Reflective Essay on Setting Goals

Reflective Essay on Setting Goals Being realistic is the quickest road to mediocrity (Diary Reference). We are always striving to become better versions of our self, constantly changing and adapting to new situation and circumstances. Individual difference and perspective play an important role in decision making and outlook which can translate into everyday practices. Although individuals are unique, useful tools can enable a better understanding of oneself and tap into capabilities that might not be apparent. The real voyage of discovery consists, not in seeking new landscape, but in having new eyes (Marcel Proust). Understanding oneself enables insights into areas for further improvement, therefore, goals need to be interesting and specific in order to be successful. Therefore the level of importance determines commitment and likelihood of persistence in goal setting activities (Locke and Latham, 2006).   Ã‚   By better understating individuals, commitment to goals is more likely to be content specific relating to personal attributes. Goals, therefore, cannot be vague and should be concentrated on areas of high competence (Drucker, 2008). Setting goals can be difficult and challenging and could take effort in reaching a state of flow, an optimal state where the mind is stretched to its limit and a complete absorption in an activity enables the accomplishment of something worthwhile (Csikszentmihalyi, 1990). This state is compounded as the level of engagement is perceived as challenging to ones capabilities, if tasks are too easy then engagement might decrease, whereas anxiety might persist if tasks are seemed too demanding (Locke and Latham, 2006). The effect of self-motivation initiates the goal or challenging targets that individual strive for, this also bridges the gap between current state and the desired state (Locke et al., 1991). Henceforth, without a clear direction, the goal can be very difficult to monitor and accomplish. The choice of personal goal depends on the various factors such as past performance (Spaulding, 1994). When looking at myself, I realised that although I have accumulated diaries previously, I rarely come to set long term goal and rather they are just sets of reflection that I have come to observe. And when I do have goals, there is no clarity and honesty, therefore, reducing my commitment to follow goals (Baumeister, 1985, Latham, 1991). The nature of the module was approached with an open mind which made me proactive and more attentive to specific goals I wanted to undertake to become a better version of myself. It took me a while, but understanding the context specificity requirement of goals led me to become realistic. Furthermore, setting goals that are not too easy as harder goals will lead to greater effort and performance in contrast to easier goals (Yearta, 1995). For any goals to be successful, the one who sets the goal needs to have a sense of purpose and interest, the commitment reflects the importance of the goal (Locke and Latham, 2006). The lack of motivation can correlate with the progression of the goal setting. Therefore, I decided to set goals that added and nurtured me as a character in my life. The specificity of my goal was reduced through interaction with people and module tutors with the help of multiple personality tests. Initially, taking the MBTI personality tests confirmed I was an ISFJ. Positive characterises aside, the test confirmed my trait of having low self-esteem, not focusing on the wider picture and failing to set priorities. Furthermore, using the Twenty Statement (Kuhn et al., 1954) encouraged me to stop swimming in the comfort zone and being honest in questionnaires showed me the value and an opportunity for character enhancement. Therefore, I used these results as a basis for setting specific goals. In secondary school, my capabilities and negativity were addressed in school reports, although academically capable, my characteristics did not show this. In hindsight, my placement year in Nepal also helped me formulate my goals. My line manager would usually delegate tasks that required a high level of communication and positivity. Although the capability was there my general outlook and self-efficacy were put under tremendous pressure and test. Lack of positivity and general communication skill became more of a deterrent and moreover problematic. This could be visible in my academic performance, and my social skills when communicating my ideas. Lack of positivity towards goal setting and motivation was found to affect performance and create a state of high anxiety (Locke, 1968). And all this seemed interrelated to my goals, at times goals will be too difficult to achieve or too easy for me to be motivated to ca rry them out. Lack of positive outlook has been related to negative feedback (Swann, 1987), and as an ISFJ, a lower self-esteem characteristics showed negative attributes. The other factor is the way in which university is orientated, during my placement year abroad, the concept of time in Nepal was flexible, in contrast to the academic pressure and timetabled approached put upon by the institutions. This factor increases my self-motivation and goal setting became more important for me, having the right strategy and clear direction became more immediate. In Nepal my schedule will include waking up early at 5 AM and continuing the day till 10 PM in the afternoon, becoming productivity for 13 hours straight. However, back in university, the concept of time became foreign for me where I had to determine the importance and prioritise tasks accordingly. Having been brought up in a resilient nation (Nepal) and moving schools constantly gave me a sense of disequilibrium, in turn, shaped my current personality of being observant and conservative. The lack of self-motivation translated into a pessimistic outlook in my life. Furthermore, an absence of positive emotions has hindered exploration of myself. Identifying the cause of such traits can help me develop strategic steps into building skills that blossom into useful talents. Writing about the positive experience can also better mood levels (Burton, 2004) and personally the concept of writing diaries has led to the clarity of thoughts and furthermore the recognition of my current situations (Travers, 2011). Analysing further, there has been times where I have come to understand my personal characterises by being proactive. The martial art sport, taekwondo, has progressed me as a character and my self-confidence but has had little impact on my ability to articulate assertively. In relation to coaching, I find it personally difficult to assert my needs, which relates to my personality type (Myers, 1998). My personality type ISFJ, has a desire for structure (Myers, 1998) and closure, therefore creating a rapport and thinking on the feet can become an issue. In my placement year, I had ample amount of times where my coaching skills were tested. However, assertiveness was always something I lacked and furthermore translated into a character flaw. The ability to theoretically apply and analyse myself provided a greater insight into my personality which motivated my perseverance and accountability to this module. When deciding on a goal, I had a clear understanding of what they were going to be. However, clearly stating and defining these were difficult. Having little experience in goal setting and in addition without a clear specific goal, my commitment would likely to erode (Locke and Latham, 2006). During my placement year in Nepal, work was flexible to deadlines and usually vague. It became visible that self-judgement and self-efficacy (Bandura, 1986), was amongst many driving factors for my goal selection. My main goals in relation to the module was to better understand myself by being more conscious about the environment that I was involved in, therefore mindfulness was something that has become a hurdle for me to overcome. As an ISFJ, I can be caught up in catastrophizing, imagining a host of negative possibility (Myers, 1998) that can halt my progression of goals, therefore choosing a goal required me to be realistic. The absence of self-regulation and valued goal commitment, has impacted the quality of my performance. My cognitive emotional response to explain behaviour usually caused further frustration and anxiety which lead to experiential avoidance when carrying out tasks (Gardner, 2004). In relation, my physical goals can at times be put off due to the discomfort it evokes, rather than learning to be mindful and accepting all internal and external experience there is a desire to avoid distress. The spiral of negativity is further strengthened by social mirror theory (Mead, 19 67) and the concept of looking-glass self (McIntyre, 2006), where personally the interpretation of my goal is seen more of a hindrance than character development in relation to goal setting. Conducting my placement year abroad in Nepal did little in terms of amending my bad habits and integrating back into university life these habits needed to be addressed. Therefore specific (Locke and Latham, 1968), personal and SMART (Lawlor, 2012) goals were more likely to ensure my continuity. My first goal was orientated towards physical exercise and fitness, with the objective to climb Mount Snowdon in just my shorts. The aim was to preserve through ten weeks (Start date: October 14th, End date: 2nd December) of cold immersion therapy, to increase my self-efficacy. My direction was following a workout routine and video tutorial each week presented by Wim Hof with challenges and techniques to attain this goal. I used an online application such as Evernote (Appendix 1) for routine planning, in the first couple of weeks to get me started. As an ISFJ, the strong sense of responsibly and duty (Personality Page, 2016) made me more committed towards the goal. Once I started doing the deep breathing and cold ice showers, I felt the physical benefits instantly and this progress continued throughout the day. However, the hardest part would be to ensure that I kept sticking to the routine that I had allocated. My self-efficacy increased by seeing similar individuals succeed similar goals by sustained effort (Bandura, 1986) on social media which sustained my motivation and belief that such feats were possible through effort. My second goal was aimed at nurturing positivity, by doing 10,000 sun salutations (Start Date: 27th November, End date: 1st January 2017). In regards to this goal, changing my outlook on life towards mindfulness and mental wellbeing. A perceived lack of positivity and ignorance has previously been problematic and a hindrance, therefore, creating a SMART achievable plan was the first objective. The purpose was to flourish the effect of positive psychology (Seligman, 2010) and capitalise on them. ISFJ are recognised for suppressing their feeling and usually, the backseat drivers, recognising such traits was useful analysis as these habits were becoming a hindrance in social aspects. Using goal setting theory (Locke Latham, 1960), and further understanding psychological flexibility in the present moment (Biglan, 2008) allowed me to alter the goal in manageable chunks which increased my commitment to the goal and a move towards desired achievable targets. Researching on Duhiggs work on changing habits, I addressed my habit in a way that would benefit the outcome of my goal. It was to not create new habits but changing the existing ones (Duhigg, 2012). I would previously, as a habit, be demotivated to do salutations, especially on a Wednesday (due to sports commitment in the evening) and on day of unsuccessful attempts (after gym sessions) promote this unfavourable behaviour with a nap. These continued to be my reward but using them only after I have tallied up a set number of salutations on my notebook. This insight was further reinforced as cues when I applied it to my physical activities, such as running. This therefore involved taking initiative in improving current circumstance and challenging the status quo rather than passively adapting to present conditions (Crant, 2000). My final goal was aimed towards enhancing my coaching ability by being more assertive. Coaching is the art of facilitating performance, learning and development of others (Downey, 1999).Having prior experience at coaching the junior level (teaching kids aged ten to twelve) I understood the demand that coaching required. However, balancing assertive and empathy has been a challenge. Therefore coaching an athlete to win gold at the university taekwondo championship (Start date: 18th November, End date: 3rd December 2016) was my way of assessing and improving my assertiveness. Assertive characteristics have shown to be a factor for personal development (Downey, 1999) and using so will hopefully improve my coaching abilities. As an ISFJ, there is a need for structure and balance, contrary to coaching which requires the ability to challenge situations and ones belief and accept differing opinions from others. Using John Herons style of coaching was a useful tool for understanding my approach to help, using the model I identified myself as supportive. Furthermore, the practice of unconditional positive regard by Carl Rodgers (Therapy, 2016) allowed me to understand that there is no one way to approach coaching and that there needs to be mutual respect without judgement and evaluation. When I am in the position of responsibility I failed to recognise certain aspects of my client such as religious barriers and personality, which at times, made her difficult to open up. Therefore, a person-centric approach (Rodgers, 1981) was used which suggests that people are intrinsically motivated to grow when the right social environmental conditions are present. Creating a space, free of threat, with the right balance between assertiveness and accommodating allowed openness where the newly taught concepts were not forced upon. Previously such approach would have made her uncomfortable and fearful. At an optimal level, a person-centric approach emphasises the formation of collaborative which is important in determining coaching effectiveness (Palmer, 2009). My communication style was also a factor for increasing assertiveness. Using motivational interviewing also increased her self-efficacy (Miller, 2012) by focusing on previous success and highlighting skills and strengths she already possessed. The desired state at the end of the goal is to assert myself by being more person-centric. Furthermore, transitional approach to coaching helped me identify and bridge the gap in communication style to make the client more autonomous of her decisions and express authenticity. Conceptualising my ego state of balancing the parent style of being assertive and critical, in contrast, the client approach of being a child and resistant. The aim was to be assertive without pushing them too much (Napper Newton, 2000), which is the components of collaborating. With respect, defining and setting specific goals was initially going to be difficult. With the nature of the goal and external factors such as academic and social pressure arising, staying motivated and committed to the desired state was going to be a challenge. Initially, the time bracket was a motivational factor in the progression of the goals, which kept me committed. However, as time progressed there was a visible sign of demotivation which was further fuelled by the academic pressure to do well. Waking up early every morning in order to complete my goal became more of a hindrance and a mundane routine than a motivation. In relation to the first goal, there was a constant battle with my inner voice to see results and I found it hard to keep up with consistent training. My motivation decreased as the novelty of going to new areas for trekking was limited in my area and furthermore, academic pressure meant little time to pursue and truly immerse myself in the goal setting process. Analysing aspects of my diary, I had written the word hard thirteen times and even starting my week seven with this negativity which correlates to the academic pressure and goal setting motivation. Furthermore, the word negativity persisted as week nine progressed to over twelve entries containing the word demotivated. I analysed that the days where I engaged in physical activity and used a checklist to cross out were the days where I used words like relaxed, using the mood questionnaire also became a measurable object. However these goals were personal and systematically engaging in this process was building up my resilience and enhancing self- regulation (Baumeister, Gailliot, DeWall, Oaten, 2006). Simply staying focused and overcoming such barriers increased my motivation to reach this goal due to self-confidence and self-efficacy (Bandura, 1986). Using Beacon Hill as a motivator despite the cold weather made me realise the reality of the challenge. Although the desired state became my motivation small incentive of getting closer to the goal kept me motivated and focused on the goal at hand (Appendix 2). The ambitious goal that I had set in the beginning of the term to reach 10,000 sun salutation by three months was unreliable, but goals need to be challenging and have aspects that make it complex (Locke Latham, 1960). Furthermore, self-initiative and self-direction are paramount in problem solving (Davidson and Sternberg, 2003). When procrastination arose I used the excuse of I am tired to go back to sleep. Therefore, following a routine and giving myself a treat of watching TV or immersing myself in communal events gave me incentives to progress. Keeping a diary of the number of salutations has helped me immensely, waking up in the morning and checking tangible past progress of events is one of those motivational factor. The mood indicators enabled me to visually orientate my perspective into seeing challenges as hurdles. Although this was a progression and a measure of my more specific goal of being more positive I saw how both variables were interlinked. Positive reinforcement strengthened my behaviour as every time I finished my goal, I would get to cross off the task and reward myself with a nap, therefore increasing the likelihood of me repeating this behaviour in the future (McLeod, 2015). Although I was persistent with my goal setting for the first month, it wasnt until I went back home to see a friend halfway through my goal which made me lose track of where my goal was supposed to take me. When I grasped that motivation to complete something relies on you having an intrinsic interest in the task at hand as well as the belief you can carry out the goal (Davidson and Sternberg, 2003), I started to use the method of chunking (Neal, 2006) which allowed me to progress through my long term goal by setting smaller goals (Appendix 3). When I realised that the link between positivity and my goal setti ng was being affected, and when the desired state became more personal, it became easier for me to reach such goals. In the world after graduation, there will be moments where life events will prevent progression or clarity, it is, therefore, a useful skill to be able to identify and reflect on such behaviour and find a way of systematically continuing even at the times of adversary. Additionally, the commitment to this goal was further enhanced by feedback of my progression (Locke Latham, 2002). My challenger back in Nepal initially agreed to give me feedback on this aspect of my goal, however, due to their personal commitment it did not happen until a couple of weeks on. When I did get the feedback, goal clarity was prominent and feedback gave me areas for improvement. In turn, the motivation persisted and tangible aspect related to positivity due to mindfulness (Orzech et al, 2009) was becoming more prominent. Finally, although the client I was coaching for three weeks lost her fight, I have come to learn about setting specific goals and learning to be more assertive (Appendix 4). Evident from my diary were pointers where I learnt and reflected about my approaches and methods used for effective coaching. By learning and applying theories proposed by Carl Rodgers on unconditional positive regard and motivational interviewing allowed me to bridge that gap between theories applied and real life techniques needed. Before my approach would be prescriptive which was unsuitable in this context. Changing and modifying my approach towards supportive enabled a safe environment where being assertive was more applicable. By evaluating transactions between people we have a great resource to identify how others might see us (Newton et al., 2007). With a consideration for Johari window (Luft et al., 1961) on self, I was trying to identify my unknown area and progress through self-discovery. By enlarging the open area, I felt my own character opening up and becoming more expressive as time progressed. The use of this framework enabled me to recognise and increase my awareness of my assertiveness and coaching capabilities, furthermore, understand the feeling of others. During this course, I found it hard and sometimes difficult to give equal attention to the goals. Commitment to the desirable end state of the goal leads to emphasise one goal over another (Fishbach and Zhang, 2008). Therefore the use of Gibbs models (Gibbs, 1988) on self-reflection allowed me to get into daily routines and evaluation. Nurturing long-term character traits has been a central thread running through all three of my goals. Goals by themselves, generate linear growth, habits are capable of generating exponential growth and change. I believe that human complexities can be directed towards achieving the desired state, having a system is what matters and then falling in love with the commitment. Bandura, A. (1986). Social foundations of thought and action. 1st ed. New Jersey: Prentice Hall. Bandura, A. and Cervone, D. (1986). Differential engagement of self-reactive influences in cognitive motivation. Organizational Behavior and Human Decision Processes, 38(1), pp.92-113. Baumeister, R., Gailliot, M., DeWall, C. and Oaten, M. (2006). Self-Regulation and Personality: How Interventions Increase Regulatory Success, and How Depletion Moderates the Effects of Traits on Behavior. Journal of Personality, 74(6), pp.1773-1802. Biglan, A., Hayes, S. and Pistorello, J. (2008). Acceptance and Commitment: Implications for Prevention Science. Prevention Science, 9(3), pp.139-152. Burton, C. and King, L. (2004). The health benefits of writing about intensely positive experiences. Journal of Research in Personality, 38(2), pp.150-163 Crant, J. and Bateman, T. (2000). Charismatic leadership viewed from above: the impact of proactive personality. Journal of Organizational Behavior, 21(1), pp.63-75. Csikszentmihalyi, M. (1990). Flow. 1st ed. New York: Harper Row. Davidson, J. and Sternberg, R. (2003). The psychology of problem solving. 1st ed. Cambridge, UK: Cambridge University Press. Downey, M. (1999). Effective coaching. 1st ed. London: Orion Business. Drucker, P. (2008). Managing oneself. 1st ed. Boston, Mass.: Harvard Business Press. Duhigg, C. (2012). The power of habit. 1st ed. New York: Random House. Fishbach, A. and Zhang, Y. (2008). The Dynamics of Self-Regulation: When Goals Commit Versus Liberate, The Social Psychology of Consumer Behavior, 1, pp. 365-386. Gardner, F. and Moore, Z. (2004). A mindfulness-acceptance-commitment-based approach to athletic performance enhancement: Theoretical considerations. Behavior Therapy, 35(4), pp.707-723. Gibbs, G. (1988). Learning by doing. [London]: FEU. Kuhn, M. and McPartland, T. (1954). An Empirical Investigation of Self-Attitudes. American Sociological Review, 19(1), p.68. Latham, G. and Locke, E. (1991). Self-regulation through goal setting. Organizational Behavior and Human Decision Processes, 50(2), pp.212-247. Lawlor, K.B. (2012). SMART Goals: How the application of SMART goals can contribute to achievement of student learning outcomes. Developments in Business Simulation and Experiential Learning, 39. Locke, E. (1968). Toward a theory of task motivation and incentives. Organizational Behavior and Human Performance, 3(2), pp.157-189. Locke, E. and Latham, G. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), pp.705-717. Locke, E. and Latham, G. (2006). New Directions in Goal-Setting Theory. Current Directions in Psychological Science, 15(5), pp.265-268. Luft, J. and Ingham, H., 1961. The Johari Window: a graphic model of awareness in interpersonal relations. Human relations training news, 5(9), pp.6-7. McIntyre, L. (2006). The practical skeptic. 1st ed. Boston: McGraw-Hill Higher Education. McLeod, S. (2015). B.F. Skinner | Operant Conditioning | Simply Psychology. [online] Simplypsychology.org. Available at: http://www.simplypsychology.org/operant-conditioning.html [Accessed 20 Dec. 2016]. Mead, G. and Morris, C. (1967). Mind, self, and society. 1st ed. Chicago [u.a.]: Univ. of Chicago Press. Miller, W. and Rollnick, S. (2013). Motivational interviewing. 1st ed. New York, NY: Guilford Press. Myers, I., Kirby, L. and Myers, K. (1998). Introduction to type. 1st ed. Palo Alto, Calif.: Consulting Psychologists Press. Neal, D., Wood, W. and Quinn, J. (2006). Habits- A Repeat Performance. Current Directions in Psychological Science, 15(4), pp.198-202. Newton, T. and Napper, R. (2007). The bigger picture: Supervision as an educational framework for all fields. Transactional Analysis Journal, 37(2), pp.150-158. Orzech, K., Shapiro, S., Brown, K. and McKay, M. (2009). Intensive mindfulness training-related changes in cognitive and emotional experience. The Journal of Positive Psychology, 4(3), pp.212-222. Palmer, S. and Whybrow, A. (2009). The handbook of coaching psychology. 1st ed. London: Routledge. Rogers, C. (1981). The Foundations of the Person-Centered Approach. Dialectics and Humanism, 8(1), pp.5-16. Seligman,M.E.P.(2011). Flourish: A Visionary New Understanding of Happiness and Well-Being. New York: Free Press. Spaulding, W. and Simon, H. (1994). Integrative views of motivation, cognition, and emotion. 1st ed. Lincoln: University of Nebraska Press. Swann, W. (1987). Identity negotiation: Where two roads meet. Journal of Personality and Social Psychology, 53(6), pp.1038-1051. The Personality Page. (2016). Portrait of an ISFJ. [online] Available at: http://www.personalitypage.com/ISFJ.html [Accessed 16 Dec. 2016]. Therapy, H. (2016). Unconditional Positive Regard -What It Is and Why You Need It Harley Therapy Counselling Blog. [online] Harley Therapy Counselling Blog. Available at: http://www.harleytherapy.co.uk/counselling/unconditional-positive-regard-what-it-is-and-why-you-need-it.htm [Accessed 21 Dec. 2016]. Travers, C. (2011). Unveiling a reflective diary methodology for exploring the lived experiences of stress and coping. Journal of Vocational Behavior, 79(1), pp.204-216. Yearta, S., Maitlis, S. and Briner, R. (1995). An exploratory study of goal setting in theory and practice: A motivational technique that works?. Journal of Occupational and Organizational Psychology, 68(3), pp.237-252. TO do: Add dates to the challenges Add one more appendix for sun salutations

Discuss how fear undermines the moral integrity of many of the :: English Literature

Discuss how fear undermines the moral integrity of many of the characters involved 'The Crucible' is a play based on the 17th century Salemwitch hunts. It is also a parable for the events in McCarthy's era in the U.S.A which was a high profile topic at the time it was written. The play is about people who are wrongly accused of helping the devil. 'The Crucible' was written by Arthur Miller and was first performed in 1953, New York. It is set in a puritanical society where the people believe in hard work and little luxury. Their life is based around God, the Bible and the 'Ten commandments'. They're joyless and God-fearing. Pride and integrity are extremely important to them. They're obsessed and fearful of sin, damnation and the devil. Fear is an abstract emotion, it causes people to worry, become nervous and sometimes act in an irrational manner. People can be 'fearful' of many different things. It could be that you or someone you care about is in danger or that you are scared of someone or something. It makes people conscious and aware of what is happening around them or what could happen. It is induced by something frightening, whether it be justified or not (it could be about nothing, paranoia). Fear is often provoked by the unknown, for example the devil in 'The Crucible'. People are very cautious of phenomenon that they are ignorant of or that cannot be explained. A fear that is particularly relevant to the play is, fear of losing their good reputation. Fear can have a major effect on society, especially one as puritanical as Salem. It fuels existing tensions and turns people against each other. People become suspicious of everyone and trust no-one. They accuse their enemies and even their friends. Fear causes people to protect themselves and their pride even at the expense of other of other people's lives! One lie can lead to a dozen as an allegation spirals out of control. People pride themselves on their moral integrity in the town of Salem. 'Moral integrity' is where people live by God's rules and their own principles. They try to keep a good reputation and do the 'right thing'. It is a sort of 'standard' amongst the locals. However, once "the devil entered Salem", the moral integrity of people was at risk, as many people lost the integrity they had as it was all undermined by fear of the Devil, and of being accused. Mary Warren loses all moral integrity she once possessed at the end of 'The Crucible'. Mary is one of the only girls who does not join in Discuss how fear undermines the moral integrity of many of the :: English Literature Discuss how fear undermines the moral integrity of many of the characters involved 'The Crucible' is a play based on the 17th century Salemwitch hunts. It is also a parable for the events in McCarthy's era in the U.S.A which was a high profile topic at the time it was written. The play is about people who are wrongly accused of helping the devil. 'The Crucible' was written by Arthur Miller and was first performed in 1953, New York. It is set in a puritanical society where the people believe in hard work and little luxury. Their life is based around God, the Bible and the 'Ten commandments'. They're joyless and God-fearing. Pride and integrity are extremely important to them. They're obsessed and fearful of sin, damnation and the devil. Fear is an abstract emotion, it causes people to worry, become nervous and sometimes act in an irrational manner. People can be 'fearful' of many different things. It could be that you or someone you care about is in danger or that you are scared of someone or something. It makes people conscious and aware of what is happening around them or what could happen. It is induced by something frightening, whether it be justified or not (it could be about nothing, paranoia). Fear is often provoked by the unknown, for example the devil in 'The Crucible'. People are very cautious of phenomenon that they are ignorant of or that cannot be explained. A fear that is particularly relevant to the play is, fear of losing their good reputation. Fear can have a major effect on society, especially one as puritanical as Salem. It fuels existing tensions and turns people against each other. People become suspicious of everyone and trust no-one. They accuse their enemies and even their friends. Fear causes people to protect themselves and their pride even at the expense of other of other people's lives! One lie can lead to a dozen as an allegation spirals out of control. People pride themselves on their moral integrity in the town of Salem. 'Moral integrity' is where people live by God's rules and their own principles. They try to keep a good reputation and do the 'right thing'. It is a sort of 'standard' amongst the locals. However, once "the devil entered Salem", the moral integrity of people was at risk, as many people lost the integrity they had as it was all undermined by fear of the Devil, and of being accused. Mary Warren loses all moral integrity she once possessed at the end of 'The Crucible'. Mary is one of the only girls who does not join in

Final Analysis Paper on General Motors

OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 1 Outsource Insource Final Paper Patricia J Helligar Capella University ISTM 5010 Dr Mike 03/15/2013 OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) Table of Contents 2 Part 1 – General Motors – The firm I will analyze for my final project and the major topic that will be addressed †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Part 2 – Identify the specific business unit and servic e component in final project analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 5 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Business Analysis Secti on of General Motors †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 6 Abstract †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Introduction†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 Explain strategic rationale for outsourcing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã ¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ Evaluate IT leader role in service component outsourcing and subsequent insourcing9 Analyze the ways in which IT leaders can increase communication effectiveness between senior executives †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 Evaluate change management response of business and technology leaders within organization †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 3 Part 1 – General Motors – The firm I will analyze for my final project and the major topic that will be addressedAbstract Saving money and maximizing the moment is so important to CEOs as well as CIOs of all companies. The question is to have enough resources in house to handle the demand of our product. In making these types of decisions, most companies often don’t take the risk to do it in house but outsource their wor k. The decisions among the stakeholders in the company attribute their outsourcing to lack of manpower, level of demand of their product and not enough finances to pay a full-time staff.In this project topic that I have selected which is General Motors (GM), I will analyze why 90% of their IT department (data centers, writing applications) that was outsourced is now being insourced again. Introduction General Motors did outsource its IT service for a period of time and recently have in source again. This is what it is all about correct? Evaluating, transforming and implementing new ways of doing things to benefit your customers and of course to be a success in business. In this aper we will identify the business topic of choice for my class project and outline the business and major topic to be addressed in the final project. With my final project topic selection, I will be discussing General Motors transition from outsourcing its IT component â€Å"The Data Center† to now a recent decision to insource their data center. General Motors today only do 10% of its company’s IT work. It relied all this time on contractors to conduct its IT business; however, there has been a gradual shift from outsourcing most of its information technology services to conducting the work itself.This shifting to insourcing the work back is about the thousands of new GM jobs throughout the world that will be ready for the job market. GM has done the necessary evaluations and realizes that these contracts have no idea of the car industry business and no experience on how cars are designed, made and then sold. Therefore, the data centers will be handled by GM employees around the USA and the world. Now the data center is in house now or OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) insourced, this will greatly improve GM’s ability to design the kind of software and data systems it needs to make popular vehicles. General Motors (GM) outsour ced 90% of their IT department but recently made changes to insourced their IT department to GM employees. This move was not about saving money at all but the increase in jobs for potential new and existing employees at GM. References Schepp, David, (2013). GM vows to insource most of its IT Jobs. Document retrieved from http://www. minyanville. om/sectors/technology/articles/outsourcing-in-the-us-GMgeneral/7/10/2012/id/42298 Part 2 – Identify the specific business unit and service component in final project analysis The business unit and service component that will be used in final project analysis is GM’s IT department business unit and the redesigned of the service component of the data center/writing applications being insourced to GM again. The strategic rationale for outsourcing originally by GM is the volume of work to be done and the lack of expertise at the company at that time dealing with IT.In this final project analysis, I will be discussing IT leader role in service component outsourcing and subsequent insourcing, analyze the ways in which IT leaders can increase communication effectiveness between senior executives and evaluate change management response of business and technology leaders within the organization. According to the CIO of GM, â€Å"The rationale behind bringing 90% of IT work back in house (insourced) is to get the resources, tools and flexibility we need to provide better services and products to our global GM customers† (Flinders, 2012).OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 5 Create a timeline that documents General Motors (GM) outsource and insource cycle Task GM Research and Planning before Outsourcing GM Documentation on outsourcing 90% of the IT Data Center Dept GM Decision to Insource their IT/Data Center Dept GM Documentation of Insourcing their IT/Data Center Dept GM IT/Data Center Dept finally insourced its IT Dept/Data Center Beginning Date 01/1976 Ending Date 01/19 80 02/1980 05/2008 03/2008 12/2008 05/2008 01/2009 01/2009 12/2009Conclusion General Motors has gone through some major changes in its history as one of the top car making companies. From being number one to hitting rock button, to needing federal aid to stay afloat, to declaring bankruptcy and the replacing of the CEO of GM, GM has made its greatest rebound since its collapse in 2008. One of the major changes due to this new CEO, was to bring 90% of its IT industry (applications, data centers) back to GM or insource the work now. Who will know the car industry better and what to do but our staff says the CIO of GM.OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 6 References The New York Times. (2013). General Motors. Document retrieved from http://topics. nytimes. com/top/news/business/companies/general_motors_corporation/index. html Flinders, Karl. (2012). General Motors recruits 3, 00 HP IT workers. Document retrieved from http://www. computerweekly. com/n ews/2240167895/General-Motors-recruits-3000-HP-IT-workers Dev, Sherin. Top characteristics of commodity type businesses – The Killer Sharks. Document retrieved from http://www. nvestinternals. com/2011/03/commodity-type-business. html Business Analysis Section of General Motors Abstract General Motors for the most of the 20th century was the biggest car industry company in the world. It was the largest car maker from 1931 to 2008 when Toyota defeated General Motors (GM) and became the largest car maker. The sad news is in the Fall of 2008, GM had two serious cutbacks that allowed them to go to Federal government for the aid but in March of 2009 President Obama ordered the CEO Rick Wagoner to release GM so in July 2009.GM was sold and its good assets to a new government-owned company. Brands such as Chevrolet, Cadillac and GMC were folded into the new company called General Motors Company (GMC). Introduction General Motors did outsource its IT service for a period of time and recently have in source again. Insourcing work for a lot of companies is a wave that is growing in popularity day by day. The pattern of insourcing is on the rise due to less taxation, savings on materials/resources used, transportation cost decreased and much much more. Insourcing is quite an expensive venture when compare to outsourcing.Insourcing requires a company to use its resources to train others on its system, products/services and the process flow of the company. But a company can save in other ways because OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) of insourcing such as decrease in transportation, labor costs and materials while the opposite is true for outsourcing (Lotich). In this paper, we will explain strategic rationale for outsourcing, evaluate IT leader role in service component outsourcing and subsequent insourcing, analyze the ways in which IT leaders can increase communication effectiveness between senior executives and evaluate chan ge management response of business and technology leaders within organization. Explain strategic rationale for outsourcing Outsourcing for all companies always is the last resort for real. The reason behind it is one is taking confidential and innovative information setup by this company and trusting someone from the outside to run an area of the business. It truly takes a team of people to decide based on a number of factors to outsource certain departments.Outsourcing is basically releasing a job and the resources needed to an outside firm or vendor to complete a task or tasks with an expected end needed by that department. Companies that use outsourcing do not use their own resources for manufacturing products or providing services. There is a myth concerning outsourcing that small companies with limited budgets often outsource jobs and there is some truth to that. But also, large companies who might have experienced loss or close to bankruptcy might make the decision to outsourc e most of its work to vendors and companies overseas.It is true that small businesses have limited resources but larger companies can have limited resources as well due to profit loss or projects that failed over a period of time. Therefore, companies in these cases will consider a strategic outsourcing effort which may involve contracting with a provider to manage an IT department or the call center that handle the calls of their customers who want to purchase their products or services. Larger businesses can also make use of strategic outsourcing as a means of utilizing their resources to better advantage such as General Motors (GM).For example, a business may choose not to maintain an in-house sales force, but contract out the sales effort to others who generate sales on behalf of the company. With this model, the business does not have to be concerned with the expense of salaries and benefit packages for salespeople. Instead, the OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) business only has to provide the agreed-upon commissions for sales generated by the business partner, and any monthly fee charged as part of the contractual agreement between the two entities.At General Motors they outsourced 90% of their IT department/data center due to lack of expertise and existing employees with skill sets dealing with IT. One of the reasons for General Motors to outsource its IT department/call center is to gain a competitive advantage globally and in the United States by lowering production costs and fixed costs. By outsourcing GM can restructure their costs. Also, when GM 8 outsource, now they can change some of their fixed costs to variable costs.But most importantly, GM by outsourcing overseas will get a brand new start and a new perspective on life in the car business. The core idea behind strategic outsourcing is to benefit in some manner from allowing outside entities to take over the operation and management of a given function. A t General Motors (GM), they have experienced success in outsourcing to Brazil, China and other international markets. United States have been giving companies such as General Motors (GM) tax breaks for creating jobs in countries overseas (Kelly, Linehan, Hurley, et al, 2009).Outsourcing benefits can take many different forms and the rationale behind outsourcing usually involves savings in fixed and variable costs such as salary and benefits to employees which drove companies such as General Motors (GM) who were experiencing difficulties in staying afloat. Often, the idea behind outsourcing is to increase the bottom line of a company by reducing various operating expenses with companies such as General Motors (GM).At other times, the benefit has to do with the timing of needing professionals who have expertise in areas that the company does not possess at all so outsourcing is necessary. The benefit of outsourcing may be a matter of convenience, allowing companies such as General Mot ors (GM) who outsourced their IT Department at a 90% from 1980 until 2009. Outsourcing allowed them not to have to worry about the call center/IT department but focus more on innovation in designing/building cars in which they were expert in.Initially the benefits of outsourcing at General Motors (GM) allowed them to compete in today’s market. General Motors knew that they are known in history for designing and building cars and for years they were leaders in the car industry. As technology changes and information was shared and stored in different ways, it became. They survived from 1980 until 2009 doing this so then their strategic rationale outsourcing was a success (Schepp, 2013). OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 9Evaluate IT leader role in service component outsourcing and subsequent insourcing IT leader role in service component outsourcing and subsequent insourcing is to make the best decision for the company as far as savings, in crease in profit and long-term productivity for the company. Outsourcing and insourcing both have their advantages depending on the mission of the corporation and the expertise of that company when dealing with certain skill sets needed to run a successful company. At General Motors (GM) 90% of their IT department (data centers, writing applications) that was outsourced is now being insourced again.General Motors from 1980 until 2009 only did 10% of its company’s IT work. It relied all this time on contractors to conduct its IT business; however, there has been a gradual shift from outsourcing most of its information technology services to conducting the work itself. This shifting to insourcing the work back is about the thousands of new GM jobs throughout the world that will be ready for the job market. GM has done the necessary evaluations and realizes that these contracts have no idea of the car industry business and no experience on how cars are designed, made and then so ld.Therefore, the data centers will be handled by GM employees around the USA and the world. Now the data center is in house now or insourced, this will greatly improve GM’s ability to design the kind of software and data systems it needs to make popular vehicles. Analyze the ways in which IT leaders can increase communication effectiveness between senior executives The ways in which IT leaders can increase communication effectiveness between senior executives are conducting daily staff meetings, conferences (video, telephone, and in-person), parties and other social events.Changing the atmosphere for meetings and doing more interactive things where people can dialog or express how they feel on topics and value their opinion can increase communication between senior executives. Two key communication goals that should be focused on when dealing with senior executives are to prevent misunderstandings, which might impair productivity or quality, and to OUTSOURCE INSOURCE FINAL B USINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) convey decisions and directives of top management. With communication effectiveness, the important 10 egment is of course feedback where IT leaders with senior executives can enhance problem solving and stimulate idea sharing. Innovation in how information is presented to senior executives will allow more commitment and interest with senior executives especially if the IT leaders allow them to be a part of the decision making process. Communication is vital for exchanging information in and among subsystems through multidirectional channels which are used in internal communications. Feedback processes help systems adjust, change and maintain control.Collective decision-making processes and shared responsibilities for communication are more prevalent which will allow for more effectiveness in communication among senior executives. Getting employees involved in their work is a major concern facing organizations such as General Motors (GM). How do they get the full potential and energy from their employees? With so much information today and employees having to deal with the situation, it can become overwhelming, confusing and they will disconnect if some type of order among high-level management and senior executives are not established with IT leaders.IT Leaders can help by aligning words with actions, building relationships and conversing with senior executives rather than communicating at them, and helping guide authentic executive actions which reflect organizational purpose. New technologies can help IT leaders to engage senior executives by personalizing executive communications concerning getting feedback from them and reinforcing faceto-face initiatives where they can be team lead on. Another way IT leaders can increase communication effectiveness is by using social media in reaching and engaging senior executives.Since a workplace is similar to a family environment at home, IT leaders can allow a very relaxi ng atmosphere to communication where there is no pressure by hosting company picnics, movie night and other social events to allow them to flow better and get the job done. The benefits of an engaged workforce are clear. It is proven that organizations with engaged and committed employees were 50 percent more productive than those where employees weren’t engaged (Belcourt, 2009). Employee retention rates also were 44 percent higher. Also, a Watson Wyatt study OUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) 1 found that companies with more engaged employees increase profits for companies. Engaged employees contribute discretionary efforts. IT Leaders might agree that measurement of their work is crucial depending on how they are trained in understanding the communication component to their work with senior executives. So the question is how can effective communication be measured among IT leaders to senior executives? There must be some type of standard established that internal and external communication can be measured by to determine success or areas for the company to work on.If this area is neglected, companies will over a long-term period of time begin to decrease profits slowly until it worsens to a company sometimes have to face bankruptcy or outsourcing certain departments not producing effectiveness with their employees. Working on communication effectiveness among executives will increase ROI as different innovative ways are chosen to improve communication. Evaluate change management response of business and technology leaders within organization There must be some type of order with business and technology leaders within an organization when it comes to the change management process.From the high-level documents to the low-level documents, there must be some type of Change Control Board (CCB). If not changes will occur anywhere at any time that can cause serious losses for any company. In responding to changes to a pro duct or service among staff at General Motors (GM), there is a formal approach to Change Management among business and technology leaders and they are the following: †¢ Adding/deleting/changing eatures for the product such as GM requires following the normal Change Management process †¢ Within the Change Management process, business and technology leaders must diagnose problem areas and with the Change Control Board (CCB) have a meeting to go over any additions/changes/deletions needed and make sure all business and technology leaders are there †¢ Once the changes needed have been reviewed by the CCB, then it should be taken to the test department for testing on a test bed before actually being loaded to the live siteOUTSOURCE INSOURCE FINAL BUSINESS ANALYSIS PAPER ON GENERAL MOTORS (GM) When it comes to urgent changes outside the normal Change Management Process, the following must be done: †¢ Urgent changes, changes that must be deployed outside of the normal C hange 12 Management process cadence, follow an expedited path to load these changes as soon as possible especially if a patch is needed at a customer site †¢ The urgent Request for Change (RFC) is submitted, approved, built, tested (where possible), and implemented as above; however, all on an accelerated path.The process allows for urgent changes since they are sometimes unavoidable, however, every attempt is made to minimize these types of changes due to their inherent risk to the production IT environment. Information technology has become a critical component of nearly every business and organization, often driving competitive advantage and the achievement of business objectives. Many organizations have begun to implement structured operational processes and governance models to help manage their IT environments.The IT organization at General Motors (GM) developed an enterprise-wide Change Management (ChM) Program, deployed in early 2006. The objective was to ensure the use of standardized processes for prompt and efficient implementation of changes and to minimize the impact of change-related incidents on IT service levels. Change management metrics are so important for business and technology leaders in capturing this information in a database for different types of reporting to production,

Different Types Of Market Forms Essay - 1809 Words

INTRODUCTION IN THE BELOW PROJECT I HAVE STUDIED AND GIVEN A REPORT ON DIFFERENT TYPES OF MARKET FORMS THEIR CHARACTERSTICS AND HOW THEY ATTAIN EQUILLIBRIUM OR MAXIMISE THEIR PROFIT IN SHORT RUN AND LONG RUN EQUILLIBRIUM . THE PROJECT HAVE BEEN RESEARCHED UPOMN BY THE METHODS OF BOOKS AND CERTAIN TOPICS ONLINE FRON THE INTERNET Perfect competition Characteristics of perfect competition 1. There are large no of sellers i.e. producers in the market /industry producing a commodity 2. The firms or sellers produce exactly similar products . Hence, we can say that under perfect competition there is production of homogeneous products. 3. With large of sellers there are also large no of buyers in the market 4. The sellers under this market are price takers bcoz of large no. of sellers. Therefore, there is no particular seller have influence on market price i.e. price of the commodity is taken as given 5. 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