Analysis of August Wilsons Short Story Fences - 2029 Words

I once wrote a short story called The Best Blues Singer in the World and it went like this: The streets that Balboa walked were his own private ocean, and Balboa was drowning. End of story. That says it all. Nothing else to say. Ive been rewriting that same story over and over again. All my plays are rewriting that same story. Im not sure what it means, other than life is hard (Calvert, n.d.) In so many ways Fences is such an ordinary story that its power comes from the ways in which ordinary people hear and view it. There is no doubt but that the metaphor of the fence prevails, working its way across work, family, friendship and the emotional pain of living a life literally dependent on garbage for survival. This is what Wilson wrote about in his Fences of the 1950s. In retrospect, however, it doesnt take a lot to put some of these pieces together yet again to create a difference story of its own kinds of fences, wooden, social, economic. But then or now, this story is still about the ordinary failing of a person who cannot figure out how to get out of the box that surrounds him and who thus finds himself pulling others inside his own fenced in troubles and pains. Being a black man wasnt easy then and it isnt easy today. Wilsons obituary offers a good summary. Charles Ishwood wrote it for the New York Times in 2005, though it was excerpted by Calvert for a theatrical study guide: In bringing to the popular American stage the gritty specifics of theShow MoreRelatedSocial, Political, And Family Issues On August Wilson s Fences1596 Words   |  7 PagesSocial, Political, and Family Issues in August Wilson’s Fences August Wilson’s Fences depicts life in the 1950s for a typical African American family. The play touches upon racism, shifting family dynamics, and the politics of war. While racism plays an important and vital role in the play, instead of lamenting the issue, Wilson uses the characters as a weapon against the rampant racism of the time. In the same fashion, the relationship between Troy, Rose, and Cory demonstrates the shifting culturalRead MoreNotes On The Novel Fences And Pied Piper Of Tucson 1080 Words   |  5 Pagesreaders. First, students read short stories and poetry, including a close reading of Joyce Carol Oates’ short story, â€Å"Where Are You Going, Where Have You Been?† and Mara Bovsun’s article, â€Å"Pied Piper of Tucson;† they identify and describe ways authors ‘hook and hold’ readers with specific choices. Next, students read the play Fences by Pulitzer Prize winner August Wilson and analyze the role of stories within in the story to create tension and advance the plot. Fences is the foundation for the unit’sRead MoreThe Rise And Fall Of Troy Maxon1278 Words   |  6 PagesThe Rise and Fall of Troy Maxon: An Analysis of August Wilson’s play Fences In Fences, August Wilson, the playwright, provides a believable and powerful examination of the African American experience in the late 1950’s. It provides an apt portrayal of the mentality of African American men going into the civil rights movement, as well as a well-developed account of the friction that occurs between a father and a son, and a husband and wife in the face of conflict. According to Wilson, his play providesRead MoreAugust Wilson3685 Words   |  15 PagesAugust Wilson: Poet, Playwright, and So Much More August Wilson is a man who, outside of the theatrical world, is not very well known. Yet there are those, like Paul Carter Harrison, who would rank him in the same artistic continuum as Langston Hughes, Toni Morrison, and Thelonius Monk.1 When I began research on August Wilson I asked myself, so what? So what if hes won awards and recognition? What has he done to merit them? What makes this man important enough to do a research paperRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesby Susan Porter Benson, Stephen Brier, and Roy Rosenzweig Also in this series: Paula Hamilton and Linda Shopes, eds., Oral History and Public Memories Tiffany Ruby Patterson, Zora Neale Hurston and a History of Southern Life Lisa M. Fine, The Story of Reo Joe: Work, Kin, and Community in Autotown, U.S.A. Van Gosse and Richard Moser, eds., The World the Sixties Made: Politics and Culture in Recent America Joanne Meyerowitz, ed., History and September 11th John McMillian and Paul Buhle, eds

Understand the Relationship Between Organizational Structure and Culture. Free Essays

string(57) " able to undertake a variety of tasks according to need\." Task 1: Understand the relationship between organizational structure and culture. P1. 1: Compare and contrast different organisational structure and culture. We will write a custom essay sample on Understand the Relationship Between Organizational Structure and Culture. or any similar topic only for you Order Now According to Buchanan and Huczynski, an organisation is a ‘social arrangement for the controlled performance of collective goals’. Chester Barnard described an organisation as ‘a system of co-operative human activities’. Organisation are can be define as; ‘A deliberately formed group of human being with known boundaries and common goal’. Or, a group of people working together to achieved a common goal. There are 2 types of organisation: i. formal organization and ii. Informal organisation. A formal organization is one which is deliberately constructed to fulfil specific goals’. It is characterized by planned division of responsibility and a well-defined structure of authority and communication. ‘An informal organization is one which loosely structured, flexible and spontaneous, fluctuating with its individual membership’. Examples of an informal organization are colleagues who tend to lunch together. Organizational structure: There are many types of organisational structures exist. Following are the common types that include their advantages and disadvantages: A. Geographical organisation: In a structure of geographical, regional or territorial departmentation, some authority is retaining at head office, but day to day operations are handled on a territorial basis. Example: northern region, western region. Advantage: i. There is local decision-making. ii. It may be cheaper to establish local factories or office. Disadvantage: i. Duplication and possible loss of economies of scale might arise. ii. Inconsistency in stander may develop from one area to another. B. Functional organization: functional organization involves grouping together people who perform similar tasks or use similar technology or materials. Primary functions in a manufacturing company might be production, sales, finance marketing and general administration. Advantage: i. Expertise is pooled and related technology/equipment or materials accessed more efficiently. ii. It avoids duplication and offers economies of scale. iii. It makes easier the recruitment, training and motivation of professional specialists. Disadvantage: i. It is organization by inputs and internal processes, rather than by output and customers demand. i. Communication problems may arise between different specialism, with their own culture and language. iii. Poor co-ordination may result, especially in a tall organization structure. C. Product-based organization: Some organizations group activities on the basis of product or product line. Some functional departmentation remains but a divisional manager is g iven responsibility for the product or product line. Example: manufacturing, distribution, marketing and sales. Advantage: i. Accountability. ii. Specialization. iii. Co-ordination. Disadvantage: i. It increased the overhead costs and managerial complexity of the organization. ii. Different product divisions may fail to share resources and customers. D. Matrix organization: Matrix organization crosses functional and product, customer and project organization. Advantages of the matrix organization: i. It attempts to retain the benefits of both structures ( functional organization and project team structure ). ii. Coordinates resources in a way that applies them effectively to different projects. iii. Staff can retain membership on teams and their functional department colleagues. Disadvantages of the matrix organization: i. Potential for conflict between functional vs. project groups. ii. Greater administrative overhead. iii. Increase in managerial overhead E. Centralization and decentralization organization: In a centralised organisation head office (or a few senior managers) will retain the major responsibilities and powers. Conversely decentralised organisations will spread responsibility for specific decisions across various outlets and lower level managers, including branches or units located away from head office/head quarters. An example of a decentralised structure is Tesco the supermarket chain. Each store of Tesco has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager. F. Multi-functional and Multi divisional organization: In a functional structure jobs become differentiated around areas of specialty. For example, accounting and human resource specialists are hired to handle these specialized tasks. These specialists (functional line managers) report to the CEO, but usually have autonomy for day-to-day decision-making, e. . , hiring and firing personnel. The multidivisional structure centres on the use of separate businesses or profit centres. The M-Form is used by many organizations that compete in the global economy. General Electric is an example of a company that uses this structure. Each unit is operated as a separate business with its own corporate staff including President. Some parent companies do little more than provide capital and guide units to an organizational-wide strategy. The overall goal is to maximize the overall organization’s performance. In order to accomplish this, managers at the â€Å"parent† use a combination of strategic and financial controls. G. Internal and external network structure: ‘A behavioral view is that a network is a pattern of social relations over a set of persons, positions, groups, or organizations’. ’ Network organizations are defined by elements of structure, process, and purpose’. A network organization maintains permeable boundaries either internally among business units or externally with other firms. H. Organizational charts: Organization charts, such as those used to traditional way of setting out in diagrammatic form: i. The units (department etc. ) into the organization are divided and how they relate to each other. ii. The formal communication and reporting Chanels of the organization. iii. The structure of authority, responsibility and delegation in the organization including. iv. Any problems in the above: insufficient delegation, long lines communication or unclear authority relationships. I. Span of control: The span of control refers to the number of subordinate immediately reporting to a superior official. The right Span of control is depended are those things: i. A manager’s capabilities limit the span of control. i. The nature of the manager’s work load. iii. Subordinates work. iv. The interaction between subordinates. J. Flexible working: A useful definition of flexible working relates to when, where, how and what work is done: Flexible time:Work is performed at times that better suit the employer and/or employee Flexible place:Work is carried out wherever is most appropriate and effective for the employer and/or employee. Flexible contract:Workers are employed and/or rewarded in non-standard ways. Flexible tasks:Multi-skilled workers are able to undertake a variety of tasks according to need. You read "Understand the Relationship Between Organizational Structure and Culture." in category "Papers" Organizational culture: Organizational culture (in the sense organizational climate) is the collective’s self-image and style of the organization; its shared values and beliefs, norms and symbols. In the bellow we discuss about various organizational culture: Power culture: This is also known as web structure. This is usually associated with the small organizations. This is where the central character, usually the founder has all authority and is typically surrounded by people they get on with and usually seen with empowerment since there is lot of trust between the webs. There is a central power source and the rays of influence spread out from that central figure. In this type of organization individuals rather than a group make all the decisions. The danger of this sort of culture is that, because it is autocratic, there can be a feeling of suppression and lack of challenge in the workforce. Since this is associated with small organizations there are not many theories associated with it and are only seen in smaller companies, which shows it, will only work on small scale. Role culture: The role culture is typical of bureaucracies. In the role culture, the jobs that people do- their roles – are more important than the people themselves. Managers have power and influence due to their status within the organization and not because of personal influence or expertise. Business would be divided into various functions (e. g. finance, marketing, production etc. ). These would then have a hierarchical ordering of offices (e. g. Finance director, Production manager, Supervisors, operators etc. ). Role cultures can only be successful where the environment in which the business is operating remains stable. Where a business faces rapid change, the role culture is likely to collapse. The large organizations, which can be difficult to control often, have a role culture. Task culture: Task cultures have become very important in business in the first decade of twenty first century. The task culture focuses on getting the job done. Groups or teams within this culture are not fixed but are made up of individuals brought together to achieve a specific task. In the task culture there is a strong emphasis on building the team. Team members will need to share values and aspirations. They will also need to feel valued by the organization they work for. In task culture, teams will often have considerable input in determining how a particular job will be done. Their views and opinions will be listed. Person culture: In a person culture, individuals are central. Person culture is also known as cluster structure. This is very rare and is only associated to small organizations with very short structures and an extremely wide base. This is because they are usually conjoined with the organizations that are specialist in many different areas (universities, many lawyers and scientific researching) there is no real rules, only law associated with the types of experimenting and research. Organizational cultures values and beliefs: i. It affects the motivation and satisfaction of employees. ii. It can aid the adaptability of the organization, by encouraging innovation, risk taking, sensitivity to the environment, customer care, willingness to embrace new methods and technologies. iii. It affects the image of the organization. Development of organizational culture: There are many factors which influence the organizational culture, including the following: i. Economic condition. ii. The nature of the business and its tasks. iii. Leadership style. iv. Policies and practices. v. Structure. vi. Characteristics of the work force. P1. 2: Explain how the relationship between an organizations structure and culture can impact on the performance of the business. Broadly, we can say that a behavioural problem is anything in the behaviour of people-individual, interpersonal and group. At first we discuss about various type of diagnosing and interpersonal behavioural problems; Diagnosing behaviour problem: Diagnosis is the thorough analysis of facts or problem in order to gain understanding. Principles of diagnosis: i. Distinguish the symptom from the problem. ii. Look at the facts. iii. Don’t be simplistic about causes. iv. Focus on the problem, not the person. v. Don’t impose your own judgments. vi. Respect privacy and confidentiality. Methodology of diagnosis: i. Observation. ii. Interview. iii. Questionnaires. iv. Reports. Perception: Perception is the psychological process by which stimuli or in-coming sensory data are selected and organized into patterns which are meaningful to the individual. Perceptual selection: Perceptual selection as determined by any or all of the following: i. The context. ii. The nature of the stimuli. iii. Internal factors. iv. Fear or trauma. Perception and work behavior: Perception and work behavior do are following way: i. Consider whether you might be misinterpreting the situation. ii. Consider whether others might be misinterpreting the situation or interpreting it differently from you. iii. When tacking a task or a problem, get the people involved to define the situation. iv. Be aware of the most common clashes of perception at work. Such as, manager and staff, work culture, race and gender. Attitudes: An attitude is a mental and neural state of readiness, exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related. Ability and aptitude: there have been many attempts to make a useful distinction between: i. Abilities-thins that people can do or are at- largely believed to be inherited. ii. Aptitudes-the capacity to learn and develop abilities or skill. Intelligence: Intelligence is a wide and complex concept. There are many forms of intelligence: i. Analytic intelligence. ii. Spatial intelligence. ii. Musical intelligence. iv. Physical intelligence. v. Practical intelligence. vi. Intra-personal intelligence. vii. Inter-personal intelligence. P1. 3: Discuss the factors which influence individual behaviour at work: In the bellow we discuss about various type of individual’s behavior: Personality: personality is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individuals distinctive method of relating to the environment. Traits and types: Traits are consistently observable properties or the tendency for a person in a particular way. Self and self-image: Self: self has a two component: A. T- the unique, active, impulsive part of the individual, which rises above conformity. And B. Me- the mental process which reflects objectively on the self and measures it against the social norms, values and expectation. Self-image: People have a subjective picture of what their own self is like, this called a self-image. Personality and work behavior: Obviously personalities are complex and individual. Personality and work behavior conflicted in organization; manager will have to consider the following aspect: i. The compatibility of an individual’s personality with the task. ii. The compatibility of an individual’s personality with the systems and management culture of the organization. iii. The compatibility of the individual’s personality with that of others in the team. Where incompatibilities occur, the manager will have to: . Restore compatibility. ii. Achieve compromise. iii. Remove the incompatible personality. Organizational structure and Culture of Sainsbury and Tesco: Sainsbury’s organization structure: The organizational structure of Sainsbury’s is hierarchical because there is series of levels of people and the level above controls each level. Each lev el is the responsibility of the level above. For example senior managers are responsible for the line managers and line managers are responsible for sales assistants. The diagram below shows the downward flow of communication in Sainsbury’s. I think Sainsbury’s structure is between hierarchical and tall structure. Tall structure has many layers but not as many layers as matrix structure and as less as flat structure and this means the information is not a s fast in flat structure and not as slow as in matrix structure. Due to fast flow of communication it is easier and clear between each layer. This when decisions are made they will be specific to order instructions. Strengths of Sainsbury’s structure: i. It gives them a greater sense of unity and purpose as they can see themselves as members of a team. i. It is easier to get help, as they can ask experienced colleagues or take more difficult problems to boss. iii. It makes easier to carry out joint projects as everyone involved is working together. iv. There are economies of scale as specialist staff can do more work efficiently. v. Communications from top to bottom are better, as there are definite channels through which orders can flow. Weakness of this structure: i. Hierarchies usually have tall organizational structures with seven or eight levels of authority. This means that there is long chain of command. i. Each employee is concerned mainly with his or her own function, or specialized work, and often has only employees in other departments. iii. There is natural tendency for managers to protect the interest of their own department. This may make them more concerned with office politics than with the interests of the whole firm. iv. The hierarchical system emphasizes status. This creates divisions in the firm, which are reflected in separate car-parking spaces for managers, longer holidays for white-collar workers and separate canteen for blue-collar workers. Tesco organization structure: Tesco has a hierarchical/pyramid structure. In Tesco organisational chart they have more levels and they have more employees at down level. In hierarchical structure each functional area has many staff to do a particular task they are specialised in the job. Each person has a job role and there will be a specific salary for the job. In a hierarchical structure the communication can be distorted because their chains of command are long. When messages pass from top level to the bottom level they receive a message slightly different message than the one they intended to receive. In hierarchical structure the staffs at the bottom level feels that the manager at the top has no idea what they think or do. In a hierarchical structure many people have to be consulted before a decision is made. This means that the company is slow in responding to changes. The span of control is less in Tesco because they have many levels and the span of control explains the person who is responsible for you. For example if a store manager has 4 sections manager then his span of control are four. In hierarchical there is a good promotion prospectus because of many levels. Sainsbury’s organizational culture: Sainsbury is a varied company and I don’t feel it can safely be placed into any of these categories, but I will say it’s a mixture between Role culture and Task culture. Since Sainsbury is a big organization there can be many things at once, I feel Sainsbury has taken the best attributes of the two and made their own Sainsbury’s culture. This includes: – i. Very tall and board structure but with many web links. ii. Strict communication channels low down. iii. Jobs, not people lowdown (but they do get their say when needed). iv. Jobs suited to the task in the central range. . Communication between departments by knowledgeable workers (not manual laborers). vi. Formal communication going up the hierarchy. All these are associated with the two cultures and so Sainsbury can’t be defined to one group. Since Human culture is a mixture of hundreds of separate culture trying to produce the best of all words. In my opinion Sainsbury’s would more suite the Role culture since the formal structure also emphasizes this by adding a rigid structure you add a formality quality or a freedom associated with the person, thus the job is more than the employee, which is the role culture. These two also dictate the management style because Role culture has important job. There is communication with the job not the person, this is autocratic because the person has no say. The structure means there is a formality also so Sainsbury is a formal business and this means all jobs are done in formal and this should increase production by having quick workers who don’t have to think. All the difference influences each other because they all have an effect on certain aspects of the company. They all knock on to each other and manipulate the finer points of each. Tesco organizational culture: Tesco’s corporate culture can be determined from its corporate responsibility statements, which describe its core values and core ideologies as well as some aspects of cultural artifacts. Tesco’s stated core priorities include: i. Ensuring community, corporate responsibility and sustainability are at the heart of our business. ii. Being a good neighbor and being responsible, fair and honest. iii. Considering our social, economic and environmental impact as we make our decisions. (Tesco, 2008) These values have had a significant impact on the way in which Tesco does business, as well as its inancial performance. For example, its expansion into California was designed to be not only profitable, but also socially responsible. As in the United Kingdom, American inner cities have a food supply problem wherein there are few large supermarkets and the smaller supermarkets do not have an adequate supply of fresh foods, including fruits, vegetables and proteins. How the relationships structure and culture can impact Sainsbury and Tesco’s performance: Tesco’s organisational structure is a hierarchical structure. In a hierarchical structure the communication can be distorted as messages pass from one level to another means that the staff at the bottom level receive a slightly a different message than the message they intent to receive it. Many people’s have to be consulted before a decision is made so the company is slow in responding to changes and challenges. This means they cannot provides quick services to their customers and it is going to affect in terms of sales and profit but there is an advantage that if everybody is consulted they will come out with the best results. In hierarchical structure there are specific functional areas and job roles. The employees can be easily identified and given training so they can provide good services to their customers. Hierarchical structure has good delegations because they are many people’s with specialised skills are working here so they can easily assign their subordinates for a particular task. The span of control is less than the flat structures. In hierarchical structures they have good promotion prospectus so the staff are motivated and they provides good services to their customers. I think that the impact of the organizational structure has an excellent impact on Sainsbury due to the staff of Sainsbury working hard and being highly motivated in the work that they do, and the customer service that they provide for the customers that shop at Sainsbury. This is due to the human resources function of Sainsbury recruiting staff that they feel is suitable to work at Sainsbury, this could be due to the experience, qualifications, and availability of the member of staff working at Sainsbury. The finance function helps Sainsbury by the accountants keeping accounts up to date, this is an advantage because this has an impact on Sainsbury by enabling it to see if the financial factors of Sainsbury are improving or declining, and if new targets should be set, and if new objectives should be made. The marketing function has an impact on Sainsbury by the way that it helps the supermarket grow bigger by the advertisement campaigns it launches to make potential customers of Sainsbury notice what Sainsbury has to offer them. Task2: Understand different approaches to management and leadership. P2. : Compare the effectiveness of different leadership style in different organizations. In the below we discuss about various type of management style: Scientific management: According to Fredrick Winslow Taylor, â€Å"Scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way. † Classical administration: Henri Fayo l was a French industrialist, according to him, the idea that all organizations could be structured managed according to certain rational principle. Bureaucracy: An organization structured on classical lines is often identified as a bureaucracy. Human relations approach: The human relations approach emphasised the importance of human attitudes, values and relationships for the efficient and effective functioning of work organizations. Systems approach: Systems approach described as which consists of interdependent parts. Every system has a boundary which defines what it is ‘inside’ what is ‘outside’ the system. Contingency approach: The contingency approach to organization developed as a reaction to the idea that there are universal principles for designing organization, motivating staff and others. In the below we discuss about some function of management: Planning: This essentially means looking to the future. It involves selecting the ends which the organization wishes to achieve. Organizing: The work to be done must be divided and structured into task and jobs. Commanding: Fayol called this maintaining activity among the personal. Co-ordination: this is the task of harmonizing the activities of individuals and groups within the organization. Controlling: This is the task of monitoring the activities of individual and groups. P2. : Explain how organizational theory underpins the practice of management In the below we discuss about various managerial role: Interpersonal Roles: Interpersonal roles process and outlined three basic roles. Those are: i. Figurehead. ii. Leader. iii. Liaison. Informational role: A manager is likely to have a wider network of contacts within and outside the organization than his subordinates. So he is the best parson to gather and spread information. Decisional roles: The manager’s formal authority and access to information put him in a strong position to take decisions. In the below we discuss about nature of managerial authority: Power: Power is the ability to do something or get others to do it. Authority: Authority is the right to do something or to get others to do it. Responsibility: Responsibility is the liability of a person to be called to account for the way he was exercised the authority given to him. Delegation: Delegation is the process whereby superior A gives subordinate B authority over a defined area which falls within the scope of A’s own authority. P2. 3: Evaluate the different approaches to management used by different organizations. Opportunist: The opportunist action-logic is aimed at controlling their environment in order to survive. Typically development has been blocked by a legacy of mistrust, egocentrism and manipulativeness. The title for this action-logic denotes a tendency to focus on personal wins and to see relationships as opportunities to be exploited. From the opportunist action-logic, the world is highly competitive. Only the fittest individuals survive and, since the opportunist assumes everybody else is also operating from this frame of reference, competition rather than collaboration is the only viable course of action. Diplomat: Moving away from the â€Å"anything-goes-that-serves-me† framework of the Opportunist, Diplomats are aware of group strength over individual power. Thus, they seek to belong to established groups which may be based on kinship, club, church or profession. Since power comes from affiliation with others, rules and social norms are followed to seek approval and safeguard status as a group member. Achiever: Leaders who have developed this action-logic can be both challenging and supportive, creating a positive atmosphere both inside the team and external to the team. They represent approximately 30% of the general managerial population and are tightly focused on deliverables. People whose developmental focus is on the Achiever action-logic have a more complex and integrated understanding of the world than do managers who display the previous three action logics. Strategist: At 4% of leaders, people who have developed to this action-logic are likely to be found in less conventional settings. If they have survived life in the Public service, they are likely to have developed a reputation as transformational leaders. They distinguish themselves from Individualists through their focus on organizational constraints and perceptions, which they treat as discussible and transformable. Transformational: Transformational leadership occurs when the leader and the follower elevates one another to higher levels of motivation and morality. Carlson (1996) points out that Burns felt that leadership theories developed up to the mid-seventies were lacking ethical/moral dimensions so he elaborated on his exchange theory which maintains that followers play a crucial role in the definition of leadership. This theory is made up of power relations and entails bargaining, trading and compromise among leaders and followers. Management styles and leadership used in Tesco’s: Tesco’s tend to use autocratic because the company needs too or the e tasks won’t be carried out within the business, also decisions need to be made quickly or they won’t be done for example a task that is set for a shelf filler to put the milk out but hasn’t been told to put the milk out because the management are still deciding who’s going to put what out, so the milk would be still sat in the storage room and the customers cant buy it. So if the management didn’t use autocratic then Tesco’s wouldn’t be run sufficiently. Tesco also uses management by objectives. They use this because they state to each employee in their appraisals what their objectives are for a certain period. Also each manager is set objectives by their line manager for their team for example the sales team’s objective that has been set is to increase the amount of customers using Tesco by 25%. The way in which Tesco is structured and managed. (Management at Tesco. † 123HelpMe. com. 05 Jan 2012 . ) Management styles and leadership used in Sainsbury’s: If a company adopts the consultative style, then the person may well set the objectives and this would mean a lesser extent of pushing to achieve objectives. In my opinion Sainsbury uses a mixture of two types of management style. First being autocratic means the objectives would be set up and to a good standard; they will want the most work out of their subordinates, to gain maximum value. For the key areas of operations: Sainsbury is using autocratic management style, for setting its objectives, policies at top management level. They also use democratic management style. These would be set to gain maximum revenue they would want this and strive to get this because this style is associated with the managerial levels and will mean they get bonuses. For overall working of the organization at middle management levels and lower management levels, the style of Sainsbury is democratic, because the area of operations is widely decentralized and for the implementation of policies in three different segments, policies should be consulted with the local personal, which are specially appointed for this purpose. As they know the inner constraints, strengths of that particular segment. Task3: Understand ways of using motivational theories in organization. P3. 1: Discuss the impact that different leadership styles may have on motivation in organizations in periods of change. Maslow’s Hierarchy of needs: The basis of Maslow’s theory of motivation is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be addressed. Per the teachings of Abraham Maslow, there are general needs (physiological, safety, love, and esteem) which have to be fulfilled before a person is able to act unselfishly. These needs were dubbed â€Å"deficiency needs. † While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization. The satisfaction of these needs is quite healthy. While preventing their gratification makes us ill or act evilly. Maslow’s Hierarchy of Needs Chart As a result, for adequate workplace motivation, it is important that leadership understands which needs are active for individual employee motivation. In this regard, Abraham Maslow’s model indicates that basic, low-level needs such as physiological requirements and safety must be atisfied before higher-level needs such as self-fulfillment are pursued. As depicted in this hierarchical diagram, sometimes called ‘Maslow’s Needs Pyramid’ or ‘Maslow’s Needs Triangle’, when a need is satisfied it no longer motivates and the next higher need takes its place. Herzberg’s theory: Hygiene Factors Hygie ne factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: – Company policy and administration Wages, salaries and other financial remuneration – Quality of supervision – Quality of inter-personal relations – Working conditions – Feelings of job security Motivator Factors Motivator factors are based on an individual’s need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: – Status – Opportunity for advancement – Gaining recognition – Responsibility – Challenging / stimulating work Sense of personal achievement personal growth in a job McGregor’s theory X and Y: Theory X Theor y X assumes that the average person: †¢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. Essentially, Theory X assumes that people work only for money and security. 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. Theory Y makes the following general assumptions: †¢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 self-fulfillment. †¢Under these conditions, people will seek responsibility. †¢Most people can handle responsibility because creativity and ingenuity are common in the population. Vroom and Expectancy theories: Essentially, expectancy theory states that the strength of an individual’s motivation to do something will depend on the extent to which he expects the result of his efforts, if successfully achieved, to contribute towards his personal needs or goals. Maccoby, Mccrac and costa: There is relative consensus on a five-factor structure of personality, based on a bipolar taxonomy of underlying traits, which is supported by factor analyses of extensive lists of trait adjectives. The five broad personality dimensions are commonly labeled extraversion, conscientiousness, agreeableness, emotional stability, and openness. It should be noted that these dimensions are not types, meaning that personality is made up of scores on the five dimensions. Motivation and performance: Motivation, as it most nearly concerns the manager, is the controlling of the work environment and the offering of rewards in such a way as to encourage extra performance from employees. Rewards and incentives: A reward is a token (monetary or otherwise) given to an individual or team in recognition of some contribution or success. An incentive is the offer or promise of a reward for contribution or success, designed to motivate the individual or team to behave in such a way as to earn it. Motivation and manager: Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives. Monetary and Non-monetary rewards: The purpose of monetary incentives is to reward associates for excellent job performance through money. Monetary incentives include profit sharing, project bonuses, stock options and warrants, scheduled bonuses (e. g. , Christmas and performance-linked), and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associate. The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. P3. 2: Compare the application of different motivational theories within the work place. Leadership in organization: This definition is similar to Northouse’s (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Managers and leaders: Influence is the process by which an individual or group exercises power to determine or modify the behavior of others. Leadership traits: People who believe that leaders are born are likely to buy into the Traits Theory. This theory basically centers itself on the leader. What are the qualities of a leader? Now if you look at the different leaders of the world, companies or armies they all carry certain traits. It is believed that if one carries these characteristics then one is likely to become a leader. So, this theory defines what are the qualities that a leader should posses rather than leadership. If one is a leader then these leadership traits should be present. Management style: Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. There are two sharply contrasting styles that will be broken down into smaller subsets later: oAutocratic oPermissive Each style has its own characteristics: Autocratic: Leader makes all decisions unilaterally. Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities. Contingency approach: The Contingency Theory takes in consideration the weaknesses of the previous theories. Since leadership functions in a dynamic situation, it is only logical that different styles and traits will work in different situations. The Contingency Theory takes into consideration the context where leadership is exercised. P3. 3: Evaluate the usefulness of a Motivation theory for managers. Leadership and successful change in organizations: Pluralistic: inclusive enough consistent with the needs of pluralistic leadership. Such organizations emphasize hierarchy, authority and structure over participation and inclusiveness. Pluralistic leadership results in diversity and diversity results in pluralistic leadership (Bass, 1990; Millman and Kanter, 1986). Pluralistic leadership is very consistent with notions of participation of all in the leadership decisions and the understanding of multiple perspectives within the organization and outside it (Kezar, 2000). Transformational: It depends on two main points of view: – The theoretical, and – The applied Theoretical definitions come from those that study leadership, who have the formal qualifications to write long dissertations on the subject. This body of knowledge is fantastic for grounding in the subject and to get into the depth of the potential implications, especially when it comes to the morals and ethics department. The applied is the interpretation, and then applied action in a specific field of endeavor. We’ll use the personal, organizational, and global contexts for this purpose. You will have your own applied experience, or not, depending on where you are on your own personal Transformational Leadership journey. Communications: The closest definition of a communication leader is Gramsci’s definition of the organic intellectual – which Gramsci essentially sees as a leader. Gramsci sees in the intellectual not only as a leader but also as a poet, thinker, reader and activist. Sainsbury’s motivational theories: Sainsbury agree that employees are their most important assets and need to be treated fairly. The good performance of employee’s management s has an effect on the organization’s success, in terms of profitability. Sainsbury give out financial rewords to most people who complete the training programme. Training is designed to keep employees motivated and is convinced to complete their training by rewarding them with financial gain. Motivation comprises of the need for employees and controls their action. Using motivation techniques can improve productivity and customer service. Also employee satisfaction leads to good service that leads to customer satisfaction. Maslows- Hierarchy of needs This theory is based on meeting staff needs with in the workplace and suggests that meeting their needs can lead to be fill are: – Self- fulfillment- researching your full potential Self-esteem needs- status and recognition, achievement and independence Social needs- love, friendship, a sense of belonging part of a team Safety needs- protection against danger, fair treatment, job security Physiological needs- food, rest and shelter Mc Gregor- Theory x and theory y They are two types of main types of managers. Theory x managers tend to have the point of view that the average dislikes and will try to avoid it. Therefore the managers must control direct and punish them to get them to work towards business objectives. Theory y suggests that the ordinary person does not dislike work; it all depends on the conditions in which the work takes place. If people are committed to objectives, they will be motivated towards achieving them the biggest motivation factor is the personal satisfaction of completing the job. (â€Å"A Report on Sainsbury’s Resource Management. † 123HelpMe. com. 5 Jan 2012 . Tesco motivational theories: Tesco is Britain’s largest retailer. It now has over 2,200 stores. As well as food, it also sells other products such as insurance and banking. To support growth, Tesco needs staffs who are motivated. It achieves this by increasing their knowledge, skills and job satisfaction through training and reward systems. Needs: Self-fulfill: Tesco offers Personal De velopment Plans, recognition of skills and talents, opportunity for promotion and career progression programmed. Career discussions feed into Tesco’s Talent Planning meetings. The Options fast-track management programmed provides a route for capable staff to reach higher levels. Self-esteem: Tesco values emphasize self-respect and respect for others and praise for hard work, its self assessment, 360 degree feedback and appraisal system help to recognize individuals’ contributions and importance and celebrate achievement. Social needs: Tesco promotes team and group working at various levels; The Company ‘Steering Wheel’ assesses individual and group work and enables store staff to work as a team. Working conditions and a home-from-home ethos encourages long service. Basic/physical needs Security needs: Tesco provides the security of formal contracts of employment as well as pension and sickness schemes and the option to join a union to give people a sense of belonging. It ensures health and safety in the workplace. Basic/physical needs: This would include a place of work, regular monthly pay and essential facilities such as a restaurant or lockers for personal belongings. Tesco provides motivation for its staff through many different routes. Reviews and personal development plans ensure that employees are able to develop and grow. This benefits both staff and the business. (The Times 100 Edition 15 | www. hetimes100. co. uk) EDITION Task 4: Understand mechanisms for developing effective teamwork in organizations. P4. 1: Explain the nature of groups and group behavior within organizations. Groups: Groups in business organizations are, in effect, sub-organizations and they require management for controlled performance of collective goals, not only their own collective goals, but those of the business organization as a whole. Definition of group is ‘A group is any collection of people who perceive them to be a group’. Informal group and formal group: Informal groups will invariably be present in any organization. Informal groups include workplace cliques and networks of people who regularly get together to exchange information, groups of mates who socialize outside work and so on. Formal groups, put together by the organization, will have formal structure and a function for which they are held responsible, they are task oriented and become teams. Team: A team is a formal group established to achieve particular objectives. Purpose of teams: i. Team allows the performance of tasks. ii. Team encourages exchange of knowledge and ideas or creation of new ideas. iii. The power of the team over individual behavior can be both: control and motivator. Selecting team members: A manager is able to select team members, he or she shuld aim to match some requirement: i. Specialist skills and knowledge. ii. Experience. iii. Political power in the organization. iv. Access to resources, v. Competence. Team roles: RM Bellbin researched business-game teams at the Carnegie Institute of technology. He developed a picture of the character-mix in team, which many people fine a useful guide to team selection and management. Bellbin suggests effective team is made following eight roles: i. The Co-coordinator. ii. The shaper. iii. The plant. iv The monitor and evaluator. . The resource investigator. vi. The implementer. vii. The team worker. Viii. The finisher. Multi-disciplinary teams: Multi-disciplinary teams bring together individuals with different skills and specialism’s, so that their skills, experience and knowledge can be pooled or exchanged. Teambuilding: The team building goal in this learning journey is to help participants devel op increased awareness of team dynamics, practical skills for maximizing team performance, and developing a belief in the power of teamwork. Team building assists participants in planning specific improvements in the way the team operates. Participants will gain an integrated set of skills that can be applied anytime and anywhere, while enhancing their team performance, leadership abilities, and team unity. The result of applying these skills will be serious TEAMWORK – not teamwork in the ordinary sense, but something stronger, more committed, more productive, and more personal. Team identity: A manager may be able to increase his work groups sense of itself as a team by any or all the following means: i. Giving the team a name. ii. Giving team a badge or uniform. iii. Expressing the team’s self-image. iv. Building a team mythology. Commitment to shared belief: All team members must agree on what the team is trying to accomplish. Teams work much harder if members have a say in team goals and focus. Having team members discuss and decide on team goals would foster this sense of team commitment. P4. 2: Discuss factors that may promote or inhabit the development of effective teamwork in organizations. Group norms: The rules of behavior that are part of the ideology of the group. Norms tend to reflect the values of the group and specify those actions that are proper and those that are inappropriate, as well as rewards for adherence and the punishment for conformity. Group decision-making behavior: As we noted, empowerment involves groups in decision-making. This can be having benefited where: i. Pooling skills, information and ideas. ii. Participation in the decision-making process makes the discussion acceptable of the group. Dysfunctional team: Dysfunctional is defined as â€Å"abnormal or unhealthy interpersonal behavior or interaction within a group†. Most definitions state that a team is dysfunctional when individuals strive to conform to the prevailing thought processes or decisions within the group, at the expense of feelings of individual responsibility or personal views. Cohesiveness: Cohesiveness is generally defined as â€Å"the resultant of all forces acting on all the members to remain in the group† (Cartwright, 1968, p. 91). Group cohesiveness is one of the essential concepts for understanding group dynamics (Zander, 1979) studied for its conceptual similarity with teamwork. P4. 3: Evaluate the impact of technology on team functioning within a given organization. Technology: Technology teams share a common goal: all members are dedicated to helping writing project site leadership meet local needs and priorities through the wise integration and implementation of technology. But while these tech teams generally have a similar purpose, the ways in which writing project sites have gone about establishing and using their technology teams are as nuanced as the sites themselves. Communication: One way to start developing a communications strategy is to look at the nature of the different kinds of work the team will be doing and what kind of communication is needed to support that work. There is a continuum which describes how individuals (or sub-groups) on the team are working from autonomously to interdependently. For example, there may be some tasks unique to a specific country which team members can do on their own without interacting with anyone else on the team. Other product-related projects may require more collaboration among team members in different parts of the region. Change: All these changes in organizations have changed how teams are formed and how they operate. Teams have changed: From fixed team membership all team members drawn from within the organization team members are dedicated 100% to the team team members are co-located organizationally and geographically teams have a fixed starting and ending point eams are managed by a single manager To shifting team membership team members can include people from outside the organization (clients, collaborators) most people are members of multiple teams team members are distributed organizationally and geographically teams form and reform continuously teams have multiple reporting relationships with different parts of the organizatio n at different times Network and virtual teams: The nature of teams has changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries. Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. Organizations have discovered the value of collaborative work. There is a new emphasis on knowledge management – harvesting the learning of the experience of members of the organization so that it is available to the whole organization. Global and cross-culture teams: Cross-cultural training usually occurs as an integral component of training that’s designed primarily to attain a broader objective. Two of GROVEWELL’s Global Leadership Programs provide examples. †¢Influencing Colleagues across Organizational Units Mindsets is primarily about influencing colleagues within global organizations, but is infused with the intercultural perspective. †¢Working Effectively on International Projects is primarily for the managers and staff of global projects; it, too, is infused with the intercultural perspective. Effective teamwork in Sainsbury: General theories of work design suggest that groups can humanize work with group tasks designed to create meaningful work. Team working is associated with higher job satisfaction according to job characteristics and participative management theories. The variety of tasks in teams encourages workers to learn and use different skills and rotate between jobs to reduce the boredom of repetitive work. This enables team members to share a sense of collective responsibility for work in their area and to develop the mix of skills necessary for effective work teams who share both identification with a common task and mutual beliefs. Teams also make possible employee participation in goal setting, thereby enhancing intrinsic motivation for team members. www. sainsburys. co. uk J Sainsbury plc Annual Report and Financial Statements 2005 accessed through www. sainsburys. co. uk) Effective teamwork in Tesco: We treat people how we like to be treated. We want our people to enjoy working at Tesco. Our people do a great job each and every day by giving our customers the best possible shopping trip. By creating an open e nvironment of trust and respect, our people feel supported, they share their knowledge and experience and work hard to give our customers great service. We support our people, trusting in their ability to deliver while helping them to reach their full potential. We encourage our people to learn on the job and take responsibility from day one. Giving our people an opportunity to get on in their careers is very important. With the increasing breadth of the Tesco business, our people have a great opportunity to develop their skills and experience across new product areas, services and countries. Every year, we build our plans for the year around our People Promises. We want all of our people across all of our markets to: †¢ be treated with respect; †¢ have an opportunity to get on; †¢ have a manager who helps them; and †¢ have an interesting job. It’s through our People Promises and our benefits package that we are proud to say that our people stay with us for a long time. Around half of our Director population has at least 12 years’ service. Effective teamwork in Asda: Asda changes Norman outlines – in the way people work together and communicate with each other – are more complex. The company’s goal is to become a genuine leader in fresh foods and clothing – making the George brand a ‘real brand’, second in the UK to Marks Spencer’s St Michael – and also to create an ‘organization which is the preferred place to work’, offering customer service ‘with a personality derived from the heart of the company’. One change has, accordingly, been in the approach to recruitment, which now aims to seek out people for the stores who really do want to serve the customers and who genuinely like selling. There is no point, he remarks, in employing people who won’t like the ‘Asda Way of Working’. This is the name given to the new approach, intended to transform the old culture, which had grown autocratic and slow-moving, to one where all members of Asda feel involved in improving the business – the equivalent, within the context of a corporation, of market-stallholders, who run their own show, and who engage actively with their customers. (http://www. managementtoday. co. uk/news/410110/UK-ASDAS-OPEN-PLAN Bibliography: Reference: 1. HNC, HND BTEC Business Course Book, Organization behavior, Unit-3, first edition September 2000, publishing BPP, ISBN 0 7517 70337. How to cite Understand the Relationship Between Organizational Structure and Culture., Papers

Major Business Processes Such As Production-Myassignmenthelp.Com

Question: Discuss About The Major Business Processes Such As Production? Answer: Introduction: Enterprise resource planning refers to the fully integrated management of the major business processes such as production, finance, logistics, human resources and accounting. Enterprise resource planning integrates the business processes and the flow of the information within an organization in order to ensure optimum utilization of organizational resources such as men, money, material and machine (Leon 2014). Enterprise resource planning ensures one database, single user interface and single application. With the rapid growth in the business environment, the organizations are required to change their ways of conducting business operations. In order to remain competitive, the organizations are required to control their costs. The organizations are also required to remain flexible in order to remain competitive in the rapidly changing customer requirements. Enterprise resource planning has evolved from Material Requirement Planning system that integrates the information between manufa cturers, suppliers and customers with the help of Internet, WAN, etc. Enterprise resource planning is a peoples project as they are the people who design suitable ERP systems, implement them within an organization and accept the implementation of ERP systems (Pai and Rane 2014). Organizations nowadays invest huge amounts in ERP systems. There are several organizations, which have successfully implemented ERP systems and have received the benefits therein. However, there are still many organizations, which have failed to draw benefits from the ERP systems. An important way of realizing the benefits of ERP systems is using package customization however; it is difficult to reach an efficient ERP system that satisfies all the needs of the organization. The level of customization also defines the benefit realization level derived from the implementation of the ERP system. The organizations that have a better alignment of the organizational processes and the tailoring systems have an increased possibility of realizing the benefits related to the ERP systems. Very less research have been conducted on the relationship between customization of ERP systems and realization of benefits. This particular report shall emphasize upon examining the role of customization of E RP on the realization of benefits. The report shall utilize exploratory and investigative research method and shall consider case studies for understanding the topic. However, the report shall include the factors that impact the performance of the organizations when an ERP system is implemented therein (Shaul and Tauber 2013). Characteristics of Enterprise resource planning system: Nowadays, a majority of the organizations all over the world have begun to implement ERP systems especially SAP. Despite, several organizations use almost same ERP systems, the level of customization differs and so does the advantages and disadvantages derived from the ERP systems. It is only when the particular factors are incorporated in the processes, the benefits are realized from the ERP systems (Al-Mashari and Al-Mosheleh 2015). The importance of ERP systems cannot be ignored due to the significant objective they serve. Therefore the report mentions the characteristics of ERP systems and the factors that aid in the realization of benefits. ERP provides multiple facilities and helps in the business planning activities, handling of resources and materials, operational planning and many more. ERP covers all the major business functions such as manufacturing, human resources, inventory, sales and distribution, purchases and many more. EPR enhances the customer services by performing all the core activities that ultimately helps in improving the brand image of an organization. ERP reduces the gap of information between the organizations. ERP offers full integration system acrossthe departments as well as between the companies. ERP aids in the efficient management of the projects by eliminating the issues of material shortage, cash management, customer service, quality issues, etc. ERP provides several intelligent tools for enabling better decisions such as Management information system, Decision support system, etc. ERP enables introduction of technologies such as Internet, Intranet, Electronic Fund Transfer and many more (Tarhini, Ammar and Tarhini 2015). Organizations nowadays implement ERP systems in order to integrate their financial data or information. ERP ensures that there are no deviations and zero error in the actual financial information of an organization. ERP helps in integrating the information pertaining to the customer orders. ERP systems integrate the entire process of purchasing by the customers beginning from placing an order to the delivery of the products and services. This helps in keeping a better track of the orders and coordinating the activities of manufacturing, inventory and shipping simultaneously in several locations. ERP systems enable the manufacturing companies to speed up their processes by offering standard methods that automate the manufacturing process (Tian and Xu 2015). ERP implementation in organizations There are several benefits derived by the organizations when they implement ERP systems as a majority of the organizations become capable of solving various issues related to technology, diminishing inventories, reduction in expenses and reducing the process duration. However, the organizations nowadays are seeking for methods that shall aid them in the achievement of investment optimization. This involves the extension of the functions of the ERP, which is also called the utilization of second wave such as optimization via continuous planning, managing customer relationships and warehousing data. Hoch and Dulebohn (2013) has found that the major reason behind the failure of an ERP system is the cost of ERP implementation and the reduction in the human resources that causes difference between the expected benefits and the actual attained benefits. The people related issues are the major challenge in the implementation of ERP systems and realization of benefits from the ERP systems. A nother issues are related to the integration, software and hardware. A few essential considerations are inadequate discipline, inappropriate training and improper change management that must be considered for the realization of benefits from the implementation of ERP systems. Even after the successful implementation of the ERP systems within the organizations, they still face issues related to the change management that continues to prevent them from the realization of benefits. For instance, the implementation of SAP R/3 involves extensive methods of change management. According to Seethamraju (2015), ERP emphasizes upon the eight concerning parts of ERP, supply chain management with ERP systems and the market of ERP. Chofreh et al (2014) stated that ERP implementation is the most effective strategy of implementing and advocating the partition of the ERP projects in several small processes. However, Pai and Rane (2014) studied the post implementation of ERP systems in order to understand which ERP systems provide benefits to the organizations after the implementation of ERP systems. It was found that the management agencies are crucial in the realization of benefits from the ERP systems. On the other hand, Leon (2014) emphasized upon the changes that the management and the structure of an organizations face after the implementation of ERP systems within the organizations. The several barriers that the organizations faced when they implemented ERP systems are the requirement of the coordination of the financial processes, maintenance of competitiven ess and integration of the business processes. Besides, an enterprise resource planning framework has been acknowledged similarly for helping associations to improve their regard by joining of activities inside a firm by influencing it to realize the fitting practices for every procedure in business, knowing the standard strategies, influencing single data to source bringing about lesser redirection. Research recommends that there was an extension of 40% inside association mechanical technology while executing ERP alongside a diminishment of roughly 65% in making control work (Kerzner 2013). Consequently, due to this reason different organizations over the globe are demonstrating distinct fascination in such huge structures for business reason. It appears that present associations like to recognize the significance of helpful and correct information since it permits their work force to adequately and effectively keep up their part while picking their feasible decisions amid practices. For instance, several executives of different endeavors were drawn closer by Accenture as an endeavor to comprehend the utilization of enterprise resource planning by association and the ways they utilize it with the end goal of improving the execution of their business alongside their practices that enable them to keep up their worth. It was discovered that because of their execution of such bold system of information brought about quality creation, however certain different associations affirmed equal benefits than most different associations. One investigation of 2006, included 450 managers from roughly 370 associations, who essentially concentrated on the recognized components of their ERP structure that enhanced their business operations (Galliers and Leidner 2014). They likewise distinguished their utilization of systems so as a method for enhancing division and intensity. In other words, for associations to enhance their benefits from the activities in regards to business intelligence, researchers have concocted a guide that talks about utilization of business intelligence and enables organizations to propel their business intelligence; the approach for a guide that includes advancement of Business Intelligence Maturity Models. This model viably aides the association to improve their procedure of controlling corporate data alongside opening up the benefits that their association procures from their utilization of business knowledge. On a yearly premise, associations are perceived for their utilization of business intelligence and are granted with awards. Hence, one can expect an association that has gotten such an award to be profoundly developed according to the model. In other words, Sykes, Venkatesh and Johnson (2014) stated that enterprise information frameworks for enhancing the working productivity of a particular firm offer administration stage of unmistakable nature. These frameworks of data have a wide use in a few fields and upgrade the venture activities effectiveness of improvisation. The execution of ERP frameworks however do challenge the associations yet acknowledging actual as opposed to expected advantages of the procedure can help in taking into account the challenge. Advantages of ERP implementation To enjoy the advantages of ERP implementation, one is required to understand that ERP systems are somewhat befuddle programming groups that provide a back up to several authoritative functions of an organization. Therefore, few segments affect the connection amongst a progressive productivity and interest for ERP. To get full preferred standpoint, the ERP suppliers propose that organizations must execute their functions with immaterial changes. Consequently, several organizations have obtained the best suitable approach that help them to remove the programmings for each methodology or restrictions that is picked. At the end of the day, they utilize a planned approach of corporate structure that helps them to sort immensely essential limits of business for the association (Seo 2013). Factors that influence ERP systems Benefit Realization With regards to the colossal improvement that ERP has experienced since the 1990s, affiliations have gone over a couple of troubles while applying the ERP framework. Research suggests that a huge part of the worldwide relationship and in addition a couple of other medium and small organizations have now begun to execute and use ERP. In any case, it is vital to grasp that regardless of ERP's promising central focuses, for instance, progressive advantages and great speculation of capital, ERP utilization may not by any stretch of the imagination constantly be productive. One downside to it would be the deferment in design due to its execution close by extended budgetary spending design. Hence, theories prescribe that ERP execution have much of the time neglected to give affiliations their ordinary results or comes about and finish their own specific targets (Zeng and Skibniewski 2013). While standing out ERP from other data systems, one critical issue ascending in the use of ERP is eccentrics or unpredictability of the kind of innovation being used nearby its comparability and standardization. This is furthermore expanded by issues caused by humans, for instance, the hierarchical culture inside an affiliation, resistance of workers towards change, the irregularity of the business frames, any kind of attempted bobble, the commitment towards the wander by the best organization and various others; these are communicated to be among the most generally perceived risk factors that may incite failed use of ERP. One known system inside business organization is ERP, that not simply outfits a relationship with the upsides of keeping up and finishing time limits yet as also empower them to keep up supportive correspondence (Jacobs and Chase 2013). Beside the examination that has especially revolved around the favorable circumstances and components of the ERP structure, the go ing with includes some examination on use of the "second wave". A couple of factors that should empower relationship to enlighten their definitive idea incorporate programming system plot, customer incorporation and training, aptitude mix, advancement and innovation arranging, affiliation fit and venture control and organization. Remembering the ultimate objective to look at the danger factors separating points of interest affirmation related to ERP structures, a multileveled approach was grasped for collecting information with the help of fundamental periods of examination going before starting a more basic in-detail examination of a picked logical investigation (Seo 2013). As demonstrated by an exploratory research drove by Nofal and Yusof (2013), unmistakably the matter of ERP is organized broadly under three noteworthy gatherings, which are far reaching of dealers giving the item to ERP, the integrators of system empowering the item utilization and the affiliation related clients. In this examination, the interviewees from all these predefined social affairs of accomplices were moved closer to coordinate 17 meets by and large. From this examination, clearly the ERP systems higher cost was confirmed by each one of these social affairs recommending that favorable position affirmation is of elaborative importance to various associations yet in the meantime the points of interest deliverance from various utilization related to ERP were low bafflingly. IT was moreover reported by an examination performed by Altamony et al (2016) that around 85 percent of examinations of ERP dissect customization of ERP and a couple of various makers confide in taking a ga nder at the purposes of intrigue passed on through this customization. The meaning of benefits management is the procedure by which an association can sort out and oversee in a way that the IT utilization in the most suitable way is observed. There have been a few investigations created to address models and systems that can help in dealing with the entire benefits realized from ERP procedure of administration. Indeed, even after these instruments are accessible, still different associations have not picked up the capacity of making an interpretation of them into working practices adequately (Elbardan, Ali and Ghoneim 2016). The model of Cranfield process is the most popular and generally utilized model in benefits realization. The principle component of this model for benefits realization lies in the system of helpful reliance. This model has been acknowledged to provide advantage by considering related variables. The system of BDN is intended for permitting the aims of investment and to recognize the advantages coming about because of it to connect it in a structured way to the functions of a business according to the prerequisites of an association. The figure of this system is given beneath: Figure 1: Benefits dependency network (Source: Nofal and Yusof 2013) As indicated by a few studies, there are different obstacles to realization of benefits under ERP frameworks, which can be removed by utilizing Benefit Management models comprehensive of elements such as change administration lacking, insufficiency of internal staff, assets poor prioritization, poor business performance, overseeing applications ineffectively and even adjustments performed in an inappropriate way (Shao, Feng and Hu 2016). Difference between actual and expected ERP usage benefits Several advantages are accessible for organizations that implement ERP. Diminishing closure of finance cycle was the essential advantage that organizations expected to obtain. High evaluating is likewise given to administration and their confirmation is given in the accompanying figure which has been outlined by an examination performed by Khan, Dong and Zhang (2015): Figure 2: Difference between actual and expected ERP usage benefits (Source: Khan, Dong and Zhang 2015) Additionally, there has been clear difference existing between those organizations expecting for accomplishing something through ERP frameworks and those, which really are gaining through usage of ERP. Associations gain typically different advantages unexpectedly connected with improvement of the business processes. These can be invalidated due to the developing organizations and the ERP framework related involvement with the industrial benchmarks accessibility (Dutot, Bergeron and Raymond 2014). Barriers and challenges related with ERP benefits realization Benefits realization hindrances are comprehensive of deterrents identified with inappropriate software utility. The greater part of the issues however has a connection to issues of individuals in the association. Change administration is the most important barrier, which requires suitable administration. A few analysts have identified that the projects that build up a positive conduct towards data frameworks introduction are vital elements for the successful implementation of an ERP system. This has made organizations to concentrate in an improved way on the methodologies of change management. This has been alluded by Al-Sarayrah et al (2016) as the re-building procedure of associations and he argued that an essential point of any methodology identified with change management is social change being encouraged first in the association. The method of ASAP execution of SAP concentrated impressively to emphasize on methodologies of change management and comprehensive of different assets supporting the procedure. Improved research is required in the problems that are complicated that include change management and assets assessment for aiding the procedure of change. Contextual analysis of ERP frameworks in Educational institutes In the underlying years of twentieth century, the outstanding Cambridge University was moving towards its prosperity with a sum total of 8000 employees and 10000 students. These faculties and students had to face pressure from individuals living outside and a critical issue of operational spending administration came before the Institute (Alleyne and Lavine 2013). It appeared that because of the government development and consumption in US, there was a decrease in the research expenditure while the educational cost expense increased that became a barrier for several students. These issues may end up plainly in charge of the gap in increment, which will in the long run increment the troubles faced by Cambridge in drawing in stakeholders. Hence, therefore, Cambridge accentuated on changing its present money related system and process by improving their course of action of primary time fiscal information. Hence, Cambridge went more than two decisions; one consolidates making single upgraded system while another alternative was purchasing such a structure from the market. Cambridge purchased an ERP structure in light of the troubles that may rise up out of working up the system, which may turn around the financial cost of the change (Obeidat et al. 2016). This purchased structure basically relied upon the practices undertaken within the corporate business. The advantages seems to come through as one of the major and key disclosures in this examination that grants change of the basic leadership process. It was found that the affiliations that are considered to keep up top execution have utilized their data and examination commandingly to enhance their basic leadership. Such disclosures are discussed by Sarno et al (2015) that is seen as exceptional among different business expert firms. They drove a general study of more than 1500 principle information officers and communicated that business knowledge has ended up being maybe a champion among the most clear and fundamental necessity for business affiliations when they included ERP frameworks. ERP Implementation process inside the University The execution of an ERP system, to be particular SAP was begun by Cambridge in the basic time of 1995. The basic point was to release the changing course of action of area organization at Cambridge as for SAP central records. The second execution point was on extending the DLCS over the school and after that apply the ERP structure. A gathering containing imperative and capable specialists from the staff of discussion and relationship from authority of IT and association inside Cambridge establishment was developed by Cambridge for measuring the ERP structures from the perspective of a couple of sellers for picking the most fitting one for the association (Antero 2015). Finally, it was picked by Cambridge that both SAP and Oracle were the main two dealers, which suited the essentials of ERP structures providers especially for the present issues that the association went up against. A considerable offer in the market is held by Cambridge and this association had more care in the business aggregate with best adequacy, which recommended that the association had legitimate information of SAP and could utilize more forward workplaces of contemporary nature. SAP R/3 was picked by Cambridge while considering each one of the reviews open for all the picked dealers regarding picking appropriate execution of ERP (Cao, Nicolaou and Bhattacharya 2013). A couple of troubles stood up to by associations working in the corporate range that more often work in more prominent focused circumstances recognized issues with financing interestingly with a couple of other non-advantage parts, which have made sense of how to get advantage from the ERP systems all through the earlier decade. The instructive establishments are inspired by the cases of conquering difficulty and they have developed a slant to realize systems of ERP appropriately with same targets that can help in growing corporate part gathering, for example, increasing the operational viability while cutting down the expenses. From this time forward, Cambridge executed and grasped ERP. As demonstrated by Maier, Laumer and Weinert (2015), Cambridge has appropriately placed assets into completing ERP to extend their institutional business capacities; ask about recommends that more than $5 billion has been put by Cambridge in the execution of ERP in the past couple of years. At the pr esent time, the traders of ERP continue expanding their thing's augmentation by extending the amount of things in the market as indicated by the extended and present day need of the market. A couple of instances of these things include SAP and ORACLE programming. Also, consider that the use of ERP in Cambridge has been regarded and has been a testing assignment. In an examination, it was discovered that the use of ERP had wound up being unsuccessful in around 60-80% of educational establishments (Seo 2013). ERP neglected to address the issues of Cambridge and the results had not wound up being agreeable; along these lines, moreover underlining the way that it was at first made just for the corporate business affiliations. Regardless of the way that ERP has the capacity of giving a couple of customization options, these decisions are in charge of expanding the danger of disappointment. The cost of actualizing an ERP framework furthermore defers the execution arranging. Also, some researchers have moreover communicated that ERP usage provoke a couple of various weights and impacted the universities in various diverse ways; these new issues are simply poor upon what the sc hool sees them as. Conclusion It can be concluded that despite, several organizations use almost same ERP systems, the level of customization differs and so does the advantages and disadvantages derived from the ERP systems. It is only when the particular factors are incorporated in the processes, the benefits are realized from the ERP systems. The importance of ERP systems cannot be ignored due to the significant objective they serve. Therefore, the report mentioned the characteristics of ERP systems and the factors that aid in the realization of benefits. Several business organizations and educational institutes have embraced ERP inside their administration framework to administer complex operations effortlessly. A few colleges are nowadays encountering strain to provide superior quality services pertaining to education to their students at lower or least cost; be it due to the reduced investments from the legislature or lessening stakeholder increments. Because of these reasons, ERP has turned out to be increa singly engaging such establishments since it enables them to achieve their objectives along with maintaining their standards (Seo 2013). Both, corporate associations and colleges are examining the advantages of usage of ERP all over the globe. For organizations, the fundamental reasons incorporate upgrading their educational framework while restructuring their business forms. However, in the corporate part, reengineering is significantly less demanding than in colleges. The organizational culture and the framework of the association mentioned in the case study are highly influenced under the execution of ERP. A formal and various leveled process in corporate sector as to settling on choices adequately, helped in making the ENGCO work in arrangement with the institutionalized procedure and in the long run winding up more effectively in reengineering process at a bigger scale than that of Cambridge that forces an autonomic condition. With respect to this, the change and relationship administration plays a fundamental and noteworthy part in the usage of ERP in the educational institutes and the business organizations. 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