Ray Kroc Essay -- Food Industry Fast Food Restaurants Essays

Ray Kroc They are everywhere! From downtown Chicago to a rural town in Nebraska, fast-food restaurants have become a trademark of how Americans live today. Hurrying to make time for an afternoon appointment, a woman decides to make a short stop for lunch. Pulling her sports utility vehicle up to the window, she quickly grabs a delicious meal for a small price. But where did the idea come from? In the small town of San Bernadino, California, during the fifties, a young man named Ray Kroc had an idea that would drastically revolutionize the food industry with the efficient use of a multimixer, new ideas, and incredible entrepreneurship, the McDonalds corporation began a remarkable empire in the American and worldwide fast-food industry. Ray Kroc began his working career the same as most others do by finding a solid job with a steady cash flow, and hope of promotion. Determined to find work for his future wife's hand in marriage, Ray quickly became a salesmen for a Lily cup industry. Unfortunately for Ray, it didn't start off in the way that he thought it would. Struggling to support his wife and newborn baby under low pay, Ray would also play piano part time to earn extra money. While working for the chance of a promotion, he worked hard in his job going from place to place selling papercup products. It was in these early business days that Ray first showed a sign of his talent in economic ideas. He had an idea to modify a paper cup in that it could be formed in a way which kept the cup more durable. The cup's name was rightfully called the "One in a Million," and the introduction of this new product took off like a barn fire and boosted sales dramatically in a stagnant industry. The intelligent business decisio ns made by Ray were incredible. He advised the head of the company to raise the price of the new cup by two cents. Instead of selling at ten cents, the cup sold at twelve which made the boss an extra one hundred thousand dollars. With this invention by Ray Kroc, new ideas were stimulated and more inventions were created. The invention of the multimixer, by Earl Prince, was a five spindled milkshake machine that Ray believed had tremendous potential. When Earl Prince found out about Ray Kroc's business and selling tactics, he instantly proposed that Ray leave the Lily Tulip company and go into business with him. Ray would sell the... ... the demands of a changing society. Ray commented on all his success by saying, "Everything seems to be coming up roses. I'll be able to tell you more Manana...Manana..."(Kroc 207). At age fifty-two, Ray Kroc took an idea of the McDonalds brothers, and opened his first franchise. Within a decade he became a millionaire and his journey is a classic success story. Sadly, after thirty years of working for his own company, Ray died of heart failure on January 14, 1984. During 1983, the system wide sales of over four thousand restaurants accumulated almost nine billion dollars in sales. And in December of that year Ray was saluted as one of fifty individuals who had made the greatest contribution to the American way of life in the twentieth century. The West Coast Reviews of books writes, "Few entrepreneurs can claim to have actually changed the way we live, but Ray Kroc is one of them. His revolutions in food service automation, franchising, shared national training, and advertis ing have earned him a place beside the men who founded not merely businesses but entire new industries." Ray Kroc's influential life not only provided work for millions, but changed the life of billions.

Motivational Factors

Abstract This paper will explore and discuss the motivational factors that managers must be proficient with in order to accomplish the organization’s goals and objectives. This exploration and discussion will include aspects of different theories to understand how motivation affects the accomplishment of the organization’s goals and objectives. This exploration will be emphasized and interconnected with motivational theories to increase the success of today’s organizations and explain the impact managers have on the success of their organizations.In addition, this explanation will discuss how motivation is initiated and how this affects the personal and organizational goal settings. Implications and conclusions will be drawn from the application of ample discussion setting forth a better management practice that strengthens the understanding of the need of more motivation in today’s organizations. Motivational Factors and Organizational Goals Accomplishmen t Managers must consider many motivational factors to motivate their employees to perform at their highest ability.Motivation has internal and external forces, which influence employees’ behavior. â€Å"Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action† (Daft & Marcic, 2010, p. 404). Any person who is successful in whatever they are doing it is very likely due to set goals. Goal Setting is extremely important to motivation and success. Motivating employees is beneficial for both managers and employees because it enhances productivity and the accomplishment of the organizational goals.In order to achieve these goals, employees need to be well trained and motivated by managers which are the key factors in the success of this task. Employees are the most important assets and they are human being first and then the employees. For that reason, they must be treated fairly and with dignity. This is one of the most prominent motivating factors in any organization. Leaders and managers need to earn the respect of their employees in order to excel in their task. Departing from the premise of treating others with respect and dignity, employees will react in the same way.Managers can show respect to their employees by assigning them tasks that they are best suited for them. Every employee has a unique set of skills and talents that are an enormous resource for managers. Managers by communicating employees’ strong points will motivate them to accomplish their task resulting in a higher level of job satisfaction. It also builds the employee’s self-esteem and confidence leading to very strong and loyal employees. This starts a cycle of self-motivation and confidence that continually builds upon its own momentum if carefully managed.Organizations with this type of management achieve their organizational goals with ease. Everything starts with a common cy cle of motivation that needs to be fulfilled to attain the motivation desired of the employees. Figure1 shows this cycle. Figure 1. A simple model of motivation. This figure illustrates the basic elements of human motivation: need, behavior, and rewards. Source: Daft, R. (2008). Management. (8th ed). Mason, OH: Thompson South-Western, p. 522, exhibit 16. 1. Need The basic element of the motivational process in management starts with the satisfaction of employees’ needs.While motivation is universal and each employees needs are unique, managers must focus on identifying what needs are important to each individual in order to satisfy these needs and encourage the motivational environment within the organization. It is important that â€Å"managers take into account theories that will provide them a full understanding of motivation and its implementation in the workplace† (Patterson, 2007, p. 57). For instance, Maslow’s hierarchy of needs theory proposes that withi n every person there are needs that must be satisfied.These include safety, social, esteem, and self-actualization needs. Within each of these stages, there is a vast range of needs that could fit into each category suggesting each individuals needs could be different and unique as illustrated in table 1. Behavior â€Å"Motivation is what influences behavior† (Daft & Marcic, 2010, p. 72). Therefore, employees’ motivation must be what influences employee behavior at work. Employees can be motivated by an employer, a co-worker, or any situation in their life.While employees behave at the level their employer is looking for, managers must develop proficiency in the motivational arena. This proficiency of the application of the motivational factors will help managers to motivate their employees and fulfillment of their needs. It is important to mention that employees are human beings that have needs and they want to fulfill those needs in a successful manner. Abraham Maslo w's theory is one of the most widely discussed theories of motivation emphasizing that Table 1 Maslow’s Hierarchy of NeedsNeed HierarchyFulfillment off the jobFulfillment on the job Self-actualizationEducation, religion, hobbies, personal growthOpportunities for training, advancement, growth, and creativity EsteemApproval of family, friends, communityRecognition, high status, increased responsibilities BelongingnessFamily, friends, community groupsWork groups, clients, coworkers, supervisors SafetyFreedom from war, pollution, violenceSafe work, fringe benefits, job security PhysiologicalFood, water, oxygenHeat, air, base salary Note: This table represents the hierarchy of needs theory.This theory proposes that people are motivated by five categories of needs that exist in hierarchical order as illustrated in the table from bottom to top. Daft, R. (2008). Management. (8th ed). Mason, OH: Thompson South-Western, p. 525, exhibit 16. 2. human beings have wants and desires which i nfluence their behavior as illustrated in table 1. Daft ; Marcic (2010) mentioned, â€Å"Only unsatisfied needs influence behavior, satisfied needs do not† (p. 233). For that reason, managers have to be proficient in the motivation arena in order to have employees performing well in the organization.They also need to understand what makes employees behave well in the workplace. Reward Employee motivation, positive employee morale, and rewards are important for the success of every organization. People have unique characteristics that make them special. These characteristics will define the level of satisfaction needed to satisfy their needs whether physically, economically, emotionally, or among others. The satisfaction level will affect morale, motivation, and their quality of life in a positive or negative way. Therefore, it is imperative every organization develop a recognition program that is motivational and rewarding.No discussion of rewards would be complete without ad dressing intrinsic and extrinsic rewards. When someone feels gratification when doing something it is considered as an intrinsic reward. â€Å"Intrinsic rewards are the satisfaction a person receives in the process of performing a particular action† (Daft, 2008, p. 522). This satisfaction is caused by choices and perception a person has when accomplishing a task. Keun and Kulviwat (2008) mentioned in their research that â€Å"expectancy is the perceived connection between the effort and the outcome and the perception between the outcome and the reward† (p. 95). Expectancy theory is about the mental processes that an individual undergoes to make choices. Intrinsic motivation is motivated by the interest or enjoyment in the task itself and exists within the individual rather than relying on any external pressure as in the case of extrinsic motivation. Extrinsic rewards can be considered as when somebody tries to make someone else do something by giving them an external i ncentive that gratifies the receiver. Daft (2008) mentioned, â€Å"Extrinsic rewards are originated externally as a result of pleasing others† (p. 522).External rewards are extra pay, bonuses, promotion, incentives, among others. In the article, James (2005) presents a point of view of the cognitive evaluation theory to explain how â€Å"external motivation occurs when explicit rewards are implemented, which results in individuals having greater satisfaction† (p. 549). This theory is a theory in Psychology that is designed to explain the effects of external consequences on internal motivation. Intrinsic motivational factors are part of the job itself and boost the personal satisfaction by accomplishing something worthwhile.Many organizations need a combination of intrinsic and extrinsic motivators to encourage top-notch performance. Managers must ensure their organization has a very good employee reward program in place that promotes creativity and excellence. Feedback Providing ample feedback would work for employees motivated by esteem, while â€Å"providing predictable work, with minimal risk and uncertainty† would satisfy employees who desire security (Moyer ; Dunphy, 2007, p. 37). Any company that values its employees should provide feedback to their employee regularly.Feedback offers invaluable insight to employees about their performance that ultimately can affect the employees’ motivation. The key to a successful feedback is to focus on positive rather than negative feedback on the employees’ performance, which is the primary purpose of feedback. Feedback is not difficult but is a skill that all managers must master. Once mastered, managers have a powerful tool for sharing knowledge and facilitating knowledge skill enhancement. From Where Motivation Comes From Motivation may come from within a person or as the result of the situation.In contemporary workplaces, employees have become accustomed to external motivations such as bonuses, extra days off, contest prizes, etc†¦ The problem with motivation resulting from a situation is that they no longer motivate employees when they are no longer in the situation. External Motivation can make people dependent on things that are never part of a long-term motivational scene. If people want motivation to go deeper, they will have to find a way to create it within themselves or intrinsically. Internal motivation is self-motivation. It resides in everyone although it may be dormant. It is lasting and powerful.In combination with the external motivators mentioned earlier it is the foundation for success of organizations. Therefore, motivation comes from within and from a situation but self-motivation may be more powerful and last longer. Conclusion Overall, the motivational process is universal as all organizations through various strategies attempt to motivate employees in order to attain high performance and achieve organizational goals. The categorie s within these theories are wide-ranging thus suggesting that there are no definite motivator factors for each employee but each individual motivation is unique.Managers must consider many motivational factors and apply them to the employee’s need uniqueness. The basic element of the motivational process in management starts with the satisfaction of employees’ needs. For that reason, managers have to be proficient in the motivation arena in order to have employees performing and behaving well in the organization. It is essential for each organization to develop a motivational and rewarding recognition program. In addition, a good feedback program must be implemented to provide employees a valuable insight about their performance allowing them to realize the achievement of their goals.

Organize Crime Committed by a Group - 1908 Words

Organized crimes can be defined and labeled as many forms of criminality, but in an overall perspective; organized crime is the action if illegal activities that is committed by a criminal organization or group, typically working together to accomplish a certain or general goal. Organized crime can also be associated with Racketeering, which means the association or involvement in any illegal actions that is criminal. Racketeering can be displayed as having an illegal business, threat involving murder, extortion, kidnapping, bribery, counterfeiting, mail or wire fraud, white slave traffic, drug trafficking, money laundering, illegal gambling information, embezzlement from pension and welfare funds, and or even obstruction of justice or criminal investigation. Over the years nationally, the phenomenon of organized crime have gotten worse nationally. So in 2000 the United Nations decided to broaden the definition to label the most serious committing crimes that are transnational in nat ure; nationwide to cover more unfamiliar criminal groups such as mafia type of organizations. A transnational or international crime would be a crime that is committed in more than one state, committed in one state but part of its planning or control takes place in another state, or a crime can be done in one state but involves a criminal group that takes part in illegal activities in more than one state. Some examples of transnational offenses are insurance fraud, fraudulentShow MoreRelatedCriminial Acts and Choices848 Words   |  4 Pagesshares the same values and beliefs. This model works on the assumption that when people form as a society they will have the same morals and beliefs. They come to an agreement of what are the general norms and values. 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Personal Experience What I Know and What I Want to Learn...

What I Know/ What I Want to Find Out A couple weeks ago, in science class, we started talking about Earth and space systems. Ms. Stephenson told us to make a chart about what we knew about Earth and the space systems. Next, I drew out the chart and tried to think of what I knew about the topic. I couldn’t think of anything! The only part of Earth and space I knew were the basics. I knew that the sun is a star, the planets orbit around it, and Earth’s axis is at a tilt. I also knew that Earth is lopsided and that Pluto is a dwarf planet. That was about all I knew about Earth and space systems. I wanted to know more about Earth and space. How do the planets orbit? What makes the planets and other objects move? Are there any other galaxies out there? Does the sun affect any planets and how? I wrote all the questions I had under the â€Å"What I Want to Know† column. After writing some of my questions down I realized I was most interested in how the sun affected Earth and other planets. 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Summary of The Archers Tale Essay - 1145 Words

The Archer’s Tale Alvin E. Nix III The novel begins in the English village of Hookton, where a boy named Thomas is growing up under the parenthood of his father, who is also the village priest. Thomas has great skill with a bow, but he trains secretly because his father does not allow him to use it. On the morning of Easter in 1342, a French party of raiders arrive under the command of Sir Guillaume dEvecque, a French Knight. In his party of raiders is a warrior dressed all in black, known simply as the Harlequin, who has hired Sir Guillaume to carry out the raid to steal Hooktons treasure, the Lance of St. George. During the raid The Harlequin kills Thomas father, and the lance is stolen from the village. With his bow†¦show more content†¦As the days go by, the men conduct a many raids on nearby French villages. A small French force from Lannion who are commanded by Sir Geoffrey de Pont Blanc, attempts to stop the onslaught of Skeats army, but Skeat refuses to engage him in battle. Jekyll, however, is eager for a fight, so he and his men battle Sir Geoffreys soldiers. Jekyll loses the battle despite his soldier’s powerful defense, and Geoffrey attempts to charge Skeats archers. His troops are shot down by the English longbows, and he is captured by Thomas. But to Jekylls fury, Thomas lets him go free. That night, Thomas is ambushed by Jekylls men and is severly beaten. He is saved by Father Hobbe, a friend who constantly reminds him of his vow of revenge. Thomas then becomes friends with Jeanette and the two plot to take revenge on Jekyll. Skeat and his men then move to attack Lannion, that has been weakened by the loss of Geoffreys force. During the attack on Lannion, Geoffrey is killed by Thomas. A French relief force attempts to destroy the English, but they are destroyed by Skeats archers. \ Thomas and Jeanette can no longer stay at La Roche-Derrien, because Jekyll wishes to kill them both, so they decide to take refuge with the Duke of Brittany. He takes them in because he is related to Jeanettes husband. The Duke, however, is not very hospitable. He rapes Jeanette and kidnaps her son, but Jeanette escapes with Thomas. She is traumatized by the event, but ThomasShow MoreRelatedS by Doug Dorst844 Words   |  3 Pagesare filled with scribbles, writings, notes, clues, musings and revelations from two readers, Jen and Eric. Jen, a college senior, and Eric, a former grad student and Straka researcher. Because of the nature of the presentation of this book, the summary will need to be separated into two distinct sections: The first section will cover the plot and events of the book Ship of Theseus, while the second section will cover the plot and events of the real life story taking place in the margins. In Ship

Leading and Managing Innovation Evaluate

Question: Discuss about the Leading and Managing Innovation Evaluate. Answer: Introduction The aim of this document is to critically evaluate and analyze the selected business case Sharing Better Practice with better overview. The critical analysis is performed to identify possible alternatives available for the selected business case. Moreover, the critical analysis aims to evaluate the alternative options regarding the benefits, costs, and risks aspects. After these aspects consideration, this document provides a preferred solution over the business case (Bresnen 2016). In order to analyze the above-mentioned points, the essay considers some methods such as need analysis, cause-effect analysis, and cost-benefit analysis to emphasize over the effectiveness of the business case. The first phase of the Sharing Better Practice project is initiated in October 2003 approved by the Steering Committee (Newman 2016; Archibald Archibald 2016). In this business case, the second phase is demonstrated based on outputs of first phase. In first phase, the definition of good practice is depicted as to capture and share better ideas for improving the business requirements and entire work process. Business Case Critical Analysis The project initiated with Department of Premier and Cabinets draft Corporate Plan 2002-2005 for identification of major addressed issues from IAPPU in the year span 2003 to 2004 (Turner 2016). The issues included facilitation of good practices and development of an appropriate methodology to support significant Government information management and systems activities. As the good practice definition is stated as the capture, sharing and subsequent implementation of good ideas i.e. innovations or lessons learnt about what works and what does not in Government business activities. This is aimed at improving the way we do business both in terms of effectiveness and efficiency (Kuryl 2004). The second phase business plan is prepared for establishing appropriate business process structure within IAPPU and in other agencies (Mazzei, Flynn Haynie 2016). This plan is incorporated with detailed implementation planning as well. Business Case Problem Statement First phase of Sharing Better Practice business case stated problem statement as to facilitate better ideas and concepts to address better effectiveness in business processes. Currently, in business processes such as project, systems and information management, lack of new ideas and better practice issue persists. Hence, this project is considered to put on improvements regarding the efficiency in process implementation. Therefore, the identified outcomes from this project are following: Possible Alternatives In this business case, possible alternatives are identified in form of some projects that are reliant over second phase. The capturing and sharing of better practice information undertaken by IAAPU staffs with their responsibilities. The related alternatives are: These identified alternative projects that can be utilized in the current scenario for improvement of the information sharing over new ideas and practice concepts. Moreover, the alternatives are addressed for evaluating the cost, benefits, and risks. Further, the financial summary is presented to emphasize over the policy, guidelines, and project unit cost assessment. This project business case is demonstrated with rationale of the preferred solution to identify why preferences are placed. Evaluation of the Benefit, Cost and Risk of Alternative Options For better financial support, internal capital will be supplied from Inter Agency Policy and Projects Unit, Department of Premier and Cabinet. Risks are addressed with Tasmanian Government Project management guidelines (Silvius 2016; Wittmayer Loorbach 2016). In first phase of the project, the risks are included as following: Strong reliance over capturing information concerning good practices in Tasmanian Government agencies guidelines Several obstacles and hindrances over good practice information sharing within government agencies Reluctance over implementation of agreed practices for business units Stakeholders aiming for identification of existing poor areas where practices are not utilized In aspects of these risks, the business case provided some mitigation strategies; the strategies are relevant in those aspects. Moreover, the business case should identify those risks in terms of likelihood, severity, and impact; so that risks can be prioritized for elimination (Ben Mahmoud?Jouini, Midler Silberzahn 2016). In current second phase business case, the risks are mitigated taking all of them catastrophic or major. Risk assessment and management is considered as major activity in business planning with initiatives of examining the risk register and contingency planning. Risk status is used in risk register for reporting to the Steering Committee with status incorporation (Binder 2016). Issues register is another method that was included in quality management and risk management planning with regular frequency. Quality management planning is prepared taking Project Management Methodology, Output Development Methodology, output quality, performance measures, and standards. Reporting, monitoring, assessment, and risk registers are adhered in this planning with information management (Lee 2016; Yahiaoui, Chebbi Weber 2016). Quality management planning should be conducted with procurement planning as well. Procurement of quality ensures assessment of quality in terms of improving further processes as well. Project management methodology is mentioned in the project as Tasmanian Government Project guidelines version 5.0; the business case is relevant as the guideline is specific for application (Rekonen Bjorklund 2016). Again, output development methodology is mentioned to be following project management information and resources project (PMIRP). For appropriate output quality, the project is designed to incorporate IASC, IAPPU, and management groups in consultancy with purpose of initial outpu ts (Pugh 2016; Qin Chen 2016). Focus groups are important for appropriate demonstration of new ideas and practice in project. Performance measures should be estimated based on key performance indicators in project standards and completion constraints. Moreover, the performance measures that are selected as baseline data, outcome realization plan and existing performance measurement factors (Coates 2016). Successful and fulfilling project business case should include appropriate standards, in this business plan; Tasmanian Government Web Publishing Standards are employed with information and resources. Along with standards, the reporting requirements are considered in the project for better progress reports and outcomes listing. The project development planning is prepared with appropriate schedules along with timeline for first phase project execution. The schedule is presented with detailed milestones and activities (Bresnen 2016). However, the scheduling should be prepared with suitable duration setting for specifically identifying the duration of the entire project and appropriate completion time. Therefore, the outcome realization planning is prepared for progressive management for IAPPU. Above-mentioned governance model is essential for monitoring and assessing the project activities with quality management planning. Monitoring employs regular or frequent revision of progress reports for adoption of changes in planning (Newman 2016). As per necessary data and information management, the TRIM file system is used in the project. Moreover, outcome realization planning is prepared in the business case for designated and ongoing management process with reporting certain achievement (Archibald Archibald 2016). The outcome realization planning is quite similar to post-implementation reviewing procedure for most projects. Rationale of the Preferred Solution Rationale of the preferred solution suggests the major points that can be considered in the project as scope of work, communication tools, stakeholder management planning, and project management planning as well. Second phase of the project includes scope of the work in terms of in-scope, out-of-scope, and uncertain or unresolved work (Turner 2016; Mazzei, Flynn Haynie 2016). In-scope work is included in business plan showing important and appropriate activities in the project. Implementation of essential business process is important in the project for supporting better practices in system. However, the architectural principles will not be accepted as in-scope project work (Silvius 2016). On the other hand, the communication should be aimed at establishment of IAPPU for central driver to support better practices. Quality management process is readied taking Project Management Methodology, Output Development Methodology, outcome quality, execution measures, and models. Reporting, observing, appraisal, and hazard registers are followed in this arranging with data administration (Wittmayer Loorbach 2016; Ben Mahmoud?Jouini, Midler Silberzahn 2016). Quality administration arranging ought to be directed with acquisition arranging too. Obtainment of value guarantees evaluation of value as far as enhancing further procedures too. Project administration strategy is said in the project as Tasmanian Government Project guidelines; the business case is important, as the strategy is particular for application (Binder 2016). Once more, yield improvement procedure is said to take after project administration data and assets extend (PMIRP). For fitting yield quality, the project is intended to join IASC, IAPPU, and administration assembles in consultancy with reason for beginning yields (Lee 2016). In addi tion, the execution measures that are chosen as gauge information, result acknowledgment arrange and existing execution estimation elements (Yahiaoui, Chebbi Weber 2016). Fruitful and satisfying project business case ought to incorporate suitable norms, in this strategy for success; Tasmanian Government Web Publishing Standards are utilized with data and assets. The project improvement arranging is set up with suitable timetables alongside course of events for first stage extends execution. The timetable is given significant turning points and exercises (Rekonen Bjorklund 2016). In spite of, the booking ought to be set up with reasonable length setting for particularly recognizing the term of the whole project and suitable consummation time. Monitoring includes regular or frequent changes of progress reports for adoption of changes in planning (Pugh 2016). According to vital information and data administration, the TRIM record framework is utilized as a part of the project. Additionally, result acknowledgment arranging is set up in the business case for assigned and progressing administration handle with reporting certain accomplishment (Qin Chen 2016; Coates 2016). The result acknowledgment arranging is very like post-execution exploring method for generally extends. Chance appraisal and administration is considered as significant movemen t in business arranging with activities of inspecting the hazard enlist and possibility arranging. Progress and project status is utilized as a part of risk register for answering to the Steering Committee with status joining (Yahiaoui, Chebbi Weber 2016). Risk Register is another strategy that was incorporated into quality administration and hazard administration arranging with standard recurrence. Conclusion Meetings with project stakeholder are essential for proper exhibit of new thoughts and practice in project. Execution measures ought to be evaluated in light of key execution markers in project gauges and finishing imperatives. Alongside models, the reporting prerequisites are considered in the project for better advance reports and results posting. Along these lines, the result acknowledgment arranging is set up for dynamic administration for IAPPU. The project is conducted to improve the information sharing and capturing in form of ideas realization and implementation in appropriate manner. The project requires benefit planning to continue the analysis process aligned with resource utilization. Major limitation in the business case is identified as period estimation without duration identification. Most of the project fails due to unidentified duration of activities; the activities tend to take more lengthy duration than usual making entire project longer than planned. In this long er schedule, the project takes expenditure more than planned value in the project causing significant adjustments in the budget. Therefore, the recommended steps should be incorporated as; To include durations for the activities in the entire project To add essential severity and impact in risk identification process To assess risks based on scoring of consequences and impact on project References Archibald, R.D. Archibald, S., 2016.Leading Managing Innovation: What Every Executive Team Must Know about Project, Program, Portfolio Management(Vol. 22). CRC Press. Ben Mahmoud?Jouini, S., Midler, C. Silberzahn, P., 2016. Contributions of Design Thinking to Project Management in an Innovation Context.Project Management Journal,47(2), pp.144-156. Binder, J., 2016.Global project management: communication, collaboration management across borders. CRC Press. Bresnen, M., 2016. Institutional development, divergence change in the discipline of project management.International Journal of Project Management,34(2), pp.328-338. Coates, H.L., 2016. Training researchers how to manage data to produce better results, enable reuse, provide for long-term access. Kuryl, K., 2004. Sharing Better Practice Project Business Plan Phase 2: Inter Agency Policy Projects Unit, DEPARTMENT OF PREMIER CABINET. Lee, M.C., 2016. Knowledge management innovation management: best practices in knowledge sharing knowledge value chain.International Journal of Innovation Learning,19(2), pp.206-226. Mazzei, M.J., Flynn, C.B. Haynie, J.J., 2016. Moving beyond initial success: Promoting innovation in small businesses through high-performance work practices.Business Horizons,59(1), pp.51-60. Newman, V., 2016. Mapping Innovation Practice Among Practitioners.InImpact: The Journal of Innovation Impact,7(1), p.1. Pugh, L., 2016.Change management in information services. Routledge. Qin, F. Chen, P., 2016. Knowledge Management of Project Team Based on Life Cycle Theory. InProceedings of the 6th International Asia Conference on Industrial Engineering Management Innovation(pp. 645-652). Atlantis Press. Rekonen, S. Bjorklund, T.A., 2016. Adapting to the changing needs of managing innovative projects.European Journal of Innovation Management,19(1), pp.111-132. Silvius, A.J.G., 2016. Strategic Integration of Social Media into Project Management Practice. Turner, R., 2016.Gower handbook of project management. Routledge. Wittmayer, J.M. Loorbach, D., 2016. Governing Transitions in Cities: Fostering Alternative Ideas, Practices, Social Relations Through Transition Management. InGovernance of Urban Sustainability Transitions(pp. 13-32). Springer Japan. Yahiaoui, D., Chebbi, H. Weber, Y., 2016. HR practices, context knowledge transfer in MA.The International Journal of Human Resource Management,27(20), pp.2415-2435.

The Emotion of Sports Performance and Motivation free essay sample

The field of psychology is increasingly expanding and becoming incorporated into other fields of study. From the study of behavioral economics to the burgeoning field of media psychology (with its emphasis on the effects of advertising, especially on children), literally anything that can be thought of is a possible venue for the probing, empirical analysis of various strains of psychological theory. And why not? There are currently 54 different divisions of the American Psychological Association. Not all are actual theoretical perspectives posited by psychology—such as behaviorism or social psychology—some are merely fields of interest within which a psychological focus has been found to be academically useful, or clinically rewarding, or medically necessary. Such is the case with sports and exercise psychology (division 47). For a variety of reasons—the economic impact of the billions of dollars a year professional sports industry, the growth of empirical evidence suggesting exercise is good for us (both physically and psychologically), as well as the influence of sports on childhood development and academic achievement and socialization (as a negative correlation to school violence)—sports and psychology are increasingly mixing. We will write a custom essay sample on The Emotion of Sports Performance and Motivation or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This paper will take a look at the theoretical and scientific ways psychology is being used to explain and enhance sports performance from the parallel points of view of personality, motivational theory, emotion, and social cognition; all under the watchful eye of Freudian psychoanalysis. There is, of course, a reciprocal relationship between the reasons for, or why we need sports activity, and the motivation towards a qualitatively enhanced sports performance. The initial impetus for man to engage in sports may have been be to simply play at sports for leisure or diversion, but upon closer examination its clear there’s something more which drives our seeming obsession for sports (and this includes the growing fanaticism of spectating, as well). Freud looked at sports during his time from his by then typical psychoanalytical point of view and found, what else (? ), sex†¦; or at least what he felt were the attempts by education institutions to curb the urge in children by substituting repetitive play (Holowchak, p. 697). This repetitive play serves as the foundation for the more formal adult world of competitive sports which then becomes standardized (though at lesser levels of difficulty) for children in a full circle process that, curiously, blurs the line between origins and necessity. Nonetheless, Freud believes this sort of adult play (sport) is at once an attempt to relive the unfettered, carefree days of childhood, while simultaneously using them (games) as a way of releasing pent up tensions and anxieties—both from sexual repression and the conscious seeking out of the pleasure principle. Play is pleasurable because it essentially mimics sexual movement while substituting for it in a socially acceptable way. Play becomes sport when the obstacles introduced by the participants are re-imposed repeatedly in order to allow for their usurpation in order to increase the psychic energy being built up solely for its ultimate—and very pleasurable—release (Holowchak, p. 698-99). Regarding the motivational forces that compel us to turn play into competition and equally—and instinctively—strive for greater and greater rewards (measurable goals and feelings related to victory and status), Freud believed in certain â€Å"drives† (Holowchak, p. 701) that serve as a spark and a conduit for, ultimately, all human behavior—including the play/sport dialectic. As with all psychoanalytic theory, the basis of drives is compelling (fascinating), but nebulous, to say the least. Unless, of course, one views those drives through an evolutionary prism. I’ve always had the gut feeling that many of Freud’s ideas piggybacked—to one extent or another—on the backs of Darwinian evolutionary theory and biology. In this case, the drives Freud speaks of are what Darwin would more simply refer to as survival mechanisms. Those mechanisms run the gamut from reproductive instincts to psychic survival processes which, in the latter, take the form of play, games, and ultimately, sport. I recently watched an episode of a program on Animal Planet detailing the attempts of an animal biologist to get two orphaned lion cubs to hunt by using a rag doll version of a mammal of some kind as substitute prey. He would drag the doll around the yard and the cubs would chase after it and pounce in playful abandon. He then took a piece of meat and dragged it around the yard—when the cubs were good and hungry—in the same fashion in an attempt at operant conditioning that, hopefully, would transfer to the wild (the goal was to eventually release the cubs). Similarly, human beings play games that serve multiple functions which are equally necessitated by basic needs (in the case of the cubs, hunger and survival). For human beings those needs are as complex as the human mind itself and every bit as deserving of study—even if it is just a game. Martin Luther said, â€Å"Feelings come and feelings go, and feelings are deceiving†¦;† and feelings—emotions—are also supremely multifaceted, slippery, transient, and as predictable as they are unpredictable. Feelings register virtually instantly through our autonomic nervous system which includes virtually every major organ in the body and leads to everything from clenched jaws to hairs standing up on the back of your neck. In any sort of performance—specifically sports—these physiological markers are many times kicked into high gear and being able to control and funnel them into an appropriate response that maximizes that performance takes skill learned through practice. But not all negative emotions hinder performance, just as not all positive emotions enhance it (Kouli, Bebestos, Kamperis Papaioannou, p. 108). Similarly, studies have shown that despite repetition of a particular task in a sports setting, being able to demonstrate fluency—even supremacy—of that task in a non-competitive situation (i. e. , practice) is no predictor of the athlete’s triumphalism in a real game situation. As Philadelphia 76er guard Allen Iverson once said emphatically, sarcastically, and repeatedly (ad nausea), â€Å"I’m supposed to be the franchise player, and yet we’re in here talking about practice. Not the game, but practice. Not the actual game that I go out and die for†¦and play every game like it’s my last, but practice. Practice. We’re talking about practice. Not a game, but practice†¦. † When dealing with the emotions evoked by the sometimes high drama of athletic competition, another factor must also be kept in mind: the context of an actual game and its attendant emotions are a two-way street. Emotions are a factor both before and during a game, and during a game the roller coaster of emotions can mediate and facilitate either failure or success because your emotions are not only having an internal biological effect on you, they are having a reciprocal social effect on your teammates, the other team, and the crowd (which is either magnified or diluted depending on whether you’re playing a home or away game—the infamous â€Å"12th man† at Qwest Field in Seattle, WA is a case in point). The key emotion that comes into play in most studies of athletic competition—be they individual sports like tennis, or a team sport like soccer—is confidence. But even confidence has subjective determinants and modifiers that ultimately show it has only a moderate, though positive, relationship to winning (Kouli, Bebestos, Kamperis Papaioannou, p. 108). When measured after a game, barometers for confidence are typically higher than when measured before a game. This brings up the two-way street concept again; it seems as though, when it comes to confidence, success on the pitch influences state of mind much more than that same state of mind acts as a predictor of the aforementioned success (Kouli, Bebestos, Kamperis Papaioannou, p. 108). Also, as the KBK P study points out, again, on p. 108, the specific kind of emotions, such as optimal-pleasant, optimal-unpleasant, and dysfunctional-pleasant, actually have a positive correlation on confidence, and only dysfunctional-unpleasant have a negative effect. Moreover, confidence can lead to cockiness, which can also lead to a state of mind whereby the athlete doesn’t take his or her opponent seriously. This can result in â€Å"lack of alertness, focus, and/or carelessness. † The trick then, is to harness the optimum performance enhancing states of mind (while avoiding physical injury, of course) on your own so as to block out other negative performance modifiers; to get in the zone, so to speak (Harmison, p. 5). The cognitive and behavioral skills needed to accomplish this task can be learned (also according to Harmison). The type of sport being engaged in also has a mediating impact. Individual sports, like extreme sports, for example, typically appeal to performers that are extroverts who have a high degree of openness to experience (Tok, p. 1106). So here we see that personality plays a key role in both the absorption and application of the specific emotions needed to maintain optimal performance standards. As Harmison points out, p. 8, â€Å"†¦emotion serves two primary functions: mobilizing and organizing energy. † Again, this is a dual process. Emotions can help or hinder in the mobilizing/organizing process. Players who already have a leg up on mastering that skill—by virtue of their personalities—will be better able to focus on this learned task; as well, they will be able to better gage and apply the required amount of intensity needed to complete the assignment. Baltimore Ravens middle linebacker Ray Lewis is another elite athlete who comes to mind when thinking about this phenomenon. If you’ve ever seen Lewis’s pregame ritual, you know it hasn’t changed in close to 15 years of NFL competition. He literally works himself, and more importantly—for this ultimate team sport—his teammates into a quasi-religious/spiritual frenzy (indeed, Lewis is an ordained minister) that has made the Ravens pro football’s top defensive team (along with the equally mighty Pittsburgh Steelers) over the past decade—and got them a Lombardi Super Bowl trophy in 2001. The Tok study also verified that when it comes to personality, those who score higher on the neuroticism scale of the Big Five personality traits were less likely to participate in individual extreme sports. This suggests that people with a greater ability to stay calm, cool, and collected in the eye of the storm are also the people who can summon the needed winning states of mind and keep control over them in order to accomplish their goals. External factors (crowd, noise, internal mind frame, social connections to teammates—if applicable, among others) are all part and parcel of the endeavor of athletic competition. But one key motivating factor for performance hasn’t yet been mentioned. Simply put, coaching has been found to be a correlational factor in the success and continuation of performers in athletics—especially team sports. And the younger the athlete, the more, it would seem, because of developmental issues as well, a coach would have an impact on his/her players. As David McClelland has pointed out, â€Å"The need for achievement is the spark that ignites economic growth, scientific progress, inspirational leadership, and masterpieces in the creative arts (from Weiten, p. 315). † McClelland could also easily have included elite sports in that pantheon of human creation. Sports are above all, a metaphor for the human struggle in all of those other areas. And nowhere does that metaphor hit closer to home than in the hierarchical, yet symbiotic relationship between a player and his/her coach. The perceptions an athlete has of the job being done by their coach in creating the optimal practice and game environment is a key—but certainly not the only—component of victory in athletic competition (Ntoumanis, Taylor Thorgersen-Ntoumani, p. 213). The reason coaches get fired many times has more to do with these perceptions than with actually winning. The level of talent on the team, and the coach’s perceived ability to harness that talent as well as bring out the latent talent in a team and fuse it into a cohesive unit that functions as one is constantly being evaluated—by peer coaches, management, and, most importantly, the team itself. One component of that constant evaluative process is measurement of players’ â€Å"behavioral investment† in the game, practice, and the team. This is the social-cognitive view of motivation used by Ntoumanis, Taylor Thorgersen-Ntoumani in their study.