Case Study The Global Financial Crisis - 1024 Words

There are many strategic challenges when assessing the industry and makeup of an area in which an organization chooses to serve. Bob’s Supermarket can easily identify their industry, but specific strategic changes need to occur to ensure the industry does not swallow them up. A family-owned independent grocery store has some strategic advantages over large chain retail stores, in that they have the opportunity to offer a differentiated service to the community, lacking in large chain stores. Bob’s Supermarket however, lacks in several of the areas a supermarket could work to gain a competitive advantage. Like many organizations, Bob’s came under significant market pressure from the crash of 2008, when the US economy was hit by several financial events that would make recovery slow and deliberate. The 2011 article, THE ORIGINS OF THE CRASH AND THE LIMITS ON RECOVERY, the author goes in great detail describing the events that led up to what became the Global F inancial Crisis (GFC), which entailed the real estate market crashing, large and small bank failures and the significant drop of unemployment beginning in 2007, along with global financial issues tied to the US economy (Bramble, 2011). The article goes on to explore the government’s attempt at solving the crisis with a huge bank and auto bailouts and several other measures intended to ease the crashing economy. Bob’s Supermarket could not control the events leading up to the GFC but the organization certainly feltShow MoreRelatedGlobal Financial Crisis Case Study1157 Words   |  5 Pagesexamination of the 2016 work of Firoozye and Ariff , Managing Uncertainty, Mitigating Risk, the logic, justification, and tools of one such approach will be elucidated. 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The Dow Jones industrial average was on a downwardRead MoreImpact of Finan cial Crisis on Gulf Area Essay1732 Words   |  7 PagesThe global financial crisis that was experienced in 2007/2008 affected many nations of the world. Some countries such as America and most European countries were hard hit since they were directly affected by the crisis. Other countries especially those in Asia and Africa were not adversely affected as they were not directly hit by the crisis. This crisis started in the United States after the housing bubble busted. Although the bursting of the housing bubble was the main cause of the crisis, thereRead MoreThe Economic Crisis Of The United States1680 Words   |  7 Pages Although the global economic crisis in 2008 occurred in many countries around the world, it was originally initiated by the United States of America. Being as though the United States is one of the world s most hegemonies countries after its economy suffered from an immense downturn many smaller countries were affected, most specifically the Caribbean. Many countries within the Caribbean were affected greatly by the recession due to the fact that most of their gross domestic product comes fromRead MoreEconomic Recession1290 Words   |  6 PagesEconomic Recession of 2007 William Mwangi Class title and section Professor’s name Due date of Assignment: 26th August 2011. William Mwangi Economic crisis Class Professor’s name 24th August, 2011. Economic Recession of 2007: What caused it and what were the after effects? Can we predict another major recession? Thesis Statement: Although the recession that dates back in 2007 is still long and deep and surely has shown some recovery, the potential that it will completelyRead MoreThe Presidential Election : President Obama Is The First African American President1277 Words   |  6 Pagesthat of GBP to USD in 3 out of 4 different maturities. The 2008-2009 global financial crisis: To investigate this global impact, the first challenge we encounter is what is the beginning and ending period for this economic event. To find more reliable time frame, we use the timeline of the global financial crisis given by Federal Reserve Bank of St. Louis. This timeline is also adopted by Shynkevich (2016). In this global event, we can see several positive arbitrage profit occur in these 4 differentRead MoreThe Great Recession And The Housing Crisis1600 Words   |  7 PagesGREAT RECESSION The financial crisis that began in August 2007 has been the most severe of the post-World War II era and, possibly--once one takes into account the global scope of the crisis, its broad effects on a range of markets and institutions, and the number of systemically critical financial institutions that failed or came close to failure--the worst in modern history. Although forceful responses by policymakers around the world avoided an utter collapse of the global financial system in the fallRead MoreFinancial Crisis : The Recession Of 2008-2009881 Words   |  4 PagesThe most popularly known subprime mortgage crisis came into lime light when a steep rise in home foreclosures in 2006 spiraled seemingly out of control in 2007, triggering a national financial crisis that went global within the year. The maximum blame is pointed at the lenders who created such problems. It was the lenders who ultimately lent funds to people with poor credit and a high risk of default. When Fed flooded the markets with increasing capital liquidity, its intention was not only to lowerRead MoreBanking Sectors and Financial Crisis in the UAE and GCC Countries890 Words   |  4 Pagesï » ¿Banking Sectors Financial Crisis in the UAE GCC Countries Chapter Two Table of Contents I. UAE GCC Countries Economy Overview Overview of the Banking Sector. Islamic and conventional Banking principles. The structure of Islamic Banking in UAE GCC Countries Islamic Banks operating in the UAE GCC Countries Central Bank Federal Law II. The financial crisis in the UAE GCC Countries. Causes of the financial crisis. Effects of the financial crisis. Banking Sector beforeRead MoreGlobal Financial Crisis1408 Words   |  6 Pagesis explained the occurrence of the global financial crisis in 2008. It has shown that lots of companies have bankrupted and millions of people lose their jobs and homes around the world. Such as United States, Iceland, England, France, Singapore and China. There is a sentence in this film has make me impressed, which is â€Å" the poorest always pay the most.† The director has separated this film into five parts, which are How we get there, The Bubbles, The Crisis, Accountability and Where we are now

Maketing Report of Chanel - 2564 Words

Introduction Chanel started its business in Paris in 1909 and opened outlets in different countries for example, opened a boutique in 1913 in France, and it becomes one of the largest fashion brands in the world. It has produced clothing, footwear, handbags, cosmetics, fragrances and jewelries1 which are shopping goods. The characteristic of Chanel’s products are audacious, perfectionist, unique, passionate and visionary2. Chanel has won few FiFi awards which is a popular award in fragrance market between 1973 and 2006. Although Chanel is a well-known brand in the fashion market in the world; it still has some strong competitors to compete with it for example, Escada and Anna Sui. Chanel N °5 is the earliest, the most successful and†¦show more content†¦B. Age According to a 2001 Womens Fragrance Track Consumer Study, cosmetic are used most often by consumers 18-to-34 years old. So, Chanels aggressive plans specialize conspicuously in the under-30 age category. They also claimed that â€Å"Young consumers are the lifeblood of the beauty industry.† Therefore, Chanel sets this segment to captures the fancy of this fickle young group of consumers between the ages of 18 and 29.6 Chanel also bids to attract target younger consumers in college or holding their first jobs. 2. Psychographic - Personality characteristic Different Chanel products will represent different characteristics for its consumers to reveal their personality and seductiveness, such as fragrance. For female, N °5 shows an indefinable femininity, and Chance conveys a youthful, sexy and romantic attitude8. For male, Ð GOЇSTE expresses the subtlety of a warm and powerful bouquet, and Allure Homme Sport shows a sparkling and energizing freshness. Moreover, there are three ranges of fragrance- perfume, eau de perfume and eau de toilette to suit their needs and taste. Buying Situations for Chanel Benefits sought Based on using cosmetics have some benefits such as building up confident, making themselves prettier and stressing the own character. Therefore, Chanel should divide the market into groups to find out which group that people have the needs and wants to achieve the benefits of cosmetics. We use the five key steps in segmenting and targeting marketsShow MoreRelatedA Marketing Campaign Proposal for Victoria Beckham in Brazilian Market4283 Words   |  18 PagesBA (Hons) Fashion Management Unit: The Future of Fashion: A Business Perspective A Marketing Campaign Proposal For Victoria Beckham in Brazilian Market Yuou Du DU_10286856 Word Count †¢ Academic Report 2490†¢ Reï ¬â€šective Report 983 Submit Date November 13 20121 Table of Contents 1.o Executive Summary! 2.0 Aim and Objectives! 3.0 The Global Luxury Market! 3.1 Market Recovery and Growth! 3.2 Importance of Tourists Spending! 3.3 Engagement in Social Medias! 1 2 3 3 3 3 4.0 The Brazilian

Health Promotion for Passionate and Spiritual- myassignmenthelp

Question: Discuss about theHealth Promotion for Passionate and Spiritual. Answer: Health in nature is holistic; it's the full articulation of a man's physical, passionate, spiritual and social potential. It's a dynamic state in which an individual ceaselessly adjusts to changes in the internal and outside situations to keep up a feeling of prosperity. Health is a very individual discernment. A good state of health means less illness and a more functional conscience. Health advancement is the way toward expanding the useful limit surprisingly henceforth advances the sense of well-being. Keeping in mind the goal to attain the impartial all human services specialists requirement to buckle down by submitting them to their patients and crowd all in all. Medical attendants are the primary level social insurance group in this manner medical caretaker should assume as a good example to every single individual. They should hold different positions keeping in mind the end goal to accomplish ideal outcomes (Wright, 2015). The particular health promotion related requirement for Susan was triggered by the disintegration of the retina, within a rear layer in the eye that records the images one sees and refers them using nerve from eye to mind. Susan health promotion requires atrophic one additionally applied to as dry (Schwartz, 2015). The dry form is more typical, and it happens when the retinal cells breakdown gradually. Usually vision misfortune isn't as extreme in the dry one as the wet; however, the dry foam can advance with steady corrupting cells that reason the severe loss of vision. The hazard factors for each frame are age (more than 60), smoking, obesity, race (Caucasian), family history, hypertension, lighter eye shading, and sexual orientation (female). Physician recommended tranquilizing reactions can likewise represent a danger. Indications for the two sorts of the illness contrast, except one, nor are difficult. As of now, there is no known cure for Macular Degeneration, yet there are thi ngs you can do to diminish your hazard and conceivably moderate the movement once you've been analyzed (Schmidt-Erfurth, 2014). For instance, she can seek after a way of life changes like work out, exercise abstaining from smoking, and shielding her eyes from bright light. Besides, the maturing populace will make deplete on our available social insurance assets a weight that will keep on growing in greatness throughout the following decades. As opposed to other age-related eye maladies like waterfalls that are to a great extent explained by flow treatments, the visual anticipation for most patients with AMD is weak, and the late phases of both wet and dry AMD are typically connected with visible severe misfortune, which affects general personal satisfaction (Jia, 2014). The deficiencies in executing usual undertakings are likewise reached out to their mental working, as confirmed by patients with AMD announcing more prominent enthusiastic trouble than outwardly in place peers. In spite of the fact that AMD isn't repairable, now and again extreme vision misfortune can be anticipated because specific types of the infection react positively to laser treatment, particularly with early finding and provoke intercession. Specific preventive measures, includin g proper long haul reconnaissance, quiet training, a way of life changes, and careful assessment, can diminish visual bleakness. Since age is a critical hazard factor for the advancement of AMD, auspicious access to eye care may have preventive esteem (Fritsche, 2016). Loss of Vision, related to Susans case, the challenge she gets is associated with mental health and depression. Susan is depressed due to the grandsons threats. Irrespective of the degree of vision impairments, it is clear Susan has concerns about coping with her daily life, and since vision loss has affected her life in general. Without auspicious finding and treatment, loss of vision in these situations can't be anticipated. The beginning of AMD is treacherous (Berg, 2015). Combined with ecological and way of life factors which may play an auxiliary, yet essential, parts in the improvement of the sickness, the nature of AMD makes understanding training, early location, and referral basic for high-hazard patients. Treatment of the patient with AMD may require a conference with or reference to the patient's essential care doctor or other medicinal services professional for those administrations outside the optometrist's extent of training. Treatment of age-related macular degeneration has improved and is now more efficient over the last five years. The approach to AMD has been greatly been influenced by high risk genes demonstration accompanied with the process of inflammation. At a future date we may decide to undergo a massive change in lifestyles, we may be able to put an end to smoking, likewise we may identify at-risk people and provide a medication which is long term hence preventing the disease. References Berg, K., Pedersen, T. R., Sandvik, L., Bragadttir, R. (2015). Comparison of ranibizumab and bevacizumab for neovascular age-related macular degeneration according to LUCAS treat-and-extend protocol. Ophthalmology, 122(1), 146-152. Fritsche, L. G., Igl, W., Bailey, J. N. C., Grassmann, F., Sengupta, S., Bragg-Gresham, J. L., ... Kim, I. K. (2016). A large genome-wide association study of age-related macular degeneration highlights contributions of rare and common variants. Nature genetics, 48(2), 134. Jia, Y., Bailey, S. T., Wilson, D. J., Tan, O., Klein, M. L., Flaxel, C. J., ... Fujimoto, J. G. (2014). Quantitative optical coherence tomography angiography of choroidal neovascularization in age-related macular degeneration. Ophthalmology, 121(7), 1435-1444. Schmidt-Erfurth, U., Kaiser, P. K., Korobelnik, J. F., Brown, D. M., Chong, V., Nguyen, Q. D., ... Slakter, J. S. (2014). Intravitreal aflibercept injection for neovascular age-related macular degeneration: ninety-sixweek results of the VIEW studies. Ophthalmology, 121(1), 193-201. Schwartz, S. D., Regillo, C. D., Lam, B. L., Eliott, D., Rosenfeld, P. J., Gregori, N. Z., ... Maguire, J. (2015). Human embryonic stem cell-derived retinal pigment epithelium in patients with age-related macular degeneration and Stargardt's macular dystrophy: follow-up of two open-label phase 1/2 studies. The Lancet, 385(9967), 509-516. Wright, K., Golder, S., Lewis-Light, K. (2015). What value is the CINAHL database when searching for systematic reviews of qualitative studies?. Systematic reviews, 4(1), 104.

Organizational Research and Theory

As defined by Daft (2009), organizations are bodies with goals, structured and coordinated activities, and are linked to the external environment (p.11). Organizational theory depends on how a company operates and how the environment affects the running of the organization. In simple terms, organizational theory, also referred to organizational behavior, is defined as the study of how individuals or groups of persons act in an organization.Advertising We will write a custom essay sample on Organizational Research and Theory specifically for you for only $16.05 $11/page Learn More The organizational research and design are essential during restructuring or effecting changes in organizations; however, it is essential to apply the correct organizational changes to increase effectiveness and efficiency (Bollingtoft, Hakonsson and Niesen, 2009, p.79). Organization theory is a tool used by managers to understand, diagnose, and respond to organizational needs ( Daft, 2009, p.10). This theory can be applied to all industries, for-profit and non-profit organizations. Since organizations are not static, there is need for constant changes to adapt to new environment in the market. Some of the causes of the constant change include globalization, competition, diversity, technology, ethics, and social responsibility. On the other hand, organization designs are means of evaluating which/and why certain methods are chosen to effect and manage structure and culture, and to control activities in order to achieve goals. Moreover, the benefits of proper organizational design are; the company is able to handle contingences, gains competitive edge, facilitate management of diversity, and promote efficiency, speed, and innovation. Introduction to Organizational Theory Code of ethics provides a framework of operation and code of conduct for persons and stakeholders in an organization (Berbeito, 2004, p.122). Code of Ethics The intent of this code is to gui de all stakeholders and employees on lawful and ethical behavior. This code applies to all people including the directors. Various codes of ethics are discussed below. Compliance with laws, regulations, rules, and policies: The employees and the directors should learn and comply with the rules, regulations, and policies of the company and the government, while any contravention will result to disciplinary measures.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Conflict of interest: Employees should not engage in activities that will result in conflict of interest; they should engage in acts that promote the interest of the company. Employees’ relations: Employees should promote harmony and avoid discrimination at the work place. In addition, they should embrace diversity, inclusiveness, and understanding. Confidential company information: Confidential company information is defined in three ways: information that is not known to the public, information that confers the company economic advantage and any information that reasonable measures are taken to keep it secret. All employees have the obligation of protecting classified information from the public domain or other competitors. The employees have a clear understanding of what information is confidential or not. Violation: Violation of the code of ethic will result to disciplinary measure to the parties involved, and this may be in form of dismissal, legal recourse, or compensation for losses incurred by the firm as a result of employees failure to comply with the code of ethics. The relationship between organizational theory, design, and change on one hand and organizational structure and culture on the other hand is that, they both depend on each other and influence one another to an extent that neither will be effective without the presence of the other. Organization culture refers to the common values and norms that control how individuals in an organization interact. It includes interaction between members in the organization, with customers and suppliers and other persons outside the organization. On the other hand, the organizational designs are routes picked by managers to manage the structure and culture, while change is the process of current position to a desired one. Organizational structure involves formal or informal frameworks and policies that define reporting relationships, procedures, controls, and authority and decision-making processes. Moreover, organizational structures are indicators of type of culture in an organization. Managers can use these structures to shape the culture, values and strengthen or introduce the desired culture (Daft, 2009, p.381).Advertising We will write a custom essay sample on Organizational Research and Theory specifically for you for only $16.05 $11/page Learn More Organizational Design within the Global E nvironment There are several types of organizational structures used in organization, each having its advantages and disadvantages. Centralization is a structural policy where the decision-making organ of the organization is concentrated at the top of the organizational hierarchy while decentralization is structure where decisions are made in consideration of all levels of the hierarchy (Griffins and Moorhead, 2009, p.418). Employees at the lower end of hierarchy are involved in decision-making in decentralization, while in centralization, they are not involved. The importance of decentralizing is that decisions are made by the persons who are involved in the implementation – lower rank staff. The factors that affect the balance between centralization and decentralization are purpose and goals of an organization, knowledge, and experience of the executives, size of the organization, geographical dispersion, technical complexity of tasks, and the period of the decision. Furthe r, others include the importance of the decision, views of subordinates, planning and control procedures, and environmental factors (Rao Rao, 1999, p.105). Mutual adjustments and standardization are important in a business organization; however, their application varies from firm to firm. Primarily, mutual adjustment is informal communication between employees about process of their work. On the other hand, standardization refers to planning and implementing of standards and procedures that regulate the performance of duties in an organization (Wagner and Hollenbeck, 2009, p.241). The tasks are specified and programmed by rules and procedures to obtain the required results. Factors that influence striking a balance between mutual adjustment and standardization are size of an organization, level of skill and knowledge of the staff, types of tasks involved and technicality of the tasks. Dependency theories indicate that organizations are interlinked in inter-organizational and societ al networks that influence inputs and outputs, beliefs and norms (House GLOBE, 2004, p. 81). The Resource dependency theory is the most well developed theory of inter-organizational partnership. The basic assumption of resource dependency theory is that individual organizations do not have all the resources they need to achieve their goals, thus they must acquire resources such as money, people, support services, and technological knowledge from other sources in order to survive.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The motivation of inter-organizational linkages is that it provides stability in organization. These networks help organizations to deal with the uncertainty of lack of resources in the future and to achieve similar, compatible, or congruous goals. In addition, similarity in values and attitudes make the formation of inter-organizational linkages more probable and make these linkages more stable over time. A firm may at times engage in strategic alliances, which are links that firms form in a specific area with other firms; the nature could be arms-length contracts to joint ventures (Yoshina and Rangan, 1995, p.4). Primarily, alliances aid firms to learn new techniques and technology of production from other firms. On the other hand, resource sharing facilitates use of expensive technology, which smaller firms cannot afford. These alliances can sponsor and fund research programs that aid in availability of information and technical advancement, they provide a quicker means of growin g ones organization (Hitt, Ireland and Hoskisson, 2008, p.187). Designing Organizational Structure Organization structures are essential parts of an organization as they determine how efficiently and effectively an organization accomplishes its goals and objectives. This will involve empowerment, which is a motivation concept that enables employees to achieve desired levels of performance; it occurs when employees are trained and equipped with tools, and information and are fairly rewarded for their contribution (Jain, 2005, p.173). An organization will as well require manage cross-functional teams and self-managed teams, whereby the former involves works teams with members of the same hierarchy level but from different fields of work who come together to accomplish a task, and the latter involves a group of employees who are endowed with authority to make decisions on how its members perform their duties (Boone Kurtz, 2010, p.395). In tall organizational structure, the management should provide empowerment, which is associated to enabling rather than delegating duties, hence employees have capacity to engage and participate in attainment of organizational objectives. By use of self-managed teams, the organization benefits from sound decisions, as decision are made by the persons who are tasked with implementing, hence there is more owning of the decisions. According to DuBrin (2008, p.256), most organizations find it important to address the issue of bureaucracy, which is a systematic mode of organization where regulations and techniques of control are laid. As an organization becomes bureaucratic, it crushes individualism; the people at the top of the hierarchy become further removed from the dynamics of human relations at the problem-solving level, while organization becomes inflexible, which decreases the ability of an organization to respond to changes in the market. Moreover, over-bureaucratization causes inefficiencies in organizations as there is conf using titles and overlapping roles and duties of employees. Nevertheless, bureaucracy characteristics assist managers to formulate hierarchies of authority and specific regulations, which brings order, and prevent abuse of power in organization. By decentralizing, managers can lower the cost of bureaucracy as lower-level managers can make decision (Hill Jones, 2009, p.386). Organizational Specialization, Coordination, and Management of Culture Organizations should participate in CSR activities; indeed, the participation in CSR by companies does directly reflect or promote growth in a company. The promotion of the well-being of its staff influences their productivity. In addition, an organization benefits from increased financial performances and improved relationship between the customers, employees and the community. Corporate organizations are involved in CSR to recognize the significance of its stakeholder with the aim of bringing sustainable results to benefit both the communit y and the company. Customers are drawn to consume products from organizations that are corporate friendly even if they are sold at a premium rate. In terms of environmental conservation, organizations have to maintain and protect the environment in which they operate, and preserve the natural resources. Functional structure is a structure that splits its organization into different departments depending on their roles and functions namely accounting and human resources. These departments are headed by line mangers, with the overall head of the organization being a chief executive officer who is in charge of the whole organization (Hitt, Ireland and Hoskisson, 2009, p.314). One advantage of functional structure is that it allows specialization and active sharing of information among the various functions in the organization, as well as supporting the use of business level and corporate level strategies. This structure is mainly used in simple organizations that have little diversific ation. An organization may also organize itself around a multidivisional structure, which separates various departments or divisions in an organization led by divisional managers. This is a contrast to functional structure, which has all the branches of the organization under one key leader. Another distinction between the two is that multidivisional structure groups divisions of an organization based on products, services or the market, while functional structure has departments that are based on the functions they play. Therefore, multi-divisional structure can be adopted by organizations when they grow and develop, and there is need for diversifying the products or market. Organizations that produce several types of products or services or conduct their business in different countries or regions also adapt multi-divisional structure. Finally, organizations that cater and produce goods to different customers also favour this organization structure. Organizations move to multidivis ional structure as they grow and diversify their businesses; indeed, this structure enables the managers to compare the performance of each division in terms of profitability (Hill Jones, 2009, p.427). In addition, organizations shift to multidivisional structure when entering new markets and/ or start to produce different products and services to a variety of markets (product diversification). Organizational Design in Changing Global Environment Due to the ever-changing global business environment, organizations have to embrace designs that address the issue of technical complexity, which refers to the level that machinery is used in production at the expense of human resources. Continuous-process technology involves productions, which are entirely mechanized, and complex technology is involved. Technical complexity is higher in continuous process technology since the level of human involvement is very limited; the process also runs continuously from the start to the end (Daft Ma rcic, 2008, p.277). The level of technical complexity of an organization influences the complexity of its structure. Primarily, â€Å"massive technological changes are apparent in areas including manufacturing processes, computer-assisted design, data transmission, advanced communication links, and sophisticated information systems† (Hill Jones, 2009). However, the complexity of an organization structure does not always because of the level of technical complexity. Technical complexity sometimes may result to greater complexity of the employees; this can be dealt with by hiring more qualified and experienced workers, thus raising the cost of operation. Corporate level strategies are strategies that a firm uses to acquire competitive advantage by choosing and managing different groups of businesses competing in different products market (Hill Jones, 2009, p.154). Organizations choose to engage in corporate level strategy to expand their core domain as it facilitates resource allocation process. This is a crucial element in organizations that have multi-business allocation of limited resources. In addition, organizations use corporate-level strategies to expand their business, as the strategy defines the market and helps to evaluate the viability introducing new product lines on top of the existing ones (Hill Jones, 2009, p.285). Similarly, it directs whether to compete directly with other firms or to establish cooperative relationships i.e. strategic alliances are influenced by corporate-level strategy. Corporate strategies determine the type of structure an organization would adapt when they expand from their core domain. In addition, it evaluates the viability of setting up strategic alliances, to what level an organization can diversify and how to enter or leave businesses to maximize the long-run profitability of an organization. When organizations enter new domains, their culture, and structure are likely to be affected or altered. Moreover, some cultures can shift from individualism to collectivism or vice versa. Organizational Change and Stages of Transformation When implementing organizational change, firms have to choose between two main forms of changes, which include evolutionary and revolutionary change. Evolutionary change occurs over a long spell of growth and does not cause any major disturbance to the organizational structure, while revolutionary change is more dramatic or shifts organizational structure (Henry, 2008, p.320). Change is referred to as revolutionary when quantum change radically transforms many elements of a structure of an organization. An example of revolutionary change is sudden closure or merger of some functions or business in organization that result to cut down of staff. An illustration of evolutionary change is improvements or incremental steps to fix a problem or a large part of a system. Organizations are constantly experiencing change caused by various factors in the environment. In this case, planned changes are effected to bring operational efficiency or generate new market, or introduction of new technology while unplanned changes i.e. loss of market or loss of employees can affect organizations negatively. Organization change is any change in the work environment i.e. methods of organizing and running of organizations (Kondalkar, 2009, 159). In addition, organization change can involve major corporate restructuring or minor changes in basic operation procedures. Organization change is also viewed as evolution changes, which result to revolutionary change. Organizations exist in environment that involves constant interaction; there are external forces that contribute to organizational change including technology, socio-cultural changes, political, legal and economics (Kondalkar, 2009, 161). Resistance to change is attributed to both contextual and individual factors. The status quo is the main hindrance of change among individuals, as individuals are accustomed to habits and routines that are difficult to alter. Similarly, the fear of unknown plays a big role in hindrance of organizational change. Contextual factors like roles, attitudes, behaviors, and norms offer resistance to organization change. Therefore, managers should develop and introduce incentive programs that assist employees to accept change. Other factors that cause resistance to change include uncertainty of job security, lack of information, and loss of power or control that may result from the change. Rapidity and the extent of change may also result to resistance; gradual change is easily adapted compared to one that is effected with speed. These types of changes are resisted as they bring about loss of power, downsizing of departments or transfer of managers to sections that are presumed less influential. Moreover, employees in an organization resist technological change if it will result to downsizing or reduce their power and control (Kondalkar, 2009, p.172). Organizat ional Decision Making, Technology, and Innovation The rational approach to decision making is the systematic analysis of a problem and choice of a solution; it consists of two stages, problem identification, and problem solution. It also involves analyzing quantitative data obtained through observations, mathematical analysis or modeling to make long-term decision. There are three main theories that explain the process of decision making in organization – Carnegie decision theory, Garbage Can theory and Incremental theory. Carnegie decision theory illustrates that decisions are not made from a single entity but collection of subunits that comprise an organization. Moreover, Carnegie allows diversity, unlike rational approach (Slack and Parent, 2005, p.263). Garbage Can model/theory factors in, the social and economic structure when making a decision on whom to participate in decision-making and discusses how the cultural values limit the choice outcomes. Garbage Can theory of decision-making indicates that the identification of solution policy does not necessarily arise from problem identification and its analysis. It is important to distinguish Garbage Can model from Incremental model, with the main difference being based on the number and systematic of decisions made; for instance, in Garbage can model, there is flow of multiple decision-making while incremental considers how a single decision is made (Daft, 2009, p.470). Incremental model places less emphasis on the political and social factors that may affect decision-making. Moreover, the incremental decision-making happens over duration of time and not on one spontaneous decision. Innovation is the leading cause of technological change, new and improved methods of operations are being discovered. Technology change enables organizations to produce products and services more effectively. In quantum change, the process is dynamic and continuous; there is constant change in quantum and incremental tec hnology change. This change causes emergence of new range of products, services, industries and affects the economy directly or indirectly. Technological change has resulted to shift of new type of labor, which is cheaper and effective. These changes produce economic growth and increased productivity in the end. They also help to alleviate adverse environmental impact and overcome resource constrains and scarcity (Daft, 2009, p.417). Managing Power, Conflict, and Politics Power, conflict, and politics in an organization seem to be interrelated and interdependent. Power is the â€Å"capacity to influence the attitudes or behavior of others† (Griffins and Moorhead, 2009, p.357); however, politics and influence depend on the â€Å"power relationship between the parties involved.† There is constant competition between different subunits in organization, mainly for resource allocation. This can bring about rivalry among the managers of each subunit with the more influential units influencing decision to their favor. Dominating of a subunit over the others results to conflict whenever a subunit influences decisions without considering the goals of other parties or subunits. Moreover, the subunit in a firm that has the capability of obtaining and controlling most of the resources attain more power over the other subunits. Subunits that are capable of dealing and coping with uncertainty caused by the constantly changing task environment acquire more power over other units. Primarily, prevention, absorption, and acquiring information are methods that organizations can use to cope with uncertainty. The problem of uncertainty can be dealt with by attaining information of likely trends in the future i.e. the information of possible change of prices of raw material in the future help an organization to prepare how to deal with the problem. Another way is absorption, which helps organizations to deal with uncertainties as they affect a subunit. Subunits centra l to work flow, which the other subunits depend on in order to perform their duties, tend to gain power and may influence decision making to their favor. Similarly, subunits that are less centralized from workflow have less power. In addition, subunits that are irreplaceable or non-substitutable exercise power in decision-making, while subunits that are headed by employees who are influential or irreplaceable can use their power and influence to increase the power of their subunits and hence decision-making. Lastly, organization structure can aid a subunit to gain power by allocating roles of decision-making on important issues; subunits, which are actively involved in decision-making, became the most powerful in an organization (Jain, 2005, p.171). Conclusion The organizational research and design are essential during restructuring or effecting changes in organizations. A code of ethics outlines the mode of behavior that is expected from employees of an organization. Organization s tructures like centralization and decentralization determine how organizations make decisions. Additionally, strategic alliances enable organizations to access technology and resources that they cannot afford hence promoting their growth. Empowerment of employees through training and provision of tools and information ensure high productivity of employees, while self-managed teams and cross-functional teams facilitate productivity through cooperation and teamwork. Organizational structure, which may be functional or multidivisional, is important in enhancing the flow of communication and running operations in an organization. Organizations use corporate level strategy to identify the types of product or service they should produce, which markets to venture in or leave and what geographic regions to operate. Subunits can acquire more power through centralization, being capable of handling uncertainties, and ability of subunits to acquire resources. 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