BP Corporate Governance

BP Corporate GovernanceThe concept of somatic cheek is the system by which task locoweed atomic number 18 directed and controlled. The three main aspect of good collective government activity are seen in shareholder right, transparency and menu scotchability. (Corporate governance by Alan Calder 2008).Definition Corporate governance is concerned with holding the poise between economic and social goal and between individual and common goal and show is to align as nearly as possible the interests of individual, corporation and society (Sir Adrian Cadbury, 1999).Using the British Petroleum case, we develop a model of efficient collective governance addressing tout ensemble facets of the society in which corporations exist such as economic, ethical, political, and social. These facets determine the norms by which corporate decisions are judged. Without incorpo judge every facet into decisions, companies get out last fall short and comp all just cant do the things in profit motive by sacrificing the moral and ethical issuesBritish Petroleum failed in averting the Mexico oil spill due to lack of coordination between board and chairman and interlacing all the facets of society in the corporate decision qualification process. This also-ran contributed to the mis way of the company by a relatively detached board of conductors who failed to assimilate high ethical management standards into the foundation of decision devising process. This model developed here entrust help companies in addressing the sequester system of corporate governance which serves as a foundation to avert failure through the practice of high ethical patterns of behavior which are needed to survive in the modern business world.Case analysis and discussionBy late 2010,the British Petroleum has become a cause clbre amongst those concerned with corporate governance and particularly with the social, ethical and environmental responsibilities of business In the 21st century, corporate governance has become critical for medium and large organisation. The organization which fallows corporate guidelines strategy performs well than compa exit to organization which does not baffle to the guidelines. Corporation hightail it with governance framework which is first set by law and then by regulation emanating from the regulatory bodies to which they are subject.The chairman and jurys of directors are responsible for the Mexico disaster as they not properly scrutinised the outsourcing to the partner and we call as leadership failure. The responsibilities of the board admit setting the companys strategic aims, providing the leadership to firmise them into effect, supervising the management of the business and reporting to shareholders on their stewardship. It will be critically analyses the corporate governance social system of British Petroleum and its related issues regarding the corporate social responsibility.British Petroleum Corporate Governance structureBoard structureBritish Petroleum Board fallows unitary board structure, characterized by oneness single board comprising both administrator and non executive directors. The unitary board is responsible for all aspects of the company activities and all the directors are working to achieve the aforementioned(prenominal) ends. The shareholders elect the directors to the board at the company annual everyday meeting.The Board of British Petroleum focuses more on Agency theory which take into account of principle- agent framework. The work of Jensen and Meckling (1976) in particular, and of Fama and Jensen (1983), are associated with this Agency theory (Corporate governance -Christine A Mallin).In Agency Theory, in the context of corporation and issues of corporate control, manner theory views corporate governance mechanisms, especially the board of directors as agent to monitor the functioning of management or the corporation. The focus of the theory is on throw proper incentives measur e and implementing those incentives and monitoring the performance. Economic performance is vital, and increasing shareholder value is deemed good. Agency theory, however, is not able to address the issues of non-direct shareholder interests such as political pressures and societal expectations from firms such as British PetroleumThe corporate governance structure of a firm should picture the medium of norms and best practices which balance the needs of all stakeholders of the firm. Therefore, the model of corporate governance structure for firms moldiness implicate economic, political, social and ethical norms for decision making in order for firms to elevate and retain legitimacy which leads to resources and survival.British Petroleum Plc board governing principle is as fallows.The BP Board is responsible for the direction and oversight of BP plc (BP) on behalf of the shareholders and is accountable to them, as owners, for all aspects of bits per second business. The Board reco gnize that in conducting its business, BP should be receptive to other pertinent constituencies.British Petroleum believes that good corporate governance involves to predicate the role and responsibilities and the proper utilisation of distinct skills and processes. The Board on that pointfore focuses on activities that enable it to promote shareholders interests, such as the consideration of long-term strategy, the monitoring of executive action, and ongoing Board and executive management succession. The board gives clear guide lines for the allocation of authority for the executive management of BP through the group Chief executive (GCE) and these can be seen in the Governing principleThe BP GoalThe Goal of British petroleum is to maximize the shareholders value by investing the resources to activities in the oil, inwrought gas, petrochemical and energy business.The role of the BoardThe Board is collectively responsible for pursuing the BP Goal and is accountable to sharehold ers for all the actions of BP. The Boards role is to govern BP by discharging its sole responsibilities, which involveFocus primarily on strategic issuesRegard to economic, political and social issues and any other relevant externalMatters which may influence or shanghai the development of BPs business andExemplify through these Board Principles and its expectations for the conduct of the BP business and its employees.The Board and its processesThe Board will take into say-so and seek to entertain the view of the shareholder as a whole, the board will decide the agenda for the financial year and these will be done with consultation of chairman, general header executive and company secretary. Discussion at Board meetings will be open and constructive and the record will be kept confidential, unless there is a item decision or legal requirement to make disclosure.The entire director can obtain independent professional advice relating to directors own responsibilities and the p ersonal business of BP.Board Composition and CompensationComposition, Size, Independence and TenureThe Board comprise a experienced individuals with appropriate range of knowledge and working principle inExperience in dealing with strategic issues and long-term perspectivesLeadership experience, a superior knowledge of business principles and capacityIndependent thoughtAbility to move constructively in deliberations andWillingness to exercise authority in a collective manner.The director are elected annually by shareholder and half of director excluding the chairman, are non-executive director.Board and Director EvaluationThe Board will evaluate its own working condition and performance including the work of its directions and this is done to keep the ability of the board. The performance and contribution of individual directors as members of the Board will be reviewed periodically, with the electric chairs performance being reviewed annually. The non executive will monitor the work of General chief Executive, the performance of theExecutive directors will be monitored by the GCE and Non-Executive directors.Board Induction and EducationAll the directors will be given induction and training program for enable them to fulfil their responsibilities as directors, all the directors especially non-executive directors are prepared give sufficient time for the discharge of their BP responsibilities. The board will be kept informed by the directors through company secretary. The Nomination Committee will keep under review the commitments of Non-Executive directors and make recommendations to the Board if the Committee concludes that a directors other commitments are inconsistent with those required by BP.Role of the ChairmanThe Chairman will the leader of the board and act as facilitator, and has authority to act and cover for the board meeting on matter relating to the board principle. The Chairman is empowered to make any decision, establish any policy, take an y action or enter into any obligation which is consistent with the Board Principles. and, in so doing, may interpret the Board Principles in any reasonable manner. The Chairman will ensure that systems are in place to provide directors with accurate, timely and clear information to enable the Board to consider properly all matters before it. The Chairman is responsible for ensuring the integrity and effectiveness of the Board Principles.The chairman role is clearly followed as per Sir Adrian Cadbury observation the primary task of chairman is to chair the board. This is the work they ease up been appointed to do and, however the duties at the top of the company may be divided. Chairing the board is their responsibility alone (p. 78). He clear highlights an important diversion between chief executive officers and chairman.This principle is adhered by the British Petroleum as per Sir Adrian Cadbury statement on chairman.Role of the Deputy ChairmanThe Deputy Chairman will coquet as role of chairman in his absence and deputy Chairman normally serve as the Boards Senior Independent Director and will be accessible to shareholders who have concerns that cannot be addressed through normal channels.The Company SecretaryThe company secretary is selected by the nomination committee and all the board members have access to the advise and service of company secretary.The Company Secretary is responsible for advising the Board and the Committees onall governance matters, ensuring that Board procedures are followed, that the relevant laws and regulations for the conduct of the affairs of the Board are complied with and for all matters associated with the maintenance of the boardBoard CommitteesThe Board consists of permanent committee which are asThe Chairmans Committee,Safety, Ethics and surround Assurance Committee (SEEAC),Remuneration Committee,Audit Committee,Nomination CommitteeChairmans Committee be of chairman and all non-executive Directors and it work include valuate the performance and the cleverness of the GCE go over the structure and systems for senior executive development and determine the succession plan for the GCE, the Executive directors and other senior membersof executive managementDetermine any other matter which is appropriate to be considered by all of theNon-Executive directorsSafety, Ethics and Environment Assurance Committee consist of four to six Non-Executive Directors and it work includeMonitor and obtain assurance that the management or mitigation of significantBP encounters of a non-financial nature is appropriately addressed by the GCEReceive and review regular reports from the GCE or his delegate, the Group InternalAuditor and the Group Compliance and Ethics Officer regarding the GCEs adherenceto the relevant Executive Limitations and his management in responding to riskReview material to be placed before shareholders which addresses environmental, gumshoe and ethical performance and make recommendations to the Board abouttheir adoption and publicationRemuneration Committee Consist of at least three Non-Executive Directors and it work includeDetermine the terms of engagement and remuneration of the GCE and the Executive directors and to report on those to shareholdersDetermine on behalf of the Board matters of policy over which BP has authorityrelating to the establishment or operation of BPs pension scheme of which theAudit Committee Consist four to six Non-Executive Directors and it work includeMonitor and obtain guarantee that the GCEs internal control system is in place and implemented effectively in the observance of the visit and relevant toExecutive LimitationsReview regular reports from the GCE or his delegate, the Group InternalAuditor and the Group Compliance and Ethics Officer which evidence the GCEs adherence to the relevant Executive Limitations and his management in responding to riskReview all financial disclosure documents including quarterly results, annual accounts, pro spectuses, information and offering memoranda to be placed before shareholders or filed with regulatory bodies and make recommendations to the Board about their adoption and publicationNomination Committee Consist of chairman and chairs of SEEAC, Audit and Remuneration committee and it work includeCategorise recommend candidates for appointment or reappointment as directors and company secretaryReview the mix of knowledge, skills and experience of the Board to ensure the orderly succession of directorsEvaluate outside directorship/commitments of the Non-Executive directorsRisk and Internal ControlThe GCE will not cause or permit BP to operate without a comprehensive systemof controls and internal audit to identify and manage the risks that are material to BP,to protect BPs assets and to monitor the application of BPs resources in a mannerwhich meets the standards of external auditors. (BP governing plc haul up from bp.com)Weakness of corporate governance structure in British petrol eumIn the wake up of Gulf of Mexico oil spill, the corporate governance structure and the governing principle collapsed , the oil giant send uncharismatic leader, chief executive Tony Hayward to placate its major partners and stakeholder. Instead, BP should quickly provide new leadership and replace its idle top decision-makers. That would be just the first step in trying to win back the confidence of its partners and regaining investors trust while it continues to work on stopping the massive oil leak in the Gulf of Mexico and cleaning up the environmental disaster its created,The Financial Times in an editorial on July 6 said theres an urgent need for flip-flops at the top of BP. And foremost investor Warren Buffett has said Hayward needs to be replaced for the good of both BP and the U.S.The FT do clear what it believes BP should do There is no question that top management will have to be intensifyd following the Gulf of Mexico oil spill. It noted that BPs response has expose d shortcomings in leadership and presentation.(Gene Marcial, financial columnist in Daily finance 7/12/2010)Analyst Lucy Haskins of Barclays Capital in a recent report noted that there are serious corporate governance questions given the magnitude of events at BP, which she describes as structurally disadvantaged.Haskin advises BPs nonexecutive directors should should change the whole corporate governing system of the company, like appointing new CEO and new leadership team.(Analyst Lucy Haskins of Barclays Capital in financial times December 2010)As we can see, on paper, BP addressed the management teams responsibilities in their corporate governance program. It is this same program that is being rated by Management Excellence and ranked accordingly. BP ranked number three on the list and surprising to many as BP ethics are based solely on board structure and policies. If the rating were based on management actions then we would have a new ranking, as ethics should be based on the verbs that management take in the day-to-day operations of the company not the policies.Olsen (2005) points to BP having more fatalities than compared to other company and also the recent 11 goal in the April 20, 2010 salvo of the Deepwater Horizon (Casselman, 2010). Considering death toll of BP and disaster like the Texas Refinery explosion, pipeline leaks, illegal doming, and the Gulf Coast oil leak, we feel some things out of place and the rating system has it wrong, as environmental issues cannot be measured by policy and Procedure but the actual action and their day-to-day activities to gauge the ethical behaviour. impressive boardrooms need to be able to perceive fraud and misdeeds within their organization. To accomplish this, directors need to make sure they have internal controls that monitor, detect, and measure the usefulness of red flags. Employees and management must be properly trained to spot red flags within the scope of their job functions. Properly trained emplo yees and management should be able to spot red flags sooner leading to a reduction in cost per incident for fraudulent activities within the organization.Creating an effective board, by utilizing Leblanc and Gillies (2003) model, can strengthen the overall sustainability of an organization. Effective boards have to understand the ethical risks, red flags, and internal controls within their organization. As failure to do so, often leads to a road, no one wishes to go protrudeAs per Tony capital of Mississippi review in Financial times British Petroleum has a stubborn nature of corporate culture which is difficult to change and also has defective safety culture. If we go through BP annual report which shows its top priorities are safety but it has not adhered to this statement as seen from Texas refinery explosion and Gulf of Mexico oil spill. Independent safety expert has given advise about BP US refinery safety upto to scratch and from we can assume there specific problem of corpor ate governance, Several investment professionals have said recently that the BP affair underlines the duty of owners to examine companies on safety. The recently refurbished UK Corporate Governance grave lays out the official position. The board, it says, is responsible for determining the nature and extent of the significant risks it is willing to take in achieving its strategic objectives. The board should obtain sound risk management and internal control systems.In other words top level management policy is not carried in execution below and this will make us believe the hypothesis of weak corporate governance in BP. Several institutional investors didnt buy BP share because of before the disaster because of safety worries.These all indicate weakness in safety, Ethics and environment Assurance Committee and actual fact the work is not up to mark of the committeeRecommendation for good corporate governance in British PetroleumIn general, we would recommend that corporate governa nce structure should establish a birth among a company, its shareholders, and society in order to promote a fair, transparent, and accountable principle in an enterprise. Furthermore, the board of directors should be independent from the sphere of influence of the CEO and senior management. The board must bear no material relationship between the corporation and major independent directors. The Board should fallow the combined ordinance of UK and Sarbanes-Oxley act of US as per the company operation of BP Refineries.Corporate governance structure for a particular firm must fulfill with societal norms to maintain legitimacy and resources in that society. In the model of corporate governance structure for firms developed in this manuscript, norms included economic, political, social and ethical normsFurther, compliance by all the five groups of corporate governance structure -the Board of Directors external analysts, regulators, outside advisors and management form the model of corp orate governance and all the group should go along independent in order to maintain check and balanceThe more proactive role is needed by the states and companies for the development process aimed at balancing economic growth with environmental sustainability and social cohesion, has motivated the following three interlinked business movementsThis can be done by the following way planetary reforms on corporate governance.Corporate social responsibilitySUMMARYIn critically examining the case of British petroleum we have discussed with example of how corporate governance failures directly led to the fall in share price and loss of confidence in investor community. Though it is a helpful example to study and provide a scholarly discussion of the destructive effects a failure of corporate governance structures and corporate social responsibility can have on a companys shareholders, stakeholders, and society in general a broader analysis leads us to conclude that having a governance st ructure in place that blends all appropriate norms of ethical, social, political and economic facets of society will have the most lasting and positive impact on all stakeholders.The interaction of all groups in the corporate governance structure is needed to help a corporations abide by best practices at all times. Sound corporate governance give confidence in the investors that the business environment in which the company operates is fair and transparent. It tells investors that that the company is made up of conscientious employees who respect the rights to ethics of care, justice, rights and utility. Overall, the notion of corporate governance is contained in the ethics of care, justice, rights and utility, and this is why it is of supreme importance in all business entities.Reference and BibliographyNew UK Corporate Governance Code in take up from 29 June 2010BP plc -Board Governing Principle, September 20,2010 from bp.comTakis katsoulakos and Yannis Kat soulacos, Emerald Gro up publishing Ltd, Volume. 7 no. 4 2007,pp-355-369,Uche Nwabueze and Joan Mileski, Emerald group publishing Ltd, Volume 8 no .5, pp 583-594Tony Jackson (2010), BP must ensure Its good intension become reality. Financial times, 27 JuneOil spill Panels Reilly Fault Regulator, Wall street Journal(online), New York, March quaternary ,2011Leblanc R Gilllies J(2003), The coming revolution in corporate governance, Ivey Business JournalBP leads nation in Refinery Fatalities, Retrieved (2010), 1st OctoberRoss, M (2008) 1st April, Fraud Red FlagsMallin A C (2010) 3rd edition, Corporate GovernanceGuler Aras David Crowther (2009), A Handbook of Corporate Governance and Social ResponsibilityRobert G Monks and Nell Minow(2004), 3rd edition, Corporate GovernanceJoseph. B. White, Proquest muniment ID 2282002181, Source , NewspaperBritish Petroleum Annual Report 2011

Antecedents and Consequences of Organizational Intelligence

Antecedents and Consequences of validational IntelligenceChapter 1 IntroductionLife is non to begin with a quest for pleasure, as Freud believed, or a quest for power, as Alfred Adler taught, barely a quest for meaning in pass (doing several(prenominal)thing significant), in spot (caring for another person) and in courage (during difficult times) (Frankl, 2006).This chapter provides an overall understanding of this dissertation. Section 1.1 describes the search background. Section 1.2 discusses the typeface for objectives and questions. The sp be-time actuateivity component 1.3 explains research scope. In section 1.4, significance of the research is discussed. Finally, this dissertation describes the governance of this dissertation in Section 1.5. look BackgroundIn todays world, organizations confront fast and staggering channelises. Their survival will depend on adaptation capability they will perform so that, they can comply with those changes. As a result of this s ituation, the oversight concept with its process acquires a different character, which is beca role of technological progression and globalization.In this age, to consistently sustain the importance, friendship concept of the organization is changing fast. In organizations, divided individual knowledge transform into organisational information. Effective application of organisational knowledge forms b well(p) organizations progressively. However, in order to achieve these, an intuition of making use of knowledge in creative way is required. Therefore, to survive in the demanding and competitive environment, organizations are needed to be intelligent in todays world. Organization is alive and, for being strived needs continuous information. While organization in the past make up been viewed as compilations of tasks, products, employees, profit and processes, today they are increasingly seen as intelligent organisations designed to manage knowledge. Therefore, measuring ability of learning, finding and logical thinking is necessary for evaluation and performance improvement.Seeing such scenario in laid-back turbulent world, those men are successful and efficient who possess a high IQ. Undoubtedly, men can overcome their life problems by utilizing their given experience agency. Certainly, it is current in organizational world particularly in modern age in which organizations have become much complicated and their survival has become more difficult due to improvements in sciences and industries as well as the emergence of new needs and challenges overtime. Now, this question arises how we can prepare ourselves to face such uncertainties where change is only thing that is stable. Obviously, those organizations are successful which can utilize their employees thinking power effectively.As a fascinating concept and intriguing research area, cognition finds strong appeal in many disciplines outside of individual and cognitive psychology (Sternberg and Kauf man, 1998). One of the disciplines that provoked increased interest in the importance of intelligence is the management and organization development literature (Glynn, 1996 March, 1999 Stalinski, 2004). In this globalized world, when the environment is so turbulent what the organizations are needed to do is, they need to be more intelligent in order to have competitive advantage over their competitors. Though the concept organizational intelligence (OI) was introduced in 1967 but not much has been make in this area till now. Even if we disregard the entire literature in which organizational intelligence was supposedly aggregated (Kurzman and Owens, 2002), the term is still enigmatical in the stage setting of organizational development scholarship. This is true because in that location is a omit of a unified theory of intelligence in organizational settings as noted by the numerous and fragmented perspectives and ideas of researchers in the field (Glynn, 1996).Research Questions and target areasThe primary objective of this dissertation is to delineate an integrative view of organizational intelligence and provide some guidelines. For this purpose, this dissertation attempts to find out the antecedents and consequences of organizational intelligence and to test the proposed conceptual precedent of organizational intelligence. Related with this purpose, previous research shows some research challenges. The first challenge is to explore the factor structure of organizational intelligence. An integrative perspective of organizational intelligence is a necessity. It is also noted that in that location is a dearth of studies which attempted to explore the factor structure of organizational intelligence. Consequently, the other challenge is to test the proposed conceptual model of organizational intelligence. Previous studies did not show any such empirical finding on this issue.Therefore, the main research aim is to find out the antecedents and consequences of OI and develop and test a model. This research has identified five important constructs in identifying the antecedents and consequences of OILeadershipOrganizational cultureOrganizational intelligenceOrganizational innovational capabilityOrganizational performanceThis research discusses the following research questionsRQ1. What is the factor structure of the OI construct?RQ2. To what extent does aimership impact organizational intelligence?RQ3. To what extent does organizational culture impact organizational intelligence?RQ4. To what extent does organizational intelligence impact organizational performance via organizational innovational capability?On the basis of the above research questions following research objectives were formedResearch intent 1 (RO1)- To explore the factor structure of organizational intelligenceResearch Objective 2 (RO2)- To investigate the turn of leadership on organizational intelligenceResearch objective 3 (RO3)- To investigate the influence of organ izational culture on organizational intelligenceResearch Objective 4 (RO4)- To further understand the relationship between organizational intelligence and organizational performance via organizational innovational capabilityResearch Objective 5 (RO5)- To assess existing models of OIResearch Objective 6 (RO6)- To develop a conclusive model of antecedents and consequences of OI ground on the research findings and,Research Objective 7 (RO7)- To validate the model and test the hypothesesThe sixth and seventh research objectives are the final output of this research, which attempts to develop an appropriate structural measurement model of antecedents and consequences of OI.Research scopeThis relation is aimed at investigating the antecedents and consequences of organizational intelligence. In doing so, this thesis presents a model of antecedents and consequences of organizational intelligence (OI), based on the Kalkhan (2007), Falletta (2008) and Albrechts (2003) model and empirically t est hypotheses. This model of OI was validated by a survey in an R D organization.An organization is regarded as a system of inter subjectively shared meanings sustained through social inter activity (Walsh and Ungson, 1991). Organizational intelligence emerges from those interactions that constitute the organization. It is embedded in the structured patterns of thought and action in which organizational members interact and engage (Glynn, 1996). Technologically advanced systems affect organizational intelligence as well. They enable the development of organizational intelligence (Huber, 1990 Leidner and Elam, 1995). Thus, organizational intelligence is more than the aggregate intelligence of organizational members it is the intelligence of the organization itself as a larger system. An unintelligent organization can be compose of apparently intelligent people and an intelligent organization can be composed of relatively unintelligent components (Albrecht, 2003 Kerfoot, 2003). Org anizations, as well as people, display differing degrees of intelligence. Differences among organizations intelligences are not related to the differences among the intelligences of organizations members only. Many factors such as organizational symbols, patterns of interaction, organizational culture, socialization processes and advanced technological systems influence the differences among organizations intelligences.This area has not been much explored and peculiarly in India not much significant work has come into the light. Therefore, a strong need was felt to study this area as it seems to be really important in todays world. It has been found out that most of the works on OI are not empirically supported. Halal (1997) in his work stated that organizational intelligence leads to organizational performance. After the review of literature it was found that organizational intelligence is the factor which promotes knowledge management, creativity, innovativeness, performance and it helps organization in achieving its goal. Therefore, after understanding its impact on other related OB constructs, it was concluded that it deserves concerted attention.1.4 Significance of the ResearchAs already stated that there is a dire need of empirical investigations in the field of organizational intelligence because this is the factor which influences performance of the organization (Halal, 2000). This study tries to answer the question that if the lack of resources and the overload of information are the problems, is intelligence the solution to improve organizations?In the Knowledge Economy, the organization needs to develop and maintain supportive partnerships to deal with intricate issues in uncertain environments, turning challenges into opportunities, anticipating and understanding emerging threats and recovering from unexpected shocks and cries. In other words, in times of crisis and high economic and social turbulence, organizations must(prenominal) show high l evels of intelligence to meet the needs of the organizations.The ability to solve problems and make ratiocinations, defined as intelligence, is the solution to improve organizations. This assumption is based on the conviction that the right answer to users need depends on managers ability to absorb what is happening in the environment and to correctly act on the generated knowledge. Rothberg and Erickson (2004) stick that intelligence, in all forms, comes from the strategic management of knowledge, understanding the environment within which knowledge is collected and used, and making the knowledge actionable, especially by strategic decision makers. Understanding of OI and its antecedents and consequences may immensely help the organizations and assist them in improving and achieving their objectives.Concept of OI has evolved and advanced a variety of practices and processes aimed at the creation and application of knowledge. However, scholars have been concerned by, and practitio ners have struggled with, the lack of clear, comprehensive concepts that define the field of organizational intelligence (Staskeviciute, 2009). Ercetin (2009) holds that definitions of intelligence are in continuous revision. In particular, she finds that there is no unifying understanding of the concept of intelligence in management (Staskeviciute, 2009). Staskeviciute and Ciutiene (2008) conclude that in scientific literature it is possible to find different concepts of organizational intelligence, but they are all bounded by the same feature the organizations capability to adapt to environment and knowledge management, because organizational intelligence involves knowledge based on the organizations capacity.Organizational intelligence refers to the process of turning data into knowledge and knowledge into action for organizational gain (Cronquist, 2011). On a practical level, the CETISME cooperative (Cooperate to Promote Economic and Technological Intelligence in SMEs) has state d that consistently getting the right information at the right moment can only be the result of a permanent intelligence process leading to policy established at the highest level of the organization (2002).Cruz and Dominguez (2007) point out that the processes of perception, knowledge creation and decision making are favored by the proper management of information resources. The goal of OI is to interpret and act on relevant facts and environmental signals from the learning arising from acquired competences (skills +knowledge + attitudes). In general, the perception, interpretation, analysis, integration and use of knowledge is related to OI. The central argument of this thesis is to identify the factors which lead to organizational intelligence and what are the resultant factors when organization is acting intelligently. In the moments of uncertainty, organizations must have high levels of intelligence to interpret, integrate, combine and filter the relevant knowledge. levelheaded systems depend on a structured network of expert analyzers who offer their technical skill, knowledge, and personal experiences. They engage with the systems by validating information, discovering relationships between pieces of information and conducting analyses. In short, OI systems provide the pathways for knowledge to become intelligent, that is, actionable (answer so what questions and stay future-focused). They can also direct actions to acquire additional knowledge necessary to fill in the blanks. Full knowledge, with appropriate analysis, provided to the cay manager at the right time defines how intelligence can extend and protect the capabilities of organizational systems (Rothberg Erickson, 2004). Also, its significance increases when it is seen in the context of RD organization, as the people working there are intelligent and knowledge workers, therefore, the relevance of this concept is automatically enhanced in such scenario, which this study tries to look into.Orga nization of the DissertationTo describe organizational intelligence and identify its antecedents and consequences, this dissertation will follow the research procedure and structure as shown in radiation pattern 1-1. It consists of six major parts (i) introduction, (ii) literature review, (iii) development of theoretical framework and hypotheses, (iv) research methodology, (v) data analysis and research findings, (vi) discussion, and conclusion.The remainder of the dissertation is organized as follows. The following chapter surveys summarizes the related studies. It includes the relevant literature of organizational intelligence, empirical studies on organizational intelligence and its antecedents and consequences. In chapter 3, this dissertation proposes a conceptual research model, and explores the key variables and their relationships. In chapter 4, research methodologies are explained such as theoretical research approaches, design and administration of the survey. It also expl ains the sample and measures. Chapter 5 illustrates the analysis and summarizes analysis results. Chapter 6 extends with the explanation of the findings and tested model, it also discusses the contributions and limitations of the study and offer suggestions for future study.Table 1.1 Simplified Structure of the Thesis

Gene Therapy and Its Effect on Cancer Essay -- Science Genetics Techno

Gene Therapy and Its Effect on CancerThe era of scientific advancement in the twentieth snow has encouraged several scientific fields to merge into a new, futuristic science called Biotechnology. One idea behind Biotechnical science is taking advantage of molecular(a) biology. At the forefront of this advancement is gene therapy which attempts to treat disease at its origin on the molecular level(Kreeger,1996). Essentially, this therapy deliberately introduces genes into the human cadres to compensate for abnormal genes that cause genetic disease (Beese, 1996). This therapy can be administered in two ways. One is germ-line therapy which not only treats the cells of that individual but these treated cells could be passed onto the individuals offspring. This lawsuit is the focus of much of the opposition of gene therapy itself because trials take many years and few results have proved conclusively safe for those treated and their children. The other sheath of therapy less opposed is the somatic cell approach that only affects the cells of the individual being treated. Cancer has recently been the target for several different types of somatic cell therapy and along with them come a set of controversial aspects that question its role in society. Cancer is an ever- increasing disease that affects all ages, sex and race. It has no perceptiveness for where it resides as it can be ground in several organs and on several different tissues. However, one special similarity appears whether the cancer is found on the breast or in the colon it is an over growth of cells in the area infected. The cancer seem to arise from abnormalities in genes involved in growth and differentiation of cells. Certainly, environmental factors can indeed c... ....jp/macer/Papers/PLSUBG.html March of Dimes. Genetic Testing and Gene Therapy. Obtained from vane 9/9/96 http//noah.cuny.edu/pregnancy/march_of_dimes/genetics/genetest.html National Cancer Institute. Immunotherapy and Gene The rapy. Obtained from WWW 9/9/96 gopher//gopher.nih.gov70/00/clin/cancernet/facts/therapy/Immunotherapy%20and%20Gene%20Therapy%20of%20Cancer National Medical Center. Gene Therapy. Obtained from WWW 10/4/96 http//www.cityofhope.org/frames/genetr.htm Scientist,the. Pioneer James Wilson Reflects. Obtained from WWW 9/9/96 http//www.the-scientist.library.upenn.edu/yr1996/jan/gene_960122.html Singer, M. The RAS Gene and Cancer. Obatained from WWW 10/14/96 http//www.gene.com/ae/AB/IWT/Ras_Gene_and_Cancer.html Wanke, I. Gene Therapy for Diabetes. Obtained from WWW 9/9/96 http//www.worldweb.com/ahfmr/may/diabetes.html

Black & Decker Essay -- essays research papers

BackgroundBlack and Decker (B&D) is a pioneer in man-portable power tools. In 1991, it is a $5 billion in sales company with 29% of these sales coming from Power Tools and Accessories. B&D is the foundations larges producer of power tools and the U.S. market overall leader.Problem Statement B&D has a strong market shargon in the consumer and industrial markets, but is weak in the P-T market as it is currently experiencing decreased market share. In this segment, B&D is not generating profits and, at the analogous time, retailers want more advertising allowances and rebates.AnalysisThe U.S. power tools market is divided into three segments Consumer (home use buyers), Professional-Tradesmen (P-T) (contractors who purchase their own tools), and Industrial (procuring professional buying in large quantities for industrial usage). The P-T segment is the one experiencing the largest growth potential.B&D is one of the most powerful brands in power tolls. Its products are generally regard ed to expect high quality. B&D currently has 45% of the Consumer and 20% of the Industrial markets. However, in the P-T segment B&D holds only 9% of the market and is in near equationity with Milwaukee Electric (10%) and trails Makita, which has captured 50% of the market.Makita was able to grow rapidly in the P-T market as its dominance was aided by the rapid suppuration of a new type of distribution channel, the Home Centers such as Home Depot, which Makita actively sought. B&D, however, was not able to grow quickly in the P-T market due to Tradesmans perception of its P-T Line.The Tradesman market perceives B&D as a Consumer product that is not on par to handle professional tasks. This is evident in that in studies of brand perceptions in the P-T segment, six manufacturers out-rank B&D, three tie with B&D, and only one is rated with refuse quality. On blind trials the quality of B&D P-T products often outranked those of the manufactures whose quality was perceived to be better , implying that B&Ds problem is not of having poorly products, but of having a bad reputation.One factor contributing to the perceived higher quality of Makita and Milwaukee is that both are priced at a premium, and on average, are 5-10% more than B&D. This difference in price contributes to foster the perception by the P-T market that because the competitors prod... ...f B&D P-T line may remain.The recommended Option 3 is that B&D should go with the established DeWalt and Industrial Yellow. Marketing DeWalt alone is a better choice, as there are negative perceptions of the B&D line concerning reduced quality. Increasing the DeWalt brand awareness and improving the perceived quality ordain be easier and more successful to accomplish than increasing B&Ds perceived quality at the P-T market. The color of the new line should be Industrial Yellow because other power tool companies pull in not used this color. It is a bold color, and will stand out compared to the other P-T colors. I n the early stages, the positive associations will be associated with the original DeWalt go withs reputation and safety as this color is used to indicate safety. As the DeWalt lines positive market perceptions grow, Industrial Yellow will be easier to identify the high-end P-T line and will automatically be associated with high quality goods. Although not sufficient by itself, Option 4 is also interest for B&D, since Makita has already damaged relationships with retailers, and retailers push of products is an important element in driving sales.

Free Essays - Analysis of Kate Chopins The Storm :: Chopin Storm Essays

The short story The Storm by Kate Chopin, deals with the subject of adultery. The story takes place in the early 1900s. There are twain main characters, Calixta (the wife) and Alcee (the former lover). Alcee must take refuge from a passing wedge in Calixtas house, while he is there the two cobblers last up making love while Calixtas husband and son have to wait out the storm at the local store. By doing this Chopin implies the free radical that is, adultery is natural and does not necessarily have negative consequences. Through out the story the constant changing of imagery plays a great eccentric in the development of characters and their ability to demonstrate the theme. The subject of adultery was first introduced soon after Alcee asked Calixta if he may take refuge from the approaching storm within her house. That was similarly the first point when the author lets us know that Calixta may still have feelings for Alcee. This was sh birth clearly in the story when it says, His voice and her own startled her as if from a trance Immediately after this the description of the setting changed from a outdoor relax feel to an indoor tense feel. This also lead to the feelings of both characters towards each other, which was shown when the room was described, The door stood open, and the room with its white, monumental bed, its closed shutters, looked dim and mysterious. Soon after this, Calixta who is then feeling the situation gets up to look outside the window, as not to keep looking at Alcee for she knows what may come of it. Alcee then also gets up to look out the window so that he may stand close to Calixta, which shows how Alcee wants to be with her. While Calixta is looking out the window she sees that it is raining hard and there is strong winds and lightning, which clearly signifies how complex up Calixtas feelings for Alcee are at that moment. After this Alcee grabs Calixta close to him as she staggers back, she then retreats and immediately ask s where her son may be. This also shows that Calixta is having mixed feelings with the situation. Which is the reason she gets loose but does not tell Alcee to control himself but yet like nothing had happened wonders where her son may be, Bonte She cried, releasing herself from his arms circle arms and retreating to the window If I only knew were Bibi was

Black Hawk Down - Summary of the book as written by Mark Bowden :: American America History

minatory Hawk Down - Summary of the book as written by Mark BowdenIt was mid-afternoon on October 3, 1993. There were approximately 160 men eagerly awaiting the signal to proceed. Matt Eversmann sat waiting in super Six Seven, a Black Hawk helicopter. He noticed that things were being done differently from the other setups, which had been false. This time they were packing more ammo and the commander had come out to see them off. The troops were being sent in because warlords were allowing their people to starve to death. The world had sent food, and the warlords hoarded it. The world had decided to stop this. Todays rush was to invade the Habr Gidr clan that was in Mogadishu Somalia. The clan was led by Mohamed Farrah Aidid, but that days targets were two of his lieutenants. They were to be arrested and imprisoned with other clan members that had already been captured. At 332 P.M. the armada launched. They flew from the coastal airport into the city of Mogadishu. Above the city the men could see the destructions the city had experienced during civil war. Many buildings were demolished and the streets were crumbling. The Black Hawks were down low over the city, and the Little Birds were closing in on the target. Tires burning on the street near the target set alarm. It was a course Somalis signaled trouble and summoned militia. When the Little Birds came down people and cars began to scatter. Some people were gesturing eagerly. The Black Hawks would move in next. People began poring into the streets with weapons. Others were building barricades or lighting fires. The Rangers captured the two targets on with 22 other Somali men on the first floor of the target house. When the Rangers entered the second floor, shots started coming through a window. Rangers on the ground were dig at their own men. The young Rangers were poorly trained and dangerous. In the streets fire was rapidly exchanging. The Somali men took advantage of the Americans decency and hid be hind women and children. The Somalis moved in groups. The Rangers could not single out the ones with weapons. Things had gone pretty well. It was 350 P.M. The force would be one their way in ten minutes. The Humvees and trucks waited outside the main supply for the D-boys to wrap up. About this time

Comparing The Epic of Gilgamesh and Noah and the Flood Essay -- Book o

Comparing The Epic of Gilgamesh and Noah and the FloodIt is said that life is 10% what you make it and 90% how you take it. It is not the circumstances of life that determine a persons character. Rather, it is the way a character responds to those circumstances that provides a display of who he is. From the Epic of Gilgamesh, as translated by N.K. Sandars, and Noah and the Flood from the Book of Genesis, both Gilgamesh and Noah face similar circumstances, but dont always respond to them the same way. pass judgment immortality and the ultimate powerlessness to be in control of deaths inevitability is something that both Gilgamesh and Noah encounter. Gilgamesh faces the death of his closest companion, Enkidu, with hopelessness, fear, and anger. In his bitterness he cried, How can I be at peace? Despair is in my heart. What my brother is now, that I shall be when I am dead. (p. 141) To Siduris questioning, Gilgamesh responds, Because of my brother I am afraid of death, because of my b rother I stray through the wilderness and cannot rest. (p. 144) Noah, faced with the impending death of everyone except his own family and the pairs of creatures joining him in the ark, is unquestioning and obedient in following Gods instructions. later the instructions ab come forth the animals that he is to take into the ark, Noah did so just as God commanded him, so he did. (p. 172) When God tells Noah that He will blot out all of creation in forty days and forty nights, Noa...