Joint Venture Essay Example

Joint Venture Essay Research Limitations/laminations ? Further research might examine other examples of public-private partnerships nice the research reported here comprises only a single case study the major limitation of this research. While utilizing the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play. Originality/value The paper presents a valuable Insight for both academics and practitioners who are keen to appreciate executives concerns that can arise In evolving a Joint venture between a public and a private sector organization. Keywords Partnership, Joint ventures, Public sector organizations, Private sector organizations, Communication, Project planning Paper type Research paper Introduction Collaboration between different organizations enables them to compensate for gaps In their knowledge and capacity to provide goods or services (Walker and Johannes, 2003). These collaborative efforts can take the form of partnerships, alliances and joint ventures. In a public service context, a partnership is a relationship involving the sharing of power, work, support and/or information with others for the achievement of joint goals and/or mutual benefits (Kernighan, 1993). Partnership arrangements between the public and private sectors illustrate how the traditional role of the government as n employer and service provider is being transformed (Cm 4310, 1999; Institute for Public Policy Research, 2001; Lowness and Squelcher, 1998; Kelly, 2000; Robinson et al. , 2000). The idea is that boundary-less, or network organizations strengthen opportunities for innovation through closer collaboration and also reduce costs through the mutual achievement of business objectives based on cooperation around respective competitive strengths. We will write a custom essay sample on Joint Venture specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Joint Venture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Joint Venture specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Unfortunately, the shift away from bureaucracy and the creation of numerous providers has itself produced problems or collaboration and co-ordination as well as making it harder to provide a unified approach to service delivery. To be effective, clarity about the role and purpose of a network is required. Without this, the participation of its individual members is constrained by the hierarchical organization to which they belong, and issues relating to accountability and autonomy may come into conflict. Networks inevitably have to compromise and bridge the gap between action and discussion (Huzzah, Bibb). Strategically, networks are more difficult to steer in any coherent direction. Indeed, it might be argued that competition and the contract culture have promoted self-interested behavior rather than the public interest, and produced low trust relationships. The concept of networks and collective strategies has laid the foundation for an outbreak of writing and research on strategic alliances. Indeed, there is a vast literature on the subject. During the sass there was significant research conducted relating to the management of public private partnerships commenting on such matters as their governance (Huzzah and Avenge, 1996; Kickers, 1997; Martin, 1998), the structure of such partnerships and why they succeed r fail (Osborne, 1998; Scott, 1998), and the potential of partnerships to promote inclusion in local communities (Geodes, 1998). In addition, there is a substantial literature on various forms of inter-organizational partnerships, both public and private (see, for example, Osborne, 2000, for a substantial review of the literature on public-private partnerships). Alongside the development of partnerships and networks, a new type AT organization to emerge NAS Eden ten virtual organization. David and Malone (1992) defined the virtual organization as a co-operation teens several independent partners (companies or individuals) who share their resources, skills and knowledge in order to produce a best customer solution. Such cooperation can provide a basis with which to gain access to vital resources and knowledge beyond one organizations boundaries (see Miles et al. , 2000). Without geographical or physical constraints, networked organizations can add value through superior core competences. Significance for public-private partnerships Tony Blair (1998) argues that the days of the all-purpose authority that plans and delivers everything are gone (see also Riddle, 1988). It is in partnership with others public agencies, private companies, community groups and voluntary organizations that local governments future lies. Partnership plays a key role in the governments Modernizing Government agenda. It recognizes that one has to approach a bewildering number of agencies simply to deal with the challenges of everyday life. Modernizing Government aims to: . Ensure that policy making is coordinated and strategic in nature; . Ensure that public service users, not providers, are the focus of attention, by matching services closely to peoples lives; and . Liver high-quality, efficient public services. The research question and its Justification Many studies have focused on Joint venture partnerships, but little empirical research has been conducted into what makes an alliance successful. Previous research has articulated a linkage between inter-partner fit and venture performance. It has been suggested that the main barriers to the development of these kinds of structures are not so much technological ones as cultural ones (Manchester, 1997). However, fit has been postulated using different notions such as strategic symmetry (Harridan, 1985), inter- rim diversity (Parke, 1991), match of partner characteristics (Grinner, 1988), and inter-partner compatibility/complementary (Beamers, 1988; Hill and Helloing, 1994). The result of this operational confusion has led to a lack of consistency in empirical findings. Perhaps quite significantly, however, as Huzzah and Avenge (1996) have shown, action by the more powerful participant in a relationship is at the core of successful partnership. There seems little doubt that in the future public sector management will need to be able to possess the skills, processes, structures, genealogy and tools required for working across organizational boundaries (Huzzah and Avenge, 2000). Partnerships create a new form of accountability between their members which rests primarily on trust. Where there is mistrust or hostility between some or all of the partners, then the effective operation of their partnership may be difficult to achieve (Bennett et al. , 2004). Huzzah (1995, AAA), in discussions on collaborative activities within and between organizations, points to the potential problems and pitfalls associated with collaboration and, by association, with partnership. These are: . As of control the inability to take action if things seem to be going wrong or differently from expectations: shared decision-making may be problematic; . Multiple goals stakeholders are likely to want to achieve their own particular goals which may not relate to the stated purpose of the partnership; and . Tension between autonomy and accountability members may be accountable to their stakeholder groups, which may mean checking back before committing to a calicles. I Nils teen leads u s on to quest want concertmasters cutlets or less successful Joint venture partnerships. The partnership and the views of its members In the illustration we are using here, the City Council agreed to seek a Joint venture partner to help develop CIT and other service areas such as payroll, revenues and 119 120 benefits, a contact centre and human resource management. The aim was to achieve a level of service with a technical vision built around intelligence-led local government. This vision, it was thought, would help to achieve high service standards and help deliver enhanced levels of value for money. The focus on customer service and quality of service were the critical drivers, and staff from the City Council and the riveter sector organization were seconded into the new Joint venture company. Those contacted in the research were asked for their personal views, attitudes, values, beliefs, experiences and motivations in relationship to the partnership. Subsequent research revealed five significant problem areas of concern or interest. These were: (1) communication; (2) openness; (3) planning; (4) ethos; and (5) direction. The study An initial pool of 30 subjects was identified for the study. Subjects chosen for the case study were senior managers, middle managers, and operational staff employed by the City Council, the private sector organization and he Joint venture company. Subjects were identified as being part of the initial task teams who were instrumental in the formulation of the Joint venture and those senior managers and operational staff who were employed in managing the day-to- day operation of the partnerships. In total, consultation in the form of interviews or discussions was held with 13 senior managers, nine middle managers and the remainder with operational staff. There were 14 in-depth interviews lasting 90 minutes and three group discussion sessions (16 staff in total participated in the group discussions). Five senior managers were employed by the partnership organization; four senior managers, three middle managers and three operational staff had been seconded to the partnership organization; and the remaining staff were employed by the Council. In-depth interviews were conducted during which subjects were given an overview of the background of the Joint venture partnership in preparation for discussion. The interview discussions were guided by the use of a question pool. These questions were organized across relevant areas of inquiry and focused on developing an understanding of how the Joint venture partnership was progressing, what issues there were, if any, and what components they felt were accessory to contribute to the success and maintenance of the partnership arrangement. This, it was felt, would give both an introduction and an initial focus for discussion and was based on the common-sense reasoning of a need to explain the Docudrama Ana purpose AT ten research. I nee data generated Trot Interviews Ana group discussions was explored without a predetermined theoretical or descriptive framework. This strategy reflected a grounded theory approach. This process was based on analysis and theoretical understanding of the substance of what was said in discussions and interviews. The rationale behind the reduction of the data elected was based on the commonality of the words, themes and concepts being produced by the respondents through the written and oral research data. From this analysis the five concepts discussed below emerged as critical themes relating to the topic of the research. In our discussions below we examine pertinent literature relating to the five concepts that emerged from the research. Discussion of the findings Communication Many business alliances fail to meet expectations because little attention is given to nurturing the close working relationships and interpersonal connections that unite the partnering organizations (Waite and Jape, 1995). An awareness of communication processes is essential within alliances if maximum efforts are to be coordinated and directed towards the success of strategic alliances. The comprehensive review by Mohr and Nevi (1990) concluded that the major omission in this area concerned studies of how communication relates to the overall performance of alliances. Ineffective communication can reduce the effectiveness of a strategic alliance and thus lead to conflict between partners Cain, 1987). There is an assumption that organizations will function better if communication is open, if relationships are based on mutual understanding and trust, if relationships are co-operative rather than competitive, if people work together in teams, and if decisions are reached in a participative way (Husking and Buchanan, 2001). These conditions, however, are not observed in many organizational situations. Some of the main barriers to communication concern: . Power differences; . Gender differences; . Physical surroundings; . Language; and . Cultural diversity. Canter (1999) examines how, in the course of communication, the proactive exchange of information can strengthen co-operative relationships. However, in the case study under examination here, there was no Achaeans in place to facilitate discussion on issues between the partners. An awareness of communication processes is essential within alliances if maximum efforts are to be coordinated and directed towards the success of strategic alliances (Mohr and Nevi, 1990). In our research, we identified that motives were often misunderstood and that people had a tendency to assume the Joint venture partners motives. Clearly, good communication between different levels of management and units is essential in order to foster shared purpose and common understandings. In a related context, Jobber (1995) suggests that internal marketing is an important implementation tool. It aids communication by informing and involving all staff in new initiatives and strategies. Our research uncovered that information which was necessary for the accurate understanding of reasons for the partnership was not available to all parties. Communication and a level of interpersonal understanding appeared to occur only among a small group of people. Others outside the immediate circle did not share this. Puddle-private partnerships 121 According to Canter (1999), effective collaboration requires connections at three levels across collaborating organizations, represented by continuing contact among: 1) top management to develop broad goals and monitor progress; (2) middle managers to develop plans for Joint activities; and (3) operational personnel, who carry out the day-to-day work of the alliance. Openness Trust is considered a prerequisite for alliance success (Byrne, 1993) and lack of trust is a major reason for alliance failures (Penn and Sheehan, 2002). There is evidence to point to the fact that strategic alliances may be unstable and their success rate poor (Gang, 1995). The implication is that there is a need to appreciate that trust and control are inextricably interlinked with risk in strategic alliances. Partner firms need to manage this risk adequately by understanding the conjoint roles of trust and control. The establishment of a new relationship between members of the organization at all levels a relationship based on trust is an issue that is becoming increasingly important to organizations (Handy, 1995). An inward focus seemed to be pervasive within the organizations we studied. There was a distinct lack of openness and trust between the partners. In fact, the indications were that a blame culture (biz. Handy, 1995) existed. The establishment of a new relationship between members of the organization at all levels a relationship based on trust is an issue that is becoming increasingly important to organizations. Planning Many strategic alliances lack alliance strategies. A coherent alliance strategy has four elements: (1) a business strategy to shape the logic and design of the alliance; (2) a dynamic view to guide the management and evolution of the alliance; (3) a portfolio approach to enable co- ordination among the alliance to enhance flexibility; and (4) an internal infrastructure that supports and strives to maximize the value of external collaboration (Gomes- Caresser, 2000). When managed well, the above elements can create tremendous value. At the wrong time and when managed poorly, they can be costly distractions (Gomes-Caresser, 2000). The good intentions and rational motives behind alliances are not congruent with the strategic direction of either firm on its own, let alone the strategic direction of both in unison. Consequently, Joint venture companies are frequently plagued with high degrees of instability and poor performance (Parke, 1993; Gout, 1991). A lack of coherent strategies existed in our case study organization. A coherent alliance strategy should possess the four elements listed above. In the organization we examined, there was no apparent plan or method to identify success or failure in terms of attaining objectives. Parke (1993) and Gout (1991) observe that often the good intentions and rational motives behind these alliances are not congruent with the strategic direction of either firm on its own, let alone the strategic direction of both in unison. Our findings seemed to provide some evidence as to why this might be the case. In particular, the priorities of the organization were not obvious. According to Hill and Jones (2001), the strategic planning process can be Rosen down into five main steps: (1) mission and objectives; (2) environmental scanning; (3) strategy formation; (4) strategy implementation; and (5) evaluation and control. In the organization we studied there was no evidence of these steps being followed. Ethos Ethos is the characteristic spirit or attitudes of a community, or people (Webster, 1992). It comes very much to the fore in strategic alliances when the co-operating firms continue to be independent organizations and a new situation appears in which an interaction is established between two firms with different organizational cultures. This usually implies different leadership styles and different objectives, which may lead to lack of trust between the parties and to conflicts which may arise when the time comes to make decisions (Bono, 1991). Similarly, cultural conflicts are more common in Joint ventures, where a closer contact between the partners is required, than in contractual alliances (Schultz, 1998). Employees were seconded from the private sector organization and from the City Council into the newly formed organization of the Joint venture company. These people came from a variety of backgrounds and had very different experiences, and this was reflected in heir different social ways and beliefs. There was a feeling of lack of identity amongst staff working for the Joint venture company, in accord with the comments put forward and discussed by Czarinas (1997). Indeed, the identity of the organization should allow members to speak about themselves as an organization not only to themselves but also to others, but this did not seem possible in this case. There was a failure to learn and understand about the cultural differences of the two organizations that had come together to form the Joint venture company. Not only id cultural differences exist, but the corporate cultures were also different. Dimension (1990) observed that organizational culture can be defined as an organizations values, beliefs, principles, practices, and behaviors. Direction The public sector is under pressure to improve service delivery and cooperate more effectively (Cabinet Office, 2003). There is a growing demand for leaders able to carry out these tasks, and to see through fundamental processes of change. However, the public sector does not have a clear idea of what constitutes good leadership. The analysis that goes exist suggests that good leadership remains too rare a quality. The implication is that we need to take careful notice of the precise environment within which leadership is constructed and deployed. The appointment, monitoring, reward and accountability structures and processes all play some part in inhibiting and/or encouraging certain forms of leadership. Multiple and often conflicting accountabilities that prevail upon public sector 123 leaders necessitate greater training, support and skill than that required in most private-sector positions Cabinet Office (2003). In the case of the organization searched here, there was a lack of iron-clad commitment to succeed. According to Hoffmann and Closer (2001) and Ninepin and Ross (2001), the participation of senior managers should go beyond the formulation of a strategy based on alliances. These managers should personally take part in the co-operative management process and show their commitment and enthusiasm both to and in the operation of the alliance. Weak organizational leadership has helped to contribute to lack of clear vision and direction. Slater (2003) observes that tomorrows leaders must raise issues, debate them, and resolve them. They must rally around a vision of what a business can become. Leaders had not set the tone of the organization in this case. Strategic leadership refers to the ability to articulate a strategic vision for the organization, or a part of it, and to motivate others to buy into that vision (Hill and Jones, 2001). Research has shown that the partners must work extremely hard at understanding each other, developing common objectives, and being truly committed to achieving a mutually desired and acceptable outcome. Otherwise, the relationship will never truly succeed. The key to making partnerships work comprises common sense, trust, pen communication, the right environment, and a good plan and strong leadership. Table I outlines some of the statements obtained from in-depth interviews in the course of the research. The statements are grouped according to the COPED element identified and indicate some of the problems, inadequacies and concerns faced by the partnership organization. While most of these elements were identified as requiring attention in some way or another, arguably they may not be all the factors that guarantee a successful partnership. Nevertheless, they could be regarded as important factors in enabling partnerships to be successful. We suggest that the success of a Joint venture may be influenced by five important characteristics. These characteristics are illustrated as building blocks in a model which we have termed the COPED model. This model reflects a collection of underpinning factors (see Figure 1). Conclusion Results from the research indicate the existence of five helpful characteristics identified under the heading of Communication, Openness, Planning, Ethos and Direction, which may be present in a successful partnership venture. It proposes a theoretical framework model, the COPED model, for building more impressive and productive relationships between public sector organizations and private sector companies. The elements of the COPED model emerged from the analysis of data and lent support for the various pointers for successful partnerships and networks. The elements, in fact, could be identified as ways in which the older bureaucratic sector organizations failed to accomplish their mission to serve their stakeholders. It is contended that the elements of the COPED model are required to ensure some degree of success, and in the organization studied here they were often found often to be lacking in many respects. COPE element Communication statements we are crap at communications we nave not allowed ourselves time to promote the partnership organization We need to improve upon communication We have a weakness which manifests a lack of understanding I think its strange that we dont have briefings on the progress of partnership organization There seems to be a lack of discussion around future financial planning I think there is a lack of understanding around the political regulatory We need to market the partnership organization We need to have a firm understanding of the Councils vision We need to remote the branding of the partnership organization No clear understanding of the contract There is a distinct lack of communication There is a blockage, not enough information on budgets I think there is a flaw in communications There Just seems to be a real lack of communication Its difficult to know if the partnership organization staff understands the requirements of the Council We need to be bri efed on a regular basis regarding progress of the partnership organizations projects I dont think the partner organizations staff really understands the history of the Council

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Alistair Maclean has written a lot of books. Force 10 from Navarone, which is the follower to:  «The guns of Navarone », is one of Macleans best known works among The guns of Navarone, H.M.S. Ulysses, Where eagles dare and Bear Island. Alistair Maclean was born in 1922 in Scotland. His first novel: H.M.S. Ulysses, was published in 1955. It was a documentary novel describing war at sea. Force 10 from Navarone was published a couple of years after The guns of Navarone which was published in 1957. Maclean died in 1987 as the unthroned king of writing thrillers. Many of his novels has been filmed. The action in Force 10 from Navarone mainly takes place is Yugoslavia. Mallory, Miller and Andrea, all men, has just got home from Navarone when they are sent into another mission. The mission is in Yugoslavia. The main-character in this story is Mallory. Along with Miller and Andrea they are the people who is mentioned most. Mallory, Miller and Andrea are three men working for the allied intelligence. The new mission that they get is in Neretva. The valley of Neretva is a vital sector of the main north-south route through Yugoslavia. Miller, Mallory and Andrea takes on themselves parachutes and after some time with flying they are dropped somewhere over Neretva close by to the Partisans headquarters. This book is divided into chapters according to which day and time it was. Maclean goes chronological forward in this book from Thursday 00.00 to Sunday 02.15. This period is divided into almost 15 chapters with timeperiods like Friday 02.00- 04.45. This mission that these three men are assigned to is very secret. It has a such high rank of confidentiality that they kept it a secret to even their own allies. In Neretva there is a huge dam. South to the Neretva river is General Zimmermanns two armoured divisions. This is the Germans who is trying very soon to invade all Yugoslavia. This place is very important to have control over and it mustn`... Free Essays on Force 10 From Navarone Free Essays on Force 10 From Navarone Alistair Maclean has written a lot of books. Force 10 from Navarone, which is the follower to:  «The guns of Navarone », is one of Macleans best known works among The guns of Navarone, H.M.S. Ulysses, Where eagles dare and Bear Island. Alistair Maclean was born in 1922 in Scotland. His first novel: H.M.S. Ulysses, was published in 1955. It was a documentary novel describing war at sea. Force 10 from Navarone was published a couple of years after The guns of Navarone which was published in 1957. Maclean died in 1987 as the unthroned king of writing thrillers. Many of his novels has been filmed. The action in Force 10 from Navarone mainly takes place is Yugoslavia. Mallory, Miller and Andrea, all men, has just got home from Navarone when they are sent into another mission. The mission is in Yugoslavia. The main-character in this story is Mallory. Along with Miller and Andrea they are the people who is mentioned most. Mallory, Miller and Andrea are three men working for the allied intelligence. The new mission that they get is in Neretva. The valley of Neretva is a vital sector of the main north-south route through Yugoslavia. Miller, Mallory and Andrea takes on themselves parachutes and after some time with flying they are dropped somewhere over Neretva close by to the Partisans headquarters. This book is divided into chapters according to which day and time it was. Maclean goes chronological forward in this book from Thursday 00.00 to Sunday 02.15. This period is divided into almost 15 chapters with timeperiods like Friday 02.00- 04.45. This mission that these three men are assigned to is very secret. It has a such high rank of confidentiality that they kept it a secret to even their own allies. In Neretva there is a huge dam. South to the Neretva river is General Zimmermanns two armoured divisions. This is the Germans who is trying very soon to invade all Yugoslavia. This place is very important to have control over and it mustn`...

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International Corporate Entrepreneurship And Role Of Middle Management Middle management has crucial importance in the corporate entrepreneurial process but unexpectedly it has got little attention in the past research and academic literature. Middle management has great influence on organisational decision making, strategy making and in implementation of these strategies due to their central place in the management hierarchy. This chapter encompasses the academic literature relevant to middle management and their role in the process of corporate entrepreneurship (CE). It will begin with basic concepts of middle management and corporate entrepreneurial processes, their definitions and explanations. Past literature will be presented later on in this section regarding middle management to justify the both positive and negative sides of middle managements role and influence on the corporate entrepreneurial activities by the researchers. 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Grebel et al. (2003) further broadened the term by including and bringing together the production factors in it. But this definition raises few questions whether there was any uniqueness about the entrepreneurial functions or it was just another form of management. Later the definition of entrepreneurship was added with the concept of innovation which includes the product innovation, process innovation, market innovation or even organisational innovation. This definition broadens the concept of entrepreneurship and describes it as the creator of new enterprises and pictures the entrepreneur as founder and innovator. Defining Corporate Entrepreneurship Corporate Entrepreneurship (CE) was described as a process that can be used by individuals within an organisation to create opportunities without regard to the resources they are holding (Stevenson et al., 1999). 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On the other hand the process of renewal of organisation was regarded as strategic renewal (Guth and Ginsberg, 1990), organisational renewal (Baden and Stopford, 1994) and strategic change, transformation and revival of organisation (Shendel, 1990). By enlightening these ideas Sharma and Chrisman (1999) defines CE as the process where individuals or group of individuals create new organisation within an existing organisation or find innovation in that organisation. The entrepreneurial efforts that result in the creation of new business organisation are known as corporate venturing and the resulted innovation could exploit the ways of product offering in the existing or new market. The analysis of these different dimensions and approaches of CE can be concluded with the study of Gartner (1988) who describe it as a multifaceted concept that requires some major transformational changes in order to develop the whole idea of CE. Middle Management and the Organisation Dobson and Stewart (1993) and Turbalull (1998) stressed on the need of a clearer definition for the term middle mangers, as the levels of middle management in a company as poorly outlined as a unit of analysis. Middle management is basically used as a tactical work force to eliminate the gaps between the senior management and the sub-ordinates at the lower end of organisational hierarchy and also to implement the organisational policies made by the senior management. Two types of middle managers were identified by Currie (1999) in organisations: specialist middle managers for the roles like marketing, HR or finance; operation middle managers that coordinate operations between departments. Although both management types are important for any organisation but the specialist functions or boundary spanning activities get the priority. The participation of specialist middle managers in organisational activities appears more often as compared to the operations managers who focus on internal operations more (Wooldridge, 1997). The importance of middle management and their role as an agent in bringing the change in contemporary organisation was first drawn into attention by Bower (1970). However, the next decade or two came with a little systematic research in order to define the scope and nature of middle management and their contribution towards the organisational innovation and entrepreneurship. Although many researchers and authors (Peters and Waterman, 1982; Kanter, 1983; Pinchott, 1985; Drucker, 1985; Burgelman and Sayles, 1986) have argued on the different aspects of middle managements contributions towards CE while others (Schuler, 1986; Woolridge and Floyd, 1990) discussed their role in the companys strategy which is another important variable of CE (Guth and Ginsberg, 1990; Zahra, 1991). Middle Managements Role in Operations According to Floyd and Lane (2000) operating-level managers absorbs the relevant ideas and information from outside the firm while also giving a positive response to the middle level managements information which is based on the top-level management strategic ideas. Every managerial role is different from other and different actions are associated with each of them (Miller and Camp, 1985) but here the discussion will revolve around the middle management, their corporate entrepreneurial activities and their behaviour towards CE. In other words, once commitment is made by the all management levels in order to pursue the CE related activities, then its middle managers responsibility to communicate through all organisational level for the effective flow of information for the implementation and development of project. The role middle management and their importance in the innovation process in an organisation were recognised by Quinn (1985) and who was also among the first to point out the valued part played by the middle management CE. He also recognised that the top-level management is isolated from the daily floor operations and it is important for middle management to play crucial role in fostering the company goals and targets. This importance in the organisational structure gives them an opportunity to interact with the employees and encourage them towards innovation while taking the calculated risk. Middle management and the Corporate Entrepreneurship The literature (Floyd Lane, 2000; Ireland, Hitt, Vaidyanath, 2002) suggests that in any organisation managers play vital role at all levels of organisational structure and contribute towards company success. In simple context, the top level management involves in strategic role where their job is to deal with strategic decision making and set clear direction towards companys goals and objectives. On the other hand, middle managers job is to bridge the gap between two distinct ends of management hierarchy i.e. top-level managers and operating-level managers and their focus is the effective communication between both channels. This is not an easy job and to fulfil the requirements of their job the communication should be carried to both ends of hierarchy efficiently in order to create the innovativeness of all business units including product and service. According to Ghoshal and Bartlett (1994) the middle managers are not only enable the entrepreneurial actions like creating new opportunities for organisation or engage in organisational renewal but also keeping the innovativeness of also these entrepreneurial actions . Other researchers (Kanter, 1985; Ginsberg Hay, 1994; Pearce, Kramer, Robbins, 1997; Floyd Lane, 2000) described the middle managers as facilitator between the two managerial levels and how they play their role to shape the entrepreneurial action set by the top-level management for them. Due to the demand of their role middle managers have to reconcile the top-level strategies and implementation issues at the bottom end of hierarchy as these determine the competencies and also the performance of organisation. There is strong link between the firms performance and middle managers perception about the characteristics of competency (tactics, consensus and embeddedness) and this differentiates them from the first-level m anagers and take them closer to higher end of organisation hierarchy (King et al., 2001). The importance of middle managers as innovators is emphasized by the Nonaka and Takeuchi (1995) who suggested that their central position in organisation is key for them to absorb and collect the information, ideas and innovation from both inside and outside of organisation. This flow of information and ideas between both ends of organisation influence the middle-level mangers to shape their entrepreneurial skills as their experience and knowledge grow. The only comment that can conclude this whole discussion on the importance of middle managements role in CE is that all the organisational and entrepreneurial functions are associated with them. Thus, the presence of middle management is there where CE functions are most likely to happen. Middle managers in Strategic Roles Middle managers have played a frequent role in providing strategic alternatives for firms and making those alternative ideas accessible for higher management (Floyd and Woolridge, 1992). The nature of middle managers job requires them to integrate and synthesize the information and resources by crystallizing the strategic issues faced by the organisation and also setting a platform for these strategic changes; by enhancing the old structure of organisation through implementation of formal strategy and giving feedback. This feedback can be used to make future changes in the strategy and for organisational renewal. The findings of Floyd and Woolridge (1992) gives a clearer picture when compared with the earlier work of Burgelman and Sayles (1986) that how middle management play key role in an organisation by shaping the strategic issues and influencing the entrepreneurial activities. The observations of other authors (Peters and Waterman, 1982; Pinchott, 1985) have seen the middle management playing important in encouraging other employees to take risks while working towards innovation. Quinn (1985) and Kanter (1988) also observed similar role of middle managers in promoting the CE activities across the organisation. This can be done by introducing reward schemes that encourage employees to experiment with their innovative ideas. Also different approaches can be used by the middle management to make the whole structure of organisation less resistant towards future changes and allowing the CE activities to flourish. Corporate Entrepreneurship and Other Forces (Actors) Most of literature on the CE and middle management either ignored or failed to identify the important role played by other forces to gain the CE in any organisation and widely criticised by Floyd (1999). According to McMillan (1993) as far as the power is concerned both middle management and other players have equal importance in bringing the CE to the organisational structure. Burgelman (1983) insist that the heart of CE activities is always dependent on the initiative taken at the operational levels of a firm. He insists on the importance of the factors that play towards the success of internal corporate activities by the operational level management, middle managements ability to effectively communicate between both ends of organisational hierarchy and the higher managements trust on the lower sub-ordinates in order to flourish the CE in the organisation. According to Burgelman (1993) operative managers have more importance in organisational structure than middle managers as they have more experience and involvement in dealing with RD and research related activities and are more aware of the corporate culture, market needs and demands. On the other hand Quin (1980 and 1982) has also argued on different occasion about the importance of middle management but he pointed towards the power asserted by the top management to control actions of middle management. Although the organisational operation flow is bottom up but the final decisions are always in top managements hand in either acceptance or rejection of these initiatives. Although Floyd (1999) has insisted towards the importance of middle management is vital due to their central position in the organisational hierarchy. But this literature review is evident that the other organisational forces as important as the middle management in the central role in the organisation and have equal influence on the CE related activities. Organisational Change Implementation Innovation in any organisation does not takes place on its own or in isolation and neither in a vacuum but it happens in a system where the employees and processes work together to achieve it. According to Joe (2005) it is all about the organisation and its employees and their approach towards the implementation of change in organisation. Hornsby et al. (2002) argued on the same note and suggested that the all organisations look for change and they implement these changes strategically through the help of CE. Two types of organisational changes can be found as a result of innovation and are known as deliberate strategic change and emergent strategic change and have their affect dependent on the role of middle management in them. Types of Organisational Change The first approach towards change is deliberate (Ansoff, 1965) and the top managements motive behind this strategy is to maximise both the organisational interest and profits at the same time. Middle management has a limited role in the deliberate or top-down change strategy and they have a very little influence upwards in order to make any change policy. On the other hand, the incremental change approach is a vice versa of top-down change strategy (Whittinghton, 1993) and it is based on the idea that change should be unplanned and unintentional rather that deliberate. This approach is based on the knowledge and outcomes of past policies which lacks in the deliberate change (Lindblom, 1959). He further argued the important role played by the middle management in order to formulate and implement the change in the organisation. On different occasions Quinn (1882, 1978 and 1980) suggested that incremental change strategy can be considered through the implementation of sub-systems before addressing any major change issues. But there is power culture involved in Quinns approach and points towards the higher management in order to decide which sub-system to be implemented and hence limits the role of middle management to some extent. All this discussion leads to one conclusion that there is no single approach which can completely benefit the middle managements role towards the organisational change but the incremental approach is more suited to them as compared to the deliberate change approach and enhances their role in change process. Middle Managements Role in Organisational Change There is plenty of pragmatic evidence in the past literature (Bower 1979; Kanter 1983; Burgelman 1983a, 1983b, 1983c, 1991 and 1994; Schilit and Paine 1987; Dutton and Ashford 1993; Nonaka 1988; Sayles 1993; and Schilit 1993) which shows a significant influence of middle management towards organisational change. On the same note Floyd and Wooldridge (1990) pointed towards the significant relationship between performance of an organisation and involvement of management. They further argued how middle management is involved in both directions of organisational hierarchy; with its upward influence on policy development could help the organisation by setting up a road map for change and innovation. While downward influence sets up a smooth ground to implement the organisational strategies effectively (Shendel and Hofer 1979 and Nutt 1987). Thus it shows the importance of middle management to influence the change in the organisation in the both directions at the same time. Human Nature, Top Management And the Organisational Change According to Strebel (1996) and Siegal (1996) almost two third of efforts made towards organisational change see failure as a result of top management negligence and lack of ability to recognise the human nature of change. This negligence by the top management is often seen as psychological differences between employees at individual level (Coghlan, 1993). The uncertainty and difference of opinion shows how employees look at organisational change at individual levels. The organisational change and all of its processes have direct or indirect link with the employees personal influence towards change and it is regarded as a personal change for them (Bovey, 2001). Evan (1994) has also argued on the same note by saying that employees work for OC in order to make it successful so that it can be a success for them too. According to Prastacos (2002) the OC is dependent on the acceptance and resistance levels of employees. Bovey (2001) noted that technical changes are often seen as bit easier to approach by the top management and are more predictable towards the change issues like developing action plans, making strategies, estimating profit level and resource analysis. The communication process in another key to keep the resistance level in control among employees against the change but if the resistance against change is higher from employee then it shows the poor communication and the inability of the top management (Elving, 2005). The organisational change is not a one way procedure but a two way understanding between management and employee (Bulogun, 2006). He also stressed on the need of mutual consensus between both parties to implement change across organisation and this is only possible through a good communication channel. It is almost impossible for top management to identify, control or prepare for every change before it happens due to the quick nature of change and they have act while it is happening. So, the above suggests that the top management remains isolated during the change mechanism due to hierarchal structure within organisational but on the other hand, middle management remains important during this process and act as communication channel between employees and top management. Thus, middle management has more importance during the implementation of organisational change than top management. Middle Managements Role in Political Nature of Change The top management has all the authorities in an organisation but this is not the case when it comes to organisational change policies and it affects their whole vision about it. The political nature of organisational structure makes the idea of change uncertain and difficult to implement. For the knowledge management the networks are often used as mechanism for to gain the required information and are used for political nature of change. The idea behind the formation of these networks is to use them politically for the change process. Hislop et al. (2000) agree with the fact there is a relation between these political networks and knowledge because of the need of appropriate knowledge is needed to form and use these network. This study shows that due to political nature of change it is vital for middle management to gain knowledge through these networks inside as well as the outside of firm to make a ground for the change acceptance. Organisational Change and Other Drivers There are few other drivers of change that are worth looking at in the literature including the organisational innovation, organisational citizenship and ambidexterity. These change drivers have important link with middle managements role in corporate entrepreneurial activities and CE process too. The Importance of Organisational Improvisation Organisational improvisational is another issue considered important in the reviewed literature that is connected directly with the change implementation in organisations. Different approach was adopted by the Ryle (1979) who described the process of improvisation as thought refining and most of things happen during this process are unique, hard to predict and probably might not get repeated in future. But this process is seen as an outcome from failure of first approach and is a product by accident described by Lebourne (2006). The literature from last two decades considered is another feature of organisational activities that contribute towards the change process of an organisation (Lewin, 1998). Thus the idea of organisational improvisation contributes in the form innovation and by keeping up the market up-to-date. As far as the middle management is concerned they get the opportunity to influence the whole process of improvisation from formulation stage to implementation stage through their time management skills. Relationship between Organisational Change and Organisational Citizenship There is plenty of discussion in the literature about organisational citizenship and behavioural interactions (Katz, 1964; Katz and Kahn, 1966; Organ, 1988; Cohen and Vigoda, 2000; and Padsakoff et al., 2000). Most of this literature has focused on describing the organisational behaviour and there is no discussion about organisational citizenship in the context of corporate entrepreneurship. For example Padsakoff et al. (2000) has identified seven different themes that can fit all dimensions of organisational citizenship while Katz (1964) mentioned four in his work. Although all the literature reviewed prescribes the importance of organisational citizenship behaviour and stresses on the presence of these behaviour for the effectiveness of organisational functions. However, it needs further exploration in the context of corporate entrepreneurship and this will remain the focus throughout this research. Ambidexterity Observations from Literature Review This section outlines the key observation made during the literature review and their summary of whole debate about the corporate entrepreneurship and role of middle management in the context of CE. The corporate entrepreneurship is noted as a complex concept that requires careful consideration towards the change implementation as well as the extra care when dealing with the strategic planning. There are two types of middle management is identified during this literature review; specialist managers who deal with functions like finance, marketing and HR; and non-specialist or operational manager who coordinate functions or activities within their own department or with other departments. The role of middle management and their future in the organisation is rather unclear in the argument by the researcher. Some of them deny the importance of middle management in the CE and point towards other forces that act in flourishing the CE activities. While other think the middle management has an enhanced future as well as importance in organisational corporate entrepreneurial activities and have more positive attitude towards their part in CE functions. But the whole debate of past literature is not sure on the role of middle management as operational managers as well as the extent of their importance in this role. The literature has pointed towards quite a few middle management functions including the functions of communication, innovation, change implementation, motivation, behaviour towards risk, business strategy etc. However, middle managements association with these functions is due to their central position in the organisational hierarchy. The middle management has independence of decision making in organisational innovation to reduce the strategy making period and also save the process of implementation time. This self-sufficiency of decision making is one of feature of contextual ambidexterity and make easier for organisations to implement innovation or change. The contextual ambidexterity is also a step closer to implement innovation in organisations and also allow middle management to improve their role in process of organisational change. Due to explore and develop nature of structural ambidexterity which divide these functions between organisational departments and bound middle management not to raise their voice as it might be outside their job scope and thus limits the role of middle management. But organisations with behavioural citizenship are more likely to have structural ambidexterity as there will be no or little clash due to the separate organisational functions. On the other hand, the contextual ambidex terity results in the form of difference of opinion and rivalry among middle management to get the innovation and thats the reason it doesnt go with the contextual ambidexterity. During the literature review another thing was noticed that the up-down change strategy do not allow middle management to exert their weight upwards to formulate the change development. It is also noticed that for the improved role of middle management requires a vital approach towards change and it should be emergent as well as the intentional. Thus the implementation of change process need to be combination of both approaches and political elements should also be considered in change process. As mentioned earlier in the reviewed literature which points the improved conditions and role of middle management organisational citizenship. It also stresses on the need of deliberate and emergent strategic approach for the organisational citizenship which allows middle management to work independently in a flatter organisation with more freedom of networking across departments. The diplomacy of using these departmental networking allow the middle management to spot the change and innovation in the organisation. The organisational change or transformation through corporate entrepreneurship is always main motive for many organisations and leader use social networking to implement this change across organisation. But many of these efforts fail due to the lack of ability of top management to understand human nature towards change implementation and poor communication between hierarchal levels. Weaknesses Observed in Understanding of CE The literature reviewed earlier shows that there are number of areas in the CE which need further clarification and the research need to be more focussed on the issues of CE which are currently have a weak understanding. There are few issues that need particular focus including the understanding of CE issues including the issue how CE it is managed, encouraged as well as sustained and according to Hornsby et al. (2002) this issue is not well understood. He also emphasise on the need of research to be more focused on the dimensions that can shape and predict the environment where CE can flourish. It was noticed during the literature review is lack of appreciation for the middle management in the processes of corporate entrepreneurship even though they have central importance in corporate entrepreneurial activities. Floyds (1999) argument about the flatter structured organisation where nobody has a central importance and everybody exchange information between themselves free was ignored in the reviewed literature. There is no such discussion in the literature that who gets the influence in CE initiatives in the organisation in such flat organisations. Finally, the relation between corporate entrepreneurship and indirectly related change drivers were not studied in the existing literature and their effects on the CE related activities. The relationship between the corporate entrepreneurship and the organisation citizenship is also ignored in the current literature. Research Focus Research Question The gaps in the literature needs a thorough understanding of concept of CE and needs a further exploration of the ways the organisations respond towards the implementation of CE and also how firms react for the sustainability of corporate entrepreneurial activities. So, there are few questions that will be answered during the course of this research and are as follows: How Corporate Entrepreneurship (CE) is managed, sustained, and encouraged within the automobile industry? How CE and Organisational Citizenship are inter-related? What is the relationship between middle management and Corporate Entrepreneurship (CE)? How does the hierarchal structure of an organisation influence or affect the decision making role of middle management? How middle mangers add value in the decision making process of CE? Concluding Comments The research and theories regarding the role of middle management in corporate entrepreneurship was explored during the literature review. The literature reviewed has pointed towards the presence and importance of middle management in corporate entrepreneurial processes. Although the middle managements engagement and interaction with the different interest group both inside and the outside of the organisation makes the whole process of CE complex and shows its political nature. The whole idea behind this research is to identify and fill these gaps found during the literature review and not only to contribute towards the literature on CE and also by providing clearer understanding of CE. The followed chapter will give an understanding of the methodology used to carry out the research and also the justification behind the choice of case studies.

Lord Capulet in William Shakespeares Romeo and Juliet :: Romeo and Juliet Essays

In the play Romeo and Juliet by William Shakespeare Lord Capulet is a very prominent character. He is wealthy and a leader in his community. He is a very loving father to his daughter Juliet, he is a very contradictory person, and he trusts everyone to do as they are told and to act appropriately. Lord Capulet is a loving father who deeply cares for Juliet. When he arranges the marriage between her and Paris, he is just trying to do what he feels is best for her. He knows Paris, being handsome and rich, will make a good husband to Juliet. When she refuses to marry Paris he goes into a violent rage, saying things he doesn’t mean. â€Å"Hang thee, young baggage, disobedient wretch! / I tell thee what: get thee to church o’Thursday, / Or never after look me in the face.†(3.5.166-168). He feels that the marriage of the two will be beneficial for Juliet and he loves her so much that he doesn’t mean to hurt her feelings. When Juliet â€Å"dies† he laments. â€Å"Despised, distressed, hated, martyred, killed! / Uncomfortable time, why cam’st thou now/ To murder, murder our solemnity? / O child! O child! My soul and not my child! / Dead art thou! Alack, my child is dead, / And with my child my joys are buried.† (4.5.65-70). He cries out in a pain and anguish for his lost daughter Juliet. By showing emotion on account of her death and for her disobedience, Capulet shows that he really does care for Juliet and that he is a good father, wanting the best for her. Lord Capulet is a very trusting. He trusts Paris with his daughter, knowing that he would be a good husband to her. â€Å"Sir Paris, I will make a desperate tender / Of my child’s love. I think she will be ruled / In all respects by me. Nay, more, I doubt it not-â€Å" (3.5.13-15). He believes that Paris will keep his word and love Juliet. After the death of Tybalt, he is sorrowful, and I think that is one of the reasons he trusts that Juliet will agree with this marriage. When Romeo, at the beginning of the play, shows up at the Capulet party, Tybalt is angered. He tells Capulet that he would kill Romeo if he had his permission. Even though Romeo was of the Montague family, he still trusted him not to do anything bad at the party.

The Role and Influences of the Royal Family in Uk Society Today

The role and influences of the Royal Family in UK society today. Introduction This report is analysis the role and influences of most famous family in the UK: the Royal Family. People always talk about the royal family. Royal activity, behavior and words, even the scandals are the hot topics in the public. Why Royal Family gets high attention from the country? What is different between them to us? As pointed out by Blain and O’Donnell, Royal family is very important part in UK. The Royal Family must support the government works and also has significant roles in public and charitable (2003).In addition, Royal Family on behalf of the UK visits other countries to help strengthen the diplomatic relationship between the British and other countries. What is more, Royal Family has roles to maintain social stability and promoting national unity (royal. gov. uk, 2010). Therefore, the Royal Family not just a general noble family, also is the symbol and representative of the United Kingd om. Basic the British society, this paper research the duties and effects of Monarchy today. Background British Royal Family has long history in the Europe. Throne of England was first built in the ninth century.In the long history, the Monarchy was the most supreme rule in the country until 1688. This year, the glorious revolution began and overthrows the Stuart dynasty. Leaders were building the â€Å"constitutional monarchy† in the United Kingdom. Gough (1999, p48) states that the â€Å"constitutional monarchy† was a mixed monarchy and the Sovereign’s power was limited. It means: the Sovereign was the head of UK, but the government controls the country and leader was the Prime Minister. The Monarch, Parliament, Prime Minister constituted a complete political system. Today, the Sovereign is Elizabeth II.She was being Queen in 1952. According to the Constitution she is the head of the UK and commonwealth (Billig, 1992). The role of the Monarchy As we know, the British monarchy is a constitutional monarchy. This means, the sovereign is Head of State but a King or Queen does not have the real power in political and executive (Maer, 2010). However, the monarch and his/her family also play very important roles in the UK. The act of settlement said, the monarch undertakes State duties. In the British, The monarch represents the government and fulfills the formal roles of the country.For helpful of national unity and peace, the Parliament legislate the monarchy can not stand to any political position, have no rights for election and never carry out personal advise in public place except the monarchy give up the Royal status (Blain and O’Donnell, 2003 ). The ‘Queen or King in Parliament’ is means a group of legal institutions. It includes of the Monarch, the House of Commons and the House of Lords in British. The Sovereign’s role are close the old Parliament before each election and opening a new one Parliament. Moreov er, approval by new legal or proposition, also sign in it.In addition to the role in the London, the Sovereign also have responsibilities in Scotland, Wales and Northern Ireland and help for link them to London Parliament (Oakland, 2006). In the country, the sovereign represents justice, unity and honor. The British is a country which has many kinds of culture. The sovereign has important role to links the Churches and the Public, but also keeping friendly relationship with other faiths. What is more, the sovereign is the symbolic Head of the Army. The Army must swear to allegiance the monarch. The Queen and her family have duty to visits the veterans and the serviceman who had honorary ranks.For example, the official website said, the Royal family usually visits the British Army. The latest, the Prince of Wales visited British troops in Afghanistan in 25 March 2010 (bbc. co. uk, 2010). In addition, the Royal family usual to supports voluntary activities and charitable activities. T he data show, the Queen is the head of 53 independent countries’ voluntary services (royal. gov. uk, 2010). The Sovereign is also the head of commonwealth. The commonwealth was founded in 1949. The king George VI is the Head of this organization. After George VI, the Queen Elizabeth II becomes the Head of the commonwealth (Besant, 2009).At the beginning, the commonwealth have 15 members. To today, 54 countries belong to the commonwealth. The duties of the Queen are to together their countries in the world and strengthen the exchange between countries. The Queen usual open or close the Commonwealth Games. This game could help build friendship between people all over the world. Most recently, the 2010 Commonwealth Games was begun in India and New Delhi in October 3 (royal. gov. uk, 2010). Moreover, the monarchy has diplomatic duties of state. The Royal role is building a friendly relationship with other country. Further, they can to support the development of the UK.For instanc e, the Monarch and he or her family maybe represents the British to visit to other countries. Addition, the Sovereign have the duties visits Heads and foreign ambassadors. The news reported that in 1999, the Queen and Prince Philip were visited in South Africa (bbc. co. uk, 1999). Another news from Royal official website (11 November 2010), the Queen recently visit the ambassador from Estonian in Buckingham Palace. The influence of the Monarchy As pointed out by blain and O’Donnell (2003, pg58), The British Monarchy continue as a power balance the relationship between government and the public.The sovereign do not have right to decide the political events and the usual maintain a neutral stand. However, Probably,because of this reason. The public more confident that the views of the royal family. Oakland (2006) states that, the royal advice on formal and informal ways maybe could be impact the public who did not support any leaders. In the end, Changes the composition of the government. What is more, if the government situation is unclear, the sovereign could make a choice. In fact, the royal could advise recommend an acceptable candidate.Because of the significant influence of Monarchy, the Prime Minister usual communicates with the Royal Family. For example, the former Prime Minister Tony Blair regular hold a conference call with the Queen and to listen her advice (Blain and O’Donnell, 2003 ). The Royal Family is a strong symbol of unity in UK. When foreigners talk about UK, they usual linked the Queen and the Prince. Recently, Medias were report a new around the world: the British Queen ElizabethII has opened a Facebook in website. This is a new way to show the Queen and her family to world.China Daily (2010) said that are the queen's once social media venture. Facebook is a communication platform much yang people like lt. Queen choose to use Facebook maybe want more and more yang to follow with interest to Royal Family. USA today (2010) state s that: â€Å"The decision went right up to the queen†. Moreover, when people go to travel to Britain, they always interesting in Royal Construction. For example, the Windsor Castle is one of the official home of the Queen. It is UK’s top 20 visitor places and each year it attracted nearly 1 million visitors (royalcollection. org. uk, 2010).This is clearly the Royal Family have high attention from the world and have huge power to influence the British society. Public opinion about the Royal Family Billig (1992) states that one of the most interesting aspects of the royal family is that it are very families (as it is a family) and get very different: â€Å"These categories would seem to set the frame for the patterns of similarity and difference. Being royal ‘they’ are different from ‘us’; belonging to a family ‘they’ are familiarly similar† (pg 103). That is why the public feelings maybe mixed and complex when they talking about Royal Family.On the one hand, they hope the Royals are perfect person who are elegant, stately also represent traditional culture and modern civilization. On the other hand, people like the Monarch as common people and looks more civilian. It is difficult to balance the relationship between different and similar for Royal family. For example, Princess Diana died in a car accident in 1997. When Princess Diana died, the Queen and her families did not attend the funeral of Princess Diana. At that time, the public are angry for the behavior of the royal family. A large number of People think the Royal Family are ruthless person.The British Monarchy in a serious crisis of confidence. Finally, the Prime Minister Tony Blair’s help the Royal Family actively restore the image of the Royal in people’s mind. Even today, the public still talk about this event when they memorial Princess Diana. (bbc. co. uk, 2010) Nowadays, British society is becoming more and more equality a nd freedom. The public maybe have new opinion to the Royal Family. People are suggesting the Monarchy become more liberty, openness and equality. Last year, BBC poll shows a great number of people advise changes to the rules of succession to the Monarch in UK (BBC, 2009).As the figure shows, nearly 90% people tend to change the line of succession and give the royal women some rights. Moreover, more than 80% present the public want the monarchy can have freedom to choose marry a Catholic or not. What is more, 76% people support the Royal Family and hope them could continue (bbc. co. uk, 2010). This means that the public not only want the Royal Family can longer exists, but also expect the old monarch system can progress with times in British society. [pic]1,000 people polled by ICM Research, 20-22 March 2009, from bbc. co. uk ConclusionRoyal Family is play very important roles in politics, culture and economy fields in UK today. This report introduces the role, influence and the publ ic opinion about the Royal Family. Firstly, this report introduction today’s Royal Family and give the history of constitutional monarchy, then explain the structure of the British government. Secondly, the roles of the Monarchy are namely talk about the Royal roles in government, Church, Army, Volunteer Service, Commonwealth and foreign affairs. Thirdly, the influences of the Monarchy this paper mainly analyze the effects of Monarch and his/ her family in formal political and overseas.At last, this report discusses the British public opinion to the Monarchy. The public are attitude about the Royal Family stand in positive and negative two sides. Analysis of survey data by BBC, this article shows that public expectations of the royal family. Overall, the Royal Family as a link connects two different parts. It supports communication between government and the public. It represents British interflow with the commonwealth. It helps to strengthen the friendship between British an d other countries. Moreover, Monarchy as a normal family but also plays special parts.Millions of other families pay close attention to Royal Family. Therefore, as one of the oldest Monarch system the Royal family still fulfill the responsibility in order to the people who are living and loving this country.

Bohr Model of the Atom - Overview and Examples

Bohr Model of the Atom s The Bohr Model has an atom consisting of a small, positively-charged nucleus orbited by negatively-charged electrons. Heres a closer look at the Bohr Model, which is sometimes called the Rutherford-Bohr Model. Overview of the Bohr Model Niels Bohr proposed the Bohr Model of the Atom in 1915. Because the Bohr Model is a modification of the earlier Rutherford Model, some people call Bohrs Model the Rutherford-Bohr Model. The modern model of the atom is based on quantum mechanics. The Bohr Model contains some errors, but it is important because it describes most of the accepted features of atomic theory without all of the high-level math of the modern version. Unlike earlier models, the Bohr Model explains the Rydberg formula for the spectral emission lines of atomic hydrogen. The Bohr Model is a planetary model in which the negatively-charged electrons orbit a small, positively-charged nucleus similar to the planets orbiting the Sun (except that the orbits are not planar). The gravitational force of the solar system is mathematically akin to the Coulomb (electrical) force between the positively-charged nucleus and the negatively-charged electrons. Main Points of the Bohr Model Electrons orbit the nucleus in orbits that have a set size and energy.The energy of the orbit is related to its size. The lowest energy is found in the smallest orbit.Radiation is absorbed or emitted when an electron moves from one orbit to another. Bohr Model of Hydrogen The simplest example of the Bohr Model is for the hydrogen atom (Z 1) or for a hydrogen-like ion (Z 1), in which a negatively-charged electron orbits a small positively-charged nucleus. Electromagnetic energy will be absorbed or emitted if an electron moves from one orbit to another. Only certain electron orbits are permitted. The radius of the possible orbits increases as n2, where n is the principal quantum number. The 3 → 2 transition produces the first line of the Balmer series. For hydrogen (Z 1) this produces a photon having wavelength 656 nm (red light). Bohr Model for Heavier Atoms Heavier atoms contain more protons in the nucleus than the hydrogen atom. More electrons were required to cancel out the positive charge of all of these protons. Bohr believed each electron orbit could only hold a set number of electrons. Once the level was full, additional electrons would be bumped up to the next level. Thus, the Bohr model for heavier atoms described electron shells. The model explained some of the atomic properties of heavier atoms, which had never been reproduced before. For example, the shell model explained why atoms got smaller moving across a period (row) of the periodic table, even though they had more protons and electrons. It also explained why the noble gases were inert and why atoms on the left side of the periodic table attract electrons, while those on the right side lose them. However, the model assumed electrons in the shells didnt interact with each other and couldnt explain why electrons seemed to stack in an irregular manner. Problems with the Bohr Model It violates the Heisenberg Uncertainty Principle because it considers electrons to have both a known radius and orbit.The Bohr Model provides an incorrect value for the ground state orbital angular momentum.It makes poor predictions regarding the spectra of larger atoms.It does not predict the relative intensities of spectral lines.The Bohr Model does not explain fine structure and hyperfine structure in spectral lines.It does not explain the Zeeman Effect. Refinements and Improvements to the Bohr Model The most prominent refinement to the Bohr model was the Sommerfeld model, which is sometimes called the Bohr-Sommerfeld model. In this model, electrons travel in elliptical orbits around the nucleus rather than in circular orbits. The Sommerfeld model was better at explaining atomic spectral effects, such the Stark effect in spectral line splitting. However, the model couldnt accommodate the magnetic quantum number. Ultimately, the Bohr model and models based upon it were replaced Wolfgang Paulis model based on quantum mechanics in 1925. That model was improved to produce the modern model, introduced by Erwin Schrodinger in 1926. Today, the behavior of the hydrogen atom is explained using wave mechanics to describe atomic orbitals. Sources Lakhtakia, Akhlesh; Salpeter, Edwin E. (1996). Models and Modelers of Hydrogen. American Journal of Physics. 65 (9): 933. Bibcode:1997AmJPh..65..933L. doi:10.1119/1.18691Linus Carl Pauling (1970). Chapter 5-1.  General Chemistry  (3rd ed.). San Francisco: W.H. Freeman Co. ISBN 0-486-65622-5.Niels Bohr (1913). On the Constitution of Atoms and Molecules, Part I (PDF). Philosophical Magazine. 26 (151): 1–24. doi:10.1080/14786441308634955Niels Bohr (1914). The spectra of helium and hydrogen. Nature. 92 (2295): 231–232. doi:10.1038/092231d0

The Admissions Process at Liberty University

The Admissions Process at Liberty University Liberty University is generally a selective school, but this is due to the large applicant pool. Only around a quarter of applicants are admitted. Students will, in general, need strong grades and high test scores to be admitted to Liberty. Application requirements include an application form, SAT or ACT scores, high school transcripts, and a personal essay. For more information, feel free to contact the admissions office. Admissions Data Liberty University Acceptance Rate: 24%GPA, SAT and ACT Graph for Liberty AdmissionsTest Scores: 25th/75th PercentileSAT Critical Reading: 480/600SAT Math: 470/ 90SAT Writing: - / -ACT Composite: 21/28ACT English: 2/28ACT Math: 19/27 Liberty University Description Founded by Jerry Falwell and grounded in evangelical Christian values, Liberty University takes pride in being the worlds largest Christian university. The residential campus of about 12,000 students is located in Lynchburg, Virginia. The university enrolls another 50,000 online and has set a goal to increase that number significantly in the future. Students come from all 50 states and 70 countries. Undergraduates can choose from 135 areas of study. Liberty has a 23 to 1Â  student/faculty ratio. All faculty are non-tenured. Liberty is not for everyone. This Christ-centered school embraces political conservatism, prohibits alcohol and tobacco use, requires chapel three times weekly, and enforces a modest dress code and curfew. The university is a common speaking venue for conservative political candidates. In athletics, the Liberty University Flames compete in the NCAA Division IÂ  Big South Conference. The school fields 20 varsity teams. Enrollment Total enrollment in 2016: 75,756Â  (47,050Â  undergraduates)Gender breakdown: 42% Male / 58% Female58% Full-time Costs Tuition and fees (2016-2017): $21,292Books: $1,771Room and board: $8,963Other expenses: $5,619Total cost: $37,645 Financial Aid Percentage of new students receiving ad (2015-2016): 96%Percentage of new students receiving aidGrants: 95%Loans: 57%Average amount of aidGrants: $10,768Loans: $7,005 Academic Programs Most popular majors:Â  Accounting, Business, Criminal Justice, Interdisciplinary Studies, Nursing, Psychology, Religion Transfer, Graduation, and Retention Rates First-year student retention (full-time students): 83%Transfer out rate: 21%4-Year Graduation rate: 32%6-Year Graduation rate: 54% Intercollegiate Athletic Programs Mens Sports:Â  football, tennis, track and field, baseball, cross country, basketball, golf, soccerWomens Sports:Â  basketball, field hockey, volleyball, cross country, lacrosse, softball, soccer, swimming and diving, track and field Source Liberty University. National Center for Education Statistics, U.S. Department of Education, 2018.

The Inuit in the Age of Globalization Essay Example | Topics and Well Written Essays - 500 words

The Inuit in the Age of Globalization - Essay Example This essay researches the modern lifestyle of Inuit tribes. A lifestyle that has been profoundly affected by the process of globalization. Relatively healthy from their lives as subsistence hunters and gatherers of the sparse Arctic tundra, the Inuit were completely self-sufficient until they first came into contact with Europeans in the 19th century. By the late 1880s, the Inuit Eskimos were already strongly affected by the same sorts of ‘white man’s diseases’ that had affected more southern tribes, such as measles and smallpox, brought in by traders and whaling ships. At the same time, however, the Inuit have been able to gain increased access to medical care, making it possible for the population to restore itself following initial introduction. This essay also describes significant economic changes that were brought about, both for the good and the detriment of the indigenous people. Positive changes included the introduction of metal, which could be used for everything from knives to fish hooks and increased the Inuit’s ability to catch food for their villages. Negative changes included the over-fishing of their waters, making it increasingly difficult for them to continue competing for their necessary food with outsiders who were better equipped with new technologies. Increasingly, Inuits are turning to money and store-bought items as preferable alternatives to the traditional hand-made products once relied upon. Author of this essay also covered climate change topic and the way in which the Inuit live through the actions of other countries.

Strategy and specific requirements for the Asset Team members Coursework

Strategy and specific requirements for the Asset Team members - Coursework Example Again, the asset manager would ensure that project delivery is undertaken without a compromise to any acts that fall outside the stipulated scope and system definition. Based on all the issues outlined above, the mission statement for the asset team members will to â€Å"to deliver a globally competitive asset management standards that meet the demands of the project at both the asset in-flow and asset out-flow stages.† Task 2: Asset Manager and Asset Management Team Strategy and specific requirements for the Asset Team members The strategy for the asset team members would be doubted as â€Å"independent dynamism†. This strategy is made up of two major aspects, which are the need for asset team members to be independent in their decision making and the need for asset team members to be proactive and dynamic in their decision making. This perspective of strategy is adapted because of the generalized mission to ensure that the service delivery that should come from the as set management of the project would be a globalised one that can rightly compete with global models. To do this easily, the asset team members are each expected to possible a competence requirement of decisiveness, action driven, goal oriented and independent mindedness with an ability to work with minimal instruction. How the Asset Team members will be sourced The search for asset team members will be undertaken on a well rehearsed scale and according to a well coordinated pattern. Such an approach is expected to result in a situation whereby nothing but the best of human resource will be sourced for the project. To this end, there shall be a specialized recruitment and... The search for asset team members will be undertaken on a well rehearsed scale and according to a well coordinated pattern. Such an approach is expected to result in a situation whereby nothing but the best of human resource will be sourced for the project. To this end, there shall be a specialized recruitment and selection procedure that will take place on a peripheral level. What this means is that invitation for application for recruitment shall be extended to all potential members from within and without the company. This would ensure that as many talents as possible are sampled and that as much competition as possible exist among the applicants. Job specifications and requirements shall be spelt out and critically examined for each applicant. A team consultants and technocrats in the field of asset management would then undertake the final selection based on a teamed interview section for each of the applicants. What this means in the long run is that each person who becomes a m ember of the team would have to justify his or her inclusion in the team.