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The Impact Of Technological Surveillance On Human...

Society is a living breathing organism, one that constantly pushes for constant advancements in everything. This could be through medicine, social skills, physical ability, and even technological advances. Specifically for the application of law and a person’s right to privacy technological advances in surveillance will be analyzed. Whitebread, and Slobogin (2014) give a good working definition of what technological surveillance is and what is covers. â€Å"Technological surveillance,†¦ is meant to encompass a wide variety of techniques that enhance the ability to ease drop or spy on the activities of others† (Whitebread and Slobogin, 2004, p. 134,)There are many forms of technological surveillance, example will be show through case law. As new†¦show more content†¦Therefore, when the case made it to the Supreme Court, their decision was that the defendant’s fourth amendment rights had not been violated. This was held on the standing at that at that time, on whether or not there had been a physical trespass onto the defendant’s property. Without a physical cross over onto the defendants property then it was not considered a trespass. This went along with the trespass doctrine. Later on in Silverman v. United States (1961) there had been a violation of the trespass doctrine. The evidence seized were incriminating conversations and nothing tangible. Nonetheless, the ruling stood on the grounds that since the spike mike broke the barrier of the wall on the defendant’s property it did violate the trespassed trespass doctrine. In a similar manner, yet still different, another issues comes up when considering the trespass doctrine. In On Lee v. United States (1952), the issues that arises is if the defendant’s fourth amendment right has been violated. Specifically, if the consent to enter the property given by the owner still violates the trespass doctrine when the undercover agent is wearing a body bug. The dec ision was that there was no violation on fourth amendment search in seizure in the basis that the consent given to enter made the surveillance legal. The justification is that the federal agent was an actual participant and not planted, which would be defined as a physical invasion (Whitebread and Slobogin,Show MoreRelatedAn Agent Of A Foreign Power1750 Words   |  7 Pages - Next, in a few paragraphs, I am going to comment on the double standards that is used to justify surveillance of US-persons vs Non-US persons (showing of â€Å"probable cause† for the former vs. a mere â€Å"reasonable belief† for the latter), and argue that this double standard present a threat to international trade. The 3rd recommendation of the paper â€Å"Liberty and Security† demands that â€Å"surveillance must not be directed at illicit or illegitimate ends, such as the theft of trade secrets or obtainingRead MoreSurveillance Techniques1375 Words   |  6 PagesCentervale, the following proposal will prove strategic as it will bring to light material regarding what is revered today as the most successful surveillance techniques available. The surveillance techniques of which will be proposed in this memo can be used for vehicle tracking, cell phone tracking, email, background checks, and computer surveillance techniques. While immigration issues tend to plague a myriad of towns, cities, and states, the issue is not one that is conceived as irrepressible;Read MoreNSA and Edward Snowden Essay examples1326 Words   |  6 Pages Privacy has endured throughout human history as the pillar upon which our authentic nature rests. Yet, in an age darkened by the looming shadow of terrorism, another force threatens to dominate the skyline and obscure the light of liberty behind promises of safety and security: government surveillance. As an employee of the NSA, Edward Snowden broke his vow of secrecy to inform the public of our government’s furtive surveillance acts, but does this render him traitorous? To answer this, we mustRead MoreThe Case of the Omniscient Organization1207 Words   |  5 PagesDS has created an impersonal monitoring, surveillance, and detection system designed to lay traps for employees and shape their behavior without any managerial effort. Problem Statement Has DS become so consumed with its â€Å"radical restructuring of the work environment† that it has prioritized technology and control over the welfare, creativity, and productivity of its people? Analysis and Issues Digital technology has made an undeniably profound impact, both positive and negative, on the workplaceRead MoreSurveillance : Surveillance And Surveillance Essay1481 Words   |  6 PagesThroughout the short history of technology, human beings have benefited a lot from the development and progress of digital products such as computers, mobile phones and digital cameras. Nowadays, the increasing use of cameras, microphones and other tracking devices among governments and numerous corporations has brought about great changes in people’s daily lives. Since survey and surveillance data is crucial for governments to maintain social order and for corporations to keep normal productionRead MoreMilitary Drones : The Weapon Of Choice1537 Words   |  7 PagesChoice George Servidad South University May 29, 2016 Drones, the US choice of weapon to combat ISIS. It is automated, unpiloted, and work on their own. They do surveillance, hunt, identify and kill enemies based on calculations made by the software, not decisions made by humans. They kill from a distance through technological mediation, without the shock of direct confrontation. Boyle (2013) states that drones operate with a reduce view of effectiveness. They kill innocent people includingRead MoreSocial Attitudes Of Freedom And Control By George Orwell And Fritz Lang1681 Words   |  7 Pagesof class struggle and the impact of technology on humanity through their medium of choice, expressing these serious concerns by forming a dystopic outlook of the future world. Lang’s science-fiction film Metropolis encapsulates the tensions of his wartime experience, and the political situation of the 1920s Weimer period in Germany, in which Lang tapped into the country’s power struggles, issues of poverty and conflict, as well as the clear fascination with technological developments, through a heavilyRead MoreFahrenheit 451 By Ray Bradbury1780 Words   |  8 Pagestechnologies that are similar to the ones that were invented years after the book was written. Some of these technologies include the Bluetooth headsets, ear buds, electronic surveillance, lar ge flat screen televisions, the aeromovel, self-driving cars, fingerprint or eye identification software, and electronic surveillance. Besides, that the book has explained critically how the technologies have affected the society in general. One of the technologies the author writes about before it was inventedRead MoreThe Role Of Drones1372 Words   |  6 Pagesdrones act as surveillance vehicles capable of continuously monitoring targets over long periods of time. They collect visual, infrared, and Signals Intelligence via eavesdropping devices 15,000 feet above ground for a maximum duration of 20 hours before needing to refuel (Bowden, 2013). The significance here is that valuable intelligence can be gathered on individuals by tracking daily routines and intercepting e-mails, texts, and phone conversations. Given this, using drones for surveillance purposesRead MoreTechnology and the Concept of Privacy1704 Words   |  7 Pagesdegree of control may differ among cultures and countries but the fundamental principle remains the same that all human has right to protect their personal information and lawfully go about their ordinary businesses without interference and surveillance. This paper reviews ethical aspects of i nformation privacy and information technology. The issues discussed are the concept privacy, impact of technology on the private lives of people, influence of technology on processing, storing and accessing private

Panama Canal Argumentative Essay Example For Students

Panama Canal Argumentative Essay The canal was the best thing that ever happened to Panama. The Panama Canal was started under President Roosevelt and completed by his successor, William Howard Taft. The canal was built across an isthmus, a narrow body of land that connects two larger land areas, which connects North and South America. In some places in Panama the isthmus is only 50 miles across. The French started the canal in the late 1800’s. They had just built the then famous Suez Canal with relative ease. The Suez Canal, unlike the Panama Canal, was a straight canal on level ground, in a relatively dry climate. The French had failed in building the Panama Canal because of the tropical climate, in which deadly tropical diseases consumed their workers, and because of the mountain range in which they could not cut through. He had planned to build the canal in the way of the Suez Canal, straight and sea level. You can see the trouble with trying to cut out that much land, through the mountain range, making i t at sea level. The Americans tried their hand in the early 1900’s. Three main people helped made the canal a success. Teddy Roosevelt was one of those people; he saw the military importance of a canal. He called for the cruiser, Oregon, to sail around South America from San Francisco to Cuba so it could be present in the battle at Santiago Bay. The entire journey took ten weeks. He was the driving force in getting the permission to build the canal because he realized the importance of having a â€Å"shortcut† through the isthmus, bypassing sailing around South America. A trip from San Francisco to New York via Cape Horn is 15,200 miles, but going through the isthmus is only 6,100 miles. The second person was Colonel William Gorgas, who was chosen to stamp out the deadly tropical diseases. The third was the great engineer, Colonel George Goethals, who was charged with cutting through the treacherous mountain range. Instead of cutting straight though the land, he devise d building lochs, in which the boats would be raised gradually. Back then the land in which the canal was to be built was owned by Columbia. Theodore Roosevelt asked the Columbians for permission to build the canal, but they refused. People living on the isthmus were dissenting from the Columbian government and eventually revolted and set up the independent Republic of Panama. â€Å"It was Roosevelt who â€Å"took the isthmus,† regardless of the niceties of international law and Congressional debate.† – The Good Neighbor: Teddy’s Big Ditch, Building the Canal. When the Panamanians revolted Teddy saw this as the perfect investment to get the canal underway. He supported the Panamanians and sent warships to stop any help from the Columbian government to put down the rebellion. The Panamanians declared their independence and were very grateful towards the Americans. The Americans leased a strip of land, called the Panama Canal Zone, for $10,000,000. The land was forty-five miles long and ten miles wide and the American’s paid a $430,000 rent every year. In 1904, they agreed to let the United States build the canal, which was continued on the old French canal. The canal cost a little more than $395,000,000 and was considered the â€Å"†¦greatest man-made waterway†¦Ã¢â‚¬  – Our American Neighbors: Panama, Crossroads of the World. The canal has been a great source of revenue for the U.S. and Panama. Each ship that passes through the canal pays by the ton of cargo it has. The larger ships that pass through the canal pay from $15,000 to $20,000. The 52,000 American and Panamanians that lived in the Panama Canal Zone were employed in some way to the canal. It provided jobs for many people. The U.S. government has built and maintained homes, libraries, hospitals, clubs, and schools in the Canal Zone. Because of the canal Panama has been become known to the world as â€Å"the crossroads of the world.† Panama ha s become a very diverse country, with peoples ranging from Japanese, Chinese, West Indies, Frenchmen, Italians, Turks, Americans, and Panamanians. .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .postImageUrl , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .centered-text-area { min-height: 80px; position: relative; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:hover , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:visited , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:active { border:0!important; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .clearfix:after { content: ""; display: table; clear: both; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:active , .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .centered-text-area { width: 100%; position: relative ; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:hover .ctaButton { background-color: #34495E!important; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3 .u5f8e5e8fc38b5ac57c6b92a4ddea40c3-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u5f8e5e8fc38b5ac57c6b92a4ddea40c3:after { content: ""; display: block; clear: both; } READ: Autism Essay Much of the population realizes the American importance in Panama and the benefits that they have brought to Panama. About 71 percent of the population of Panama said that the American bases were healthy for the country, and 8 out of 10 people said that the American bases should have stayed. Because of the Americans and the canal the Panamanians have a standardized currency, the dollar. The canal has brought good American schools and Americans in the Canal Zone â€Å"inject† about $300 million into the local economy every year, that’s the country’s third largest source of income. The Panama Canal and the Americans that it brought was the best thing to happen to Panama. It brought diversity to the country as well as many good American institutions, such as school, libraries, and hospitals. It brought good education to the country as well as a standardized currency. The Canal Zone employed many of the residents and the Americans living there put in $300 million a year into the economy. The canal itself is a good source of income to the Panamanians; when the Americans paid the rent when they were there and now, from ships paying fees. Overall, the Panamanians greatly benefited from the canal as a people and as a country. Bibliography:

True Romance Essay Example For Students

True Romance Essay Once again, Quentin Tarantino outdoes himself. The movie True Romance wasexcellent. It presented real issues that some people are forced to deal within their lives. The title of the movie is misleading. You would think thiswas going to be a lovetory. Actually it is, but unlike any love story Ive ever seen. Its filledwith violence, action, blood, guts and gore.Like most other Tarantinomovies it revolves around the violence we rarely see or experience in ourlives. He also incorporatesrugs and racism, hate and love and his usual corny way of portraying them. In Tarantino films, violence is presented in a totally different approachthan movies like Rambo or Die Hard. Although you have the same amount ofpeople dying, Tarantino seems to have this perverted and gruesome way ofpresenting it to his audiences. He always takes violence to the extreme. In the scene with the pimp hedoesnt just shoot the pimp in the back or chest. He goes right for thegustohis balls !!!! (OUCH) Another example of this is when Dennis Hopperwas killed. We all knew what hpened to him, but Tarantino makes sure he shows us the oozing bullet wound tohis head. Some people think this is taking violence too far; however, actsof this nature happen in the real world every day. I guess this is his wayof giving us a realityheck.Shit like this happens to people. We are so sheltered in ourcomfortable little worlds we dont even realize this kind of stuff goes on. We will write a custom essay on True Romance specifically for you for only $16.38 $13.9/page Order now Variety. Isnt it supposed to be the spice of life? Well, Tarantino getsso damn spicy it can make yosweat bullets. What is it about violence that is so attractive to the general public?There are so many people who would rather see a violent movie than a moviefilled with romance or adventure. If you were to compare the revenues frombox office earnings Im almospositive the movies filled with blood and guts earn much more than othermovies. (Disney is the only exception I can think of off the top of my head!!!) Naturally, if a person in the movie industry knows this will make themmega bucks , they will connue to make movies like this to make more money. Tarantino tends to slide in a little racism in his flicks. Its prettyobvious its not the main topic, but it is apparent. Hopper was unique whenhe told the Sicilian guy his great, great, great, great grandmother had sleptwith a nigger and thats y he had dark skin and brown eyes. I think Hopper knew he was a goner andwanted to insult the hell out of the guy before he died !!!!! He was socasual about the whole thing. He just sat back smoking the dudes cigaretteand blasting his family. There are so many people who say this kind of movie affects people in anegative way. They think it has an impact on criminal behavior. Thatsbullshit. I have seen violence in movies and on television and I havent hadthe smallest inkling to go ouand kill anyone or anything. I believe if a person has it in them to committhese kinds of acts they will do it regardless of what they see on T.V. or inthe movies.Their moral upbringing or lack of one would be a biggercontributing factor than vieng a movie. Movies are made to entertain. The social issues they touch on are justthat, issues. The controversy they create comes solely from the opinions ofthe viewers. Isnt that half the fun of watching a controversial movie? Itgives our minds food for tught. It affords us the opportunity to discuss what we have seen with ourfriends. We can learn from listening to how other people perceive things. .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .postImageUrl , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .centered-text-area { min-height: 80px; position: relative; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:hover , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:visited , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:active { border:0!important; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .clearfix:after { content: ""; display: table; clear: both; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:active , .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .centered-text-area { width: 100%; position: relative ; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:hover .ctaButton { background-color: #34495E!important; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u8cc56b7b57d0fbc2ae2d91e2fa1ab76f:after { content: ""; display: block; clear: both; } READ: Defines the morality of an action EssayTHAT is what makes a movie great !!!!Music and Movies

Infrastructure Lebanon

Orgs 2000 Term Notes Essays

Orgs 2000 Term Notes Essays Orgs 2000 Term Notes Essay Orgs 2000 Term Notes Essay WEEK 1 The organization has set of features shared by modern large scale organizations called bureaucracy (Max Weber note, very strategic design-y) o Features include: 0 1 . Clearly delineated positions and Jobs with required qualifications 0 2. Formal hierarchy of positions line of authority setting out power/limitations (chain of command) 0 3. Formal rules and standard operating procedures 0 4. Training, career paths, reward systems (aka advancement) Macro/Micro analysis o Macro organization and external organizational environment o Micro groups eams and interpersonal relations o Organizations are complex systems and what happens on one level affects another 0 Unanticipated consequences of changes! 3 lenses o Strategic design 0 View of the organization: input-throughput-output system 0 Key concepts: activities, interdependence, resources (esp. nformation) 0 Key processes: grouping, linking, and aligning 0 View of the environment: resource base (source of inputs), competitive market 0 Role of the leader: organizational architect, strategist 0 Stimuli for change: lack of internal alignment, lack of fit between organization environment Obstacles to change: inadequate information (they dont get it), inadequate analysis (the case isnt convincing) o Political system 0 View of the organization: an arena for conflict 0 Key concepts: power influence, interests 0 Key processes: conflict, negotiation, coalition building, networking 0 View of the environment: external stakeholders 0 Role of the leader: forging coalitions, identifying and leveraging interests, negotiating 0 Stimuli for change: shifts in dominant coalition, in power of stakeholders 0 Obstacles to change: entrenched interests (they wont buy in because hey stand to lose) o Cultural perspective 0 View of the organization: a social construct what we think it is 0 Key concepts: identity, symbols, values, basic assumptions 0 Key processes: meaning and interpretation, legitimating 0 View of environment: social and cultural network 0 Role of the leader: articulating vision, symbolizing the culture, understanding and leveraging the culture 0 Stimuli for change: challenges to basic assumptions, contending interpretations Impediments to change: dominant culture, established mindsets (they cant see it) Levels of analysis o Individual o Group o Organization Applications o Teams o Gender and Diversity Ince ntives and Motivation Change and CSR WEEK 2 STRATEGIC DESIGN Strategic design systems deliberately constructed to achieve certain strategic goals o Efficiency (accomplishing strategic goals with least resources)+ effectiveness (goals accomplished to standards) emphasized o Assumption: organization has a strategy for creating value (value proposition/ distinctive competitive advantage) establishes what activities will lead to success o Key strategic question: which activities should be inside the boundaries of the organization and which outside? Key elements o Information processing and enhancing system o Task basic element smallest unit of activities needed to be done to achieve overall strategic goals 0 Vary in complexity, routinization and interdependence o Task interdependence 0 Sequential interdependence one task completed and then handed off to next stage 0 Harder to manage than pooled, easier than reciprocal 0 Pooled interdependence tasks undertaken at same time and tlnal result put together 0 Easiest to manage 0 Reciprocal interdependence tasks conducted in repeated interaction with each other 0 Hardest to manage Organizational design choices begin with strategic grouping differentiation of clusters of activities, positions, and individuals into work units o Then they must go through linking ensure that resources and information flows efficiently and effectively between activities/groups o Lastly must use alignment mechanisms (incentive systems, information systems, etc. to ensure people have the resources AND incentives to carry out tasks assigned to them Strategic grouping gathering tasks, functions, disciplines and separating from others o Assumption: coordination and communication are easier within unit han across units o Basic criteria 0 Activity (function) 0 Product/technology (business division/unit) 0 Market/customer (geography/customer segment) o Grouping by expertise/function bringing together individuals who share similar functions, disciplines, skills, and work processes Three strengths 0 1. Development of deep functional expertise and a high degree of specialization 2. Economies of Scope easy to transfer resources across activities within functions 0 3. Allows for creations of separate alignment systems each tailored to every functions needs/strengths Four weaknesses 1 . Backward flows of information can be difficult due to sequential interdependence between functions (e. g. from marketing to eng) -> therefore not responsive to changes in consumers 0 2. As specialization increases, individuals develop narrower perspectives 0 3. Difficult to assess costs 0 4. Tendency to expand levels of management over time this can inhibit efficient and effective info flows 0 Frequently adopted by new businesses maintained over time by organizations that have a single major business or share similar technologies across similar markets Grouping by Output/Product organizes on basis of service/product rovided Two strengths 0 1 . Transparency of performance costs/profits are clear of each function (business) 0 2. Clear strategic focus each business division head is responsible for profitability/growth of a complete chain 0 Four weaknesses 0 1 . Difficulty of sharing resources lead to duplication of activities across business units 0 2. New business creation difficult business units focus on expanding their own business instead of finding new opportunities OR competing across units 0 3. Functional specialists are spread can lose touch with innovation in own fields 0 4. Distributing activities across different units can lead to missed learning opportunities in core functions 0 Structure associated with strategies that emphasize efficiency, where info on cost/ profitability is crucial Grouping by Market gathers together people who perform different activities/tasks and produce different outputs but serve same customers/market 0 1 . Capacity for deep customer knowledge and close relationships 0 2. Tailor products/services to different needs 0 Three weaknesses 0 1. Duplication of activities/resources 0 2. Erosion of deep technical expertise 0 3. Missed opportunities for synergies and learning 0 For strategies that are customer-focused (customers with different needs and tastes). Often in service industries Matrix organization picks two strategic grouping dimensions and gives them equal weight in org structure each manager of each operating unit reports to two bosses one for each dimension ren balancing two equally important grouping dimensions 0 Four weaknesses from complexity 0 1. Confusion 0 2. Higher costs 0 3. Delays in decision making 0 3. Heightened potential for conflict Front/back structure divided into two parts. Front end faces customer and organized by market developing and producing products. Back end is organized by product business units that include technology dev, production, logistics Two Strengths 1 . Close integration of tech development and production (back end) 2. Building deep customer knowledge and close relationships (front end) Three weaknesses 1 . Fragmentation of technical expertise (back end) 2. Poor integration between market needs and tech development 3. Ensuring adequate integration/synergy between the front and back ends can be difficult o Modular/Network structures self organizing network. The subunits come together and cooperate to deliver a specific product or service. New development. Not much info in reading o Line activities in the direct chain providing products/ services to customer o Staff support activities (so finance, legal, HR, PR, IT) Linking designing structures and processes to connect and coordinate organizational units and subunits whose tasks are interdependent but have been separated by strategic grouping decisions o Intensity of linking mechanisms is influenced by level of interdependence (pooled, sequential, reciprocal the task interdependence earlier) Dotted line relationships lower ranking person is formally responsible for supplying all relevant information to higher ranked person but that they have no formal authority over them beyond the information flow (easy fix for lack of horizontal information flow) o Liaison roles assigning responsibility for coordination across groups to individuals 0 These people are conduits for info and expertise 0 Primarily information-focused role 0 Not a full-time responsibility but combined with other act ivities o Integrator roles coordinate activities and decision processes 0 More of a general management role Have carrots and stic ks to help their role o Permanent cross-unit groups formal mandate for representatives of different task/work groups to pool expertise and coordinate efforts to a certain product/client/ market/problem. Often combined with other activities (not full-time assignment) o Temporary cross-unit groups like permanent groups, but project is the grouping dimension. Disband after the project. Heads of project teams play an integrator role o IT Systems enhance support for linking and coordinating mechanisms and even can be seen as own linking mechanisms Co-location putting people and subunits that need to exchange information in the same location o Challenge in designing linking mechanisms determining which add value and which do not Alignment ensuring the units and individuals assigned certain tasks and activities by grouping and linking have the resources and motivation to carry them out A common failure of organizational redesign efforts is a lack of organizational congruence misaligned supporting systems and processes o Performance measurement systems system to indicate whether or not a design is effective based on its performance. Need to be designed so that they do not pull groups in incompatible directions that undercut linking o Rewards and incentives useful tool for changing behaviour. 0 Criteria for general principles: 0 Incentives should link performance to pay and directly link performance to specific standards and objectives 0 Rewards should relate directly to the nature of performance required at each level of the organization. Rewards should be directly linked to objectives that are within the groups or individuals power to control 0 Incentive plans should match measurement periods for rewards to relevant erformance plans 0 One view individuals oriented to material rewards 0 Prone to free ride off others can be unproductive without negative sanctions 0 Other view most individuals want to do a good Job 0 Main challenge is to design reward system that doesnt misalign rewards with requirements of orgs strategic intent perverse incentives o Resource allocation assessing adequacy of resource to carry out assigned tasks very difficult to implement o HR Development -Allocating resources of people as well as developing (training) and creating them (hiring) Strategic organizational design process Disruption of flow of business re design efforts take up time and attention of managers and tie up organizational resources 0 Information is not processed adequately employees do not recognize the value of different kinds of info, how to interpret it, how to add value, or how to pass it on o Risk to LT relationships with customers/suppliers they do not know who to talk to in the organization because of changing positions o Stress loss ot continui ty, departure ot key people = damages core competencies ot company. People worry about Job loss o Good design process (Nadler/Tushman) 0 1. Those that emerge from consideration of widest possible range 0 2. Design process involves people who understand the organization 0 3. Developed with implementation in mind 0 4. Making people responsible for making the change work feel as if were part of shaping the change o Stimulus for change 0 Response to growth more products, broader range of customers, etc. 0 Internal problems lack of coordination, excessive conflict, unclear roles, poor work flows, etc. Environmental changes (most frequent) from external business environment Organization seen as throughout-put takes inputs from environment, adds value hrough internal processes, and distributes to users outside the organization 0 Input- set environment 0 Output-set market 0 Shifts in the environment can change the design organization must fit the environmental pressures Understanding an organization 0 1. Know its strategy what is the organization trying to accomplish? How does it differentiate itself? What does it do better than others? 0 2. Map its design 0 What is the grouping structure? 0 How are the units created by the structure linked? 0 Are the basic systems aligned with each other? Do they positively reinforce each other? Does the organization design fit the demands of its environment and of its strategy? Strategic organizational design process 0 1. Generate design criteria 0 2. Generate grouping alternatives 0 3. Evaluate grouping alternati ves 0 4. Identify coordination requirements 0 5. Generate structural linking mechanisms 0 6. Evaluate structural linking mechanisms 0 7. Conduct impact analysis 0 8. Refine and eliminate designs 0 9. Identify issues for operational design and alignment 0 10. Identify issues for implementation Political system sees organization as a social system constructed as an arena for ompetition and conflict among individuals, groups, and other organizations whose interests and goals differ o Roots of conflict lie in different interests, disagreements requiring action, including negotiation, coalition building, exercise of power and influence o Asks Whos defining the problem? What gives them the power to define it? Whos advocating my solution and why? How can I get an outcome that serves the interests of me and my group? o Decisions must be political have to have buy in of those with power to implement/block them Interests what people want and whats at stake for hem o Assumption: people act rationally to serve their own interests (economic man) o Collective interests those shared by others belonging to same group o Groups: 0 Formal structure 0 Demographic groups 0 Division of labour 0 Location 0 Professional/occupational category o Stakeholder perspective identifies groups that have a share stake (i. e. set of collective interests) 0 1 . Analyzing what interests are and what priority they have for individuals and collective actors 0 Multiple interests at same time LT/ST, competing, autonomy/ cooperation 0 Collectives also have multiple interests Therefore, the way decisions are made, they depend mostly on how key decision makers see and assign weight to their interests 0 These interests are also dynamic they change 0 Can be latent do not realize they exist until an event happens 0 To carry out an action, one must understand what interests will be affected by it Power ability to affect behaviour of other people 0 1 . Influence someone does not have formal authority but has ability to persuade others. Legitimate 0 2. Authority legitimate and decreed upon by organizational hierarchy/formal positions 0 3. Coercion domination not considered very legitimate. Breeds resentment. Basically punishing someone o Sources of power: 0 Personal characteristics charisma gift of grace. Emotional connection between leader and followers. Unstable, requires constant proofs, difficult to transfer 0 Energy 0 Focus 0 Sensitivity to others and ability to understand how they see interests 0 Flexibility 0 Ability to tolerate conflict 0 Submerging ones ego and getting along 0 Willingness to engage in conflict to further ones actions is a source of power Scarce or valued expertise 0 Past performance/track record People believe can cultivate future relationships with high fliers 0 Formal position 0 Provides guide to resource allocation, info flows, evaluation of employee performance, task assignments, conflict resolution 0 Proximity of subunit to head of organization greater the power 0 Informal network position 0 Size of network and position in network is crucial 0 Centrality how many links you are between powerful individuals within a network 0 Network clusters are better and more efficient than redundant interconnected, tightly knit networks 0 Network position is a great source of influence for 2 reasons 0 1. Info advanta ge in can confer 0 2. Potential for coalitions 0 Holes in an organizational network where there is no direct link between subunits that could benefit from being linked structural holes o Someone who bridges these wholes has power because he has disproportionate say since he has contact with both 0 Many social networks: task-related networks, friendship networks, advice networks o How to identify where power resides in an organization: 0 Reputation ask people who has power in the org 0 Representational indicators which groups interests are over repped Observation of consequences which groups benefit most from resource allocation 0 Symbols of power o Sources of power: Personal characteristics, scare valued expertise, track record/ contribution to org. performance, formal position in org. hierarchy, informal network position Using political lens to take action: 0 1. Map interests and power 0 1 . Supporters whose cooperation do you need 0 2. Blockers whose opposition could hold you up 0 3. Potential stakeholders who will be affected 0 4. Existing coalitions who are the friends/allies of potential supports/blockers and what are their collective interests This provides guidance on a) how to convince key stakeholders that your initiative serves them, and b) how to tailor your initiative so that incorporates key stakeholders 0 2. Getting buy-in getting people to commit to action 0 Escalation of commitment people are more likely to commit to something that they have already invested resources into 0 Publically made less likely to back in 0 More resources = more commitment 0 Giving stakeholders chance to provide feedback they have some effect on the group 0 Risk: having potential supporter back out 0 3. Finding allies building coalition illusion of influence feeling that Set of allies who act together to support certain policies/activities 0 Long-term can be a general coalition to provide reciprocal support for each others interests 0 Dominant coalition upper management acting together in their interests 0 Idea of reciprocity mostly 4. Building a network 0 Built on reciprocity (l do for you, you do for me), and trust. Have values, i. e. urrencies: 0 Rewards-related 0 Task-related 0 Relationship-related 0 Status-related 0 Key to establish trust to overcome initial barrier and begin with reciprocity Mainta ining relationships are a crucial time sink may take up to 80% of managers ime 0 Choose type of network to maintain 5. Building negotiation skills WEEK 4 CULTURAL PERSPECTIVE Cultural perspective focuses on social and personal identities carried by people. Cultural understandings are collectively shaped and rooted in the past o Limitations of managers, structural authority, influence, and rationality best describe human behaviour o Emphasis that people must learn these things to be fully functioning members of org Schiens model of culture: o Pyramid going from top to bottom: 0 1 . Artifacts/behaviours (symbols) what you observe 0 2. Espoused values what you are told (normative)

The English in My Life Essay Example | Topics and Well Written Essays - 1000 words

The English in My Life - Essay Example In my question to the teacher, I was inquiring on how conjunction should be used in a sentence. When my classmates heard my sentence, they laughed at me and mocked me for my "terrible" English. My teacher as well had a very hard time understanding what I meant. It stressed me so much that everyone in my class laughed at and mocked me for my language. I thereafter had a very hard time communicating with anyone in my class and the entire school. It was one of the worst encounters in my first school in the United States. The mocking by my classmates and schoolmates continued which caused me to hate school. After a semester at this school where I endured ill-treatment by my fellow students, I developed a bad attitude towards English school and almost never wanted to wake up in the morning. My father being a disciplinarian always woke me up with an authoritative voice after my mother could not manage to. In fear of my authoritative father, I would wake up and hastily rush to school. I was afraid to say that I was not happy at the school because I was terrified by my parent’s faces on receipt of such news. At the end of that fateful semester, all my grades dropped drastically. I scored an F in English as well as in Mathematics, which was my best subject. My parent was very disappointed in me that they went to see my class teacher about my dropped grades. With time, they got to understand my problem in school and they transferred me to a different school in the next semester. They also encouraged me and my interest in school grew. I was more determined to improve my spoken English. I developed so much interest in writing, reading and speaking English. At the initial stages, my language was bad, but not as my parent was.  Ã‚