Monday, January 27, 2020

The Uses Of Bernoullis Principle Engineering Essay

The Uses Of Bernoullis Principle Engineering Essay Airplanes experience a lift force on their wings, keeping them up in the air, if they are moving at a sufficient high speed relative to the air and the wing is tilted upward at a small angle, the angle of attack. The upward tilt, as well as the rounded upper surface of the wing, causes the streamlines to be forced upward and to be crowded together above the wing. The area of air flow between any two streamlines is reduced as the streamlines are squished together. Because the air speed is greater above the wing than below it, the pressure above the wing is less than the pressure below the wing, which is Bernoullis principle. Hence, there is a net upward force on the wing called dynamic lift. Experiments show that the speed of air above the wing can even be double the speed of the air below it. Friction between the air and wings exerts a drag force, toward the rear, which must be over come by the planes engines. A flat wing, or the one with symmetric cross section, will experience lift as long as the fron of the wing is tilted even if the attack angle is zero, because the rounded upper surface deflects air up, squeezing the streamlines together. Airplanes Baseball Curve Why a spinning pitched baseball (or tennis ball) curves can also be explained using Bernoullis principle. It is simplest if we put ourselves in the reference frame of the ball, with the air rushing by. Suppose the ball is rotating counterclockwise. A thin layer of air is being dragged around by the ball. We are looking down in the ba Lack of blood to the brain In medicine, one of many applications of Bernoullis principle is to explain a TIA, a transient ischemic attack (meaning a temporary lack of blood supply to the brain). A person suffering a TIA may experience symptoms such as dizziness, double vision, headache and a weakness of the limbs. A TIA can occur as follows. Blood normally flows up to the brain at the back of the head via the two vertebral arteries one going up each side of the neck which meet to form the basilar artery just below the brain. The vertebral arteries issue from the subclavian arteries before the latter pass to the arms. When as arm is exercised vigorously, blood flow increases to meet the needs of the arms muscles. If the subclavian artery on one side of the body is partial blocked, however, as in arteriosclerosis (hardening of the arteries), the blood velocity will have to be higher on that side to supply the needed blood. The increase blood velocity past the opening to the vertebral artery results in lower pr essure (Bernoullis principle). Thus, blood rising in the vertebral artery on the good side at normal pressure can be diverted down into the other vertebral artery because of the low pressure on that side, instead of passing upward to the brain. Hence the blood supply to the brain is reduced. Other Applications A venture tube is essentially a pipe with a narrow constriction (the throat). The flowing air speeds up as it passes through this constriction, so the pressure is lower in the throat. A venturi meter, is used to measure the flow speed f gases and liquids, including blood velocity in arteries. Why does smoke go up a chimney? Its partly because hot air rises (its less dense and therefore buoyant). But Bernoullis principle also plays a role. When wind blows across the top of the chimney, the pressure is less there than inside the house. Hence, air and smoke are pushed up the chimney by the higher indoor pressure. Even on an apparently still night there is usually enough ambient air flow at the top of a chimney to assist upward flow of smoke. If gophers, prairie Bernoullis principle, physical principle formulated by Daniel Bernoulli that states that as the speed of a moving fluid (liquid or gas) increases, the pressure within the fluid decreases. The phenomenon described by Bernoullis principle has many practical applications; it is employed in the carburetor and the atomizer, in which air is the moving fluid, and in the aspirator, in which water is the moving fluid. In the first two devices air moving through a tube passes through a constriction, which causes an increase in speed and a corresponding reduction in pressure. As a result, liquid is forced up into the air stream (through a narrow tube that leads from the body of the liquid to the constriction) by the greater atmospheric pressure on the surface of the liquid. In the aspirator air is drawn into a stream of water as the water flows through a constriction. Bernoullis principle can be explained in terms of the law of conservation of energy (see conservation laws, in physics). As a fl uid moves from a wider pipe into a narrower pipe or a constriction, a corresponding volume must move a greater distance forward in the narrower pipe and thus have a greater speed. At the same time, the work done by corresponding volumes in the wider and narrower pipes will be expressed by the product of the pressure and the volume. Since the speed is greater in the narrower pipe, the kinetic energy of that volume is greater. Then, by the law of conservation of energy, this increase in kinetic energy must be balanced by a decrease in the pressure-volume product, or, since the volumes are equal, by a decrease in pressure. Daniel Bernoulli formulated a principle that states that as the velocity of moving fluid or gas is increased, the pressure within the fluid or gas is decreased. Bernoullis principle has in fact many practical applications; it is applied in the carburetor and the atomizer, in which air acts as the moving fluid, and in the aspirator, water is acting as the moving fluid. In the carburetor and atomizer, air travelling through a tube goes through a constriction, which causes an increase in the velocity, and a decrease in the pressure. As a result, the liquid is forced up into the air stream (through a narrow tube that leads from the body of the liquid to the constriction) by the greater atmospheric pressure acting on the liquid. In modern everyday life there are many observations that can be successfully explained by application of Bernoullis principle, even though no real fluid is entirely inviscid [19] and a small viscosity often has a large effect on the flow. Bernoullis Principle can be used to calculate the lift force on an airfoil if you know the behavior of the fluid flow in the vicinity of the foil. For example, if the air flowing past the top surface of an aircraft wing is moving faster than the air flowing past the bottom surface then Bernoullis principle implies that the pressure on the surfaces of the wing will be lower above than below. This pressure difference results in an upwards lift force.[nb 1]HYPERLINK #cite_note-20[20] Whenever the distribution of speed past the top and bottom surfaces of a wing is known, the lift forces can be calculated (to a good approximation) using Bernoullis equations[21] established by Bernoulli over a century before the first man-made wings were used for the purpose of flight. Bernoullis principle does not explain why the air flows faster past the top of the wing and slower past the underside. To understand why, it is helpful to understand circulation, the Kutta condition, and the Kutta-Joukowski theorem. The carburetor used in many reciprocating engines contains a venturi to create a region of low pressure to draw fuel into the carburetor and mix it thoroughly with the incoming air. The low pressure in the throat of a venturi can be explained by Bernoullis principle; in the narrow throat, the air is moving at its fastest speed and therefore it is at its lowest pressure. The Pitot tube and static port on an aircraft are used to determine the airspeed of the aircraft. These two devices are connected to the airspeed indicator which determines the dynamic pressure of the airflow past the aircraft. Dynamic pressure is the difference between stagnation pressure and static pressure. Bernoullis principle is used to calibrate the airspeed indicator so that it displays the indicated airspeed appropriate to the dynamic pressure.[22] The flow speed of a fluid can be measured using a device such as a Venturi meter or an orifice plate, which can be placed into a pipeline to reduce the diameter of the flow. For a horizontal device, the continuity equation shows that for an incompressible fluid, the reduction in diameter will cause an increase in the fluid flow speed. Subsequently Bernoullis principle then shows that there must be a decrease in the pressure in the reduced diameter region. This phenomenon is known as the Venturi effect. The maximum possible drain rate for a tank with a hole or tap at the base can be calculated directly from Bernoullis equation, and is found to be proportional to the square root of the height of the fluid in the tank. This is TorricelliHYPERLINK http://en.wikipedia.org/wiki/Torricellis_lawHYPERLINK http://en.wikipedia.org/wiki/Torricellis_laws law, showing that Torricellis law is compatible with Bernoullis principle. Viscosity lowers this drain rate. This is reflected in the discharge coefficient which is a function of the Reynolds number and the shape of the orifice.[23] In open-channel hydraulics, a detailed analysis of the Bernoulli theorem and its extension were recently developed.[24] It was proved that the depth-averaged specific energy reaches a minimum in converging accelerating free-surface flow over weirs and flumes (also [25]HYPERLINK #cite_note-Chanson2006-26[26]). Further, in general, a channel control with minimum specific energy in curvilinear flow is not isolated from water waves, as customary state in open-channel hydraulics. The principle also makes it possible for sail-powered craft to travel faster than the wind that propels them (if friction can be sufficiently reduced). If the wind passing in front of the sail is fast enough to experience a significant reduction in pressure, the sail is pulled forward, in addition to being pushed from behind. Although boats in water must contend with the friction of the water along the hull, ice sailing and land sailing vehicles can travel faster than the wind.[27]HYPERLINK #cite_note-28[28] Bernoullis Principle

Sunday, January 19, 2020

Slavery as an Attack on Domestic Life in Uncle Toms Cabin by Harriet B

Slavery as an Attack on Domestic Life in Uncle Tom's Cabin      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Compromise of 1850 included The Fugitive Slave Law, a law forcing non-slave owners in the free Northern states to return escaped slaves to their Southern masters and participate in a system they did not believe in. Jehlen notes the reaction to this cruel governmental act by stating that "[t]he nation's growing guilt and apprehension is tangible in the overwhelming response to Uncle Tom's Cabin" (386). It seems hard to believe that people could find no wrong in making it a law to return humans as if they were property. In fact, Stowe wrote her most famous work, Uncle Tom's Cabin, at a most opportune time; indeed, she wrote it in response to the passage of the Fugitive Slave Law.  Ã‚  Ã‚      Knowing her audience would be primarily white women, Stowe played on their feelings of uneasiness and guilt over the treatment of slaves, especially those of the Northern white women who could help with the Abolitionist movement, by introducing her readers to seemingly real characters suffering from the injustice of slavery. This can be seen even in the style in which Uncle Tom's Cabin was written; Stowe directly addresses her readers, forcing them to consider slavery from the point of view of the enslaved. "Expressive of and responsible for the values of its time, it also belongs to a genre, the sentimental novel, whose chief characteristic is that it is written by, for, and about women" (Tompkins 124-25).   Uncle Tom's Cabin is a sentimental novel; it was meant to appeal   to the unsettled emotions that existed in the reader's mind, creating and sense of   guilt and injustice, making them see how slavery destroys human lives and families. Through the introduction of ... ... of California P, 1990.   39-60.   Brown, Gillian. "Getting in the Kitchen with Dinah: Domestic Politics in Uncle Tom's Cabin." American Quarterly 36 (Fall 1984):   503-523.   Davidson, Kathy N. "Preface: No more separate spheres!" American Literature 70   (September 1998):   443-454.   Jehlen, Myra. "The Family Militant: Domesticity Versus Politics in Uncle Tom's Cabin." Criticism 31 (Fall 1989):   383-400.   MacKethan, Lucinda H. "Domesticity in Dixie: The Plantation Novel and Uncle Tom's Cabin." Haunted Bodies: Gender and Southern Texts. Ed. Anne Goodwyn Jones and Susan V. Donaldson. Charlottesville: UP of Virginia, 1997.   223-239.   Stowe, Harriet Beecher. Uncle Tom's Cabin or, Life Among the Lowly. New York: Penguin Books, 1981.   Tompkins, Jane. Sensational Designs: The Cultural Work of American Fiction, 1790-1860. New York: Oxford UP, 1985.   Slavery as an Attack on Domestic Life in Uncle Tom's Cabin by Harriet B Slavery as an Attack on Domestic Life in Uncle Tom's Cabin      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Compromise of 1850 included The Fugitive Slave Law, a law forcing non-slave owners in the free Northern states to return escaped slaves to their Southern masters and participate in a system they did not believe in. Jehlen notes the reaction to this cruel governmental act by stating that "[t]he nation's growing guilt and apprehension is tangible in the overwhelming response to Uncle Tom's Cabin" (386). It seems hard to believe that people could find no wrong in making it a law to return humans as if they were property. In fact, Stowe wrote her most famous work, Uncle Tom's Cabin, at a most opportune time; indeed, she wrote it in response to the passage of the Fugitive Slave Law.  Ã‚  Ã‚      Knowing her audience would be primarily white women, Stowe played on their feelings of uneasiness and guilt over the treatment of slaves, especially those of the Northern white women who could help with the Abolitionist movement, by introducing her readers to seemingly real characters suffering from the injustice of slavery. This can be seen even in the style in which Uncle Tom's Cabin was written; Stowe directly addresses her readers, forcing them to consider slavery from the point of view of the enslaved. "Expressive of and responsible for the values of its time, it also belongs to a genre, the sentimental novel, whose chief characteristic is that it is written by, for, and about women" (Tompkins 124-25).   Uncle Tom's Cabin is a sentimental novel; it was meant to appeal   to the unsettled emotions that existed in the reader's mind, creating and sense of   guilt and injustice, making them see how slavery destroys human lives and families. Through the introduction of ... ... of California P, 1990.   39-60.   Brown, Gillian. "Getting in the Kitchen with Dinah: Domestic Politics in Uncle Tom's Cabin." American Quarterly 36 (Fall 1984):   503-523.   Davidson, Kathy N. "Preface: No more separate spheres!" American Literature 70   (September 1998):   443-454.   Jehlen, Myra. "The Family Militant: Domesticity Versus Politics in Uncle Tom's Cabin." Criticism 31 (Fall 1989):   383-400.   MacKethan, Lucinda H. "Domesticity in Dixie: The Plantation Novel and Uncle Tom's Cabin." Haunted Bodies: Gender and Southern Texts. Ed. Anne Goodwyn Jones and Susan V. Donaldson. Charlottesville: UP of Virginia, 1997.   223-239.   Stowe, Harriet Beecher. Uncle Tom's Cabin or, Life Among the Lowly. New York: Penguin Books, 1981.   Tompkins, Jane. Sensational Designs: The Cultural Work of American Fiction, 1790-1860. New York: Oxford UP, 1985.  

Saturday, January 11, 2020

Consequences of Friedman’s Shareholder Theory for Hrm Ethics

Milton Friedman wrote in 1973 that managements â€Å"primary responsibility is to the shareholders who own and invest in the company†. What are the consequences of this philosophy for HRM ethics, and what alternative perspectives might serve the profession in the future? Friedman’s Shareholder Theory Milton Friedman’s shareholder theory has had a broad range of consequences for HRM ethics.The main consequence being that if management are only answerable to owners and shareholders, and must do as they wish, management’s quest will almost always be to maximise profit. Organisations that are constantly trying to maximise profits are often constricted by short-termism. Short-termism refers to the excessive focus of some organisational leaders on short-term earnings which can impede the long-term value creation of a company. Short-termism can have profound effects on an organisations HRM ethics.Before examining the consequences of Friedman’s theory that managements â€Å"primary responsibility is to the shareholders that own and invest in the company†, and before outlining alternative ethical perspectives that might serve the profession in the future, I think it is important to give a brief account of the different agendas of HRM ethics and of Friedman’s reasoning behind his theory in order to relate it to HRM ethics. Fryer (2009) says that there are two contrasting agendas with regards to the relationship between HRM and ethics.He says the first agenda is welfare humanism and the second agenda is managerial performativity. The welfare humanist ethical agenda says that the ethicality of HRM practice should be measured in relation to its responsiveness to the needs and aspirations of employees. Under this perspective, self-actualisation and self-esteem of employees is considered very important and is rigorously promoted. The managerial performativity agenda is the opposite of the welfare humanist agenda. This agenda pl aces the achievement of strategic success above all other considerations, including employee well-being.Supporters of this agenda argue that if an organisation focuses purely on maximising profit within free/liberal market conditions, it will ultimately be in everyone’s best interests. According to Fryer (2009), Friedman was a utilitarian and also followed the managerial performativity agenda. Utilitarian theory proposes that the best way to lend moral legitimacy to a decision is to promote the way forward that will generate â€Å"the greatest amount of good for the greatest number of people† (Fryer 2009, p. 77).Oslington (2012) suggested that the work of Adam Smith can be used to support the idea that if an organisation prospers, society in general will benefit from this. Therefore, as Friedman believed, if a firm tries to maximise profits, it will ultimately be in a society’s best interests as many people stand to benefit from the commercial prosperity of a bu siness, including its shareholders, suppliers, customers, the vast majority of employees and society at large as the business generates economic activity. Friedman (1970) wrote a seminal article in the New York Times called The Social Responsibility of Business is to increase its Profits.In this article he argues that any person who believes that a business should be concerned with issues other than maximising profit, issues such as eliminating discrimination, avoiding pollution and providing employment, are just puppets of the forces that strive to undermine the basis of a free society. This article lays the foundation for Friedman to declare in 1973 that managements only responsibility is to shareholders as he places an increased emphasis on property rights. Fryer (2009) suggests that that property rights are fundamental to Western culture and that the right to own and to transfer property is of the utmost importance.Consequences of Shareholder Theory The consequences of Friedmanà ¢â‚¬â„¢s shareholder theory for HRM ethics are profound. HRM ethics is the moral obligations of an employer towards its employee’s and shareholder theory forces management to focus on short term profit maximisation which justifies actions such as imposing stressful working conditions on employees as long as it improves the performance of the company. Many organisations that follow this shareholder theory have largely questionable ethics towards their employees as they seek to maximise profits without breaking the law.A good example of an organisation that follows this theory is Ryanair. Ryanair’s (2012) code of ethics clearly states that â€Å"Ryanair is committed to the fair and equitable treatment of all employees and abides by employment laws in the countries in which it does business. † Ryanair does not break any laws with regard the treatment of their employee’s. However, they do marginalise workers as they are not actually employees of Ryanair, but independent contractors. Employment law places strict responsibility on employers for their employees, whereas the conditions for independent contractors are not as strict.This allows Ryanair to maximise profits without having to incur extra costs such as tax requirements and providing better work conditions. Short-termism can also directly affect an organisations HRM ethics in other ways. Kreymeyer et al. (2006) carried out a survey of more than four hundred executives across many of the largest U. S. corporations. Analysis of the survey found that, due to the pressures of short-termism, more than half of all respondents said they would delay or cancel new projects, even if the cancellation of those projects meant that the organisation sacrifices value creation in the future.Such projects may include implementing a new HRM system. Implementing a new HRM system may be costly to install at first but if successful, could increase future value creation through many different ways such as reducing conflict within an organisation, improving workforce morale and productivity, reducing employee turnover which in turn could reduce recruitment and training costs. This can show how Friedman’s shareholder theory, which increases the pressures of short-termism, can affect an organisations HRM ethics as profit maximisation in seen as the number one priority of the firm.As HRM ethics focuses on moral obligations of employers to employees, one priority of a firm should be to try to secure the long term sustainability of an organisation in order to provide job security to employees. Friedman’s shareholder theory should back this up but the overriding emphasis on short term goals and profitability can impede long term sustainability. Opportunities that could improve the long term performance of an organisation may be ignored as they might impact on short term profitability.For example, projects may be ignored because of the cost of the initial investment is too h igh or because the payback period of the project is too long. In Krehmeyer et al. (2006) survey, eighty per cent of respondents said that they would reduce discretionary spending on advertising, research and development, maintenance and hiring in order to meet short term performance targets set out by the organisation. These factors can reduce competitiveness of a firm and can put its long term sustainability in jeopardy.Alternative Ethical Perspectives Some ethical perspectives that might serve the business world in the future are Kant’s theory of ethics, Rawls theory and also the Aristotelian theory of ethics. These perspectives can be considered as alternatives to Friedman’s shareholder theory. Kant’s Theory of Ethics The Kantian theory of ethics was created by a German philosopher called Immanuel Kant (1724-1804). His theory of ethics was based on respecting people and also on the idea that a person should never use another for personal gain.Kant did not bel ieve that a person’s actions should be considered right or wrong by examining the consequences of their actions, rather, he believed that it is the motives behind the decision that lend moral legitimacy to it. Klikauer (2010) says that, for Kant, ethics need to be established through a series of logical arguments and without any inclinations or feelings that may cloud judgement. Kant’s ethics are guided by purely ethical laws.Klikauer (2010) also notes that Kantian ethics does not offer business managers any room for manoeuvring with ethical decisions as one’s actions, and more importantly one’s intentions cannot be ethical and unethical at the same, there is no middle ground. There are valuable lessons that can be learned from Kantian ethics but it is also somewhat incompatible with business ethics. Kant believed that one should not use another for personal gain but the essence of management is to use people as a means to an end. The end would be an orga nisation’s goals.Therefore people are treated like costs, which is the opposite of Kant’s Kingdom of Ends which says that humans should be treated as ends. Rawls’ theory of ethics John Bordley Rawls (1921-2002) was an American philosopher that based his theory on the concepts of equality and fairness from behind what he calls a veil of ignorance. Rawls (1972) says that in order to ascertain fairness with regards ethical standards, we must imaginatively project ourselves into an original position. This original position is one that is ignorant of our status in society.He believed that the only fair way to reach a decision was if a person was behind a veil of ignorance, this means a person must revert back to a position where he or she does not know his or her class, race, sex and also what side of the social contract that that person will be on. According to Chryssides and Kaler(1993) once the decision maker has imaginatively reverted back to the original positio n, the social and economic inequalities of the decision are to be arranged so that the greatest benefit goes to the least advantaged.Rawls’ theory is more sympathetic to a welfare humanist agenda as he believes that a business has a duty to less advantaged stakeholders, not just to employees. â€Å"Stakeholders are those individuals or groups who depend on an organisation to fulfil their own goals and on whom, in turn, the organisation depends† (Johnson, et al. 2008,pg 132). Rawls theory could be extremely valuable in the future as an increasing number of organisations are embracing corporate social responsibility (CSR).It has been suggested that more organisations are moving from â€Å"laissez-faire† CSR stance, which is compatible with Friedman’s shareholder theory, to a CSR stance of â€Å"enlightened self-interest† which is now being seen as a more sustainable way for business to be carried out (Johnson, et al. 2008,pg 146). Aristotelian theory of ethics Aristotle (284-322 B. C. ) was a Greek philosopher. Fryer (2009) believed that the Aristotelian theory of ethics relates to virtue ethics as Aristotle believed that discourse can offered as a basis for moral probity.Virtue ethics says that the morality of a person’s actions can be judged in relation to their conformity to the standards of conduct that are acceptable within that given community. Aristotle did not believe that there was an absolute right way to make a decision, he believed the human ability to engage in democratic processes was a defining characteristic that separates us from all other creatures on earth, and that democratic processes were the best way of identifying that way (Fryer, 2009).Lessons from Aristotle’s theory of ethics could be very useful for the business world. Aristotle believed that the only way to lend moral legitimacy to a decision was to involve all those that were going to be affected in the decision making process. An orga nisation can involve all those that are affected by their actions through the use of employee voice mechanisms, collaborating with suppliers and customers and by involving all stakeholders in the decision making process. ConclusionFriedman’s shareholder theory has largely negative consequences for HRM ethics, as shareholder theory forces organisations to operate under the straight jacket of short-termism in the drive to maximise profits for the shareholders who own and invest in the company. Kant’s, Rawls’ and Aristotle’s alternative ethical perspectives might not be perfectly compatible with the business world but each of them, in their own way, can offer valuable insights that could be extremely valuable and might serve the profession in the future. References Chryssides, G. D. and Kaler J. H. 1993), An Introduction to Business Ethics, 1st ed, pg. 180-185. London, UK: Chapman and Hall. Friedman, M. (1970), â€Å"The Social Responsibility of Business is to increase its Profits†, The New York Times Magazine, Available from: http://www. umich. edu/~thecore/doc/Friedman. pdf [Accessed 22nd October 2012] Fryer (2009), ‘HRM: An Ethical Perspective’, in D. Collings & G. Woods (2009), ‘Human Resource Management A Critical Approach’, (Taylor & Francis e-Library) pp. 75-90 Johnson, G. , Whittington, R. amp; Scholes, K. (2008), Exploring Strategy, Text and Cases, 8th ed, London: FT Prentice Hall. Klikauer, T. (2010) Critical Management Ethics. 1st ed. Pg 68-87. Hampshire, UK: Palgrave Macmillan (James Hardiman Library) Krehmeyer, D. Orsagh, M. Schacht, K. N. (2006) â€Å"Breaking the Short-Term Cycle: Discussion and Recommendations on How Corporate Leaders, Asset Managers, Investors and Analysts Can Refocus on Long Term Value†, CFA Centre for Financial Market Integrity/Business Roundtable Institute for Corporate Ethics, Available From: http://www. darden. virginia. edu/corporate-ethics/pdf/Short-termis m_Report. df [Accessed 24th October 2012] Oslington, P. (2012) â€Å"God and the Market: Adam Smith’s Invisible Hand†, Journal of Business Ethics, vol:108 (iss:4), Pg: 429-438. Available from: http://www. springerlink. com. libgate. library. nuigalway. ie/content/e2255226763w13qp/fulltext. pdf [Accessed 23rd October 2012] Rawls, J. (1972) A Theory of Justice. Oxford, UK: Oxford University Press (James Hardiman Library) Ryanair (2012), ‘Code of Business Conduct and Ethics’, [online] Available from: http://www. ryanair. com/doc/investor/2012/code_of_ethics. pdf [Accessed 24th October 2012]

Friday, January 3, 2020

Coordination as a Component of Organisational Culture - Free Essay Example

Sample details Pages: 7 Words: 2190 Downloads: 8 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Impact of Coordination as a component of Organizational Culture on teamwork Coordination always involves a Coordinating of Project Actions and principles for doing the job well in an organization. Flick (2006) sometimes it also involves a Coordinating of Project People in a design team if you are a supervisor, or a team member who is serving as an unofficial leader. A basic coordinating of design-actions is similar for your own actions or a teams actions; Coordinating the design-actions of your team members can be done by direct decisions (if you decide what they should do and when) and indirect delegation (if you give them responsibility for some of their own action-decisions), in whatever balance you think will be most effective, when all things are considered,Babbie (2003).As described above, you use the two parts of a Teaching Strategy, appropriately adapted for the context of your project and people, by encouraging your team members to develop use their own Strategies for Learning-and-Performance, for delegated responsibilities and by developing usi ng your own Supervising Strategies. Don’t waste time! Our writers will create an original "Coordination as a Component of Organisational Culture" essay for you Create order Producing Teamwork: When a group works on a design project, especially the leaders, official and unofficial à ¢Ã¢â€š ¬Ã¢â‚¬  should consider the social aspects of the process. They should design strategies for optimizing their use of resources in a way that helps individuals enjoy their work and gain satisfaction from it, while building an à ¢Ã¢â€š ¬Ã…“usà ¢Ã¢â€š ¬Ã‚  feeling in the group with good attitudes toward each other, as co-workers and as people. Doing this well requires skillful cognition plus aware à ¢Ã¢â€š ¬Ã…“external met cognitionà ¢Ã¢â€š ¬Ã‚  in the social context of their working environment. Those being supervised also play valuable roles by doing their jobs with skill, and being good team members.Overcoming Challenges: A group may have to cope with the pressures of a difficult project when their work is constrained by the limitations of time deadlines and resource budgets. There might be interpersonal tensions between some people, or institutional structures that hinder teamwork. Hess (2001) any of these factors, and others, can put a strain on individuals, their relationships, and the teamwork; in addition to the harmful personal effects for the people involved, the practical effects for a business can be a decrease in the effectiveness of a design process and the quality of a resulting solution. Supervisors and other leaders, as part of their official or unofficial responsibilities, can try to develop strategies for achieving the best possible process-of-design and results-of-design, in ways that are also personally beneficial for the people on their team. Information and communication technology enables accomplishment of work to become independent of time and place. People now work at various locations and participate in the work of one or more organizations. Organizational forms are increasingly based on distributed working practices and localized decision-making. This offers many advantages for both the workers and th e organizations but induces considerable coordination costs. At the same time, traditional coordination mechanisms based on predefined organizational constructs such as formal structures, procedures, methods and plans, are no longer satisfactory in a business environment of globalization and rapid change. New mechanisms are needed and a large number of organizations adopt various forms of flexible and decentralized work management All coordination intensive organizations are characterized by local control over job allocation and day-to-day work planning and control. Examples of organizational forms of this type are All fieldwork at the customer service teams of a majorUK telecommunications company is coordinated by their in-house operational support system (OSS). The OSS is based on a combination of large monolithic applications, including a personnel database. The system processes the requests for work for the next day to produce a work schedule for the field engineer repair tea ms. A task is dispatched to a worker by sending a message to his or her hand-held terminal. Salas et al (2009). The basic assumption of dependency lends cohesion to the group by means of supporting the assumption that nourishment, protection, knowledge, and life can come only from the wisdom of a leader who is omnipotent and omniscient, akin to a magician. The basic assumption of fight/flight brings individuals together around the violent, excitation-saturated feeling that the salvation of the group and its individual members depends on the fact that their leader will enable them to identify, and then successfully fight or flee, a specific enemy either within or outside the group. The basic assumption of pairing enables the group to come together as such through the members sharing of an implicit, mysterious hope, sparked by the assumption that a couple will give birth to a messiah, a new guide, a new idea, or a new theory or ideology. Hersey (2007) narrates that team work is ess ential in corporate for better output and a better bonding among employees. No organization runs for charity. Targets must be met and revenues have to be generated. Tasks must not be kept pending for a long time and ought to be completed within the desired timeframe. A single brain canà ¢Ã¢â€š ¬Ã¢â€ž ¢t always come with solutions or take decisions alone. He needs someone with whom he can discuss his ideas. In a team, every team member has an equal contribution and each team member comes out with a solution best suited to the problem. All the alternatives can be explored to come out with the best possible solution. Higgs (1996) expresses that thoughts can be discussed among the team members and the pros and cons can be evaluated. Tasks are accomplished at a faster pace when it is done by a team rather than an individual. An individual will definitely take more time to perform if he is single handedly responsible for everything. When employees work together, they start helping each o ther and responsibilities are shared and thus it reduces the work load and work pressure. Every team member is assigned one or the other responsibility according to his specialization, level of interest and thus the output is much more efficient and faster. Work never suffers or takes a backseat in a team. Mike was taking care of an important client and was the only one coordinating with them. Mike took a long leave and there was no one else who could handle the client in his absence. When he joined back after a long vacation, the organization had already lost the client. Had Mike worked in a team, others could have taken the charge when he was not there. In a team, the other team members can perform and manage the work in the absence of any member and hence work is not affected much. There is always a healthy competition among the team members. Competition is always good for the employee as well as the organization as every individual feels motivated to perform better than hi s other team member and in a way contributing to his team and the organization. Team work is also important to improve the relations among the employees. Individuals work in close coordination with each other and thus come to know each other better. Team work also reduces the chances of unnecessary conflicts among the employees and every individual tries his level best to support his team member. The level of bonding increases as a result of team work. Team members can also gain from each other. Every individual is different and has some qualities. One can always benefit something or the other from his team members which would help him in the long run. Everyone is hungry for recognitions and praises. One feels motivated to work hard in a team and to live up to the expectations of the other members. Each member is a critic of the other and can correct him whenever the other person is wrong. One always has someone to fall back on at the time of crisis. Team and team work must be encou raged at workplace as it strengthens the bond among the employees and the targets can be met at a faster pace. Workload is shared and individuals feel motivated to perform better than his team members. 2.3 Impact of individual job satisfaction as a concept of team performance Teamwork theorists believe that if teams work well, have a common goal, are autonomous in their decision-making, and have responsibility and support, teamwork becomes a valuable experience for the workers involved. Working in a team empowers people and helps them develop autonomy, which is a source of profound job satisfaction and reduces stress(Hayes 2005).The relationship between the nature of work, working conditions and satisfaction is explained most often by the cited theory of à ¢Ã¢â€š ¬Ã‹Å"satisfactoryà ¢Ã¢â€š ¬Ã¢â€ž ¢ and à ¢Ã¢â€š ¬Ã‹Å"dissatisfactorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ drawn up by Herzberg (Herzberg et al, 1957). According to this model, three classes of factors influence job satisfaction. The first class of factors leading to job satisfaction corresponds to the salary appraisal. The second category of factors relates to promotions and the third relate to working conditions. All these classes or categories can be denoted as satisfactors/motivators or as dissatisfactors. The latter types of factors tend to be described as à ¢Ã¢â€š ¬Ã‹Å"hygienic factorsà ¢Ã¢â€š ¬Ã¢â€ž ¢ in relation to the working environment.The promotion and increment of salary do not ensure that all of the employees are satisfied in an organization. The other major factors are the staff appraisal process and the dealing of the managers with individual staff. In some cases the managers fail to adopt a professional appraisal process and respond positively to it. Beyond that, the managers cannot change their pre-occupied attitude or behaviour. Thus, they fail to take a fair appraisal process or fail to respond properly to the need of the employees. As the managers possess the authority to set the rules of the games, sometimes they are highly deviated or prejudiced for or against certain employees. Whatever, the result of the survey or appraisal say they take the decision on their own way. Sometimes the managers want to establish a power relationship to govern the organization and knowingly or unknowingly they use some trustees informationà ¢Ã¢â€š ¬Ã¢â€ž ¢s for or against some employee. The trustees may not necessarily provide the right information as expected. Thomas (2008) 2.3.1Impact of salary as a component of job satisfaction on team Performance Pay refers to the amount of financial compensation that an individual receives as well as the extent to which such compensation is perceived to be equitable. According to Luthans (1998), salaries not only assist people to attain their basic needs, but are also instrumental in satisfying the higher level needs of people. Previous researches (Ojokuku and Sajuyigbe, 2009; Sajuyigbe, Olaoye and Adeyemi, 2013) discovered that pay is one of the most significant variables in explaining job performance and satisfaction. Frye (2004) also found that there is positive relationship between pay and performance. It was further concluded that pay plays vital role in human capital intensive firms to attract and retain expert workforce. In the research carried out by Sajuyigbe, Olaoye, and Adeyemi, (2013); Igalens and Roussel,(1999); Brudney and Coundry,(1993); and Tessema and Soeters, (2006) they found that pay has significant impact on job satisfaction and performance. Lambert, Hogan, Barton and Lubbock (2001) finding was in line with previous researchers who agreed that financial rewards have a significant impact on job satisfaction and performance. They concluded that, the greater the financial reward, the less worry employees have concerning their financial state, thereby enhancing their impression of their self-worth to the organization. According to Robbins et al. (2003), employees seek pay systems that are perceived as just, unambiguous, and in line with their expectations. Instead of motivating a single individual there is need to focus on selecting team members, the attitude of them, how to train the members, a constant appreciation, provision of equal promotions, other incentives like car, laptop etc. Unfortunately there is a lack of knowledge about construction of a team and its collective effort. (Belbin, 2006).Pay must relate to the accomplishment of goals, the company mission and vision. Any system that offers an employee the average increase for their indus try or length of service (usually 1-4 percent) is counter-productive to goal accomplishment. Even an above-average increase that differentiates one staff person from another can de-motivate. Additionally, the pay system must help one create the work culture one desires. Paying an individual for his / her performance accomplishments alone, will not help them develop the team environment one wants. Thus, one must carefully define the work culture he/she wants to create, and aim their best salary increases at those contributing to the success of that culture. If you want your organization to change, define the change, and pay employees commensurate with their support of and contribution to the change. Finally, the salary strategy must align with oneà ¢Ã¢â€š ¬Ã¢â€ž ¢s human resources goals and strategies. If the HR function is charged with developing a highly skilled, outstanding workforce, one must pay above industry or regional averages to attract the quality employees one seeks. Paying less than comparable firms will bring mediocre employees and fail to fulfill the desire to create an outstanding workforce. If, on the other hand, the HR strategy is to get cheap labor in the door quickly with little regard for turnover, one can pay people less salary. Yvonne (2012) this will in fact not act as a motivation to staff and hence even achieving teamwork in the place might be a big challenge. 1