Benny Carters Biography and Work

Dates (Birth/Death/major milestones Benny Carter was born on the 8th day of August in 1907. He was an American jazz musician (Yanow, 168). He was a bandleader, an arranger as well as a music composer. He was also a clarinetist and a talented alto saxophonist. He later died on the 12th day of July 2003. The artist enjoyed and dominated eight decades of singing. In 1987, he won the Lifetime Achievement Award after successful nomination into the award’s category.Advertising We will write a custom research paper sample on Benny Carter’s Biography and Work specifically for you for only $16.05 $11/page Learn More He also won the Best Jazz Instrumental Solo award way back in 1994. However, he was a nominee in several Jazz and RB categories such as the Best Jazz Instrumental Performance – Group and the Best Jazz Instrumental Solo in 1986 and 1993 respectively. Birthplace and Major Locations during life. Benny Carter’s birthplace was i n New York City. In 1935, the Jazz artist moved to Europe. His main purpose for relocating was to work for the British Broadcasting Corporation as a staff arranger and also join Lewis’s orchestra as a trumpet player. He traveled widely across Europe for three consecutive years while recording jazz music with other renowned artists in the region. In 1948, he returned home and shortly moved to Los Angeles. He formed a powerful orchestra team while in Los Angeles (Berger 77). Musical Training The Jazz artist was not trained in music at the initial stages of his career. However, he later joined concert, seminar and music classes at Princeton University after being convinced by Morroe Berger. The latter was a professor of Sociology at the institution. He was awarded an honorary masters degree in humanities by the institution. Performance Instruments Benny Carter was trained by his mother how to play piano at a very tender age. At the age of fifteen years, he was in a position to t each himself how to play piano and other instruments. The top bands in New York also professionalized his skills in singing and playing vital instruments (Martin 6). Historical Importance He strongly presented the beauty and value of music in three major genres, namely jazz, big band, and the swing.Advertising Looking for research paper on art and design? Let's see if we can help you! Get your first paper with 15% OFF Learn More Writing or composing styles The artist wrote the songs by himself. There were limited songs that were co-written in his large collection of musical compositions. Method of composing He performed in group bands. He was also a soloist who composed and performed in large orchestras. Musical Innovations and Inventions information are not available in this area.  Interesting facts He divorced three times and finally settled with the fifth wife He was the only male in a family of six children. He was also referred to as the king by other musicians and fans of his music. Interactions He intensively interacted with the top bands in New York during his early life in a music career. He interacted with Miley, who was a superb player of the trumpet. The artist worked with BBC as a music arranger. Major types of compositions He was a music arranger, a sideman, songwriter, and bandleader. Occupation Benny Carter made a living as a musical arranger, composer, leader of various bands, and an outstanding musician. Family Life The Jazz artist married in 1925 although the wife died after merely after three years of marriage. She suffered from a serious bout of pneumonia. However, he married four more times and eventually settled with Hilma Ollila Arons as the fifth wife. Although they got married in 1979, the couple had known each other since 1940. The artist divorced three wives. Major works Some of the major works of Benny Carter included Only Trust Your Heart When Lights Are Low and Gone with the Wind. He wrote these songs by himse lf. His compositions were interpreted by almost fifteen artists due to the perceived complexity. In the songs above, he blended them quite well with instruments bearing in mind that he was also conversant with playing several musical instruments (Dicaire 169). Works Cited Berger, Morroe. Benny Carter, a Life in American Music. London: Scarecrow Press, 1982. Print.Advertising We will write a custom research paper sample on Benny Carter’s Biography and Work specifically for you for only $16.05 $11/page Learn More Dicaire, David. Jazz Musicians of the Early Years, to 1945. North Carolina: McFarland Company, Inc. Publishers, 2003. Print. Martin, Henry. Jazz: The First 100 Years. Thomson: Wadsworth, 2005. Print. Yanow, Scott. Jazz on Record: The First Sixty Years. New York: Backbeat Books, 2003. Print. This research paper on Benny Carter’s Biography and Work was written and submitted by user Braelynn Klein to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Argumentative Essay on Management

Argumentative Essay on Management Argumentative Essay on Management Example Argumentative Essay on Management: In the attempt to better the organizational performance, managers have opted to diversify their scope of managerial systems. Some of the main information systems currently used include the natural system, the open system and the rational systems. The rational system concentrates on the consequences and conditions of the organization’s production and general utilization of information. This managerial approach helps develop a detailed comprehension understanding of the manner in which information regarding accounting reflects and shapes organizational reality through the different methods of its application. The rational system is particularly different from the natural system because it attempts to include the introduction of a given information system both the events before and after capturing the dynamism of the characteristics. Researches done on information systems as used in organizations conclude that rational systems are static. They make an assumption that the all patterns of information applications are a response to the technical or environmental forces operating at that time. A dynamic approach incorporates the evolution of information systems as time goes by. Unlike the open system, the rational systems incorporate both past and present forces which could influence the implementation of a system. The natural approach of managing organization basically takes on board several theories in management. Unlike the other two, this type of approach towards management ensures that the employee values are the key drive in decision making. This concept of management is unique in a number of ways. One of them being that it does not equity human being to machines hence the need for the manager to develop policies that are more accommodative. It also establishes an optimum in the scope of control hence increasing employee motivation. Pay is not the only motivator of the employee hence the diversification of the remuneration package. Natural systems in management are one of the most commonly used forms of managerial and skilled employment approaches under the representative modes. Under this criterion the management’s function is conceptualized from a number of other system theories as the organizations strive to attain global recognition of its uniqueness in service delivery. Therefore, management is basically dependent on modeling the organization’s general identity. A natural system illustrates a parametrized managerial system that is structurally identifiable in case its production which corresponds to two variant parameter values is different from all inputs of a respective natural and dense subset of the overall composition of all admissible organizational inputs. In my opinion the most beneficial information systems are the natural systems. According to Flamholtz (1996), a natural system plays an extensive role in the saving of operational costs. The clarity and simplicity associated to its implementation and comprehension is a clear indicator of the efficiency of the managerial model. For instance, the employees are well motivated, self driven and work independently hence considerably reducing costs that could otherwise be used for supervisions. Similarly, through employee empowerment, the quality of service delivery by the organization is set to increase. In the long run, observing quality in service delivery in a great contribution to the organization’s reputation. Moreover, the manager benefits in popularizing the organization in terms of quality in performance. One of the most out right benefits is that of enabling the management to perform distinct information process processes necessary for the organization’s operations. These activities include evaluation, monitoring, control and prediction. At this point, the manager should appreciate that not all modeling systems are compatible to every other organization and hence the need to tailor such systems to adequately suit the subject organization. By extension the main determinant of the success of the manager is the ability to adapt, grow and survive in every aspect of managerial consideration. The management function is a direct product of the sound interaction of the organization’s environment and the management system in place (Endres Endres Chowdhury Alam, 2007). The manager benefits from this as the criteria as it offers a ground for effective communications with the employees. Of course there are diverse literature with regard to the managerial science and its respecti ve disciplines. They have different interpretations and definitions on the impacts of managerial systems depending on the organizational operations of different organizations. It will also direct its attention of the considerations of several sources of literature that concern the management function in a given organization. Another benefit of using the natural systems in management is that they help in modelling the organizational environment while at the same time responding to the key influence to the organisations (Gans, 1993). With respect to the human social organization, the natural managerial systems also address the issues of the consequential complexities. Here, the models are responsible for making the simplification of the managerial systems to ably adapt to the surrounding environments. Complexity in this dimension could mean the simplest composition of information that is necessary to comprehensively summarize an organizational process or status. For the concept of identifying structural complexity, this paper will sufficiently identify the benefits that a manager could achieve with the application of natural systems in the organization. In addition, it is clear that the more the system is integral, the higher the performance potential of the system adapting to the environmental determinant s of the organization (Foster Royce Doherty Meehan, 2009). Similarly, natural systems help in shaping the adaptive responses or the entire organization. This way, the manager is set to benefit from the structuring of the organizational behavior across all departments and transactions of the organization (Biilsberry, 1996). The definition of the organizational code of conduct and operation has a great role in the minimization of work place conflicts brought about by lack of clarity in organizational roles. Conflicts are generally a backward pull to the advancement of any organization because of the pollution of the work place environment it also leads to the devaluation of employee motivation. Natural systems of management greatly benefit the organization by increasing the performance of social and economic activities (Winston, 1988). This is achieved through clarity in definition of cultural evolution with reference to the potential capability of the managerial systems in place. The co-occurrence of formal and informal social networks that are inherent in organizations is another consideration. In any organization, sharing of tacit-to-tacit knowledge may be seen in some employee groups but not provocative in others. Therefore, some strong and informal social networks effectively facilitate the transfer of knowledge may embed in other formal structures and it is important to apply random methods of sampling to control organizational variables. Natural systems also tend to provide for a participatory approach towards decision making. There is a notable sense of self drive and self drive amongst the employees since they feel that they own the operational policies. In addition, the forums provided for by these systems go a long way in establishing all potential determinants that could influence the overall managerial system that is in place for any given organization (Kreitner, 2005). This way, the entire organization is involved in the process of decision making. This not only boost the motivation of the employees but also increases their productivity levels due to the fact that they feel they are part of the policy making panel in the organization. Participatory agent-based modeling, institution-based models, preference-based or rules of thumb decision models (experience), heuristic empirical rules, and calibration-based rules and evolutionary programming assumptions are example of natural systems decision making models tha t are empirical in nature and whose substantial efforts could be invested by a manager in organizational mechanisms and structuring of models of decision-making that are process-based to improve the performance of management function. Another benefit that can be tapped from the use of the natural systems is the generalization of individual information and knowledge through sharing of practices to the benefit of organization, and furthermore, to increase organization’s profitability. In addition, it is beneficial for the manager to possess the assumption that a knowledge management recommendation on information sharing is potentially positive and necessary (Karl Steven Drozdeck, 1991). Therefore, it is necessary for the manager to delineate between the constituent types of employees needed to employ efficient knowledge sharing strategies for maximum organization gain. In conclusion, this paper has examined all crucial influences that affect the operations of management in public sector organizations. Recently, most accounting systems have continually developed into being viewed as a technique of improving the overall efficiency and productivity of such sector organizations. Most critical-like management dynamics are composed of a curious mix that could be content or discontent, and it is for the same reason that they are constantly linked to the edge of organizational chaos (Ansari Eske, 1987). More precisely, this is a new role carried out by accounting systems in the organizations. Traditionally, accounting for information systems in the organizations was handled primarily for the purposes of fiduciary control. Whether those managerial systems could serve as an enhancement of efficiency in the organizations or not was not adequately addressed. Before management can be intensely and closely involved in the core functioning of the organizations, it is necessary to distinguish the specific results posed by the introduction of the natural managerial approach to the efficiency, cost and several other basic activities within the organizations based on the past. can write an argumentative essay on any Management topic. Our professional essay writers will help with writing your argumentative paper starting at $12/page.

3 assignment Essay Example | Topics and Well Written Essays - 500 words

3 assignment - Essay Example The background of this problem is extensive and involves process and change in the healthcare environment in general, and the nursing workplace in particular, for many years. The changes that occurred to make hospitals and other healthcare facilities such as clinics more competitive with each other has resulted in a situation where, in some places, the patient is getting served better and the client treated better, and in some other situations, where the nursing professional and the healthcare facility or hospital is served better from a cost perspective, perhaps at the expense of the patient. There are many reasons to support either 8 or 12 hour shifts. First of all, many nurses want 12 hour shifts because they have young children to take care of, and this allows them more time to do so. Also, nurses can pursue a higher education. After all, knowing the basics forms a basis on which all other educational measures can build, and education is and remains one of the key facets of nursing. Also, flex time allows nurses to take a second job. In a similar vein, 8 hour shifts also give nurses time off so that they can relax and unwind before going through another rigorous session of caring for patients and clients at the healthcare facility. In many cases, these facilities such as hospitals don’t want flex time because it costs more money, compromises sick leave, and requires more nurses. There are categorizations to be made between situational conflicts, which may differ under varying decisions and stressors that are unique to each situation, and relational conflicts. Relational conflicts might be more static in terms of how they can be #1 A mediator can come in and help the nurses reach a consensus. Mediators can plan in many different ways and can provide the disputants with many different opportunities for rapport, but overall the credibility of the mediator should be based on

Contemporary management issues(1) Essay Example | Topics and Well Written Essays - 2500 words

Contemporary management issues(1) - Essay Example 3. Virtue ethics: Virtue ethics appraises the characteristics of the agent and not what should be done (deontology) or the outcome (consequentialism).The approach emphasises that action, within the principles of virtuosity, is ethical if virtue informs the action and leans on a moral evaluation of the performer rather that on the result or the duty considerations. In addition some philosophers have posited different approaches for delineating the ethical from the unethical, these are essentially shades of the above three basic approaches, and not recounted here. This essay looks at Consequentialist and Virtue Ethic approaches and their application in modern business practices using specific reference to the supply chain up to the customer of flowers that are out of season within the United Kingdom. Flowers, grown in all parts of the world, find their way to the auction houses in Holland. Buyers and representatives of large dealers buy the flowers and transport them to their respective countries and from there to the retail outlets. The chain is so organised that the flowers are at the retail outlets within hours of harvest. However, glitches do take place and the flowers may be out of season by the time they reach retail. In addition, stale, and flowers of lower quality sometime spend more time in the auction areas until a buyer picks them up at fractional prices or a decision taken to destroy them. A number of questions of ethics and ethical behaviour arise here from the points of view of the supply chain, the retailer, the customer, and consumer groups. Within the paradigm of consequentialist ethics, according to Williams (1973), confusion exists between goals (the desired/ desirable consequence) and actions, for once a goal is achieved, it becomes the means to the achievement of, or definition of, the next aim or goal. This continuity is bound to carry on as long as we are alive and taking some action. Therefore, the journey

Cyclermate Consultancy report Essay Example | Topics and Well Written Essays - 3000 words

Cyclermate Consultancy report - Essay Example This report will try to establish whether it is possible for Cyclermate Company to clear off its debts and attain financial stability in the near future with the increasingly loss of profitability. Background information Cyclermate Company has been enjoying unprecedented growth in the manufacture of cycles for quite some time. However, the last few years have seen the profits of this company sink sharply resulting from declined sales. The company was started in 1988 by two friends, Lewis Llewellyn and Dai Armstrong who had been in this business of making cycles for more than 20 years.The two friends brought their wealth of experience together and they decided to start a cycle manufacturing business going by the name Cyclermate. Within just a span of slightly more than two years, the firm had expanded to an extent that the two friends decided to acquire premises from where they were conducting their business. With increased demand for their product, the staff also increased considerab ly but they still insisted on keeping the staff at a skeletal minimum to cut costs. Everything was done manually or through the use of old or effective machinery. Automation was discouraged as they couldn’t justify buying the machines that were to be used in bending of the bars to manufacture these cycles. The issue of quality with these cycles arose when a cycle had an accident and blamed it on the fault of a braking system. Sales have declined and with a few creditors, Linda Llewellyn, who is Lewi’s wife and she demands that her share of the business be given to her and along term loaner, Geraint Williams, who relies on the payments from this loan to take care of his ailing wife. There is much financial pressure on the business and if measures are not taken into place, financial strain could cause the business to close down (Campello, Graham, & Harvey, 2010; Bancel, & Mittoo,2011). To this regard, the chairman Dai Armstrong and Gwyneth Morgan the secretary were taske d with the prerogative of arranging for a meeting with the bank to negotiate the possibility of an overdraft. The bank had already stipulated that this request would be highly unlikely to be considered unless the company provides proof that there would be increased trading to turn around the declining profits. To be able to know for sure whether the company can be capable of turning around and consolidate itself on the financial front in the short run, a full overview and assessment of the country will be done in this report. A SWOT analysis will be conducted to identify the areas of strengths, weaknesses, opportunities as well as threats that face this company. The issue of quality in production will also be illuminated upon. Measures that the company is undertaking to ensure it reverses these negative profits will also be looked into among other relevant issues pertaining to this case. Assumptions made To be able to provide a comprehensive and granular analysis of the company in f orm of its financial position and other aspects such as production techniques as well as marketing strategies and administration strategies, a number of assumptions will have to be made here. These assumptions are discussed in the following paragraphs. The main assumption is that both the company management and the bank acknowledge that the company had been performing well in the past but the

Business Management: Small and Large Business Differences

Business Management: Small and Large Business Differences Small Large Management The purpose of this report is to review and provide a critical analysis (agree/disagree) if small businesses require different management style(s) compared to large businesses. In the contemporary business environment it is true that small business require different management styles compared to large ones. Therefore the report will start by outlining the differences between a small and large business and their characteristics. Moreover the report will look into different management styles and try to demonstrate their contributions to the small businesses compared to large ones, on top of that underpinning the strategic relationship which these style(s) have to the small businesses. 2.0 Introduction Before undertaking the discussion it’s important to know the meaning of a small and large business. What exactly is a small business and when does it become medium-sized or large, are the key questions whose answers will be portrayed in this report. The small business administration defined a small business as a firm with 500 or fewer employees with annual revenue under  £2500000 (www.delawarecountybrc.com `). However the legal definition of â€Å"small† varies from country and industry, a small business is the one with small number of employees generally under 100 employees in the United States while under 50 employees in the European Union (strorey, 2005). Some definitions focus on numerical parameters in order to differentiate between smaller and larger business types. The European commission (EC) initiated an important set of definitions of small and medium sized enterprises based on the headcount, turnover and balance sheet value. The committee of inquiry on small firms, set up in the UK (1971) proposed that a small firm has three essential characteristics. A small firm is managed by its owner(s) in a personalized way. It has a relatively small share of market in economic terms. It is independent, in the sense that it does not form part of a larger enterprise and its ownership is relatively free from outside control in its principal decisions (Longenecker et al, 2000). 3.0 Methodology A background reading and research was done in writing this report by consulting lecturer notes of this module and creating points. A list of recommended text books (from the library) were consulted for application of academic theories and models. The report outline being updated when suitable new points were found, internet sources were used to gather examples and further arguments for consideration. 4.0 Findings Small businesses do not conform to any neat parameters, much depends on the industry in which they operate and the personalities and aspirations of those that run them. The objective of this section is to understand the deference between the management role in a small firm and in a larger corporation. Griffins (2000) explain the meaning of management as a set of functions directed at efficient and effective utilization of resources in the pursuit of organizational goals. Efficient in the sense that the resources are used wisely in a cost effective manner, and effective in making the right decisions and successfully implementing them. The management challenge is to maintain control over the process of an organization while at the same time leading, inspiring, directing and making decisions on all sorts of matters. Hannagan (1998) points out that the challenges of modern mangers is to deal with this tension between operating the present systems, structures and processes and the need to change in order to survive. The larger an organization the more specialized management can become, and at the highest level an organization need convergence of skills (Hannagan, 1998). Managing in a small business is not like managing part of a large organization, however, (Stokes Wilson, 2006 ) argue that it is difficult to say precisely what the difference are other than having fewer resources to things. According to (Stokes Wilson, 2006), Small business management is different in several respects to management in larger organizations because of social structures, relationships and because of the level of resources available. While these differences are derived from the numbers of employees and the size of turnover, it is their management implications that are the primary concern of this report. For example a manager who has special department in a small business is facing situation typical of small challenge than large business manager. Coyle (2003) explains that businesses with les than 10 employees rarely need a middle management structure, but over that size there is often pressure on the owner-manager to delegate more of the decision making. Waynarczyk (2001) identifies three key aspects in which small and large firms differ: uncertainty, innovation and evolution. Uncertainty- is a persistent feature of small firms which tend to have small customer bases and limited resources Innovation of either very new products, or marginal differences to well established ones, is a key factor in the success or failure of new business start-ups. Evolution refers to the state of constant structural and market changes which small firms are likely to experience as they struggle to survive and develop. It could be argued that uncertainty, innovation and evolution are also crucial part of the business environment of large corporates in today’s fast changing world. Siropolis (1998) also emphasize that management in small firms differ from that of large firms due a number aspects. These include; Centrality of the owner-manager The formality of structure The level of resource constraints Vulnerability to external context and change Limited product range and market focus. The vulnerability of small business to their external context has a relation to their inability to deal adequately with change. The introduction of new regulations can have a disproportionate effect on the fortunes of small business, whose limited resources cannot easily be redeployed to deal with the new procedures. (Hall, 1995) points out that small business environment exerts some pressure that can be different to the influences on larger organizations. Problems of the availability, cost of finance, and the burden of government regulations and paper work are examples of the preoccupation that concern the manager of a small enterprise but possibly do not concern many corporate managers in large organization (Scarborough Zimmerer, 2000). Differences in the environment are probably as great between sectors defined by products or markets as they are between those delineated by size of company. Such differences in the business environment justify the need of different management styles between small and large business firms. Moreover the financial management of a small business is different from that of a large firm. In a study conducted by walker and Petty the financial difference between small and large firms were evaluated and saw that there are clearly some differences between them. The disparities in dividend politics, dividends as a percent of earning are approximately 3% and 40% for small and large business (Hall, 1995). The second difference is the liquidity; large firms have more liquidity which is reflected by the current ratio, the quick and current ratio increase as the firm size becomes larger. This difference exists because, small firms retain smaller amount of accounts receivable and inventory, second small firms rely heavily on current liabilities, thus small firms maintain less liquidity. The apparent difference in liquidity between large and small firms lends further support that small business require a different management style to large ones. If the managers of small businesses are willing to assume greater risk, their attitude may well be reflected in the small firm’s liquidity (Zimmerer and Scarborough, 2005) According to (Stokes Wilson, 2006), the internal structure of a small business creates the need for a different management approach. In a larger company, the chief executive is the head of the team of specialists in production, finance, marketing, personnel and other functions. There is a clear distinction between those planning the future of the business in the longer term and those implementing the strategy on day to day basis. On the other hand small business owner-managers have to do it all; they are generalists who will have to turn their hand to all functions from sales to production. They are the planners and implementors, responsible for deciding strategy and making it happen. 4.1 Types of management control The way in which an owner-manager exercise control over their workforce will depend not just on the personality of a manager, but also the deposition of power in the employer-employee relationship. Saini Dhameja (1998) points that some circumstance gives the owner –manager, as employer, relatively high levels of control over employees; in other situations employees may be able to call more of tune. To illustrate this relationship Goss identified four types of management control- fraternalism, paternalism, benevolent autocracy and sweating in small firms. Extent of employee potential economic independence Fraternalism This describes a situation where the owner-manager is heavily dependent on the skills of the employees(s) to get the job done. This management is style is also common in professional and high technology small business. Paternalism This occurs where alternatives for employees are more limited, and the employer is less dependent on specific workers. E.g. farming Benevolent autocracy This is the most common situation in a small firm; the manager-owner is less dependent on the employee and able to exercise their influence from the position of power as an employer. Sweating This occurs in circumstance by which the employer exercises all the power and the employee none. These four examples of types of management control are not meant to be exhaustive; there are many variations on the theme. In some small firms two different modes of relationship can exist side by side. What emerge from looking at these types is that there is a highly varied pattern of management of people in small firms. 5.0 Business growth models Small businesses vary widely in size and capacity for growth. They are characterized by independence of action, differing organizational structures and varies management styles. As growth occurs managerial capacity constraint (Jensen and meckling, 1976) imply that existing behaviors are further reduced in frequency as new behaviors are adopted to manage the growing firm. As small businesses undergo these changes, a differentiating factor between successful and unsuccessful firms is that successful firms act in â€Å"anticipation of bigness† (Hambrick and Crozier 1985). Hence growth stage theories provide a measure of predictability regarding what to expect in anticipation of getting bigger. As newly formed business becomes established and grows its organization structures and pattern of management change. Longenecker et al (2000) points out that management in any organization must adapt to the growth and change, however they explain that changes involved in the early growth stages of a new business are much more extensive than those that occur with the growth of a relatively mature business. A number of experts have proposed models related to the growth stages of a business firms. These models typically describe four or five stages of growth and identify various management issues related to each stage. Some of these models are; 5.1 Churchill and Lewis growth model Churchill and Lewis suggest 5 growth stages of small business which each have its own management style. These stages are; Existence-this is the initial stage, where a business has an aim of staying alive, at this stage a business needs to find and maintain customers. Survival- at this stage a business, establish customer and produce position, viability, maintenance of cash flow. Success- this is stage where a business makes a choice between growth and consolidation. Take off-this is the growth. Maturity- a mature stage. This model provides the linkage of growth stages to management style, organizational structure, systems and overall strategy. See fig below Stage Management style Extent of formal system Major strategy Existence Direct supervision Minimal to non existent Existence Survival Supervised supervision Minimal Survival Success (growth) Delegation/coordination Basic, developing Maintaining profitable status quo; get resources for growth Take-off Divisional Mature Growth Mature Decentralization Extensive Return on investment Source: lecture notes, 2007 Moreover Scott and Bruce (1987) also presented changes in a firm which are associated with growth. These changes are presented in a form of stage models. They infer that the small firm moves from inception (stage 1) through to maturity (stage 5). Inception-this is the stage of generating profit gaining customers limited, gaining customers. Survival- at this stage a business experience over trading, uncontrolled growth. Growth- at this there is adequate resourcing, organizational structure develop, system and control. Expansion- there is financing growth, focusing externally on environment and At each of these stages the top management, the management style, and organization of structure change. The table below summarizes this application of this model. Growth stage Top management Management style Organizational structure Inception Direct supervision Entrepreneurial/individualistic Unstructured Survival Supervised/supervision Entrepreneurial/ administration Simple Growth Delegation/ condition Entrepreneurial/co ordination Functional centralized Expansion Decentralization Professional administrative Functional decentralized Maturity decentralization Watchdog Decentralized/functional product Source: (Storey, 2002.pg 121) In addition Greiner model (1972) sees also the relationship between management style and growth stage. He categorized the growth of a small business in five different phase stages, from phase 1 to phase 5 as explained below. Phase 1- involves growth through creativity and followed by crisis of leadership Phase 2-involves growth through direction followed by crisis of autonomy. Phase 3- involves growth through delegation and followed by crisis and o control Phase4-involves growth through coordination followed by crisis of red tape Phase 5- involves growth through collaboration and followed by crisis. 6.0 Is Mall Business Management Fundamentally Different To A Large Enterprise? Burns (2003) agree stating that â€Å"of course there are other characteristics of small business that may be added to the list: perhaps the most obvious is the severe limitation of resources faced by small firms both in terms of management and power as well as money. This statement highlights the qualitative and quantitative elements of small business that makes them fundamentally different to large business and not small scale. He points out that small business have many characteristics that set them apart from larger ventures. Personalized management-it is expected that the owner of a small company should always be involved material decision and take an active role on all aspects of the management. Since one person has much overwhelming control over decision. Managers deal with their staff in different ways, some are strict with their staff and like to be in complete control, whilst others are more relaxed and allow workers to the freedom to run their own working lives. Whatever approach is used it will be vital to the success of the business (Boddy, 2005). The organization is good as the person running it, hence he outline that there are three main categories of management styles which are; autocratic, paternalistic and democratic. Autocratic style of management (o authorial) managers likes to make all the important decision and closely supervise and control workers. Managers do not trust workers and simply gives orders (one way communication). Longenecker (reference) points that total management of an autocratic style and the use of informal control system often arise from the very real pressure of time in small business environment. Paternalistic management gives more attention to the social needs and views of their workers. Managers are interested in how happy the workers are in many ways, they consult employees over issues and give feedback or opinions. The manager will however make the actual decision. Democratic style of management will put trust in employees and encourage them to make decisions. They will delegate to them the authority to do this and listen to their advice. Small market share-they can not dictate price or influence heavily on the numbers of goods sold. Their buying power is reduced since they do not buy in large quantities they must buy at a more expensive price. Small businesses must therefore sell at a more expensive price and become less competitive. Customer loyalty-small businesses especially those occupying the niche market often become reliant on small but loyal customer base. Should they only lose one or two of these customers the business may fail. Finance –small business often find it difficult to raise finance to grow, and are very dependant on customer prompt payment in order to survive. Small businesses are often family owned enterprises, Kets de Vries (1993) outline the following advantages and disadvantages of family owned enterprises. Advantages Long term perspective Dependable culture that encourages long lasting relationship with all business partners Strong identification/commitment and stability Knowing the business Family culture as a source of pride. Disadvantages Static thinking Managerial difficulties when family objective are in conflict. Less acceptable capital market Nepotism Succession problems 7.0 Conclusion Managing a small business is different to managing in a large company. Entrepreneurs need total management to jungle their many responsibility in running a small firm. Premises are key resources that require decisions on locations, physical and environmental features and types of lease or purchase. other operations resources to be managed include materials and equipment. People are the key resources in most enterprises,many entrepreneurs feel inadequate to deal with the legal issues and conformity to employment laws that are required today. Hence four management control have been identified in small business firms. Although small firms are frequently managed by solo owners some high growth firms are manged by an entrepreneur team. 8.0 References Boddy, D., 2005. Management: An Introduction. Pearson Education Limited: England Bridge S, O’Neil K and Cromie S, 1998. Understanding enterprise, Entrepreneurship and Small business. MacMillan Press Ltd, London. Burns P, 2001. Entrepreneurship and Small business. Palgrave, New York. Deakins, D., 1996. Entrepreneurship and Small Firms. McGraw-Hill Publishing Company, London. Hanna Longenecker, J., Moore, C., and Petty, J., 2000. Small Business Management: An Entrepreneurial Emphasis. 11th Edition. South-Western College Publishing, USA Mullins, L., 2005. Management and Organisation Behaviour. Pearson Education Limited, England Saini, J.S., 1998. Entrepreneurship and Small Business. Rawat Publications, New Delhi Scarborough, M.N. and Zimmerer, W.T., 2003. Effective Small business management: An entrepreneurial Approach. 7th Edition. Pearson Education, Inc: New Jersey. Siropolis, N., 1998. Entrepreneurship and Small Business management. 6th Edition. Houghton Mifflin Company, New York. Stokes, D. and Wilson, N., 2006. Small Business Management and Storey, D (2002), understanding small business sector , Thompson Learning, London http://en.wikipedia.org/wiki/Small_business Accessed on 29th October 2007. (http://www.delawarecountybrc.com/glossaryterms.htm Accessed on 29th October 2007.

Knowledge :: essays research papers

After an exhausting game of basketball on my Playstation two it was time to eat. As my search for food was coming to an end I came across a bag of potatoes. So using the cooking skills that I have acquired in my many years I decided to make french-fries. As I cut my potatoes I started to think about Michael Pollan’s essay â€Å"Playing God in the Garden†. This essay is about the creation of â€Å"genetically engineered† potatoes that produce their own insecticide right inside their leaves. I began to wonder if the potatoes on my plate were the same â€Å"New Leaf† potatoes that Pollan talked about. I started to change my mind about eating the fries that I had already melted cheese on but they looked to good to give to my roommate so I continued thinking while eating. The government does not require New Leaf potatoes to be labeled in stores so it must mean they feel it will have no harm on people. One of the many reasons that government exists is to look o ver the wealth fare of its citizens. Think of some of the things that a company must put on their products, labels on alcohol and cigarettes tell the dangers that come from using them, and all foods packages must have the ingredients printed on them. The government also sets up programs like family first to help people in need. Even in high school a person needs four years of gym. Peter Drucker touches this subject in his essay â€Å"The Age of Social Transformation† as he talks about a changing society. The government made the decision that using the knowledge that Monsanto found was the right thing to do for the farming industry. The best times will come when the knowledge that people have is used to enhance their lives.   Ã‚  Ã‚  Ã‚  Ã‚  What good is knowledge if it is not used? There is no point in learning new things if the only reason for learning them is to prove a point or to know more than someone else. Knowledge should be used and the New Leaf is just a potato that has had knowledge applied to it. The potato helps farmers because they no longer have to bathe their fields in harmful chemicals. Imagine living on a farm and someone offers a job that pays more, has fewer hours and is easier than farm work.