50 Idioms About Meat and Dairy Products

50 Idioms About Meat and Dairy Products 50 Idioms About Meat and Dairy Products 50 Idioms About Meat and Dairy Products By Mark Nichol Articulations that metaphorically to domesticated animals and different creatures and creature items have large amounts of English figure of speech. Here are numerous such pieces. 1â€2. To â€Å"bring home the bacon† is to procure cash at an occupation, however to â€Å"save (someone’s) bacon† is to help or salvage somebody when they are in a tough situation or flirting with disappointment. 3â€5. To â€Å"beef about (someone)† is to gripe or reprimand, yet â€Å"have a beef† with somebody is to hold resentment, while to â€Å"beef up† something is to fortify it. 6. â€Å"Where’s the beef?† is a test or guarantee showing that a thought is without adequate substance. 7â€8. A â€Å"chicken† is a dreadful individual, and to â€Å"chicken out† is to select, out of dread, not to accomplish something. 9. A â€Å"chicken-and-egg argument† is a roundabout one. 10â€12. â€Å"Chicken feed† is a meager measure of cash, and â€Å"chicken scratch† is indecipherable composition, while to â€Å"play chicken† is to take part in a deadlock to figure out who will down first. 13. To state that â€Å"the chickens have gotten back home to roost† implies that results are up and coming. 14. The admonishment â€Å"Don’t check your chickens before they’re hatched† alerts one not to go about as though a sought after result has just happened. 15. One who is â€Å"no spring chicken† isn't youthful any longer. 16. To â€Å"run around like a headless chicken† (or â€Å"like a chicken with its head cut off†) is to frenzy or stress capriciously. 17â€19. To have â€Å"bigger fish to fry† is to have increasingly significant activities, however a â€Å"fine pot of fish† is an awful circumstance, while â€Å"a distinctive pot of fish† recommends something is random to the theme 20â€21. To â€Å"make hamburger† or â€Å"make mincemeat† of a person or thing is to overcome or obliterate the individual or the thing. 22. To be a â€Å"meat-and-potatoes† individual is to like straightforward things. 23. A â€Å"meat market† is a scene people regular to look for sex accomplices. 24. Something that is â€Å"meat and drink† to somebody is an expertise or side interest that they appreciate and that is extremely simple for them. 25. One who is â€Å"dead meat† is an objective for mischief or discipline. 26. To state that â€Å"one man’s meat is another man’s poison† is to state that what one individual may like, another may despise. 27. The â€Å"meat of the matter† is the substance of an issue or issue. 28. Something that is â€Å"pork barrel† is an administration spending venture negatively intended to collect help. 29. To â€Å"pork out† is to eat excessively. 30. To stop â€Å"cold turkey† is to do so unexpectedly. 31. To â€Å"butter (somebody) up† is to compliment that individual. 32. To state that â€Å"butter wouldn’t liquefy in (one’s) mouth† is to infer that they are faking honesty by looking quiet and cool. 33. To â€Å"cheese (somebody) off† is to outrage or disturb somebody. 34. A â€Å"big cheese† is a pioneer or fairly significant (once in a while facetiously rendered in French: le grande fromage). 35. To â€Å"cut the cheese† is revolting slang meaning â€Å"produce flatulence.† 36. â€Å"Say, ‘Cheese!’† is an appeal to grin for a photo. 37â€38. The â€Å"cream of the crop† is the best in its group; the â€Å"crã ¨me de la crã ¨me† is the most elite. 39â€40. A â€Å"good egg† is a decent individual, and a â€Å"bad egg† is a terrible individual. 41â€45. To â€Å"put every (one’s) egg in one basket† is to hazard everything simultaneously, except to â€Å"lay an egg† is to perform ineffectively, and to have â€Å"egg on (one’s) face† is to be left humiliated or embarrassed, while to â€Å"egg (somebody) on† is to prod somebody to something that is commonly less than ideal. A â€Å"nest egg† is a reserve funds subsidize. 46. To state that one â€Å"can’t make an omelet without breaking a few (or the) eggs† implies that nothing can be cultivated without some trouble. 47. To â€Å"cry over spilled milk† is to stay over something that can't be fixed. 48. To be â€Å"full of the milk of human kindness† is to liberally show benevolence as well as compassion. 49â€50. To â€Å"milk (somebody) for (something)† is to pressure the individual, yet to â€Å"milk (something) for all it’s worth† is to misuse something furthest degree conceivable. Need to improve your English in a short time a day? Get a membership and begin accepting our composing tips and activities day by day! Continue learning! Peruse the Expressions class, check our mainstream posts, or pick a related post below:When to use on and when to utilize inHow to Play HQ Words: Cheats, Tips and TricksPreposition Review #1: Chance of versus Chance for

Friendship: Interpersonal Relationship and Friendships

Companions and Friendships in Emerging Adulthood Carolyn Manager Barry* Loyola University Maryland Stephanie D. Madsen McDaniel College â€Å"I'll be there for you, when the downpour begins to pour. â€Å"l These verses started every scene of the well known sitcom Friends. The hardships of these six â€Å"20-something† companions dazzled the American open for 10 years until Ross, Monica, Joey, Phoebe, Chandler, and Rachel inevitably changed to adulthood at the shows closure.Perhaps the shows notoriety was expected to having a trace of validity in the fiction: (a) companions can be an intermediary family for youngsters, offering significant guidance, backing, and musicianship; (b) companions can be of the equivalent or other gender, yet these two kinds of fellowship work in an unexpected way; (c) companions may take part in easygoing sex, however may likewise become included impractically; (d) kinships are integral to the lives of developing grown-ups, particularly the indivi duals who are single and not in a genuine sentimental relationship; and (e) companions help individuals to make sense of themselves and impact their conduct, conceivably for both great and bad.As is the situation with all TV appears, there is additionally unadulterated fiction in this sitcom: these six companions lived in similar lofts in a similar city ND frequently held down a similar Job for longer than 10 years. Rather, insecurity is more the standard among acknowledge rising grown-ups. Additionally, most American youngsters get hitched and turn into parent's in their late ass as opposed to the ass (as the sitcom delineated). So while dear kinships are basic to rising grown-ups' bliss, look for their characters, and genuine loves, companions become less significant once they've made sense of the unavoidable issues of life and â€Å"settle down† in marriage, parenthood, and careers.Still, for developing grown-ups, companions can fill the developing hole between when they l eave he families they developed * Carolyn Manager Barry is a partner educator of brain research at Loyola University Maryland. Stephanie Madsen is a partner educator of brain science at McDaniel College. 2 Changing Spirituality of Emerging Adults up in and when they build up groups of their own. Will Men and Women Be Friends? With people of the equivalent or other gender. Youngsters need same-sex companionships so as to form into socially talented, moral, and sympathetic adults.From the teenager years on, it is entirely expected to warm up to both genders, and these kinships can be f acceptable quality, as found in Rachel and Joeys friendship?they consistently shared issues, offered support, and essentially appreciated each other's conversation. In any case, individuals most favor same-sex companionships for the duration of their lives, and it is less normal for people to be companions past school or after one companion weds. Kinships among people vary here and there from those betw een individuals of a similar sex. Men's kinships with ladies are more genuinely private than their companionships with men.And hetero men frequently look for kinships with ladies to whom they are explicitly pulled in. As anyone might expect at that point, roughly Alfa of other gender companions in school report that they have occupied with sexual conduct, which can possibly hurt the relationship. Be that as it may, numerous understudies accept that sex upgrades a companionship's quality and encourages them to consider whether they need to remain â€Å"Just friends† or proceed onward to something else. How Are Friendships? There seems, by all accounts, to be some reality to the familiar proverb â€Å"birds of a plume rush together. Absolutely we saw this depicted in the six characters on Friends. All mutual a similar ethnicity (European American), delighted in similar exercises (tasting espresso at Central Perk), and had comparative degrees of social aptitudes (however Joey a ppeared to be more skilled at getting dates than Ross or Chandler). Such similitudes offer a shared opinion that reinforces fellowships and encourages them to persevere. Ladies' kinships are regularly communal?offering friendship, closeness, passionate security, and warmth. Companions Rachel and Monica bolstered each other with late-night chats.Men's fellowships accentuate rivalry and are increasingly enormous? giving assistance, a solid coalition, and self-approval. Companions Joey and Chandler 3 contended in tapes from coordinating chairs. All things considered, people esteem kinships with these highlights (maybe putting more noteworthy significance on the public). From the adolescent years on, closeness turns into the sign of fellowships and is identified with how close we feel toward our companions. Developing grown-ups' kinships are much more sincerely personal than their fellowships of Just a couple of years sooner. Relationship quality depends on what you give companions, yet additionally what you get.In option to the sound measurements we portrayed above, fellowships can likewise have negative angles, for example, visit struggle, power disparities, and opposition. Ladies' fellowships, specifically, can fall prey to co-rumination, where ladies fixate on issues in their lives in discussions with companions as opposed to making productive move. In one scene of Friends, Chandler looked for help from the young ladies following a separation; they asked him to discuss his emotions (including, â€Å"if you need to prompt melancholy. Fortunately, positive kinship characteristics can assist cradle with negativing ones.Friends concentrated on one specific social and ethnic gathering. Moreover, momentum inquire about on rising grown-up kinships to a great extent overlooks social effects on kinships, however significant contrasts exist. For instance, extraordinary ethnic gatherings look for changed kinship characteristics. Asian Americans underscore a neighborly t rade of thoughts, African Americans look for acknowledgment and regard, Latino Americans feature the significance of social help, and European Americans center around addressing singular needs of every companion. How Do Friendships Change across Emerging Adulthood?Given the numerous advances that developing grown-ups face, it isn't astounding that their kinships change too. Changes in companionships and kinship systems identify with life stage instead old enough. So realizing that an individual is 20 versus 26 doesn't ell us much about their kinships. Rather, knowing whether they are impractically included or have kids is substantially more useful than age alone. Companions are visit partners, getting together in any event once every week for no particular reason (for instance, gathering at Central Perk Just to talk) and less as often as possible 4 for occasions, for example, motion pictures, gatherings, and concerts.Friends find less time to get together as they progress toward adu lthood. In spite of these general changes in ways to deal with companionship systems, rising grown-ups keep their individual examples of interfacing with companions. So an exceptionally social or timid youngster will embrace a similar way to deal with kinship organizes as a developing grown-up. The little fellowship organize on Friends stayed stable more than 10 years?not at all run of the mill of most developing grown-ups' systems. Rather, developing grown-ups become progressively adaptable in whom they remember for fellowship systems and how they keep up these networks.They develop all the more tolerating of other gender companionships, in any event, keeping previous sweethearts or lady friends on as companions. European American developing grown-ups' companionship systems become increasingly differing (particularly on the off chance that they are presented to progressively assorted informal communities through charge or work), however the systems of African American, Latino Ameri can, and Asian American rising grown-ups become less various (particularly on the off chance that they put resources into exercises and gatherings connected to their ethnicity). Comparative with the remainder of the life expectancy, companionship systems are the biggest during early developing adulthood and get littler later on in rising adulthood.Although ladies have more dear companions than do men all things considered, people's kinship systems are of equivalent size. All things considered, the companionship arrange on Friends illustrated the thickness that is commonplace of developing grown-ups' companions. It is normal for some system individuals to share basic connections (working at a similar spot, living in a similar structure) or even to be companions with one another. Individuals will in general structure associations with others in their equivalent social circumstance. Consistent with life, the characters in Friends shared generally a similar spot in life when their gathe ring formed.They were single, had no or scarcely any childcare obligations, were all the while looking for important vocations. More in favor of fiction, the kinship system of these TV companions didn't change in light of their own life changes, as is joyfully. Companions only from time to time included the work environment, yet many rising grown-ups discover companions there as they investigate vocation pathways and sink into grown-up work jobs. Profession stage impacts the lives of single rising grown-up men, especially.These men frequently have enormous 5 companionship systems preparer, yet have not many companions who offer enthusiastic or instrumental help; the time requirements natural in starting a vocation bring fellowship organizes down to a progressively reasonable size. Profession changes don't appear to modify single ladies' companionship organizes in the equivalent way?women keep up ironsides systems during their vocations that are comparable in size to those they had w hile in their late youngsters and early ass. The characters on Friends had numerous sentimental associations, and in the case of developing grown-ups are single, dating, or wedded influences fellowship networks.Single and dating individuals are unequivocally joined to companions, naming companions as their top partners and compatriots. Interestingly, impractically included rising grown-ups change the time they go through with companions. From the get-go in their connections, developing grown-up couples invest more energy with companions to acquaint them with their new sentimental premium. Be that as it may, as the relationship quits fooling around, the couple pulls back from the friend network. This was appeared in the last period of Friends. By then Monica and Chandler had snared, begun to look all starry eyed at, and gotten married.When the gathering of companions accumulated to observe Earache's daught

An Overview of Nicotine Withdrawal

An Overview of Nicotine Withdrawal February 05, 2018 More in Addiction Nicotine Use Nicotine Withdrawal After You Quit How to Quit Smoking Smoking-Related Diseases The Inside of Cigarettes Alcohol Use Addictive Behaviors Drug Use Coping and Recovery Nicotine withdrawal can cause a host of physical and psychological symptoms that leave new  ex-smokers feeling both physically ill and mentally stressed and anxious. Knowledge about what to expect when you quit smoking and a plan to manage the ups and downs will help you manage this phase of smoking cessation successfully. Top 5 Things to Know About Nicotine Withdrawal You are withdrawing from an extremely addictive drug. When inhaled or ingested, nicotine bonds with receptors in our brains that trigger the release of dopamine, a  feel-good hormone that is thought to be closely tied to the addictive process.?? Your body will react to the absence of nicotine and so will your mind, so dont worry if you feel bad and cant stop thinking about smoking. The  discomforts are normal and  temporary.   The key word is temporary. It wont feel temporary while youre in the midst of it, but nicotine withdrawal will  pass as long as you dont smoke. Junkie thinking is part of nicotine withdrawal.Or, to put it more accurately, junkie thinking is part of nicotine addiction. Once you stop smoking, you can expect that your mind will twist itself into knots  trying to convince you to smoke.?? Put yourself on ignore and dont light up. Junkie thinking  will subside with time.   Remember that smoking is responsible for how youre feeling.It is common for new ex-smokers in the throes of nicotine withdrawal to think that quitting smoking is to blame for the pain theyre in. The truth is that smoking (and the nicotine addiction that followed it) is why youre feeling so bad right now. If you smoke, youll be back to going through nicotine withdrawal every time you need a cigarette. If you stick with your quit, this will be the last time you have to experience nicotine withdrawal. You gotta go through it to get through it.  There is no avoiding this part of smoking cessation. The nicotine has to leave your body.  That said, there are quit aids that can ease or even eliminate the discomforts. More on that below. Think of nicotine withdrawal as a task to be completed during recovery from nicotine addiction. It doesnt take long in the grand scheme of things. What Are the Symptoms of Nicotine Withdrawal? Simply put, just about any  new discomfort you have after stubbing out your last cigarette could be related to  nicotine withdrawal.   The following list contains the most  commonly reported  symptoms of nicotine withdrawal.??   cravings to smokeirritability, crankinessinsomniafatigueinability to concentrateheadachecoughsore throatconstipation, gas, stomach paindry mouthsore tongue and/or gumspostnasal driptightness in the chest Check with your doctor if youre concerned about a physical reaction youre having to smoking cessation, or if nicotine withdrawal symptoms persist or worsen. Withdrawal From Other Chemicals Cigarettes contain  upwards of 7000 chemicals,?? and many of them affect the  way we feel  on a day-to-day basis. Smokers tend to discount some of the physical reactions they have to smoking because they come on gradually over the years.   For instance, that headache you have three  or four days a week might be stress,  or it could be the  carbon monoxide  youre inhaling numerous times a day.?? Or, the burning, itchy eyes you seem to experience most nights might be a reaction to the  formaldehyde in the cigarette smoke  youre exposed to, not eye fatigue.?? Some of the chemicals in cigarettes  even  deplete our bodies of essential  vitamins.?? If you dont already take a multi-vitamin, this would be a good time to add one to your daily regimen. Be sure to eat a balanced, healthy diet now, too. Give your body the best fuel you can while it is recuperating from cigarette use. How Long Does Nicotine Withdrawal Last? If you quit smoking cold turkey, the majority of the nicotine in your body will be released during the first day, though the exact timing varies  from person to person. Cotanine, a major metabolite of nicotine is detectable in the blood, saliva, and urine  for a number of days longer.?? If you use a quit aid containing nicotine, you will taper off of nicotine during the course of the prescribed therapy. This eases the symptoms of nicotine withdrawal considerably. Just be careful to follow the directions for the NRT of your choice carefully, ending as recommended by the manufacturer or your doctor.   If you use a non-nicotine quit aid like Chantix or Zyban, you might be able to avoid the symptoms of nicotine withdrawal completely. These prescription quit aids are not for everyone, however, so have a conversation with your doctor if youre interested in trying one of them. What Can I Do to Minimize  the Discomforts? There are a number of steps you can take to make nicotine withdrawal more tolerable.   Eat a well-balanced diet.  As mentioned above, good fuel in equals good energy out. New ex-smokers often crave all of the wrong foods. We want sweets and salty snacks, hoping to dampen the desire to smoke.  In truth, we probably gravitate to food as a replacement for smoking because, like cigarettes, it triggers the release of dopamine in our brains.?? If you fill up on too much junk, though, it will negatively affect how you feel physically and psychologically. You may start to gain weight  as well, so do your best to eat right. Exercise, exercise, exercise.  As with  food and nicotine, exercise also causes our brains to release dopamine.?? Get out for a walk, or head to the gym to sweat out some of the angst of nicotine withdrawal. It will improve your mindset and your physical well-being. Drink water.  Good hydration is always important, but even more so while youre going through nicotine withdrawal. Your body is releasing toxins, and water will help flush them out. Drink a tall glass of water when youre craving a smoke to break the thought, too.  It works.   Get More Rest.  Fatigue is common during nicotine withdrawal.?? If youre tired and  can manage it during the day, take a nap. At the end of the day, go  to bed a little earlier than usual if you need to. It will do you good.On the other hand, if youre at the opposite end of the spectrum and find yourself suddenly suffering from quit-related insomnia (also common), try taking a long walk several hours before bed to get your body ready for sleep. Breathe. In those first days of smoking cessation, it can feel as though your day is one long craving to smoke. The truth is that most urges to smoke last three to five minutes. Rather than tensing up when a smoking urge  hits, try some deep breathing. It will help you ride the craving through in a more relaxed way.   Distract yourself.  Create  a short list of ways to pull yourself out of a smoking urge or negative thought pattern that you can employ at a moments notice (water and breathing are good entries). Change what youre doing abruptly and your mind will also shift and move away from the downward spiral its on. Connect with online support.  Whether you join in or just read, visit a smoking cessation support forum for a shot of courage to continue when youre feeling down.?? What Comes Next? Successfully navigating nicotine withdrawal is a necessary step in healing from nicotine addiction, but dont make the mistake of thinking that that is all there is to it.   Youve gotten the physical monkey of nicotine off of your back, and now you need to reprogram all of the mental associations you have with smoking. This part of recovery takes a bit more time, but its also not as intense as nicotine withdrawal, so take heart.  Its really just a matter of living your life, one day at a time without a cigarette in hand. You will learn to react to situations that trigger smoking urges without lighting up, and when you do, your mind registers the change and its easier the next time around. Give yourself the benefit of a full year smoke-free and youll be well on your way to a life where not smoking is natural and comfortable.   A Word From Verywell Dont let nicotine withdrawal scare  you.  Keep your perspective and your eye on the prize.  Nicotine withdrawal is intense and difficult for most people, but it is also temporary. It doesnt last long, and better days are ahead. Take it one day at a time and youll get through it just as surely as others have.

The Attachment Of Children And Their Influence On Children

Avoidant Attachment in Children Parents are a vital factor in the development of their children. Many parents fill various roles as teachers, playmates, caregivers, and disciplinary figures; but one of the most important roles that a parent can hold is that of an attachment figure. The attachment between a child and their attachment figure is a strong predictor of the child’s later social and emotional wellbeing (Benoit, 2004). John Bowlby and Mary Ainsworth worked together to come to the principle of attachment theory (Bretherton, 1992). Background Attachment theory originally started with the work of John Bowlby. Bowlby’s interest was in linking the relationship between a mother and her young child with the development of their personality later in life. He constructed the basic principles of attachment theory using concepts from ethology, cybernetics, information processing, developmental psychology, and psychoanalysis. Bowlby’s work completely changed the way people thought about the importance of a mother’s bond to their child and the implications that disruption to the bond would bring (Bretherton, 1992). Mary Ainsworth contributed to Bowlby’s work by providing the concept that infants need a secure base to explore the world and that the attachment figure can provide that base. Ainsworth also spend a great deal of time dealing with security theory. One of the major points in security theory is that before entering into an unfamiliar situation, infants and youngShow MoreRelatedAttachment Theory a nd Parenting Style Influence on Children Essay1185 Words   |  5 Pageswhich the child may take. How the child is raised and the parenting style used is a significant influence on that development by affecting the relationship between parent and child. This supports the Attachment theory in which emphasizes relationship between the child and caregiver as a key factor in development. 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The key issues that will be discussed include, early attachment experiences and how they affect

Project Management Plan - Free Essay Example

Sample details Pages: 19 Words: 5609 Downloads: 3 Date added: 2017/06/26 Category Statistics Essay Did you like this example? LITERATURE REVIEW Having seen in the previous chapter about the Don’t waste time! Our writers will create an original "Project Management Plan" essay for you Create order Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, implementing a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the critical path, that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance. Comninos and Frigenti (2002 p.72) defines Project management as The application of knowledge, skills, tools and techniques to project activities to meet project requirements. Further Haynes (1995 pp. 623) defines project management as Project management concentrates on the project . A project is an undertaking that has a beginning and an end and is carried out to meet established goals within cost , schedule and quality objectives . Project management brings together and optimizes the resources necessary to complete the project successfully . These resources include the skills , talents and co-operative effort of a team of people , facilities , tools and equipment ; information systems and techniques and money Duncan (1995 pp. 742) has a similar view Project management is the application of knowledge, skills, tools and techniques to a broad range of activities in order to meet the requirements Harrison ((1988 pp.62) states these definition as The application of modern management techniques and systems to the execution of a project from start to finish, to achieve predetermined objectives of scope, quality, time and cost, to the equal satisfaction of those involved Cleland and Gareis (1993 pp.58) states that Project management is the ability to define, schedule and assign project activities; record project issues; monitor progress and report changes in activity accomplishment and issue resolution; and maintain and control changes to designs, plans and issue lists Similarly Morris (1997 pp. 221) defines as Planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance Ciborra (2002 pp. 525) defines Information System (IS) as the system of persons, data records and activities that process the data and information in a given organization, including manual processes or automated processes. Usually the term is used erroneously as a synonym for computer-based information systems, which is only the Information technologies component of an Information System. The computer-based information systems are the field of study for Information technologies (IT) Project management is concerned with managing the entity called People. There is no single universal definition of a software project , although some definitions do have similar structure. Projects consume a variety of resources , Projects have a specific start and end point (or life cycle), Projects have a owner (i.e. consumer ), Projects have a specific budget , Project have a clear method , Projects have finite objectives. A unique undertaking with a concise life cycle , start and end dates , a finite budget , resource allocation and defined outcome or objective (Gary 2001 p.25) 2.1 Preview of software industry in India The software industry is one of the fastest growing industries and highest earners of foreign exchange in the Indian economy. With help from the Indian Government including tax benefits and the development of infrastructure links, the software sector has grown over 56% annually since 1995. Software exports currently reach about 95 countries and account for 10.5% of Indias total exports.There is, therefore, significant interaction on the global level between IT companies and other countries and companies, which might account for the lead Infosys has taken amongst its peers in the field of CSR (Narayana Murthy CEO Infosys , 2006 15/02/07) The India Software Industry has brought about a tremendous success for the emerging economy. The software industry is the main component of the Information technology in India. Indias pool of young aged manpower is the key behind this success story. Presently there are more than 500 software firms in the country which shows the monumental advancement that the India Software Industry has experienced (IIT,2002 p.4) 2.2 Infosys and its relation to software project management Founded in 1981 in Bangalore by Narayana Murthy and six colleagues, Infosys is positioned to integrate the needs of vendors and service providers, using existing solutions or relying on new product development. The company does the necessary integration, software development, feature enhancements testing, release and third level support. It provides solutions to the financial sector the biggest chunk of its business- as well as to 460 other clients across a broad spectrum of other industries. (www.infosys.com 14/02/08) In terms of project management, software project work is split into two components: onsite and offshore, according to where it can be best done, at the lowest cost, and with the lowest level of acceptable risk, thereby de-coupling capability development and delivery. Although Infosys was not spared by the dotcom crash in 2001, thanks in part to the loyalty built up among employees the business bounced back, and by 2006 its market capitalization was US$18 billion. For Murthy, leading by example is what counts. This translates into three core values: respect for the individual, data-based decision making, and embracing constant change by forcing people to share their innovations. Infosys has established a systematic pattern of succession planning whereby board members remain in the vanguard but are underpinned by a three-tier leadership structure for high-potential managers. Younger employees are viewed as the eyes and the ears of the company, bringing to the forefront contemporary issues that might otherwise be overlooked (Manfred , Vries, Agrawal and Florent-Treacy 2006 p.121) Since incorporation, Infosys annual revenue has rapidly increased and it reached 1 trillion in 2006. Unlike many other Indian IT companies Infosys has concentrated on building software applications and this has contributed to its global success Infosys Technologies employs nearly 17,000 people worldwide, almost 10,000 of whom are software professionals. 116 new clients in the financial year (FY) 2002 added to the already prestigious list that includes Airbus, Cisco, Nordstrom and Boeing. Retail banking services account for around 4% of total revenue. The company vision is to be the best globally, commercially and ethically. As such, Infosys has developed a C-Life principle of core values that it aims to honour in all aspects of its business conduct . C LIFE represents Customer delight , Lead by example , Integrity and transparency , Fairness and Excellence (www.infy.com 15/06/07) 2.3 Project Management Processes (Infosys based approach) Turner J and Rodney (2005 p..43) states that A project management process is the management process of planning and controlling the performance or execution of a project Although all projects are different and have unique features m there are elements which are common to most . A process model needs a set of features which Are adaptable to a wide range of applications Provide a complete and adequate definition of any project to which they are applied Are easy to assimilate , with the key tasks and points of interest highlighted Are suitable to act as a memorandum and checklist to ensure that everything is covered Do not impose any unnecessary constraints on the use of tools , techniques and methods during the projects A process model can be helpful to a project manager in planning the project but obviously cannot be followed blindly and must be tailored to meet the requirements of the project . Not all the elements of the process model will be appropriate , but the model can be used as a checklist to ensure that nothing important is missed from the project . The process model is also used to help define what is required of the project manager at each stage in the project and to define the inputs and outputs of each stage . (Van Vliet , 2004 p.52) Infosys executes hundreds of projects each year. Full responsibility for executing a project rests with the project manager, who must make sure that the project team delivers high-quality software to the customer on time and within cost. To help the project manager fulfill this responsibility, support from the organization is necessary. (Mahajan and Ives , 2006 p.231) This section provides a brief background Infosys support for managing software projects. For a project team to successfully execute a project, it must perform hundreds of tasks, many of them interdependent. Effectively managing this process is extremely important for success. (Harvey 2003 p.52)At Infosys, the set of activities executed by a project manager is specified in the project management process. It is fairly standard, having three main stages: Software project planning Software project execution Software project closure 2.3.1 Software Project Planning The key to a successful software project is in the planning. Creating a project plan is the first thing one should do when undertaking any kind of project. Often project planning is ignored in favor of getting on with the work. However, many people fail to realize the value of a project plan in saving time, money and many problems. A project is successful when the needs of the stakeholders have been met. A stakeholder is anybody directly or indirectly impacted by the project. (Lackman 1987 p.57) As a first step it is important to identify the stakeholders of software project. It is not always easy to identify the stakeholders of a project, particularly those impacted indirectly. (Lewis J 1995) Examples of stakeholders are: The project sponsor The customer who receives the deliverables The users of the project outputs The project manager and project team Once understanding who the stakeholders are, the next step is to establish their needs. The best way to do this is by conducting stakeholder interviews. Considerable time can be utilized during the interviews to draw out the true needs that create real benefits. Often stakeholders will talk about needs that arent relevant and dont deliver benefits. These can be recorded and set as a low priority. ( Berlick 1992 p.72) The next step once after all the interviews done and have a comprehensive list of needs it is now to prioritize them. From the prioritized list its important to create a set of goals that can be easily measured. A technique for doing this is to review them against the SMART (specific, measurable, agreed upon, realistic and time-based ) principle. This way it will be easy to know when a goal has been achieved. Once having established a clear set of goals they should be recorded in the project plan. It can be useful to also include the needs and expectations of the end users- stakeholders. (Thomsett 1989 p.51) At Infosys , in the project planning stage, as revealed by Marsh (1998 p.17) , the project manager reviews contractual commitments and creates a plan to meet them. Creating a project plan involves defining a life-cycle process to be followed, estimating the effort and schedule, preparing a detailed schedule of tasks, and so on. It also includes planning for quality and configuration management as well as risk management. In this phase, the major activities of the project manager are as follows: According to McManus (1997 p.69) , the project manager performs startup and administrative tasks and creates the project plan and schedule. He is also responsible for defining the objectives of the project . The suitable standard process for the project execution is identified . Also the standard process to meet project requirements are tailer . Also a process for managing changes in requirements is designed . The estimation of effort involved is undertaken . Also the plan for human resources and team organization is determined . The project milestones are defined and schedules created accordingly. Also the quality of objectives and a quality plan to achieve them are determined . A defect prevention plan in designed. The risks are identified and plans are made to mitigate them. A measurement plan for the project is defined .A training plan for the project is designed . The project-tracking procedures are analyzed for effective execution . Also a review of the project plan and schedul e are performed . Authorization from senior management is obtained . The configuration management plan and defined and reviewed . Also orientation of the project team to the project management plan is executed In addition to the project manager, this phase involves the customer, an SEPG representative, and the business manager for the project. The entry criterion is that the contract or project authorization is available. The exit criterion is that the project plan has been documented and group reviewed (Morgon 1986 p.19) 2.3.2 Software Project Execution According to ,Harvey ( 2003 p.167) ,the purpose of Project Execution and Control is to develop the product or service that the project was commissioned to deliver. Typically, this is the longest phase of the project management lifecycle, where most resources are applied. Project Execution and Control utilizes all the plans, schedules, procedures and templates that were prepared and anticipated during prior phases. Unanticipated events and situations will inevitably be encountered, and the Project Manager and Project Team will be taxed to capacity to deal with them while minimizing impact on the projects CSSQ. Project Execution and Control Kick-off is where the project manager conducts a meeting to formally begin the project execution and control phase, orient new project team members, and review the documentation and current status of the project. The purpose of Project Execution and Control Kickoff is to formally acknowledge the beginning of project execution and control and facilitate the transition from project planning. Similar to project planning kick-off, project execution and control kickoff ensures that the project is still on track and focused on the original business need. Many new team members will be introduced to the project at this point, and must be thoroughly oriented and prepared to begin work. Most importantly, current project status is reviewed and all prior deliverables are re-examined, giving all new team members a common reference point. (Rodney 1999 p.123) Manage CSSQ is where the project manager must manage changes to the project scope and project schedule, implement quality assurance and quality control processes according to the quality standards, and control and manage costs as established in the project budget. (SEI 1996 p.4)The purpose of Manage CSSQ is to manage changes to project scope , control the project schedule and manage schedule changes , implement quality assurance and quality control , processes according to the quality standards revised during project planning control and manage costs established in the project Monitor and Control Risks, where the project manager and project team utilize the risk management plan prepared in previous phases, and develop and apply new response and resolution strategies to unexpected eventualities.Risks are potential future events that can adversely affect a projects Cost, Schedule, Scope or Quality (CSSQ). In prior phases, the project manager defined these events as accurately as possible, determined when they would impact the project, and developed a risk management plan. As the impact dates draw closer, it is important to continue re-evaluating probability, impact, and timing of risks, as well as to identify additional risk factors and events. When the risk event actually occurs, the risk (which is by definition a future, potential event) becomes an issue (which is by definition a current, definite condition) and issue monitoring and control takes over. The purpose of monitor and control risks is to deploy the risk management plans prepared in prior phases to anticipate project challenges, and to develop and apply new response and resolution strategies to unexpected eventualities. (Humphrey 1989 p.92) Manage Project Execution, where the Project Manager must manage every aspect of the Project Plan to ensure that all the work of the project is being performed correctly and on time.Project Execution is typically the part of the lifecycle of a project when the majority of the actual work to produce the product is performed and the majority of the project budget is expended. The purpose of manage project execution is to manage every aspect of the project plan as work is being done to make certain the project is a success. This process is performed concurrently with the manage CSSQ and monitor and control risks processes. The tasks in this process are performed concurrently and repeatedly as various aspects of the product of the project are constructed, tested, and accepted. (Dion 1994 p.172) Gain Project Acceptance, where the Project Manager, customer decision-makers and project sponsor acknowledge that all deliverables produced during project execution and control have been completed, tested, accepted and approved, and that the product or service of the project has been successfully transitioned to the performing organization.The purpose of Gain Project Acceptance is to formally acknowledge that all deliverables produced during project execution and control have been completed, tested, accepted, and approved by the projects Customers and the Project Sponsor, and that the product or service the project developed was successfully transitioned from the Project Team to the Performing Organization. Formal acceptance and approval also signify that the project is essentially over, and is ready for Project Closeout. (Duran 1988 p.49) At Infosys , the second phase, as in the words of Finney ( 1999 p.193) , project execution, involves executing the project plan, tracking the status of the project, and making corrections whenever project performance strays from the path laid down in the project plan. In other words, it involves tracking and controlling the implementation of the project process. This phase is the longest in the project management process, incorporating periodic tasks such as monitoring project status and quality and taking any needed corrective steps. In this phase, as said by ( Harvey 2003 p.62) , the project manager executes the project as per the project plan. , tracks the project status., reviews the project status with senior management. , monitor compliance with the defined project process. , analyze defects and perform defect prevention activities, monitor performance at the program level and conduct milestone reviews and replan if necessary. Other members of the team also participate in this stage. The entry criterion is that the project plan is complete and approved, and the exit criterion is that all work products delivered are accepted by the customer 2.3.3 Software Project Closure The Project closure report is produced at the end of the Project, and provides the Project Board with a review of the overall Project and an assessment of how successfully the Project has met its objectives. This report will be presented at the final Project Board meeting, and must be signed off by the Project Board as part of the process of formally closing the Project. (Watts 1987 p.122) As said by Sanders and Curran (1994 p.623) , a carefully structured project closure phase should ensure that the project is brought to a controlled end. The project manager should prepare the end project report, which details the main findings and outcome of the project and represents a formal review of the projects degree of success. The project manager should organize the project closure meeting and draw up a list of who should attend. This meeting is concerned with reviewing the project and ensuring the completeness of all of the major project deliverables. It is the final formal control point apart from the post implementation review; and should be attended by the project owner and the overall project manager. The basic question facing the attendees is: Did the project deliver its intended end-product within the time and budgetary limits set? According to Thomsett (1989 p.62) , The last stage of the project management process, project closure, involves a systematic wind-up of the project after customer acceptance. The main goal here is to learn from the experience so that the process can be improved. Post-project data analysis constitutes the main activity; metrics are analyzed, process assets (materials, such as templates and guidelines, used to aid in managing the process itself) are collected for future use, and lessons are recorded. Because learning from the project is the main goal, this is a group activity that involves the project manager, the SEPG, and other members of the team. The entry criterion is that the customer has accepted the work products. The exit criterion is that a post project meeting has been conducted. The main outputs of this phase are the project closure report and the collected process assets. 2.4 Capability Maturity Model CMM is a development methodology thats designed to help projects make use of reusable processes . There are some pain involved in making the switch , but the benefits to development staff and the organization make it worthwhile The CMM describes a continuum of characteristics based on how well your company or organization follows common and repeatable processes to get your work done. CMMs have been developed for software acquisition, people, and software (Paulk 1993 p.342) Although the SEI continues to enhance and expand the scope and breadth of various CMM models, the primary focus for most companies continues to be software development. Perhaps the biggest reason for looking at software development is that the process uses a fair amount of creativity, which can lead to unpredictable results. However, much (but not all) of the software development process can be standardized using a common set of processes. Common processes can be set up for the project management side Moving up the CMM levels allows an organization to standardize its software development processes in areas that can be successfully repeated from project to project Organizations that use the CMM for software development describe their level of standardization against CMM benchmarks using a scale of 1 to 5. The low end of the scale describes companies that arent using repeatable processes; much of their work is chaotic and ad hoc. The high end describes companies that use defined and re peatable processes, collect metrics to help them continuously improve their processes, and look for creative ways to do things better on an ongoing basis.(Watts 1987 p.79) Many companies are seeing that they can drive business value by implementing good, reusable processes throughout their organizations. The CMM provides a framework that companies can use to measure themselves on a standard 1 to 5 scale. Most companies today are at level 1 and would love to get as high as level 2. Most managers and organizations realise that they should have common and repeatable processes. However, pain will definitely be involved (Gilb 1998 p.122) Infosys has been assessed at level 5 (the highest level) of the Capability Maturity Model (CMM). By extracting project management processes from the set of processes at Infosys, this book also illustrates how projects are managed in a high-maturity organization. Through this illustration, I hope to bring the benefits of the CMM to project managers who have not studied it because of lack of time, because they regard it as being for process folks or because they have found it difficult to relate the CMM to project management practices. (www.infosys.com 02.07.07) 2.5 KPAs and its importance in Project Management Each KPA specifies goals that the processes of the organization must meet to satisfy that KPA. In addition, each KPA specifies a group of activities, called key practices, that collectively satisfy the goals of that KPA. In many senses, the goals for each KPA capture its essence. They specify the objectives that the CMM has set for the processes relating to the KPA. To illustrate the KPAs associated with project management, we briefly discuss here the goals of these KPAs. These goals are taken from the CMM,with some minor changes in the wording of some goals. ( Cooper and Woolgar , 1994 p.589) 2.5.1 Goals of KPAs at Level 2 2.5.1.1 Requirement Management RM Requirements management is all about balance, communication, and adjustment along the way. To prevent one class of requirements from over-riding another, constant communication among members of the development team is critical. For example, in software development for internal applications, the business has such strong needs that it may ignore user requirements, or believe that in creating use cases, the user requirements are being taken care of. (Bevan 1992 p.165) 2.5.1.2 Software Project Planning SPP The purpose of Software Project Planning is to establish reasonable plans for performing the software engineering and for managing the software project. Software Project Planning involves developing estimates for the work to be performed, establishing the necessary commitments, and defining the plan to perform the work (Barker 1992 p.522) 2.5.1.3 Software Project Tracking and Oversight SPTO The purpose of Software Project Tracking and Oversight is to provide adequate visibility into actual progress so that management can take effective actions when the software projects performance deviates significantly from the software plans. Software Project Tracking and Oversight involves tracking and reviewing the software accomplishments and results against documented estimates, commitments, and plans, and adjusting these plans based on the actual accomplishments and results (Budlong and Peterson 1996 p.523) 2.5.1.4 Software Subcontract Management SSM The purpose of Software Subcontract Management is to select qualified software subcontractors and manage them effectively. Software Subcontract Management involves selecting a software subcontractor, establishing commitments with the subcontractor, and tracking and reviewing the subcontractors performance and results. These practices cover the management of a software (only) subcontract, as well as the management of the software component of a subcontract that includes software, hardware, and possibly other system components (ISO 9000-3 p.5) 2.5.1.5 Software Quality Assurance SQA Software Quality Assurance (SQA) is defined as a planned and systematic approach to the evaluation of the quality of and adherence to software product standards, processes, and procedures. SQA includes the process of assuring that standards and procedures are established and are followed throughout the software acquisition life cycle. Compliance with agreed-upon standards and procedures is evaluated through process monitoring, product evaluation, and audits. Software development and control processes should include quality assurance approval points, where an SQA evaluation of the product may be done in relation to the applicable standards. (Kontonya and Sommerville , 1998 p.212) 2.5.1.6 Software Configuration Management SCM In software engineering, software configuration management (SCM) is the task of tracking and controlling changes in the software. Configuration management practices include revision control and the establishment of baselines (Keller et al 1990 p.521 ) 2.5.2 Goals of KPAs at Level 3 2.5.2.1 Integrated Software Management ISM The purpose of Integrated Software Management is to integrate the software engineering and management activities into a coherent, defined software process that is tailored from the organizations standard software process and related process assets, which are described in Organization Process Definition. Integrated Software Management involves developing the projects defined software process and managing the software project using this defined software process. The projects defined software process is tailored from the organizations standard software process to address the specific characteristics of the project (Saiedian Hossein and Kuzara 1995 p.321) 2.5.2.2 Intergroup Coordination IC Intergroup Coordination involves the software engineering groups participation with other project engineering groups to address system-level requirements, objectives, and issues. Representatives of the projects engineering groups participate in establishing the system-level requirements, objectives, and plans by working with the customer and end users, as appropriate. These requirements, objectives, and plans become the basis for all engineering activities (TickIT Guide p.21) 2.5.2.3 Peer Reviews PR In software development, peer review refers to a type of software review in which a work product (normally some form of document) is examined by its author and one or more colleagues, in order to evaluate its technical content and quality When performed as part of each Software development process activity, peer reviews identify problems and fix them early in the lifecycle. That is to say, a peer review that identifies a requirements problem during the Requirements analysis activity is cheaper and easier to fix than during the Software architecture or Software testing activities ( Gentleman 1996 p.92) 2.5.3 Goals for KPAs at Level 4 2.5.3.1 Quantitative Process Management QPM Quantitative Process Management involves establishing goals for the performance of the projects defined software process, which is described in the Integrated Software Management key process area, taking measurements of the process performance, analyzing these measurements, and making adjustments to maintain process performance within acceptable limits. When the process performance is stabilized within acceptable limits, the projects defined software process, the associated measurements, and the acceptable limits for the measurements are established as a baseline and used to control process performance quantitatively (Daly-jones and Thomas 1997 p.142) 2.5.3.2 Software Quality Management SQM Its here were the projects software quality management activities are planned . Measurable goals for software product quality and their priorities are defined . Actual progress toward achieving the quality goals for the software products is quantified and managed (Broadman and Johnson 1996 p.72) 2.6 Software Engineering Process Group One important form of technology receptor group is the software engineering process group (SEPG), which focuses on software process improvement. Working with managers and engineers from software development organizations, the process group tracks, screens, installs, and evaluates new methods and technology that can improve the software engineering capability of an organization. (Crosby , Philip 1978 p.129) The software engineering process group is a central force for process improvement. The group maintains the overall view of current efforts and facilitates these efforts on a continuing basis. Its members foster collaboration among everyone in the organization who is involved with software process improvement. (Juran 1988 p.59) According to Evans and Marciniak (1987 p.26) SEPG obtains and maintains the support of all levels of management. , Facilitates software process assessments , Works with line managers whose projects are affected by changes in software engineering practice, providing a broad perspective of the improvement effort and helping them set expectations, Maintains collaborative working relationships with software engineers, especially to obtain, plan for, and install new practices and technologies , Arranges for any training or continuing education related to process improvements. , Tracks, monitors, and reports on the status of particular improvement efforts , Facilitates the creation and maintenance of process definitions, in collaboration with managers and engineering staff , Maintains a process database. The process group is not part of product development but is staffed by practitioners. As a result, it has expertise in software engineering. It may also have, and at any rate should develop, expertise in process definition, organizational change, and technology related to improving or measuring quality. The process groups that were interviewed in preparation for this process were predominantly staffed by engineers, highly motivated and generally very experienced people, many of whom had already worked for years as individual champions to improve the software engineering process in their organizations. Staffing the process group with engineers who have customarily worked on building systems reassures the organization at large that the work of the process group will be practical and relevant. (Michael 1986 p.62) 2.7 Infosys Senior Management Involvement Infosys prides itself in providing value to its customers through delivery excellence. Everything at Infosys, including its organizational structure, is driven by the aim of serving customers efficiently and effectively and quickly tapping new business opportunities.( M.Nelakani 1998 p.12) According to Hartono (2002 p.52) , for delivery of customer services, Infosys has many business units. Within a business unit, a team, headed by a project manager, executes a project. The project manager is responsible for all aspects of project execution, from determining the requirements to final installation of the software. The project manager reports to a business manager, who in turn generally reports to the business unit head. To handle situations that cannot be resolved by the project manager, senior management involvement in projects is essential. At Infosys, the business manager regularly interacts with the project manager and monitors the project through status reports and milestone reports . In addition to regular monitoring, the business manager also helps to resolve issues and problems that cannot be handled by the project team and are escalated to his level . The business manager also interacts with customers to ensure that they are satisfied and that any issues are promptly raised and addressed. (Sethi 2002 p.79) Also Lederer(2002 p.182) explains that in addition, other senior people also review projects periodically by regularly taking part in internal audits . Through two systemscalled PRISM (project review by senior management) and IPM (integrated project management)milestone reports and project plans are available for senior management to review. All senior managers are expected to review some projects periodically through this system and to give feedback to the project leaders. Overall, senior management maintains involvement in the project primarily by monitoring to ensure that the project objectives are met and that the customer is fully satisfied. 2.8 Infosys training program for project managers Because project managers have the main responsibility for satisfying the customer, they need to master not only executing the technical aspects of a project but also interacting with customers, eliciting requirements, managing the team, and so on. Clearly no one is likely to possess all the skills needed, so its crucial to train people to develop the necessary skills. Infosys has implemented a variety of programs to help people transition from being engineers to being project leaders. (Demarco , Tom and Tom Lister 1999 p.92 ) All fresh entrants undergo a three- to four-month induction training program. In addition to training in engineering and technology, this program contains one- or two-day programs in business etiquette, written communication, public speaking, body language, and so on.Later, when engineers are ready to become module leaders (those who manage the development of a system module, especially in larger projects) or project managers, they attend a series of technical and soft-skills training programs. Included in the former is a five-day project management course that focuses on all aspects of project management: planning, monitoring, controlling, and so on. A two-week course on requirements specification and management teaches how to elicit requirements, how to document them, how to verify them, and so on. The five-day residential soft-skills training program includes modules on appraisals and team management, customer focus and customer management, leadership, social and business etiquett e for different countries, and so on. (Stuart K Wier 2002) Other regularly offered programs focus on various aspects of management; project leaders take these courses when their schedules permit. Also, team-building workshops are conducted by professionals. ( Westland , 2006 p.67)

Complex and Dynamic Business World Free Essays

â€Å"The business world has become more complex and more dynamic. Planning tools are designed for stable environments. Therefore, planning should be abandoned. We will write a custom essay sample on Complex and Dynamic Business World or any similar topic only for you Order Now Please, comment on this statement. † 1035 Words 2 I. Introduction In today’s increasingly dynamic and complex business world, it is important to decide whether to use and trust in planning tools or if one should abandon them because they are made for more stable environments. This essay will give an overview of the planning tools and techniques that exist for assessing the environment. It will discuss the use of planning tools in a complex and dynamic business world. The statement that planning should be abandoned in a complex and dynamic business world will be discussed in the following. II. Main Body â€Å"A plan describes the chosen solution to a problem and lists what has to be done to achieve the goal† (Landau, 2012). We can categorize planning into three parts. During the first part goals have to be defined. In the second part the corresponding strategies have to be established. The third part focuses on finalising the plans. â€Å"Managers use planning tools and techniques to help their organizations be more efficient and effective. (Robbins Coulter, 2009) In a volatile and dynamic environment managers should not rely on planning. They should use planning as an indicator of what could potentially happen in the future and consequently try to restructure their organization in order to cope with market uncertainty. To do so, the managerial establishment has developed several techniques. One technique to assess the business environmen t is environmental scanning, which fundamentally consists of competitor intelligence and global scanning. Environmental scanning helps to foresee and decode changes in the environment via screening a lot of information. By applying this technique organizations are more likely to predict issues and concerns that could affect their current or planned activities right. Research results show that organizations that use this technique have a higher performance (according to Robbins Coulter, 2011, pp. 276f. ). One part of the environmental scanning is competitor intelligence. In this process organizations gather information concerning their competitors. The information will be compiled by asking questions about their competitors such as â€Å"Who are they? †, â€Å"What are they doing? and â€Å"How will what they are doing affect us? †. 3 â€Å"Competitor intelligence experts suggest that 80 percent of what managers need to know about competitors can be found out from their own employees, suppliers, and customers. † (Robbins Coulter, 2011, p. 277) Although this statistic indicates that collecting competitor intelligence can be achieved through the utilization of an organisationâ⠂¬â„¢s extended network, competitor intelligence can be seen as a problematic subject as it often features a fine line between ethical and unethical. Another part of environmental scanning is global scanning, which is important for organizations with global activities. In a complex and dynamic environment managers broaden their view to gather global information. â€Å"For instance, they can subscribe to information clipping services that review world newspapers and business periodicals and provide summaries of desired information (Robbins Coulter, 2011, p. 277). One can say that this technique is very suitable for an unstable and dynamic environment, because it helps to foresee the environment and consequentially helps to realign, if necessary, the organizational goals and plans. On the other hand, gathered information can be interpreted wrongly, which can trigger a chain-reaction from wrong forcasting to wrong goals and plans. A second technique to evaluate the environment is forecasting. Forecasting is a prediction of outcomes, which will help to identify events that will happen in the future. The common consent about this method is that is effective and time efficient. The ultimate goal of forecasting is to facilitate decision making through gathering information. There are two different forecasting techniques. One is quantitative forecasting, which is preferred when sufficient and hard data is given. It is based on historical data and tries to predict outcomes. The other one is qualitative forecasting, which uses personal judgment and knowledge to predict outcomes. This technique is used when hard data is limited or hard to gather. â€Å"First, it’s important to understand that forecasting techniques are most accurate when the environment is not rapidly changing. The more dynamic the environment, the more likely managers are to forecast ineffectively. † (Robbins Coulter, 2011, p. 79) 4 However, forecasting lacks the ability to effectively predict events like recessions or the actions of competitors. That leads to the assumption that organizations shouldn’t rely on a single forecasting method, but should use several models to be on the safer side. But the challenge for managers is to interpret and then implement the information into the planning decisions. Finally orga nizations must remember that forecasting, as a marginal skill, can be trained and improved. A third technique to assess the environment is benchmarking. Benchmarking is a tool to improve an organizations performance by adapting outstanding practices from the top organizations within the environment. Studies verify the statement, â€Å"that users have achieved 69 percent faster growth and 45 percent greater productivity† (Robbins Coulter, 2011, p. 279) when using benchmarking. Benchmarking can be seen as a four step approach. It starts with the forming of a benchmarking planning team. The second step continues with the gathering of information and external data. Thirdly, when all data is gathered the analysis to identify performance gaps takes place. The last step is the preparing and implementing of an action plan. (Based on Y. K. Shetty, â€Å"Aiming high: Competitive Benchmarking for Superior Performance,† Long Range Planning, February 1993, p. 42) Managers use benchmarking as a tool to approach the leading position of their competitors without overtaking them. And if all organizations work inefficiently it won’t be revealed. So this technique should not be followed in a dynamic environment, because it increases the likelihood that a manager will ‘copy’ the mistakes others make. So one can say â€Å"Plans serve as a road map, although the destination may change due to dynamic market conditions† (Robbins Coulter, 2009, p. 170). III. Conclusion To sum up, one can say that planning is very helpful and necessary but it can be misleading. No matter how many planning tools managers use, they can only plan effectively if they understand how planning in dynamic environment works. They have to keep in mind that planning should only be used as an indicator of what could potentially happen in the future. I believe that planning should not be abandoned, but improved. 5 IV. References Robbins Coulter, S. P. R. M. C. , (2009). ‘Planning’. In: Pearson International Edition (ed), Management. 10th ed. New Jersey: Pearson Education, Inc.. pp. (133-174). Robbins Coulter, S. P. R. M. C. , (2011). ‘Planning’. In: Pearson Global Edition (ed), Management. 11th ed. : Pearson Education, Inc.. pp. (204-276). Prof. Dr. Christian Landau, Principles of Management, 24. Sep. 2012 (Session 2), EBS Universitat fur Wirtschaft und Recht, Oestrich-Winkel How to cite Complex and Dynamic Business World, Papers Complex and Dynamic Business World Free Essays â€Å"The business world has become more complex and more dynamic. Planning tools are designed for stable environments. Therefore, planning should be abandoned. We will write a custom essay sample on Complex and Dynamic Business World or any similar topic only for you Order Now Please, comment on this statement. † 1035 Words 2 I. Introduction In today’s increasingly dynamic and complex business world, it is important to decide whether to use and trust in planning tools or if one should abandon them because they are made for more stable environments. This essay will give an overview of the planning tools and techniques that exist for assessing the environment. It will discuss the use of planning tools in a complex and dynamic business world. The statement that planning should be abandoned in a complex and dynamic business world will be discussed in the following. II. Main Body â€Å"A plan describes the chosen solution to a problem and lists what has to be done to achieve the goal† (Landau, 2012). We can categorize planning into three parts. During the first part goals have to be defined. In the second part the corresponding strategies have to be established. The third part focuses on finalising the plans. â€Å"Managers use planning tools and techniques to help their organizations be more efficient and effective. (Robbins Coulter, 2009) In a volatile and dynamic environment managers should not rely on planning. They should use planning as an indicator of what could potentially happen in the future and consequently try to restructure their organization in order to cope with market uncertainty. To do so, the managerial establishment has developed several techniques. One technique to assess the business environmen t is environmental scanning, which fundamentally consists of competitor intelligence and global scanning. Environmental scanning helps to foresee and decode changes in the environment via screening a lot of information. By applying this technique organizations are more likely to predict issues and concerns that could affect their current or planned activities right. Research results show that organizations that use this technique have a higher performance (according to Robbins Coulter, 2011, pp. 276f. ). One part of the environmental scanning is competitor intelligence. In this process organizations gather information concerning their competitors. The information will be compiled by asking questions about their competitors such as â€Å"Who are they? †, â€Å"What are they doing? and â€Å"How will what they are doing affect us? †. 3 â€Å"Competitor intelligence experts suggest that 80 percent of what managers need to know about competitors can be found out from their own employees, suppliers, and customers. † (Robbins Coulter, 2011, p. 277) Although this statistic indicates that collecting competitor intelligence can be achieved through the utilization of an organisationâ⠂¬â„¢s extended network, competitor intelligence can be seen as a problematic subject as it often features a fine line between ethical and unethical. Another part of environmental scanning is global scanning, which is important for organizations with global activities. In a complex and dynamic environment managers broaden their view to gather global information. â€Å"For instance, they can subscribe to information clipping services that review world newspapers and business periodicals and provide summaries of desired information (Robbins Coulter, 2011, p. 277). One can say that this technique is very suitable for an unstable and dynamic environment, because it helps to foresee the environment and consequentially helps to realign, if necessary, the organizational goals and plans. On the other hand, gathered information can be interpreted wrongly, which can trigger a chain-reaction from wrong forcasting to wrong goals and plans. A second technique to evaluate the environment is forecasting. Forecasting is a prediction of outcomes, which will help to identify events that will happen in the future. The common consent about this method is that is effective and time efficient. The ultimate goal of forecasting is to facilitate decision making through gathering information. There are two different forecasting techniques. One is quantitative forecasting, which is preferred when sufficient and hard data is given. It is based on historical data and tries to predict outcomes. The other one is qualitative forecasting, which uses personal judgment and knowledge to predict outcomes. This technique is used when hard data is limited or hard to gather. â€Å"First, it’s important to understand that forecasting techniques are most accurate when the environment is not rapidly changing. The more dynamic the environment, the more likely managers are to forecast ineffectively. † (Robbins Coulter, 2011, p. 79) 4 However, forecasting lacks the ability to effectively predict events like recessions or the actions of competitors. That leads to the assumption that organizations shouldn’t rely on a single forecasting method, but should use several models to be on the safer side. But the challenge for managers is to interpret and then implement the information into the planning decisions. Finally orga nizations must remember that forecasting, as a marginal skill, can be trained and improved. A third technique to assess the environment is benchmarking. Benchmarking is a tool to improve an organizations performance by adapting outstanding practices from the top organizations within the environment. Studies verify the statement, â€Å"that users have achieved 69 percent faster growth and 45 percent greater productivity† (Robbins Coulter, 2011, p. 279) when using benchmarking. Benchmarking can be seen as a four step approach. It starts with the forming of a benchmarking planning team. The second step continues with the gathering of information and external data. Thirdly, when all data is gathered the analysis to identify performance gaps takes place. The last step is the preparing and implementing of an action plan. (Based on Y. K. Shetty, â€Å"Aiming high: Competitive Benchmarking for Superior Performance,† Long Range Planning, February 1993, p. 42) Managers use benchmarking as a tool to approach the leading position of their competitors without overtaking them. And if all organizations work inefficiently it won’t be revealed. So this technique should not be followed in a dynamic environment, because it increases the likelihood that a manager will ‘copy’ the mistakes others make. So one can say â€Å"Plans serve as a road map, although the destination may change due to dynamic market conditions† (Robbins Coulter, 2009, p. 170). III. Conclusion To sum up, one can say that planning is very helpful and necessary but it can be misleading. No matter how many planning tools managers use, they can only plan effectively if they understand how planning in dynamic environment works. They have to keep in mind that planning should only be used as an indicator of what could potentially happen in the future. I believe that planning should not be abandoned, but improved. 5 IV. References Robbins Coulter, S. P. R. M. C. , (2009). ‘Planning’. In: Pearson International Edition (ed), Management. 10th ed. New Jersey: Pearson Education, Inc.. pp. (133-174). Robbins Coulter, S. P. R. M. C. , (2011). ‘Planning’. In: Pearson Global Edition (ed), Management. 11th ed. : Pearson Education, Inc.. pp. (204-276). Prof. Dr. Christian Landau, Principles of Management, 24. Sep. 2012 (Session 2), EBS Universitat fur Wirtschaft und Recht, Oestrich-Winkel How to cite Complex and Dynamic Business World, Essay examples

Organizational Culture and Business Ethics

Definition of organizational culture Organizational culture is defined as the values and beliefs associated with a certain organization, the value attached to the work done by employees in the organization and the beliefs of the staff on what is right or wrong for the organization.Advertising We will write a custom case study sample on Organizational Culture and Business Ethics specifically for you for only $16.05 $11/page Learn More Culture is therefore the workplace norms that influence how workers perform their duties. It influences numerous aspects of work like the relationship between workers and management, work enjoyment, and even processes in the workplace (McNamara, n.d. p. 1). The above listed aspects affect the overall output of the organization that in turn affects the organization’s profitability. It is important to note that culture cannot be seen, but it manifests itself through reprimands, punishments, rewards, compliments and the like. Culture can be compared to personality because it is â€Å"made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people† (McNamara, n.d. p. 1). In an ideal organization, the culture supports a productive and positive work environment for employees and it leads to the overall welfare of the organization. Organizational culture is therefore the organizational rules that ensure that people working in an organization have relatively common goals, behaviors, standards, and values. Organizational culture brings together the desirable life experiences of the employees of the organization. The founder of the organization is particularly able to influence the culture of the organization significantly. Other people in managerial positions are also able to influence organizational culture significantly. This is mainly because both have a significant role to play in the decision-making process as well as in strategic planning. It is i mportant to note that the rules that form part of the organization’s culture are, in some cases, unwritten and unspoken (Heathfield, 2013, p. 1). Organizational culture therefore exhibits itself in the kind of attire worn by employees at work, the organization’s work practices, symbols, decision making, language, and even in stories and legends. Some additional aspects of organizational culture are as discussed below.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Culture describes norms with which people in an organization operate. â€Å"Culture cannot be generally described as bad or good, but certain aspects of organizational culture are likely to support success and progress while other aspects of organizational culture can impede progress† (Heathfield, 2013, p. 1). For instance, a culture in which workers are accountable is likely to lead to organizational su ccess if it has other positive norms. In the same way, if a workplace culture exceptional customer service the organization will most likely have busy employees and increased sales. An organization that tolerates poor performance and indiscipline is likely to be unsuccessful (Heathfield, 2013, p. 1). An organization becomes used to its culture with time. Employees in an organization cannot adopt a certain culture overnight. They learn the culture of the organization through rewards for positive behavior and negative consequences that result from irresponsible and negative behavior. Therefore, when management rewards a certain behavior materially or through complements, the behavior is repeated and it eventually becomes part of the organization’s culture (Heathfield, 2013, p. 1). Interaction in the workplace is another way that employees can learn about culture. In most cases, employees watch as other employees are punished or reprimanded for negative behavior, and as others a re rewarded for their positive contributions. This makes the employee aware of the norms governing the organization. The interview process is yet another opportunity that job applicants experience the different cultures of organizations. It is also possible for a person to form an opinion of an organization’s culture from a telephone call by the Human Resources Department (Heathfield, 2013, p. 1). As an organization grows, sub-cultures form through rewards. The reason for the growth of sub-cultures is that the desires of managers are not similar to those of employees. The latter may therefore value rewards that managers consider irrelevant for the organization.Advertising We will write a custom case study sample on Organizational Culture and Business Ethics specifically for you for only $16.05 $11/page Learn More People who have their needs met by project teams and departments and those who get rewards from coworkers make their colleagues desire to get the same leading to formation of sub-cultures. Another factor that determines whether sub-cultures grow in an organization is the strength of the predominant culture. If an organization has a strong culture, employees will agree on it. On the other hand, a weak culture may be rejected by some subsets of the organization like work cells or departments, which may develop their own norms leading to sub-cultures. Employee personalities and experiences are the building blocks of an organization’s culture (Heathfield, 2013, p. 2). For instance, organizations with ambitious and sociable employees are regarded as having open cultures. â€Å"If an organization hires people who value their culture and history, then the company is likely to have numerous artifacts that depict its values and history, and thus it will have a conservative culture† (Heathfield, 2013, p. 2). On the other hand, an unguarded culture is characterized by an open working environment, but with a numb er of closed-door meetings. If a number of employees spread negativity about supervision, then the organization will operate in a culture of negativity (Heathfield, 2013, p. 2). Some of the experiences of employees outside the workplace may also have an influence on how the employees conduct themselves at work. An organization can therefore have a common culture but different employees will interpret it differently depending on their life experiences. This calls for sensitization of employees about the most important norms like language, customer care, or even dressing. A single person cannot create a culture; the employees of an organization have to be involved. They must be actively involved in negotiations that lead to formation of an organization’s culture. For instance, they must negotiate for better working conditions, better monetary rewards, for exceptional performance and for more benefits.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More On the other hand, managers will be negotiating for norms that will lead to the general success of the organization such as earlier reporting time, more productivity, and better services to customers. Members of an organization must therefore compromise at one point in order to come up with a beneficial culture for the organization. â€Å"Formalizing strategic direction, systems development and establishing measurements must be owned by the group responsible for them. Otherwise, employees will not own them† (Heathfield, 2013, p. 2). The most difficult aspect of culture to achieve is perhaps a cultural change. Changing an organization’s culture means that all employees have to change how they behave. It has proved to be difficult for employees to unlearn the norms they follow and get used to new norms. â€Å"Persistence, discipline, employee involvement, kindness and understanding, better organization and training can assist you to change a culture† (Heathfield, 2013, p. 2). From the discussion above, it is clear that defining culture using one single definition is a rather difficult affair. It is also apparent that a productive and positive organizational culture may prove to be elusive for a company. The main issue in definition of culture is that its definition may be based on either its causes or its effects (Scholl, 2003, p. 1). This discussion has used the former definition of culture because as culture is developed in an organization, it influences behavior. It is however important to note that behavior can potentially influence culture. The development of sub-cultures within an organization’s culture is a good example of how behavior can influence culture. In creating an organization’s culture, it is important to integrate all aspects of culture like the behavioral influences of culture and the causative effect of behavior on culture formation. This will ensure that the resultant culture gives desirable results for the good of the organization. For example, organizational culture should be designed in such a way that employees are both productive and happy. This is because â€Å"happy employees are not necessarily productive and productive employees are not necessarily happy† (Heathfield, 2013, p. 2). After developing the culture, an organization should ensure that employees abide as much as they can to the norms in the culture. This will lead to growth of the culture by bringing in new aspects of culture as productive employees become innovative. In the same way, if an organization’s culture proves to be obsolete with time, the organization should change the culture and ensure that they incorporate the new and desirable norms in the organization’s industry. This will give the organization a competitive edge. The value of organizational culture About three decades ago, there was increased focus on the development of organizational culture as an element of organizational succe ss. Experts argued that organizations that have a strong culture are more successful than their counterparts that have weak cultures. This section investigates the value of developing a strong culture within an organization and gives an opinion on whether developing a strong culture is a guarantee to organizational success. One of the benefits of developing a strong organizational culture is that it unites employees. The employees of an organization normally have different backgrounds, cultures, and traditions. Having a workplace culture makes them understand each other better and it promotes healthy communication, which minimizes conflict in the workplace. Additionally, an organization having a strong culture is likely to exercise the values of equity and equality. Therefore, all employees have a sense of belonging, which can potentially increase work performance. A strong culture in the workplace gives employees work motivation and loyalty towards the organization’s managem ent. Workers will be eager to be part of the success of the company. â€Å"They feel a higher sense of accomplishment for being part of an organization they care about and work harder without having to be coerced† (Lowe, 2012, p. 1). An organization with a strong culture has a momentum and energy that permeates every department and unit in the organization. Given the great importance of organizational culture, and the competitive environment in which most organizations operate, organizations should consider having an â€Å"organizational development strategy at various workforce departments† (Devis, 2007, p. 1). The purpose of such a strategy is to address various issues including the workplace culture. This implies that the culture of the organization will be safeguarded from violation and dilution, which ensures that the organization benefits maximally from its culture. A well-planned culture in the workplace also results in healthy competition among workers. Employe es often strive to be recognized by managers. A culture that encourages healthy competition among workers will result in better employee output, which will contribute to the organization’s success. A workplace culture normally has guidelines that prove to be invaluable to the organization because they give employees focus. This is because â€Å"each employee understands what his roles and responsibilities are and how to accomplish tasks prior to established deadlines† (Lowe, 2012, p. 1). Organizational culture is one of the factors that determine the effectiveness, capacity, and longevity of an organization. It has significant contribution to the promise and the image of the organization. Therefore, an organization’s identity is defined by its culture. The way an organization conducts its business affects its customers and workers alike. Culture is the main factor determining the way an organization conducts its business (Lowe, 2012, p. 1). The culture of an org anization affects the brand by which the organization is known. The implication of the effect of company culture on branding is that organizational culture will affect the manner in which new employees are hired, and it will affect the type of employees who the organization attracts. â€Å"Job seekers look for companies that fit their lifestyles, whether it is flexible hours, financial assistance with continuing education, casual dress codes, international work opportunities or companies boasting amenities such as on-site gyms† (Brookins, 2013, p. 1). A company whose culture is understood well by its employees will perform well in terms of achieving its goals, maintaining good relationships among employees and satisfying customer needs. Employees in such a company will most likely be loyal to their employer and therefore, they will be committed in their work. This will make them more productive leading to overall profitability of the organization (Brookins, 2013, p. 1). The c ulture in any organization could form the thin line between organizational success and failure. Culture plays a key role in determining whether an organization has a healthy and a happy working environment. By communication and promotion of the vision of the organization to subordinates, a leader is able to influence the attitude and the work behavior of subordinates. When the interaction between top management and other workers is good, there will be productive collaboration and communication. Subordinates will therefore be encouraged to accomplish the organization’s objectives. This will lead to enhanced job satisfaction and better employee performance, which will in turn make the organization successful. Despite the great importance of organizational culture, developing a good workplace culture is not sufficient for success. Some organizations tend to rest assured of good performance once they have developed a good workplace culture. This can be an ingredient for disaster since the developed culture may fail to work, while the management of the organization is putting hopes in it. The best way to ensure that organizational culture works for an organization is to follow up on workplace mannerisms and interactions with a view of making sure that they conform to the workplace culture. Otherwise, the culture will be very different from what is actually taking place in the organization. The executive team in Dell Corporations developed an organizational culture strategy known as the ‘Soul of Dell’. One of the values contained in the strategy was that employees should behave ethically while conducting business and while interacting with the stakeholders of the corporation. Unfortunately, this strategy did not completely change the established culture of the corporation. After some time, some executives manipulated the books of the corporation to earn larger bonuses. The main issue in the case of Dell Corporation is that the company did not ali gn the developed cultural strategy to its identity. Before the development of cultural strategy in an organization, a corporation normally has an identity under which it has been operating. To effect a cultural change well, the developed image of the organization needs t be aligned with the pre-existing cultural identity. An organization’s overall strategy must also be closely linked with corporate communications. The corporation’s senior management should ensure that it communicates the organization’s strategy to all constituents of the company. This will ensure a better understanding of the strategy and vision of the company because the subordinates in the organization will learn the values of the corporation from the top-most management in the organization. Another fact about Dell Corporation that is important to highlight is the fact that Dell Corporation relies heavily on electronic communication. This mode affects personal relationships leading to isolatio n of employees from their colleagues and from the identity of the company. If a corporation wants to implement its culture effectively, the mode of communication has to be a convenient mode for building relationships and passing important messages about the organization’s strategy. From the above discussion, it is apparent that organizational culture has an important role in any organization. Culture affects the motivation, energy, loyalty, commitment, and performance of workers. A good culture discourages conflict in the workplace, promotes healthy relationships between employees, and affects the profitability or success of the organization. Organizational culture affects the capacity, effectiveness and the longevity of an organization. Without a good organizational culture, a company is bound to have cold relationships between employees that may affect the overall output of the company. An organization without a good cultural strategy is also likely to experience conflicts between employees and management. The implication of the aforementioned conflicts is that people will not work in harmony within the organization. This will ultimately affect the profitability of the organization. Developing a good organizational culture is not a sufficient condition for the success of an organization. The organization must ensure that there is proper communication among its workers and that its image is aligned to its identity. The purpose of communication and alignment is that employees will learn the new organizational identity and strive to conform to it. Absence of proper communication will lead to isolation of some employees, who may operate without being guided by the organizational culture. This will lead to costly mistakes like in the case of Dell Corporation. A company should also evaluate its systems to ensure that they are reliable. For instance, the mode of communication should be reliable in order to ensure that all workers in the organization understa nd the organizational identity. An effective mode of communication can also ensure that there is effective monitoring of the conformance of workers to the company’s culture. Reference List Brookins, M. (2013). The Advantages of Workplace Culture in an Organization. Web. Devis, L. (2007). Organizational Culture and Its Importance. Web. Heathfield, S. (2013). Culture: Your Environment for People at Work. Web. Lowe, K. (2012). The Importance of Culture in Organizations. Web. McNamara, C. Organizational Culture and Changing Culture. Web. Scholl, R. (2003). Organizational Culture. Web. This case study on Organizational Culture and Business Ethics was written and submitted by user D0m1n0 to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.