10 Ways to Turn Writing a Paper into a Drinking Game

10 Ways to Turn Writing a Paper into a Drinking Game College students have long suspected that universities and individual professors must buy stock in paper companies. For some, its the only explanation as to why college seems to be just one paper assignment after another. Conspiracy theories aside, writing papers can be tough. But when the grind wears you down, injecting a bit of fun can help get you over the hump. When it comes to paper writing, its time to turn to the same tactics employed by such literary luminaries as Ernest Hemingway, Raymond Chandler, Tennessee Williams and Hunter S. Thompson: Booze. However, college students cant just kick back with a snifter of brandy and mull over their literary choices. Thats way too pedestrian. Of course, the answer is to turn it into a drinking game. After all, its practically a college tradition. Before you begin, be sure to save a copy of your paper in a completely separate file, preferably on a flash drive. Better safe than sorry. Inspiration may strike during your game, but its always good to have a back up. You dont want to have to reconstruct full pages that fell apart because you got off on a tangent about the therapeutic properties of cat videos. Once you have a backup file saved, pick your poison. You can pick a selection of brews and assign each rule a specific brand or type or you can just pick one and stick with it the whole way through. Chances are it wont matter what you drink – the end result will be the same. For extra fun later, turn on Track Changes in your Formatting menu so you can follow along the next morning and see how your editorial decisions changed as the night wore on. Rules of The Paper Writing Drinking Game Every time you run into a 404 tracking down a source, take a drink. If you were tracking it down from Wikipedia, take two drinks. Each time you write yourself into a corner, take a drink. Every time you catch yourself writing in circles, take two. Take a drink for each syllable in any words you have to pronounce out loud in order to spell correctly as you type. If a page has more footnotes than actual text, take two drinks and toast Flann OBrien. Each time you stretch out a single paragraph idea into two or more, take a drink and pat yourself on the back. Take a drink and give yourself a slap for every time you catch yourself on Candy Crush Saga, Farmville or any other pointless FaceBook game. Have another drink each time to catch yourself randomly scrolling down a page and realize you completely forgot what you were looking for. Any time you find yourself in need of a friend with a subscription to JSTOR or LexisNexis, take a drink and hit up any journalism majors who happen to be online. Take another drink every time you catch yourself calculating how many words per minute youll have to write in order to get the paper done tonight. Every time you ask yourself how much bigger you can make the font or contemplating formatting changes to make your paper appear longer, take two drinks. Bonus Shots Any time you re-write a sentence more than 12 times For every set of Block Quotes you use to bulk out a few pages. Every time you say out loud Okay, down to work now. Each time you search around for single words you can stretch into more (i.e. changing it to the field of robotic psychiatry) Every FaceBook status update or Tweet about the progress youve made on your paper. Chances are youll end up with a screen filled with plenty of red squiggly lines and a few good ideas. If you managed to actually finish the paper – or this version of it anyway – during the game, that earns you a bonus round of whatever quality alcohol you have stashed away. Dont forget to save the fruit of your labor before drinking some water and passing out face first on the keyboard. But the fun isnt over yet! In the morning youll be eligible to play the super fun Bonus Morning After Game! Brew a pot of coffee, wipe off the keyboard and open the file from the night before. Re-read what you wrote and edited the night before. Every time something makes you laugh out loud, take a sip of coffee. Take two every time you read something that makes you wince. Finally, take a big gulp for any sections so inspired you leave them nearly intact in the final version of the paper. Heres also a guide on How to Cure Hangover for those who drank too much yesterday. Did you ever write drunk? Tell us your own story in comments!

Essay Example on Socrates’ Defence in Plato’s Apology

Essay Example on Socrates’ Defence in Plato’s Apology . It is interesting to the readers because of the unique defense approach that Socrates chooses to prove his point. Instead of defending himself as a personality, he chooses to defend the truth, which in his opinion is a more important focus of philosophy. A whole range of philosophical aspects are covered in the speech of Socrates, which remains one of peculiar justifications of philosophy as special code of ethics. Indeed, Socrates chooses to die as an argument in defense of his ideas, which he believes should be the main test for all true philosophers. He thinks that by making the truth superior to staying alive he sets example to other people, so he believes his mission is successful. Hence, the paradox about Socrates defense is the definition of victory. From a laymans perspective, he obviously loses as he receives the severest sentence possible, but the main point of Plato is he is the actual winner because he manages to achieve his purpose by taking courage to defend the most powerful argument dying for the sake of truth.

Self assessment for project Essay Example | Topics and Well Written Essays - 1000 words

Self assessment for project - Essay Example The aim of establishing a brand image style could be the first one of the sale strategies for all the companies. An effective product package design and brand image may enable consumers to create a sense of corporate identification with the company to then accept the product. This strategy has a dual impact at the sales point since it incorporates brand identity and packaging design which play important roles in corporate image and sales achievements. Companies want to achieve the best possible outcome out of their marketing initiatives. Marketing issues can be thoroughly discussed in several areas utilizing different methodologies and techniques such as investigation of research e.g. questionnaire, survey, literature review and interview with experts; " relationship between consumer preferences and purchasing behavior", "recognition of brand image", " demographic statistics" and " assessment of consumer purchasing factors", and how do these factors effect among package design, consumer recognition and purchasing preferences. The areas of R&D that will be covered in this proposal are the following: 5. -Using couple well known cigarette brands for in depth study, how consumers make decision on purchase; good recognition of certain brand, attractive visual output, price range, word of mouth or simply just good product" good taste, functionality". The purpose of this research is to integrate brand identity and package design, by using product from the western marketplaces of United States (US) and United Kingdom (UK) to investigate its characteristics and distinguishing features for discussion examples. Then the next step will be using the research results and solutions in order to apply them to the Russian or Asian marketplace. The research findings are expected to achieve future reinforcement and awaken Russian markets to further understand about brand image

Rhetorical Analysis Essay Example | Topics and Well Written Essays - 750 words - 3

Rhetorical Analysis - Essay Example Firstly, the pathos of the video is clear and apparent from the very first frame of the video; as the viewer is greeted with an expansive cemetery perforated by concentric lines of seemingly endless white crosses. Further pathos is invoked due to the dramatic elements of the music that is represented to the listener. Hardship and drama with regards to the emotional connection that the viewer must have to the individuals on the screen is represented through a steady stream of images connecting homelessness, poverty, orphans, and a post-apocalyptic environment. Each of these emotionally charged images is capable of invoking a response upon the part of the viewer; a response that the director and producer of this brief advertisement were fully aware could be evoked. Similarly, the ethos of the particular advertisement in question is much less complex and much easier to define as compared to the pathos which is been discussed above. Due to the fact that UNICEF is a global outreach entity that is represented in nearly each and every nation throughout the globe, the degree and extent to which ethos is directly represented merely by mentioning the name UNICEF is innate. As such, even though this ethos is not directly linked to the advertisement until the credits screen flashes just prior to the advertisement concluding, it nonetheless is evident and cannot be ignored by an individual interviews the contents of such a message. It is further arguable that without the UNICEF emblem being represented at the end of this advertisement the overall believability and trust an individual might have with regards the contents therein could greatly be diminished. Finally, seeking to understand this advertisement from yet another perspective, the rhetorical approach of logos, demands that the individual focus upon the moment in time it just prior to the advertisement concluding and/or the moments prior to the UNICEF emblem being flashed upon the screen. Within this brief period of time all of the preceding information that has been driven by thoughts and a sense of emotional distress and need for action is juxtaposed with the logos of the statement: â€Å"What we see as fiction... Is real in Ethiopia† (Unicef 2007). Such a statement of fact links all of the seemingly disjointed emotionally charged imagery and tax that was presented previously and the advertisement to a definitive and logical conclusion. Whereas it may be hard for the individual to accept the images of orphans, innately poor, struggling to survive in burned out towns with no viable means of support or education as a fictitious rendering of a post-apocalyptic world, this is very much unfortunately the case within many parts of Ethiopia and Eastern Africa that are heavily impacted by the AIDS epidemic. By referencing all of this information and utilizing all three of the previously denoted rhetorical strategies, the director and producer, and indeed all of the people responsible for the p roduction of this ad, effectively integrated with as large a market audience as is possible. As has been denoted through previous levels of research, effectively representing pathos, logos, and the post in

Personal reflection Essay Example | Topics and Well Written Essays - 250 words - 7

Personal reflection - Essay Example These will increase food production to a great extent that will satisfy a nation’s population. In my thought, a growth in the economy should provide sufficient wealth for the whole population. Mostly, this does not happen because the population the poor grows rapidly and they do not share in the increased industrial expansion. The tragedy of commons is a trap that involves the conflict between resources of individual interests and those of common good. The problem with arising from this measure in managing the human population is the assumption that commons need to be regulated both the international and national agencies. In my thought, it is not entirely possible to control the commons or convert them to private property. In most countries, there does exist a gap between the existing population and what is regarded as the optimal population. Reasons, why countries have sub-optimal population, vary both geographically and historically. Daly suggests that tradable permits are a measure that can be use to control the human population. The allusion to birth rights for income inequality is contrasted. In my opinion, the tradable rights to have children are the only means to manage the human population. Each girl should be given a license to allow her to have, say, two children. Tradable birth rights may be a better measure as couples who have more than two children will risk previous the economic

Project Based Organization (PBO) Analysis

Project Based Organization (PBO) Analysis In todays turbulent market, a lot of organizations is still seeking for a strategic advantage over others and a lot of them has actually seek Project Based Organization (PBO) as a way to propel them for greater height and thus, gain a strategic advantage over other companies. However, there are still questions how they can best make use of this new organization structure approach to create a synergy between company business mission, strategy, and project as well as portfolio management PBOs refer to organizational forms that involve the creation of temporary systems for the performance of project tasks or activities. PBOs are gaining increased attention as an emerging organizational form, but there is very little knowledge on how PBO function in practice and what value or benefits in adopting the practice of PBOs. Needless to say, there are not many findings on how the extensive use of unique and temporary endeavors like projects can help influence the strategy and organizations design. By making using of project management best practices, PBO will help organization to become more dynamic, flexible and responsive when dealing with a turbulent environment. This PBO approach will ensure organization to be more creative and innovative when coping and responding quickly to the ever changing market demand. EMPLOYING PROJECT BASED ORGANIZATIONS In order to deploy project based management more effectively and efficiently, organization need to engage the top management to recognize this new approach of embracing project management best practices. They need to engage the right attitudes throughout the organization. In doing so, it will help the organization to fully reap the benefits of this new formidable and competitive weapon so as to fight for continue business growth and making sure the corporate will gain a better chance to survive in todays highly competitive market. Establishing executive ownership and responsibility for project based management with the organization is equated with authority in organization structures, the closer something is to the top, the higher its level of authority, acceptance, adoption and autonomy is perceived to be by the organization. It has to be a top-down approach whereby we need to engaged CEO, senior management of the company and sell them the ideas of how PBOs concept is able to propel the company to greater height. Positioning the project based management function at the top in a hierarchical organizational structure establishes its autonomy and thus ownership of the responsibility for setting up, distributing, supporting, and managing the application of project management best practices. Enterprise-wide adoption of project based management best management called for single ownership of the function. Establishing common practices across an organization at all levels is difficult, if not impossible, without a clearly established sole ownership. We do believe, however that establishing a PBO is the right thing to do, because global competition in the marketplace will continue to increase. Therefore, project based management is one of the best answers for surviving global competition. We need to first identify the roles, responsibilities of senior management team and their business function when structuring the PBO. Once we have identified their function focus and agreed upon their roles, we will then need to proceed to clarify relationships between these functions, like who is leading, supporting and following. This will help to ensure clarification on how these units can work or function together in a team. For example, typical teams in IT might include a strategic management team, an innovation management team, a project/program management team and a product management team. Each team is comprised of more than one unit and there are overlaps between the teams. The objective of this structure is to create team accountability. TRADITIONAL AND PROJECT BASED ORGANIZATION STRUCTURE AND OPERATION TRADITIONAL ORGANIZATION STRUCTURE AND OPERATION Traditional management has been applied since twenty century and is well developed on the core principles of standardization, specialization, common goal, hierarchy organization, planning and control and external-reward (Hamel et al., 2007). A traditional organization is constructed based on those core principles of traditional management and functioned through vertical and horizontal operations which are a hierarchic structure with various functional departments as the vertical operation and a work process designed for specific generalized task models by using Standard Operating Procedural to link individual functional. DISADVANTAGES Project members from each project teams are dispatched from functional departments; this normally causes conflicts between functional departments and project teams when the resources and priority of urgency are conflicting. Hard to assess employee performance since employee can belong to functional department and project teams. This will always cause confusion and unhappiness to employees involved. What project he/she participates is decided by the project manager and department head instead of self-actualization, which reduces the performance of both personal development and organizational learning. Hierarchy structure, functional department operation model and Standard Operating Procedure are characteristics of a traditional organization, which makes its disable in dealing with changes. Contention of resources between functional department and project team, which will develop conflicts within organizations, resulting in disharmony and distrust. No organizational synergy due to lack of inadaptable interactive relations between functional departments. Lack of ability to adapt to changes in related to market uncertainty or other external factors. This is caused by rigid, stagnant Standard Operating Procedures which are regulated according to generalized task model and therefore not capable of responding to any changes conditions timely. THE PBO STRUCTURE AND OPERATION A project based organization is a structure that facilitates the coordination and implementation of project activities. Its main reason is to create an environment that helps enhance interactions between team members with a minimal disruptions, overlaps and conflict. One of the important decisions of project management is the type of organizational structure that will be used for the project. Every project has its unique characteristics and the design of an organizational structure should consider the organizational environment, the project characteristics in which it will operate, and the level of authority the project manager is given. One of the main objectives of the structure is to reduce uncertainty and confusion that typically occurs at the project initiation phase. The structure defines the relationships among members of the project management and the relationships with the external environment. In PBO project managers have a high level of authority to manage and control the project resources. The project manager in this structure has total authority over the project and can acquire resources needed to accomplish project objectives from within or outside the parent organization, bind only to the scope, quality, and budget constraints identified in the project. In the PBO, project members are assigned specifically to the project and report directly to the project manager. The project manager is responsible for the performance appraisal and career progression of all project team members while on the project. This leads to increased project loyalty. Complete line authority over project efforts affords the project manager strong project controls and centralized lines of communication. This leads to rapid reaction time and improved project based organizations are more common among large and complicated projects. PBO KEY TO SUCCESS FOR TODAY ORGANIZATION INNOVATION ENABLER 10 Tips by the Worlds Best Innovators Organize yourself globally because it beats local Life treasures through communication Turn â€Å"not invented here† into a quality seal Focus on Big Ideas (there are enough small ones) Think platform Minimize time-to-test Appoint your customers as your boss Leverage design Take care of the jewel innovation organization culture that reacts to changes Use business model innovations as the turbo PROJECTS AND INNOVATION HOW THEY INTERLINKED WITH ONE ANOTHER What does PBO has to do with Innovation? We will start by defining both innovation and projects and identifying common ground in their concepts. Projects and Innovation share common roots in their definitions, both are: Temporary: they end when they become integrated to the normal routine of operations Produce unique results: the end product or service should be, in some way, different than the existing. Characterized by progressive elaboration: they cannot be understood entirely at, or before, the start, therefore the decision-making and realization phases are iterative. Many statements concerning innovation can be applied to projects and vice versa; to a certain degree, many of the characteristics of both are interchangeable. Classic definitions of innovation include: The process of making improvements by introducing something new (Wikipedia, 2007) It seems reasonable from above description that projects and innovation share a natural conceptual background. It would be hard to imagine how a traditional organization would be able to innovate since their structure only has roots in routine, repetitive works and a much predictable work output and stagnant culture. The whole philosophy and the historical background of both projects and innovation seem interlinked. A strong project outlook with proper governance structures would typically help to promote strategic goals that call for development of innovation. In their quest for innovation, many organizations have felt the need to establish social networks; the project approach has the advantage of proposing an internal network between projects if properly enhanced through program management, as well as involvement of stakeholders. Since Schumpeter (1947), many researchers have demonstrated that innovations are most often â€Å"new combinations† of existing technology. â€Å"Thus, individuals or divisions within a firm must be both able and willing to share their capabilities or resources with other parts of the organization. This author also mentions that organizations need to create common language, otherwise the ability to share knowledge will be hampered (Sampson, 2007). To counteract some of these pitfalls, several companies have found it useful to introduce systems where staff from all levels of the business can input their ideas. An interesting example of the usefulness of such systems comes from Paul Sloan (2006) â€Å"A copy-machine operator at Kinkos, a chain of copying and document services stores, noticed that customer demand for copying dropped off in December. People were too preoccupied with Christmas presents to do much copying for the office. So he came up with a creative idea: allow customers to use Kinkos color copying and binding facilities to create their own customized calendars using personal photos for each of the months. He prototyped the idea in the store and it proved popular. The operator phoned the founder and chief executive of Kinkos, Paul Orfalea, and explained the idea. Orfalea was so excited by it that he rushed it out as a service in all outlets. It was very successful and a new product custom calendars and a new revenue stream were created.† Corporate recognize that their organizations are always in danger of developing products and services with little or no market appeal. Some organizations are great at innovation like 3-M that produces 30% of its revenues from products that did not exist 4 years ago. However, others are really very bad at innovating such as Xerox who is famous for innovations it did not exploit, like fax machines and laser printers. Others, like Procter and Gamble have successfully reversed a 40 years innovation slump from their last major breakthrough (Pampers in 1961) with recent innovative products like â€Å"Swiffer† and Crests â€Å"Whitestrip† (Brooker, 1999; Moss-Kanter, 2006). Other companies just struggle with innovation like Motorola when it resisted going from analog to digital and lost its lead in cellular phones, or Kodak, when it lost its share of the camera market to Canon and Sony for having miscalculated the impact of digital camera in the mid 90s. Although organizational innovation needs more than just taking up a project view, we have to examine if the project management approach, when well integrated and focused on the broader view of project, could possibly promote principles that are conducive to innovation. Rosabeth Moss-Kanter (2006) describes four major reasons for failure to innovate: Strategy: Lack of sound innovative investment spread between breakthrough and incremental Process: Tight controls that strangle innovation and refusal of deviations from plan Structure: Lack of connections between innovation areas and the rest of the business Skills: Lack of networkers, communicators or connectors and relationships Most traditional organizations are better suited to stable environments and employ a top down approach to innovation. Strategy is formulated at the top along with the major initiatives for achieving it. Some of these initiatives will be innovative in nature, related to the development of an innovative process, product or service and often led within an RD Department, independently from the rest of the business. Top down approaches may solicit input from deeper in the organization, but the formulation of the innovative ideas remains at the top or within one of the organizational silos. Many of these organizational models are encouraging excessive control and reporting and, as Holmstrom, (1989) argued: bureaucracy, sometimes symbolic of the old hierarchical organization, can be hostile to innovation. We have seen that organizational structure and governance are determining factors in the development of human and organizational innovation and that PBOs change the nature of the traditional organizational structure. We can therefore ask ourselves: â€Å"How can a PBO structure influence innovation (either positively or negatively)?† Three recent empirical studies (Bresnen Goussevskaia Swan, 2004; Lindkvist, 2004; Dovey Fennech, 2007), have recognized that organizations that adopt a project management approach in a traditional mechanistic context, often have to deal with a choice between the flexibility and dynamism of the project approach and the desire of firms functional and strategic stakeholders to exercise control at organizational level. The authors have already reported on a case study that demonstrates evidence of such a division when an organization is moving from a more traditional model to the PBO model: â€Å"This very diverse and competent group of people had approached a new task in a most conventional manner, which seemed coherent with the ingrained performance paradigm, still a remaining legacy of the organizations historical culture and values. It was felt that one of the important emergen needs of the group was to â€Å"develop lateral, more creative thought processes and encourage a bit less conformity† to foster use of available potential and growth in this new work environment.† (Thiry, Deguire, 2004) Sampson (2007, p.382-383) argues that â€Å"the effect of the organization on innovative performance is contingent on absorptive capacity.† A program approach where strategic decisions are implemented through a series of related and interdependent projects (Thiry, 2004a, OGC, 2003) would support this approach, as change and innovative initiatives will be broken down into projects manageable, not only in technical terms, but also in absorption capability terms. The selection of investment activities through portfolio management is also essential, for example, at Apple in 1996, after Steve Jobs was reinstated as CEO, he led a massive review of the RD effort. As a result, Apple focused its resources on projects that had the greatest potential, and eventually produced the iMac, iBook, iPod, and iTunes (Vise Malseed, 2005). Most traditional organizations experience communication and resource allocation problems, especially between functional managers and project managers (Alsene, 1999; Bishop, 1999; Payne, 1993); this generates issues at the executive level, when conflicts are escalated and disturb the â€Å"political harmony† of the organization (Dovey Fenech, 2006). This last empirical study showed that even when the value of a â€Å"projectized† approach to deliver strategy is demonstrated, it can still be challenged by the organizations establishment. Many authors have confirmed that â€Å"the environment in a project-oriented organization is more dynamic and discontinuous.† (Huemann, Turner Keegan, 2004) and that the role of the project manager has evolved from that of a single person with specific technical skills to that of a team of individuals which exercise a wide ‘function that spans from strategic to technical (Frame, 2002).. The project management (PM) function is now evolving towards a co-managed business-technical partnership (Frame, 2002), which gives it authority over strategic level resources and therefore true decision-making power (Spradlin, 2004). We feel that given the nature of the project/program approach, PBOs can significantly contribute to the development of a distributed network that forms inside the organization and takes on the role of much of the innovation work. Through projects and programs, individuals become connected to the network and generate their own ideas, conduct experiments, do their own findings, build support, and help transition some of the ideas to formal pilots or direct implementation. An interesting example is Harley-Davidson, Inc. Management at Harley-Davidson has been recognized worldwide for its successful use of progressive, cutting-edge management techniques (Certo, 2003). This company has long developed its use of cross-functional teams to design new products and representatives from engineering, purchasing, manufacturing, and marketing have always had some influence on the future direction of new products. In order to achieve this, management has been committed to cross-functional teams and these team members work together daily and are totally dedicated to the new product development process on a full-time basis. We have therefore seen that innovation, for most companies, depends upon the individual and collective expertise of employees and it seems to have become more important for an organization to be cross-functionally excellent than functionally excellent. In addition to formal planning at the business level, best-practice companies are using cross enterprise initiatives on major issues in order to challenge assumptions and open up the organization to new thinking. This further enhances innovation as organizations are, for example, able to match their technological developments with complementary expertise in other areas of their business, such as manufacturing, distribution, human resources, marketing, and customer relationships. To lead these development efforts, cross-functional teams need to be formed and PBOs would make a significant difference in developing both the culture and necessary structures to help businesses in their quest towards innovation. As reported by Dhyani and Singh (2006) in the following case, most traditional mechanistic models do not endorse an innovative philosophy: â€Å"Service Delivery is based on standards, repeatability, reference architectures, proven and robust technology, guaranteed quality, efficiency and meeting SLAs. The resulting culture is inherently in conflict with innovation, which inescapably entails increased risk. SD has no processes or targets for regularly engaging in Client Innovation. It does not employ people for this purpose and has no measurements or incentive programs to perform this task and indeed expects the opposite behavior.† PBO through the consistent use of cross-functional teams presents a clear organizational advantage over the more traditional mechanistic organization as it supports individuals in its effort by policies, practices and resources that acknowledge this risk and provides space for experimentation. The organization shoulders some risk as do individuals and teams. Everyone in the innovation culture strives for success and learns from failures by documenting them and hearing about them from others. Given that this is a necessary condition for empowering different players and that sharing failures can be difficult for human beings with sensitive egos. The team setting provided by PBOs most probably allows the diffusion and publication of failure with minimal harm to individual egos and enhances organizational learning that can be used towards future innovative initiatives. If we accept the view that innovation can be seen as an organizational means to reach strategic goals, it would be interesting to explore and understand the link between the implementation of a PBO structure and culture and organizational innovation and to compare it to more traditional settings. In particular, we can refer to the fact that, since Burns and Stalker (1961), many authors recognize that traditional mechanistic organizations are struggling to adapt in todays turbulent environments. Nevertheless, in order to sustain innovation, PBOs need to be structured to foster creative synergy between vision and mission, strategy, portfolio, program and project management and be framed in a project-based governance approach; they also need to generate tangible value for the stakeholders. Rosabeth Moss-Kanter, who has conducted research and advised companies during what she terms: â€Å"four major waves of competitive challenges† (2006, p.74) since the 70s claims that successful innovation requires â€Å"flexible organizational structures, in which teams across functions or disciplines organize around solutions, [which] can facilitate good connections.† (2006, p.82) â€Å"[Innovation] is among the essential processes for success, survival, and renewal of organizations, particularly for firms in either fast-paced or competitive markets† (Brown Eisenhardt, 1995, p.344) â€Å"‘Innovation refers to a phenomenon where a new idea has been implemented into action.† (Taatila, 2005). the recognition that project management practice can and will influence organizational practices and, in so doing; that an alternate position may open a door for a redefinition of organizations through projects by supporting the adoption of new challenging organizational theories for project-based organizations; that the adoption of these new organizational models could generate higher stakeholder involvement, create more value and enable better integration between projects and strategy to sustaining innovation. CHALLENGES FACED BY IMPLEMENTING A PBO To adopt a project-based organization presents some challenges to senior managers: Project Manager has little or no â€Å"position power.† The position power which is so prominent in functional organizations will change when project-based organization is implemented. Project Manager will have minimal control over the career path of project members. Instead, project members require an independent career path over which they themselves have control and to which the project work can contribute. Senior managers need to develop project managers and project management so that the project managers can lead based on influence rather than positional authority. Conflicts arise over project member time and resource requirements. Thus senior managers must have a good plan and work schedule priority. Alternatively, senior manager need to come out with special reward scheme to allocate scarce resources-individuals that will help to maximize the value of the project. No clear Organizational boundaries. Project management often requires seamless cooperation among organizational units. If project managers/members see evidence that cooperation is not valued, then achieving cooperation is going to very hard. Senior management needs to create a structure where cooperation is rewarded Time and organizational pressures abound. Senior management must be ready to support the best practices that will help to reduce project time. This includes forming a core team system, having a project goal vision, allowing more time for project planning so as it wont interfere with project operations, facilitating communication with customers, and supplying necessary resources. Project members do not know one another. Effective project teams require a high level of trust and openness. The climate of trust and openness will need to be a top-down approach. If senior managers are not trustworthy, truthful, and open with each other, there is little chance that project members will be so with one another. Trust and openness are the antithesis of most bureaucratic organizations. Senior managers coming from a less trusting organization will have difficulty developing high levels of trust. CONCLUSIONS Having knowing that successful innovation needs flexible organizational structures, in which cross-functional teams or disciplines organize around solutions, PBOs could be a possible answer when their structures provide horizontal integration from business strategy to operational benefits and vertical integration between corporate objectives and the prioritized portfolio of projects. It is also very likely that the adoption of an integrated wide-scale project approach could enhance an organizations capacity for innovation for the following reasons: Given the nature of the project/program approach, PBOs can significantly contribute to the development of a distributed network that forms inside the organization and takes on the role of much of the innovation work. Along with these basic innovation processes, in a, PBO structure locus of control and decision making is normally decentralized through the creation of program and project teams in order to modify aspects of the culture so employees receive consistent and positive messages about initiating and implementing change and innovation. In PBO structures, the stakeholder approach is combined to the concept of value and permeates all levels of the organization by increasing the reach of both stakeholder and value concepts. An integrated vision of projects would directly link projects and programs to governance and strategy, encouraging social networks and value creation. In conclusion, we would argue that the sensible adoption of an integrated project approach should not only encourage the emergence and enactment of new organizational dynamics, but develop a stakeholder approach and innovative concepts leading to increased value creation. Finally, we can also conclude that it is not enough to set up a PBO if we use a mechanistic framework. In order to foster innovation, all the project and organizational elements must be integrated from start to realization. REFERENCES Alsene, E. (1999). Internal Changes and Project Management Structures Within Enterprises, International Journal of Project Management. 17(6): 367-377. Bishop, S. K. (1999). Cross-functional Project Teams in Functionally Aligned Organizations. Project Management Journal. 30(3): 6-10. Bresnen, M., Goussevskaia, A., and Swan, J. (2004). Embedding new management knowledge in project-based organizations. Organization Studies, 25(9), 1535-1555. Brooker, K. (1999) Can Procter Gamble Change Its Culture, Protect Its Market Share, and Find the Next Tide? Fortune, April 26, 1999, pp. 146-50, 152. Brown, S. L. and Eisenhardt, K. M. (1998). Competing on the Edge: Strategy as Structured Chaos. Harvard Business School Press, Boston, MACerto, S.C. (2002). Modern Management, 9th Ed. Burns, T., Stalker, G. M. (1961). The Management of Innovation. London: Tavistock Publications. Dovey, K. and Fenech, B. (2007). The role of enterprise logic in the failure of organizations to learn and transform: a case from the financial services industry. In print: Management Learning: The Journal for Managerial and Organizational Learning, Sage Publications. 38(3). Dhyani, A. and Singh, R. (2006) â€Å"Risk and Innovation Case for Building a Methodology Tool to Assist Informed Decision Making for Managers† (July 22, 2006). Available at SSRN: http://ssrn.com/abstract=919180 Frame, J. D. (2002) PMNetwork, Project Management Institute. PA: Da Sylva. Gann, D.M., Salter, A.J. (2000) Innovation in project-based, service-enhanced firms: The construction of complex products and systems. Research Policy, 29, 955-972. Hamel, G. (1996). Strategy as Revolution. Harvard Business Review. July/August 1996. Holmstrom, B. (1989). Agency costs and innovation. Journal of Economic Behavior and Organization, 12: 305-327. Huemann, M., Turner, R. and Keegan, A. (2004). The Role of Human Resource Management in Project-Oriented Organizations. Proceedings of the 3rd PMI Research Conference, London, July 2004. Lindkvist, L (2004). Governing Project-based Firms: Promoting Market-like Processes within Hierarchies. Journal of Management and Governance. 8: 3-25. Moss Kanter, R. (1990) â€Å"Follow-up and Follow-through,† Harvard Business Review, March/ April 1990, p. 8. Moss-Kanter, R. (2006) Innovation: The Classic Traps. Harvard Business Review, November 2006, pp.73-83) Payne, J. (1993). Introducing Formal Project Management into a Traditional Functionally Structured Organization. International Journal of Project Management. 11(4): 239-243. Sampson, R.G. (2007). RD Alliances And Firm Performance: The Impact Of Technological Diversity And Alliance Organization On Innovation. Academy of Management Journal. 50-2; 364-386. Schumpeter, J. A. (1947). The creative response in economic history. Journal of Economic History, 7: 149-159. Sloane, P. (2006) The inspiration for innovation. Computing Business 20 Jul 2006 Spradlin, T., (2004) A Lexicon of Decision Making, DSSResources.COM, 03/05/2004. Extracted from: http://dssresources.com/papers/features/spradlin/spradlin03052004.html on 12 Jan 2007 Sydow, J., Lindkvist, L. and DeFillippi, R. (2004). Project-Based Organizations, Embeddedness and Repositories of Knowledge: Editorial. Organization Studies 25(9): 1475-1489. Taatila, T.(2005) Innovation Mechanisms in Network Economy, SoL 2nd Global Forum, Vienna September 2005. Thiry, M. (2001) â€Å"Sensemaking in Value Management Practice† International Journal of Project Management, Elseveir Science, Oxford (Feb. 2001) 19 (2); 71-78 Thiry. M. (2002). The Development of a Strategic Decision Management Model: An Analytic Induction research process based on the combination of project and value management. Thiry, M. (2004a). Program management: A strategic decision management process. Thiry, M. (2004b) How can the benefits of PM Training Programs be improved? Thiry, M. and Deguire, M. (2004). Program Management as an Emergent Order Vise, D. A. Malseed, M. (2005) The Google Story. Delacorte Press. Weber, Max. (1904 [2002])

The Black Panthers Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  The Black Panther Party was founded in 1966 by party members Huey P. Newton and Bobby Seale in the city of Oakland, California. The party was established to help further the movement for African American liberation, which was growing rapidly throughout the sixties because of the civil rights movement and the work of Malcolm X, and Dr. Martin Luther King. The Party disembodied itself from the non-violence stance of Dr. King and chose to organize around a platform for â€Å"self-defense†, (which later became part of the party’s original name). The party was established to help further the movement for African American liberation, which was growing rapidly throughout the sixties because of the civil rights movement and the work of Malcolm X, and Dr. Martin Luther King. The Party disembodied itself from the non-violence stance of Dr. King and chose to organize around a platform for â€Å"self-defense†, (which later became part of the party’ s original name). As a Marxist-Leninist organization and worked with many white activist organizations(for example, California’s Peace and Freedom Party). The Black Panthers name was derived from The Student Nonviolent Coordinating Committee (or SNCC, pronounced "snick"), while working to register voters in Lowndes county, Alabama. Following the success of the Mississippi Freedom Party, organizers worked to create the Lowndes County Freedom Organization as an independent party. At the time, it was required that all organizational parties have visual emblem for [non-educated] voters. The SNCC contacted a designer in Atlanta for logo. The designer first choice was dove, but the workers of SNCC thought that it was too gentle, so the finally the designer suggested that the organization use the mascot of Clark Atlanta College, The Black Panther. Thus, the Freedom Party). Thus, the Lowndes County Freedom Organization became The Black Panther Party for Self-Defense, and soon the parties were founded all across the nation. Many of these parties were unconnected to the SNCC. On April 25, 1967, the first issue of The Black Panther, the party official news organ, [was distributed]. In the following month thereafter, the party launches a march on the California state capital fully armed, in protest of the state’s attempt to band the possession of loaded weapons in public. Bobby Seale proceeded to read a statement of protest; while ... ...tions, and numerous dirty plots. The Black Party eventually fell apart due to the FBI’s systematic attempts to disassemble the party. Due to major financial dilemmas, some members went on to join another group called the Liberation Army, whiles others subdued themselves to enact a pro-peace philosophy, and others were incarcerated (Assata Shakur, Sundiota Acoli, Afeni Shakur). (Wikipedia:The Free Encyclopedia,1997).   Ã‚  Ã‚  Ã‚  Ã‚  On the contrary, even though the old Black Panther Party was actually diminished due to antics by the federal government, a group calling themselves the New Black Panther emerged from the Nation of Islam decades after of the original Black Panthers. A new National Alliance of Black Panthers was formed on July 31, 2004, and is said to be inspired by the grassroots activism of the original organization, but is not related. (Wikipedia: The Free Encyclopedia, 1997). Refrences The Black Panther Party. (1997). Marxists.org Retreived April 11,2005 http://www.marxists.org/history/usa/workers/balck-panthers/1966/10/15.htm The USA Archives.(1969). Marxists.org Retreived April 11,2005 http://www.marxists.org/history/usa/workers/balck-panthers/1966/10/15.htm

Panic Attacks Essay

Beryl’s father had died 5 years ago and her mother had recently been diagnosed with having dementia. Beryl was seeing her GP on a regular basis, seeking re-assurance with chest pains. She had undergone a number of medical tests and her physical health was good for her age. The Assessment Beryl reported that she first experienced panic attacks as a teenager, and could remember difficult arguments with her father. Her GP prescribed medication for anxiety and panic attacks when she was in her early twenties, during a stressful time in her work environment, being married with 2 small children and running a home. The work situation was not resolved and Beryl was eventually made redundant. She remained at home, looking after the children and her husband. Beryl’s father died when she in her thirties, which left Beryl feeling responsible for her mother, who could not adjust to losing her husband. The Approach Rational Emotive Behaviour Therapy (REBT) was selected because it can teach the client how to replace negative thinking with positive thinking and uses cognitive exercises to dispel irrational beliefs. In the initial assessment, there was clear evidence that Beryl wanted to make a change and she was keen to engage in homework tasks. She was able to focus on the relevant issues for therapy and her treatment goals were discussed and agreed. At times of increased stress for Beryl, a vicious cycle was activated, involving fear, physical symptoms, catastrophic interpretations of bodily sensations, and safety behaviours. Treatment work addressed the panic attacks which, in turn, led to a shift with the agoraphobic symptoms. The validity of Beryl’s catastrophic interpretations was tested out through discussion and ehavioural experiments. Alternative non-catastrophic thinking was introduced and safety behaviours were identified and decreased. Throughout therapy, Beryl was encouraged to keep a diary to identify her unhelpful thinking which led to her negative feelings and behaviour. She was also encouraged to talk about her fears which enabled Beryl to see that they were unfounded. C onclusion Due to Beryl’s high level of motivation, therapy progressed well and only 8 sessions of REBT were appropriate to bring about lasting change.

Ray Tomlinson Invented Internet-Based Email

Ray Tomlinson Invented Internet-Based Email Electronic mail  (email) is a way of exchanging digital messages between people using different computers.   Email operates across  computer networks, which in the 2010s, pretty much means the internet. Some early email systems required the writer and the recipient to both be  online  at the same time, sort of like instant messaging. Todays email systems are based on a  store-and-forward  model. Email  servers  accept, forward, deliver, and store messages. Neither the users nor their computers are required to be online simultaneously; they need to connect only briefly, typically to a  mail server, for as long as it takes to send or receive messages. From ASCII to MIME Originally an  ASCII  text-only communications medium, Internet email was extended by  Multipurpose Internet Mail Extensions  (MIME) to carry text in other character sets and multimedia content attachments.  International email, with internationalized email addresses, has been standardized, but as of 2017, not widely adopted. The history of modern, global Internet email services reaches back to the early  ARPANET, with standards for encoding email messages proposed as early as 1973. An email message sent in the early 1970s looks very similar to a basic text email sent today. Email played an important part in creating the Internet,  and the conversion from ARPANET to the Internet in the early 1980s produced the core of the current services. The ARPANET initially used extensions to the  File Transfer Protocol  (FTP) to exchange network email, but this is now done with the  Simple Mail Transfer Protocol  (SMTP). Ray Tomlinsons Contributions Computer engineer Ray Tomlinson invented internet-based email in late 1971. Under ARPAnet, several major innovations occurred: email (or electronic mail), the ability to send simple messages to another person across the network (1971). Ray Tomlinson worked as a computer engineer for Bolt Beranek and Newman (BBN), the company hired by the United States Defense Department to build the first Internet in 1968. Ray Tomlinson was experimenting with a popular program he wrote called SNDMSG that the ARPANET programmers and researchers were using on the network computers (Digital PDP-10s) to leave messages for each other. SNDMSG was a local electronic message program. You could only leave messages on the computer that you were using for other persons using that computer to read. Tomlinson used a file transfer protocol that he was working on called CYPNET to adapt the SNDMSG program so it could send electronic messages to any computer on the ARPANET network. The Symbol Ray Tomlinson chose the symbol to tell which user was at what computer. The goes in between the users login name and the name of his/her host computer. What Was the First Email Ever Sent? The first email was sent between two computers that were actually sitting beside  each other. However, the ARPANET network was used as the connection between the two. The first email message was QWERTYUIOP. Ray Tomlinson is quoted as saying he invented email,Mostly because it seemed like a neat idea. No one was asking for email.

xml and java essays

xml and java essays Most web developers are intimately familiar with HTML, which is a language for presenting information on-screen so that it can be read by a human. A new markup language is rapidly gaining attention, however. XML allows for the presentation of information which can be read by a computer program. It is likely that the future of web development includes the creation of increasing numbers of programs, which make intelligent use of the data on XML-based web pages. And Java is a very good language for creating those programs. There has been a close relationship between Java and XML since the earliest mention of XML. John Bosak of Sun Microsystems, Chair of the XML Working Group has said that "XML gives Java something to do" (Web Techniques, pg. 43). Since there has been a decision to provide a standard Java API for manipulating XML (WT Pg. 43), the use of Java to manipulate XML documents is likely to continue, and increase over time. XML stands for eXtensible Markup Language. It looks a lot like HTML. In fact, both HTML and XML are commonly viewed as a subset of SGML (Standard Generalized Markup Language). SGML is very complicated, a fact that has lead to its failure to gain widespread usage. HTML, its greatly simplified descendant, has been a resounding success, but it is beginning to demonstrate some significant limitations. XML is in between these markup languages in terms of complexity. It is more complex than HTML, but still significantly less complex than SGML. (Dynamic Web Publishing Unleashed - Pg. 744-745). It is essentially an attempt to define a common ground between HTML and SGML. Like SGML, XML is a metalanguage for defining markup languages. XML allows you to define your own markup language consisting of new tags which you can use to encode the information in your web documents far more precisely than can be done with HTML. XML is not a replacement for HTML. It is, instead, a supplement to HTML. Whil...

Head Start Program Introduction Essay Example | Topics and Well Written Essays - 500 words

Head Start Program Introduction - Essay Example Once approved the organizations will receive funding for 5 years to plan and conduct Early Head Start for children from birth till three years old focusing on developing a strong parental bond, empowering parents and developing building blocks for early learning success and Head Start programs focusing on reading and math skills for children 5 years and younger. Head Start Programs are regulated and their performances reviewed annually by the US Department of Health and Human Services/ Administration for Children and Families to ensure that the organizations are performing to the outlined standards. In addition, Head Start does more than just provide a platform for our children’s didactic learning success. Head Start also funds research for building strong healthy families and marriages. Children being raised in a single parent home does not condemn a child to academic failure, however studies show studies that children of divorce experience more behavioral problems, earned lower grades (Cherlin, 1981) and twice as likely to not graduate from high school than their peers who benefit from living with parents who did not divorce. (Zill, 1993) With marriages of the children of divorced parents at a much higher rate of divorce than the marriages of children from intact families, the cycle of potential low academic success and the poverty often associated with individuals not graduating from high school will likely continue. Nevertheless, the effectiveness of the program is quite controversial. Will studies do show that participants are happy and well, there is no significant evidence showing that they are any better off than regular public school students (Klein 2011). Economic issues also plague the program. The national deficit, already crowed schools, and inefficient schooling sites limit the program’s effectiveness. For example, the state

Social responsibilities of multinational corporations Essay

Social responsibilities of multinational corporations - Essay Example Over the years, MNCs have been criticized for various reasons despite their many advantages. It is believed that they pay less regard to human rights and the environment. Criticisms also include the fact that MNCs have resulted in huge conglomerates in different countries, which overall reduces competition and violates the concept of free market economy. They are believed to raise money in the host countries of the MNC and then ship the profits back to that country, but at the same time using the other country’s labor, resources, cultures etc. In short, MNCs are believed to exploit human beings from all over the world apart from the host country. However MNCs also have certain advantages both for the host and the home country. The standard of living of the countries will increase regardless because investment and employment increase and people have greater purchasing power parity. The host country usually gets free flow of information and technology through this institution as well as expertise which may not be available in their own country. Domestic business also gets greater competition and business due to functioning of MNCs. Those who support MNCs believe it doesn’t reduce competitiveness but actually increases it, due to the breaking of local monopolies. Host country can also reduce their imports and export the goods produced by MNCs to improve their balance of payment accounts. Lastly, home countries can also benefit from the cultural diversity in the formation of MNCs worldwide. Under the topic of MNCs, there has been a great deal of debate among professionals about the social responsibilities of an MNC in operating globally. Some believe that MNCs have limited responsibility, usually depending on the laws of the host country. Others believe that they have the duty to fulfill the negative rights of human beings, and some believe that MNCs have a duty to fulfill both positive and negative rights of individuals. MNCs have always assumed to b e self-interested organizations, with the only aim to make profit and pay no regard to the people of developing economies or the environment. They seem to take on social responsibility, only if need be, and because recent studies show that ethical practices and social justice leads to profits in the long run. They seem to follow the principle-agent assumptions and MNCs are the agent because they seem to have no moral obligations to carry out honest behavior for socially responsible outcomes. Also, they seem to exploit host nations and their people because it is easier to do so; in developed countries there are several laws and institutions are tighter thus protecting people and firms from harm, however developing economies don’t have such laws so companies operating in them need to be even more socially responsible for the outcomes. Certain conditions prevail in a developing economy that makes MNCs more accountable with regards to social responsibility: Cultural practices in developing countries may allow for practices which violate human rights basic or advanced, and in accordance with gender, or politics etc. Most of these cultural practices have been eliminated in advanced countries but seem to be a problem in developing countries. The legal framework in developing economies may not insulate the country and its people from harm which is why MNCs have to be responsible. Corruption reigns supreme, therefore even in places where a