Summary of Hbr Article Enemies of Trust Essay Example for Free

Summary of Hbr Article Enemies of Trust Essay Stressed situations in organizations such as merger, reorganization, or layoff are situations where people look for something that can provide partial answer to the question: â€Å"What does this mean for me?† * Snatches of remembered conversations. * Innocent statements can be assigned deep sinister meaning. – misinterpreted * Emails can be analyzed word by word Don’t speculate about the future. Treat employees like grown-ups (so:) * In case of layoff, share the performance data that makes reductions necessary. * Be extremely careful about making unequivocal statements such as * I have no hidden agenda * There won’t be any more layoffs * The time we’ve got it fixed * We will be stronger as a result * I have total faith in the senior management team * This is the hardest thing I’ve ever had to do It will come back to haunt you. All kinds of crisis like an episode of violence, accidents, and serious product flaws can have a profound impact on trust in the organization. Often the damage of the trust occurs not because of the incident itself but because of how it’s handled internally. Company leaders or crisis team members become so distracted by external pressures that they don’t address the crisis internally with attention. (dangerous, because employees feel unsafe during a crisis). * During crises it’s important to recover revenue, and moving the company out of the media spotlight. * But the employees can’t wait until the storm is over. The damage (of trust inside the company) may be beyond repair when you get to it. * Leadership is important (emloyees are under as much stress as the managers and need calm, visible leadership. When everyone worries, trust evaporates). * First lesson is to get yourself some help, a quick check in with an objective third party. (Or if you are directly affected by the crisis maybe you are not thinking clearly). * Lesson two is to not withdraw. Let it be known that you are aware of the situation and that you will keep everyone informed as events unfold and decisions are made. Set an update schedule and keep to it even if the update is that there will be no news until next week. Be accessible to people around you (physically and emotionally). You set the example and people will look to you to see that it is okay to have feelings at work. Taking the time to think it through, what happened, and then they will follow suit. Starting over: It will happen: trust will be badly damaged. This is what the article writers recommend: 1. Figure out what happened * How quickly or slowly did trust break down? (no rapid fix) * When did the violation of trust become known to you and to the larger organization? (if you knew about it for a long time and didn’t do anything about it, your employees will feel it like a betrayal). * Was there a single cause? (easier to address a one-time event, than a pattern of events) * Was the loss of trust reciprocal? (it might be deep seated if both you and the others feel that their trust was violated. No one will behave fairly. A formal process of conflict resolution might be in order). 2. When you have a reasonably good handle on what happened, ascertain the depth and breadth of the loss of trust. (Is it a severe impact or are only some of the regions/branches touched by the breach of trust?) 3. Own up to the loss quickly instead of ignoring or downplaying it. (acknowledge the situation, you don’t need all the answers, just let people know that you are aware of the issue and the impact on them and that you are commited to setting things right). 4. Identitfy as precisely as possible what you must accomplish in order to rebuild trust. (need to change a relationship between people in different departments). 5. Then list the changes you’ll make in organizational structure, systems, people and culture to achiee those outcomes. (which shifts in how decisions are made, how information flows and how it is measured, etc. Should some reporting relationships be changed? Competing areas rivalries dissolve, when they come under the control of a single person. ) 6. Keep an eye on practical issues: How will these valuable changes and initiatives happen? (what work will you do yourself, what will you delegate, what is a reasonable time frame to handle this problem). Working at: The Center for Leading Organizations (CLO) offers highly-tailored educational services, valuable advice, and the delivery and facilitation of offsites at the senior level of organizations. Robert Galford is a managing partner of the Center for Leading Organizations. He divides his time across teaching on Executive Education programs and working with senior executives at the worlds leading firms on the leadership issues that lie at the intersection of strategy and organization. They wrote the book the trusted leader Anne Seibold Drapeau is a managing partner of the Center for Leading Organizations. Her client work focuses on consulting with a wide range of clients on leadership development and frameworks and processes for strategic alignment. She is a leading voice on the leadership requirements of support functions within organizations, and how they are best organized, structured and managed. She also has particular interest in the leadership challenges of early stage businesses and in fostering leadership in women. Patrick Lencioni is the author of The Five Dysfunctions of a Team, a popular business fable that explores work team dynamics and offers solutions to help teams perform better.[1] In addition to the bestselling Five Dysfunctions of a Team, he has written eight other business books

Understanding Violent The Breakup Of Yugoslavia Politics Essay

Understanding Violent The Breakup Of Yugoslavia Politics Essay The numerous ethnic groups that comprised Yugoslavia held historical animosities towards each other stretching back in some cases hundreds of years. Yet these animosities were put aside after World War Two and under Titos grip the nation achieved internal peace. They were not however forgotten and when nationalist politicians needed to create a power base, they merely had to promote nationalist symbols and myths, and encourage the discussion and exaggeration of past atrocities. This created a deadly snowball affect that proved unstoppable. Yugoslavia has long been an ethnic melting point where great civilizations and religions have met. The Paris Peace Conference at the end of World War One created the Kingdom of Serbs, Croats and Slovenes out of territory from the Austrian and Turkish empires. The allies hoped the Kingdoms people would forge a new common identity based on their shared status as Southern Slavs. They were however divided in various other ways. Croats and Slovenes were Roman Catholic, used the Latin alphabet and orientated towards western and central Europe. In contrast Serbs, Macedonians and Montenegrins were under the repressive autocratic control of the Ottoman Turks, Eastern Orthodox in religion, used the Cyrillic alphabet and were less economically developed. Bosnians, though much like the Serbs had practiced Bogomilism and converted to Islam only in exchange for autonomy and protection by the Turks. The Serbs regularly rose against the Turks and were subsequently heavily repressed, thus considered the Bosnian Muslims Slavs that had sold out. During World War Two these antagonisms flared into outright slaughter as the Nazi controlled ethnically Croat Ustashe puppet regime murdered innocent Serbs, Jews and others. The regime never had majority Croatian support but this was irrelevant to Serbs in the conflicts of the 1990s even though they themselves did not have clean hands. Josip Tito and his communists suppressed discussion on the wartime genocide and earlier nationalist outrages in the process creating a powerful reservoir of suppressed memories and hatred. Tito re-established Yugoslavia through the skilful use of fear and the credibility of communist ideology. Yugoslavs feared many things including a return to the carnage of wartime massacres, the power of the Soviet Union and some a great Serbian restoration. The League of Communists of Yugoslavia (LCY) as the only substantial pan-Yugoslavian institution was thus the only force capable of allaying these fears. Fear and force did in time give way to compromise that was eventually enshrined in the 1974 Yugoslav constitution. This constitution established a collective presidency, rotating chair and dissolved a great deal of power to the republics thus weakening federal institutions. Tito himself often kept this system going by ordering republics to follow federal laws. Titos death in 1980 combined with the end of Cold War rivalry and the decline of communist ideology in the rest of Europe in the 1980s lead to the severe weakening of Yugoslavias crucial unifying factors. In addition, Yugoslavia in the 1980s increasingly suffered from an unprecedented economic crisis. This crisis was triggered by the oil shocks of the 1970s, the global recession of the 1980s and a $US20 billion foreign debt. This caused Slovenia and other relatively economically prosperous regions to push for economic and political change. Slovenia had significant economic weight as while it comprised only eight percent of the nations population it produced 20 percent of the national GNP. Without a powerful central figure, differences between reformers and conservatives produced a deadlock at the centre during the early and mid 1980s. The economy thus continued its decline allowing conservative groups time to mobilize support. Long significant to the Serb nation, Kosovo became the catalyst for the revival of Serbian nationalism. After a 1981 demonstration in favor of Kosovo gaining republic status the death toll of Albanian youths killed by Serb police varied widely from nine anywhere up to 1000. The Serbs balked at this demand believing they were the oppressed side in this situation. Thirty thousand Serbs and Montenegrins did flee Kosovo in the 1980s though many for economic reasons. The higher Albanian birth rate also contributed to the decline in the relative number of Serbs in Kosovo from 23 percent of the population in 1971 to 10 percent in 1989. Led by the Serbian Academy for Sciences and Arts from 1986 prominent Serbs claimed they had been the victim of consistent discrimination in Yugoslavia. Kosovo was thus raised to the position of most important problem in Serbia and frustration in the League of Communists of Serbia over the issue reached unprecedented levels. Slobodan Milosevic promise of quick and decisive action against Albanian separatists in Kosovo won him widespread support in Serbia. Milosevic moved quickly to promote Serbs to important economic and political roles in Kosovo and by 1989-1990 Serbian control over Kosovo was complete. In his first six months of power, he also purged Serbia of rivals and moderates. Journalists, writers and editors were fired and Milosevic supporters soon controlled almost all public life in Serbia. In order to bully and overthrow the Kosovo and Vojvodina political leaderships Milosevic whipped up pro-Serb demonstrations in the previously autonomous regions. The Montenegrin leadership was also overthrown with all three being replaced by Milosevic loyalists. This gave the Serb nationalists control of four of the eight votes in the Yugoslavian federation. Serbian hardliners used the cloak of nationalism to revoke the autonomy of Kosovo and Vojvodina thus altering the Serbian constitution and the delicate balance of power in Yugoslavia. Slovenia and Croatia reacted angrily to this series of events. Public disagreement was not permitted between communist party members therefore it was intellectuals and the media that articulated this anger. Slovenian intellectuals protested publicly at the treatment given to the Kosovo Albanians. They did so because they feared the consequences of the Serb action had upset Slovenias political and economic role in Yugoslavia, and would prevent movement towards its goals of democratising Yugoslavia and integrating it economically with the west. The last LCY congress in January 1990 confirmed that neither democratic nor hard-line reform could occur at the national level. The Croatian and Slovenian communist parties quickly responded by giving up their power and holding multi-party elections. The multi-party political system that resulted from the 1990 elections was seriously flawed. Political parties of which there were a large number lacked time and resources to develop a wide range of policies. Voters were thus denied the information they needed to make informed decisions. Additionally there was no chance to vote to maintain Yugoslavia even though 62 percent of Yugoslavs claimed Yugoslavian affiliation was very, or quite, important to them in a 1990 survey of 4,232 people. Nationalists claims that other groups would block vote successfully turned it into a self-fulfilling prophecy. Every town experienced the founding of political parties and the divisive nationalist discourse that went with them. Peer pressure to support ones ethnic group in these towns was intense. The nationalist parties did not win majorities in these elections. Because the way the elections were designed they received majorities in their republics. Franjo Tudjmans Croatian Democratic Union and Milo sevics Socialist Party of Serbia won only 41.5% and 47% of the votes respectively but gained 56% and 78% of the seats. These parties purged, often violently, their political opponents from power and made it dangerous to be seen as or in the company of known moderates. The politicians elected in 1990 were far more nationalist than their citizens. Understanding Violent The Breakup Of Yugoslavia The continuing stalemate and increasing tension over Yugoslavias economic and political direction convinced Slovenia and Croatia their futures lay elsewhere, and both declared independence in June 1991. The victory by Slovenian in the resulting war against the Yugoslav Peoples Army (JPA) forced the Serbs to give up their hopes for a centralized Yugoslav state under Serb control. Serb nationalists instead set themselves the goal of creating a greater Serbian state. The result was war in Croatia. The other significant result of the Slovenian and Croatian declarations of independence was that they forced the Bosnian Muslims to do likewise. Bosnian President Alija Izetberovic and many of his people realized all too clearly they would have little protection in a rump Yugoslavia dominated by Milosevic and Serb nationalists. Leaders on all sides constantly exploited the fear of becoming vulnerable to other ethnic groups through inaction during the break up of Yugoslavia. Both Tudjman and Milosevic consciously revived nationalist ideologies tainted by the Second World War. Once a leader of a republic broke the pattern of compromise and instead choose to increase interregional tensions the writing, Yugoslavia was on the wall. The slanting of news coverage by Milosevic appointees forced media in other republics to follow suit least their ethnic group become disadvantaged. Exaggeration became common as Serb and Croat intellectuals successfully transferred their nationalist ideologies to the common people. The Ustasu concentration camp at Jasenovac where 60,000 to 80,000 inmates were slaughtered, not all of them Serbs was inflated into the murder of 700,000 Serbs alone by Serb nationalists and Serbian media. The numbers game was however played by all sides. Repetition is considered the single most important e lement in the changing of opinions. Tudjman and Croat nationalistsà ¢Ã¢â€š ¬Ã¢â€ž ¢ excessive use of Second World War symbols especially the Ustasu flag frightened many Serbs into believing history would repeat itself. Collectively this created a security dilemma where no side could trust the other. Like their Croat neighbors the Bosnian leaders were also guilty of not paying enough attention to the complexity and fears of Serbian societies within their boundaries. By failing to recognize the difference between passive and adaptable urban Serbs and more extremist rural Serbs Tudjman missed an opportunity to build a multi-ethnic coalition. The behavior of political elites was a major source of ethnic hatred in Yugoslavia. Additional causes contributed to the sheer scale of the violence that followed the collapse of Yugoslavia. The JPA took a political role as its officers believed only a federal and socialist Yugoslavia could support their existing corporate and individual privileges. Up to 70 percent of the officer core were Serbian and Montenegrin and it was also a bedrock of Marxism-Leninism. The credibility of the army came from the days of communist resistance in the Second World War and as the communist party fell from favor so to0 did the army. With this loss of credibility, the JPA became in effect the army of the Serbian state. This is important because the scale of violence and acts of destruction such as the shelling of Sarajevo would have been impossible without a powerful military force. The inheritance by Serb forces of the majority of Yugoslavias weapons and especially its heavy weapons gave the Serbs the military power required to carry out their plans. Backed by the JPA Serbian civilian, militias were able to terrorize minorities in Serb controlled areas. The militias were organized from soccer clubs notably the infamous Arkan Tigers, prisons and from volunteers. Merged with the peer pressure, lack of accountability and promised economic gain these militia committed acts of ethnic violence out of all proportion to what could have been deemed acceptable under normal conditions. Croats and to a lesser extent Muslims also formed militias and violently attacked ethnic opponents. These were never on the same scale nor had the same level of organization as the Serbian militias and were largely formed as response to the formation of the Serbian militias. The west intervened in the break up of Yugoslavia relatively early and regularly but never with enough collective will or military force to prevent large-scale warfare. The period of the early Yugoslav wars was a dramatic time internationally with the collapse of communism in Eastern Europe and the Soviet Union and the Iraqi invasion of Kuwait distracting Western powers. A global recession further reduced the wests desire to intervene in a country some saw as a quagmire without strategic significance whilst others considered the area vital due to Yugoslavias geopolitical significance. By January 1992 fifteen ceasefires had been arranged and broken by all sides. Numerous internationally brokered peace plans followed. Serbian and Croatian leaders who consistently acted in ways to that continued the violence certainly did not help western efforts. However, the more pressing problem was Americas and Europes weak and timid initial responses which did nothing to persuade Milosevic and Tudj man to suspend their use of violence. Whether an overwhelming display of western resolve through the commitment of significant combat troops would have altered the course of events is unknown. It is however hard to see how such a display of force could have made things worse. The political will to impose a solution on Yugoslavia was simply not present at the time. Yugoslavia was a nation with suppressed and potentially explosive historical memories. By the 1980s the majority of Yugoslavs lived in peace often side by side with other ethnic groups. It took a culmination of economic decline, a changing international system and most importantly leaders willing and able to exploit these memories and their resulting fears to rip Yugoslavia apart. Political elites insistence on nationalist ideologies, Serbian military superiority and a lack of Western will ensured this break up was both brutal and extremely violent

Strychnine :: Botany

Strychnine Strychnine is a poisonous alkaloid, C21H22N2O2, obtained in colorless or white rhombic crystals. These have a bitter taste and melt at around 290( C (4 p.1). Alkaloids are any class of naturally occurring organic nitrogen containing bases, usually containing one or more of these nitrogen atoms in a ring of atoms called a cyclic system. Alkaloids are primarily found in plants and are predominant in flowering plant species. The function of alkaloids in plants is thought to be simply a waste product of the plants metabolic processes, but current research may suggest a specific biological function. This is evident in some plants as the levels of alkaloid increase just prior to seed formation and then drops off after the seed is ripe. This evidence suggests possible mechanisms of maturation and possible defense, against certain insect species (5 p.2). Strychnine, being an alkaloid, is slightly soluble in water, but is more soluble in alcohol and is released from its salts by alkalis. Many of the commercial alkaloids are found in the genus Strychnos. Strychnine was the first alkaloid to be identified in plants of the genus Strychnos, Family Loganiaceae. Strychnos, created by Linnaeus in 1753, is a genus of trees and climbing shrubs of the gentian order. From the standpoint of biological diversity, it is the most important genus of the Loganiaceae family (6 p.1). The genus contains 196 various species and is distributed throughout the warm regions of Asia (58 species), America (64) and Africa (75). The Strychnos alkaloids were originally classified based solely on their geographic origin. Asian Strychnos was thought to contain strychnine and the American Strychnos were thought to contain curarizing ammonium salts (6 p.2). Plants of the genus Strychnos have opposite leaves and bear cymes of white or yellowish flowers that have a four-lobed or five-lobed calyx, a four-parted or five-parted corolla, five stamens, a solitary pistil and bears fruit in the form of a berry. The seeds and bark of many plants in this genus contain the powerful poison (4 p.2). Strychnine is obtained commercially from the seeds of the Saint-ignatius's-bean and from the nux-vomica tree. Strychnine was first discovered by French chemist Joseph-Bienaime Caenoiu and Pierre-Joseph Pelletier in 1818 in the Saint-Ignatins'-bean (S. ignatii)(1 p.2). Strychnos ignatii is a woody climbing shrub of the Philippines. It was introduced into Cochin China and is highly esteemed there as a medicine. It got its name from the attention it attracted from the Jesuits.

The Decisions to Bomb the Serbs :: essays research papers

THE DECISION TO BOMB THE SERBS   Ã‚  Ã‚  Ã‚  Ã‚  The Decision to Bomb the Serbs was a very interesting case study. It was hard for me to choose a case study but after reading my top three choices I finally came to a conclusion. I never knew about this particular topic, but as I read I was impressed with it, which brought this question to my mind. Should the US have intervened to prevent or end violations of human rights in Kosovo, when these violations did not directly affect other American interests? This was one of the many questions that I and the American public asked themselves, their congressmen and ultimately, their government, during the chaos in the Middle East. It must have been a difficult task to decide whether or not to take action against Milosevic in Belgrade. In this case there are many underlying concepts that shape the way in which the events that led to the bombing of Kosovo played out. I will attempt, in this paper, to discuss the different themes that played a role in this case study. It was thought that the Kosovo crisis came at a time when the President of the United States was most distracted, and could easily have made the wrong decisions. Based on the severity of the situation in Kosovo, one would need to focus on the negotiations necessary to find peace. The Clinton Administration ¡Ã‚ ¦s primary focus was on the pending impeachment of their leader. The case against President Bill Clinton required his undivided attention, as it pertained to his promiscuous actions while in office. The lack of personal attention to this crisis as it developed, may have been the triggering factor that led to many deaths and violent acts of crime that took place in Kosovo. The decision to bomb was one that could not follow the rational method of decision making, even though the goals, alternatives and consequences were known. The US government knew what the primary goal was pertaining to Kosovo, they needed to negotiated or come to some form of middle ground with Milosevic, allowing for peace. They had alternatives to the negotiation process, which was to take military action. The consequence of taking these actions would be the repercussions of the bombings. Even with all this known, it would still be impossible to follow the rational decision-making model as defined by Charles Lindbolm. However, a more appropriate method would be the  ¡Ã‚ ¥Branch Method ¡Ã‚ ¦.

Instructional and Behavioral Support Essay -- Education

Mrs. S. has a classroom of 22 kindergarten students; one student is a retention from last year. The classroom has an even split between boys and girls. The class has had a stable class roster since second quarter, only gaining one student, and losing two. This is unlike the other kindergarten classrooms at the school that have gained and lost many students over the past few months. Four students are on speech IEPs, and the one new student was just recently placed on an IEP for math and behavior concerns. The classroom is fairly diverse in both ability and racial makeup. While there are many Hispanic students in the class, there are also Caucasian, African American, American Indian, Korean. The classroom is comprised solely of English speaking only students. The class has some of the academically highest students in the grade, but also some of the lowest. The school itself is a Title 1 school, where all students receive free breakfast and lunch because so many students qualify for free lunch according to government standards. A few students receive food assistance to help the family get through the weekends. Mrs. S uses a color chart to help monitor her students’ behavior. Each child has a clip with his or her name written on it. Each child starts their name off on green and moves up or down the chart depending on the choices that are made throughout the day. The colors are blue for ‘excellent’, green for ‘good’, yellow for ‘warning’, orange for ‘stop and think’, and red for ‘hot lava’. At the end of the day each child has a communicator that is sent to and from home which gets marked with the end color of the day. This allows parents to see what kind of day their child had, and any quick notes from Mrs. S. This system of man... ...ications in her behavior plan, and academic expectations when needed. For the most part every child is treated the same, each held to a high level of behavioral excellence that most easily accomplish. By splitting the class into groups based on academic need each student is given instruction at his or her level. Doing formal assessments on students frequently allows her to monitor each student’s progress and take action if and when needed. Her students seem to not only do their best to please her, but also because they have become intrinsically motivated to always do the best they can, in both academics and behavior. Works Cited National Center for Learning Disabilities. (2000). Early Identification: Normal and Atypical Development. Retrieved April 4, 2012, from LD Online: http://www.ldonline.org/article/Early_Identification:_Normal_and_Atypical_Development

Cornel West’s contribution to African/Amercian Philosophy Essay

Cornel West, born June 02, 1953, is an American philosopher, author, actor (some of you may know him from Matrix Reloaded and Revolutions), civil rights activist and prominent member of the Democratic Socialists of America. West, commonly known for his blend of political and moral insight and criticism and his contribution to the post-1960s civil rights movement, focuses primarily on the roles of race, class and gender in America. West pulls scholarly contributions from such varied traditions as the African American Baptist Church, pragmatism and transcendentalism. West’s father was a civilian U. S. Air Force administrator and his mother an elementary school teacher and eventually a principal. During West’s childhood the family settled in an African American working-class neighbourhood in Sacramento, California. There West regularly attended services at the local Baptist church, where he listened to moving testimonials of privation, struggle, and faith from parishioners whose grandparents had been slaves. Another influence on West during this time was the Black Panther Party, whose Sacramento offices were near the church he attended. The Panthers impressed upon him the importance of political activism at the local level and introduced him to the writings of Karl Marx. In 1970, at age 17, West entered Harvard University on a scholarship, did graduate school in philosophy at Princeton University, where he was influenced by the American pragmatist philosopher Richard Rorty, and after receiving his doctoral degree in 1980, West taught philosophy, religion, and African American studies at several colleges and universities, including Yale University, the University of Paris, Princeton University, and Harvard University. His books generally combines Christian moral sensibility with a form of philosophical tradtition influenced by American pragmatism. For example, his book Race Matters, West, who resolutely participated in several demonstrations, was always a political activist and an academic, and this created a conflict which led to him resigning from his post at Harvard. His best-known work, Race Matters, a collection of essays, was published exactly one year after the start of riots in Los Angeles that were sparked by the acquittal of four white policemen on charges of aggravated assault in the beating of Rodney King, an African American motorist. The book discussed the general hopelessness and â€Å"nihilism† of African Americans in poverty and condemned African-American leaders for pursuing policies that West believed were thoughtless, narrow-minded, or self-serving. West refers to the United States as a ‘racist patriarchal’ society in which everyday life is classified based on the notion of ‘white supremacy’. He criticizes the whites as being weak in the struggle to gain acceptance for blacks, and thus he argues the 9 11 attack gave the whites an indication into what it means to be a black persons living in the US – feeling unsafe, unprotected, hated, and subjected to random violence.

Chapter Summary Notes

Adam Smith – argued the economic advantages of vision of labor, and the breakdown of Jobs into narrow and repetitive tasks, known as Job specialization. Division of labor increased productivity by increasing each worker's skill and dexterity, by saving time lost in changing tasks. 2. 18th Century – Industrial Revolution – the main contribution of the Industrial revolution was that human power was replaced by machine power, which then made it more economical to manufacture goods In factories rather than at home.Large, efficient factories require managerial skills, as they had to ensure that demand was met, enough eternal was on hand to continue production, assign tasks to people, direct daily activities, coordinate various tasks, ensure the machines were still running efficiently and were kept in good condition while maintaining standards, etc. There are 6 different approaches to management: 1. Scientific management: an approach that involves using scientific meth ods to define the ‘one best way for a Job to be done. The aim of this method is to make organizations and workers be as efficient as possible.Frederick W. Taylor was one of the first to Introduce methods of scientific management. He Introduced 4 principles of management: a. Develop a science for each element of an Individual's work with standardized work Implements and efficient methods for all to follow b. Scientifically select workers with skills and abilities that match each job and train them in the most efficient ways to accomplish tasks c. Ensure cooperation through incentives and provide the work environment that reinforces optimal work results in a scientific manner d. Vivid responsibility for managing and for working, while supporting individuals in work groups doing what they do best. Some people are more capable of managing, whereas others are better at performing tasks laid out to them. These guidelines are still used today for improving efficiency and production. They are used when managers analyses the basic work tasks that must be performed, use time-and-motion study to eliminate wasted motions, hire the best-qualified workers for a Job and design incentive systems based on output. . General administrative theory: an approach to management that focuses on describing what managers do and what constituted good management practice. There were 2 significant theorists in developing this method: Henry Offal and Max Weber. Henry planning, organizing, commanding, coordinating and controlling. He stated 14 principles of management, which are fundamental rules of management that could be taught and applied to all organizational situations.They include: a) division of work – specialization increases output by making employees more efficient b) authority: managers must be able to give orders c) discipline: employees must obey and respect the rules that govern the organization d) unity of command: every employee should receive orders from only n ee superior e) unity of direction: organization should have a single plan of action to guide managers and workers f) subordination of individual interests to the general interest: interests of one employee should not take precedence of the organization as a whole g) remuneration: workers must be paid a fair wage for their services h) concentration: the degree to which subordinates are involved in decision making I) scalar chain: line of authority from top to bottom j) order: people and materials should be in the right place at the right time k) equity: managers should be kind and fair to their subordinates l) stability of tenure of response: management should provide orderly personnel planning to ensure that replacement are available to fill vacancies m) initiative: employees who are allowed to originate and carry out plans will exert high levels of effort n) esprit De corps: promoting team spirit will build harmony and unity within the organization Max Weber: he developed a theory of authority structures based on an ideal type of organization he called a bureaucracy: a form of organization characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. 3. Initiative approach: the use of quantitative techniques to improve decision making. Total Quality Management: a philosophy of management driven by continual improvement and responding to customer needs and expectations.This approach has contributed directly to managerial decision making in the areas of planning and control, such as when managers need to budget, schedule, quality control and similar decisions are made. 4. Organizational behavior: a field of study concerned with the actions (behaviors) of people at work. Hawthorne studies: a series of studies during the sass and ass that provided insight into individual and group behavior. Human relations movement: the belief, for the most part unsubstantiated by research, that a satisfied worker w ill be productive. Behavioral science theorists: psychologists and sociologists who relied on scientific method for study of organizational behavior. 5. Yeasts approach: known as one of the contemporary approaches. It is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Closed systems: systems that are not influenced by and do not interact with their environment.