A Brief Note On Beach Pollution Prevention And The...

Beach Pollution Prevention Beach pollution is an ongoing problem in Florida’s waters. Beach pollution is not only the actual garbage left on the beach, but is contaminated sewage and runoff water. Runoff water is water from rain that flows over streets, sewage, and dirt. Sewage is the remnants of human waste. The Environmental Protection Agency and the National Resource Defense Council make rules and regulations as one effort to keep the waters clean. Many other organizations are stepping up and getting involved to do what they can to help keep Florida’s beautiful beaches clean and safe. Now it’s your turn to do your part in protecting the beaches. What Are People Doing? In the article â€Å"Plan of Action: How to Clean Up America’s Beaches,† the National Resource Defense Council presents specific research their organization has conducted on what is causing the most pollution. The NRDC is a group of 350 lawyers, scientists, and policy experts looking to save the environment. Part of the NRDC is directed toward testing the rivers that lead to beaches, trash found on or in beaches, and what is found in animals to research what is polluting the ocean in the U.S. After conducting experiments to find what is causing beach pollution in each state, they then use the information to find ways locals and beachgoers can reduce their pollution. In their conclusion for Florida, they found that water runoff and sewage are what causes the most pollution in the local waters. IncludingShow MoreRelatedOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Importa nt Change.163893 Words   |  656 Pagescentury. 3. Social history—20th century. 4. World politics—20th century. I. Adas, Michael, 1943– II. American Historical Association. D421.E77 2010 909.82—dc22 2009052961 The paper used in this publication meets the requirements of the American National Standard for Information Sciences—Permanence of Paper for Printed Library Materials, ANSI Z39.48-1992 Printed in the United States of America 2 4 6 8 9 7 5 3 1 C ONTENTS Introduction Michael Adas 1 1 World Migration in the LongRead MoreMonsanto: Better Living Through Genetic Engineering96204 Words   |  385 Pagesessential part of a strategic management course and is also perhaps the most entertaining part of such a course. The ‘full story’ that follows this summary gives you considerable detail about how to go about a case analysis, but for now here is a brief account. Before we start, a word about attitude – make it a real exercise. You have a set of historical facts; use a rigorous system to work out what strategies should be followed. All the cases are about real companies, and one of the entertainingRead MoreProject Mgmt296381 Words   |  1186 Pagesto Text Topics Chapter 1 Modern Project Management Chapter 8 Scheduling resources and cost 1.2 Project defined 1.3 Project management defined 1.4 Projects and programs (.2) 2.1 The project life cycle (.2.3) App. G.1 The project manager App. G.7 Political and social environments F.1 Integration of project management processes [3.1] 6.5.2 Setting a schedule baseline [8.1.4] 6.5.3.1 Setting a resource schedule 6.5.2.4 Resource leveling 7.2 Setting a cost and time baseline schedule (1.3.5) [8.1.3] 6Read MoreDeveloping Management Skills404131 Words   |  1617 Pagesmymanagementlab is an online assessment and preparation solution for courses in Principles of Management, Human Resources, Strategy, and Organizational Behavior that helps you actively study and prepare material for class. Chapter-by-chapter activities, including built-in pretests and posttests, focus on what you need to learn and to review in order to succeed. Visit www.mymanagementlab.com to learn more. DEVELOPING MANAGEMENT SKILLS EIGHTH EDITION David A. Whetten BRIGHAM YOUNG UNIVERSITY Read More_x000C_Introduction to Statistics and Data Analysis355457 Words   |  1422 Pagesretrieval systems, or in any other manner—without the written permission of the publisher. Thomson Higher Education 10 Davis Drive Belmont, CA 94002-3098 USA For more information about our products, contact us at: Thomson Learning Academic Resource Center 1-800-423-0563 For permission to use material from this text or product, submit a request online at http://www.thomsonrights.com. Any additional questions about permissions can be submitted by e-mail to thomsonrights@thomson.com. Printed

Turkey and the Eu Free Essays

Representatives of the neo-liberal institutionalism see the ELI, therefore, as a strong indication that intergovernmental institutions can not only serve for security concerns of individual countries to maximize their relative profit. They can also develop a power structure independent of their members. A possible accession of Turkey to the ELI was always matter In Europe since the establishment of the SEC In the year 1957. We will write a custom essay sample on Turkey and the Eu or any similar topic only for you Order Now No other candidate for an admission has ever caused so many controversial discussions. Despite the fact that every state agrees the process of the access negotiations there is still excellent a gig dispute whether if the Turkish admission politically is desirable or not. Negotiations were started on October 3rd 2005, and the process, should it be in Turkey’s favor, is likely to take at least a decade to complete. The membership bid has become a major controversy of the ongoing enlargement of the European Union. This statement describes the line I want to follow and the topics on which I have done my research for this paper very well:† The pros and cons of Turkey EX. membership could span many pages. Against: Turkey is culturally very different; its ere capita GNP is a quarter the ELI average and Turkey could easily swallow up all the EX. development funds; EH legislation would cause very much internal resentment – as many could see It as conflicting with their religious laws; the country still has human rights Issues and hasn’t recognized the genocide where over a million Armenian died. For: if Turkey could join the EH and all the issues above are resolved we would have a fantastically dynamic economy in Europe that may be able to help us balance off against the upcoming industrial super powers of China and India. Turkey would become more wealthy, secular, tolerant and open. The outcome is in the toss of a coin. † 1 The economic performance is one of the most important access criterion for Turkey even as the Copenhagen criteria must not be fulfilled in total. In fact Turkey has as many inhabitants as Germany but has only one sixth of the German economic power The strongest argument is always, that an admission could open new markets In the east. From this point of view there are existing a couple of numbers that point out clearly, that a Turkish EH admission may not be affordable for the European Union: * Only the yearly agricultural subventions, which should generate same wealth in total cost of 16 to 28 billion Euros, which is approximately 15% of the EH- budget These amounts may not be financed, with regards to the bad financial situation of the other member states. As a consequence of this many of the existing areas already supported, would lose their benefits, which would lead to an unacceptable situation. Of course one must add, that these numbers are pure speculation and nobody can predict the exact numbers. Moreover after an accession of Turkey the EX. would gain lots of unpleasant neighbors, the central conflict regions of our planet full of unbelievable, unpredictable potentials of extremists. Thousands of miles of borders should be guarded to hold all the people that want to come from Asia, the Arabian peninsula, or maybe from Africa over Turkey to Europe. It is probably needless to say that this action also causes high costs. In addition Turkey as the biggest country in the European Union would have the same rank within the European institutions as Germany, Great Britain and France. That is to say the poorest country plays a dominant political role. On the other hand Turkey has 72 million inhabitants (it would be the most populated country of the EX. in 15 years), which means, that a very large nonuser-market would be developed. A number of investors would raise capital and cheap manpower which would result in a gain of economic productivity and prevent the migration of Turkish workers. In addition Turkey is a very important connection between the Caspian and Middle eastern energy sources and Europe. Several pipelines offer the EX. alternative energy routes, what will decrease the dependence from Russia. Nevertheless several articles have shown it is very unpredictable if the EX. would gain profit of a Turkey admission. Another interesting point with regards to the Turkish admission is the fear of the efferent religious settings ruling in Turkey, which causes different reactions in the ELI. 99% of the Turkish population is Muslim. 15 million Muslims are already living in the ELI. Millions of them live in Germany. Turkey would be the first Muslim-majority country to Join the European Union, although Albania, Bosnia and Herringbone and Spooks are also Muslim-majority, and have been recognized as potential candidate countries. Supporters of Turkey see the possible development of a European-Turkish- Islamic culture as a chance to split off Islam as a religious convictio n from a political nomination system. They also argument, that we now have the unique chance to unite these cultures which is also a chance to show the people, that the impossible is possible. I don ‘t think that the Turkish membership is really necessary to demonstrate multiculturalism to the inside and cooperation willingness to countries of other cultural circles to the outside. Opponents of a Turkish accession argue that Turkey is in the Arabian world not as popular as one suspects, because the Arabs see Turkey still as colonial power. So Turkey is no bridge between the east and the west. In the EX. is the principle of free movement of goods and free movement of persons, which would also be applied on Turkey as an EX. member. This causes another fear in certain European countries. As I already mentioned 15 million Muslims are living in the ELI, from which the majority was not able to integrate very well. As a consequence important point for EX. citizens is also, that Turkey doses ‘t belong to Europe. With regards to Istanbul there is only a very small part of turkey that belongs to Europe. The big cultural difference is a result of the fact that Turkey has never noticed the Jewish-Christian ethics, the renaissance or the Enlightenment, as a European never noticed the culture of harems. If the EX. accepts non-European countries it would also have to take in consideration the accession of other countries like Israel, Ukraine, Russia and White Russia. As a consequence of this it would be much more difficult to create a European identity, which is even in the actual situation a big problem. â€Å"l think that Turkey should be allowed into the EX. because of its long-standing historical goal of being integrated with the modern word as well as her historical ties with European countries. How to cite Turkey and the Eu, Papers

The Famous examples of resistance to change - MyAssignmenthelp.com

Question: 1. Why is resistance to change frequently demonized by managers, as a problem that must be managed? 2. Why Employees Resist Change? 3. What are the ethical implications of this and how else can resistance is understood? Answer: Answer 1 Organisational change management (OCM) is defined as the process of managing any change in a corporation relating to its culture, structure or business process. It focuses on effectively managing human resources during an organisational change. In todays competitive world, top-level executive of a corporation takes up the responsibility of incorporating change within a firm that is aimed to increase positive outcomes (Jabri, 2012). The managers have to implement a systematic method to ensure that an entire corporation is benefited by the implementation of organisational change policies. Organisational change requires members of an enterprise to learn new skills and change their behaviour as per the requirements. During an organisational change, managers face the issue of resistance from employees which increase the obstacles to the implementation of change plan. This essay will focus on analysing the role of resistance in organisational change and why executives are required to effec tively manage resistance in order to implement an organisational change plan. Further, the essay will discuss ethical implications of resistance from the example of different organisations and how it affects managers decisions. Organisational change is necessary for a firms growth since it assists employees in increasing their productive performance and directs them towards achieving corporate objectives. Organisational change is divided into two parts: evolutionary and transformational. Incremental or evolutionary change is referred as small-scale changes that focus on improving quality of a companys framework. Transformational or revolutionary changes are radical, and they completely transform corporations basic framework. The primary objective of radical change is to increase a companys potential to compete in a market which results in increasing its profitability and performance (Langley, Smallman, Tsoukas Van de Ven, 2013). Change includes two forces, one is driving force that pushes the company towards new direction and second is restraining force which prevents organisational changes from occurring. Google is a good example; the company did not focus on five-year plans, instead it implements policie s as per rapidly changing technologies. The companys effective change management program provides them competitive advantage over others (Re:Work with Google, 2014). These factor influence the change policy in a corporation and managers have to consider these factors while formulating change strategies. Effective organisational change strategy assists corporations in increasing engagement with employees, improve their productive performance, reduce operating costs, and enhance innovative approach which provides corporations a competitive advantage and sustain their future growth (Shin, Taylor Seo, 2012). Answer 2 Kotter defined employee resistance as a pathology that is necessary to be understood by managers in order to effectively implement organisational change program. Choi (2011) provided that it is managers responsibility to assess employees behaviour before implementing change policies since resistance is a natural action. Manager focus on addressing the issue of employees resistance since it assists in implementing necessary organisational changed. In todays competitive world, corporations have to implement their policies as per rapidly changing market conditions to ensure that they are able to offer trending products and services. The companies that change their organisational policies as per marketing conditions are able to gain a competitive advantage over their competitors (Erwin Garman, 2010). Therefore, managers focus on tackling the issues of employees resistance while implementing new organisational policies. There are various obstacles faced by managers while implementing eff ective organisational change policies such as lack of employee involvement, lack of effective communication strategy, unknown current state, culture shift and complexity. Employee resistance is one of the biggest obstacles faces by managers while implementing organisational change policies. There are a large number of factors which influence an employee to resist change. The employees resistance to change is a natural reaction, and managers can take various steps to address this issue. There are various reasons due to which employees resistance change in an enterprise. For example, loss of job is a major reason because of which employees resist organisational change. Managers introduce new machinery or innovative processes which result in decreasing the requirement of human resource in a firm that causes huge layoff or job losses, due to which employees resist change (Fugate, Prussia Kinicki, 2012). Bad communication strategy also results in increasing employees resistance because workers did not have proper knowledge of the policies which increases their fear. Many employees fear lack of competence during an organisational change since new transform ation requires workers to learn new skills (Fleming Spicer, 2007). Employees are hesitant to learn new skills or routine, and they express their unwillingness by resisting the change. For example, introduction of Uber application in London caused resistance from taxi drivers because they fear that it will make them jobless (Bouquet Renault, 2014). Lack of proper rewards or incentives schemes also causes employees resistance. Employees feel discouraged in case company did not provide enough incentives to workers for new changes which make them discouraged to cooperate with the change policies (Bouckenooghe, 2010). Social constructions also increase employee resistance because employees did not prefer to leave their comfort zone and lack of support system also increases this issue (Burr, 2015). Office politics also play a role in employees resistance, for example, some workers might resist change if they also resist the person leading the change. Lack of trust and support from top-level executives increases employees resistance which makes it difficu lt for them to implement change program. These factors increase the employee resistance during the implementation of the change program. Behavioural Impact of Employees Resistance Resistance influence the outcomes of an employees psychological state and factors relating to it such as emotions and attitude. The employees might act selfishly because they might feel that organisational change program did not incorporate their interest. As per Kotter, the change program must incorporate individual self-interest along with organisational interest in order to increase efficiency (Appelbaum, Habashy, Malo Shafiq, 2012). The manager has to ensure that employees are not acted selfishly while working in a corporation, and they focus on achieving common organisational objectives. The managers also face the issue of cognition during a change program because lack of communication makes it difficult for employees to understand the change policies (Hon, Bloom, Crant, 2014). They might also face emotional reactions such as fear of potential loss, future risk, job loss, status or other. Some employees might not have appropriate capacity to deal with the changes which cause t hem to feel powerless or sceptical. These factors increase organisational issues which reduce employees performance and their trust in the corporation. Answer 2 Relationship between Power and Resistance Traditionally, resistance and power are preserved differently in which power was a dominating factor and resistance was considered as diffusing, or multidimensional. But, in recent years, many experts have provided that there are no relations of power without employees resistance. Weber defined power as coercion and manager use it to implement new changes which might not incorporate interest of employees (Thompson, 2013). Power and politics influence each part of an organisation partly because employees have different taste, interest, perspective, or experience and different access to various forms of power. Foucault provided that both power and resistance are linked with each other in a complex web which influences everyday operations in a corporation (OFarrell, 2008). Power is never complete, and the resistance of employees open the possibility for promoting preferred meaning in a firm. Therefore, even though senior managers have right to implement organisational change, it is difficult to guarantee that such policy will prevail without proper negation with employees. For example, former Microsofts CEO, Steve Ballmer, provided on the launch of iPhone that this phone will never succeed and he resisted to invest in modern smartphone technology (Heyl, 2015). The struggle between managers and employees is not necessarily repressive or negative, instead, it provides managers a creative potential to use the power-resistance relationship to their advantage and negotiate the terms of change (Thomas Hardy, 2011). Therefore, while implementing organisational change, managers analyse power-driven resistance from employees which has a negative influence on a change initiative. Ethical Issues Linked to Power and Resistance While dealing with power-driven resistance, managers have to ensure that the actions taken by them are ethical and did not negatively influence the corporation or its entities. Managers face various ethical issues while implementing organisational change (Erkama, 2010). Factors such as organisational culture, office politics, and ethical standing affect the change management process in a firm. The organisational change is considered as unethical when individuals use power and political behaviour to implement them, and they only serve their self-interest. The managers have to ensure that there is no personal gain involved in organisational change, and they are also required to monitor different stakeholders that are affected by the change policies to ensure that their interest is not affected by the strategy. Ethical implications provide that organisational dimensions include various entities such as employees, communication, teamwork and other stakeholders, and they are all affected by the change policies (Agboola Salawu, 2010). It is important that managers assess organisational change impacts and determine how it influences the interest of different stakeholders. A leader who uses political influences to forcefully implement an organisational change program upon companys stakeholders that is not in the common interest of objects, goals, and corporation is also considered unethical (Fiedler, 2010). The managers have to assess the political pressure and power of different leaders to ensure that change program is implemented successfully. Since top-level executive management fundamentally initiates the change program, there is a common perception that change is based on power relationship between top and middle-level executive (Battilana Casciaro, 2012). The low-level employees often feel like their interest is not included in the change program which makes them resist the change policies. There are various ethical dilemmas rises during the implementation of a change program such as misrepresentation, coercion, misuse of data, conspiracy, deception, promising unrealistic outcomes, conflict of values, and professional ineptness. Lack of communic ation channels and transparency increases employees resistance which creates obstacles to the implementation of change policies. Implications for Achieving Effective Change Management Program As provided by Thomas Hardy (2011), managers can implement Foucauldian approach which focuses on establishing power relationships in a corporation that are nurtured by effective communication channels which assist in reducing employee resistance. Ethics plays a crucial role during the change process, and effective communication is necessary to establish between the company and its stakeholders. The communication channels must have to be transparent and easily available to each stakeholder to ensure that they are able to collect all the necessary information regarding the change policies. Effective communication avoids unethical behaviour of managers, and it increases stakeholders trust in the company. Due to poor planning, the resistance of employees increases because managers did not take appropriate measure to avoid their resistance. The manager should incorporate employees knowledge and expertise in the change program which assists in effectively implementing change program (Choi , 2011). The managers should also invite employees to participate in the formulation of change program which assist them in understanding the policies, and they will also be able to add or remove policies from the program which contradicts with their interest. The issue of power and resistance relation can also be reduced by increasing the contribution of the employees in the change program. Before formulating change policies, the manager should also consider the interest of each stakeholder to ensure that change policies did not contradict their interest, and they are suitable for their future growth. For example, Royal Dutch Shell analyse the interest of its employees and provided that appropriate knowledge about the change program which avoid employee resistance (Shell, 2017). Managers are required to hire External change agents which gather data and provide analysis of the change program that assists managers in formulating policies as per stakeholders interest (Oreg, Vakola Armenakis, 2011). Managers should also focus on establishing a positive organisational culture which promotes and supports the change program. Effective culture automatically reduces employees resistance because it maintains transparency in the operations. Managers should also act ethically while implementing organisational change policies. Ethical behaviour includes constructive criticism, clea r communication, workplace respect, department openness, and conformity of policies (Jabri, 2012). The enterprise should also establish a code of ethics in the company that provides provisions for the effective implementation of change program; it will assist in reducing employees resistance and effectively implanting the change policies. In conclusion, employee resistance is a critical issue faced by managers during the implementation of the organisational change program. There are various factors which increase employees resistance such as lack of communication, fear of future, lack of competence, lack of reward programs, absence of support program, and many others. While addressing these issues, managers have to understand the relationship between power and resistance because it creates obstacles and reduces the effectiveness of change program. The managers have to address various ethical issues while implementing organisational change programs such as contradiction with interest, misuse of power and many others. In order to address issues relating to organisational change program, the managers can implement various policies such as effective communication channels, the establishment of a code of ethics, positive working environment, the involvement of employees in the decision-making process and many others. Manag ers should focus on implementing an effective change program since it assists in increasing employees productive performance and companys profitability that sustain their future development. References Agboola, A. A., Salawu, R. O. (2010). Managing deviant behavior and resistance to change.International Journal of Business and Management,6(1), 235. Appelbaum, S. H., Habashy, S., Malo, J. L., Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model.Journal of Management Development,31(8), 764-782. Battilana, J., Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change.Academy of Management Journal,55(2), 381-398. Bouckenooghe, D. (2010). Positioning change recipients attitudes toward change in the organizational change literature.The Journal of Applied Behavioral Science,46(4), 500-531. Bouquet, C. Renault, C. (2014). Taxis vs Uber: A Perfect Example of Resistance to Change. Retrieved from https://www.ibtimes.co.uk/taxis-vs-uber-perfect-example-resistance-change-1463787 Burr, V. (2015).Social constructionism. Abingdon: Routledge. Choi, M. (2011). Employees' attitudes toward organizational change: A literature review.Human Resource Management,50(4), 479-500. Erkama, N. (2010). Power and resistance in a multinational organization: Discursive struggles over organizational restructuring.Scandinavian Journal of Management,26(2), 151-165. Erwin, D. G., Garman, A. N. (2010). Resistance to organizational change: linking research and practice.Leadership Organization Development Journal,31(1), 39-56. Fiedler, S. (2010). Managing resistance in an organizational transformation: A case study from a mobile operator company.International Journal of Project Management,28(4), 370-383. Fleming, P., Spicer, A. (2007).Contesting the corporation: Struggle, power and resistance in organizations. Cambridge: Cambridge University Press. Fugate, M., Prussia, G. E., Kinicki, A. J. (2012). Managing employee withdrawal during organizational change: The role of threat appraisal.Journal of Management,38(3), 890-914. Heyl, S. (2015). Famous examples of resistance to change. Retrieved from https://www.linkedin.com/pulse/famous-examples-resistance-change-sherry-heyl Hon, A. H., Bloom, M., Crant, J. M. (2014). Overcoming resistance to change and enhancing creative performance.Journal of Management,40(3), 919-941. Jabri, M. (2012).Managing organizational change. London: Palgrave Macmillan. Langley, A., Smallman, C., Tsoukas, H., Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow.Academy of Management Journal,56(1), 1-13. OFerrell, C. (2008). Foucault on power and resistance. Retrieved from https://inputs.wordpress.com/2008/12/03/foucault-quote-for-december-2008/ Oreg, S., Vakola, M., Armenakis, A. (2011). Change recipients reactions to organizational change: A 60-year review of quantitative studies.The Journal of Applied Behavioral Science,47(4), 461-524. Re:Work with Google. (2014, November 10). Eric Schmidt Laszlo Bock talk at re:Work. [Video File]. Retrieved from https://www.youtube.com/watch?v=Qbwq5it78_A Shell. (2017). Management Day 2017: Shell updates company strategy and financial outlook, and outlines net carbon footprint ambition. Retrieved from https://www.shell.com/media/news-and-media-releases/2017/management-day-2017-shell-updates-company-strategy.html Shin, J., Taylor, M. S., Seo, M. G. (2012). Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change.Academy of Management Journal,55(3), 727-748. Thomas, R., Hardy, C. (2011). Reframing resistance to organizational change.Scandinavian Journal of Management,27(3), 322-331. Thompson, C.H. (2013). Webers Definition of Power. Retrieved from https://sociologytwynham.com/2013/06/04/webers-definition-of-power/