Assessing The Four Functions Of Management Commerce Essay

Assessing The Four Functions Of Management Commerce Essay The base function is to: Plan It is the foundation area of management. It is the base upon which the all the areas of management should be built. Planning requires administration to assess; where the company is presently set, and where it would be in the upcoming. From there an appropriate course of action is determined and implemented to attain the companys goals and objectives Planning is unending course of action. There may be sudden strategies where companies have to face. Sometimes they are uncontrollable. You can say that they are external factors that constantly affect a company both optimistically and pessimistically. Depending on the conditions, a company may have to alter its course of action in accomplishing certain goals. This kind of preparation, arrangement is known as strategic planning. In strategic planning, management analyzes inside and outside factors that may affect the company and so objectives and goals. Here they should have a study of strengths and weaknesses, opportunities and threats. For management to do this efficiently, it has to be very practical and ample. The subsequent function is to: Organize The second function of the management is getting prepared, getting organized. Management must organize all its resources well before in hand to put into practice the course of action to decide that has been planned in the base function. Through this process, management will now determine the inside directorial configuration; establish and maintain relationships, and also assign required resources. While determining the inside directorial configuration, management ought to look at the different divisions or departments. They also see to the harmonization of staff, and try to find out the best way to handle the important tasks and expenditure of information within the company. Management determines the division of work according to its need. It also has to decide for suitable departments to hand over authority and responsibilities. The third function is to: Direct Directing is the third function of the management. Working under this function helps the management to control and supervise the actions of the staff. This helps them to assist the staff in achieving the companys goals and also accomplishing their personal or career goals which can be powered by motivation, communication, department dynamics, and department leadership. Employees those which are highly provoked generally surpass in their job performance and also play important role in achieving the companys goal. And here lies the reason why managers focus on motivating their employees. They come about with prize and incentive programs based on job performance and geared in the direction of the employees requirements. It is very important to maintain a productive working environment, building positive interpersonal relationships, and problem solving. And this can be done only with Effective communication. Understanding the communication process and working on area that need improvement, help managers to become more effective communicators. The finest technique of finding the areas that requires improvement is to ask themselves and others at regular intervals, how well they are doing. This leads to better relationship and helps the managers for better directing plans. The final function is to: Control Control, the last of four functions of management, includes establishing performance standards which are of course based on the companys objectives. It also involves evaluating and reporting of actual job performance. When these points are studied by the management then it is necessary to compare both the things. This study on comparision of both decides further corrective and preventive actions. In an effort of solving performance problems, management should higher standards. They should straightforwardly speak to the employee or department having problem. On the contrary, if there are inadequate resources or disallow other external factors standards from being attained, management had to lower their standards as per requirement. The controlling processes as in comparison with other three, is unending process or say continuous process. With this management can make out any probable problems. It helps them in taking necessary preventive measures against the consequences. Management can also recognize any further developing problems that need corrective actions. Effective and efficient management leads to success, the success where it attains the objectives and goals of the organizations. Of course for achieving the ultimate goal and aim management need to work creatively in problem solving in all the four functions. Management not only has to see the needs of accomplishing the goals but also has to look in to the process that their way is feasible for the company. Goal Management There is a strong relationship between a successful company and an effective goal setting process. By setting goals, specifically SMART goals, employers engage their workforce and encourage employees across the company to focus and successfully achieve these goals together. Strong goal alignment and goal visibility allows for quicker execution of company strategy by enabling management to allocate proper resources across various projects. Managers can focus their staff on the companys most important goals and reduce task redundancy throughout their team while employees will have a greater understanding of how their efforts will serve the business goals. Goal management also lets you establish a true pay-for-performance culture by communicating the company goals to employees, therefore providing the groundwork for linking reward systems with individual and / or team performance. Find out how you can put goal alignment to work at your organization in our complimentary whitepaper, Driving Success: The Incredible Power of Company-Wide Goal Alignment. In his piece Notes on the Theory of Organization, a memo prepared while he was a member of the Brownlow Committee, Luther Gulick asks rhetorically What is the work of the chief executive? What does he do? POSDCORB is the answer, designed to call attention to the various functional elements of the work of a chief executive because administration and management have lost all specific content. In Gulicks own words, the elements of POSDCORB are as follows: Planning, that is working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise; Organizing, that is the establishment of the formal structure of authority through which work subdivisions are arranged, defined, and co-ordinated for the defined objective; Staffing, that is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work; Directing, that is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise; Co-Ordinating, that is the all important duty of interrelating the various parts of the work; Reporting, that is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research, and inspection; Budgeting, with all that goes with budgeting in the form of planning, accounting and control Gulick states that his statement of the work of a chief executive is adapted from the functional analysis elaborated by Henri Fayol in his Industrial and General Administration. Indeed, Fayols work includes fourteen principles and five elements of management that lay the foundations of Gulicks POSDCORB tasks of an executive. Fayols fourteen principles of management are as follows: Division of Work Authority and Responsibility Discipline Unity of Command Unity of Direction Subordination of Individual Interest to General Interest Remuneration of Personnel Centralization Scalar Chain (line of authority with peer level communication) Order Equity Stability of Tenure of Personnel Initiative Esprit de Corps Fayols influence upon Gulick is readily apparent in the five elements of management discussed in his book, which are: Planning examining the future and drawing up plans of actions Organizing building up the structure (labor and material) of the undertaking Command maintaining activity among the personnel Co-ordination unifying and harmonizing activities and efforts Control seeing that everything occurs in conformity with policies and practices Fayol, H. (1949). General and Industrial Management. (C. Storrs, Trans.). London: Sir Isaac Pitman Sons, LTD. (Original work published 1918) Service industry is getting more attention in B-World. It has never been so easy to establish a company, I should say, listed company as it is now being in service industry rapidly. Production and operation enabled companies have seen so many business management fundamentals for quality control and best team management including quality circles. If I were to point, I would talk about Baldrige Award Framework that promotes quality awareness in organization. It is based on a weighted score of seven categories of performance criteria. Consultancy firms, IT or Hospitality services and so other services in this industry want more influential, organizer and innovator talents. Take an example of a small IT company of 10-50 talents serving best functional and operational solutions to giants. Do you want to categorize such company in levels? E.g. One HR, One Director, One Software Engineer, One Writer, One Quality Tester, One Functional Analyst, One Support Engineer, One System Administrator, One Hardware Engineer, One Designer etc. I agree to hire masters but I am against individual operations capability. I favor multiple skills specialist or in other words All Rounder. This article is to describe the team needed in todays service industry so called as Self Managing Teams. Emery suggested, In designing a social system to efficiently operate a modern capital-intensive plant the key problem is that of creating self-managing groups to man the interface with the technical system. The basis of the autonomous work group approach to job design is socio-technical system theory that suggest that the best results are obtained if grouping is such that workers are primarily related to each other by way of task performance and task interdependence. Charles Peguy described, A man is not determined by what he does and still less by what he says. But in the deepest part of himself a being is determined solely by what he is. Self-management team is made of such persons who are motivated by self. Defining Self Managing Team A self-managing team or autonomous work group is allocated an overall task and given discretion over how the work is done. It provides for intrinsic motivation by giving people autonomy and the means to control their work, which will include feedback information. Self-Directed (or Self-Managing) Teams are teams that have been structured to manage and coordinate their own activities and make many of the day-to-day decisions that would have traditionally been made by a supervisor or manager. They usually have responsibility for a complete piece of work (such as engine assembly) and they work quite closely and interdependently. A self-management team is a permanent group of employees who together are responsible for the total process where products or services are made and delivered to internal or external clients. According to one research, the TQM and mass production organized groups did not improve customer service quality or sales volume. While self-managed teams improved sales by 9.4% and quality of customer service by 6.3%. In fact, comprehensive surveys report that 79% of companies in the Fortune 1,000 currently deploy such empowered, self-directed or autonomous teams. Because of their widespread use, much research has been devoted to understanding how best to set up self-managing teams to maximize their effectiveness. Understanding Multi-skilled Team Better Self-managing team incorporates the concepts of Hackman Oldhams job characteristics model. Autonomy Skill variety Task significance Task identity Positive Feedback The team enlarges individual jobs to include a wider range of operative skills. It is multi-skilled team operations. It decides on methods of work and the planning, scheduling and controlling of work. It distributes tasks itself among its members. The team plans and guards the process on its own, solves daily problems, without always having to consult the manager or supporting services. It takes account of the social or group factors and the technology as well as the individual motivators. The team maintains independently contacts with others teams and staff. The team improves working methods on its own, and has all the relevant information available on the basis of which they evaluate their results. The team-members posses both qualifications on both the care they deliver as well as certain organizational qualities. Self-Management Team Development According to Vanessa Urch Druskat and Jane V. Wheeler Leading Self-Management teams in organization is the process that requires specific behaviors that can be grouped into four basic functions. __First moving back and forth between the team and the broader organization to build relationships, __Second scouting necessary information, __Third persuading the team and outside constituents to support one another, and __Forth empowering team members. Self-Managing Team Corporate Whole Foods is very committed to the team structure and self-managing work teams; theyre like the basic cells of the company. The teams are empowered. They do their own hiring. They do their own scheduling. To become a team member at Whole Foods, you have to get voted on by your team after a trial period. If you dont get a two-thirds vote, you dont get on the team, said John Mackey, founder of Whole Foods on Self -managing work team. Hewlett Packard trusts and respects for individuals, focusing on high level achievement and contribution, conducting business with integrity, achieving objectives through teamwork, and encouraging flexibility and innovation. Let it be either small or big, no doubts most of the companies are applying to have self-management teams in organization. Books on Self-Managing Team Dawn Burstall, T. Michael Vallis and Geoffrey K. Turnbull, I.B.S. Relief: A Doctor, a Dietitian, and a Psychologist Provide a Team Approach to Managing Irritable Bowel Syndrome. Ronald E. Purser and Steven Cabana, The Self-Managing Organization: How Leading Companies Are Transforming the Work of Teams for Real Impact. MANAGING PEOPLE IN ORGANIZATIONS: ASSESSING THE PROPOSITION THAT THE WAYS IN WHICH PEOPLE ARE MANAGED AFFECTS THE PERFORMANCE OF THE ORGANISATIONS WITHIN WHICH THEY FUNCTION This essay reviews theoretical concepts to assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function. The implications of this proposition are that (a) effective management is associated with higher levels of organisational performance, while ineffective management practices are associated with inferior organisational performance. The theoretical framework within which this assessment is performed is Managing People in Organisations (MPIO). MPIO is an umbrella concept that encompasses both organizational behaviour (OR) and human resource management (HRM). The concepts of leadership and its effects on organisational performance also are included in MPIO (Beech, Cairns, Livingstone, Lockyer, and Tsoukas, 2002). MPIO includes a wide array of concepts and theories. To assess the proposition that the ways in which people are managed affects the performance of the organisations within which they function, however, this essay focused on two crucial aspects of MPIO in the contemporary period. These crucial aspects of MPIO are the responses by management to the globalised business environment and the effects of cultural diversity on managements communications with employees, each of which is crucial to the devel . . . perate on a global scale. The formal systems alone are not able to satisfy the enormous information needs necessary to coordinate such a complex configuration (Sussland, 2001). The roles and tasks of management also change noticeably in these contexts. When several different cultural backgrounds are present within a company at any one time, management cannot assume that all values are common. Often the shared understanding of the role of management becomes an instrument of integration that is more powerful than formal structures and systems. The manager, therefore, becomes a vehicle of integration. Internationalization and cosmopolitanism are the new characteristics required of this person. The task of the top manager is not that of submitting the activities of a national organization to a central control, but rather that of co-opting abilities and obtaining the involvement of the national organizations; paradoxically, attention shifts from control of the strategic content to managem ent of the organizational process. Evaluation and reward systems must favour the free exchange of information and commitment to global objectives over the above local interests to obtain a positive attitude to integration and thus favour a clim . . . The process starts with a strategic assessment (see The People Process, page 85). This is where HR develops staffing plans to support the organizations objectives and strategies. The process continues as hiring, training/development, and performance management activities are carried out. Finally, ongoing workforce relations and environment activities (e.g., recognition programs and employee surveys) take place. At the center of the people process are the executives and staff that comprise the HR function. IDENTIFYING RISKS The IIAs Auditing Your Human Resource Function seminar includes a risk assessment exercise where participants identify their top HR risks. A few of the most interesting and most frequently mentioned people process risks arise in the areas of objectives, employee skills, HR competency, processes, and outsourced activities. OBJECTIVES Unaligned objectives is a risk event imbedded in the first people process activityorganization design and staffing plans. When HR does not have the appropriate level of involvement in the strategic planning process and its objectives are not aligned with those of the organization, the result can be a ticking time bomb. This disconnect can prevent management from achieving its strategic objectives. It can also result in huge compliance issues (e.g., organization downsizing, staff reductions, and unintended employment law litigation). Some organizations have managed this risk via enterprise risk management activities. In others, where HR is a key player on the management team, this is a nonevent. EMPLOYEE SKILLS Human capital skill gaps is another risk is embedded in organization design and staffing plans. Risks arise, for example, when organizations have heavy concentrations of experienced employees in skill positions who will be retiring soon. A second skill gap risk is linked to changing operating environments and new strategies. These changes often require new skills that can take time to develop or acquire. Best practice HR functions manage these risks via employee database information and competency forecasting techniques. HR COMPETENCY HR staff are at the center of the people process. HR and internal audit groups have a lot in common. Both have professional associations and certifications and play key roles in their organizations governance process. It is also possible for both groups to have skill gaps. Some of these gaps can be remedied via training or other resourcesin other cases, a change of personnel is required. HR competency gaps are a real risk in many organizations. The internal audit issue is how to identify and communicate these gaps to management. To comply with The IIAs International Standards for the Professional Practice of Internal Auditing, auditors have internal quality assessment programs that can include client surveys and peer group benchmarking on staff profiles (e.g., size, experience, and certifications). HR should have a similar quality program. [GRAPHIC OMITTED] PROCESSES The people process, like all other processes, is subject to communication breakdowns, bottlenecks, faulty handoffs, and inefficiencies. What makes it somewhat unique is that inconsistent compliance (e.g., hiring or promotion policies) and too much (e.g., supervisor comments in unofficial employee files) or too little documentation (e.g., involuntary terminations) can result in litigation and reputation damage. Of course, the likelihood and magnitude of these risks depends on the organization. Best practice HR functions use technology (e.g., employee kiosks to update information, more reliance on automated controls), training, and monitoring to manage process risk. The risks are referenced to the four objectives in the Committee of Sponsoring Organizations of the Treadway Commissions Enterprise Risk ManagementIntegrated Framework (S = strategic, O = operations, R = reporting, and C = compliance). Some possible risk categories are also included to help identify various types of risk events. Sample impact and likelihood ratings are assigned to the events (4 = high and 1 = low). Also, the matrix has three priority ratings. One is calculated (impact times likelihood), the second is a real (i.e., subjective) rating of the inherent risk, and the third is a real residual risk rating. The generic ratings are only intended to demonstrate the matrix features. Individual controls are not included by design, as they are best identified and evaluated at the organization level.

Harriet Beecher Stowe :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  Harriet Beecher Stowe, the author of Uncle Tom’s Cabin, was born in Litchfield, Connecticut in the year of 1811. She was a housewife of six, and wrote articles for magazines for a living. Stowe’s sister, Isabella Jones Beecher, was furious from the passing of the Fugitive Slave Law, passed as part of the Compromise of 1850. The law required all Northerners to return runaway slaves to their Southern owners. The result of the anger of the two sisters resulted in the production of Uncle Tom’s Cabin. When reading the book, it is quite obvious to an observant reader that the book was written by a nineteenth century woman during the nineteenth century. The opening scene of the book, where Mr. Shelby talks to Haley about Tom, is a reference to Harriet Beecher herself. She is trying to portray that all themes in this book about the evils of slavery are unfortunately true. There were some bright points besides the evils of slavery. Stowe mentioned that slavery in Kentucky was not so badly-off. This, however, angered abolitionists. Even though, there were still many fears to worry about. Another point is that Stowe makes Eliza and George, the parents of little Harry, light skinned. Stowe remarks that light-skinned women, like Eliza, are often especially attractive. This is one stereotype that whites have over blacks. The stereotype is described fully in the description of the two light-skinned story characters.   Ã‚  Ã‚  Ã‚  Ã‚   All of the characters in Uncle Tom’s Cabin are based on real acquaintances of Harriet Beecher Stowe. Eliza is based on a young woman that Stowe had met in Kentucky. The first indication of this is found in Chapter 3: The Husband and the Father. In this chapter, George Harris decides to run away to Canada and work to buy Eliza and Harry’s freedom. Also in this chapter, George and Eliza possess completely different thoughts about slavery.   Ã‚  Ã‚  Ã‚  Ã‚  All in all, most of the situations and characters in this book are references to Harriet Beecher Stowe and the life she lived.

King Solomon Essays -- essays research papers

There are many famous individuals through the history who made great impact on our lives. We can go on and on to list them all but for my topic I would like to choose one of the wisest person who ever lived is king Solomon. During his era the Israel kingdom achieved a lot of success in trading, expansion and fair judgment. Also Solomon regarded as an author of high skill and remarkable output. The writings that have been attributed to him are the biblical Proverbs, the Song of Solomon, Ecclesiastes, the Wisdom of Solomon, and the later Psalms of Solomon. The book of Proverbs expresses the conclusion of the will of man. Together, the books of Psalms, Proverbs and Ecclesiastes give us the understanding of the soul of man. In Psalms you have the emotional nature, which is one part of the soul function. Ecclesiastes deals with the function of the mind, the search of man reason throughout the earth, analyzing, evaluating, weighing and concluding. But in the book of Proverbs we have the appeal to the will of man and the conclusion of the will. Therefore, this book is all about the things man should decide, the choices of life. This is beautifully set before us in the introduction to the book. We all know that education is not only the key for our success and good life but also expansion of knowledge and information. â€Å"To know wisdom and instruction, to discern the saying of understanding, to receive instruction in wise behavior, righteousness, justice and equity; to the youth kn...

Alliant health system Essay

From my point of view no strategy is perfectly sound. There are some or other lacking points in every strategy. In case of alliants strategy, although they have made quite advancements but in last 5yrs they have hit a few unexpected obstacles and drawbacks that has staggered their progress. alliants were only been able to lay the base. The working of alliants was facing the problem of in cordiality to the total quality management philosophy. For alliants to eliminate the problem the quality process still needs a jumpstart ,even the physicians show broader there view point, implementation of an IT system that fully supports total quality management by getting them the data and the important facts it need to have to in cooperate innovation in future in their organisation. Even the CEO wolford said that he cannot talk about any one area which is doing substantially well than its competitors. alliants were finding a problem to get plans into implementation. Even as per the statistics the unable to monitor rate was around 2% to 70%. How well have they implemented the quality strategy? Alliants thought of a new action plan to introduce total quality management with the help of quality management team with a 10 pointer action setup. This time they were determent that the implementation of plans takes up systematically. Mainly 4 area of TQM strategy were taken of well. 1) CARES+ – this process was implemented all across the alliants. This helped in shifting from the traditional system of the planning to the improvement of the quality which was highly efficient. 2) EQUIP- this was an idea to give voice to the employees. They were allowed to share their point of view and give their ideas, innovations and communicate with the higher management of the organisation. 3) . Quality Improvement Teams- these teams brought the technicality and specific analytical tools to bring implementation in action. 4) . Critical Paths 3. Evaluate their information technology needs. Believed information technology (I/T) is a key in the future strength of TQM Need â€Å"expert systems – computers to help the mind† â€Å"Was a shift in focus: to patient-oriented systems rather than functional, â€Å"stove pipe† applications that met narrow departmental needs. Physicians, clinical support professionals, and administrators could share information and drive continuous improvement in service â€Å"HELP offered advice on possible diagnoses, cost-effective treatments, resource scheduling, and drug contraindications. † New I/T strategy offered significant advantages over Alliant’s existing patchwork of stand-alone systems: System worked concurrently – advice was available as patient was being treated Had the potential to improve coordination dramatically by collecting data from all corners of the hospital into a single patient-centered system 4. Would you proceed with HELP? From my point of view, yes we should proceed with HELP. As this improving the quality, saving time and even the paper. This system has helped the hospital in making the whole organisation a one working unit. This is basically a single patient orient system that has all the information about every patient who has been admitted in any of their hospital in any other area. This has eliminated the repeated data and has been proved to be more productive, efficient and well organised. 5. What would you do to make sure implementation is successful? The steps which i would take will involve

Barriers to Effective Communication Essay

Effective communication is a major element to success in any relationship, business, or organization. Communication barriers attempt to impede, and in some instances stop, the successful completion of the communication process. Law Enforcement agencies are susceptible to the consequences of ineffective communication and should work toward reducing and eliminating barriers blocking the flow of communication. Organizational flaws in the entangled hodgepodge of agencies within the American criminal justice system cause various communication barriers resulting in confusion and inefficiencies throughout the system. Law enforcement agencies began sharing more information after the attacks on 9/11 but barriers still exist. Understanding the communication process and using active listening skills is vital to overcoming barriers to effective communication. Process of Communication Wallace and Roberson (2009) define communication as, â€Å"a process involving several steps, among two or more persons, for the primary purpose of exchanging information† (p. 15). The communication process is dependent on the sender’s ability to create an understandable message for the recipient and the recipient’s ability to interpret the message. The process begins by transmitting an idea into a message made of carefully chosen symbols understandable to the receiver (Wallace & Roberson, 2009). To ensure success of the communication process, the sender should consider the recipient’s point of view while forming the message and selecting the means of transmission. The message can take the form of writing, speaking, or movement (Wallace & Roberson, 2009). Receipt of the message is very important or the process of communication stops. Sending the message using the appropriate medium continues the communication process to the next step. Understanding the idea of the message requires interpretation by the recipient. The receiver interprets the message and provides feedback to the sender. Feedback indicates receipt of the message and whether the message was understood or requires more information. Formal and Informal Channels of Communication Information flows up and down through the police organizations according to the chain of command. The formal channels of communication within police organizations require strict adherence to order, written memorandums, and directives (Wallace & Roberson, 2009). The Momentum that information flows within the formal channels is slow creating a delay in sharing new information throughout the organization. Slow transmission reduces organizational efficiency, wastes valuable time, resources, and puts the reputation of the police agency at risk. Formal channels are restrictive and at times seem unnecessary but police agencies do receive benefits using the formal channels. Through formal channels, all officers receive the same directions in an understandable message that reduces confusion among officers and creates documentation for later reference (Wallace & Roberson, 2009). Informal channels of communication exist in all law enforcement agencies and are used to pass information outside the formal channels of communication. Informal channels of communication give officers a break from the rigid protocol of formal channels. Opportunities for personal discussions that build camaraderie naturally improve morale and work performance. Police agencies know the benefits of informal channels of communication. When the right balance of formal and informal communications is achieved, the agency becomes a united police force. Overcoming Barriers to Effective Communication  The barriers that influence effective communication within the criminal justice system are emotional barriers, physical barriers, semantic barriers, and ineffective listening (Wallace & Roberson, 2009). The sender and receiver both can contribute emotional barriers reducing effective communication by allowing beliefs, attitudes, perceptions, and life experiences to enter the process. Criminal justice professionals can overcome emotional barriers by using peer support systems within the police department or support from outside sources (Wallace & Roberson, 2009). Physical barriers are obstructions that interfere with movement of a message and are the hardest to overcome. The weather, distance, and failures in technology are a few examples of physical barriers a police officer may encounter (Wallace & Roberson, 2009). Some barriers are out of the officer’s control and cannot be overcome quickly such as an ice storm that becomes a physical barrier when power and telephone lines go down ending communication. Semantic barriers consist of language differences and ambiguous word meanings and prevent a clear exchange of ideas resulting in failed communication. Hiring a diverse group of officers can reduce language barriers and choosing words carefully with the receiver in mind can help ease semantic barriers. Ineffective listening is another barrier present in the criminal justice system and occurs from disinterest, speaker bias, emotions, distractions, and words that invoke emotion (Wallace & Roberson, 2009). Every officer needs active listening skills. An officer using active listening skills can diffuse dangerous situations when armed with a clear understanding of the circumstances. Active listening is different from hearing. Hearing is an automatic response to sound and listening is an act. While using active listening skills the officer is processing what the speaker is saying with interest, free of speaker bias, and emotions, before giving a response (Wallace & Roberson, 2009). Improving and eliminating barriers to effective communication is achieved through education and self-improvement courses offered as part of a criminal justice professional’s continuing education. Communication Failure 9/11  The repercussions of failed communication can be seen in the attacks of 9/11. Many factors contributed to known terrorists entering the United States undetected and successfully killing Americans. Ineffective communication resulting in communication failure is one variable that allowed the United States to be attacked by terrorist from another country. The structure of American law enforcement agencies is conducive to linkage blindness. Grant and Terry (2008) define linkage blindness as, â€Å"the inability to analyze and link critical information across or within agencies† (p. ). Communication failed because Federal law enforcement agencies did not share terrorist information with state and local law enforcement agencies. Competition and territorial greed between agencies contributed to the loss of communication within the law enforcement community (Grant & Terry, 2008). Best (2007) stated, â€Å"Almost all assessments of the attacks of September 11, 2001 have concluded U. S. Intelligence and law enforcement agencies had failed to share information that might have provided advance warning of the plot† (Summary, para. 1). Congress eventually acknowledged communication barriers exist within the system of law enforcement agencies and enacted legislation and regulation to facilitate the sharing of information. Conclusion Most communication barriers can be overcome by using common sense and active listening devoid of emotion and bias. Police agencies and individual criminal justice professionals are responsible for learning and using active listening skills. Understanding the communication process reveals strategies to overcoming barriers that block the flow of information. Formal and informal channels of communication can drive the movement of messages forward or stop movement completely. When terrorists attacked the United States September 11, 2001 Congress enacted legislation and regulations to tear down the communication barriers that existed between law enforcement agencies. Communication barriers will always exist within the structure of American law enforcement agencies but efforts will continue to eliminate barriers within reach and reduce those harder to reach.

Southwest Airline: on-Boarding Approach

On-Boarding Approach Southwest Airline There are a few companies out there that truly understand the importance of On-boarding. Southwest airline has taken an approach that resonates with all employees new and old. Their understanding of human culture and how people absorb information is vital to their process. Human beings are emotional creatures, thus learning from this they have produced an effective on-boarding procedure. Stimulating a positive emotion has been the Idea behind a successful organization in a fleeting industry.Southwest has established an outlook that helps the employees feel comfortable and proud of their job. â€Å"New employees must feel that they belong and are important to the organization. The supervisor, HR unit, and coworkers should be prepared for a new employee’s arrival† (Mathis & Jackson, 2010). This can only benefit the company’s goals. Southwest wants to instill these emotions during their orientation; Feeling welcomed, comfortabl e, proud, excited, inspired, and confident. (Lee) Everything matters to the employers at Southwest.Grounding these emotions into the workers has produced success in their industry. Southwest has a three year retention rate at 73% and 5 around 55%(n. d. ). Southwest topped the charts in 2010 for one of the best companies to work for. A flight attendant said, â€Å"The Company was founded on the principle that in order to succeed you need to treat your co-workers as well as your customers. †(Smith) The orientation process is pretty basic which it includes a tour of the facilities, diversity training, guest speakers, and team building exercises. This is all accomplished in one day.Southwest has applied the foundations of a successful industry through positive emotions. I personally can’t see any better way than treating others the way you would want to be treated. This comes from Matthew 7:12, â€Å"So whatever you wish that others would do to you, do also to them, for t his is the Law and the Prophets†(ESV). Citation: Lee, D. (n. d. ). Retrieved from http://www. humannatureatwork. com/articles/onboarding/onboarding-that-welcomes-and-inspires. htm Mathis, R. L. , & Jackson, J. H. (2010). Human resource management. (13 ed. ). Mason:

Three Ways People Can Improve Their Communities Assignment

Three Ways People Can Improve Their Communities - Assignment Example It is important for people to make better choices for their health and wellbeing status (Cohn, 2013). However, the government can influence the behavior of people to enhance their status. For instance, it could provide a channel for the people to pay their taxes efficiently. If the people do not evade or avoid paying taxes, the government could develop more health facilities for better services and easy access. When it comes to health choices, it is the decision of the people to determine and work around their health issues. For instance, they could develop a habit of exercising and embracing proper diet to avoid the effects of obesity. In addition, individuals need a sense of security in their neighborhood. The existences of criminal activities create a great concern for the people in the community. The people in the community can aid in addressing the security concerns in various ways. Firstly, people can learn to identify criminal activities in the community. Secondly, the people can set up a watch scheme for the local community. This involves collaborating with the security agencies to make communities safer by the provision of information on any suspected crime (Cohn, 2013). Finally, people could enhance their security through active participation with the local security authority. The provision of support to the security authority could improve the community’s security status. Furthermore, people can aid in the improvement of the community’s physical environment. To address the challenges of the environment, people in the community need to strengthen their abilities in relation to the conservation of the natural resources. This could occur through securing their capacities and knowledge in becoming their environmental stewards (Cohn, 2013). The people could also become innovative for the implementation of