Foundations Of Organization Structure

Foundations Of Organization Structure (b; Easy; p. 452-453) 4. The degree to which tasks are subdivided into separate jobs is termed: a. departmentalization.b. decentralization. c. work specialization. d. structure.(c; Moderate; p. 452-453) 5. In the late 1940s, most manufacturing jobs in industrialized countries were being done with high: a. departmentalization. b. decentralization. c. work specialization. d. structuralization. (c; Moderate; p. 453) 6. For much of the first half of the 20th century, managers viewed _____ as an unending source of increased productivity. a. departmentalization b. formalization c. work specialization d. automation (c; Moderate; p. 454) 7. Which one of the following components of organizational structure specifically defines where decisions are made? a. complexity/simplicity b. formalization/informalization c. centralization/decentralization d. specialization/enlargement (c; Moderate; Exh 15-1; p. 453) 8. The basis by which jobs are grouped together is termed: a. departmentalization. b. bureaucracy. c. specialization. d. centralization. (a; Easy; Exh. 15-1; p. 453) 9. Grouping jobs on the basis of function, product, geography, process, or customer is a form of: a. departmentalization. b. specialization. c. centralization. d. bureaucracy. (a; Moderate; p. 454) 10. One of the most popular ways to group activities is by: a. product. b. function. c. geography. d. process. (b; Challenging; p. 454) 11. Proctor Gamble departmentalizes by Tide, Pampers, Charmin, and Pringles. This is an example of departmentalization by: a. function. b. process. c. geography. d. product. (d; Easy; p. 455) 12. A plant manager who organizes the plant by separating engineering, accounting, manufacturing, personnel, and purchasing into departments is practicing _____ departmentalization. a. target customer b. product c. functional d. geographic (c; Moderate; p. 454) 13. _____ departmentalization achieves economies of scale by placing people with common skills and orientations into common units. a. Functional b. Process c. Product d. Geographic (a; Moderate; p. 454) 14. At an Alcoa aluminum tubing plant in New York, production is organized into five departments: casting; press; tubing; finishing; and inspecting; packing; and shipping. This is a. functional departmentalization. b. process departmentalization. c. product departmentalization. d. none of the above. (b; Moderate; p. 455) 15. The unbroken line of authority that extends from the top of the organization to the lowest echelon and clarifies who reports to whom is termed: a. chain of command. b. authority. c. span of control. d. unity of command. (a; Moderate; p. 456) 16. The right inherent in a managerial position to give orders and expect orders to be obeyed is termed: a. chain of command. b. authority. c. power. d. unity of command. (b; Moderate; p. 456) 17. The _____ principle helps preserve the concept of an unbroken line of authority. a. span of control b. chain of command c. unity of command d. centralization (c; Moderate; p. 456) 18. The _____ principle states that a person should have one and only one superior to whom he or she is directly responsible. a. span of control b. chain of command c. unity of command d. authority (c; Moderate; p. 456) 19. The _____ refers to the number of subordinates a manager can efficiently and effectively direct. a. span of control b. unity of command c. chain of command d. decentralization principle (a; Moderate; p. 456) 20. Which of the following is a drawback of a narrow span of control? a. It reduces effectiveness. b. It is more efficient. c. It encourages overly tight supervision and discourages employee autonomy. d. It empowers employees. (c; Challenging; p. 457) 21. Which of the following is not a drawback of a narrow span of control? It is expensive. It makes vertical communication in the organization more complex. Supervisors may loose control of their employees. It encourages overly tight supervision. (c; Challenging; p. 457) 22. The trend in recent years has been toward: narrower spans of control. wider spans of control. a span of control of four. an ideal span of control of six to eight. (b; Moderate; p. 457) 23. If you have a narrow span of control, you have a(n) _____ organization. efficient short tall matrix (c; Moderate; p. 457) 24. _____ are consistent with recent efforts by companies to reduce costs, cut overhead, speed up decision making, increase flexibility, get closer to customers, and empower employees. Wider spans of control Narrower spans of control Matrix structures Simple structures (a; Moderate; p. 457) 25. The best definition for centralization is: decision making is pushed down to lower level employees. decision making is concentrated at a single point in the organization. decision making depends on the situation. decision making is done in each department and then sent to the president for the final decision. (b; Moderate; p. 458) 26. In an organization that has high centralization: a. the corporate headquarters is located centrally to branch offices. b. all top level officials are located within the same geographic area. c. top managers make all the decisions and lower level managers merely carry out directions. d. action can be taken more quickly to solve problems. (c; Moderate; p. 457-458) 27. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more _____ there is. a. centralization b. decentralization c. work specialization d. departmentalization (b; Moderate; p. 458) 28. If a job is highly formalized, it would not include which of the following? a. clearly defined procedures on work processes b. explicit job description c. high employee job discretion d. a large number of organizational rules (c; Moderate; p. 458) 29. Explicit job descriptions, lots of rules, and clearly defined procedures concerning work processes are consistent with: a. high formalization. b. high specialization. c. high centralization. d. bureaucracy. (a; Moderate; p. 458) 30. Employee discretion is inversely related to: a. complexity. b. standardization. c. specialization. d. departmentalization. (b; Challenging; p. 458-459) Common Organizational Designs 31. Which of the following is not a common organizational design? simple structure bureaucracy centralized structure matrix structure (c; Moderate; p. 459) 32. The _____ is characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization. a. bureaucracy b. matrix organization c. simple structure d. team structure (c; Moderate; p. 460) 33. Which one of the following is consistent with a simple structure? a. high centralization b. high horizontal differentiation c. high employee discretion d. standardization (a; Moderate; p. 460) 34. The ____ is a flat organization. bureaucracy centralized structure matrix structure none of the above (d; Moderate; p. 460) 35. Simple structures are characterized by: a. shared authority. b. a narrow span of control. c. standardization. d. a low degree of departmentalization. (d; Moderate; p. 460) 36. This is most widely practiced in small businesses. simple structure standardization centralized structure span of control (a; Easy; p. 460) 37. The bureaucracy is characterized by all of the following except: a. highly routine operating tasks. b. formalized rules and regulations. c. tasks that are grouped into functional departments. d. decentralized decision making. (d; Moderate; p. 461) 38. The key underlying all bureaucracies is: a. flexibility. b. standardization. c. dual lines of authority. d. wide span of control. (b; Easy; p. 460) 39. The ____ is characterized by highly routine operating tasks achieved through specialization. simple structure bureaucracy centralized structure matrix structure (b; Moderate; p. 461) 40. The strength of the simple structure lies in its: efficiency. simplicity. centralization. span of control. (b; Easy; p. 460) 41. Which of the following is not a weakness of the simple structure? It is risky. information overload There is little unity of command. slower decision making (c; Moderate; p. 460) 42. The structure that creates dual lines of authority and combines functional and product departmentalization is the: a. organizational structure. b. bureaucracy. c. matrix structure. d. virtual organization. (c; Moderate; p. 462) 43. The matrix structure combines which two forms of departmentalization? a. process and functional b. functional and product c. product and process d. none of the above (b; Challenging; p. 462) 44. The _____ violates the unity of command concept. a. simple structure b. virtual structure c. matrix structure d. team structure (c; Challenging; p. 462) 45. Which one of the following problems is most likely to occur in a matrix structure? a. decreased response to environmental change b. decreased employee motivation c. loss of economies of scale d. employees receiving conflicting directives (d; Moderate; p. 463) 46. The strength of the matrix structure is its: a. ability to facilitate coordination. b. economies of scale. c. adherence to chain of command. d. standardization. (a; Moderate; p. 463) 47. The major disadvantage of the matrix structure is: a. the confusion it creates. b. its propensity to foster power struggles. c. the stress it places on individuals. d. all of the above (d; Challenging; p. 463) New Design Options 48. The primary characteristics of the _____ structure are that it breaks down departmental barriers and decentralizes decision making to the level of the work team. a. virtual b. team c. boundaryless d. organizational (b; Moderate; p. 463-464) 49. In larger organizations, the team structure complements what is typically a: virtual organization. bureaucracy. formal structure. boundaryless organization. (b; Challenging; p. 464) 50. A small, core organization that outsources major business functions is the _____ organization. a. team b. virtual c. boundaryless d. matrix (b; Moderate; p. 464) 51. The ____ is also called the network or modular organization. virtual organization team structure pyramid boundaryless organization (a; Moderate; p. 464) 52. The prototype of the virtual structure is todays: appliance manufacturers. movie-making organizations. fast-food restaurants. software companies. (b; Challenging; p. 464) 53. The major advantage of the virtual organization is its: a. control. b. predictability. c. flexibility. d. empowerment. (c; Moderate; p. 465) 54. The _____ organization stands in sharp contrast to the typical bureaucracy that has many vertical levels of management and where control is sought through ownership. a. virtual b. team c. limitless d. matrix (a; Moderate; p. 465) 55. The boundaryless organization relies heavily on: information technology. functional and product departmentalization. the simple structure. none of the above. (a; Moderate; p. 466) 56. An organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teams is the: a. virtual organization. b. boundaryless organization. c. matrix organization. d. team structure. (b; Moderate; p. 466) 57. The one common technological thread that makes the boundaryless organization possible is: a. reengineering. b. MBAs. c. networked computers. d. mainframes. (c; Moderate; p. 468) Why Do Structures Differ? 58. The _____ is a structure characterized by extensive departmentalization, high formalization, a limited information network, and centralization. a. mechanistic model b. organic model c. traditional model d. bureaucracy organization (a; Moderate; p. 468) 59. Which of the following is not a characteristic of a mechanistic structure? a. extensive departmentalization b. high formalization c. limited information network d. flexibility (d; Easy; p. 468) 60. If there is low formalization, a comprehensive information network, and high participation in decision making, one would expect a(n): a. simple structure. b. mechanistic structure. c. organic structure. d. stable structure. (c; Challenging; p. 468-469) 61. All of the following are characteristics of the organic model except: a. cross-functional teams. b. cross-departmentalization. c. cross-hierarchical teams. d. high participation. (b; Moderate; p. 468-469) 62. Which of the following is not a determinant of an organizations structure? strategy organization size innovation technology (c; Moderate; p. 469-472) 63. Changes in corporate strategy precede and lead to: a. changes in the environment. b. better communication. c. increased productivity. d. changes in an organizations structure. (d; Challenging; p. 469) 64. A strategy that emphasizes the introduction of major new products and services is a(n) _____ strategy. a. innovation b. enhancement c. progressive d. organic (a; Moderate; p. 469) 65. The innovation strategy is characterized by: a. unorthodox structures. b. a mixture of loose with tight properties. c. low specialization and low formalization. d. high technology. (c; Moderate; p. 469) 66. _____ refers to how an organization transfers its inputs into outputs. Production Technology Operations Process (b; Challenging; p. 470) 67. Which of the following is not part of the organizations environment? public pressure groups customers technology competitors (c; Moderate; p. 471) 68. The _____ of an environment refers to the degree to which it can support growth. a. capacity b. qualifications c. potential d. capability (a; Moderate; p. 472) 69. _____ refers to the degree of instability of an environment. a. Instability b. Volatility c. Irregularity d. Unpredictability (b; Moderate; p. 472) 70. Three key dimensions to any organizations environment have been found. Which of the following is not one of these key dimensions? a. volatility b. capability c. complexity d. capacity (b; Moderate; p. 472) 71. The _____ of an environment refers to the degree of heterogeneity and concentration among environmental elements. a. density b. simplicity c. complexity d. intricacy (c; Moderate; p. 472) Organization Designs and Employee Behavior 72. Which of the following generalizations about organizational structures and employee performance and satisfaction is most true? a. There is fairly strong evidence linking decentralization and job satisfaction. b. It is probably safe to say that no evidence supports a relationship between span of control and employee performance. c. The evidence generally indicates that work specialization contributes to lower employee productivity. d. No one wants work that makes minimal intellectual demands and is routine. (b; Challenging; p. 474) 73. There is research evidence to suggest that: a. employees with high self-esteem are more satisfied with decentralized organizations. b. a managers job satisfaction increases along with the number of employees he or she supervises c. centralized organizations tend to have more satisfied employees. d. a managers job satisfaction is inversely related to the number of employees he or she supervises (b; Challenging; p. 474) TRUE/FALSE 74. Organizations have different structures, but the structure has little bearing on employee attitudes and behavior. (False; Easy; p. 452) What is Organizational Structure? 75. Specialization defines how job tasks are formally defined, grouped, and coordinated. (False; Moderate; p. 452) 76. Managers need to address six key elements when they design their organizations structure: work specialization, departmentalization, chain of command, chain of control, centralization and decentralization, and formalization. (False; Challenging; p. 452) 77. The degree to which tasks in the organization are subdivided into separate jobs is termed departmentalization. (False; Moderate; p. 452-453) 78. Work specialization and division of labor are the same thing. (True; Easy; p. 452-453) 79. Work specialization may result in employee boredom, stress, and absenteeism. (True; Easy; p. 454) 80. For much of the first half of this century, managers viewed departmentalization as an unending source of increased productivity. (False; Moderate; p. 454) 81. The strength of functional departmentalization is putting similar specialists together. (True; Moderate; p. 454) 82. Only one form of departmentalization can effectively be implemented in an organization at a time. (False; Moderate; p. 455) 83. The inherent right in a managerial position to give orders and expect the orders to be obeyed is termed power. (False; Moderate; p. 456) 84. Departmentalization answers questions for employee such as To whom do I go if I have a problem? (False; Moderate; p. 456) 85. The unbroken line of authority that extends from the top of the organization to the lowest echelon is termed the command line of authority. (False; Easy; p. 456) 86. The principle of unity of command suggests that managers should support one another. (False; Easy; p. 456) 87. The trend in recent years has been toward wider spans of control. (True; Easy; p. 457) 88. Span of command determines the number of levels and managers an organization has. (False; Moderate; p. 456) 89. All things being equal, the wider or larger the span, the more profitable the organization. (False; Challenging; p. 456) 90. Flat organizational structures result from narrow spans of control. (False; Challenging; Exh. 15-3; p. 457) 91. Narrow spans of control can result in lack of supervision, causing performance to suffer. (False; Moderate; p. 457) 92. Having too many people report to you can undermine your effectiveness. (True; Easy; p. 457) 93. The more that lower-level personnel provide input or are actually given the discretion to make decisions, the more decentralized the organization. (True; Moderate; p. 458) 94. A decentralized organization is more likely to result in a feeling of alienation by employees than a centralized organization. (False; Challenging; p. 458) 95. There has been a marked trend toward centralized decision making. (False; Moderate; p. 458) 96. Increase in the number of rules and regulations results in increased formalization. (True; Easy; p. 458-459) 97. The greater the formalization, the more input an employee has into how his or her work is done. (False; Challenging; p. 458) 98. Autonomy and formalization are positively related. (False; Moderate; p. 458) Common Organizational Designs 99. The simple structure is flexible and inexpensive to maintain, but the chain of command is often ambiguous. (False; Moderate; p. 460) 100. The strength of the bureaucracy lies in its ability to perform standardized activities. (True; Challenging; p. 461) 101. A major strength of the simple structure is that it easily adapts to any size organization. (False; Challenging; p. 460) 102. The simple structure is risky. (True; Challenging; p. 460) 103. Standardization is the key that underlies the simple structure. (False; Easy; p. 460) 104. The matrix structure is characterized by highly routine operating tasks achieved through specialization. (False; Challenging; p. 461) 105. A major weakness of the bureaucracy is that it creates sub-unit conflicts. (False; Moderate; p. 462) 106. The bureaucracy is efficient only as long as employees confront problems that they have previously encountered. (True; Easy; p. 462) 107. A structure that creates dual lines of authority and combines functional and product departmentalization is the matrix structure. (True; Easy; p. 462) 108. The strength of the bureaucracy is its ability to facilitate coordination when the organization has complex and interdependent activities. (False; Moderate; p. 462) 109. The matrix structure facilitates the allocation of specialists. (True; Challenging; p. 462) 110. The major disadvantages of the matrix lie is that it creates sub-unit conflicts and that functional unit goals can override the organizational goals. (False; Challenging; p. 463) New Design Options 111. The team structure breaks down department barriers and decentralizes decision making. (True; Moderate; p. 463-464) 112. Often the team structure complements what is typically a bureaucracy. (True; Moderate; p. 464) 113. The primary characteristics of the virtual organization are that it breaks down department barriers and decentralizes decision. (False; Moderate; p. 463-464) 114. You have decided to hire a small shop to do all your duplicating and printing. This is an example of outsourcing. (True; Moderate; p. 465) 115. The matrix organization is also called the network or modular organization. (False; Challenging; p. 464) 116. The major advantage to the virtual organization is its flexibility. (True; Easy; p. 466) 117. The virtual organization is effective in obtaining organizational stability. (False; Moderate; p. 465-466) 118. Jack Welch coined the term virtual organization. (False; Easy; p. 466) 119. An organization that seeks to eliminate the chain of command is a boundaryless organization. (True; Easy; p. 466) 120. Status and rank are minimized in the borderless organization. (False; Challenging; p. 466) 121. Globalization is easier in a borderless organization. (False; Challenging; p. 466) 122. The technological thread that makes the boundaryless organization possible is networked computers. (True; Moderate; p. 468) Why Do Structures Differ? 123. The organic structure is characterized by extensive departmentalization, high formalization, a limited information network, and centralization. (False; Easy; p. 468) 124. The boundaryless organization is an example of the organic model of organizational design. (True; Easy; p. 468) 125. Mechanistic structures are high in formalization. (True; Easy; p. 468) 126. Mechanistic structures have high participation in decision making. (False; Moderate; p. 468) 127. Strategy does not impact an organizations structure. (False; Easy; p. 469) 128. An innovation strategy works well only for the simple structure. (False; Moderate; p. 469) 129. An organization that controls costs, refrains from incurring unnecessary innovation or marketing expenses, and cuts prices in selling a basic product pursues a price-minimization strategy. (False; Moderate; p. 469) 130. An innovation strategy seeks to quickly move into new products or new markets after their viability has been proven. (False; Moderate; p. 469) 131. Size affects structure at a decreasing rate. (True; Challenging; p. 470) 132. Adding 500 employees to an organization that has only 300 members is likely to result in a shift toward a more organic structure. (False; Challenging; p. 470) 133. Technology refers to how an organization transfers its inputs into outputs. (True; Moderate; p. 470) 134. The three key dimensions to an organizations environment have been found to be: capacity, complexity, and technology. (False; Challenging; p. 472) 135. The environment of an organization needs to be assessed in terms of capacity, which is the degree of heterogeneity and concentration among environmental elements. (False; Challenging; p. 472) 136. The more scarce, dynamic, and complex the environment, the more organic a structure should be. (True; Challenging; p. 472) Organizational Designs and Employee Behavior 137. Research supports the notion that employees prefer an organic structure. (False; Moderate; p. 474) 138. The evidence generally indicates that work specialization contributes positively to productivity. (True; Easy; p. 473) 139. A review of the research indicates that there is no evidence to support a relationship between span of control and employee performance. (True; Moderate; p. 474) 140. Organizations that are less centralized have a greater amount of participative decision making. (True; Easy; p. 474) SCENARIO-BASED QUESTIONS Application of: What is Organizational Structure? Consultants Exceptional has hired you to develop training materials for their consultants. Your first assignment is to develop a training program that helps their consultants to analyze and understand the organizational structure of the company that they are assisting. They believe that in order to adequately evaluate and understand the company, they need to understand the basic organizational structure. Then they will be able to recommend actions and changes based on that structure. 141. One of the questions you tell the trainees to ask is To what degree are tasks subdivided into separate jobs? This question addresses the issue of: a. formalization. b. work specialization. c. span of control. d. chain of command. (b; Moderate; Exh. 15-1; p. 453) 142. _____ is addressed by asking the question On what basis are jobs grouped together? a. Departmentalization b. Work specialization c. Centralization and decentralization d. Formalization (a; Challenging; Exh. 15-1; p. 453) 143. You instruct the trainees to ask about the degree of rules and regulations that direct employees and managers. You want to help them understand the: a. chain of command. b. degree of formalization. c. span of control. d. degree of departmentalization. (b; Moderate; Exh. 15-1; p. 453) Application of Departmentalization You have divided the jobs done by your department through work specialization and are now trying to decide how to best group them for efficiency and service to the customer. You are considering whether to group activities by function, product, process, geography, or customer. 144. You have decided that since you are a

Characteristics of Business Leadership

Characteristics of Business Leadership BUS302-024016 October 30, 2011 Characteristics of Business Management The purpose of this paper is to show a comparison of two successful businesses. Borders Books and Amazon. com are two companies that both sold books but used different methods in operating their businesses. Even though they both were successful businesses, both companies had different leadership styles, visions and goals. Out of the two businesses, only one remain successful and present today. In this paper, I will show how both businesses started, how the leaders differ in leadership styles and techniques, and how Amazon continues to be a great success today. Description of the Businesses I will describe each business and how each business started. I will also describe three main challenges each company faced while establishing or running the business. Amazon. com was founded in 1994 by Jeff Bezos as an online bookstore. As CEO he has built it into the largest retailer on the web, selling everything from groceries to electronics and shoes. Jeff Bezos was working in a quantitive analysis group at an investment firm, when he saw an opportunity to sell books on the internet. In 1994 he went on a cross-country drive from New York to Seattle to start Amazon. He typed his business plan as he went. And he picked up $300,000 dollars from his parents in Fort Worth, Texas. He set up his business in his garage and began selling books via the internet. His business became worth $4. 4 billion according to Forbes' latest billionaire rankings in 2009. Since the start of Amazon. om, Jeff Bezos came very close to failure. The company was on the brink of bankruptcy. Jeff Bezos lost a total of $550 million in startup cost by November 1999. But inspite of that, Time magazine named Jeff Bezos † Person of the year† a month later. Borders Books was founded by Louis Borders, who was the leader of Borders Books and got his start in Ann Arbor Michigan in 1971. Louis Borders and his brother Tom Borders opened a used bookstore, accord ing to the book eBoys by Randall Stross. Louis Borders had a degree in math from the University of Michigan. In his store, he went to work designing artificial intelligence software for managing the inventory of a supersize bookstore, and by doing so made opening more bookstores possible. For fifteen years he and his brother operated Border Books in Ann Arbor and sold software to other stores. Borders started opening more stores. In 1988, Borders recruited Robert DiRomualdo to lead the company's expansion. Roberts DiRomualdo was later credited with leading the company's rise to national prominence in the 1990s. In 1992, Kmart Corp; which bought Waldenbooks in 1984, purchased the 21-store chain for an estimated $190 million , the New York Times reported at that time. Once sold, Border Books went through several changes including the name changing to Borders Group Inc. and changes in CEOs. Between January 1998 to January 1999 Borders expanded by adding 52 superstores. This was the biggest one-year expansion in its history. By January 1999, the company had 256 superstores averaging $256 in sales per square foot. In May 1998, Borders launched an online presence for the first time. Borders had several different CEOs until Mike Edwards became interim CEO in January of 2010. Leadership Styles This paragraph will explain the leaders' leadership styles and discuss how they have adapted to cultural differences and how they operates their businesses effectively in global markets. Mike Edwards became interim CEO of Borders in January 2010. This was a time when sales were already at a decline and the company had already been close to filing bankruptcy but avoided it by cutting costs and conserving cash. The company was already at an organizational decline. Prior to him becoming CEO, Borders had already lauched an online presence for the first time in May 1998. Since then, severing ties with Amazon, the company launched a new Borders. com. So after Mike Edwards was named CEO of subsidiary Borders Inc. in June 2010, Borders launched e-book store, started selling e-readers and set strategies to get 17 percent market share in e-books within a year. Doing this online business was with a hope to increase sales nationally and globally. But I believe a mistake was made by continuing to run the business somewhat the same, but just cutting cost. Mike Edwards didn't make the changes necessary o adapt to cultural differences and was not able to operate the business effectively in global markets. Previously Borders had business base in Australia, New Zealand and Singapore but had to sell off its business in those areas. Due to the condition Borders was in when Edwards came on as CEO, didn't allow for a great chance of bouncing back from their losse s. Mike Edwards' style was to hurry and cut cost and to do quickly what he could to save the company. Really, he had no choice but to do this quickly. Jeff Bezos has a style of having a customer-focused culture and he continues to use the leadership methods they have used for years. He makes it difficult for some publicly traded companies to have the right strategy. He makes sure that Amazon. com follows different strategies to acquire business but at the same time adapting to any cultural differences that take place. He operates the business by reaching out to different global areas through his web based business. Jeff Bezos make sure he keeps up with the competition by changing the company's strategies quickly to adapt to any changes in technology, customer needs and competition. He believes that experimenting different things will attract different cultures. Jeff Bezos believes that cultures are very stable. New people who come to the company may stay or leave. But he states that overtime, you build up this momentum around a culture that is self-perpetuating. This is a way to adjust to to different cultural differnces as well. Leadership, Management, and Motivation Management is getting work done through others efficiently and effectively. Leading involves inspiring and motivating workers to work hard to achieve organizational goals. Jeff Bezos, who founded Amazon. com in 1994, states that his view is that every company requires a long-term view. He feels that if you're going to take a long-term orientation, you have to be willing to stay heads down and ignore a wide array of critics, even well-meaning critics. If you don't have a willingness to be misundertood for a long period of time, then you can't have a long-term orientation. He also states that you're also gonna have to have a willingness to repeatedly fail if you're gonna experiment. For some, this is a exciting and motivating culture. Also, he no longer makes all the plans. He has a group called the S Team that (Senior Team) which stays abreast of what the company is doing. This team meets for about four hours every Tuesday. And once or twice a year the S team gets together in a tw-day meeting to explore ideas. This is an example of group decision making. On the other hand, Mike Edwards' focus was to stick to the business plan that he said works. He stated that they were fighting to the end and hoping that a reorganization plan would be approved. By cutting back and closing some stores would help Borders to exit bankruptcy. He did state that Borders mistake was to open so many stores. He immediatley took action and began an aggressive cost-cutting plan to close stores and lay-off workers. Leader’s Impact Jeff Bezos made an impact on the world by allowing customers worldwide via the web to purchase books, and everything from groceries, electronics and shoes and more. This allowed customers to shop from the comfort of their own home. This was a great convenience for customers around the globe. Also, Louis Borders vision had an impact on the world as well. When Borders and his brother Tom started Borders Books, Louis Bothers took his knowledge and designed artificial intelligience that would later benefit other stores by selling them the software to use for their businesses as well. Boarder Books stores allowed customers to purchase all types of books and also to have an peaceful environment to enjoy reading their books. Borders Books later intergrated music and movies into some of their stores. Even though Mike Edwards didn't become CEO of subsidairy Borders Inc. until June 2010, he made an impact on the internal structure by taking drastic measures to save the company by closing alot of the stores and laying-off employees. This not only affected the employees but the consumers who shopped at Borders as well. All these drastic actions also affected the morale of the employees and stores that remained until Borders announced it's liquidation in July 2011. } References Bomey, Nathan (2011). Borders' rise and fall: a timeline of the bookstore chain's 40-year history. http://Ann Arbor. com/business-review/Borders-rise-and-fall-a-timeline-of-the-bookstore-chains-40-year-history Bomey, Nathan (2011). Exclusive interview with Borders

Noojh

Sure, he liked eating food, and he liked trying new experiences but this experience had not been on his to-do list. Castle had heard about this facet of human life, he knew about sex, he knew about procreation, but pleasuring one's self had never seemed very practical. There were a lot of human things that Castle found he didn't like, even though he thought he would Like†¦ So he was pleasantly surprised when he realized he had been wrong about masturbation all along.The way his body felt as he slid his hand up and down his hardened coco, the way his heart beat quickened with each pump of his wrist, and how he could not keep the soft moans and whimpers from escaping his throat. The closer he came to orgasm, the more his body tightened and coiled; he would dig divots into the mattress with his toes as they curled, and a bead of sweat would trickle down his ribcage as he pumped his wrist faster. His breath would come in quick, short gasps, and his eyes would flutter desperately as he brought himself closer to climax.Sometimes, he liked to power through the experience, making himself come quickly†¦ And then there were other times when he would rub his hands all over his body, pretending they were Dean's, moaning and begging please for release, teasing the sensitive head until a bead of pearly white would appear on his palm. Heat would pool in his stomach and then the overwhelming desire to pump his hips would drive him close to the edge of the bed, as finally release came, and he made a sticky mess on his hands and stomach. He tried to be quiet, but he was never good at silencing himself.He had no idea that Dean was listening on the other side of the door. Mouse-+ steps can you write saturation? 😀 *fans self*: Being human came with Its†¦ Deliquesces. Castle had heard about this facet of human life, he knew about sex, he knew about lot of human things that Castle found he didn't like, even though he thought he would like†¦ So he was pleas antly surprised when he realized he had been wrong He had no idea that Dean was listening on the other side of the door. Mouse ?+ steps can you write saturation? 😀 *fans self*: He had no idea that Dean was listening on the other side of the door.

The Legal Code Of Society - 1452 Words

Law is a necessity. Without the law, there is nothing to hold society together. The law, the legal code of society, is the product of the moral code of society and therefore, legality and morality are inseparable. This being the case, the law must support morality, regardless of its typical function, which is to define what is legal in a society. The problem of the law backing a generally consented to moral standard poses a fearful and tragic outlook on the law itself. James Devlin writes in his essay entitled â€Å"Morals and the Criminal Law† that â€Å"society means a community of ideas; without shared ideas on politics, morals and ethics no society can exist†¦If men and women try to create a society in which there is no fundamental agreement about good and evil they will fail; if, having based it on common agreement, the agreement goes, the society will disintegrate.† (Devlin, 378) Therefore, not only does a community have the right to enforce its moral convict ions on its members, that community has an obligation to itself and to its members to uphold a common morality through the law. Which came first, the chicken or the egg? This classic paradox asks a question which can only be answered by having been present to witness the beginning of either the first egg or the first chicken. The point behind this is that each is dependant on the other for survival and for any guarantee of a future. In the same way, the law depends on society to keep it relavent and society depends on theShow MoreRelatedDoes Crime Have More Than One Definition?1157 Words   |  5 PagesCrime, according to the Merriam-Webster Dictionary, has been around since Hammurabi. The Merriam-Webster Dictionary defines crime as an act or the commission of an act that is forbidden by a law code. Since the very first code of law recorded is Hammurabi’s, then it would be reasonable to conclude, based on Webster’s definition, that crime did not exist before Hammur abi. Most people however, would not agree with that statement. This begs the question, â€Å"Does crime have more than one definitionRead MoreThe Importance of Ethics in Business Essay1475 Words   |  6 Pageshas, but ones deeds decide whether the choices are the right ones or the wrong ones. Prior to World War II society as a whole knew the difference between right and wrong and the ethical choices made back then was what we considered to be a no brainer. That meant society was controlled by a specific value system (Hulme, 2000) that we do not have in today’s world of living. In current society right and wrong is judged by how one is perceived not by how one chooses to think. Business ethics is theRead MoreEthical And Ethical Principles Of Psychologists And Code Of The American Psychological Association923 Words   |  4 Pagesthoughts about the conflicting area in regards to legal proceedings and ethical constraints that I might have to encounter as a psychologist. Psychologists follow a set of standardized codes derived from the Ethical Principles of Psychologists and Code of Conduct of the American Psychological Association (APA). Relying on these codes allows psychologists to make reasonable efforts to resolve an issue without violating ethical standards. 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I was an amazing life time experience of eight weeks and I tried my best to travel smoothly on this track. As I enrolled in ITPS subject I have learnt and grown from this subjects that I thought possible. As stated in the class the goal of learning this subject is to expose the legal responsibility and professional behavior by studyingRead MoreEssay on Social Responsibility1055 Words   |  5 Pagesand society. In addition, the strategic decision should also be based on the code of ethics set forth by the organization. Furthermore, when determining the development of a strategic plan, the organization may either use the views of Milton Friedman or Archie Carroll (Wheelen, 2010). Two Views of Social Responsibility Milton Friedman and Archie Carroll have two opposing opinions of social responsibility. Both opinions evaluate the effect a company invests in the environment or society to theRead MoreSocial Responsibility And Ethics Of An Organization Essay1265 Words   |  6 Pagesfollowed in any organization so that it will protect the workers and the public. Social Responsibility came about in the 1960s to increase public consciousness about the role of the business to develop and maintain high ethical practices in society and also in the natural environment. A number of companies are adopting to social responsibility so that can improve corporate operations. The corporations are using this concept instead of a profit gain, human rights, protect the environment, localRead MoreLegal Developments in Western Civilization836 Words   |  3 PagesLegal Developments in Western Civilization The span of Western Civilization encompasses many notable achievements in legal development. As empires rise and expand, it becomes necessary to create a legal code that standardizes punishment, institutes a form of common law, and protects society from arbitrary abuses of power. These principles were formally established relatively early in the western world, and became the foundations upon which later government institutions created their legal systemsRead MoreEssay on King Hammurabi’s Efforts to Unify Mesopotamia879 Words   |  4 Pagesthe time of his rule, Mesopotamia was dissected into separate city-states that were often feuding. The creation of King Hammurabi’s code of laws was a means to provide unification for all of the people of Mesopotamia. It was King Hammurabi’s hope that a central system of laws would bind the separate city-states into a single, peaceful entity. King Hammurabi’s code of laws consisted of 282 distinctly organized scriptures written and published in roughly 1780 BCE. 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