The factors, which affect demand Essay Example for Free

The factors, which affect demand Essay Demand is the quantity of goods or services consumers will buy at a particular price, at a particular time period. Market demand refers to the sum of individual demand for a good or service. It is assumed that the demand being represented is effective demand- the ability of consumers not just to want, but be able to buy the product. Quantity demanded is the inverse function of price, however there are other factors which influence the level of demand. Factors influencing individual demand differ from the factors influencing market demand. The price of other goods and services affects the demand for a product. If a product has close substitutes, then the responsiveness of demand to change in price is high. The level of income of an individual also influences demand (especially effective demand). The higher ones income the number of wants to be satisfied. People on higher incomes spend more money on goods and services in absolute terms, but less in proportional terms due to their lower average propensity to consume. Personal preference and trends in fashion also dictate the level of individual demand. The size of the population, age composition, distribution of people by sex, and socio-economic status influence the market demand. Big businesses study the composition of the population to best establish their most viable market place. Both consumer expectations and the level of technological progress influence market demand. These factors may affect demand either positively or negatively, resulting in an expansion or contraction of demand. The following model works on the assumption that aside from price all other factors will be kept constant. When the demand curve shifts to the right or left this results in consumers willing to buy more/less of the product at every possible price. A shift in the demand curve could be resulting from changes in tastes, real income, population size and composition, consumer expectations or technological progress. These factors often work simultaneously to increase or decrease demand. However these factors do not apply similarly to all goods. The demand for generic brand products decreases as income rises. The price elasticity of demand refers to the responsiveness of quantity demanded to a change in price. Elasticity is represented by the mathematical formula where the change in quantity demanded is divided by the change in price. If the resulting coefficient is less than one, the product is said to be inelastic. Thus, if prices change by a greater proportion than quantity demanded, the product is inelastic. This applies to basic goods and services, necessities such as bread, and habit-forming goods such as cigarettes. A good is unit elastic if the coefficient of the equation is equal to one. Thus the proportional change in price is equal to the proportional change in quantity demanded. If the proportional change in quantity is greater than the change in price, then the product is said to be elastic. These goods and services are usually quite durable, and high priced such as furniture. There are usually lots of close substitutes, and the industry of the good or service is very competitive. These concepts of elasticity can be visually represented by the gradient or slant of the demand curve. The steeper a curve, the greater the inelasticity, as changes in quantity demanded is quite small. The elasticity of a product is important to governments and producers in making economic decisions. For producers, the elasticity of a product determines any possible price changes. If a product is elastic for example, a price rise may lead to lower total revenue as demand sharply drops. Over the long term businesses try to overcome elasticity by building consumer goodwill and brand loyalty through advertising. Governments, likewise exploit elasticity to maximise total revenue. Governments usually impose high taxes on relatively inelastic goods such as alcohol and tobacco. Despite the higher cost of the product, the demand remains relatively similar, and thus governments earn more from their taxation policy. Both demand and elasticity work in conjunction to influence the decision making process of business and government. They are subject to change due to a number of external factors, yet help in maintaining equilibrium in the  market. Graphs *demand curve *expansion and contraction in demand *shifts in the demand curve *elasticity

Are major programs considered temporary of permanent organizations

Are major programs considered temporary of permanent organizations From a management perspective, should major programs be regarded as permanent or temporary organizations? Change is permanent therefore all organisations are temporary. So does it matter if management regards major programs as temporary or permanent organisations? The answer is it does. Major programs are a social construct and there appears to be significant differences in culture, behaviour and performance that vary with the perception an organisation attaches to its lifespan. In this essay we will ask what major programs are, how they come about, what their purpose is, how they are planned and how all of this should be taken into account when considering whether they should be regarded as temporary or permanent organisations. We will explore cultural and behavioural characteristics to be found in permanent and temporary organisations and consider how this affects performance and outcomes. We will refer to theories of organisational design to see how major programs might be classified and structured in order to assess whether a temporary or permanent organisation is best suited to eff ective management. Finally, we will come to a conclusion about; whether, from a management perspective, projects should be regarded as temporary or permanent. Major programs can be viewed as the big version of programs which, themselves, are a collection of projects being operated for a common goal. Big in this context  [1]  refers to long duration (c7-10 years), and high cost (>$1bn). Beneath the surface there are many other complicating variables that impart each major program with its individual character. These include but are not limited to: significant bespoke product customisation, unprecedented scale, significant reputational factors, transformational change, continuous changes throughout life. With all this combined they present a much more complex and challenging environment than the single project. Major programs are commissioned in order to deliver a step change on a strategic scale. Quinn (1978) says they are a response to change deficit. Thiry (2007) says the need to change is usually caused by an unsatisfactory condition (p.119) which could be unsatisfied ambition. As they consume a substantial share of the organisations resource and capital for a sustained period they are authorised through the strategic plan. The need to maintain this link to strategic intent creates one of the most important issues and challenges relating to temporary or permanent form. In his widely respected work The Rise and Fall of Strategic Planning Mintzberg makes the argument that plans and strategy are not all deliberate. They operate within an unstable world where factors beyond organisational control are constantly interacting to create new realities. In this world the intended strategy is impacted or replaced by what Mintzberg terms as emergent strategy. Due to their duration, major programs m ust adjust to changed circumstances by making changes to their own plans and objectives. By virtue of their scale they also need to feed back into the strategy planning environment as an input, which will in turn influence emergent strategy via a Double Loop process (Thiry and Deguire 2007). From a company management perspective it is therefore important that a major program is operated through an organisation whose life expectancy and philosophy is aligned with strategic intent rather than specific start and end points along a simple time line. In the opinion of Thiry this requires regular reviews to ensure the program is on target, requiring adjustment and still needed. The termination date that is determined by the realisation of benefits rather than a handover to operations at product completion (Thiry 2007). Taking this notion still further, some major programs are now organised around a Build Own Operate (BOO) model, Jaafari (2007). BOOs are permanent organisations designed to counter the risk that project teams see themselves as temporary organisations who are not involved in realising benefits. To theorists like Thiry the link between the major program organisation and strategy is paramount. He states that programs need to produce business level benefits and are a link between strategy and projects Thiry (2007) p.114). So from its inception to its termination point the life of a major program is governed by strategic delivery. The role of the plan also has an influence on the practicalities of working via a temporary or permanent structure. Project teams organised according to conventional project management standards work best with fixed and accurate plans. The plan is the vehicle for their organisation. By approving the plan the permanent organisation is effectively creating a contract that delegates authority to a local organisation Ives (2005) p.45 that can take decisions and act quickly without constantly referring to the chain of command as it goes about its business. This style of project management, works well with a well-defined and accurate plan. But the plan for a ten year major program costing $1bn is inevitably going to be inaccurate (ref Mintzberg). The role of the external environment is likely to be greater, the program leader will be forced to spend time dealing with outside bodies (regulators, pressure groups) Hobbs and Miller (1988) p.147, there will be a need to appraise and review Thir y (2007) p.133 and, with so much company resource tied up in its operation, the program has a role to play in institutional learning, staff training and development. These fluid conditions do not support the fixed plan model. They are more familiar to general managers in a permanent organisation than project managers in a temporary organisation. This creates a tension in organisational design. The fact that project management has become the popular engine of change even leading to colonisation and the projectification of society Maylor et al (2006) p.664 testifies to dissatisfaction with past performance. Major programs had a history of failing even before they were called major programs. The adoption of a project approach is proof that organisations need special help to overcome internal resistance and opposition to strategic change. The project based temporary organisation offers the promise of being more single-minded, target driven, dynamic, better at lateral communication, fast er at decision taking and acting, undistracted, specialised and clear in mission. To explore the implications of adopting a temporary organisation structure in more detail it is useful to refer to A theory for the temporary organisation Lundin, R.A. and Soderholm, A. (1995). This theory refers to basic concepts of Time, Task, Team and Transition. It suggests that permanent organisations have a view of the world that is based on their presence continuing forever. By contrast temporary organisations use time as a primary measure. Key events actions are dimensioned against a linear time-line. Whilst permanent organisations are accountable for financial performance, the temporary organisation is given dispensation from fiscal contributions and any other distractions. The temporary organisation (Team) is funded to deliver an output which will eventually be transferred (via Transition) to the permanent organisation who will use it to create value in line with the strategic intent. The temporary organisation could be regarded as an entrepreneurial substitution for market pricing. According to the theory the temporary organisation passes through a sequence of phases that begin when a group promotes the Task for the project (Action based entrepreneurialism). Fragmentation of commitment building occurs when the team decouples from the organisation from other past, contemporary or even future sequences of activities. Planned isolation describes the process where the team closes itself away by deliberately isolating the organisation to execute the plan for which the whole operation should proceed like a train moving at high speed towards the end station without unwanted stops. Institutionalised Termination describes the process where the team is recoupled to the organisation and delivers their output to operations via a bridging process. Although this sequence would support a conventional project, a temporary organisation following this behaviour is unlikely to successfully span a ten year major program lifecycle. The emphasis on isolation, time based delivery and a fixed plan is unrealistic. Over a ten year period the temporary and permanent organisation will need to systematically exchange data, staff and revised plans. Splendid isolation with high speed delivery and no unwanted stops is not practical. Lundin and Soderholm only considered two types of project. Unique where the project was exploring new ground and repetitive which was a project (like construction) based on previously tried and tested plans. To move the discussion forward it would be useful to consider how a program might be classified in order to create an appropriate organisational design that fits the needs of strategy. In the case of major programs even repetitive projects (for example bridge building) present sufficient local variation for the managers to feel their task is unique. To consider whether temporary or permanent is best it would be useful for management to be able to assess the context of their specific project. Shenhars Diamond Model Shenhar (2007) based on contingency theory is useful for this. It appears to be applicable to the full spectrum of projects from single project to major program. Shenhar eschews the one size fits all p.10 Shenhar (2007) methodology of standard project management in favo ur of using classical contingency theory to address the need for adapting the right style to the right project Shenhar (2007). Having studied 600 projects Shenhar developed a view using Uncertainty and change, Complexity and Pace (UCP) as dimensions for plotting project profiles in his Diamond Model. To obtain readings to feed into the model managers are asked to follow a three step process to assess the Environment, Product and Task for the project. The goal is to use this data to plot a project profile that can then be used to identify specific managerial activities, decisions and style that are best appropriate for each level and each project type. The UCP model was expanded into NTCP with 13 readings on a four dimensional scale. Figure 1 NTCP Model (c) Shenhar 2006 (Reinventing Project Management) The system allows management to map out the scope / profile of a project with each point along the four dimensions analysed by variables giving relevant advice. A major program might well have a Complexity that is described at the Array level (large widely dispersed collections of systems function together to achieve a common purpose). Shenhars system states the Project Organization for this should be: An umbrella organization usually a program office to coordinate subprojects; many staff experts: technical, administrative, finance, legal etc. p.191 Shenhar (2007) Wiley. But he does not apply contingency theory to the structuring of an organisation. He also takes a conventional view on project lifetime. Though he is dismissive of narrow project management by Triple Constraints (cost, time and scope) he accepts the norm that projects can be seen as temporary organisations within organisations. The use of contingency and organisational theory in project organisation design is purposefully addressed by Molloy and van Donk. In their paper From organising projects to projects as organisations they detect a turn to a focus on structural, contextual and contingent factors or projects that supports an exploration of the relevance of organisational theory to project management p.131 Molloy et al (2008) They refer to the work of Mintzberg which bases organisational structure on nine design parameters influenced by five contingency factors, to map types of project to Mintzbergs five organisation structures (Simple, Machine bureaucracy, Professional bureaucracy, Divisionalised form, Adhocracy). Although major programs were not specifically included in this exercise Molloy and van Donk encourage the view that under different circumstances different organisational structures will be needed to be successful p.130. The message that is evolving for management from this exploration is that the question of whether major programs should be regarded as temporary or permanent organisations is entwined in a wide range of threads. Context, adaptation, flexibility, strategic alignment and a departure from the rigid standardisation of project management appear to be present. This is not a concern if you take the view that major programs can hold both permanent and temporary status. If you also believe it is possible to design a temporary organisation with a different management structure to the standard project management approach, you open the door to organisational theory and a contingency based approach and, this seems worthwhile. Organisational designers like Galbraith provide access to theories that have grappled with issues that are currently challenging project management and major project management. In particular, the view that organisations compete and gain advantage through organisational structure (Ref like the New Management Paradigm Gareis (2007) p254. The need for wider thinking is apparent from the realisation that major programs are capable of evolving from start-up to termination over ten years whilst passing through phases where they develop into large-scale enterprises involving many participants divided across many activities and sub-projects. There are obvious parallels with the way that permanent organisations develop under similar conditions. For management who have given the go ahead on a strategic plan with a ten year timeframe and a $1bn budget there are potential benefits in a contingency based process that uses Galbraiths Star system Galbraith et al (2002). This works through a dedica ted organisational design process that starts with Strategy and progresses through Structure, Processes, Rewards system and People planning (including policies on training and development). This seems a sensible alternative to a one size fits all philosophy that presumes a project is a temporary endeavour undertaken to create a unique product or service. PMI (2000). At this point we have travelled some distance from the original question about whether major programs should be regarded as permanent or permanent organisations. We started with strategic alignment because this is so important given the scale and importance of major programs. This was shown to be difficult to maintain using an approach based on project management in a temporary organisation that is narrowly managed by methods built around the Triple Constraint of time, cost and scope (Shenhar 2007). Major programs require input from many of the behaviours and methods used by permanent organisations. But this has to be managed carefully. Major programs still require the benefits of separation from the permanent organisation that accrue from successfully harvesting project virtues of dynamism and commitment to change. As long as project methodology is not allowed to gum-up progress with unhelpful adherence to rigid controls and time based management, it can still offer an escape from t he failure of permanent organisations to adopt change and give up bureaucratic structures. In search of a way to combine project management with appropriate organisational theory we saw how to classify a project using contingency theory and we were introduced to the Star framework that could be adapted to the management of major programs. Organisational theory has covered much of the ground that leads to discussion over whether major programs should be regarded as temporary or permanent organisations. Contingency theory and organisational design theory offers a way to design a delivery organisation that blends the benefits of both worlds. The conclusion from this discussion is definite. From a management perspective the decision to establish a permanent or temporary organisation for major projects should always be contextual. The start point is strategy. From this position management has to take account of the characteristics of the project and its environment. Calling on frameworks of analysis, a design should be formulated that maximises organisational efficiency in terms of project management, benefits delivery and strategic fit. At the end of this process, having maximised their prospects for success, the designers should step back and regard their creation. From this perspective, where they are standing at a safe distance from professional dogma, they can relax and observe whether what they have created a permanent or temporary organisation, or both.

The Black Death Essay -- Plague Disease History Europe Essays

The Black Death   Ã‚  Ã‚  Ã‚  Ã‚  The Black Death had profound effects on Medieval Europe. Although most people did not realize it at the time, the Black Death had not only marked the end of one age but it also denoted the beginning of a new one, namely the Renaissance. Between 1339 and 1351a.d, a pandemic of plague called the Black Death, traveled from China to Europe affecting the importance of cities, creating economic and demographic crises, as well as political dislocation and realignment, and bringing about powerful new currents in culture and religion.   Ã‚  Ã‚  Ã‚  Ã‚  In the beginning, the Italian town of Genoa was one of the busiest ports in Europe. Ships sailed from there to trade all over the Mediterranean Sea. In October of 1347, 12 merchant ships sailed from Caffa to Italy. A strange disease had infected the crew of these ships. Dying bodies lay aboard the ships. City officials, afraid that the disease might spread, issued an order that no person or piece of merchandise was to leave the ships. They even forbade medical treatment for the sick sailors and passengers. The disease still spread. The officials had not considered that the rats from the ships were able to leave the ships by crawling along the ropes that were tied to the ships. From Italy, the disease spread all over Europe, traveling along the major trade routes. The rats were responsible for carrying the disease, which was transmitted by fleas from infected rats. The fleas drank the rats' blood that carried the bacteria. The bacteria multiplied in the flea's gut. While the fleas gut was clogged with bacteria, the flea bit the human and regurgitated blood into the wound.   Ã‚  Ã‚  Ã‚  Ã‚  The Black Death came in 3 forms: the bubonic, pneumonic, and septicemic. Each different from of the plague killed people in a vicious way. All forms were caused by a bacterium called Yersinia pestis.   Ã‚  Ã‚  Ã‚  Ã‚  The bubonic plague was the most commonly seen form of the Black Death. Which had a mortality rate of 30-70%. The symptoms were enlarged and inflamed lymph nodes (around armpits, neck and groin). The term "bubonic" refers to the characteristic bubo or enlarged lymphatic gland. Victims were subject to headaches, nausea, aching joints, fever of 101-105 degrees, vomiting, and a general feeling of illness. Symptoms took from 1-7 days to appear.   Ã‚  Ã‚  Ã‚  Ã‚  The pneumonic plague was the second most commonly seen form of the Black Deat... ...mand fairer treatment.   Ã‚  Ã‚  Ã‚  Ã‚  Lastly, the change in spirituality was one of the major effects of the plague. The Black Death left survivors mourning, depressed, and fearful of its return.   Ã‚  Ã‚  Ã‚  Ã‚  One of the groups that suffered the most was the Christian Church. It lasts prestige, spiritual authority, and leadership over the people. The church promised cures, treatment, and an explanation for the plague. They said it was God's will, but the reason for this awful punishment was unknown. People wanted answers, but the priests and bishops didn't have anything to say. The people abandoned their Christian duties and fled. People prayed to God and begged for forgiveness. After the plague ended, angry and frustrated villagers started to revolt against the church, this caused the churches to be abandoned.   Ã‚  Ã‚  Ã‚  Ã‚  The Black Death changed European history in many ways. Its fatal symptoms took many human lives, and its influenced carried over into many areas of society. People suffered religiously because the disease brought out the darker side of life and made them question God. Europe would not be the same today without these changes brought on through the devastation of the Black Death.

Summary of A Child Called It by Dave Pelzer :: essays research papers

A Child Called 'It' 'You are a nobody! An It!?(Pelzer 140). These were the raw, disheartened remarks that came from the disgusting coldhearted mother's mouth. These painful hurting remarks at her son was how the book got its title and that's what interested me in reading this book. A Child Called 'It', by Dave Pelzer, is a life-changing story about, a young boy who is starved, beat, and tortured by his mother and her cruel games, yet he manages to turn his life around when he grows up. This young boy uses his faith, self-discipline, and will power to overrule his mother's destruction and life damaging obstacles. David was a young boy who got beaten everyday. He was very skinny, bony, and was beaten everyday. David wore threadbare clothing, he looked as if he hadn't changed or washed his clothes in months. This was the truth, his mother starved him and abused him. She never washed his clothes to embarrass him. This worked at first when people started making fun of him, but David got used to it. Bullies started beating the scrawny boy up everyday, it became a routine, but he was so frail and weak from being starved he couldn?t fight back. David looked muddled, he had a very terrible physical journey that made him mentally stronger. Loving God and hating his own mother kept David strong. David loved God, he prayed every night to God. He hated his mother so much he wanted to outthink her tricks, he did. He used different tactics like over exaggerating his pain when he got beat, putting a wet cloth over his mouth when his mother put cleaning products in a room with him. David kept counting time in his head in order to make the time pass faster.

The Supernatural in Shakespeares Macbeth :: GCSE English Literature Coursework

The Supernatural in Macbeth   Ã‚        Everyone has a slightly different interpretation of the supernatural but the interpretation which we can start with is Shakespeare’s. Everyone of Shakespeare’s time found the supernatural fascinating. Shakespeare interpreted the supernatural as witches, magic, unnatural and evil and he expressed his beliefs in the play, â€Å"Macbeth† very clearly, as he portrayed the three deformed women with control over the weather and the ability to predict the future. These three evil witches with magical powers were the creation of Shakespeare’s interpretation of the supernatural. Shakespeare’s contemporaries believed in the supernatural very strongly and a majority of them were frightened of it, including the king of that time, King James I of England.   Ã‚   Since it was an interesting issue which many people of Shakespeare’s time felt they were affected by, Shakespeare wrote about it. â€Å"Macbeth† with its supernatural theme was the 17th century’s equivalent to the modern day horror movie.   Ã‚   The play begins with a supernatural scene, where the three witches meet and give many clues as to who they are or what they have control over,   Ã‚   â€Å"†¦we three meet again in thunder, lighting or in rain?†¦.When the battle’s lost and won†¦.That will be ere the set of sun†¦.There to meet with Macbeth.†   Ã‚   This scene sets the atmosphere for the rest of the play. If this scene was not there it would be difficult for the audience to understand how later scenes are linked or how these three women can tell Macbeth’s future. Also if elements of the supernatural were not used in Act 1 Scene 1, as they have been, the witches could not be shown as sinister and evil. These two elements of horror, â€Å"sinister† and â€Å"evil† would later be used to explain the cause of the three witches’ behaviour further on in the play.   Ã‚  Ã‚   As the play continues the supernatural is used more. Act 1 Scene 3 is Macbeth’s first meeting with the witches, and is also the first time the audience sees or experiences the witches’ supernatural abilities.   Ã‚   â€Å"All hail to thee, Thane of Cowdor, All hail, Macbeth! That shalt be king hereafter†.   Ã‚   The witches predict Macbeth’s future and tell him that he shall become the Thane of Cowdor and then king. The rest of the play is based on this supernatural happening. After learning that Macbeth is to become King of Scotland the play follows Macbeth’s plot to get rid off King Duncan and then Macbeth’s life after the murder.

Principle of Management Essay

From Scientific to Administrative Back around 1860, Henri Fayol, a then-young engineer, began working at a coal mine in France. While working at the mines, he noticed that managing the miners was not an easy job. Managing was not as effective as it could be. Managers had few resources and tools to better manage people. At the time, Frederick Winslow Taylor, founder of the school of scientific management, was making strides in maximizing productivity by focusing on the work and worker relationship. In other words, Taylor believed that there was a science to work. If workers worked more like machines, there would be increased productivity. Frederick Winslow Taylor founded the school of scientific management Unlike Taylor’s scientific management theory, Fayol believed that it was more than just work and workers. Managers needed specific roles in order to manage work and workers. This became known as the administrative school of management and was founded on the six functions, or roles, of management: 1.Forecasting 2.Planning 3.Organizing 4.Commanding 5.Coordinating 6.Controlling Principles 1-7 These roles, used as a process, focused on the entire organization rather than just the work. Once broken down into smaller parts, the six functions evolved into Fayol’s 14 Principles of Management. In this lesson, we will focus on the first seven principles: 1.Division of Work 2.Authority 3.Discipline 4.Unity of Command 5.Unity of Direction 6.Subordination of Individual Interests to the General Interest 7.Remuneration While Fayol’s 14 Principles of Management are not as widely used as they once were, it is important to understand how the foundation of administrative management theory was developed to address the needs of the times. This macro approach was the first of its time. Let’s not forget, Taylor did not focus on the human element. Henri Fayols principles of management focus on the human element His scientific approach to work focused on building a better, stronger, faster and more productive team through physical elements. Fayol didn’t see it that way. Fayol saw workers as humans possessing elements that required a more general approach to getting the work done. He saw it as a whole organizational effort. Principles Explained Let’s take each principle and use examples to better understand how these principles work together to create an administrative management mindset. Let’s use Fayol and the Principles, a rock band, to help us better understand the first seven of the 14 Principles of Management. 1. Division of Work: When employees are specialized, output can increase because they become increasingly skilled and efficient. Fayol and the Principles is made up of four members, including Fayol. Each band member specializes in a specific instrument or talent. Fayol is the lead singer, while the other members play instruments. The band is able to produce quality music because each performs the job in the band that he or she is most specialized in. If we were to mix it up a bit and put Fayol on bass guitar and another member on singing – neither of whom possesses the skill to perform the job – the sound would be much different. 2. Authority: Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility. Fayol and the Principles understand that they should specialize in their specific areas; however, there needs to be a leader. Fayol assumes the role as leader and gives everyone orders. He says ‘Play this. Do that.’ But with that comes responsibility. He knows that, whatever task he delegates to the band, he must make sure that the task is completed, that the task is done in a productive way and that it yields results. 3. Discipline: Discipline must be upheld in organizations, but methods for doing so can vary. From time to time, the band members do not perform to Fayol’s standard. Even though Fayol looks at the organization as a whole organizational effort, he also knows that he must administer discipline for ineffectiveness. Two of Fayol’s band members decided to take a break from practice to play a competitive game of Pin the Tail on the Donkey. He must administer swift discipline in line with the offense. He also knows that there is no one discipline that can be levied against the band members. It must be done on a case-by-case basis. In this case, the two band members were penalized pay for the time spent playing a game when they should have been practicing for their show. 4. Unity of Command: Employees should have only one direct supervisor. Multiple people sometimes give orders. In the case of the rock band, Fayol is in charge. This is expressed by the name of the band and implied by the orderly way in which work is delegated. Fayol is the only person to give direction. 5. Unity of Direction: Teams with the same objective should be working under the direction of one manager and using one plan. This will ensure that action is properly coordinated. Just like unity of command, it is important for Fayol to keep the band on a single track, course or direction. One manager. One plan. One vision. 6. Subordination of Individual Interests to the General Interest: The interests of one employee should not be allowed to become more important than those of the group. This includes managers. Fayol knows how to maintain a balance between personal endeavors and those of the greater good. Fayol and the Principles are a rock band. This is their purpose, their identity. If one of the members feels differently, regardless of how strongly he feels, this self-interest, or individual interest, is not more important than those of the band and its members. 7. Remuneration: Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation. When it comes to payday, Fayol knows that he must pay the band and pay them fairly. This includes money and perks. It is tempting to take all of the backstage perks and keep them for himself, like free T-shirts and sodas, but by sharing the rewards, Fayol has a much more satisfied team. Lesson Summary In summary, Fayol’s 14 Principles of Management serve the organization as a whole. By dividing the work into specialized and specific jobs, workers are able to work more efficiently. Small management units who oversee functional areas of the organization are now able to assign work and hold workers accountable for their production. This makes it easier to measure productivity. Once a system of accountability is in place and productivity can be monitored, it is easier to determine who is performing and who is not performing. Managers are able to selectively and individually discipline workers who fall short of goals quickly and in the correct measure. Having just one manager assigned to a team takes away any task confusion. Workers have only one supervisor directing them. With only one supervisor directing work, it is easy to motivate employees to buy into one plan. This minimizes self-interest. With only one manager managing the work of one team, which shares one vision, compe nsating the team can be done fairly.

Lord of the Flies by William Goldings: Keywords Essay

Lord of the Flies was written in 1954 as William Goldings debut novel. It was written and set around the time of the Second World War. The keywords in the essay title are ‘order’ and ‘deteriorates, therefore in this essay I intend to look at first how order is established and will then show how order deteriorates. I will do this by looking at the individual episodes and themes throughout the book that I believe show law and order. Lord of the Flies is a novel about a group of boys aged between five and twelve, who survived a plane crash during their evacuation from England. They crash on a small tropical island. The story begins with Ralph and Piggy getting to know each other. The topic of class then becomes apparent, Piggy is very ‘working class’ and has a strong cockney accent, and whereas Ralph is middle class and uses more sophisticated language but they are both of similar intelligence. Ralph begins to think of what may lie ahead of them and says, ‘No grown ups!’ (P12), this is the boy’s first realisation that they are alone and have complete freedom, however what will happen now that there are no adults? After a while a large group is formed, off all the boys from the plane, the choir all in black capes led by Jack come across the beach all marching together. This symbolises order, they are all wearing the same outfit of the same colour and mimicking each other and there is an obvious and strong leader whom they are following and obeying. The choir could also represent a presence of danger on the island as they have a sinister uniform and the contrast o f the black uniforms against the white sands is strong. Ralph finds a conch, which to the group means whoever has the conch may speak this shows that leaders and order are trying to be created. Ralph uses the conch to assemble the boys for a meeting to decide who will be leader. Jack, the head boy, feels he should be chief as he is older and has a position of responsibility within the choir, ‘I’m chapter chorister and head boy, I can sing a C sharp’ (pg 29) jack seems arrogant and immediately assumes he will be leader. There is a democratic vote and Ralph is made leader. Ralph however realises he needs to work together with Jack not against him and says, ‘Jacks in charge of the choir, they can be†¦what do you want them to be?’ (Pg 31), jack decides they will be hunters. The whole process is very democratic and mature, and with the absence of parents the boys are trying to bring in order and discipline and by choosing a leader they are creating a parental figure that they can look up to. The conch has by this point become a symbol of order and to speak at a meeting one must hold the conch. Ralph then selects jack to go and explore the island with him, this is an attempt at sharing the role of leader and is a friendly gesture to try and remove any bad feelings for each other. Ralph also chooses Simon to take with him, Simon is a member of the choir and earlier in the novel fainted, Ralph chooses Simon to show he is fair and sympathetic. Ralph leaves Piggy to collect the names of the other boys. As the bots explore the island there are many subtle references to the outside world, ‘Like a bomb!’ (Pg 37) this is an ironic reference to the real atomic bomb, which occurred in 1945. They also give a hint of religion or god, ‘The coral was scribbled into the sea as though a giant had bent down†¦Ã¢â‚¬â„¢ (Pg 38) this is like god being the creator of nature and moulding the land it also poses the question, how long will this paradise last after the arrival of the boys. It was mentioned earlier that Jack chose to make the choir the hunters, the hunting brings the boys together in a positive and constructive way, it relieves boredom and it is a focus for the boys. It also brings a stable food supply to the boys, and makes everyone feel they have a role to play on the island. But why are they hunting? There are plenty of berries to keep everyone happy and healthy, it may possibly be due to freedom from parents and rules that makes them want to hunt for the pigs or maybe because its what they have read in books or heard stories of and hunting is what they believe they should do. The next theme that represents order on the island is the fire on the mountain. The group assemble at the end of the day, ‘the choir, noticeably less of a group had discarded their cloaks’ (pg 42) this represents the group working together and order being present now within the whole group and them becoming equals. Ralph starts to develop their plans for rescue and takes on well his role of leader, he also boasts about his father, ‘My fathers in the navy. He said there aren’t any unknown islands left†¦and sooner or later a ship will put in here. It might even be daddy’s ship,’ (pg 49), he is showing off to the other boys that are mostly younger than him, he is trying to earn their respect and be seen by them as a good and strong leader. He is obviously quite intelligent as he decides they need to build a fire on the mountain so that passing ships will see the smoke. The boys were really keen, there was riot and noise, the novelty and rules with the conch had been forgotten and now the idea of building the fire. They worked as a team to collect leaves and logs and completed the fire. I am now going to talk about how order first starts to deteriorate, and what first starts the breakdown of order on the island. After the fire has been made, it was figured out then that they could use Piggy’s glasses to light the it, they wrestled him for them, ‘Here let me go! His voice rose to a shriek of terror’ (pg 53) this incident shows possibly a mob nature emerging, they have become so obsessed with the fire now that they have lost all sense of order. Ralph holds the conch and says, ‘ We need special people for looking after the fire,’ (pg 55), and this shows that there is a hierarchy or ‘pecking order’ beginning to develop on the island; Ralph is taking control by deciding who is special and who is not. The fire rages out of control, it spreads and sets light to the trees and creepers on the island, ‘Beneath the capering boys a quarter of a mile square of forest was savage with smoke and flame’ (pg 57). One of the small boys dies, Golding never named him he is only ever referred to as ‘the boy with the birthmark’ the boys reflect on the boys death, ‘The crowd was as silent as death,’ (pg 60) this is using strong irony because of course there had actually been a death. I think the boy is never named so that he isn’t seen as a real person and therefore is almost seen as a symbol, a symbol of control and order he dies, therefore control is seen to die with him. The fire also symbolises control, and it raging out of control represents the feeling of order on the island raging out of control. Its almost as if the fire and order on the island mirror each other throughout the book, order is built up, the fire is built, order begins to lose control, the fire rages out of control; the fire is an extended metaphor. The beast is discussed at a meeting at it unsettles a lot of the boys and is the, the beast is seen as something beyond their control and therefore Jack and Ralph really don’t want to believe its real. The boys reassure each other that it’s not real, but inside every one of them there is doubt. Following this meeting and the fire incident shelters are built on the beach, I think they symbolise the boys protecting themselves from the fire and the beast. It also shows them trying to create a civilisation, and trying to create home. Jack becomes obsessed with hunting; he desperately wants to catch a pig so that he can be seen as fulfilling and being successful in his role on the island as leader of the hunters. He also wants to succeed in hunting to show Ralph that he is a success and earn respect from the boys and possibly even take their attention from Ralph and make them see him as being the natural leader. Jack fails to catch a pig for the second time he is not used to dealing with animals and definitely not used to killing them. Him and Ralph argue as they both have different priorities on the island Jack’s is hunting and meat, ‘We Want Meat’ (pg 65), and Jacks priorities are the shelters and keeping the fire alight, ‘We need shelters’, (pg 65). Ralph’s ultimate goal is rescue and to do this they need the fire so Ralph’s idea is definitely the better one. The argument they have over this shows that there is fierce competition between the boys, and while they are busy fighting and competing for control, order and control is actually being lost. Jack takes all of the choir or the hunters as they are now known off on a hunt; he is determined to catch a pig. Therefore while they are hunting there is no one tending the fire. Ralph checked the fire from the beach, its almost as if he was checking up on Jack, and he realises it is producing almost no smoke. He tells Jack but he is distracted by his plans for catching a pig Ralph gets annoyed, ‘I was talking about the smoke! Don’t you want to be rescued? All you can talk about is pig, pig, pig!’ (Pg 68). Hunting gives the boys power over life and death, and as their lives are out of their hands it gives them back a feeling of control. Jack introduces camouflage to his team of hunters, they paint their faces with mud, charcoal and clay they go off to hunt with Jack’s plan. Painting their faces represents them going feral and going back to nature, ‘For hunting like in the war – like things trying to look like something else’ (pg 79). It creates the feeling of a gang or tribe, all working together and it makes them quite aggressive. The paint hides their faces but it also hides their individuality and identity and gives them an excuse to kill, they mould into one great gang. A while later they return from the hunt and it was a success they killed a pig, ‘We hit the pig – I fell on top, there were lashings of blood,’ (pg 87). Jack is so proud of the result and boasts to Ralph and the boys expecting a positive response, Ralph is angry and really doesn’t want to talk about the hunt all he wants to talk about is the fire going out. A ship had sailed past without stopping on the island, due to the fire going out Jack had taken all of the boys on the hunt, ‘We had to have them for the hunt, or there wouldn’t have been enough for the ring,’ (pg 87). The boys see it as that was their only chance for rescue and all hope is lost. Piggy is really frustrated and angry with Jack, ‘You didn’t ought to have let that fire go out, You said you would keep the smoke going,’ (pg 89), Jack got angry and lifted Piggys glasses ff his face and threw them on the rocks. Piggy has been the main source of intelligence on the island and is the one staying very controlled and organised, but without his glasses he cannot use his intelligence. The group is slowly splitting into two the hunters, which are Jack and the choir, and the others which still go by the rules of the conch, which are Piggy, Ralph and the younger boys who build the shelters and try and manage the fire. Ralph calls for a meeting, he outlined all the concerns he has been having, he doesn’t really want to direct this at the whole group I think he is just trying to get his point across to Jack and by holding a meeting he is showing that he is the leader and he makes the decisions. His five issues he brings up at the meeting are, fresh water, shelter, lavatory area, fire to burn constantly and to deal with the beast. Ralph tells the group that the fire is the key to being rescued, ‘How can we ever be except by luck, if we don’t keep a fire going? Is a fire too much for us to make?’ (Pg 101) throughout his time on the island he has remained focused and not got carried away by hunting or another pointless craze, he is intelligent and knows the fire is their only chance, ‘You’ve got to make fire up there or die,’ (pg 101). He then moves on talk about the beast at which point Jack joins in, Jack believes that the beast is just in peoples minds and that they’ve created it. Maybe with absence of secure homes and adult figures to look after the children they fear that they are not protected and so they create scenarios in their heads. Ralph is unsure about the beast but he cannot let the group be scared he tries to convince them that there is no beast on the island, ‘Course there isn’t a beast in the forest. How could there be?’ (Pg 104). The beast is still on the minds of everyone and when the twins Sam and Eric are tending the fire, they catch sight of what they believe is the beast. ‘They became motionless gripped in each others arms, four unwinking eyes aimed and two mouths open,’ (pg 122). Everyone is thinking about the beast and their minds are probably playing tricks on them and with the heat, lack of water and pure insanity of the situation its no surprise that they aren’t going to be thinking straight or logically. The twins alert the group and Ralph calls an assembly immediately and it is decided that Jack is going to hunt the beast, ‘This’ll be a real hunt, who’ll come?’ (Pg 125). Jack, Ralph and the hunters went to search for the beast, they don’t find it, but while searching the island Jack finds a spot which he thinks would be great for a for fort. Him and the hunters move away from the rest of the group and live on the other side of the island; this is where order is absolutely destroyed. The two natural leaders are now enemies; one is focused on rescue the other turning savage. Jacks and his group of hunters form into a tribe and tempted by hunting and feasting and not having to work many of Ralph’s group join Jack’s. Ralph’s group are still aiming towards rescue and stand for order and fairness but being the smaller less powerful group they are at a huge disadvantage. Its becoming war between two armies and Jack is still trying to prove that he is leader, and trying to take the control and power. The newly formed tribe spend the evening doing a ritualistic tribal dance, they paint their faces and its like a re-enactment of the time when they succeeded in killing the pig, and its also like a build up to the war between the two sides and a build up to the killing of the beast. Ralph approached Jack and his tribe and asked him to hunt for the beast with him, ‘I’m going up the mountain to look for the beast, coming?’ (Pg 148). This is a huge test and Ralph’s desperately trying to keep the group together because he knows that he cant make any changes or achieve any of his goals on his own, such as keeping the fire alight and building shelters. Jack agrees to go with Ralph, Roger went with them too as they walked through the forest they were picking up on every sound and every thing they saw, which shows they were on edge and frightened. They crawled on there hands and knees towards a figure, ‘there was confusion in the darkness and the creature lifted its head, holding towards them a ruin of a face,’ (pg 153), throughout the hunt Jack and Ralph are competing for power and control, courage and leadership, ‘if you don’t want to go on,† said the voice sarcastically â€Å"I’ll go on my own’ (pg 149) this is what Jack said to Ralph, neither of them wanted to make fools out of themselves or give the other any clue of how scared they were. They call what they found a beast and it was actually the pilot from the plane that crashed on the island, he was wearing a parachute and when the wind blew it pulled the figure making it seem like it was moving. They were terrified and fled from the figure almost immediately. War is now declared between Jack and Ralph after an argument they had after they found the ‘beast’, ‘I’m going off by myself. He can catch his own pigs. Anyone who wants to hunt when I do can come too,’ (pg 158). After this the divide is definite and there is no going back. Along with the hunters Roger and Bill go onto Jack’s side, Ralph’s group concentrated on the fire and didn’t notice Simon wandering off into the vegetation. Simon is seen as a Christ like image in this part he has gone into the quiet and tried to get away and reflect on the situation. I really don’t think he wants to take anyone’s side and doesn’t want all the violence and bitterness. Jack’s side concentrate mostly on hunting but they do make a fire, only their fire is purely for dancing around and showing their tribal nature whereas Ralph’s fire is for purely practical and even life saving reasons. Jack plans to kill a pig and leave some for the beast to eat so that it won’t bother them; this is a very primitive and pagan ritual. Jack puts the head of the pig on a stick; it is elevated and treated as a god like creature. ‘They listened and the loudest noise was the buzzing of flies over the spilled guts,’ (pg 169) this is why the book is named ‘Lord of the Flies’ the lord is the pig. To the boys the lord of the Flies represents their whole reasons and achievements on the island, which is the hunting. The use of the animal a pig is to mirror Piggy, they are both exploited for the groups own needs and the group see both the animal and the boy as dirty, common and coarse. Golding also uses pigs because they are mammals and therefore are similar to humans and hunting pigs is linked and similar to killing humans. Simon is still alone in the forest and he comes across the ‘Lord of the Flies’ he hallucinates it may possibly have been an epileptic fit or maybe a spiritual awakening. In Simon’s hallucination the ‘lord of the Flies’ talks to him, ‘There isn’t anyone to help you, only me, and I’m the beast,’ (pg177), the links between the beast and the pig is, they have both distracted the boys and therefore affected the rescue attempt with the fire and they are both hunted by the boys and when Simon becomes conscious he finds the parachutist they both are covered in flies. Simon realises it’s the dead pilot and realises there is nothing to fear. Simon walks towards where Jack’s camp is; he wants to tell them that the beast isn’t real. Jack and his tribe had painted their bodies and were re-enacting the murder of ‘Lord of the Flies’ they were shouting, acting dancing and were really carried away, ‘Do our dance! Come on! Dance!’ (Pg 88). They had made a chant which they bellowed as they danced, ‘Kill the beast! Cut his throat! Spill his blood!’ (Pg 188). Jack spotted Simon and the whole grouped moved in on him thinking he was the beast they crowded round him with sticks and spears and stones, ‘the beast was on its knees in the centre, its arms folded over its face’ (pg 188) it wasn’t the beast it was Simon they continued to beat the ‘beast’ until there was no movement. The hunters killed Simon, they were so carried away with the tribal or mob nature they let it take over them and made them murderers. In the book Simon was always neutral he ne ver took sides and was the only person who didn’t get swept away with all the conflict, he was like the small bit of purity on the island, and this made him the Christ like character. Now on Ralph’s side there is just Piggy, Sam and Eric, Piggy and Ralph speak about the occurrences of the night before, Piggy says, ‘there was that – that bloody dance. There was lightning and thunder and rain we was scared,’ (pg 193). Only Piggy recognises what really happened and that was murder. Jack and his hunters attack Ralph and Piggy in there own shelter, it was all quite violent but it ended quite quickly, but Piggy’s glasses were broken and taken by Jack. I think Jack does regret what happened but he’s not going to give up the war between him and Ralph, he wants to keep control and he’s not going to back down. Ralph and Piggy sum up all the crimes that Jack has committed, ‘at night and in darkness, and stole our fire, they stole it,’ (pg 209). He has also killed pigs unnecessarily, killed Simon and stolen Piggy’s glasses. Ralph and Piggy decide to go to Jack’s side of the island with Sam and Eric too, when they reached Jack’s area Ralph called for an assembly obviously with no results because Jack is their leader they don’t take orders from Ralph any more. Roger begins the attack he throws stones from above Ralph’s group, but aims to miss. ‘I’ve come to see about the fire and about Piggy’s specs Ralph said,’ (pg 216) all he received was laughter. Ralph confronted Jack and left Piggy below near the bottom of the cliff. Ralph and Jacks argument gets quite physical but Ralph defends himself well, he is trying to be strong but he is now the minority and although he carries the name of leader he really isn’t any more. Piggy tried to speak but he was being aimed at with stones, ‘which is better law and rescue, or hunting and breaking things up’ (pg222) I think this statement sums up the book, Piggy is really quite intelligent and even with all the panic, excitement and hysteria he can see through that and spot the underlying point. This statement enrages Roger and he levers a huge boulder off of the top of the cliff and it hits Piggy, he was killed. By this point Jack is used to seeing death he has no reaction to this, his compassion for people has gone consumed by his tribal nature and devoted to hunting. With Piggy the conch was also smashed and so have Piggy’s glasses been broken, the conch represented purity, control and order and now that Piggy has gone those things have gone too. Now that Piggy is dead, Ralph hasn’t got his intelligent partner and the glasses represented his intelligence and they have been smashed too, will Sam and Eric stand by him or will he be on his own? Both the deaths of Piggy and all of the pigs have been pointless and the victims have all been helpless this shows strong irony. Sam and Eric do join the savages because they know that is their only chance of survival if they stayed with Ralph they would be hunted down and killed too, Ralph is now alone. All that awaits him is to be hunted like one of the pigs, hunted down and killed like an animal. It would be another pointless murder of an innocent and helpless victim. He is no threat to Jack now; he is alone so Jack is only hunting him to show that he is leader now and that he holds all the power and control. He goes to try and talk to Sam and Eric he finds them and they tell him to hide, get away and hide because they are going to hunt him down tomorrow. He goes to Castle Rock where Jacks tribe are the next day, they hurl a boulder off the cliff at him in an attempt to kill him, and they try again with another stone it misses again but only by inches. Jack and the hunters made a fire now in an attempt to smoke him out, the metaphor of the fire is used again, and the fire gets out of control just like the order on the island has. The fire rages out of control, Ralph escapes and runs as fast as he can to the beach where he stumbles upon a naval officer. Ralph is a strong person and he survived being hunted, his only goal all the way through was rescue and close to his last minutes of life his wish comes true. In conclusion, in the beginning of the story the boys try to mimic the order the experienced at home with parents and school, partly because of their immaturity and inexperience and partly due to Jack and Ralph’s fight for control order is not kept and this is symbolised by the conch and the fire. Jack becomes the dominant force on the island purely due to his brutality and violence, in the end they are even prepared to kill jack, the only remaining sign of order on the island.