Semester Exam System Erd Essay Example

Semester Exam System Erd Essay Example Semester Exam System Erd Essay Semester Exam System Erd Essay Semester Examination System DBMS Lab Assignment Group III Srimanta Singh (004) Samik Saha (015) Prasenjit Gayen (016) third yr. first sem. , Department of Computer Sc. Engg. Jadavpur University ASSUMPTIONS Data prerequisites: ? The significant attributes of the semester assessment framework are†¦Ã¢â‚¬ ¦.. The college has numerous offices which are distinguished fundamentally by the department_id. Likewise the offices have a specific area (grounds). ? Every division has educators. Every educator is doled out to show a specific subject. He likewise needs to make question paper and assess the appropriate response content. WE have expected that an instructor can take classes in various division yet he will have a place with a specific office. ? A specific division may offer not many courses. At least one subjects might be same for various courses just as offices. Same subject (name) in two courses or office is independently distinguished by the comparing subject_id. ? Subject_id for a course of a division is one of a kind. ? An understudy must enroll to show up in the test. An enrolled understudy is considered as test up-and-comer. ? Test can be of two sorts â€regular and valuable. If there should arise an occurrence of beneficial an applicant might not need to show up in all the subjects doled out to a specific semester. ? The test controller segment is the executive of this entire assessment framework. Element SETS USED IN E-R DIAGRAM For building a reasonable construction of this information base, the substance sets and the related traits are given underneath (as our determination of the E-R diagram)†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. Substance SETS 1. Understudy 2. Division 3. Instructor 4. Subject 5. Test ASSOCIATED ATTRIBUTES Name, Roll No, Reg. No, Contact No Department_id, Name, Location Teacher_id, Name, Contact No, Status Name, Subject_id ,Course, Dept Exam_id, Roll No, Sub_id, Exam roll no. 6. Test Candidate Semester, Year, Exam_id, Sub_id 7. Result 8. Routine Roll no, Exam_id, Sub_id, Grade, Date_of_publish Date, Time, Room No, Exam_id ? Understudy: Student tries out a course in a specific office, every understudy has a roll no by which they are distinguished exceptionally, and every understudy likewise has an enlistment number. Every understudy needs to select to show up in the assessment as a competitor. An understudy likewise have additionally have contact number and address. ? Division: University has such a large number of offices. Every division has a one of a kind department_id, name. The divisions have their particular area and contact number. ? Educator Each office has numerous instructors. Every educator has their relating teacher_id, contact no. , name and status. Every instructor is remarkably recognized by the property teacher_id. Contact no. of the instructors may have various qualities. ? Subject: Each office offers numerous courses and each course comprises of subjects. Here each subject have subject name, subject_id. The subjects are extraordinarily recognized by their relating subject_id. Same subject can be educated in a few divisions yet all things considered the subject_id will be extraordinary. ? Test : The entire semester assessment framework is sorted out in scarcely any tests. These tests are recognized by the exam_id, semester and year in which the test is taken. Test might be of two kinds †ordinary and valuable. Exam_id is the essential key of this substance. All properties are nuclear. ? Test Candidate : Each understudy needs to enlist his name for the assessment. After enrollment for the test he accomplishes the candidature for that specific test. An up-and-comer is remarkably distinguished by his test roll no. It contains competitor name, roll no. , sub_id and exam_id. ? Result : Each test must have their relating results. Result is additionally connected with the understudies. Subsequently the consequence of an understudy of a specific semester is distinguished utilizing roll no, subject_id, exam_id. It additionally contains evaluation and date of distribution of the outcome as traits ? Routine : Each test has a relating routine which comprises of date, time, room no. also, exam_id. RELATIONSHIP SETS FOR DATA BASE In our E-R chart determined relationship sets and mapping cardinalities are portrayed beneath: ? Has This is the 1-to-numerous double relationship set among office and understudy substance sets. What's more, the support of the feeble substance set. We additionally have a coordinated twofold has connection between the test and the test results. ? Has a place with This is the 1-to-numerous double connection transport set among DEPARTMENT and TEACHER sets. Since for a specific division there are numerous educator yet for an instructor just 1 office is fixed. Furthermore, the investment of the educator substance sets in this connection transport sets is halfway. ? Trains This is the many-to-numerous parallel relationship sets among educator and subjects. Selects This is the balanced twofold relationship sets among Student and Exam Candidate. Segment properties are: date, month, and year. ? Sits for This is a many-to-numerous parallel relationship sets between the Exam Candidate and the Examination. ? Booked This is the relationship that holds between the assessment and the test schedule. ? Holds This is a many-to-numerous parallel relationship set between the division and the assessment. ? ISA This is a relationship set that holds between the test and the two classification of test customary and advantageous. Of This connection holds between the test and subjects just as the subject and results. ? Gets This is the relationship sets between Exam Candidate and the Results. name dept. no. name has a place with office contact no. instructor educator id has of sub-id name roll no. understudy regd. no. contact no. dept. no. (fk) assigne d to instructs sem year test id test sub-id (fk) ISA of subject name selects booked routine time room no date test id (fk) Sub-id ordinary sits for valuable of has test id (fk) enlisted gets sub-id sub-id grade roll no. (fk) test id (fk) roll no. results Date distributed

Independence vs. Commintment (Men and Women) Essay

Autonomy versus Commintment (Men and Women) - Essay Example There are various inquires about indicating this isn't generally the situation. Truth be told, these inquires about show that there is no distinction between the inclination of people to be submitted. Most men simply like the most common ladies, want to be in a solid, glad relationship. Notwithstanding, the thing that matters is in the way that men face different cultural and legitimate hindrances, and additionally punishments that ladies don't. These hindrances are the key reasons why most men tend stay away from duties first (Rudov, 2004). They are as yet repairing these boundaries with the goal that when they feel prepared to submit themselves, potential issues are now disposed of. Rudov (2004) has arranged the development of man's preparation to submit in a relationship. The image beneath shows the components men think about preceding going into a more significant level of relationship. In the image above, it tends to be seen that the unhitched males doesn't engage with ladies to abstain from managing various arrangements of companions, more distant families and other network individuals who are the standard individuals from the ladies' circle. In the mean time, men in the submitted/unmarried classification encounters all degrees of the stack. He is either observing his lady the entirety of the time from a different living arrangement or is as of now living with her. This degree of relationship contract is a constantly advancing.

Aviation questionnaire Essay

This evaluation comprises of 30 different decision questions. The inquiries spread avionics subjects read for the issue of the business pilot’s permit and general airplane taking care of. The inquiries are replied by pointing and tapping the necessary answer utilizing the mouse. To move to the following inquiry click on the ‘next’ button. To return to an inquiry click on the ‘previous’ button. To change your answer point and snap at another answer. The appraisal isn't coordinated. You ought to hope to take around 20 minutes to respond to all the inquiries. 1)Jet aircrafts like the 737 or A320 have cleared wings. The explanation behind this compass back is? To diminish haul at the structure journey mach number.†/> To empower these aricraft to utilize less space when stopping at air terminal gates.†/> To counter the streamlined pitch down impact at high mach numbers.†/> 2)Airbrakes are most effective†/> On the runway following touchdown†/> In the arrival arrangement [Wheels down/full flap]†/> In a quick plummet from high altitude†/> 3)Some current aircrafts are fitted with opened folds. The motivation behind these spaces is to†/Enable the folds to be bended into an aerofoil section†/> Re-invigorate the upper surface wind current to forestall stream partition at high edges of attack†/> Increase the wing zone and lessen the wing stacking on departure and landing†/> 4)Dutch move at high height is forestalled in present day aircrafts by? Fitting full time yaw dampers†/> Consequently diminishing the rudder authority above 250kts IAS†/> Fitting cleared up winglets at the wing tips†/> 5)If a carrier is flown quicker than its MMo.? The taking care of attributes may change above Mmo†/> The drag ascend because of compressibility will slow the airplane down†/> The airplane must be eased back promptly as any speed in abundance of Mmo will overemphasize the airframe†/> 6)When figuring departure execution speeds†/> Vmcg ought to be more noteworthy than V1†³/> Vmcg ought to be not exactly or equivalent to V1†³/> Vmcg must be more noteworthy than V1 by 30%†/> 7)On the runway taking off in a solid crosswind from the privilege a cleared wing plane carrier will tend to†/> Yaw (climate vane) to the right†/> Yaw (climate vane) to the left†/> Float off the centreline downwind†/> 8)Immediately after departure in a cleared wing aircraft, for example, the 737 the left motor comes up short. The airplane will tend to†/> Yaw and move to the right†/> Yaw right and pitch nose up†/> Yaw left and roll left†/> 9)After arriving in downpour on a runway declared as ‘Slippery when wet’ your airplane begins to wander from the runway centreline. What move do you make to stop the drift?†/> Cancel invert thrust†/> Utilize full inverse rudder to control the drift†/> Utilize differential opposite push until the nosewheel guiding becomes effective†/> 10)After arriving on a dry runway which is the best impediment device?†/> The airbrakes/spoilers†/> Turn around thrust†/> The antiskid brakes 11) To quicken from inert to full push an ordinary turbofan motor will take about†/> 4 seconds†/> 8 seconds†/> 12 seconds†/> 12)The utilization of high weight drain air from the blower for hostile to icing will†/> Decrease motor working temperatures and thrust†/> Increment fuel consumption†/> Have no impact on stream motor performance†/> 13)Engine icing is well on the way to occur†/> Whenever when the outside air temperature is 1 degrees celsius or below†/> When flying if obvious dampness, for example, downpour or haze is present†/> When noticeable dampness is available and the all out air temperature is 10 degrees celsius or below†/> 14)Ice Contamination of the wing upper and lower surface may cause†/A decrease in slow down edges and conceivable poor sidelong control on takeoff†/> lost lift and pitch control on the ground†/> An expansion in the determined push setting required for takeoff†/> 15)The side effects of windshear may include†/> Loss of height, airframe buffet, a high pace of plunge joined with exorbitant pitch attitudes†/> A noteworthy difference in velocity, disparity from the necessary flight way, ordinary control inputs inadequate to keep up the flight path†/> Loss of velocity, expanding pace of plummet and pre-slow down buffet†/> 16)An airplane flies through the base of a functioning cumulonimbus cloud. The pilot may anticipate that it should experience†/> A solid updraught just under the haze base†/> A downdraft followed by an updraught and afterward another downdraft†/> An updraft followed by a downdraft and afterward another updraft†/> 17) In quiet winter conditions in NW Europe thick mist is cleared most successfully by†/> A difference in airmass†/> Sun oriented radiation†/> An expansion in wind speed†/> 18)Flying at 33000 feet the airplane lodge quickly depressurises. What time of valuable awareness can you expect?†/> About 25 seconds†/> Around 50 seconds†/> Around 120 seconds†/> 19)When creation a visual arriving on a runway with a 1 degree slant up you may encounter A visual figment of being high on the required glidepath†/> A visual dream of being low on the glidepath†/> Neither of these as the special visualization of the runway incline is insignificant†/> 20)In the voyage at high height when flying into a zone of known choppiness you would†/> Stop the lodge administration and fly at the disturbance speed†/> Secure the lodge and cockpit, select disturbance speed and keep up a consistent attitude†/> Secure the lodge and cockpit and drop at Mmo/Vmo†/> 21)Approximately how far will a stream carrier travel in still air when sliding clean from FL370 to FL70 ?†/> 50 nm/88 km†/> 75 nm/132 km†/> 100 nm/176 km†/> 22)While in a plunge under radar control you get a TCAS goals warning (RA). You would†/> Continue with the drop, educate ATC concerning the RA and post for other aircraft†/> Continue the plunge yet turn 90 degrees off the allocated heading and prompt ATC†/> â€Å"Manoeuvre following the RA direction and exhort ATC†/> 23)Before beginning the last plunge on a NDB approach you would†/> Tune the guide and ascertain the necessary pace of descent†/> Monitor the reference point ID and drop when on the runway heading†/> Ensure that you are inside +/ - 5 degrees of the inbound QDM†/> 24) At 1700 feet on an ILS approach the GPWS sounds ‘Whoop, challenge, pull up, pull up’. Would you†/> Check the ILS glideslope is inside one speck and cross check elevation with the radio altimeter†/> Immediately circumvent adhering to the standard missed methodology system, advise ATC†/> Cancel the GPWS, check on the glidepath and increment push as a precaution†/> 25)At what good ways from the stop end of the runway do the inside line lights change from red/white to red ?†/> 900m†/> 600m†/> 300m†/> 26)Taxyway lighting comprises of†/> Green focus line lights with blue edge lighting†/> Green focus line lights with green edge lights on corners†/> White focus line lights with red edge lights on corners†/> 27)While in the brief delay holding on to land you notice that the absolute fuel in tanks has fallen underneath organization least saves. What move would you make ?†/> Declare a ‘Fuel emergency’ and set the transponder to 7600†³/> Declare a crisis and solicitation help from ATC†/> Prompt ATC and your organization that you are quickly redirecting to your assigned alternate†/> 28)In the air lost situational mindfulness is well on the way to emerge if†/> Both pilots are occupied with programming the FMC†/> The non-taking care of pilot neglects to utilize aviation routes graphs to check the aircraft’s position†/> ATC are conversing with one pilot while the other is flying the airplane manually†/> 29) At 900 feet on a physically flown ILS approach you notice the taking care of pilot has let the airplane dip under the glidepath. Would you†/> Verbally caution the dealing with pilot, screen the reaction and search for a correction†/> Verbally caution the taking care of pilot and take control immediately†/> Verbally caution the taking care of pilot, increment push and gently spread the controls†/> 30)When managing an intricate crisis the primary official should†/> Carry out all the captain’s orders moving forward without any more discussion†/> Carry out just requests that are as per organization standard working procedures†/> Attempt to talk about with the skipper any requests that are indistinct or confusing†/> END OF SET 1

Martin Luther King Jr. An Innovator of Change - 2438 Words

Martin Luther King Jr.: An Innovator of Change Martin Luther King Jr. was a peaceful and courageous man who used a non-violent manner to stand up for all that he believed in. King Jr. sought for equal rights for African Americans during his life. He not only participated but led many of the acts to push equal rights such as the bus boycott, antisegregation campaigns, the March on Washington, and civil rights rallies throughout the United States. Due to his strenuous work for equal rights, King Jr. was one of the major reasons for the passing of the Civil Rights Bill in 1964 (Bennett). Martin Luther King Jr.’s hard-working, dedicated personality is one of the predominant reasons that there are civil rights in the United States; if it†¦show more content†¦Both finally relinquished their seats after Mrs. Bradley told King Jr. that they must follow the law (18-19). They were forced to stand in the aisle for the remaining ninety miles to Atlanta (19). These events laid the foundation for King Jr. to seek civil rights for all Americans. In addition to the discrimination that he faced during his childhood, King Jr. faced even more discrimination as an adult. On April 12, 1963, King Jr. and Ralph David Abernathy guided fifty marchers to City Hall in Birmingham, Alabama (74). Before they were able to reach City Hall, Birmingham police interrupted the march and arrested the participants (74). While in jail, King Jr. was placed in solitary confinement with no mattress, pillow, or blanket and was not allowed a phone call or visitors (74). King Jr. stayed in confinement with no means of communication until the next day (74). Unknown to him, his wife called the White House to solve the crisis (74). A few hours later, King Jr. was allowed a phone call after the President, John F. Kennedy, talked to Bull Connor, who at the time was the Commissioner of Public Safety in Birmingham (74). King Jr. would spend a total eight days in jail, where he wrote letters which would eventually be published into a well-known document called â€Å"Letter from Birmingham Jail† (74-75). During King Jr.’s fight for civil rights, he and other fellow African Americans participated in many different acts that served as protests against segregation. One ofShow MoreRelatedTransformational Leadership : The Most Important Aspect Of Management1088 Words   |  5 Pagestransformational leadership: charisma, intellectual and inspiration. Not only will this paper define the different aspects of transformational leadership but it will provide examples of leaders who exude each aspect. Charisma Steve Jobs, Martin Luther King, Jr., and Albert Einstein all are known as charismatic leaders. A charismatic leadership style is a lot like a transformational leadership style because the leader uses enthusiastic measures to keep morale up with employees. 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Qualitative Characteristics Of Financial Information †Free Samples

Question: Discuss about the Qualitative Characteristics Of Financial Information. Answer: Introduction AASB framework is highly concerned for viability for accounting information as it is used by stakeholders for assisting them in decision-making procedures. This part of the study is based on examination of qualitative characteristics of accounting information by considering appropriate research articles and journals. According to the study of Cordery and Sinclair (2016), qualitative characteristics of accounting information are essential qualities which serve a primary supporting role in the viability of decision in support to particular accounting theory. These characteristics make financial statements useful for users. As per AASB conceptual framework qualitative characteristics of accounting information is as follows The fundamental qualitative characteristic of accounting information is relevance and faithful representation. Both of these qualities are important, if the information is 100% reliable but not relevant, then it will be of no use. On the other hand, accurate information consists less or no value if the same is not reliable (Amendments to the Australian Conceptual Framework, 2013). These qualities are enumerated as below and are inclusive of the elements which will make these qualities more desirable. In addition to two secondary qualities are considers which are comparability and consistency. These characteristics must be steady to each other. The information must be relevant as it helps users to determine the past, current and future capacity of generating income of the business. Relevant information can make significant in the opinion of the user as decision requires either predictive or confirmatory value or both. Relevance also consists a significant element which is timeliness. Information must be provided at the right time to the user to enable its use in the process of decision making (Barker and Penman, 2016). Further, reliability is an amount on which the information is verifiable as it assists in assuring the users that the information shows exactly the economic phenomenon that seeks to represent them. The word objectivity refers to verifiability. Verifiability of accounting information ensures faithful representation of economic phenomena. Accounting information provided statements must be verifiable whether it is by the direct or indirect method. It means information must be supported by reliable evidence and i ndividuals are in a position to cross check that cited information is represented in a faithful manner. This quality takes place when both measure and phenomenon makes an agreement; it claims to be represented. In accordance with the viewpoint of Collier (2015), faithful representation does not refer to complete accuracy of financial aspects but refers that provide information is free from errors and omissions. For example, estimation in disclosure or computation cannot be perfectly accurate, but representation can be faithful if complete information is provided along with the limitation of the estimation process and providing assurance that process is free from error and biases. Although, faithful representation does not necessarily imply useful information. For a better understanding of this aspect, following example can be considered; in the case where estimation is to be made regarding the amount by which carrying amount of assets is required to be adjusted to provide effective on impairment on the value of the asset (Amendments to the Australian Conceptual Framework, 2013). In this case is disclosure of impairment is faithful representation only if the entity has applied an appropriate process in a proper manner by describing the estimates along with the uncertainties associated with it. However, in the presume case if the level of cited uncertainty regarding estimate is satisfactorily large then it will not be particularly useful. It simple words, the relevancy of the asset regarding faithful representation will be questionable. In such situation, if there is no scope of other better alternative representation then cited estimate may work as the superlative available information. Accounting information provided to users must be material to them on the basis of its magnitude or nature. In accordance with the study of, information is considered to be material if its misstatement or omitting can influence the decision of user (Cordery and Sinclair, 2016). Due to this factor, the board cannot determine the quantitative threshold for materiality which is uniform or predetermined as the materiality of information vary to business to business. Along with this, it must be represented faithful, and same can be attained by ensuring that fact is complete, free from error and unbiased. Secondary characteristics of accounting information that is significant for making decisions are comparability, consistency, verifiability, timeliness and understandability. Relating to comparability, it is the concept of applying consistency in practices of accounting among different time periods. Both the predictive and feedback values can be improved if users make a comparison of the companys performance over time. This characteristic makes user capable of determining and understanding similarity and dissimilarity among accounting items. In accordance with the study of Wang (2014), characteristic of comparability is connected with the characteristic of consistency. In this aspect, AASB states that comparability is the goal which is achieved through consistency. Change in any of the policy needs disclosure in the notes to accounts of financial statements to re-establish the comparability in the accounting periods. However, comparability does not refer to uniformity, but it means th e development of standard norms to enhance understanding of user regarding the interpretation of financial statements (Amendments to the Australian Conceptual Framework, 2013). Accounting information is measured to be understandable if it is classified, characterised and presented in an appropriate manner. However, some of the accounting phenomena are inherently complex which is not easy to understand, and exclusion of such facts make interpretation easy (Barker and Penman, 2016). Although exclusion of such facts can mislead users and same is considered to be unethical accounting practice thus it is expected that users must have reasonable knowledge regarding business and economic activities so they can make a viable interpretation. This characteristic also states that information must not be restricted to the interest of average investor or generation users as it must serve the purpose of a broad range of users. For making accounting information more useful, it must include assured qualities and meet the standards. FASB (Financial Accounting Standards Advisory Board) initiates and manages GAAP (generally accepted accounting principles) that set the standards and qualities of the accounting information (irt, Muthusamy and Bir, 2017). Business entities should focus on enhancing qualitative characteristics to the maximum possible extent. Application of these qualitative characteristics is an iterative process which does not comply with the specific procedure as it needs subjective qualification supported by the appropriate disclosure of material facts (Wang, 2014). Conclusion In accordance with this part of the study, it can be concluded that corporate entities are required to prepare financial statements by considering all the qualitative characteristics of accounting information cited by AASB framework to provide assurance that they are free from all material misstatements. Bibliography Amendments to the Australian Conceptual Framework.2013.[Online].Available throughhttps://www.aasb.gov.au/admin/file/content105/c9/AASB_CF_2013-1_12-13.pdf. [Accessed on 31st August 2017]. Barker, R. and Penman, S., 2016. Moving the conceptual framework forward: Accounting for uncertainty.Unpublished paper, Oxford University and Columbia University. Birt, J.L., Muthusamy, K. and Bir, P., 2017. XBRL and the Qualitative Characteristics of Useful Financial Information.Accounting Research Journal,30(1). Collier, P.M., 2015.Accounting for managers: Interpreting accounting information for decision making. John Wiley Sons. Cordery, C.J. and Sinclair, R., 2016. Decision-Usefulness and Stewardship As Conceptual Framework Objectives: Continuing Challenges. Wang, C., 2014. Accounting standards harmonization and financial statement comparability: Evidence from transnational information transfer.Journal of Accounting Research,52(4), pp.955-992. Wang, C., 2014. Accounting standards harmonization and financial statement comparability: Evidence from transnational information transfer.Journal of Accounting Research,52(4), pp.955-992.

Managing the change within GM Essay Example

Managing the change within GM Essay Managing the change within GM Name: Course: Date: We will write a custom essay sample on Managing the change within GM specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Managing the change within GM specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Managing the change within GM specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Managing the change within GM Introduction General Motors is a multinational automotive corporation based in America. It is also the largest automaker in the world. The corporation has its headquarters in Detroit, Michigan. The company was established in 1908 as the holding company for Buick, which was based in Michigan. During the period of the 1920s, the sales of the company surpassed those of Ford to set the corporation as the largest manufacturer of automobiles. Most of the success of GM had been attributed to the management style. This style integrated concepts like planned obsolescence whereby a car’s style would be changed on a regular basis. In addition, they also used a tiered structure for pricing of different brands. This would be invaluable towards setting the brands to reach different niches in order to limit their competition. The rise of Japanese automakers in the 1980s threatened the dominance of GM. The boom of SUVs (Sports Utility Vehicle) countered this threat in the North American Market (Freeland, 2001: 98). However, after 2001 the sales began to decline. Toyota surpassed the organization in 2007 as the globes largest vehicle maker in terms of sales. GM was given loans from the Canadian and US governments in order to stay afloat. However, the organization was forced to file for Bankruptcy in mid 2009. The bankruptcy deal also entailed a requirement to discontinue or sell off several brands such as the Hummer brand. Accordingly, GM would focus on restructuring and continue with its business activities. The organization would focus on the four core brands in the United States; Buick, GMC, Cadillac and Chevrolet. The process of managing change can be challenging for any organization. Change management means the process of getting the corporate to accept the change, have an understanding of the elements of change and proper execution of the change. The benefits of this change include improvement in the organizational structure, good corporate relationships and saving on costs (Schermerhorn, et al., 2000: 102). GM has to make radical changes within the organization in order to deal with the crisis that has built over time. In addition, the process of change should be continuous in order to make the actual change effective (Burnes, 2009: 85). Forces for change The circumstances that bedeviled GM create the need for change. External forces Competition In 2008, GM sold close to 2.9 million cars in America ahead of Toyotas 2.2 million. GM still leads in the American Market. However, the market share has been on a steady decline from the 30 percent in 1999 a total of 5 million vehicles to 22 percent in the year 2008. Toyota has posed as a major competition for GM. Competition is a chief driving force for the acquisition of majority market share (Ball, 2010: 78). In comparison with competitors such as Toyota, GM vehicles were not as fuel-efficient. This caused losses to the organization because of the rise in fuel prices. This was to the advantage of Toyota leading to losses for GM. Toyotas demand for cars also increased over time to become higher than that of GM. This became the driving force towards change in GM (Hayes, 2010: 56). Financial crisis The global economic downturn affected leading companies including GM. The global financial crisis affected GMs financial standing. This in combination with other factors led the corporation to bankruptcy. Internal forces Financial constraints GM was ravaged by financial problems since 2006. The financial problems were primarily caused by poor financial policies. GM made limits to the $6 billion in car operating losses because of the $2.2 billion it had made to finance the vehicles. The organization therefore had liabilities that exceeded the assets. The condition worsened over time leading to a bankruptcy declaration in 2009. Poor financial policies can lead an organization to bankruptcy (Rugman, 2010: 96). These financial constraints therefore created the need for change. Management The management at GM had a lax mentality towards their competition. This is because they had established themselves as the market leaders. The culture within the system also caused a hindrance to modernized approaches towards change. Culture The culture at GM is described as one that is set in the traditional system since its inception in the 1900s. Culture refers to the enduring ideas, attitudes, behavior, traditions and attitudes that are shared by a large section of people to be transmitted from one generation to another. On the other hand, organizational culture can be described as an organization’s personality. Organizational culture offers guidance on the feelings and activities of employees. GM has an organization that is mainly centralized and bureaucratic. Therefore, the structure created the need to have top-down systems of control. They aimed at removing the unnecessary and redundant procedures. The corporate consolidated the purchasing offices from the initial 25 in the US to a single purchase office. Therefore, the organization became more bureaucratic. Organizations such as GM that have the centralized system make it compulsory for management to be composed of many people. The leadership style of man agement also plays a key role in the definition of the culture of the organization (Alvesson, 2002: 56). Cost GM spent more money on the production and manufacturing its cars. Compared to the main competitor Toyota, GM spent more money on manufacturing. Toyota built more vehicles at a lower cost. The company was manufacturing at a rate of 7 percent faster than GM. Therefore, Toyota would benefit from between $300 and $500 per car cost advantage. In 2005, Toyota operated at full capacity. Therefore, the company earned an average profit of $1488 per car I profit and GM lost $2300. Therefore, GM had increased costs leading to losses (Crumm, 2010: 56). Leadership GM had a vertical system of leadership. The high levels of management made key decisions on the requirements of the subordinates. Therefore, it was a one-way street. CEOs, top executives and CFOs, were in charge of key decisions from middle management to individual dealerships. The executives also made decisions on the desires of customers without their feedback. This management style also contributed to the failure (Griffin, 2011: 64). Changing the culture at GM Change management entails a holistic process of planning, consultations and effective implementation. The changes to be made at GM must be realistic, measurable and achievable. Responsibility for the process of change lies on the executives and management. They are tasked with the role of facilitating and enabling change within GM. The culture and systems at GM create the need for change. The rate of change within organizations such as GM is not constant (Senior Fleming, 2006: 78). The conditions at GM however require continuous change in order to reestablish the company as the global leader over its competitors. Change incorporates a three-step process that is sequential. Unfreezing of the forces of restraint that cause maintenance of the status quo Movement of the organization towards a new status Refreezing of the organization in order to consolidate the changes The process of change in GM One of the changes that can be implemented at GM is complete decentralization of the system. A decentralized system refers to a system whereby management places significant decision-making authority to local and frontline managers instead of reserving all authority in decision making at the top. This will reduce the constraints of the bureaucratic system at GM. In addition, GM had adopted this system in earlier years, and it proved to be a success. However, the change to a centralized system in the 1990s led to its downward trend. One of the major benefits of a decentralized structure is the high level of flexibility towards problem solving and quick and effective solutions. It also allows the requirements of consumers to be met. The failure of GM to manufacture products that saved on fuel cost during the increase in fuel prices was an indicator that the organization lacked contact with the consumers. However, because of the challenges of a decentralized system, the management must maintain open communication lines with management at the grass root level in order to keep focus on the common mission and vision of the organization (Robbins Coulter, 2005: 121). Decentralization for GM will be beneficial in order to spread responsibilities within the organization and increase the capabilities of leadership of the additional managerial ranks. The organization must also integrate innovation and technology within the system in order to achieve maximum results. Cost cutting GM has to formulate a strategy that will reduce the overall cost of production. The process of cost cutting requires an effective strategy. Strategy formulation should also consider all the factors that affect the financial aspect of the organization. The company also has to set targets towards cutting overall costs. However, the process of cutting cost should not affect the quality of output. GM has already undertaken some strategies to reduce costs such as the offloading of some of its Marques like the Hummer and Saturn. This has caused it to focus on the main products in the US. However, the overseas holdings of Daewoo and Opel are still maintained. These cost-cutting processes will help the organization to save on costs and reduce losses. Challenges affecting the change process at GM Management may want to maintain the status quo at the corporation. GM has maintained a long history of a decentralized approach of management. The top-down approach limits the mediums of effective communication between employees and management. In addition, the employees have maintained poor communication with their leaders because of this system. However, management may want to maintain the current conditions with the fear of losing power and authority. Therefore, changing the system to a decentralized one may prove difficult for the executives that are accustomed to the vertical style of management. In addition, the employees under this system may not be empowered toward using the decentralized system. This is because the management under a centralized system did not place enough trust in them. Therefore, for change to be successful, GM has to empower its workforce. The employees will therefore play an active role towards the implementation of the change program (Yuki, 2002: 62). Cost cutting measures may face numerous challenges particularly from the United Auto Workers (UAW) union. This prevents the organization from lowering the wages up to a certain level. The organization also has to keep plants in operation at minimal capacity. Lack of consultations and involvement of the employees might lead to poor choices and derail the process of change (Barger Kirby, 2006: 51). Change sustainability Sustaining change refers to the involvement of refreezing behavior at new levels as long as it benefits the organization. Sustaining change at GM will be essential towards reorganization and increasing profits. It is also crucial to recognize that not all the changes may work for the company. The main aspects of sustaining change include stickability and spreadability. Stickability refers to the extent to which the gains that are achieved in sections of the organization are maintained and built (Carnall, 2008: 54). Spreadability refers to the extent to which new processes and methods that lead to gains can be applied in other areas. It is therefore essential for GM to consider these aspects in the process of change. Management plays a crucial role towards ensuring that the advantages accrued from changes in cost and decentralization. Management can also reduce the restraining forces in order to achieve commitment and reduce restraint. In addition, the employees will increase their level of commitment. A strong implementation climate will also foster sustainability. Management can empower the members of staff to implement the changes (Storey, 2004: 83). Conclusion General Motors faces numerous challenges in efforts towards reestablishing its corporate image. The company has undertaken various processes towards changing its bureaucratic system and reducing costs. However, these processes have been relatively ineffective. The implementation of the above changes and management system will be beneficial towards redeeming the level of profitability of the organization. If GM maintains these momentums of change, the benefits will be accrued in the long-term. Management of this change will also affect the process of implementation and actualization of the changes. References Alvesson, M 2002, Understanding organizational culture, SAGE, London. Ball, D 2010, International business: the challenge of global competition, McGraw-Hill Irwin, Boston. Barger, N, Kirby, L 2006, The challenge of change in organizations: helping employees thrive in the new frontier, Davies-Black Publishing, Mountain View, Calif. Burnes, B 2009, Managing change a strategic approach to organisational dynamics, FT Prentice Hall, Harlow. Carnall, C 2008, Managing change in organizations, Financial Times Prentice Hall, Harlow. Crumm, T 2010, What is good for General Motors? solving America’s industrial conundrum, Algora Pub, New York. Freeland, R 2001, The struggle for control of the modern corporation: organizational change at General Motors, 1924-1970, Cambridge University Press, Cambridge. Ukgriffin, R 2011, Management, South-Western/Cengage Learning, Australia. Hayes, J 2010, The theory and practice of change management, Palgrave Macmillan, Basingstoke. Robbins, S Coulter, M 2005 Management, Pearson Prentice Hall Upper Saddle River, NJ. Rugman, A 2010, The Oxford handbook of international business, Oxford University Press, Oxford. Schermerhorn, J, Osborn, R, Hunt, J 2000, Organizational behavior, Wiley, New York. Senior, B, Fleming, J 2006, Organizational change, Prentice Hall/Financial Times, Harlow, England. Storey, J 2004, Leadership in organizations: current issues and key trend, Routledge, London. Yukl, G 2002, Leadership in organizations, Prentice Hall, Upper Saddle River, NJ.

Summary 1 Example

Summary 1 Example Summary 1 – Book Report/Review Example Summary Putting Passionate People to Work: The most devoted employees are enthralled with their work. Authentic leaders know how to manage that passion. By Warren Bennis. The recent Fortune magazine issue has featured the Google CEO Eric Schmidt contending how numerous businesses have failed to captivate passion among their employees (Bennis). Besides, he observed how managements have forgotten instilling passion especially among the employees whereas it is the core secret to success. Hence, â€Å"Passion motivates more than money†, which ought to appear, inscribed on every boardroom (Bennis). Numerous and larger corporations normally treasure employees who stay late while accomplishing their work but feel uneasy towards those who work during the night. The latter category depicts exactly what comprises passion, which in its Latin meaning implies sacrifice and suffering in order to attain something of a big value (Bennis). Globally, various individuals have exactly exhibited w hat it entails when one is passionate about anyone is undertaking, which results to remarkable results. These include Steve Jobs, Eric Schmidt, Michael Jordan, Marie and Pierre Curie who besides encountering demoralizing setbacks, they emerged triumphantly owing to their passion (Bennis). Besides, no manager can instill passion inside an employee despite how one is gifted. However, managers can still increase employees’ passion via creating an environment that will promote it and appreciating various accomplishments attained. Mainly, this tactic characterizes managers who know how to manage their employees’ passion well, hence making them excel in their respective areas. Additionally, passion in the work place normally comprises of exceedingly complex emotions, which are extremely difficult to entangle (Bennis). This is because it serves the purpose of motivating besides bringing with it sure sense; a person’s commitment and efforts in something are worthwhile. Therefore, each person ought to have a passion in every undertaking where in contrary Socrates contends that, one is not worth living despite the year-end bonus (Bennis).Work CitedBennis , warren. Putting Passionate People to Work: The most devoted employees are enthralled with their work. Authentic leaders know how to manage that passion. 12Th January 2004. Web. 26Th September 2012.