GOVT 480 Liberty University Issues Worldwide & Terrorism Discussion

Organization as a Learning Organization Research Paper

Introduction Majority of the organizations have acknowledge the imperative of organizational learning and the concept of a learning organization has been the fundamental orienting summit in this. Researchers have tried to recognize the superlative forms that authentic organizations could try to imitate. This means that learning organization is an ideal, towards which organizations require to develop so that they can retort to various pressures. As a result, the definition of ideal learning organization is indescribable. On the one hand, it is where people persistently expand their ability to construct the outcome that they truly desire, where novel patterns of rational reasoning are natured, where there is freedom of collective aspirations and where people are constantly learning to observe the whole as a group. On the other hand, the learning organization is an apparition of possibility, which does not occur by just training individuals but through learning as a whole at all organization levels. This implies that a learning organization facilitates learning of every person as it transforms itself continuously. Therefore, system thinking, personal mastery, mental model, shared vision and team learning characterize an ideal learning organization and consequently, the manager should strive to achieve these characteristics by determining and alleviating all the barriers against these characteristics through development of focused strategies that will enable the organization to exist in the competitive business environment. Characteristics of ideal learning organization System thinking is a conceptual framework that involves an approach of reasoning about, as well as the language for illustrating and understanding the forces and the relationships that mould behavior of the system (Serrat, 2009). For instance, system thinking assists the managers and the employees to know how to change the system effectively and acting in line with the economic world. Personal mastery is the commitment that an individual makes to the learning process (Agarwal, 2007). For example, learning cannot take place in an organization until people start learning via defining what they want to achieve and how. According to a recent research, most workplace learning is incidental and not due to formal training hence, organizations need to develop a culture where personal mastery is a daily activity. Mental models are the assumptions that the individuals and the organizations hold and the assumptions need challenge for an organization to be a learning organization. Get your 100% original paper on any topic done in as little as 3 hours Learn More This is because individuals possess theories that they aspire to follow and work theories that they truly adhere to while organizations possess reminiscences that conserve some behaviors (Ramalingham, 2008). Therefore, in constructing a learning organization it is significant to substitute confrontational attitudes with a culture that is open and that which facilitates inquest and conviction. Shared vision encourages employees to learn since they possess universal identity, which bestow them focus and vigor (Agarwal, 2007). As a result, it helps the organization to triumph in a competitive business environment. Therefore, the organization should build its vision from an individual vision. This means that the manager should not create the vision of the organization by himself but through the interaction with the employees. Finally, team learning is the sum of the individual learning. It entails thinking skills, which allow people to build up intelligence, which is greater than an individual talent. Learning organizations possess structures, which enhance team learning, and they include boundary crossing and the openness (Serrat, 2009). For example, employees and employers should develop open communication and shared meaning because it is a fundamental in a modern learning organization. Observable behavior for the characteristics of ideal learning organization In system thinking, people have embraced the notion that system thinking enhances individual learning and as a result, they focus on the system as a whole (Garvin, Edmondson,

Glendale Community College Developmental Psychology Perspective Paper

essay writer Glendale Community College Developmental Psychology Perspective Paper.

Brief IntroductionIn addition to entertaining young children, children’s books are influential in the development of cognition, social skills, emotional intelligence, perceptive skills and many other domains. Your task in this assignment is to analyze — from a developmental-psychological perspective — the context and information depicted in a children’s book. You should think carefully about the information and materials presented and illustrated in the book, and then apply what you’ve learned this semester regarding the factors that influence children’s development. I urge you to bring any/all concepts encountered in this course that relate to the information, storyline, characters and/or behaviors portrayed.AssignmentChoose a children’s book*, read it and look at the pictures. Then, after reading it:(a) summarize the book [include book title and author], and then(b) connect it to at least 2 developmental-psychological principles/concepts/theories that appear to be operating in the information, material, storyline, characters and/or behaviors depicted in the book. For each principle that you identify:(a) briefly describe the relevant information from the book;(b) describe in detail the developmental-psychological principle you believe is relevant.(c) Finally, briefly summarize how you believe this book is/is not an important tool for children’s development. Your written analysis should be succinct and well-written. Please use 12 pt font, “normal” margins, double spaced and must not be longer than 2 pages. Submit online through Canvas before 11:59pm on the due date.*Dr. Seuss The Cat and the Hat is not allowed to be used for this assignment. RubricBook analysisBook analysisCriteriaRatingsPtsThis criterion is linked to a Learning OutcomeSummary of book20 ptsSuccinct yet thorough summary18 ptsNot fully thorough/not succinct16 ptsUnclear summary of book0 ptsMissing a summary20 ptsThis criterion is linked to a Learning OutcomeConnects book to class25 ptsMakes clear connection of book context to class material22 ptsDescription or connection to class is not quite complete20 ptsDescription of book context and connection to class is missing details0 ptsMissing the connection to the class25 ptsThis criterion is linked to a Learning OutcomeFurther analysis of book25 ptsThorough analysis/reflection of book22 ptsCould use further analysis/reaction/reflection20 ptsLacking many deep analysis/reflection points0 ptsMissing further analysis25 ptsThis criterion is linked to a Learning OutcomeSubmission date10 ptsSubmitted on time0 ptsLate submission10 ptsThis criterion is linked to a Learning OutcomeClarity of writing10 ptsAttains college level style; tone is appropriate and rhetorical devices used to enhance content; sentence variety used effectively.8 ptsApproaches college level usage of some variety in sentence patterns, diction, and rhetorical devices.6 ptsMostly in elementary form with little or no variety in sentence structure, diction, rhetorical devices or emphasis.0 ptsNo Marks10 ptsThis criterion is linked to a Learning OutcomeGrammar/spelling5 ptsLittle to no grammatical errors/spelling mistakes; meets page requirement3 ptsMinimal grammatical and/or spelling errors; does not meet page requirement2 ptsA significant amount of grammatical and/or spelling errors0 ptsNo Marks5 ptsThis criterion is linked to a Learning OutcomeDiscussion5 ptsThe Discussion paragraph ties together the topic of the paper3 ptsThe discussion paragraph is basic and/or does not fully tie together the entire paper0 ptsThe discussion paragraph is missing5 ptsTotal Points: 100I will provide an example in the files
Glendale Community College Developmental Psychology Perspective Paper

Functions of Management Accounting in an Organisation

Functions of Management Accounting in an Organisation. “One of the functions of Management Accounting is to provide information for control purposes within an organisation.” The importance of control within an organisation The ways in which management accounting information can be used for control. The factors which may influence the effectiveness of control information. Introduction In simple terms, management accounting is the amalgamation of the two important functions ‘management’ and ‘accounting’. Thus when the principles of management and accounting are married to achieve corporate objectives the process is deemed to provide tangible results. Accounting has been defined by the American Accounting Association as, “the process of identifying, measuring and communicating economic information to permit informed judgements and decisions by users of information.” On the other hand, Management according to Drucker (1974) consists of the performance of functions like planning, controlling, organising, communicating and motivating. The following paper will analyse the key functions performed by management accounting. This paper will also attempt to highlight the contribution of management accounting in achieving control in the organisation. Besides, the paper will also provide a descriptive analysis of how effective control can be implemented within an organisational context. According to Johnson and Kaplan (1987) management accounting emerged since the early nineteenth century with the emergence of managed and hierarchical enterprises. The industrial revolution and in particular the rapid growth of railways led to an even faster growth of management accounting systems. Hence according to Johnson and Kaplan (1987) management accounting systems evolved to motivate and evaluate efficiency of internal processes and not to measure the overall profit of the organisation. Information is a powerful tool for every organisation. In today’s competitive and volatile business environment, information is one of the important tools which provides organisation with a competitive edge. In an organisation, managers would require information that will help them in making decisions and controlling activities. As highlighted by Drury (1998:3), information is needed to estimate selling prices, costs, demand, competitive position and profitability of various products that are made by the organisation. Accounting information provides the managers the power to assess the credit worthiness of a potential borrower. It can be said that management accounting is that branch of accounting which is concerned with the provision of information to people within the organisation to help them make better decisions. Organisations perform tasks to achieve organisational objectives, which are derived from the mission statements and which are then broken down into long and/or short term objectives. The successful achievement of these objectives depends on effective management processes. The processes will yield desirable results only when efficient performance management and measurement systems are in place. This further highlights the importance of having a system of control and review in the organisation. Control therefore involves a comparison of actual performance with plans so that deviations from plans can be identified and corrective action can be taken (Drury, 1998: 13). Importance of Control Control is not very different from monitoring. >From a human resource management perspective, it is essential to control/monitor the performance of individuals, as it in turn has an impact on the overall organisational performance. Various benchmarks and performance indicators are decided, which vary from one organisation to other and from one industry to other, which accurately measures how well a company is doing in relation to its past performance and how well is it performing on an industry wide basis. Performance can be measured in both qualitative and quantitative terms. Quantitative measures are easier to measure and interpret, thus accounting ratios, turnover, profit levels etc, provide a sound basis of measurement for performance. Control, therefore, serves the purpose of ensuring that the gap between actual and target performance is minimised. The control process enables management to assess whether or not the objectives included in the long-term objectives are likely to be achieved or not. An effective control system would highlight potential problems and provide warning signals if the likelihood of meeting the long-term objectives was bleak. The importance of having control mechanisms can only be understood in light of explaining the consequences of lack of having one. Lack of any kind of control in the organisation would mean that individuals would be doing whatever they wish to do. There would be no clear aims and objective towards which the individual would be working. This would lead to ultimately the organisation losing a sense of direction as well as prolonging the achievement of strategic objectives and to a great extent slowing down the growth of the company. Lack of appropriate control mechanisms would mean that employees in the organisation would not be appraised accurately. The scenario where the manager has the data and statistics relating to the actual performance against the required performance would mean he would be providing a more objective appraisal and feedback and thereby giving the employee more tangible targets to work towards; comparing that to a scenario where the manager does not have any such information would only mean that the appraisal is subjective, biased and flawed. This could ultimately have an effect on the motivation and morale of the employee. Control mechanism would avoid the occurrence of any such scenario, as the benchmarks would already be set against which the employee would be measured. A control system is a communication network that monitors activities within the organisation and provides corrective action in the future. Emmanuel et.al (1990) states that four conditions must be met before any process can said to be controlled: Objectives for the process being controlled must exist. The output of the process must be measurable. In other words, a mechanism must be in place for ascertaining whether the process is attaining its objectives A predictive model of the process being controlled is required so that causes for non-attainment can be identified and proposed corrective actions evaluated. There must be capability for taking action so that deviations from objectives can be reduced. It must be noted, that for any control mechanism or system to work efficiently, it must be supported by efficient communication systems. Any activity in the firm, which will have an impact on its development and profitability, will only work when it is communicated at all levels of the organisation. Thus, control measures supported by a positive communication system are imperative for the control structure to provide beneficial results. Management Accounting and Control From management accounting perspective, budgeting is an important variable to ensure effective control. Budgeting provides managers with the tool to ascertain which costs do not conform to the original plan and enables them to operate ‘management by exception’ system. This would help the managers to identify inefficiencies which might arise from the purchase of inferior quality materials. It is important to note that it would be misleading to compare actual costs at one level of activity with budgeted costs at another level of activity. Thus it is important that the original budget must be adjusted to the actual level of activity. In addition, management accounting also provides scope to prepare performance reports which would indicate whether the scheduled production of x number units has been achieved or not. The reasons could vary from inefficiency of the manager in managing or in failing to meet the budgeted sales demand or drafting of an incorrect sales budget; whatever the cause performance report indicates how efficient the manager has been in controlling the costs by comparing actual against total. Management accounting also presents information about performance, which is done by comparing budgeted outputs and costs with actual outputs and costs. This can be achieved by preparing management audits. According to Drury (1998), management audits in that sense investigates the entire management control system and focuses on the following aspects of organisational performance: The nature and functioning of the organisation’s managerial systems and procedures. The economy and efficiency with which the organisation’s services are provided. The effectiveness of the organisation’s performance in achieving its objectives. While producing management audit, the control aspect within it would involve exploring questions on the ways of comparing objectives with the needs of the population, methods of identifying activities that are not meeting objectives, the use of investment appraisal techniques and the methods of monitoring projects against the initial appraisal. Besides management audit, performance reports also provide measures to monitor activities. Drury suggests that performance reports must not be used as a tool to blame the employees. Instead it should be used to monitor activities and identify those items which do not proceed according to plan and the report must take into account the variability in costs. The rationale is that some costs vary with changes in the level of activity; hence it is important to consider the variability. In the preceding paragraphs communication was identified as an important tool in effective control implementation. Besides communication several other factors like filtering ‘noise’ from the data is important. Inaccurate information can distort the very purpose of control. Therefore an effective control system should ensure that data and information must be relevant. From an accounting perspective it is imperative that relevant and irrelevant costs are accurately distinguished and so that the possibility of inaccurate budgets is minimised. This can only happen when resource analysis and management audits are performed on a regular basis. Moreover, the analysis must use factors which make the analysis more objective rather than subjective. Conclusion From the preceding paragraphs it can be concluded that having a control system is imperative for an organisation to meet its long terms strategic goals and objectives. Control system provides a tool for the managers not only to assess the performance of their staff but also it helps to asses their own performance in terms of identifying inefficient practices. It provides them with the opportunity to review and reassess the working methods so that unnecessary costs can be minimised, organisational performance can improve and the organisation stays with budget. Management accounting provides various options like budgets, management audits, and a performance report structure which helps the managers achieve the objective of effectively managing their function. However, control systems can provide best results only when accompanied with an equally efficient communication structure. For any system to work efficiently it is imperative that the benefits, rationale and method of the system are communicated to all staff members at all levels. Thus in conclusion it can be said that the information provided by management accounting aides in maintaining control in the organisation and one of the core purposes of management accounting is to provide information for control and monitoring purpose in the organisation. BIBLIOGRAPHY Atrill, Peter and McLaney, Eddie, Management Accounting for Decision-Makers, (2004), FT Prentice Hall Black, Geoff, Introduction to Accounting and Finance, (2005), FT Prentice Hall Drucker, P. Management: Tasks, Responsibilities, Practices, (1974) Heinemann Drury, Colin, Management and Cost Accounting, (1998), 4th edition, Thomson Business Press. Emmanuel, C.R., Otley, D.T., and Merchant, K., (1990), Accounting by Management Control, Chapman and Hall Johnson, H.T., Kaplan, R.S., Professors, customers and value: bringing a global perspective to management accounting education, in Performance Excellence in Manufacturing and Services Organisation., American Accounting Association Garrison, Ray, Noreen, Eric, Seal, Willie, Management Accounting: European Edition (2002), McGraw Hill Higher Education Horngren, Charles, Stratton, William O., Sundem, Gary L., Introduction to Management Accounting, (2004), FT Prentice Hall. Functions of Management Accounting in an Organisation

ECN 110B University of California Davis International Immigrant Discussion

ECN 110B University of California Davis International Immigrant Discussion.

I’m working on a international economics question and need a sample draft to help me study.

I need a short answer (about 300words) to this question. You can also use bullet points for it. Question: Standard economic theory would predict convergence when international immigration rates rise. First, explain what economists mean by convergence. Then explain carefully the process of such convergence between a typical “new world” country and a typical “old world” country between 1850 and 1910. Specifically that can you say about the change in real wages in the sending countries compared to the change in wages in the new would between 1850 and 1913. If capital tended to “chase” migrants to the new world from the old world how would this change your answer?
ECN 110B University of California Davis International Immigrant Discussion