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. 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