Building High Performance Team In A Minute Essay Example for Free

Building High Performance Team In A Minute Essay When working with a group or a company, the most expected mantra recited is â€Å"be a team player† in order contribute for the organization’s accomplishment of all its goals and objectives. To quote, â€Å"Someone may be great at his or her job, maybe even the best there ever was. But what counts at work is the organization’s success, not personal success. After all, if your organization fails, it does not matter how great you were; you are just as unemployed as everyone else† (Johnson, Kantner Kikora, 1990). This is why Kenneth Blanchard decided to jack up his One Minute Manager book series by coming up with something that will focus on teamwork, which is The One Minute Manager Builds High Performing Teams (1990, revised 2000). With Eunice Parisi-Carew, Blanchard tackles in this book the in-depth dynamics of team structure and the most rewarding interactions of each team members. Blanchard hopes that, by reading the book, participants of these work groups will gain a clearer understanding of how their teams may function at optimal levels. As a prominent author, speaker and business consultant, Kenneth Blanchard is often described as one of the most insightful, powerful and compassionate gurus in the business world. Blanchard is chairman of Blanchard Training and Development Inc., a management consulting and training company which he founded in 1979. He co-authored four books in the One Minute Manager series that collectively sold more than nine million copies and have been translated into more than 20 languages. Also, he has regularly appeared on popular television news and business programs in the US and has been featured in leading magazines such as Time and US News. This is why if somebody has enough expertise on how teams can be made effective, Blanchard has definitely the authority to discuss how teams work to become high performing and achieve excellence for the organization. Noted for his leadership approach that promotes self-esteem and self worth through a clear and structured approach to making people accountable for their behavior, Blanchard emphasized that â€Å"people who feel good about themselves produce good results — and appeal is based on applying techniques that take only one minute to apply†. What’s most relevant in e One Minute Manager Builds High Performing Teams (2000) is that the authors presented seven characteristics of the perform model that identified the desired behaviors of an effective team:  · Purpose. Team members are clear about what the teams work is and why it is important.  · Empowerment. Members are confident about the teams ability to overcome obstacles and to realize its vision.  · Relationship and communication. The team is committed to open communication, and members feel that they can state their opinions, thoughts and feelings without fear.  · Flexibility. Members are flexible and perform different tasks and maintenance functions as needed.  · Optimal productivity. High-performing teams produce significant results, due to a commitment to high standards and quality results.  · Recognition and appreciation. Individual and team accomplishments are frequently recognized by the team leader as well as team members by celebrating milestones, accomplishments and events.  · Morale. Members are enthusiastic about the teams work, and each person feels pride in being a team member (p. 9-16). At 106 pages, this book is not a heavy read and filled with fictionalized dialogue to establish concrete examples. Also, this book interestingly explains the developmental stages a team goes through on their quest in becoming â€Å"high-performing† and â€Å"self-directed.† Emphasizing on the group dynamics, the authors easily described how an effective leader or â€Å"educator† can help steer the team that will empower individual members to contribute their creative ideas and talents to attain the common goal: accomplishing the team’s mission. In the work environment, teams materialize to focus on tasks or solve problems that are beyond the capacity of one individual. With this type of set-up that allow creative and innovative juices to flow through the constant sharing of information,   people could appropriate division of labor among the members of the team can lead to more effective, more efficient and less stressful workplace. Their high levels of performance with regards to quantity, quality, and timeliness of work results can contribute to their sense of satisfaction, addressing a psychological and motivational need. With incessant exposure to each other, team members and their superiors could ascertain whether they have a team that can continue working together with synergy or their togetherness poses a detrimental effect on their output and interrelationships. Thus, with the help of this book, managers, leaders and even parents can make most of their teams to have a wider perspective of the processes and a detailed coverage of the activities that occur and address what needs to be improved in their respective organizations.

The Sense of Evil Conveyed in Shakespeares Macbeth Essay -- LIterary A

Throughout his play, Shakespeare uses a wide variety of themes in order to convey the sense of evil. These themes are omnipresent, and well implemented into the text, as they allow the reader to visually imagine the different occurrences, and how they might lead to a sense of evil throughout. The themes included consist of appearance and reality, guilt, ambition, violence and tyranny and order and disorder. Several quotes are weaved into the text in order to express more clearly the theme Shakespeare is attempting to convey. The themes all come together to enhance the dark symbolism of evil, and how it is actually conveyed. The most prominent theme throughout Macbeth is ambition. Macbeth and Lady Macbeth risk their innocence and will in order to pursue the throne. Lady Macbeth sees her husband as a coward, and therefore this relates to the theme of Violence and tyranny, as she is ruthless in getting what she desires. Lady Macbeth speaks about Macbeth’s ambition: â€Å"Though wouldst be great Art not without ambition, but without the illness should attend it:† This important quote enables us to understand Macbeth’s nature, which is â€Å"too full of the milk of human kindness†. Lady Macbeth’s provocation enlivens the evil residing in Macbeth and his ambition receives a new dimension: â€Å"I have no spur to prick the sides of my intent, but only vaulting ambition, which overleaps itself and falls on the other.† Throughout the play, Macbeth’s rising sense of ambition and realization, leads to him enhancing the themes of guilt and violence, as ambition ac ts as ‘the four legs’ that hold the two upright. â€Å"Your hand, your tongue, look like the innocent flower, but be the serpent under't". Lady Macbeth tells Macbeth that she is trying to s... ...onstantly repeats the procedure of washing her hands, as she believes that water would simply ‘wash away’ her dirty deed. â€Å"Will all great Neptune's ocean wash this blood clean from my hand?† expresses Macbeth’s extreme quilt, and the fact that he believed that if he were to wash his hand in the ocean, it would all turn completely-blood red, due to the severity of the deed committed. It is a hyperbole. Guilt seems to play a motivating role when Macbeth says, "Things bad begun make strong themselves by ill" Macbeth tries to explain that if a dangerous deed was continually done, its pain would eventually go away. He also explains that his morals were poisoned and were used to motivate him to commit more murderous crimes. " If’t be so, for Banquo’s issue have I filed my mind; for them the gracious Duncan have I murdered; Put rancors in the vessel of my peace".

National Cranberry Cooperative

NATIONAL CRANBERRY CO-OPERATIVE CASE STUDY * Nishi Sharma In 1971, National Cranberry Cooperative faced recurring operational problems that affected the productivity and relationship of NCC to growers. This analysis will discuss how NCC can improve its operation before the peak-season comes in. The analysis was based from facts cited in the case, using tools such as but not limited to process flow diagram, cost, benefit and utilization analysis, and work-force scheduling. The author recommends solution that will not just improve NCC's operations but will also increase plant's capacity and decrease its cost thereby leading to long-term savings for the growers. Problem Statement/Key Issues This case analysis will investigate two primary problems faced by NCC (1) Long waiting period of trucks during unloading of berries at RP1 and (2) Too much overtime cost. This case will also look at a secondary problem, specifically, the inaccuracy of grading of berries. Supporting Argument It is necessary to address the truck's queuing problem in 1970 in order to attain NCC's planned increase in output of water harvested crop from 58% to 70% the following year. The queuing/idle time during unloading also creates unnecessary costs particularly the cost of leasing trucks and hiring drivers. Also, Cranberries' market price is influenced by the government regulation Cranberry Marketing Order 1070, which mandates owners to scrap 10% or 200,000 bbls of harvested crops, thereby reducing income for the same resources used. With this, it is important that NCC manage its resources properly including scheduling of workforce (seasonal ; full-time) to reduce the costs like the overtime pay. With the cost amounting to $112,500 ($450,000/2Ãâ€"0. 5) incurred for paying extra premiums to second graded berries, it is important to look at the grading process and assess the need for installing an equipment that can help reduce the said cost. Alternatives The following are the alternatives proposed by Mr. Williston: 1. To buy and install new dryers 2. Convert dry berry holding bins to store water harvested or dry berries 3. Install Light Meter System for color grading PROCESS DIAGRAM – NATIONAL CRANBERRIES CO-OPERATIVE Assumptions:    We have assumed that: †¢ There is a cost associated with trucks waiting to be unloaded and it is $5 per hour. †¢ We have not considered per hour operating    cost of plant †¢ Overtime for both regular and part time worker has been taken to be $ 6. 50 per hour. †¢ In calculating the payback time, the same cost saving will occur every day. It is given in case that wet berries will make 70 % of total berries and that normal running hours for plant is 11 (12-1) hours. Case 1: 10000 bbl/day Wet Berries (WB) ( 7000 bbl/day Dry Berries (DB) ( 3000bbl/day Total Time = 11 Hrs WB feed=7000/11 = 637 bbl/hr DB feed= 3000/11 = 273 bbl/hr Minimum processing rate for WB is at dryers, which is = 600 bbl/hr Minimum processing rate for DB is = 1500 bbl/hr Hence, after 11 hours total accumulation of WB = (637-600)*11 = 407 bbl Overtime = 407/600 = 0. 7 hrs Now, assuming this is not a peak season, we have considered only 27 workers. Since plant is working suboptimal level during overtime , only two-third of the work force will be working on wet berries drying process. =2/3 work force = 20*(2/3) = 12 Savings per day = 12 * 6. 5= 78 Savings for season = 78* 90 = 7020 If we add another dryer, to save overtime cost, cost will be = 40000 Analysis Considering the cost of depreciation and cost of investment in dryer(8-10%) it will not be economical to buy another dryer. National Cranberry Cooperative Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly.The idea is to answer the questions concisely. Double spacing is preferred, 1. 5-line spacing is the minimum (consider the reader’s eye strain). 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] On average, 18000 barrels arrive over the 12hr span that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr. and I was able to calculate the implied utilization by dividing the berry input rate by the capacity(1500bbl/hr divided by 3000bbl/hr). To calculate the actual utilization of the dumpers, you must first determine the flow rate of the system. Only 25% of the berries are dry and 75% are wet. This sums to 375 dry berries per hour (1500 input/hr x. 25) and 1125 wet berries per hour (1500 input x . 75). The dry berries have 16 bins that hold 250 barrels a piece, adding up to a total of 4000 berries that can be stored. The wet berries have 8 bins that hold 250 barrels and 3 bins that hold 400 barrels, adding up to 3200 barrels total for storage.The capacity of the DeStoners was given as 1500bbl/hr. The implied utilization would be the input rate (1500bbl/hr) divided by the capacity (1500 bbl/hr). Since the bottleneck does not impact t he dry berries, the actual and implied utilization will be the same for the dry berries in all facets of the operation. The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1. 0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr.We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1. because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1. 25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get . 8125. 2. Enter your answer and supporting arguments for question 2 here. [10 points] The current maximum throughput rate is 975bbl/hr. 75bbl/hr can be processed by the dry berries because they have the ability to operate at maximum capacity. On the wet berry side, the process is slowed by the dryers, which represent the bottleneck of the operation. Since the dryers can only process 600bbl/hr, we will add the 600bbl/hr and the 375bbl/hr to get a total of 975bbl/hr. 3. Enter your ans wer and supporting arguments for question 3 here. [30 points] *See attached diagram 4. Enter your answer and supporting arguments for question 4 here. [40 points] The possible capital investments I used were adding one more dryer, and swapping one bin from the dry berry operation to the wet berry.Buying the fifth Kiwanee dumper was a misguided investment because the real object should be to increase your bottleneck to speed up the operation. The capacity of the dumpers is 600bbl/hr, so having one less dumper would only drop this to 2400bbl/hr. The throughput rate of the entire system is only 975bbl/hr, so the focus ultimately should be turned to increasing the capacity of the dryers instead of the capacity of the dumpers. The attached excel spreadsheet will explain the ultimate benefits of the proposed capital investments I have offered. Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/h rU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. 0 Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 National Cranberry Cooperative Case Report: National Cranberry Cooperative Fill in your name in the header. Please read the Assignment Collaboration Guidelines in Course Syllabus: Collaboration between groups is not allowed; however, if you hear something from some other group, please give a reference. Below, write your answers to Questions 1-4 (on BB/Cases). Your analysis should be based on the assumptions listed in the Syllabus. If you need to make additional assumptions to answer a question, clearly state them, logically defend them, and then proceed to answer the question accordingly.The idea is to answer the questions concisely. Double spacing is preferred, 1. 5-line spacing is the minimum (consider the reader’s eye strain). 1. Mark the capacity and utilization of each resource in the process flow diagram at the end of this document. Briefly describe how you calculate the capacity and utilization here. [20 points] On average, 18000 barrels arrive over the 12hr span that the business is open. This means approximately 1500 barrels of berries are input into the process per hour (18000barrels/12hrs). The capacity of the Kiwanee dumpers was given as 3000 b/hr. and I was able to calculate the implied utilization by dividing the berry input rate by the capacity(1500bbl/hr divided by 3000bbl/hr). To calculate the actual utilization of the dumpers, you must first determine the flow rate of the system. Only 25% of the berries are dry and 75% are wet. This sums to 375 dry berries per hour (1500 input/hr x. 25) and 1125 wet berries per hour (1500 input x . 75). The dry berries have 16 bins that hold 250 barrels a piece, adding up to a total of 4000 berries that can be stored. The wet berries have 8 bins that hold 250 barrels and 3 bins that hold 400 barrels, adding up to 3200 barrels total for storage.The capacity of the DeStoners was given as 1500bbl/hr. The implied utilization would be the input rate (1500bbl/hr) divided by the capacity (1500 bbl/hr). Since the bottleneck does not impact t he dry berries, the actual and implied utilization will be the same for the dry berries in all facets of the operation. The capacity of the Dechaffers for the dry berries was also given as 1500 bbl/hr and once again the implied and actual utilization will be 1. 0. Switching to the Wet Berries, we see that there are two Dechaffers that can each store up to 1500bbl/hr, which will add up to a capacity of 3000bbl/hr.We can calculate the implied utilization of the wet berry Dechaffer by dividing the input rate (1500bbl/hr) by the capacity (3000bbl/hr) and the actual utilization by dividing the Flow Rate (600bbl/hr) by the capacity (3000bbl/hr). The Dryers set the standard for the wet berries because they are the bottleneck of the operation. There are three dryers that can process 200bbl/hr, giving us a total capacity of 600bbl/hr. The implied utilization is not very realistic because it takes the 1500bbl/hr input rate and divides it by the 600bbl/hr capacity. The actual utilization of a bottleneck is always 1. because it is operating at maximum capacity. Lastly, there are three separators that have a capacity of 400bbl/hr each, giving us a total of 1200bbl/hr. The implied utilization will be discovered as 1. 25 because you are taking the 1500bbl/hr input rate and dividing it by 1200bbl/hr capacity. The actual utilization can be found by 600bbl/hr (wet berries) plus 375bbl/hr (dry berries) and using them as your input rate. So you will divide the 975bbl/hr by 1200bbl/hr capacity and get . 8125. 2. Enter your answer and supporting arguments for question 2 here. [10 points] The current maximum throughput rate is 975bbl/hr. 75bbl/hr can be processed by the dry berries because they have the ability to operate at maximum capacity. On the wet berry side, the process is slowed by the dryers, which represent the bottleneck of the operation. Since the dryers can only process 600bbl/hr, we will add the 600bbl/hr and the 375bbl/hr to get a total of 975bbl/hr. 3. Enter your ans wer and supporting arguments for question 3 here. [30 points] *See attached diagram 4. Enter your answer and supporting arguments for question 4 here. [40 points] The possible capital investments I used were adding one more dryer, and swapping one bin from the dry berry operation to the wet berry.Buying the fifth Kiwanee dumper was a misguided investment because the real object should be to increase your bottleneck to speed up the operation. The capacity of the dumpers is 600bbl/hr, so having one less dumper would only drop this to 2400bbl/hr. The throughput rate of the entire system is only 975bbl/hr, so the focus ultimately should be turned to increasing the capacity of the dryers instead of the capacity of the dumpers. The attached excel spreadsheet will explain the ultimate benefits of the proposed capital investments I have offered. Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/h rU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20 Bulk and Bag Separators C = 1200b/hrU = 1. 25, . 8125 Dryers C =600 b/hrU = 2. 5, 1. 0 Destoners C =1500b/hrU =1. 0, 1. 0 Kiwanee Dumpers C = 3000b/hrU = . 5, . 325 Trucks in Queue Bins 1-16 storage =4000 Bins 17-27 storage = 3200 Dechaffers C = 1500b/hrU = 1. 0, 1. 0 Dry berries 375†¦Ã¢â‚¬ ¦. bbl/hr Wet berries 1125†¦Ã¢â‚¬ ¦ bbl/hr Dechaffers C = 3000b/hrU = . 5, . 20

Plan of Action for Human Trafficking and Sexual Violence

Plan of Action to Combat Human Trafficking Abstract Human trafficking is a crime that without the proper direction will cost the human being the right to have freedom. Every person has the right to choose and not fall into being victimized by someone who is in the pursuit of indentured servitude. This billion-dollar industry is aiding the criminal acts such as drug trafficking and production, sexual assault, sexual rape (male or female), and most of all abuse and neglect of all the victims involved. Most people want to believe that human trafficking is non-existent and only happens to victims who are participating in any illegal enterprise. The ugly truth is that most people who have been trafficked did not know the ramifications†¦show more content†¦So everything needs to be evaluated to make sure they are not contributing to human trafficking and/or the death of the victim. When it comes to the labored help (farmhands, nannies, etc.), there should be a system in place that their living situations should be monitored. This c an be accomplished by being able to go to persons’ residence and/or job and have conversations with them just to let them know that if something goes wrong they have help. An estimated 2.5 million people are in forced labor (including sexual exploitation) at any given time as a result of trafficking (International Labour Organization). According to the United Nations compiled report, â€Å"In 2006 there were only 5,808 prosecutions and 3,160 convictions throughout the world† (United States State Department, 2007). This means that out of all the people that were being victimized, if you had 800 victims only one person was prosecuted. That number is absurd! So why is that so many people are not prosecuted for these heinous acts of crimes against a human? One reason is because when it comes to what is legal or nor changes depending on what part of the world one is in. What may be illegal here in the United States may be legal in other countries. In some countries, the law enforcement either condones or has a hand in human trafficking. â€Å"Corrupt police can become directly involved by helping create and shield a trafficking scheme or by colludin g with traffickers by alerting them toShow MoreRelatedHuman Trafficking : The United Nations Human Rights1162 Words   |  5 PagesQuin Smith and Colin Grande Federal Republic of Germany United Nations Human Rights Council The Athenian Academy Human Trafficking Quin Smith Intro Human trafficking is one of the biggest human rights issues facing our world today. This practice makes much money for those who traffic humans, and destroys the lives of its victims. 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