Analysing Management As An Art And A Science Philosophy Essay

Analysing Management As An Art And A Science Philosophy Essay Discuss this statement in relation to whether management could be described as a profession. Is management characterized as an art ,as a science or both? In order to investigate the nature of Management, it would be useful firstly to define it. According to Drucker Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. This is what organization is all about, and this is the reason why management is the critical, determining factor (Drucker,2001, pp.10). Nowadays, practically everyone works for a managed institution, large or not, business or not. Our living actually depends on management. The ability we have to contribute to society, depends firstly on the way, the institute we work for, is managed and furthermore on our own abilities, devotion and effort. For years now, there has been a great debate on whether management can be characterized as a science or as an art. Some of the most important authors that tried to examine if management is an art or a science are Lester et al. (1998), Watkins (1993),Bohn (1994), Calkins (1959), Schiemann and Lingle (1997), and Weick (1996). This essay focuses on the studies that have been conducted on the nature of management, and its purpose is to reveal if management is an art, a science, or a combination of them, in relation to whether management could be described as a profession. We will try to answer that, by discussing the insufficiency of the technical approach to professional knowledge for dealing with real-world situations, but before that it would be interesting to examine the evolution of managerial discourse since 1870. According to Barley and Kunda ( 1992) even though serious theoretical and political differences existed, scholars have merged on a common theory of how American managerial notion has evolved. During the first stage, which terminated in the late 1800s, managerial discourse sought to legitimate coercive shopfloor practices ( Nelson, 1975). This phase was characterized by abusive control and threats of violence. By the turn of the century, early forms of mass production and a flourish of corporate merging had prepared the ground for a second phase, during which utilitarian rhetorics became increasingly popular (Wren, 1972). Accomplishing the work of Frederick Taylor, rational theories of management conquered managerial discourse by World War I(Bendix, 1956). The manpower was now supposed to be more effectively controlled by contouring production processes and by attracting the workers self-interest. According to Bendix (1956) the Depression is widely held to mark the beginning of the th ird phase. As the white-collar labor force was gaining more power, managerial discourse began to emphasize normative control : the idea that managers could more effectively regulate workers by attending not only to their behavior but to their thoughts and emotions. (Barley ,Kunda, 1992,pp.364 ) They believed that by approaching both the mind and the heart of the workers , management could reach the most subtle type of control: moral authority. The succession of Managerial Ideologies since 1870 Ideology Era of ascent Tenor Industrial Betterment 1870- 1900 Normative Scientific Management 1900- 1923 Rationale Welfare capitalism/Human relations 1923- 1955 Normative Systems rationalism 1955- 1980 Rational Organizational Culture 1980- present Normative (Barley,Kunda,1992, pp.364) It is a fact that science and art are very different in nature. According to Gao (2008) art is viewed as: the use of imagination to interpret feelings and ideas, particularly in painting, drawing sculpture, or the skill of creating objects such as paintings or drawings, especially when studying art. In reality, art has nothing to do with objectivity. It relates to collective, mostly, individual subjectivity. So can management really be the very antithesis of the use of a body of rigorous professional knowledge? According to Spender ( 2006) many writers, like Mintzberg (1976), point to management as an art form. Although management apparently has imaginative and artistic aspects, this is not really the point .The point here is to contrast rational way of decision making against intuitive creation. to imply that it might be more useful to think of business leadership as something other than cold, objective reasoning (Mintzberg, 1976). This is why, according to Richardson (2008 ) managers need to study philosophy. Repeatedly, managers have to be able to decide which data they need in order to make a decision, to interpret this theory and even choose what its purpose really is. This is not unexpected, if you take into consideration that many academic books on the topic often lack any practical suggestions. Philosophy is a study that inspires personal choice, and in management choices thrive. So, effective managers should know when a decision has to be based on principle and when it should be made logically , depending on each case. According to Drucker (1998) managers need impact rather than technique, and they prefer to be sound rather than clever; they know the trickiest part is to choose between the right and the wrong compromise , and they have learned to tell the difference from one another. Anyhow, in management, the most time-consuming part of the process is not taking the decision, but making it effective, a nd this is when the ability to manage through discontinuity, to be able to detect changes but also to recognize patterns and be able to focus on those things that do not change, is needed.(Mintzberg, 2004) Management as an art is an amazing but natural expression of human behavior (Peroff,1999). According to Bolman and Deal( 1997), managers are both artists and leaders who are able to develop exceptional solutions and fresh ideas about their organizations needs. They adjust to people and events around them and learn to expect the chaotic twirls and turns of managerial life. Artistry in management is neither exact nor precise. Artists interpret experience and express it in forms that can be felt, understood, and appreciated by others. Art allows for emotion, subtlety, ambiguity . An artist reframes the world so that others can see new possibilities(Boleman and Deal, 1997, pp. 17). To sum up, a significant group of people think of management as an art. In reality, management personalities, like Microsofts William Gates and GEs Jack Welch, and their top-down managerial strategy, have enhanced this idea (Nonaka and Takeuchi, 1995 ). Gao (2008) argues that the reasons are not only because these people have supported or have gone over the top about personal intuition and other personal irrational factors such as emotion and intuition in decision-making and management, but also because no management theory or approach can assure successful practical accomplishment of a social or economic organization in practice. So, as we already mentioned, effective management can be considered as an art the art of getting things done through people. Thinking of management as an art is possibly more productive, because it identifies management as something more than just a set of unambiguous techniques. Management as art implies inventiveness rather than conformity, practice rather than mere prescription, wisdom rather than mere knowledge. ( Evered, Selman, 2001 , pp.17 ) Science, on the other hand, even though there is no commonly agreed definition for it, is viewed as knowledge about the behavior and structure of the world, based on facts. However, according to Gao (2008), even though there is no body with the authority to define science, and there are various discussions about its definition, its nature and its motive in philosophy of science, everybody agrees that science is based on rational assumption and experimental orientation. . Science is the organized , systematic enterprise that gathers knowledge about the world and condenses the knowledge into testable laws and principles(Wilson, 1998,pp. 53). Polany suggested that post critical philosophy emphasizes the creative subjective aspect of scientists in the process of creating knowledge, but considerable collective subjectivity, objectivity, rationality and logic are necessary in science (Polany, 1958). According to Wilson(1998b) science involves the expansion of sensory capacity by instruments , the categorization of data, and the analysis of data guided by theory. Science , is extraordinary . With the aid of science , we can visualize matter across 37 orders of magnitude, from the largest galactic cluster to the smallest known particle.(Wilson, 1998a, pp.47) As long as science is used properly it can be really useful for everybodys everyday life. Management as a science was firstly characterized by Frederick Taylor (1911) and Gulick (1937). Scientific Management considered employees as tools for the achievement of organizational goals. Frederick W. Taylor believed that with the help of time and motion studies he could find out the best way for the accomplishment of a task and that workers should be very pleased that were imposed to do precisely what they were instructed. The needs of the organization were separated from the needs of the individual. In Peter Druckers ( 1998) words, Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study; on Taylors scientific management rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Frederic W. Taylor, though, placed the main foundation, however, not much has been added to them since even though Taylor has been dead for over sixty years. Another important school of taking management as a science comes from the area of systems science. Ever since the 1940s, Churchman and Ackoff, based on Singers experimentalist philosophy, have tried to establish an Institute of Experimental Method for dealing with societal issues in areas such as city planning and business management (Ulrich, 2004). Churchmans social systems design and Ackoffs social systems science can be seen as typical representatives of the scientific school, although Ackoff believes that mess management is an art and a science. (Churchman, 1955, 1971, Ackoff, 1979). Even though the answer, to if management is an art or a science, could be both, either or neither. Some people think management is indeed a science, because of the scientific principles and rules that exist(like Taylors scientific management theories and Webers administration of social and economic organization) and that can be applied for improving the productivity and efficiency of organizations, profit or nonprofit, private or public (Taylor, 1911; Weber, 1947). According to Lester(1998) creative arts and science are very different from one another . Scientific knowledge is useful to us because it provides us with objective, verifiable knowledge about the real world around us. (Wilson, 1998) Art, however is also beneficial but in a different way. According to Lester (1998) art is in tune with our underlying human nature , which Wilson (1998) argues that is an inborn ensemble of instinctive rules that rule our behavior. But do managers today combine art and science at work? The severity of the management science utilization problem may be a result of an imbalance in the work of management scientists: too much science; not enough engineering ( Gruber, Niles, 1969). With the improvement of science so should also be improved the practical application of science. Even though the turns of organizational life are extremely complex and intangible, the knowledge and the available management theory could certainly contribute to the improvement of managerial practice. Mason Haire (1967, p. 110) in his Douglas McGregor Memorial Lecture observed: hen I say the contribution of the behavioral sciences to management has been disappointingly small, I mean this: in the past 15 years there have been perhaps 150 books and 1,500 articles written on the subject. And yet the practice o £ management remains about the same. It is obvious that in management, a severe strain exists between the promises of scientific methods and the realities of practice. At a time when management is becoming more scientific, friction should be expected in the relationship between the practitioners of the art and the advocates of the new scientific knowledge. (Gruber and Niles,1969, pp. 12) So it is obvious that management combines both science and art. According to P.F. Drucker management is thus what tradition used to call a liberal art liberal because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; art because it is also concerned with practice and application . Managers draw on all the knowledge and insights of the humanities and the social sciences- on psychology and philosophy , on economics and history , on ethics as well as on the physical sciences. But they have to transform this knowledge on effectiveness and results. The effective practice of management requires a mixture of science and art; that is, a blend of rational objectivity and intuitive insight. Both views of management, as a science or as an art, can provide ample evidence to support their viewpoints, and they all seem correct and reasonable from their perspective. However, some people also think management is neither a science nor an art, but a political game. The criterion is in the mind of the speakers ( Nonaka and Takeuchi, 1995). According to Nelson and Winter (1977), professional knowledge is also, neither fully scientific , nor fully a skill or routine, but a combination. It articulates of science, personal skill and experience and organizational routine. It is the function of the professional to act as an interface between routine and science. It is the professional who employs the heuristics in order to search, judge and choose routine in the path of problem solving. ( Tordoire , 1995) When it comes to management and the use of professional knowledge in business practice, managers have to do without those guidance facilities and manuals, that are so vital for the management of capital, land, entrepreneurship and labour, simply because such sources do not exist. According to Igor Ackoff (1979), educating managers and experts to use experts is one of the great challenges in modern business. In every day business practice, however, trial and error is still the common way to learn about managing and using professional knowledge (Tordoir,1995). But is management really a profession? Management has a long history of trying to establish itself as a profession and securing similar influence (Lowell, 1923). In the nineteenth century, professions and professional organizations emerged from a variety of traditionally learned occupations-generally those that required substantial theoretical knowledge and training, such as medicine, law, and science. Professionalization describes the procedure of uniting diverse practitioners under a set of homogeneous norms or rules, including the emergence of standards of certification, ethics, the development of self-governing associations, and the pursuit of legal recognition and protection (Hofstadter, Richard, and C. Dewitt Hardy, 1952). Professionalism and professions are dominant ideas and institutions. Sociologists and economists have recognized professions as an important division of the industry and professionals as an essential part of the labor force. Professions carry not only a financial implication but also a cultural importance. They often occupy the highest status positions in an occupational hierarchy. In cultural terms , they are carrie rs of important societal norms and values concerning such matters as the relationship between knowledge and power and the maintenance of trust (Khurana , 2007,pp.4 ). According to Spender (2006) the idea of management as a Profession refers to a group of people whose practice is shaped by training and credentialing against a proven and rigorous body of knowledge (Abbott, 1988 ). In this manner science has a long established a position of epistemic authority that clearly distinguishes its practitioners from amateurs, charlatans, soothsayers and the general public.( Watkins ,2006.) However, there are some critiques about professionals and professionalism in general. Some of the critiques are about the way the knowledge is delivered; Rakesh Khurana (2007) shows that university-based business schools were founded to educate a professional class of managers, in the style of doctors and lawyers but have effectively moved away from that objective, leaving a gaping moral hole at the center of business education and maybe even in management itself. Other critiques are attacks on the body of knowledge itself. Pfeffer (1993) was far from alone in his plea for increased disciplinary harshness, for some argue there is no rigorous body of managerial knowledge from which to teach and so no argument for management as a profession. According to Tordoir (1995) the professional character of knowledge is of course a matter of degree. Most critiques, however spot the gap between theory and practice, arguing that business school knowledge relates inadequately to the practicing man agers needs (Weick, 2001) . In what may still be the most significant study of managerial ideology, Bendix (1956) who wrote with great concern about the social-psychological aspects of work, argued that rhetorics of social Darwinism typical of the nineteenth century had gradually but steadily given way to the belief that managers could better secure compliance by shaping workers attitudes and sentiments. The practice of managing across governments and organizations overtakes both practical description and theoretical clarification. The business community has been suggesting that academicians should move out of the cut off, insulated world of the university and confront practical problems. Apparently, professions are defined, apart from a high level of professional skills and qualifications, by a wide variety of characteristics which also contain subjective values relating to ethics and values. Tordoir( 1995), argues that professionals have much in common with managers , they manage the organization of knowledge input in tackling a complex matter. Non-professional managers on the other hand do not employ heuristics based on science, as professionals do , but use experienced routines instead. If line managers do use heuristics based on science ,however ,they are by this definition indeed professionals in the field of management ( Tordoir , 1995). The professional is largely responsible for directing his own activities. Managers must take due account of this by applying rules and procedures on a modest scale and aiming to achieve maximum harmonization of the objectives of the organization and the personal objectives of the people working there. If they can do that then t here can be said to be professional management. .( Weggeman, 1989 ) These structures, the relative autonomy of professional work, and the high degree of prestige generally attached to professional activities differentiates professions from other forms of work and worker organization. Nevertheless, to mention the professional obligations of management executives is to imply that business management itself is a profession. But is it really? To the extent that different managers perform one set of basic roles, management satisfies one criterion for becoming a profession(Mintzberg, 1976), however sociologists who study the professions have engaged a wide range of viewpoints and criteria for determining what represents an occupation as a profession, which gives us the ability to compare management with what we take to be the bona fide professions, in particular law and medicine. ( Khuranha, 2007 ) According to Khurana, Nohria and Penrice (2005) The criteria for calling an occupation a bona fide profession are as follows: à ¢Ã¢â€š ¬Ã‚ ¢ a common body of knowledge resting on a well-developed, widely accepted theoretical base; à ¢Ã¢â€š ¬Ã‚ ¢ a system for certifying that individuals possess such knowledge before being licensed or otherwise allowed to practice; à ¢Ã¢â€š ¬Ã‚ ¢ a commitment to use specialized knowledge for the public good, and a renunciation of the goal of profit-maximization, in return for professional autonomy and monopoly power; à ¢Ã¢â€š ¬Ã‚ ¢ a code of ethics, with provisions for monitoring individual compliance with the code and a system of sanctions for enforcing it.( Khurana, Nohria, and Penrice, 2005, pp.4) Regarding the first criterion which is concerned with the body of systematized knowledge, there are significant differences between the science of management and the knowledge foundation of the traditional professions (Khurana, Nohria and Penrice, 2008). As far as the second criterion is concerned, according to Pfeffer and Fong (2002), management apart from not developing a body of knowledge comparable to those of the true professions, differs from these other occupations in lacking a set of institutions designed to certify that its practitioners have a basic mastery of a core body of specialized knowledge and can apply it judiciously; although the MBA has been the fastest-growing graduate degree for the past twenty years, it is not a requirement for becoming a manager (Pfeffer and Fong,2002). As far as the privileges that society grants to professions are concerned it should be mentioned that they exist in return for certain social benefits. The creation of these social benefits, in turn, creates certain restrictions on professionals. Because they own specific knowledge in areas of vital concern to society, genuine professionals are expected to place that knowledge at the disposal of all who require it and to provide services in a way that places the maintenance of professional standards and values ahead of the securing of individual advantage ( Khurana, Nohria and Penrice , 2008). Once again, not always things work like that in management, as many genuine professional managers seem to rest on the advantages their profession provides them with but forget about their responsibilities towards the public. The fourth and final dimension on which, management differs significantly from the true professions is that its members are not ruled by a communal normative code that is supported by institutions that promote loyalty and obedience to it. Such a normative code, whether known as a code of ethics or a code of conduct, is a vital characteristic of almost any work-r elated group that its purpose is to be seen as a profession. So we would argue, that management has succeeded in taking for granted many of the appearances and privileges of professionalism while escaping the restraints and responsibilities. Today, Khurana argues, business schools have largely capitulated in the battle for professionalism and have become merely purveyors of a product, the MBA, with students treated as consumers. Management education is also a huge and successful industry. Pfeffer and Fongs papers (2002) give us good numbers: Business schools employ thousands of people all over the world; more than 100,000 MBAs are awarded annually in the United States, and tens of thousands are awarded elsewhere; there are more thousands of executive and undergraduate business degrees, diplomas, and certificates being awarded, too (Pfeffer and Fong, 2002). Professional and moral ideals that once animated and inspired business schools have been conquered by a perspective that managers are merely agents of shareholders, beholden only to the cause of share profits. According to Khurana, we should not thus be surprised at the rise of corporate malfeasance. The time has come, he concludes, to rejuvenate intellectually and mor ally the training of our future business leaders. So finally, is management an art or a science? If Wilsons (1998) belief in a unified theory of everything is correct, maybe we should be asking a much larger question. Is a consilience of all of our ways of thinking about management possible? ( Peroff, N. ,1999) The famous physicist Louis de Broglie once said May it not be universally true that the concepts produced by the human mind, when formulated in a slightly vague form, are roughly valid for reality, but that, when extreme precision is aimed at, they become ideal forms whose real content tends to vanish away? (quoted in Cory, 1942). This suggests that we should use scientific understanding (not knowledge) to guide our decisions, not determine them, as such understanding is only correct in a loose sense.( Richardson ,2008, pp. 22) Management, even though it can be described as a profession, it should not be considered as a real profession because of all the lacks that we identified; however its nature combines both art and scien ce, just like professional knowledge should combine them. There is no doubt that, when properly implemented, scientific management can really increase efficiency, but efficiency should always be tempered with humanity, by all means, as management is ad hoc and instinctive, rather than structured and planned.

Classroom Observation Instruments Essay

The following checklist it based off the Charlotte Danielson Framework. Teacher evaluations are based on four components or domains. Domain 1 is preparation and planning, domain 2 is classroom environment, domain 3 is instruction, and domain 4 is professional responsibility. When completing a classroom observation, only aspects of domain 2 and domain 3 are observable with a walk through. The following is an evaluation checklist of things a principal will look for while completing a classroom walk through. Sections marked with a (T) are teacher behaviors being observed, those marked with an (S) are student behaviors. Domain 2- Classroom Environment 1. Creating a classroom environment of respect and rapport (T) 2. Establishing a culture for learning (T) 3. Managing classroom procedures (T) 4. Management of student behavior (T) 5. Organizing physical space (T) 6. Work stations for group work (S) 7. Student desks are organized and material accessible (S) Additional notes on classroom environment: Domain 3 – Instruction 1. Communicating with students (T) 2. Use of questioning and discussion techniques (T) 3. Engaging students in learning (T) 4. Using assessment in instruction (T) 5. Demonstrate flexibility and responsiveness (T) 6. Whole class participation (S) 7. Student Engagement/on task behavior (S) 8. Confidence displayed in assessment (S) Additional notes on instruction: The above checklist is meant to be a guideline for principals to use during a walk through evaluation. Can you see the five aspects of each domain present in the classroom for teachers and the five for students? A simple yes or no will suffice. The above checklist is meant to be a guideline or springboard to complete next steps in the learning process. Those areas marked yes should be a cause for celebration. Evaluators and teachers can then discuss to what extent those aspects were present during the observation. In addition to the yes or no answers for each aspect of the two domains, an evaluator can write comments that fall within the domain descriptions as well. Are classroom procedures posted? That can be noted for classroom environment. What type of graphic organizer did the teacher use? That is part of an instructional strategy. The bottom part of the checklist allows the evaluator to add to the things he saw or did not see. This evaluation checklist should be copied and given directly to the teacher for reflection. That way the teacher has immediate feedback of what the principal observed in her classroom. This allows the educator to see what is being observed in her classroom and in her teaching. She can reflect on what aspects were not observed, adjust her teaching and include those aspects going forward. As much as it is a checklist for the evaluator, it can be used as a check-in for the teacher. If time allows, the principal should sit down and discuss the findings with the teacher, but time is not always available for this conference opportunity. This communication method would fall into a non-directive supervisory approach. Nondirective supervision involves the teacher being an essential part of the decision making process. While the teacher is reflecting and thinking through his actions for instructional improvement, the supervisor assists in this thinking and reflection process (Glickman& Gordon, Ross-Gordon, 2008). This is shown through the principal giving feedback, but the teacher working out the next steps on her own. The positive aspect of this type of supervision includes the teacher feeling comfortable enough to ask their administrator for help when needed and feeling comfortable  enough to take risks in their classrooms (Rettig, Lampe, and Garcia, 2000). References Glickman, C.D., Gordon, S.P., Ross-Gordon, J.M. (2014). Supervision and instructional leadership: a developmental approach (9th ed.). Upper Saddle River, NJ: Pearson. Rettig, P.R., Lampe and Garcia, P. (2000). â€Å"Supervising Your Faculty with a Differentiated Model.† The Department Chair 11(2)

Iphone Xp A New Research And Development Group Essay

My boss asked me to come up with a proposal to migrate Windows XP machines to Linux. The company Linx LLC has a new research and development group – LSDG. All systems in LSDG will be running Linux and will access and share resources with Linx LLC. The company has around 500 client operating system desktop/laptops that runs Windows 7 and Windows XP. LSDG needs to decide whether they’re going to keep using both Windows XP and Windows 7 on their desktops and laptops. LSDG must consider the following: costs, longevity of the machines, security, and support. If LSDG decides to keep using Windows XP as their operating system, the company will end up spending more to maintain and configure those machines. I would propose for Linx LLC to have all their machines running Windows XP to update to Red Hate Enterprise Linux Operating System. The last time for Windows XP support was back in 2014. â€Å"After 12 years, support for Windows XP ended April 8, 2014. There will be no more security updates or technical support for the Windows XP operating system.† (â€Å"Support for Windows,† n.d.) Running only Windows 7 variant on some the machines makes it easier to have updates and especially security patches as well as technical support when needed. Running Windows XP is a major security risk because like I said Windows already stopped supplying patches and updates for this variant. As I suggested, Red Hat Enterprise Linux Operating System will be the best choice to be used by LSDG. The machinesShow MoreRelatedIphone Xp : A New Research And Development Group Essay1515 Words   |  7 PagesIntroduction My boss asked me to come up with a proposal to migrate Windows XP machines to Linux. The company Linx LLC has a new research and development group – LSDG. All systems in LSDG will be running Linux and will access and share resources with Linx LLC. The company has around 500 client operating system desktop/laptops that runs Windows 7 and Windows XP. LSDG needs to decide whether they’re going to keep using both Windows XP and Windows 7 on their desktops and laptops. LSDG must consider the following:Read MoreThe Development of Computers Essay1473 Words   |  6 PagesTHE DEVELOPMENT OF COMPUTERS 1945-2013 What is machine before year 1935, it was an individual who do the number juggling estimations. Between year of 1935- 1945, definition alluded to machine, as opposed to an individual. The machine is focused around von Neumanns idea where gadget can accessto information, forms information, saves information, and produces output.it has experienced from vacuum tube to transistor, to the microchip.microchip starts conversing with modem. Nowdays we trade contentRead MoreFailed Products4804 Words   |  20 PagesWindows XP had been on the market for five years. Though designed to fix many of the security flaws in prior Windows operating systems, customers, and not just IT pros who often malign Microsoft products, gave it a resounding thumbs down. After buying a new laptop early that year, my 70+ year old grandmother found Vista unusable and paid to have it downgraded to Windows XP. A short time later, Microsoft essentially admitted failure and in April 2007 allowed Dell to start offering XP on new computersRead MoreEssay about HND Unit 4 Marketing Principles Assignment4160 Words   |  17 PagesComputer, Inc. todays Apple Inc. designs, produces and markets media and mobile communication devices, personal computers, portable media players and sells a variety of related software. Apple’s products and services include the iPad tablet computer, iPhone handset, Mac computer and iPod music mp3 player, the iOS and OS X operating systems. The company also sells and delivers music, movies, books and applications using the iTunes Store and Mac App Store. The company headquarters are located in CupertinoRead MoreComputers Have Become A Necessity Of Human Life3038 Words   |  13 Pagesrooms are now basically in our pockets and on our desks. Even little computers the size of a credit card or even smaller are way more powerful than the first computers. With all of these advances in technology there comes the people and organized groups that wish to ruin it for the rest of us. There are possible risks to keeping personal information in servers and â€Å"The Cloud†, however there is no need to be afraid. With each passing day there are advances in network and information security. ThereRead MoreApple Inc6074 Words   |  25 PagesGREAT LAKES INSTITUTE OF ENERGY MANAGEMENT RESEARCH, GURGAON STRATEGIC MANAGEMENT PROJECT REPORT STRATEGY MANAGEMENT AT APPLE, INC. 1. 2. 3. 4. 5. PRESENTED BY: Group 11 Kapil Bhati (19) Kumar Rathnam (21) N Praveen Kumar (29) Nikhil Yadav (30) Sharath Babu (46) Date: April 3, 2012 Contents 1. 2. INTRODUCTION .................................................................................................................. 3 APPLE: BRIEF HISTORY ..........................Read MoreApple Case Study 15375 Words   |  22 PagesApple Table of Contents: I. Introduction II. Opening Case III. Competitor Analysis IV. Sales Analysis V. Profitability Analysis VI. Cross Elasticity of Demand: Competitors v/s iPhone VII. Demand, Cost and Pricing VIII. Pure competition, Monopolistic Competition amp; Oligopoly IX. Conclusion X. References I. Introduction Apple Inc. (Apple) designs, manufactures and markets a range of personal computers, mobile communication and media devices, andRead MoreHow to Brand Next Generation Product - a Study by Hbs Marketing Faculty1860 Words   |  8 PagesRESEARCH IDEAS How to Brand a Next-Generation Product Published: April 23, 2012 Author: Carmen Nobel Upgrades to existing product lines make up a huge part of corporate research and development activity, and with every upgrade comes the decision of how to brand it. Harvard Business School marketing professors John T. Gourville and Elie Ofek teamed up with London Business Schools Marco Bertini to suss out the best practices for naming next-generation products. Key concepts include: †¢ CompaniesRead MoreHow to Brand Next Generation Product - a Study by Hbs Marketing Faculty1860 Words   |  8 PagesRESEARCH IDEAS How to Brand a Next-Generation Product Published: April 23, 2012 Author: Carmen Nobel Upgrades to existing product lines make up a huge part of corporate research and development activity, and with every upgrade comes the decision of how to brand it. Harvard Business School marketing professors John T. Gourville and Elie Ofek teamed up with London Business School s Marco Bertini to suss out the best practices for naming next-generation products. Key concepts include: †¢ CompaniesRead MoreApple Case Study6443 Words   |  26 Pagescompany focused on developing a new computer with innovative features, such as a hand-held mouse and graphic user interface (GUI). This new product was codenamed “â€Å"Lisa,”† and it was supposed to take the industry by storm. However, its high price (US$9,995) prevented high sales.17 A significant problem with Apple’’s first three models was that they all ran on different operating systems, thus limiting the company’’s market share. Jobs recognized thi s and tried to create a new computer, as well as an operating

Virginia Woolf and The Wage Between Men and Women - Free Essay Example

Sample details Pages: 3 Words: 830 Downloads: 2 Date added: 2019/08/02 Category People Essay Level High school Tags: Virginia Woolf Essay Did you like this example? Jerusalen OlivarezMs. RohdeAP LanguageApril 10 2018Virginia Woolf and The Battle for the Wage Gap Between Men and WomenIn 1998 a young woman by the name of Kerri Sleeman was hired by a company with the statement The offer is what it is. There was no negotiation about the position or the pay. Don’t waste time! Our writers will create an original "Virginia Woolf and The Wage Between Men and Women" essay for you Create order The opportunity was one in a thousand especially for her as a woman. After five years of progression in the company, the company filed a bankruptcy and Sleeman discovered an injustice. People who she had supervised, mostly young man, where being paid more than her. Stories such as this reflect an age old problem that has haunted and still haunts society today. The wage gap is usually defined as the difference is earnings typically between men and women usually for the same work or job. In the United States alone women who work full time and have a yearly job, make 80 cents for every dollar that their male counterpart makes (The Wage Gap: The Who, How, Why, and What To Do. ). Likewise, many countries around the world have the similar problem where women make less than men. The famous English writer, Virginia Woolf was one of the most influential women of the twentieth century that put forth modern enlightenment ideas that advocated for equality and the advancement of women in society.Although Woolf would have been proud of how much society has advanced so far today, she would have agreed with the idea that the wage gap between men and women in society is currently not being solved in the most effective and most powerful way. Virginia Woolf would have viewed issues like the wage gap between men and women extremely absurd, unfair, and in the need of a resolution. There is an effective way to destroying the wage gap. By raising the federal minimum wage, by aiding women who are on family leave, and by making more individuals aware of the unfair wage gap, the wage gap between men and women can be resolved and eventually completely and utterly destroyed. Altho ugh the minimum wage has benefited many people, it still has a negative effect on women in society. By raising the federal minimum wage, the wage gap would disappear. As of July, 2009, the current minimum wage was of seven dollars and twenty five cents. The impact of the minimum wage has been frivolous amongst the female community. In the workforce, women are more highly concentrated in low-wage sectors such as personal care and healthcare support occupations (Allegretto 2014). This means that typically women are making about $7.25 and less than $15.00. It should also be noted that women are vastly working in jobs such as, cashier jobs, waitress jobs, and healthcare jobs. If its already economically impactful on a single person, how much more damaging is it for a single mother or a woman with deteriorated health. According to the National Womens law center, states with the smallest wage gap, consistently displayed a higher minimum wage. As it is conveyed, women are affected by the minimum wage, which heavily determines the wideness of the gap between man and women. If more of this could be seen in the United States and throughout the world, there would not be such conflict over the existence of the atrocious wage gap. For all these reasons it would be beneficial to increase the minimum wage. This would not only greatly benefit women Globally, it would also decrease and offer a bigger step toward the complete disappearance of the absurd wage gap which affects the life of many women that could be making a bigger impact in society or that simply need the way to properly sustain a family without the excessive worry.Nevertheless, the nineteenth century feminist virginia Woolf who was a great advocate for women, would have viewed and understood the need for the raise of the current minimum wage as imperative to the eventual concealment of the wage gap. In Virginia Woolfs famous book which is a compilation of a series of lectures for the benefit of women, she states, A woman must have money and a room of her own if she is to write fiction(Woolf). As it is conveyed by this quote, Virginia Woolf believes that women are continuously denied the time, space and money that are needed to write and create new and creative work. Unlike men, who have the great freedom of running society, women are not as greatly supported because they are viewed as frivolous and weak. Although Woolf speaks about fiction, she would have agreed that during this time this same concept would apply to the wage gap and the necessity of increasing the minimum wage. She would have agreed that women in society today, need a boost in their pay especially because women are more readily concentrated in more low- wage jobs, because of the influence of men in this world. Woolf would have viewed this as absurd and in the need of a rapid resolution.