Design a class Essay Example | Topics and Well Written Essays - 500 words

Plan a class - Essay Example Morgan Company. This test will take no longer than 45 minutes and will be given online in a modernized configuration to test information and current capacities to help guarantee that the data inside our course will be exceptionally useful and not excess for your workers. The anticipated course will incorporate a wide range of points that will be secured over an a multi day timespan. Suppers will be accommodated the staff individuals every day, and the course will start speedily at 7:30am and proceed until 6:00pm, or until every single last inquiry have been responded in due order regarding the day. The proposed themes for the course will incorporate Hardware, Basic difficulty shooting, Software, Operating frameworks, Microsoft Office, Basic O/S and programming inconvenience shooting, Peripherals, Mobile, Security, The Internet †better hunt, Cloud processing, Use of Web 2.0, Intranet applications, File the executives, and Logging on remotely. Every one of these regions of modernized innovation are significant for staff individuals to comprehend at an amateur level so as to make the day by day remaining burden a lot simpler to deal with and to give each staff part the capacity to appropriately utilize time proficiently. We will help train the J.P. Morgan staff individuals on the standard employments of every one of these themes and their real advantages in the work environment by giving theoretical, yet reasonable, models from the kind of work that would be performed. The course will be given in a face to face and remote arrangement to help give better preparing. Half of the time will be spent in a course room that will include question-and-answer talks and force direct introductions toward help show bit by bit systems for the substance. This first half is intended to show the general comprehension of the product or equipment, and execution strategies that are being talked about. The subsequent half will be performed remotely with every understudy approaching the seminar on a PC. Through our protected online framework, we will be

Poor Boys Blimp essays

Poor Boys Blimp papers There used to be a young man that experienced childhood in the Brooklyn ventures. He was incredibly poor. Some how he figured out how to have a portion of the better things of life like a treadmill and an outdated PC from the 80s. His deep rooted dream was to claim a $650 Lead Zeppelin remote controlled dirigible. He approached his folks consistently for a long time if he could have it and each time they would state no they couldnt bear the cost of it. So on the young men fourteenth birthday celebration he proceeded to go after a position at the nearby Nathaniels. In the wake of conversing with the director Steve and landing the position he ran home and told his folks that he began the work tomorrow. The following day the when he got the chance to work he glanced around and saw Steve was gone. He asked another specialist where Steve was. The laborer reacted he was terminated for being excessively idiotic. The kid giggled and returned back to work. Following quite a while of hard work he at last made $600 of the $650 he required for the dirigible. On his way home one day he saw another store. He read the stores name Iraqi Pete Discount plutonium and models. So just being human he strolled in to glance around. The second he strolled in he was encircled be a green gleam that was so brilliant it would put a helicopters searchlights to disgrace. After his eyes acclimated to the sparkle he saw the storekeeper eating pineapples and staring at the TV clearly. The proprietor of the store heard the entryway shut and went to the kid and made proper acquaintance. The kid being obliging made proper acquaintance also. The proprietor inquired as to whether there was a sure thing he was searching for. The kid inquired as to whether he had a Led Zeppelin remote control airship. The man said yes we do well there in the corner. So the kid said thanks to him what's more, strolled to the corner and his eyes lit up more splendid than the radiation from the plutonium. It was the dirigible for $600 tax-exempt. The kid inquired as to whether the zeppelin was truly $600 ... <!

The Five Trademarks of Agile Organizations

The Five Trademarks of Agile Organizations Is your company agile?The agile framework is revolutionizing how departments and entire organizations are run in today’s highly dynamic business environment, and if you want your business to remain competitive, you should also start thinking about making your organization agile.With 20% of organizations around the United States such as Google, IBM, and Amazon already implementing some form of agile, and 65% of non-agile marketers already considering the shift, it might be time for you to do the same.Companies that have adopted agile are already seeing the benefits of the agile approach. 67% of agile companies report that they have seen in an increase in revenue and profits after adopting agile practices.And according to a research report by Korn Ferry titled The Agile Enterprise, companies with agile executives are reporting 25% higher profit margins compared to companies that are not agile.So, how can you take advantage of agile so that you can also reap these benefits?In this art icle, we are going to take a look at the five trademarks that characterize all successful agile organizations.Before we get to that, however, let’s take a minute to understand what is necessitating the shift to agile.A SHIFT FROM THE TRADITIONAL PARADIGMThe current business environment is rapidly and constantly changing, and organizations can no longer survive and succeed with the application of outdated methodologies.Agile provides the dynamic and stable framework for organizations to prosper in the current business environment.Specialized and hierarchical organizations worked in the past for many companies and enabled them to outperform their rivals, amass the greatest talents and dominate their markets. A good example is the Ford Motor Company.By applying the specialized and hierarchical approach, the Ford Motor Company was able to operate with the efficiency of a machine, and in so doing, it was able to transform itself from a small automobile company to a juggernaut controlli ng a huge portion of the automobile market share.Today, the internet revolution â€" disruptive innovation and digitization â€" is currently transforming every sector. Information is becoming more democratized and competition is on the rise.What worked in the past is no longer applicable today, calling for new ways of doing things.Some of the factors contributing to the need for a new approach include:The environment is rapidly changing for both customers and other key stakeholder’s, which calls for restructuring and collaboration in order to quickly respond to these rapidly changing priorities.The constant launch of disruptive innovations is displacing and/or commoditizing established businesses and replacing them with automation or new advancements such as robotics, artificial intelligence, the internet of things, and so on.The increase in transparency, volume and dissemination of information (as a result of information democratization and digitization) necessitates multidirectio nal interaction, and engagement with partners, colleagues and customers.With the boom in creative knowledge, it has become even harder to attract and retain the best talent. In order for organizations to do this, there has been a need to come up with new value propositions, leading to a new war for talent among organizations.With these factors shaping the new environment, it has not been smooth sailing for organizations that have held on to the same specialized and hierarchical models that worked in the past.Of the non-financial organizations that were part of the SP 500 in 1983, only 10% were still part of the SP 500 three decades later.This is more than enough evidence that holding onto the outdated approaches is a recipe for disaster.Ask Kodak, who ended up in bankruptcy because they were too slow in adapting to changes in their industry.The key, therefore, is to adopt the agile approach which makes it easier to deal with the changes in the business environment. Success rates of agile vs waterfall organizations. Source: Vitality ChicagoAt the same time, it is good to note that going agile is not a walk in the park. Organizations that have adopted agile methodologies have reported some challenges and difficulties with implementing agile within the organization.Some reported insufficient knowledge and experience with agile methodology.Others said that they did not know how to fuse the methodology with the broader organizational context.Still others complained of a cultural clash of agile with their organizations.To make sure that your organization is headed in the right direction, let’s now take a look at the five trademarks that characterize successful agile organizations.Keeping these trademarks in mind will ease your transformation into an agile organization that will be better placed to deal with changes and disruptions.THE FIVE TRADEMARKS OF AGILE ORGANIZATIONS The five trademarks of agile marketing revolve around strategy, structure, p rocess, people and technology.While every component is separate, the success of an organization’s adoption of agile is dependent on a combination of all five.1. A Shared Mission and Vision Within the OrganizationThe traditional model is focused on the belief that the shareholders are the most important people within the organization, and therefore, in terms of scarcity, these companies focus only on delivering value to the shareholders, often at the expense of customers, suppliers, competitors, employees, and other stakeholders.Agile organizations, on the other hand, have a different approach in regards to how they create value and who they do it for.Rather than treat scarcity as a threat, they see it as an opportunity to create value for all stakeholders â€" and especially the customers â€" and not just the shareholders.In addition, they make all their stakeholders part of the value creation process.Agile organizations are highly customer centric, seeking to satisfactorily meet d iverse customer needs during all stages of the customer life cycle.This focus on the customer is usually included as part of the organization’s shared mission and vision.This shared mission and vision guides all the organization’s undertakings, and combined with a flexible approach to value creation, it allows these organizations to quickly identify and take advantage of opportunities.Since the main focus of such organization is on its customers, the organization is always on the lookout for changes in customer needs and across the entire business environment, as well as new opportunities to serve the customers and other stakeholders better.This is usually done by employing various tools of collecting stakeholder input and feedback and gathering customer insights, such as forums, product reviews, customer journey maps, and so on.Once changes and opportunities have been identified, the organization quickly responds to these changes to ensure that the customer and other stakeholde rs are satisfied at all times.Resources can be quickly and flexibly allocated to drive campaigns that will help the organization in its mission of providing maximum value for the customers.The campaigns are also regularly monitored to determine whether they are working and should therefore be ramped up, or whether they need to be modified or shut down altogether.2. Network of Empowered TeamsA common view of the traditional model is that people need to be told what to do as autonomy was thought to produce self-centeredness.In the agile model, as long as task are delegated effectively, employees will care about each other and work together to deliver excellent results.Agile teams retain the top-level design but replace the bureaucracy with a scalable and flexible network. Networks are an efficient organizational method as they combine autonomy with teamwork.Creating such empowered teams calls for knowledge in human networks, specifically how to build and structure them as well as nurt uring and sustaining them.The agile teams are a skilled and empowered team that have high alignment standard, expertise, collaboration and transparency.A stable environment is necessary to ensure that the teams operate effectively in a conducive environment.Several elements are required to create such teams. These include:Flat and clear designs that support and reflect the organization’s value creation. The teams can be designed into focused groups who have a similar mission. These can vary in size, with some reaching up to 150 people. This, according to Researcher Robin Dunbar is the maximum number of people with whom a person can maintain a close relationship with. Beyond this number, the relationships between the group members will become stretched and they might not be able to effectively work together.Roles should be clearly spelled out. This ensures accountability and can additionally ensure that people can put all their focus into working and completing deadlines. With clea rly defined roles, there will be less time wastage as people wait for manager approvals or role clarifications. The ideal agile team also separates individuals from their roles, which means that people can share roles or hold multiple roles if need be.Decision making should be pushed as close to the relevant as possible teams. This will not only empower the teams and speed up the decision making process, but will also free up senior leaders and allow them to pay greater attention to providing guidance and overseeing the overall performance of the team.Functions should be transformed into networks of practice and knowledge which are meant to foster learning, talents and skills development and the sharing of experience and information. This provides continuity and stability as people will be rotating across different teams.The partnership and ecosystem within the team should not be limited to within the organization. Instead, the team should also foster relationships with an external network of other stakeholders, including customers, suppliers, industry regulators, academics, and other partners. This gives the team access to new ideas, insights and feedback that will help them develop better products and services, as well as a wide pool from which the team can attract the best talents.The physical environment in which the team works, as well as the virtual environments where the team interacts and collaborates should be designed to empower the members to perform their jobs as effectively as possible by promoting and enhancing communication, transparency, goodwill, collaboration and serendipity.Companies that have successfully implemented the agile framework prescribe three types of fit-for-purpose performance cells that form the building blocks of an agile team:Cross functional teams: These comprise members from different levels of the organization and with different skills. They work in a collaborative manner and bring together their different skills to work o n specific projects, such as product development or launch. Such teams are usually dissolved after the project is completed. Such teams are typically led by a project owner to provide guidance on project vision and prioritization of work, though it is up to the team to define the best way to deliver.Self-managing teams: These teams are more stable in nature and work together on continuous, repetitive tasks, such as sales, customer service, and so on. They are given goals and then coordinate within themselves on how to prioritize their work and focus their efforts in order to achieve these goals. Their performance is measured against predetermined KPIs.Flow-to-work pools: These are teams that are assigned different tasks at different times depending on the tasks with the highest priority. In most cases, members of these teams work individually rather than as a team. These teams usually handle corporate services, such as legal, HR, and so on.While these are the main building blocks of agile teams, other models continue to emerge as agile companies experiment with the design of agile teams and adjust to see which one best serves their business design.3. Fast Decision and Learning CyclesThe traditional model specified a top-down kind of management. The senior and most experienced people defined the direction, detailed the plans on how to arrive there and mitigated risks as they went forward.Agile companies, on the other hand, are cognizant of the rapidly evolving market and the uncertainty of the future.They understand that success and risk mitigation come through embracing this environment and constantly trying out new and productive methods.Agile companies are fast in the way they act and behave.Speed is closely aligned with their creative process and achievement.This kind of integration and iteration forms the building blocks of innovation and the agile framework.Rather than focusing on long term plans formulated by the top management, they focus on quickly dep loying initiatives, monitoring their performance, collecting feedback and making rapid iterations to improve the initiatives based on the feedback. Agile is driven by constant and rapid iterations. Source: SalesforceThese speedy decision cycles have ripple effects across departments and functions. Agile teams quickly reimagine project management models that deviate from waterfall approaches.They use these fast cycles to enhance strategic thinking, implementation and execution at the business level.For instance, some companies are shifting from annual planning, review and budgeting to quarterly cycles and other dynamic management designs.One global bank abandoned its traditional waterfall approach and instead opted for a process based on minimal viable products (MVPs).They moved from less than five release cycles every year to a thousand plus product change cycles in a month.Following these changes, the bank saw a 30% increase in product development, deployment and maintenance.The rapid cycle model is characterized by:Rapid experimentation and iteration, where the team first works on a single minimal viable product within short p eriods of time referred to as sprints, which usually last about a week or two. In between the sprints, the team seeks feedback on the MVP, plans and sets new goals, and then holds another sprint to make iterations and improvements to the existing MVP. This approach reduces the work that needs to be done and saves time.Leveraging of standardized ways of working to promote communication and interaction among team members. This is done through the use of common language, meeting formats, process, and online platforms during the sprints. The aim of this is to foster input, creativity, and rapid iteration.A performance-driven approach. All activities undertaken by agile organizations are measured based on their impact on the business. They are constantly looking for new ways of doing things that will help improve performance.Information transparency. Rapid cycles necessitate transparency so that members can easily and quickly receive and share information with other members. Sharing info rmation keeps everyone in the know, and makes it easier for different members to work together, discuss and find opportunities to improve the product. Transparency also ensures that all members of the team are given opportunities to give their suggestions and ideas.Continuous learning. Agile organizations must make constant learning a part of their culture. In teams, members should be able to easily learn from each other’s mistakes, achievements and knowledge, and build on them to become better. Learning and adjustments become part of their lived experiences which enable them to deliver quickly.A critical feature of these rapid cycle is the emphasis on fast, efficient and ongoing decision making. Agile organization believe that a bird in hand is worth two in the bush. Rapid decision cycles encourage making decisions now, even if the outcome is not certain, rather than delaying the decision until you can be certain of the outcome. The idea here is to make small bets, test them and then quickly adjust them as needed based on the outcome. This leads to faster product development compared to having to wait until everything has been figured out.4. A Dynamic People ModelWhile the traditional model views leaders as controllers who have to direct work and steer employees and determine what tasks they should be doing at what time, agile leaders empower their employees with confidence in their autonomy and organizational goal alignment.The people are at the center of the organizational culture of agile companies, and therefore the culture is designed to promote employee engagement and empowerment.This in turn encourages collaboration and effectiveness in creating value.Agile organizations are based on transformational leadership that is committed to developing its stakeholders and building a community whose commitment to the culture and goals are unquestionable.These organizations are also committed to the skill building and entrepreneurial development in their employ ees.Rather than being directors and controllers, leaders in agile organizations are more of servant leaders whose focus is developing and empowering their teams. They act as coaches who train, teach and encourage their teams.They are visionaries who share their ambitions with their teams and give them the push to achieve the team’s goals. They boost their team’s morale and help uncover their employees’ hidden talents and skills. They have complete trust the competence of their employees.This dynamic people model results in employees developing an entrepreneurial drive. They are confident in their abilities and the autonomy vested on them, and are motivated to own the team goals, to make choices and to improve their skills.They also have the freedom to find greener pastures and spread their wings.Such conditions create a conducive environment for employees to thrive and become passionate about their work, and also helps attract the best talent.Apart from talent development, agi le organizations also contribute to skills development through rotation and different experiences.Rotation and role mobility allows the employees to take on varied roles, which in turn gives them a wide range of skills and experience as they face new challenges, make mistakes, achieve and learn. Agile organizations report this as an effective way of reducing employee churn.5. Integrated TechnologyIn the past, technology was seen as a supporting asset dedicated to serving specific parts of the organization. Currently, technology is at the core of every sector and plays a huge role in unlocking opportunities, value and success.In order for organizations to embrace agile, they must rethink how technology supports their processes and products, as well as how it can make them faster and more flexible.The goal for companies embracing agile should be to use technology to meet changing customer demands and preferences and make their products and services more competitive.This means evolving their operational processes and making their products and services digital or digital-enabled.To come up with and implement new technologies that support their processes and products, agile organizations create cross-functional teams that are tasked with designing, building, testing, deploying and maintaining next-gen technologies, using tools like virtual collaboration, crowd sourcing and hackathons to gather insights on customer preferences and then quickly coming up with solutions.This, couple with rapid cycles, allows improved iterations of the solutions to be continuously released to the market.WRAPPING UPIn a highly dynamic and rapidly evolving business environment, the only way for businesses to survive and thrive is by being agile.While organizations cannot be certain what the future holds, agile organizations have the capability to adjust, adapt and respond to any unexpected changes in the market and therefore remain competitive.All successfully agile organizations exhibit the five trademarks discussed above, which focus on strategy, structure, process, people, and technology.The key to embracing agile is to start by applying these five trademarks to your organization.

My Strengths And Personal Statement - 1502 Words

One of my strengths would be my responsiveness to students’ individual needs. I understand that not every student is at the same level, and I try to do my best to check in with every student, and make sure that they are on the right track with their assignments. It is important to me to respect the dignity of each learner, while also challenging them and helping them to grow academically. On a ‘Get to know me’ questionnaire that I gave to each student, many students said that they did not feel comfortable speaking up in class. I had to find a way to incorporate oral speaking into my lessons because a part of the English nine B.C. curriculum is oral language speaking strategies. In order to prepare the grade nine students to read their poems out loud in front of the class, I scaffolded the reading process. I began the lesson by going over an oral speaking rubric, that I created to assess the poetry oral presentation, then I asked students to assess their peerâ€⠄¢s poetry readings by telling them one thing they did well and one thing they could do improve upon, then students were given a few minutes to practice on their own, and then students presented to the class. Scaffolding the presentation process really helped to calm down the student’s nerves. I even had the principal come watch one block’s poetry presentations, and the students amazed their peers, the principal, and myself with their readings; this was definitely one of the highlights from my practicum experience.Show MoreRelatedPersonal Statement : My Leadership Strengths1344 Words   |  6 Pages My leadership strengths are that I am persistence, I am creative, and I am expert in accounting. Being persistence means I never give up, not even when things get tough. 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Whole Foods Market, Inc. - 1162 Words

Kayla Avery 10k Analysis CBAD 478 May 22nd, 2016 Whole Foods Market, Inc. was founded and created by four business people in Austin, TX during 1980. The founders opened Whole Foods Market because they wanted a supermarket that offered natural foods. This company was able to be successful because at the time they opened there were less than half a dozen natural food supermarkets in the United Sates. In 1984, they build stores in Houston and Dallas, they then moved to New Orleans, and eventually to the West Coast. A major part of Whole Foods growth has come from the many mergers and acquisitions with companies that have occurred throughout the years. The mergers and acquisitions gave Whole Foods’ even revenues to move to the East Coast.†¦show more content†¦Whole Foods’ launched their mobile application and started offering the grocery delivery to try and stay ahead of their competition. A strategy of Whole Foods’ in 2014 and 2015 was to be disciplined and opportunistic with their real estate purchases . They prefer to open new stores in existing areas and then expand into new areas. Since 2011, Whole Foods’ has opened 100 stores, which is great for growth, but was a huge part of their decline in 2015. As previously mentioned, Whole Foods’ opened 38 new stores in 2015. This large expansion of stores allowed them to produce $1.1 billion in cash flows from their operations, invest $851 million in capital expenditures, and resulted in a free cash flow of $278 million. Those numbers were wonderful for the companies’ shareholders, who got $184 million in quarterly dividends. In 2015, they focused too much on opening new stores, rather than focusing on preexisting stores. Customers said their stores are getting â€Å"shabby with mediocre customer service† (Whole Foods’ Sales). This was a huge turn off for many people, especially when they can go to a store like Sprouts, spend less and get just better service, and natural food. The three-year trend for Whole Foods’ was doing very well until this year, as seen below (WFM Gross Profit Margin (TTM)). The average weekly sales per store hit a record high in 2014 reaching $722,000 and stores that are comparable in

Individual Journal Entry Free Essays

string(29) " the duration of the patent\." Introduction: There are several concepts that are important for consideration when engaging in business. Thus, the subsequent lectures discuss the importance and relevance of various concepts such as the importance of intellectual property rights and whether they are effective, the reasons for becoming an entrepreneur and why some individuals would prefer not to become entrepreneurs, and how innovation is supported through organizational structure and organizational culture. Lecture 5: Intellectual Property This journal entry seeks to analyze the topic of Intellectual Property within organizations and how it is protected. We will write a custom essay sample on Individual Journal Entry or any similar topic only for you Order Now Intellectual property is not visible nor does it contain substance. This is one of the main reasons that businesses seek to protect their intellectual property rights as it is rather easy for other firms to steal, replicate, or use intellectual property belonging to another organization. Accordingly, organizations go to great lengths to attempt to protect their intellectual property rights. However, it is often found that intellectual property rights are easily violated (Branstettar et al, 2011). Intellectual property can be defined as â€Å"creations of the mind† such as inventions, artistic works, images, designs, and symbols. While these creations do not have a substantial form and/or cannot be touched, the concept or the idea is what substantiates intellectual property. Accordingly, intellectual property rights enable a person or a firm to exclusively claim use of the idea or concept that originates from them. Intellectual property is highly valuable in firms and is sometimes considered even more valuable than economic gains as it is the core concept of a business and a source of identity for an organization. The Apple symbol for Apple Inc. is highly valuable and is part of the company’s intellectual property as it serves as a basis of identity for the company. If another company began to use the same symbol on its products, this may threaten Apple’s identity as consumers may begin to perceive the other company’s products as Apple products. Th us, Apple and other firms use protection strategies in order to protect their intellectual property from being exploited or used by other firms (Klein, 2010). There are numerous generic protection strategies which are available to all firms without cost as they naturally exist where applicable. Generic protection strategies are those that are a natural cause to the firm’s expertise and thus automatically present a barrier for other firms from copying or imitating the idea or concept of the firm. The first generic protection strategy is lead time which constitutes the time taken for another firm to understand or be able to replicate a firm’s idea. For example, in the mobile phone industry, if one firm produces a phone with certain technological features that do not exist in other phones, it will take some time for other firms to be able to figure out the type of technology used and then produce their own phones. Thus, by the time the competitor firm has produced the same technology, the idea may have already become obsolete and used. However, lead time barriers vary from industry to industry as in some industries the lead tim e is longer while in others such as the telecom industry, it is negligible (Dinopolous Segerstorm, 2010). Another generic protection strategy is the learning curve which implies that there is a certain cost advantage for firms that take the first initiative in an idea as they usually grasp the most market share. It takes time for other firms to learn and catch up and they are often unable to reap the cost advantages that the initial firm has reaped because they are not the original innovators. Another strategy is the secrecy in which a firm keeps the process they have used to produce a product secret. However, this strategy can become redundant after some time as processes can be reverse engineered, secrets are often hard to keep with staff movements, and non-disclosure agreements are often violated. The formula used to produce Cocoa-Cola is one of the best kept secrets in the business world, yet there are other drinks which attempt to replicate Coca Cola such as RC Cola, Pepsi, and others. Tacit know- how and product complexity are other generic protection strategies which make it dif ficult for other firms to copy or imitate processes or ideas as the knowledge and expertise required to replicate an idea is rather complex or technical and cannot be easily replicated. This is a strong form of protection for a firm as other firms find it difficult to replicate their idea, eliminating chances of competition. Moreover, when an inventor produces a high quality product that becomes a standard in the market such as Microsoft Windows, they automatically create a lead which protects them from replication. While generic protection strategies may be effective, they are temporary forms of protection and do not guarantee protection in the time of high technological competition (Davis, 2008). Legal protection strategies must be acquired and do offer legal support for firms in the case of imitation or replication or their concepts or ideas. Legal protection includes copyrights for literary and original work such as writings, music, software, and other things of its kind. The duration of the copyright spans 70 years after the original author’s death and gives a maximum amount of protection. Design rights offer the original creator the exclusive right to use a certain design for a period of 10-15 years after the product has originally been marketed. However, there are often loopholes in this legal protection as replications are often still made such as the replication of the design of Apple iPhone and Samsung Galaxy. Trademarks such as logos and company names must be registered and a fee must be paid to ensure that another firm does not use the same trademark or symbol. The last form of legal protection is patents which gives an inventor the exclusive right to produ ce and sell a specific product. The right remains with the person for the duration of the patent. You read "Individual Journal Entry" in category "Essay examples" However, patents last for only twenty years, are expensive to obtain, and do not guarantee success as they may be infringed (Kim et al, 2012). Hence, while both generic protection strategies and legal protection strategies provide cover for a firm who is aiming to keep an idea or concept within their own realm, they are not always reliable. While legal protection may be an automatic right or a paid right as in the form of a patent, it does no guarantee that imitation will be prevented. It only means that the legal right holder has the ability to press charges on a firm who violates their right. This, however, does not eliminate all the loss incurred to the firm because of the infringement. Hence, protecting intellectual property in the contemporary world is a rather difficult ordeal (Simcoe et al, 2009). Lecture 6: Innovation and Entrepreneurship Innovation and entrepreneurship are two connected concepts which survive with one another. When an individual comes up with an innovative idea and seeks to find a market for it, the individual becomes an entrepreneur. There are various reasons for an individual to choose to become an entrepreneur as there are several benefits of becoming an entrepreneur. However, there may also be numerous reasons an individual may not choose to be an entrepreneur. The role of an entrepreneur is not easy and is highly self-sufficient. Thus, everybody does not possess the characteristics necessary for this role (Wang et al, 2012). An entrepreneur is a person that comes up with an innovative idea and begins a business with it. The entrepreneur is the bearer of all risks and is the owner of the business. In many cases, the entrepreneur may also be the manager of the business or the sole person running the business. However, in many large organizations, entrepreneurs hire additional staff to help facilitate the working process. Nevertheless, there are certain skills required in an entrepreneur in order for the business to be successful. An entrepreneur must be decisive, creative, patient, possess managerial skills, coordinated, and analytical. Moreover, an entrepreneur must be able to face challenges and act quickly in critical situations. Thus, the role of an entrepreneur is highly important and carries high degrees of risk. Many people do not feel that they can deal with such high levels of risk and stress ( Guiso Shivardi, 2011). UK statistics show certain entrepreneurial trends which show that men are two times more likely to become entrepreneurs than women and people in the age range of 35-44 show the highest amounts of entrepreneurial activity. Moreover, the educated class or graduates are more likely to indulge in entrepreneurial activity rather than non-graduates. People who have previously been employed are more likely to indulge in such activity. Also, people who are in the top-third spectrum of the income distribution are three times more likely to begin a business rather than those in the bottom half of the income distribution chart (Sogner Fritsch, 2013). Such characteristics show that entrepreneurship is probably considered a rather intense ordeal as women do not indulge in such activity as much as men. It also shows that entrepreneurial activity requires experience as people in the older age brackets of 35-44 indulge in entrepreneurial activity more than other age groups. Moreover, knowledge and education also helps in entrepreneurial activity which may be a reason why more graduates choose to pursue it rather than non-graduates. Lastly, entrepreneurial activity requires investment and money which may be a reason people in the top spectrum of the income chart are more likely to indulge in entrepreneurial activity rather than lower income groups (Clerq et al, 2012). Thus, it is obvious that entrepreneurship requires a variety of skills and resources. However, there are five characteristics which may influence an individual’s decision to become an entrepreneur. The first characteristic is the need for achievement as engaging in entrepreneurial activity is highly rewarding if success is attained. The second characteristic is the locus of control as some individual’s may want to be in full control of their activity and may not want to share authority with anyone or give anyone authority on themselves. Thus, engaging in entrepreneurial activity enables them to maintain the locus of control (Magri, 2011). The third characteristic is the desire for autonomy as some individuals may prefer to be the sole decision makers and may not feel comfortable working in teams. Hence, some individuals have the desire for autonomy and thus find entrepreneurial activity as the most suitable option. Some individuals prefer self-efficacy in which they pr efer to rely on their own performance rather than the performance of any other person and choose to be self-reliant. Such individuals are also more likely to engage in entrepreneurial activity. The last characteristic is related to innovation as some individuals are highly innovative and prefer to reap profits from their innovative abilities rather than use their skills for another firm. The benefits of entrepreneurial activity include reaping all profits made and amounting to unlimited earnings if the business is a success. Examples such as Mark Zuckerburg, Michael Dell, and Bill Gates illustrate how unlimited profits can be made through innovative ideas. Moreover, entrepreneurial activity allows a person to be their own boss and explore their creative abilities. It also enables a person to design their own job description and pursue a path that is of interest to them. However, there are also certain aspects which cause an individual to choose not to be an entrepreneur (Banon et al, 2011). As entrepreneurs carry all the risk, there are high chances of losing investment and incurring losses. Moreover, it is difficult to attain such amounts of money and raising capital can be a highly time-consuming and stressful job. Entrepreneurs also go through a lot of stress and there is no guarantee of income. There may be times when no income is made. Hence, many people do not possess the characteristics to be able to handle this situation (Zheng et al, 2010). I would choose to be an entrepreneur because it would be a form of self-testing my abilities and being able to solely reap the profits of my success. Unlimited reward is an attractive feature of entrepreneurship, yet I would choose not to be an entrepreneur because of the high possibility of incurring losses as well. Moreover, the autonomy available to entrepreneurs is highly attractive, yet the stress of making wrong decisions can also prove to be highly hazardous. Thus, I would choose not to be an entrepreneur if the risk was high and the industry was highly competitive . Therefore, it is obvious that entrepreneurship is not adequate for everyone but is a highly attractive option for those that possess the required characteristics and have an innovative idea to market. Hence, entrepreneurship carries its merits and de-merits and the success of the entrepreneur is not only dependent upon his/her own abilities but also depends upon the idea of the entrepreneur. Choosing whether or not to become an entrepreneur can be a long drawn process in which several aspects are considered and is a personal choice which may vary from person to person. I personally would choose to be an entrepreneur if I had an innovative idea which I knew had high chances of success. Lecture 7: Innovation in Large Organizations Large organizations that attempt to innovate must have supporting organizational structures and organizational cultures that facilitate open communication, maximum interaction, and the exchange of ideas in order to continuously improve previous concepts. However, if the organizational culture and structure do not support innovation and are rather rigid, then it would be difficult for an organization to pursue such goals. Innovation requires brainstorming, open exchange of ideas, and a relaxed organizational culture which promotes the value of innovation. Hence, large organizations must ensure that their systems are designed in order to promote and pursue such values such as open communication, innovation, and a supportive organizational culture as some organizations may find it difficult to change their structure and culture further in their production processes (Zhang et al, 2010). The effectiveness of organizational structure is dependent upon a number of factors which includes the leadership style and philosophy, the organizational culture, internal and external relationships, and processes that facilitate information sharing and decision-making. Thus, these factors must support the notion of innovation within an organization. There are five different types of structures which include functional, multidivisional, matrix, project-based, and a corporate venture (Valencia et al, 2011). The functionalist structure connects the CEO to all departments, reduces complexity and simplifies control mechanisms, defines clear responsibilities, and there are specialists at senior and management levels. However, the functionalist structure reinforces hierarchical structure, causes an overburden to senior staff members, may be a cause to neglect strategic issues, and makes it difficult to cope with geographical and product diversity. Hence, the functional structure is not highly supportive of innovation as it is no highly customer-oriented and does not facilitate maximum communication between departments. However, the multi-divisional structure is more customer-focused, flexible and alterable, is controllable by performance, and is specialized by competences. Hence, as each department is highly competitive and focused upon customer needs, this type of organizational structure encourages and promotes innovation more than the functional structure. The matrix structure is another organizational structure which facilitates many departments and allows flexibility, minimizes resource requirements, is customer focused, and facilitates integrated knowledge. Although this structure increases the potential of conflict, ambiguity, and increases the time taken to make decisions, it does allow for cooperation between departments and minimizes costs. However, this may not be the ideal structure to promote innovation. The project-based structure focuses upon a single project per department and is very focused and specialized in its particular area of focus. However, this type of structure only last s a limited amount of time and prevents interaction throughout the organization. Hence, this type of structure is also not ideally suitable for innovation. The corporate venture creates organizational entities that reside in or outside an existing corporation and infuse entrepreneurial activities in independent entrepreneurial firms. This enables motivation of employees, transparency in the system, and mobilization of the reputation of the brand or the company. This system promotes innovation as it promotes entrepreneurial activities (Valencia et al, 2011). Organizational culture consists of the assumptions, beliefs, and the values that are shared and practiced by all members of an organization. These assumptions, beliefs, and values define an organization and the environment it operates in. Organizational culture facilitates communication within and outside the organization and is very difficult to change once an organization establishes a certain organizational culture. The organizational culture may include components of the societal or national culture an organization is physically situated in, the leadership and management style of the leader of the organization, and the nature of the business that the organization conducts (Menguc Auh, 2010). An organizational culture which promotes innovation has open communication between employees and managers and usually has a highly interactive and informal organizational culture. Participation in various activities and delegating authority to employees of lower ranks is highly encouraged as organizations must facilitate the exchange of ideas and information. Employees are openly allowed to make choices and decisions in order to devise new strategies and form new ideas for the benefit of the organization. However, organizational culture is very hard to change once it is established in an organization. Attempts to transform organizational culture fail because as there are eight distinct phases of change, skipping a stage may lead to failure. Making critical mistakes in any stage may also lead to failure and even the most capable people tend to make errors. Changing organizational culture takes time and effort and it is not easy for managers to incorporate the new organizational cultu re within employees in a short period of time (Menguc Auh, 2010). Lacking a vision, improper planning, lack of communication, and not anchoring changes in the corporation’s culture are also causes to the failure of implementing a new organizational culture. Hence, it is highly essential for firms to implement an innovative organizational culture from the initial stages of being in business rather than attempting to change it at later stages (Fiedler Welp, 2010). Promoting innovative values within employees and encouraging or valuing their opinion can prove to be beneficial for a firm favoring innovation. Aiming to change organizational culture at later stages can prove to be hazardous and confusing for employees as they may lose their sense of direction. Thus, the firm may suffer in terms of employee performance and motivation levels may also fail as employees are forced to adopt a new way of behaving in an organization. Large organizations who wish to pursue innovation must ensure that they incorporate this value in their organizational st ructure from the beginning (Linnenleuke Griffiths, 2010). Hence, it is obvious that innovation is a value that needs to be incorporated and facilitated by a firm’s organizational culture and organizational structure. Open communication, exchange of ideas, and delegation of authority are characteristics which help promote innovation within organizations. An informal and interactive organizational culture and organizational structures such as the corporate venture, matrix organizational structure, and multi-divisional organizational structure support innovative activities. Hence, large organizations who wish to innovate must design their business environments accordingly (Mahmoudselahi et al, 2012). Conclusion: The discussion on lectures 5, 6, and 7 shows that there are various aspects for an entrepreneur to consider and each aspect has positive and negative consequences. If an organization has to protect their intellectual property, they can do so through application of generic or law protection while both may not be permanently effective. There are certain characteristics that are needed within an individual in order for the individual to become an entrepreneur, while others may not prefer to be an entrepreneur because of the high levels of risk involved. Organizational culture and structure are important concepts that must be embedded into an organization to promote the value of innovation, as they are very difficult to change at later stages. References Banon, A., Sanchez, A. Vivaracho, P. (2011) â€Å"The decision to become an entrepreneur: a cognitive perspective. â€Å" A Shift to the Entrepreneurial Society : A Built Economy in Education. Edward Elgar Publishing. Branstetter, L., Fisman, R., Foley, C., Saggi, K. (2011) â€Å"Does Intellectual Property Rights Reform Spur Industrial Development†. Journal of International Economics. Vol. 83:1 pp. 27-36 Clercq, D., Honig, B., Martin, B. (2012) â€Å"The roles of learning orientation and passion for work in the formation of entrepreneurial intention†. International Small Business Journal. Davis, TM. (2008) â€Å"International Intellectual Property Rights: Effectiveness of Incentives for Enforcement†. Ball State University Department of Physical Science. Dinopolous, E. Segerstorm, P. (2010) â€Å"Intellectual property rights, Multinational firms, and Economic Growth†. Journal of Development Economics. Vol. 92:1 pp. 13-27 Fiedler, M. Welp, I. (2010) â€Å" How do Organizations RememberThe Influence of Organizational Structure on Organizational Memory†. Organization Studies. Vol. 31:4 pp.381-407 Guiso, L. Schivardi, F. (2011) â€Å"What Determines Entrepreneurial Clusters?†. Journal of the European Economic Association. Vol. 9:1 pp. 61-86 Kim, Y., Lee, K., Park, W., Choo, K. (2012) â€Å"Appropriate Intellectual Property Protection and Economic Growth in Countries a Different levels of Development.† Research Policy. Vol. 41: 2 pp. 358-375 Klein, MW. (2010) â€Å"Ten Years After Managed Professionals : Who Owns Intellectual Property Now?†. Journal of Collective Bargaining in the Academy. Vol. 2:2 Linnenlueke, M. Griffiths, A. ( 2010) â€Å" Corporate Sustainability and Organizational Culture†. Journal of World Business. Vol. 45:4 pp. 357-366 Magri, S. ( 2011) â€Å" Household Wealth and Entrepreneurship: Is There a Link?† Midwest Finance Association 2012 Annual Meetings Paper. [online] Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1925361 Mahmoudsalehi, M., Moradkhannejad, R. Safari, K. (2012) â€Å"How Knowledge Management is Affected by organizational Structure†. Learning Organization. Vol. 19:6 pp.518-528 Menguc, B. Auh, S. (2010) â€Å"Development and Return on Execution of Product Innovation Capabiilities: The role of organizational structure†. Industrial Marketing Management. Vol. 39:5 pp. 820- 831 Simcoe, T., Graham, S., Feldman, M. (2009) â€Å"Competing on Standards: Entrepreneurship, Intellectual Property, and Platform Technologies.† Journal of Economics Management Strategy. Vol. 18:3 pp. 775-816 Sorgner, A. Fritsch, M. (2013) â€Å"Occupational Choice and Self-Employment-Are They Related?†. [online] Available at: http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2205034 Valencia, J., Jimenz, D., Valle, R. (2011) â€Å"Innovation or Imitation: The role of Organizational Culture.† Emerald, 49. Wang, C., Wang, N., Yang, J. (2012) â€Å"A Unified Model of Entrepreneurship Dynamics.† Journal of Financial Economics. Vol. 106:1 pp. 1-23 Zheng, W., Yang, B. McLean, B. (2010) â€Å"Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management†. Journal of Business Research. Vol. 63: 7 pp.763-771 How to cite Individual Journal Entry, Essay examples

The Iranian

The Nuclear race between Iran and Israel has been an ongoing conflict of low intensity for decades. It has been a long time since it became apparent that this strain will always fuel the instability in Middle East region, and remain a particular concern for the GCC states and especially UAE. It is obvious that the stability or the balance of powers can never be achieved as long as both states, Iran and Israel, continue to compete for victory in the arms race.Advertising We will write a custom essay sample on The Iranian-Israeli Nuclear Race and Its Implications on the GCC/UAE Security specifically for you for only $16.05 $11/page Learn More A distinct sense of insecurity keeps growing among the countries of the Gulf region, and such awareness will definitely have its implications on the neighbor countries. For some time already the UAE has been voicing its concerns about the region’s instability, although in the past few years it has moved from to lerant and patient rhetoric to a more apprehensive attitude and bold statements, along with the fellow countries of GCC. The combination of these factors and the cited arguments allow to come to a definite conclusion regarding the need for UAE to reshape the programs of military security and place greater focus on foreign policy and relations between the countries, as well as turning attention to its own nuclear program, not for militarization or entering a new round of arms race, but merely for preserving the balance of power in the region and making explicit its intentions to resist any threats. A thorough background research has shown that the nuclear programs of both countries have been influencing not only the Middle East Region but the political life and international relationships all over the world for at least three decades. It is well known that Israel has neither denied nor confirmed the fact that it has constructed or possessed the nuclear weapons. However, the implicati ons of possession of a nuclear arsenal and its estimated numbers have varied from year to year, with the last probable assessment of the Federation of American Scientists has been of 80 missiles by 2015, although Israel might have produced enough plutonium for 100-200 warheads (par. 4-18). The Israeli scientific nuclear program is based on the use of a nuclear reactor and reprocessing plant in Dimona, Israel. The government of Israel has acknowledged the existence of plant site; however, it is not willing to disclose any details, and the information remains classified. Such policy has been also known as the so-called â€Å"nuclear ambiguity,† which Israel has maintained throughout its history. Another way of dealing with the tension in the region for Israel lies in applying significant efforts to prevent neighbor countries from acquiring the nuclear weapons or developing the nuclear programs. Most of these efforts have been definitely aimed at Iran, as Israel has been warning that a nuclear Iran will become a threat not only to the Jews, but it would also threaten the safety of all the GCC countries and might provoke a new round of the arms race. The anxiety of the Israelis is easy to understand; however their strategies are unable to solve the threat of the nuclear dilemma, moreover, they may worsen it in some ways. Despite the deep Israel-US cooperation, according to a report on Israel policies by Haim Malka (2012),Advertising Looking for essay on international relations? Let's see if we can help you! Get your first paper with 15% OFF Learn More The strategies†¦ [of] deterrence, containment, and entente, as well as a military strike†¦ [do not] solve the threat of a potentially nuclear threat. Every strategy poses complicated dilemmas for Israel and the United States, which means that managing Israeli expectations and actions will become more complex in the months and years ahead. (61) The nuclear status of Iran is as indefinite as Israel’s, but it has always evoked greater interest and concern. According to a report on Iranian nuclear program, for scientific and nuclear energy purposes the country now possesses two uranium mines, uranium processing facilities that include at least three uranium enrichment plants, a research reactor and several research sites (Kerr 1-5). The same research also notes: Although Iran claims that its nuclear program is exclusively for peaceful purposes, the program has generated considerable concern that Tehran is pursuing a nuclear weapons program†¦ [The IAEA] has concerns about the program, particularly evidence that Iran may have conducted procurement activities and research directly applicable to nuclear weapons development. (Kerr 1) The abovementioned facts can be used to describe the roots of the problem in its entirety. The two advanced and covert nuclear programs create major regional instability and pose a severe security threat to the GCC states and the U AE in particular. At the same time, the only thing opposed to the threat and used to maintain the delicate power balance in the region is the US liability to provide conventional weapons and a â€Å"nuclear umbrella† for Israel only, even while Israel itself believes that such deterrence system should, in fact, be extended to Gulf allies (Malka 57). This means that neither UAE nor any of the GCC states own a nuclear program for deterrence use and have no way to defend them or compete with the previously mentioned military programs of Iran and Israel. The analysis of the current situation shows that the Iranian – Israeli nuclear holocaust is not much likely to happen given the fact that modern Iran is not prone to taking significant risks, and it does not want to enter international isolation again as its economy and international relations have just started evolving after long years of boycott and deteriorating relations between Iran and the Western Countries in partic ular. Yet the Iranian official speeches do not hesitate to express aggressive strategies and the government shows its willingness to use its weapons against any threats posed by Israel, both real and speculative.Advertising We will write a custom essay sample on The Iranian-Israeli Nuclear Race and Its Implications on the GCC/UAE Security specifically for you for only $16.05 $11/page Learn More Iran struggles to be introduced to the world as the only Muslim country who can give Israel a fitting reply, and therefore it will be able to act as major power in the Middle East region and to play the role of the guardian for GCC states, which may serve their expansionist ambitions in compliance with their religious and cultural Shiite doctrine. A policy paper on Iranian doctrine states the following: Iranian centrality has created a vision for Tehran’s regional role that does not follow the known rules of the international order; instead, it is based on transnational doctrinal discourse and policies to â€Å"create a Shiite nation† with Iran as its center and political term of reference. Thus, Iran resembles Israel only, which also sees itself as a state for world Jews. (Emirates Policy Center 65) Thus, it is obvious that Iran can become a source of greater instability than Israel now, meaning that the UAE and GCC should contain the Iranian role in the Gulf region for the sake of maintaining the balance of power. While according to a research conducted by Alireza Nader, the Iranian attempts to undermine the stability of the UAE socio-political system have been unsuccessful, and the domestic intelligence has deterred the attempts to do so, the Iranian threat to the GCC countries should not be completely dismissed; while the acquisition of the nuclear weapons will not change the equation dramatically, the balance will be disrupted (14-16). The recommended policies for dealing with an acute topic of nuclear safety in the Middl e East region should include at least a few different options to address every aspect of the problem. First of all, it is important to establish a distinct foreign policy concerning the relations with Iran and Israel, which should not be threatening but rather warning and showing the calm and confident strength and determination. The GCC countries must turn away from the accusation discourse and seek rapprochement with both Israel and Iran, under a condition that such policies will be reciprocated. Another recommendation might involve UAE taking advantage of its already established nuclear program. The information provided in a report by Karim Sadjadpour and Ali Vaez shows that â€Å"the UAE signed a landmark contract with a Korean-led consortium †¦ to construct four nuclear reactors†¦ The UAE has sought to become a nonproliferation model by †¦ ratifying the Additional Protocol to its IAEA safeguards agreement †¦ [and] renouncing †¦ to enrich uranium or rep rocess spent fuel† (22). For purposes of maintaining a secure nuclear program that could be used in the future if there is any need to develop a deterrence weapon, the UAE should gain the International community support to her nuclear program and subsequently invest in nuclear technology for safety.Advertising Looking for essay on international relations? Let's see if we can help you! Get your first paper with 15% OFF Learn More Works Cited Emirates Policy Center. The Doctrinal Foundations of Iran’s Geopolitical Project. Abu-Dhabi, UAE: Emirates Policy Center (EPC) Iranian Studies Unit, 2014. Print. Federation of American Scientists. â€Å"Status of World Nuclear Forces.† 2015. Web. https://fas.org/issues/nuclear-weapons/status-world-nuclear-forces/ Kerr, Paul K. â€Å"Iran’s Nuclear Program: Status. Congressional Research Service Report for Congress.† 2012. PDF File. 04 Dec. 2015. https://fas.org/sgp/crs/nuke/RL34544.pdf Malka, Haim. â€Å"Israel.† Gulf Kaleidoscope: reflections on the Iranian challenge. Ed. Jon. B. Alterman. Washington, DC: Center for Strategic International Studies, 2012. 49-61. Print. Nader, Alireza. Iran After the Bomb: How Would a Nuclear-Armed Tehran Behave? Santa-Monica, CA: RAND Corporation, 2013. Print. Sadjadpour, Karim, and A. Vaez. Iran’s Nuclear Odyssey. Costs and Risks. Washington, DC: Carnegie Endowment for International Peace, 2013 . Print. This essay on The Iranian-Israeli Nuclear Race and Its Implications on the GCC/UAE Security was written and submitted by user Haylee Michael to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.