Philosophy Statement Essay Example | Topics and Well Written Essays - 250 words

Philosophy Statement - Essay Example lieve that teachers need to inculcate values such as punctuality and politeness and also instill a sense of responsibility within the students towards their own actions. In turn this will help the students to gain an insight into what is right and wrong and take the right decisions in their academic, personal life and all future endeavors. Thus teachers play a vital role in shaping the personality of their students apart from teaching the subject and hence play a dual role of both an educator as well as a counselor. I will also work to create a good rapport with my students as I believe it will pave the way for better interaction and understanding of the student’s thought process. Mere teaching of the subject would only be a professional approach which will not create a bond between the teacher and the student. Spending quality time with all the students and an unbiased attitude would help the students to share a good comrade with their teachers. However, it is also important for teachers to bear in mind the limits of their relationship and help the student to understand the same. When such an understanding is established it will prevent each one from taking advantage of the other. This would help to provide the right motivations for the students and prevent any form of deviant behavior. Thus with my educational experiences and a strong inclination in taking up career in teaching I assure that I will be an able teacher and provide the right guidance to all my

Qualitative Research Methodology Paper Example | Topics and Well Written Essays - 1250 words

Qualitative Methodology - Research Paper Example While computer technology offers a plethora of benefits in its application to police administration, I assume that it would be met with resistance from management, employees, personnel, and other parties involved. The police administration has been using their old routines and systems for the past decades; abandoning those old routines in exchange of new technologies may pose difficulty for some people. It would take a lot of effort for the people involved to unlearn what they have been doing for the longest time, and then learn and adopt a new system that would eventually replace the old system. Those difficulties, challenges, and resistances must be properly addressed in order for the new system to survive and become successful. Finally, the behavior and attitude of people toward computer technology is mediated by the meanings and experiences they have with it. People possess both positive and negative opinions about using computers in police administration. In addition, the role o f computer technology in their lives is determined by their age, gender, class, and an entire system of values and beliefs. These values and beliefs, when uncovered, would yield a better understanding of their perspective and lead to the development of an E-Administration that is specifically tailored to suit their needs. Considering the abovementioned assumptions, a methodology that would allow me to gain a deep understanding of the subjects being studied is necessary. A methodology that would reveal the insights, beliefs, and experiences of the people would work best for my study. Among all the qualitative research methodologies available, ethnography is what I consider the most proper methodology that would yield the necessary data for my study. 2. Ethnography In a nut shell, ethnography tells the beliefs, values, and attitudes of a certain group of people or culture about something. Primarily applied in anthropology and sociology, the application of ethnography has been extended in the areas of market research, business, and practically any group of people or culture where an understanding of their beliefs, experiences, and attitudes is needed. Using ethnography would uncover the perception and opinion of the RAK Police about using computer technology in their administration. It would also reveal the meanings they hold about technology, which, in turn, influences their attitude towards computers. This would allow me to identify the probable reasons they have in avoiding or accepting the new system. Ethnography would allow me to see patterns of behavior that can be understood rationally and intuitively in a real world context. Their behavior towards the old system would expose the underlying problems and limitations. Understanding the problems of the old system is useful in designing the structure of the new system. Their behavior towards the new system, on the other hand, would serve as a measure of their readiness to accept E-Administration. Ethnography, in addition, would reveal the prevailing norms that shape the perception of the police administration about computer technology. Norms refer to the beliefs and values that a society hold about something. With ethnography, the challenges and resistances which are rooted in the

The turning point of historys great events Essay Example for Free

The turning point of historys great events Essay History is full of incidences which have altered its course. One such incident that has altered the course of present politics and possibly the course of international politics and international law is the horrendous act of terrorism of 9/11. In its wake the incident has left consequences that are still affecting the course of politics and international laws. United States actions against Iraq, Afghanistan and even its relation with the country of Western Europe have been affected in the aftermath of 9/11.   It seemed that United States identified Iraq as a potential threat to its policies in the Middle East and promoter of terrorism and despite UN resollution chose to go it alone and used a new doctrine of pre-emptive attack to what it saw as a potential threat from weapons of mass destruction (WMD) stockpiled by Iraq. Unfortunately no WMD were found in Iraq but the doctrine of pre-emptive strike will be cited by many governments to attack their weaker neighbors. Israel was the only country to have used this doctrine to attack Iraqi under construction nuclear power plant. The United Nations and United States had condemned Israel for this action. The War on Terrorism also created dilemmas for International law as United States refused to recognize Taliban [Borelli, 2005]   and Al-Qaeda suspects as Prisoners of War[1] (POW) and classified them as Illegal combatant[2] denying them status of both common criminal and POWs creating problems such as Guantanamo Bay, CIA interrogation Centers and legal status of prisoners.. This has created a problem for the International law[3] and also a precedent for many other countries to cite in defense of their own illegal activities. The racial profiling and early version of Patriot Act once again discriminated between different type of US citizens, authorizing illegal wire tapping and invasion of privacy of law abiding Arab Americans which made the people recall Japanese internment during the Second World War. The attack on the World Trade Center had won United States worldwide sympathy and this opportunity could have been used to strengthen international laws against terrorism. The US government actions have alienated many of our traditional allies in Europe. The world is still not free of terrorism and the coalition of willing formed in the wake of 9/11 has not yet achieved its objectives. The United States citizens and Congress which gave almost a unanimous support to war on terrorism and War in Iraq now find that they have been misled by the government and have said so with their votes in the Congressional elections. It seems that the incident of 9/11 which had won us worldwide sympathy and desire to act against terrorism has resulted in a much divided and threatened world due to our actions since 9/11. One thing is certain; the incident of 9/11 has altered the course of the history. The new system will hopefully give more importance to international bodies and international laws [Gasser, 2002] to resolve dispute and the threats posed by terrorism. Alternatively, the consequences could further divide the world and may even create wider conflict in the Middle East and even more problems for the world peace. Bibliography Borelli, S. Legal Black Hole, retrieved from Internet on 27 February 2007 http://www.icrc.org/Web/eng/siteeng0.nsf/htmlall/review-857-p39/$File/irrc_857_Borelli.pdf Gasser, H., Acts of Terror, Terrorism and International law, ICRC, September 2002, Vol. 84, No 847, http://www.icrc.org/Web/eng/siteeng0.nsf/htmlall/5FLCCX/$File/irrc_847_Gasser.pdf [1] George W. Bush, Memorandum on ‘Humane treatment of Taliban and al-Qaeda detainees ’, 7 February 2002, available at http://pegc.no-ip.info/archive/White_House/bush_memo_20020207_ed.pdf [2] Secretary of Defense, News Briefing, 11 January 2002,available at http://www.defenselink.mil/news/Jan2002/briefings.html [3] According to news reports, shortly after the attacks of 11 September the President of the United States signed a secret order authorizing the CIA to set up a network of secret detention and interrogation centers outside the United States where high value prisoners could be subjected to interrogation tactics, which would be prohibited under US law. The US government negotiated â€Å"status of forces †agreements with several foreign governments allowing the US to set up CIA-run interrogation facilities and granting immunity to US personnel and private contractors; Ref: J. Barry, M. Hirsh and M. Isiko. â€Å"The roots of torture †, Newsweek, 24 May 2004;

What Stimulates Entrepreneurship In Large Organizations Commerce Essay

What Stimulates Entrepreneurship In Large Organizations Commerce Essay This paper discusses how large organizations deal with entrepreneurial activity. Entrepreneurship Is often associated with small firms. These small firms are more flexible, they dont have problems with bureaucratic structures and as a consequence they are more speedy in coming up with new inventions. On the other hand, Peter Drucker (innovation and entrepeneurship) states that entrepreneurship is based upon the same principles, whether the entrepreneur is an existing large institution or an individual starting its own venture. So the nature of entrepreneurship is the same in both cases. To succeed in todays unpredictable world, companies large and small must be agile and able to respond quickly to fast-moving markets (Taylor 2001). In this case we will focus on the large companies who have to encounter a lot of problems if they want to implement corporate entrepreneurship. In the first part, we do a literature review concerning corporate entrepreneurship. Here we will look for constraints of and solutions to corporate entrepreneurship. In the second part we combine theory with practice. Through in depth interviews I would like to learn how a large organization (Barco) manages corporate entrepreneurship, what problems they have and if they get result from their actions. ( A big ship isnt easy to turn). I will do this by following a structure based on the framework of Morris (1998). This framework includes the following aspects: systems, structure, strategic direction, policies, people and culture. For every aspect I would like to have an interview with a responsible to get insight on how Barco applies corporate entrepreneurship. By considering every aspect I want to learn which methods Barco applies and which it doesnt apply and why this is the case. Taylor Bernard (2001), From corporate governance to corporate entrepreneurship, Journal of Change Management, 2:2, 128-147 Literature Review Definition: What is corporate entrepreneurship? Definitions of corporate entrepreneurship vary a lot. Some authors speak of intrapreneurship (Gifford Pinchot, 1985), others form corporate venturing (Chesbrough, 2002). von Hippel (1977) defines corporate venturing as an activity that aims at creating new businesses for the corporation through the development of external or internal corporate venture. Corporate entrepreneurship is a term used to describe entrepreneurial behavior inside established organizations (Guth Gingsberg, 1990). Damanpour (1991) states that at a basic level corporate entrepreneurship involves the generation, development and implementation of new ideas and behaviors by a company. Zahra (1991) argues that corporate entrepreneurship can have formal and informal activities aimed at creating new businesses inside of established companies through product and process innovations and market developments. From all the definitions we may conclude that there is no real consensus of what corporate entrepreneurship exactly is. Maybe a definition is to narrow to describe the whole process of corporate entrepreneurship. Corporate entrepreneurship is not an exact science and every firm adapts it in other ways. This is why we may not see this definitions in a strict way. Therefore we will look at corporate entrepreneurship as a system-wide activity undertaken within the context of existing firms. Pinchot, Gifford III, Intrapreneuring: Why You Dont Have to Leave the Corporation to Become an Entrepreneur (1985). University of Illinois at Urbana-Champaigns Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship. Chesbrough, H.W. (2002) Making Sense of Corporate Venture Capital, Harvard Business Review, March von Hippel, E. (1977). The sources of innovation. New York: Oxford University Press. Guth, W. D., Ginsberg, A. (1990). Guest editors introduction: Corporate entrepreneurship. Strategic Management Journal, (Summer),11, 5-15. Damanpour, F. 1991, Organizational Innovation: A Meta-Analysis of Determinants and Moderators, Personnel ( September): 28-36 Zahra, S. (1991). Predictors and financial outcomes of corporate entrepreneurship: An exploratory study. Journal of Business Venturing, (July),6, 259-285 Motivation: Why engage in corporate entrepreneurship? Today firms are struggling to reinvent themselves and find ways how they could survive. For some companies its already too late but for others corporate entrepreneurship may be the key to survive. The way of doing business has tremendously changed in the 21st century. Today companies must survive in a fast changing global environment where uncertainty is higher than ever. Firm nowadays need to become flexible and adaptive. One way by doing this is by stimulating entrepreneurship within the organization. Authors argue that entrepreneurship becomes key in the sustainability of large firms ( Baumol, 1996; Audretsch Thurik, 2001). The dynamic that drives real competitive advantage is entrepreneurship and innovation. Previous research also supported a positive relationship between intrapreneurship and growth, profitability, or both ( Covin and Slevin, 1986) for large firms in general, as well as for small firm performance in hostile environments ( Covin and Slevin, 1989) Other reasons for stimulating entrepreneurship are that you take advantage of the in-house genius ( Adams 1996 ) and that you can exploit new market opportunities ( Eggers 1999 ) Baumol, W.J. (1996), Entrepreneurship: Productive, unproductive, and destructive, Journal of Business Venturing, 11(1), 3-22 Audretsch, D. B., Thurik, A. R. (2001), Whats new about the new economy? From the managed to the entrepreneurial economy , Industrial and Corporate Change, 10(1), 267-315 Covin, J.G., and Slevin, D.P. (1986), The development and testing of an organizational-level entrepreneurship scale , In R. Ronstadt et al., eds., Frontiers of Entrepreneurship Research. Wellesley, MA: Babson College. Covin, J.G., and Slevin, D.P. (1989), Strategic management of small firms in hostile and benign environments, Strategic Management Journal 10(January):75-87. Adams, R. V. (1996). Inspiring innovation. International Business, 9, 56-58. Eggers, J. H. (1999). Developing entrepreneurial growth. Ivey Business Journal, (May),63, 76-81. Obstacles for corporate entrepreneurship A lot of large companies started to see the importance of corporate entrepreneurship. These companies were mostly used to work in old bureaucratic ways with a lot of control and hierarchical structures. Nowadays these companies realize that they have to change into entrepreneurial entities. The change from corporate governance to corporate entrepreneurship could be seen as a large problem because it has to deal with all the organizational aspects. To bring in corporate entrepreneurship in an organization everything has to be right. There are a lot of obstacles for corporate entrepreneurship. Given the large number of potential constraints, it is helpful to identify general categories into which they can be grouped. Morris ( 1998) captured obstacles and divided them in six groups: culture, strategic direction, structure, systems, policies and people. This way of structuring seems interesting because we can then think of solutions in a planned way. By considering every aspect we are more focused and keep an overview of different processes who often work together. In this paper I will use and extend the framework of Morris to handle most constraints of corporate entrepreneurship and look how a large company applied solutions to these problems. Let us look at each of the categories in more detail. CULTURE Cornwall and Perlman (1990) define culture as an organizations basic beliefs and assumptions about what the company is about, how it members behave, and how it defines itself in relation to its external environment. Many authors have identified the critical role that corporate culture plays in the organizational process (e.g. Deal Kennedy, 1982; Martin 1992; Sackmann 1992). Cornwall and Perlman (1990) have written that culture is a key determinant of, and the first step in fostering, entrepreneurial activity within an organization. For instance, Sonys success in product innovation has been largely attributed to the success with which the company has inculcated its Sony Spirit in employees (Quinn, 1985). Although setting up a culture may not be that straightforward. Firstly, a culture that is risk averse, or very process driven, is almost by definition discouraging employees from being entrepreneurial. ( Morris, Kuratko Covin, 2011). Kriegesmann et al. (2005) have noted a tendency within companies to develop zero error cultures as competitive strive to meet high performance standards in a hypercompetitive marketplace. Managers therefore wrongly believe that zero errors are proof of high performance standards. Secondly, companies often cant make clear what they stand for, or do not achieve a consensus over value priorities (Morris, 1998). To stimulate entrepreneurship there should be a clear focus on what the company is about. The elements of a culture should be in line with the vision, mission and strategies of an organization. Thirdly, culture itself is very complex and cannot be easily changed. For example, a non-innovative firm could bring in an extremely entrepreneurial CEO, and it could take seven to ten years (or more) to realize a substantial cultural change (Morris, Kuratko Covin, 2011). Fourthly, The culture itself may be too strong or too commanding. In this manner, homogeneity is stimulated and people are not allowed to think outside the cultural box. This can lead to stagnation and a reduced ability to adapt changes in the environment (Cloke and Goldsmith, 2002). As corporate entrepreneurship asks for change and diversity, a culture that is too imposing could be tremendous for corporate entrepeneurship. Lastly, individualism-collectivism would also appear to be an important dimension of organizational culture (Morris, Davis Allen, 1994). A culture that focuses too much on individualism or collectivism may not be encouraging for corporate entrepreneurship. The result will be modest levels of entrepreneurship (Morris, Davis Allen, 1994). A high individualistic culture may produce strong incentives for entrepreneurial behavior, but will also result in gamesmanship, zero-sum competition, sequestering of information, and the chaotic pursuit of tangential projects having little fit with the organizations competencies or overall direction. (Maidique 1980; Quinn 1985; Reich 1987; Rosenbaum et al. 1980; Steele 1983). Furthermore, individuals will more likely use organizational resources to satisfy self-interests and many tasks will be left incomplete as individuals are unable to obtain cooperation from those have the expertise. (Morris, Davis Allen, 1994). On the other extreme, a strongly collectivist atmosphere may actually give rise to an anti-entrepreneurial bias. Companies therefore may suffer from free-riding or social loafing syndromes. (Earley 1989; Jones 1984; Albanese and Van Fleet 1985). The way in which a firm sets up a good corporate culture and handles the above problems will be determining for the firms entrepreneurial success, as culture gives people direction and keeps the whole organization together. Morris, M. H. 1998. Entrepreneurial Intensity ( Westport, CT: Quorum Books) Deal, T., Kennedy, A. (1982), Corporate cultures. Reading, MA: Addison-Wesley. Martin, J. (1992). Cultures in organizations: Three perspectives. Oxford: Oxford University Press. Sackmann, S. (1992), Culture and subcultures. An analysis of organizational knowledge. Administrative Science Quarterly, 37, 140-161 Cornwall, J. and Perlman, B. (1990) Organisational Entrepreneurship, Homewood, ///.: Irwin. Macmillan. Quinn, J.B. (1985). Managing innovation: Controlled chaos. Harvard Business Review, 73-84 Cloke, K. et al., 2002. The end of management and the rise of organizational democracy, Jossey-Bass. Michael H. Morris, Duane L. Davis, Jeffrey W. Allen (1994), Fostering Corporate Entrepreneurship  : Cross-Cultural Comparisons of the Importance of Individualism versus Collectivism, Journal of International Business Studies, Vol.25, pp. 65-89 Earley, P. Christopher, (1989). Social loafing and collectivism: A comparison of the United States and the Peoples Republic of China, Administrative Science Quarterly, 34: 565-81 Jones, Gareth, (1984) Task visibility, free riding, and shirking: Explaining the effect of structure and technology on employee behavior. Academy of Management Review, 9: 684-95 Albanese, Robert David D. Van Fleet. (1985), Rational behavior in groups: The free-riding tendency, Academy of Management Review, 10: 244-55. Kriegesmann, B., Kley, T., and Schwering, M. (2005), Creative errors and Heroic Failures: Capturing Their Innovative Potential, Journal of Business Strategy, 26(3): 57-64 STRATEGIC DIRECTION Michael Porter (1996) draws a critical distinction between strategy and operational effectiveness, arguing that managers are increasingly preoccupied with the latter and ignorant of the former. As operational effectiveness could be effective in the short run, it fails in the long run. Therefore, firms need to find strategies for long run survival. Firms that want to engage in successful corporate entrepreneurship need to have an entrepreneurial orientation. Entrepreneurial orientation refers to the strategy-making practices that businesses use to identify and launch corporate ventures (Dess and Lumpkin, 2005). In the absence of an entrepreneurial orientation, the goal of corporate entrepreneurship may not be reached. Furthermore, entrepreneurship in a firm may not be achieved if there is no meaningful direction from the top. This requires good leaders with a clear vision and commitment to entrepreneurship. Instead, top management is often more cautious with new opportunities. This could be a major problem because with no top management support, nobody will feel to engage in entrepreneurial activity and take risks. Hence, middle-and lower-level employees are strongly influenced by the role models found at the top of the firm. In the absence of specific goals for product and process innovation and a strategy for accomplishing such goals, entrepreneurship will only result accidentally or by chance (Morris, Kuratko Covin, 2011). Besides that, firms could also have problems to define a strategy that encounters both exploration and exploitation. As exploration and exploitation are often two opposing forces, the strategy of a firm needs to find a balance between these two. This mental balancing act can be one of the toughest of all managerial challenges -it requires executives to explore new opportunities while working on exploiting existing capabilities (OReilly Tushman, 2004). A final note is that strategy formulation itself is not enough. The actual execution of a strategy is as important as the strategy itself. Implementing the strategy requires adequate structures, systems, procedures and human resource practices. Gregory G. Dess, G.T. Lumpkin (2005), The role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship. OReilly C. Tushman M., (2004), The ambidextrous organization, Harvard Business Review, 74-81. Porter, M.E. (1996), What is Strategy?, Harvard Business Review, 74(6): 61-78. STRUCTURE Structure typically depends on a number of factors such as the nature, the size, the strategies and environmental conditions of a firm (Burns, 2005). Although there is no one best structure, it is generally argued that a companys structure follows from the strategy. If entrepreneurship and innovation are integral part of the companys strategy, then inconsistencies with certain general types of structure can be problematic. Morris, Kuratko Covin (2011) state that a hierarchical structure is a typical problem in large organizations. A hierarchical structure seems to be problematic because this reduces the ability to identify market opportunities and to take risk. Entrepreneurship suffers the farther away decision making becomes from everyday operations. Other entrepreneurial barriers within a hierarchical structure are top-down management and restrictive communication channels. In contrast, as an organic structure may be more preferred to stimulate corporate entrepreneurship (e.g. Morris and Kuratko, 2002) , organic structures may also have some pitfalls. For instance, if teams almost work autonomously, this can result in anarchy. Additionally, there is a tendency to continually narrow the span of control of managers over subordinates. The result is over-supervised employees with little room for creativity. To finish, structures that give responsibility for entrepreneurial activities to managers without delegating a certain amount of authority also constraints corporate entrepreneurship as managers will feel frustrated. Therefore, some hierarchy, that gives managers some authority could be desired. Burns P., (2005), Corporate Entrepreneurship: Building an Entrepreneurial Organisation, Palgrave Macmillan Morris, H.M. and Kuratko, D.F. (2002), Corporate Entrepreneurship, Fort Worth: Harcourt College Publishers. SYSTEMS Large organizations typically depend on a number of formal managerial systems that have evolved over the years. These systems were needed to coordinate the increasingly complex corporate environment and were focused on stability, order and coordination. Within this focus, entrepreneurship is discouraged (Morris, Kuratko Covin, 2011). The question here arises in what way the old systems are obsolete for corporate entrepreneurship. As corporate entrepreneurship requires other systems, companies are forced to try new things. In what way could the old system be used and in what way are new systems required? For example, how do companies use control, budgeting and planning systems that foster innovation and entrepreneurship? Control systems have historically placed a heavy emphasis on efficiency, sometimes ignoring or even undermining effectiveness (Morris, Schindehutte Allen, 2006). Probably, control systems may be too strict for corporate entrepreneurship. Budgeting systems provide no flexibility for the funding of experimental projects and tend to reward the politically powerful. Planning systems are often too harsh and become prescribed, they focus on the planning document rather than the planning process, and often use professional planners instead of relying on the people who really are involved (Morris, Kuratko Covin, 2011). Lastly, these systems could be supported by new technologies. The way in which firms use information and communication technologies could help them achieve a better environment for corporate entrepreneurship. If information systems are absent or deficient, innovation could be slower. POLICIES AND PROCEDURES First of all, it should be clear that policies and procedures are a smaller part of the larger control system. Policies and procedures are in fact the underlying elements of how control systems work. For example, inflexible policies and strict procedures will result in rigid control systems, which, as I have discussed, are tremendous for entrepreneurial activity. The procedures that people have to follow when they want to introduce new entrepreneurial activity may be too strict. Two of the most costly side-effects of detailed operating policies are complex approval cycles for new ventures and detailed documentation requirements (Morris, Kuratko Covin, 2011). This could be seen as red tape for entrepreneurial activity. If procedures are very complex, people are blocked and give up their ideas. Nevertheless, some procedures are definitely required for making decisions about which project may be initiated and which may not. The fact is that those procedures are often too severe. For example procedures often impose unrealistic timetables and performance benchmarks on entrepreneurial programs (Morris, Kuratko Covin, 2011). They way in which firms can overcome these strict policies and procedures will lead to better corporate entrepreneurship. PEOPLE Al of the entrepreneurial activity depends on the people, it are the people who have to do it. The treatment of people is done by human resource management. Human resource management is responsible for the recruitment, training, motivation, evaluation and rewarding of people. When a firm engages in corporate entrepreneurship, human resources also need to apply new methods. The main problem with people is that they have a natural tendency to resist change. This is a big problem as entrepreneurship requires a lot of change. How does HR helps to change people minds in the direction of corporate entrepreneurship? What problems do they face? Next to that, people are afraid of failure. It is important for HR to see failure as a process of learning. The way in which HR treats failure may therefore be important for the entrepreneurial people. Another people-related aspect is the lack of skills and talent in the entrepreneurial area. Therefore recruitment and training of qualified people may be very important. A different aspect of corporate entrepreneurship is that people should have some freedom in their work. For example 3M was the first company that introduced organizational slack as a key factor for corporate entrepreneurship, enabling their engineers and scientists to spend 15% of their time on projects of their own design. As a result of this many inventions came out of 3M (e.g., Post it Notes and Scotch Tape). CASE Google. How do other companies do this? Do they also give some time to work on own projects or do they use other methods? How does HR deal with autonomy of their people. Autonomy is necessary for people to work on entrepreneurship. But what is a good autonomy. Shouldnt there be some control? Furthermore, corporate entrepreneurship often requires to work in teams. How does HR helps to form decent teams? How do they encounter the problem of free-riding? One more aspect of HR is that they are responsible for rewarding people. How does HR give bonuses for new entrepreneurial activity. Especially the rewarding of teams may not be that easy. Breaking through the obstacles The way in which an organization can deal with the above obstacles will be determining for their entrepreneurial success. In this section we will look at research that offers solutions to overcome the problems and constraints of corporate entrepreneurship. CULTURE In this section we will look at the literature concerning solutions to set up a decent culture that stimulates entrepreneurship within a firm. First of all, an entrepreneurial culture should have some basic values concerning entrepreneurship. Entrepreneurship therefore requires a culture built around risk, innovation, emotional commitment, autonomy, and empowerment, among others (Cornwall and Perlman 1990; Peters 1987; Pinchot 1985; Waterman 1987). It is important that a culture is open for risk-taking and sees failure as an opportunity to learn from. In that way, culture can help to overcome peoples natural tendency to fear failure. For example Nokias culture states that you are allowed to have a bit of fun, to think unlike the norm, where you are allowed to make a mistake (Leavy, 2005, p. 39). In the factories of BMW there is a flop of the month award, given by the senior executive for successful failures (Kriegesmann et al., 2005). Here it is recognized that failure is needed to innovate and learn. Next, a culture needs a clear vision about what the company stands for. It is here that leadership comes into place. It is difficult to build a culture without someone having a vision about the future. According to Covin Slevin (1991), top management values and philosophies are essential variables of firm-level entrepreneurship. There should be a clear voice from top management that gives direction towards an entrepreneurial culture. Moreover, vision, mission and strategy should be aligned. For example, you cant have an entrepreneurial vision when your strategy is imitating competitors. As a final point, the culture should find a good balance between individualism and collectivism. Corporate executives must recognize and proactively manage this dimension of culture. The highest levels of entrepreneurship will occur when a fairly balanced amount of consideration is given to the needs of the individual and the collective (Morris, Davis Allen, 1994). Individuals are needed to provide the vision, commitment, and internal salesmanship because otherwise nothing would be accomplished. But as the process unfolds, the entrepreneur requires teams of people with unique skills and resources. Cornwall, Jeffrey T. Baron Perlman, (1990), Organizational entrepreneurship. Homewood, ///.: Irwin. Peters, Thomas. (1987), Thriving on chaos, New York: Alfred A. Knopf. Pinchot, Gifford, ///. (1985), Intrepreneuring, New York: Harper and Row. Waterman, Robert H, (1987), The renewal factor: How the best get and keep the competitive edge, New York, Bantam Books. Leavy, B. (2005), A Leaders Guide to Creating an Innovation Culture, Strategy Leadership, 33(4): 38-45. Jeffrey G. Covin, Dennis P. Slevin (1991), A Conceptual Model of Entrepreneurship as Firm Behavior, Baylor University STRATEGIC DIRECTION Many fast-growing young corporations attribute much of their success to an entrepreneurial orientation. By illustration, 3M is a good example of how a corporate strategy can induce internal venture development. Every aspect of 3Ms management approach is aimed at new venture creation and 3Ms policies create a climate of innovation and entrepreneurial development. (Dess and Lumpkin, 2005). Dess and Lumpkin (2005) emphasize the role of entrepreneurial orientation towards successful corporate entrepreneurship. The dimensions of entrepreneurial orientation include autonomy, innovativeness, proactiveness, competitive aggressiveness and risk-taking. Moreover, Geller (1980) argued that a risk-taking, highly venturesome, and innovative top management style is appropriate in invest/grow situations. In a study of Barringer and Bluedorn (1999) a positive relationship was found between corporate entrepreneurship intensity and scanning intensity, planning flexibility, locus of planning, and strategic controls. These are all part of the strategic management practices. Environmental scanning refers to the managerial activity of learning about events and trends in the organizations environment (Hambrick, 1981). Planning flexibility refers to the capacity of a firms strategic plan to change as environmental opportunities/threats emerge. Flexible planning systems allow firms to adjust their strategic plans quickly to pursue opportunities and keep up with environmental change (Stevenson and Jarrillo-Mossi, 1986). The term locus of planning refers to the depth of employee involvement in a firms strategic planning activities. A deep locus of planning involves a high degree of employees from all hierarchical levels in the planning process (Barringer and Bluedorn, 1999). Strategic controls base performance on stragically relevant criteria, contrasting to objective financial information (Gupta, 1987; Hoskisson and Hitt, 1988). Examples of strategic control measures include customer satisfaction criteria, new patent registrations, quality control, etc. Next, the challenge to balance exploitation and exploration could be seen as a major task for the top management. The companys leaders must decide if they should house mainstream and newstream activities in physically separate units within the organization (spatial separation approach) or if major innovative activity should be periodically performed within mainstream units (temporal separation approach) (Baden-Fuller and Volberda, 1997). According to Morris, Kuratko and Covin (2011) organizational ambidexterity is encouraged when top-level managers assume direct responsibility for both mainstream and newstream. By placing themselves in roles where they directly interact with both the exploitation-focused and exploration-focused sides of their organizations, top managers can more effectively balance the resource commitments needed to achieve current and future competitiveness. Finally, top managers help create ambidextrous organizations by setting explicit goals for innovative outcome. For example 3M wants at least 25 percent of its annual sales coming from products introduced over the preceding five years. Lastly, the implementation of a firms entrepreneurial strategy relies largely on middle-level managers. According to Kuratko et al. (2005), Middle-level managers endorse, refine, and shepherd entrepreneurial opportunities and identify, acquire, and deploy resources needed to pursue those opportunities. Baden-Fuller, C., and Volberda, H. 1997. Strategic Renewal: How Large Complex Organizations Prepare for the Future, International Studies of Management Organization, 27(2): 95-120 Geller, A. (1980), Matching people to business strategies, Financial Executive, 48(10), 18-21. Bruce R. Barringer, Allen C. Bluedorn, The relationship between corporate entrepreneurship and strategic management, Strategic Management Journal, 20: 421-444. Hambrick, D.C. (1981), Specialization of environmental scanning activities among upper level executives Journal of Management Studies, 18, pp. 299-320. Gupta, A.K. (1987), SUB strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation, Academy of Management Journal, 30, pp. 477-500. Hoskisson, R.E. and M.A. Hitt (1988), Strategic control systems and relative RD investment in large multiproduct firms, Strategic Management Journal, 9(6), pp. 605-621 Kuratko, D.F., Ireland, R.D., Covin, J.G. and Hornsby, J.S. (2005), A Model of Middle-Level Managers Entrepreneurial Behavior, Entrepreneurship Theory and Practice, 29(6): 699-716. STRUCTURE Structural context, according to Burgelman (1983) refers to the various administrative mechanisms which top management can manipulate to influence the perceived interest of the strategic actors at the operational and middle levels in the organization. The corporate entrepreneurship and the innovation literatures indicate that one method of managing the uncertainties of innovation is through organizational structure (Burgelman, 1983, 1984; Nielsen, Peters Hisrich, 1985; Tornatzky et al., 1983). In general, results indicate a link between higher levels of innovation and more organic structures (rather than mechanistic structures) characterized by decentralization, lack of formalization, open communication, broader span of control and high levels of complexity ( for example: Covin Slevin, 1990; Burns Stalker, 1961; Pierce Delbecq, 1973; Tornatzky et al., 1983). Supporting a flexible/fluid organizational structure that minimizes bureaucracy and maximizes adhocracy; and by evaluating innovative schemes in terms of their contribution to a coherent str

Short-story Paper -- essays research papers

SHORT STORY PAPER 'Compare/contrast Faulkner's 'Dry September' with 'A rose for Emily' in terms of writing style and character presentation.'; What is going to be analyzed in this paper are the two short stories by W. Faulkner 'A Rose for Emily' and 'Dry September'. Basically, what is to be performed is a comparison/contrast analysis in terms of the writing style and character presentation. More specifically, I will provide first the information from the story 'A Rose for Emily', concerning writing style and character presentation, and following is going to be the same analysis for the other story 'Dry September'. After the necessary data are provided, there is going to be a comparison/contrast of these data, by also citing passages from the two stories, for making them more understandable. The similarities and differences that exist in the two stories are substantial. Before, the analysis on the stories takes place there are some general points that have to be mentioned that concern other elements of fiction that are as well important. To begin with, the town name that is used in both stories is the same and that is 'Jefferson'. Also both stories are taking place in the old South. And finally, in both of them the main character is a woman, Miss Emily Grierson and Miss Minnie Cooper respectively. The first story that is going to be analyzed is 'A Rose for Emily', and more specifically the analysis is divided in two parts, first I am concerned with the writing style and second with the character presentation. To begin with I have to say that this story is one that keeps the readers' interest undiminished. It has a complex plot and many questions arise when reading through it. Basically what is creating this is the lack of chronological order in the evolution of the facts that are presented. Things become more clear when one places them in the right order. Since the story is taking place in the old South, the choice and use of words indicts us to that region. Furthermore, what is also noticed here is that there are many descriptions(descriptive language) used in the story; 'It was a big, squarish frame house that … an eyesore among eyesores';(431-2). These help to understand more about the surrounding environment and about the appearance, 'They rose when she entered-a sma ll fat woman in black … while the visitors stated their errand';... ... story the descriptions about characters are referring to Emily a lot, and to other people that were close to her like the servant and H. Barron. In 'A Rose for Emily';, I saw that the reader is more like adduced to Emily's actions and emotions, while on the other story the reader has to deal with other people's actions and feelings. Added to this, I have also to say that two big differences concerning the main characters in that Emily's complex personality-in relation with her father and loved one is projected more, while on the other story we have more on Minnie's environment and relationships with other people. Summing up, throughout the analysis of the two stories by W. Faulkner, I spotted many similarities and differences, concerning the two elements of fiction, the writing style and the characters' presentation. Overall, the two stories are really interesting with a strange plot. Faulkner maintains in both stories, the strange feeling of an almost horror stories. He shows the profound wickedness that penetrates the various characters in both of the stories. Bizarre characters, outlandish settings, but more or less the same feelings to the reader, created by William Faulkner.

Freud And Marx :: Sigmund Freud Karl Marx compare Essays

Freud and Marx   Ã‚  Ã‚  Ã‚  Ã‚  Freud and Marx it can be argued were both, as individuals, dissatisfied with their societies. Marx more plainly than Freud, but Freud can also be seen as discontent in certain aspects such as his cynical view of human nature. Each were great thinkers and philosophers, but both seemed unhappy. Perhaps the social ills and trouble each perceived in the world about them were only the reflections of what each of the thinkers held within themselves. Each person observes the same world, but each of us interprets that information in a different way. They both saw the world as being injust or base. Each understood the disfunctions in society as being caused by some aspect of human greed or other similar instinct. They did however, disagree on what the vehicle for these instincts' corrupting influences are. Freud claimed that tension caused by the stuggle to repress anti-social instincts eventually was released and caused the social evils he observed. Marx also saw instincts at work but not the tensions and Id that Freud saw, Marx simply credited man's greed and the subsequent oppression of other men as the root to all that was wrong with civilization. It is interesting to note that both Freud and Marx saw conflict but each traced it back to sources each was respectively educated in.   Ã‚  Ã‚  Ã‚  Ã‚  Freud was a Psychoanalyst and his understanding of the mind was very conflict oriented. He saw man as a kind of glorified animal who had the same desires and needs as any other animal. The only true difference between the human-animal and other animals was that the human-animal possessed an intellect. Freud divided man's psyche into three parts, the Id, Ego, and SuperEgo. What differed the human-animal from any other animal was the SuperEgo, which arose from man's intellect. The Super-Ego as Freud theorised it is the values of one's parents internalised. He went further to then explain that unhappiness in life is caused by the conflict between the Id and the SuperEgo. As stated, all of Frued's philosophy was very conflict oriented so it is not difficult to understand then how Freud applied this view macrocosmically to society as a whole.   Ã‚  Ã‚  Ã‚  Ã‚  Freud addressed this in his essay, "Civilization and It's Discontents". In it, Freud claimed that civilizations are developed through the channeling of anti-social erotic and aggressive urges into constructive outlets. He went further and explained that social ills are caused by those members of society who are not satisfied with the substitutes supplied by the channelling of anti- social instincts into social creative energies. Such repression causes a certain tension which after awhile cannot be repressed and is released in socially

Descriptive Writing Essay

I could feel a gentle warm breeze that was blowing in from the west, bringing with it a mouth-watering smell of strawberry ice cream. Also with the wind came the enchanting smell of fresh salty air mixed with another smell that I didn’t recognise. The active bustling metropolitan was surrounded by rolling emerald green hills, giants watching over me. In the centre of the city sat a colossal thirty storey skyscraper made purely out of glass and reinforced steel. The city faced the never ending topaz sea: it stretched all the way up to a calm and pleasant lake which glittered over a mile away in the distance. The north section of the city was taken up by imposing skyscrapers and a humming metropolitan of lights and music; a huge building encrusted completely with multi-coloured gems that bathed the city in the reflective luminosity. Nestled at the bottom of the skyscrapers were dozens of magnificent and completely unique cafe’s and bars. The first cafe at the top was a marble building that looked like a mausoleum, with heavy columns. The second bar was completely different- a million lights flashed from every surface. The third cafe was a long, low building with the front made completely of glass that was patterned with hundreds of different patterns, and it had beanbags inside and low coffee tables. Another cabin was covered in flowers that had grown on the walls and doorway and another spectacular cabin was made of solid gold that seemed to glow in the sunlight.