Organizational change free essay sample

Organizational change is an ongoing process with important implications for organizational effectiveness. An organization and its members must be constantly on the alert for changes from within the organization and from the outside environment, and they must learn how to adjust to change quickly and effectively. Organizational change is the movement of an organization away from its present state and toward some future state to increase its effectiveness. Forces for organizational change include competitive forces; economic, political, and global forces; demographic and social forces; and ethical forces. Organizations are often reluctant to change because resistance to change at the organization, group, and individual levels has given rise to organizational inertia. Sources of organization-level resistance to change include power and conflict, differences in functional orientation, mechanistic structure, and organizational culture. Sources of group-level resistance to change include group norms, group cohesiveness, and groupthink and escalation of commitment. Sources of individual-level resistance to change include uncertainty and insecurity, selective perception and retention, and habit. We will write a custom essay sample on Organizational change or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page According to Lewin’s force-field theory of change, organizations are balanced between forces pushing for change and forces resistant to change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Types of change fall into two broad categories: evolutionary and revolutionary. The main instruments of evolutionary change are sociotechnical systems theory, total quality management, and the development of flexible workers and work teams. The main instruments of revolutionary change are reengineering, restructuring, and innovation. Often, the revolutionary types of change that result from restructuring and reengineering are necessary only because an organization and its managers ignored or were unaware of changes in the environment and did not make incremental changes as needed. Action research is a strategy that managers can use to plan the change process. The main steps in action research are (a) diagnosis and analysis of the organization, (b) determining the desired future state, (c) implementing action, (d) evaluating the action, and (e) institutionalizing action research. Organizational development (OD) is a series of techniques and methods to increase the adaptability of organizations. OD techniques can be used to overcome resistance to change and to help the organization to change itself. OD techniques for dealing with resistance to change include education and communication, participation and empowerment, facilitation, bargaining and negotiation, manipulation, and coercion. OD techniques for promoting change include, at the individual level, counseling, sensitivity training, and process consultation; at the group level, team building and intergroup training; and at the organizational level, organizational confrontation meetings. CHAPTER OUTLINE 10. 1 What Is Organizational Change? Organizational change is the process by which organizations move from their current or present state to some desired future state to increase their effectiveness. An organization in decline may need to restructure its competences and resources to improve its fit with a changing environment. Even thriving, high-performing organizations such as Google, Apple, and Facebook need to continuously change the way they operate over time to meet ongoing challenges. Targets of Change Organizational change includes changes in four areas: 1. Human resources are an organization’s most important asset. Because these skills and abilities give an organization a competitive advantage, organizations must continually monitor their structures to find the most effective way of motivating and organizing human resources to acquire and use their skills. Changes made in human resources include investment in training, socializing employees, changing norms to motivate a diverse workforce, monitoring promotion and reward systems, and changing top management. 2. Each organizational function needs to develop procedures that allow it to manage the particular environment it faces. Crucial functions grow in importance while those whose usefulness is declining shrink. Thus, key functions grow in importance. Organizations can change structure, culture, and technology to improve the value created by functions. 3 Organizational change often involves changing the relationships between people and functions to increase their ability to create value. 10. 2 Forces for and Resistance to Organizational Change Forces for Change If managers are slow to respond to the forces of change, the organization will lag behind its competitors and its effectiveness will be compromised. (Refer to Figure 10. 1) Competitive forces spur change, because unless an organization matches or surpasses its competitors it will not survive. Managing change is crucial when competing for customers. To lead on the dimensions of efficiency or quality, an organization must constantly adopt the latest technology as it becomes available. To lead on the dimension of innovation and obtain a technological advantage over competitors, a company must possess skills in managing the process of innovation. Economic, political, and global forces, such as the North American Free Trade Agreement (NAFTA) or other economic unions, are significant forces of change. The European Union (EU) includes over 27 members eager to take advantage of a large protected market. Global challenges facing organizations include the need to change an organizational structure to allow expansion into foreign markets, the need to adapt to a variety of national cultures, and the need to help expatriate managers adapt to the economic, political, and cultural values of the countries in which they are located. Demographic and social forces include an increasingly diverse workforce. Changes in the demographic characteristics of the workforce require managers to change their styles of managing all employees and to learn how to understand, supervise, and motivate diverse members effectively. Many workers want to balance work and leisure. Managers need to abandon stereotypes and accept the importance of equity in the recruitment and promotion of new hires. Ethical forces such as increasing government, political, and social demands for more responsible and honest corporate behavior are compelling organizations to promote ethical behavior. Many companies have created the position of ethics officer. If organizations operate in countries that pay little attention to human rights or to the well-being of organizational members, they have to learn how to change these standards and to protect their overseas employees. Resistances to Change Resistance to change lowers an organization’s effectiveness and reduces its chances of survival. Resistances or impediments to change that cause inertia are found at the organization, group, and individual levels. (Refer to Figure 10. 1) Organization-Level Resistance to Change Power and conflict: When change causes power struggles and organizational conflict, an organization is likely to resist it. If change benefits one function at the expense of another, conflict impedes the change process. In the old IBM, for example, managers of its mainframe computer division fought off attempts to redirect IBM’s resources to produce the PCs that customers wanted in order to preserve their own power. Differences in functional orientation: This means that different functions and divisions often see the source of a problem differently because they see an issue or problem primarily from their own viewpoint. This tunnel vision increases organizational inertia. Mechanistic structure: Mechanistic structures are more resistant to change. People who work within a mechanistic structure are expected to act in certain ways and do not develop the capacity to adjust their behavior to changing conditions. A mechanistic structure typically develops as an organization grows and is a principal source of inertia, especially in large organizations. The extensive use of mutual adjustment and decentralized authority in an organic structure makes it less resistant to change. Organizational culture: Organizational culture, values, and norms cause resistance to change. If organizational change disrupts taken-for-granted values and norms and forces people to change what they do and how they do it, an organization’s culture will cause resistance to change. Group-Level Resistance to Change Many groups develop strong informal norms that specify appropriate and inappropriate behaviors and govern the interactions between group members. Often, change alters task and role relationships in a group; when it does, it disrupts group norms and the informal expectations that group members have of one another. As a result, members of a group may resist change because a new set of norms must be developed to meet the needs of the new situation. Group cohesiveness, the attractiveness of a group to its members, also affects group performance. A highly cohesive group may resist attempts by management to change what it does or even who is a member of the group. Groupthink and escalation of commitment also make changing a group’s behavior very difficult. Individual-Level Resistance to Change People tend to resist change because they feel uncertain and insecure about what its outcome will be. Selective perception and retention suggest that people perceive information consistent with their views. If change doesn’t benefit them, they do not endorse it. People’s preference for familiar actions and events is a further impediment to change. Lewin’s Force-Field Theory of Change Force-field theory is a theory of organizational change that argues that two sets of opposing forces within an organization determine how change will take place. When the forces are evenly balanced, the organization is in a state of inertia and does not change. To get an organization to change, managers must find a way to increase the forces for change, reduce resistance to change, or do both simultaneously. Any of these strategies will overcome inertia and cause an organization to change. (Refer to Figure 10. 2) Managerial Implications Managers must continuously monitor the environment to identify the forces for change. They must analyze how the change will affect the organization and determine which type of change to pursue. 10. 3 Evolutionary and Revolutionary Change in Organizations Evolutionary change refers to change that is gradual, incremental, and specifically focused. It adds small adjustments to strategy and structure to handle environmental changes. Sociotechnical systems theory, total quality management, and the creation of empowered, flexible work groups are three instruments of evolutionary change that organizations use in their attempt to make incremental improvements in the way work gets done. Revolutionary change refers to change that is sudden, drastic, and organization-wide. It has repercussions at all levels in the organization—corporate, divisional, functional, group, and individual. Three ways to implement revolutionary change are reengineering, restructuring, and innovation. Developments in Evolutionary Change: Sociotechnical Systems Theory Sociotechnical systems theory is a theory that proposes the importance of changing role and task or technical relationships to increase organizational effectiveness. It emerged from a study of changing work practices in the British coal-mining industry. The socio-technical systems theory argues that managers need to fit or jointly optimize the workings of the technical and social systems. A poor fit between an organization’s technology and social system leads to failure, but a close fit leads to success. When managers change task and role relationships, they must recognize the need to adjust the technical and social systems gradually so group norms and cohesiveness are not disrupted. By taking this gradual approach, an organization can avoid the group-level resistance to change. Researchers suggest that a team-oriented system promotes values that enhance efficiency and product quality. Total quality management uses sociotechnical systems theory. Total Quality Management Total quality management (TQM) is a technique developed by W. Edwards Deming to continuously improve the effectiveness of flexible work teams. It was embraced by Japanese companies after World War II. Changes frequently inspired by TQM include altering the design or type of machines used to assemble products and reorganizing the sequence of activities—either within or between functions—necessary to provide a service to a customer. Changing cross-functional relationships to help improve quality is important in TQM. The changes associated with TQM are changes in task, role, and group relationships. Implementing a TQM program is not always easy because it requires workers and managers to adopt new ways of viewing their roles in an organization. Managers must be willing to decentralize control of decision making, empower workers, and assume the role of facilitator rather than supervisor. The â€Å"command and control† model gives way to an â€Å"advise and support† model. Flexible Workers and Flexible Work Teams In implementing socio-technical systems theory and TQM, many organizations are finding it easier to achieve their goals by using flexible workers and teams. Flexible workers can be transferred between departments and functions as demand changes. The advantages of flexible workers include quick response to environmental changes; reduced boredom and increased incentives for quality; better understanding by learning one another’s tasks; and combining tasks to increase efficiency and reduce costs. A flexible work team is a group of workers who assume responsibility for performing all the operations necessary for completing a specified stage in the manufacturing process. A flexible work team is self-managed; members jointly assign tasks and transfer from one task to another. In a flexible work team, separate teams assemble different components and turn those components over to the final-product work team, which assembles the final product. Each team’s activities are driven by demands that have their origins in customer demands for the final product. (Refer to Figure 10. 3) Developments in Revolutionary Change: Reengineering The term â€Å"reengineering† has been used to refer to the process by which managers redesign how tasks are bundled into roles and functions to improve organizational effectiveness. It involves rethinking business processes, activities that cross functional boundaries. Instead of focusing on an organization’s functions in isolation from one another, managers make business processes the focus of attention. A business process is an activity that cuts across functional boundaries and is vital to the quick delivery of goods and services or that promotes high quality or low costs. Because reengineering focuses on business processes and not functions, an organization must rethink the way it approaches organizing its activities. A good example of how to use reengineering to increase functional integration comes from attempts to redesign the materials management function to improve its effectiveness. In the traditional functional design the three main components of materials management—purchasing, production control, and distribution—were typically in separate functions and had little to do with one another. Thus coordinating their activities is difficult. Each function has its own hierarchy, and there are problems in both vertical and horizontal communication. Today, most organizations put all three of the functional activities involved in the materials management process inside one function. Three guidelines for performing reengineering successfully are as follows: Organize around outcomes, not tasks. 2. Have those who use the output of the process perform the process. 3. Decentralize decision making to the point where the decision is made. Reengineering and TQM are highly interrelated and complementary. E-Engineering This is a term used to refer to companies’ attempts to use all kinds of information systems to improve performance. The importance of e-engineering is increasing as it changes the way a company organizes its value-creation functions and links them to improve its performance. Restructuring Restructuring is a process by which managers change task and authority relationships and redesign organizational structure and culture to improve organizational effectiveness. Downsizing is the process by which managers streamline the organizational hierarchy and lay off managers and workers to reduce bureaucratic costs. The drive to decrease bureaucratic costs results from competitive pressures. Mergers and acquisitions in many industries, such as banking, have led to downsizing because fewer managers are needed. Other companies have reduced staff to match competitors. The negative effects of downsizing include overworked managers and lost opportunities. Companies that fail to control growth must downsize to remain competitive. The terms anorexic or hollow are used to refer to organizations that downsized too much and have too few managers to help them grow when conditions change. Restructuring, like other change strategies, generates resistance to change. Often, the decision to downsize requires the establishment of new task and role relationships. Because this change may threaten the jobs of some workers, they resist the changes taking place. Innovation Innovation refers to the process by which organizations use their skills and resources to develop new goods and services or to develop new production and operating systems so they can better respond to the needs of their customers. 10. 4 Managing Change: Action Research In Lewin’s view, implementing change is a three-step process: (1) unfreezing the organization from its present state, (2) making the change, and (3) refreezing the organization in the new, desired state so its members do not revert to their previous work attitudes and role behavior. Action research is a strategy for generating and acquiring knowledge that managers can use to define an organization’s desired future state and to plan a change program that allows the organization to reach that state. Figure 10. 6 highlights the steps in action research. Diagnosis of the Organization The first step in action research requires managers to recognize the existence of a problem that needs to be solved and acknowledge that some type of change is needed to solve it. In general, recognition of the need for change arises because somebody in the organization perceives a gap between desired performance and actual performance. Determining the Desired Future State This step also involves a difficult planning process as managers work out various alternative courses of action that could move the organization to where they would like it to be and determine what type of change to implement. Implementing Action 1. First, managers identify possible impediments to change at all levels. The second step is deciding who will be responsible for actually making the changes and controlling the change process. The choices are to employ either external change agents or internal change agents or use some combination of both. 3. The third step is deciding which specific change strategy will most effectively unfreeze, change, and refreeze the organization. The types of change that these techniques give rise to fall into two categories: Top-down change is implemented by managers at a high level in the organization, knowing that the change will reverberate at all organizational levels. Bottom-up change is implemented by employees at low levels in the organization that gradually rises until it is felt throughout the organization. Evaluating the Action The fourth step in action research is evaluating the action that has been taken and assessing the degree to which the changes have accomplished the desired objectives. The best way to evaluate the change process is to develop measures or criteria that allow managers to assess whether the organization has reached its desired objectives. Institutionalizing Action Research Organizations need to institutionalize action research—that is, make it a required habit or a norm adopted by every member of an organization. The institutionalization of action research is as necessary at the top of the organization as it is on the shop floor. Managerial Implications Managers must develop criteria to evaluate whether a change is necessary, and carefully design a plan that minimizes resistance. 10. 5 Organizational Development Organizational development (OD) is a series of techniques and methods that managers can use in their action research program to increase the adaptability of their organization. The goal of OD is to improve organizational effectiveness and to help people in organizations reach their potential and realize their goals and objectives. OD Techniques to Deal with Resistance to Change Education and Communication: One impediment to change is that participants are uncertain about what is going to happen. Through education and communication, internal and external agents of change can provide organizational members with information about the change and how it will affect them. Participation and Empowerment: Inviting workers to participate in the change process is a popular method of reducing resistance to change. Participation complements empowerment, increases workers’ involvement in decision making, and gives them greater autonomy to change work procedures to improve organizational performance. These are key elements of most TQM programs. People that are involved in the change and decision-making process are more likely to embrace rather than resist. Facilitation: Both managers and workers find change stressful. There are several ways in which organizations can help their members to manage stress: providing them with training to help them learn how to perform new tasks, providing them with time off from work to recuperate from the stressful effects of change, or even giving senior members sabbaticals. Bargaining and Negotiation: Bargaining and negotiation are important tools that help managers manage conflict. Because change causes conflict, bargaining is an important tool in overcoming resistance to change. Manipulation: Sometimes senior managers need to intervene, as politics shows that powerful managers have considerable ability to resist change. Coercion: The ultimate way to eliminate resistance to change is to coerce the key players into accepting change and threaten dire consequences if they choose to resist. The disadvantage is that it can leave people angry and disenchanted and can make the refreezing process difficult. OD Techniques to Promote Change Counseling, Sensitivity Training, and Process Consultation: Recognizing that each individual is different also requires them to be treated or managed differently. Sometimes, counseling will help individuals understand that their own perceptions of a situation may be incorrect. Sensitivity training is an OD technique that consists of intense counseling in which group members, aided by a facilitator, learn how others perceive them and may learn how to deal more sensitively with others. Process consultation is an OD technique in which a facilitator works closely with a manager on the job to help the manager improve his or her interactions with other group members. Team building is an OD technique in which a facilitator first observes the interactions of group members and then helps them become aware of ways to improve their work interactions. The goal of team building is to improve group processes to achieve process gains and reduce process losses that are occurring because of shirking and freeriding. Intergroup training is an OD technique that uses team building to improve the work interactions of different functions or divisions. Its goal is to improve organizational performance by focusing on a function’s or division’s joint activities and output. Organizational mirroring is an OD technique in which a facilitator helps two interdependent groups explore their perceptions and relations in order to improve their work interactions. This technique is designed to get both interdependent groups to see the perspective of the other side. Appreciating others’ perspectives allows the groups to work together more effectively. Total Organizational Interventions: A variety of OD techniques can be used at the organization level to promote organization-wide change. Organizational confrontation meeting is an OD technique that brings together all of the managers of an organization at a meeting to confront the issue of whether the organization is meeting its goals effectively. Organizational Change free essay sample A look at how organizations manage change. (more)

Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman

The author, Marjorie Shostak, provides at the beginning of each chapter in her book a short introduction of the subject matter which precedes text in the actual chapters recounting Nisa’s life. This work covers Nisa’s life as she remembers and also provides some insights that the author has outside of the interviews with Nisa. These perspectives are given from the viewpoint of having lived and been with the !Kung women. Numerous aspects of the Kung women’s way of life is revealed, beginning with Nisa as a little girl, â€Å"I remember when my mother was pregnant with Kumsa. I was still small and I asked, â€Å"Mommy, that baby inside you†¦Ã¢â‚¬ (Shostak, 1981, P. 51) and proceeded on to her marriages, â€Å"I had refused Bo, but Tsaa, my next husband, I liked. When I married him, my breasts were just beginning to develop† (Shostak, 1981, P. 138) and further on to when she gave birth and when â€Å"After (her) children died, (she) just continued to live.† (Shostak, 1981, P. 326). But there appears to be a particular emphasis on Nisa’s sexual trysts with men from chapter 4 onwards, â€Å"There are men, a few of my lovers, who still live in my heart.† (Shostak, 1981, P. 331) This may be due to Nisa being proud that she is able to attract lovers, and she is boasting that particular fact to the author. Nisa was able to describe in detail her entire life in her interviews, even going into the little details of her play habits whilst she was young and to the long treks that she took around with her husband in her latter years. What I noticed particularly missing from the text is that it covers a mainly female viewpoint on life in a !Kung village, while information about the !Kung men were given in the introductions, it is just mainly skimming through it. If the anthropologist was a man, this book may turn out totally different, covering more of the men’s aspect on life, giving details on the men going out for hunting, the specific met... Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman Free Essays on Book Report On Nisa, The Life And Words Of A Kung Woman The author, Marjorie Shostak, provides at the beginning of each chapter in her book a short introduction of the subject matter which precedes text in the actual chapters recounting Nisa’s life. This work covers Nisa’s life as she remembers and also provides some insights that the author has outside of the interviews with Nisa. These perspectives are given from the viewpoint of having lived and been with the !Kung women. Numerous aspects of the Kung women’s way of life is revealed, beginning with Nisa as a little girl, â€Å"I remember when my mother was pregnant with Kumsa. I was still small and I asked, â€Å"Mommy, that baby inside you†¦Ã¢â‚¬ (Shostak, 1981, P. 51) and proceeded on to her marriages, â€Å"I had refused Bo, but Tsaa, my next husband, I liked. When I married him, my breasts were just beginning to develop† (Shostak, 1981, P. 138) and further on to when she gave birth and when â€Å"After (her) children died, (she) just continued to live.† (Shostak, 1981, P. 326). But there appears to be a particular emphasis on Nisa’s sexual trysts with men from chapter 4 onwards, â€Å"There are men, a few of my lovers, who still live in my heart.† (Shostak, 1981, P. 331) This may be due to Nisa being proud that she is able to attract lovers, and she is boasting that particular fact to the author. Nisa was able to describe in detail her entire life in her interviews, even going into the little details of her play habits whilst she was young and to the long treks that she took around with her husband in her latter years. What I noticed particularly missing from the text is that it covers a mainly female viewpoint on life in a !Kung village, while information about the !Kung men were given in the introductions, it is just mainly skimming through it. If the anthropologist was a man, this book may turn out totally different, covering more of the men’s aspect on life, giving details on the men going out for hunting, the specific met...

A Good Impression of True Christianity Article Example | Topics and Well Written Essays - 500 words

A Good Impression of True Christianity - Article Example After spending time in regular prayer and meditation, Christians will eventually put to practice what they learn from God’s Word along with the promptings of the Holy Spirit. They will be â€Å"doers† of the Word and not â€Å"hearers† only for as the Bible says: â€Å"Faith comes by hearing and hearing of the Word of God.† Christians begin to practice what they preach by putting to action what they learn in their daily devotion and Bible Study. Finally, when more time is spent on prayer and meditation, people begin to spend less time finding faults in others and begin to love each other as real brothers and sisters in the Lord. In doing so, they refrain from backbiting that usually results in quarreling. The church will then become a â€Å"home† for the weary and brokenhearted. It will become a safe refuge from life’s trials and difficulties. If Christians follow these suggestions individually and as a congregation of born-again believers in Christ, the community will respect it and even be drawn to be part of it. What the world needs is a dynamic loving church that nurtures and understands not one that judges and bites. If Christians follow these suggestions individually and as a congregation of born-again believers in

Contemporary Management Problem Essay Example | Topics and Well Written Essays - 1750 words

Contemporary Management Problem - Essay Example Organizational sustainability depends on efficiency of management team. The organization is not a mere set of employees or top management. Organizational sustainability depends on synchronization between top level management, middle level management and lower level management. Business management helps to integrate functions of each department to increase the efficiency of service delivery. Business management plays a cordial role to solve critical organizational issues (labour related problem, irregular trade practices, employee disruption, maintaining transparency between each department’s works, designing vision and mission statement and maintaining a stable organizational hierarchy). Many companies use Business Crisis Management (BCM) and Continuity Management (CM) to identify and solve business related problems. Centrality of management functions revolves around few departments of the organizations. Various departments (like production, marketing, finance, operation) play pivotal role to decide the dynamics of business management. Business management plays important role in solving people related issues of management. Many organizations have failed due to poor performance of top level management in last few years. ... Learning organization concept has been used by many management research scholars to distinguish between successful and failed organizations. Learning organization can be described in the following manner. The organization gives importance on acquiring or creating and transferring information and knowledge (Porth and McCall, n.d.). Four key things are important for a learning organization. They are- 1-problem solving in an ethical and systemic manner, 2- encouraging new thoughts or process to change the management functions, trying to learn from past mistakes committed by other organizations, 3- trying to maintain equilibrium between good business practise by other organizations and self evaluation, 4- maintaining transparent communication dynamics across the organization. Free flowing communication model helps to spread the knowledge across every department of organization (Garvin, 1993, p. 81). Many organizations failed to maintain a steady business policy to create a sustainable or ganizational structure. Various management problems are explained in the following section. Organisational structure (problems regarding management hierarchy, board members are not very clear about their responsibilities, lack of communication between different functional departments). Leadership (organization is running without any mission and vision statement, organization is managing business without any long term objectives). Motivation (lack of motivation among employees to perform a particular task, lack of support from the top level management creates communication gap between them and employees). Business ethics (many companies fail to maintain fair business

The Strengths and Weakness of Affirmative Action

The Strengths and Weakness of Affirmative Action Affirmative action was formed more than fifty years ago during the Civil Rights movement with the goal of everyone having the same chances in life. A lot has changed since then. So why are we still trying to make up for past sins? Are the people who are benefiting from affirmative action today the ones who were harmed and discriminated against in the past? No. The race card should not be used in an academic environment and diversity should not put a more qualified applicant on the side lines. Academics should be the determining factor for college admissions not race. According to Kristina Crawley and Tony Magart, Affirmative action is a program built on racial discrimination, all the while claiming to fight it. In order for a student to achieve advancement other students are unjustly discriminated against or punished. Colleges should be looking at the accomplishments of the students, not what ethnicity they were born. Colleges even post the percentages of each minority attending their schools on their websites. Is this supposed to sway students to attend specific colleges based on who their fellow classmates are to be? Does this guarantee diversity? Shouldnt students be looking at what the college can offer them to help them succeed in life? They have their whole lives ahead of them. The primary problem with affirmative action in colleges is it has failed to bring about a major goal to ease racial tension and lessen the color consciousness of college students. The actual results have had the opposite effect. According to Mr. Roberts, Affirmative action poses a conflict between two cherished American principles: the belief that all Americans deserve equal opportunities and the idea that hard work and merit, not race or religion or gender or birthright, should determine who prospers and who does not. How are students suppose to see each other as equals if they are not considered equals when applying to college? The message minorities are receiving according to Mr. Steele, Society now tells them that if they will only designate themselves as black on their college applications, they will probably do better in the college lottery than if they conceal this fact. The tensions continue to exist because the white student sees the minority student as undeserving and the m inority student sees the white student as racist and part of a group that works against furthering the minoritys ability to obtain a college education. Affirmative action creates reverse discrimination which is defined as Discrimination against members of a dominant or majority group, especially when resulting from policies established to correct discrimination against members of a minority or disadvantaged group. This is the case when colleges are allowed to consider race when accepting college applications. Arent colleges actually practicing what the country is trying to eliminate; discrimination? Colleges dont see themselves discriminating against other students. They call it diversification. There are many ways colleges can diversify without using race to achieve those goals. There are minorities who have qualifications to attend college without affirmative action. Not all minorities are in low income areas which have less than desired school systems. What about those students who break free from the Ghetto? There are many success stories from minorities who have risen above poverty and became very successful. We want students who will succeed in college and have something to contribute to our education, not a free pass. Advocates of affirmative action believe that for better learning classes must have a diverse student environment. This logic is flawed. According to Mr. McElroy, Racial diversity does not necessarily lead to diversity of opinion. Students with different interests and talents make a campus life vibrant and ensure that a variety of activities are pursued. Race is a purely external characteristic and has no effect on what a person brings to a community. To suggest that skin color determines ones attitude or what they might bring to the table is racism in itself. Why does skin color dictate ideas or activities a person may pursue? Diversity is not determined by skin color. Society has been unfair to minorities in the past. Yes, our ancestors did profit from using slave labor. Affirmative action does not make up for wrong doings. According to Mr. Steele, It is impossible to repay blacks living today for the historic suffering of the race, demonstrating the absurdity of trying to make up for what our ancestors did. Society is discriminating against a new group now in order to compensate for the discrimination of one group in the past. What has been accomplished when discrimination has yet to be conquered? Why does the need for diversity have to keep discrimination alive? At Wayne State University Law School in Detroit, despite the ban on affirmative action, the new admissions policy still has the ability to see color. Instead of checking a race box officials look at the students address. They are able to see if the student lives on an Indian reservation or in the heart of Detroit where the population is concentrated mainly with African Americans. What has changed? They still see color knowing who resides in these populace areas. It does not matter that the people voted for a ban on using race in the admission process. The colleges are finding new ways to continue to act in the old ways of admitting college students for the sake of diversity. According to Mr. Connerly, If black and Hispanic students are rare at selective universities, the solution is better academic preparation, not special treatment in admissions. Every individual should have the same opportunity to compete. The problem is not about the minority students who are excelling but about the minority students who are statistically failing in the public school system. Statistics show that blacks who were given preferential treatment failed at elite colleges at a much higher rate than other races and affirmative action gave those unprepared students admission to those colleges. When a college uses race in the admissions process and then the students later fail is a real disservice to those students. The color of a students skin should not be the deciding factor. Society is creating new problems for minority students all the while trying to bring diversity to their colleges. A popular belief about why minority applicants are less qualified to attend college is they have not been provided the same opportunities generally provided to white students. This is true. The system in this country does not give minority groups equal access to economic and educational resources. This does not mean that minorities should slide into college without the foundation to succeed. If they are unprepared they are more likely to fail. It would be more sensible to find the source of the problem. School funding should be changed. There should be a system where low income schools get the funding they need to rise above the issues they face every day. Better teachers need to be attracted to these areas to try and make a difference. Yes this is a large order and will take time. No one said solving discrimination would be an overnight process. Armstrong Williams, a black syndicated columnist stated, There is a very real danger that we are merely reinforcing the idea that minorities are first and foremost victims. Because of this victim status, the logic goes, they are owed special treatment. But that isnt progress, its inertia. By putting minorities into the role of victims, we are not helping them to advance, we are holding them in place. Affirmative action places students in situations where their efforts are not measured but the color of their skin is. What does this teach them? How does this give students confidence and control of their actions? Is it more important to bring minority students in the classroom no matter how prepared they are for the sake of diversity? If you believe in affirmative action you believe some people didnt get a fair shake in life and need help. Whats wrong with helping the little guy, the one who hasnt gotten a break in life? Many students live in poor segregated communities and the only hope they have to leave is to better themselves at colleges or universities outside their neighborhoods. These students are able to get to the front of the admissions list just by their heritage. This doesnt mean they arent hardworking students and are just as capable as their white counterpart. Affirmative action levels the playing field for them, but is this really fair? According to Peter Schmidt, Proponents of race-conscious admissions policies have yet to produce a study of their educational benefits without some limitation or flaw. Many focus only on benefits to minority students. Others define benefits in nakedly ideological terms, declaring the policies successful if they seem correlated with the adoption of liberal views. A large share relies on survey data that substitute subjective opinions for an objective measurement of learning. Advocates of affirmative action argue that it is unfair to demand more of the research. They feel no education policy has irrefutable proof of its effectiveness. There are other alternatives to achieve diversity without using affirmative action. In Florida, the public university system uses the method which admits the top twenty percent of each graduating class. Texas uses a similar program and admits the top ten percentage of each of their graduation classes. Colleges and universities must look further at both students and teachers if they want diversity. Checking off a race box on an application does not necessarily bring more diversity to the classroom. Using college entrance essays will tell the admissions official more than looking at his or her race. A student who has had extensive travels because one of his or her parents is in the military will bring more diversity to a classroom than the black student who has grown up in the suburbs. Teachers also can bring a wide range of diversity with more than their race. Even white teachers can have fascinating backgrounds that can contribute to their teaching styles. Maybe the teacher was in the Peace Corp for a period of time or was raised in another country. How do we know what a teacher can bring to the college by looking at race? There are many good and bad teachers in the educational system. The most important factor would be to find more qualified teachers to give the students a good e ducation and not put the emphasis on diversity. Affirmative action has made the admission system look too closely at race. Instead they should be looking at all the other characteristics about a person and their achievements. The color of ones skin should not define a student. If two students are raised in the same neighborhood and one is black and one is white how much diversity will the black student bring to campus? Both students grew up in the same environment but the only difference is the black student can check the race box. Race is an external characteristic and should not be used to push one student above the other in the admissions process. Affirmative action does not guarantee diversity. Nor does racial diversity automatically lead to diversity of opinion. Campus life is made up of students with different interests, talents and goals. Affirmative action does not bring diversity to colleges it brings discrimination. Students should be judged on grades, test scores, entrance essays and other achievements. Race should not become a factor because it is outside a students control. Works Consulted Marie, Gryphon. The Affirmative Action Myth. Fox News. July 14, 2004. http://www.foxnews.com/printer_friendly_story/0,3566,125729,00.html. Alexandra, Aggor. Affirmative Action Does More Harm Than Good. Daily Skiff. October 8, 2009. http://media.www.tcudailyskiff.com/media/storage/paper792/news/2009/10/08/Opinion/Affirmative.Action.Does.More.Harm.Than.Good-3796293.shtml. Lynne, Varner. This Affirmative-Action baby. The Seattle Times. January 21, 2009. http://community.seattletimes.nwsource.com/archive/?date=20030121HYPERLINK http://community.seattletimes.nwsource.com/archive/?date=20030121slug=lynne21HYPERLINK http://community.seattletimes.nwsource.com/archive/?date=20030121slug=lynne21slug=lynne21. Independent student. Editorial: Debating Affirmative Action. The Daily Free Press. April 5, 2007. http://community.seattletimes.nwsource.com/archive/?date=20030121HYPERLINK http://community.seattletimes.nwsource.com/archive/?date=20030121slug=lynne21HYPERLINK http://community.seattletimes.nwsource.com/archive/?date=20030121slug=lynne21slug=lynne21. Kristina Crawley and Tony Magart. Bulletin Debates Affirmative Action Cons. February 7, 2003. http://media.www.gonzagabulletin.com/media/storage/paper375/news/2003/02/07/Opinion/Bulletin.Debates.Affirmative.Action.Cons.part.2.Of.4-363725.shtml. Marie, Gryphon. The Affirmative Action Myth. Policy Analysis no. 540. April 13, 2005. http://www.cato.org/pub_display.php?pub_id=3722. Hugh, Price. Fortifying the Case of Diversity and Affirmative Action. https://netfiles.uiuc.edu/hschein/www/readings/Pascarella-myths.html. Peter, Schmidt. Americas Universities Are Living a Diversity Lie. The Wall Street Journal. June 28, 2008. http://online.wsj.com/article/SB121460672212612067.html. Ilan, Wurman. Social Science and The Failure of Affirmative Action. December 13, 2006. http://media.www.claremontindependent.com/media/storage/paper1031/news/2006/12/13/Opinion/Social.Science.And.The.Failure.Of.Affirmative.Action-2598560.shtml.

AI :: essays research papers

INTRODUCTION Ever since I have read turing test, AI and robotics have always fascinated me. I always wondered how a computer can compete human intelligence. When the first robot, its name, was commercially launched my fascination turned into the passion to take up research in the subject. Thus, I took up AI & Robotics as my research topic. AI is a branch of computer science, which deals with the study, and creation of computer systems that exhibit some kind of intelligence. Intelligent behaviour involves perception, reasoning, learning, communicating, and acting in complex environments. Ai makes use of the human responses, facts and the data from the real world in different situations to make intelligent systems known as Knowledge Based Systems. The field of cognitive science overlaps AI. Cognitive scientists study the nature of intelligence from a psychological point of view, mostly building computer models that help elucidate what happens in our brains during problem solving, remembering, perceiving, and other psychological processes. One major contribution of AI and cognitive science to psychology has been the information processing model of human thinking in which the metaphor of brain-as-computer is taken quite literally. One of major branch of Ai is robotics. A robot is a mechanical device that is programmed to perform using the knowledge, facts and results from either its past experiences or its environment (i-robots). EVOLUTION OF ROBOTS We humans tend to make errors with increasing fatigue. Humans are not capable of working for prolonged hours without taking breaks and hence are not flexible. The idea behind the creation of robots was to create a machine that will do what we tell it. The machine which could perform work with accuracy, and in no time. Also a machine which could do the repetitive jobs of humans without getting tired. Robots were developed keeping in mind that they wont be having any emotions. It would be a simple machine that could move like humans, have arms and legs, grasp things and do work. A machine that works by remote control, like a machine that can be programmed to do. Robots, are as flexible as they can be. One can program them to work 24X7 without taking breaks. HOW AI AND ROBOTICS IS RELATED Robot is a complex structure of different mechanical parts, each part performing a specified function. These parts work in accordance to achieve some predefined goals – construction and manufacturing process in industries, helping humans in daily lives etc.

Canadian Solar Essay

However, with the global economic downturn in the recent years as well as changes in the government incentives in certain countries, the company has been struggling to stay on top in this competitive market, and needs to keep a competitive advantage against companies such as Sharp and Kyocera. This is a big problem to the company since it threatens their strategy and might put them out of competition. Which brings us to the question: What should Canadian Solar do to best compete in the increasingly â€Å"global† photovoltaic industry? Analysis External Analysis General Environment Most of the general aspects influence the PV industry relies on government incentive programs. Programs for green energy such as the FIT program, has a positive effect on the industry since it guarantees rates on certain projects. Other government laws such as the placement of a cap can have a negative effect on the industry. Therefore, since income levels vary for every country, this will affect the usage of PV technology. Moreover, society has a desire to â€Å"go green† and they highly value PV technology, although the implementation of PV technology can cause society financial harm such as in Spain, where the unanticipated installations caused taxpayers $26. 4 billion. Threat of new Entrants Barriers to entry are considered low since the PV industry requires low capital and medium to low technological knowledge to make PV module. The low barriers to entry are also due to †¦