Monday, December 30, 2019

A Client On Developing A Social Media / Networking Strategy

When I work with a client on developing a social media/networking strategy we focus on three of the available networking sites: Twitter, Facebook, and LinkedIn. Out of the three LinkedIn is still the one that provides the most opportunity for small businesses. Let’s take a look at some of the advantages LinkedIn offers: An Impressive Membership 50% are college graduate (another 30% have attended college) 50%+ are decision makers in their companies If you’re looking for a financially qualified prospect you’ve come to the right place. Expand and Enhance Your Networking Networking has been a staple for most business people throughout the years. LinkedIn doesn’t replace face-to-face networking but it can enhance it. Once you walk out of a meeting you are able to connect the person instantly to build a connection and to keep in touch. It is a great way to pursue business to your potential clients. Identify Prospects or Potential Employees Most businesses rely on sales people to develop new prospects. The difference between a failing business and a successful one is often the ability to find and develop new prospects. LinkedIn allows you to search for members that fit specific criteria. Looking to fill a business development position with software sales experience in Denver, you can identify individuals to target. Once you identify the individual that you are looking for you have access to their profile. You can learn a lot by reading a person’s profile and have an idea ofShow MoreRelatedOpportunities And Risks Of Social Media Essay902 Words   |  4 Pagesrisks of social media/network in businesses using social media/ network as marketing? †¢ What steps should an enterrizes notice before to slecting social media as a marketing? Introduction The extension of online networking like face book, twitter and YouTube and so forth created an extended path for organizations to market their items successfully on one hand and on other hand clients got viable control over the organization and its items by correspondence through these online networking systems.Read MoreThe Utilization Of Online Networking1621 Words   |  7 PagesIn this season of globalization, the world has transform into too little a spot because of the electronic media and entries. Correspondence has turned out strong as at no other time because of the coming of web. The long range informal communication destinations are picking up a considerable measure of ubiquity nowadays by the greater part of the informed youth utilizing either such site. These have assumed an imperative part in connecting limits and intersection the oceans and empowering them toRead MoreMarketing Pl Marketing Integration : Market Integration And Marketing1323 Words   |  6 PagesMarket Integration Networking plan Taking adorable photos of cute newborns requires skill and a willingness to work with a subject that doesn’t take direction well. We also need a marketing plan that helps build your business so it becomes a profitable company, and not just a photography hobby. Start by setting goals for your marketing efforts, such as obtaining a certain number of clients who want their baby’s photo taken in the next year. I also should know the type of person I want to work withRead MoreTask of the Project1502 Words   |  7 PagesTask B Survey use of social media by customers Questionnaire to customer type associations Compile questionnaire Identify associations Strategy for surveying Social media platforms enable you to create and engage communities online. These communities are of like-minded people who share opinions, ideas, and information of interest with one another. The networks that evolve on social media platforms like  Facebook, Twitter, LinkedIn, Pinterest, Foursquare, Google Plus might include theRead MoreContributing Effect Of Media On A Business Tool919 Words   |  4 PagesContributing effect of Media (Main Idea) It has been said that media relations assume a crucial part in the accomplishment of advertising and social cooperation. The sheer proliferation of social network use means that in terms of quantity, it is becoming more prevalent than e-mails, and businesses are increasingly using social networks as a business tool, often as a distinct part of marketing and public relations strategies (Ornstein, 2012). Thus the reason this strategy ends up being imperativeRead MoreSocial Media Has Impacted The Lives Of Teens And Adults1482 Words   |  6 PagesSocial networks have impacted the lives of teens and adults everywhere. This new trend has become the basis for sharing and receiving information. Businesses have been able to attract many clients through advertisements on social networks. Social media is a tool used to connect with people from all over the world and allow the user to share experiences or ideas with others.   Journalists have been able to broadcast political and pop culture news not only on television, but also through social mediaRead MoreThe Role Of Social Media On Event Marketing Essay2339 Words   |  10 Pages THE ROLE SOCIAL MEDIA CONTRIBUTES IN EVENT MARKETING 1.INTRODUCTION The development of Online networking in this day and age has truly been huge, given the way that there were times when we convey remotely just by means of post sends. In any case, as we People develop day by day so as our methods for deduction develops too and today right now the globalization has been made simple by means of web-based social networking. Individuals don t need to pay to send a card to another country to friendsRead MoreSocial Medi A Social And Technological Innovation1119 Words   |  5 PagesIntroduction: Social media are the various forms of user generated content and collection of websites and applications that enable people to interact and share information online. Now a day most of organizations are working using online services or sites that focus on building and reflecting on social relations among people. â€Å"Social networking on websites is a social and technological innovation that cannot be ignored anymore in the workplace† (Awolusi, 2012). Social media has become more popularRead MoreInformal Organization Marketing : Presentation3305 Words   |  14 Pagesexcitement to client. Casual groups or Social Media help in upgrading the elevating of relationship to new bits of learning about the brand, which offers inventive ways to deal with realize the key publicizing undertakings, and also new methods to win in online dialogs of basic business. Casual group promoting is an attempt to use interpersonal association to actuate purchasers that one s association, things and/or organizations are beneficial. Interpersonal association publicizing is strategy for advancingRead MoreSocial Media Has Made Great Headways915 Words   |  4 Pagesthe dot com bubble, social media has made great headways in the way internet users connect with one another. With advances in the way communication channels have opened up, majority of companies did not immediately join the social media revolution. Instead they took to the sidelines, observing the actions of interactions rather than taking part in the development and monitoring of these operations. This could have been attributed to the unclear understanding of how social media could be beneficial

Sunday, December 22, 2019

Book Report on the Go Between - 1676 Words

The Go-between By L.P. Hartley Leslie Poles Hartley was born in 1895; he studied in Oxford and was officer in France during World War 1. He was novelist, short-story writer and critic. His reputation as a writer was established with the publication of the trilogy of novels, The Shrimp and the Anemone (1944), The Sixth Heaven (1946), and Eustace and Hilda (1947). He died in 1972. The Go-between was first published in 1953, the following year it received the Heinemann Foundation Prize of the Royal Society of Literature. Its film version was also very successful and won the principal award at the Festival de Cannes in 1973. This book is a fiction, its a memory story: a man in his sixties looks back on his boyhood of the middle class†¦show more content†¦Hartley begins The Go-Between: with The past is a foreign country. They do things differently there. This book is memory like in The Glass Menagerie; it is a look through the dusty memory of a sixty years old man. Another key theme is class distinction and its warping effects upon the life of one small boy. Hes from a disadvantaged family and is invited in an aristocratic family. The father and the fiancà © are aware of the girls affair with the farmer, but do nothing about it. They are confident she will do the right thing in the end, and she does. Why dont you marry Ted, the boy asks the young woman. Because I cant, she replies. Then why are you marrying Trimmington? Because I must. She understands, and she is tough enough to endure. Indeed, at the end of the film she turns up years later as an old lady very much in the image of her mother. An extra theme is man-woman relationships and love. Marian and Ted are in love with each other and have an ardent affair together. Lord Trimmingham probably loved her too because he married her although she was pregnant and Leo felt in love with her as soon as he saw her. The diary is a symbol of the past and of the doom that chose him that summer, its like a pact that he signed, dreams and freshness gone for adult revelations. In the Zodiac on his diary, Leo is Mercury (virgin), messenger of the Gods, mercury also gauging the ever-rising heat of the summer, and of those passions of the adults circlingShow MoreRelatedFilm Analysis: The Minority Report Essay1596 Words   |  7 Pages The Minority Report is a film that tries to stop crimes before they happen, with the enlistment of 3 teen pre-cogs. These pre-cogs predict future murders and the authorities swoop in and arrest the would-be murders, before they have the chance of committing the crime. Even thing goes great until Anderton, a cop played by Tom Cruise, is suspected. Written by Philip K. Dick and then turned to film by Steven Spielberg in 2002, the short story to film became a success. Though there are many differencesRead MoreBookreport The Bully Essays893 Words   |  4 PagesLangan Book Report Shanta R. Wilson Liberty University PSYC/221 Mrs. Rhonda Wilson July 31, 2011 I am writing my book report for Mrs. Rhonda Wilson, which is the instructor for PSYC/221. The book I will be giving my report on is The Bully by Paul Langan. This book contains 190 pages. It was copyright in 2002 by Townsend Press, Inc. and printed in the United States of America. The cover was illustrated in 2001 by Gerald Purnell and was designed by Larry Didona. I choose this book becauseRead MoreProject Management The Wedding751 Words   |  4 PagesPROJECT â€Å"The Wedding† Due: 12-8-2013 Project Description This project requires research imagination, and logic in applying the content of this course and book. Go to Chapter 4 and pick Case Study# 2 titled â€Å"The Wedding† It starts at page 132. This case study will continue in Chapters 5 through 8. You will follow every step and answer questions in a presentation format. Project Requirements Assignment Due: This project assignment should be uploaded to the course ASSIGNMENTS no laterRead MoreKnowledge Is Power, And That s The Problem880 Words   |  4 Pagesbelieve books cause in their society. In Bradbury’s, Fahrenheit 451, Guy Montag a Fireman, not to be confused with a firefighter, was forced to burn books. Using a kerosene spray gun or flamethrower, Montag would take the books and burn them. Although the books held a plethora of information, this lack knowledge lead to a dystopian society full of censorship, ignorant unlearned individuals, and technological advancements beyond those which we know of today. It was not until Montag stole a book thatRead MoreAnalysis Of Matt Tabbi s Book Report1350 Words   |  6 PagesThe purpose of this report is to apply the thoughts and issues discussed in The Divide to our organization in order to better help and understand why these changes will be important, and what steps we could consider taking to improve the issu es in our organization. This report will be broken down into three parts. The first part will cover an overview of Matt Tabbi’s book. The second part will discuss my analysis of the issues. Finally the third part will be about the recommendations for futureRead MoreEssay about Daniel Keys Flowers For Algernon772 Words   |  4 PagesCHARLY The book â€Å"Flowers For Algernon†, by Daniel Keys was written in 1961. Later, Richard Heynes decided to produce the movie in 1968 properly called â€Å"Charly†. There are both similarities and differences between the two. However, the differences play a more crucial role between the two rather then the similarities. One major difference between the movie and book is the events that took place. One example is when Charly met Fay. This never happened in the movie. But in the movieRead MoreAnnotated Bibliography on Incarceration Rate: Is It Such a Good Thing776 Words   |  3 PagesNeighborhoods Worse. New York: Oxford University Press, 2007. Print. This book written by Bert Todd R. Clear, a distinguished Professor at John Jay College of Criminal Justice, was published in 2007 at the Oxford University Press being a summary of a number of sources. Clear is an accredited source because he is the founding editor of the journal Criminology Public Policy and an author of eleven books, numerous articles, and book chapters on criminal justice. The intended audiences are for people thatRead MoreAmazon and Barnes and Noble690 Words   |  3 Pagesthe Article   The purpose of this report is to evaluate E-commerce structure and strategy of Barnes amp; Noble and Amazon. As e-commerce market is highly competitive, it is important for the company to develop an effective strategy in order to gain customer’s loyalty, remain profitable and maintain the company’s image This is investigates success of three online book websites and how or if they have expanded their markets.    Amazon.com is the largest online book  retailer and now is the largest onlineRead MoreThe Battle of the Labyrinth737 Words   |  3 PagesBook Report The Battle of the Labyrinth Rick Riordan Introduction This book report is for the compilation of our project in English to be submitted to __________. The title of this book report is The Battle of the Labyrinth by Rick Riordan. It has twenty chapters with 361 pages and published by Disney Hyperion Books, an imprint of Disney Book group. Rick Riordan is the author of the New York Times #1 best-selling Percy Jackson and The Olympians Series. He lives in San Antonio, Texas, withRead MoreGang Leader for a Day: Book Review1413 Words   |  6 Pagesï » ¿ Gang Leader for a Day Book Review It takes a lot of guts and no small amount of courage and cunning to infiltrate a street gang in the tough neighborhoods of Chicago, but that is what Sudhir Venkatesh did as a 23-year-old graduate student at the University of Chicago. In order to find out first-hand how a gang that earns its money selling crack cocaine functions from the inside, Venkatesh dared to get involved on a superficial basis with the gang. But Venkatesh wasnt seen as person who was

Saturday, December 14, 2019

Managing Organisational Change Free Essays

string(56) " have been and are being put out to private tender \(e\." International Journal of Public Sector Management Emerald Article: Managing organisational change in the public sector Lessons from the privatisation of the Property Service Agency Ron Coram, Bernard Burnes Article information: To cite this document: Ron Coram, Bernard Burnes, (2001),†Managing organisational change in the public sector – Lessons from the privatisation of the Property Service Agency†, International Journal of Public Sector Management, Vol. 14 Iss: 2 pp. 94 – 110 Permanent link to this document: http://dx. We will write a custom essay sample on Managing Organisational Change or any similar topic only for you Order Now doi. org/10. 108/09513550110387381 Downloaded on: 17-01-2013 References: This document contains references to 56 other documents Citations: This document has been cited by 14 other documents To copy this document: permissions@emeraldinsight. com This document has been downloaded 4884 times since 2005. * Users who downloaded this Article also downloaded: * Ron Coram, Bernard Burnes, (2001),†Managing organisational change in the public sector – Lessons from the privatisation of the Property Service Agency†, International Journal of Public Sector Management, Vol. 4 Iss: 2 pp. 94 – 110 http://dx. doi. org/10. 1108/09513550110387381 Ron Coram, Bernard Burnes, (2001),†Managing organisational change in the public sector – Lessons from the privatisation of the Property Service Agency†, International Journal of Public Sector Management, Vol. 14 Iss: 2 pp. 94 – 110 http://dx. doi. org/10. 1108/09513550110387381 Ron Coram, Bernard Burnes, (20 01),†Managing organisational change in the public sector – Lessons from the privatisation of the Property Service Agency†, International Journal of Public Sector Management, Vol. 4 Iss: 2 pp. 94 – 110 http://dx. doi. org/10. 1108/09513550110387381 Access to this document was granted through an Emerald subscription provided by Edinburgh Napier University For Authors: If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www. emeraldinsight. com/authors for more information. About Emerald www. emeraldinsight. om With over forty years’ experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. *Related content and download information correct at time of download. The current issue and full text archive of this journal is available at http://www. emerald-library. com/ft IJPSM 14,2 94 Lessons from the privatisation of the Property Service Agency Manchester School of Management, UMIST, Manchester, UK Keywords Organizational change, Public sector management, Privatization, Government agencies, Public authority assets Abstract Whilst organisational change appears to be happening with increasing frequency and magnitude in both the public and private sectors, most of the major studies of change focus on the private sector and tend to derive their approaches to change from that sector. From a review of the literature, it is argued that there is no â€Å"one best way† to manage organisational change but that public sector organisations need to adopt an approach to change which matches their needs and situation. The article examines the privatisation of the Property Services Agency (PSA) in order to draw lessons as to how the public sector can and should manage change. It is shown that the privatisation was characterised by a lack of clarity, an over-emphasis on changes to structures and procedures, and staff resistance. However, underpinning this was an inappropriate approach to change. The article concludes that the main lessons of the PSA’s privatisation are that, in such circumstances, it is necessary to adopt an approach to change which incorporates both the structural and cultural aspects of change, and which recognises the need to appreciate and respond to staff fears and concerns. Managing organisational change in the public sector Ron Coram and Bernard Burnes The International Journal of Public Sector Management, Vol. 14 No. 2, 2001, pp. 94-110. MCB University Press, 0951-3558 Introduction From Kurt Lewin’s work in the 1940s to the present day, organisational change, as a systematic process, has moved from being a topic of interest to only a few academics and practitioners to one that is seen as lying at the core of organisational life (Senior, 1997; Stickland, 1998). However, whilst organisational change appears to be happening with increasing frequency and magnitude in both t he public and private sectors, most of the major studies of and approaches to change  ± with some notable exceptions (e. g. Pettigrew et al. , 1992)  ± focus on the private sector and tend to derive their approaches to change from that sector (e. g. Kanter et al. , 1992; Kotter, 1996; Mabey and Mayon-White, 1993; Pettigrew, 1985; Smith, 1997). Not only does this underplay the enormous changes which have taken place and are continuing to take place in the public sector, but it also ignores the need to develop approaches to change which are in tune with the circumstances in which public service organisations now find themselves (Flynn and Williams, 1997; Salauroo and Burnes, 1998). Though there have been some well-publicised examples of public sector change projects which have gone badly wrong (Brindle, 1999), there is no evidence to show that public sector managers are, inherently, any less capable of managing change than their private sector counterparts (Ferlie et al. , 1996). However, the challenges they face are different from those of their private sector counterparts, especially in terms of public accountability, demonstrating value for money, and in meeting the increasing expectations, regarding service levels and quality, of both the general public and politicians. Over the last 20 years, one of the most significant challenges that public sector managers have had to cope with, and one which has taken them into unknown territory, has been that the boundary between the public and private sector has become increasingly hazy (Crouch and Streeck, 1997; Flynn, 1993). In the UK, which has tended to be at the forefront of these developments, some public services, or parts of them, have been and are being put out to private tender (e. You read "Managing Organisational Change" in category "Papers" g. he management of some schools and local education authorities); in other cases, public bodies have been turned into quasi-independent organisations (e. g. the Benefits Agency); and, in other instances, some organisations have been and are being privatised in their entirety (e. g. public utilities). All these forms of organisational change throw up their own dilemmas and challenges, and they all require an approach to change which is appropriate to the circum stances involved. However, as Dunphy and Stace (1993) argued, there is no one approach which is suitable for all circumstances and objectives. This article examines one particular and major form of organisational change which continues to have a large impact on the public sector: privatisation. It focuses upon the Property Services Agency (PSA) which, until its privatisation in the early 1990s, was responsible for the construction, maintenance and management of all the UK government’s buildings and property. By presenting a case study of the privatisation of the PSA, the article seeks to draws lessons as to how the public sector can and should manage change. The article begins by reviewing the literature on change management. In particular, it draws attention to the need to recognise that there is no â€Å"one best way† to manage organisational change. This is followed by a description of the background to our research on the PSA, and the presentation of the case study itself. As the subsequent discussion section shows, the privatisation of the PSA was characterised by a lack of clarity, an over-emphasis on changes to structures and procedures, and staff resistance. Underpinning this was an inappropriate approach to change. In conclusion, the article argues that the main lessons of the PSA’s privatisation are that, in such circumstances, there is a need to adopt an approach to change which balances the structural and cultural aspects of change, especially the need to appreciate and respond to staff fears and concerns. Approaches to change management As Stickland (1998, p. 14) remarks: F F Fthe problem with studying change is that it parades across many subject domains under umerous guises, such as transformation, development, metamorphosis, transmutation, evolution, regeneration, innovation, revolution and transition to name but a few. Organisational change in the public sector 95 IJPSM 14,2 96 Especially over the last 20 years or so, as the pace and magnitude of organisational change appears to have accelerated, there has been a significant increase in the number of approaches to change management on offer (see Buchanan and Boddy, 1992; Buchanan and Storey, 1997; Burnes, 2000; Cummings and Worley, 1997; Dawson, 1994; Kanter et al. 1992; Pettigrew et al. , 1992; Senior, 1997; Stace and Dunphy, 1994; Stickland, 1998; Wilson, 1992). Nevertheless, most writers tend to fall into one of two broad camps: those who support the Planned approach to change and those who espouse the Emergent approach. The Planned approach originated in the 1940s from the work of Kurt Lewin (Lewin, 1947). Subsequently, it was adopted by, and became the central focus of, the Organization Development (OD) movement (French and Bell, 1995). However, in the 1980s, as a result of increasing criticism of the Planned approach, the Emergent approach to change came to the fore. Its proponents argued that the Emergent approach was more suitable for the dynamic and unpredictable conditions faced by organisations in the late twentieth century. The following briefly examines, and attempts to put into perspective, both these approaches to change in order to prepare the ground for presenting and discussing the privatisation of the PSA. Planned change: summary and criticisms Planned change is an iterative, cyclical, process involving diagnosis, action and evaluation, and further action and evaluation. It is an approach which maintains that once change has taken place, it must be self-sustaining (i. e. safe from regression). The purpose of Planned change is to improve the effectiveness of the human side of the organisation by focusing on the performance of groups and teams. Central to Planned change is the stress placed on the collaborative nature of the hange effort: the organisation, managers, recipients of change and change agents jointly diagnose the organisation’s problem and jointly plan and design the specific changes. Underpinning Planned change, and indeed the origins of the OD movement as a whole, is a strong humanist and democratic orientation and an emphasis on improving organisational effectiveness. The main criticisms levelled against the Planned approach to change are, as Burnes and Salauroo (19 95) point out, as follows. First, Planned change was developed specifically for, and in response to, topdown, autocratic, rigid, rule-based organisations operating in a somewhat predictable and controlled environment. However, an increasing number of writers argue that, in the turbulent and chaotic world in which we live, such assumptions are increasingly tenuous and that organisational change is more a continuous and open-ended process than a set of discrete and self-contained events (Garvin, 1993; Hatch, 1997; Nonaka, 1988; Peters, 1989; Stacey, 1993; Wooten and White, 1999). Second, and on a similar note, a number of writers have criticised the Planned approach for its emphasis on incremental and isolated change, and its inability to incorporate radical, transformational change (Dunphy and Stace, 1993; Harris, 1985; Miller and Friesen, 1984; Schein, 1985). Third, Planned change is based on the assumption that common agreement can be reached, and that all the parties involved in a particular change project have a willingness and interest in doing so. This assumption appears to ignore organisational conflict and politics, or at least assumes that problem issues can be easily identified and resolved. However, as Pfeffer (1981; 1992) showed, conflict and personal and group self-interest do play an important role in what changes take place and who benefits from them. Fourth, it assumes that one type of approach to change is suitable for all organisations, all situations and all times. Dunphy and Stace (1993, p. 905), on the other hand, argue that: Turbulent times demand different responses in varied circumstances. So managers and consultants need a model of change that is essentially a â€Å"situational† or â€Å"contingency model†, one that indicates how to vary change strategies to achieve â€Å"optimum fit† with the changing environment. Organisational change in the public sector 97 Leading OD advocates, as might be expected, dispute these criticisms and point to the way that Planned change has tried to incorporate issues such as power and politics and the need for organisational transformation (Cummings and Worley, 1997; French and Bell, 1995). Nevertheless, as criticisms of the Planned approach mounted, supporters of the Emergent approach gained ground. Emergent change: summary and criticisms There are many writers who have contributed to the development of the Emergent approach, notably Dawson (1994), Kanter et al. (1992), Kotter (1996), Pettigrew (1985) and Wilson (1992). Unlike the supporters of the Planned approach, the main proponents of the Emergent approach are a much more diverse group who are separated by both geographic and disciplinary divides. Nevertheless, they would, more or less, agree that the main tenets of Emergent change are as follows: . Organisational change is a continuous process of experiment and adaptation aimed at matching an organisation’s capabilities to the needs and dictates of a dynamic and uncertain environment. . Though this is best achieved through a multitude of (mainly) small- to medium-scale incremental changes, over time these can lead to a major re-configuration and transformation of an organisation. . Change is a multi-level, cross-organisation process that unfolds in an iterative and messy fashion over a period of years and comprises a series of interlocking projects. . Change is a political-social process and not an analytical-rational one. The role of managers is not to plan or implement change per se, but to create or foster an organisational structure and climate which encourages and sustains experimentation, learning and risk-taking, and IJPSM 14,2 . 98 . to develop a workforce that will take responsibility for identifying the need for change and implementing it. Although managers are expected to become facilitators rather than doers, they also have the prime responsibility for developing a collective vision or common purpose which gives direction to their organisation, and within which the appropriateness of any proposed change can be judged. The key organisational activities which allow these elements to operate successfully are: information-gathering  ± about the external environment and internal objectives and capabilities; communication  ± the transmission, analysis and discussion of information; and learning  ± the ability to develop new skills, identify appropriate responses and draw knowledge from their own and others’ past and present actions. Though not always stated explicitly, the case for an Emergent approach to change is based on the assumption that all organisations operate in a turbulent, dynamic and unpredictable environment. Therefore, if the external world is changing in a rapid and uncertain way, organisations need to be continuously scanning their environment in order to identify developments and respond appropriately. Though ultimately leading to organisational transformation, to be successful, it is argued, change needs to emerge locally and incrementally in order to respond to threats and opportunities thrown up by environmental instability. Because this is a continuous, open-ended and bottom-up process, the Planned approach to change is inappropriate. This leads to the first of three major criticisms of the Emergent approach: it is specifically founded on the assumption that all organisations operate in a dynamic environment which requires continuous transformation. It is, by its own definition, not applicable to organisations operating in stable environments where fine-tuning is the order of the day, or those whose circumstances require major changes through the use of rapid and coercive measures. The second criticism relates to the difference between these two approaches. The Planned approach is attacked because of its advocacy of â€Å"Refreezing† organisations after they have been changed (Kanter et al. , 1992). However, if one examines the process of change advocated by, for example, Dawson (1994), Kotter (1996) and Pettigrew et al. (1992), though they argue to the contrary, they do speak of change as a â€Å"transition† process which does have a beginning, middle and end. Indeed, as Hendry (1996, p. 24) comments: Scratch any account of creating and managing change and the idea that change is a threestage process which necessarily begins with a process of unfreezing will not be far below the surface. The final criticism concerns the emphasis that advocates of the Emergent approach place on the political and cultural aspects of change. Though undoubtedly politics and culture do play a role in the change process, a number of writers have begun to criticise what they regard as the overemphasis placed on these aspects of change. Hendry (1996, p. 21), for example, argues that: â€Å"The management of change has become F F F overfocused on the political aspects of change†, whilst Collins (1998, p. 100), voicing concerns of his own and of other researchers, argues that: F F F in reacting to the problems and critiques of [the Planned approach], managers and practitioners have swung from a dependence on under-socialized models and explanations of change and instead have become committed to the arguments of, what might be called, oversocialized models of change. Organisational change in the public sector 99 Therefore, though it has apparent advantages over the Planned approach, or rather it is applicable to situations for which Planned change is not suitable, an examination of the Emergent approach reveals that it not free from serious criticism. Putting change into perspective In examining the Planned and Emergent approaches to change, what we can see is that they focus on different aspects of organisations and are applicable to different situations. The Planned approach is primarily aimed at improving group effectiveness, tends to have a top-down orientation and is most suitable for stable environments. The Emergent approach, on the other hand, tends to focus on organisational transformation through continuous change and seems more suited to turbulent environments. This means that, despite their other strengths and weaknesses, both are essentially situational approaches: suitable only for particular situations. In addition, it is also clear that, even taken together, the two approaches do not cover all the broad spectrum of change events which organisations encounter. Senior (1997), for example, rawing on the work of Grundy (1993), identifies three categories of change: â€Å"smooth incremental†  ± covering slow, systematic, evolutionary change; â€Å"bumpy incremental†  ± pertaining to periods where the smooth flow of change accelerates; and â€Å"discontinuous change†. Cummings and Worley (1997) identify a continuum running from incremental change to quantum change. Dunphy and Stace (1992), in a similar but more detailed way, identify a four-stage change c ontinuum that comprises: fine-tuning, incremental adjustment, modular transformation and corporate transformation. Storey (1992) offers a four-fold typology of change: (1) Top-down systemic change. This is aimed at transforming the organisation. (2) Piecemeal initiatives. These are devised and implemented by departments or sections in an unconnected fashion. (3) Bargaining for change. This is where a series of targets are jointly agreed between managers and workers, but are pursued in a piecemeal fashion. (4) Systemic jointism. This is where managers and workers agree a total package of changes designed to achieve organisational transformation. IJPSM 14,2 100 Kanter et al. (1992), addressing the issue of transformational change, have noted that it can be achieved either by a Bold Stroke approach (rapid overall change) or a Long March approach (incremental change leading to transformation over an extended period of time). In a similar vein, Beer and Nohria (2000) make an interesting contribution to the change debate. Based on over 40 years of studying the nature of corporate change, they identify two basic archetypes, or theories of change: Theory E and Theory O. The main objective of Theory E change is to maximise shareholder value. It is applied in situations where an organisation’s performance has diminished to such an extent that its main shareholders demand major and rapid change to improve the organisation’s financial performance. Typically this is a â€Å"hard† approach based on downsizing, divestment of non-core or low-performing businesses, and the heavy use of financial incentives. Theory O, on the other hand, is also aimed at improving an organisation’s performance but his is more a â€Å"soft† approach which is based on developing the organisation’s culture and its human capabilities, and promoting organisational learning. Beer and Nohria (2000) believe that both of these are valid models of change but that both have their flaws. Theory E can achieve short-term financial gains but at the cost of denuding an organisation of the human capabilities and organisational culture necessary for lon g-term survival. Theory O, whilst focusing on these, falls into the trap of not restructuring to concentrate on core activities, thus failing to deliver shareholder value. To achieve the gains of both these approaches, whilst avoiding the pitfalls, Beer and Nohria advocate using these in tandem by focusing on the rapid restructuring elements of Theory E but following this with the human capability development offered by Theory O. Although similar to Kanter et al. ‘s (1992) â€Å"Bold Strokes† and â€Å"Long March†, this idea goes beyond most other writers by pointing out that it is possible and sometimes necessary to combine approaches to change, rather than arguing for some sort of universal approach. In concluding this review of the literature on organisational change, three issues need to be emphasised, which are as follows: (1) There are a wide variety of approaches to change, though some tend to be more popular than others. (2) As Burnes (1996) argues, there is no â€Å"one best way† to manage change. All the approaches on offer appear to be situational, i. e. limited in terms of the circumstances in which they are effective. Therefore, managers need to choose an approach which is suitable for their situation rather than assuming that what worked in the past will also work in the future. 3) In some situations, it may be necessary to combine, either concurrently or sequentially, different approaches to change. Having identified the main issues with regard to the literature on change, we can now proceed to examine how the PSA managed change in practice. This will commence with a brief description of the background to our research, and the methods employed. Background and methods This article is based on research carried out between 1995 and 1998 by the authors into the process and consequences of the privatisation of the Property Services Agency. The research had two main objectives: (1) To identify the reasons for, and the process of, the privatisation of the PSA. (2) Post-privatisation, to examine the impact of the new arrangements on relations between government departments and the newly-privatised PSA. As mentioned in the Introduction, this article is concerned with the first objective, the process of privatisation. For a review of the impact of privatisation on relations between government departments and the privatised PSA, see Burnes and Coram (1999). Looking at the design of the research and the methods used to study the changes at the PSA, the aim of the research was to construct a mainly qualitative case study of what took place. This was based on principles and methods of research advocated by writers such as Denzin and Lincoln (1998), Robson (1993) and Yin (1994). Though documentary evidence was collected, such as press reports, extracts from parliamentary debates, internal PSA documents and the National Audit Office reports into the sale of the PSA (NAO, 1995; 1996), the main source of data came from interviews with those most closely involved with the process. These fell into five groups: (1) Senior civil servants within the responsible for managing and privatising the PSA. (2) Senior civil servants responsible for managing and procuring property and property services for government departments. (3) Senior civil servants in the bodies responsible for advising departments on purchasing policy. (4) Directors and operational staff in the privatised companies, the majority of whom were former PSA employees. (5) The Civil Service trade unions involved in the privatisation negotiations. In total, some 50 individuals were interviewed. The interviews were taperecorded and transcripts sent to the interviewees for checking and correction. In addition, a draft of the final report of the research was sent to the interviewees for comment. These data formed the basis of the following description of the privatisation process. Organisational change in the public sector 101 IJPSM 14,2 102 The privatisation of the Property Services Agency (PSA) Background The origins of the PSA can be traced to 1962 when the Ministry of Public Buildings and Works was made responsible for maintaining all the UK government’s civil buildings. A year later, the Ministry was merged with the Works Directorates of the Admiralty, War Office and Air Ministry. The merger increased the Ministry’s workforce to over 60,000. With the creation of the Department of the Environment (DoE) in 1970, it was decided that the responsibility for construction and maintenance services should become the responsibility of a separate agency and thus the Property Services Agency was born. Its role was to: F F F provide, manage, maintain, and furnish the property used by the government, including defence establishments, offices, courts, research laboratories, training centres and land (PSA, 1988, inside cover). In the 1960s and 1970s, few questioned whether or not such activities were best carried out by the public sector, but in the 1980s the tide of opinion began to turn (Crouch and Streeck, 1997). Claims of bureaucratic inefficiency and waste in the UK public services were nothing new (Chapman, 1978; Fulton, 1968; Plowden, 1961). However, what was new, with the election of Margaret Thatcher as Prime Minister in 1979, was that tackling â€Å"bloated, wasteful, overbureaucratic, and underperforming† public services became the centrepiece of government policy (Ferlie et al. , 1996, p. 11). Subsequently, successive Conservative governments attempted to deliver better value for money in public services through measures such as privatisation, outsourcing and compulsory competitive tendering (Flynn, 1993; Horton, 1996). Not surprisingly, given its size and importance, but most of all given the fact that it seemed to be carrying out a role that in other sectors of the economy was carried out by the private sector, the PSA became a prime target for reform. The process of privatisation In retrospect, it is possible to see that the process of privatising the PSA went through six key stages and began well in advance of the actual announcement that it was to be privatised: . Stage 1. In order to increase the commercial efficiency of the PSA, in 1986 the government appointed the consultancy firm Deloitte to develop and introduce new accounting and management information systems. These new systems were designed to allow the PSA to operate along private sector lines and to abandon public sector practices which were seen as uncommercial. . Stage 2. In 1987, it was announced that, from April 1988, civilian departments of government could take responsibility for commissioning their own construction projects with a value of over ? 150,000. The Ministry of Defence was allowed to follow suit in April 1990. In effect, . . . . this meant that the PSA was going to have to bid alongside private sector companies for government work. Stage 3. In 1988, the Secretary of State for the Environment announced that the PSA would in future operate on a commercial basis. This is to say that its income, and indeed its survival, would depend on gaining work from government departments in the face of private sector competition. To facilitate this, the PSA was restructured into a number of separate business functions. In addition, in order to promote a more commercial orientation, a Business Development Directorate was established within the PSA. The consultants Price Waterhouse were appointed to operate alongside the new Directorate to assist the PSA’s commercial development by, among other things, training staff in business accounting, financial management, business planning, people management, customer care and marketing. Stage 4. In September 1989, the government announced that the PSA was to be privatised. In June 1990, the legislation necessary to enable this to take place was passed. Stage 5. In October 1990, in preparation for privatisation, the PSA was restructured into three main businesses: PSA Projects, PSA Building Management (which was eventually split into five separate companies), and PSA International (which, in the end, was closed down rather than sold). Stage 6. PSA Projects was privatised in 1992. This was followed in 1993 by the sale of the five companies which comprised PSA Building Management. Organisational change in the public sector 103 The above presents the privatisation of the PSA as a relatively straightforward and well-planned process. However, this is far from the reality of what happened. First, it must be recognised that most of the above actions were imposed on the PSA rather than arising from the decisions of its own management. Second, the six stages focused very much on changes to structures and procedures whilst paying little attention to the need for attitudinal, behavioural and cultural changes or, indeed, the reaction of the PSA’s staff to the notion of privatisation. Finally, as the following will explain, the move to privatise the PSA was far slower and much messier than either the government or the PSA’s management had allowed for. The pace of privatisation As the following quotation from a director of one of the privatised companies indicates, the privatisation of the PSA took longer, and was more difficult, than expected: The privatisation process was a very lengthy process. It was much longer than it was originally intended to be and meant that the natural unease and nervousness that occurs during such periods was prolonged. IJPSM 14,2 104 The main reasons for this slowness were twofold. Lack of strategic direction. At first, the PSA’s Board appeared to treat privatisation as a standard public sector change programme which could be planned in advance, executed in a straightforward way with few unforeseen problems, and which staff would accept, even if they did not like it. However, this proved to be far from the case. The PSA’s Board brought in a firm of consultants to help them to clarify the PSA’s strategic direction but, as this remark by PSA’s then Deputy Chief Executive demonstrates, the result seemed somewhat unfocused: For example, we did a lot of work on objectives. I don’t think I can remember what we boiled it down to in the end, F F F something like: to preserve the maximum number of viable longterm jobs. Whatever the merits or not of the work the Board did, the middle and lower reaches of the PSA seemed more alarmed than consoled by developments. It was also the case that even where positive decisions were taken by the top, such as a commitment to provide retraining and outplacement support for staff, they found it difficult to put them into practice. One former PSA Director stated that: There were a few things like that [the training] where I think the best intentions at the top were weakened by people underneath, and I didn’t know why. The difficulties faced by top management in developing a new strategy for the PSA and in pushing forward the pace of privatisation were threefold. The first was that though, as civil servants, they had been brought up in a stable environment which operated by well-understood rules, they found themselves having to transform the organisation into a commercial entity that could be successful whilst not understanding the nature of competition nor ever feeling in control of the pace of change. The second was that, having been used to running a bureaucratic organisation with compliant staff, they found themselves attempting to construct a more flexible and entrepreneurial body with an increasingly disgruntled and worried workforce. The last was that, their actions were being dictated and judged by their political masters, whose sole concern appeared to be to privatise the PSA as quickly as possible, no matter what it cost or who was offended. Therefore, senior managers found themselves caught between the politicians’ desire for speed and their staff’s desire for job security, both of which clashed with their own cautious and ruledriven approach to change. Resistance by PSA employees. This was the second main reason for the slowness of the privatisation process. The majority of PSA employees did not want their organisation privatised. Not only did they value the stability and certainty that working for a government body gave them, but also most believed that the PSA had little chance of survival in the private sector. As one of their trade union officials put it: The implications of privatisation for staff, in respect of pensions, severance terms, general pay and conditions, were enormous. What happens if the organisation who took them over went bust at some later date? The result of this uncertainty and fear for their future was that staff sought to resist and delay privatisation. On an individual basis, many staff resisted by withholding information and slowing down the process wherever possible. For example, some staff basically gave up work and devoted all their time to searching for another job, whilst others fabricated rumours. There was also a general increase in union militancy. On a collective basis, the PSA staff trade union decided to oppose the privatisation. As one union official commented: F F F we felt and still feel that if you are providing a service for the public sector and using taxpayers’ money, that it’s quite inappropriate to have this work carried out by organisations making a profit. Organisational change in the public sector 105 The official also went on to state that it was union policy to delay the privatisation: F F F the idea was that the longer it took, the longer people were in the public sector. There were issues about information, about negotiation over what the implications of the sale would be for staff, and obviously, from that point of view, the idea of slowing the process down wasn’t one that we were objecting to. Eventually this resistance became overt and staff took industrial action, including working to rule and strikes. In a belated attempt to defuse staff opposition to privatisation, the government devised a staff choice scheme whereby PSA staff could choose to transfer fully to the privatised companies, to be seconded to them for a limited period, or to take early retirement. The staff choice scheme also protected employees’ pension entitlements. Though this defused some of the opposition, it was not until after the 1992 General Election, when many people  ± mistakenly as it turned out  ± expected a change of government, that staff finally accepted the inevitability of privatisation. As can be seen, the PSA’s privatisation was characterised overall by uncertainty, delay and a lack of any clear strategic direction (other than to privatise it). The entire process was driven by one unquestionable aim: privatisation. The process, cost and consequences of privatisation were all subordinate, and, in some senses, irrelevant to achieving that one aim. Though clear in itself, the aim provided no guidance as to how it was to be achieved nor, importantly, did it offer any direction for what was to take place afterwards. As for the PSA’s strategy, instead of clarity and purpose, what developed was a stream of unplanned, ad hoc and muddled decisions made in reaction to events, rather than in anticipation of them. Discussion Though it is not the purpose of this article to evaluate the merits or otherwise of the decision to privatise the PSA, it is important to recognise that the wave of privatisation seen in the UK in the 1980s and 1990s was essentially based on a IJPSM 14,2 106 political belief that the private sector, driven by competitive pressures, was far better at delivering value-for-money services than the public sector (Crouch and Streeck, 1997; Ferlie et al. , 1996; Flynn, 1993). Consequently, the privatisation of the PSA, like other privatisations, was not driven by some form of rationaleconomic decision-making process, but by a political agenda aimed at transferring parts of the public sector to the private sector. Consequently, successive governments were less concerned with the process of change, or indeed its cost, than with ensuring that the transfer took place. It is not surprising, then, that the PSA’s staff should have felt resentment and a sense of betrayal that, after many years of public service, their careers and livelihoods were threatened by what appeared to them to be ideological dogma. This put the senior managers of the PSA in a situation for which they were ill-prepared and had little experience. They had to plan for, and get staff to comply with, a proposition for which they themselves seemed to have little sympathy and over which, in the final analysis, they felt they had little control. To achieve privatisation, they attempted to apply the sort of rational-planned approach to change which had worked for them when undertaking change in the past. But past changes had been undertaken within a relatively stable public sector environment, with a compliant workforce and with few potential losers. Unfortunately, the government’s policy in this instance was driven by mainly ideology rather than rationality. It was designed to remove the PSA from the public sector, the workforce were afraid and hostile, rather than compliant, and there were a great number of potential losers. It was also the case that the senior echelons of the PSA appeared themselves to be apprehensive and lacking in support for the privatisation. Therefore, not surprisingly, senior managers found it difficult to devise and put their plans into practice when faced with an uncertain environment and a hostile staff. As time passed, three factors came to the fore which ensured that privatisation was completed: (1) In order to achieve its objective of privatising the PSA, the government eventually recognised it would need to be pragmatic as to how this was achieved and its cost. (2) The PSA management abandoned its planned approach to change and, basically, adopted a reactive and ad hoc approach to overcoming the barriers to privatisation  ± dealing with them as they arose and being prepared to be flexible in most aspects of the process. 3) After the 1992 General Election produced no change of government or policy, it became clear to staff that the privatisation of the PSA was inevitable. As can be seen, in terms of strategic change, this was an instance where there was a clear, though limited, objective, but no clear or consistent strategy for achieving it. It is highly debatable whether or not the privatisation of the PSA has produced any measurable benefits to the UK taxpayer. Certainly the g overnment’s own National Audit Commission (NAO, 1995; 1996) was critical of the cost and process of the PSA’s privatisation. Also, whilst most organisations in the private sector appear convinced that closer, less hostile and longer-term working relationships between customers and suppliers are the way to achieve best value for money, this does not seem to be the case in terms of the public sector’s relations with the privatised PSA or other companies in the construction industry (Burnes and Coram, 1999). As far as change management was concerned, what we can see is that the PSA’s managers attempted to apply the sort of quick, top-down, mechanistic approach to change which had previously worked well in the relatively stable world of the public sector. However, the PSA was moving into unknown territory, the private sector, which was far more dynamic and unpredictable than it was used to. Also, it needed to achieve two forms of change at the same time: changes to structures, practices and procedures; and changes to attitudes, behaviour and culture. Whilst the traditional top-down public sector approach might be suitable to the former, provided the environment was relatively stable, it was not suitable to the latter, regardless of the nature of the environment. This meant that the PSA’s leaders were attempting to take their staff into unknown territory, using an inappropriate approach and in a direction with which even they were apparently ill at ease. Conclusions As the literature review argued, there is no â€Å"one best way† to manage change. Just because an approach was deemed appropriate and worked over a period of time does not mean it will work in all situations or for all time (Burnes, 1996). A top-down, planned approach may well be suitable for a stable, public sector bureaucracy, but if a need arises to move the same bureaucracy into the private sector, the same approach is unlikely to work. As Dunphy and Stace (1993, p. 905) remarked: â€Å"Turbulent times demand different responses F F F† Although the privatisation of the PSA is now a past event, the nature of the public sector and whether further elements of it should be privatised, or required to become more market-orientated, still form part of the current political agenda in most countries. Consequently, the lessons of the PSA’s privatisation are still very relevant to those who make public policy and to those charged with carrying out the changes which such policies require of them. The main lessons are as follows. First, to prepare services for privatisation, or to operate on a more commercial basis, requires both structural and cultural change. As Allaire and Firsirotu (1984) showed, to achieve both requires different approaches with different timescales. A similar point was made by Beer and Nohria (2000), cited earlier, who call for a combination of Theory E and Theory O approaches to achieve such transformations. To focus on only one of these, as was the case with the PSA, is unlikely to achieve the benefits which policy makers expect, and taxpayers increasingly demand. Organisational change in the public sector 107 IJPSM 14,2 108 Second, there is a need to win over staff, or at the very least to address their concerns and fears. A key element in this is the need for policy makers to move beyond basing their decisions mainly on dogma or political creed, and instead, as O’Toole and Jordan (1995, p. 190) recommend, to base them upon â€Å"a rigorous identification of weaknesses and a considered plan to remedy those defects†. As far as the PSA case was concerned, there was never really any attempt to win over staff or, until quite late in the process, to address their fears and concerns. The main reason for this was that the PSA’s senior managers did not know how to promote a decision based on dogma, one which they had played no part in developing, and over whose consequences they had significant reservations. Third, it should also be noted that the PSA’s management themselves did not possess the skills or experience to manage such a change process. Although this was recognised by the provision of consultants to help with the more structural and technical changes, support for the more cultural aspects appears to have been ignored. Therefore, in conclusion, as can be seen, the PSA’s privatisation was flawed and, some might consider, ill-conceived in the first place. However, this should not blind us to the important lessons it offers both policy makers and practitioners when considering and managing organisational changes in the public sector. Policy makers rightly require and expect public sector employees to provide value for money. In turn, public sector employees have a right to expect policy makers to take decisions, and manage the consequences which flow from these, in such a way that it can be openly seen that value for money is their primary concern. References Allaire, Y. and Firsirotu, M. E. (1984), â€Å"Theories of organizational culture†, Organization Studies, Vol. 5 No. 3, pp. 193-226. Beer, M. and Nohria, N. (2000), â€Å"Cracking the code of change†, Harvard Business Review, May/June, pp. 133-41. Brindle, D. (1999), â€Å"Pensions computer upgrade hit by 1,900 bugs as deadline looms†, The Guardian, 26 January, p. 3. Buchanan, D. A. and Boddy, D. (1992), The Expertise of the Change Agent, Prentice-Hall, London. Buchanan, D. A. and Storey, J. (1997), â€Å"Role-taking and role-switching in organizational change: the four pluralities†, in McLoughlin, I. and Harris, M. Eds), Innovation, Organizational Change and Technology, International Thompson, London. Burnes, B. (1996), â€Å"No such thing as a `one best way’ to manage organisational change†, Management Decision, Vol. 34 No. 10, pp. 11-18. Burnes, B. (2000), Managing Change, 3rd ed. , Prentice-Hall, Harlow. Burnes, B. and Coram, R . (1999), â€Å"Barriers to partnership in the public sector: the case of the UK construction industry†, Supply Chain Management, Vol. 4 No. 1, pp. 43-50. Burnes, B. and Salauroo, M. (1995), â€Å"The impact of new customer-supplier relationships on mergers within the NHS†, Journal of Management in Medicine, Vol. No. 2, pp. 14-29. Chapman, L. (1978), Your Disobedient Servant, Chatto Windus, London. Collins, D. (1998), Organizational Change, Routledge, London. Crouch, C. and Streeck, W. (Eds) (1997), Political Economy of Modern Capitalism, Sage, London. Cummings, T. G. and Worley, C. G. (1997), Organization Development and Change, 6th ed. , South-Western College Publishing, Cincinnati, OH. Dawson, P. (1994), Organizational Change: A Processual Approach, Paul Chapman Publishing, London. Denzin, N. K. and Lincoln, Y. S. (Eds) (1998), Strategies for Qualitative Enquiry, Sage, London. Dunphy, D. D. and Stace, D. A. 1992), Under New Management: Australian Organizations in T ransition, McGraw-Hill, Roseville. Dunphy, D. D. and Stace, D. A. (1993), â€Å"The strategic management of corporate change†, Human Relations, Vol. 46 No. 8, pp. 905-18. Ferlie, E. , Ashburner, L. , Fitzgerald, L. and Pettigrew, A. (1996), The New Public Sector in Action, Oxford University Press, Oxford. Flynn, N. (1993), Public Sector Management, Harvester-Wheatsheaf, London. Flynn, R. and Williams, G. (Eds) (1997), Contracting for Health, OUP, Oxford. French, W. L. and Bell, C. H. (1995), Organization Development, 5th ed. , Prentice-Hall, Englewood Cliffs, NJ. Fulton, The Lord (1968), The Civil Service: Report of the Committee, Cmnd 3638, HMSO, London. Garvin, D. A. (1993), â€Å"Building a learning organization†, Harvard Business Review, July/August, pp. 78-91. Grundy, T. (1993), Managing Strategic Change, Kogan Page, London. Harris, P. R. (1985), Management in Transition, Jossey-Bass, San Francisco, CA. Hatch, M. J. (1997), Organization Theory: Modern, Symbolic and Postmodern Perspectives, Oxford University Press, Oxford. Hendry, C. (1996), â€Å"Understanding and creating whole organizational change through learning theory†, Human Relations, Vol. 48 No. 5, pp. 621-41. Horton, S. 1996), â€Å"The Civil Service†, in Farnham, D. and Horton, S. (Eds), Managing the New Public Services, 2nd ed. , Macmillan, Basingstoke. Kanter, R. M. , Stein, B. A. and Jick, T. D. (1992), The Challenge of Organizational Change, Free Press, New York, NY. Kotter, J. P. (1996), Leading Change, Harvard Business School Press, Boston, MA. Lewin , K. (1947), â€Å"Frontiers in group dynamics†, in Cartwright, D. (Ed. ) (1952), Field Theory in Social Science, Social Science Paperbacks, London. Mabey, C. and Mayon-White, B. (1993), Managing Change, 2nd ed. , The Open University/ Paul Chapman Publishing, London. Miller, D. and Friesen, P. H. (1984), Organizations: A Quantum View, Prentice-Hall, Englewood Cliffs, NJ. NAO (1995), Interim Report: PSA Services, The Sale of PSA Projects, Report by the National Audit Office, HMSO, London. NAO (1996), PSA Service: The Transfer of PSA Building Management to the Private Sector, Report by the National Audit Office, HMSO, London. Nonaka, I. (1988), â€Å"Creating organizational order out of chaos: self-renewal in Japanese firms†, Harvard Business Review, November-December, pp. 96-104. O’Toole, B. J. and Jordan, G. (Eds) (1995), Next Steps: Improving Management in Government, Dartmouth, Aldershot. Peters, T. 1989), Thriving on Chaos, Pan, London. Pettigrew, A. M. (1985), The Awakening Giant: Continuity and Change at ICI, Blackwell, Oxford. Organisational change in the public sector 109 IJPSM 14,2 110 Pettigrew, A. M. , Ferlie, E. and McKee, L. (1992), Shaping Strategic Change, Sage, London. Pfeffer, J. (1981), Power in Organizations, Pitman, Cambridge, MA. Pfeffer, J. (1992), Managing with Power: Politics and Influence in Organizations, Harvard Business School Press, Boston, MA. Plowdon, The Lord (1961), Control of Public Expenditure, Cmnd 1432, HMSO, London. PSA (1988), PSA Annual Report 1987-88, HMSO, London. Robson, C. 1993), Real World Research, Blackwell, Oxford. Salauroo, M. and Burnes, B. (1998), â€Å"The impact of a market system on the public sector: a study of organisational change in the NHS†, The International Journal of Public Sector Management, Vol. 11 No. 6, pp. 451-67. Schein, E. H. (1985), Organizational Culture and Leadership: A Dynamic View, Jossey-Bass, San Francisco, CA. Senior, B. (1997), Organisational Change, Pitman, London. Smith, S. (Ed. ) (1997), Create That Change! , Kogan Page, London. Stace, D. A. and Dunphy, D. D. (1994), Beyond the Boundaries: Leading and Re-creating the Successful Enterprise, McGraw-Hill, Sydney. Stacey, R. (1993), Strategic Management and Organisational Dynamics, Pitman, London. Stickland, F. (1998), The Dynamics of Change: Insights into Organisational Transition from the Natural World, Routledge, London. Storey, J. (1992), Developments in the Management of Human Resources, Blackwell, Oxford. Wilson, D. C. (1992), A Strategy of Change, Routledge, London. Wooten, K. C. and White, L. P. (1999), â€Å"Linking OD’s philosophy with justice theory: postmodern implications†, Journal of Organizational Change Management, Vol. 12 No. 1, pp. 7-20. Yin, R. K. (1994), Case Study Research: Design and Methods, Sage, London. How to cite Managing Organisational Change, Papers

Thursday, December 5, 2019

Art Spiegelmans Nature Vs. Nurture Essay Example For Students

Art Spiegelmans Nature Vs. Nurture Essay I enjoy the work of Art Spiegelman. Spiegelman uses the playful medium of comic books in order to communicate his thoughts and feeling on more serious topics. He is the only person to win the Pulitzer Prize for Fiction for a comic book. In Nature vs. Nurture Spiegelman explores the issue of gender and how much influence a parent has, (nurture), over what is innate with a child. In this entry I will describe this comic strip and give my opinion of what Spiegelmans thoughts are on the subject of nature vs. nurture. The comic strip features an academic looking father and his three or four-year-old daughter. The strip begins with the father watching his daughter play with her doll. The girls speech bubble says, Poor baby sleepy? Okayà mama gonna sing you a lullabye! The father responds with, C,mon, Nadja. You dont just want to play with toys that reinforce preconceived gender roles, do you, sweetie? After his little speech he brings his daughter a toy fire engine to play with. In order to get little Nadja fired up about the new toy the father gets down on the floor and shows her how everything works. He clangs the bell and orders passersby out of the way. The father is having a very good time playing with the toy but finally turns it over to his daughter. After looking at the fire truck for just a moment Nadjas speech bubble says, Poor little truckie!Mamas gonna wrap you inna blankee and give you a little bottle. The poor father heaves a sigh and looks thoroughly beaten. In this comic strip, I think Spiegelman is pointing out that we are who we are. I believe Spiegelman is arguing nature over nurture. In this particular strip he has an educated father trying to get his daughter to play with a truck. I find this interesting for two reasons. First, he is showing that the father has an active interest in not wanting his daughter to be limited to girl things. This is interesting because generally speaking, I believe most men would like to keep gender roles cemented in place. The second interesting thing I found, is that Spiegelman chooses to use a young girl instead of a boy. Typically when I think of people trying to equalize gender roles in children, I think of young boys. We are always trying to soften up our boys by taking away their guns and making sure they have dolls to play with, and for girls we generally offer gender neutral things, like, doctor sets and drums. Very rarely do I see people giving their girls toys designed for boys. You can see in this comic strip that the father really likes playing with the truck, maybe he is lost in his own childhood memories and wants to be able to share the excitement he felt as a boy with his daughter. I believe Spiegelman does a nice job of showing how we as parents need to accept our children for who they are. That each child is born with a personality and identity unique to them and even though as parents we might like our children to be something else, we must accept them the way they are. Even though Spiegelmans Nature vs. Nurture is short, I believe it is a powerful statement of how we perceive not only our children but other people in general. We must be willing to accept another persons individuality despite our own disappointment when our expectations are not met. As Im sure our professorial father did in this comic strip.

Thursday, November 28, 2019

Quick Biography of Benjamin Franklin free essay sample

Ben Franklin was born in 1706 as the tenth son of a soap maker named Franklin and his second wife, Folder. Ben Franklin worked as an apprentice at his brothers newspaper, The New England . After the newspaper got popular, Franklin sent In letters from a fake woman named Silence Do good, until his brother found out and scolded him. He ran away from his brothers harsh torment in 1723. When Franklin left, he went to Philadelphia to work on his own printing business.He eventually borrowed some money and began his own business, in which he worked diligently on his business. In 1730, Ben married his childhood sweetheart, Deborah Read. Together, the Franklins had their print shop, general goods store, and a book store, so one might say they were enterprising. In 1 733, Franklin took the alias Richard Sanders, and created Poor Richards Almanacs. This almanac not only included the weather reports, recipes and seed predictions like the others, but it also had witty aphorisms. We will write a custom essay sample on Quick Biography of Benjamin Franklin or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page One of these aphorisms has meaning beyond just what it says: A quiet conscience sleeps in thunder, but Rest and Guilt live far asunder. A simplistic meaning for this aphorism is: Someone who is without fault sleeps well, while one who has done wrong and regrets it will have restless nights. EVERYDAY USE There is not an abundance of times when this phrase is used in present day. There are those times when a man can sleep, because he is free from guilt and regrets. Then there have been many cases in which the same man may not be able to sleep because he has wronged another, and he knows he has done wrong.These are examples of how it happens in daily life, although it is not normally said by people of this time period. This quote has become almost irrelevant in todays society. There is more than likely no normal person who knows this aphorism, let alone uses it. Even if a person is guilty or distraught, there is now medicine to help them sleep, so this quote Is not useful. Most people today have regrets and have done wrong, but it really does not matter because of these medicines that make people sleep.

Monday, November 25, 2019

How Dare a Writing Contest Take Your Rights

How Dare a Writing Contest Take Your Rights After posting the Story Shares writing contest in the newsletter a couple weeks ago, people wrote me, asking what I thought about the fact those who enter give up payment and rights You have read the terms correctly; we are asking writers who enter the contest to give us the rights to publish their stories widely and for free. This arrangement allows us to fulfill one of our core missions for Story Shares, which is to increase the library of materials available to teens and young adults who struggle with reading. If we only displayed the 5 winning stories, the library would not be nearly as big as it will be under the current terms for the contest. Since this is a nonprofit initiative, we are not seeking any financial benefit from publishing the stories. We are simply trying to do as much as possible to fill the need for more high-quality reading materials available to the millions of struggling teen and adult readers who need them. In order to do that, we need to retain the rights to publish stories for free. We understand that these might not be ideal conditions for you to publish and will be sorry to miss out on your story. Folks . . . being a nonprofit does not negate the need to pay your suppliers. They will pay the publisher. I guarantee that they pay the website designer and hosting service for the Story Shares site. They have access to grants and sponsors to fund these writers and all else they do, especially riding on the wave of education. Instead of trying to find the funds to pay the writers, they instead  take the work for free. And trust me . . . their promotion of you is not going to open many doors. In a subsequent email, they went on to say they endorse writers and promote them, though they are not paid. They claim to have great relationships with all their writers, saying, in essence, the organization isnt malicious or gold-digging. However, they are using the contest to populate their program. I get irritated with some literary journals that do the same thing, but at least those markets are selective and state that some non-winning stories may be considered for publication. Here, however, Story Shares states you give up rights upon submission. They are giving $5,000 in prize money. Why not use that money to pay smaller amounts to all writers who submit, calling it a Call for Submissions? I can tell you why. The substantial prize money is bait to gather more submissions that they can use for free. Sorry, but I dont think the Outreach Coordinator (who has published through Story Shares) who wrote me or the founders and CEO of the program are working for free. If they choose to do so, good for them; however, I take issue with the fact they think others should do the same. But somehowI sense they are getting paid. If you feel this is a good charitable cause, and wish to donate your work, feel free. But FundsforWriters was founded upon writers earning a living from their work, and therefore,  FundsforWriters does not endorse storyshares.org/ and apologizes for having listed it in a previous newsletter.

Thursday, November 21, 2019

MBA Entrepreneurship Essay Example | Topics and Well Written Essays - 3500 words

MBA Entrepreneurship - Essay Example The company seeks to provide storage facilities to the residents of the area along with additional packing, and moving services. Also, it seeks to ensure that the possessions of people are well protected and cared for. The market for the service is somewhat competitive in the sense that there are a few large scale competitors who can make it hard to launch and develop the storage facility. However, most of the competitors operate in certain particular areas and so none has a monopoly over the whole of Hong Kong. The market plan therefore, at least in the short run, is to start the storage facility business from a densely populated area (Kwun Tong) where there are a lesser number of competitors and a greater demand. In the long run, the company may concentrate on the spreading of the business to other areas. Over the past few years Hong Kong has progressed in terms of economic growth with an average GDP increase of 5% each year. (HKs Current Economic Situation) Although this has been beneficial for the domestic companies of Hong Kong (our company included) because of the increase in the domestic demand, however it is also true that the economic prosperity of Hong Kong has attracted many foreign investors. The presence of such investors poses a threat in the form of the competition that they generally provide. In order to overcome the consequent harsh operating conditions that have arisen, the company has concentrated on certain objectives. The company has formulated certain objectives keeping in mind certain observations from the past. This includes the clarification of the goals of the business that has to be started as Bergsman (2004) relates. The company is keen to invest in mini storage facilities often referred to as the self storage facilities. Self storage facilities consist of self storage spaces that are

Wednesday, November 20, 2019

Sec accredited investor for hedge funds PowerPoint Presentation

Sec accredited investor for hedge funds - PowerPoint Presentation Example According to this regulation, accredited investors are those individuals or group of investors who possess financial might and autonomy. These investors are legalized to invest in a higher risk investment such as hedge funds, limited partnerships, seed money, and private placements networks. It also refers generally to wealthy individuals and organizations such as insurance firms, banks, big charities, and some corporations who are allowed to invest in securities markets. These investors require very little protection offered by particular government filings. (Jaffer p. 134) As explained earlier, accredited investors are investors who are financially powerful and very rich individuals and to qualify as accredited investor, one must have at least one of the following: as an individual or together with his or her spouse must have a net worth more than $1 million. He or she must have stable financial income of more than $200,001 annually or a steady joint income of more than $300,000. One must be a director, general partner, or executive officer for the hedge fund . An employee benefit plan or a trust can qualify as accredited investors if the total asset exceeds $5 million. An American financial journalist known as Alfred W. Jones, in 1949, created the first Hedge fund. By then the funds were known to manage the investment risk due to dynamics in the financial markets. The number of hedge fund grew to over 200 by 1968. Hedge funds refer to privately managed accredited investment funds or securities markets. These are investments made in wide range of markets and large schemes and are bound by regulatory restrictions of a given country. In some countries like in U.S, the regulations restrict hedge fund involvement to certain group of accredited investors. These investments are quite flexible and often permit withdrawals or

Monday, November 18, 2019

Health Psychology Master Essay Example | Topics and Well Written Essays - 2000 words

Health Psychology Master - Essay Example As Tudor (1996) states mental health should be seen as a 'positive concept', that must be seen as different from psychopathology. Good mental health is not only about not having difficulties which cannot be overcome, but also implies that the individual will develop in, an emotionally and intellectually, healthy way across their lifetime. These healthy skills will give the individual, child or adult, the strength to be able to manage when life's inevitable problems find them, as well as being able to form fulfilling interpersonal relationships (BMA, 2006; MHF, 2006). The term mental health covers a wide range of difficulties that individuals may encounter throughout their lives. These can range from everyday concerns, such as a homework deadline, to severe and crippling problems, such as depression (BMA, 2006). The ONS (2006) defines mental health disorders as a set of clinically recognised abnormal behaviour and symptoms, which cause the individual extreme distress and distortion to their everyday lives. These crippling problems cause great suffering for the individual, and severely affect their ability to function in everyday life. However, these disorders do not manifest over night. They are usually brought on slowly and have roots in childhood (Ahrons, 2004). Therefore, if British children are already suffering from mental health difficulties, then as an adult they will have a high chance of these problems continuing or reoccurring. As has been reported in the media (USAtoday, 2008; The Times, 2008; BBC, 2008) British society seems to be letting down their children, as they are reportedly 'the unhappiest children in Europe' (UNICEF, 2006). Other research has implied these same results (Alexander & Hargreaves, 2007; Porthouse, 2006). Research published in Porthouse (2006) stated that John Bradshaw has shown that British children were more unhappy than most of their European counterparts. This led to a flurry of research on the matter. Bradshaw's report (Porthouse, 2006) and later ones from UNICEF (2006) have suggested that Britain is one of the worst places for child health, that British teenagers have the second lowest score for their hopes and ambitions for their future careers and employment prospects. The UNICEF (2006) report covered six main dimensions including material wealth, family relationships and peer relationships, education, the child's subjective understanding of their well-being, all brought toget her to present an encompassing picture of British children's lives. Alexander & Hargreaves (2007) state that what was most striking from their research was the amount of agreement which the results showed, particularly in the main areas of 'educational purpose, curriculum and assessment, the condition of childhood and society, and the world in which today's children are growing up' (p.1). What was more striking though was the negativity and 'critical tenor' that these issues told the researchers. The researchers found repeatedly that the children felt under powerful or even extreme pressure from the schools they attended. However, Harris and Guten (1979) state an individual's health behaviour shows little consistency. They may go to the gym everyday to look after their bodies, and then eat fast-food burger on the way home. This makes applying theory difficult. In addition, health behaviour tends to change over periods of time, making conclusive assumptions of

Friday, November 15, 2019

Importance Of Grid Computing

Importance Of Grid Computing Today we are in the Internet world and everyone prefers to enjoy fast access to the Internet. But due to multiple downloading, there is a chance that the system hangs up or slows down the performance that leads to the restarting of the entire process from the beginning. This is one of the serious problems that need the attention of the researchers. So we have taken this problem for our research and in this paper we are providing a layout for implementing our proposed Grid Model that can access the Internet very fast. By using our Grid we can easily download any number of files very fast depending on the number of systems employed in the Grid. We have used the concept of Grid Computing for this purpose. The Grid formulated by us uses the standard Globus Architecture, which is the only Grid Architecture currently used Worldwide for developing the Grid. And we have proposed an algorithm for laying our Grid Model that we consider as a blueprint for further implementation. When practically implemented, our Grid provides the user to experience the streak of lightening over the Internet while downloading multiple files. Whats Grid computing? Grid Computing is a technique in which the idle systems in the Network and their wasted CPU cycles can be efficiently used by uniting pools of servers, storage systems and networks into a single large virtual system for resource sharing dynamically at runtime. These systems can be distributed across the globe; theyre heterogeneous (some PCs, some servers, maybe mainframes and supercomputers); somewhat autonomous (a Grid can potentially access resources in different organizations). 2. Grid computing (or the use of a computational grid) is the application of several computers to a single problem at the same time usually to a scientific or technical problem that requires a great number of computer processing cycles or access to large amounts of data. According to John Patrick, IBMs vice president for Internet strategies, the next big thing will be grid computing. Although Grid computing is firmly ensconced in the realm of academic and research activities, more and more companies are starting to turn to it for solving hard-nosed, real-world problems. 3.IMPORTANCE OF GRID COMPUTING: Grid computing is emerging as a viable technology that businesses can use to wring more profits and productivity out of IT resources and its going to be up to you developers and administrators to understand Grid computing and put it to work.Its really more about bringing a problem to the computer (or Grid) and getting a solution to that problem. Grid computing is flexible, secure, coordinated resource sharing among dynamic collections of individuals, institutions, and resources. Grid computing enables the virtualization of distributed computing resources suchas processing, network bandwidth,and storage capacity to create a single system image, granting users and applications seamless access to vast IT capabilities. Just as an Internet user views a unified instance of content via the World Wide Web, a Grid user essentially sees a single, large, virtual computer. Grid computing will give worldwide access to a network of distributed resources CPU cycles, storage capacity, devices for input and output, services, whole applications, and more abstract elements like licenses and certificates. For example, to solve a compute-intensive problem, the problem is split into multiple tasks that are distributed over local and remote systems, and the individual results are consolidated at the end. Viewed from another perspective, these systems are connected to one big computing Grid. The individual nodes can have different architectures, operating systems, and software versions. Some of the target systems can be clusters of nodes themselves or high performance servers. 4. BEGINNINGS OF THE GRID Parallel computing in the 1980s focused researchers efforts on the development of algorithms, programs and architectures that supported simultaneity. During the 1980s and 1990s, software for parallel computers focused on providing powerful mechanisms for managing communication between processors, and development and execution environments for parallel machines. Successful application paradigms were developed to leverage the immense potential of shared and distributed memory architectures. Initially it was thought that the Grid would be most useful in extending parallel computing paradigms from tightly coupled clusters to geographically distributed systems. However, in practice, the Grid has been utilized more as a platform for the integration of loosely coupled applications some components of which might be running in parallel on a low-latency parallel machine and for linking disparate resources (storage, computation, visualization, instruments). Coordination and distribution two fundamental concepts in Grid Computing. The first modern Grid is generally considered to be the information wide-area year (IWAY). Developing infrastructure and applications for the I-WAY provided a seminar and powerful experience for the first generation of modern Grid researchers and projects. This was important, as the development of Grid research requires a very different focus than distributed computing research. Grid research focuses on addressing the problems of integration and management of software. I-WAY opened the door for considerable activity in the development of Grid software. 5.TYPES OF GRID: The three primary types of grids and are summarized below: 5.1 Computational Grid A computational grid is focused on setting aside resources specifically for computing power. In this type of grid, most of the machines are high-performance servers. 5.2 Scavenging grid A scavenging grid is most commonly used with large numbers of desktop machines. Machines are scavenged for available CPU cycles and other resources. Owners of the desktop machines are usually given control over when their resources are available to participate in the grid. 5.3 Data Grid A data grid is responsible for housing and providing access to data across multiple organizations. Users are not concerned with where this data is located as long as they have access to the data. 6.OUR PROPOSED GRID MODEL: We are using the Scavenging Grid for our implementation as large numbers of desktop machines are used in our Grid and later planning to extend it by using both Scavenging and data Grid. Figure1 gives an idea about the Grid that we have proposed. Cycle_stealing CPU-scavenging, cycle-scavenging, cycle stealing, or shared computing creates a grid from the unused resources in a network of participants (whether worldwide or internal to an organization). Typically this technique uses desktop computer instruction cycles that would otherwise be wasted at night, during lunch, or even in the scattered seconds throughout the day when the computer is waiting for user input or slow devices. 6.PROBLEMS DUE TO MULTIPLE DOWNLOADING: While accessing Internet most of us might have faced the burden of multiple downloading and in particular with downloading huge files i.e., there can be a total abrupt system failure while a heavy task is assigned to the system. The system may hang up and may be rebooted while some percentage of downloading might have been completed. This rebooting of the system leads to download of the file once again from the beginning, which is one of the major problems everyone is facing today. Let us consider N numbers of files of different sizes (in order of several MBs) are being downloaded on a single system (a PC). This will take approximately some minutes or even some hours to download it by using an Internet connection of normal speed with a single CPU. This is one of the tedious tasks for the user to download multiple files at the same time. Our Grid plays a major role here. 8.CONCEPT OF OUR PROPOSED GRID: In order to avoid this problem we have formulated our own Grid for such an access to the Internet via an Intranet (LAN). By using our Grid these large numbers of files are distributed evenly to all the systems in the Network by using our Grid. For example we have taken into account of a small LAN that consists of around 20 systems out of which 10 systems are idle and 5 systems are using less amount of CPU(for our consideration) and their CPU cycles are wasted. And our work begins here, as we are going to efficiently utilize those wasted CPU cycles into working cycles. FIGURE 1: LAYOUT OF OUR INTRANET GRID 8.1WORKING OF THE PROPOSED GRID: When we are downloading multiple files using Internet the Grid formulated by us comes in to action. A dialog box will appear on the Desktop asking the user whether to use the Grid or not? If the user selects use the Grid, then automatically the available system resources in the Network are obtained by the Globus Toolkit. The configurations of the idle systems are noted and the highest configuration system gets the highest priority in the priority Queue. E.g. If there is a supercomputer with 8 CPUs, another Supercomputer with 5 CPUs and some other PCs with P3-2.0GHz, P4-2.0GHz, P4-2.5GHz, P3-1.0GHz, P31.3GHz, P4-1.5GHz, P3-1.13GHz, P4-2.4GHz are found in the Network. Then the order of priority will be: 1. Supercomputer-8 CPUs, 2. Supercomputer-5 CPUs, 3. P4-2.5GHz, 4. P4-2.4GHz, 5. P4-2.0GHz, 6. P3-2.0GHz, 7. P4-1.5GHz, 8. P31.3GHz, 9. P3-1.13GHz, 10. P3-1.1GHz. Now the user can click any number of files to download. The file size of each file is obtained and is stored in the priority Queue based on maximum size as highest priority. Now the highest priority fileis matched with the highest priority system in the Network. The files get evenly distributed to their matched idle systems. The downloading gets completed in those systems and these file gets stored in the common database. The authenticated user can access this database and can retrieve his file that he has downloaded. The various processes that are taking place in our Grid such as authentication, availability of resources, scheduling, data management and finally job and resource management are viewed by following a standard architecture The Globus Architecture. 9.EMPLOYING THE GLOBUS ARCHITECTURE IN OUR GRID: While planning to implement a Grid project, we must address issues like security, managing and brokering the workload, and managing data and resources information. Most Grid applications contain a tight integration of all these components. virtual_organisation The Globus Project provides open source software tools that make it easier to build computational Grids and Grid-based applications. These tools are collectively called the Globus Toolkit. Globus Toolkit is the open source Grid technology for computing and data Grids. On the server side, Globus Toolkit 2.2 provides interfaces in C. On the client side, it provides interfaces in C, Java language, and other languages. On the client side, the Java interfaces are provided by the Java Commodity Grid (CoG) Kit. Globus runs on Linux, AIX, HP-UX, Solaris, and also on windows operating systems. The Globus architecture represents a multiple-layer model. The local services layer contains the operating system services and network services like TCP/IP. In addition, there are the services provided by cluster scheduling software (like IBM Load Leveler) job-submission, query of queues, and so forth. The cluster scheduling software allows a better use of the existing cluster resources. The higher laye rs of the Globus model enable the integration of multiple or heterogeneous clusters. 10.ACCESSING THE INTRANET GRID: When any user wants to access our proposed Intranet Grid in order to download multiple files over the Internet, then he should follow certain procedures that we consider necessary for the security of our Grid. The main Requirements for Processing in Grid Environment are: Security: single sign-on, authentication, authorization, and secure data transfer. Resource Management: remote job submission and management. Data Management: secure and robust data movement. Information Services: directory services of available resources and their status. Fault Detection: Checking the intranet. Portability: C bindings (header files) needed to build and compile programs. 11.EXISTING ALGORITHM FOR GLOBUS ARCHITECTURE: Step[1]. Create security_proxy via GSI services Step [2]. Access a MDS-GIIS server Step [3]. Search for required machine(s) Step[4]. Rank the machine list based on a scheduling policy Step [5]. Prepare the data Step[6]. Transfer the data to the target machine by using GASS services Step [7]. Prepare a RSL document Step[8]. Submit the program using GRAM services Step [9]. React to status changes from GRAM Step[10]. Get results via GASS Here, we have got the resources available in the Network which is automatically done by have the Globus Toolkit in the server. When we want to download a file this information has to be matched with the client module and then the downloading has to be carried out in the clients. For this we have added some modules to the Grid Architecture. ADDED MODULE: Step [11]. Get the Information about files to be downloaded. Step[12]. Match the files with appropriate Machines. Step [13]. Store files in common database. Step[14]. Retrieval of data from database is done after proper authentication. Youll also see how Grid services and the very framework it all rests on is very much like object-oriented programming. 12.PROPOSED ALGORITHM FOR OUR INTRANET GRID: Steps to perform multiple downloading on the Grid. The host details are got from the server of the LAN in order to identify the various hosts. The host information is got whenever needed on the priority queue basis. //module for downloading files [1]. Start lookup // look for file size and resource information [2]. Declare nres, nfile // no of resources available and no of files [3]. Input nres, nfiles [4]. Input size // the file size [5]. Initialize P1 . res info // store the resource information in priority queue P1 with highest system configuration as priority [6]. Initialize P2 . file size // store the file information in the priority queue P2 with maximum file size as priority [7]. If condition (nfiles == nres) // check whether the no of resources is equal to no of files [8]. Initialize counter [9]. For (counter =1; counter [10].Assign the 1st file of P2 to the 1st node in P1.// first node will be node with highest configuration and first file will be the file maximum size. [11].Start processing // files directed to the appropriate system for accessing their wasted CPU cycles. [12].Loop [13].Else: [14].Start timer [15].Delay . 1 min [16].Collect incoming files // the files that the user clicked to download in this duration. [17].Assign the files . P2 [18].Goto step 8 [19].Goto step 1 [20].End // when the user exits from proposed Grid. 13. CHANLLANGES OF GRID A word of caution should be given to the overly enthusiastic. The grid is not a silver bullet that can take any application and run it a 1000 times faster without the need for buying any more machines or software. Not every application is suitable or enabled for running on a grid. Some kinds of applications simply cannot be parallelized. For others, it can take a large amount of work to modify them to achieve faster throughput. The configuration of a grid can greatly affect the performance, reliability, and security of an organizations computing infrastructure. For all of these reasons, it is important for us to understand how far the grid has evolved today and which features are coming tomorrow or in the distant future 14.Job flow in a grid environment Enabling an application for a grid environment, it is important to keep in mind these components and how they relate and interact with one another. Depending on your grid implementation and application requirements, there are many ways in which these pieces can be put together to create a solution. 15.Cloud Computing vs Grid Computing: For some, the comparison between these two types of computing could be hard to understand since they arent much exclusively to each other .Rather,they are used for enhancing the utilization of the available resources. The only differentiating factor between the two is the method it adopts for computing the tasks within there individual environments.In grid computing, a single big task is split into multiple smaller tasks which are further distributed to different computing machines. Upon completion of these smaller task, they are sent back to the primary machine which in return offers a single out put. Whereas a cloud computing architecture is intended to enable users to use difference services without the need for investment in the underlying architecture.Though, grid too offers similar facility for computing power ,but cloud computing is not restricted to just that.With a cloud users can avail various services such as website hosting etc. In some aspects Cloud Computing will beat Grid computing,In some aspects Grid Computing will beat Cloud Computing Technology. 16.Grid Usage : 1)Over view of AppLogic 2)Application Configuration 3)Application Provisioning 4)Application Template and Provisioning with AppLogic 2.3.9 5)Custom Application Development 6)Application Migration 7)Hands-on Custom Appliances 8)Creating Custom Appliances Catalogs 9)Building Appliances with the new APK 10)New Linux Distro Appliances 11)Application Architecture and Development 12)Building Application Scalability 13)Creating Assemblies 14)Installing c Panel on on Applogic 15)Volume Maintainence 16)Failure Handling Recovery 17)High Availability 18)Scalable cPanel Application overview 19)Backup and Disaster Recovery Strategies 17.ADVANTAGES Some advantages are quite obvious. No need to buy large symmetric multiprocessors(SMP) servers for applications that can be split up and farmed out to smaller servers (which cost far less than SMP servers). Results can then be concatenated and analyzed upon job(s) completion. Much more efficient use of idle resources. Jobs can be farmed out to idle server or even idle desktops. Many of these resources sit idle especially during off business hours. Grid environments are much more modular and dont have single points of failure. If one of the servers/desktops within the grid fail there are plenty of other resources able to pick the load. Jobs can automatically restart if a failure occurs. This model scales very well. Need more compute resources just plug them in by installing grid client on additional desktops or servers. They can be removed just as easily on the fly. Upgrading can be done on the fly without scheduling downtime. Since there are so many resources some can be taken offline while leaving enough for work to continue. This way upgrades can be cascaded as to not effect ongoing projects. Jobs can be executed in parallel speeding performance. Using things like MPI will allow message passing to occur among computer resources. Can solve larger, more complex problems in a shorter time Easier to collaborate with other organizations Make better use of existing hardware 18.DISADVANTAGES Grid software and standards are still evolving Learning curve to get started Non-interactive job submission 19 CURRENT PROJECTS AND APPLICATIONS The Enabling Grids for E-sciencE project, which is based in the European Union and includes sites in Asia and the United States, is a follow-up project to the European DataGrid (EDG) and is arguably the largest computing grid on the planet. This, along with the LHC Computing Grid (LCG), has been developed to support the experiments using the CERN Large Hadron Collider. The LCG project is driven by CERNs need to handle huge amounts of data, where storage rates of several gigabytes per second (10 petabytes per year) are required. A list of active sites participating within LCG can be found online as can real time monitoring of the EGEE infrastructure.The relevant software and documentation is also publicly accessible. Another well-known project is distributed.net, which was started in 1997 and has run a number of successful projects in its history. The NASA Advanced Supercomp-uting facility (NAS) has run genetic algorithms using the Condor cycle scavenger running on about 350 Sun and SGI workstations. Until April 27, 2007, United Devices operated the United Devices Cancer Research Project based on its Grid MP product, which cycle-scavenges on volunteer PCs connected to the Internet. As of June 2005, the Grid MP ran on about 3.1 million machines . Another well-known project is the World Community Grid . The World Community Grids mission is to create the largest public computing grid that benefits humanity. This work is built on the belief that technological innovation combined with visionary scientific research and large-scale volunteerism can change our world for the better. IBM Corporation has donated the hardware, software, technical services, and expertise to build the infrastructure for World Community Grid and provides free hosting, maintenance, and support. 20.CONCLUSION: Grid computing was once said to be fading out but due to the technological convergence it is blooming once again and the Intranet Grid we have proposed adds a milestone for the Globalization of Grid Architecture, which, leads to the hasty computing that is going to conquer the world in the nearest future. By implementing our proposed Intranet Grid it is very easy to download multiple files very fast and no need to worry about the security as we are authenticating each and every step taking place in our Grid and in particular user to access the database. Further implementations could be carried out in the nearest future. ACKNOWLEDGEMENTS Thanks for having a review on our paper and awaiting for your comments and suggestions. BIBILIOGRAPHY: [1].The Globus Alliance, The Globus Toolkit 3.0. [2].Foster, The GRID: Blueprint for a New Computing Infrastructure.Morgan-Kaufmann, 1999. [3].Foster, I, Kesselman, C, Nick, J.M., and Tuecke, S. The Physiology of the Grid: An Open Grid Services Architecture for Distributed Systems Integration. WEB REFERENCES: [1].www.wikipedia.com [2].www.GridForum.org www.gridcomputingplanet.com [4]. www.globus.org/ogsa.2002 [5] http://www.gridrepublic.org/ Authors Biography A.Rajashree doing my B.Tech IT 2nd Year in Bannari Amman Institute of Technology ,Sathyamangalam,ErodeDistrict.My mail id is [emailprotected] .Mobile number:9965546234 Tharani.V doing my B.Tech IT 2nd Year in Bannari Amman Institute of Technology ,Sathyamangalam,ErodeDistrict.My mail id is [emailprotected] Mobile number:8508538449