The Definitive Solution for College Essay Writer

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Get Academic Help With Your Essay

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How to Write a Research Paper - How to Write a Great Research Paper

How to Write a Research Paper - How to Write a Great Research PaperMaking a research paper is an important step in getting a job. That is why many students are already hard at work on it. But this is only the first step towards writing a good research paper.The first thing you need to do is organize your research so that it can flow together smoothly. You have to see to it that all of your source materials and paper is in one location. For example, you can use Word or Microsoft PowerPoint. Other tools can be a PDF for the text and a HTML for the images.Make a schedule and make it a point to follow it. Don't postpone your research paper due to lack of time. You will just waste your time and you will miss out on something that can save you a lot of time. Plan your research so that you can be ready in time for your class.Look for data sources, if possible, and make sure that you do not make up anything. Read all the sources thoroughly before you write the paper. Even better, look for re sources in books, in magazines and even online. Look for any comments and opinions on the internet, it can help you a lot.Next, write your essay, make sure that it is brief, yet to the point. Make it as simple as possible. It doesn't matter how difficult your topic is if you're doing a research paper and the other option is going for the job interview. Use vocabulary and idioms. Don't say something that is too complicated. Just make sure that your essay flows nicely.Make sure that you get all the information in order before you start writing. Decide which source you want to use, make a chart and take notes to refer to later. Analyze the data and put it in a form that will make sense to the reader. Then you just have to summarize it and get it into a conclusion. After that, check the paper and make sure that you aren't making grammatical mistakes.These are some tips on how to write a research paper. However, the hardest part of all is writing the thesis.

The Gold book Report Example

Essays on The Gold book Report Book Report/Review The Goal: A Process of Ongoing Improvement- Book Report The Goal: A Process of Ongoing Improvement (Goldratt Cox, 1986) is one of the few management books which attempts to explain the jargons rather than defining them. It is also about managerial practices which enable the managers to shift their attention from urgent things to important things by recognising the bottlenecks (or the weakest link in the chain of production). The book adapts a scenario where the plant manager, Alex Rogo, is caught in the urgent tasks of daily operations and loses the focus on important goals of the existence of the plant. It is a story of his struggle to turn around a failing plant in three months. He is helped in his struggle by Jonah, his teacher, whose questions force Alex Rogo to rethink the validity of conventional wisdom. Through this story, Goldratt states that improving what you already do best will not lead to increased business for a manufacturing concern. Rather, improvement efforts should be focussed upon the constraints or the bottlenecks (factors that stall/slowdown the production process). In technical words it is known as theory of constraints, which talks about increasing the performance of the constraint which directly affects the goal. He says that all the activities of the system could be divided into throughput, operating expense and investment. Throughput is money (goal units) while investment is money invested by the concern to sell the goods (inventory). Operating expense is turning investment into throughput. To achieve the goal, the first step is to identify the bottlenecks. Once the bottlenecks are identified, they should be tapped to their full potential. Rest of the production system should be adjusted to ensure that bottlenecks deliver to their full capacity. Make changes in th e system to upgrade the constraint/bottleneck so that it no longer remains the bottleneck. Buffers should be created both before and after the bottleneck so as to maintain the flow of work in case of any contingency. The Goal drives home the fact that all the activities in an organization are part of a bigger task which is to make money. Only when an organization makes money, it will be able to survive and grow further. All other tasks are important to make money but they are not the purpose or reason of the existence of an organization. People, working at different levels of the organization, get so engrossed in their daily routine chores that they forget to ask themselves if their efforts are contributing to the achievement of goal or not. The author asserts is that employees should never lose focus of their goals. Each of their activities should be aligned to the purpose of the organization which is to make money. They should not get lost in the managerial jargons and numbers and keep an eye on the goal which doing daily tasks. Further, through Alex Rogo, the plant manager, the author conveys that when you fall into the habit of doing fire-fighting for such things which otherwise should be everyday tasks, the stress shows in personal matters also. Alex Rogo’s relationship with his wife was on a decline due to his absolute involvement in his official issues. Though the central theme of the book is about identifying and achieving the goal, Goldratt’s has successfully managed to convey the importance of team work in achieving the goal. This throws light on very important aspect of operations management whereby the operations should be carried out in such a way that it is profitable for the department/organization as a whole and not to implementer’s unit alone. Through this book, Goldratt has subtly communicated how the basic managerial functions of setting an objective, planning, organizing, implementing, monitoring and controlling hold perfectly true for any organization on any given day. I have applied the managerial practices in my training stint with a software company. The company used to sell software to streamline the marketing and operations of the insurance companies. I was part of a team which used to prepare RFPs to the prospective customers. There were three members in the team, apart from me, and all three were from insurance backgrounds with adequate product knowledge. My job was to consolidate the various portions of the RFP prepared by different team members, format it and upload it in the system before the deadline expired. As is the case with the deadlines, the team used to submit their final portions of the RFP hardly fifteen minutes prior to the expiry. It used to become impossible for me to consolidate, format and upload the entire document (sometimes 550 pages long) before the expiry of the deadline. After we missed two deadlines in the row, we decided to take stock of the situation. I was the bottleneck since I could not finish my task in fifteen minutes. Others said that the quality demands are so high and time so less that they cannot submit their portions even one hour before the deadline expiry. After brainstorming it was decided, that to enable me to cut down on time, the team would divide their portions into sub-parts. They will send me each part as soon as they finish it and not wait for the entire portion to be completed. This would enable me to consolidate and format the document throughout the day and thus meet the deadline. The solution ensured that the bottleneck was made to work throughout the day and not in the last fifteen minutes. Thus the capacity of the bottleneck was fully utilised and others adjusted their work towards this purpose. Bibliography Goldratt, E., Cox, J. (1986). The Goal; A Process of Ongoing Improvement. New York: North River Press.

Business climate of Administration culture - Myassignmenthelp.Com

Question: Discuss about the Business climate of Administration culture. Answer: Introduction The report gives an overview on how the size of the organization influences organizational climate, managerial style and attitude of the employees. The size of the organization reflected in the strength of its employees. Organizational size also acts as an important variable in influencing the structural design. Greater size of organizations gives marketing intensive companies the power in the market place and increase in revenue. Organizational Size Influencing Managerial Style Managers require two primary job functions for managing employees and department operations. They have functional knowledge and expertise for managing department operations and necessary communication skills and leadership for managing employees (Vaccaro et al., 2012). Thus, the size of the organization influences the managerial style in the following respect. In term of Strategy: Managers of small business can help in conceptualizing business idea, creation of a strategic plan and formulating the necessary steps for putting strategy into action. In contrast, large organizations have board members and executive officers responsible for strategic development and where implementation becomes the responsibility of the directors. In terms of Protocol: The presence of hierarchy in larger organizations has led to formal work relationships between the employees and the managers. There is however the presence of open door policy in larger companies that helps communication between staffs and managers. On the other hand, the managers for small companies share friendly relationships and cultivates informal behavior with the co-workers at all the levels. In terms of Performance: In smaller organizations managers have hands on approach towards the management responsibilities that are evaluated more favorably. However, in larger organizations evaluation of managers takes place on how well they are able to manage duties and tasks towards their subordinates. In terms of Expertise: Managers working for a smaller organization is in the need for having wider range of expertise and talent compared to the manager who works for a multi layer organization. How Organizational Size Influence Organizational Climate Organizational climate defined by the values, beliefs, traditions and philosophies that are part of the organization. Thus, organizational character is an enduring characteristic of a particular organization that distinguishes it from other organizations (Shin, 2012). The size of the organization will thus influence the characteristics of the organizational climate. With the variation in size of the organization there is a change in the collective perceptions about the organization amongst its members in terms of cohesiveness, support, recognition, autonomy, trust, fairness and innovation. There is a change in the member interaction and variation in interpretation of the situation. Further, the variation in organizational size portrays that there is also a change in the way of reflection prevalent norm (Schneider, Ehrhart Macey, 2013). The size of the organization thus helps in not only influencing but also shaping the organizational climate. How Organizational Size Influence Employee Attitude The size of the organization somehow has an impact on the attitude of the employees. In this context, if one considers the absence rates then the involuntary and voluntary absence is comparatively higher in large organization compared to smaller ones(Mowday, Porter Steers, 2013). Now if the aspect of productivity considered, then the rate of productivity per member is low for larger organizations. However, morale is something that has a negative relation with the size of the organization. Further, as far as work quality considered it is better is small organizations compared to the larger ones. Conclusion The report ends with a discussion on the influence of size of the organization on the attitude of the employees. There is also discussion on how the organizational size impacts organizational climate and managerial style. References: Mowday, R. T., Porter, L. W., Steers, R. M. (2013).Employeeorganization linkages: The psychology of commitment, absenteeism, and turnover. Academic press. Schneider, B., Ehrhart, M. G., Macey, W. H. (2013). Organizational climate and culture.Annual review of psychology,64, 361-388. Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior.Journal of Business Ethics,108(3), 299-312. Vaccaro, I. G., Jansen, J. J., Van Den Bosch, F. A., Volberda, H. W. (2012). Management innovation and leadership: The moderating role of organizational size.Journal of Management Studies,49(1), 28-51.

Jungian Theories in Fifth Business Essay Example

Jungian Theories in Fifth Business Essay Jungian Theories in Fifth Business The first instalment, Fifth Business, in The Deptford Trilogy by Robertson Davies incorporates many different ideas to help the book progress as smoothly as it does. Davies interest in psychology heavily influenced many of the actions and ideas portrayed in the novel. By combining the psychology theories of the famed psychologist, Carl Jung, with creatively designed characters, Davies was able to create his finest piece of literature. Many characters in the novel are based around the ideas of Jung and among them, the main protagonist, Dunstan Ramsey, has these deas applied. The individuation of Dunstan is a continuous Journey throughout the novel as he tries to find out what he needs to do to find out who he truly is and his anima/animus characteristics that are evident progressing through the book. Individuation, as defined by Carl Jung, is the psychological process that makes a human being an individual a unique, indivisible unit or a whole man. The development of Dunstan Ramseys individuation develops as he grows older and starts to find himself. The meeting of Diana Marfleet after the First World War is the irst phase of Dunstans individuation as this was his first real relationship with a woman. We will write a custom essay sample on Jungian Theories in Fifth Business specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Jungian Theories in Fifth Business specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Jungian Theories in Fifth Business specifically for you FOR ONLY $16.38 $13.9/page Hire Writer As their relationship grew, however, Dunny began to reject Dian because of the fact that he felt she was more of a motherly fgure to him rather than a partner. Conversely, later in the novel, the emergence of the beautiful Faustina fills the sexual void in Dunstan that Diana could not. But one of the most important characters to the development of Dunstan is the manly bisexual Liesl. Liesl is the first and only person that truly understands Dunstan and she allows him to rediscover his body and mind. Dunstan began life with fewer weaknesses, perhaps, than other people, but the weaknesses he did have were great and limiting. He mitigated these significantly during his lifetime, for his and others benefit, means that he made real and permanent progress. Included in Jungs many other proposed psychological theories are the ideas of anima and animus. Jung suggests that in the unconscious of males one can find the expressions of a feminine inner personality, this being anima; similarly, one can find an expression of a masculine inner personality in females, animus. However, one has oth anima and animus characteristics. Dunnys anima is very present from the beginning of the novel. The guilt of the snowball hitting Mrs. Dempster stayed with Dunstan for the rest of his life. This event caused Dunstan to adopt a motherly role in that he felt the need to take care of Mary. His animus is evident when he decided to Join the army. Dunstan felt that he wasnt the man he wanted to be so in choosing to enlist made him hope that he could find who he is. Dunstan felt the need to show his masculinity by Joining the armed forces and at the point where he decided to ush the machine gun nest was the point where it showed his need for more masculinity. Dunstans wonder and desire to find ways to lift the guilt of the snowball off his shoulders is evident in his Journey to find out who he really is. Through meeting people from Mary and Paul, Boy and Leola, Liesl and Faustina, helped Dunstan in reaching individuation. And by his unique anima and animus characteristics, Dunstan was able to find out what he wanted in life and what he wanted to give to others. Both Jungian theories are connected to Dunstan Ramsey in Davies Fifth Business.

Principles of Management as Prescribed by the Mahabharata Essays

Principles of Management as Prescribed by the Mahabharata Essays Principles of Management as Prescribed by the Mahabharata Essay Principles of Management as Prescribed by the Mahabharata Essay Western management philosophy may have created prosperity – for some people for some time at least but it has failed in the aim of ensuring betterment of individual life and social welfare. It has remained by and large a soulless edifice and an oasis of plenty for a few in the midst of poor quality of life for many. It does not give a sense of fulfillment what an individual desires at the end. (Aids Foundation of Bill Gates may be an example. ) Mahabharat depicts a path of Dharma as the sole objective, be it individual or corporate, since the same ensures maximization of happiness of all groups. An unholy desire to achieve results by any means often becomes counterproductive in the long run for the corporation and the country as a whole. Hence, there is an urgent need to re-examine prevailing management disciplines their objectives, scope and content. Management should be redefined to underline the development of the worker as a person, as a human being, and not as a mere wage-earner. With this changed perspective, management can become an instrument in the process of social and indeed national development. Gita however talks about Nishkam karma which helps one to achieve results more effectively in the long run by pursuing a path of Dharma. The two main pillars of Gita are abhyas (practice) and tapasya (penance). Going by this the corporate sector should continue doing the right thing ceaselessly by adopting the right means with a single-minded objective in mind ( Abhyas) and should not get swayed under any temptations or distraction and bear the hardships in the short run( Tapasya). With these two principles results will automatically come which will bring satisfaction to all groups be it customers, shareholders, vendors, workers, etc. 2. The Management Principles: Now let us re-examine some of the modern management concepts in the light of the  Bhagavad Gita  which is a primer of management-by-values. Mahabharat is not plainly the story of a war or a source of wisdom for philosophers. It exposes the secrets of leadership and the path to success. Mahabharat can be considered equivalent to other management bibles. Whether it is man management, human/organisational behaviour, game theory, management by objectives, all aspects of modern management can be discovered in various characters and episodes of the great epic. Bhishma, an honest manager caught in diametrically opposed clashes, who was forced to take wrong decisions by forces beyond his power. Yudhisthira is a flawless example of managerial acumen. Karna, a manager who fought his way up the ladder but could not keep up with the pressure and tensions and met a tragic end. Abhimanyu, the son of Arjuna, a daredevil leader without a business-plan of escape. He fought his way into the chakravyuha, but failed to come out and was brutally cornered and killed by Drona and others. Draupadi is the typical model of a woman powerhouse who kept others motivated till the goal is achieved. And Lord Krishna is the ideal example of a leader-manager who kept his eye on the target till the desired outcome was achieved. i) Honor Thy Competitor The Mahabharata tells us that one should never humiliate his competitors. Competitors should be treated with dignity. The great Kurikshetra War itself could be avoided if the pride of Duryodhan had not been hurt. When Duryodhan came to the palace at Indraprastha of the Pandavas he was mesmerized by its beauty. He mistook the crystalline edifices to be water bodies and vice versa and every time he made such a mistake the Pandavas and Draupadi made no efforts to hide their amusement which hurt Duryodhan’s pride beyond repair which laid the seeds of war in his mind. ii) Business consideration above personal consideration Dhritarashtra was the patriarch of the Kauravas. He was extremely partial towards his eldest son Duryodhan. He was blind not only literally but also figuratively. He was blind to his son’s faults. He took all decisions in Duryodhan’s favour irrespective of whether it was morally right or wrong be it the decision of sending the Pandavas to 14 years in exile or planning to murder the brothers and their mother at Vanavrata. This led to disastrous consequences. A person who is the head of an organization must take his decisions with an eye to the general good overriding personal considerations. His extending favours to his close subordinates must not be at the cost of the corporate health. He must keep his eyes and ears open and be aware of the limitations and shortcomings of his chosen successors or heirs. iii) Adaptability The Pandav brothers were not only great Kshatriyas skilled in weaponry and the art of warfare but also well versed in other humbler skills such as cooking, tending the cows and horses, dancing, etc. It was their versatility and adaptability that enabled them to complete their exile in the forest for 12 years and also the 13th year in disguise in King Virat’s court without any glitches. Had these princes born into the royal household, used to the royal comforts of their princely heritage not been so adaptable and adjusting they would have found it difficult to bear the rigors of a forest life and the humiliating positions of attendants in the royal court. Similarly, a good manager should be conversant with all aspects of the organization he works for from the shopfloor to the boardroom. He should be ready to exchange his suit for the gloves. iv) Making wise choices An important lesson of management science is to choose wisely and utilize scarce resources optimally. During the curtain raiser before the Mahabharata War, Duryodhana chose Sri Krishnas large army for his help while Arjuna selected Sri Krishnas wisdom for his support. This episode gives us a clue as to the nature of the effective manager the former chose numbers, the latter, wisdom. v) Attitudes towards work Three stone-cutters were engaged in erecting a temple. An HRD Consultant asked them what they were doing. The response of the three workers to this innocent-looking question is illuminating. I am a poor man. I have to maintain my family. I am making a living here, said the first stone-cutter with a dejected face. Well, I work because I want to show that I am the best stone-cutter in the country, said the second one with a sense of pride. Oh, I want to build the most beautiful temple in the country, said the third one with a visionary gleam. Their jobs were identical but their perspectives were different. What the  Gita  tells us is to develop the visionary perspective in the work we do. It tells us to develop a sense of larger vision in our work for the common good. vi)Dedication towards work A popular verse of the  Gita  advises â€Å"detachment† from the fruits or results of actions performed in the course of ones duty. Being dedicated work has to mean â€Å"working for the sake of work, generating excellence for its own sake. † If we are always calculating the date of promotion or the rate of commission before putting in our efforts, then such work is not detached. Working only with an eye to the anticipated benefits, means that the quality of performance of the current job or duty suffers It is not â€Å"generating excellence for its own sake† but working only for the extrinsic reward that may (or may not) result. Some people might argue that not seeking the business result of work and actions makes one unaccountable. In fact, the  Bhagavad Gita  is full of advice on the theory of cause and effect, making the doer responsible for the consequences of his deeds. While advising detachment from the avarice of selfish gains in discharging ones accepted duty, the  Gita  does not absolve anybody of the consequences arising from discharge of his or her responsibilities. Thus the best means of effective performance management is the work itself. Attaining this state of mind (called â€Å"nishkama karma†) is the right attitude to work because it prevents the ego, the mind, from dissipation of attention through speculation on future gains or losses. ii)Self- actualization- The Ultimate Goal Today’s management principles say that satisfying lower order needs such as food, shelter and clothing ensures that an employee puts in his maximum effort and it keeps the employee motivated. However, that is not the case. It is a common experience that the dissatisfaction of the clerk and of the Dir ector is identical only their scales and composition vary. On the contrary, a lowly paid schoolteacher, or a self-employed artisan, may well demonstrate higher levels of self-actualization despite poorer satisfaction of their lower-order needs. This situation is explained by the theory of self-transcendence propounded in the  Gita. Self-transcendence involves renouncing egoism, putting others before oneself, emphasizing team work, dignity, co-operation, harmony and trust – and, indeed potentially sacrificing lower needs for higher goals, the opposite of Maslow. â€Å"Work must be done with detachment. † It is the ego that spoils work and the ego is the centerpiece of most theories of motivation. We need not merely a theory of motivation but a theory of inspiration. viii) Work culture An effective work culture is about vigorous and arduous efforts in pursuit of given or chosen tasks. Sri Krishna elaborates on two types of work culture – â€Å"daivi sampat† or divine work culture which includes fearlessness, purity, self-control and â€Å"asuri sampat† or demonic work culture which includes egoism, delusions, improper performance and work not oriented towards service. Mere work ethic is not enough. The hardened criminal exhibits an excellent work ethic. What is needed is a work ethic conditioned by ethics in work. It is in this light that the counsel, â€Å"yogah karmasu kausalam† should be understood. Kausalam† means skill or technique of work which is an indispensable component of a work ethic. â€Å"Yogah† is defined in the  Gita  itself as â€Å"samatvam yogah uchyate† meaning an unchanging equipoise of mind (detachment. ) Tilak tells us that acting with an equable mind is Yoga. The  Gita  further explains the theory of â€Å"detachment† from the extrinsic rewards of work in saying: If the result of sincere effort is a success, the entire credit should not be appropriated by the doer alone. If the result of sincere effort is a failure, then too the entire blame does not accrue to the doer. The former attitude mollifies arrogance and conceit while the latter prevents excessive despondency, de-motivation and self-pity. Thus both these dispositions safeguard the doer against psychological vulnerability, the cause of the modem managers companions of diabetes, high blood pressure and ulcers. Assimilation of the ideas of the  Gita  leads us to the wider spectrum of â€Å"lokasamgraha† (general welfare) but there is also another dimension to the work ethic if the â€Å"karmayoga† (service) is blended with â€Å"bhaktiyoga† (devotion), then the work itself becomes worship, a â€Å"sevayoga (service for its own sake. (This may sound a peculiarly religious idea but it has a wider application. It could be taken to mean doing something because it is worthwhile, to serve others, to make the world a better place ) ix)Manager must show superior judgement In the book, the  Mahabharata, we come across a king by the name of Yayati who, in order to revel in t he endless enjoyment of flesh exchanged his old age with the youth of his obliging youngest son for a thousand years. However, he found the pursuit of sensual enjoyments ultimately unsatisfying and came back to his son pleading him to take back his youth. This â€Å"yayati syndrome† shows the conflict between externally directed acquisitions (extrinsic motivation) and inner value and conscience (intrinsic motivation. ) In today’s world also a manager must not be swayed by external vagaries. He must have a sound mental health which is the very goal of any human activity more so management. Sound mental health is that state of mind which can maintain a calm, positive poise, or regain it when unsettled, in the midst of all the external vagaries of work life and social existence. Internal constancy and peace are the pre-requisites for a healthy tress-free mind. x) Manager must follow the ‘actions speak louder than words’ policy â€Å"Whatever the excellent and best ones do, the commoners follow,† says Sri Krishna in the  Gita. The visionary leader must be a missionary, extremely practical, intensively dynamic and capable of translating dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. 3. conclusion Sri Krishnas advice with regard to temporary failures is, â€Å"No doer of good ever ends in misery. Every action should produce results. Good action produces good results and evil begets nothing but evil. Therefore, always act well and be rewarded. All clouds will vanish. Light will fill the heart and mind. I assure him of this. This is the message of Holy  Gita. This discussion doesnot suggest discarding of the Western model of efficiency, dynamism and striving for excellence but to tune these ideals to Indias holistic attitude of â€Å"lokasangraha† for the welfare of many, for the good of many. This is indeed a moral dimension to business life. What we do in business is no different, in this regard, to what we do in our personal lives. The means do not justify the ends. Pursuit of results for their own sake, is ultimately self-defeating. (â€Å"Profit,† said Matsushita-san in another tradition, â€Å"is the reward of correct behaviour. † – ed. ) REFERENCES 1. You Can Win- Shiv Khera 2. managementparadise. com 3. citehr. com XXXXXXXXXXXXXXXXXXXXXXXX