Good Parent Essay Example for Free

Good Parent Essay Being parents must have many variable quality or responsibility for their children. Parents play a major role in the life of a child that the children can learn what they live with their parent. Good parent is invaluable to our society as lack of good parenting in can have long-term effects on children and on society. Good parents are those who are self-sacrificing, teachable, curious, and diligent. Firstly, one quality of a good parent is one who is self-sacrificing. A good parent does all he or she can to meet the needs of his or her children. Notice this is the child’s needs, not wants. Good parent should content childrens material needs, namely a home, food, clothes, and so forth. This provision should help at least on the level of minimum childrens requirements or better depending on parents financial capabilities, though not infinitely better so that not to surfeit and consequently spoil the child. Secondly, many decisions parents make are guided by the end goal of meeting these needs; decisions such as, the way money is spent and even how much or how little personal time is taken for oneself. Self-sacrificing does not mean that a parent gives up his or her life for their children, but they do end up putting much of their life on hold in order to put the child’s needs first. Good parents should actively promote childs physical and mental development. This include disciple the child, habitual the child to physical exercises and studying, providing the child with as best education as possible, and edifying or advising the child on any problem he or she encounters during life. Thirdly, good parent needs to be teachable. This is not to say that as a parent, you have to heed all, or even most of the advice readily given to you, especially if this advice conflicts with your values and ethics. However, if there is no conflict, a good parent should be able to accept the advice and mull it over for possible use or implementation. Parents make mistakes, it is going to happen. Being willing to listen and learn can help to avoid some of these mistakes, and learning from any mistakes that are made will make you a better parent in the end. Finally, the most important and quite comprehensive quality of good parents is being responsible for their children. This responsibility of activities and roles a parent should perform through the whole life or at least until the child become mature enough to live independently. Most of these activities spending a lot of time with children, which is in many cases problematic as adults usually have a lot of things to do in their lives even with no parenting taken into account. But good parents should always procure opportunities to spend with their children as much time as possible. Also, good parents should protect their children. It may imply protection of childs health, that is they should try to prevent the child from getting ill and take care of the child if he or she however got ill. Parents should also protect their children from any dangers both internal and external. An example of an internal danger may be a possibility of getting hooked on cigarettes, alcohol, or drugs. An external danger may be any ill intention from any other people, like bullies at school. Good parent should always provide both moral and material support for his or her children. In conclusion, good parent should help the child to go through the life to the adulthood in order to make him or her feel comfortable in the family.

A Christmas Carol :: essays research papers

The four main characters in the book are Ebenezer Scrooge, Tiny Tim, Bob Cratchit, and Ebenezer Scrooge’s nephew, Fred. This story takes place in London, England. The time is winter December 1843 and it starts the day before Christmas, also known as Christmas Eve. Ebenezer Scrooge is the main character of the story, All 3 ghosts visit him. Through him, the lesson of the story is to be learned. In the book, he is made out to be Anti-Christmas, some are feeling pity for him, other hostility. "External heat and cold had little influence on Scrooge. No warmth could warm, no wintry weather chill him. No wind that blew was bitterer than he†¦Nobody ever stopped in the street to say, with gladsome looks, ‘My dear Scrooge, how are you? When will you come to see me?’. No beggars implored him to bestow a trifle, no children asked him what it was o’clock, no man or woman ever once in all his life inquired the way to such and such a place, of Scrooge." Next there is Tiny Tim, he has to use a crutch to walk and he is very small. Despite his disability, he always keeps the spirit up and tries to maintain it in all his brothers, sisters, and parents, even though they are poor. " He told me, coming home, that he hoped the people saw him because he was a cripple, and it might be pleasant to them to remember, upon Christmas Day, who made lame beggars walk and blind men see." This quote just shows how thoughtful he is, and how much he cares for others. Tiny Tim’s father Bob is an employee of Scrooge and he is the only one in the Cratchit family that is thankful to Scrooge, because of the job and the pay that he has given him to support his family and keep food in their stomachs. The last but not least major character is Scrooge’s nephew, Fred. He seems to be the only person who comes to converse with Scrooge and offer him anything. In this case, Fred offered him an invitation to his house for Christmas dinner. Fred is convinced at the beginning of the story that Scrooge doesn’t really mean "Bah!†¦Humbug!" No matter how many times he says it. "He had so heated himself with rapid walking in the fog and frost, this nephew of Scrooge’s, that he was all in a glow; his face ruddy and handsome; his eyes sparkled, and his breath smoked again.

Paraoxonase Status In Keratoconus Patients Health And Social Care Essay

Keratoconus ( KC ) is a noninflammatory corneal ectasis which normally affects both eyes and with an incidence of about 1 per 2,000 in the general population ( Rabinowitz, 1998 ) , KC is going a important clinical job worldwide ( Zadnik et al, 1996 ) . The authoritative histopathological characteristics of KC include stromal cutting, Fe deposition in the epithelial cellar membrane and interruptions in the Bowman ‘s bed ( Rabinowitz, 1998 ) . KC is a heterogeneous disease, with several indicants of familial factors lending to the pathogenesis of stray KC such as duplicate surveies, bilateralism of the disease, familial collection and formal familial analyses ( Rabinowitz, 2003 ) . However, the function of environmental factors such as oculus friction and difficult contact lens wear may besides lend to the patterned advance of the disease in genetically susceptible persons ( Rabinowitz, 1998 ) . Although really small is known about the mechanisms taking to ectasia in KC, the curr ent hypothesis is that the cutting of the cornea is due to abnormalcy in the collagen cross-linking and subsequent stromal thinning which leads to bulge of the cornea ( Li et al, 2007 ) . Other research lab surveies have besides indicated the degree alterations of transforming growing factor-I?2 and antioxidant enzymes such as matrix metalloproteinases, cathepsin V/L2 and tissue inhibitor of matrix metalloproteinases ( TIMPs ) in the eyes of KC patients ( Maier et al, 2007 ; Kenney et Al, 2005 ) . Another strong hypothesis of the development of KC was put frontward ( Wilson et al, 1996 ) who pointed out the function of the interleukin-1 system and other programmed cell death modulating systems which contributes to loss of keratocytes and finally stromal cutting. However, all of these suggested hypotheses need to be more clearly defined ( Rabinowitz, 1998 ) . Paraoxonase 1 ( PON1 ) is an enzyme made up of 354 aminic acids with a entire molecular weight of 43 kDa ( Primo-Parma et Al, 1996 ; Mackness et Al, 1996 ) . PON1, which is associated with high-density lipoprotein ( HDL ) , catalyses the dislocation of phospholipid and cholesteryl-ester lipid peroxides in both low-density lipoprotein ( LDL ) and HDL, therefore doing it an of import hazard factor of artherosclerosis ( Mackness et al, 2004 ) . However, it was the ability of PON1 to protect the nervous system against organophosphate neurotoxicity that was foremost discovered ( Durrington et al, 2001 ) . The human PON1 cryptography sequence, located on the long arm of the human chromosome 7 ( q21.22 ) has two common polymorphism sites ; a Met ( M ) / Leu ( L ) permutation site at place 55 and a Gln ( Q ) / Arg ( R ) site at place 192, with the latter being more of import with respects to PON1 activity and affinity to certain substrates ( Primo-Parma et Al, 1996 ; Aviram, 2004 ) . Hence, the finding of the PON1 position of an person must non merely take into history the polymorphism nowadays but besides the degree of PON1 activity in that person in order to find the plasma PON1192 alloform responsible for the activity nowadays. This can be done utilizing a two-substrate enzymic check affecting two PON1 substrates ( normally paraoxon and diazoxon ) . Abnormalities between PON1 functional position and genotyping at place 192 can therefore bespeak mutant at other points in the PON1 cistron ( Richter et al, 2004 ) . As there are many factors which modulates the PON1 activity such as physiological factors ( eg. exercising ) , pathological factors ( eg. viral/bacterial infection, redness, diabetes ) , diet, alcohol ingestion and certain drugs ( eg. lipid-lowering lipid-lowering medicines ) , therefore is it of import to see these factors when finding of PON1 activity ( Aviram, 2004 ) . PON1 has been shown to hold antioxidant belongingss against oxidative emphasis ( Senti et al, 2003 ) , while oxidative emphasis has been associated with KC ( Kenney et al, 2005 ) . Therefore, PON1 may demo a protective function in the development of KC.OBJECTIVES OF THE STUDYAlthough there have been studies of KC developing in babies and besides in persons every bit tardily as the age of 51 old ages, bulk of KC patients develop this status between the ages of 12 to 20 old ages ( Hall KCG, 1963 ) , which is around the oncoming of pubescence. It could be truly lay waste toing for one to develop such a status at that point in life, when 1 is still immature and motivated. In Malaysia, the prevalence of KC may look to be of less important with studies of approximately 4 in 1169 ( 0.3 % ) in a population of oculus patients in an urban country and besides 0.3 % among school-aged kids ( Reddy SC et Al, 2008 ; Goh PP et Al, 2005 ) . However, due to the hard nature of naming KC in its developmental phases, many instances frequently go undetected until after multiple ailments fr om the patient and thorough analysis of the patient ‘s vision sharp-sightedness trial consequences ( Benjamin WJ, 2006 ) . Therefore, the prevalence of KC in the general Malaysian population could be much higher than reported. As KC is reported as among the top five treatable causes of sightlessness and terrible ocular damage in kids in Malaysia ( Reddy SC, 2001 ) , therefore more attempt should be carried out to plan an effectual and accurate sensing assay utilizing the promotions of molecular medical specialty to supply early intervention to these persons before the status worsens. Therefore, this brings to the aims of this survey, which are as follow: To find PON1 activity in KC patients and to compare with non-KC controls. To find the position of PON1 in plasma samples of KC and non-KC patients. To place forecasters of KC from the accumulated informations by utilizing univariate and logistic arrested development analysis.MATERIALS AND METHODSPreparations prior to informations and sample aggregationIn order to obtain blood samples and informations from participants, a two-day information and sample aggregation event was organised. The event was held on the 22 – 23th May 2010 at Ophir Eye Clinic and Surgery. Prior to the event, readyings were made such as boxing a 21G acerate leaf, a disposable syringe, intoxicant swab, Elastoplast, a 6mL EDTA ( purple-top ) tubing, a 6mL Li Lipo-Hepin ( green-top ) tubing and some sweet into a fictile bag for each participants.Data and sample aggregationEach participant was foremost given a brief account of the survey which they were traveling to take portion in and were asked to make full in an informed consent signifier before finishing the â€Å" Keratoconus in the Malayan Population: Pathophysiological and Familial Surveies † questionnaire signifier prepared by Shalini Arjunan, Prof Mary Anne, Dr Rozaida and Dr Jenny. Next, the participants ‘ spectacle powers were examined utilizing an auto-refractometer. Blood samples ( 5mL ) were so collected in the Li Lipo-Hepin ( green-top ) tubings from the participants of the survey and stored at 4A °C if can non be processed instantly. Blood samples were processed within the twenty-four hours. After that, each participant was examined utilizing a keratometer and a Pentacam to obtain their K-readings and corneal topography severally. Then, each participant was required to undergo a ocular sharp-sightedness trial and a biomicroscopy trial utilizing Snellen ‘s chart and Haag-Streit Slit Lamp severally. Finally, each participant ‘s trial readings were reviewed by Dr. Jenny P. Deva, adviser Ophthalmologist and Refractive Surgeon at Tun Hussein Onn Eye Hospital and the diagnosing of each participant was confirmed.Preparation of plasma samplesAfter aggregation, the blood samples were centrifuged at 500 xg for 5 proceedingss at room temperature ( 25A °C ) to divide the plasma. Plasma ( top bed ) was so be carefully aliquoted in 500A µL batches into a few microcentrifuge tubings ( 1.5mL ) utilizing Pasteur pipettes depending on the sum of plasma available. All micro-centrifuge tubings were labelled and stored at -70A °C until activity measuring was carried out.Two-substrate enzyme analysisThis survey was carried out by finding the position of Paraoxonase 1 in the plasma samples of the participants based on the two-substrate enzyme analysis as described by Richter RJ et Al, 2004, with little alterations. The rate of hydrolysis of the two substrates, which were Paraoxon and Diazoxon were measured utilizing Lamda 25 UV/VIS Spectrophotometer running KINLAB version 2.85.00. After blending with the several substrates for a few seconds, the rate of paraoxon and diazoxon hydrolysis were monitored continuously for two proceedingss. The initial rates of each sample were so multiplied by the deliberate transition factor, which was 5611 and 67000 to acquire paraoxonase and diazoxonase activity severally in U/L unit.Activity analysis utilizing SPSSThe paraoxonase and diazoxonase activities of each sample together with other informations from the questionnaire done by Shalini Arjunan and genotype informations done by Yvonne Yong were so pooled together into SPSS version 17.0 for farther analysis. Trials which were carried out include age and sex demographic distribution, independent t-test, Pearson ‘s Correlation, spread secret plan, Kruskal-Wallis trial, one-way ANOVA, etc.RESULTS AND DISCUSSIONFor this survey, a population of 66 participants were successfully identified, consisting of 9 keratoconus patients ( 13.6 % ) , 2 forme fruste keratoconus patients ( 3.0 % ) , 9 high myopic patients ( 13.6 % ) , 11 moderate myopic patients ( 16.7 % ) and 35 normal controls ( 53.0 % ) . This population, dwelling of 2 7 Malays ( 40.9 % ) , 9 Chinese ( 13.6 % ) and 30 Indians ( 45.5 % ) had an age scope of 7 to 68 old ages old. There were somewhat more males than females in this population, that is 35 ( 53 % ) to 31 ( 47 % ) participants. There were undistinguished difference of ages among both genders and besides the cultural groups. Exploratory informations analysis on this sample population revealed that the distribution of the paraoxonase activity and age of the participants were non distributed usually, giving a p-value of 0.019 and 0.025 severally when utilizing the Shapiro-Wilk trial. Merely diazoxonase activity gave a undistinguished p-value ( 0.446 ) , therefore bespeaking a normal distribution. It was of import to transport out such trials foremost to find whether a parametric or nonparametric trial should be used for analysis. The activity of Paraoxonase 1 was successfully determined by mensurating the rate of hydrolysis of paraoxon and diazoxon substrate, harmonizing to the method used in Richter RJ et Al ( 2004 ) , with some minor accommodations. With these informations, the phenotype of each participant was successfully identified by plotting a spread graph of diazoxonase activity against paraoxonase activity, to distinguish the persons with functionally homozygous for PON1192Q, heterozygotes for PON1Q/R192Q/R and homozygous for PON1192R. These phenotype information was subsequently confirmed with informations from my co-worker, Yvonne who carried out Paraoxonase 1 genotyping for polymorphism 192QR by limitation enzyme digestion. Both informations from Paraoxonase 1 activity finding and Paraoxonase 1 genotyping were found to be coincident and accurate. When these participants were divided harmonizing to familial relation to the KC patients, 18 were first degree relations to the KC patients, 3 were 2nd degree relations and 20 had no blood dealingss to the patients, while 16 were omitted as they did non suit the standards for normal healthy controls. Based on such classs, it was found that KC patients and relations may hold a important difference in paraoxonase activity when groups together against the normal controls with a p-value of 0.057. However, this value is non important plenty to reason a possible correlativity and may necessitate more KC to make a important degree. This was non the instance for diazoxonase activity when compared in similar mode, where the activity in KC patients and comparative were non significantly different from that of normal controls. The most important consequences of this survey nevertheless, were obtained when KC patients, including forme fruste KC patients were compared against the other participants, labelled non-KC. When categorised as such, the paraoxonase activity of KC patients were significantly difference than that of the non-KC participants ( p-value = 0.022 ) . This indicates that paraoxonase activity may hold a function in the development of KC patients. However, different cultural groups besides showed important difference in paraoxonase activity when tested, viz. between Malays and Indians and this may lend as an implicit in factor since many of the KC patients where Indians. Hence, comparing surveies between KC/non-KC position and cultural groups must be carried out to find any relation between the two variables.DecisionThe paraoxonase and diazoxonase activity of each participant were successfully and accurately measured. Based on genotype informations from my co-worker Yvonne, the phenotype infor mations obtained from the diazoxonase – paraoxonase spread secret plan was rather dependable. There were important happening which relates paraoxonase activities with KC/non-KC position, but it may be due to an underlying factor such as cultural group. Further statistical analysis and re-definition will be required to obtain more important informations.

The Ideal Approach Of Financial Reports - Free Essay Example

Sample details Pages: 13 Words: 3790 Downloads: 4 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? The report emphasizes on the ideal approach of projecting the perception points at the organizational analysis and design theories and concepts on the role of rational approach in the contemporary organizational structure and the various ways of implementation of relevant theories and concepts in a newly started large scale IT organization falling within the high tech business sector. Related theories and organizational concepts provide the needed legitimate support to various organizational features like four frame theory, organizational rationality, business ethics, organizational strategy and sustainability. The Four Frames: Employees would always prefer to work in a prosperous and nurturing organization than an organization that witnesses pitfalls and downslides. Forming a prosperous and thriving organization is an arduous task and a vast literature on management emphasizes on building thriving organizations. Four Frames of the organization is one such important literature that is widely accepted and used. Modern era organizations are complicated beasts (Gallos, 2008) and the volatile nature of the dynamic, tech-savvy, racing global environment appends to their complication. The four frame theory that is drawn from both practice and research is highly essential in diagnosing the organizational needs, identifying these complications and devising an optimum solution for the same. This approach is not really bound to the major changes in the organization but also while finding a solution for minor problems internal to the organization. The structural frame focuses on the rules, goals and technolog y of a particular organization. It provokes a need to design a process and implement the same respective to the current problem and the surrounding circumstances. Henceforth, the frame concentrates on the goal directions, structural clarity, and task accomplishment in an organization.(Harris Nelson, 2008). The key principles that support this frame are: High clarity in the organizational goals Efficient management of the external environment Based on the task and the environment, a clear structure should be framed Lines of authority devised with proper magnification and clarity Subject expertise and segregation of workforce leads to enhanced individual specialization and performance. Clearer focus on facts, logic and processes instead on emotions and personality. The above mentioned principles derive an inference that the various problems in the organization reflect structural problems and the optimum solution for the same is redesigning and restructuring. W hereas structural frame is concerned with the way structure develops response to an organizations task; the human resources perspective adds the interplay between organization and people (Harris Nelson, 2008) . Inferring from this view, the building blocks of an organization are the people, the most important resource. The skills, thoughts, innovative ideas and their commitment towards the organization are directly proportional to the growth of the organization. Poor fit between the individual and the system paves way to exploitation of individuals and the organization in a bidirectional manner. Good fit ensures clear and meaningful work that provides the energy and talent needed for the success of the organization. The major task of human resources is the alignment of individual and organizational needs in the same direction. From the perspective of structural frame, organizations are structured to be a rational system and the controversial question is how can a effective sy stem be designed; The human resource frame views organizational rationally but attempts to identify the mismatches between organizational needs and people. On the whole, all of these frames are different, but they do have common characteristics. They assume a world that is relatively certain goals provide direction, effectiveness can be seen, needs can be identified, power can be understood, developed and used. So the world is substantially rational. (Harris Nelson, 2008) Warren Bennis, in one of his books, On Becoming a Leader, stresses on a fact When you understand, you know what to do (2003), which actually means that the best understanding of scenario resides at the core of eminent leadership and remains as an important tool in building organizations. The managers/leaders make effective use of the four frames to analyze and evaluate the logistics of the organization with various perspectives and counter the potential problems through proper identification, interpretat ion and solving methodologies. These frames act as magnifying lenses that puts organizational life into a sharp focus with much clarity and paves the way for the manager to perceive the workplace from versatile views to judge things and get them done. According to Bolman and Deal (2007), the major traditions in organizational theory are synthesized and integrated into four significant areas: Structural, Symbolic, Political and Human resource. The authors call these four areas as frames, each one of them, having a distinct view of the organizational background, emerging from different academic streams. All of these four frames have their own focus points, submerged assumptions, implementation plan and direction to the effectiveness of the organization. One among these 4 frames, the structural frame, perceives organization as a mechanical devices or factories and stresses on goals, roles with specialization and formal relationships. It not only takes different perceptions but al so drives on creating policies, rules, hierarchies and procedures to integrate the different activities of the organization aligned with its goal. Quite different from the structural frame, the human resource frame views the organization as a single family where individuals possessing feelings, thoughts, skill, constraints and needs residing under the family umbrella. Organizations should strive towards the mutual growth of the individuals aligned to its vision. The political frame views organization as a arena (or jungle) with supremacy, conflict, competition, power and organizational policies at its core where the beliefs, behaviors, skills, interests and diversity of values and implications within the workforce are inevitable organizational myths. They are often toxic, but can also be a source of creativity and innovation when recognized and effectively managed (Thomas, 2006). The symbolic frame beholds the life in an organization as a carnival or a theatre where differe nt individuals join together to frame culture, context and meaning as they perform their respective roles and bring self-expression and artistry into action. Organizations that attend to the symbolic issues surrounding their own theater of work infuse everyday efforts with creativity, energy, and soul (Gallos, 2008). Every frame among these four, beholds a significant portion of the organizational life, but none of them are stand alone. Provided this theory, the goal of the essay is to criticize these frames and the dependency on any single view can mislead to wrong whole-part perceptions, or to misidentifying the core cause of challenges or events. The essay will intensively explore the theoretical niceties of the frames; their pitfalls and the mutual dependence of the frames and the significance of the multi-frame perception of the organization. Don’t waste time! Our writers will create an original "The Ideal Approach Of Financial Reports" essay for you Create order Organizational rationality Rationality is a key aspect of an organization. Organizations are assumed to be intentional, in the sense that they work towards specific goals or purposes(Brunsson, 2009). In most of the organizations, there exists an assumption that under the umbrella of the norms of rationality, the decisions govern the actions. Rational choice and foolishness exist in all the organizations. Theorizing about rational choice while ignoring the foolishness is easier and vice versa and the challenge that stands in front of them is to reconcile. The rational behavior of the individuals causes a considerable impact on the economics of the organization, aggregating the utility-maximizing nature of the individuals such that organizational efficiency is promoted by seeking these utilities. The discussions of decision making and policy change can be projected within the arguable dimension of rationality and incrementalism. It is never easy to segregate issues of rationality from the non rational issues. The fundamental premise underlying organizational studies in political science is that the behaviour of organizations mimics the bounded rationality of the actors that inhabit them (Jones, 1999). Questionable facts arise when the meaning of rationality and comprehensive rationality is analysed. It is referred to a  prescription or description  of decision making pattern in which: The policy ends or aims are identified and assessed in terms of the policy makers values Every way to achieve these ends is properly identified Out from the identified ways, the best out of the lot is selected Comprehensive is the analysis of decision-making context (Jordan and Richardson, 1987). John (1999) says that the rational actor model envisages the policies to be logical, justified and unbiased through which organizations can assess issues, devise solutions and implement them into action.  Unless organizations are faced with choices, they cannot make decisions.  Ranking and prioritizing the decisions helps them to find the best solution.   When organizations make their choices, the preference rankings between the choices are consistent, when organizations have to pick their optimum option.   Within the policy process, each and every participant, subjecting to the constraint of resources, gets what is needed. This process holds a very close relevance with Lindbloms  incrementalism and Simons bounded rationality.   As per the views of John (1999), aggrandizing the differences between rationality and incrementalism is absolutely counterproductive, but the key difference may be the approach of Simon presented as a recognizable attempt to get as close to the rational ideal as possible.  Ãƒâ€šÃ‚  Ãƒâ€š Bounded rationality Based upon the limitations to a comprehensive analysis, Simon came up with his approach where in terms of the policy maker, the limitations are due to: Simons approach is based on limitations to comprehensive analysis.   In terms of the policy maker it is limited by: Inadequate information and knowledge of the current situation and the relevant consequences connected to the policy solutions. Analytical inability of the people involved in decision making to look into all the possible solutions in terms of intelligence, time, predisposition and values. The dissimilarity between individual rationality and organisational rationality. The complexity of separating values and facts (Lindblom, 1979) A deeper insight into the way the policies are carried out in an organization will complicate these problems to a higher level. Simons approach is not to deny any of these limitations but to accept them as a description, and at the same time try improving all the abilit ies as a prescription instead of maximising. Jones (1999) identifies the limitations to objective rationality are as follows: Incomplete search for knowledge. Deficit of inclination or capacity of organization to seek every available solution. Solutions do never exist anywhere, it has to be developed. Even before the problems arise, the solutions for the same exist. In accordance to the above mentioned factors, the agenda-setting literature is interlinked with the boundaries of decision making rationality, where framing or problem definition and the prioritization of the significance of policy problems plunge into the competitive arena of the policy actors. Incrementalism According to Lindblom, there exists a similar rationality critique. The failures are based upon constraints in: Analytical skills and problem-solving ability Data that are available about future conditions and future consequences Research cost The capability to segregate values and facts The possible ways in which issues rise up and the policy process dynamics. Structure There are various key perspectives from the structural background of the organizational framework. Bureaucratic model has undergone a considerable amount of study and research on its extension. Weber and Taylor took contrary stands in depicting the key principles, with monocratic bureaucracy and specialization and control standing on either side. As like the head and tail of a coin, differentiation and integration reflect either sides of the structural frame and causing the prevalence of rationality. Differentiation triggers the allotment of responsibilities and tasks to units and individuals. Integration is the factor that maps the roles responsible for the mutual dependency. The mutual dependencies and the roles impacted by them are aligned and coordinated vertically by the authorities and laterally by conferences, teams and meetings. The success of an organization underlies within the coordination of individual distinct values, where they get deployed efficiently across th e vertical streams (designations) or the lateral streams (conferences, business units) (Bolman Deal, 2007). Vertical coordination Authorities play an important role in organizational environments to regulate and coordinate the performance of individuals and divisions. In an organization with a standard set of hierarchies, the roles and responsibilities are defined with high clarity throughout all the levels of the hierarchy and the level of authority increases as the individual moves up the hierarchy. Quality management is an inevitable tool that is being used in organizations and sets certain benchmarks against which the result of any task is contrasted to. Rules and regulations support the forecasting methods applied on the operations of the organization. Some of the widely used quality management tools are Six Sigma and TQM (Total Quality Management) (Bolmer Deal, 2007). In this organization, the vertical hierarchy will suit the best as to obtain the necessary amount of clarity in defining the roles, responsibilities and goals. The vertical hierarchy in addition to coordinating the individuals effic iently, it also motivates them to move up the hierarchy ladder seeking the power of authority. Lateral coordination Lateral coordination is the best fit when it comes to handling the lower level of management. The high amount of flexibility that this coordination offers makes it a bit informal compared to the vertical coordination. This IT firm relies heavily upon the coordination of the individuals to create products and services with innovation. As the organization grows, the complication of the organization structure increases and the wide spread geographical work force locations rise up as a potential hurdle to be watched closely. The Project leader holds the onus to regulate the workforce of the project and coordinate the team members by ensuring their respective tasks like developing, testing and maintenance are performed to the optimum level. Lateral coordination is the most sought in this kind of a situation. (Bolmer Deal, 2007) Centralization Centralization and decentralization are distinguished based upon three major factors: Geography Function Delegation of Decision making Geographical centralization is the one that exists in an organization which holds a single operating location and decentralization of the same type exists when organization operates from various locations. Functional centralization focuses on the similar functionalities of work performed by a team and the functional decentralization is about each and every team has its own set of functions to be performed. Delegation of decision making becomes centralized when the decision making authority is placed at a single point at the core of the organization and becomes decentralized when every department or function has its won decision making authority. Decentralized structure encourages dispersed decision making at the lower levels of management (Fred, 1977). This organization contains all the types of decentralization as it compris es of various kind of task forces and teams like virtual teams and cross-functional teams. Since the organization possesses a blend of decentralization, centralization and lateral coordination at the appropriate levels, it stands across the efficient vertical of the industry. Mintzberg suggests that the optimum way to convert groups into business units as a part of integration comprises of various options: Business units Product units Service units Virtual groups Implementation groups Organizational strategy Organizational strategy is the way in which an organization does need to change over time in order to deliver the enterprise strategy and an implementable plan to make the required transformation. Keen thinking and analysis is required to contrast the current state to the desired state and identify the gap along with executing capabilities to perform the requisite changes. The key considerations of organizational strategy are as follows: Extended structure of enterprise (Essential re-configurations, strategic relationships and reach extensions required in delivering the espoused strategy) Required new skills and capabilities (workforce composition, development needs and talent acquisition, operational and process capability improvements) Talent management processes and practices entailed to develop a high progress workforce Operating culture of business Mapping of value proposition to operating style Projected performance results Tools and processes necessary to achieve the goal The resolute integration of the entire operating activities to provide the alignment of total enterprise to the cause In this organization, a common mission and a set of values are shared by the employees. Mission: Provide telecom billing software and services that add value to the relationships between our clients and their customers. Values Unparalleled Client Satisfaction Value clients, understand their business, and pledge the fullest commitment to contribute to their success and satisfaction. Teamwork Value team accomplishments and seek opportunities to join with the colleagues to advance the success of the clients. Respect for the Individual Value fellow employees and commit to an environment where respect for each other is essential, recognize excellence, and challenge each individual to grow personally and professionally. Developing People Value the ongoing development and improvement of our greatest resource our people. Diversity We value the unique combination of qualities and contributions that each individual brings to the workplace. Shareowners Trust We value the trust of our owners and work diligently to enhance their investment. Corporate Citizenship Value the communities in which our employees and their families live and commit to be a good corporate citizen. Integrity We value, above all, our integrity in everything we do. Corporate Social Responsibility CSR (Corporate Social Responsibility) does involve a business identifying its specific stakeholders and assimilating their values and needs enclosed within the day-to-day and strategic decision-making processes. CSR as an organizational strategy is highly important for organizations in todays dynamic world due to three major trends: Changing social expectations The society and consumers expect a lot more from the organizations whose products and services they buy. In the light of the corporate scandals during recent times, this sense has increased considerably that reduced the level of trust on organizations and public confidence in the ability of organizations and regulatory bodies to control the corporate excess. Increasing affluence In developed nations and developing nations, increasing affluence has become an undeniable truth. Affluent consumers get the freedom to choose the products and services that they want to buy. The society in requirement of work and inward investment is unlikely to impose strict regulations and also penalize organizations that are probable to take away their business and money. Globalization The influence of media with its magnified glasses on all the time brings every mistake by companies into the limelight immediately and caters it to the attention of the public. Appending to this, the internet media acts as a catalyst to the communication within social groups and consumers by empowering them to spread the message across and giving them the way to coordinate a collective action like a product boycott. This organization maintains a legitimate and robust Corporate Responsibility Program. Our CSR practices are densely integrated with our business and culture. They majorly fall into six key categories: Shareholders Business and trusted relationships are formed on the base of dedication and uncompromised integrity to the highest standards of ethics. Clients The enrichment of relationship between our employees and customers is a promise to be kept by us for our clients. People Our company being a global firm, the relationships with employees are framed on a sincere respect and trust for the individual. Communities Our organization supports localized giving and specific programs in the different countries in which we do operate. Environment Working environments are structured to optimize our organizations efficiency and performance while lowering the consumption of energy, pollution and waste. Business Partners Across the entire supply chain, we project high clarity expectations with our business partners. Business Ethics https://www.uwf.edu/bpeach/motorola/caseb.pdf Business ethics is the combination of ethical behaviour and morality that is used by a firm to establish a standard design of behavioural norms for all of the related activities. Business ethics puts the key focus on the moral adequacies of various corporate activities (Goodpaster, 1997). Global businesses always face different cultural moralities because the right may be wrong when it switches from one culture to another. The scholars of business ethics have come up with a number of models purely based upon social contract, concepts of rights and utilitarianism (Thomas, 1989). In ethical decision making, the judgement starts with gathering the relevant facts, evaluating the motives and intent, and determining the exact criteria (RS Moorthy, et al., 1998). Business ethics branch out into two streams as normative a nd descriptive. As per the thoughts of Donaldson Preston (1995), normative ethics is the tangible collection of the moral issues faced and the moral reasons that we have, and the manner in which these reasons interconnect with the non-moral reasons to help better decision making and the judgments of acts. Descriptive ethics is composed of anthropological  ¸ sociological and psychological investigation into the moral values reflected in what people are expected to do and in reality what do they actually do (Gary, 2006). This organization functions aligned with a code of ethics to which employees are bound to comply. The organization commits itself to act lawfully and ethically at all times to maintain its high standard of business integrity. The code of ethics of our firm is as follows: Workforce diversity Reciprocity Well-being and safety Politics Diverse business relationships Data privacy Quality Environmental affairs Global employment standar ds Organizational sustainability Organizational sustainability is the ability to sustain the operations and existence of the organization. As per the thoughts of Marek, L.I et. al., there are various sustainability factors for an organization. Perceived value Values witnessed by individuals and groups impacted by improved outcomes and new ways of working. Monitoring/Feedback Feedback is shared in an easily understandable version and monitoring is performed on a periodical basis. Leadership The degree of active engagement that the leaders possess. Staff Staff have the confidence, skills and interest in sticking on to the new ways of working. Organizational infrastructure It is the degree to which the job descriptions, internal resources, business models and systems support the new ways of working. Shared models The continued application of shared models among the people involved in the new processes and ways of working. Organizational fit It is the degree of alignment of the new ways of working with the organizational overall goal. Community fit It is the level up to which the new working ways match with the needs and interests of the community, and the urge to get involved in activities. Partners It is essential that the partners who support the new ways of working must be involved. Government policy the extent to which the government supports the new ways of working Funding It is the funding process that continues even beyond the grant period. Spread The level of expansion to additional locations and populations. Conclusion This report has managed to touch up on every essential feature of organizational analysis and design, supported with strong literatures and theories correlated with the given kind of organization. On the whole, the sequential flow of the report provides a firm answer to the posed question by the management theory and modern organization as how best to design a structure specifically suited to the circumstances with which an organization has to deal.