Yum! Pizza-Hut KFC

Yum! Pizza-Hut KFC Yum! Brands Inc, Pizza Hut, and KFC The fast food industry has exploded over the preceding century in both the United States and foreign markets. Rising income, greater affluence among a larger percentage of American households, higher divorce rates, and the marriage of people later in life contributed to the rising number of single households and the demand for fast food (Krug (2004) pg. 632). In 2004, Yum! Brands, Inc. was the worlds largest fast food company. It operated more that 33,000 KFC, Taco Bell, Pizza Hut, Long John Silvers, and AW restaurants worldwide. Yum! Brands also operated more that 12,000 restaurants outside the United States (Krug (2004) pg. 627). In 2004, the company was focusing on international strategy and portfolio management to develop a strong market share with little high growth markets. The companies main focus in 2004 was to focus its international strategy on developing strong market share positions in a small number of high-growth markets such as Japan, Canada, the United Kingdom, China, Australia, Korea, and Mexico (Krug (2004) pg. 627). International strategy is based on diffusion and adaptation of the parent companys knowledge and expertise to foreign markets. The primary goal of the strategy is worldwide exploitation of the parent firms knowledge and capabilities (Dess, Lumkin, Eisner 2007 pg. 256). The analysis begins by looking at the strengths of the firm. Yum! Brands, Inc. has numerous strengths throughout its internal environment. The company was the market leader in the chicken, pizza, Mexican, and seafood segments of the U.S. fast food industry. It operates more than 33,000 units worldwide (Krug (2004) pg. 627). The focus of the company went from individual to multibranded units. Multibranded units attracted a larger consumer base by offering a broader menu selection in one location. The company operates more than 2400 multibrand restaurants in the U.S (Krug (2004) pg. 628). An additional strength within its internal environment comes from franchising. Franchising allowed firms to expand more quickly, minimize capital expenditures, and maximize return on invested capital (Krug (2004) pg. 633). Franchising has the advantage of limiting the risk exposure that a firm has in overseas markets while expanding the revenue base of the parent company (Dess, Lumkin, Eisner 2007 pg . 265). As we have come to realize, companies are never perfect and can have numerous weaknesses within its internal environment. Long distances between headquarters and foreign franchises made it more difficult to control the quality of individual restaurants. Large distances also caused servicing and support problems, and transportation and other resource costs were higher. In addition, time, cultural, and language differences increased communication problems and made it more difficult to get timely and accurate information (Krug (2004) pg. 635). A companys opportunities are the most influential to building an effective strategy. As the U.S. market matured, more restaurants turned to international markets to expand sales. Foreign markets were attractive because of their large customer bases and comparatively low competition. A great opportunity for Yum! Brands Inc. is to move its investment locations to Mexico. From a regional point of view, Latin America is appealing because of its close proximity to the United States, language and cultural similarities, and the potential for a future World Free Trade Area of the Americas, which would eliminate tariffs on trade within North and South America (Krug (2004) pg. 627). The external environment creates numerous threats for Yum! Brands Inc. One of the prime threats Yum! Brands, Inc. faces from the external environment is the increasing age in the population. Restaurants rely heavily on teenagers and college-aged workers. As the population ages, fewer young workers are available to fill food service jobs. Many restaurants were forced to hire less reliable workers, which affected both service and restaurant cleanliness. An additional weakness was that turnover rates were notoriously high. The National Restaurant Association estimated that 96% of all fast food workers quit within a year (Krug (2004) pg. 633). Another giant threat the company faces is the proliferation of new diets. Many Americans were eating pizza less often as they pursued the Atkins Diet (low carbohydrates), â€Å"The Zone† (balanced meals containing equal parts of carbohydrates, protein, and unsaturated fat), or a traditional low fat diet (Krug (2004) pg. 632). Chicken costs were also a threat to the company. A boneless chicken breast, which cost $1.20 per pound in early 2001, cost $2.50 per pound in 2004, an increase of more than 100 percent. Profit margins were being squeezed from both the revenue and cost sides (Krug (2004) pg. 632). In 2004, Yum! Brands Inc. started to pay more attention to portfolio management. The key purpose of creating portfolio models is to assist a firm in achieving a balanced portfolio of businesses. Businesses whose profitability, growth, and cash flow characteristics would complement each other and add up to a satisfactory overall corporate performance. Imbalance, for example, could be caused either by excessive cash generation with too few growth opportunities or by insufficient cash generation to fund the growth requirements in the portfolio (Dess, Lumkin, Eisner 2007 pg. 214). When using portfolio strategy approaches, a corporation tries to create synergies and shareholder value in a number of ways. One of the best portfolio strategy approaches is the Boston Consulting Groups (BCG) growth/share matrix. When using the (BCG) each business unit is broken down into four different quadrants, stars, cash cows, question marks, and dogs. Stars are the business units competing in high-growth industries with relatively high market shares. Question marks compete in high growth industries with weak market shares. Cash cows are business units with high market shares in low growth industries. Finally, dogs have weak market shares in low growth industries (Dess, Lumkin, Eisner 2007 pg. 214). Yum! Brands Inc. has several business units that are considered cash cows. The first business unit that is a cash cow is Pizza Hut. In 2003, Pizza Huts sales were 5 billion dollars. It has almost 50 percent of the industries market share. Although its market share is fairly high, its growth rate is only 1.3 percent. The average sales per unit are $605,700 throughout its 7,523 units (Krug (2004) pg. 631. Another cash cow is Kentucky Fried Chicken (KFC). As well as Pizza Hut, KFC is also the market leader in the chicken chain. In 2003, KFCs total sales were almost 5 billion dollars, more than 50 percent of the market share in the chicken chain segment. KFC had a growth rate of 2.8 percent. The average sales per unit are $897,800 throughout its 5,524 units. Despite its dominance, KFC is slowly losing market share as other chicken chains increases sales at a faster rate. Sales indicated that KFCs share of the chicken segment fell from a high of 64 percent in 1993, a 10 year drop of 14 percent (Krug (2004) pg. 631). The last cash cow of Yum! Brands Inc. is Taco Bell. Taco Bell is Yum Brand Inc. most profitable among the business units. In 2003, its sales were 5.3 billion dollars, averaging $879,700 per unit. Although it has a high market rate, it only has a growth rate of 2.8 percent (Krug, (2004) pg. 631). Taco Bell was able to generate greater overall profits because of its lower operating cost (Krug (2004) pg. 627). Its profits also were greater because the cooking machinery was simple, less costly, and required less space then a pizza oven or chicken broiler (Krug (2004) pg. 631). Despite the fact that the company has many cash cows throughout its business units, it also has two dogs in AW restaurants and Long John Silvers. In 2003, AW had sales of only 200 million dollars. That is over 5 billion dollars less than the sales that Taco Bell exceeded. Additionally, Long John Silvers had sales of 777 million dollars, averaging $640,000 throughout its units. Its growth rate was a low 2.8 percent six percent less than the industry leader McDonalds (Krug, (2004) pg. 631). Even though there are numerous benefits of portfolio models, there are also some downsides. First, the approach views each Strategic Business Unit (SBU) as a stand-alone entity, ignoring common core business practices and value-creating activities that may hold promise for synergies across business units. Second, unless care is exercised, the process becomes largely mechanical, substituting an oversimplified graphical model for the important contributions for the CEOs experience and judgment. Third, the reliance on â€Å"strict rules† regarding resource allocation across SBUs can be detrimental to a firms long term viability. Finally, while colorful and easy to comprehend the imagery of the BCG matrix can lead to some troublesome and overly simplistic prescriptions (Dess, Lumkin, Eisner 2007 pg. 216). Since 2004, Yum! Brands Inc. has been narrowing its focus on an international strategy. An international strategy is achieved by developing a strong market share position in a small number of high growth markets. There are a few advantages of international expansion. First, is it increases the size of potential markets for a firms products and services (Dess, Lumkin, Eisner 2007 pg. 243). Second, is reducing the costs of research and development as well as operating costs. Finally, it can enable a firm to optimize the physical location for every activity in its value chain (Dess, Lumkin, Eisner 2007 pg. 247). There are four risks when dealing with international strategy, political risk, economic risk, currency risk, and management risk. Political and economic risk can be any where from social unrest, military turmoil, elections, and even violent conflict or terrorist attacks. Any country that has this high risk is less attractive for most types of business. Currency risk can pose as a substantial risk for companies. When business units are in different countries they must pay very close attention to the exchange rates. Even a small change in the exchange rate can result in a significant difference in the cost of production or net profit when doing business overseas. Management risk is the risk manager face when they must respond to the inevitable differences that they encounter in foreign markets. Managers must also pay very close attention to the culture of the country they are looking to put there business units in (Dess, Lumkin, Eisner 2007 pg. 248-249). In conclusion, the SWOT analysis has given us a good view of the internal and external environments for Yum! Brands Inc. It has shown what the company can use for the building blocks for the strategic plan. To be successful, the firm must come across all the factors in the analysis. The Boston Consulting Group has shown which of the business units throughout Yum Brands Inc. are the most successful, and the units that need vast improvement. For Yum Brands Inc. to succeed with its international strategy, managers must pay close attention to the different risks that a country has. The international strategy must be success to develop a strong market share positions throughout the world. If the strategy fails the companys market share could drop significantly. Work Cited Krug, A. Jeffery (2004). Yum! Brands, Pizza Hut, and KFC. Appalachian State University, 627- 638. Dess, G. Gregory, Lumpkin, G.T, Eisner, B. Eisner (2007). Strategic Management 3e. McGraw-Hill.

Our Young Folks - An Ethical Guide for Children :: Our Young Folks

Our Young Folks - An Ethical Guide for Children Our Young Folks was a children’s magazine that ran from 1865 until 1873. Although the magazine didn’t last long, it was widely read by children across the country and even abroad, and circulation eventually exceeded 75,000 (Kelly 345). The magazine began publication just four months before the end of the Civil War, and during this time of upheaval Our Young Folks was an ethical guide for the nation’s children. Nearly every story offers the reader a moral, and children were continually urged to put others before themselves. Selfless Models One of the ways Our Young Folks gave its readers moral instructions was by setting examples. The magazine was packed with stories of selfless children who lived and died for others. Such characters were held up as models for how the young readers of the magazine should behave. One of these selfless stories is â€Å"My Heroine,† which is a poem about a young girl who dies while protecting her baby. Stanzas six and seven clearly outline the child’s heroism: Her mother gave the piteous tale: â€Å"How that child’s courage did not fail, Or else poor baby-† She stopped, pale, And shed tears without number; Then told how at the fireside warm, Lizzie, with baby on her arm, Slipped- threw him from her- safe from harm, Then fell- here in her slumber.    Lizzie shrieked, â€Å"Take him!† and uptossed Her poor burnt hands, and seemed half lost, Until a smile her features crossed, As sweet as angels’ may be. â€Å"Yes, ma’am,† she said, in feeble tone, Our Young Folks - An Ethical Guide for Children :: Our Young Folks Our Young Folks - An Ethical Guide for Children Our Young Folks was a children’s magazine that ran from 1865 until 1873. Although the magazine didn’t last long, it was widely read by children across the country and even abroad, and circulation eventually exceeded 75,000 (Kelly 345). The magazine began publication just four months before the end of the Civil War, and during this time of upheaval Our Young Folks was an ethical guide for the nation’s children. Nearly every story offers the reader a moral, and children were continually urged to put others before themselves. Selfless Models One of the ways Our Young Folks gave its readers moral instructions was by setting examples. The magazine was packed with stories of selfless children who lived and died for others. Such characters were held up as models for how the young readers of the magazine should behave. One of these selfless stories is â€Å"My Heroine,† which is a poem about a young girl who dies while protecting her baby. Stanzas six and seven clearly outline the child’s heroism: Her mother gave the piteous tale: â€Å"How that child’s courage did not fail, Or else poor baby-† She stopped, pale, And shed tears without number; Then told how at the fireside warm, Lizzie, with baby on her arm, Slipped- threw him from her- safe from harm, Then fell- here in her slumber.    Lizzie shrieked, â€Å"Take him!† and uptossed Her poor burnt hands, and seemed half lost, Until a smile her features crossed, As sweet as angels’ may be. â€Å"Yes, ma’am,† she said, in feeble tone,

A Sermon Review

The preacher’s approach in delivering his sermon was rather argumentative than expository. The first two main points were built around sub-points which argued that God never change. First, unlike man and everything on earth that alters changes, the preacher says â€Å"God is perpetually the same.†Although we do not know what substance that is which we call God, the preacher emphasized that his essence never change. Second, Spurgeons Argued that God’s attribute never changes. He meant that God’s moral attributes such as his mighty power, his omnipotence, his wisdom, and all the powers of God during the beginning of the world never ever changes even with the passing of time.God is ever the same and he never grow old, He never becomes weak nor has his power diminished as the time passed. Third, the preacher argues that God’s plan never changed. That is, his plan for the world and for every creations including the human beings and He is set to fulfill h is plan.The fourth sub-point talks about God’s promises in which Spurgeons argued that God never change his promises. That we can count on God’s promise and the best way of living in this world is to trust in God’s promises.Finally, Spurgeons argued that God is unchanging in his threatenings against ungodly and sinners. That is, when God says â€Å"Those who will not believe shall be damned† and when they are thrown to hell, it will forever and will never ever change despite of the passing of million ages.The preacher emphasized that God’s unchanging character is a depiction of God’s perfection and eternity. That is, if God changes, He could not be perfect anymore and he could not also be eternal. Spurgeons also argued that God as infinite being sees to it that all his words in the past are fulfilled despite of times that passed. Citing the towns and cities that God said will fall, and it happened, it means that God promises and the fulfillm ent of his words transcend beyond time and ages.The content and breadth of the sermon  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The content and breadth of the sermon was more of a devotional rather than theological although the sermon also reflects significant theological issues. However, it appears that the content of the sermon was not meant to give a lecture on theology but to emphasize on God’s immutable characteristic so that we can trust God for He is a very reliable God. That is, the sermon was intended to strengthen the faith of the congregation rather that to feed them with theological arguments.The context by which the sermon was given was the period of the great industrialization which means that people during this period were amazed by the introduction of new technologies. This was the time when people look at knowledge as power. In view of this, I could say that the breadth of the sermon was deep and sound with the preacher contending that despite of everything that was coming out of society, God is still the same powerful God and everyone must heed his words and threatening.The depth of his sermonThe depth of his sermon as it appears to me was just fit to the situation and to need of the people during his time. The sermon was neither narrow nor too deep but was more practical and easy to understand even by the least educated listener. Nevertheless the sermon was powerful enough to convince the listeners that God do exist eternally, that He never change, and that we could hold on to his promises.

Undersea walking in Mauritius

The article is about Undersea walking in Mauritius, and has been written for a travel supplement for The Daily Telegraph. It is based on the style model â€Å"Guatelama shows its true colours† – a travel review from this newspaper. Its purpose is to inform and entertain, and the target demographic is the middle class family seeking an exotic destination. Titled â€Å"Under the Sea,† most will immediately notice the intertextual reference to a song from the famous Disney movie â€Å"The Little Mermaid.† This suggests not only that the article will be related to the sea, but also that the activity will be suitable for children, because of the Disney film connotations. The title's aim is also to give a summary of the main lexical fields covered in the article, the sea, swimming and wildlife. Other lexical fields include advice and safety; however, although these are important they are not very exciting, and so are not in any way suggested by the title. In conjunction with my style model, photos are placed in between paragraphs, which graph logically help the reader to establish a rough idea of the subject matter, and demonstrate the progression of the text, i.e. The first image shows a person getting into the water, and the next actually shows the people submerged. The small blue text box at the bottom of the second page connotes water, the sea and tranquillity, creating cohesion with the rest of the article. The article is stylistically informal, achieved by the first person narrator disclosing their feelings and emotions. By using personal pronouns such as â€Å"you,† the reader feels more involved in the article, as they are being addressed directly. Idioms are also used, such as â€Å"what on earth† and â€Å"let's face it,† giving the text a more conversational and relaxed feel. A dysphemism (â€Å"dumped under the sea†) in the first paragraph further helps the reader to identify with the writer's emotions, making the text entertaining. The penultimate paragraph is designed to inform people of the benefits of an undersea walk as an introduction to diving. It does this by frequently using modal verbs, for example â€Å"would†, increasing the writer's certainty and the reader's confidence in the advice given. However, it also uses the modal verb â€Å"may,† which while indicating that an undersea walk â€Å"may be a good predecessor to their first dive,† it also covers the possibility that it may not. Throughout the article, periodic sentences are used, to keep the reader engaged as well as to create suspense. An example of this is in the first paragraph – â€Å"fair enough, it was a once in a life time opportunity, but then, as I stared down into the deep expanse of water, I began to doubt my decision.† The reader feels compelled to finish reading the sentence, as the main point is not reached until the end. This therefore, encourages the reader to read on, whilst also ending the paragraph dramatically.

University of Phoenix Material Essays (452 words) - Communication

University of Phoenix Material Essays (452 words) - Communication University of Phoenix Material Global Communications Worksheet Your supervisor wants to send a brief e-mail message to welcome employees who have recently transferred to your department from Brazil, Russia, India, and China. He has written a draft message and would like your feedback. Review your supervisor's message below. Rewrite the message to make it appropriate for the communication style of one of the four countries of your choice. Conduct research to know more about the communication style of your chosen country. I wanted to welcome you ASAP to our little family here in the States. It's high time we shook hands in person and not just across the sea. I'm pleased as punch about getting to know you all, and I for one will do my level best to sell you on America. Complete the table with your rewritten welcome message. |Chosen Country |Rewritten welcome message | |name | | |India |We wanted to welcome you to join our little | | |family here in the United States. This is a | | |fantastic opportunity that we have for all | | |of us to meet in person instead of by phone | | |or teleconference. I am very excited about | | |getting to know each of you and your | | |background. I personnaly will ensure your | | |stay here will be a rememerable experience | | |as well. | Additional Insight Respond to each of the following questions with at least one paragraph: When you researched the communication style of your chosen country, what information did you discover? What are some considerations that should be made when writing to someone from another country? I chose India as my country because in the business world they are one of the world leaders in innovation. Their business intelligences has brought them from a third world industrious country to a well desired business parternership of many countries including America. I also discovered that English is one of the main languages for their business communication. English is so common amongst Indian business men and women that there is less than one half percent of them that do not speak the language. The main consideration would be to educate yourself about their culture. There are somethings that we do, or a certain ways we do it but it might not be acceptable in their country. In India it is very offensive for them to tell someone "no" in a business proposal. They would rather counter offer a suggestion then turn it down all together. If they end up having to say no to a proposal from a business partner and most times will have difficult business dealings afterwards. They believe that they put so much effort in to their business that all partners know what to expect and not to make offers to them that will result in them aying no.

Models of Organisational Behaviour Essays

Models of Organisational Behaviour Essays Models of Organisational Behaviour Paper Models of Organisational Behaviour Paper MODELS OF ORGANIZATIONAL BEHAVIOUR Introduction Organizations achieve their goals by creating, communicating and operating an organizational behaviour system, as shown in the figure below: Management’s Philosophy ? Values ? Vision ? Mission ? Goals Formal Organization Organizational Culture Social Environment Informal Organization Leadership ? Communication ? Group Dynamics Quality of Work Life Motivation Outcomes: ? Performance ? Employee satisfaction ? Personal growth and development I. Philosophy A. 1. 2. 3. 4. 5. The philosophy (model) of organizational behavior held by management consists of an integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way should be. The philosophies are sometimes implicit or explicit in the minds of managers. There are five major organizational behavior philosophies: Autocratic Custodial Supportive Collegial System B. Selected Elements of Philosophy Statement We are committed to quality, cost-effectiveness and technical excellence. People should treat each other with consideration, trust and respect. Each person is valuable, is unique and makes a contribution. All employees should be unfailingly committed to excellent performance. Teamwork can and should, produce far more than sum of individual efforts. C. Two Sources of Philosophy of Organizational Behavior Fact Premises represent our descriptive view of how the world behaves. They are drawn from both behavioral science research and personal experiences. Value Premises represent our view of desirability of certain goals and activities. Value premises are variable beliefs we hold and are therefore under control. II. Values The rules by which we make decisions about right and wrong Determine which are more or less important and which is more favorable A. Sample of Statement of Values Harvard University Statement of Values August 2002 Harvard University aspires to provide education and scholarship of the highest quality - to advance the frontiers of knowledge and to prepare individuals for life, work, and leadership. Achieving these aims depends on the efforts of thousands of faculty, students, and staff across the University. 2 Some of us make our contribution by engaging directly in teaching, learning, and research, others of us, by supporting and enabling those core activities in essential ways. Whatever our individual roles, and wherever we work within Harvard, we owe it to one another to uphold certain basic values of the community. These include: Respect for the rights, differences, and dignity of others Honesty and integrity in all dealings Conscientious pursuit of excellence in ones work Accountability for actions and conduct in the workplace The more we embrace these values in our daily lives, the more we create and sustain an environment of trust, cooperation, lively inquiry, and mutual understanding - and advance a commitment to education and scholarship, which all of us share. III. Vision Represents a challenging portrait of what the organization and its members can be -a possible, and desirable, future. Leaders need to create exciting projections about where the organization should go and what major changes lie ahead Once the vision is established, persistent and enthusiastic communication is required to sell it throughout the ranks of employees so they will embrace it with commitment. A. Samples of Vision Statements 1. PSBA Manila To be an institution of world-class education for youth of our country. 2. GMA Network CORPORATE VISION We are the most respected, undisputed leader in the Philippine broadcast industry and the recognized media innovator and pacesetter in Asia. We are the Filipinos’ favorite network. We are the advertisers’ preferred partner. We are the employer of choice in our industry. We provide the best returns to our shareholders. We are a key partner in promoting the best in the Filipino. 3. Procter and Gamble Be, and be recognized as, the best consumer products and services company in the world. 4. SMDC We envision SM Development Corporation to be a leading developer of world-class residences in the Philippines, uplifting Filipino lifestyles into one that is convenient, upscale yet affordable, and environment friendly. B. Mission Identifies the business the organization is in the market niches it tries to serve, the types of customers it is likely to have and the reasons for its existence. Many mission statements even include a brief listing of the competitive advantages, or strengths, or the firm believes it has. Mission statements are more descriptive and less future-oriented. C. Samples of Mission Statements 1. T oyota To sustain profitable growth by providing the best customer experience and dealer support. † 2. Apple Computer 1984 To produce high-quality, low cost, easy to use products that incorporate high technology for the individual. We are proving that high technology does not have to be intimidating for non-computer experts. † IV. Goals Goals are relatively concrete formulations of achievements the organization is aiming within set periods of time, such as one to five years. Goal setting is a complex process for top management’s goals need to be merged with those of employees, who bring their psychological, social and economic needs with them to an organization. A. Samples of Goals To establish stronger relationships with 10,000 clients in Metro Manila. To minimize client complaints from 40 down to 5 per month. To increase the student population to 700 within 2 years 4 V. McGregor’s Theory X and Theory Y, Alternative Assumptions About Employees Theory X Theory X assumes that the average person: ? ? ? ? ? Theory Y Theory Y makes the following general assumptions: ? ? Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would rather follow than lead. Is self-centered and therefore does not care about organizational goals. Resists change. Is gullible and not particularly intelligent. ? ? ? Work can be as natural as play and rest. People will be self-directed to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards are in place that address higher needs such as selffulfillment. Under these conditions, people will seek responsibility. Most people can handle responsibility because creativity and ingenuity are common in the population. Essentially, Theory X assumes that people work only for money and security. Theory X The Hard Approach and Soft Approach Under Theory X, management approaches can range from a hard approach to a soft approach. The hard approach relies on coercion, implicit threats, close supervision, and tight controls, essentially an environment of command and control. The soft approach is to be permissive and seek harmony with the hope that in return employees will cooperate when asked to do so. However, neither of these extremes is optimal. The hard approach results in hostility, purposely low-output, and hard-line union demands. The soft approach results in ever-increasing requests for more rewards in exchange for ever-decreasing work output. The optimal management approach under Theory X probably would be somewhere between these extremes. However, McGregor asserts that neither approach is appropriate because the assumptions of Theory X are not correct. The Problem with Theory X Drawing on Maslows hierarchy, McGregor argues that a satisfied need no longer motivates. Under Theory X the firm relies on money and benefits to satisfy employees lower needs, and once those needs are satisfied the source of motivation is lost. Theory X management styles in fact hinder the satisfaction of higher-level needs. Consequently, the only way that employees can attempt to satisfy their higher level needs in their work is by seeking more compensation, so it is quite predictable that they will focus on monetary rewards. While money may not be the most 5 effective way to self-fulfilment, in a Theory X environment it may be the only way. Under Theory X, people use work to satisfy their lower needs, and seek to satisfy their higher needs in their leisure time. But it is in satisfying their higher needs that employees can be most productive. McGregor makes the point that a command and control environment is not effective because it relies on lower needs as levers of motivation, but in modern society those needs already are satisfied and thus no longer are motivators. In this situation, one would expect employees to dislike their work, avoid responsibility, have no interest in organizational goals, resist change, etc. thus making Theory X a self-fulfilling prophecy. From this reasoning, McGregor proposed an alternative: Theory Y. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied. As such, it is these higher-level needs through which employees can best be motivated. Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employees own quest for fulfillment as the motivator. McGregor stressed that Theory Y management does not imply a soft approach. McGregor recognized that some people may not have reached the level of maturity assumed by Theory Y and therefore may need tighter controls that can be relaxed as the employee develops. Theory Y Management Implications If Theory Y holds, the firm can do many things to harness the motivational energy of its employees: Decentralization and Delegation If firms decentralize control and reduce the number of levels of management; each manager will have more subordinates and consequently will be forced to delegate some responsibility and decision making to them. ? ? Job Enlargement Broadening the scope of an employees job adds variety and opportunities to satisfy ego needs. Participative Management Consulting employees in the decision making process taps their creative capacity and provides them with some control over their work environment. Performance Appraisals Having the employee set objectives and participate in the process of evaluating how well they were met. If properly implemen ted, such an environment would result in a high level of motivation as employees work to satisfy their higher level personal needs through their jobs. VI. Paradigms/Framework Models such as X and Y are also called paradigms or frameworks of possible explanations about how things work. Any model that a manager holds usually begins with certain assumptions about people and leads to certain implications and even predictions of events. Managerial Paradigms According to Joel Barker They influence managerial perceptions of the world around them. They define one’s boundaries and provide perceptions for how to behave. They encourage resistance to change, since they have worked in the past. They may either consciously or unconsciously affect one’s behavior. When new paradigms appear, they provide alternative ways of viewing the world and solving problems. VII. Five Models of Organizational Behavior Autocratic Basis of Model Power Supportive Economic Resources Custodial Leadership Collegial Partnership System Trust, community, meaning Caring, compassion Psychological ownership Self-motivation Managerial Model Employee orientation Employee psychological result Employee Needs Met Performance result Authority Money Support Teamwork Obedience Security and Benefits Job Performance Responsible Behavior Self-discipline Dependence on Dependence on Participation boss organization Subsistence Security Status and recognition Awakened drives Selfactualization Moderate enthusiasm Wide range Minimum Passive cooperation Passion and commitment to organizational goals 7 A. The Autocratic Model The autocratic model has its roots in history, and certainly, it became the prevailing model of the industrial revolution. The autocratic model depends on power. Characteristics of Autocratic Model Managerial orientation is formal, official authority. The employee orientation is obedience to a boss. Useful way to accomplish work It is an acceptable approach to guide managerial behavior when there were no wellknown alternatives, it can be useful during organization crises. B. The Custodial Model Custodial model was used during the welfare programs in 1890s and 1900s. The welfare program was later known as paternalism. Characteristics of Custodial Model The res ulting managerial orientation is toward money to pay wages and benefits. The employer looks to security needs as a motivating force. This approach leads to employee’s dependence on the organization. C. The Supportive Model The supportive model depends on leadership instead of power or money. Through leadership, management provides a climate to help employees grow in the interests of the organization the things of which they are capable of. The management orientation is to support the employee’s job performance This approach leads to a feeling of participation and task involvement in the organization. D. The Collegial Model The term â€Å"collegial† relates to a body of people working together cooperatively. A contingency relationship exists in which the collegial model tends to be more useful with unprogrammed work, an intellectual environment and considerable job freedom. Characteristics of Collegial Model The managerial orientation is towards teamwork. Management is the coach that builds a better team. The employee response to this situation is responsibility. E. The System Model 8 It is the result of higher meaning at work by many of today’s employees; they want more than just a paycheck and job security from their jobs. Characteristics of System Model The role of a manager becomes one of facilitating employee accomplishments through a variety of actions. Employees embrace the goal of organizational effectiveness. The employee needs that are met are of highest order (e. g. social status, esteem, autonomy, self-actualization) VIII. Conclusions About the Models Evolving Usage There is no one permanently â€Å"best† model, because what is best is contingent in what is known about human behavior in whatever environment exists at that time. The primary challenge for management is to identify the model it is actually using and then assess its current effectiveness. A manager has two key tasks- to acquire a new set of values as models evolve and to learn and apply the behavioral skills that are consistent with those values. Relation of Model to Human Needs The five models discussed in this report are closely related to human needs. Each model is built upon the accomplishment of the other. Increasi ng Use of Some Models The trend toward the supportive, collegial and systems models will probably continue. Contingent Use of Other Models Though one model maybe used at any given time, some appropriate models will be given at any given time. All five models will still be used; however, an emphasis will be given to newer ones. Managerial Flexibility Managers not only need to identify their current behavioral model but also keep it flexible and current. Managers need to read, think, assess, reflect, interact with others be receptive to the growing needs and be receptive to the challenges to their thinking from their colleagues and employees. 9

Philosophical Quotes on Violence

Philosophical Quotes on Violence What is violence? And, accordingly, how should non-violence be understood? While I have written a number of articles on these and related topics, it is useful to look at how philosophers have synthesized their views on violence. Here is a selection of quotes, sorted out into topics. Voices on Violence Frantz Fanon: Violence is man re-creating himself.George Orwell: We sleep safe in our beds because rough men stand ready in the night to visit violence on those who would do us harm.Thomas Hobbes: In the first place, I put for a general inclination of all mankind a perpetual and restless desire of power after power, that ceaseth only in death. And the cause of this is not always that a man hopes for a more intensive delight than he has already attained to, or that he cannot be content with a moderate power, but because he cannot assure the power and means to live well, which he hath present, without the acquisition of more.Niccolà ² Machiavelli: Upon this, one has to remark that men ought either to be well treated or crushed, because they can avenge themselves of lighter injuries, of more serious ones they cannot; therefore the injury that is to be done to a man ought to be of such a kind that one does not stand in fear of revenge.Niccolà ² Machiavelli: I say that every prince must desire to be considered merciful and not cruel. He must, however, take care not to misuse this mercifulness. [†¦] A prince, therefore, must not mind incurring the charge of cruelty for the purpose of keeping his subjects united and confident; for, with a very few examples, he will be more merciful than those who, from excess of tenderness, allow disorders to arise, from whence spring murders and rapine; for these as a rule injure the whole community, while the executions carried out by the prince injure only one individual [†¦] From this arises the question whether it is better to be loved more than feared, or feared more than loved. The reply is, that one ought to be both feared and loved, but as it is difficult for the two to go together, it is much safer to be feared than loved, if one of the two has to be wanting. Against Violence Martin Luther Kind Jr.: The ultimate weakness of violence is that it is a descending spiral, begetting the very thing it seeks to destroy. Instead of diminishing evil, it multiplies it. Through violence you may murder the liar, but you cannot murder the lie, nor establish the truth. Through violence you may murder the hater, but you do not murder hate. In fact, violence merely increases hate. So it goes. Returning violence for violence multiplies violence, adding deeper darkness to a night already devoid of stars. Darkness cannot drive out darkness: only light can do that. Hate cannot drive out hate: only love can do that.Albert Einstein: Heroism by order, senseless violence, and all the pestilent nonsense that goes by the name of patriotism- how I hate them! War seems to me a mean, contemptible thing: I would rather be hacked in pieces than take part in such an abominable business.Fenner Brockway: I had long put on one side the purist pacifist view that one should have nothing to do with a social revolution if any violence were involved... Nevertheless, the conviction remained in my mind that any revolution would fail to establish freedom and fraternity in proportion to its use of violence, that the use of violence inevitably brought in its train domination, repression, cruelty. Isaac Asimov: Violence is the last refuge of the incompetent.