Summarise and Compare the Evidence for the Development of...

Part 1 Summarise and compare the evidence for the development of agriculture in South West Asia and North America. The two continents provide a very different insight into the development of agriculture. America with its slow alterations, for example the gathering that continued and the consistency of crops remaining in their natural habitat until much later for example the May grass. South West Asia reveals a different approach where although still gradual development the use of tools and grinders support the discovery of cultivation and domestication leading this continent towards villages and eventually civilizations with trade and travel as its force for change as early humans emulated and adapted. The southwest begins its†¦show more content†¦Asia’s steady but sure cultivation started a fast pace route to civilisation that of which the Americas did not. The Americas environment allowed for small agriculturists with irrigation sites such as at La capas dating 1250 BC. A slow development in contrast to Asia. However the burials at Eva do mirror the evidence found in burial si tes such as Ohalo 11: where burials have grave goods and signal some status. Hinting that cognitive development may have evolved just as Asia’s had but the need for agriculture was less intense therefore a later necessity for the north Americans. Bibleography The Human Past Chapter 6 Trevor Watkins, Chapter 9 David L. Browman, Gayle J. Fritz, Patty jo Watson. David j Meltzer 2005 2009 Thames and Hudson Limited .http://www.archaeology.org/9707/newsbriefs/squash.html http://en.wikipedia.org/wiki/Neolithic_Revolution#Agriculture_in_the_Americas Part 2 Do you think changing climate was the key force accounting for the development of agriculture? The two continents America and Asia have a stark difference in the development of agriculture. Evidence of semi-sedentary living can be traced in Southwest Asia 20,000 years at Ohallo II. A ‘boom’ effect fallows the Younger Dryas , this climatic alteration coincides with villages such as Akrotiri . Great expansion also occurs in Israel and Jordan. Neve David is one example that existed in the heart of the Epipaleolithic and so must have beenShow MoreRelatedExploring Corporate Strategy - Case164366 Words   |  658 Pages– how can small players survive changing markets? Amazon (B) – latest developments in a successful dot.com. Formula One – developing the capabilities for competitive success in a hi-tech industry. Manchester United – clash of expectations in the football world. Salvation Army – strategic challenges for a global not-for-profit organisation with a mission. Bayer MS – corporate social responsibility in the internat ional development of a German company. Eurotunnel – clash of cultures threatens to derailRead MoreCase Study148348 Words   |  594 PagesEnvironment Strategic Capabilities Strategic Purpose Culture and Strategy Business Strategy Corporate Strategy and Diversification International Strategy Innovation and Entrepreneurship Mergers, Acquisitions and Alliances Evaluating Strategies Strategy Development Processes Organising for Success Leadership and Strategic Change The Practice of Strategy Pages 30 37 47 59 69 79 88 99 108 115 122 132 144 150 162 Case Teaching Notes The LEGO Group: Working with Strategy The Global Pharmaceutical Industry:Read MoreVirgin Blue Annual Report47891 Words   |  192 PagesDenpasar Solomon Islands Honiara Cook Islands Rarotonga Darwin Vanuatu Port Vila Cairns Nadi Fiji Samoa Apia Johannesburg Broome Port Hedland Karratha Newman Townsville Whitsunday Coast Hamilton Island Mackay South Africa Virgin Blue Partner Airlines Tonga Nuku alofa Fraser Coast/Hervey Bay Sunshine Coast/Maroochydore Australia Rockhampton Brisbane Gold Coast Ballina/Byron Bay Coffs Coast Port Macquarie Newcastle Perth Mildura AucklandRead MoreAnnual Report Fosters Beer64959 Words   |  260 Pagesexperience in the international drink sector – senior executive roles at diageo, including president, Asia pacific and managing director, Australasia and a member of the diageo group executive Committee. he has a strong finance and consumer products background as Finance director for diageo’s largest subsidiary company in the uk and held Sales and general management roles across the uk and Asia pacific. mr pollaers is director of the Australian National Breast Cancer Foundation and Chair of its FinanceRead MoreAnz Bank142091 Words   |  569 PagesREPORT 2014 ANZ IS EXECUTING A FOCUSED STRATEGY TO BUILD THE BEST CONNECTED, MOST RESPECTED BANK ACROSS THE ASIA PACIFIC REGION WHO WE ARE AND HOW WE OPERATE ANZ’s history of expansion and growth stretches over 175 years. We have a strong franchise in Retail, Commercial and Institutional banking in our home markets of Australia and New  Zealand and we have been operating in Asia Pacific for more than 30 years. Today, ANZ operates in 33 countries globally. We are the third largest bank in

Who We are is Determined by the Intertwined Forces of...

Nature or Nurture Every human being is unique. Were we destined to be the way we are, or have we been made this way through our environment and experiences? Psychology has long been debating the issue of Nature versus Nurture. Characteristics such as hair and eye color are generally recognized to be controlled by genetics. Those on the Nature side (Nativists) claim that genetics control much more, including personality and character. Nurture backers (empiricists) will argue that a person’s environment and experiences determine those traits. So is it possible to prove which side is right? The latest findings suggest that the debate may not be that simple. In light of the new information, it is no longer an either one or the other debate.†¦show more content†¦The balance between genetic and environmental influence is not exactly the same for everyone. Jonathan D. Rockoff (2013) wrote in the New York Times, â€Å"They are finding that sensitivity to the environment resides in the biolo gy of the nervous system. And some people, because of their genetic makeup and life experiences, are more sensitive to outside influences than others.† People react differently to the same external stress. We have all witnessed varied responses to the inconvenience of being caught in a traffic jam, some people lay on the horn, others complain, and some just sit there bopping to the tune on the radio. If a child is riding in that car, will they display the same behavior as their parent, and if so is it because they learned it or were they passed a gene for that behavior? The answer, according to recent studies, is it depends. A study by Lee, Brooks-Gunn, McLanahan,Notterman, and Garfinkel (2013) examined the effects that the 2007-2009 recession had on the harshness of maternal parenting. They found that bad economic times had a stronger effect on harsh parenting than improved conditions. They also noted â€Å"mothers’ responses to adverse economic conditions were modera ted by theShow MoreRelatedPersonality And Theory Of Personality Essay2250 Words   |  9 Pagesidea of personality, we are going to examine the six different cornerstones of personality. They consist of Nature versus Nurture, The Unconscious, You of the Self, Development, Motivation and Maturation. In this, no one theory is more valid than the other, and no one research has more validity than the other. In this paper each cornerstone will be examined using scholarly research. 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Standard Costing, Operational Performance Measures Free Essays

CHAPTER 10 STANDARD COSTING, OPERATIONAL PERFORMANCE MEASURES 1. MANAGING COSTS 1. Standard-cost systems are used to help managers control the cost of operations. We will write a custom essay sample on Standard Costing, Operational Performance Measures or any similar topic only for you Order Now The system has three components: standard costs (i. e. , predetermined costs), actual costs, and the difference between the two figures (termed a variance). 2. A standard cost for each product cost category (materials, labor, and overhead) is calculated on a per-unit basis. ? This calculation considers the planned quantity of each input factor allowed (pounds, hours, etc. and the planned price for each input factor (price per pound, rate per hour, etc. ). The total planned cost is a mini, per-unit budgeted amount. †¢ After the actual costs are known, a report is generated that shows actual costs, planned costs, and related variances. A manager can examine the variance column quickly to ascertain which exceptions require attention. ? Following up on significant variances is called management by exception. Managers focus their efforts where they are most needed in the limited time available. 2. SETTING STANDARDS . Managers set standards by analyzing historical data. However, past data must be adjusted for expected changes in technology, the production process, inflation, and other similar factors. ? Managers also use task analysis to focus on how much a product should cost. †¢ Knowledgeable people such as engineers, purchasing agents, production supervisors, and accountants should be brought into the standard-setting process. Cross-functional teams are very useful here. 4. Two types of standards may be used: perfection standards and practical standards. Perfection (ideal) standards assume that production takes place in the ideal world: employees always work at peak performance, materials are never defective, and machines never break down. ? Although some managers feel that ideal standards give employees a goal to shoot for, many behavioral scientists believe that setting unattainable goals has a demotivating effect, as employees simply give up trying to reach the standard. ? Practical (attainable) standards are set high enough to encourage efficient an d effective operations but not so high as to seem impossible. Behavioral scientists feel that practical standards have a more positive effect on the productivity of employees. ? Unlike variances computed with perfection standards, variances calculated when practical standards are employed tend to be more meaningful as they represent deviations from a realistic goal. †¢ Service firms also use standards. For example, McDonald’s restaurants are noted for using standards, not only for quantities of material (amount of beef per burger) but also for the time allowed to serve customers at the drive-in window or counter. . VARIANCE ANALYSIS 5. Variance analysis involves calculating the actual amount of input used and comparing it to the budgeted amount of input that should have been used (i. e. , the standard cost allowed for actual output). The variance is then analyzed into its component parts. 6. Standards are established for: ? The amount of material required to produce a fi nished product (the standard material quantity). ? The anticipated delivered cost of materials (the standard material price). The number of hours normally needed to manufacture one unit of product (the standard direct-labor quantity). ? The estimated hourly cost of compensation (the standard labor rate). †¢ The following model can be used to calculate variances for direct materials (DM) and direct labor (DL): DM Price = (AQ Purchased x AP) – (AQ Purchased x SP) DM Quantity = (AQ Used x SP) – (SQ Used* x SP) DL Rate = (AQ x AP) – (AQ x SP) DL Efficiency = (AQ x SP) – (SQ* x SP) * Standard quantity for the actual production level Notice that the price and rate variances use a similar approach, and the quantity and efficiency variances use a similar approach, with efficiency being another way to say â€Å"quantity of hours† allowed. †¢ Unfavorable variances arise when the actual cost per unit of input (e. g. , gallons, hours, etc. ) exceeds standard cost and when actual quantities used (e. g. , gallons, hours, etc. ) exceed standard quantities. The opposite situation gives rise to favorable variances. 4. VARIANCE INVESTIGATION 1. A manager does not have time to examine each variance; therefore, he or she must consider selected factors in deciding when an investigation should take place. The factors include one or more of the following: ? Size of the variance (in absolute and/or relative terms, such as $5,000 or 10% of standard cost) ? Frequency of occurrence ? An otherwise small variance may require investigation if it consistently occurs, as it may indicate an ongoing problem or an outdated standard. ? Trends ? Controllability (there is little point to investigate items over which managers have no control). Favorable variances ? A manager should investigate both favorable and unfavorable variances. A favorable variance with advertising expense, for instance, could lead to the conclusion that an insufficient amount is being spent on promotion, which could lead to a loss of customers. ? Costs and benefits (the decision to investigate involves a cost-benefit analysis, as a number of investigative costs are incu rred). Some companies use a statistical approach to variance investigation by preparing a statistical control chart. These charts help to pinpoint random and nonrandom variances, with a statistically determined critical value being compared to a variance to determine whether an investigation is warranted. 5. BEHAVIORAL IMPACT OF STANDARD COSTING 1. Variances may be used to evaluate personnel, often with regard to salary increases, bonuses, and promotions. ? Such incentives can have positive and negative effects, as a bonus plan may prompt a manager to pursue actions that are not in the best interests of the organization. ? An example of detrimental behavior: A purchasing manager may purchase cheap material to create a favorable price variance. That material could be of poor quality, which might result in excess usage and problems with the finished product. 6. CONTROLLABILITY OF VARIANCES 2. It is rare that one person controls any event; however, it is often possible to identify the manager who is most able to influence a particular variance. These managers are often the following: ? Direct-material price variance—Purchasing manager ? Direct-material quantity variance—Production supervisor and/or production engineers ? Direct-labor rate variance—Production supervisor ? Direct-labor efficiency variance—Production supervisor . Variances often interact, making investigation and controllability difficult. For example, a labor efficiency variance may be caused by problems not only with labor but by problems with machinery and/or material. ? Managers sometimes trade-off variances, purposely incurring an unfavorable variance that is more than offset by favorable variances. 7. STANDARD COSTS AND PRODUCT COSTING 4. In a standard-cost system, costs flow through the same accounts in the general ledger as shown earlier in the text; however, they flow through at standard cost. In other words, Work-in-Process Inventory, Finished-Goods Inventory, and Cost of Goods Sold are carried at standard cost. 8. ADVANTAGES OF STANDARD COSTS 2. A standard-cost system has several advantages, as follows: ? Managers have a sensible comparison method at their disposal, one that looks at budgeted costs vs. actual costs at the actual level of output. ? Managers can practice management by exception. ? Variances provide a benchmark for performance evaluation and employee rewards. ? Standard costs provide a stable product cost. Actual costs may fluctuate erratically, whereas standard costs are changed only periodically. 9. CRITICISMS OF STANDARD COSTING IN TODAY’S MANUFACTURING ENVIRONMENT 3. Criticisms of standard costing in advanced manufacturing settings include: ? Variances are too aggregated and arrive too late to be useful. Variances should focus on activities, specific product lines, or production batches. ? Variances focus too much on the cost and efficiency of labor, which is becoming a relatively unimportant factor of production. Standard costs rely on a stable production environment, and flexible manufacturing systems have reduced this stability, with frequent switching among a variety of products on the same manufacturing line. ? Standards focus too much on cost minimization and not enough on product quality, customer service, and other contemporary issues. 10. OPERATIONAL CONTROL MEASURES 5. Many companies now focus on an increased number of performance measures, many of which are nonfin ancial in nature. Examples often include: ? Customer-acceptance measures such as customer complaints, warranty claims, and product returns. Delivery cycle time, or the average time between the receipt of a customer order and the delivery of goods. ? Manufacturing cycle time, or the total production time per unit. ? Manufacturing cycle efficiency, or processing time divided by the sum of processing time, inspection time, waiting time, and move time. †¢ To judge how well or poorly a company is performing, many firms use benchmarking, which involves comparing existing performance levels against those of either other organizations or other units within the same organization. †¢ How to cite Standard Costing, Operational Performance Measures, Essay examples

Participative Intervention Improve Employee â€Myassignmenthelp.Com

Question: Discuss About The Participative Intervention Improve Employee? Answer: Introduction Organization behavior is the process of analyzing the ways staffs relate to one another and their social system in the organization and how they undertake their duties (Lima Canbarro 2015, p.16). The main aim of organizational behavior is to create a cordial relationship through achieving the personal objectives, social vision and the goals of the organization. The process of learning the organization behaviors requires an in-depth understanding of individual actions and skills and then as a group at large to come up with the best working team. The continuous growth of demand for the personal care products has intensified the rate of increase of the industries such as Kimberly Clark Corporation. Therefore, this article looks at the importance of selecting the right employee, job design, redesign and improvement of the redesigned job about Kimberly Clark Corporation. Importance of Selection Right Employee Employee selection a vital process in every organization entails the stages of recruiting and hiring staffs by the laid down qualifications for a specified job in that organization (Fabel Pascalau 2013). Each employee has different background and a skill making the task of bringing them together to work as a team is of high importance. The success of an organization, therefore, depends on the capability of the employees to work as a team with minimum or no supervision. The staff selections are controlled by the availability of the qualified applicants, the geographical location of the company, for example, is it located in town or remote areas. Companys Background Kimberly Clark Corporation is American multinational funded in Neenah in the year 1872 by three people namely; John A Kimberly, Havilah Babcock, Charles B. Clark and Franklyn C. Shattuck with a capital of $42000 (Shaik et al 2011, p.456). Initially, Kimberly Clark mainly produced paper mills products and continually expanded in its products by opening its branches in almost 35 countries such as Mexico, West Germany and the United Kingdom with its products currently sold in more than 175 countries . The Kimberly Clark now focuses on the production of personal care products such as Huggies that are disposable infants diapers, Cottonelle a bath product, Kleenex a facial tissue, Kotex a feminine hygiene product, Little Swimmers a disposable swim diaper, Scotts a paper napkin, towel and wipes . These products occupied a large share of global market increasing the sales from $ 519m in 2005 to more than $1bn in 2008 while operating income soared from $63m in 2005 to $200m in 2008 Employment Market Conditions The total population of the United States that are aged 16 and above is 243 million; with 156 million Americans in the labor force in June 2013 therefore 90 million are unemployed (Byun et al 2015, p.32). Kimberly Clark is a world leading corporation that has a total of 43 000 employees in different categories such as the administrative service communication, finance, and accounting, health services, human resource (Caliendo 2015, p.1025). Among the 43000, Kimberly employees, 34000 are Americans while 9,000 are from other countries. Job design, also known as task design is the fundamental function of human resource management in every organization. It entails specification of contents, methods and relationship in the workplace to satisfy all technological, social personal and organizational requirements (Daniel et al 2013,p. 211). Job design mainly integrates the task responsibilities and certain qualifications by outlining the activities that are supposed to be done. Job design has the following aspects, the work organization that involves the teaming up and division of labor. Job structuring that includes the assigning of the responsibilities and location that includes the creation of a timetable for specific activities and responsibilities. The job design helps in improving job satisfaction, enhance the quality of products and services and reducing employee problems such as grievances. For successful job design, the following logical steps should be followed. The first step of the job design process involves the specification of the principles that every management should consider (Daniel et at 2013, p.216). The principles entail the skills, abilities, needs, and motivation of job incumbent. The Kimberly Clark Corporation has employed the skilled employees from the management to the casual that can perform their duties well as specified. The Kimberly Clark has applied various components in recruiting staffs, for example women in rural areas that are less populated through partnering with the ladies associations in the United States to gain the gender-based policy and also Kimberly Clark asked the saleswomen to join the recruiting team to offer speech to the universities students hence they end up getting the correct employees. The second stage is the process of completing the questionnaire Ideal Job Characteristics of the Specified Staff. The feedback collected should conform to the agreed principles that are applied in the specified positions in the organization. The Kimberly Clark has achieved this by making a sound management structure that has changed wherever there is a need for restructuring (Daniel et al 2013, p.2017). The management applies what is known as the horizontal coordination of the departments that enables the cordial coordination of the activities of all the departments such as the research, the marketing, and the production department. The research personnel provide information to the marketing team of the new technical developments of the consumer products so as they can learn whether the new developments apply to customers. The marketing and sales department later provides customers feedback on any product in the market to the production team for appropriate action. The horizontal coo rdination through the cross-functional teams has increased quantity, quality, and varieties of new products produced by all the departments to participate in every decision mainly when launching a new product. The final step comprises the comparison of the alternative job and the work organization design which includes the following; work organization, working conditions, social conditions and the career opportunities. Job redesign is the process of restructuring all the elements of duty, task, and responsibilities of a specified job to make it more motivating to the employees and economical to the production (Eklund Erlandsson 2013). Job redesigning involves revising, analyzing, altering, reforming and reshuffling the entire job-related content and dimensions so as to place the right person in the right job and get the maximum output. Revising the job content includes the recollecting and revising all the information related to that specified position to determine whether the staff is consistent with the job. Analyzing the information related to job involves the determination of all the obstacles to the job performance, for example, investigating why a particular staff is unable to deliver the expected output through the use of the information collected. Altering is the process of amending the job elements by doing away with the obstacles that affected the production delivery, for example, the ma nager may decide to cut back the responsibilities of that particular staff to motivate the team to work harder and perform better hence increasing the productivity. The reformation stage involves the communication of the new tasks and responsibilities to be done after the alteration. The main aim of reform is to make sure that the staff assigned to a particular task can deliver the expected output. The final stage of job redesign is the reshuffling of the work and duties to employees through rotating, enriching, enlarging and engineering the job to motivate the employees adequately. The manager can achieve job redesign through the following ways; job enrichment, job enlargement, and job rotation (Holman Axtell 2016, p.286). Job enrichment enables an employee to acquire more duties to perform, more responsibility and more authority that are required to complete the provided job. The additional tasks must always match with the skills, knowledge, and abilities of that particular staff so as to facilitate an increase in motivation. For example, Jane a receptionist in Kimberly Clark, whose duties are receiving the customers calls, welcoming of guests and setting up appointments with the manager, may at times feel bored when there are no guests or might be bored. The receptionist might consider an option of looking for another job that might offer her challenges; therefore, the manager should motivate the receptionist not to quit by enriching her job with more tasks like coming up with an organization promotional campaign that will oversee the sales of the company. T hrough the job enrichment, the receptionist will not get bored due to the increased responsibility. Job enlargement is the task redesign strategy that aims at increasing only functions of a particular job and is limited since it does not provide additional responsibilities like job enrichment. It is a process that allows every staff to determine their limits to give quality output while addressing the mistakes ( Holman Axtell 2016,p.288). Job enlargement is very useful in the reduction of monotony that associates with doing a particular duty every day, thereby motivates the employee more. For example, John marketing and sales personnel in Kimberly Clark who is assigned a particular region to promote the company products may get used to the customers, and the activities that happen in that region hence gets bored. The manager, therefore, may add an extra region to John to cover up hence removing the everyday routine of following one route. Through, this John is capable of facing different challenges from customers thereby increasing the urge to do the job. Job rotation is the final stage of job redesign process that aims at assigning workers to an alternative position on a temporary basis. Job rotation is useful in some ways (Holman Axtell 2016, p.290). First, it enables employees to have a chance to learn new things and perform new tasks beyond their regular jobs. Secondly, it allows the employees to have a broader perspective on the operation of the organization. Thirdly, it improves the employees understanding of the responsibilities assigned to the core workers that eventually leads to higher respect to one another within the organization and finally, it offers an opportunity to an employee to gain additional skills that increase their value to the organization. For example, James, research personnel in Kimberly Clark Corporation may be assigned to undertake the marketing and sales position for a specified period. During that time, James is capable of facing all the challenges that a John always experiences, can learn the customer s needs and specifications. All the informations gained by James will assist him in undertaking the research work of the products to come up with the best new product. Alternative Work Arrangements Alternative work arrangements refer to the variations from the standard work schedule, and they include job sharing, flextime, and telecommuting (Sweet et al 2014, p. 120). Flextime refers to the fluctuating and ending times during the workday or workweek. It allows the adjustment of the arrival and departure time for the staff subject to the approval by the management; for example, the workers may opt to commence their work at 7.00 a.m or 8.00a.m and choose to leave at 4.00 a.m or 5.00 a.m but in approval of the management. The staff will, therefore, be required to avail themselves at work during the scheduled hours and must work for a standard of seven and a half hours a day. This arrangement offers the employees with freedom and ample time to perform their duties such as attending to family issues reducing the stress and work-life conflict hence increase the employee satisfaction. Job sharing is a situation whereby two or more qualified persons fill an approved specified full-time position and share equally the responsibilities of the job in different work schedule to a total of hours that does not exceed 40 hours a week (Freeman Coll 2009, p.65). The arrangement allows the organization to retain valuable staffs that have other personal responsibilities that hinder them from working full-time thereby allowing them to work during specified times known as shifts. Job sharing requires proper cooperation and coordination to ensure the smooth running of the organization's activities as stipulated. Proper communication is always critical between the two employees and the management. Therefore, the following guidelines should always be taken into account when administering job sharing ;Both employees to have the same job title, to be classified as part-time staff, to be eligible for the benefits that are available to part-time staff, to combine their effort to finis h the workload assigned, both employees together with manager should coordinate a pre-scheduled time off and cover up for each when need arises and the manager must ensure that the expense of the job shared does not exceed the payroll expense for the full-time Telecommuting or telework refers to an arrangement that allows employees to perform the assigned duties from their home or a location of interest rather than the designated place of work (Freeman Coll 2009, p.67). The telework offers the employees with an opportunity to cultivate the rewarding career and a relationship that is professional by balancing work-related stresses and family activities. The arrangements are advantageous to many employees such as the disabled, those that require particular need or the lactating mothers. Kimberly Clark offers the method to the saleswomen who are undergoing specified problems to enable them to work comfortably. Telecommuting decreases the overhead costs such as office expenses, boost employee's productivity and efficiency as a result of reduced wastage time. However, the arrangement makes it difficult to monitor how the employee performs the assigned duty thus may compromise the quality of the output. Therefore, the manager should always anal yze any telecommuting request in accordance with the following guidelines; the manager should satisfy that the employee position does not require face-face communication with the customer, the tasks can be efficiently undertaken in a different location, the employee knowledgeable of the task and can perform the duty under minimal supervision, the employee must meet the deadline specified and the worker agrees to attend all the pre-scheduled work meetings. Job redesign has the following advantages; it enhances the quality of the work-life of employees since it aims at motivating them thereby the organization acquires improved performance (Freeman Coll 2009, p.68). Job redesign brings the sense of belongingness to the employees since it allows employees to do what they are best at and feel satisfied. The strategy is always the best way to keep employees away from being taken away with the rival company. The job redesigning increases the organization and staffs performance since the altered positions place the employees at the particular places that they are best at and feel comfortable hence they perform their tasks with satisfaction. The job redesign also creates right person-job fit to harness the full potential of each of them. Improvements in Designing the Jobs Kimberly Clark applies a one-day promotion known as expert acceleration sessions that brings together the hand-picked outside thought leaders face to face with business teams to challenge their thinking and create game-changing strategies ( Sweet et al 2014 ,p.120). Through this, the management gets an opportunity to learn the new lifestyle of the consumers hence offering them a challenge on how to address the issues with their products. Conclusion Organizational behavior involves studying, analyzing on how employees act and perform their duties in organizations. Therefore, for the success of an organization, the management should understand the behavior of the entire employees and offer the best methods through the job design, redesign, rotation, and flextime that will provide a harmonious working place. The employees will then strive to work hard and better that will see to the fulfillment of the objectives in a good working conditio. List of References Byun, K, Henderson, R, Toossi, M 2015, 'Evaluation of BLS employment, labor force and macroeconomic projections to 2006, 2008, and 2010', Monthly Labor Review, pp. 1-47. Caliendo, M, Knn, S 2015, 'Getting back into the labor market: the effects of start-up subsidies for unemployed females', Journal Of Population Economics, 28, 4, pp. 1005-1043 . Cappelli, P, Keller, J 2013, 'Classifying Work In The New Economy', Academy Of Management Review, 38, 4, pp. 575-596. 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