Report analysis on braintree Essay Example | Topics and Well Written Essays - 750 words

Report analysis on braintree - Essay Example Users usually sign up using their installed app or in Venmo website where they find friends who have created an account. Venmo account can be linked to users’ bank accounts, debit cards, or even credit cards (Moorthy, 2015). The leadership of Braintree Company encourages its employees to work towards achieving the goal, vision and mission of the company. The command creates a friendly environment for the employees through conducting performance appraisals and rewarding the best accordingly and also ensuring that their social needs are met, for instance, through recreational services (Hertz, 1999). Braintree encourages teamwork amongst the employees when doing their daily activities, and this promotes excellent performance. In addition, creativity, innovation, and invention are key qualities required of the employees (Hertz, 1999). In this area, the company focuses on outdoing its immediate competitors in the industry through the use of creativity, extensive training of employees as well as the use of the best technologies (Hertz, 1999). Payment wall supports payment options like credit cards, debit cards, landline payments, mobile payments, ATM payments, prepaid cards, kiosk-terminal payments, bank transfer as well as direct billing. Payment wall entered into the partnership with Alipay of China in 2011. This partnership has caused massive competition to Braintree (Moorthy, 2015). Stripe was founded in 2010, accepts payments online, and has expanded internet commerce by easing online business transactions and management as well. The stripe is developed for creators and makers, as it believes enabling more transactions is a problem rooted in code and design rather than in finance. Blue Snap It has optimized and reinvented and optimized the checkout experience by combining frictionless one-click checkout, intelligent payment routing, cross-border payments, multiple integration options, award-winning Smart

Managing External Influences Essay Example | Topics and Well Written Essays - 1500 words

Managing External Influences - Essay Example Union Pacific Railroad Company Profile Union Pacific Railroad Company is the largest railroad network operating in the United States of America (Union Pacific Official Site). It covers 23 states across the western two-thirds the United States. The railroad network is based out of Omaha, Nebraska and employs 45,000 people. Union Pacific’s primary service is freight transportation, however, it also operates passenger rail in Chicago in the form of Metra. Union Pacific’s innovative presence in the railroad industry is recognized by Fortune. On March 9, 2009, Fortune has named Union Pacific the railroad industry’s ‘Most Admired Company’. Union Pacific ranked #1 among all key attributes of the railroad industry. Political Factors Political factors are those factors over which the company has no control. These factors are totally in control of the government and decisions can conflict with company priorities and objectives. However, the company needs to adjust itself to the existing conditions to remain in the market. For instance, The Federal Railroad Administration is the controlling authority of railroad policies and it has developed a bridge inspection program whereby officials will perform safety inspections to ensure safety of pedestrians and freight (Department of Transportation). This is not a problem for the Union Pacific Railroad Company as they are already doing a pretty good job to ensure safety.

The severe limitations of rogerians approach to therapy

The severe limitations of rogerians approach to therapy This essay reflects on the above statement, and begins by defining what we mean by supportive and reconstructive, when relating these to the subject of counselling and psychotherapy. In then identifying the key theories of the Rogerian approach, and exploring some of these theories in greater detail, this leads to a deeper discussion and consideration of the question. Feeling supported in the therapeutic environment is a key element to how successful and effective therapy can be. Having an open, equal, honest relationship between client and therapist is the ideal situation, and where this kind of relationship exists it can greatly enhance the healing process. When the therapist is able to offer a safe space, the client feels able to express himself freely, without fear of being judged. If supportiveness is lacking, this negatively impacts the client. Feeling judged, fearful of what the therapist might be thinking, creates barriers and an atmosphere that feels unsafe and not conducive to effective therapy. The term reconstructive can be used to describe the process where major changes occur for the client during therapy. For clients suffering from post-traumatic conditions, including complex grief reactions, reconstructive therapy focuses on facilitating the client to recognise, understand and accept their feelings and reactions. Deeper self understanding can enable clients to see they have choices, and to regain responsibility for themselves and their reactions. The concept of being supportive can be clearly identified within several Rogerian theories, namely: The Core Conditions, The Self Actualising Tendency, and the Organismic Valuing process. The connections to supportive, seen in Rogers theories are explored and discussed in more detail later. Other key Rogerian theories considered in more detail include the idea of Phenomenology, The Self-Concept (or self), and Conditions of Worth. I observe the supportive tendency towards growth as being strongly embedded within the Rogerian approach. I also identify Rogers approach as reconstructive in the sense that major positives shifts and changes often occur during therapy. Considering the question of limitations this is harder to answer. As is the case with all psychological theories there will always be limitations and exceptions to effectiveness. For a great many clients and therapists the Rogerian way of working offers both a gentle and powerful therapy, that has stood the test of time. The Rogerian approach is also known as Person Centred counselling or Client Centred therapy. It originated from the pioneering work beginning in the 1930s which continued through six decades, of American psychologist and writer, Dr Carl Ransom Rogers (1902 1987). ( Mearns and Thorne 1999). Rogers talked about client centred or person centred therapy as not just a therapeutic way of working, but more as a way of being. Being real, genuine and true to himself. (Rogers, 1980) Rogers belief was that the client knows best. His approach was a radical move away from the analytical approaches of the time, where the therapist was thought of as the expert. Rogers was convinced that we each have within us the knowledge and resources to move forward, and that the role of the therapist is to offer the conditions that facilitate clients to help themselves. (Mearns and Thorne 1999). A helpful description of the Person Centred approach is offered by J K Wood: .. it is neither a psychotherapy nor a psychology. It is not a school à ¢Ã¢â€š ¬Ã‚ ¦ itself, it is not a movement à ¢Ã¢â€š ¬Ã‚ ¦it is not a philosophy. Nor is it any number of other things frequently imagined. It is merely, as its name implies, an approach, nothing more, nothing less. It is a psychological posture, if you like, from which thought or action may arise and experience be organised. It is a way of being. (Wood 1996, cited in Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004) Phenomenology comes from the work of Edmund Husseri (1859 1938), Martin Heidegger (1889 1976), and Maurice Merleau-Ponty (1907 1961). (cited in Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004, pp 18 24). Phenomenology is based around the idea that reality is not fixed. We each perceive our own reality, which is informed by our life experiences, biases, prejudices, and perceptual filters. We all experience reality in our own unique way. (Embleton Tudor, Keemar, Tudor, Valentine, Worrall, 2004) Rogers said: I do not react to some absolute reality, but to my perception of this reality. It is this perception which for me is reality. (Rogers, 1951) Empathic understanding can be described as a process of attending phenomenologically to the phenomenological world of another. From phenomenological thinking comes the phenomenological method, which contains three steps enabling us to be as open as possible to each new experience. The first step is to bracket all our pre-conceptions that we have taken on board and tend to automatically believe. Our challenge is to set these beliefs to the side on the basis that they are limiting and unhelpful and likely to impede our experience of this moment now. The next step is for us to describe rather than judge our experience. Our tendency is to analyse, evaluate and judge. The challenge here is to describe what we observe, rather than put our pre-conceived interpretation and judgement onto the experience. By staying close to felt senses we can be more open to accurately describing what we experience. The last step is to avoid putting a hierarchy on what we notice and experience. To be open to valuing everything we have noticed equally. These three steps combined, encourage non judgemental openness to experiencing, which sits well within Rogers Person Centred approach. Rogers believed that all human beings have within them an inherent tendency towards growth and fulfilment. He called this directional process in life the actualising tendency. (Rogers, 1980). Rogers saw life as an active process, and that regardless of the environment living things can be counted on to move towards maintaining and enhancing themselves. He recognised that the actualising tendency can be frustrated by adverse circumstances and events, but saw that this striving for growth always remains even in the most difficult of conditions. An example he gives is of the potatoes kept in the cellar of his childhood home that still grew in the semi-darkness, desperate to live, growing sad spindly sprouts towards the distant light in little cellar window. (Rogers, 1980). According to Rogers, humans have the ability within themselves to know what is good for them. He termed this ability organismic valuing. Trusting in our inner knowledge and intuition supports our self actualising tendency. The self actualising tendency becomes suppressed when organismic valuing gets lost through negative introjects and limiting beliefs. This usually stems from childhood, as a result of taking on conditions of worth from significant close others (for example parents, siblings, teachers). When worth or love is only expressed if we conform to certain conditions imposed by others, we take on board negative and distorted beliefs, often carrying them throughout our lives. Our locus of evaluation becomes external, constantly seeking direction, approval and reassurance of others. The Rogerian ideal is to have an internal locus of evaluation. With an internal locus of evaluation we are able to trust our own judgement, rely on our gut feelings, and have confidence in our own ability to know what is right. (Rogers, 1951) The self-concept is a persons conceptual construction of themself. Self-concepts often are not in balance with the actualising tendency and the organisimic valuing process. Self-concepts begin in infancy and develop over time. They are shaped by our perception of the attitudes and behaviours towards us of significant others. The need for positive regard and to feel approved of by others is a fundamental and powerful want. Conflict occurs when this need isnt fulfilled, and negative self-concepts become embedded. (Dryden 2007, pp 149 151). Rogers believed that peoples personalities are made up of two components, the organismic self and the self concept. The organismic self is the self I was born with, the real me. The self concept is the person I have become during my life in order to receive positive self regard from others. Introjects from those close to me, like my parents and others, have forced values inside me that arent in harmony with my organismic self. These become conditions of worth, causing me to behave in certain ways in order to receive the positive self regard from those close to me that I need. Small children have an inbuilt need to be loved by their parents. The child will feel like it is going to die if this need is denied. The locus of evaluation for the organismic self is internal, inside me. The locus of evaluation for the self concept is external approval is sought from outside. An example of organsimic self verses self concept comes from my own life: When I was in my mid teens I came under the influence of a powerful older man. For many years I felt controlled by him. I sought his approval in all areas of my life and my own personality became more and more subdued. He influenced my work, my social life, my romantic / sexual relationships, my family life my opinions and values. I felt I didnt have any of my own opinions any more. When I attempted to break free from his influence, he would react very badly and wear down my self esteem even further, making me feel powerless, worthless and useless. I suffered a lot of anxiety and unhappiness during those years. He also had the power to make me feel very good, if he chose to. His approval was so important to me. It was only in my thirties I managed to fully break free from his influence. I was able to begin returning to the real me, to re-discover my organism self, and accept myself as a worthwhile person with my own views and values. The following two examples illustrate the power of interjects in creating conditions of worth: Jake talked about his experience as a small child where he didnt want to eat and would find any excuse to get out of eating. As a punishment for refusing to eat his parents would shut him out of the flat, leaving him on the landing outside the flat, locked out. Jake described how this made him feel I felt completely rejected, I was thrown out of my house. This example shows how in this case the behaviour of his parents had a very negative effect on the his sense of worth and self concept, as a small child. Jake felt that a minor misdemeanour could take away the love of his parents and the security of his home of which he was not worthy anymore. These events seriously negatively affected Jakes conditions of worth for many years. When I became pregnant in my late teens I felt very frightened and alone and not able to share this traumatic event with my parents. Shortly after having a termination my secret came out. The reaction from my mother was angry and judging, I remember her words how could you do such a thing. I took this to mean how could I have sex, and how could I have an abortion. I felt very ashamed and guilty and bad about myself. This affected my romantic and sexual relationships and my views on sex and pregnancy for many years. This example shows how one sentence from my mother (a negative introjection of her values) had a huge affect on my conditions of worth and had long lasting negative consequences. In contrast, my fathers reaction to the news of my unplanned pregnancy and that Id had a termination was completely different. He was sensitive and supportive, not judgemental and very understanding of my decision. This had a very positive effect on my view of my father, and my relationship with him. It also helped to balance the strong negative reaction I felt to my mothers response. I still look back on this memory as a time when I realised what a wonderful man my father is. My respect and affection for him has only grown since this experience. Looking back it is clear to me that he offered me empathy, congruence and UPR at a time when I really needed it. Rogerian therapy is built around the premise that if certain conditions are present then healing will occur. 1. Psychological contact between the counsellor and the client 2. The client is in a vulnerable or anxious state 3. The counsellor is congruent 4. The client experiences unconditional positive regard and feels accepted by the counsellor 5. Empathic understanding of client by counsellor The client receives the empathy and unconditional positive regard and congruence Rogers claimed that as long as these conditions were there, this was all that was needed. He described them as being necessary and sufficient. (Rogers, 1951) Of the six conditions, three are core, these are Empathy, Unconditional Positive Regard (UPR), and Congruence. These three conditions need only be minimally present, in order for therapeutic personality change to take place. Returning to empathy, I see this as being able to put myself by the side of the client, and to understand their feelings. Phenomenologically I will never be able to fully know how someone else feels, but believe that empathy takes me close enough. Rogerian counsellors demonstrate empathy by active listening in a sensitive way, and reflecting feeling words back to the client, and also by tone of voice, body language and mirroring facial expressions. Paraphrasing can be used to summarise what the client is saying, with clarification whenever there is any confusion about what the client is trying to communicate. (Mearns and Thorne, 1999) Unconditional Positive Regard can be defined as respecting the client as a human being and not judging. It may be that there is sometimes something to do with the clients actions or behaviours which the counsellor doesnt agree with, but this doesnt stop UPR being offered. It is about giving respect to a fellow human being without conditions. From the clients point of view, receiving UPR will improve their own feelings of self-worth. If they have been in a cycle of behaving badly because this has always been what has been expected by others, then the cycle can be broken by UPR being offered by the counsellor. In order to offer UPR, it is important that the counsellor has a high degree of self awareness and has worked through her own issues and is clear about any biases or prejudices, and able to put these to the side. (Mearns and Thorne, 1999) Congruence means being real and genuine, the counsellor being able to be herself and to be open and honest with the client. Being congruent means removing pretence or acting, and being fully present. Receiving congruence and seeing the counsellor isnt perfect and has vulnerabilities, reassures the client that it is ok to be imperfect and vulnerable. (Mearns and Thorne, 1999) Person centred counselling can be an extremely powerful therapy and can have an enormous impact in enabling damaged people to heal themselves. One of the basic criticisms of Person Centred Counselling is around its theory which is based around our built in motivation to self actualise, grow and achieve. The reality of todays world is that there are many people who dont demonstrate this self actualising tendency. What Rogers didnt explain was if everyone is basically good deep down inside, why arent societies better and better as a result? It is also argued by some that person centred counselling is limited. It can be seen as being a passive soft kind of therapy, with the balance of power with the client, and the counsellor not offering the client advice or solutions. Is this a weakness or a strength? My view is that it is a strength and one of the key reasons why person centred counselling is so effective. The counsellors role isnt that of an expert solving the clients problems, but as someone able to reflect back the clients thoughts and feelings, in a respectful and honest manner, enabling the client to begin to heal himself. Taking this further and coming back to the title question, I see that the fact that Rogerian counselling offers a safe and supportive space for the client, this is what then enables the reconstructive process to take place. Clients come to therapy for a variety of reasons, but they all have one thing in common, they are in emotional pain. The gentle yet powerful elements of Rogerian therapy allow the client to be safe enough with the counsellor to express their emotional pain. In order to get to this place of safety, there has to be a strong level of trust between the client and the counsellor. This trust grows, through the counsellor offering empathy, congruence and unconditional positive regard. For major shifts to happen first the client needs to be open and honest and be able to express their distress. The next step is for the client to take the risk of moving out of their comfort zone and challenging themselves. This is when the greatest shifts can occur. In order for either of these steps it is absolutely key that the client trusts and feels secure with the counsellor. The person centred values promote and encourage this by offering an equal non judgemental honest real relationship. To return to the question, in my view and my experience, Rogerian therapy is both supportive and reconstructive. I feel its only limitations lie within individual clients. If a client is not ready to explore themselves honestly, to open up and challenge themselves, then change wont occur. The client has to be ready to engage in what can often be painful self exploration. When a client is ready and wants to do this, working in the Rogerian way can have powerful life changing results. The Rogerian approach is a way of being, and this way of being can be applied to all aspects of life. In terms of therapy, I see this approach being very valuable. Other tools and skills can be offered to clients, in a person centred way, which I see as greatly enhancing the therapeutic process.

Count Alessandro Volta :: essays research papers

Count Alessandro Volta (1742-1827) Count Alessandro Volta was born in 1745 at Como, Italy. He was educated in public schools and in 1774, he became professor of Physics at the Royal School in Como. The following year he devised the electrophorus, an instrument that produced charges of static electricity. In 1776-1777 he applied himself to chemistry, studying atmospheric electricity and devising experiments such as the ignition of gases by an electric spark in a closed vessel. In 1779 he became professor of physics at the University of Pavia, a chair he occupied for 25 years.   Ã‚  Ã‚  Ã‚  Ã‚  In 1800, Volta discovered the battery by studying earlier experiments. He believed that metals that are different could create electricity when in contact with each other. In his experiment, he stacked copper, zinc and cardboard, which was soaked in salt water. When both ends of the stack were touched, electricity flowed. This was the first battery.   Ã‚  Ã‚  Ã‚  Ã‚  There is not a lot of information on Count Alessandro Volta’s life, but there are records of Napoleon giving him the title of Count in 1801 in gratitude for his inventions that have revolutionized the world of today. The Electric Battery Electricity has fascinated human kind since our ancestors first witnessed lightning. In ancient Greece, Thales observed that an electric charge could be generated by rubbing amber, for which the Greek word is electron. The German physicist Otto von Guericke experimented with generating electricity in 1650, the English physicist Stephen Gray discovered electrical conductivity in 1729, and the American statesman and inventor Benjamin Franklin studied the properties of electricity by conducting his famous experiment of flying a kite with a key attached during electrical storms. However, the first workable device for generating a consistent flow of electricity was invented around 1799 by the Italian inventor Alessandro Volta. Volta’s discovery of a means of converting chemical energy into electrical energy formed the basis for nearly all modern batteries. Beginning his work in 1793, Volta observed the electrical interaction between two different metals submerged near each other in an acidic solution. Count Alessandro Volta :: essays research papers Count Alessandro Volta (1742-1827) Count Alessandro Volta was born in 1745 at Como, Italy. He was educated in public schools and in 1774, he became professor of Physics at the Royal School in Como. The following year he devised the electrophorus, an instrument that produced charges of static electricity. In 1776-1777 he applied himself to chemistry, studying atmospheric electricity and devising experiments such as the ignition of gases by an electric spark in a closed vessel. In 1779 he became professor of physics at the University of Pavia, a chair he occupied for 25 years.   Ã‚  Ã‚  Ã‚  Ã‚  In 1800, Volta discovered the battery by studying earlier experiments. He believed that metals that are different could create electricity when in contact with each other. In his experiment, he stacked copper, zinc and cardboard, which was soaked in salt water. When both ends of the stack were touched, electricity flowed. This was the first battery.   Ã‚  Ã‚  Ã‚  Ã‚  There is not a lot of information on Count Alessandro Volta’s life, but there are records of Napoleon giving him the title of Count in 1801 in gratitude for his inventions that have revolutionized the world of today. The Electric Battery Electricity has fascinated human kind since our ancestors first witnessed lightning. In ancient Greece, Thales observed that an electric charge could be generated by rubbing amber, for which the Greek word is electron. The German physicist Otto von Guericke experimented with generating electricity in 1650, the English physicist Stephen Gray discovered electrical conductivity in 1729, and the American statesman and inventor Benjamin Franklin studied the properties of electricity by conducting his famous experiment of flying a kite with a key attached during electrical storms. However, the first workable device for generating a consistent flow of electricity was invented around 1799 by the Italian inventor Alessandro Volta. Volta’s discovery of a means of converting chemical energy into electrical energy formed the basis for nearly all modern batteries. Beginning his work in 1793, Volta observed the electrical interaction between two different metals submerged near each other in an acidic solution.

Fall of the Gas Giant

Fall of the gas giant Name:Source of article: the NEW YORK TIMES Publication date: 10th April 2018 The ripples effects of the tariff imposed on steel and aluminum from china has been felt all over the country since the beginning of their implantation late last year. Many steel companies based the United States have decried the move as it has adversely affected their businesses. The question that lingers in their thoughts is, ‘how long will we survive the turmoil?'. It was passed that a 25% tariff be imposed. One company that has clearly showed its disgust in this status quo is CP industries; it is one of the largest companies that manufacture steel products with its raw materials sourced from china. CP industries make steel gas cylinders and sell them to government parastatals like NASA and the public. Its manager claims that since the tariff came into place they had to raise the price on its products and they have ended up losing customers to competitor companies from china.From the managers cry rose another creepy question, ‘who will pay for the taxes?'. A discussion by economics professionals claimed the American companies will have to bear that burden stoically if they intend in retaining their supplier. A Competitor that the popular industry faces is the Enric Gas Equipment Company from china. Goods from the company are not subjected to the tariff yet they meet the same customer. That is unfavorable competition.I strongly stand with the economists that claim that the tariff should be toned down if not removed completely. In all goods that the government could put tariffs on; aluminum and steel were to be excluded. This is for the simple reason that the country does not produce cheap high quality steel like china. Many critics have rallied against the tariffs as the economy is predicted to see a dive in the coming years. PWhat will happen to the CP industry and all other small companies that import Chinese steel if the tariff is to be upheld for 3 more years?Protectionism as a policy under economics field should be clearly defined by states that want to adopt it. The laws around it must be custom made to ensure that its intended aim of boosting market for domestic companies is met. If not, we will see a collapse of many giant companies and the loss will be immeasurable and irreversible. ReferenceOnline article by the NEW YORK TIMEShttps://mobile.nytimes.com/2018/04/10/business

Managers responsibility Essay

The mangers most basic responsibility is to focus people toward performance of work activities to achieve desired outcomes. A manager is someone who works with and through other people by co-ordinating their work activities to accomplish organisational goals. (Robbins, Stagg, Coulter, 2003, p.10) This definition states, the fundamental responsibility of a manager, is to accomplish the organisations objectives by ‘getting things done through people’. There are however several ways of conceiving managerial responsibilities, as a ‘manager’ can be viewed from many different positions. Kontz (1999:179) argue that management is the process of setting and achieving goals through the execution of four basic management functions that utilize an organisation’s resources. These functions are planning, organizing, directing, and controlling. Goshal and Bartel (1995:89) however argues that the responsibility of manager cannot be clearly defined as planning, organizing controlling etc, and are better described by looking at the managers responsibility in their working environment. According to Goshal and Bartel (1999:183), the responsibility of managers varies according to their level of status within the organisation and the skills required in performing managerial duties change accordingly. I will discuss that managerial work can be classified into both organizational levels, basic skills and the four management functions that lead to the fundamental responsibility of a manager, – to effectively accomplish organisational goals by focusing people toward performance of work activities. cofa far sefafaw orfa Wood (1998:402) argue that the most important asset in effectively achieving desired oraganisational outcomes is people. It is argued that people are flexible, versatile, intelligent, durable and appreciate in value to the organisation through learning experiences. According to Wood, (1998: 397) the best way people can be used in an organisation, is through the decision making process directly related to management functions, – planning, organising, directing and controlling. It is a managers resposibility to understand the significant effect each sub-ordinates commitment has to these  functions, and actively carry out the functions of management in a way that best achieves this. Planning involves defining organisational goals and proposing ways to reach them. Managers establish an overall direction for the organisations future, identify and commit the resources required, and focus people towards their working activies to reach organisational objectives. After managers have prepared plans, they must translate these abstract ideas into reality. Organising is the process of creating a structure of relationships that will enable employees to carry out management’s plans and meet organisational goals. By organising effectively, managers can better coordinate human, material, and information resources. The manager has to make sure each sub-ordinate knows their individual goal and how they are going to achieve it. A successful plan may only be reached if management can utilize the organisations resources efficiently and effectively. Foucault After management has made plans, created a structure, and hired the right personnel, someone must direct the organization. Directing involves communicating and motivating others to perform the tasks necessary to achieve the organization’s goals. Interraction between the manager and sub-ordinate is the key for creating a focused working environment, and is critical in achieving a desired outcome. Directing provides leadership that from a manager/employee working relationship perspective is the raising of an employees performance to a higher standard, – beyond its normal limitations. The process of managerial leadership can be thought of as influencing others to direct their efforts toward the pursuit of specific goals. Knouse, Stephen, and Giacalone, (1992:375) back up this statement by claiming that managers who lead effectively establish three initiaitves from employees that is crucial in improving their work activities and decision making capabilities. Initially they gain the trust of sub-ordinates, – allowing people more freedom to act on instinct and make decisions. Second, leaders must clarify the direction in which people should be headed to satisfy organisational outcomes, through clear, consistent communication. This effectively helps employees feel confident in their decision making  abilities. Finally it states that effective leaders encourage others to take risks, further enabling peoples ability to think, create and make decisions. Control is verifying the actions of the organisation’s subordinates in accordance with the plans, instructions, and the established standards of performance. A manager should attempt to prevent problems, or to try to determine and solve them as soon as possible, if they happen to occur. Through constant control of focusing people towards work activities, the manager keeps the organisation working effectively.cofe fe As it can be seen, managers are required to be able to plan, organise, direct, and control. Goshal and Bartel (1995: 91) argue however that deviding a managers responsibility into tidy, discrete functions such as planning and organising is not relevant in todays working environment. It is argued that management is ‘messy and continuous’, particularly planning which is conceived as an ongoing process, rather than a separate bounded activity. According to Goshal and Bartel, the nature of manegerial work is better classified in terms of organisationl levels and basic skills. Robert L Katz identified three types of skills, – technical, human and conceptual which he writes are required for all levels of management. Robbins, Stagg, Coulter, 2003, p.13-14) Technical skills are those needed to perform the work in a specialised area. These skills involve the knowledge and ability to apply techniques, procedures, methods, and tools in a specific field. Interpersonal skills, include the ability to work with, understand, lead, and motivate others, and effective managers require interpersonal skills to get ‘the best out of their people’. Conceptual skills include the ability to plan, coordinate, and integrate all of the organization’s interests and activities. Also involved is the ability to understand how a change in a given part of the organization or its environment, can positively or negatively affect the focus of employees in their work activities which interrelates with the organisation desired outcomes. Katz found the relative importance of these skills varied according to the managers level within the organisation. Organisations can be viewed as having three basic levels of management with operational employees not requiring any manegerial duties. The manegerial jobs at the first level are known as first level management and are charged with overseeing operative employees. Technical skills are important at such lower organisational levels in which the manager needs to know the mechanics of how the work is done. Ghoshal, and Bartlett (1995:92) argue that first line supervisors (first level managers) are responsible and accountable for directing the workforce and for meeting production and service scheduals and quality standards. The responsibilty of first line managers to ensure employees are focused on work activities is therfor crucial in achieving a desired outcome. Middle managers are usually responsible for the performance of a particular organisational unit and direct the activities of other managers and sometimes those of operative employees. They implement strategic plans set fourth by top managers by establishing divisional objectives and operational objectives that will guide unit perormance to achieving desired outcomes. Technical and conceptual skills are required for effective middle management, but as is the role of first level management with operative employees, their basic responsibilty is to ensure these first level managers and to a lesser extent, operational employees are aware of what is required in achieving set objectives. Top managers have the broadest responsibilities and have the authority to develop plans that shape the overall direction of the organisation. Ghoshal and Bartlett (1995:93) argue that the time of a top manager is typically devoted to human relations and conceptual tasks. From a survey of some of America’s most effective corporations Goshal and Bartell (1995:93) found that leading executives of these firms spent approximately 85% of their time interracting with people on the phone or in meetings. It is also argued that of this 85% a large proportion of time is spent updating and ensuring middle managers are informed and focused on the work activities required to ensure the objectives of the organisation are achieved. In conclusion, managers are very important in a structured organisation. All  organisations operate in complex social working environment conditions where managers need to be developed in their interpersonal or people skills if they are going to be effective. Technical and conceptual skills vary in importance according to their managerial heirachy, however the one skill that remains constant at all levels is interpersonal. Goshal and Bartell (1995:93) argue that progressive organisations only look for people who possess a special predefined set of competencies relating to attitude, personality and behaviour for employement in management-leadership positions. These competencies guarantee that formulating business strategees and organisational goals will be met through the ‘coaching’ and interraction of managers and employees. Managers have the responsibility of planning, organising, directing and controlling the organisations activities that can only be effectively achieved through the use of efficent working employees. The four management functions require creativity, reasoning, and judgement to make decisions and it is the basic responsibility of a manager to direct people towards their specific role or task to ensure organistional goals are achieved. When a person is familiar with the subject and has the required data, they have the confidence to make effective decisions. This is the most basic responsibility of a manager, to focus people towards performance of work activites to ensure a desired outcome is achieved. References Ghoshal, S. and Bartlett, C. A. (1995), â€Å"Changing the Role of Top Management: Beyond Structure to Process†, Harvard Business Review, p 86-94coec ecr Knouse, Stephen B. and Giacalone, Robert A. (1992), â€Å"Management Decision Making in Business: Employee Issues and Concerns.† Journal of Business Ethics. 11 (51) pp.369 381. 6QbDHfKG ndd fodd dd! Kontz, H, (1999) ‘The Management Theory jungle’, Journal of the Academy of Management, 4, p174 -188codc dcr sedcdcw ordc dck indc fodc dc. Robbins, S, Bergman, R., Stagg, I. & Coulter, M. 2003, Management 3rd edn, Pearson Education Australia, French Forest Wood, D. J. (1998), â€Å"Social Issues in Management: Theory and Research in Corporate Social Performance†, Journal of Management 17(2), pp.383-406cocb cbr secbcbw orcb cbk incb focb cb.