Get help from the best in academic writing.

Organisation Analysis: The Apple Company Report

Organisation Analysis: The Apple Company Report. Introduction The Apple Inc. is a renowned manufacturer of computers and mobile communication devices that was founded by Steven Jobs in 1975. The company has been selected for analysis as it has featured on the Forbes Magazine, the Fortune Magazine, and other global business reporters as a global leader in computer technology and telecommunication industries. The success of any firm depends on a number of factors that are well defined by various organisational theories. The theories put forward a number of perspectives that explain the interplay of various elements such as the structure, culture, leadership, and management of the organisation among others. In the light of this conceptualisation, this paper presents a critical analysis of the Apple Inc. with respect to political, cultural, contingency, and bureaucratic perspectives. Company Overview The Apple Inc. was founded in 1975 by two school dropouts namely Steve Wozniak and Steve Jobs. The risk of dropping out of college for the two individuals was the first step towards building the global leader of technological innovation in hardware, software, and support services1. The company specialises in a range of products including computer and telecommunication devices. It has been a leader in the transformation of technology to suit diverse and dynamic economic eventualities. The business survived the 2008 economic downturn that led to the closure of many ventures. The Apple Company enjoys a reputable and unmatched brand image around the globe. It was valued at $182.795 billion in 2014, making it the highest valued brand in the world. It has more than 98,000 employees around the globe whore are based in its many retail stores in 15 different countries2. The company repeatedly features on the Fortune Magazine and deserves the analysis. It boasts of a unique business model that has remained a mystery for many businesses worldwide. The propelling factors to its success include remarkable leadership that was first incepted by the founder, late Steve Jobs. It also includes a corporate culture of enthusiasm and innovation that has led to the design, development, and distribution of tech-savvy products. Customers of the company have been known to have strong attachments to the Apple Inc.’s products. Cultural Perspective of the Apple Incorporation Organisational culture is a vital determinant of the overall success of any business. It shapes the behaviour and beliefs of the stakeholders of the organisation including the management and employees3. The creation and management of the organisational culture is an evolutionary perspective that is imposed by the leaders before it gradually diffuses to the members. Organisational effectiveness is contingent on the ability of the association to induce the right cultural values in the behaviour of its employees. There are different forms of organisational culture including innovative, entrepreneurial, market, and hierarchical perspectives. There has been empirical support for the existence of a relationship amongst the culture, roles, behaviour, and perceptions of the employees. Organisational culture can be defined as the pattern of basic premises that a particular firm develops in an attempt to cope with challenges of the macro environment by adaptation and integration of various success factors in the micro-environment. The effects of such developments have a significant influence on the behaviour of the employees. Regardless of the size of the organisation, there are two theoretical problems must be resolved. Firstly, it has to deal with the organisational survival, growth, and environmental adaptation strategies. Secondly, the internal integration that defines the daily functioning of the organisation and its ability to adapt to both the internal and external environments has to be taken into account. The Apple Company has a highly pronounced culture of innovation. Through its founder Steve Jobs, the company hinges on technological innovation for its unmatched success that everybody in the world can see and accept through its tech-savvy products4. Innovation is highly valued in the Apple Company as it is the cornerstone for its success. The establishment has a group of highly talented people who are responsible for the innovative ability as manifested in the manufacture of the latest high technological electronic devices such as the iPhone, iPod, Apple watch, iPad, and personal computers among others. It also plays a vital role in software development. The Apple Inc. uses the slogan ‘Imperfect Makes Improvement’ as a concept that shapes the innovation culture in its organisation. Its organisational culture holds that self-motivated individuals can work harder if they have autonomous control over their efforts than when a boss micromanages their actions. It is believed that there is lesser time consumed when few people are involved to make a decision necessary to effect an organisational change than when the process involves too many hierarchical involvements of different stakeholders. The company’s unique culture is responsible for its swift response to the changes that are effected faster than its competitors. The state of affairs results from decisions that are formulated and executed at the lowest levels possible. The company also holds that it is easier to launch a new project when there are only a few people who can approve it. In line with its innovative culture, the Apple Company builds on the drive to outperform and succeed as its guiding principles. The company’s structure smoothly marries with the culture. This aspect significantly contributes to the enormous and sustained growth of the Apple Inc. The organisational structure assumes a top-down philosophy whereby decisions are made by the people on the ground. Employees at different levels make decisions; hence, the structure allows for quick responsiveness and solutions to emerging eventualities without necessarily having to engage the senior management. There two types of norms that define the constructive culture of the Apple Company namely competitive and self-actualisation norms. The competitive norms involve settings whereby the employees work hard to outperform each other and rewards for their performance are recognised through appraisal procedures. On the other hand, self-actualisation is characterised by creativity and quality rather than quantity. Employee development and self-actualisation are vital features of the Apple Company’s culture. The workforce is encouraged and supported to develop individualised role orientations. A college student Cwynar, who joined the Apple Inc. in an internship program, reveals that the company is offers the best work environment because of the support and development that new employees are given ranging from instillation of company’s culture and role differentiation. The senior managers once told him that the sky is the limit at the Apple Inc. The managers were always looking for new ways to help him and his less experienced colleagues to grow personally and professionally. The company embraces robust employee socialisation processes for its fresh workforce and the less experienced. The newly recruited employees are taken through induction processes where the key areas of focus are identified. Employees are enrolled in comprehensive career development programmes that train them in areas of growth including client service, business development, innovative abilities, and teamwork. Bureaucratic Perspective Organisational Structure Organisational structure refers to the allocation strategies of responsibility and power in a firm. It shapes how work procedures are executed by the organisation’s members. It is the internal pattern of relationships, power and communications. The influence of organisational structure on its overall success has inevitably been exhibited by leading businesses such as the Apple Inc. and Microsoft. Several organisational structure theoretical constructs exist in modern business management. At the outset, there is the centralisation of decision-making whereby matters pertaining to the organisation are guided by the top hierarchical levels5. This structure gives more authority to the top managers whilst employee involvement is given less attention. Some scholars refer this form of structure as the locus of authority in the organisation. The delegation of authority is not featured in organisations with the locus of authority. In times of uncertainty, such organisations are subject to failure as the time taken to make effective decisions can be long. Centralisation of power and authority on the top management has been deemed ineffective, especially in the twenty-first century where rapid changes and globalisation take the centre stage in business. Collaboration among employees and the management is highly valued in contemporary business practices. Another organisation structure features flatness in hierarchy whereby the organisation has a number of areas in the hierarchy. In such cases, autonomy is exercised with an aim of controlling the behaviours of the employees6. It is a traditional command and control form of authority among managers in the hierarchy that functions in response to the directives of the top leaders. The third conceptualisation of organisational structure reveals that the specialisation of the departments and employees exhibits a horizontal integration pattern. The departments and employees in this structure are specialised and functionally integrated. Employees at the lowest levels can make decisions and implement them to effect changes that favour the organisational production and progression of activities without having to consult the top management. Organisational theorists posit that a correlation exists between the structure and performance of the business7. An effective organisational structure corresponds with the unmatched success of the entity. Where the structure does not align with the organisational culture, challenges that leverage the level of success and sustainability arise. The Apple Inc.’s Organisational Structure The Apple Company adopts the third structure whereby specialisation and integration define the relationship between the employees and management. The company is a highly collaborative organisation that values the contribution and competitive edge of each employee. The Apple Company has its main headquarters in Cupertino, California. It also has branches that are well established in multiple locations around the world. The business is structured into three main areas of focus including hardware, software, and business support services. A visual representation of the company’s organisational structure as at 2008 is shown in figure 1.0 below. Figure 1.0 The Apple Inc.’s Organisational Chart (2008) Decision making processes in the Apple Company are based on the top-down approach. Currently, the Apple Inc. is under the leadership of the chief executive officer Tim Cook who replaced the late Steve Jobs on August 2011. The CEO is overseen by a board of directors and other members of the senior management. The governance of the Apple Inc. is structured to foster principled actions, effective decision-making processes, and monitoring compliance and performance suitability. Contingency Perspective One of the core determinants of success in organisations is the ability to manipulate technology in its operations with a view of developing a competitive edge over other businesses8. Technology has been defined by organisational theorists as the means, activities, and knowledge utilised in the transformation of materials. It involves the improved transformation of inputs into outputs for continued organisation operations. It encompasses both the utilised machinery and intellectual know-how utilised in the conversion of inputs into outputs. Technology can be either core or peripheral. Core technology centrally defines the operations of the organisation9. For instance, the Apple Company uses both knowledge and machinery to produce iPhones. On the other hand, peripheral technology acts side by side with the core technology to complement the overall success of the firm. For example, in the Apple Company, technology is utilised to prepare annual reports in the form excel and word documents. According to Joan Woodward, technology can be classified into three forms based on production10. Firstly, the small batch and unit production technology produces units in single bits at a time. This form of innovation is common in labour processes where workers play their roles from the start to the end of the product. Secondly, large batch and mass production technology focuses on the output of many similar products that are simultaneously designed for undifferentiated markets. Thirdly, it can be regarded as a continuous process of production whereby technology is utilised in the conversion of raw materials to produce multiple forms of products for a differentiated market. The most important applicable innovation put forward by Joan Woodward is the large and mass production technologies that are associated with both centralised and bureaucratic organisational structures. Continuous processes are linked with decentralised management structures. The type of technology applied in an organisation determines the degree of autonomy and latitude exercised by the individual employees in the organisation. Employees have a self-rule over the company’s technological applications to ensure the designing, production, and introduction of high quality and unique products to the market. For the highly competitive industry, technology requires a high degree of employee autonomy as they control their intellectual knowledge. In this regard, the Apple Company manages the power of the employees in its departments to ensure that their perceived decisions are evaluated and implemented. This situation in turn heightens the commitment and innovative culture in the firm. The Apple Company’s products combine a mix of technological capabilities to give their customers the best experience of many services in one package. For instance, the iPhone 5 mobile device combines an internet connection, a portable music player, and touch screen interface among others. Due to its unique features, the device together with other products and services saw the Apple Company generate approximately $80,477 million net sales in 2012. This amount reflected a 71% increment as compared to the previous year, 2011. The Apple Company adapts swiftly to environmental dynamics, especially the competitive arena offered by other leading dealers in the same products such as the Samsung and Android Operating systems that command the greatest share of the smartphone market around the world. The emergence of Android Operating System was the biggest challenge for not only the iOS but also the BlackBerry and Symbian software. Surprisingly, the company has remained stable despite the emergence of the competitive brands. The Apple Inc. and Innovation Technology The Thompson’s classification framework of organisational technology puts forward mediating, intensive, and long-linked forms of innovation that have been used in the Apple Company. The mediating technology involves the interdependence between organisations in terms of the development that are executed to generate a successful product11. The long-linked technology entails a sequential interdependence of tasks. The output of one task is the input of the following task. This dependency relationship implies that the success of the succeeding item is contingent on the preceding task; hence, it can only proceed upon the completion of that task. According to Thompson’s conceptualisation, there is a need for proper management of the sequential technologies to attain the desired output for the organisation. Intensive technology refers to the interplay of tasks whereby various tasks can be performed in either forward or reverse modes. The performance of one task influences the performance of the other and the vice is also true in a reciprocal perspective. The Apple Company utilises the long-linked technology in its innovative efforts. There are no structural problems identified in the Apple Inc. This situation implies that the organisational structure is designed in line with the culture, leadership, and business objectives whereby each core unit works in a complementary perspective. This organisational arrangement puts the Apple Company in an unmatched and inexplicable position in terms of employee behaviour, product design, and market positioning. The firm’s customers manifest an exemplary evidence for the love and loyalty they have attached to its products and services. It has been reported that the company also establishes a close feedback monitoring whereby customers are given the opportunity to air their views on the product specifications and provide suggestions to some of the problems they face with them. This monitoring is part of the all-inclusive research and development efforts that the Apple Inc. does in a bid to align its production efforts with the customer requirements on the ground. Political Perspective The political structure of any organisation is core to its overall performance. It is responsible for relegation of responsibilities and deployment of resources necessary for the attainment of its set goals and objectives12. The organisational structure should match the allocation of authority patterns for an effective management of its operations. As indicated in the organisation chart in figure 1.0, the Apple Company is headed by a CEO and managers in different departments. The most conspicuous management in the Apple Inc. revolves around innovation culture. Power in the organisation has been delegated from the CEO through various presidents down to the employees following the top down approach. The influential leadership style of Steve jobs remains in use to date. His leadership involved the stimulation and evaluation of the different roles of the organisational elements. The management structure of the Apple Company allows the different players to exercise autonomy in decision-making. The decisions made at the lowest levels do not necessarily warrant approval from the top management for their implementation. This form of leadership enables quick decision-making that ensures that changes are appropriately executed in relation to both the micro and macro environments. The organisational structure of the firm has been described as obsessively secretive. Many businesses have tried to learn what makes the company unique and its secrets to the extraordinary excellence in vain. Secrecy is highly upheld by the Apple Inc. This phenomenon has been deemed as the fundamental determinants of its incredible focus and discipline. The firm does not get distracted from what it does no matter the scale of the external factors such as economic crises. The company values competitiveness as it maintains an obsessive secrecy of its functional areas. The company has thrived on simplicity. This situation poses an enormous threat to the near future of the organisation due to the existing close competitors who have kept the pace of almost reaching its level in terms of sales and profitability. Conclusion This paper reveals the interplay of different organisational perspectives that determine the overall success of the organisation. These perspectives revolve around the organisational behaviour as defined by the corporate culture, management, leadership styles, technology application, and authority distribution that leverages decision-making processes in the organisation. The Apple Inc. has been chosen in the analysis as it is a leading multinational in the technology industry. Bibliography Daft, R., Organization theory and design, Cengage learning, Boston, MA, 2012. Hatch, M., Organization theory: modern, symbolic and postmodern perspectives, Oxford university press, Oxford, 2012. Johnson, K., Li, Y., Phan, H., Singer, J.Organisation Analysis: The Apple Company Report
CU Big Data and Business Intelligence Discussion.

This week’s article provided a case study approach which highlights how businesses have integrated Big Data Analytics with their Business Intelligence to gain dominance within their respective industry. Search the UC Library and/or Google Scholar for a “Fortune 1000” company that has been successful in this integration. Discuss the company, its approach to big data analytics with business intelligence, what they are doing right, what they are doing wrong, and how they can improve to be more successful in the implementation and maintenance of big data analytics with business intelligence. Your paper should meet the following requirements:Be approximately four to six pages in length, not including the required cover page and reference page.Follow APA 7 guidelines. Your paper should include an introduction, a body with fully developed content, and a conclusion.Support your answers with the readings from the course and at least two scholarly journal articles to support your positions, claims, and observations, in addition to your textbook. The UC Library is a great place to find resources.Be clearly and well-written, concise, and logical, using excellent grammar and style techniques. You are being graded in part on the quality of your writing.
CU Big Data and Business Intelligence Discussion

Cultural understanding that management of Pepsi have developed

Introduction: A culture is a way of life of a group of people–the behaviors, beliefs, values, and symbols that they accept, generally without thinking about them, and that are passed along by communication and imitation from one generation to the next. Objective: The main purpose of this task is to be able to identify value of cultural understanding that management of the organizations have developed over a period of time. List of company names: Pepsi Sony O2 PEPSI HISTORY Pepsi is a soft drink produced and manufactured by Pepsi Co. It is sold in many places such as retail stores, restaurant, schools, cinemas and from vending machines. The drink was first made in the 1890s by pharmacist Caleb Bradham in New Bern, North Carolina. The brand was trademarked on June 16, 1903. There have been many Pepsi variants produced over the years since 1898. It was first introduced in North Carolina in 1898 by Caleb Bradham, who made it at his pharmacy which sold the drink. Known back then as Brad’s Drink, it was a later named Pepsi Cola possibly due the digestive enzyme pepsin and kola nuts used in the recipe. Bradhm sought to create a fountain drink that was delicious and would aid in digestion and boost energy. PEPSI VISION Pepsi Co’s responsibility is to continually improve all aspects of the world in which we operate environment, social, economic – creating a better tomorrow than today. Our vision is put into action through programs and focus on environmental stewardship, activities to benefit society, and a commitment to build shareholder value by making PepsiCo a truly sustainable company. Culture Value Pepsi’s image and positioning in USA is not the same as its image and positioning around the world. Pepsi is doing business all around the world. They work in different countries according the culture. Pepsi operates in many countries so they have to keep a tab on all the countries needs. Since it operates in different countries it has to take into consideration every country’s individual needs. To make this possible Pepsi strive to anticipate and understand their needs and delight them with the services. It values its customers above everything else and aspires to make their lives richer, more fulfilled and more connected. They always listen and respond to each of their customers. Pepsi strive to delight their customers, anticipating their needs and deliver greater quality and more value, faster than anyone else – blowing their minds with the experiences they deliver so many kinds of drinks everywhere in the world. Managing across different cultures Pepsi is very huge drinks company in the worlds and they can manage very well across the worlds. Management strategy adopted by Pepsi is same in all the countries. Managers across cultures have to make sure that each and all the employees are fairly treated and there must be no discrimination in the staff. Managers across cultures have their own way of managing staff or employees by creating a working environment that encourages initiative and satisfaction at work. Managers across cultures are attentive and well prepared in welcoming new employees. Every member of staff is well trained with diligence in respect of both the tasks and the role. Sony History Sony is japan base company. It is a multinational conglomerate corporation headquartered in Minato, Tokyo, Japan, and one of the world’s best largest media conglomerates with revenue exceeding $76.94 billion U.S. Sony is one of the leading manufacturers of electronics, video, communications, video game consoles, and information technology products for the consumer and professional markets. Its name is derived from sonus , the latin word for sound. Sony Corporation is the electronics business unit and the parent company of the Sony Group. It is one of the most comprehensive entertainment companies in the world. . Sony’s principal business operations include Sony Corporation, Sony Pictures Entertainment, Sony Computer Entertainment, Sony Ericsson, Sony Music Entertainment, and Sony Financial. Sony is one of the Worldwide Top 20 Semiconductor Sales Leaders. The Company’s slogan is making. believe. Sony Vision Sony recognizes the importance of preserving the natural environment that sustains life on earth for future generations and helps humanity to attain the dream of a healthy and happy life. Sony is committed to achieving this goal by seeking to combine ongoing innovation in environmental technology with environmentally sound business practices. Cultural Values Sony is a multinational company and it is doing a worldwide business while they adopt an every countries culture because they know cultural values it is very helpful in business. Sony culture emphasizes a sprit of freedom and open mindedness and a fighting spirit to innovate. Founder Masaru Iuka crafted this cultural value in Sony’s founding prospectus, and the philosophy is embedded in our company DNA, embodied, and seen throughout our history. Sony is not only multinational company but multicultural. Performing Across Different Cultures Sony managing across different cultures and more have a global reach managing differences is increasingly a part of their business and job because they know culture affects management practice. Sony organizational structure to strategy and human resource management is very good comparing to other competitors. Sony encourages manager to consider, explore, and transfer alternative practices across international boundaries. As well as providing an insight in to other culture. Sony provides and increased awareness of their own culture. O2 History: O2 is a leading provider of mobile and broadband service to consumers and businesses in the UK. The company is the leader in non-voice services, including text, media messaging, games, music and video, as well as data connections via GPRS, HSDPA, 3G and WLAN. O2 was formed in 2001, following the emerger from British telecom of its former mobile business, BT wireless. O2 was ranked as 6th best place to work in the best companies to work for 2008 list and has been awarded a three-star accreditation denoting an extraordinary company. MANAGING ACROSS DIFFERENT CULTURES: O2 puts the customers at the centre of everything and promotes a culture of ‘can do’. We aim to turn our customers in to loyal ‘fans’ who form a longstanding and personal attachment to our brand and its values. We rely on the skills and hard work of our employees to make this happen. We believe that by making o2 a better place to work we are also better placed to fulfill our customer promises and to create a successful and sustainable business. Vision: O2 want to enhance people’s lives, the performance of our businesses and the progress of the communities where we operate, by delivering innovation solutions based on information and communication technologies. Cultural value: O2 offer to our employees the best place to work, attract and retain the best talent and provide the best career development opportunities. Put customer’s needs at the heart of everything we do, so that they get maximum satisfaction from our services and solutions. They provide our shareholders with the best combination of growth and returns in the industry. Drive technological, economic and social development in the communities where we operate, combining our ambition to be a global and efficient company with the aim of satisfying the requirements of each local market. TASK -2 A REPORT ON THE DIFFERENT MANAGEMENT PRACTICE ADOPTED BY ORGANISATION WHEN FACED BY DIFFERENT CULTURE NEEDS. PEPSI Pepsi is a major company in the cold drinks industry. It has manufactured Pepsi, diet Pepsi, diet wild cherry Pepsi, diet Pepsi vanilla, caffeine free Pepsi, diet Pepsi lime, diet Pepsi jazz, Pepsi max, Pepsi one and many more. Each of the drinks manufactured by them relates to some cultural figure. One of the major reasons for its sale is that it manufactures different kinds of drinks keeping in mind the different cultural needs of its customers. That’s the success story of Pepsi. Pepsi manufactures drinks according to the countries. Recently they have manufactured so many kinds of drinks like Pepsi max for European countries. It was called specially designed for the euro pen people. Pepsi takes care of all the countries while making the drinks and that’s what Pepsi is famous for. VODAFONE The Vodafone passions back up the company’s focus on customer service and action. Passion for our people makes Vodafone a great company. There is no single prescription which suits their needs in each country and on each issue. Vodafone need to engage globally and locally on single issues and more broadly with single and multiple groups in structured and unstructured ways. Vodafone need to use all forms of engagement to help manage their global business and adapt an approach to meet specific needs. Cultural attitudes also differ greatly, especially on an issue such as sensitive content. So Vodafone builds much important stakeholder relationship at local operating company level rather than with the group. This is essential for them to understand specific market needs and tailor practices to the needs of the market. Many Vodafone operating companies have their own stakeholder engagement programmed for example, in Germany they have meet the Federal Association of consumers to discuss pricing policies and age-restricted content, and worked with the credit reference agency Schufa on teenager’s debts. Vodafone carried out a survey through a panel. Based on the panel’s advice they launched several research projects, especially focusing on mobiles in Africa. The first output was a major report which they launched early in 2005. It identified different patterns of mobile use in developing countries, compared to developed markets, and found that mobile use can improve economic growth, social capital and quality of life. The report highlighted the fact that mobiles are more important than computing in the poorest communities, because they require lower levels of literacy. The improved understanding of how mobiles are used has also helped Vodafone to develop effective approaches to doing business in developing countries. Multicultural needs adopted by Vodafone are: Identifying the working languages of multicultural teams across Europe. Identifying the relationship between the working languages and the native languages in terms of formal and informal exchanges and also in connection with the channels and frequency of communication. Assessing the importance of language use and intercultural competence. Relating communication skills needs to organizational training actions. Vodafone Pacific is putting its next generation of leaders through a rigorous three-year MBA program. O2 Our different practice for alternative culture’s are important in embedding Corporate Responsibility in our supply chain management approach and form part of a wider set of supplier policies. It’s based on the standard adopted by the UN through the universal declaration of human rights, and the ILO conventions. The standards we apply are as follows: The law is applied. Employment is freely chosen. Freedom of association and the right to collective bargaining are respected. Working conditions are safe and healthy. Child labor is eliminated. Living wages are paid for different countries culture. Working hours are not excessive in the management practices. Regular employment is provided. No harsh or inhumane treatment is allowed. O2 expect all culture to comply with their policy and they reserve the right not to do business with company where it can be demonstrated that significant violations of the policy exist. In particular we will not bring companies on to our supplier list where there is evidence of under age workers, forced, bonded or involuntary prison labor, or where the supplier’s workers are found to be subjected to potential life threatening working conditions or harsh or inhumane treatment. O2’s internal efforts to help protect and sustain the environment, our aim are to drill our objectives for sustainable development deeper into the supply chain. TASK: 3 Virtual organization: A temporary network of companies, suppliers, customers, or employees, linked by information and communications technologies, with the purpose of delivering a service. A virtual organization can bring together companies in strategic partnering or outsourcing arrangements, enabling them to share expertise, resources, and cost savings until objectives are met and the network is dissolved. Such organizations are virtual not only in the sense that they exist largely in cyberspace, but also in that they exist largely in cyberspace, but also in that they are unconstrained by the traditional barriers of time and place. A greater level of trust is required between employers they will be working out of one another’s sight for most of the time. “Verticality” is initiating a change in organizations. It is necessary for companies to be managed flexibly and to respond to the changing needs of the environment. Some new concepts of understanding the organization, accompanied by current technological developments, may offer some opportunities and solutions to the various strategies. A key aspect about the virtual organization in information. Virtual organizations work around an efficient use of information and information systems. How does this work? There is no single and simple answer. It can be assumed that information will be made available to all or most members of the organization. This will cause changes in the organization’s management of finance, marketing, and accounting, but above all, in management of its human resources. Organization, which work in virtual manner About Us The Company Indigo Heron Group is an Austin-based boutique consultancy firm designed to offer technology training and services to other entrepreneurs and non-profits. With an emphasis on high touch and rapid execution, our suite of services includes, UX Design, Brand management, SEO, Social Media, and ecommerce solutions. Introduction: The company Co-founders Alora Chistiakoff and Charles Andretta bring a unique combination of background and experience to The Indigo Heron Group, Inc.Company as a career web professional, Alora’s strengths are in leveraging the power of technology for entrepreneurial organizations. For more than a decade, Alora has worked in hands on leadership roles, driving the execution of large-scale web projects in ecommerce, Web and Enterprise 2.0, operational systems, custom development and complex system integration. Organisation leverages best practices from all areas of web-based business success for use in training and consulting to entrepreneurs. As a serial entrepreneur, Charles has a keen understanding of the complex challenges that solopreneurs and other growing businesses face in today’s marketplace. With a background in strategic analysis and quality management, a passion for operations efficiency and process improvement, and a penchant for out-of-the-box thinking, Charles is able to offer creative solutions to problems that integrate well within companies’ pre-existing paradigms Products The company Indigo Heron’s product line is designed to support the different stages of your business growth. Whether you need on-site, in-person attention to walk you through best practices, plan the foundation of a strong site, or whether you want a webinar that provides a high-level view of tips and tricks to act as a refresher, Indigo Heron strives to provide a suite of products that provide entrepreneurs with the level of assistance they need to make the most of their web presence’ Social Design for a Virtual Organization At South by Southwest, Brazen Careerist author and CEO Penelope Trunk was quite emphatic that, when starting a new business, having a geographically distributed team is rarely possible. Company said this on his panel, as well as again when we spoke in person. Company was a strong advocate of the notion that, for the first handful of employees to get a new business off the ground, having everyone in the same room is invaluable. Conversely, a dear friend who is in the process of developing a business from a one-man shop to a full-scale product company disagrees strongly and etc. While company have never been an advocate for ‘butts in chairs’ as an organizing model in general, company definitely doesn’t subscribe to the idea that the people you would pull together to get a business started can’t do what they need to do virtually. If someone is good enough for you to enlist to help get a business off the ground, then they should be talented enough to do what they need to do remotely, while communicating with the rest of the team in an effective manner. However, company do admit to a single hurdle that will quickly need a solution: team-building – which ultimately leads to organizing models and culture. In the most immediate term, the easiest way around this is for the people working together to found the company to already know each other. If those in the trenches to get it off the ground have worked together in the past, have long-standing relationships (both personal and professional, ideally), and respect each other’s abilities, then it there is a foundation of mutual trust that helps get the ball rolling. But there are still obstacles with that, even among people with common work histories and mutual trust. DAVENHAM- positive thinking in business finance This financial information service company created virtual teams company created virtual teams with representatives from so many companies around the world to work on user interfaces for the company. Facilitated by the signing of nondisclosure agreements, there has been savings in recruitment costs, staff benefits and overhead as a result of this virtual organization approach. Identify and develop suitable areas which management of furniture Works needs to look into when setting up a virtual organization Furniture Works company Identification works needs to process for innovation as this is often motivated by competitive pressures and also other factors to achieve increased productivity and quality. Furniture Works company deals with many products but while setting up virtual organization it should offer products which are very unique in it and not very common in the market. Its products should be very different from what the other competitors offer and also should come up with innovative products. As Furniture Works company can employ mobile workers as virtual organization concepts can help the mobile workers such as auditors, consultants, salespersons and service technicians, now furniture Works company is not a global company it should cater to vast pool of untapped skills, knowledge and abilities throughout in the business. This will make Furniture Works company to deal in a virtual manner. It can also works improve efficiency by reducing overhead, such as physical assets used to support traditional work environments or redistributing costs over several physical locations. A change in employee values and attitudes toward work quality of life is a major factor particularly in attracting and retaining quality employees. Employers have realized that a balance of work and personal life, family requirements, personal fulfillment and flexibility are important considerations among employees. These factors can be taken into consideration by Furniture Works. Virtual Organizations address transportation issues, such as unproductive commute time, traffic hassles, and the cost of fuel and environmental impact of commuting vehicles so furniture works can throw a light on these issues well. There are many areas for Furniture Works company to consider but these are some of the areas which can be looked in to while setting virtual organization. MANAGEMENT PRACTICES IN VIRTUAL ORGANIZATION INCLUDES: It includes administration, translation and cultural awareness solutions for clients. Helping the organization with administration requirements and deadlines means the business can focus on more important issues. cultural awareness solutions for clients who need help at important meetings and who need help with making their people and business understood, including meet and greet services, meeting service, business etiquette, recruitment processing and travel services. Administration solutions to help busy businesses, small, medium or large with a important administrative requirements. Translation solutions for clients that need translation of documentation such as letters, reports, websites and marketing materials or who need instant translations at meetings. There is some of the few management practices used in virtual organizations. TASK -4 COMMUNICATION: The definition of communication is sending, giving or exchanging information and ideas, which is often expressed nonverbally and verbally. Communication is a process of transferring information from one entity to another. Communication processes are sign-mediated interactions between at least two agents which share a repertoire of signs and semiotic rules. Communication is commonly defined as “the imparting or interchange of thoughts, opinions, or information by speech, writing or signs”. Communication can be perceived as a two-way process in which there is an exchange and progression of thought, feeling, or ideas towards accepted goal or direction. There are two types of communication 1) Verbal and Non -Verbal Communication. Good communication involves pro-activeness, to talk with body language and to vary voice tone, pace and volume. Verbal communication: This includes Oral communication such as talking to one self, dialogue, discussion between two people, telephone calls. Visual communication such as maps, graphic, traffic signal, advertisement.Etc Nonverbal communication Non-verbal communication includes the over all body language of the person who is speaking, which will include the body posture, the hand gestures and overall body movements. The facial expression also play a major role while communication since the expressions on a person’s face say a lot about his/her mood. On the other hand gestures like a hand shake, a smile or a hug can independently convey emotions. Non verbal communication can also be in the form of pictorial representations, signboards or even photograph, sketches and paintings. Who can browse mail catalogs or company websites at any time of the day or night? Direct communication gives ready access to a wealth of products and information, at home and around the globe. Direct communication is immediate and interactive -by phone, chat or emails or website to create exactly the configuration of information, products, or services they desire, and then order them on the spot. Direct communication can bring many benefits to both buyers and sellers. Direct communication provides convenience, easy to use, and private way of interaction. Many have the comfort of their homes or offices. Direct communication is a low cost, efficient alternative for reaching to customers through its lower costs of media, and reaching to customers over internet. Online communication has many advantages like speed, accessibility, customization, interactivity, and pervasive information over other media channels. Online communication has become cheaper, quicker and more efficient. One can communicate with anyone around the globe by simply text messaging them or sending them an email. The internet has also opened up face-to-face direct communication from different parts of the world, thanks to the help of video-conferencing. Online communication is also cost effective. This, in turn increases productivity which ultimately gives rise to profits which gives better pay and less stressed working conditions. It has also helped to bridge the cultural gap by helping people from different cultures to communicate with one another and also allows exchanging views and ideas. Various aspects of effective and direct communication that are available to the organizations are: Discretion: Being careful about what one says or does, or the ability to keep silent. Discretion is a choice; it’s a quality that one develops. High achievers have learned to guard their conversation carefully, knowing when to speak, and when not to speak, what to say and what not to say. Active Listening: It is nearly always more profitable to listen than it is to speak. A good listener may hear something that will add to his collection of knowledge. Be attentive to what others say. One can practice active listening by mentally repeating what the other party says a moment after they say it. One can stay alert and grasp the details of the conversation. Clarity: Be clear with words. Whenever one attempts to present an idea or the progress of a project, prepare what to say. One should be clear, concise, and candid in every conversation. Gain Understanding: Don’t leave the conversation until one understands what is expected. Don’t feel unprofessional for asking the boss to explain what he wants. Write it down. Gaining a deeper and more clear understand will greatly enhance the final product. Learning to communicate is crucial in the workplace environment. These are just four main aspects of effective communication. There are many more, but the point is to know with whom you are communicating. Everyone needs to be communicated with differently. Other factors are online communication can help the company to answer the queries regarding the products. Customers may feel that are being given importance by quickly replying to these queries. This may also increase in sales. Online communication enhances cost factor as well. Organization can design its own website where all the products offered can be displayed with all its features. This may help the customers to get maximum information on the website itself. Through this, organization can identify if the customers are interested in buying online. The information provided will be reliable as the products offered on the website will be displayed by the company itself. Online communication should be flexible enough as furniture works staff should answer the queries spontaneously. For this Furniture works staff should be well equipped and should have enough staff to answer customer queries online. Other advantages for the organization are through online communication are increase in sales, customers given priority, information provided instantly, and minimizes risk. Task – 5 Operating overseas can be posing various threats as threat to global economy, political impact and legislative boundaries. Recommendations for furniture works on how effective global structures could be created: Furniture Works company’s team can work on the drafting and designing part to fulfill the requirements of customers. A successful furniture designer needs creative ingenuity, design world knowledge and confident technical skills. Its team should be well versed in the design standards on a global basis so that they can deliver goods that match international standards. While designing the projects furniture works team should pay special attention to the impacts on the environment. Furniture Works company needs staff should be highly qualified and should also have latest technology to develop any type of drafting services. It should constantly upgrade the technology to match the global trend. While operating globally Furniture Works Company should take care of the environment as well. In fact environment should be of top priority. Furniture Works should take care of the market in UK countries by it operates. It should make an analysis of market segmentation and accordingly it should operate in the countries. It should also introduce a collection of furniture with a distinctively modern flair. Innovative ideas should be adopted by furniture works. No all the furniture will work in all the countries. Different countries have different styles, décor and designs. Accordingly furniture works should first study the market and then design and style the products which will attract potential customers. Furniture Works company policy should be kept simple which is to put people close, enabling to give them the highest quality support and services in local languages and time zones. It should keep in mind the customs regulation to identify any boycotted materials which are not allowed in the destination country. It can attain a copy of the latest customs regulation. Packaging for an overseas move is different in different countries. It should also take care of the various documents involved which should be completed to avoid any complications. Furniture Works company can showcase their newest products at a number of trade shows around the country. Conclusion: There are so many things behind the business some of the internal and external factor like company’s policy and government policy. Business growth is depending upon customer, employee, and product. There are many overseas threats which an organization may suffer but it’s up to the organization how it deals with it. It should identify various aspects and ways to tackle overseas threats. Market segmentation, market analysis, SWOT analysis and various other models can determine how an organization should cater to the needs of the customers. There are many methods to take customer responses so that an organization knows what is it that they need to alter or do things differently from its other competitors. It can also determine through customer responses its stand in the market. It can also get suggestions from the customers and if these suggestions turn out to be cost effective then it may implement them as well. This will further turn the product in a better way, the way the customer wants it to be. Taking the example of Furniture Works Company, effective global structures can be created by taking customer suggestions in the UK. This may involve costs but the returns the organization gets through customer satisfaction will be huge. Creating effective global structures helps the organization operate globally with ease. These are some of the few ideas which Furniture Works Company can implement to help effective in structures. In the last company should have to develop new strategy as a compare to have competitor then growth is possible and company has to develop new product according to environment and market position.

Local area networks (LANs) are literally everywhere. In your daily life, you come into contact with, interact with, or speak

write my term paper Local area networks (LANs) are literally everywhere. In your daily life, you come into contact with, interact with, or speak to someone else who does. LANs are common today in homes and small businesses, but a LAN can be found in any number of other locations and for a wide variety of purposes. As you go through a day, what LANs do you encounter directly or through another person, not including the LAN in your home or office? Identify three sub-LANs and briefly describe their purpose and makeup.

Chemistry: What is the cell reaction for the following electrochemical cell? Cu | Cu2+

Chemistry: What is the cell reaction for the following electrochemical cell? Cu | Cu2+.

What is the cell reaction for the following electrochemical cell?Cu | Cu2+(aq) || Ni2+(aq) | NiSelect one:a. 2Cu(s) + Ni2+(aq) → Ni(s) + 2Cu2+(aq)b. Cu(s) + Cu2+(aq) → Ni(s) + Ni2+(aq)c. Cu(s) + Ni2+(aq) → Ni(s) + Cu2+(aq)d. 2Ni(s) + Cu2+(aq) → Cu(s) + 2Ni2+(aq)
Chemistry: What is the cell reaction for the following electrochemical cell? Cu | Cu2+

Evidence-Based Pharmacology Paper ​

Evidence-Based Pharmacology Paper ​.

Evidence-Based Pharmacology Paper The topic is based on MAJOR DEPRESSIONThe purpose of this assignment is to provide an opportunity for you to review an area of interest and apply the concepts you have learned in this course to a patient situation. In clinical decision making, you must combine knowledge and evidence to make a good decision. Using critical thinking and reading skills, you will meet multiple objectives for this assignment. Criteria Synthesize relevant information, including research related to the diagnosis and treatment of the selected disorder. Recognize the assumptions inherent in the current literature and identify any unstated or missing information. Develop and justify various approaches to the stated problem, including nonpharmacological and pharmacological treatment. Clearly articulate at least two approaches to the treatment of the condition. Defend the choice of the treatment option. This must include a reflection on the availability of peer-reviewed information and your analysis of the credibility of that information. Create a plan for follow-up and referral if needed.
Evidence-Based Pharmacology Paper ​