Intro †what is Gibbs (100) Essay Example

Intro – what is Gibbs (100) Essay The Case Of Aquada Contentss We will write a custom essay sample on Intro – what is Gibbs (100) specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Intro – what is Gibbs (100) specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Intro – what is Gibbs (100) specifically for you FOR ONLY $16.38 $13.9/page Hire Writer 1.Introduction2 2.What is incorrect with Aquada? 3 3.What is Product Design, the Design Process5 4.Setting Objectives7 5.Design Processes – Different Perspectives9 6.Aquada – A Critical Analysis10 7.Conclusions11 8.Bibliography12 1.Introduction Manufacturing companies of all types will be required at some degree or another to see how they are traveling to plan new merchandises and how this procedure should be managed so as to obtain the best consequence for their profitableness. When carry oning a design procedure, the administration will hold to happen the in-between line between supplying the client with what they want but besides being organisationally efficient in footings of usage of resources and fiscal investing [ 1 ] ( Baxter, 1995 ) . The procedure of design direction permeates the five cardinal countries of engineering, design, design thought, selling and direction. For this ground, there are frequently internal battles as the company tries to draw together a assortment of different maps all with their ain ends and attacks. 2.What is incorrect with the Aquada? Gibbs has developed a new merchandise which it brought to market as the Aquada. The Aquada was developed by the joint expertness of laminitis Alan Gibbs and Neil Jenkins who through an organizational amalgamation became involved in the squad, in 1999. Design work had begun in 1997 and the merchandise is expected to sell at a retail of ?150,000 in the UK. The Aquada is the first vehicle of its type. It is an amphibian auto that is able to go at velocities of around 30 stat mis per hr on H2O and up to 100 stat mis per hr on land. Approximately 60 million autos are manufactured every twelvemonth and the amphibious component of the auto is simply an option, although it is the chief merchandising point of the merchandise and would, hence, be expected to be chosen in all but a few instances. Clearly, one of the chief benefits of the Aquada is that it can well cut down the travel clip of proprietors. With the ability to travel effortlessly from H2O to set down the Aquada allows a journey that would usually take 2 hours in a metropolis Centre to be reduced to 20 proceedingss, through the usage of H2O based travel. However, despite this, the Aquada has failed to derive the degree of gross revenues that Gibbs predicted it would. Several built-in design jobs have been cited as the ground that Aquada has failed to derive full market incursion. First, despite being marketed as a auto chiefly with an amphibious option it is, in fact, well more efficient on H2O than it is on land. Therefore, those who would merely on occasion use the H2O based option find that it is merely non an efficient manner to go, overall. The Aquada besides fails many safety facets of travel as it has no air bags which are considered indispensable in the modern automotive market. Furthermore, it is non as user friendly due to non holding a roof and holding a non-conventional seating form. This makes the Aquada highly improbable to be the chief vehicle of pick, during the winter months. As this is a new type of vehicle wholly, the care is still something that can merely be done by some specific and specialist mechanics. This makes even everyday services highly expensive. When sing the six chief elements of a design efficiency, it is clear to see that the Aquada fails on many degrees which explains why the Aquada has non made as much of an impact on the market as it was hoped. Reliability and maintainability has non been achieved due to the extremely proficient specializer nature of the vehicle. Aestheticss and biotechnologies are besides hapless with the Aquada with the deficiency of roof and the non traditional seating program that does non let the auto to hold four riders. Not holding air bags is a defect in the safety design of the merchandise and, moreover, the monetary value is at the higher terminal of the market significance that the clients willing to pay this excess premium would non anticipate to compromise on the other elements of the design [ 2 ] ( Zahra A ; Ellor, 1993 ) . 3.What is Product Design? For any new merchandise or company, the design procedure is cardinal to the success of the administration. Whilst in this instance the design procedure is comparatively clear and Centres on the Aquada merchandise, administrations will besides hold their ain merchandise design built-in in the manner they run their company through stigmatization and market placement. Regardless of the type of merchandise design that is being focussed on they will cover with planning, communicating, control and squad working between the assorted different maps within the company. The manner in which the merchandise design procedure is undertaken is cardinal to the overall success of a merchandise or company. The whole procedure demands to be managed to guarantee that no facet is ignored and that the overall consequence is the optimal consequence available. The Design Process There are multiple troubles within the concluding Aquada merchandise, many of which occurred during the design procedure and could, with better planning, have been avoided. Critical to any undertaking is the scene of the relevant purposes and aims. These are so cardinal that they will be discussed in greater item in the ulterior subdivision of this study. Once the range of the undertaking has been appropriately ascertained, the budget should so be developed and agreed with all relevant stakeholders. Based on the needed merchandising monetary value of the Aquada, it would look that budgeting was non completed every bit ruthlessly as was necessary to guarantee that the auto was competitory within the available market [ 3 ] ( Blyth A ; Worthington, 2001 ) . Once the basic information has been ascertained, a brief lineation of the undertaking including the range and the purposes of the undertaking should be stated. This will be the footing of the undertaking program and will give a high degree overview of all critical spots of information i.e. clip graduated table, budget and overall range. In the instance of the Aquada, this was peculiarly of import due to the assorted different squads involved in the development. It is critical that all members of the squad are united and are to the full cognizant of what needs to be done and their function within the merchandise development. From this point, the most appropriate squad demands to be established to do certain that all facets are appropriately dealt with. This choice procedure will about surely involve both internal and external people. Making certain that the necessary competency is available will be of import to do certain that the merchandise is developed right and that there is small or no unneeded wastage in footings of clip or money. For illustration, in the instance of the Aquada, the focal point was clearly on making a technically superb solution, there seems to hold been an absence of people sing the auxiliary facets such as safety, internal design, selling and overall direction [ 4 ] ( Jerrard, Trueman A ; Newport, 1999 ) . Clear undertaking mileposts need to be laid out. The development of a new merchandise such as the Aquada will of course affect several phases such as a protocol so the launching of the merchandise every bit good as the necessary selling and administrative support that will be needed for launch. All of these facets needed to be managed from the beginning. Based on the weaknesss of the Aquada, it would look that full usage of the protocol was non made. Issues such as the deficiency of roof and the deficiency of airbags should hold been noted from the really initial design. Similarly, the deficiency of critical safety factors such as air bags had been omitted should hold been noted at an early phase of the design procedure. This deficiency of realization suggests that the relevant people were non involved with the design procedure at a appropriately early phase. 4.Puting Aims One of the first and most of import facets of the merchandise design procedure is that of puting the purposes and aims of the undertaking. By guaranting that there are suited aims that have been agreed on by all of the appropriate stakeholders, it helps do certain that all persons involved are to the full cognizant of the overall aims and how their single function will be needed to accomplish the ultimate purposes [ 5 ] ( Bruce A ; Cooper, 2000 ) . Aims need to be SMART ( specific, mensurable, agreed, realistic and clip edge ) . Specific, the ends need to be clear and unambiguous and that the purposes are clear for all involved ; Measurable, the ends and aims need to be quantifiable at every measure of the manner. Clear marks in footings of design should be made at every phase to guarantee that the undertaking as a whole corsets on path, both in footings of clip and money ; Agreed, this is critical for undertakings that involve multiple stakeholders. An person who does non hold with the ends and aims can non possible be expected to set in the necessary attempts to accomplish the ends ; Realistic, the ultimate end must be accomplishable. In the instance of the Aquada, consideration demands to be given as to whether it is really possible to develop an amphibian auto that is both safe and efficient every bit good as cost effectual for the consumers ; and Time edge means that there should be clear mileposts at every phase of the undertaking to do certain that the assorted strands of the undertaking are completed at the appropriate times and hence all facets come together to accomplish overall success. Had the Aquada squad spent somewhat longer on puting the relevant ends and objectives many of the issues that are now going evident, such as the deficiency of roof, would hold been resolved at the early phases, doing the merchandise more successful and the design procedure more efficient. 5.Design Processes – Different Positions Naturally, the procedure of design direction will change from company to company and undertaking to project. As such there has been no one singular design procedure theoretical account that has gained complete support from faculty members or professionals. Several different possible attacks have been established, and Aquada should take the elements that suit their peculiar undertaking in their design procedure. One of the historically popular attacks has been the linking of design direction with selling. This was based on the foundational belief that design is mostly a selling map with the whole procedure aimed at developing a merchandise that consumers really want to buy. Under this idea form it is by and large considered that the cardinal standards of any procedure is to do consumers believe that they need the ultimate merchandise. Arguably, in a commercial scene such as that of Aquada this is true. Whilst the engineering may be impressive, it is of small commercial value if no-one really wants to buy the merchandise. This is the attack advocated by the Design Management Institute [ 6 ] ( Best, 2007 ) . An alternate attack is that of design leading advocated by Koppelmann, which makes the differentiation between the design direction and design leading. This recognises that pull offing the design procedure is a much more specific function than that of design leading. Design direction is to a great extent involved with the existent specifications of the merchandise, whereas design leading takes a much more overall position sing every facet such as selling and distribution. It is this function that the overall undertaking director would by and large set about [ 7 ] ( Buggie, Scheuing A ; Vaccaro, 1990 ) . In the instance of Aquada, the undertaking began in 1996 yet a new pull offing manager became involved in 1999 which may account for the deficiency of consistence in the undertaking direction procedure. 6.Aquada – A Critical Analysis Aquada has found that there are many built-in design defects within its merchandise. These are cardinal and consequence in the demand for the merchandise being well lower than it would otherwise hold been. First, the Aquada design procedure lacked consistence. Due to a alteration of direction the design leading function appears to hold gone unnoticed and hence peripheral facets of the proficient specifications have been overlooked. In line with the current thought of holding a distinguishable design leading function, this appears to hold been losing in the procedure and has hence had a damaging function on the overall result [ 8 ] ( Hollins A ; Shinkins, 2006 ) . Second, critical elements that a consumer would necessitate hold been overlooked such as the necessary seating form and the deficiency of roof. This suggests that there was small or no engagement in footings of selling or client services. It would look that during the initial undertaking definition stage, the demands and desires of the client were non considered. For this ground, Aquada would hold benefited from following a more selling attack in its merchandise development to guarantee consumer entreaty. Third, the pricing of the Aquada seems to be curtailing the market portion that it is able to obtain. Had the budget been set at the beginning and managed with suited milepost, it would be probably that a lesser retail monetary value would hold been established doing it a more appealing purchase option. 7.Decisions Although, on the face of it, Aquada appears to hold failed in several facets, they all basically have their path cause in the failure to program and pull off the undertaking. Failure to place the critical ends and besides failure to hold one consistent director with an overall position of the undertaking has resulted in critical issues being ignored. The undertaking has non been sufficiently focussed on the consumer, likely due to the deficiency of selling engagement and this has finally resulted in a less appealing and, hence, less successful merchandise within an already competitory market [ 9 ] ( Sutton A ; Hargadon, 1996 ) . Bibliography Baxter, M. , 1995.Merchandise Design. Chapman and Hall. Best, Kathryn, 2007.Design Management: Pull offing Design Strategy, Process and Implementation. Ava Publishing SA. Blyth, A. A ; Worthington, J. , 2001.Pull offing the Brief for Better Design. Spon Press. Bruce, M. A ; Cooper, R. , 2000.Creative Product Design: A Practical Guide to Requirements Capture Management. John Wiley A ; Sons. Buggie, F.D. , Scheuing, E.E. , A ; Vaccaro, V.L. , 1990. An Advanced Approach to New Product Development.Review of Business, 12. Hollins, B. A ; Shinkins, S. , 2006.Pull offing Service Operationss: Design and Execution. Sage. Jerrard B. , Trueman, M. A ; Newport, R. , 1999.Pull offing New Product Invention: Proceedings of the Conference of the Design Research Society. Taylor A ; Francis. Sutton, R.I. A ; Hargadon, A. , 1996. Brainstorming Groups in Context: Effectiveness in a Product Design Firm.Administrative Science Quarterly, 41. Zahra, S.A. A ; Ellor, D. , 1993. Accelerating New Product Development and Successful Market Introduction.SAM Advanced Management Journal, 58. 1

Facts About Phrasal Verbs

Facts About Phrasal Verbs Facts About Phrasal Verbs Facts About Phrasal Verbs By Mark Nichol A phrasal verb consists of a verb and a preposition, a verb and an adverb, or a verb, an adverb, and a preposition the verb’s partners are collectively known as particles that combine to produce a figure of speech. (Phrasal verbs are common in idiomatic expressions, such as â€Å"add insult to injury† or â€Å"scared them out of their wits.†) Examples include â€Å"call back,† â€Å"check up,† and â€Å"give in.† Note that phrasal verbs can be converted to adverbs or nouns, and when they are, they are either hyphenated or closed up: â€Å"Call back in a few minutes,† but â€Å"Dial the callback number.† â€Å"She’s going to check up on it,† but â€Å"I’m going for a checkup.† Not every phrasal verb has a converted form: â€Å"Give in† never appears as give-in, though it’s plausible: â€Å"He has a give-in attitude† and â€Å"I’ve been guilty of a give-in now and then† make grammatical sense, but those idioms have not been adopted into English. (If the noun form were part of the language, although such forms are generally closed up, give-in would be an exception because the first element of the phrase ends with a vowel.) Phrasal verbs are easily split by pronouns, nouns, and noun phrases, as in â€Å"I’m making it up,† â€Å"Put your toys away,† and â€Å"I poured the soup mix in.† Note that a phrasal verb can be split or kept together when used with a noun (â€Å"Put down your pencils† or â€Å"Put your pencils down†) but no such choice is possible with a pronoun: You can write, â€Å"Put them down,† but â€Å"Put down them† isn’t considered grammatically correct. Often, though both options may be correct, a phrasal verb may read better with an intervening word or phrase than left intact, and may even more clearly indicate the correct meaning in the former format: The headline â€Å"Mom Scares Off Attacker† seems awkward somehow, but move the particle to the end, and it flows more smoothly: â€Å"Mom Scares Attacker Off.† Likewise, â€Å"He passed around a fruit-and-cheese hors d’oeuvre plate† suggests that the subject veered to avoid the plate, whereas â€Å"He passed a fruit-and-cheese hors d’oeuvre plate around† clearly conveys that he participated in the movement of the plate. Also, not every phrasal verb lends itself to splitting: â€Å"Gave off,† as in â€Å"It gave off a foul odor,† could conceivably be split (â€Å"It gave a foul odor off†), but such syntax looks awkward. In other cases, the elements never appear together, as in â€Å"I can’t tell them apart,† in which tell and apart must be separated by, not followed by, them. When an additional adverb is included with a phrasal verb, whether the adverb can be inserted within it depends on whether a pronoun or noun has already been inserted. All these variations are correct, including the third one, in which picked and at are separated by gingerly: â€Å"Gingerly, she picked at the food.† â€Å"She gingerly picked at the food.† â€Å"She picked gingerly at the food.† â€Å"She picked at the food gingerly.† (Only â€Å"She picked at gingerly the food† and â€Å"She picked at the gingerly food† are ungrammatical.) But in the variations of the following sentence, because a pronoun, not a noun, is involved, the third option is invalid: â€Å"Carefully, he looked it over.† â€Å"He carefully looked it over.† â€Å"He looked carefully it over.† â€Å"He looked it over carefully.† Because of the rich variety of forms possible for phrasal verbs, you are advised, when in doubt, to consult a dictionary’s usage note for the root verb of the phrasal verb, or another usage resource. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:When to Capitalize Animal and Plant Names3 Cases of Complicated Hyphenation50 Musical Terms Used in Nonmusical Senses

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A Cover Letter and a Professional Letter - Essay Example I am currently studying as a senior at the New York Institute of technology (Architecture department), and will graduate by spring 2008 with a Bachelor's degree in architecture. I am interning with the Rosenbaum design group, which is involved in designing shopping centers, supermarkets and retail projects. As an intern, I am involved in conceptual designing, site evaluation and drafting. I have successfully designed __________________ and supervised the drafting of _____________________________. I have also been involved with the US military and have training and experience in masonry, wood framing and model making. To this end, I have assisted in the completion of ________________________________. I would welcome an opportunity to meet with you, and discuss the position available. Please let me know if you have any questions or if I may provide any additional information that you require. I am enclosing my resume along with this letter. You can reach me by phone at (123) 123-1212 or email me at email@email.com. I am deeply committed to gaining more experience with regard to architecture and my work with the Rosenbaum design group demonstrates this amply. I have been working there in the capacity of an intern, with direct involvement in drafting, conceptual designing and site evaluation. I have also successfully designed _______________ and supervised the drafting of _____________________.

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Human resourse Essay Example | Topics and Well Written Essays - 2250 words

Human resourse - Essay Example Greenway Industries has employed members of both the families and began to grow and made huge profits. Later some issues took place in the firm due to existing reporting process. One of the female members (Kate) in the family believed that male dominated operation will reduce her privileges. The firm has 45 female employees, most of whom work in lower-level clerical positions or on the assembly line. Practically none are in middle or senior or professional positions. Donna’s board membership stands out as an isolated example of female authority. Kate is the daughter of Bob’s and Donna, married to Peter who is the chief finance officer. Kate is not a board member and works in the company’s accounts section on a casual basis when her work at home allows. Kate worked in a big law firm that had enlightened policies in relation to its female workers. She believes that a wholehearted approach to the preparation of the Agency report is called for and her values would make some kind of tokenistic report unacceptable. Kate has begun an informal campaign—mostly through some gentle pressure on her husband Peter and her mother—to have the firm take the reporting process seriously. Robert Lim sees Kate’s move as an attempt to find a spot on the board for her. Kate denies this but believes that her daughters have a genuine interest in joining the firm when they are older. This creates pressure for the board of directors from Donna because of Kate. A family owned business involves one or more family in ownership and control of the business. It is the oldest form of business organization. It is â€Å"A  small or medium-sized business that is controlled and operated by members of a family. It may be organized as a sole proprietorship, partnership, corporation, or limited liability company.† (Business definition for: Family business. 2009). Family owned

Leadership approach suggested by Lao Tzu

Leadership approach suggested by Lao Tzu First of all let us define leadership? Leadership is a very essential issue and can be understood in different views. It would be very hard to give leadership a general definition because many writers have tried without reaching an accord. According to Mullins, 2005, Good Leadership involves the effective process of delegation and empowerment. The Leadership relationship is not limited to leader behaviour resulting in subordinate behaviour Susan Ward, 1997 gave a simple definition of Leadership as the art of motivating a group of people to act towards achieving a common goal. Leadership in simplest terms can be defined as an ability through which you can gain followers. To gain followers requires authority but does not exclude the lack of reliability to achieve this. Whether you are the managing director or a shift leader, the way you lead is the single biggest success factor for everyone you work with. Leaders change the organisations around them. They make a difference to the business, rather than just making the business work. Leadership is about what you do. It involves learnable skills that can be applied to the tasks that occur in every business. Storr A. 1996 Leaders can generally be defined as those who take action when they do not want to leave things to chance. Leadership can also be defined as an instrument of goal achievement Bass 1990:15-16 Leadership is behaviour, not a position Bass 1990 The superior leader gets things done with very little motion. He imparts instruction not through many words but through a few deeds. He keeps informed about everything but interferes hardly at all. He is a catalyst, and though things would not get done well if he werent there, when they succeed he takes no credit. And because he takes no credit, credit never leaves him. Lao Tse, Tao Te Ching Famous Quotes on Leadership To lead people, walk beside them As for the best leaders, the people do not notice their existence. The next best, the people honour and praise. The next, the people fear; and the next, the people hate When the best leaders work is done the people say, We did it ourselves!' Lao-tsu If the blind lead the blind, both shall fall in the ditch. Jesus Christ Dictators ride to and fro upon tigers which they dare not dismount. And the tigers are getting hungry. Winston Churchill Control is not leadership; management is not leadership; leadership is leadership. If you seek to lead, invest at least 50% of your time in leading yourself-your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. Dee Hock Founder and CEO Emeritus, Visa Leadership is intentional influence. Michael McKinney People ask the difference between a leader and a boss. The leader leads, and the boss drives. Theodore Roosevelt Four rules of leadership in a free legislative body: First, no matter how hard-fought the issue, never get personal. Dont say or do anything that may come back to haunt you on another issue, another day. Second, do your homework. You cant lead without knowing what youre talking about. Third, the American legislative process is one of give and take. Use your power as a leader to persuade, not intimidate. Fourth, be considerate of the needs of your colleagues, even if theyre at the bottom of the totem pole. George Bush Former President of the United States Chester Barnard, 1997, believes that a good leader must have qualities such as Validity, Endurance, Intellectual Capacity, Persuasiveness and he should be responsible for any decision taken. THEORIES OF LEADERSHIP The Rise of Contemporary Leadership Theory Theories of leadership in any period are driven by a set of convictions and hopes on the part of the theorist. One certainty is that swift societal development makes it crucial to keep ones pulse on social changes and their implications for how groups of human beings can best be led, a natural assumption in the writings of leadership theorist Rosabeth Moss Kanter and numerous other scholars. A challenging view is that human nature is stagnant and unchanging and that the lasting lessons of history provide surer instruction in leadership than do the passing ripples of modernity. Ironically, the exemplars of this view are relatively ancient figures such as Lao Tzu and Machiavelli TRAIT THEORY OF LEADERSHIP: Trait theory is all about the types of personality tendencies and behaviour linked through effective leadership. Many theorists argued that key leadership trait include motivation; desire to seek power, self confidence to name a few. The biggest disapproval of this theory is that it suggests that leadership personality are inherited hence one is born with them. BEHAVIORAL AND STYLE THEORY OF LEADERSHIP: Another theory you should include in your leadership dissertation is Behavioural and style theory of leadership. In this theory the theorists stated that unlike the trait theory, leadership is not a set of traits but a pattern of motives. The Behavioural leadership grid model by Robert Blake and Jane Mouton based on concern for people and concern for productivity which are the basis of five different leadership styles. Studying this model will give you very clear emphasize of how to identify a clear leader. SITUATIONAL LEADERSHIP THEORY: This theory presumes that different styles of leaderships are better in different situations. Many theorists have given their views about this theory. Its better to understand what each theorist proposes as to understand what they perceive is the right action on a certain situation. CONTIGENCY THEORY: Contingency theories of leadership focus on particular variables related to the environment that might determine which particular style of leadership is best suited for the situation. According to this theory, no leadership style is best in all situations. Success depends upon a number of variables, including the leadership style, qualities of the followers, and aspects of the situation. PARTICIPATIVE THEORY: Participative leadership theories suggest that the ideal leadership style is one that takes the input of others into account. These leaders encourage participation and contributions from group members and help group members feel more relevant and committed to the decision-making process. In participative theories, however, the leader retains the right to allow the input of others. MANAGEMENT THEORY: Management theories (also known as Transactional theories) focus on the role of supervision, organization, and group performance. These theories base leadership on a system of reward and punishment. Managerial theories are often used in business; when employees are successful, they are rewarded; when they fail, they are reprimanded or punished. RELATIONSHIP THEORY: Relationship theories (also known as Transformational theories) focus upon the connections formed between leaders and followers. These leaders motivate and inspire people by helping group members see the importance and higher good of the task. Transformational leaders are focused on the performance of group members, but also want each person to fulfil his or her potential. These leaders often have high ethical and moral standards. Rosabeth Moss Kanter and Kendra Van Wagner, 2001 Leadership at All Levels Leadership whoever is doing it is about creating positive change to achieve long-term objectives. 1.1 Leadership involves setting goals, then moving the business towards them. Making the best use of resources, including peoples potential, is the key skill. 1.2 Leaders have to earn the authority to lead. For example, in a new job you should usually start by asking questions. You need a sound knowledge base before you start making decisions on technical issues. People need to be convinced of a leaders expertise and determination. 1.3 Leading a team means developing and motivating individuals and group. This includes helping people find meaning and purpose in what they are doing, so that it is seen to be worthwhile. Leaders create more leaders. By setting a positive example and allowing people to learn and develop on the job, you encourage them to take a more proactive role. 1.4 Leaders must often press ahead where managers see problems and back off. For example, every new product idea will face a series of obstacles. A leader will find a way around each of them. Leaders at supervisor or office level need backing, as it is often difficult for them to be recognised as leaders by their workmates. Odirone, George S. 1961. How managers make things happen VIEWS ON LEADERSHIP Leaders and leading are different. Leading is initiating change by developing the plan, implementing and evaluating the plan. Leaders work with others at all levels to explore the nature of the required change. A leader learns from others, mentors, and coaches. Leading is the verb, leader the noun. Both are necessary for change. Linda Burnes, 2001 Leadership is self discovery, and facilitation for others. It is the energy potential that evolves from the synergy of being in the right place and in the right frame of mind at the right time. This definition requires one to intuitively discover self, develop keen intuition, seek a positive attitude, utilize active listening skills and practice honest communications. Bass 1990 Leadership could also be the balancing energy for mind, body and spirit harmony. Leadership can be compassionate: Compassionate leadership is the ability to be there for others, without withdrawing and without judgment. Unconditional compassion for us leads naturally to unconditional compassion for others. There are whole parts of ourselves that are so unwanted that whenever they begin to emerge in ourselves or others, we run away. We can learn to use all the unwanted things in our lives to awaken compassion for ourselves and others. We can then relate compassionately to people and things we would rather push away. A compassionate leader is centred, accepting, honest and clear, helping others find their path toward wholeness while seeking wholeness oneself. LAO-TZU view on Leadership To lead people, walk beside them As for the best leaders, the people do not notice their existence. The next best, the people honour and praise. The next, the people fear; and the next, the people hate When the best leaders work is done the people say, We did it ourselves! Lao Tzu From the above quote from Lao Tzu, his views on what a good leader should be are listed below: A good leader should be able to always sort himself out by adopting an array of self-oriented mechanisms to improve self performances such as self goal-setting, self-reward, self-criticism and by reconstructing his approach to management in alignment with the strategy of being a good leader. A good leader should always be able to walk the talk, and to demonstrate the tight link between rhetoric and deed to others. A good leader should apply this attitude to his subordinates, embracing them in their own goal-setting and provide positive strokes wherever possible. A good leader should believe in team work and have a self-leading culture. A good leader should be selfless, extremely humble and never take full praise for any success the team makes. Manz and Sims 1991 CONTEMPORARY LEADERSHIP Democratic Leadership This is a type of contemporary leadership. Unlike Lao Tzu, Bass (1990) defined leadership a general definition on Leadership. He defines Leadership as an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of the members. He also explained that Leadership occurs when one group member modifies the motivation or competencies of others in the group. Any member of the group can exhibit some amount of leadership His own view on leadership is viewed as constituting only constructive behaviours aimed at pursuing group goals. This type of leadership was described by Lewin and Lippitt 1938; as a kind of leadership that involves the democratic leaders relying upon group decision-making, active member involvement, honest praise and criticism, and a degree of comradeship. They believed leaders using the other styles were either domineering or uninvolved. In democratic leadership, Kutner (1950:460) explains that Leaders need authority but the delegation of authority in a democratic group is never a mandate for any leader to employ authority without the eventual approval of the group. Democratic leaders are the kind that must be accountable for the decisions they make as individuals and the roles they play in the democratic group. (Starhawk 1986) Their position in the network of power relations also makes these leaders responsible for making lines of authority, power and decision making clear and visible. They must keep their agendas and motivesopen and visible, not hidden. (Starhawk 1986; 272) Conceptions of Democratic Leadership Distributing Responsibility among the Democratic group (DEMO) Here, the democratic leader seeks to spread responsibility rather than to concentrate it. The essence of democratic leadership is that it shall promote opportunities for the fitting initiative of those within the society, and in the manner the latter desire. Nagel (1987) goes further arguing that democratic leadership should not merely ask members to take on responsibility; at times, the democratic leader must be demanding in reminding people of their collective responsibilities. Some members may be less than enthusiastic to do their share, and leaders who allow free riders to exploit fellow citizens do not serve their communities well. Empowerment Here, Gibbs (1971) describes this as asking fellow members of the DEMOs to take on responsibility, this is one of many ways in leaders can help develop members decision making capabilities. The members must be skilled at wide variety of tasks, such as speaking, thinking and organizing (Evans and Boyte 1986). Democratic Leadership can augment members skills by setting high but reasonable standards and asking members to challenge themselves (Tead 1935). Members ability may develop through taking on new responsibilities, but leaders can also pay a direct role by offering instruction or suggestion, particularly when asked to do so. Democratic leaders show genuine care and concern for the members of the DEMO (Starhawk 1986, Desjardins and Brown 1991) but not in a way that makes them into a substitute parent of guardian. A democratic leader must never manipulate the masses through shrewd exploitation of their mentality Aiding Deliberation Democratic Leaders must distribute responsibility appropriately and empower other group members, but they must devote the bulk of their time and energy to ensuring productive and democratic decision-making. Deliberation is the heart of democracy (Barber 1984; Mathews 1988) Democratic leadership aids the deliberative process through constructive participation facilitation, and the maintenance of healthy relationships and a positive emotional setting. Conclusion In conclusion, one would believe this quote from Linda Burnes saying Leaders and leading are different. Leading is initiating change by developing the plan, implementing and evaluating the plan. Leaders work with others at all levels to explore the nature of the required change. As a leader you have to learn to commune your idea or the vision of your company to the people you want to follow you. You must have zeal because you have to show your followers that you want to accomplish the goal as badly as they do, your zeal will drive them. You must learn to be a great decision maker. Sometimes, leaders must face times of pressure where they are forced to make quick decisions; a great leader must have this skill. You must be a team builder. To become a great leader, you must first make your followers great, you must have the authority to give your team responsibilities, and trust them too, and you must slowly make them greater and greater. You must also have character because your innate character strengths play a critical role in your leadership style. You must also be able to understand your followers and be able to speak their language in order to communicate properly with them. From research leadership can viewed as a phenomenon that is constantly changing. This essay has highlighted some leadership approaches and behaviours but there is no predicted way of behaviour for a leader. It is a matter of contingency

British Imperialism in China and Africa :: English Imperialism

British Imperialism in China and Africa The treatment of the Chinese by the British, during the take over of their country, was just like that of the Africans. The British took over the land and the government, took advantage of the people and exploited them for their resources. The English accomplished these things differently in each situation, but each time, the results were the same. One of the most important aspects of imperialism is the take over of government. The English accomplished this in several ways. Some of the â€Å"Unfair Treaties† forced the Chinese to allow the English ships into their ports and to allow them to have a major role in the trade market. The English wanted tea, porcelain, and silk from china. The Chinese however didn’t want to gods the English offered in return. The English began trading opium in return for the goods. Although it was illegal, many of the money hungry merchants excepted the opium in return for the things that were valuable to the English. Because of this, the first Anglo-Chinese war erupted. China underestimated the power of England and was defeated. At the end of the war, they were forced to sign the Treaty of Nanjing (1842). The treaty was one of the first treaties known as the â€Å"Unfair Treaties.† Under this treaty, china gave up the island of Hong Kong, abolished the licensed monopoly system o f trade, granted English nationals exemption from Chinese laws, and agreed to give England whatever trading concessions that were granted to other countries then and later.   Ã‚  Ã‚  Ã‚  Ã‚  The English also gained power of the Chinese through the Taiping Rebellion. When the revolutionaries began acting out against the Chinese government, the English came to defend the government. Their reasoning behind it was that it was easier to get control of china if the Qing administration was in charge. The rebels were defeated and the English succeeded in fulfilling their intentions.  Ã‚  Ã‚  Ã‚  Ã‚  During the imperialism of Africa, many of the same things occurred. The English took control of the African countries in different ways, but they still got control. With the Africans, the English just went to war with the countries or tribes. They would either defeat them or force them to give up partial or all control of the government. Either way, the English gained control and power because of their strength politically and militarily.   Ã‚  Ã‚  Ã‚  Ã‚  Another aspect of imperialism is the take over of land.

Social Marketing Combating Childhood Obesity Health And Social Care Essay

Fleshiness is a status where there is extra accretion of cholesterin bed in the adipose tissue of tegument taking to overweight which becomes a wellness hazard ( Basdevant, Arnaud, 2008 ) . The addition in the fat accretion may do chronic wellness jobs in long term which becomes a major wellness concern ( Basdevant, Arnaud, 2008 ) . The people with weight more than 85 per centum of Body mass index are considered as corpulence and the people with the organic structure mass index more than 95 per centum are considered as corpulent ( Dehghan, Danesh and Merchant, 2005 ) .Adverse effects associated with fleshiness:Fleshiness may do multiple jobs including physical, physiological and psychological jobs ( Davis et al, 2007 ) . Fleshiness is one of the major grounds for assorted chronic diseases like, diabetes, Hypertension, osteoorthritis and those related to bosom liver, gall bladder, birthrate and gestation ( WHO, 2011 ) , in add-on to physical uncomfortableness it besides causes psychol ogical hurt and decreased ego assurance in the societal life due to hapless organic structure image and visual aspect ( Wardle, 2005 ) .Factors doing the job:The present life manner is wholly filled with mental emphasis as people are busy with their everyday activities and have no clip to pass for healthy activities like exercising and holding a healthy diet ( Basdevant, 2008 ) . These factors may take to fast nutrient civilization and sedentary life manner which that are doing fleshiness ( Gonz & A ; aacute ; lez, 1999 ) . The accustomed activities like passing more clip on picture games and watching telecasting may impact physical activity and lead to sedentary life manner that increases the opportunities of going corpulent ( Dehghan, Danesh and Merchant, 2005 ) . The nutrient behaviors are considered as another of import factor for fleshiness. Devouring fast nutrients with high fat content and taking surplus of measure nutrient as a wont lead to fleshiness ( Davis et al, 2007 ) . The instability between the Calories consumed and the sum of energy spent is an of import factor that causes accretion of fat in the organic structure doing fleshiness ( WHO, 2011 ) . The personal behaviors like smoke and intoxicant ingestion are besides considered as the causes of fleshiness ( Evans et al, 2010 ) .Social sellingDue to the addition in the load of the diseases all over the universe, demand to advance wellness has increased, therefore public wellness field adapted some selling schemes to acquire societal benefits which is called as societal selling ( Grier and Bryant, 2010 ) . Harmonizing to Andresen, ( 1995 ) societal selling is defined as ‘the application of commercial selling engineerings to the analysis, planning, executing, and rating of pla ns designed to act upon the voluntary behavior of mark audiences in order to better their personal public assistance and that of society ‘ . In public wellness publicity societal selling is used to promote the behavioral alterations by multi degree attacks through assorted intercessions in community and by making a positive environmental alteration around the audience by presenting the message to public ( Evans et al, 2010 ) .Principles of societal Marketing schemes:The selling schemes should be developed in a insouciant manner that focuses on the normal state of affairss in the society ; these intercessions should be developed by taking in to consideration of the capablenesss of persons ( Donaldson, 2008 ) . Making proper consciousness, supplying with the proper cognition on the issue and making the environment that encourages the coveted behavioral alteration may give satisfactory results than concentrating on the peculiar or individual intercession ( Swinburn, Gill and Kuma nyika, 2005 ) .Social selling scheme for battling fleshiness:Badness of the job:Fleshiness is considered as one of the major public wellness issues which is acquiring worse twenty-four hours by twenty-four hours. Harmonizing to NHS ( 2011 ) In United Kingdom the figure of prescriptions dispensed for the intervention of fleshiness in 2009 was 1.45 million which is more than eleven times the figure in 1999. The figure of fleshiness related instances recorded in the infirmaries related to fleshiness increased by 30 per centum compared to old old ages, in 2011 ( NHS, 2011 ) . The fleshiness has become a major public wellness and economic job globally and is considered as a major issue in many states with the chief focal point on the childhood fleshiness in peculiarly ( Dehghan, Danesh and Merchant, 2005 ) . It is of import to make consciousness among the people to get the better of the persisting job of fleshiness by the alteration of life style and adaptation of healthy behaviors which can be achieved through societal selling intercessions.High hazard persons:The kids who do non take part in out-of-door activities like out-of-door games, cycling etc, the kids who spend more clip before screen and kids with hapless dietetic wonts are high hazard persons who are prone fleshiness. The kids coming from households with hapless economical position are besides affected more with fleshiness jobs because the prevalence of corpulence is extremely dependent on societal and economical position ( Basdevant, 2008 ) .How to accomplish:By developing a community that is cognizant of the jobs associated with fleshiness by promoting kids and teens to affect more physical activity and to alter in the behavior ( Wadden, Brownell and Foster, 2002 ) . Schools play a critical function in forestalling the childhood fleshiness by developing assorted intercessions to promote healthy diet and physical activity ( Evans et al, 2010 ) . Making consciousness among all the household members migh t convey effectual alteration in behavior of kids because there is some grounds that parents with fleshiness job are more likely to hold corpulent kids due to nutrient behaviors, life style and some familial factors ( Kafia Ayadi, Brian Young, 2006 ) .Educating parents by explicating the hazard factors associated with fleshiness and reding to promote kids to affect in activities like out-of-door games and physical work ( Davis, 2007 ) . Reding the parents to regularly supervise the weight of their kids in order to forestall fleshiness is of import. Evans et Al ( 2010 ) states that driving parents to educate their kids about the measures caloric values of nutrient and to make user friendly environment that encourages physical activity might convey satisfactory alteration in behavior. Koplan, Liverman and Kraak ( 2005 ) suggest that making a healthy market topographic point and healthy media ; play a of import function in altering nutrient behaviors. For illustration, the local eating houses and the local shops might be targeted for proviso of selective low fat and rich alimentary diet to kids.Expected Behavioral alteration:The voluntary behavioral alteration is an of import result expected from societal selling ( Grier and Bryant, 2005 ) . Lifestyle alterations like increased physical activity by discontinuing the sedentary life manner and taking healthy diet like fruits and veggies alternatively of high Calorie nutrients is are major behavioral alterations expected in this program.Outcome expected:The result expected is the alteration of current behaviors which are considered as hazard factors for the present job that is fleshiness, by larning the needed behaviors to command fleshiness, to accomplish good physical and mental wellness. Controling fleshiness through weight loss is the primary end and bar of the job of weight regain in the hereafter is the result expected from the mark audience ( Dehghan, Danesh and Merchant, 2005 ) .Cleavage of audience:Anderson , ( 2005 ) suggests that it is about impossible to advert each and every person in the society because every attack does non suit for all persons. Grier and Bryant ( 2005 ) claim that the mark end is non suited for all because it depends on the assorted factors like personal behaviors, past experiences, single attitudes and demographic variables like age and ethnicity that have impact on the people. So, sectioning the audience is really of import for an effectual societal selling. The cleavage is helpful in making the mark group and concentrating the people with high hazard to act upon behavioral alterations ( Grier and Bryant, 2005 ) .Target audience:The kids of both genders between the age of five and 15 with hapless economical background are selected and targeted for behavioral alterations through societal selling because there is a relationship between economic position and fleshiness ( Youfa wang, 2001 ) . The adolescent age people are besides targeted to efficaciously alter their behaviors like fast nutrient civilization, smoke, imbibing, and inactive showing and to promote them to take part in out-of-door games which involve physical activity.Why to concentrate on a peculiar group:The adolescents and kids are focused and targeted because childhood and adolescent age are two stages of a human life either to geting good wellness wonts or to develop hazard behaviors like alcohol addiction and smoke ( Pyle et al, 2006 ) . If healthy behaviors are initiated in the teens the fleshiness and the jobs associated with it might be controlled in the hereafter ( Dehghan, Danesh and Merchant, 2005 ) .Target country:The focal point shall be on a geographical country demoing high incidence of fleshiness job and hapless wellness behaviors with particular concentration on Population with hapless socio economic background and hapless wellness attention installations, underscoring the relationship betwe en hapless economic position and wellness behaviors ( Youfa wang, 2001 ) .Consumer barriers:Wayss to understand consumer barriers:The best manner in turn toing the societal selling barriers of people of a peculiar country is, affecting the local wellness militants and administrations as spouses in wellness publicity ( siegel and doner, 2004 ) . Taking some research through qualitative methods like questioning local people and their household members helps to hold an penetration of their behaviors ( Henley and raffin, 2010 ) . Effective communicating which plays a cardinal function in wellness publicity research shall be a good scheme to affect local leaders and individuals inclined to publicity of wellness in their country because communicating plays a cardinal function in wellness publicity research ( Hastings and Haywood, 1991 ) . For illustration parents and household members can efficaciously pass on with kids, have an penetration and can actuate them to alter the behavior ( Eva ns et al, 2010 ) .Target behavioral ends:The set of behavioral ends are planned by utilizing ‘SMART ‘ program which includes ‘Specific, Measurable, Attainable, Relevant and Time-bound, to acquire the best result ( Clerck, 2010 ) . The major end is diminishing the extra weight by altering the current behavior by a set of behavioral alterations. The behavioral alterations include 1 ) Increased physical activity by bring oning self involvement 2 ) Monitoring the nutrient wonts and Calories 3 ) Regular showing of the organic structure mass index. The ends should be planned in an easy come-at-able mode so that the kid can achieve self efficaciousness on the alteration ( Davis et al, 2007 ) . Davis et Al ( 2007 ) besides suggests that parents should develop a uninterrupted communicating on the expected behavioral alterations and a clip end is arranged for all the set of activities.Aims:To better the physical activity of the kids by promoting out-of-door activities like g ames, cycling etc, through support from household, community and assorted school intercessions. To better the dietetic wonts like eating more fruits and veggies and discontinuing the nutrient with high fat content or calorific value like fast nutrients.Schemes to implement the ends:The selling might be made harmonizing to the kids and teens psychological science. for illustration if the kids are passing their maximal clip in forepart of the screen, they shall be encouraged to see programmes related to wellness instruction, athleticss and fittingness which have a positive consequence on their behaviors ( Evanss et al, 2010 ) . Hanley and Raffin ( 2010 ) suggest that Schemes for kids below the age of 10 should be planned in a playful mode by doing utilizing more colorss, lifes and pictural presentation, so that they indulge in the activities. For adolescents scheme shall be competitory type. A multi degree programme is designed to derive the policy support, to acquire support from local societal groups and cognition interlingual renditions are critical to supervise the wellness direction systems ( WHO, 2010 ) . Schools play an of import function in actuating kids to alter their behaviors. The fleshiness intercessions used in schools should concentrate more on achieving healthy weight instead than diminishing present weight ( Pyle, 2006 ) . The authorities policy support is really of import to implement wellness schemes and achieve selling ends. Regulating advertizement of unhealthy nutrient and drinks may assist in bettering healthy nutrient wonts among kids ( Wadden, Brownell and Foster, 2002 ) . In add-on Dehghan, Danesh and Merchant, ( 2005 ) advice that cut downing revenue enhancements on low Calories nutrient may convey alteration in nutrient choosing behavior because monetary values of nutrient have a great influence on the populace. Wadden, Brownell and Foster ( 2002 ) suggest that supplying more resources for supplying drama land bettering pavements etc may promote adolescent age people for physical activity. The selling programme should be implemented in multilevel which reference, authorities policies, community degree programmes, school degree, household degree and personal degree ( Evans et al, 2010 ) .Marketing Mix:The Marketing mix is the considered as the best manner to implement the ends in the society and it is proved to be effectual in making the populace ( Grier and Bryant, 2005 ) . Marketing mix includes ‘four P ‘s ‘ they are, ‘Product, Price, Place and publicity ‘ ( Rayner, 2007 ) . Merchandise: Merchandise is an advice or solution given to the consumer which gives personal benefit for himself ( Grier and Bryant, 2005 ) . In the present societal selling program merchandise is the services provided to alter the current behavior. The merchandise is, accommodating patterns of physical activity by passing some clip to regular exercising and healthy nutrition degrees by avoiding fatty nutrients and adding fruits and veggies to regular dietetic bill of fare. Monetary value: In selling monetary value is the cost spent by client whereas in societal selling monetary value of the present mark audience is the clip spent for behavioral alterations. Here monetary value agencies passing around an hr a twenty-four hours for exercising, physical attempt, and psychological uncomfortableness for altering behaviors ( Grier and Bryant, 2005 ) . Topographic point: The topographic point where the kids and teens spend more clip like schools, establishments and in communities they live are chosen in this selling program. Promotion: Promotion of healthier picks is really of import. Healthy behaviors are promoted utilizing assorted intercessions including media runs, booklets demoing images and marks, events with function theoretical accounts and other schemes ( Hastings and Haywood, 1991 ) .Exchange theory in societal selling:Exchange theory is adopted from the commercial selling where the consumer gives money in exchange of the coveted merchandise ( Rothschild, 1999 ) . In societal selling the consumer is giving up the present behaviors voluntarily by passing his valuable clip, some costs for diet alterations and other behaviors. In return the consumer may anticipate better and healthy life which is of existent value for him ( Antonoidis et al, 2003 ) . In the present theoretical account the consumer is discontinuing sedentary behaviors and hazardous nutrient behaviors and in bend anticipating good wellness and positive alteration in his personal and societal life.Development:The jobs within the peop le include the cultural, societal, personal and environmental factors that show impact on their behaviors ( Koplan, Liverman and Kraak, 2005 ) . Koplan, Liverman and Kraak, ( 2005 ) suggests there should be a good grounds of the effectivity of the intercessions. Extensive research utilizing both qualitative and quantitative may assist in cognizing the wide scope of factors associated with the present hazard factor in accomplishing good consequences. The jobs within the administration include the deficiency of clip, deficiency of resources, working staff and deficiency of support from the direction or wellness attention workers. In add-on the Action program: or ( rating ) Strengths:Failing:Decision:In the current state of affairs where fleshiness is presenting a major menace to the society, societal selling has to play an of import function in conveying about major alteration in single wonts. In add-on to this societal selling has to pave way to reforms by the authoritiess to command the unhealthy and hazardous behavior in the society. On the whole societal selling intercessions on childhood fleshiness may give positive consequences in constructing up healthy society. Social selling on childhood fleshiness should be taken up globally taking in to consideration of the geographical, environmental and local societal factors.

Approaches to Knowledge Management Practice

â€Å"Tacit Knowledge† versus â€Å"Explicit Knowledge† Approaches to Knowledge Management Practice by Ron Sanchez Professor of Management, Copenhagen Business School and Linden Visiting Professor for Industrial Analysis, Lund University Contact information: Department of Industrial Economics and Strategy Solbjergvej 3 – 3rd floor DK 2000 Frederiksberg, Denmark email: [email  protected] dk Abstract This paper explains two fundamental approaches to knowledge management.The tacit knowledge approach emphasizes understanding the kinds of knowledge that individuals in an organization have, moving people to transfer knowledge within an organization, and managing key individuals as knowledge creators and carriers. By contrast, the explicit knowledge approach emphasizes processes for articulating knowledge held by individuals, the design of organizational approaches for creating new knowledge, and the development of systems (including information systems) to disseminat e articulated knowledge within an organization.The relative advantages and disadvantages of both approaches to knowledge management are summarized. A synthesis of tacit and knowledge management approaches is recommended to create a hybrid design for the knowledge management practices in a given organization. JEL code: Moo 1 Introduction Managers concerned with implementing knowledge management in their organizations today face a number of challenges in developing sound methods for this still emerging area of management practice.Both the growing literature on knowledge management and the advice offered by various knowledge management consultants, however, seem to advocate forms of knowledge management practice that often appear incomplete, inconsistent, and even contradictory. This paper suggests that the current lack of coherence in the diverse recommendations for knowledge management practice results from the fact that the development of both theory and practice in this emerging fi eld is being driven by two fundamentally different approaches to identifying and managing knowledge in organizations.These two approaches are characterized here as the â€Å"tacit knowledge† approach and the â€Å"explicit knowledge† approach. This paper first clarifies how these two fundamental approaches differ in both their philosophical premises and derived recommendations for practice, and it summarizes the main strengths and weaknesses of each of the two approaches in practice. We then suggest that sound knowledge management practice requires a creative synthesis of the two approaches that enables the strengths of one approach to offset the inherent limitations of the other approach, and vice versa. . Tacit Knowledge versus Explicit Knowledge Approaches Even a casual review of the many articles and consulting recommendations on knowledge management practice today soon reveals a plethora of recommended processes and techniques. Unfortunately — especially fo r the many managers looking to researchers and consultants for insights to guide development of sound knowledge 2 management practices — many of these recommendations seem unconnected to each other, and in the worst cases many seem to be quite at odds with each other.Close analysis of these recommendations, however, usually reveals that the many ideas for practice being advanced today can be grouped into one of two fundamentally different views of knowledge itself and of the resulting possibilities for managing knowledge in organizations. These two views are characterized here as the â€Å"tacit knowledge† approach and the â€Å"explicit knowledge† approach. Let us consider the basic premises and the possibilities for knowledge management practice implied by each of these two views (see Table 1 for a summary of the differences in the two approaches).The Tacit Knowledge Approach The salient characteristic of the tacit knowledge approach is the basic belief that k nowledge is essentially personal in nature and is therefore difficult to extract from the heads of individuals. In effect, this approach to knowledge management assumes, often implicitly, that the knowledge in and available to an organization will largely consist of tacit knowledge that remains in the heads of individuals in the organization. 1Working from the premise that knowledge is inherently personal and will largely remain tacit, the tacit knowledge approach typically holds that the dissemination of knowledge in an organization can best be accomplished by the transfer of people as â€Å"knowledge carriers† from one part of an organization to another. Further, this view believes that learning in an organization occurs when individuals come together under circumstances that encourage them to share their ideas and (hopefully) to develop new insights together that will lead to the creation of new knowledge.Recommendations for knowledge management practice proffered by resea rchers and consultants working within the tacit knowledge approach naturally tend to focus 1 Some writers and consultants have even gone so far as to argue that all knowledge is tacit in nature. The irony in trying to communicate to others the â€Å"knowledge† that all knowledge is tacit, however, should be obvious. 3 on managing people as individual carriers of knowledge.To make wider use of the tacit knowledge of individuals, managers are urged to identify the knowledge possessed by various individuals in an organization and then to arrange the kinds of interactions between knowledgeable individuals that will help the organization perform its current tasks, transfer knowledge from one part of the organization to another, and/or create new knowledge that may be useful to the organization. Let us consider some examples of current practice in each of these activities that are typical of the tacit knowledge approach.Most managers of organizations today do not know what specific kinds of knowledge the individuals in their organization know. This common state of affairs is reflected in the lament usually attributed to executives of Hewlett-Packard in the 1980s: â€Å"If we only knew what we know, we could conquer the world. † As firms become larger, more knowledge intensive, and more globally dispersed, the need for their managers to â€Å"know what we know† is becoming acute.Thus, a common initiative within the tacit knowledge approach is usually some effort to improve understanding of who knows about what in an organization — an effort that is sometimes described as an effort to create â€Å"know who† forms of knowledge. 2 An example of such an effort is the creation within Philips, the global electronics company, of a â€Å"yellow pages† listing experts with different kinds of knowledge within Philips’ many business units.Today on the Philips intranet one can type in the key words for a specific knowledge domain — say, for example, knowledge about the design of optical pickup units for CD/DVD players and recorders — and the yellow pages will retrieve a listing of the people within Philips worldwide who have stated that they have such knowledge. Contact information is also provided for each person listed, so that anyone in Philips who wants to know more about that kind of knowledge can get in touch with listed individuals. 2Know-how, know-why, and know-what forms of knowledge can also be described (see Sanchez 1997). 4 An example of the tacit knowledge approach to transferring knowledge within a global organization is provided by Toyota. When Toyota wants to transfer knowledge of its production system to new employees in a new assembly factory, such as the factory recently opened in Valenciennes, France, Toyota typically selects a core group of two to three hundred new employees and sends them for several months training and work on the assembly line in one of Toyota’s e xisting factories.After several months of studying the production system and working alongside experienced Toyota assembly line workers, the new workers are sent back to the new factory site. These repatriated workers are accompanied by one or two hundred long-term, highly experienced Toyota workers, who will then work alongside all the new employees in the new factory to assure that knowledge of Toyota’s finely tuned production process is fully implanted in the new factory. Toyota’s use of Quality Circles also provides an example of the tacit knowledge approach to creating new knowledge.At the end of each work week, groups of Toyota production workers spend one to two hours analyzing the performance of their part of the production system to identify actual or potential problems in quality or productivity. Each group proposes â€Å"countermeasures† to correct identified problems, and discusses the results of countermeasures taken during the week to address probl ems identified the week before. Through personal interactions in such Quality Circle group settings, Toyota employees share their ideas for improvement, devise steps to test new ideas for improvement, and assess the results of their tests.This knowledge management practice, which is repeated weekly as an integral part of the Toyota production system, progressively identifies, eliminates, and even prevents errors. As improvements developed by Quality Circles are accumulated over many years, Toyota’s production system has become one of the highest quality production processes in the world (Spear and Bowen 1999). 5 The Explicit Knowledge Approach In contrast to the views held by the tacit knowledge approach, the explicit knowledge approach holds that knowledge is something that can be explained y individuals — even though some effort and even some forms of assistance may sometimes be required to help individuals articulate what they know. As a result, the explicit knowled ge approach assumes that the useful knowledge of individuals in an organization can be articulated and made explicit. Working from the premise that important forms of knowledge can be made explicit, the explicit knowledge approach also believes that formal organizational processes can be used to help individuals articulate the knowledge they have to create knowledge assets.The explicit knowledge approach also believes that explicit knowledge assets can then be disseminated within an organization through documents, drawings, standard operating procedures, manuals of best practice, and the like. Information systems are usually seen as playing a central role in facilitating the dissemination of explicit knowledge assets over company intranets or between organizations via the internet. Usually accompanying the views that knowledge can be made explicit and managed explicitly is the belief that new knowledge can be created through a structured, managed, scientific learning process.Experim ents and other forms of structured learning processes can be designed to remedy important knowledge deficiencies, or market transactions or strategic partnering may be used to obtain specific forms of needed knowledge or to improve an organization’s existing knowledge assets. The recommendations for knowledge management practice usually proposed by researchers and consultants working within the explicit knowledge approach focus on initiating and sustaining organizational processes for generating, articulating, categorizing, and systematically leveraging explicit knowledge assets. Some examples of knowledge management practice in this mode help to illustrate this approach. In the 1990s, Motorola was the global leader in the market for pagers. To maintain this leadership position, Motorola introduced new generations of pager designs every 12-15 months. Each new pager generation was designed to offer more advanced features and options for customization than the preceding generat ion. In addition, a new factory with higher-speed, more flexible assembly lines was designed and built to produce each new generation of pager. To sustain this high rate of product and process development, Motorola formed teams of product and factory designers to design each new generation of pager and factory. At the beginning of their project, each new team of designers received a manual of design methods and techniques from the team that had developed the previous generation of pager and factory.The new team would then have three deliverables at the end of their project: (i) an improved and more configurable next-generation pager design, (ii) the design of a more efficient and flexible assembly line for the factory that would produce the new pager, and (iii) an improved design manual that incorporated the design knowledge provided to the team in the manual it received — plus the new and improved design methods that the team had developed to meet the product and production goals for its project.This manual would then be passed on to the next design team given the task of developing the next generation of pager and its factory. In this way, Motorola sought to make explicit and capture the knowledge developed by its engineers during each project and to systematically leverage that knowledge in launching the work of the next project team. In addition to its tacit knowledge management practice of moving new employees around to transfer knowledge of its production system, Toyota also follows a highly Using modular product architectures to create increasingly configurable product designs, Motorola was able to increase the number of customizable product variations it could offer from a few thousand variations in the late 1980s to more than 120 million variations by the late 1990s. 7 disciplined explicit knowledge management practice of documenting the tasks that each team of workers and each individual worker is asked to perform on its assembly lines.These d ocuments provide a detailed description of how each task is to be performed, how long each task should take, the sequence of steps to be followed in performing each task, and the steps to be taken by each worker in checking his or her own work (Spear and Bowen 1999). When improvements are suggested by solving problems on the assembly line as they occur or in the weekly Quality Circle meetings of Toyota’s teams of assembly line workers, those suggestions are evaluated by Toyota’s production engineers and then formally incorporated in revised task description documents.In addition to developing well-defined and documented process descriptions for routine, repetitive production tasks, some organizations have also created explicit knowledge management approaches to supporting more creative tasks like developing new products. In the Chrysler unit of DaimlerChrysler Corporation, for example, several â€Å"platform teams† of 300-600 development engineers have responsib ility for creating the next generation platforms4 on which Chrysler’s future automobiles will be based.Each platform team is free to actively explore and evaluate alternative design solutions for the many different technical aspects of their vehicle platform. However, each platform team is also required to place the design solution it has selected for each aspect of their vehicle platform in a â€Å"Book of Knowledge† on Chrysler’s intranet. This catalog of developed design solutions is then made available to all platform teams to consult in their development processes, so that good design solutions developed by one platform team can also be located and used by other platform teams.Other firms have taken this explicit knowledge management approach to managing knowledge in product development processes even further. For example, GE 4 A platform includes a system of standard component types and standardized interfaces between component types that enable â€Å"plu gging and playing† different component variations in the platform design to configure different product variations (see Sanchez 2004). 8 Fanuc Automation, one of the world’s leading industrial automation firms, develops design methodologies that are applied in the design of new kinds of components for their factory automation systems.In effect, instead of leaving it up to each engineer in the firm to devise a design solution for each new component needed, GE Fanuc’s engineers work together to create detailed design methodologies for each type of component the firm uses. These design methodologies are then encoded in software and computerized so that the design of new component variations can be automated. Desired performance parameters for each new component variation are entered into the automated design program, and GE Fanuc’s computer system automatically generates a design solution for the component.In this way, GE Fanuc tries to make explicit and capt ure the design knowledge of its engineers and then to systematically re-use that knowledge by automating most new component design tasks. 9 Advantages and Disadvantages of Tacit versus Explicit Knowledge Approaches Like most alternative approaches to managing, each of the two knowledge management approaches we have discussed has both advantages and disadvantages.We now briefly summarize the main advantages and disadvantages of the two approaches (these are also summarized in Table 2). Advantages and Disadvantages of the Tacit Knowledge Approach One of the main advantages of the tacit knowledge approach is that it is a relatively easy and inexpensive way to begin managing knowledge. The essential first step is a relatively simple one — identify what each individual in the organization believes is the specific kinds of knowledge he or she possesses.Managers can then use this knowledge to assign individuals to key tasks or to compose teams with appropriate sets of knowledge to c arry out a project, to improve performance in current processes, or to try to create new knowledge in the organization. As Philips did with its intranetbased â€Å"yellow pages,† managers may also elect to create an open database listing the knowledge claimed by individuals in the organization to facilitate knowledge sharing between individuals.A tacit knowledge approach may also lead to improvements in employee satisfaction and motivation when an organization â€Å"officially† recognizes and makes visible in the organization the kinds of knowledge that individual workers claim to have. In addition, the tacit knowledge approach is likely to avoid some of the practical and motivational difficulties that may be encountered in trying to secure the cooperation of individuals in making their knowledge explicit (discussed under the explicit knowledge approach below). 10A further advantage often claimed for tacit knowledge management approaches derives from the view that maki ng knowledge explicit increases the risk that knowledge will be â€Å"leaked† from an organization, so that leaving knowledge in tacit form also helps to protect a firm’s proprietary knowledge from diffusing to competing organizations. (The potential disadvantages of leaving knowledge in tacit form are summarized below. ) Although relatively easy to begin, the tacit knowledge approach also has some important long-term limitations and disadvantages.One disadvantage in the tacit knowledge approach is that individuals in an organization may claim to have knowledge that they do not actually have or may claim to be more knowledgeable than they really are (Stein and Ridderstrale 2001). The knowledge that various individuals have is likely to evolve over time and may require frequent updating to correctly communicate the type of knowledge each individual in the organization claims to have now.In addition, if knowledge only remains tacit in the heads of individuals in an organ ization, then the only way to move knowledge within the organization is to move people. Moving people is often costly and time-consuming and may be resisted by individuals who fear disruptions of their careers or family life. Even when knowledgeable individuals are willing to be moved, an individual can only be in one place at a time and can only work so many hours per day and days per week, thereby limiting the reach and the speed of the organization in transferring an individual’s knowledge.Moreover, sometimes transferred individuals may not be accepted by other groups in the organization or may otherwise fail to establish good rapport with other individuals, and the desired knowledge transfer may not take place or may occur only partially. Most seriously, leaving knowledge tacit in the heads of key individuals creates a risk that the organization may lose that knowledge if any of those individuals becomes 11 incapacitated , leaves the organization, or — in the worst case — is recruited by competitors. Advantages and Disadvantages of the Explicit Knowledge Approach In general, the advantages and disadvantages of the explicit knowledge approach constitute an inverted â€Å"mirror image† of the advantages and disadvantages of the tacit knowledge approach. Whereas the tacit knowledge approach is relatively easy to start and use, but has important limitations in the benefits it can bring, the explicit knowledge approach is much more challenging to start, but offers greater potential benefits in the long term.Let us first consider the long-term advantages of the explicit knowledge management approach, and then the challenges that have to be overcome to start and sustain this approach in an organization. Perhaps the main advantage of the explicit knowledge approach is that once an individual articulates his or her knowledge in a document, drawing, process description, or other form of explicit knowledge asset, it should be possible thro ugh use of information systems to quickly disseminate that knowledge throughout an organization or indeed anywhere in the world.In effect, converting tacit knowledge into explicit knowledge creates an asset that is available 24/7 and is free from the limitations of time and space that constrain the dissemination of tacit knowledge by moving individuals. Moreover, knowledge that has been made explicit within an organization can often be more carefully codified and more effectively leveraged than tacit knowledge assets. To codify some forms of knowledge is to categorize and order the knowledge so that important interrelationships between different kinds of knowledge within the firm can 5Of course, under patent, copyright, or trade secrecy laws, an organization may have intellectual property rights in the tacit knowledge developed by individuals in the organization, and these rights may discourage — though not entirely prevent — individuals from sharing such knowledge wit h other organizations. 12 be identified. For example, forms of knowledge that are related by sharing a similar theoretical or practical knowledge base can be identified, as can forms of (complementary) knowledge that are interrelated by being used together in an organization’s processes.Once the various forms of explicit knowledge in an organization are codified in this way, knowledge created in one part of an organization can be proactively leveraged through information systems to people and groups elsewhere in the organization that can benefit from having that knowledge. Moreover, by disseminating some instance of explicit knowledge to other individuals who have expertise in that knowledge domain, the explicit knowledge can be discussed, debated, tested further, and improved, thereby stimulating important â€Å"incremental† forms of organizational learning processes.Such processes also help to identify which individuals in the organization are actually capable of mak ing significant contributions to the organization’s knowledge base, and which are not. An important further advantage of systematically articulating and codifying an organization’s knowledge is that this process makes an organization’s current knowledge base more visible and analyzable, and this helps an organization to discover deficiencies in its knowledge assets.In effect, by making an organization’s current knowledge base more visible, so that the organization can begin to see more clearly what knowledge it does have, it should be possible for an organization to begin to see more clearly what knowledge it does not have. Focused, structured, managed learning processes to remedy important knowledge deficiencies can then be launched and may lead to more â€Å"radical† forms of organizational learning.Once an organization establishes processes for articulating, codifying, and leveraging explicit knowledge assets, the systematic dissemination of exp licit knowledge within the organization should minimize the risk that it will lose vital knowledge if key individuals become unavailable or leave the organization. 13 To obtain the potentially significant benefits of an explicit knowledge management approach, however, a number of organizational challenges must be overcome. These challenges arise primarily in assuring adequate articulation, evaluation, application, and protection of knowledge assets.Individuals may not have sufficient skill or motivation to articulate their useful knowledge. Individuals vary greatly in the precision with which they can state their ideas, and some individuals — perhaps many — may need organizational support to adequately articulate their knowledge into useful knowledge assets. 6 Providing organizational support to individuals to articulate their knowledge may have a significant financial cost and inevitably takes time. An even more fundamental challenge arises when an individual is capab le of articulating his or her knowledge, but resists requests by the organization to do so.At the heart of such resistance is usually a belief that an individual’s job security or position of influence in an organization depends on the tacit knowledge that he or she has and that the organization needs. Such beliefs result in fear that full revelation of an individual’s important knowledge would be followed by dismissal or loss of influence in an organization, because — presumably — the individual would no longer be as necessary or important to the organization. Overcoming such fears is likely to require a profound rethinking of the employment relationship in many organizations, especially with regard to key knowledge workers.New employment norms may have to be defined and institutionalized that both seek and reward ongoing learning by individuals and their continuing contributions of explicit knowledge to the organization. 7 6 Of course, the more knowledg e-intensive an organization’s work is, and the more an organization is populated by â€Å"knowledge workers† with advanced education and training in formally communicating their ideas, the less difficult the articulation of explicit knowledge within the organization should be. Further, not all knowledge of individuals will necessarily be worth more to the organization than it may cost the organization to help or to reward individuals who try to articulate their knowledge. Essentially, managers must try to understand when the marginal cost of articulating knowledge is becoming greater than the marginal benefit of 14 Organizations must also meet the challenge of adequately evaluating knowledge that has been made explicit by individuals.Individuals with different backgrounds, education, and organizational roles may have varying sets of knowledge, with resulting differences in their deeply held ideas about the most effective way to get something done. Such differences will be revealed in the process of making their ideas and knowledge explicit, and managers implementing explicit knowledge approaches must establish a process for evaluating the individual knowledge that has been made explicit and for resolving conflicting knowledge beliefs of individuals.Organizations with experience in managing this process have found that the people involved in such evaluation processes must be respected within the organization for their expertise, objectivity, and impartiality. In most organizations, the time of such people is usually both very valuable and in short supply, and involving such people in evaluating explicit knowledge in many forms may impose a significant cost on the organization (although the resulting benefits may far outweigh the costs).Since knowledge is useful to an organization only when it is applied in action, a further challenge in implementing explicit knowledge management approaches is assuring that knowledge articulated in one part of the organization is not rejected or ignored by other parts of the organization simply because they prefer to stay close to their own familiar knowledge base — i. e. , because of an intra-organizational â€Å"not invented here† syndrome. One approach to managing this concern is the implementation of organizational â€Å"best knowledge† and â€Å"best practice† practices.In this practice, the committee of experts responsible for a knowledge evaluation process (discussed above) examines both the theoretical knowledge and practical applications of knowledge articulated within the organization, and defines the â€Å"best extracting the next bit of knowledge from an individual. Since no one currently knows exactly how to make such a cost-benefit analysis at the margin, as a practical matter organizations that implement the explicit knowledge approach do not strictly try to optimize this process and tend to prefer to â€Å"err† on the side of articulating mo re -rather than less — knowledge. 5 knowledge† and â€Å"best practice† in applying that knowledge currently available within the organization. The various groups within the organization to whom this knowledge or practice applies are then required either to adopt and use the currently defined â€Å"best knowledge† and â€Å"best practice,† or to demonstrate convincingly to the committee of experts that they have developed better knowledge or better practice in applying knowledge.If a group persuades the expert committee that their knowledge or practice is better than the currently defined â€Å"best knowledge† or â€Å"best practice† in the organization, the expert committee then modifies the current â€Å"best knowledge† or â€Å"best practice† for the organization in light of the new knowledge they have received from the group. Implementing such a rocess for assuring that an organization’s best knowledge and prac tice are actually used requires a high degree of organizational discipline in adhering to the organization’s current best knowledge and best practice, and such discipline will normally require building a high degree of organizational trust that the process of the expert committee for deciding best knowledge and best practice is objective, impartial, and transparent. Finally, an organization that creates explicit knowledge assets must take care that those assets remain within the boundaries of the organization and do not â€Å"leak† to other organizations, especially competitors.Security measures of the type most organizations now routinely use to protect their databases must be extended to provide security for the organization’s explicit knowledge base. 16 Conclusions As described above, the tacit and explicit knowledge management approaches involve quite different emphases and practices, and one might naturally be led to ask, â€Å"Which approach is right? â⠂¬  As with most alternative approaches to management issues, however, the answer is â€Å"Both are right — but in the right combination. As the discussion in this chapter has suggested, there are important advantages to be obtained through both the tacit and explicit knowledge management approaches, and in many respects, the advantages of each approach can be used to help offset the disadvantages of the other. In any organization, therefore, the goal is to create a hybrid design for its knowledge management practice that synthesizes the â€Å"right† combination and balance of the tacit and explicit knowledge management approaches.What the â€Å"right† combination and balance may consist of will vary with a number of factors — the technology the organization uses or could use, the market conditions it faces, the â€Å"knowledge intensity† of its strategies and operations, the current attitudes of its key knowledge workers toward the organization, the degree of geographical dispersion of its knowledge workers, the resources available to the organization to invest in developing infrastructure and processes for its knowledge management practice, and so on.However, some basic guidelines may be suggested. Organizations that have not implemented systematic knowledge management approaches should in most cases begin with tacit knowledge management practices of the type discussed in this chapter. Such practices are relatively inexpensive, fast to implement, and less challenging organizationally than full-blown explicit knowledge management practices, and they often create surprising organizational interest in and energy for developing more extensive knowledge management practices.In any event, implementation of tacit knowledge management practices should be seen and communicated within the organization as only the first step in an evolving management 17 process that will eventually include more formal and systematic explicit knowled ge management practices. Achieving some initial organizational successes through use of tacit knowledge practices also helps to build confidence that the much greater organizational demands involved in implementing explicit knowledge management practices will be worth the effort.We have discussed here a number of reasons why in the long run organizations that manage to implement effective explicit knowledge approaches not only will be more effective at leveraging their knowledge, but will also become better learning organizations. When the respective advantages of tacit and explicit knowledge management practices can be combined, an organization should be able to develop and apply new knowledge faster and more extensively than organizations that do not try to manage knowledge or that use only tacit or only explicit knowledge management practices.Thus, the eventual goal for most organizations will be to devise and implement hybrid knowledge management practices in which explicit know ledge management practices complement and significantly extend their initial tacit knowledge practices. 18 References Sanchez, Ron (2004). â€Å"Creating modular platforms for strategic flexibility,† Design Management Review, Winter 2004, 58-67. Sanchez, Ron (2001). â€Å"Managing knowledge into competences: The five learning cycles of the competent organization,† 3-37 in Knowledge Management and Organizational Competence, Ron Sanchez, editor, Oxford: Oxford University Press.Sanchez, Ron (1997). â€Å"Managing articulated knowledge in competence-based competition,† 163-187 in Strategic Learning and Knowledge Management, Ron Sanchez and Aime Heene, editors, Chichester: John Wiley & Sons. Spear, Steven, and H. Kent Bowen (1999). â€Å"Decoding the DNA of the Toyota Production System,† Harvard Business Review, September-October 1999, 97-106. Stein, Johan, and Jonas Ridderstrale (2001). â€Å"Managing the dissemination of competences,† 63-76 in Knowled ge Management and Organizational Competence, Ron Sanchez, editor, Oxford: Oxford University Press. 19 Table 1Basic Beliefs in Tacit versus Explicit Knowledge Management Approaches Tacit Knowledge Approach Explicit Knowledge Approach Knowledge is personal in nature and very difficult to extract from people. Knowledge can be articulated and codified to create explicit knowledge assets. Knowledge must be transferred by moving people within or between organizations. Knowledge can be disseminated (using information technologies) in the form of documents, drawings, best practices, etc. Learning must be encouraged by bringing the right people together under the right circumstances.Learning can be designed to remedy knowledge deficiencies through structured, managed, scientific processes. 20 Table 2 Advantages and Disadvantages of Tacit versus Explicit Knowledge Management Approaches Tacit Knowledge Approach Explicit Knowledge Approach Advantages: Advantages: Relatively easy and inexpensive to begin. Articulated knowledge (explicit knowledge assets) may be moved instantaneously anytime anywhere by information technologies. Employees may respond well to recognition of the (claimed) knowledge. Likely to create interest in further knowledge anagement processes. Important knowledge kept in tacit form may be less likely to â€Å"leak† to competitors. Codified knowledge may be proactively disseminated to people who can use specific forms of knowledge. Knowledge that has been made explicit can be discussed, debated, and improved. Making knowledge explicit makes it possible to discover knowledge deficiencies in the organization. Disadvantages: Disadvantages: Individuals may not have the knowledge they claim to have. Considerable time and effort may be required to help people articulate their knowledge.Knowledge profiles of individuals need frequent updating. Ability to transfer knowledge constrained to moving people, which is costly and limits the reach and speed of kn owledge dissemination within the organization. Organization may lose key knowledge if key people leave the organization. Employment relationship with key knowledge workers may have to be redefined to motivate knowledge articulation. Expert committees must be formed to evaluate explicit knowledge assets. Application of explicit knowledge throughout organization must be assured by adoption of best practices. 21 22