Challenges & Opportunities of Social Media-Samples for Students

Question: Discuss about the Advantages and Disadvantages of Using Social Networks in Business. Answer: Learning experience means to any programme, interaction and course in which learning can take place. Learning experience can occur in traditional academic classes or outside off-campus location (Kolb, 2014). I am doing MBA course at Holmes Institute and this course is mainly designed for both aspiring people and managers in business management. In this assignment, I have learnt about business research. I got to learn about research problem, objectives and research questions. My experience in learning enriched with literature review when I researched on uses of social networks in business. Furthermore, I have learnt about data collection methods for conducting a research. This experience provided value of essential practices and principles of business research. This curriculum may help me in developing ability and understanding to interpret business research and social networks in business. I am into Master of Business Administration course and past two assignments are part of the MBA course. MBA course is a Masters-level academic programme to produce a comprehensive assessment of subjects. This learning process of business research on a topic will help me to know about business opportunities. Two assignments of business research taught me about conducting research for a business. Business research helps to develop an understanding of the operating environment of an organisation (Hair, 2015). I have chosen Wesfarmers organisation to research about uses of social networking and I have learnt about how social networking provides a competitive edge to the company. This learning process of business research will help me in future to make a priceless managerial skill to research about market and industry in which the company is in. In management field, this learning process will help me to get better chances for a higher salary. Most importantly, this course offers the chanc e to make my own company from scratch. While conducting the business research on advantages and disadvantages of social networking in business, I have read many articles, online journals, websites and books. Visiting many useful online blogs can be helpful to get proper information regarding uses of social networking in business and business research (Bryman Bell, 2015). At first, I have made an action plan of my own how to conduct the research. At first, I have made a reading list on business research and social networking on business. I have searched article on Google Scholar and downloaded the soft copy version. I read many articles from credible sources like Emerald, IEEE, Science Direct and Research Gate. I read my academic book to get knowledge in collecting the data. Sometimes, I used to consult with my professor to conduct the data collection method. I have chosen mixed method; both primary and secondary sources have been selected for collecting data. I have learnt to make a questionnaire for survey and took help from my classmates about framing the questions. As a part of the MBA, Business Research subject course helped me to plan, organise and carry out a business research project. I have chosen my topic social networking in business and Wesfarmers was my chosen organisation. The business research process is mainly investigated by definition and identification of suitable business research objectives and question. I have had conducted a thorough literature review and I have selected appropriate research methodology for data collection and analysis. I have also learnt and mentioned about business research ethics. The business research allowed me to explore the subject over a range of discipline and it gave me wide-ranging skills, applications and knowledge. I have looked at many articles and websites to get an idea about social networking in business. I have observed financial data of Wesfarmers and their performance in social networking, sales report and ROI and competitor analysis. Business research provides understanding all sectors to qualify and quantify decision-making at any level (Johnston, 2014). On completion of the subject, I have gathered the knowledge on research planning process, the importance of professional ethics and understanding of business research method. After completion of the business research assignment 1, I have learnt about project objectives and project scopes. On the basis of my research topic, I have set three research objectives. I have provided a comprehensive literature review to underpin the theoretical concept of social networking in business. I have gained new insights to understand the positive and negative sides of social network that business enterprises can face. In assignment 2, I have provided details about research methodology and I set primary and secondary questions for research. I have developed the strategy of collecting data for the business research. I have learnt about primary and secondary data as well as research instruments. In order to conduct the business research, Statistics for Business Decision and Organisations in Global Environment subject courses have helped an individual (Kaplan Haelein, 2010). It has been a great experience to complete the two assignments and in conclusion of the research, I have explored many business and legal risks to be faced while conducting the research. An action plan with stipulated time helped me to finish the research on time. I will apply my knowledge of business research in future as I want to be a manager of a firm. In short-term future, I want to be a manager of an organisation where I can apply my knowledge of MBA courses. I have good knowledge in finance and accounting and I can apply that knowledge in real life scenario. In addition, business research course will help me to understand market and industry and the process of doing market research. This business research course has relevance as it enables the future professionals to assist on market research. It will also help to make a strategy for the organisations. My future profession will be in management; therefore, business research is very important. I have also made my mind to open my own start-up and there I can apply my knowledge of business research. This learning process is also helpful to apply in a future profession where I have to understand the market trend in social networking. I can also apply my knowledge of social network on my own organisation. Reference List Bryman, A., Bell, E. (2015).Business research methods. Oxford University Press, USA. Eriksson, P., Kovalainen, A. (2015).Qualitative methods in business research: A practical guide to social research. London: Sage. Hair, J. F. (2015).Essentials of business research methods. London: ME Sharpe. Johnston, M. P. (2014). Secondary Data Analysis: A Method of which the Time Has Come. Qualitative and Quantitative Methods in Libraries, pp. 619 626. Kaplan, A. M. Haenlein, M. (2010). User of the world, unite! The challenges and opportunities of social media. ?Business Horizons, 53, 5968. Kavanaugh, A. L., Fox, E. A., Sheetz, S. D., Yang, S., Li, L. T., Shoemaker, D. J. Xie, L. (2012). Social media use by government: From the routine to the critical. ?Government Information Quarterly, 29, 480-491. Kolb, D. A. (2014).Experiential learning: Experience as the source of learning and development. FT Press. Scott, J. (2017).Social network analysis. London: Sage

Routine Site Monitoring CRA

Question: Describe about the Responsibilities of CRA? Answer: Introduction According to Al-Sallami et al. (2010) Clinical Research Associate (CRA) also known as clinical monitor is a professional related to health care service that perform activities that are related to medical research specially in clinical trials. The primary objective and purpose is to prioritize the workload for meeting the timelines while multiplying protocols. This assignment deals with the job functions of the CRA along with their responsibilities. CRA CRA is Clinical Research Associate that are health care professionals those manages the assigned activities for ensuring the completion of the work in desired time and within budget in observance with a good practice clinically (Lankheet et al. 2014). The daily activities are managed as well as new methods and procedures are deployed for performing new assignments. In addition to this, the CRAs provides occasional; visits to those clinics where the sites are initiated until that gets closed. According to Seger and Vogeser (2010) the purpose of the CRAs is to protect the subject by monitoring them occasionally for ICH or GCP fulfillment. For that, the required tools and protocols are along with lab kits and study materials are planned and implemented according to the needs. Responsibilities of CRA Myers (2006) commented on the fact that the major responsibility of CRA is to perform visits that are essential for monitoring. The CRA qualifies potential sites for investigation and also train and initiate the sites of investigation. Moreover, they are also concerned with the routine monitoring visits are also close the visits. The CRA also is focused on completing the trips of monitoring accurately that are documented as well as inventoried. According to Murray et al. (2010) the CRA also helps in ensuring whether the site regulatory binder is current. They also provide support to the initial documentation of the regulatory laws that also helps in the recruitment process. In addition to this, CRA assist CRA manager for the expansion of Clinical; Monitoring Plan. Moreover, this also gives ability to work with little supervision (Poquette et al. 2005). The CRA also manages the learning parameters that include clinical study, preparation of supplies to the clinics, worksheets regarding data audit also done by the CRA. In addition to this Escudero-Ortiz et al. (2014) commented on the fact that the activities of CRA is also concerned with the evaluation as well as selection of the CROs and sites that includes CRO kick-off meetings, steering committee meetings, investigator meeting etc. They also are responsible for representing the clinical operations that are discussed in the team meetings regarding the project. According to Abubakr et al. (2010) they also are highly focused on the quality, collaboration, open communication, teamwork as well as integration. The CRAs have excellent technical skills of writing and have enough experience while working in project teams. Their interpersonal skills and excellent communication along with computer proficiency also helps them in monitoring the activities that are conducted within the organiza tion. In addition to this, Al-Sallami et al. (2010) had an opinion that the CRAs are highly flexible and integrated in their working attitude. They are quiet experienced in working with multiple teams of multiple levels, external sites as well as working in dynamic environment. According to Seger and Vogeser (2010) the CRA are very practical in their approach and they are active along with highly focused towards goals. These people are also good decision makers which they have excelled while working in a dynamic environment as well as judgmental. They work in a collaborate manner and are highly focused on team work and have an outstanding concentration in detail. In addition to this, from the viewpoint of Seger and Vogeser (2010) these people are so trained that they have the ability to work under very little supervision and work continuously for improvement of the quality. Along with this, these CRAs are highly responsible for checking the serious adverse events that results death due to long time illness or prolonged hospitalization. They sometimes are called for leading the assigned project team for Site Management (Rice, 2015). Conclusion It is seen throughout the assignment that CRAs are the people who are responsible for the conduct of the clinical activities in an overall manner. They establish as well as maintain the crucial and foremost message with the clinical sites and participate dynamically into team meetings. These CRAs play a pivotal role in developing investigators as well study staff trainings as required. They co-ordinate as well as attend and participate in the coordination meetings, HCRI project teams and sponsors for the welfare of the clinic. Overall the CRAs are the most integral and important part of the clinic since with their help, the clinics operates most efficiently. References Abubakr, A., Ifeayni, I. and Wambacq, I. (2010). The efficacy of routine hyperventilation for seizure activation during prolonged video-electroencephalography monitoring. Journal of Clinical Neuroscience, 17(12), pp.1503-1505. Al-Sallami, H., Barras, M., Green, B. and Duffull, S. (2010). Routine Plasma Anti-Xa Monitoring is Required for Low-Molecular-Weight Heparins. Clinical Pharmacokinetics, 49(9), pp.567-571. Escudero-Ortiz, V., Prez-Ruixo, J. and Valenzuela, B. (2014). Development and Validation of an HPLC-UV Method for Sorafenib Quantification in Human Plasma and Application to Patients With Cancer in Routine Clinical Practice. Therapeutic Drug Monitoring, 36(3), pp.317-325. Lankheet, N., Knapen, L., Schellens, J., Beijnen, J., Steeghs, N. and Huitema, A. (2014). Plasma Concentrations of Tyrosine Kinase Inhibitors Imatinib, Erlotinib, and Sunitinib in Routine Clinical Outpatient Cancer Care. Therapeutic Drug Monitoring, 36(3), pp.326-334. Murray, L., Ramakrishnan, S., O'Toole, L., Manifold, I., Purohit, O. and Coleman, R. (2010). Adjuvant trastuzumab in routine clinical practice and the impact of cardiac monitoring guidelines on treatment delivery. The Breast, 19(5), pp.339-344. Myers, M. (2006). Automated blood pressure measurement in routine clinical practice. Blood Pressure Monitoring, 11(2), pp.59-62. Poquette, M., Lensmeyer, G. and Doran, T. (2005). Effective Use of Liquid Chromatography-Mass Spectrometry (LC/MS) in the Routine Clinical Laboratory for Monitoring Sirolimus, Tacrolimus, and Cyclosporine. Therapeutic Drug Monitoring, 27(2), pp.144-150. Seger, C. and Vogeser, M. (2010). Immunosuppressant drug monitoring a routine undertaking? 1. LaboratoriumsMedizin, 34(3), p.-. Rice, E. (2015). Predictors of Successful Clinical Performance in Associate Degree Nursing Students.Nurse Educator, p.1.

Tips For Writing A Sample Of Personal Reflection Essay

Tips For Writing A Sample Of Personal Reflection EssayA sample of personal reflection essay is very useful to examine the interests of an individual. It is a technique used by the people to study a person's interest and characteristics. In other words, it is a tool to write about something that interests you.The first idea is to figure out what your own interest is. Try to find something that you would love to experience. Next, create a statement that summarizes that interest.Now, put down some ideas for the topic in which you want to have this basic outline. There are some concepts and facts that you will need to research in order to have this idea. You can use the Internet to find these facts and information. You will also need to find some resources in order to obtain some ideas.Right in the beginning of your essay what you want to say. The next step is to choose a theme for your writing. For example, you can choose to describe your personality, or maybe you can describe your chil dhood. After writing, make sure that you keep the outline until you have developed your essay.After the outline, you will write the introduction. Then, you will go to the main body of your essay. You will then write the conclusion of your essay. After finishing your work, you can compare your work with other writing samples to have your final version of your writing sample.Writing is the process of expressing your thoughts, feelings, ideas, and thoughts. As mentioned, writing is a way to express thoughts, feelings, ideas, and thoughts. If you are truly interested in writing, it is a very important technique to study.Having a sample of personal reflection essay is a good idea because you can start your writing career in a positive way. Good thing is that you can read the examples on the Internet so you do not have to worry about reading the sample in your home.

Birthmark Essays (437 words) - The Birth-Mark, Georgiana, Hawthorne

Birthmark In The Birthmark, Hawthorne described a young scientist who killed his own wife by pursuing perfect future (Hawthorne, 220) while trying to remove a birthmark on his wife?s face. His name was Aylmer. He was a good scientist according to any standard. He was smart, diligent, and an eminent proficient (Hawthorne, 203) in natural science. Hawthorne was not against science; he was against perfect science, against the people who wanted a perfect science. Aylmer was so devoted to science that his marriage with Georgiana, his wife, was intertwined with his love of science. (Hawthorne, 203) A man loved science even more than his love of his own wife, no wonder he would sacrifice her life just for a perfect look on her face. Hawthorne was telling a truth, that a man has to be a good human first before he can be a good scientist. In the story, Hawthorne gradually set out the idea that Nature is equal to everyone; there is no perfection in the nature. As he said, Nature, in one shape or another, stamps ineffaceably on all her productions. (Hawthorne, 205) Georgiana was a pretty lady; Nature has to bear a birthmark on her face in order to keep the balance, any attempt to remove it should and would result in disaster ? that leaded us to another conclusion ? Nature can not be changed or altered, or a punishment will come in someday. Interestingly, Hawthorne?s idea about dream is very scientific, Truth often finds its way to the mind close muffled in robes of sleep, and then speaks with uncompromising directness of matters in regard to which we practice an unconscious self-deception during our waking moments. (Hawthorne, 207) This disclosed that Hawthorne himself was a good philosopher and scientist, which gave more credentials to this article. Sometimes, people concentrate too much on what science can do and how important science is in our lives. They developed a false trust in science. Aylmer thought he was competent to remove the birthmark, I feel myself fully competent to render this dear cheek as faultless as its fellow; and the, most beloved, what will be my triumph when I shall have corrected what Nature left imperfect in her fairest work! (Hawthorne, 207) Also, Aylmer appeared to believe that, by the plainest scientific logic, it was altogether within the limits of possibility to discover this long-sought medium. (Hawthorne, 211) But science can never solve all the problems, nor can human develop such a science. Even Aylmer himself, in his experiments, Much as he had accomplished, she could not but observe that his most sp English Essays

Communication Effectiveness in the Management of Virtual Teams

Communication Effectiveness in the Management of Virtual Teams Introduction Various organisations currently operate at the global business interface that is characterised by intense competition, dynamic changes in consumer needs, emerging trends of new products, changing technology, and different cultures.Advertising We will write a custom proposal sample on Communication Effectiveness in the Management of Virtual Teams specifically for you for only $16.05 $11/page Learn More Such businesses strive to maintain operations that are geared towards striking a balance between the influences of the above factors. Most multinational businesses usually establish subsidiary branches in numerous countries across transnational borders with a view of expanding their market bases by attracting international consumers. For this reason, implementation of virtual teams of different employees from culturally diverse origins becomes a crucial interplay in the involved businesses since they facilitate communication amongst diverse consume rs, employees, and subsidiary firms. Currently, many businesses are adopting virtual management whereby managers do not necessarily need to maintain physical contact with their employees. The research proposal aims at investigating effective communication and motivation techniques in the management of in virtual teams across transnational borders. Background According to Huang, Kahai, and Jestice (2010), virtual team management is a phenomenon that surpasses the limitations of time and space boundaries that are experienced in visual interactions. Misunderstanding of cultural differences, marginalisation, language barrier, team disunity, and mistrust are some of the issues that are associated with virtual team management. For instance, the GE Energy, an electricity management company in Atlanta recently faced an increasing number of diverse cultural workforces in its areas of operations. This situation led to the development of programs such as the GE Connect and WebEx to provide an insight into ‘Working in Virtual Teams’.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The GE Connect and WebEx software adds a phone tab to the GE WebEx connects. The system can command the computer to manage call dials, history, waiting indicators, media, and instant messaging among others. Employees who do not understand common communication languages such as English among other dialects can successfully interact with their colleagues using the system to improve their communication. This situation is an implication of a need to conduct more research on the techniques and solutions to the challenges that arise from the management of virtual transactional teams due then unavailability of a common language. Literature Review A virtual team refers to a group of individuals who interact using internet platforms and profiles rather than maintaining face-to-face comm unication (Chen, Chen, Chu 2008). On the other hand, a transactional virtual team is an organised group of persons who carry out various activities that are related to trade despite time, boundaries, and space limitations (Chen, Chen, Chu 2008). Virtual teams have become increasingly important for transnational companies. They provide a framework for addressing challenges that result from modern rationalised organisations owing to the distribution of workforce. Capece and Costa (2009) posit that the advancement of technology and globalisation has led to an increased flexibility in organisations as they seek to gain competitive advantages over the rival companies. The premise of virtual teams is to address the location and accessibility of employees due to the unrelenting workforce demographics in the modern world. As a result, the embracement of such teams helps organisations to gain access to diverse expertise and quality-improvement systems whilst promoting workplace interaction s.Advertising We will write a custom proposal sample on Communication Effectiveness in the Management of Virtual Teams specifically for you for only $16.05 $11/page Learn More In this proposal, qualitative methods such as interviews, focus groups, and participant observations were deemed suitable for the research in question. The interviews will be used to gather demographic information that will be used to design parameters such as the average age, level of the awareness of cultural diversity, and comparison statistics among others (Creswell 2013). The methods will be guided by respondent characteristics such as feelings, beliefs, perceptions, and ideas among others. Such aspects will guide the researcher to design appropriate interview schedules. Information concerning the communication techniques and patterns of the organisation will be gathered through textual analysis and archival research (Rawbone 2015). Both purposive and snowball sampling techniques have been deemed appropriate for the selection of the participants. Purposive sampling will ensure the maximisation of rich information while the snowballing technique will help the researcher reach the respondents by asking them to recommend their colleagues (Punch 2013). Regardless of the perceived effectiveness of virtual teams in the management of contemporary organisations, various problems have been identified. At the outset, the physical dispersion of persons around the world leads to the development of diversity issues that hinder smooth communication. Diversity management has been deemed one of the most significant challenges in running of organisations. Leaders who have been habituated to the outmoded organisational frameworks encounter a number of management difficulties. The organisation of the new teamwork also requires the leaders to assess the ability of the traditional management approaches to meet the necessities of the virtual programmes. This tendency to shift fr om the traditional to new forms of leadership poses an enormous risk to the organisation.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Overton, Hills, and Dixon (2007) also affirm that language barrier is a crucial problem that leads to communication shortcomings in the event of adopting virtual teamwork management. There is a tendency to interpret context differently as individuals perceive ideas, values, and beliefs uniquely. For instance, Overton, Hills, and Dixon (2007) reveal that the difference between high and low context cultures has been evidenced to interpret information differently. Embracing Effective Communication and Motivation in the Management of Virtual Teams A research conducted by Overton, Hills, and Dixon (2007) in the UK on the integration of effective communication techniques into organisational activities revealed that it significantly improved the delivery of a range of skills such as leadership, management, and understanding of foreign languages among others. It was affirmed that the techniques were applicable to the management of virtual teams to foster the learning of different languages for effective communication. According to Nash and Kallenbach (2009), effective communication tools can be used efficiently to ensure proper management of the virtual teams. This technique can also be used to increase outreach programmes to rural communities or places that are hard to reach within a given time such as companies with international branches. The only issue of concern raised in the study was that most of the adults were unaware of such techniques being embraced in current systems of management (Aragon Johnson 2002). Companies that support effective communication significantly lead to the improvement of employee motivation. Employees who strive to understand other languages make the use of effective communication and other resources that are based online. Literacy is among the key strengths that are created through electronic communication. The web can provide an excellent means of developing skills in the wake of digital technology (Mishan 2005; Wagner and Konzma 2005 ). According to Scott and Wildman (2015), most businesses use virtual teams to grasp larger market shares besides overcoming geographical barriers (Scott Wildman 2015). Bachmann (2006) attested that communication enables people of different cultural backgrounds to develop shared models besides creation of group identities. It is highly believed that collective perceptions of other people, living environments, information, or the world create a mutual understanding among the members of particular groups. A survey that was completed by researchers such as Yip and Dempster (2005) identified that communication via the internet compelled many companies to run virtual teamwork. These studies failed to mention the aspect of embracing cultural diversity and understanding among employees since it was limited to electronic communication (Davis, Fletcher, Absalom 2010). Technology plays a critical role in conveying information between individuals through virtual organisations (Siebdrat, Hoeg l, Ernst 2009). Virtual teams with diverse cultural backgrounds can be managed efficiently using robust cybernetic information channels with a view of diminishing the ethnic, racial, and/or geographical gaps that exist between the members of the teams. Dekker, Rutte, and Van den Berg (2008) recommended that companies should implement up-to-date technology with a view of establishing and maintaining virtual teams. Language complexities, cultural misunderstanding, and marginalisation always affect communication. Lockwood (2015) recommended a need for training staff in communication, leadership skills, and different cultural issues that affect the management of teams across transnational borders. Embracing Clear Understanding of Different Cultures for Coexistence in Virtual Team Environments Culture is a combination of values, norms, beliefs, and orientations that exist in a given society. They are transmitted from one generation to the next (Leidner, Alavi, Kayworth 2010). On the ot her hand, cultural diversity is a mix of people having different national and linguistic characteristics. According to Erez (2010), culture is a conception that is passed from one generation to the next. It comprises aspects such as beliefs, art, knowledge, laws, customs, and habits that are exhibited by a person within a particular society. Most people use culture as the backbone for communication and develop knowledge about particular attitudes towards life. Earley and Mosakowski (2000) posit that respect for cultural diversity brings about the appreciation of heterogeneity in the values and norms of people from different backgrounds. This situation brings people together either face-to-face or virtually. Wildman and Griffith (2015) mention that businesses are currently faced with challenges of virtual team management that affect efficiency. They recommend that leaders should be knowledgeable on tools for exploring cultural diversity. The leaders must be well conversant with inter personal cues, cultural differences and diversity inclusion. Lastly, they attested that virtual communication and mutual leader-follower relationships are paramount to the active contribution towards improved business performance (Wildman Griffith 2015). Globalisation has resulted in increased virtual teams across transnational borders. Intercultural communication and interaction are essential due to the ever-increasing globalisation that has led to the movement of labour across national, regional, and continental boundaries. Embracing management with clear communication technology has led to the emergence of virtual communities who share information on different cultural values, beliefs, norms, and languages among other characteristics (Zakaria, Amelinckx, Wilemon 2004). A research that was conducted by Alpaslan et al. (2004) revealed that poor understanding of other people’s cultures and languages accounted for inadequate performance in cybernetic communication. This situ ation led to misunderstanding and distrust amongst individuals and groups in the organisations. However, the creation of forums to educate the employees on embracing different cultures proved to be efficient in appreciation of virtual teams (Whatley, Zaitseva, Zakrzewska 2009).The study does not clearly indicate how communication should be implemented in such situations. Motivation, Good Leadership, and Trust Motivation is also a crucial factor that has been proved efficient in addressing issues that arise from the management of virtual teams. Individual enthusiasm is an aspect that enhances morale and liveliness in communication. Virtual interactions are enhanced through motivation with a view of alleviating glitches that arise from monotonous environments (Holton 2001). A deeper comprehension of subjective motivational factors should be considered because each person gets motivated in different ways. Different cultures also have features that derive individual motivation. Such fa ctors are paramount to the formation of sound virtual teams that are prepared with a broad base of knowledge about their cultures and those of other individuals. Cifuentes and Murphy (2000), posit that other factors such as attention, confidentiality, satisfaction, and relevance among others are components of the sources of motivation. If they are embraced appropriately, they can improve a person’s engagement in virtual discussions that close the gap between varying cultural teams. An individual belief in the ability to achieve personal goals is significantly improved where organisations encourage motivation and autonomy. However, the researchers have not highlighted communication as a crucial element for the achievement of such objectives; hence, it ensures that the individuals are satisfied and open-minded. Maintenance of enthusiastic workforce ensures relevance and improved confidence (Cifuentes Murphy 2000). This situation can be achieved through active involvement in le arning or projects that encompass the performance of employees from different cultural backgrounds. Both employees and managers should be encouraged to show enthusiasm for intercultural activities with a view of acquiring various competencies that practiced by diverse groups. However, communication is crucial for the achievement of such objectives; hence, the parties involved should be in a position to speak a common language (Cifuentes Murphy 2000). Leadership is another aspect that has underpinned efficient control and management of virtual teams. According to Malhotra Majchrzak (2004), virtuous leadership in an organisation ensures the definition of clear goals and role in an attempt to realise quality outcome. Shachaf and Hara (2006) revealed that virtual team leadership helped in the efficient management of employees in organisations where diversity inclusion was highly regarded. Another aspect of leadership is ensuring the provision of mentorship and clear definition of resp onsibilities amongst diverse team members. Collaboration refers to the engagement and participation of people in a group to solve an issue based on a mutual agreement (Bjà ¸rn Ngwenyama 2009). Miloslavic, Wildman, and Thayer (2015) have attested that virtual teams are becoming popular in work environments. They result in the development of new techniques that are in line with the demands of the global market. This situation leads to increased work efficiency. However, leaders are cautioned to consider issues that can arise due to cultural differences and to embrace collaboration among the members of virtual teams to get the success of the organisation. Communication is crucial in bonding the employees; hence, robust communication channels should be developed in various entities that embrace virtual team management (Miloslavic, Wildman, Thayer 2015). Shachaf and Hara (2006) posit that leadership and trust are two factors that must go together when handling employees in virtual tea ms. People have unique and vast views, cultural differences, and technical skills among other factors. The researchers have failed to show how leaders engage employees in commitment to instil a sense of trust. Therefore, leaders should ensure that individuals who are included in the virtual teamwork show commitment to duty by instilling a sense of trust in them with a view of winning their attention (Shachaf Hara 2006). Jarvenpaa, Shaw, and Staples (2004) also attested that trust that was built among virtual team members and their leaders led to efficient work processes and quality outcome due to improved motivation, collaboration, and collective problem solving strategies that dependent on trust. It was perceived that trust reduced indistinctness and doubt in social viewpoints. A problem of how the trust is build is evident from such comments since effective leadership and management must be embraced. Carter et al. (2015) in his article on Leadership for global virtual teams for t he facilitation of team processes attested that leadership through collaborative interaction is paramount to the efficient management of businesses at the global level. As a result, global organisations require the development of virtual teams through effective management. They have attested that technology in communication has been used successfully to link virtual teams through proper leadership. They have further mentioned the importance of understanding cultural background of employees, nationalities, team dynamics, and communication technology to address issues that arise from virtual team management (Carter et al. 2015). Carte Deines (2013) also attested that team leadership results in improved networking among individuals who are both within and outside the teams. Performance and team development are fundamental functions of decent leadership (Bell Kozlowki 2002). A primary challenge that virtual teams experience is the realisation of efficiency during the implementation of concerted goals. The researchers have not elaborated the realisation of efficiency can be achieved. A better way of ensuring that leaders accomplish such tasks is by the sound institution of self-management and performance standards among the various parties that are involved in teamwork (Hunsake r Hunsaker 2008). Effective leaders should ensure that trust exists together with increased and efficient goal setting techniques that take into account the expectations of employees. They should also give room for continuous feedback to allow competencies and encourage cultural appreciation. Furthermore, Gazor (2012) posits that wise leaders use physical meetings to solve various challenges. However, in situations where geographical differences hinder communication, teleconferencing, and videoconferencing offer the best solutions. In conclusion, the essay has reviewed various pieces of literature on the possible communication solutions to the issues associated with virtual teams in the ef fective management of organisations. Leadership roles are paramount to the appropriate handling of productivity issues that arise in diverse physical work environments. Communication has been seen as a crucial factor in the management of virtual teams across transactional borders. To ensure effective implementation of information communication and technology networks amongst employees in different physical locations, an understanding of diverse cultural values, consumer behaviour, and dynamic innovation is highly encouraged. Statement of the Problem Although virtual team management has ensured smooth running of global businesses, a plethora of challenges is still encountered. One of the primary challenges that are experienced is technology disparity. A sizeable gap is seen in the advancement of technology between the developed and developing nations. A research that was conducted by the United Nations Economic and Social Council (2006) explicated a number of ways such as stimulation of international technology transfer and learning among others than can be adopted by developing countries to narrow the gap. While many companies appreciate the introduction and embracement of virtual teams in their organisational systems, many questions have been left unresolved. How do individuals of different languages and from varied culture share a common goal, understanding, and knowledge without face-to-face meeting? How can such people develop trust among themselves? What kind of technology should the managers use successfully among these people? Such questions among others need to be addressed since they form the basis of the challenges that arise from the management of virtual transactional teams. Information and Communication Technologies (ICT) encompasses communication equipment that is used in chatting sites, e-mail, websites, teleconferencing, and videoconferencing among others (Capece Costa 2009). The interconnection between various employee groups in diverse geogr aphical landscapes is greatly hindered due to poor communication and communication channels (Song Liu 2013). The world’s population appreciates the improved development of electronic information transfer that has ensured smooth organisation and distribution of duties (Cheshin et al. 2013). Improved technology has resulted in the development of robust communication means that have ensured quick response to various organisations, which have embraced decentralisation due to the existence of virtual teams. Nowadays, teams can conform and establish collaboration through electronic communications channels that are remotely located. However, there is still a need to exploit the varied opportunities that arise from international interactions. Although communication channels such as teleconferencing and videoconferencing among others means exist, other issues such as cultural diversity, understanding of different languages have not been fully addressed (Piccoli, Powell, Ives 2004). The contemporary world is characterised by fast development virtual teams with varied cultural, personal, and functional origins. If such topographies are not handled effectively, they can cause problems such as conflicts, disunity, and mistrust in organisations. The differences can be heightened due to the existence of geographical differences, poor communication, and lack of motivation, misunderstanding, and failure to appreciate the significance of cultural diversity and movement of labour across transnational boundaries (Piccoli, Powell, Ives 2004). Virtual teams can only perform well if proper management that embraces proper communication, motivation, appreciates cultural diversity, and creates collaboration based on the common goals of virtual teams among others. A majority of the studies have revealed that communication is the sole factor for the efficient management of virtual teams (Piccoli, Powell, Ives 2004). For instance, Taha, Ahmed, and Ale Ebrahim (2009) upheld such views by mentioning that advanced communication technology has enabled international business leaders to manage teams in distant work environments. The development of technology, especially in the twenty-first century, is a timely framework for the passage of information from one party to another by teleconferencing, videoconferencing, e-mailing, social networking, and online chatting. Although the aforementioned underpinnings are highly regarded, virtual team management requires a consideration of factors such as cultural diversity, respect, trust, and motivation among other aspects (Taha, Ahmed, Ale Ebrahim 2009). The researchers failed to mention how to incorporate such factors in communication to solve issues of virtual transactional teams. Incorporation of such factors in communication promotes the realisation of a common goal and understanding of the values, beliefs, and attitudes of diverse cultures. Another problem that should be addressed is how a company will ensure appr opriate handling of the above-mentioned communication factors. According to Geister, Konradt, and Hertel (2006), educating employees on the use of the videoconferencing or teleconferencing techniques alone is not satisfactory move towards the realisation of harmonious virtual teams. For instance, the existence of communication channels in organisations that embrace virtual teamwork does not necessarily mean that the employees have a common language that enhances the flow of information (Abbott, Gilbert, Rosinski 2013). In such circumstances, how does the company resolve the underlying virtual team issues? Other research works indicate that motivation among the employees results in the apt formulation of solutions in diverse work environments. Geister, Konradt, Hertel (2006) attested that group motivation is significant in the creation of collaborative workforce where individuals come from different cultural origins. This set of circumstances enables them to identify and appreciate various values, beliefs, and attitudes among other aspects of the cultures of their colleagues. The researchers limited their studies to virtual team motivation and never embraced factors such as effective communication and understanding of cultural diversity to solve problems of virtual transactional teams. According to Keller (2008), motivation encourages attention, confidence, relevance, and individual satisfaction. However, the research holds that enthusiasm only serves as a solution to managerial problems that are associated with virtual teams rather than examining the effects of other elements such as cultural diversity. It proofs that there is limited information on the methods (effective communication and embracing cultural diversity) to resolve the poor understanding of cultural differences that exist in virtual transactional teams (McArdle Anderson2001). Research Purpose The purpose of the study is to investigate effective communication, motivation, and understanding of cultural diversity to solve issues that arise from virtual team management across transnational borders. Hypothesis H0: Embracing effective communication, motivation, and understanding of cultural diversity do not help in solving problems that arise from the management of virtual teams across transnational borders. Main Research Question Does effective communication, motivation, understanding of cultural diversity solve the problems that arise from the management of virtual teams across transactional borders? Study Objectives To determine whether the proper implementation of effective communication, motivation, and understanding of cultural diversity solve problems that arise from the management of virtual teams across transactional borders To examine various motivational and leadership techniques that leads to collaboration among individuals of different cultural origins in the virtual teams Limitation of the Study The study will focus on the investigation of effective communic ation and understanding of cultural diversity to solve the problems that arise from the management of virtual teams across transactional borders. It will be limited to qualitative research design and analysis. The results will be used to illustrate a problem of communication, poor motivation and misunderstanding of cultural diversity in virtual teams to ensure that people understand the problem. The results will then be used to create awareness embracing effective communication and understanding of different cultures in organisations that practice virtual teamwork rather than the implementation of the plans. As a result, the findings will be based on the generalisation of the available information. Variables Various characteristics that will be measured include dependent variables such as the type of motivation, communication, trust, interactions, and leadership among others. The independent variables will cover the issues that are associated with virtual teams such cultural diversi ty among others. Methodology Research Design and Sampling plan Since the study focuses on investigation of effective communication, motivation and understanding of cultural diversity to solve communication problems in virtual teams across transnational borders, the research will entail a qualitative research design (Mahoney 2010). The nature of the research proposed guarantees investigation techniques thus its findings will be used to illustrate how effective communication can the understanding of cultural diversity in virtual teams are essential. It will be conducted in the various companies in the USA. Managers of the selected companies will be identified to seek contact information that will be useful in the facilitation of the research. Data will be obtained from the focus groups and interviews among other qualitative methods. Interview schedules will be subjected to the employees and managers of selected global companies that have organised virtual teams. Sample Size and Sampli ng Strategy 25 respondents will be selected randomly from each of the multinational companies. 20-percent of them will be from the managerial levels. The four companies to be included will be identified through secondary sources of data such as journals and articles on multinational co-operations based in the USA. The contacts their managers will be contacted using information available about their contact managers or phone numbers indicated in the secondary data. Research Instruments The interview schedule will be semi-structured to ensure detailed information capture. The respondents are expected to understand the both the instruments easily since they will be written in simple English (Cooper Emory 2002). Respondents’ feelings, beliefs, perceptions, and ideas will also ensure that the researcher uses the interview schedules. Some of the questions that will feature in the interview include the following. What do you understand by the term electronic communication? Does th e company embrace robust communication techniques? Does your company use electronic communication in educating virtual employees on common language for your business? Rationale for the Selection The USA was selected as the study area because the country has many multinational companies that embrace diversity inclusion and virtual team management. Rich information on the communication problems will be obtained from multinational companies that have established numerous subsidiaries in different geographic locations worldwide. This strategy will set a framework for studying the management of virtual teams in diversity. The chosen sampling design is also appropriate since the study will focus on the qualitative data. The research after evaluation will further analyse the implementation of motivational techniques and effective communication in ensuring effective communication among virtual teams. Data Analysis for Demographic Variables The demographic variables that will be considered in the study include age, education, virtual learning environment, blackboard usage, video and audio podcasts, and cultural background among others. The variables will be analysed using univariate analysis or tables. The results will be easily compiled using the SPSS version 21. The univariate analysis will indicate details about age distribution frequencies, central tendencies (mean, mode, and median), and dispersions such as range, standard deviation, and variance (Bradley, Curry, Devers 2007). Data Analysis for Study Variables Inferential statistics will be used to elaborate then inferences from the study. Tests that will be conducted include the t-test, Chi-Square test, and one-way ANOVA among other multivariate methods (Bradley, Curry, Devers 2007). Ethics for the Research This research will be conducted after seeking permission various multinational companies that will be selected for the study. The respondents will be issued with consent forms to participate willingly in th e study. Upon their acceptance, they will be engaged in the research (Miller et al. 2012). As aforementioned, the research will seek to investigate effective communication and motivation techniques in the management of in virtual teams across transnational borders. It will focus on seeking ways to alleviate the challenges that are encountered in the management of virtual teams with a view of increasing organisational efficiency. Review of Five Journal Papers relevant to the Topic ‘Leadership for Global Virtual Teams: Facilitating Teamwork Processes’ by Carter, Seely, Dagosta, De-Church, and Zaccaro In their article, Carter et al. (2015) posit that competition, complexities, and structures of organisations in the global scene have undergone tremendous change. However, with increased and sophisticated means of communication, linking virtual teams has become easier. This situation has resulted in effective management of business operations. Carter et al. (2015) further aff irm that managers must ensure a deeper understanding of cultural backgrounds, nationalities, communication technology, and team dynamics to resolve hitches the that arise from the management of virtual teams (Carter et al. 2015). ‘Structuring Successful Global Virtual Teams’ by Miloslavic, Wildman, and Thayer According to Miloslavic, Wildman, and Thayer (2015), teams have become paramount to efficient production in organisations. They further attest that teamwork results in increased the work handling capacity. It also provides new techniques that align with the demands of the global market. However, Miloslavic, Wildman, and Thayer (2015) posit that leaders should consider issues that can arise due to cultural differences. Resourceful collaboration among the members of virtual teams is required for the success of any organisation. However, communication is a crucial factor in creation and maintenance of bonds among employees. Robust communication channels should be deve loped by implementing advanced technological systems. Therefore, managers should ensure that methods such as videoconferencing and teleconferencing are implemented for success in management of virtual teams (Miloslavic, Wildman, Thayer 2015). ‘Leading Global Teams Means Dealing with Different’ by Wildman Griffith Wildman and Griffith (2015) attest that the current global business is faced with challenges that affect efficient virtual team leadership. Leaders must have the right knowledge and tools to explore cultural diversity with a view of alleviating challenges that are related to the embracement of virtual teams. Wildman and Griffith (2015) claim that leaders should be aware of interpersonal cues, diversity inclusion, and appreciation of the world’s diverse cultures. Factors such as virtual communication and mutual leader-follower relationships are paramount to the active contribution towards improved business performance (Wildman Griffith 2015). ‘Cu lture, Communication, and Conflict: A Review of the Global Virtual Team Literature’ by Scott Wildman Scott and Wildman (2015) view virtual teams as the most modern techniques used in various organisations to capture large market shares, meet vast needs of consumers, and overcome geographical barriers. In a research that was conducted prior to publishing of the article, Scott and Wildman (2015) found that the primary issues that dominated their findings regarding virtual information included cultural diversity, effective communication, and conflict management. Scott and Wildman (2015) mentioned that teleconferencing, video conferencing, and e-mailing were the feasible solutions for communication issues among the virtual teams. Understanding and appreciation of cultural diversity also play a critical role in the management of virtual teams (Scott Wildman 2015). ‘Virtual team management: what is causing communication breakdown?’ By Lockwood This article holds that flexibility in organisations and ICT improvement resulted in effective management of virtual teams in global businesses. Lockwood (2015), states that most executives experience management drawbacks due to language, cultural, and geographical barriers. Language complexities, cultural misunderstanding, and marginalisation are threats to the development of collaborative virtual teams. As a result, Lockwood (2015) affirms that there is a need for training staff in communication, leadership skills, and different cultural issues that affect the management of teams across transnational borders. Appendix Time Schedule for the Activities Based on 13-week project the following timeframe is scheduled for various activities Activity Time and Date Draft proposal to supervisor Early May 2015 Submission of the proposal Early May 2015 Approval of proposal End of May 2015 Delivering request letter to research office Early June 2015 Data collection and completion Early June to end of Ju ne 2015 Data analysis and completion Early July 2015 Review findings with supervisor Early July 2015 Review final draft report with supervisor Late July 2015 Submit final report to supervisor Early August 2015 References Abbott, G, Gilbert, K Rosinski, P 2013, Cross-cultural working in coaching and mentoring, John Wiley and Sons, Southern Gate, UK. Aragon, S Johnson, S 2002, ‘Emerging roles and competencies for training in effective communication environments’, Advances in developing human resources, vol. 4 no. 4, pp. 424-439. Bachmann, A 2006, ‘Melting pot or tossed salad? 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Reading response 11 Assignment Example | Topics and Well Written Essays - 500 words

Reading response 11 - Assignment Example Every individual differs in ability to perform easy and difficult tasks which means it is the variation of WM that differentiates one person from the other. Numbers can be remembered by storing in phonological short-term memory (PSTM), and since such storage can rapidly decay therefore rehearsal process is adopted which is hindered by similar sounding items or long length of words. Short-term memory is enhanced through repetition of words known and the maximum ability to do so in correct order is known as digit span which again depends on articulation rate. In order to assess the capacity of PSTM, one needs to repeat nonsense words, and if long length of such words can be remembered it means PSTM’s capacity is strong. In digit span and nonword repetition, one has to remember not only the items but also the correct sequence. The composition of WM is important for language learning provided the learning process is explicit which means it is intentionally controlled. In another chapter, DeKeyser explores the age effects in second language (L2) learning. It is a common phenomenon that children brought up in a foreign country grow up to speak the native language in their true essence while the parents retain accent of their own language. Researchers have suggested that starting to learn L2 at early age is more convenient since brain plasticity decreases in later age. Although adults can easily learn L2 but still this theory is not opposed for three reasons. One is that adults already have the experience of leaning a language which means they are aware of the basics of learning. Secondly, adults have more cognitive power and so can easily learn specific facets of L2. Finally in spite of learning L2, adults fail to reach the native standard of pronunciation. There are other factors attached to the critical period hypothesis. Studies have shown that children invariably attain native standard L2 which however

The rise and fall of monopolies in America Research Paper

The rise and fall of monopolies in America - Research Paper Example One fact everyone seems to be able to agree upon though is that the slowdown has to do with the market forces. Capitalism, the alleged basis of the economic system of the United States and a large part of the world, invokes the theories of competition and supply and demand among others. However, when a small number of very large corporations control not only supply and demand, but competition too, then capitalism is no longer the type of economic system in practice by those corporations or anyone else for that matter. Instead the economy in that situation is operating under a monopoly, in which one company controls the entire market segment, or under the similar structure of oligopoly, where two or three companies control the portion of the market in which they do business. Think Home Depot and Lowes, Office Depot and Staples, PetCo and Pet Smart, and Perot Systems and NeuStar (aka Lockheed Martin Information Management Systems). Those last two may not be familiar, but they are the perfect example of why oligopolies are just as unfair as monopolies. Perot Systems (yes, Ross Perot) and NeuStar were awarded control over the Number Portability Administration Center (NPAC) in 1996, making the two of them essentially a telephone number oligopoly says Tim McElligott in the June 18, 2007 edition of Telephony. When this two party control of the telephone number industry took place, everyone seemed to be pleased, mainly because it was not a monopoly. No one company had majority control. Most thought the Telecom Act of 1996 would regulate the two companies and make the market fair for both them and consumers. However, that belief did not last long. Perot Systems disappeared from the picture leaving NeuStar the one administrator of NPAC. The inspiration for McEll igott’s article was that in 2007 Telcordia Technologies petitioned the Federal Communications Commission (FCC) to enter the market with NeuStar and end the monopoly currently enjoyed by that company.1 One would think this was a no-brainer: one company controls all of a market segment; the FCC can remedy that; it should be a done deal in no time. Think again. According to Telcordia Technologies’ website, the battle between the FCC and NeuStar—as well as others now—to end the monopoly of phone number distribution reached an important point in May of 2011. The FCC issued an order that implemented â€Å"a multi-vendor competitive procurement process for NPAC.†2 Of course, now a round of appeals will ensue. They may already be in the courts now. It will most likely take another year or two before it is decided. We may all be walking around with microchips in our heads before the FCC decides whether NPAC should be regulated by monopoly, oligopoly, or cap italism. Capitalism requires competition to regulate. Consumers want to be able to feel as if they control the way they spend their money. One way they can do that is to â€Å"vote with their wallets/pocketbooks.† If bargain pricing is their aim, then they want to be able to purchase products at low costs. Some consumers are willing to pay more for better service or higher quality products. Consumers may also want variety so that everybody’s tastes are addressed, even the most eclectic. In a capitalistic economic system, consumers have the power to make or break a corporation. In a monopoly or oligopoly, corporations have the power to