles achievements. I will conduct a small survey to examine the adaptability of Googles flexible corporate culture in IT companies located in Utah. Introduction Statement of the Problem The old saying, â€Å"You can lead a horse to water, but you cant make him drink† may hold true for employees as well; you can make employees come to work, but it is not easy to make them work to their full capacity. Companies may use different methods to control their employees to make them work to their fullest working capacity, but this does not always succeed. To understand employees work satisfaction and engagement in their work, it is useful to analyze a survey conducted by the Gallup Management Journal (GMJ) (Houser, 2009). The GMJ surveyed U.S. employees to understand how engaged they are in their work and their attitudes toward their managers. According to the study, there are three types of employees: 1. Engaged employees: Those who work with passion, motivation, and have deep feelings toward their company. These people are the ones who move the organization. 2. Not-engaged employees: Those who are physically present in the company but mentally absent. These employees are not motivated, and they dont care about their company. They come to work simply to put in hours. The survey refers to them as â€Å"walking through their workday.† 3. Actively disengaged employees: Those who are not only unhappy, but they express their unhappiness in different ways. They may undermine what their engaged coworkers accomplish. The study results showed that 26% of respondents are engaged in their work, 56% of the respondents are not engaged in their work, and 18% of the respondents are actively disengaged in their work. The following chart illustrates the finding of this study. The respondents of the survey were asked if they would fire their manager, given the opportunity. Respondents indicated that 24% would fire their manager if they were given the chance. Of this number, 6% of those respondents were engaged in their work, 23% of the number were not engaged in their work, and 51% of the respondents were actively disengaged in their work. Therefore, less engaged employees tend to dislike their managers, and would fire them, given the opportunity. According to the study, this lack of productivity costs companies billions of dollars. Approximately 24.7 million employees age 18 and over are actively disengaged; this represents 18% of the total workforce. From 2000 to 2007, actively disengaged employees in the U.S. cost the countrys economy from $334 to $431 billion every year in low productivity. The Cost Of Disengagement In this study, I will analyze the different reasons why employees are disengaged from their work, and I will suggest recommendations to solve this problem by taking as an example a successful company in the U.S. Purpose of the study Today, different companies are trying to find a unique competitive advantage. One competitive advantage that was overlooked for many years is an attractive organizational culture. Not only will a superior organizational culture help in attracting and retaining the best employees, it can also be used to create a loyal customer base. In this paper, I will investigate the organizational culture of Google, Inc. in the information technology (IT) industrial sector. I will analyze how Google has capitalized on its organizational culture to become one of the largest search engines and IT companies in the world. I will conduct a small survey on organizational culture on IT companies located in Salt Lake City, Utah to determine useful recommendations by analyzing the results of the survey and comparing these to Googles organizational culture. Before analyzing organizational cultures, it would be beneficial to answer some questions as to why this topic was selected as well as other related issues. Why I Focused on Organizational Culture Many companies have tried to come up with a competitive advantage to maximize the shareholders profits. For years, an attractive corporate culture was not considered as vital to the success of an organization. Unlike external factors of business, which are not directly controlled by organizations, corporate culture is an internal environmental force which can be manipulated by organizations in their favor. Why I Emphasized the Employees Employees are the executers of the plans and strategies of the organization. Most companies consider employees as their asset, but, in my opinion, employees are much more than this. According to a study conducted by the United States Census Bureau, companies largest operating expense is salary. (U.S.CensusBureau, 2000) (See charts below). By taking care of their employees, organizations can get the best results from them. The following charts show the breakdown of operating expense for different industries in 1997 as it was studied by the U.S. Census Bureau under the Economic and Statistics Administration in the U.S. Department of Commerce. Even though, this study was conducted more than a decade ago, I have included it, because I believe it shows the general trend of the breakdown of operating expenses within U.S. industries. Merchant wholesale companies have five major operating costs. Of these, payroll was by far the largest operating expense. If payroll expense and fringe benefits, which are operating expenses toward employees, are combined, more than half of the total operating expenses go toward employee salaries. The breakdown of operating expenses of retail trade has the same tendency as that of the merchant wholesaler. In fact, the only difference is that the expenses for rent by retail trade businesses are a little bit higher than that of the merchant wholesaler. The breakdown of operating expense for business services, which include IT industries, shows a larger expense toward employees. Payroll, consisting of 51% of total operating expense, contract labor, consisting of 5% of total operating expense and fringe benefits, consisting of 8% of total operating expense makes up a total of 64% of the total operating expense. The breakdown of the operating expenses for legal services follows the same trend as for business services. The following chart compares payroll expenses of different sectors of business According to the above chart, business services, health services and legal services pay the highest portion of operating expenses to payroll. Clearly, if companies are paying the majority of their operating expense toward the salaries of their employees, they should try to get the most from their workforce. Another study conducted in 2007 by the AmericanTimeUseSurvey through the U.S. Bureau of Labor Statistics (AmericanTimeUseSurvey, 2007) showed that of the total working people in U.S., those who were between the ages of 25 to 54 living in households with children under the age of 18 spent most of their time either working or in work-related activities. The survey was provided from data taken on non-holiday weekdays. Out of the total 24 hours, those between the age of 25 to 54 living in households with children under the age of 18 spent 8.7 hours working or on work-related activities, 7.6 hours sleeping, 2.6 hours on leisure and sports, 1.2 hours caring for others, 1.1 hours on household activities, 1.1 hours in eating and drinking and the remaining 1.7 hours on other activities. The following chart illustrates these hours in percentiles. Based on this survey, people with children between the ages of 25 to 54, who were part of the labor force, spent the majority of their time at the workplace or doing work-related activities. If companies created a suitable and stable environment, this labor force would be motivated to work harder to help companies maximize their profits. This study will research and analyze how companies could create a competitive advantage by attracting and retaining the best employees through a superior corporate culture. Why I focused on IT IT, by any comparison, is the fastest growing industry in the world. Companies are spending billions of dollars every year, which has made the IT industry one of the most profitable industries in the world. According to a study conducted by the U.S. Census Bureau in 2005 and published in 2007 (U.S.CensusBureau, Information and Communication Technology: 2005, April 2007), the information industry by itself contributes 52.4 billion dollars to the IT industry through purchases of hardware and software annually. The finance and insurance sectors spent $44.2 billion; the manufacturing, professional, scientific, and technical services sectors spent $32.5 billion; the health care sector spent $27 billion; and the social assistance business sector spent $19.9 billion on IT hardware and software components in 2005 alone. Based on this study, more than $200 billion was spent on IT hardware and software by different business sectors in 2005. According to this study, the noncapital and capital expenditures for computer software were higher compared to IT hardware. It is a general assumption that if companies are investing more on computer software, the software industry is generating a lot of money. In 2005 alone, the noncapital expenditure for computer software was $54.2 billion, whereas the capital expenditure for the same sector was $49.8 billion. Therefore, this research will focus on computer software companies. Why Focus on Google? Google is one of the fastest growing companies in the world. It has grown sevenfold over the last decade. According to Fortune, Google was listed as the fourth best company to work for in 2009 (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Even though Google was listed as the fourth best company to work for in 2009 by Fortune, it has the highest job growth rate when compared to the other companies listed in the top ten. While Google has a 40% job growth rate, NetApp, which was listed in first place, only has a 12% job growth rate. Edward Jones and Boston Consulting Group, listed second and third, have only a 9% and 10% job growth rate respectively (100 Best Companies to Work for 2009: Google GOOG from Fortune, 2009). Google has shown tremendous growth over the past few years. As the following chart indicates, from 2004 to 2008, the net income of the company increased tenfold. Even when the world economy was in a recession at the end of 2007 and 2008, Google managed to secure a high net income (GoogleInc, 2008). Google has an interesting workforce distribution. As of December 31, 2008, 40% of Googles total workforce was in sales and marketing, 36% in research and development, 15% in general and administrative positions, and the remaining 9% in operations (Google Inc., 2008). According to this data, Google places nearly as large an emphasis on research and development as it does for sales and marketing. Having a large staff in research and development will ensure a strong future market when it is supported with an appropriate corporate strategy. Even if it is difficult to conclude that Google will have a bright future based on the distribution of its workforce, it is certain that this strong contingency of Googles research and development team has proven to be valuable by developing new and exciting technologies, making it difficult for competitors to catch up. Literature Review In todays globalized and integrated world, change within industries and organizations occurs rapidly. Understanding the impact of an organizations environment could assist organizations in coping with this change. The organizational environment includes all elements existing outside the boundary of the organization that have the potential to affect the organization (Daft, Organization Theory and Design, 8th ed., 2004). The organizational environment consists of the external environment and the internal environment. The external environment is made up of those forces that exist outside of the organizations boundaries and have an effect on the organization. The external environment is further divided into the general environment and the task environment. The general environment is the outer layer that is widely dispersed and affects organizations indirectly (Daft, Management, 7th ed., 2005). The general environment includes technological, socio-cultural, economic, legal/political, and international factors. On the other hand, the task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance (Daft, Management, 7th ed., 2005). The task environment includes customers, labor market, suppliers and competitors. The internal environment includes the elements within the organizations boundaries (Daft, Management, 7th ed., 2005). It includes employees, management and culture of the organization. In this paper the focus is on the culture of the organization and its affect on the performance of the organization. A corporate culture is defined as the set of key values, beliefs, understandings, and norms shared by members of an organization (Martin, 2002) (Kilmann, Ralph H.; Saxton, Mary J.; Serpa, Roy, 1986) (Smircich, 1983). It could also be defined as an â€Å"interdependent set of beliefs, values, ways of behaving, and tools for living that are so common in a community that they tend to perpetuate themselves, sometimes over long periods of time. This continuity is the product of a variety of social forces that are frequently subtle, bordering on invisible, through which people learn a groups norms and values, are rewarded when they accept them, and are ostracized when they do not† (Bemowski, 1995) (Wilhelm, 1992). Corporate culture is derived from both the management and the organization itself. The management, through its philosophy, values, actions and the organization through its roles, structure, systems and technology comprise the corporate culture. Feedback is received from the corporate culture to the management and organization. The following illustrates this process. Classification Schemes There are different classifications of corporate culture defined by different authors. The different views of four authors will be considered in the following: 1. Henry Migliore After studying 24 organizations, Henry Migliore included 20 cultural factors, which he referred to as the â€Å"Corporate Culture Index† (Migliore, Henry; R.T. Martin; Tim Baer; and Jeffrey L. Horvath, 1989). These factors include the following characteristics. * Member Identity: the degree to which employees identify with the organization as a whole in their type of job or field of professional expertise * Team Emphasis: the degree to which work activities are organized around teams rather than individuals * People Focus: the degree to which management empowers the employees within the organization * Autonomy: the degree to which departments within the organization are encouraged to operate in a coordinated or interdependent manner * Control: the degree to which rules, regulations, and direct supervision and used to control employee behavior * Risk Tolerance: the degree to which employees are encouraged to be aggressive, innovative, and risk-seeking 2. Geert Hofstede Geert Hofstede believes the behavior of organizations is affected by a national and regional cultural grouping. To study this point, he looked for a national difference among over 100,000 of IBMs employees in different parts of the world. He came up with five dimensions of culture that influence national regional groupings (Hofstede, 1980). These are: * Power distance: the expectation of society on the levels of power an individual possess in the society. A high score of power distance reflects the expectation of the society that some individuals possess more power than others. A low score of power distance reflects the expectations of the society that all people have equal rights * Uncertainty avoidance: the degree to which a society accepts uncertainty and risk * Individualism vs. Collectivism: the degree to which people stand up for themselves or act as part of a group * Masculinity vs. Femininity: the degree to which the society gives value to the male or female * Long vs. Short-term Orientation: the degree to which a society values long term or short term orientation 3. Deal and Kennedy According to Deal and Kennedy, organizational culture is the way things get done in an organization (Deal Kennedy, 1982). They measured an organizations culture using different elements. These elements include: * Feedback: response from the organization * Risk: the degree of uncertainty in the organization Using these two elements, Deal and Kennedy suggested four classifications of corporate cultures (Deal Kennedy, 1982). These are: * The Tough-Guy Macho Culture: The feedback, which is the response from the organization, is quick and the reward is high. * The Work Hard/Play Hard Culture: Few risks are taken, but the feedback, which is the response from the organization, is rapid. * The Bet Your Company Culture: This involves high risk, but it may take a long time to know the outcome of the decision or action. * The Process Culture: This is associated with bureaucracy in the organization. It is common in organizations where there is little or no feedback. 4. Charles Handy Charles Handy developed Roger Harrisons work of 1972 which linked organizational structure to organizational culture (Handy, 1985). According to this idea, there are four types of culture. These are: * Power Culture: A few will rule the organization from the middle. * Role Culture: Employees have clearly delegated authority and the structure of the organization is highly defined. * Task Culture: Teams are formed to solve particular problems; this is a common organizational culture for a matrix structure. * Person Culture: Employees focus on individualism rather than team work. These organizations will face a hard time staying above water. A corporate culture has two levels, visible and invisible. The visible level of culture can be seen at the surface level. It includes symbols, stories, heroes, slogans and ceremonies. The invisible level is deeper values and shared understandings held by organization members who include expressed values, assumptions and deep beliefs. The following illustrates the levels of corporate culture. It is difficult to express the invisible level of corporate culture since it cannot be seen as compared to the visible level of corporate culture. The visible level of corporate culture has different entities. These include: * Symbols: an object, act, or event that conveys meaning to others. Symbols can be considered a rich, non-verbal language that vibrantly conveys the organizations important values concerning how people relate to one another and interact with the environment (Pratt Rafaeli, 2001). * Stories: narratives based on true events that are repeated frequently and shared among organizational employees (Daft, Management, 7th ed., 2005). * Heroes: s who exemplify the deeds, character, and attributes of a strong corporate culture (Daft, Management, 7th ed., 2005). * Slogans: a phrase or sentence that succinctly expresses a key corporate value (Daft, Management, 7th ed., 2005). Companies use slogans to convey their core values and missions. Examples of slogans are Googles â€Å"Dont be evil,† and Microsofts â€Å"Our passion, your potential.† * Ceremonies: a planned activity that makes up a special event, and is conducted for the benefit of an audience (Trice Beyer, 1984). According to research conducted at Harvard on 207 U.S. firms (Kotter Heskett, 1992), corporate cultures can be divided into adaptive and unadaptive corporate cultures. The study found that a strong corporate culture by itself does not guarantee company success. However, when strong corporate culture adapts to the external environment, it will bring success to the companys business. In both adaptive and unadaptive corporate cultures, there are visible behaviors and expressed values. In the adaptive corporate culture, managers are concerned with their customers (external environment) and employees (internal environment). On the other hand, in an unadaptive corporate culture, managers are concerned only with themselves. Therefore, they dont want change or risks. A strong corporate culture should always be adapted to the external environment (Kotter Heskett, 1992). Table 1: Adaptive and Unadaptive Corporate Culture Adaptive Corporate Cultures Unadaptive Corporate Cultures Visible Behavior Managers pay close attention to all their constituencies, especially customers, and initiate change when needed to serve their legitimate interests, even if it entails taking some risks. Managers tend to behave somewhat insularly, politically, and bureaucratically. As a result, they do not change their strategies quickly to adjust to or take advantage of changes in their business environments. Expressed Values Managers care deeply about customers, stockholders, and employees. They also strongly value people and processes that can create useful change (e.g. leadership initiatives up and down the management hierarchy). Managers care mainly about themselves, their immediate work group, or some product (or technology) associated with that work group. They value the orderly and risk-reducing management process much more highly than leadership initiatives. Types of Cultures There are four types of corporate culture, which can be further classified into two matrixes. These are the needs of the environment, which could be flexible or stable, and the strategic focus, which can be external or internal. The four categories associated with this are adaptability, achievement, involvement, and consistency (McDonald Gandz, 1992) (Denison Mishra, 1995). The four types of corporate cultures are: 1. Adaptability culture: A culture characterized by values that support the companys ability to interpret and translate signals from the environment into new behavior responses. It emerges in an environment that requires fast response and high-risk decision making. Managers encourage values that support the companys ability to rapidly detect, interpret, and translate signals from the environment into new behavior responses. Employees have autonomy to make decisions and act freely to meet new needs, and responsiveness to customers is highly valued. Managers also actively create change by encouraging and rewarding creativity, experimentation, and risk taking (Daft, Management, 7th ed., 2005). 2. The achievement culture: A results-oriented culture that values competitiveness, personal initiative, and achievement. It is suited to organizations that are concerned with serving specific customers in the external environment but without the intense need for flexibility and rapid change. This is a results-oriented culture that values competitiveness, aggressiveness, personal initiative, and willingness to work long and hard to achieve results (Hooijberg Petrock, 1993). 3. The involvement culture: A culture that places high value on meeting that needs of employees and values cooperation and equality. It has an internal focus on the involvement and participation of employees to rapidly meet changing needs from the environment. This culture places a high value on meeting the needs of employees, and the organization may be characterized by a caring, family-like atmosphere. Managers emphasize values such as cooperation, consideration of both employees and customers, and the avoidance of status differences (Daft, Management, 7th ed., 2005). 4. Consistency culture: A culture that values and rewards a methodical, rational, orderly way of doing things. It has an internal focus and a consistency orientation for a stable environment. Following the rules and being thrifty are valued, and the culture supports and rewards a methodical, rational, orderly way of doing things, since there is no stable environment. It is rather difficult to have this kind of corporate culture (Daft, Management, 7th ed., 2005). The Start of Search Engines Most people agree that the first pre-web search engine was Archie created by Alan Emtage in 1990, while he was a student at McGill University. At that time, the Internet was used by learning institutions to store different kinds of documents on shared machines. Since there were no search engines at that time, if one did not know the exact machine address and file name, it would not be possible to find the document. Emtage created an interface for the search engine, calling it Archie, and used an indexed filing system. In order to use Archie, a user would log in to an Archie server via a command line interface and type in keywords that matched the file title being searched. The result from Archie would display the possible machine locations in which the file could be found. The user then had to log in to each machine and look for the individual file. Archie provided the machine name where the file could be found, but the user had to know a keyword in the title of the file being search ed. This may seem useless today, but it was the best technology available at the time. In 1993, students at the University of Nevada created another search engine similar to Archie, which they called Veronica. The main difference between Archie and Veronica was that Veronicas search results showed the possible document names. As the Internet started to grow larger, from 130 sites in 1993 to 600,000 in 1996, the glory of Archie and Veronica also faded. Matthew Gray, a researcher at the Massachusetts Institute of Technology, created a web based search engine known as WWW Wanderer. The Wanderer had a list of indexed sites at the back end and a search interface that allowed users to search the index at the front end. In 1994, Brian Pinkerton, a researcher from the University of Washington, developed a more powerful search engine by the name of WebCrawler. WebCrawler could index the full text of a web document it found and also use a linking of different web pages, just as Googles PageRanking algorithm does. Alta Vista was the next stronger search engine invention. Unlike other search engines, Alta Vista was created to test the performance of the superfast Alpha processor. After Digital Equipment Corporation (DEC) made a superfast Alpha processor, the company was looking for a way to test its performance. One of DECs researchers, Louis Monier, was working at Western Lab in Palo Alto, California, and came up with the idea of building a search engine that could load the entire Internet onto the Alpha computer to show the processors speed. Not only did Monier come up with the idea, he also built the search engine. However, the management of DEC did not realize the magnitude of this discovery. Some believe that the management could not understand the marketability of Alta Vista, because they considered DEC to be a hardware, not a software company. In January 1998, Compaq purchased DEC for $9.6 billion dollars. Compaq recognized the marketability of Alta Vista and started to invest more into it. Rod Schrock, a Compaq executive, was given the responsibility of Alta Vista, and developed the site to look like Yahoo. In June 1999, Compaq sold Alta Vista to CMGI, an Internet holding company, for $2.3 billion dollars, mostly in stock. CMGI could not hold on to Alta Vista for long since it lost 90 percent of its value. In 2003, CMGI was forced to sell Alta Vista to Overture Services, Inc. for $140 million. Yahoo acquired Overture Services, Inc., and Alta Vista became owed by Yahoo, its former fierce competitor. Yahoo had opened its doors two years prior in March 1995. Yahoo was started as a project to win a fantasy basketball league by two Stanford PhD candidate students, Jerry Yang and David Filo in the early 1990s. Both were studying electronic design automation, which was a popular field when they began studying but the subject got cold when these students reached their fourth year of their doctoral work. â€Å"The prospects of finishing and getting on with life were pretty grim. The real story is that we were bored with our PhDs and we did everything we could to avoid writing our thesis,† (Battelle, 2005) Yang recalls. To win a fantasy basketball league, Filo came up with an Internet crawler that collected data from basketball sites using protocol and compiled the data based on different categories like players performance, trade amount, history, etc. Yang and Filo won the fantasy basketball league using their project (Battelle, 2005). After the first browser was released in 1993, Yang started surfing the Web and maintaining a list of sites he was most interested in. Filo continued to develop software, and later wrote â€Å"Jerry and Davids Guide to the World Wide Web,† which helped to automate the list of sites Yang was collecting. Yang created a home page for the software Filo developed and called it Akebono, named after a famous sumo wrestler (Battelle, 2005). â€Å"Jerry and Davids Guide to the World Wide Web† became quickly famous, first among Stanford graduate students and then throughout the Web. In 1995, Yang and Filo realized the potential of â€Å"Jerry and Davids Guide to the World Wide Web,† and decided to invest more time into it. First and foremost, they wanted to have a catchy name for the site. Both, Yang and Filo, were inspired by computer science acronyms that started with â€Å"YA† for â€Å"yet another.† They began to search the dictionary, and when they got to â€Å"Yahoo,† they knew they had a winner (Reid, 1997). The dictionary defined the term as â€Å"a rude, unsophisticated, uncouth person,† but the word also lent itself to reverse engineering by way of an acronym: Yet Another Hierarchical Officious Oracle (Battelle, 2005). Filo and Yang tried to sell their project, Yahoo, to different companies. However, they were unable to find