Role of Project Manager

NICMAR ASSIGNMENT ON â€Å"ROLE OF PROJECT MANAGERS† SUBMITTED BY: JHA PRAVIN KUMAR JOSHI SOURABH MALANI GOVIND 221071 221074 221094 GUIDED BY: Prof. T. K. GANGULI ACM 22-SECTION 2 NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE ROLE OF PROJECT MANAGERS Page 1 NICMAR INDEX Contents 1. Introduction 2. Role of Project Manager 2. 1 Planning 2. 2 Organizing 2. 3 Controlling 2. 4 Leading 2. 5 Communicating 2. 6 Cognitive functions 2. 7 Self management functions 2. 8 Motivational and personal development functions 2. 9 Customer awareness functions 2. 0 Organizational savvy functions 2. 11 Project Manager’s Unofficial Job Duties 3. Conclusion Page no. 3 5 6 6 7 7 7 8 8 8 9 9 9 10 ROLE OF PROJECT MANAGERS Page 2 NICMAR 1. Introduction 1. 1 Project A project is a temporary endeavor undertaken to achieve a particular aim. At the most basic level, a project is actually the response to a need, the solution to a problem. Further it is a solution that promises a bene fit especially financial benefit. The fundamental purpose for most projects is to either make money or save money, hence projects should be financially justifiable. A project is temporary in nature; that means that it has a specific start and finish. A project consists of a well defined collection of small jobs and ordinarily culminates in the creation of an end product or products. A project is a unique, one time undertaking; it will never again be done exactly the same way, by the same people, and within the same environment. There will always be some uncertainty associated with the project. This uncertainty represents risks to your ability to make definitive plans and predict outcomes with high level of confidence. All projects consume resources in the form of time, money, materials and labour. 1. 2 Project Management Project management is the application of knowledge, skill, tools and techniques to project activities to meet project requirement. The project management process calls for the creation of a small organizational (project team), which is often a microcosm of larger organization. Once the team has produced desired outcome, the process then calls for the decommissioning of that small organizational structure. The project form of organization allows the manager to be responsive to: †¢ †¢ †¢ The client and the environment Identify and correct problems at an early date Make timely decisions about trade-offs between conflicting project goals ROLE OF PROJECT MANAGERS Page 3 NICMAR †¢ Ensure that managers of the separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project- that is, that they do not suboptimize. 1. 3 Project Manager A project manager is usually responsible for the success or the failure of the project. They first need to define the project and then build its work plan. If the scope of the project is not very clear, or the project is executing poorly, the manager is held accountable. However, this does not mean that the manager does all the work by himself (which is practically impossible). There is an entire team under the project manager, which helps to achieve all the objectives of the project. However, if something goes wrong, the project manager is ultimately accountable. Apart from this, depending on the size and the complexity of the project, they may need to take on multiple roles. The project manager may need to assist with gathering business requirements, help to design a database management system or may prepare project documentation. They may work full time on a large project, or may work part-time on various projects of a smaller nature; or may alternatively handle various projects as well as handle other responsibilities like business analysis and business development. At times, they may have accountability but not authority. For example, he or she may be using certain resources but might not have direct control over those resources. At such times, the manager might find certain limitations over task execution, which might not take place as they might have liked. Not having direct control over the state of finances and finance allocation might cause ambiguity. Project managers use project management software, such as Microsoft Project, to organize their tasks and workforce. These software packages allow project managers to produce reports and charts in a few minutes, compared to the several hours it can take if they do not use a software package. ROLE OF PROJECT MANAGERS Page 4 NICMAR In order to be successful, the project manager must be given support and authority by senior management. 2. Role of Project Manager It is the responsibility of project manager to make sure that the customer is satisfied and the work scope is completed in a quality manner, using budget, and on time. The Project Manager has primary responsibility for providing leadership in planning, organizing and controlling the work effort to accomplish the project objectives. In other words, the project manager provides the leadership to project team to accomplish the project objective. The project manager coordinates the activities of various team members to ensure that they perform the right tasks at the proper time, as a cohesive group. The different roles of project manager are as follows: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Planning Organizing Controlling Leading Communicating Cognitive functions Self management functions Motivational and personal development functions Customer awareness functions Organizational savvy functions ROLE OF PROJECT MANAGERS Page 5 NICMAR 2. 1 Planning First, the project manager clearly defines the project objectives and reaches agreement with the customer on this objective. The manager then communicate this objective to the project team in such a manner as to create a vision of what will constitute successful accomplishment of the objective. The project manager spearheads development of a plan to achieve the project objectives. By involving the project team in developing this plan, the project manager ensures more comprehensive plan than he or she could develop alone. Furthermore, such participation gains the commitment of the team to achieve the plan. The project manager reviews the plan with the customer to gain endorsement and then sets up the project management information system-either manual or computerized-for comparing actual progress to plan progress. It’s important that this system be explained to the project team so that the team can use it properly to manage the project. 2. 2 Organizing Organizing involves securing the appropriate resources to perform the work. First, the project must decide which tasks should be done in-house and which tasks should be done by subcontractors or consultants. For tasks that will be carried out in-house, the project manager gains a commitment from the specific people who will work on the project. For tasks that will be performed by subcontractors, the project manager clearly defines the work scope and deliverables and negotiates a contract with each subcontractor. The project manager also assigns responsibility and delegates’ authority to specific individuals or subcontractors for the various tasks, with the understanding that they will e accountable for the accomplishment of their tasks within the assigned budget and schedule. For large projects involving many individuals, the project manager may designate leaders for specific group of tasks. Finally, and most important, the task of organizing involves creating an environment in which the individuals are highly motivated to work together as a project t eam. ROLE OF PROJECT MANAGERS Page 6 NICMAR 2. 3 Controlling To control the project, the project manager implements a management information system designed to track actual progress and compare it with planned progress. Such a system helps the manager distinguish between busy-ness and accomplishments. Project team members monitor the progress of their assigned tasks and regularly provide data on progress, schedule and cost. These data are supplemented by regular project review meetings. If actual progress falls behind planned progress or unexpected events occur the project manager takes immediate action. He or she obtains input and advice from team members regarding appropriate corrective actions and how to replan those parts of the project. It’s important that problems and even potential problems, be identified early and action taken. The project manager cannot take a â€Å"let’s wait and see how things works out† approach- things never works out on their own. He or she must intervene and be proactive, resolving problems before they become worse. 2. 4 Leading Project manager fosters development of a common mission and vision to the team members. He should clearly define roles, responsibilities and performance expectations for all his team members. He uses leadership style appropriately to situation or stage of team development. He should be able to foster collaboration among team members. He should provide clear direction and priorities to his team members. He should be efficient enough to remove obstacles that hamper team progress, readiness or effectiveness. He should promote team participation in problem solving and decision making as appropriate. He should pass credit on to team, and promotes their positive visibility to upper management. He should appreciate, promote and leverage the diversity within the team. 2. 5 Communicating ROLE OF PROJECT MANAGERS Page 7 NICMAR The Project Manager should be able to communicate effectively with all levels inside and outside of the organizations. He should be able to negotiate fairly and effectively with the customers/subcontractors. He should be able to bring conflicts into the open and manages it collaboratively and productively with the help of other team members. He should be able to able to influence without relying on coercive power or threats. He should be able to convey ideas and information clearly and concisely, both in writing and orally to all the team members. . 6 Cognitive functions The project manager should identify the problem and gathers information systematically and seeks input from several sources. He should then consider a broad range of issues or factors while solving these problems. For this he collects the appropriate quantity of data for the situation and discusses it with all the team members before making a decision. He then draws accurate conclusions from quantitative data and makes decisions in an unbiased, objective manner using an appropriate process. For this process of decision making he understands the concept of risk versus return and makes decision accordingly. 2. 7 Self management functions The project manager should be able to maintain focus and control when faced with ambiguity and uncertainty and should be able to show consistency among principles, values and behavior. He should be resilient and tenacious in the face of pressure, opposition, constraints, or adversity. Being the head of the project he should manage implementations effectively and should recognize as someone â€Å"who gets things done. He should continuously seek feedbacks from the team members and modify his behavior accordingly. He should take keen interest in learning and self development opportunities. 2. 8 Motivational and personal development functions Project manager should consider individual skills, values and interest of all his team members when assigning or delegating tasks to them. He should allow team ROLE OF PROJECT MANAGERS Page 8 NICMAR me mbers an appropriate amount of freedom to do the job. He should accurately access individual strength and development needs of his team members to complete the work effectively. He should continuously offer opportunities for personal and professional growth to his team members. He should arrange for training program and continuously seeks support to his team member when needed. He should pass credit on to the individuals and promote their positive visibility to upper management. He should give timely, specific and constructive feedback to all his team members. 2. 9 Customer awareness functions Project manager should be able to anticipate customer’s needs effectively and proactively strives to satisfy them. He should be able to accurately translate the customer’s verbalized wants into what they actually needs. He should be able to understand customers and their business and actively build and maintain strong customer relationships. He should understand customer’s issues, concerns and queries and try to resolve them effectively. He should actively strive to exceed customer expectations. 2. 10 Organizational savvy functions Project manager should involve the right people at the right time for a particular job. Understands, accepts and properly uses power and influence in relationships. He should build and leverage formal and informal networks to get things done. He should know the mission, structure and functions of the organizations and others. He should understand profitability and general management philosophy. He balance interests and needs of team/project with those of the broader organization. 2. 11 Project Manager’s Unofficial Job Duties The functional competencies listed above represents official duties of the typical project manager. In fact, if organization has developed a job description for project managers, it probably includes many of these functional competencies. What we won’t find in job description are the unofficial duties that Project Managers perform in the course of carrying out their mission. Let’s examine some of the key ones: ROLE OF PROJECT MANAGERS Page 9 NICMAR Babysitter: This refers to the apparent need to provide close guidance or detailed instructions to certain individuals. This situation results from any number of root causes. The target may be under qualified, lack of confidence or simply crave attention. Salesperson: There will be times when they will have to rely heavily on their ability to influence thers to sell an idea, sell themselves or perhaps sell the virtues of Project Management. Most of the selling situations will be helpful and have positive outcomes. However if he find himself spending too much time selling Project Management, they may signal deeper underline problems such as issues of trust or confidence. If most of the selling he does to his management, he is in trouble; this is a signal that l ife as a project manager may be exceptionally challenging. Teacher: This is an example of an unofficial role that actually yields positive roles. In fact, superior project managers will be able to educate and develop those they work with as they manage the project. Friend: Maintaining friendship and professional relationship with the same people is difficult. However if they can do it they will benefit greatly. An open, informal and comfortable communication linkage is much more likely to keep them supplied with more of the information they need than formal, rigorous and stiff team meetings. Finally avoid the trap of believing that he is been put in charge of a project so he has risen above his peers and friendship no longer matters. . Conclusion â€Å"The Project Manager is a key ingredient in the success of a Project. In addition to providing leadership in planning, organizing and controlling the Project, the manager should possess a set of skills that will both inspire the project team to succeed and win the confidence of the customer. Effective Project Managers have strong leadership ability, the ability to develop people , excellent communication skills, good inter personal skills, the ability to handle stress, problem solving skills and time management skills†. ROLE OF PROJECT MANAGERS Page 10

Reinhard Heydrich, Nazi Who Planned the Holocaust

Reinhard Heydrich, Nazi Who Planned the Holocaust Reinhard Heydrich was the high-ranking Nazi official in charge of planning Hitlers Final Solution, which established the framework for the extermination of six million Jews in Europe. His role in the genocide earned him the title of Reich Protector, but to the outside world he became known as Hitlers Hangman. Czech assassins trained by British intelligence agents attacked Heydrich in 1942 and he died from his wounds. However, his ambitious plans for genocide had already been put into action. Fast Facts: Reinhard Heydrich Full Name: Reinhard Tristan Eugen HeydrichBorn: March 7, 1904, in Halle, GermanyDied: June 4, 1942, in Prague, Czech RepublicParents: Richard Bruno Heycrich and Elisabeth Anna Maria Amalia KrantzSpouse: Lina von OstenKnown For: Mastermind behind Hitlers Final Solution. Convened the January 1942 Wannsee Conference that coordinated plans for mass murder. Early Life Heydrich was born in 1904 in Halle, Saxony (in present day Germany), a town known for its university and strong cultural heritage. His father sang opera and worked at a music conservatory. Heydrich grew up playing the violin and developed a deep appreciation of chamber music, an odd contrast to the villainous brutality for which he would become known. Too young to serve in World War I, Heydrich was commissioned as a German naval officer in the 1920s. His career was scandalously ended when a military court found him guilty of dishonorable behavior toward a young woman in 1931. Discharged into civilian life at a time of massive unemployment in Germany, Heydrich used family connections to seek a job with the Nazi Party. Though Heydrich had been skeptical of the Nazi movement, looking down on Adolph Hitler and his followers as little more than street thugs, he sought an interview with Heinrich Himmler. Heydrich inflated his experience in the German military, leading Himmler to believe he had been an intelligence officer. Himmler, who had never served in the military, was impressed by Heydrich and hired him. Heydrich was tasked with the creation of the Nazis intelligence service. His operation, run at first from a small office with one typewriter, would ultimately grow into a vast enterprise. Rise in the Nazi Hierarchy Heydrich rose quickly in the Nazi ranks. At one point, an old rumor about his family background- that he had Jewish ancestors- surfaced and threatened to end his career. He convinced Hitler and Himmler the rumors about a supposed Jewish grandparent were false. When the Nazis took control of Germany in early 1933, Himmler and Heydrich were put in charge of arresting those who opposed them. A pattern developed of detaining so many political enemies that prisons couldnt hold them. An abandoned munitions plant at Dachau, in Bavaria, was converted to a concentration camp to house them. The mass imprisonment of political enemies was not a secret. In July 1933 a reporter for The New York Times was given a tour of Dachau, which the Nazi administrators referred to as an educational camp for about 2,000 political opponents. Prisoners worked brutally long hours at Dachau, and were released when they were deemed demoralized and accepting of Nazi ideology. The camp system was considered successful, and Heydrich expanded it and opened other concentration camps. In 1934, Himmler and Heydrich began making moves to eliminate Ernst Rohm, the head of the Nazi stormtroopers, who was viewed as a threat to Hitlers power. Heydrich became one of the leaders of a bloody purge, which became known as The Night of the Long Knives. Rohm was murdered, and scores of other Nazis, perhaps as many as 200, were killed. Following the purge, Himmler made Heydrich the head of a centralized police force that combined the Nazi Gestapo with the police detective forces. Throughout the late 1930s Heydrich ruled a vast police network with spies and informers strategically placed throughout German society. Ultimately, every police officer in Germany became part of Heydrichs organization. Organized Persecution As the persecution of Jews in Germany accelerated during the 1930s, Heydrich assumed a major role in organized antisemitism. In November 1938 he was involved in Kristallnacht, the Night of Broken Glass, in which his Gestapo and SS arrested 30,000 Jewish men and interned them in concentration camps. When Germany invaded Poland in 1939, Heydrich was instrumental in rounding up Polish Jews. His police units would enter a town after the military and order the local Jewish population to assemble. In typical actions, the Jews would be marched out of town, forced to line up beside recently dug ditches, and shot dead. The bodies were thrown into the ditches and bulldozed over. The gruesome procedure was repeated in town after town across Poland. In June 1941, Heydrichs evil planning was put to devastating use when Nazi Germany invaded the Soviet Union. He assigned specialized troops- the Einsatzgruppen- the specific task of killing Jews and Soviet officials. Heydrich believed that Soviet Jews were the backbone of the communist state, and he sought the murder of any and all Jews in Russia. Herman Goering, operating as Hitlers second in command, assigned Heydrich the task of formulating a plan to deal with all European Jews. With forced deportation off the table, Heydrich concocted ambitious plans for mass murder. Wannsee Conference On January 20, 1942, Heydrich convened a conference of high-ranking Nazi officials at a luxurious villa along Lake Wannsee, a resort in the Berlin suburbs. The purpose of the gathering was for Heydrich to detail his plan for various components of the Nazi state to work together to accomplish the Final Solution, the elimination of all Jews in Europe. Hitler had authorized the project, and attendees were informed of that by Heydrich. There has been debate over the years about the importance of the Wannsee Conference. Mass killings of Jews had already begun, and some concentration camps were already being used as death factories by the beginning of 1942. The conference was not necessary to begin the Final Solution, but it is believed that Heydrich wanted to ensure that both Nazi leaders and key people in the civil government understood their role in the Final Solution and would participate as ordered. The pace of killing accelerated in early 1942, and it seems Heydrich, at the Wannsee Conference, had succeeded in removing any impediments to his plans for mass murder. Hitler saluting coffin of Reinhard Heydrich. Getty Images   Assassination and Reprisals In the spring of 1942, Heydrich was feeling powerful. He was becoming known as the Reich Protector. To the outside press he was termed Hitlers Hangman. After setting up his headquarters in Prague, Czechoslovakia, he oversaw the pacification of the Czech population with typically brutal tactics. Heydrichs arrogance was his downfall. He took to riding about in an open touring car without a military escort. The Czech resistance noted this habit, and in May 1942 resistance commandos trained by the British secret service parachuted into Czechoslovakia. The team of assassins attacked Heydrichs car as he traveled to the airport outside Prague on May 27, 1942. They succeeded in rolling hand grenades under the vehicle as it passed. Heydrich was severely wounded with fragments of the grenades in his spine and died on June 4, 1942. Heydrichs death became international news. The Nazi leadership in Berlin reacted by staging a massive funeral attended by Hitler and other Nazi leaders. The Nazis retaliated by attacking Czech civilians. In the village of Lidice, which was located near the ambush site, all the men and boys were killed. The village itself was leveled with explosives, and the Nazis removed the name of the village from future maps. Newspapers in the outside world documented the reprisal killings of civilians, which the Nazis helped publicize. Hundreds of civilians were murdered in the revenge attacks, which may have dissuaded Allied intelligence services from assassination attempts on other high-ranking Nazis. Reinhard Heydrich was dead, but he provided the world with a grim legacy. His plans for the Final Solution were carried out. The outcome of World War II prevented his ultimate goal, the elimination of all European Jews, but more than six million Jews would eventually be killed in the Nazi death camps. Sources: Brigham, Daniel T. Heydrich Is Dead; Czech Toll At 178. New York Times, 5 June 1942, page 1.Reinhard Heydrich. Encyclopedia of World Biography, 2nd ed., vol. 20, Gale, 2004, pp. 176-178. Gale Virtual Reference Library.Reshef, Yehuda, and Michael Berenbaum. Heydrich, Reinhard Tristan °. Encyclopaedia Judaica, edited by Michael Berenbaum and Fred Skolnik, 2nd ed., vol. 9, Macmillan Reference USA, 2007, pp. 84-85. Gale Virtual Reference Library.Wannsee Conference. Europe Since 1914: Encyclopedia of the Age of War and Reconstruction, edited by John Merriman and Jay Winter, vol. 5, Charles Scribners Sons, 2006, pp. 2670-2671. Gale Virtual Reference Library.

The Logic of Collective Action by Mancur Olson

The Logic of Collective Action by Mancur Olson There are a lot of government policies, like airline bailouts, that from an economic perspective dont make any sense at all. Politicians have an incentive to keep the economy strong as incumbents are reelected at a much higher rate during booms than busts. So why do so many government policies make such little economic sense? The best answer to this question comes from a book that is almost 40 years old: The Logic of Collective Action by Mancur Olson explains why some groups are able to have a larger influence on government policy than others. In this brief outline, the results of The Logic of Collective Action are used to explain economic policy decisions. Any page references come from the 1971 edition. It has a very useful appendix not found in the 1965 edition. You would expect that if a group of people has a common interest that theyll naturally get together and fight for the common goal. Olson states, however, that this is generally not the case: But it is not in fact true that the idea that groups will act in their self-interest follows logically from the premise of rational and self-interested behavior. It does not follow, because all of the individuals in a group would gain if they achieved their group objective, that they would act to achieve that objective, even if they were all rational and self-interested. Indeed unless the number of individuals in a group is quite small, or unless there is coercion or some other special device to make individuals act in their common interest, rational, self-interested individuals will not act to achieve their common or group interests.(pg. 2) We can see why this is if we look at the classic example of perfect competition. Under perfect competition, there is a very large number of producers of an identical good. Since the goods are identical, all firms end up charging the same price, a price that leads to a zero economic profit. If the firms could collude and decide to cut their output and charge a price higher than the one that prevails under perfect competition all firms would make a profit. Although every firm in the industry would gain if they could make such an agreement, Olson explains why this does not happen: Since a uniform price must prevail in such a market, a firm cannot expect a higher price for itself unless all of the other firms in the industry have this higher price. But a firm in a competitive market also has an interest in selling as much as it can, until the cost of producing another unit exceeds the price of that unit. In this there is no common interest; each firms interest is directly opposed to that of every other firm, for the more the firms sell, the lower the price and income for any given firm. In short, while all firms have a common interest in a higher price, they have antagonistic interests where output is concerned.(pg. 9) The logical solution around this problem would be to lobby congress to put in place a price floor, stating that producers of this good cannot charge a price lower than some price X. Another way around the problem would be to have congress pass a law stating that there was a limit to how much each business could produce and that new businesses could not enter the market. Well see on the next page that The Logic of Collective Action explains why this will not work either. The Logic of Collective Action explains why if a group of firms cannot reach a collusive agreement in the marketplace, they will be unable to form a group and lobby the government for help: Consider a hypothetical, competitive industry, and suppose that most of the producers in that industry desire a tariff, a price-support program, or some other government intervention to increase the price for their product. To obtain any such assistance from the government, the producers in this industry will presumably have to organize a lobbying organization... The campaign will take the time of some of the producers in the industry, as well as their money. Just as it was not rational for a particular producer to restrict his output in order that there might be a higher price for the product of his industry, so it would not be rational for him to sacrifice his time and money to support a lobbying organization to obtain government assistance for the industry. In neither case would it be in the interest of the individual producer to assume any of the costs himself. [...] This would be true even if everyone in the industry were absolutely convinced that the proposed program was in their interest.(pg. 11) In both instances, groups will not be formed  because the groups cannot exclude people from benefiting if they do not join the cartel or lobbying organization. In a perfect competitive marketplace, the level of production of any one producer has a negligible impact of the market price of that good. A cartel will not be formed because every agent within the cartel has an incentive to drop out of the cartel and produce as much as she possibly can, as her production will not cause the price to drop at all. Similarly, each producer of the good has an incentive not to pay dues to the lobbying organization, as the loss of one dues paying member will not influence the success or failure of that organization. One extra member in a lobbying organization representing a very large group will not determine whether or not that group will get a piece of legislation enacted that will help the industry. Since the benefits of that legislation cannot be limited to those firms in the lobbying group, there is no reason for that firm to join. Olson indicates that this is the norm for very large groups: Migrant farm laborers are a significant group with urgent common interests, and they have no lobby to voice their needs. The white-collar workers are a large group with common interests, but they have no organization to care for their interests. The taxpayers are a vast group with an obvious common interest, but in an important sense they have yet to obtain representation. The consumers are at least as numerous as any other group in the society, but they have no organization to countervail the power of organized monopolistic producers. There are multitudes with an interest in peace, but they have no lobby to match those of the special interests that may on occasion have an interest in war. There are vast numbers who have a common interest in preventing inflation and depression, but they have no organization to express that interest. (pg. 165) In a smaller group, one person makes up a larger percentage of the resources of that group, so the addition or subtraction of a single member to that organization can determine the success of the group. There are also social pressures which work much better on the small than on the large. Olson gives two reasons why large groups are inherently unsuccessful in their attempts to organize: In general, social pressure and social incentives operate only in groups of smaller size, in the groups so small that the members can have face-to-face contact with one another. Though in an oligopolic industry with only a handful of firms there may be strong resentment against the chiseler who cuts prices to increase his own sales at the expense of the group, in a perfectly competitive industry there is usually no such resentment; indeed the man who succeeds in increasing his sales and output in a perfectly competitive industry is usually admired and set up as a good example by his competitors. There are perhaps two reasons for this difference in the attitudes of large and small groups. First, in the large, latent group, each member, by definition, is so small in relation to the total that his actions will not matter much one way or another; so it would seem pointless for one perfect competitor to snub or abuse another for a selfish, antigroup action, because the recalcitrants action would not be decisive in any event. Second, in any large group everyone cannot possibly know everyone else, and the group will ipso facto not be a friendship group; so a person will ordinarily not be affected socially if he fails to make sacrifices on behalf of his groups goals.(pg. 62) Because smaller groups can exert these social (as well as economic) pressures, they are much more able to get around this problem. This leads to the result that smaller groups (or what some would call Special Interest Groups) are able to have policies enacted that hurt the country as a whole. In the sharing of the costs of efforts to achieve a common goal in small groups, there is however a surprising tendency for the exploitation of the great by the small.(pg. 3). Now that we know that smaller groups will generally be more successful than large ones, we understand why the government enacts many of the policies it does. To illustrate how this works, well use a made-up example of such a policy. Its a very drastic over-simplification, but its not that far out. Suppose there are four major airlines in the United States, each of whom is near bankruptcy. The CEO of one of the airlines realizes that they can get out of bankruptcy by lobbying the government for support. He can convince the 3 other airlines to go along with the plan, as they realize that theyll be more successful if they band together and if one of the airlines does not participate a number of lobbying resources will be greatly diminished along with the credibility of their argument. The airlines pool their resources and hire a high-priced lobbying firm along with a handful of unprincipled economists. The airlines explain to the government that without a $400 million dollar package they will not be able to survive. If they do not survive, there will be terrible consequences for the economy, so its in the best interest of the government to give them the money. The congresswoman listening to the argument finds it compelling, but she also recognizes a self-serving argument when she hears one. So shed like to hear from groups opposing the move. However, its obvious that such a group will not form, for the following reason: The $400 million dollars represents around $1.50 for each person living in America. Now obviously many of those individuals do not pay taxes, so well assume that it represents $4 for each tax-paying American (this assumes everyone pays the same amount in taxes which again is an over-simplification). Its obvious to see that its not worth the time and effort for any American to educate themselves about the issue, solicit donations for their cause and lobby to congress if theyd only gain a few dollars. So other than a few academic economists and think tanks, nobody opposes the measure, and it is enacted by congress. By this, we see that a small group is inherently at an advantage against a larger group. Although in total the amount at stake is the same for each group, the individual members of the small group have much more at stake than the individual members of the large group, so they have an incentive to spend more time and energy trying to change government policy. If these transfers just caused one group to gain at the others expense, it wouldnt hurt the economy at all. It wouldnt be any different than someone just handing you $10; youve gained $10 and that person lost $10, and the economy as a whole has the same value it had before. However, it does cause a decline in the economy for two reasons: The cost of lobbying. Lobbying is inherently a non-productive activity for the economy. The resources spent on lobbying are resources that are not being spent on creating wealth, so the economy is poorer as a whole. The money spent on lobbying could have been spent buying a new 747, so the economy as a whole is one 747 poorer.The deadweight loss caused by taxation. In the article The Effect of Taxes on the Economy, its illustrated that higher taxes causes productivity to decline and the economy to be worse off. Here the government was taking $4 from each taxpayer, which is not a significant amount. However, the government enacts hundreds of these policies so in total the sum becomes quite significant. These handouts to small groups cause a decline in economic growth because they change the actions of taxpayers.

Unit II Solid Waste Disposed Essay Example | Topics and Well Written Essays - 250 words

Unit II Solid Waste Disposed - Essay Example Sanitary landfills refer to the sites in which waste isolation from the environment is done until the living environment is safe (Lanier & Eldredge, 2005). Safety is achieved through physical, chemical, or biological degradation. Recycling of waste involve the collecting and reusing the waste materials, but mainly for secondary purposes. In the case of sustainability, improvement of the environment is done through sustainability-related programs such as resource recovery practices. In the biological processes, materials that are organic are recovered through digestions and composting processes aimed to decompose them. On the other hand, the energy recovery methods involve the conversion of waste materials that are non-recyclable into useable energy such as heat, fuel, or electricity (Kutz, 2009). Generation of solid waste and its disposal shows an increase trends over the recent years. People are increasing in term of population as well as their purchasing power thereby contributing to higher waste generation each year. The capacity of waste handled by each method of disposing solid waste seems to increase as well. This happens due to the government’s efforts to maintain a healthy environment despite the increased waste generation. Between 1999 and 2006, the management of waste has improved significantly (Kutz, 2009). It appears that as the volume of waste materials increase since 1999, the disposal methods are improved and widened to absorb such materials. Generally, the trend in the management of solid waste materials shows an ever-increasing improvement in almost every method used. Lanier, H. J., & Eldredge, R. W. (2005, August 29). Part 3: The Sanitary Landfill. A Brief History of Solid Waste Management in the US During the Last 50 Years. Retrieved from forester.net:

REWARD SYSTEM- CASE STUDY Essay Example | Topics and Well Written Essays - 3000 words

REWARD SYSTEM- CASE STUDY - Essay Example 1.3 Pay. The basic rate for regular employees is  £14,000. A bonus system is in place which is commensurate to the call handler’s efforts in terms of (a) number of calls taken, and (b) informal assessment by supervisors on the quality of customers relations in sampled calls. So far it has ranged from 0 to  £8,000, averaging at  £1,300. Bonuses are paid out every three months. 1.5 Commission. The chief executive has commissioned a study to be made on an appropriate rewards system that would resolve the aforementioned problems, while at the same time matching the organisation’s key competencies, namely From the case situation given, there appears to be prima facie dissatisfaction with the rewards system of Chalmers pertaining to their call handlers, and the way the rewards system is being administered. However, this may be misleading as all allegations of unfairness and poor pay come solely from the handlers, which may be a biased perception. At present, there is no agreed, specific definition of a call centre. The University of Sheffield, commissioned to create a study of the industry for the Health and Safety Executive (HSE), formulated a working definition of a â€Å"call centre† as â€Å"a work environment in which the main business is conducted via a telephone whilst simultaneously using display screen equipment (DSE). The term call centre includes parts of companies dedicated to this activity, such as internal help lines as well as whole companies.† (Sprigg, Smith & Jackson, 2003). An alternative name for this type of business firm is the â€Å"contact centre† which is described as â€Å"a business unit with responsibility for communicating directly with customers, either proactively to initiate sales, or reactively in order to respond to specific needs or enquiries. Contact centres are used extensively across both the private and public sectors (UK Trade and

Hospitality Assignment Example | Topics and Well Written Essays - 750 words

Hospitality - Assignment Example An analysis of â€Å"How to Start a Bed and Breakfast† an article by Entrepreneur Media, informs of the various steps and issues to consider in order to start a profitable Bed and Breakfast (B&B). In the article, the Entrepreneur Media explores the different issues and steps to consider before starting a B&B business. From the introduction to the conclusion, the author arranges the work in simple steps that make it both precise and informative. The steps (each given a subtopic that is further subdivided into subheadings) make it easier for the reader to go through the all the steps, putting emphasis on points of interest. The author offers a conclusive definition of a B&B. Through a short description of the B&B before giving the definition, the article manages to catch the interest/attention of the audience and keep it glued to the end. That the introduction offers a short history of the development and existence of B&B’s from the revolution era, giving examples of specific houses, makes it informative and helpful. In the section labeled ‘Best of Both Worlds’, the introduction tackles the definition of a B&B in depth. It starts off with a rhetoric question that plays a significant role in arousing the curiosity of the reader and thus attracting his/her attention. The author asks, â€Å"What exactly is a bed and breakfast?†The article incorporates different definitions in terms of size, class, and the number of guest rooms that a B&B can accommodate, to answer the question. In addition, the article offers an extensive definition of the feature through an analysis of the serv ices offered in a B&B. To ensure credibility, the author cites different professional bodies and statistics, which also enhance the understanding of the issue.For instance, the author cites the California-based Professional Association of Innkeepers International (PAII). Moreover, the issue of profit-making in

Contribution of Budgets to Planning, Control and Motivation

Contribution of Budgets to Planning, Control and Motivation Explain how budgets contribute to planning, control and motivation in an organization Budgeting is a way in which businesses plan for the future. They show how policies are to be carried out during that time period in order to meet the business objectives. Budgets not only help the business plan for the future they also motivate their employees and help manage the business. Jae K Shim and Joel G Sigel define budgeting as a financial plan to control future operations and results. It is expressed in numbers, such as pounds, hours and so on. Budgeting when used effectively is a technique resulting in systematic production management. Budgeting facilitates control, communication and also provides motivation to employees. Budgeting helps businesses decide where it wants to be at a future date and what policies they feel they should introduce to make sure they meet their objectives. Planning also helps the business anticipate any Planning is another purpose of budgeting, and is arguably its primary purpose. Budgeting allows a business to take stock of revenue and expenses from the previous period, and judge where the business will be in future periods. It also allows the organization to add and remove products and services from its plan for the future period. In larger organizations, the budgeting process may be completed by individual business units and compiled to form a master budget for the organization. This allows top management to get a picture of the entire business so they are able to better plan accordingly Planning is highly essential for the successful functioning of any organization, big or small. And there are many different kinds of planning involved Planning, in simple terms, involves drawing up a scheduled list of activities required to achieve a particular goal. In a company or even at home, a certain amount of planning helps you finish tasks successfully. But in an organization with a huge workforce and many hierarchical levels, planning is quintessential to meeting the organizations objectives and targets. Types of Planning in an Organization Strategic Planning Operational Planning Financial Planning Marketing Planning Proactive Planning Strategic Planning Strategic planning is the kind of planning that provides direction for the organization on how to proceed in the long run. The organization makes clear the strategy it intends on pursuing to achieve all of its targets, and allocates resources and takes action accordingly. In order to be able to devise the organizations strategy, it is necessary that the organization knows where it stands in terms of its capital availability, its strengths and its weaknesses. Before devising a strategy, the organization also needs to be aware of the economic conditions, and other environmental factors, which can pose a threat, or provide opportunity for growth. The team at the head of the organization most often does strategic planning. After considering all factors, they devise the strategy that would best help the company meet its goals Operational Planning While strategic planning looks at the organizations growth in the long run, operational planning is more about tactical and short-term planning. This planning is essential to ensure that the organization is consistent in terms of its production and distribution of goods and services to the market. As operational planning is for short-term periods, it further helps in devising budgets for the organization. It provides a plan for the allocation of resources; and at the same time, it sheds light on the policy decisions of the organization. Financial Planning Money matters. For the continued sustenance of anything, from a household to an organization, money is important. But things dont end with just having enough money. Budgeting appropriately and planning on how to use the finance available are signs of a good organization. Financial planning in an organization deals with the preparation of a budget. A budget is a list of all the planned expenditures and revenues of an organization. In certain organizations, the budget is also sometimes referred to as the financial plan, which comprises of the balance sheet, the income statement and the cash flow statement. Financial planning implies estimating the expenses the organization will incur, and the revenues it hopes to earn. Marketing Planning Marketing is the way, by which companies promote themselves, their company, products and services, to gain the attention of the people. Marketing is done to make the organization visible in the eyes of the common man so as to garner interest in their business. Market planning is needed to achieve all the marketing targets and objectives. Marketing can be done for any aspect of the organization their products, range of services, or even a brand they are launching. Most often, organizations have a separate marketing department, which is exclusively in-charge of carrying out marketing activities on behalf of the company. Proactive Planning Some organizations plan proactively. Proactive planning means to plan, in advance, for something that has not happened yet. By planning ahead of any event, the organization has more leverage and is armed better to deal with the situation whenever, and if, it arises. The event can be anything, from floods and earthquakes, to riots or strike by employees. Proactive planning follows the motto of, Its better to be safe than sorry. There are a number of other planning processes too that are used by organizations. Some of the others include long term planning, short term planning, reactive planning, formal and informal planning. However, the above-mentioned ones are most commonly followed by organizations. No matter what it is named, any kind of planning is absolutely essential for the growth and success of any organization. Tips How to Prepare an Effective Budget An understanding of basic requirements is necessary to prepare for an effective budget, whether its personal or business budgeting. These requirements involve the need to quantify income and to track expenses regularly. Financial planning tools are available to facilitate tracking and planning. Others avail of a budgeting tool, financial planning software or the more traditional way of hiring a financial adviser or counselor. Whatever financial tool is used, basic factors to achieve an effective budget remain the same. They include the following: Outline Patterns of Income and Expenses To be able to outline the pattern of preparing a budget, there are two basic elements in any simple or complex budget planning: income and expenses. Whatever the basic necessities of an individual, a family or a business entity, income and expenses affect the design and preparation of budgeting. Income A person who has a full-time job is certainly different from a self-employed business owner. It may be more than a struggle for the self-employed to wait for that contractual check to come in rather than an employee who is sure to receive a weekly, fortnightly or a monthly pay. They are all income but have different effect on budgeting. The total income is identified and written down. Expenses There are three basic types of expenses: monthly, quarterly and yearly. They are identified and written down. Other relevant records should be delved into and located, from desk drawers, account statements, and other receipts lying around. Identify and Define Financial Goals Financial goals may be short-term and/or long-term, often larger expenditures. Personal or family financial goals are identified. For the singles, they dont have to worry about family finances. There are many kinds of goals in life. For this purpose the focus is financial goals. Examples of these are paying off a mortgage in 10 years, paying off a huge amount of credit card or big personal loan, starting a business, or a dream plan of holiday to favorite places. For those with families, goals may include college education for children. Whatever they are, financial goals include planned purchases and expenditures. Short- term goals often vary from six months to one year, while long-term goals are plans from five to ten years, perhaps even 20 years. Establish a Financial Strategy An approach or strategy for a successful goal setting is one that is realistic and active and not in the back burner. Financial goals need to be reviewed periodically, for changes, if necessary. If family is involved, the goals can be posted for the family to keep an eye on. Whatever strategy is used, a review of the goal should be done on a regular basis, monthly or fortnightly, to gear up proper handling of finances. Change a Strategy that Doesnt Work By all means, a financial goal that is deemed unworkable after some time, or due to a change in circumstance can either by abandoned or modified. A lot of effort and thought are spent in setting up financial goals to effectively work and therefore should not be taken lightly Given the increasing levels of competition and ever changing occurrences in the marketplace, any business corporate or entrepreneurial cant afford simply to work hard and make it a success. A business plan is a basic necessity in project management. Some business owners who agree that business planning is important also protest the lack of time to plan in view of overburdening tasks. Another excuse given for not planning is that it limits options. Some business owners feel that a plan locks them into a set pattern of activities constricting their freedom to respond to opportunities. A good plan maps the best course of action to achieve predetermined objectives. Business Plan A business plan shows the purpose of the business and what it intends to accomplish. The more defined it is, the better equipped a business will be able to meet the opportunities and risks that lie ahead. Business plans must be used in the following instances Starting up the business Making management decisions Developing new products Expanding the business Obtaining financing Maintaining and keeping control Allowing other significant milestones in the business Business Plan Outline Although every business plan may vary depending on the business, certain components or sections are common to all business plans. Whats important is that it should be organized to provide essential information in a concise and logical format. Title Page Table of Contents Executive Summary Business or Industry Description Product or Services Description Organization Data Financial Information Marketing Strategy Competitive Analysis Operations Plan Successful Business Planning Guidelines The following guidelines are provided to assist entrepreneurs in the planning process and to make them become more proficient in using business plans to their advantage. Set aside time for planning Allocate time to do it. For your business to succeed, you must spend sufficient time on planning. Determine the needs to be accomplished what exactly needs to be done? By identifying specific goal, attention can be focused on the key issues that have to be addressed Ensure availability and access to necessary data to plan effectively, information should be relevant, accurate and timely. Coordinate planning efforts with that of others make sure that people involved in the planning process are aware of what everyone else is doing. This is the only way to ensure that the various goals set for the business are consistent. Review the business plan periodically this is to ensure that the business objectives are clearly aligned to the business goals or objectives. Update the business plan Business experts normally recommend updating a business plan every six months. It is important to re-visit the business plan periodically to ensure it continuously meets the business needs. Make the business plan accessible. It must be ensured that the business plan is accessible to the employees who need it, for them to fully contribute their skills and expertise. Use the business plan this is the most important of all. The business plan, as the blueprint for business to succeed, must be put to full use. If unforeseen opportunities arise, the business plan can be changed to fit the circumstance Communication and Motivation Other goals that an organization may use its budget to achieve that are less obvious include communication and motivation. Budgets allow management to communicate goals and to promote goal congruence so resources can be coordinated and focused in key areas. Budgets also allow a company to motivate its employees by involving them in the budget. While top-down budgeting does not accomplish this goal very effectively, participative budgeting can be motivating. When an employee is involved in creating his or her departments budget, that person will be more likely to strive to achieve that budget. Although business budgeting is a procedure that most businesses go through, it can be a greater tool than many people (and businesses) realize. The budgeting process can allow companies to communicate and achieve their goals, and allow them to monitor those achievements as well. It is also an important step in overall business strategic planning