Optimism Essay

Optimism Essay Man often becomes what he believes himself to be. If I keep on saying to myself that I cannot do a certain thing, it is possible that I may end by really becoming incapable of doing it. On the contrary, if I have to believe that I can do it, I shall surely acquire the capacity to do it even if I may not have it at the beginning Mahatma Gandhi. What does this statement mean? It actually means that you are what you believe you are. This statement can be applied to optimism that thinking more positive can lead you to be happier and healthier. But what is optimism? And is that true that optimism can make you feel happy and healthy? Well, optimism or positive thinking is the word means best which comes from Latin word optimus. Optimism also describes how optimists are always looking for the best in every situation and hoping and expecting and seeing that things will turn out well in the future. Even if some bad situation occurs, they will look at that situation as the experience. The experience which helps them not to do the same mistake over again. And yes! It is true that optimism can make you feel happier and healthier. There is the study of Martin Seligma supporting the idea that optimists are happier and healthier by showing that they tend to take care of their health, to build better social network and to face the difficu lty without any worries. I have said so much about the definition and some research, so now lets take a look at the benefits of it. There are so many advantages of being optimist and the majority advantage is about health. How can optimism make your health healthier? I have an answer for you! According to the study of Seligma, it showed that 99 Harvard University Students who were optimist at age 25 were significantly healthier at age of 45 to 60 than those who were pessimists once. The second advantage is the persistence- the persistence of your life. Because optimists do not give up easily on tough situation like pessimists do, so they tend to turn the failure to opportunity to achieve their goals. Once they know that they do something wrong, they will learn from that and they will not let that happen again. The last one is less stress. As you may know that stress can affect your daily lifestyle, your health, your disposition, and your efficiency. On the other word, stress is bad for yourself. Well being optimist may help you get through all that stuffs because optimists believe in themselves and their abilitie s, they expect good things to happen. They see negative events as minor setbacks which is easily to overcome. They see positive events as evidence of further good things to come. It is shown that optimists are more proactive with stress management and work harder at it, so that is why they are less stress than pessimists. Now you all know about the benefits of optimism, so lets move on to some famous optimist Dalai Lama to give you some guideline about being optimist person. Dalai Lama is the spiritual leader of the Tibetan people who believes that mental, physical, and spiritual health are connected to optimistic attitude. How? He has said that when some disastrous situation happens, the most important thing is how you look at that problem. Negative? Or positive? If you look at it as negative, then when the negative emotions are fully developed, you will become their slave, and you will have bad attitude toward every situation. If you look at it as positive, it means that there is still hope in that disastrous situation. If you look at it as positive , then you will cheer yourself up not to give up, not to fear, to move on, to fight, to feel good. Thus there is still hope in every situation only if you look at it as the positive or as experience or as lesson to guide you to a better future. From Dalai Lamas teaching, he actually indicates clearly that if you have positive mind or thinking, your life will be easier to move on. Now I am going to tell you some ideas of how to be optimist yourself. Being optimist is not hard to do at all. Also the result of it is the treasure in your life. The very first thing you have to know about being optimist is that being optimist does not mean ignoring the problem, but it means hoping that things will change to be a better one in the future. So here are some ideas for you to follow. First idea is to find opportunity in every difficulty. What does it mean? It means that what you are dealing with might be difficult, but it is important to remain hopeful and positive about a brighter in that difficulty. Second idea is to surround yourself with positive people because the circumstances matter! If youre surrounded by negative people, there is a highly chance of you to be negative people. So being surrounded by positive people is much more make sense to increase your chance of being positive. Third idea is to inspire yourself with smile and positive reminders. If expect worst, the worst will happen. But if you smile, you will feel so much better. So what you have to do is just put smile on your face more often and that will make you happy! Also you may need to remind yourself that you are positive by noting some quote that cheer you up like anything is possible or I always have a choice. It really helps! The last one is to focus on the present and reject the past. You have to learn to face and to live with the present moment. The present moment that you are in right now. The moment present that is guaranteed you. And that is all I have to talk about the being optimist. Being optimist is giving you a huge amount of advantage in terms of being happier, being healthier, having less stress or reducing the tendency of getting some dangerous disease. Furthermore, being optimist is not that hard to do. You do not have to force yourself to do it all, just try to do it as best as you can, and you will see the result of it. So I hope you all might be thinking about being optimist in order to have better life, better attitude toward everything by taking those ideas that I told you about. Thank you. Nonie

Flight Centre Case Study

Flight Centre Graham Turner structured the company as families, villages and tribes. The creation of this unique system has also worked to the company? advantage. It provides incentives based on outcomes. The Flight centre? system is based on the idea that people work best in their preferred environment within the larger organisation rather than trying to fit them into the company? mould. The employees believe ? hat gets rewarded gets done.? they are hard workers but also enjoy the many social aspects of the company including buzz nights, award ceremonies and team get-togethers. This essay would focus on how flight centre has structured with the four aspects of the organisation structure. Explains how flight centre has integrated the Mintzberg? five elements to its structure. This essay would also highlights the roles of functional and social specialization. Finally, the metaphors used by flight centre would be discussed. Structure of Flight Centre The importance of organisational structuring and restructuring to organisational effectiveness cannot be over emphasized. Effective organisational design or organisational structuring pays immense dividends, no matter how large or small the organisation is (HRODC , 2006). The founder of the Flight Centre Ltd, Graham Turner claims that people are hard wired to work in small groups within larger groups. To understand this unique structure the four aspects of organisation structure, complexity, formalization, centralization and coordination, can be used. Complexity refers to the way in which the organization is divided into different divisions, departments, groups, or individual roles, each with its own tasks and responsibilities. Vertical differentiation refers to the number of hierarchical levels in an organization (Robbins & Barnwell, 2006). At the Flight centre, the operation level involves retail shops. Each shop involves three to seven people working on one brand which is called a family. The area or a ? illage? involves 7 or 10 families within one geographical region. The tribal country is a set of three or four villages. Each tribe is a different brand, brands include corporate traveler, flight centre and student flights (refer appendix 1). In horizontal differentiation, different parts of the organization become specialized in different activities to increase efficiency (Robbins & Barnwell, 2006). All shops of flight centre sell similar services even though the names (corporate traveler, flight centre and student flights) are different which makes it easy to coordinate activities and to communicate among families. Moreover, due to the similarities of jobs within a family, there are no differences between the staff. However, a special horizontal clustered family consisting of HR, IT and marketing professionals, provides administrative services for retail shops. By clustering different types of functions and activities on any one level of the hierarchy has the advantage of application of higher technical knowledge for solving problems and greater group and professional identification (Luthans, 1986). Flight centre has more than 800 shops spatially dispersed. High-rise of overseas shops would increase the number of tribes, villages, families and employees. As a result, it would be difficult to communicate, coordinate and control. According to Baumard & Starbuck (2006), the members of spatially dispersed organizations seek appreciation within networks of friends and relatives, and they form subcultures that spread across several organizations and that may be more important to them than their focal organization. These communities encompass more aspects of their lives than the strict duties of their work contracts so work and leisure infiltrate each other. Formalization refers to the extent to which rules, regulations, job descriptions, policies, and procedures govern the operation of an organization. Robbins & Barnwell, 2006). Although the flight centre has a flat structure; it has three levels (tribe, village and family) which shows that there is a hierarchy within the structure. Flight centre also follows certain standards to sustain in the business. Flight centre maintain the levels and number of families, villages and tribes. Each family can sell a single service, Entry age to Flight centre is normally 25 y ears. Managers of the shops can take 10% profit and may own up to 20% of their shop. Some rituals include ? uzz nights? one a month and formal get-togethers. Centralization refers to the degree to which decision-making is concentrated at one point in the organization. At flight centre, there are no confusions about people's goals, tasks, style of functioning, reporting relationship and sources of information. The ? ountry? buys services for villages and families. A centralized structure provides people with a clear picture of how their work fits into the organization. The SWOT teams analyze innovations and new ideas. However, at flight centre, there is no centralized control of the head office. Coordination is integration of activities of specialized units towards the common objective. (Anderson, 1988). Programmed coordination requires advanced planning and is often used where there are a small number of expected occurrences (Argote, 1982). Programmed coordination is common in the flight centre. A head office team coordinates administrative services and marketing. Like wise, SWOT teams direct new businesses. All the retail shops are individually coordinated by the shop managers. Furthermore, get-togethers and Buzz-nights are informally coordinated. Common Elements in Organisation One framework proposed by Henry Mintzberg suggests that every organization has five parts (illustrated in appendix 2). The five parts of the organization may vary in size and importance depending on the organization? environment, technology and other factors (Robbins & Barnwell, 2006). At the bottom of the organization is the operating core. At the flight centre, it is referred to the members of the family (retail shops), employees who do the basic work of selling or delivering the services. The Strategic apex is charged to ensure that the organization executes its mission. Flight centre has a unique way of distribution of powers where all authorities are not given to the tribes. However, the tribal country or the regional office is the centre that administrates the brands (corporate traveler, flight centre and student flights) which are retail shops. They also facilitate training and recruitment, buying holiday packages and other employee related services to the villages. Moreover, the head office or the board could also be taken in to consideration because they would be establishing and monitoring the company? visions, goals and strategies. Each family or the retail shop has a manager who connects the operating core to the strategic apex. Moreover, managers of the administrative families (head office teams) would also be included. They are responsible for implementation and coordination at the departmental level. The technostructure of the flight centre involves the HR, IT and marketing professionals who have the responsibility for effecting forms of standardization in the organisation. According to the flight centre report (1999), due to the recruitment system, they have changed the way they identify and attract the best staff. Moreover, technostructure would also include the flight centre SWOT teams where they focus on innovations and try new ideas. Support staff refers to the people that provide indirect support services. Support staff of flight centre includes legal Counselors, cafeteria Workers, security guards and peons. In any organisation, one of the above five (strategic apex, operating core, technostructure, middle line and support staff) would be dominant. The organisation is formed according to the dominating element. When the strategic apex is dominant, control is centralized and it forms a simple structure (Beshears, 2006). At the Flight centre, functions the strategic apex appear to be more dominant than the other aspects. Firstly, the powers of the organisation are dispersed to some level at the flight centre, regional office or the tribal country administrates the brands (corporate traveler, flight centre and student flights) which are retail shops. They also facilitate training and recruitment, buying holiday packages and other employee related services to the village and can be considered as more centrally controlled. Secondly, the SWOT teams and the administrative teams are specialized; all other families do a standardized work, which involves servicing customers and selling products. The structure of flight centre could also be considered flat because it only has three levels and the operating core reports to their respective managers. Some advantages include clear accountability and flexibility to respond to the issues of the customers. Decision-making at the Flight centre appeared to be limited. The tribal country makes decisions regarding administrative the technical matters. The tribal country facilitates brands and other employee related services to the villages and families. Moreover, shop managers make decisions at the family level although the travel consultants are empowered. Even though Flight centre have more similarities of a strategic apex it also has a few differences. As the flight centre has more than 800 retail shops worldwide and in each year 150 more shops are adding up, the operations would be complex because it would have more families, villages and tribe which would make communication and coordination barriers. Furthermore, some authorities are decentralized from the tribal country, such authorities include buying products from wholesalers. Roles of functional and social specialization As organisations become large and physically dispersed, it requires people with specialized knowledge and skills to attend to problems professionally and reduce waste. The main functional areas in the flight centre include HR, marketing and information technology. In the rapidly changing business environment Information technology has becomes a vehicle for helping firms to reach their business goal more effectively. Flight Centre is well placed to keep pace with industry changes. As the flight centre is geographically dispersed, information technology enables them with quicker and more effective communication and customer support. Social specialization that is required by the IT professionals includes attending to faults 24-hours because flight centre is worldwide organisation where they deal with traveling and ticketing. If an IT personnel is not available, all the operations might come to a halt because tickets and holiday packages are sold worldwide. In a successful organisation, employees are seen as their primary source of competitive advantage. One of the success factors of Flight centre is that they continuously identify and adopt innovative human resource management policies and practices to sustain that advantage. It also include how they have structured their work and designed their training, performance management, pay, and reward policies to help members of flight centre to succeed in achieving desired outcomes. In other words, they have aligned their HRM policies and practices to reinforce employee behaviors that can best realize the leaders' strategic intent. As HR professionals, they would ensure that equal employment opportunities (EEO) are not violated. The marketing department of the flight centre is like the center of a wagon wheel with each spoke connected to other departments (in- and out-side the company) including sales, production, research, advertising, etc. The center of the wheel connects the various parts so they work in harmony. With this analogy, it is easy to see that the main function of marketing is managing relationships in the organization, with outside vendors, and the consumer. Without marketing there is no consumer and without the consumer there is no use for the product or service the company is producing (University of California, 2005). Standards that are required by the marketing professionals include, caring all stakeholders: customers, employees, suppliers and distributors, local communities in which they do business, society, and the environment. For example, in promotional activities such as advertising, they would respect the host country? culture. Centralizing and Decentralizing Decentralization refers to decision making at lower levels in the hierarchy of authority. In contrast, decision making in a centralized type of organizational structure is at higher levels. The degree of centralization and de-centralization depends on the number of levels of hierarchy, degree of coordination, specialization and span of control (Luthens, 1986). The main reason that the ? ountry? as a business unit buys services for villages and families is to achieve economy of scale and to reduce waste. If the villages or the families buy services, it would increase the cost and repetition. To reduce complexity and to make coordination easy, a head office team facilitates HR, IT and marketing services. To follow a certain reporting duty each family is empowered with a manager. It would reduce the volume of day-to-day communication between the tribe and the family and have a clear accountability. Decentralizing the authority to the travel consultants would reduce the probability of information overload and would facilitates rapid response to all customers. It would also reduce the stress and burdens of senior management. As travel consultants, they would have a better knowledge of local conditions affecting their areas of work. This would allow them to make more informed, well-judged choices. Moreover, motivates travel consultants and can enhance their skill development opportunities. However, decentralizing would reduce consistency in decision-making and some sometimes customers may perceive it as unfair. Advantages of using metaphors To recognize and cope with the idea that all theories of organization and management are based on metaphors that persuades people to see, understand, and imagine situations in partial ways. Moreover, Metaphors create ways of seeing and shaping organizational life. Any metaphor can be very persuasive (Morgan, 1997). The metaphors that are used at the Flight centre are family, village and tribal country. As all the retail shops are considered as families, it shows the equality among shops, which would create less comparison and competition among families. Moreover, giving uniform service to the customers. As employees are bonded up in small teams like a families, it gives them identity where they belong. It would also create close relationships within families and also gives the manager a clear picture of the capabilities of individual staff. Moreover, makes decisions more effective. Creating families, villages and tribes in areas of countries would allow flight centre to adjust their services according to the specific culture of the region rather than generalizing to the whole county or state. For example, in Australia a certain area would dominate Indians, so rather than adjusting their services and marketing strategies to the Australian community they could adjust their services to the Indian market. Conclusion This essay has discussed how flight centre has structured with the four aspects of the organisation structure. At the Flight centre, the operation level involves retail shops. Each shop involves three to seven people working on one brand which is called a family. All shops of flight centre sell similar services. Flight centre has more than 800 shops spatially dispersed. High-rise of overseas shops would increase the number of tribes, villages, families and employees. Programmed coordination is common in the flight centre. A head office team coordinates administrative services and marketing. As the flight centre is geographically dispersed, information technology enables them with quicker and more effective communication and customer support. Social specialization that is required by the IT professionals includes attending to faults 24-hours because flight centre is worldwide organisation where they deal with traveling and ticketing Decentralizing the authority to the travel consultants would reduce the probability of information overload and would facilitates rapid response to all customers. As employees are bonded up in small teams like a families, it gives them identity where they belong. It would also create close relationships within families and also gives the manager a clear picture of the capabilities of individual staff. Moreover, makes decisions more effective. Reference: Anderson, C. (1988). Management: Skills, Functions and Organization Performance. USA, Allyn and Bacon. Argote, L. (1982). ?nput Uncertainty and Organizational Coordination in Hospital Emergency Units,? Administrative Science Quarterly (27:3). Beshears, F. (2006). Mintzberg's Taxonomy of Organizational Forms, Retrieved September 07, 2006, from http://socrates. berkeley. edu/~fmb/articles/mintzberg/ Baumard, P. & Starbuck, W. (2006). Where Are Organizational Cultures Going?. Retrieved September 07, 2006, from http://pages. stern. nyu. edu/~wstarbuc/where. tm Robbins, S & Barnwell, N. (2002). Organisation Theory. (4th Ed. ). Australia, Pearson HRODC (2006). Organisation structure, Retrieved September 07, 2006, from http://www. hrodc. com/ORGANISATIONAL. DESIGN. htm Luthans, F. (1986). Organizational Behaviour. Singapore: McGraw-Hill. University of California. (2005). Public Relations, Advertising & Marketing – What's the Differ ence? Retrieved September 07, 2006, from http://career. berkeley. edu/Article/021011a. stm Morgan, G. (1997). Images of Organization, (2nd Ed), Sage Publications, Thousand Oaks. Appendix 1 – vertical differentiation of flight centre

Explain The Three Major Components Of Piaget s Cognitive...

Stephanie Webster EDEC 555: 23 7/7/15 Research Paper The main point of this paper is to explain the three major components of Piaget’s Cognitive Development theory, learn in depth about the pre-operational stage, and consider the implications of Piaget’s theory for the classroom. Jean Piaget was a psychologist who was best known for studying the Theory of Cognitive Development in children and adolescents. The Theory of Cognitive Development is separated into three major components. The first component of Piaget’s Cognitive Theory is the concept of schema. The second component was the study on the adaptation processes called equilibrium, disequilibrium, assimilation, and accommodation. These adaptation processes allow a transition from one stage to the next in Piaget’s Cognitive Development Theory. The third major component of the theory, was the four major stages of development: sensorimotor, preoperational, concrete operational and formal operational. 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Julius Caesar Seminar Questions Essay - 1312 Words

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