John D. Rockefeller And The Gilded Age - 1697 Words

During the Gilded Age, the United States saw an increase in the power of big businesses, many of which monopolized their industries. This time period, although it appeared successful from the outside, was filled with governmental corruption. Manipulated by the robber barons of the Gilded Age, the United States government fell victim to their control. Contrary to this downfall, the nation celebrated much success in the numerous life-changing inventions attributed to this era. With the invention of the internal combustion engine, among others, there also came a major increase in the demand for oil. Entering the flourishing oil business in 1870, John D. Rockefeller created the Standard Oil Company, which later dominated the entire oil industry. Although he had years filled with success in the business, Rockefeller faced a disastrous court case that dissolved his company and years of his hard work. Despite this catastrophic event, Rockefeller found other ways to contribute his knowledge and hard-work by making innumerable philanthropic donations. After many years and countless efforts, John D. Rockefeller had one of the most outstanding and positive influences on the United States through his work in the oil industry and his philanthropic actions. Rockefeller’s childhood helped mold him into the man he became. He was born in Richford, New York to Eliza Davison Rockefeller and William Avery Rockefeller Sr., a traveling salesman. Being the second of six children, Rockefeller wasShow MoreRelatedJohn D. Rockefeller : The Gilded Age Of The Gilded Age741 Words   |  3 PagesFollowing years of reconstruction, the U.S. entered a new age. For this new age, Mark Twain named it after the â€Å"glittering† surface of the time that covered vast corruption underneath. The late 19th century would be called the Gilded Age (Houston). From this Gilded Age, a powerful businessman emerged. John D. Rockefeller ruled the oil industry as king. Using his incredible knowledge of business, he rose up through the age to become one of the most influential businessmen in history. Amidst the 1880sRead MoreEssay about Big Business In The Gilded Age1028 Words   |  5 Pages20th century, dubbed the Gilded Age by writer Mark Twain, was a time of great growth and change in every aspect of the United States, and even more so for big business. It was this age that gave birth to many of the important modern business practices we take for granted today, and those in charge of business at the time were considered revolutionaries, whether it was for the good of the people or the good of themselves. 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This is true for all periods of time but in the Gilded Age those who were better gained more and more crushing the people below them with unprecedented greed, corruption, and power. The few exploited the many by way of opportunity. Something our nation was built on, yet the avaricious elite used it for evil methods. nbsp;nbsp;nbsp;nbsp;nbsp;InRead MoreJohn D. Rockefeller, Sr.2537 Words   |  11 Pages$340 billion. This amount, according to Forbes’s website, is John D. Rockefeller, Sr.’s net wealth in today’s dollars. Mr. Rockefeller built his fortune through the oil industry. He founded the Standard Oil Company, which owned about 90% of American refineries and pipelines. Although John D. Rockefeller, Sr. is arguably the richest man in United States history, he was also a deeply despised man. According to PBS’s video on the Rockefellers, he kept a revolver near his bedside because of death and kidnappingRead MoreThe Gilded Age By Mark Twain1217 Words   |  5 PagesCoined the term the â€Å"Gilded Age, this time period of 1870-1900 was first referred to as this title by a book written by Mark Twain. In respect to the United States during this time, it refers to the overall appearance of the US to appear as if saturated in gold and opulence, otherwise known as a lan d of dreams. However, this was not the case because underneath this initial viewpoint, there was poverty and injustice that lined the streets of every urban city. Throughout this time period, many factorsRead MoreThe Vibrant and Unpredictable Era of the Gilded Age1050 Words   |  4 PagesThe Gilded Age was one of the most vibrant and unpredictable eras in the history of America. It brought about a new wave of industrial and economic opportunities that allowed some to build massive businesses and fortunes, while other lower and middle class citizens struggled to survive. Some would go as far to say it created a war between the classes across American societies. Giants of industry, such as Andrew Carnegie and John D. Rockefeller, revolutionized how big business led to the riseRead MoreJohn D. Rockefeller Essay1578 Words   |  7 Pagessince it began. Credit for its strength and progress in development can be attributed to the financial geniuses of their time. John D. Rockefelle r became an economical giant during his time when he changed the face of business by developing ground-breaking new strategies to ensure financial success. Rockefeller dramatically changed the business field during The Gilded Age. He did so through the use of his social Darwinistic philosophy of capitalism, inclusion of vertical and horizontal integrationRead MoreThe Legacy Of John Davison Rockefeller1656 Words   |  7 PagesJohn Davison Rockefeller was one of the captains of industry during the gilded age, and is most known for his numerous philanthropies in his later years; however, most people are unaware of his exploitation of America’s free capitalistic enterprise to amass a fortune, the likes of which this country had never seen before. Rockefeller’s company, Standard Oil, helped America explode as an industrial superpower on the world stage and, in the process, allowed Rockefeller to amass a billion dollar fortuneRead MoreThe Gilded Age : The Gilded Age915 Wor ds   |  4 PagesThe Gilded Age, was a brief period in American history, from the late 1800’s to the early 1900’s, where there was a rapid economic growth as the industry expanded, generating groundbreaking opportunities for individuals. At its triumph peak, society was perceived from the outside that the new era of Americans was prosperous, however, conspicuous consumption and luxury masked corruption and the fact that a majority of people were suffering. Like gilded gold, the outside looks exemplary, but much like

Critical Appraisal of the London Ambulance Case Free Essays

string(166) " location of ambulance stations, hospitals and area of high priority calls, as well as planning of the crew deployment during emergencies \(Nag and Sengupta, 2007\)\." Abstract. This paper describes the case of the London Ambulance Services (LAS) Information Management System by using System thinking as the knowledge management tools and appraises its application in the delivery of the services of the organisation. The issue of some of the failures and successes of the LAS especially the issue bordering the failed Computer Aided Despatch (CAD) system was also discussed and suggestions made on how the London Ambulance Services could improve its knowledge management in terms of information sharing in order to achieve great success in its daily operations. We will write a custom essay sample on Critical Appraisal of the London Ambulance Case or any similar topic only for you Order Now Keywords: Knowledge management systems; information management; systems thinking; London Ambulance Services; Computer Aided Despatch (CAD) Introduction Knowledge management involves the acquisition, storage, retrieval, application, generation, and review of the knowledge assets of an organization in a controlled way (Watson, 2003).The purpose of knowledge management is to enable an organization to control its information resources and knowledge resources by remembering and applying experience as this is considered as the basis of future economic competitiveness (Watson, 2003). Knowledge management spreads throughout an organization from the information management systems to marketing and human resources (Aykin, 2007). Information could be seen as the principal key substance to knowledge management in an organisation. Information is regarded as the content of what is exchanged with the outer world as we adjust to it, and make our adjustment felt upon it (Stahl, 2008). It encompasses storage of material resources, as well as the action of other people in the group (Aykin, 2007). According to Davenport (1993), making information and communication significant and accessible would likely make it more controllable; and accessible information is also discussable which results to increased reciprocity. In a nut-shell, information management processes should include the entire information â€Å"value chain† which involves starting with the definition of the information requirements, then the collection, storage, distribution, receipt, and use of the information (Davenport, 1993). Information and knowledge management can be considered as existing along a continuum as they exhibit relationship with their context (Watson, 2003). Information management in an organisation can be enhanced by using the enterprise resource planning (ERP), because it is the system that brings together all the company’s major business functions together and could also be used to forecast future demands and also enable every one working for the company to have instant access to critical information (Marcic and Daft, 2008). Knowledge depends on the information received, thus information increases knowledge value as is seen in IT/IS strategy (Wimmer, 2004). In any well structured organization such as the London Ambulance Services, the effectiveness of knowledge management would to a great extent depend on how vital information are being shared within the staff and the residents whom they serve. This is because information is a vital tool which occupies a central position in managerial decision making and the more and higher-quality information will lead to better performance (Stahl, 2008). The potential benefit of extensive information sharing and wider cooperation has been seriously impeded by the unavailability of robust communications or transportation systems to support them. Advance information sharing can aid in resource assessment and contribute valuable information to plan the response effort more effectively, especially in the first few hours after the onset of the any emergency (Aykin, 2007). In order to make effective and innovative local decisions in an organization, subordinates must have information and training because information provides awareness of potential problems, opportunities, and available resources, training to use the tools they need to act effectively to meet the needs (Simons, 1995). SYSTEMS THINKING Systems thinking and system approach in an organisation was developed and has been in publication over the past 50 years (Macdonald, et al. 2006). It is concerned with the collection, classification, manipulation, storage, retrieval and dissemination of information and forms an important part of effective information and administrative management (Ferreira, et al. 2010). System thinking is essential for the development of the effective organisation – the learning organisation (Beardwell Ciaydon, 2007). It enables the ability to conceptualise complex dynamic realities within the systems and its external relationships, and then model them in a simple, coherent way that is yet pregnant with meaning and capable of further elaboration when necessary (Beardwell Ciaydon, 2007). In the case of the London Ambulance Service, system thinking would inevitably give an important insight into the role of information systems sequentially from data to capta to information to knowledge. Information systems serve people engaged in what they consider as meaningful action, as in actions which support another to yield a meaningful result (Sherwood, 2002). System thinking involves the conceptualization of a system which provides support by first defining the nature of the system (Currie and Galliers, 1999). Another benefit of system thinking is that it helps to reduce the complexity of real-world problems by providing a structured way of balancing a broad, complete view with the selection of the right level of detail, and as such, enhances decision taking within short time (Sherwood, 2002). London Ambulance Service The London Ambulance Service (LAS) is the only NHS trust that covers the whole of London and provides patients with the highest quality of care to ensure that patients who reside within London obtains the best health outcome in the world (www.londonambulance.nhs.uk). The primary purpose of the LAS is to save lives and responds effectively to medical emergencies (london.gov.uk ). It is managed by South West Thames Regional Health Authority and is the largest ambulant service in the world as it covers geographical area of over 600 square miles, resident population of over 6.8 million people (http://www.comp.lancs.ac.uk). The London Ambulance Service (LAS) responds to all ‘999’ emergency calls for medical assistance in the capital and is staffed 24 hours a day in three eight-hour watches. The control room of LAS takes an average of 2000 calls a day and coordinates the despatches of vehicles from its fleets of ambulances, motor cycles and air ambulances (Stegwee and Spil, 2001). This efficiency is achieved by the help of MapInfo technology to help improve call handling and response time as it helps the LAS to plot the location of ambulance stations, hospitals and area of high priority calls, as well as planning of the crew deployment during emergencies (Nag and Sengupta, 2007). You read "Critical Appraisal of the London Ambulance Case" in category "Essay examples"The service has received awards for information system management that may not be matched for years (Stegwee and Spil, 2001). According to Rowland and Macdonald, (2005), in order to maintain a high quality delivery of all its services, the members of staff from the senior management to the ambulance crew of the London Ambulance Service require the possession of qualifications, experience and qualities which include: theoretical training as would ensure acquisition of the necessary knowledge of the field in which they are required to work. a thorough knowledge of the hazards and failure of the equipment for which they are responsible. an understanding and detailed knowledge of the working practices used in the organisation for which they work, as well as a general knowledge of the working practices in other establishments of similar type. a detailed working knowledge of all statutory provisions, approved codes of practice, other codes of practice, guidance material and their information relevant to their work, and awareness of legislation and practices, other than those which might affect their work. Ability to advice others. the calibre of personality to enable them to communicate effectively with their peers, any staff working under their supervision, and their own supervisors. an awareness of the current developments in the field in which they work. an appreciation of their own limitations, whether of knowledge, experience, facilities, resources, etc, and a preparedness to declare any such limitation. Knowledge management in the London Ambulance Service The London Analysts Support site team (LASS) developed a dataset in consultation with the London Ambulance to ensure that their data is of good quality and suitable for crime analysis purposes. The team work with the London Ambulance Service to extract data suitable for crime analysis professionals there by making the service delivery of the London Ambulance faster and continuous (data.london.gov.uk). The support team identify incidents of assaults injury via a fairly sophisticated search through various codes and descriptions of incidents that occur in the process of responding to a 999 call. Although the information extracted from this group is highly important in identifying and tracking crimes, it is assumed to be secondary compared to the need to record accurate medical information. Hence, this could result to minor variations in the accuracy of the data over time and in different areas in London. Experts in crime analysis utilize the data collated to scan for issues, patterns and trends in general violent crime in London and carry out comparisons and variations with traditional sources of intelligence such as recorded data from the police (data.london.gov.uk). London Ambulance services together with other government agencies such as the police work together to ensure that information are securely shared to protect vulnerable adults, and to ensure that any signs of abuse are reported and investigated immediately in such a way that there is less risk of signs of abuse being missed. They do this by encouraging people to inform authorities of abuse, sharing information and investigating reports and incidents where necessary (http://www.redbridge.gov.uk/cms/news_and_events/latest_news/2011/april_2011/organisations_join_forces_to_p.aspx). Through this cooperative effort, necessary information are efficiently managed and shared whenever cases of emergency occurs and helps in the deployment of necessary solutions to different cases. Information Management Structure within the ambulance complexes Information sharing is the key instrument that enhances the operation of the London Ambulance Services. The information management of each local ambulance station complex is controlled by the local authority and PCT area. An information sharing network is used to pass information urgently to assist various units’ representatives to access support in all cases as they arise. Through information sharing, local authority social services, primary care, mental health and acute trusts and other relevant agencies are networked so as to establish a regular forum to enable specific is plans. This forum enables health and social care workers to advice the London Ambulance crew of any patients that may be posing similar problems to the receptive agencies, and hence could enhance the setting up of an appropriate care pathway. In some cases, a conference may be held in order to get the patients to understand property their health situations. This is often done by the London Ambulance Services via writing notification to patient, carer and advocate inviting them to participate in the conference, and during the process, all the clinical issues will be resolved. A case with the London Ambulance Services In bid to increase the efficiency in the delivery of her duties to the large population in London, the London Ambulance Service introduced the Computer Aided Dispatch system to deliver that goal. This dispatch systems was hoped to stand out as it was highly innovative system that fully command and control functions of the LAS starting from the receipt of emergency call at the control centre, through decisions on which ambulance to allocate to the call, and to mobilize appropriate resources (Howcroft and Trauth, 2005). In this design, the call details would be captured online and tracking devices would be fitted to ambulances so that their locations could be monitored continually to enhance information flow via electronic link room to the control centre, and then to either mobile data terminal or printers on ambulance stations (Hall, et.al. 2007). This computerized despatch system was designed by System Options to increase the service delivery of the London Ambulance Service and was launched into operation on October 26th, 1992. This despatch system lasted just for few hours and then crashed because it was not capable of handling the information loads being placed on it, a problem being blamed on inadequate knowledge management parameter such as system thinking, as the staff and management were in continual conflict over information hoarding (Howcroft and Trauth, 2005; Dutton and Peltu 1996). Some of the problems the despatch system encountered included: lack of confidence in the system being able to automatically locate vehicle locations by staff both within Central Ambulance Control and ambulance crews due to lack of adequate training. Other problems identified were failure of calls to reach ambulances, failure to identify duplicate calls, poor prioritization of error messages, and loss of calls in the system (Day, 2002; http://www.cs.ucl.ac.uk/staff/A.Finkelstein/las/lascase0.9.pdf). All these problems made the system to close down the next day leading the London Ambulance Services to revert to semi-manual operation (Day, 2002). An inquiry which was ordered to determine the cause of the crash revealed that the system was very complex, making it difficult for any software house to develop a suitable solution (Day, 2002). Besides, System Options had good reputation but lacked sufficient experience for designing or developing packages for safety-critical command-and-control system, otherwise they would have identified the risk and plan measures to avoid it, or to ensure an effective action (Day, 2002; Duquenoy, et. al. 2007; and Clarke, 2001). The finding of the inquiry team also revealed that the CAD software was incomplete, not properly tuned and not fully tested (http://www.cs.ucl.ac.uk/staff/A.Finkelstein/las/lascase0.9.pdf). The failure of the dispatch system was also blamed on the inadequate training given to the operators and inadequate testing of the system according to a press release in 1993. During the training of the staff that was carried out in line with the operation of the despatch system, the ambulance crew and the central control crew staff were trained separately in different rooms which did not lead to proper working relationship between the pair (Mantas, 2004). The report of the press release about the staff training reads: â€Å"Much of the training was carried out well in advance of the originally planned implementation date and hence there was a significant â€Å"skills decay† between then and when staff were eventually required to use the system. There were also doubts over the quality of the training provided, whether by the Systems Options or the LAS’s own Work Based Trainers (WBTs) (Mantas, 2004). This training was not always comprehensive and was often inconsistent. The problem was exacerbated by the constant changes being made to the system (Mantas, 2004). It was also reported that one of the reason for the failure of the London Ambulance Computer Aided Dispatch attributed to the complexity inherent in the system design which was intentional as those in charge of the system development activities had wanted to be in control of all possible outcome (Khosrowpour, 2003). Besides, top management hoped to bypass the union, and also replace the controllers so as to reduce cost. For this reason, the staff of the union were not involved in the development of the system which resulted to the leaving behind the input of people who were most experienced with the way the ambulance service worked (Macauley, 1996; Rowbotham, et al. 2007). Strategies to prevent future Crises in the London Ambulance Services According to the document submitted by the London Ambulance Service NHS Trust (Wp85) published by the Department of Health in June 2005, outlined a vision of where NHS ambulance services should be within the next five years: Providing significantly more clinical advice to callers and work in a more integrated way with partner organisations; Providing and coordinating an increasing range of mobile healthcare services for patients who need urgent care; Continuing to improve the quality of services to patients with emergency care needs; Providing an increasing range of other services in primary care, diagnostic and healthcare promotion. In order to achieve the above vision, education and development needs for the ambulance service workforce has been redesigned including all the training courses to enable the service to cater for the need of the 800,000 patients it attends to each year (House of Commons Health Committee Report, 2006-7). This is why a school of thought has argued that systems thinking such as soft systems thinking could be a way of conceptualising the social processes in which a particular group of people in an organization can conceptualize their plans and actions they intend to undertake (Wickramasinghe, et al. 2009). This kind of basic thinking relevant to the provision of information systems may not have been properly applied in the provision of the London Ambulance Service Computer Aided Despatch system that failed. According to Currie and Galliers (1999), in order to ensure proper knowledge management and information sharing, any development of a strategy for the future computer aided dispatch within the London Ambulance Service (LAS) must involve a full process of consultation between management, staff, trade union representatives and the Service’s information technology advisers. It may be appropriate to establish a wider consultative panel involving experts in CAD from other ambulance services, the police and fire brigade. http://www.cs.ucl.ac.uk/staff/A.Finkelstein/las/lascase0.9.pdf. It is necessary that the geographical, social and political environment in which the London Ambulance Service operates in the delivery of her valued services be adequately carried along in the information sharing and information management of both the LAS management and staff via organizing of regular and open consultation with staff representatives (http://www.cs.ucl.ac.uk/staff/A.Finkelstein/las/lascase0.9.pdf). Furthermore, regular training for the staff of the London ambulance Services on the use of modern IT infrastructure that relates to their service delivery could be done regularly to enable the members of staff to keep abreast of all the updated information regarding the efficient delivery of their duties. This is because; an organisation that encourages learning among its staff promotes exchange of information between employees thus creating a more knowledgeable workforce. In addition, IT contributes to knowledge capture, information distribution, and information interpretation. Conclusion Information is power, and as such, few people in an organization would like to monopolize it instead of sharing it to facilitate the diffusion of knowledge. Information flows are up, down, and across the organization as information is collected, shared, communicated, and debated (Rescher, 2003). Therefore, information sharing should be encouraged in the operations of the London Ambulance service as this will empower all the staff to be more productive in delivering their duties, and will avert any disaster in future when the organisation considers the design of another despatch system. It is a clear fact that computer-based information systems are essential to the operation of modern businesses especially in all transaction that entails the production of large information in an organization like the London Ambulance Service. Information diffusion means the degree of information sharing within an organization (Simons, 1995). Hence, in the case of the London Ambulance Services, information diffusion should be high so as to maintain free flow of information to everyone in the organization and not hoarding it or making it only available to selected few individuals. Recommendation Information sharing can be viewed as a firm’s willingness to share key information that is timely, accurate, responsive and useful with its staff, associated partners and final consumers of her services. Some of these ingredients of professional knowledge management were not adequately utilized in the circumstances that led to the failure of the London Ambulance dispatch systems. In subsequent future design of a CAD despatch system that will work, the LAS management or any other company that will be used, and the London Ambulance should consider conducting adequate training of all their staff as part of the product development and implementation cycle. System Options was reported to have had no previous knowledge of building despatch systems for ambulance services (Beynon-Davies, 1995), and as such should have not accepted the offer as it falls outside their professional competence especially as there was strict deadline to deliver the contract. Again, the Inquiry report findings reveal that System Options did not used PRINCE project management method which is the acceptable method for managing public sector projects, and the team had no previous project management experience (Duquenoy, 2007). This means that there was no proper knowledge management on the side of the London Ambulance Service as LAS should have ensured adequate project management experience of its contractor. System Options failed to properly apply proper system thinking techniques as it relates to realizing the CAD project within the proposed deadline. They entered the agreement and could not opt out as that would have been unprofessional (Beynon-Davies, 1995). It is recommended that for a successful professional service delivery, CAD or IT/IS providing firms should maintain a cordial information and time management relationship with its clients. In the case of System Options and LAS, System option should have informed the client of their concerns over the short time frame. Beynon-Davies (1995) identified the issues of poor testing and quality assurance of the despatch system. System Options should have followed the rule of professional system development and implementation ethics which comprises of testing, quality assurance and proper training of all staff involved in the design and final use of the product. REFERENCES Aykin, N. (2007) Usability and internationalization: Second International Conference on Usability and Internationalization, UI-HCII 2007, held as part of HCI International 2007, Beijing, China, July 22-27, 2007: proceedings, Part 2. China: Springer. Baskerville, R., Stage, J., and DeGross, J. I. (2000) Organizational and social perspectives on information technology: IFIP TC8 WG8.2 International Working Conference on the Social and Organizational Perspective on Research and Practice in Information Technology, June 9-11, 2000, Aalborg, Denmark. Beynon-Davies, P (1995). Information systems failure and risk assessment: The case of the London Ambulance Service Computer Aided Dispatch System. Athens: European Conference on Information Systems. 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Organizational Behavior Mercury Print & Packaging Limited

Question: Describe about the Organizational Behavior of Mercury Print Packaging Limited? Answer: Introduction Bottom And Kong (2010) commented on the fact that Organizational Behavior is a study that deals with the activities and performance of both individuals as well as groups within the organization. Organizations are the social systems that combine science, technology, people as well as humanity in order to produce advantageous results. According to the opinion of Foxall (2010) a good organization behavior assigns tasks as well as responsibilities to the groups as well as individuals that increases the effectiveness of the employees and enhances the productivity. It is also essential to maintain a good organizational culture within the organization as it depicts the operation of the organization vividly (Johnson et al. 2014). This assignment will be dealing with Mercury Print Packaging Ltd initially for analyzing the organizational culture and behavior. This assignment will be dealing with the organizational culture, relationship between the structure and culture along with factors that influence the behavior of the individual at work. In addition to this, the leadership and management styles, leadership and motivation along with information regarding the team and individual behavior is also discussed vividly. 1.1 Identification of the organizational culture within Mercury Print Packaging Limited Mercury Print Packaging Limited has 20 staffs that all are well trained with the printing knowledge. The company is in Leeds and is a private company operating for more than 20 years in the market. Mawhinney (2011) had commented that though there are only 20 employees working in this organization, still the culture and structure of the organization are well structured. The work is subdivided into different departments and according to the work specialization. In addition to this, Ng (2015) also had a view that this organization is a centralized organization, where the decisions are made by the top management. Moreover, the employees of the organization are governed by the rules and regulations that help in maintaining consistency within the organization. Comparing this with that with a large organization According to Robbins and Judge (2007) in a large organization like Duncan Print Group the organization is subdivided into multiple departments where on the basis of homogeneity of work, departments are subdivided. In this organization, in each department, there are several employees doing the same work in a broader version with a huge productivity. In addition to this, from the viewpoint of Zhong and House (2012) in Mercury Prints, there are specialized employees but the numbers of employees are less. But in this company, the numbers of employees are more, and hence the experienced people are present those guilds and teach the other junior employees for making them specialized for the work. This increases the productivity of the organization that leads to increase in profit. Apart from this, Whillans and Dunn (2015) had an opinion that the large organization has a good chain of commands. Each and every department has a head of the department that will be responsible and authorized to report the higher authorities. The large organizations have a good as well as systematic and lengthy process of reporting that is quiet efficient. Moreover, Ludwig (2012) had a view that the large organizations have both centralized as well as decentralized decision making process that allows the free flow of opinions information from both the sides. Moreover, the large organizations also need to be flexible enough for carrying out the tasks and duties effectively and efficiently. 1.2 Relationship between structure and culture having an impact on the companys performance According to McShane and Von Glinow (2000) the structure and culture of Mercury Print have a very strong impact on the performance of the company. It is believed that the better the organization will be, better will be the culture and structure. A well cultured organization will be motivating the employees to work in a coordinated as well as methodical way for the ultimate success of the organization. In addition this, Avery et al. (2015) had a view that Mercury Print have a good structure and culture and the coordination between the employees are also harmonious. This inspirers and motivates each of the employees to worki n a team and brings profit to the organization. 1.3 Factors influencing behavior of an individual at work and its impact on the companys performance The factors that influence the individuals behavior at work are good working culture, structure and working environment. Ludwig and Frazier (2012) commented on the essential fact that the better will be working culture and working environment, the better the employees will be motivated that will positively affect on their performance. A good salary structure and air compensation benefits as well as incentive structure also affects the employees to the maximum. The employees are automatically inspired and motivated that will also help in improvement of their performance. So, better their performance will be, the better the productivity will be that will lead to the higher revenue collection. According to Fox and VanStelle (2010) the individual in an organization if works sincerely and obediently, then others will also be inspired by that individual to work for the company in order to bring benefits. A positive outlook towards the works helps in making the working culture positive that will also help in improving the performance of the business as a whole. 2.1 Comparing the effectiveness of different leadership style According to the view point of Johnson and Beehr (2011) the different leadership styles have different effectiveness within the organization that affects the performance of the organization to a huge extent. In case of autocratic style of leadership, the leaders are the sole decision maker that doesnt involve the ideas of the employees of any kind. DeNisi (2011) also commented that the leaders are the sole makers of making rules and responsibility and are also the sole decision makers. Here, the employee feel left out and ignored that affects their work to a large extent. Moreover, Kugler and Bornstein (2013) also had a view that in participative leadership, the employees make the decisions along with the leaders. This enhances the employees motivation and inspiration that helps the employees to get encouraged by providing feedback, ideas and suggestions. Apart from this, Lotfizadeh et al. (2014) also commented that in Laissez-faire leadership, the leaders have a full confidence on the team members and employees and hardly that offer any kind of guidance to them. This also increases the moral of the employees and that helps in increase in responsibility of the employees for carrying out their activities properly. Comparing leadership within Mercury Print with Democratic leadership and effectiveness of the best Though Mercury Print is operating for a long time in the market, still it follows autocratic style of leadership where Mr. S. Siddall has operated this industry with autocratic leadership. According to Robbins (2001) this gives a distinctive problem among the employees since they are not involved in making decisions. The employees had to do according to the orders of the higher authority that also do not allow the flow of ideas and opinions within the organization. But on the other hand, Wells et al. (2013) commented on the contrary that in Democratic Leadership, the leaders have a good effectiveness and efficiency since they allow the employees in active participation in decision making. This leadership style is much more effective since this helps in free flow of ideas as well as also motivates and inspires the employees in working together. They feel important as they contribute their ideas and their ideas bring colors to the organization. 2.2 Organizational theory underpinning the management practice From the opinion of Foxall (2010) the organizational theories underpin the practices of management. Organizational theories explain the practices that influence the performance of the organization as well as improve the performance of the employees. The culture and structure of the organization are also mentioned in the organizational theories that help in understanding the management practices. This also helps in order to achieve effectiveness and success. In addition to this, Mawhinney (2011) had a view that management practices are the practical implementation of the theories that help in depth understanding of the working culture as well as structure of the organization. This also shows that the employees are influenced and motivated by the practical implementation of the organization theories that help in proper and methodical approach in achievement of the goals, 2.3 Evaluation of management approaches of Mercury Print and Duncan Print From the opinion of Robbins (2001) the management practices of Mercury Print and Duncan Print are different. Mercury Print has an operational approach that is a traditional approach that are quiet flexible as well as practical. In this approach, the functions of the managers remains constant that follows the core principles of the management as well as has a good framework of the management. On the other hand, according to Zhong and House (2012) Duncan Print follows Human Behavior Approach that helps the management in effective understanding of the interpersonal approach as well as approach of the group behavior. In this approach, management understands the human relation along with puts emphasis on the psychology as well as sociology. Whillans and Dunn (2015) also commented that this approach also motivates the employees and through proper leadership and also encourages participative management. This approach also helps in free flow of information and gives an immense importance to the employees and about their well being. 3.1 Impact of leadership styles in organizations and comparing it with Mr. S. Siddalls leadership approach Previously, according to Mochon and Frederick (2013) Mercury Prints have thought of changing the leadership style from autocratic style to Participative Style. In order to compete with this competitive world and to retain the employees, it is because for each of the organization to bring a positive change within the organization. Bottom And Kong (2010) also commented that the positive leadership will surely bring colors to the organization as well as will bring motivation among the employees. This will also help in flow of new ideas in the organization that will make the employees feel important to actively participate in the decision making process of the organization. On the other hand, Fatima (2015) also had an opinion that the other leadership styles such as autocratic leadership, where the leaders are both comfortable as well as confident about their decisions and doesnt allow the employees to enter into the decision matters. Mr. Siddall used autocratic leadership were the employees were not allowed to enter into the decision making process. Foxall (2010) commented on the fact that this approach has a low retention of the employees since the employees feel unwanted and unimportant as they dont take active participation in the decision making process. 3.2 Comparing motivational theories applicable in modern workplace Motivational theories have applicability in the organization and are still essential for the managers in order to motivate the employees. This is because; according to the opinion of Lind and van den Bos (2013) the different motivational theories help in understanding the human psychology along with the organizational culture and the employee thoughts. The motivational theories were so made on the basis of the human needs, requirements and wants. Pfeffer and DeVoe (2012) commented on the very fact that the motivational theories helps in fulfilling the lacking of knowledge of the managers regarding their employees. As per example, through Maslows motivational theory the mangers have knowledge regarding the understanding of the physiological needs, safety needs, love needs, esteem as well as self actualization needs. Lotfizadeh et al. (2014) also had a view that on fulfillment of these needs helps the mangers in understanding the thoughts of the employees. The mangers try their level b est in fulfilling their needs along with the fulfillment of the organizations needs and requirements. Moreover, motivational theories Ludwig and Frazier (2012) had commented that it also help the managers in understanding the needs of the employees and also the sentiments that needs to be understood for motivating them. This increases the trust, loyalty, enriches the performance, as well as helps in fulfillment of the expectations. So, it can be said that motivational theories still finds its applicability in todays competitive workplace environment. Moreover, according to Ludwig (2012) the Herzbergs Two-Factor Theory the managers need to keep in mind the two basic things- the personal growth and satisfaction based on motivator factors and avoid the unpleasantness that also need to be satisfied by environmental factors. 3.3 Evaluation of motivational theories managers need to adopt The motivational theories that the managers have adopted help in increasing productivity as well as in achieving the high outputs. Through these motivational theories, Robbins (2001) commented that the managers energies, controls as well as maintains the behavior of the employees. This pumps motivation in the workplace that also helps in reaching the goals of the organization. In addition to this, Proudfoot and Kay (2014) also had a view that this also helps in keeping a balance between performances of both the individual and organization. An in-depth evaluation of the motivational theories also helps in understanding of the employee psychology. Moreover, according to Fatima (2015) this also helps in sustainability of the employees that also helps in meeting of the objectives for making the employees happy and satisfied in their work. In order to make the performance of the employees efficient and effective, motivational theories need to be adopted by the managers. 4.1 Nature of groups and identification of groups within Mercury Print and their behavior According to Foxall (2010) the groups are essential within an organization in order to complete the work most effectively and efficiently. In order to distribute the work among the organization so that the employees specialized in the working in groups that can form homogenous groups and assist each other for the completion of the work. In addition to this, DeNisi (2011) also commented on the fact that groups also helps in influencing the plans, decision making process, policies as well as problem solving capabilities within the organization. An efficient group always has the capability and capacity to maintain the communication with each other in the effective carrying out of the work. According to Wine et al. (2014) there are 3types of group- formal as well as informal groups. In formal group, the employees are created consciously in order to serve the objective of the organization. This is sub-divided into 2 types- command group and task group. Pfeffer and DeVoe (2012) had an opinion that the informal groups are so created due to interpersonal relationship and specific interests. This informal group arises due to interest groups and friendship groups. 4.2 Discussing factors for promoting the development of team and teamwork within an organization There are the different factors that help in promotion of the development of the team as well as teamwork within the organization. According to Proudfoot and Kay (2014) the effective teams and teamwork helps in raising awareness and innovation along with creativity within the organizations. Effective, open as well as clear communication also helps in building up the team effectively and efficiently thereby making the work more systematically and methodically. In addition to this, Fatima (2015) also commented that good leadership also promotes the development of the team as well as the team work. In addition to this, the development of the team also helps in understanding the adjustment, consistency as well as importance of the levels of energy. Apart from this, Mochon and Frederick (2013) also commented that the teamwork and teams shares the knowledge through sharing as well as experiences. This lowers the chances of making fault to a great extent and makes the work smoothly done. Th is also co-ordinates and integrate the employees together for the execution of a successful teamwork performance. 4.3 Impact of technology on the new team if the company is expanded in Europe In this tech savvy world, according to Lind and van den Bos (2013) the organizations need to implement new technology in the organization for competing with its competitors. In order to globally expand the company needs to implement new technologies within the organization. This helps in completion of the work easily and methodically. Moreover, it is also to be noted that implementation of modern technology helps in completion of the work methodically and strategically thereby fulfilling the company goals and also employee satisfaction. In addition to this, Goldman and Cropanzano (2014) also commented on the important fact that in order to expand the industry in Europe, Mercury Prints need to implement new technology in order to have the full control of the organization. Through the new technology, this company will also be able to handle and maintain its operation although Europe from its headquartering at Leeds. In addition to this, Wells et al. (2013) also had a view regarding the implementation of modern technology is that with its implementation, the services provided to the customers will be at ease and methodical. This will satisfy the customers to a great extent which in return will provide the company a good reputation and higher revenue. Moreover, modern technology will also make the work more easy and fast and the delivery of the work will increase. Schermerhorn et al. (2000) commented that more the productivity will be increased; the more Mercury Prints will be collecting revenues. In order to fulfill the productivity of the organization all through Europe, new technology is essential within that organization. Conclusion This assignment deals with the structure as well as culture along with the performance of the organization. The influence of the individuals performance is also discussed that affects the impact on the performance of the company. In addition to this, effectiveness of the different leadership styles is also discussed along with its effectiveness. The management approaches of both the companies that are Mercury Prints and Duncan Prints are also discussed. Leadership and motivational theories related to the topic are also discussed along with its importance. The motivational theories are essential for the managers as because it helps in higher productivity as well as satisfaction of the job. Moreover, the different kinds of groups such as formal and informal groups are also explained. Apart from this, the impact of the technology is also discussed that will help the company in expanding successfully in Europe. References Avery, D., McKay, P., Volpone, S. and Malka, A. (2015). Are companies beholden to bias? The impact of leader race on consumer purchasing behavior. Organizational Behavior and Human Decision Processes. Bottom, W. And Kong, D. (2010). Normative Models for Strategic Decision Making in Industrial-Organizational Psychology and Organizational Behavior. Industrial and Organizational Psychology, 3(4), pp.417-420. DeNisi, A. (2011). Managing Performance to Change Behavior. Journal of Organizational Behavior Management, 31(4), pp.262-276. Fatima, A. (2015). Impact of Organizational Silence on Organizational Citizenship Behavior: Moderating Role of Procedural Justice. JOEBM, 3(9). Fox, E. and VanStelle, S. (2010). The Impact of Skinner's Verbal Behavior on Organizational Behavior Management. Journal of Organizational Behavior Management, 30(1), pp.70-81. Foxall, G. (2010). Invitation to Consumer Behavior Analysis. Journal of Organizational Behavior Management, 30(2), pp.92-109. Goldman, B. and Cropanzano, R. (2014). Justice  and fairness  are not the same thing. J. Organiz. Behav., 36(2), pp.313-318. Johnson, C. and Beehr, T. (2011). Industrial and Organizational Psychology Encounters Organizational Behavior Management: Would You Care to Dance?. Journal of Organizational Behavior Management, 31(4), pp.217-220. Johnson, D., Casella, S., McGee, H. and Lee, S. (2014). The Use and Validation of Preintervention Diagnostic Tools in Organizational Behavior Management. Journal of Organizational Behavior Management, 34(2), pp.104-121. Kugler, T. and Bornstein, G. (2013). Social dilemmas between individuals and groups. Organizational Behavior and Human Decision Processes, 120(2), pp.191-205. Lind, E. and van den Bos, K. (2013). Freeing organizational behavior from inhibitory constraints. Research in Organizational Behavior, 33, pp.79-95. Lotfizadeh, A., Edwards, T. and Poling, A. (2014). Motivating Operations in the Journal of Organizational Behavior Management: Review and Discussion of Relevant Articles. Journal of Organizational Behavior Management, 34(2), pp.69-103. Ludwig, T. (2012). Ramona Houmanfar to Be Next Editor of the Journal of Organizational Behavior Management. Journal of Organizational Behavior Management, 32(4), pp.271-273. Ludwig, T. and Frazier, C. (2012). Employee Engagement and Organizational Behavior Management. Journal of Organizational Behavior Management, 32(1), pp.75-82. Mawhinney, T. (2011). Job Satisfaction: I/O Psychology and Organizational Behavior Management Perspectives. Journal of Organizational Behavior Management, 31(4), pp.288-315. McShane, S. and Von Glinow, M. (2000). Organizational behavior. Boston: Irwin/McGraw-Hill. Mochon, D. and Frederick, S. (2013). Anchoring in sequential judgments. Organizational Behavior and Human Decision Processes, 122(1), pp.69-79. Ng, T. (2015). The incremental validity of organizational commitment, organizational trust, and organizational identification. Journal of Vocational Behavior. Pfeffer, J. and DeVoe, S. (2012). The economic evaluation of time: Organizational causes and individual consequences. Research in Organizational Behavior, 32, pp.47-62. Proudfoot, D. and Kay, A. (2014). System justification in organizational contexts: How a Motivated preference for the status quo can affect organizational attitudes and behaviors. Research in Organizational Behavior, 34, pp.173-187. Robbins, S. (2001). Organizational behavior. Upper Saddle River, N.J.: Prentice Hall. Robbins, S. and Judge, T. (2007). Organizational behavior. Upper Saddle River, N.J.: Pearson/Prentice Hall. Schermerhorn, J., Osborn, R. and Hunt, J. (2000). Organizational behavior. New York: Wiley. Wells, J., Reimer, D. and Houmanfar, R. (2013). Money and Journal of Organizational Behavior Management Interventions: A Review. Journal of Organizational Behavior Management, 33(4), pp.276-298. Whillans, A. and Dunn, E. (2015). Thinking about time as money decreases environmental behavior. Organizational Behavior and Human Decision Processes, 127, pp.44-52. Wine, B., Reis, M. and Hantula, D. (2014). An Evaluation of Stimulus Preference Assessment Methodology in Organizational Behavior Management. Journal of Organizational Behavior Management, 34(1), pp.7-15. Zhong, C. and House, J. (2012). Hawthorne revisited: Organizational implications of the physical work environment. Research in Organizational Behavior, 32, pp.3-22.

Youth Groups As A Discourse Community Essay Example For Students

Youth Groups As A Discourse Community Essay Youth Groups as a discourse community The only people who go to youth groups are the perfect kids who never do anything wrong, go to church every week, talk about God and about what is going on in their lives. This was my speculation before attending Pinion Hills Community Church in Farmington, New Mexico. Many people believe this to be a stereotype but my guess is that it is anything but the truth. Pinion Hills is a non-denominational church with a youth group that takes place on Saturdays at five thirty in the afternoon and then again on Sundays at nine thirty in the morning. I chose to attend the Saturday youth group with my roommate who has attended the youth group for a little over a year now. Christianity began over 2000 years ago with Jesus Christ and his disciples. We will write a custom essay on Youth Groups As A Discourse Community specifically for you for only $16.38 $13.9/page Order now Jesus would travel around the village’s preaching religion and teaching people the will of God. Jesus would eventually die for the sins of man but three days later he would be resurrected and give hope to the world. Jesus became known as the Messiah for the Christian religion as well as the teacher of God. People today continue to tell his stories and worship him still to this day. There are various ways that people come together to worship and praise God. One way would be the getting together of youth groups since it allows the youth to learn about God in a more modern and fun way. METHODS There are many different ways that I went about collecting my information and data on youth groups. Interviews†¦

An Exploratory study of corrupt practices within the procurement process of the Indian Construction Industry The WritePass Journal

An Exploratory study of corrupt practices within the procurement process of the Indian Construction Industry Introduction An Exploratory study of corrupt practices within the procurement process of the Indian Construction Industry IntroductionDeveloping Economies:Developing economy in Indian construction:India’s construction industries:Construction Culture:Construction culture in U.K and India:Construction Procurement:Corruption in Indian construction:Corruption in U.K construction:Action Taken On corruptionType of UK corruption in the provision and management of financing for the project:Summary Relation between client and contractors:Comparison between two countries in Procurement process:Procurement problem in Sub contractors and Labours:Procurement problems in Material Issues to client:Material Procurement process:Sub contractor and labour:ConclusionReferenceBibliographyRelated Introduction Risk management is recognized as an integral part of good management practices. To be most effective and sensitive risk management should become part of an organizations culture. It should be integrated into the organizations philosophy, practices and business plans rather than be viewed or practiced as separate functions. As it is achieved, in organization risk management becomes the business for everyone .This research gives an idea of the procurement risk within Indian construction industry; this will also demonstrate the culture of construction industry, economic development of country due to construction, by this it also shows bad practice in construction and Action taken on it, Procurement in construction industry (CIDB document, 2004) Procurement  is the acquisition of appropriate goods and services at the best possible  total cost of ownership  to meet the needs of the purchaser in terms of quality and quantity, time, investment and location. in the construction projects are carried out with internal resources, i.e where no work is outsourced, only the organisation requiring the project, for practical purposes, it is at risk. However, where construction projects are implemented by contractor, a number of parties can be at risk. (Best practice guide, 2004). The developing countries should develop and apply appropriate procurement systems which suit their culture and business management traditions. Research should be undertaken on a set of criteria for contractor selection including price, which is suitable for the context of each developing country. Given the nature of the culture of most developing countries, where trust and goodwill are valued, partnering appears to have scope in these countries, as business relationships in the construction industries are, as yet, less adversarial than in the industrialised countries. Developing Economies: Corporate development is a key issue in developing countries, and the availability of suitable work opportunities is important. Local construction firms should be enabled to participate in as wide a range of the projects undertaken in their home markets as possible. Innovative schemes will be necessary, and involving the potential beneficiaries in the design of the programmes would help for country economy. Developing countries adopt different approaches hereare few of them have agencies dedicated to this task such as the National Construction Council of Tanzania (formed in 1982); Building and Construction Authority, Singapore (set up in 1984); Construction Industry Development Board, Malaysia (established in 1994) and Construction Industry Development Board, South Africa (set up in 2002). Some of these organisations have made progress but t, as yet, small number shows that developing countries are not convinced that they are beneficial. (Gorge Ofori no date) Developing economy in Indian construction: India is currently the second fastest-growing economy in the World. The Indian construction industry has been playing a vital role in overall economic development of the country, growing at over 20% Compound Annual Growth Rate over the past 5 years and contributing 8% to GDP (By  NewsDesk 2010). some new technologies entering the market everyday in Indian constructions and in keeping with international trends, construction design has become a basic part and parcel of the design concept and identity of a building, whether commercial, residential or industrial constructions. It is critical to keep with the latest trends and technologies for the basic safety and security of a building. (By  NewsDesk 2010) India is one of the most developing construction economies and  is the  eleventh largest  economy in the world by nominal and the  fourth largest  by  purchasing power parity  (PPP) (Ist Agencies, 2010).  Following strong economic reforms from the socialist inspired  economy  of a post-independence Indian nation, the country began to develop a fast-paced  economic growth, as  free market  principles were initiated in 1990 for international competition and foreign investment. Hhigher productivity leads to improved economic outcomes (for example, higher income, more choices to the consumers, better quality products, etc.), Lall (2001) says that the appropriate strategy for any country depends not only on its objective economic situation but also on its government policies and national views regarding the appropriate role of the state. (Economic development in India) India’s construction industries: India is the fourth largest economy, with a GDP of US$1,242.8 billion in 2008 between 2000 and 2008 in construction, Indias GDP growth rate doubled from 5.7% in 2000 to 9.3% in 2007. The construction industrial sector has predominately fuelled this growth. During 2000-07, contributions by the industrial sector to Indias total value-added increased from 26.2% in 2000 to 29.4% in 2007. According to IHS Global Insight, Indias GDP is expected to continue along a robust growth path, albeit slower than growth witnessed in recent years. Between 2008 and 2012, Indias real GDP growth will range between 6.5% and 8.2%. During the same period, Indias nominal GDP growth will range from 9.3% in 2008 to 13.5% in 2012, with a negative growth rate of 1.7% in 2009.(his Global,2009) Construction Culture: The word ‘culture’ has many meanings, which have changed over the past two generations (Barthorpe,s, 1999). Kroeber and Kluckhohn (1952), American anthropologists, presented 160 different definitions of culture. Bodley (1994) culled a simple version that stated that culture involves what people think, what they do, and what they produce. Culture has several properties: it is social heritage or tradition; it is shared, learned human behaviour; and it is symbolic and based on shared, assigned meanings of the members of a group. (Putti and Chia 1990) considered culture as a set of values, beliefs, norms, attitudes and habits of people, pointing out that a society’s beliefs and values have an impact on the way business is conducted in that society. Hildebrandt et al. (1991) suggested that the implementation of an organization’s culture is influenced by: nature of environment, type of company, and special character of company and employees. Construction culture in U.K and India: It can be said that, Indian construction culture is different from the British in by certain ways like attitudes towards quality, price, consistency, branding, and other costs of stress and time. This will ultimately have an effect on consumption behaviour and, therefore, it is vital to understand ‘‘value orientations’’ which will help us to better understand the psyche of people. Issues relating to community support in its various guises (Bonacich, 1973, 1987; Aldrich et al., 1989; Waldinger, 1989) as well as issues relating to the historical perspective of Asian-owned firms operating a ‘‘harmonious, family-orientated practice’’ (Werbner, 1984) will all affect consumption behaviour too. From a managerial viewpoint, the priority of collaborators in cultures where ‘‘time is money’’ will be to optimise time, which is seen as a scarce economic resource in western cultures, a lot of time is actually spent waiting, whereas for the Indian cultures, there is often neither expectation nor despair; people do not get impatient because they are not nervously dependent on an uncertain future time. They do not ‘‘wait’’ because, unconsciously or not, they are not eliminating the present. Indians look at time as something to experience, logical to suppose that saving time would be less important to Indians than as compare to other countries. Construction Procurement: The project procurement and administrative arrangements currently in use in developing countries have been inherited from Western countries which have different history, culture, collective experience and breadth of construction expertise. These arrangements determine the documentation, procedures and practices in the industry, and specify the roles of the participants and the relationships amongst them. Traditional design and construction services can foster adversarial relationships between the clients, designers, and contractors, can restrict innovation, resulting high cost and time extended. Traditional systems may therefore not necessarily provide the best value to all project types, as deteriorating infrastructure and increasing population and have created tremendous pressures to move critical projects quickly through the planning stage and into design and construction, without a commensurate increase in available funding. External pressures are the basic requirement to include quality concepts in all phases of the highway program. Thus, there is a continuing need for the Department to review and evaluate procurement and contracting procedures that promote improved efficiency and quality of construction. Procurement procedures are used to evaluate and select designers, contractors, and various consultants. Evaluation and selection can be based solely on price, solely on technical qualifications, or on a combination of price, technical qualifications, time, and other factors. (Innovative procurement practices). Bad practice of construction (Corruption/ Transparency) Corruption on construction projects is a complicated problem. It may occur in the form of bribery, extortion, fraud or collusion. It can take place during any phase of a project, including project identification, planning, financing, design, tender, execution, operation and maintenance. In each project phase, corruption may involve any one or more of the government, project owner, funders, consultants, contractors, subcontractors, suppliers, joint venture partners, and agents. Furthermore, corruption is concealed and those aware of it are either complicit in it or reluctant to report it. This makes it more difficult to detect (Giacc, 2008) Corruption in Indian construction: In India found that more than 50% of the people had firsthand experience of paying bribe or peddling influence to get a job done in a public office. Transparency International estimates that in another industry it was found that their annually pay was US$5 billion in bribes.  For 2010, India was ranked 87th  of 178th  countries in Transparency Internationals  Corruption Perceptions Index, which was a huge setback from the preceding year (Jo Johnson, May, 2007) Type of corruptions within Indian construction: Political, Bureaucracy, Land and Property Tendering Process and awarding contracts Transport Income Tax Even police, judiciary and Religious Institution  ·Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Preferential award of public resources For purpose of this study, this discussion will focus upon more pertinent issues in Indian construction industry are: Land and property: Officials often steal state property. In  Bihar, more than 80% of the subsidized food aid to poor is stolen. In cities and villages throughout India,  Mafia Raj  consisting of municipal and other government officials, elected politicians, judicial officers, real estate developers and law enforcement officials, acquire, develop and sell land in illegal ways. (Economic development, 2008) In India, since in most of the land settlement has not been undertaken since the departure of the British. Land records are in a pathetic state, and so are very easy to manipulate. In major cities like Delhi and Mumbai it is believed that typically 60% of the payment for high-end properties is made in cash under the table. (Corruption trips India’s rise, 2010) Tendering process and awarding contracts:   Government officials having discretionary powers in awarding contracts engage in preferential treatment for selected bidders, display negligence in quality control process. Many state-funded construction activities in India, such as road building, are dominated by construction mafias, which are groupings of corrupt public works officials, materials suppliers, politicians and construction contractors.  Shoddy construction and material substitution (e.g. mixing sand in  cement  while submitting expenses for cement) result in roads and highways being dangerous, and sometimes simply washed away when Indias heavy  monsoon  season arrives (The Wall Street Journal, 2008)    Corruption in U.K construction: Corruption within the UK construction industry is an issue that is the subject of perception and rumour rather than of facts. Apart from periodic instances of exposure and action, it is a subject discussed as conjecture rather than knowledge. This survey has attempted to look at the issue from the point of view of those who work within the industry in order to gain a better perspective on the issues they face. (Ciob Survey,2006) It would seem from the results that while corruption is present to some degree in many areas of the construction industry, there is some disagreement of where networking and the development of harmonious working relationships stop, and corruption starts. It is clear that those who responded are aware of the issues, but there are clear indications of degrees of tolerance to some practices that some would regard as corrupt. The results also showed that the vast majority of respondents feel strongly that more should be done to address this issue. CORRUPTION IN CONSTRUCTION INDUSTRY: THE PROBLEM. â€Å"The impact of corruption goes far beyond the specific misbehaviour of the actors involved. It is repercussion sweep across the entire population. A one million euro bribe can rapidly amount to one hundred million euro loss in a poor country – through de-railed development plans and incoherent investment decisions. Unfinished roads, crumbling schools and crippled health systems are but a few serious examples which illustrate the impact of this phenomenon† (James Lewis, 2008) FORMS OF CORRUPTION Corruption in construction industry can take place in many forms, the common ones being bribery, exhortation, fraud and collusion as well as other persons, who were complicit in the offence, may be guilty of bribery. A bribe may be a cash payment, or it may be a non-cash advantage (such as the promise of a future contract, or a holiday). It can be institutional or personal. Institutional bribery refers to a situation where a bribe may be paid or received with the full approval of the organisation which is the employer of the individual paying or receiving the bribe. This may occur, for example, where a contracting company authorises its commercial director to pay a bribe to win a tender This may occur, for example, where a government officer receives a bribe to award a contract, where the government department in question would not approve the bribe. A contractor may pay a bribe to the project owner’s representative to have defective or non-existent work approved. (James Lewis, 2008) If the parties are in dispute in relation to the construction of the project, one party may bribe a witness, expert, arbitrator or judge in order to give false evidence, or to give a favourable opinion or verdict. Fraud usually involves one person (or group of persons) deceiving another person in order to gain some financial or other advantage. In the context of a construction project, fraud offences may include: concealment of defects dishonestly levying liquidated damages dishonestly withholding payment dishonestly exaggerating the quantum of a claim fabricating or falsifying evidence to support claims (James Lewis, 2008) Parties may be liable for the offence of fraud, For example, a contractor may be liable for fraud if it submits a claim for additional payment which it suspects is inflated but fails to take reasonable steps to determine that the claim is accurate. A bribe paid to win a project will normally be concealed by some fraudulent act with the aim that the project appears from the outside to have been won on a genuine arms-length basis. (James Lewis, 2008) However, many acts of fraud may need an act of bribery in order to complete the fraud. For example, a contractor may submit a false claim to a project owner (which is fraud) and May then bribe the certifier to approve the claim (which is bribery). Extortion is a form of blackmail where one party makes threats against another party of adverse consequences unless demands, usually for payment, are met by the other party. Such blackmail may constitute, for example, refusal to provide customs clearance for equipment or materials, or refusal to make payments or issue certificates that are due. Sometimes such threats may involve threats of physical harm. Collusion occurs where two or more parties co-operate to defraud or deceive another party. This is a type of fraud and is often described as a â€Å"cartel†, â€Å"anti-trust† or â€Å"anti-competitive† offence. This form of collusion is often referred to as â€Å"bid rigging In some cases, the corrupt practice may be a voluntary act undertaken by the relevant party with the deliberate intention of gaining a competitive advantage or obtaining additional unjustified compensation. (James Lewis, 2008) However, in other cases, the practice may be undertaken so as to â€Å"level the playing field†. For example, a contractor may feel compelled to offer a bribe during tendering if it believes that its competitors will be offering a bribe. A contractor may feel that it is necessary to inflate a claim artificially if it believes that the project owner will automatically and unjustifiably reduce the contractor’s claim or raise artificial counter-claims against the contractor. (James Lewis, 2008) In some circumstances, a bribe may be extorted from the payer. For example, a contractor may be informed that if it does not pay a bribe, it will not receive a payment to which it is entitled. Corruption in the public sector usually involves bribery or fraud being perpetrated against a government body Contract prices fraudulently inflated. Where a contract is corruptly awarded, it is often the case that the contract price is significantly inflated, not just to cover the cost of the bribe, but also to maximise profit for the contractor. Where the contractor is assured of success in winning the contract, it will have considerable freedom to demand a high contract price. Contracts awarded and claims approved in the hope of future or indirect gain. In developed countries, the corrupt awarding of contracts and corrupt approval of fraudulent claims may take a more insidious form. Large bribes may not necessarily change hands directly. (James Lewis, 2008) In simple terms, corruption in the public sector is stealing from the taxpayer. Money is stolen which could be spent on hospitals, schools, roads, and other vitally important infrastructure. This loss will be felt most severely in poorer countries. It will nevertheless also be felt in developed countries where large sums may be lost through more subtle forms of corruption. It may result in an increase in the financing, capital, operating and maintenance costs of projects. This in turn may result in increased property or utility prices, or increased charges that are required for use of certain facilities such as toll roads or bridges. It may also result in dangerously defective works. It is unlikely that there will be significant corruption in the private sector without such corruption spreading to the public sector. The risks of corruption in public contracting can be more easily understood in relation to each stage of a contracting process what to buy/sell/do and description of goods and services. These are the technical requirements. Contract award ending with a decision to select the winning bidder; and Contract implementation and supervision, It is generally believed that the risk of corruption is especially high during the evaluation phase of a contracting process, Underperformance, contract renegotiation; change orders, over-billing, and non compliance are just some of the forms of abuse.    Action Taken On corruption From this research is a lack of clear definition of corruption and corrupt practices, the results is apparent that the respondents felt that corruption certainly did exist in the UK and India but to what extent was not clear still. The client should knock them down. The client is knocking down the hours as they are aware that exaggeration is common therefore the situation becomes self-fulfilling and self-perpetuating. A similar situation appears to be occurring with inflated invoicing or claims for extra costs. On the flip side of this, clients may be finding spurious reasons to withhold payment from the contractor. Type of UK corruption in the provision and management of financing for the project: Bribes paid or fraud perpetrated by the funder’s representative for the benefit of the funder; Bribes paid or fraud perpetrated by the funder’s representative for his own personal benefit; Bribes paid or fraud perpetrated by the project owner’s representative for the benefit of the project owner; Bribes paid or fraud perpetrated by the project owner’s representative for his own personal benefit; Bribes extorted or fraud perpetrated by a government official for the benefit of the official.( TI-ACF.REPORT, 2006) Anti-corruption actions should deal with all types of construction corruption referred to in paragraph above, both by implementing appropriate anti-corruption systems within the funders organisation, and by that suitable anti-corruption controls are imposed at project level. Anti-corruption actions may be modified according to the extent of the commercial risk and the type of financing being provided by the funder. The provision of aid, or a material amount of equity or lending will inevitably give a funder greater control over the implementation of project anti-corruption mechanisms than, for example, the provision of insurance. low risk contracts or projects would require a lower level of preventive action than large or high risk contracts or projects. However, it should be remembered that while commercial risk may be reduced according to the size of the contract or project, the criminal risk will remain the same. PROCRUTMENT PROCESS India is rapidly ramping up its capital spending, the efficiency of which will be determined by the Government able to manage infrastructure spending effectively. Unfortunately civil works, worldwide have the tendency to create strong differences in opinion between even the best intentioned parties, which can quickly degenerate into acrimonious disputes and become difficult to resolve. The ability, therefore, to resolve contract disputes quickly and effectively is the difference between a project that is completed on time and a failed capital investment that is completed only after many years of delay. The DRB process is recognized globally as a best practice for dispute resolution as a cost-effective mechanism to help the parties head off problems before they escalate into major disputes resulting in arbitration or litigation22. Since 1994 DRBs have been required on all World Bank23-funded civil contracts above US$50 million and in 2004 the Multilateral Development Banks (MDBs) 24 jointly agreed to the publishing of harmonized procurement documents that included the requirement for DRBs. DRB recommendations often have little effect, since the vast majority is rejected. 79% of DRB recommendations are rejected – 44% are rejected by the Employer and 35% by the Contractor. (IRCI, 2008) The rejection of DRB recommendations has serious negative consequences for the efficiency of public spending. There is a clear difference in the time it takes to complete a project in cases where DRB recommendations are rejected, as compared to those where recommendations are accepted. Contract dispute resolution processes that happen after the rejection of a DRB recommendation are very lengthy and costly. Finally a high-level meeting with GOI is proposed to summarize the findings of the workshops and to provide recommendations for improving the effectiveness of DRBs in India. GDLN/NICNET could then be utilized to provide training for potential employers, contractors and DRB members to share the principles of DRBs; the contractual and legal implications; and how the members of DRBs are appointed with a concentration on the â€Å"how† of making DRBs work with actual examples of problems and obstacles that have to be overcome. (IRCI, 2008) The objective of these case studies is to identify other countries that have experienced rapid road development and to examine how they strengthened the capacity of their road construction industry to meet the demand of their roads program. The purpose of these case studies is to identify what measures were taken by other governments and industry, to improve the construction industry capacity. Since the 1990s China has enjoyed a rapid increase in the rate of road construction and has become one of the fastest countries to build its road network27. At the core has been the National Trunk Highway System (NTHS), designed to connect all the major cities and provincial capitals with populations greater than 500,000 through the construction of twelve major highways. This has now been expanded by the â€Å"7- 9-18 Highway Network† which is intended to link all cities with populations above 200,000 to those connected by the NTHS. According to the UN Economics and Social Commission for Asia and the Pacific28, road construction investment in China has been steadily increasing from US$25 billion in 2001 to US$68 billion in 2005 (.(IRCI, 2008) Malaysia decided in 1977 to build a toll expressway from north to south of the peninsular to link all the main towns. To facilitate this construction the Malaysia Highway Authority was established in October 198029 with the objectives to (a) provide a fast, safe and efficient means of road transport for the entire country; (b) link all existing major townships and potential areas of development; (c) enable an effective interurban public road transportation to be provided throughout the country and (d) train personnel and further develop expertise on all facets of road construction, operation and maintenance. Most of the highways are toll operated. The highway program in Korea is governed by the National Transport Network Plan (NTNP), which has guided road development over the last 40 years from 313 km of major highways in 1960 to 2,778 km in 2003 (an almost 800% expansion) and from 27,169 km of general roads in 1960 to 94,473 km in 2003 (250% increase)31. According to the NTNP betwee n 2000 and 2019, 3,753 km of additional highways are to be built, increasing the length of highways by three times the length that existed in 1997, together with increasing fourlane highways from the 24% in 1997 to 50% in 201032. Korea has also developed a way for private investors to profit from 2,844 km of its toll roads by the development of the Korean Road Infrastructure Fund, which is traded on the Korean Stock Exchange (IRCI, 2008) China has seen remarkably fast changes in its transition from a command economy to a competitive market economy and in the strengthening of its construction industry. Only in 1983 did China classify the construction companies as a service industry. China has reformed its procurement process and now more than 90% of urban and industrial projects are awarded based on competitive or selective bidding (IRCI, 2008) Malaysia provides an example of a country developing its road program through the construction of toll roads. It learned lessons, which included the reality of restrictive public funds limiting its ability to expand the road network and leading to cancellation of projects. This prompted the opening up to the private industry with BOT arrangements (IRCI, 2008) Korea provides a good example of rapid expansion using the private industry and public/private partnerships (PPP). Most of the road network consists of PFI projects, which has demonstrated the strengths and weaknesses of BOT-type development. To understand the structure of the road construction industry it is useful to review the dramatic institutional changes that have occurred in China over the last 30 years. (IRCI, 2008) Prior to 1976 during the leadership of Mao Zedong business enterprises and communes, including construction organizations, were all directly controlled by central or provincial government. In many rural areas the agricultural communes actually replaced local government and provided the basic services, such as health care, education, welfare for the elderly and granted permission to couples to have their one child. This was the time of the â€Å"iron rice bowl†, when enterprise workers were guaranteed life-long employment and security despite enterprise redu ndant overstaffing and lack of finances to provide adequate services (IRCI, 2008). As a simple activity to assemble material for Construction was viewed; plant and other items made by the other sectors of the economy to create building or civil engineering works and were considered to have no significant added value to the total social product. Most of the central ministries formed their own construction companies to implement their own specific capital projects. Summary This report gives information about process and types of construction in Indian and in UK, and also construction plays main role for economic development in both countries, and it has some negative parts such as Corruption/ Transparency in both countries, and also this report is prepared by Transparency International (UK) and the Indian construction on commission for the UK and Indian Government Department for International Development (DFID). It has been endorsed by the UK Anti- Corruption Forum which is an alliance between UK business associations, professional institutions and organisations with interests in the domestic and international infrastructure, construction and engineering sectors. Research Methodology Primary data collection will be through semi structured telephone interviews of selected sample Exploratory research of Qualitative Data Procurement play very important role in Construction Industry whether it is small scale or big scale construction industry. In this chapter will discuss the rationale behind the choice of the data collection that was used in this research. As previously stated the main aim of the dissertation is to discover corrupt practices within the procurement process in the Indian Construction Industry. The research plans to comparison between the India and U.K construction industry and investigate any associated corruption within them. As we have found less information on this topic, we need to talk with some of the experience people of this field. In this telephones interview we have to discover as much as possible information about the topic. The sequence of the questioning is in order to built up the rapport with in the respondent and the explore As interviews are taken of the Engineers, Client and Contractors, and in that the result we got is India and UK construction process is very much similar and the business culture of different from the Indian in some ways such as high technology used in construction in UK, Employees and main is Currency due to that all the process changes, as the Currency of UK pound is high as compare to the INDIAN Rupees, It make lot of difference by standard of living, thinking and mostly on construction project by using Advance Machineries on site. As we all know the India is one of the developing countries and UK is developed, it make lot of change in everything, and the technique of construction used in the Indian construction is the followed from UK, as an example ISO code is used for construction all the safety and construction work is the same. Just different is in labours in India most of the construction project is completed by using Labours and less machinery, and in UK all the construction work is done by machineries, for an example in India till today in small project concrete is mixed by labour on site with site mixture. These days in India in big scale construction industry we found all the heavy machineries and less labour are used; all the process is the same like UK. The question which was asked to all of them was related to construction industry and all were in general. First question I asked them all was How do you think Indian and UK construction process compare? Most of them said they don’t know much about UK construction process but they just know few main key points as are: Both the countries follows the same construction process We follow the British rules of construction like ISO code and many more Mainly in the UK construction work done by high technique and accurate machineries and in the India small or big scale industry mainly work done by labours. As the labours are cheap and easy to get that’s why most of the Indian construction labour oriented work is done. Relation between client and contractors: As the both countries follows the same construction method. In both countries the relationship between the client and contractor is the same while the construction is in process, they have to maintain their relationship in good, as the interviewers said in some of the firm relation between the client don’t take place client hire the third party (consultancy) to look after the construction work as the client don’t have construction profession/ knowledge, consultancy look for the clients expectations and requirements and complete the requirement from the contractor. As the client hire the consultancy the time take for any decision is much longer than direct conversation, client goes with safe and quality work. Comparison between two countries in Procurement process: As the interviewer said they don’t have idea about UK construction process but they said they can tell about the Indian construction procurement process. As the both countries have lot of different in using materials for construction as the climate is not the same. In the Indian construction contractor mostly stock the material in bulk quantity, as they have space to store the material In the UK construction the material can easily available when they required. In the India material is stock due to unavailability of material in certain season. For example contractor stock river sand (fine aggregate) before rainy season starts, the chances of availability river sand is less and the material cost is very high in rainy season so they stock the some material before price goes high. Material like River sand, Bricks cement and course aggregate. As from new and some online documentary can be say that both countries have similar procurement process not all the some ways. In the Indian construction more space is available for storage of material on site as in UK doesn’t have space for storage as compare to Indian construction site. What are the Procurement problems caused by the client are you aware of? As this question are only about the Indian construction, the interviewers some main points: Client has issues with good quality materials should be used on the construction site. Client also has problems in material used as per design the material is used more or less. Re estimating the project due to fluctuation of the materials rate in market. Client mainly have problem with contractor as the client look for his profit and use material which is not tested or not quality material Contractor makes profit and using fewer materials. Procurement problem in Sub contractors and Labours: Sub contractor and labours are the part of procurement process. Problem for clients are: Labours which are used for work on site are not skilled Client won’t interfere in the work but he found any mistake done by the worker he interfere that time, In big scale construction industry client don’t interfere with sub contractor, as they have appointed the consultant party for the work, Procurement problems in Material Issues to client: Client have issues in material by not using proper/ quality material while construction, Client have problem with not proper planning of the material availability Less use of the material like cement in concrete while construction Material which has taken on site should be checked and tested properly and should be recorded on the record book. Contractor can accept the low quality material for their own profit In your opinion does corruption occurs in the construction industry? Most of the interviewer said Yes corruption does take place in construction industry, but not as previous days, the percentage of corruption in the Indian construction industry is very less or negligible, that also in small scale construction industries. In big scale industry they keep all the records of materials, like by Quality or Quantity all materials are mention and recorded on the material recorded book. These days on every construction industry you will get record book of material which are used and how much is left, so there’s no chance to get corruption. Corruption in Tendering Process Some of the interviewer said NO corruption don’t appear in tendering process, these days before submitting the tender all the contractor has to submitte their previous record and all the work record, the client check all the details of the contractor and then he goes for the better work experience or the good work records. Few interviewers said Yes corruption does happen in tendering process, as the tendering is the main step of the construction, corruption in tendering means are managing tender between the client and contractor, these can be seen in private construction sector, but these days mostly tendering are submitted online which can bidding so that everyone can see the tendering process and who got the tender. Corruption happen in tendering is by contractor changing the material rates as the rates are fluctuated rise by 6% to 7%, so contractor can demand for revaluation for rates as per market in this way corruption happens in tendering process. Material Procurement process: In construction industry no chance of corruption as all the material have the records and check list with the certificates so no chance of corruption, as all the time client engineer is with contractor’s engineer to check all the material and its quantity and quality. Corruption occurs when accepting bad quality material on site. Sub contractor and labour: As the sub contractor and labour don’t have many issues in the process, as the working rates are fixed for them, problem is sub contractor use the unskilled labour and takes payment of skilled labour from the contractor. As the sub contractor has given the work on measurement. As the interviewer saying they don’t find much problem of corruption in subcontractor and labours. Conclusion Construction process of UK and the India is same as both countries follow the same construction process. Just have difference in procurement process in both the countries. Corruption in the Indian construction industry is reduced as using new technology in construction, and some where the corruption happen but that also negligible. India’s big scale industry and UK construction is the same. In the India, labours are easily available and cheap to hire them for work as compare to UK. Client and contractor relationship don’t have much difference, certain things are better in UK construction like speed work, quality work, new technologies are used. Indian construction industry is poised to grow exponentially because of massive infrastructure building programs. This has created excellent opportunities for the construction industry in terms of business opportunity. The Indian economic environment and system and procedures would further boost the construction industry which would provide the basic physical infrastructure for the nation as well as other industries. (CIDC, †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦) Recommendation of Further Research â€Å"The construction industry is dynamic in nature. The concept of project success has remained ambiguously defined in the construction industry. Project success is almost the ultimate goal for every project†. (Albert P.C. Chan, Ada P.L. Chan, (2004)). 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