Urban Polution In the 14th century Research Paper

Urban Polution In the 14th century - Research Paper Example This research will begin with the statement that the rising concerns about pollution in America and Britain are not a new issue. By the 14th century, many European city dwellers had started showing their displeasure at the rising level of pollution in their towns. In the 1970s for example, many urban dwellers raised their voices in protest about the rising level of air pollution in their cities.   At this time, it was perceived that the main cause of the pollution was the motor vehicle. Fumes from the motor vehicles chocked people as they passed through traffic. This essay discusses that one thing that the American urban dwellers living in the 1970s forgot is that the auto’s main predecessor, the horse, was earlier perceived to be a worse option in respect of urban pollution. Many scholars decried the pollution that was in urban centers and in fact demanded that horses be banished from American cities. One authority noted that the horse was a taxing economic burden to humans and an affront to hygiene.   At this time, it was widely agreed that the â€Å"horseless carriage† be adopted as a solution to the pollution problem. The researcher states that in the 14th century, in Europe, the horse had been identified as a major cause of pollution. Based on Statistics, it was established by sanitary experts that a horse produces between 15 and 30 pounds of dung every day.  

Group work British Airline Essay Example | Topics and Well Written Essays - 2500 words

Group work British Airline - Essay Example British Airways: Vision and Strategies The vision of British Airways is to emerge as the leading international premium airline throughout the globe. British airways has come up with several strategies towards the fulfilment of this long term vision. The organisation is committed to achieve the same through efficient cost base and its focus on the excellent customer service (UBS, n.d., p.2). All these would decide how quickly the airline would be able to revive from the recent economic downturn. Moreover, these significant strategies would help the organisation to establish a sustainable as well as profitable future for its business by benefiting its employees, partners, customers, shareholders and other stakeholders. In the coming years, the airline company would remain its focus on the aviation industry. The core business would remain on moving people and cargo. The airline company would offer to attract the customers from across the globe. They want the people across the globe to w ish to fly with British Airways whenever it is possible. The company has come up with few significant strategic goals which the organisation would strive to attain and wish to be. British Airways aims to be desired carrier for the long haul premium customers. The organisation has identified the long-haul premium customers, key to its profitability. The organisation tries to align its product, service and network according to customers’ requirements. Furthermore, the carrier would also keep its strong presence in cargo service and short-haul segments. All these sectors play a crucial role to support the core business of this organisation. British Airways is looking forward to its extension in other cuties. However, at the same time, the company works to gain and sustain its leading position in London. The city is seemed to be its financial centre of its business as this is one of the biggest airline industry across the globe. It is very crucial for British Airways to ensure th at Heathrow remains as a crucial global hub. As a consequence, the airline company has been influential to influence the government decisions regarding the relevant policies as well as works along with the airport owners to continue on the infrastructural development activities (British Airways, 2010). The drive for extension worked out well with the merging of British Airways and Iberia. Joining with Iberia would fetch total revenue of $ 18.5 billion placing it third across the Europe. With this consolidation, the group has given a tight competition to Air France –KLM and Germany’s Deutsche Lufthansa AG (Rothwell, 2011). British Airways would continue to satisfy the requirements of its customers and enhance the margins through the introduction of new revenue streams in the business. The group would be introducing profitable additional services to the customers which would add value and strengthen this leading brand. The new products and services would be introduced to utilize its assets and organisational capabilities to satisfy the requirements of the core customers, which would, in turn, enhance the customers’ loyalty. British Airways also communicates with the travel agents to understand the new services offered by the competitors (Perreault, 2006, p.284). Analysis of Internal Environment Financial Analysis The

Human Resource Management the employer employee relationship

Human Resource Management the employer employee relationship The main focal point of human resource management (HRM) is on managing people within the employer-employee relationship, in more specific terms, it involves the productive use of people in accomplishing the firms strategic business objectives and the satisfaction of individual employee needs. As HRM is a strategic process incorporating the interests of the firm and the individuals, it goes far beyond a set of activities co-ordinating human resources related practices. HRM specifically is a major contributor to the success of an enterprise because it is in a key position to affect customers, business results and ultimately shareholder value (Gubman, 1995; Wright, McMahan McWilliams, 1994). HRM in a sense is classified as management, but management is more than HRM. HRM is only a sector of management which deals with individuals, whereas management also includes other functions that is marketing, research and development, etc. Managers manage people and the role of the HR Manger is somewhat changing and becoming more relevant to organisations due to our fast paced and growing society. Due to the changing trends within technology, diversity, ethics and globalisation it creates a perception of what functions the modern HR manger undertakes in order to react to competition and create organisational success. Some companies might consider the role of a HR manager to be only a minor driving force of their strategic objectives, whereas others may argue this case and indicate the increasing role that the HR manager plays in their strategic success. By defining the concept of HRM with relations to strategic business and people relations hopefully, this will give you a greater understanding of the roles that a HR manager performs in the workforce. 2) Summary of articles: In a paragraph or two for each study, briefly explain the purpose, how it was conducted (how information was gathered), and the major findings. When referring to an article, use the last name of author or authors and date of publication in the text. Example: Calvin and Brommel (1996) believe family communication. Communication serves two primary functions in familiescohesion and adaptability (Galvin and Brommel, 1996). The role of the HR manager has been and is still currently changing drastically. We see that the concept of HRM has gone through many transformations in order to get to the current HRM practices that are followed today. Its origins erected from the Industrial Revolution where the workers did not have any protection and undertook dull jobs. As an expansion from this concept an adoption of Taylorism which seen jobs being broken down into various elements in which was the most efficient way of performing the job. Post Taylorism the Trade Union movement involved the collective bargaining process and combated against unfair labour practices and introduced laws with relevance to pay and benefits. This idea was later enhanced by the Human Relations movement and driven by Elton Mayo which identified that there are vast psychological and social factors that affect the performance of an employee, thus resulting in the productivity output. We see now that the Human Resources approach dominates the workplaces, which is based on job satisfaction and motivating employees. This new philosophy within the HR context which focuses on the long term approaches and adopts encourages the dual contribution of management and employees in order to achieve the strategic goals of the organisations.In the recent past, many organisations thought of the HR role as simply a support service to the real operations departments of the firm (Buhler, 1999). There was a period when the majority of human resource activity was in processing the payroll, so that the human resource section formed part of the Finance and Administration department (Santiago, 2003). Stone (2008) indicates that as HRM becomes more business oriented and strategically focused in which four methods of HR can help deliver organisational excellence (Ulrich, 1997). Firstly, HR should assist with the strategic implementation with the firm (Strategic Partner). Secondly, the efficiency and effectiveness should be contributed by HR in order to increase the performance of work and as an outcome maintain the quality and be cost effective (Administrative Expert). Moreover, ensure that there is a balance of representation towards employees and senior management in order to ensure that employees contribute to the organisation to express commitment to the organisation (Employee Champion). Lastly, HR should, on a regular basis, assist in the changing process to enhance the organisations capacity to grow and react to competition (Change Agent). According to Ulrich (1997), the key to the HR role as a strategic partner is the participation of HR in the process of defining business strategy, not merely responding to the strategy edicts presented by senior management. HR professionals play a strategic partner role when they have the ability to translate business strategy into action (Ulrich, 1997). In a sense, this makes leverage or way for the HR manager and facilitates them into the business team. In other words, the HR manager must be able develop business like acumen and adapt their expertise and skills and link them to the business strategy to HR policies and practices. Alas, (Nankervis, 2000) that the strategic partner role is not being fulfilled, research indicates that executives position such as CEOs do not adequately involve their HR managers within the business strategy field. P9:50. There is an awareness that proves that there is a necessity and growing need for the HR managers to become active in the strategic leve l and identify that that the significance of HRM have a competitive advantage. P9:53 (Fisher and Dowling). In saying that practices and policies in HR need to be sophisticatedly up to date and consistently need to be reviewed so that it doesnt lead to alienation, reduced motivation and labour unrest (Jackson, 2002) P9:52. Evidently Australia comparing its statistics on a global scale (McCaw and Harley, 2003) they are behind or in other words lagging. P9:51 Administrative expert = refers to the efficiency of HR managers and the effective management of HR activities (i.e. RS, TD, PM, Rewarding) so that they create value Ulrich (1997) outlines that HR professionals must be able to re-engineer HR activities through use of technology, rethinking and redesigning work processes and the continuous improvement of all organisational processes; see HR as creating value, and measure HR results in terms of efficiency )cost and effectiveness (quality) P9:54 Employee champion = requires the HR manager to be the employees voice in management discussions Be able to meet needs of employees Ulrich (1997) achievable by being employees voice in management discussion by being fair and principled, assuring that the concerns of employees are being hears, finding new resources to perform jobs successfully. P10:56 Change agent = a person who acts as a catalyst for change In other words the channel for change in the org. or firm Can be achieved through (Brockbank, Ulrich, 1994) leading change in HR functions and by developing problem solving communication and influence skills. In other words how to manage change A past CEO of Sharp once said all companies have access to the same information and the same technology. The true difference in our firms, he suggested, is found in our people (Buhler, 1999). People are the core of a companys competitive success in the marketplace, and this is where the HR department becomes critical to a firms success (Buhler, 1999). The HR departments today are emphasising higher value activities with company wide benefits that add value to the organisation (Buhler, 1999). Achieving organisational excellence must be the work of HR (Ulrich, 1998). The work of HR cannot be disconnected from the real work of the firm, but rather must be clearly integrated with the work of the business More organisations are restructuring their human resource departments to reflect the true partnership with operational managers throughout the firm (Buhler, 1999). Some organisations choose to structure in a more centralised manner with a corporate HR department that supports each of the strategic business units Including specialists providing service to SBUs This structure allows for HR employees to become resident experts in their given field and the managers throughout the organisation benefit from this expertise (Buhler, 1999). The most important part of the role change for HR is change in perspective of managers, meaning managers must view their HR counterparts as true strategic partners rather than as administrative support appendages to the company (Buhler, 1999). When managers utilise their human resource partners to their full extent, they can realise much higher levels of performance in their own units (Buhler, 1999) The recognition that all managers in the firm are essentially HR managers (Buhler, 1999). There is a relationship between line managers and HR professionals (staff) which has been viewed as adversarial in the past (Buhler, 1999). Today however, the new perspective requires each side perceive the relationship as an interdependent one, one whereby each needs each other (Buhler, 1999). Saul conducted as part of Industry Task Force on Leadership and Management Skills (1995) found major changes in the work and job design of first line supervisors. They found there had been a major shift in their role from cop to coach. This required a significant increase in leadership, communication, interpersonal and learning competencies. It also required them to be proactive and resourceful problems solvers In addition, the role of the HR departments is being transformed as line managers assume greater responsibility for a number of people management activities and as HR specialists focus more closely on integrating HR and corporate strategy. (Kramar 1999) In view of the ongoing debate about the future of HR managers and departments (Pfeffer, 1994: 190-6) it will be increasingly important for HR professionals to demonstrate how they contribute to organisational effectiveness in both the short and long term. Today, HR departments are expected to contribute to organisational performance (Ettore, et al., 1996; Fitz-enz, 1994; Matthes, 1993) and many organisations now believe that the success of the strategic management process largely depends on the extent to which the HR function is involved (Butler, et al., 1991) To better manage this human factor, organisations continue to move toward a SHRM approach (Martell and Carroll, 1995). SHRM refers to the pattern of planned HR deployments and activities intended to enable an organisation to achieve its goals (Wright and McMahan, 1992: 298). The trend towards and enlarged role for HR managers in strategic planning calls for researchers to gain a better understanding of the perceptions of HR managers regarding the effectiveness of their organisations and the factors they use to judge organisational effectiveness. (Zellars Fiorito, 1999) 3) Conclusion: Briefly summarize the major findings of the studies chosen. Comments about what questions need to still be answered may be included. 4) Reference List Ulrich, D. (1997) Harvard Resource Champions: The next agenda for adding value and delivery results, Boston, Harvard Business School Press Zellars, K.L. Fiorito, J., (1999), Evaluations of Organisational Effectiveness Among HR Managers: cues and implications, Journal of Managerial Issues, Vol. 11(1), pp. 37-55 Buhler, P.M. (1999), Managing in the 90s the changing role of HR, partnering with managers SuperVision. vol. 60(6), pp. 16-18. Wright, P. G. McMahan, (1992). Theoretical Perspectives for Strategic Human Resource Management, Journal of Management, 18: 295-320 Butler, J., G. Ferris N. Napier, (1991) Strategy and Human Resource Management, Cincinnati, OH: Southernwestern Publishing Co. Matthes, K. S. Carroll, (1995), How Strategic is HRM? Human Resource Management, 34: 253-267 Ettore, B., D.J. McNerney B. Smith, (1996), HRs shift to a center of inflence, HR focus 73(6): 12 (5) Fitz-enz, J. (1994) HRs New Score Card, Personnel Journal, 73(2): 84(4) Gubman, E.L. (1995) People are more valuable than ever, Compensation and Benefits Review, 27(1), p.12; and Wright, P.M. McMahan, G.C., and McWilliams, A. (1994) Human Resources and sustained competitive advantage: a resource-based perspective, International Journal of Human Resource Management, 5(2), pp. 301-26. From architecture to audit Harvard Business Review (January-February 1998): Ulrich, Dave: A new Mandate for Human Resources Pfeffer, J. (1994), Competitive advantage through people. Boston, MA: Harvard Business School Press Pfeffer, J. (1997) Does Human resources have a future in D Ulrich, M. Losey and G. Lake (eds), Tomorrows HR management, (pp.190-6). New York: John Wiley Sons Sheldrake, P. Saul, P. (1995) First line managers: a study of the changing role and skills of first line managers. In industry Task Force on Leadership and Management Skills, Enterprising nation: renewing Australias managers to meet the challenges of Asia-Pacific Century. Karpin Report, Canberra-AGPS Kramar, R. (1999) Policies for managing People in Australia: what has changed in the 1990s, Asia Pacific Journal of Human Resources, 37(24), pp. 26-32 Seven (7) dimensions of effective people management (HRM) that produce sustainability enhanced economic performance: Employment security Rigorous selection Self managed teams and decentralised decision making Comparatively high compensation linked to individual and organisational performance Extensive training Reduced status distinctions Extensive sharing of financial and performance information throughout the organisation Pfeffer (2008) P44 (8) Other indications of extensive research within the field illustrate that such high performance HR management policies and practices generate profitability gains, share price increases, higher company survival rates increase sales, higher export growth and lower labour turnover P44 (10) In other words the new sources of sustainable competitive advantage available to organisations have people at the centre their creativity and talent, their inspirations and hopes, their dreams and excitement (Stone, 2008) Stone (2008, P9) indicates that as HRM becomes more business oriented and strategically focused, four key roles for the HR manager can be identified: Strategic partner Administrative expert Employee champion Change agent Human resource management (HRM) is basically the policies and practices that influence employees behavior, attitudes, and performance within an organization. There are several important practices involved in HRM: analyzing work and designing jobs, attracting potential employees (recruiting), choosing employees (selection), teaching employees how to perform their jobs and preparing them for the future (training and development), evaluating their performance (performance management), rewarding employees (compensation), creating a positive work environment (employee relations), and supporting the organizations strategy (HR planning and change management) (Noe, Hollenbeck, Gerhart, Wright, 2007, p. 19). These practices have now begun to branch into the different trends that makeup many organizations today. E-business has been a huge part of human resources. A lot of companies have adopted a web-base system know as the Oracle Human Resources Management System (HRMS). This allows access to centralized workforce data through a core HRMS system not only enables companies to measure and leverage their workforce capabilities, it also allow them to manage risk by monitoring and recording compliance with statutory, regulatory, and industry requirements relating to their employees.(AME Info, n.d.). The stronger use of technology has allowed HRM professionals to invest more time in counseling, outreach, more careful selection, and coaching managers and front-line supervisors. Senior level human resource executives are being brought into the CEOs office as corporate leaders recognize how critical human resource capability is to their success. The growing integration of economies and societies around the world has resulted in most organization to rely on globalization. To guard against the downside of global competition, HRM must be more proactive in recruiting and maintaining a responsive and efficient work force. Planning should start at the early stages so that organizations do not bloat needlessly. Human resource managers must be able to map out human resource strategies such that flexible, dynamic employees are attracted, selected and then trained and motivated to be more productive than the competition (Santiago, in press). In every organization ethics should be include in business decisions as well as HRM decisions, but the evidence suggests that is not always what happens. Recent surveys indicate that the general public and managers do not have positive perceptions of the ethical conduct of U.S. businesses (Noe, Hollenbeck, Gerhart, Wright, 2007, p. 19). In the context of ethical human resource management, HR managers must view employees as having basic rights. Such a view reflects ethical principles embodied in the U.S. Constitution and Bill of Rights. Ethical, successful companies act according to four principles. First, in their relationships with customers, vendors, and clients, ethical and successful companies emphasize mutual benefits. Second, employees assume responsibility for the actions of the company (Noe, Hollenbeck, Gerhart, Wright, 2007, p. 19). Third, such companies have a sense of purpose or vision that employees value and use in their day-to-day work. Finally, they emphasize fairness; that is, another persons interests count as much as their own (Noe, Hollenbeck, Gerhart, Wright, 2007, p. 19). HRM has a key role in transforming the organizational culture so that it more closely reflects the values of our diverse workforce. Some of the reason why diversity has become such a key word in human resources is that Women and minorities are now playing a significant role in society. Women are now major bread winners for the family as they takeover roles of leadership and decision making positions. A large majority of the working population now balances career responsibilities as well as dependent children. There is also an increased number of dual income families as well as changes made to the conventional family structure with single parent families (Small Business Bible, n.d.). Some of the skills needed to understand diversity are: an understanding and acceptance of managing diversity concepts, recognition that diversity is threaded through every aspect of management , self-awareness, in terms of understanding your own culture, identity, biases, prejudices, and stereotypes ,will ingness to challenge and change institutional practices that present barriers to different groups (Berkeley, n.d.). In conclusion, HRM policies and practices influence employees behavior, attitudes, and performance within an organization. Some companies might consider it to be an important part of the companys strategic plan as well as aiding in developing and implementing the organizational goals. It is safe to say that HRM is the key to helping organizations deal with the rapid change of technology, diversity, e-business, and ethics and growing demands to better serve customers and to better differentiate themselves from competitors.

It’s Supernatural, Not Extra-terrestrial Essay -- classics, shakespear

In the time that King James I ruled, there was a large fear of witches and witchcraft throughout England and Scotland. And during his reign, William Shakespeare wrote the play Macbeth, which is the renamed King’s Men sign of gratitude towards James. Macbeth is interesting because it is â€Å"based on a story from Scottish history particularly apt for a monarch who traced his line back to Banquo† (Greenblatt 815). The play also drew from James’ own fears of assassination, eventually leading to Macbeth’s own fear of Banquo and having him killed so that he would not have to worry about his possibility of becoming a traitor. James also had a fear of witchcraft being behind any attempt on his life because he â€Å"suspected the hand of the devil in any plot against an anointed king† (816). James had a strong belief in the supernatural and witchcraft and had written a book about witchcraft and believed that the reason for various things that happened in his life to be the fault of witches and lived in fear of the occult eventually bringing everything to an end. Before an exploration of the actual occult, supernatural and other spooky things that happened in Macbeth, it is best to look at the history of witchcraft in the time and how people dealt with the threat of witchcraft. In the 1840s, Wilhelm Gottlieb Soldan believed that witchcraft was actually something that was made up by monks and that it was actually a non-existent crime while German mythologist Jacob Grimm viewed witches as â€Å"wise-women persecuted by the church† (Gaskill 1070). Soldan’s view is also shared by Daniel Fischlin, who â€Å"argues that witchcraft during James's reign was a constructed political threat to be punished in order that the king's absolute monarchical a... ...es." Modern Philology 1.1 (1903): 31-47. Web. 13 Mar. 2014. Shakespeare, William, Stephen Greenblatt, Walter Cohen, Jean E. Howard, Katharine Eisaman Maus, and Andrew Gurr. "Macbeth." Introduction. The Norton Shakespeare Based on the Oxford Edition. 2nd ed. New York: W.W. Norton & Co, 2008. 815-24. Print. Shakespeare, William, Stephen Greenblatt, Walter Cohen, Jean E. Howard, Katharine Eisaman Maus, and Andrew Gurr. Macbeth. The Norton Shakespeare Based on the Oxford Edition. 2nd ed. New York: W.W. Norton & Co, 2008. 825-78. Print. Stein, Arnold. "Macbeth and Word-Magic." The Sewanee Review 59.2 (1951): 271-84. Web. 14 Mar. 2014. Yonglin, Yang. "How to Talk to the Supernatural in Shakespeare." Language in Society 20.2 (1991): 247-61. Web. 13 Mar. 2014.

Discuss the role played by Mr. Morrison Essay

Mr. Morrison symbolises the strength of Afro-Americans in the face of adversity. He is a source of courage and protection for the Logan family, acting almost as a guardian angel when papa is not home. There is an air of myth surrounding Mr. Morrison, created by factors such as his stature, his deep voice and scarred features. This makes him an interesting and thus successful character for Mildred Taylor. When the children first meet Mr. Morrison, his description relates directly to Mildred Taylor’s imagery. The attention that she pays to the significance of trees as an emblem of strength, influences her description of the powerful Mr. Morrison: â€Å"The man was a human tree in height, towering high above papa’s six feet two inches. The long trunk of his massive body bulged with muscles†¦ † The living strength and permanence of trees are a symbol of the strength which the black community draws from its history, tradition and inheritance, and the ‘roots’ which have been put down in their land. Thus, the description of Mr. Morrison is in keeping with such imagery. The timing of Mr. Morrison’s arrival assists Mildred Taylor in developing tension and suspense. He arrives on the scene in the wake of the news of the attack on The Berry Family. Mr. Morrison, we learn, was wrongly accused of starting a fight and then sacked from his job. This gives us an example of institutionalised racism and also hints that there may well be more incidents and fights. The children immediately warm to him and are deeply fascinated by his giant-like appearance. Mr. Morrison’s attributes make him immune to the physical threats by which the local whites terrorise the black community. This gives the children courage and inspiration. As a result he is a figure who earns Stacey’s respect. Stacey becomes much closer to Mr. Morrison after he makes it plain that he will not be reporting the matter of the fight to with T. J to Stacey’s mother. Indeed, such is Mr. Morrison’s positive influence, that Stacey shows increased maturity by telling his mother about the fight himself. On their way back from shopping in Vicksburg, Papa, Stacey and Mr. Morrison are ambushed by the Wallaces. Mr. Morrison shows his tremendous power by taking on three attackers and badly injuring two of them. In the following chapter he again demonstrates power and shrewd judgement too by lifting Kaleb Wallace’s truck. This act is enough for him to avoid being drawn into fighting whilst still standing up for himself. By checking the truck for a gun first, Mr. Morrison shows an admirable measured determination not to be bullied. Furthermore, Mr. Morrison is a vital calming influence upon the headstrong Hammer when the children’s uncle is seeking to avenge Cassie’s humiliation in strawberry. The image of Mr. Morrison sat watching on the porch for the nightmen is a very powerful one. To the Logan’s he is a guardian angel figure, who protects with great strength, yet is otherwise the perfect example of calm. In the stories he tells to the family we learn of an horrific past in which his family were murdered by racists. His scars symbolise the healing power and capacity to endure that are characterstic of the persecuted black people. His voice – â€Å"like the roll of low thunder† – further emphasises Mr. Morrison as a key symbolic figure in the book, as this simile echoes the title. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Mildred Taylor section.

Conflict Management Essay

Webster’s defines conflict as: To come into collision; be in mutual opposition (274). If you wanted to choose an organization to study conflict in, you would have to look no further than the military. The military has no single approach to conflict management. There are too many individual personalities within a multitude of internal systems to be able to singularize the conflict. It is often the case that the conflict you are having was caused by a system put into place by someone outside your organization. It could be as simple as the cause and effect syndrome. For example, if the 335th Forward Support Battalion (FSB) commander put a policy in place, that his battalion would perform mandatory proficiency training on processing Department of the Army Form 2406 on Mondays; this would cause his leaders to close the shops in order to conduct this training. While on the other hand, the 1-5th Infantry Battalion commander put in place a policy that his battalion would perform equipment maintenance on Mondays. His battalions’ leaders would have a conflict because if they had equipment that needed to be turned in, they would not be able to do so. The FSB’s shops would be closed due to their training. Inadvertently, these two battalion commanders have caused a system conflict. This type of conflict happens quite often in the military because these commanders are very goal oriented; but fail to take into account the conflicts that may arise from the system that he just emplaced. It would now fall on the battalions’ Executive Officer to negotiate a win-win solution to this conflict in a very rapid manner. Without a win-win solution, there would be a visible conflict that would eventually become apparent to the hierarchy and a solution may be imposed that might not be favorable to both parties involved. The driving force for the resolution of this conflict would be not allowing the conflict to reach the â€Å"boss†. I work in the Division staff which often task or gives directives to the Division’s Main Support Command’s (MSC’s). These task or directives often cause great pain in the MSC’s. This is a perfect example of a win-lose  conflict. The MSC’s can submit a declination of tasking, but they often are directed to do the tasking anyway. In essence, these tasks are coming straight from the General himself and cannot be simply dismissed. At this point it has become an authoritative command to do the tasking. An example of this situation would be a battalion that has been over tasked beyond its physical means. This battalion has been tasked to supply more personnel than it physically possesses. The problem may be that all the other battalions are in the same boat. The battalion has to adapt and be creative in order to meet to end goal. The most common approach that I have seen used is the appeal to our common goal of successfully completing the mission. I have had to work with many individuals whom I just could not come to a mutual understanding with. This conflict may have been caused by a personal difference, a different view of how to perform the mission, or even how to utilize our forces. In the end, we have to realize that to continue with this conflict means jeopardizing your common goal of accomplishing the mission. This may result in a lose-lose conflict where both party’s had to compromise their positions in order to secure success. Collaboration, authoritative, accommodation, and compromise are conflict management styles that I have used and seen used on an almost daily basis. It really depends on the person and whom that person has the conflict with. It may be that the individuals themselves do not have a conflict, but that a system has been emplaced that is causing their conflict. Avoidance is a management style that I do not see a lot of. When it does rear its nasty head, it is at the lower levels of the organization. It is usually there because the individual thinks that it is not a serious problem and his time would be better utilized doing something more productive. This chain of thought usually leads him to a path of discord because the conflict will snow ball into a larger problem that has become visible to his superiors. The two conflict management styles that I myself am prone to are competing and collaborating. I am very aggressive in my views and will dominate by  force if I need to. I am also very attune to recognizing that there is a problem or a conflict may arise because of circumstances of an issue. I am not locked into the two styles though. They are just my natural trends. I am very quick to analyze a situation or individual to determine what course I will take to get the maximum effectiveness from. The end goal is the objective. How I get there can be adjusted according to situational awareness. Works Cited Smith, S. Stephenson, et al, ed. Webster Comprehensive Dictionary International Edition. Chicago: Ferguson, 1987.