Choose an entrepreneur and answer this to what extend do risk ,rewards Essay

Pick a business person and answer this to what broaden do hazard ,prizes and thought processes contribute towards a business people objectives - Essay Example Business enterprise exists in different structures. It might include growing better approaches for getting things done and appropriating items, beginning another business, as wellsprings of data, and market mediators. A business visionary is described by his quest for circumstances that are inconspicuous or overlooked by others and facing challenges on them so as to get a benefit reward (Carsrud and Bra?Nnback, 2009: p35). With all the three elements appearing to assume a job, the inquiry is then raised concerning the degree to which hazard, prize, and thought processes contribute towards a business visionaries objectives. This inquiry was put to effective business person Sir Richard Branson. As indicated by Branson, â€Å"The money related dangers and compensations of being a business person have noteworthy importance in an entrepreneur’s inspiration to open a business† (Personal Communication, 2013). There are a few purposes behind this, including the way that over ha lf of new companies flop in their underlying four years (Roth, 2010: p67). By and large, he battles, will make less progress more than ten years as far as pay than they would have in the event that they would have been utilized. Furthermore, there doesn't appear to be any evidence that business visionaries show signs of improvement rewards on the off chance that they start a business when contrasted with put resources into stocks with the most probable outcome being that, from a hazard point of view, they don't as much as they would have in the stocks showcase. Be that as it may, Branson further says, even with these insights, note that business people represent 66% of British moguls, regardless of making up just 20% of the whole work power, while 80% of the tycoon business visionaries are â€Å"self-made†. From these insights, it is conceivable to contend that the high hazard in budgetary terms, coupled to the possibly high rewards, upgrade the significance of inherent thoug ht processes to a business person (Roth, 2010: p67). These inborn intentions incorporate reason for enterprise, for instance, the capacity to better the world, the opportunity, and self-rule that business will give an individual, and the prize of conquering difficulties and turning into an ace. Branson says that, it is conceivable to think about the aftereffects of a speculative recommendation, to show the improved job of thought processes over hazard and prize. So as to measure the resilience to danger of business people, three alternatives are given to potential business visionaries. â€Å"They can win a $10 million benefit with the opportunity of progress put at 20%, $5 million of benefit and a half possibility they will be fruitful, and q $1 million benefit for a 80% possibility at success†, Branson places (Personal Communication, 2013). While there is a general recognition that business visionaries are all benefit and hazard looking for specialists and that they would go for the primary alternative, it is characteristic that all things considered, they will go for the third decision (Casson and Buckley, 2010: p29). Business people look to start a new business with the alternative of getting a higher benefit yet less of it. Along these lines, for fruitful business visionaries like Sir Richard, reward isn't as imperative to business visionaries in beginning another business. The making of another endeavor conveys a great deal of hazard and vulnerability, which demonstrates that the entrepreneur’s thought processes convey more significance than budgetary prizes. For instance, Richard fights that business people

Memo Accounting Department Free Essays

Per your update dated February twelfth with respect to the organization smoking boycott I have established an intercession board of trustees in the Accounting Department comprising of Joe Jones, Jane Doe and Herbert Hoover. In any case, since the new approach became effective last Monday, the board of trustees has gotten various grievances of rebelliousness in the men’s lay room on our floor that they can't viably address. The Accounting Department’s Mediation Committee has had no impact in implementing the new smoking boycott; in certainty a considerable lot of different representatives are offering remarks such that the board of trustees is violating its limits by endeavoring to control the issue in the rest room. We will compose a custom paper test on Notice Accounting Department or on the other hand any comparable subject just for you Request Now Comparable article: Teambuilding Memo Examples There are nine smokers of the 27 male staff individuals on our floor. The individuals who are agreeing to the new strategy presently should step outside for a smoke break and much time is being lost while they are away from their work areas. They are disappointed by the absence of sanctuary when it is pouring or snowing outside and this is prompting lost confidence in the smoking staff individuals. Also, the smokers will in general gather quickly outside the principle access to the structure and this is unsatisfactory for our customers and guests to observe. There seems, by all accounts, to be no simple answer for this issue. My Mediation Committee is very disappointed by their absence of power to unravel the issues being introduced to them. There may should be an addendum to the smoking boycott which tends to adequate strategy during the staff’s typical work move. I would be glad to set up a helpful time for you to visit with the intercession board, the floor staff and myself before the finish of this current week in my area of expertise. Maybe together we would all be able to concoct an appropriate arrangement †if it's not too much trouble inform me with respect to your accessibility. I value your assistance with this issue. The most effective method to refer to Memo Accounting Department, Essay models

George Kelly and Personal Construct Theory

George Kelly and Personal Construct Theory History and Biographies Print George Kelly and His Personal Construct Theory By Kendra Cherry facebook twitter Kendra Cherry, MS, is an author, educational consultant, and speaker focused on helping students learn about psychology. Learn about our editorial policy Kendra Cherry Updated on February 09, 2020 Martin Barraud / Getty Images More in Psychology History and Biographies Psychotherapy Basics Student Resources Theories Phobias Emotions Sleep and Dreaming In This Article Table of Contents Expand Early Life Career Selected Publications Contributions View All Back To Top George Kelly was a famed psychologist best known for his contributions to personal construct theory.  He is commonly referred to as the father of cognitive clinical psychology and he played a role in the early development of the field of cognitive psychology.   Early Life George Kelly was born near Perth, Kansas. His parents, Theodore Vincent Kelly and Elfleda Merriam Kelly, were poor but hard-working farmers. During much of his early life, Kellys education was limited to teachings from his parents. He did not receive any formal education until 1918  when he attended school in Wichita, Kansas. At the age of 16, he started attending the Friends University academy and began taking college courses. Kelly never graduated high school but went on to earn his bachelors degree in 1926, majoring in mathematics and physics. Kelly initially planned on a career in engineering  but abandoned that idea in favor of studying educational sociology at the University of Kansas. Before completing his masters, however, he left to enroll at the University of Minnesota. He had to withdraw from school when he found himself unable to pay tuition. In 1927, he found a position teaching psychology at Sheldon Junior College in Iowa. In 1930, Kelly completed a Ph.D. in Psychology from the University of Iowa. Career Kelly began teaching at the Fort Hays Kansas State College in 1931. In the midst of the Great Depression, Kelly started applying his knowledge towards something he found usefulâ€"evaluating school children and adultsâ€"and developing his landmark theory. During this time, he also established a traveling clinic that offered psychological services to people throughout the state of Kansas, working to serve people who had been hard hit by the economic upheaval of the time. Kellys Freudian Influences As Kelly formed his theory, he studied the works of Austrian psychoanalyst, Sigmund Freud, for ideas and inspiration. While Kelly appreciated Freuds work, he felt there were some problems with the psychoanalysts approach. In Freuds therapy, the therapist would provide the correct interpretation of the clients situation, which Freud believed was the key to change.   An Overview of Freuds Theories Based on his observations, Kelly developed an idea that he referred to as constructive alternativism. Essentially, each individual has their own unique construction or perspective of reality. Each construction is different, and while some may be better than others, no one interpretation is complete or completely accurate. Kellys idea suggested that everyones viewpoint has value, particularly for their own unique situation, time, place, and moment.   Personal Construct Theory After World War II, Kelly became a professor of psychology at Ohio State University where he worked for almost 20 years. It was here that he formally developed his personal construct theory. He published two texts called The Psychology of Personal Constructs, Volumes I and II which summarized the majority of his theory. Kellys personal construct theory suggested that the differences between people result from the different ways that we predict and interpret events in the world around us. Personal constructs, he suggested, were the ways that each person gathers information, evaluates it, and develops interpretations. Much like a scientist forms a hypothesis, collects data, and analyzes the results, people also take in information and perform their own experiments to test ideas and interpretations of events. The results of our everyday investigations influence our personalities and our way of interacting with our environment and the people around us. Most importantly, Kelly suggested that these constructs can change. While a construct might work at one point in a persons life, it might need to adapt or change as the situation changes. It is not so much what man is that counts as it is what he ventures to make of himself, he wrote in his 1964 book, The Language of Hypothesis.  To make the leap he must do more than disclose himself; he must risk a certain amount of confusion. Then, as soon as he does catch a glimpse of a different kind of life, he needs to find some way of overcoming the paralyzing moment of threat, for this is the instant when he wonders who he really isâ€"whether he is what he just was or is what he is about to be. How Personal Construct Theory Works Selected Publications Kelly, G. A. (1955). The Psychology of Personal Constructs: Vol 1 and 2. New York: WW Norton.Kelly, G. A. (1963). A Theory of Personality: The Psychology of Personal Constructs. W.W. Norton and Company.Maher, B., Ed. (1969). Clinical Psychology and Personality: The Selected Papers of George Kelly. New York, Wiley Contributions to Psychology Kelly played an important role in the development of clinical psychology, both through his position at Ohio State University and through his leadership roles with the American Psychological Association. Kellys perspective that people are essentially natural scientists played a role in the later development of cognitive-behavioral therapy. His work is part of the early start of the cognitive movement in psychology and he is often described as one of the first cognitive theorists. Others identify him as a humanist thinker since his theory emphasized elements of human potential and personal change, similar to that of Abraham Maslows hierarchy of needs theory. Interestingly, Kelly disliked being thought of as a cognitive theorist.?? While his theory shares some elements similar to the work of other humanistic and cognitive theories, he felt that his personal construct theory was unrelated. How Maslows Hierarchy of Needs Explains Motivation

The Beginning of Omaxe Ltd. - Free Essay Example

Sample details Pages: 8 Words: 2464 Downloads: 1 Date added: 2017/09/15 Category Advertising Essay Did you like this example? The beginnings Incorporated as Omaxe Builders Private Limited in 1989, to undertake construction contracting business, the company changed its constitution to a limited company known as Omaxe Construction Ltd. , in 1999. The name of the company has now changed to Omaxe Ltd in 2006. Don’t waste time! Our writers will create an original "The Beginning of Omaxe Ltd." essay for you Create order [pic] Omaxe was founded by Shri. Rohtas Goel, a first generation entrepreneur, a civil engineer by qualification and a visionary. With over two decades of experience in construction and real estate development, Rohtas Goel, as Chairman Managing Director of Omaxe Ltd. has been at the forefront of the real estate industry, following its motto â€Å"Turning Dreams into Realty† through building world class residential and commercial projects. As a civil construction and contracting company, Omaxe successfully executed more than one hundred and twenty industrial, institutional, commercial and residential projects for a number of prestigious Indian private, public sector and Multinationals clients such as Amity University, LG, Pepsi, Samsung, Wave Cinemas, National Brain Research Centre, P. G. I. M. E. R, Apollo Hospitals and Delhi High Court. To capture the opportunities offered by the growing real estate market in India, Omaxe entered the real estate development business in 2001. Today and Tomorrow In the span of a few years, Omaxe Ltd. has experienced exponential growth and success, crowned by its landmark IPO oversubscribed by 68 times in 2007, and is now amongst the largest public-listed real estate development companies in India. The company has completed and delivered 17 projects across India, covering sprawling 10. 8 million sq ft of total area, consisting of 9 Group Housing projects, 2 integrated townships and 6 commercial projects. The company currently has 53 projects under execution and planning. Among these are 21 Group Housing projects, 21 Integrated Townships including a Hi-Tech City, 9 shopping malls and commercial complexes and 2 Hotel projects. These 53 projects are located in 38 towns in 10 states in northern, central and southern India. Besides, there are 8 o ngoing infrastructure contracting projects. To undertake such expansion, Omaxe Ltd. oday, is backed by a professional and competent Team Omaxe: a constantly growing workforce of currently over thirteen hundred professionals, including highly-qualified engineers, architects, Chartered Accountants, MBA’s, etc. With high standards in line with Mr. Goel’s vision and ambitions, Team Omaxe makes Omaxe Ltd. a strong, structured and high-growth ISO-certified company with a bright future. Taking forward our vision to provide an environment of professionalism, competence, teamwork and service excellence, Omaxe is working towards benchmarking our HR policies with the best employers and international standards. Thanks to its strong experience in construction, Omaxe’s uniqueness also lies in the fact that the company doesnt give its projects on sub contract: while assuring timely completion, this also allows keeping pace with the progress in construction technology, helping to give clients â€Å"value for money†. Today, OMAXE enjoys a reputation of being one of Indias leading real estate developers with an indelible focus on customer satisfaction. Omaxe has adopted quality system standards that integrate technological and design innovations with a strong technical base to provide state-of-the-art real estate options. Omaxe has also been the first to: †¢ offer Penalty Clause †¢ introduce Sample Flats concept †¢ offer ready-to-move-in homes Besides this, Omaxe is the first to have created and implemented the concept of Eco Friendly City, integrating Environment Protection Measures in all projects, with a defined implementation process. For Omaxe, environment protection and innovative architecture and practices are the standards of today and tomorrow’s in real estate development. Achievements Awards Omaxe was the first Construction Company of northern India to receive an ISO 9001:2000 Certification. Omaxe has received a number of awards from the industry as recognition of its continued commitment and efforts towards achieving excellence in concept and construction quality. ‘Svedala’, ‘Udyog Ratna, ‘Pride of the Country, ‘Arya Vaidya Sala ‘Industrial Award are some of the many prestigious awards that have honored Omaxe in the past years. | | | | | | | | Vision†: †¢ Commitment towards Quality, Integrity and Value Creation for all stakeholders / customers. †¢ Implement Best Business Practices that goes beyond customer expectations. †¢ Establish new benchmarks for the industry by besting existing standards. †¢ Deliver high quality Residential and Commercial projects that correlate with Global Developers. †¢ Lead the real estate industry with high caliber, efficient manpower and cutting edge technology. †¢ To ensure continuous delight for our customers and stakeholders by always staying a step ahead of the cu rve. Accelerate the limits of excellence through path breaking innovation and professionalism. OUR MISSION †¢ To create a progressive organization that can boast of International Standards in Integrity, Ethics, Corporate Social Responsibility and Business Transparency. †¢ To create a culture of professionalism, core competence, teamwork, leadership and service excellence. †¢ To conceive and deliver quality that conforms to the best practices of Eco – Friendly development. †¢ To leverage modern cost effective techniques resulting in quality, durability, wealth creation and value multiplication CODE OF Business conduct and ethics Philosophy The Company is committed to the adoption of best corporate governance practices which ensure accountability of management and maximisation of stakeholders value. We shall strive to put in place process, system, control and governance structures for protecting and furthering the interest of our stakeholders. |National Interest | |The Company shall be committed in all its actions to benefit the economic development of the country and work towards making | |India a developed nation. It shall not undertake any project or activity to the detriment of the national interest or those that| |will have any adverse impact on the social and cultural life. The Company shall conduct its business affairs in accordance with | |the economic development, foreign policies, objectives and priorities of the nation and shall strive to make a positive | |contribution to the achievement of such goals at the regional, national and international levels. |Stakeholders | |The Board of Directors of the Company shall duly and fairly inform its stakeholders about all relevant aspects of the Companys | |business, and disclose such information in accordance with the respective regulations and agreements. | |People | |We believe in line of our HR Philosophy to uphold the values which are at the core of our business ethics, honesty, integrity, | |team work, objectivity, self respect and human dignity. We believe in fair trustworthy relationships. | |Equal-Opportunities | |The Company shall provide equal opportunities to all its employees and all qualified applicants for employment, without regard | |to their race, caste, religion, colour, ancestry, marital status, sex, age, nationality, disability and veteran status. | |Employees of the Company shall be treated with dignity and in accordance with the Company’s policy. |Employee policies and practices shall be administered in a manner that ensures in all matters equal opportunity is provided to | |those eligible and the decisions are merit-based. | |As a good corporate citizen, OMAXE Limited is committed to a gender friendly workplace. This is in order to enhance equal | |opportunities for men and women; to prevent/stop/redress sexual harassment at the workplace and to guarantee good employment | |practices. Sexual harassment includes unwelcome sexually determined behaviour such as: unwelcome physical contact; a demand or | |request for sexual favour; sexually colored remarks; showing pornography and any other unwelcome physical, verbal or non-verbal | |conduct of a sexual nature. The Company maintains an open door for reporters; encourages employees to report any harassment | |concerns and is responsive to employee complaints about harassment or other unwelcome and offensive conduct. |Elimination of Child Labour | |It is the Company’s policy not to support child labour. The Company is committed to implement the provisions of the Child Labour| |(Prohibition and Regulation) Act, 1986. The Company is aware of social reality of the existence of child labour and recognises | |that this evil cannot be eradicated by simply setting up rules or inspections. Towards this end, the Company is committed to | |work in a pro-active manner to eradicate child labour by actively contributing to the improvement of children’s social | |situation. | |Safety, Health and Environment | |The Company attaches great importance to a healthy environment and to the safety of its employees. The Company shall be | |committed to prevent the wasteful se of natural resources and minimise any hazardous impact on environment. | |Ethical Conduct | |Every employee of the Company, which shall include a whole-time director and the managing director shall deal on behalf of the | |company with professionalism, honesty and integrity, as well as high morale and ethical standards. Such conduct shall be fair | |and transparent and be perceived to be as such by third parties. |Transparency and Accountability | |All Company employees shall ensure that their actions in the conduct of business are totally transparent except where the need | |of business security dictat es otherwise. Such transparency shall be brought through appropriate policies, systems and processes,| |including appropriate involvement of more than one manager in recording decision logic and maintaining supporting records. All | |managers shall voluntarily ensure that their areas of operation are open to audit and the conduct of their activities are | |totally auditable. | |Conflict of Interest | |All Company employees must avoid situations in which their personal interest could be in conflict with the interest of the | |Company. The guiding principle is that any conflict or potential conflict must be disclosed to higher management for guidance | |and appropriate action | |Gifts and Donations | |The Company and its employees shall neither receive nor offer or make, directly or indirectly, any illegal payments, | |remuneration or comparable benefits which are intended to or perceived to obtain business or uncompetitive favours for the | |conduct of its business, however, the company and its employees may accept and offer nominal gifts which are customarily given | |and are of commemorative nature for special events. | |The Company and its employees shall not offer or give any Company’s fund or property as donation to any government agency or | |their representatives, directly or through intermediaries, in order to obtain any favourable performance of official duties. |Financial Reporting and Records | |The Company shall prepare and maintain its accounts truly and fairly in accordance with the account ing and financial reporting | |standards which represent the generally accepted guidelines, principles, laws and regulations of the country in which the | |Company conducts its business affairs. | |Internal accounting and audit procedures shall fairly and accurately reflect all of the Companys business transactions and | |disposition of assets. All required information shall be accessible to Company’s auditors and other authorised parties and | |government agencies. There shall be no willful omissions of any company transactions from the books and records. |Any willful material misrepresentation of and/or misinformation on the financial accounts and reports shall be regarded as a | |violation of this code, apart from inviting appropriate civil or criminal action under the relevant laws. | |Regulatory Compliance | |Every employee of the Company shall, in his or her business conduct, comply with all applicable laws and regulations, both in | |letter and in spirit, in all the te rritories in which he or she operates. If the ethical and professional standards set out in | |the applicable laws and regulations are below that of the code, then the standards of the code shall prevail. |Protecting Company’s Assets | |The assets of the Company should not be misused but employed for the purpose of conducting the business for which they are | |procured. These include tangible assets such as equipment and machinery, systems, facilities, materials, resources as well as | |intangible assets such as proprietary information, relationship with customers and suppliers, etc. | |Selecting Suppliers | |The Company’s suppliers make significant contributions to our success. To create an environment where our suppliers have an | |incentive to work with the Company, they must be confident that they will be treated awfully and in an ethical manner. | |Selection of suppliers is to be made on the basis of merit, price, quality and performance. The Company’s poli cy is to select | |significant suppliers or enter into significant supplier agreements through a competitive bid process where ever possible. Under| |no circumstances should any Company employee, agent or contractor attempt to coerce suppliers in any way. The confidential | |information of a supplier is entitled to the same protection as that of any other third party . | |Competition | |The Company shall compete only in an ethical and legitimate manner. It prohibits all actions that are anti-competitive or | |otherwise contrary to laws that govern competitive practices in the market place. | |Intellectual Property Policy | |We have an utmost obligation to ourselves to identify and protect the intellectual properties, trade secrets and other | |confidential information owned by the Company and it’s clients or associates because it is critical to our success. By | |â€Å"Intellectual Property Rights (IPR)†, we mean generally patented or potentially patentable inventions, trademarks, service | |marks, trade names, copyrightable subject matter and trade secrets. |We have an obligation to protect the Company’s IPR and Client IPR at all times. | |Political Non-Alignment | |The Company shall not support, directly or indirectly, any specific political party or candidate for political office. The | |Company shall not offer or give any Company’s fund or property as donation, directly or indirectly, to any specifi c political | |party, candidate or campaign. | |Public Representation of the Company | |The Company honours the information requirement of the public and its stakeholders. In all its public appearance with respect to| |disclosing Company and business information to public constituencies such as the media, the financial community, employees and | |stakeholders, the Company shall be represented only by specifically authorised directors and employees. It will be the sole | |responsibility of these authorised representatives to disclose information to the concerned public. | |Confidential Information/Publicity | |No employee shall disclose or use any confidential information gained in the course of employment with the Company for personal | |profit or for the advantage of any other person. No employee shall provide any information either formally or informally to the | |press or to any other publicity media unless specifically authorised to do so. |Disciplinary Actions | |The Company will take appropriate action against any employee, agent, contractor or consultant whose actions are found to | |violate these policies or any other policy of the Company. Di sciplinary actions may include immediate suspension/ termination of| |employment or business relationship at the Company’s sole discretion. Where the Company has suffered a loss, it may pursue its | |remedies against the individuals or entities responsible. Where laws have been violated, the Company will cooperate fully with | |the appropriate authorities. | |Every employee shall be responsible for the implementation of and compliance with this code in his professional environment. | |Failure to adhere to the code could attract the most severe consequences, including termination of employment. |Every employee of the Company shall promptly report to the management any actual or possible violation of this code, or an event| |he or she becomes aware of that could affect the business or reputation of his/her or any other group Company. | |Accountability | |The Board of Directors (BOD) shall oversee the Company’s adherence to ethical and legal standards. All employees and t he members| |of the BOD shall undertake to stop or prevent actions that could harm customers, the system or reputation of the Company. | | | | | [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pi

Technology Giant- Adobe Corporation - 859 Words

In 2013, technology giant Adobe Corporation faced the biggest security disaster in its history; computer hackers stole three million customer credit card records including source codes from various Adobe products. This disaster shows what may happen to technology companies and how they may face reputational challenge as well as financial risk if computer system is not secured. Security disasters between Adobe and cloud computing environments have numerous differences. Security disasters in cloud computing environments can destroy all of the user data which can eventually destroy the business of that particular company. Cloud computing extends the context of technology beyond the imagination; it can be described as a large number of connected computers which can be accessed through the internet which has numerous benefits, such as storing data, collaborating with a team, saving time and saving money. As technological business is evolving rapidly, security concerns become the bigg est headache for corporate leaders and also become a large area to research. Eventually, most of the corporate data centers are being replaced by this new computing environment and have become a most cost effective enterprise computer network for all kinds of users from corporate to personal. An increased number of cloud computing networks have huge security challenges. Giant technology companies like Microsoft, Google, and Amazon are aware of the transition of cloud computing environment andShow MoreRelatedProject Analysis : Enterprise Platform Applications1163 Words   |  5 PagesIntroduction Enterprise Platform Applications are thought of as technologies that define the world. They are technologies that are designed to handle the millions that live by them. And as millions go, the population of the world has witnessed a constant rise almost exponentially every decade. 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And for this reason, we are already engaged in a high technology society. You look around, everyone knows how to use computers. And everybody will not allow not to have a cellphone. Did you know that your computer and cellphone can help you to earn money? Instead of just browsing your social networking sitesRead MoreMicrosoft Corporation Case Analysis7309 Words   |  30 PagesSynopsis Microsoft Corporation is a worldwide company that creates and supplies several different software packages, maintains a number of Internet sites, and develops computer hardware. Microsoft is the largest supplier of computer software in the world, known by software bundles including the infamous operating system Windows XP (Pro and Home editions), Microsoft Office (Word, PowerPoint, Excel, etc.) and Microsoft Visual Studio .NET (for programmers). The company has thrived on its ability to

Knowledge Value Chain Free Essays

The model consists of knowledge infrastructure (knowledge worker acquirement, knowledge storage capacity, customer/supplier relationship and COOK and management), the process of KM (knowledge acquisition, knowledge innovation, knowledge protection, knowledge integration, and knowledge dissemination), and the interaction among those components resulting in knowledge performance. Further to the discussion of knowledge value chain (C.V. We will write a custom essay sample on Knowledge Value Chain or any similar topic only for you Order Now ), the following viewpoint was proposed: KM guides the way a corporation performs individual knowledge activities and organizes its entire C.V.. It was suggested that competitive advantage grows out of he way corporations organize and perform discrete activities in knowledge value chain which should be measured by the core competence of corporation. This article also provides a cross-reference for e-commerce researchers and practitioners. Knowledge and knowledge management Knowledge vs. information Knowledge refers to an observer’s distinction of ‘ ‘objects† through which he brings forth from the background of experience a coherent and self-consistent set of coordinated actions (Selene, 1987). Through the process of distinction, individual pieces of data and information become connected with one another in a network of elation. Knowledge then is contained in the overall organizational pattern of the network and not in any of the components. Knowledge is more than information. Information is data organized into meaningful patterns. Information is transformed into knowledge when a person reads, understands, interprets, and applies the information to a specific work function. Knowledge becomes visible when experienced persons put into practice lessons learned over time. One person’s knowledge can be another person’s information. If a person cannot understand and apply the information to anything, it remains Just information. However, another individual can take that same information, understand it and interpret it in the context of previous experience, and apply the newly acquired knowledge to make business decisions or redefine a laboratory procedure. Yet a third person may take the same pieces of information, and through his unique personal experiences or lessons learned, apply knowledge in ways that the second person may never have even considered. Information is a component part but not the whole of knowledge (Michael, 1982). Knowledge itself is a much more all-encompassing term that incorporates the concept of beliefs based on information (Dressed, 1981). It also depends on the commitment and understanding of the individual holding these beliefs, which are affected by people’s interaction and the development of judgment, behavior and attitude (Berger and Lackawanna, 1967). Journal of Management Development, Volvo. 19 NO. 9, 2000, up. 783-793. MAC university press, 0262-1711 Journal of Management Development 19,9 784 Tacit vs. explicit Tacit knowledge is that knowledge which cannot be explicated fully even by an expert and can be transferred from one person to another only through a long process of apprenticeship (Poland, 1962). Payola’s famous dictum, ‘We know more than we can ell†, points to the phenomenon in which much that constitutes human skill remains unarticulated and known only to the person who has that skill. Tacit knowledge is the skills and ‘know-how† we have inside each of us that cannot be easily shared (Limit, 1999). In fact, both of the definitions have the same meaning. In contrast, explicit knowledge is relatively easily to articulate and communicate and, thus, transfer between individuals and organizations. Explicit knowledge resides in formulae, textbooks, or technical documents. Analogous to the tacit and explicit dichotomy, Goff (1989) sakes a distinction between embodied or action-centered, skills and intellective skills. Action-centered skills are developed through actual performance (learning by doing). In contrast, intellective skills combine abstraction, explicit reference, and procedural reasoning, which makes them easily representatives as symbols and, therefore, easily transferable. The conceptual distinction between tacit and explicit knowledge also appears in Reed et al. ‘s (1996) discussion of causally ambiguous competencies. They describe tactics as residing in the inability of even a skilled individual to spell out explicitly the session rules and protocols that form the basis of performance. Obduracy (1991) conceives of tacit knowledge as existing in individuals or groups of individuals. He refers to such knowledge in individuals and social groups as embedded knowledge. Similar distinctions between explicit and largely tacit knowledge in organizations have been made by Scribner’s (1986), Monika (1988), Huddled (1994), and Bonn (1994). Explicit knowledge is the knowledge that can be easily captured artificially through manuals and standard operations, and then shared with others either through Hough courses or through books for slandering. In an organization, tangible knowledge takes the form of Job procedures as well as the company’s philosophy and strategy. Knowledge management Information is becoming ever more important in our economy, and most corporations see that knowledge can confer competitive advantage. But corporations are already flooded with information, and most of us have more of it than we can handle. Knowledge management (KM) tries to resolve the troublesome paradox (Anthem, 1998). A common definition of KM is: ‘The collection of processes that govern the creation, assimilation and leveraging of knowledge to fulfill organizational objectives†. KM is an emerging set of organizational design and operational principles, processes, organizational structures, applications and technologies that helps knowledge workers dramatically leverage their creativity and ability to deliver business value. In fact, KM is about people and the processes they use to share information and build knowledge (Hanley, 1999). Marshall (1997) considered that KM refers to the harnessing of ‘ ‘intellectual capital† within an organization. KM theory discusses accessing and using all information within an institution, enabling individuals to apply pertinent information to what they already know, in order to create knowledge. The theory recognizes that knowledge, not simply information, is the greatest asset to an institution. It includes the strategies and processes for identifying, capturing, sharing, and leveraging the knowledge required to survive and compete successfully into the twenty-first century (Gatchis, 1999). KM focuses on ‘doing the right thing† instead of ‘ ‘doing things right†. In our thinking, KM is a framework within which the organization views all its processes as knowledge processes. Knowledge value chain model Differences among competitor value chains are a key source of competitive advantage. In competitive terms, value is the amount customers are willing to pay for what a corporation provides them. Value is measured by total revenue, a reflection of the price a corporation’s product commands and the units it can sell. A firm is profitable if the value it commands exceeds the costs involved in creating the product (Porter, 1985). Creating value for customers that exceeds the cost of doing so is the goal of any competitive strategy. Value, instead of cost, must be used in analyzing nominative position since corporations often deliberately raise their cost in order to command a premium price via differentiation. Employing Porter’s value chain analysis approach, we developed a knowledge value chain model. Knowledge value chain consists of KM infrastructure and the KM process’s activities and knowledge performance. These infrastructure components and activities are the building blocks by which a corporation creates a product or provides service valuable to its customers. Knowledge performance can be measured in two categories (van Burden, 1999). One is financial performance. However, financial assessments such as ROI are particularly difficult to make for KM activities. The other is non-financial measures including operating performance outcomes and direct measures of learning. Examples of operating performance measures include lead times, customer satisfaction, and employee productivity. Learning measures include such items as the number of participants in communities of practice, employees trained, and customers affected by the use of knowledge. All the non-financial measures can be regarded as the reflection of core competence of corporation. The KM process’s activities are listed along the bottom of Figure 1 . In any corporation, the KM process can be divided into the five categories shown in Figure 1. KM infrastructure supports the KM process activities. The dotted lines reflect the fact that customer/supplier relationship, knowledge storage capacity, and knowledge worker recruitment can be associated with 785 786 Figure 1. Model specific KM process activities as well as support the entire chain. COOK and management are not associated with particular KM process activities but support the entire chain. Components of KM infrastructure Knowledge worker recruitment The term knowledge worker refers to the worker who possesses competencies, knowledge, and skills in the organization such as computer engineers, accountants, etc. If a person leaves the organization, their knowledge goes with them. Knowledge is acquirable and renewable. It is the source of innovation and creativity. This is the traditional focus of many training and education programs. In the knowledge economy, knowledge permeates through everything important Ð’Â ± people, products organizations. There have always been people who worked with their minds rather than their hands. In knowledge era, these are the majority of the workforce. Already, almost 60 per cent of American workers are knowledge workers. Recruiting knowledge workers in organizations is a key activity in the long term. Knowledge storage capacity Knowledge storage capacity is organizational memory and capabilities for people to store and reuse information and knowledge. It involves the organization’s routine operations and structures that support employees’ quests for optimum intellectual performance and, therefore, overall business performance. An individual can have a high level of knowledge, but if the organization has poor systems and procedures by which to track his or her actions, the overall knowledge resource will not reach its fullest potential. Knowledge storage capacity is owned by the organization. It is retained by the organization when employees leave. There exist two organizational structures, formal and informal. In formal organizations, people easily access explicit knowledge. Informal organizations are rich in tacit knowledge, which usually is the source of innovation. It is difficult to articulate in writing and is acquired through personal experience. It is shared by intensive face-to-face communication. To keep the costs of knowledge transfer low, angers try to turn inherently tacit knowledge into explicit knowledge. There are different approaches to implement KM, it depends on what kind of knowledge your people rely on to solve problem. When employees rely on explicit knowledge to do their work, the people-documents approach makes the most sense. When people use tacit knowledge most often to solve problems, the person-to-person approach works best. Customer/supplier relationship Customer/supplier relationship refers to the organization’s relationships with its customers/suppliers. It might include customer/supplier loyalty for services or reduces, the purchasing/sale patterns of different customer/supplier groups, customer/supplier service reputation, warranties and undertakings by customer/ supplier, and database for customer/supplier. The relationship between a corporation and its suppliers is very important and can be regarded as a intangible and agile asset of the corporation. It enables corporation to meet the needs of customers at a lower cost. Owning more stable and closer relationship with suppliers than its competitors means that the corporation has gained a superior competitive position over its competitors. In other words, the applier relationship is mainly for cost control purposes. Understanding better than anyone else what customers want in a product or a service is what makes someone a business leader as opposed to a follower. Turning knowledge into new customized products and services will maximize a corporation’s market value. COOK and management As a corporation undertakes a KM program, the position of chief knowledge officer (COOK) is emerging to coordinate the KM infrastructure components and KM activities. The COOK is entrusted with the role of transforming intellectual property into a business value. In other words, The COOK is responsible for the overall knowledge assets of a company and for defining the area in which the knowledge capabilities of the organization should evolve, based on its ongoing mission and vision. The COOK has the ultimate corporation-wide responsibility for the controlled vocabulary and knowledge directory and tackles the difficult issues associated with cross-department or cross-corporation processes that have unique knowledge-sharing requirements. The COOK also is responsible for ensuring that an appropriate technology infrastructure is in place for effective KM. The COOK has two principle design competencies: He is a technologist or environmentalist. Breadth of career experience, familiarity with his organization, and infectious enthusiasm for his mission are characteristic of the COOK. 87 788 In this research, both the COOK and management can be considered as support not only for the other three infrastructure components, but also for the entire process of Process of knowledge management As noted in Figure 1, the process of KM consists of five activities Ð’Â ± knowledge acquisition, integration, innovation, protection, and dissemination. Knowledge acquisition In order to do something we need to track down and analyze all the information and explicit knowledge that is available. This will lead to beginning the process of knowledge acquisition via knowledge management infrastructure. We will discuss two processes through which organizations acquire information or knowledge: searching and organizational learning. Organizational information acquisition through searching can be viewed as occurring in three forms (Huber, 1991): (1) scanning; (2) focused search; and (3) performance monitoring. Scanning refers to the relatively wide-ranging sensing of the organization’s external environment. Focused searching occurs when organizational members or units actively search in a narrow segment of the organization’s internal or external environment, often in response to actual or suspected problems or opportunities. Performance monitoring is used to mean both focused and withdrawing sensing of the organization’s effectiveness in fulfilling its own practicalities goals or the requirements of stakeholders. Noticing is the unintended acquisition of information about the organization’s external environment, internal conditions, or performance. Organizational learning plays a vital role in knowledge acquisition. The need for organizations to change continuously, which was emphasized by Trucker, has long been the central concern of organizational learning theorists. Just as with individuals, organizations must always confront novel aspects of their circumstances (Cohen, 1991). It is widely agreed that learning consists of two kinds of activity. The first kind of learning is obtaining know-how in order to solve specific problems based upon existing premises. The second kind of learning is establishing new premises (paradigms, schemata, mental models, or perspectives) to override the existing ones. These two kinds of learning have been referred to as ‘ ‘Learning l† and â€Å"Learning II† (Battens, 1972) or ‘single-loop learning† and ‘double-loop learning† (Argils and Chon, 1978). From our viewpoint, knowledge acquisition and knowledge innovation certainly involve interaction between these two kinds of learning, which forms a kind of dynamic spiral. Sense (1990) recognized that many organizations suffer from ‘learning disabilities†. To cure the diseases and enhance the organization’s capacity to learn, he proposed the ‘ ‘learning organization† as a practical model. He argued that the learning organization has the capacity for both generative learning (I. E. Active) and adaptive learning (I. E. Passive) as the sustainable sources of competitive advantage. Knowledge innovation In a strict sense, knowledge is created only by individuals. An organization cannot create knowledge without individuals. The organization supports creative individuals or provides contexts for them to create knowledge. Organizational knowledge innovation, therefore, should be understood as a process that ‘ ‘organizationally† amplifies the knowledge created by individuals and crystallizes it as a part of the knowledge network of the organization. There are actually three levels of knowledge- creating entities including individual, group, and organization. On the other hand, the conversion of tacit knowledge to explicit knowledge is a key process in creating new knowledge. A knowledge-innovation spiral emerges when the interaction between tacit and explicit knowledge is elevated dynamically from a lower level knowledgeableness entity to higher levels. The assumption that knowledge is created through the interaction between tacit and explicit knowledge leads to four different modes of knowledge conversion. The four modes actually are four realizations: (1) from tacit knowledge to tacit knowledge, which is called colonization; (2) from tacit knowledge to explicit knowledge, or sterilization; (3) from explicit knowledge to explicit knowledge, or combination; and (4) from explicit knowledge to tacit knowledge, or naturalization. Knowledge protection Protection of knowledge is important because it protects creativity and the interests of knowledge-owners. In legal systems protection of knowledge means protection of Intellectual Property Rights (PR) such as copyrights and patents, which includes revision for a right of legal action against infringes of PR and provisions detailing persons or corporations empowered to authorize the commercial use of PR and allowing the owner of PR to charge fees for such commercial uses. In a sophisticated information technology (IT) system, knowledge will be protected by filename, by surname, by password, etc. So that knowledge can be reused when it receives a request and checks against the standard file-sharing users and group table to determine what rights the user has. In addition to legal and IT protection, corporations should contract with employees guarding confidential information and their tenure in case of they 789 790 leave, and should also develop other protocols and policy guidelines which recognize and promote rights of knowledge, and then implement them by staff awareness and education cam paigns. Knowledge integration Latest advances of information technology can facilitate the processes such as acquiring and disseminating knowledge; however, the final burden is on people deciding how to translate this raw knowledge into actionable knowledge by means of an acute understanding of their business context. This is a internal knowledge integration process. Corporations have always had some process to synthesize their experience and integrate it with knowledge acquired from outside sources (e. G. Inventions, purchased patents). A corporation acquires knowledge from years of experience in such things as manufacturing, sales, and service. This cumulative experience from different departments, together with information gathered from outside sources, can be integrated into the C.V. of the organization, which is a inter- sub-C.V. integration process, eventually being the base of KM infrastructure. Knowledge dissemination The most effective way to disseminate knowledge and best practice is through systematic transfer. That is, to create a knowledge-sharing environment. It is no coincidence that IT has blossomed at the same time that knowledge is becoming recognized as the most valuable of a corporation’s assets. Explicit knowledge can be shared through an IT system. However, tacit knowledge is best shared through people. The more ‘valuable† the knowledge, the less sophisticated the technology that supports it. Dissemination of tacit knowledge is a social process. People must contribute knowledge to become part of a knowledge network. IT alone will not remove significant KM barriers. IT will not change people’s behaviors, increase management’s commitment, nor create a shared understanding of its strategy or its implementation. To show its commitment for sharing knowledge, an organization should foster the employee’s willingness to share and contribute to the knowledge base. This may be the most difficult obstacle to overcome. Current performance and rewards systems exemplify an individual’s personal achievement and rarely take into account an individual’s contribution to or participation in formal collaboration efforts. Reward structures and performance metrics need to be created which benefit those individuals who contribute to and use a shared knowledge base. Those who excel at knowledge sharing should be recognized in public forums such as newsletters and e- mails. By effective communication, the knowledge disseminated flows to the acquirers who are searching for and learning knowledge or information they need. Employees must be made to understand that the success and advancement in their career will be based on KM principles. KM skills must be seen to be as important to career advancement as continuing education and communication skills. C.V., business value chain, and competitive strategy As the value chain itself implies, each element of activity can create value and then all the value flows to the endpoint of the business value chain and Joins together, forming the overall value of business, which is usually expressed as a margin (see Figure 2). Probing deeply, we can find that the added value comes from the competence of element activity itself, which in turn comes from specific suburb of itself. For example, sub-C.V. in inbound logistics (IL) activity enables business to gain the inbound logistics competence, and then the added value follows. The same process occurs in other activities including operations (POP), outbound logistics (OLL), marketing and sales (MS), and service (SE). Finally, all 791 Figure 2. Relationship between business value chain and C.V. 792 the sub-Kvass are integrated together into the whole C.V.. In the process of knowledge integration, the competence of knowledge infrastructure is gradually forming. In the end, corporation competence follows C.V.. By analyzing the above, we might note that competence is after all the measurement of each sub-C.V.. That is the reason why we feel that the core competence of the corporation should be employed as the key non- uncial measure of knowledge performance. In the whole process of KM, the innovation activity fits the product differentiation strategy, which can enable corporation gains the competitive advantage, as mentioned before (see Figure 3), while reusing knowledge fits low cost strategy, by which competitive advantage gained again. In consulting corporations, it’s Just like building with bricks: consultants reuse existing bricks while applying their skills to construct something new. The reuse of knowledge saves work, reduces communication costs, and allows a company to take on more projects. A case study of KM by Hansen et al. (1999) noted that, as a consequence, corporations such as Andersen Consulting and Ernst Young have been able to grow at rates of 20 per cent or more in recent years. Ernst Young worldwide consulting revenues, for example, increased from $1. Billion in 1995 to $2. 7 billion in 1997. Generally, managing knowledge assets should, like patents, trademarks and licenses, even add knowledge to the balance sheet. Conclusion and further discussion Knowledge is information plus causal links that help to make sense of this information. KM is a process that transforms information into knowledge. KM guides the way a corporation performs individual knowledge activities and organizes its entire knowledge value chain. It is suggested that competitive advantage grows out of the way corporations organize and perform discrete activities in the knowledge value chain, which should be measured by the core competence of the corporation. In the end, we would raise another assumption for further discussion, so that for KM to ‘ ‘open the black box† of a corporation and examine its intricate details. We assumed that the corporation should be treated more or less as a box of tricks reducing the predictable outputs of knowledge-based products and services from specific inputs of information or/and knowledge. How to cite Knowledge Value Chain, Papers

The Similarities Between Creon And Antigone Essays - Antigone

The Similarities Between Creon and Antigone "Ah Creon! Is there no man left in the world-" Teirsesias Greek theatre played a large role in Greece. The citizens were supposed to learn from the mistakes made in tragedies. The citizens should have learned what not to be like as a citizen or person. In a Greek trilogy written by Sophocles there are two ma in characters, Antigone and Creon. They are both strong willed and stubborn people. Both being unwilling to change, they both seal each others fate. Creon is passionate. . Antigone is full of rage. They are both so similar they can not see eye to eye . Although they may seem quite different, Creon and Antigone share many similarities throughout the story. They are both very independent people. Antigone is extremely independent.. She doesn't mind doing anything on her own. For example, in the beginning of the story when Antigone is talking with Ismene, she asks for her help . When Ismene refuses she is furious with her. Then Ismene decides to act independently. Creon is also very independent. He refuses to accept anyone's opinions except his own. When his son Haimon comes to talk with him he refuses to listen , claiming that Haimon is "girlst ruck!" and corrupted . Teirsesais comes and tells him a morbid prophecy. Creon will not listen to this either. He claims that Teirsesais has been corrupted by money, like many prophets at that time. He finally listens to the Charagous when reminded th at Teiresias has never been wrong. Antigone has no problem working by her self either. She demonstrates this when she slipped by all the guards that were protecting the dead body of Polyneices. Creon and Antigone are both independent, and they are both very loyal. They are loyal to their views. Creon is especially loyal to his laws. Antigone is loyal to her beliefs. Creon will not change his laws. An example of this occurs when he and An tigone argue. He calls her "A traitor" For giving a burial for her dead brother Polyneices. He is so loyal to his own laws that he fails to see that he is disobeying the law of the gods. Antigone puts the laws of the gods ahead of the laws of the state s. She goes ahead and buries her brother. Which was strictly prohibited by Creon. This shows her short-sightedness is because she only does what she thinks the gods want. Instead of abiding by the law that Creon decreed. Creon is also short-sighted because he refuses to believe any other opinions or laws than his own. Creon and Antigone are both so loyal which can also make them very extreme. Creon is an extremist in reason. He thinks his law is the most important. Antigone is an extremist of passion. Creon is unwilling to put the god's law above his law. He is u nwilling to listen to the passionate pleas of his son to let Antigone live. He instead puts his laws first, and states that if he lets Antigone live after she has broken his law, "How shall I earn the worlds obedience?" His extreme will, later leads to his son's death because he thinks his son has been corrupted by Antigone. Antigone is equally as extreme and she will not listen to the reasoning of her sister Ismene. Ismene reminds her of the problems and dangers she is undertaking when she goes ou t to bury Polyneices. Antigone will not listen though, and this ends up killing her as well. Because Creon and Antigone are very extreme in their ways this can also make them cruel and foolish people. Creon is quite cruel to everyone around him. He never once listens to anyone, but instead he acts foolishly and hurts everyone. When he is talk ing to his son Haimon, he retorts that Haimon is "a fool" and that he is, "Taken in by a woman!" These words and his fathers attitude hurts Haimon and he becomes filled with rage towards his foolish father. Antigone is also cruel and foolish. Especial ly to her sister Ismene. Ismene tries to help Antigone in the start of the