Organisation structure of the bakhresa group of companies

Organisation structure of the bakhresa group of companies Identify the strand of organisation structure and innovation approach used by the Bakhresa Group. Is it organic or mechanistic structure followed by the Bakhresa Group? Among the two which one is more suitable to innovation and why? How can Bakhresa Group manage the tension between the need for creativity and efficiency? Discuss the main organisational characteristics that facilitate the innovation process in the Bakhresa Group. Explain the key individual roles within the innovation process and the activities they perform in the Bakhresa Group. How did Bakhresa Group establish innovative environment that propagates the virtuous circle of innovation? Explain its features. This is a case study analysis report of the Bakhresa Group of companies of Tanzania, with special focus of its innovation management that led it to achieve a remarkable growth and market leadership in the country and beyond. Bakhresa Group is one of the leading Industrial Houses in Tanzania, East Africa. Started in a humble manner with a small restaurant in the Port City of Dar es Salaam, Tanzania, in mid-seventies, it has now emerged as a respected business group in the Region. The Group has its operations spread in Tanzania, Zanzibar, Uganda, Kenya, Malawi, and Zambia and most recently in Mozambique. Plans are in place to spread its wings to other countries. The group now boasts of a turnover of more than Three Hundred Million United Sates Dollars and is a proud employer of more than two thousand employees associated directly. There are several companies under its umbrella and have investments mainly in Food and Beverage Sector, Packaging, Logistics and Real Estate. The study will analyse the role of organisation structure, the organisational characteristics in general and individual roles that propagate and facilitate innovative environment within the Bakhresa group and how successfully they have managed it. The analysis is based on the hand-out information about the group prepared for this purpose, as well as the Bakhresa Group website (2010). Most of the concepts and theories that precedes each item of analysis are based on the textbook by Paul Trott-Innovation Management and New product Development -4th Edition (2008); others textbooks and websites have been used to complement the mentioned references. This report starts by providing background information about the group, regarding its organisations; products and services in section one. To be followed by five sections one for each analysis item, that is; organisation structure and innovation, managing the tension between the need for efficiency and creativity, organisational characteristics that facilitate innovation, the key individual roles within the innovation process and establishing an innovative environment that propagate virtuous circle. BACKGROUND BAKHRESA GROUP OF COMPANIES TANZANIA Bakhresa Group is composed of Said Salim Bakhresa Co.s, Bakhresa Food Products ltd and large collection of other companies of various industries such as transport and logistics and real-estate. The group started in 1980s and ever since it has steadily been expanding its borders from Tanzania to the neighbouring countries and has been gaining a lot of market force over time. The group currently operates in the Tanzania, Malawi, Uganda, Mozambique, Zambia and Zanzibar Mission To increase and sustain the living standards of Africans by providing them with essential products and services of global quality at affordable prices. To exceed customers expectations through innovation and harnessing technology. Vision To be one of the internationally respected and professionally managed companies in the African Continent. To spread our wings to the other parts of the globe. Their values include passion for success, commitment to stakeholders and employees as well as mutual trust and social responsibility. Figure 1. Subsidiaries companies under Bakhresa Group Source (Bakhresa.com 2010) In the Bakhresa Group, the organization is treated as an instrument for achieving established goals, in which the members of the organization are made to serve these goals and rewards are given to motivate them. The organization structure contributes to the dominance of the technology-push model of innovation. On the one hand Bakhresa Group requires stability and static routines to accomplish the daily tasks efficiently and quickly and on the other hand, Bakhresa Group also needs to develop new ideas and new products to be competitive in future and it needs to nurture a creative environment where ideas can be tested and developed. The channel of communication is highly structured, there is restricted information flow, and operating styles are uniform and restricted. Authority for decision is based on formal line management position and the management is reluctant to adapt to changing circumstances. The management of the Bakhresa Group is committed to long-term growth rather than short-term profit and the organization is willing to invest in the long-term development of technology and is aware of its threats and opportunities. The Bakhresa Group engages commercial scanner, gatekeeper and project leader and sponsor to facilitate the innovation process. The Bakhresa Group, given the importance of innovation, has spent enormous sums of money trying to develop an environment that fosters innovation. The Bakhresa Group is aware of developing a reputation for innovation which helps propagate a virtuous circle that reinforces Groups abilities. The Bakhresa Group has established companies dealing with variety of products from manufacturing of Food and Beverage Sector, Packaging, Logistics and Real Estate and has become a market leader because of innovation and entrepreneurship. Figure 2 below shows a variety of products/ services offered by the Bakhresa group. Source (Bakhresa.com 2010) The new and different product added to the list of achievements marks the creativeness abilities and adds to value, and enhance the competitive edge of the company. For example, the launching of state of the art packaging industries for food and beverage products as well as the technological advancement on the telecommunication via satellites. 1. ORGANIZATION STRUCTURES AND INNOVATION Identify the strand of organisation structure and innovation approach used by the Bakhresa Group. Is it organic or mechanistic structure followed by the Bakhresa Group? Among the two which one is more suitable to innovation and why? Organizational Structures Organizational structure refers to the way that an organization arranges people and jobs so that its work can be performed and its goals can be met. When a work group is very small and face-to-face communication is frequent, formal structure may be unnecessary, but in a larger organization decisions have to be made about the delegation of various tasks. Thus, procedures are established that assign responsibilities for various functions. It is these decisions that determine the organizational structure. In an organization of any size or complexity, employees responsibilities typically are defined by what they do, who they report to, and for managers, who reports to them. (Referenceforbusiness 2010) Innovation Innovation is the act of developing a new process or product and introducing it to the market. It is essentially an entrepreneurial act, whether it takes place in a start-up firm, a large organization, a not-for-profit, or a public-sector agency. Innovation means change: sometimes radical change, such as the development of the computer, and sometimes incremental change, such as the modification of existing computer software (Referenceforbusiness 2010) Innovation is the act of introducing something new or doing something in a different way. Innovation in business differs from creativity in that the latter is generally associated with the generation of new ideas. In contrast, innovation refers to taking those new ideas and actually implementing them in the marketplace. Thus, creativity is simply one element of the innovation process through which new ideas lead to new products, procedures, or services. Business scholars often attribute company success to innovation. Because of growing  international competition,  innovation became even more vital for companies toward the end of the 20th century (Referenceforbusiness 2010) Organizational Structures and Innovation The structure of an organization is the sum total of ways in which it divides its labour into distinct tasks and then achieves coordination among them. One of the problems is recognizing that different groups within an organization behave differently and interact with different parts of the wider external environment. None the less, there have been numerous useful studies exploring the link between the organizational structure and innovative performance. (Trott 2008) Organizational structures can be sorted between organic and mechanistic. Organizational cultural also plays a big role when implementing change. Some resistance forces we are likely to encounter are within our organization. Once the organizational structure and cultural attribute is determined then the designing process can begin. Organic and mechanistic are on different ends of the spectrum. In contingency theory, the term organic structure is used to describe an organizational structure that is designed to promote flexibility so that employees can initiate change and adapt quickly to changing conditions (George Jones, 2005, p. 508). This flexible structure is more like a team environment in which all the employees are able to handle any of the tasks. In contingency theory, the term mechanistic structure is used to describe an organizational structure that is designed to induce employees to behave in predictable, accountable ways (George Jones, 2005, p. 508). All of the employees working in a mechanistic structure have assigned duties that they must perform and are prohibited to take on additional duties unless they are told so by management.(associated content 2010) Through their Theory of Mechanistic and Organic Systems, Tom Burns and G.M. Stalker (1961) have provided a way to understand which organization forms fit to specific circumstances of change or stability. In their highly influential work The Management of Innovation, they provide the following characteristics of Mechanic vs. Organic Systems: Mechanistic vs Organic Organization Structure Mechanistic Organization Form   / Management System Organic Organization Form   / Management System Appropriate Conditions Stable Changing Distribution of tasks Specialized differentiation of functional tasks into which the problems and tasks facing a concern as a whole are broken down Contributive nature of special knowledge and experience to the common task of the concern Nature of Individual task The abstract nature of each individual task, which is pursued with techniques and purposes more or less distinct from those of the concern as a whole: i.e., the functionaries tend to pursue the technical improvements of means, rather than the accomplishment of the ends of the concern The realistic nature of the individual task, which is seen as set by the total situation of the concern Who (re)defines tasks The reconciliation, for each level in the hierarchy, of these distinct performances by the immediate superiors, who are also, in turn, responsible for seeing that each is relevant in his own special part of the main task The adjustment and continual redefinition of individual tasks through interaction with others Task scope The precise definition of rights and obligations and technical methods attached to each functional role The shedding of responsibility as a limited field of rights, obligations and methods (problems may not be posted upwards, downwards or sideways as being someone elses responsibility) How is task conformance ensured The translation of rights and obligations and methods into the responsibilities of a functional position The spread of commitment to the concern beyond any technical definition Structure of control, authority and communication Hierarchic, Contractual Network, Presumed Community of Interest Locating of knowledge Reinforcement of the hierarchic structure by the location of knowledge of actualities exclusively at the top of the hierarchy, where the final reconciliation of distinct tasks and assessment of relevance is made Omniscience no longer imputed to the head of the concern; knowledge about the technical or commercial nature of the here and now may be located anywhere in the network Communication between members of concern Vertical; i.e., between superior and subordinate Lateral; i.e., between people of different rank, resembling consultation rather than command Governance for operations and working behavior Instructions and decisions issued by superiors Information and advice rather than instructions and decisions Values Insistence on loyalty to the concern and obedience to superiors as a condition of membership Commitment to the concerns task and to the technological ethos of material progress and expansion is more highly valued than loyalty and obedience Prestige Greater importance and prestige attaching to internal (local) than to general (cosmopolitan) knowledge, experience, and skill Importance and prestige attach to affiliations and expertise valid in the industrial and technical and commercial milieux external to the firm It is evident that among the two organisation structures, the Organic one is more suitable for promoting and fostering innovation within an organization as it encourages creativity; has values of Commitment to the concerns task and to the technological ethos of material progress and expansion that mostly requires creativeness and new innovations; allow free flow of communication and flexibility and adaptation to changing circumstances; The Bakhresa group seems to follow the Mechanistic organization structure, because their channel of communication is highly structured, there is restricted information flow, and operating styles are uniform and restricted. Authority for decision is based on formal line management position and the management is reluctant to adapt to changing circumstances. Mechanistic organization structure tends to offer a less suitable environment for managing the creativity and the innovation process. Because of its degree of formalisation, centralisation, Size and complexity of its organisation, Formalisation There is some evidence of an inverse relationship between formalization and innovation. That is an increase in formalization of procedures will result in a disease in innovative activity. Complexity Where these are several different type of professional groups are working in an organization, it would represent a complex organization Centralisation It refers to the decision making activity and the location of power within an organization. In a decentralized organization fewer levels of hierarchy are usually required: This tends to lead to more responsive decision making closer to the action. Organisational Size A small business with fewer employees differs significantly on terms of resources from an organization which is big size is a proxy variable for more meaningful dimensions such as economic and organization resources, including number of employees. (Trott 2010) MANAGEMENT TEAM BOARD OF DIRECTORS STRUCTURE Chairman, Bakhresa Group of Companies SAID SALIM AWADH BAKHRESA is the founding father and the Chairman of the Bakhresa Group Of Companies. He is a well-known industrialist in the mainland of Tanzania and island of Zanzibar. With a humble beginning as a small restaurateur in seventies, he created the business empire within a span of three decades. He is the mastermind behind the success of all the businesses within the group. His vision and excellent managerial skills contributed to the growth of this group to great heights. Executive Director of SS Bakhresa Co. ltd MOHAMED SAID BAKHRESA is the Managing Director of Bakhresa Grain Milling (Uganda) Limited and is the Executive Director Of Said Salim Bakhresa Company Limited. He is also holding Director-Ship in most of the Group Companies. Mr Mohamed is a graduate in finance, law and accounting from Southbank University, United Kingdom. He is a well-known industrialist in Uganda and Tanzania and is successfully managing Bakhresa Grain Milling (Uganda) Limited, which is the largest wheat milling industry in Uganda. Mr Mohamed is also actively involved in the policy decision making process of the Bakhresa Group Of Companies. Managing Director of Bakhresa Grain Milling ltd ABUBAKAR SAID SALIM BAKHRESA is the Managing Director of Bakhresa Grain Milling (Malawi) Limited and Bakhresa Grain Milling (Mozambique) Limitada. He also acts as Executive Director of Said Salim Bakhresa Co. Ltd. Mr. Abubakar has done his B.Sc in Business Administration, majoring in Finance from Georgetown University, Washington D.C., USA. He is primarily involved in the wheat milling businesses of the Group and looks after the wheat procurement for the Group. Executive Director of Logistic Division of Bakhressa Group OMAR SAID SALIM BAKHRESA, a Mechanical Engineer, is the Executive Director in charge of the Logisitic Division of Said Salim Bakhresa Co Ltd. He has over a decade of experience in logistics transportation industry. Managing Director of Bakhresa Food Products Ltd YUSUF SAID SALIM BAKHRESA is the Managing Director of Bakhresa Food Products Limited and is holding Director-Ship in other Group Companies. He is actively involved in the day to day operations of Bakhresa Food Products, which is based in Tanzania and is successfully managing its operations. Senior Management Each Group Company/Division is professionally managed by a full complement of local/expatriate managers having expertise in their respective fields. Regardless of the mechanistic structure in use by the Bakhresa Group, its great achievements are obviously due to its continuous innovation in new products and new markets. One can conclude that due to the large size and complexity organisation of the Group as a whole, it is necessary to apply the centralisation and formalisation. But the style of operations and management at the subsidiary companies level may be allowing certain flexibility that is promoting creativity and innovation. 2. MANAGING THE TENSION BETWEEN THE NEED FOR CREATIVITY AND EFFICIENCY How can Bakhresa Group manage the tension between the need for creativity and efficiency? The Dilemma of Innovation Management Within virtually all organizations there is a fundamental tension between the need for stability and the need for creativity. On the one hand, companies require stability and static routines to accomplish daily tasks efficiently and quickly. This enables the organization to compete today. For example processing of millions of cheques by banks every day or delivery of food and beverage products by multiples to their retail outlets all over the country by the Bakhresa Food Products Ltd, demands high levels of efficiency and control. On the other hand, companies also need to develop new ideas and new products to be competitive in the future. Hence they need to nurture a creative environment where ideas can be tested and developed. This poses one of the most fundamental problems for management today. That is managing the tension between the need for creativity and efficiency. Efficiency gains The efficient day to day operations within an organization require stable routines which can be achieved in stable and controlled environments The development of new products/services requires creativity and room to try out new ideas this is achieved in a loose and flexible environment Creativity gains Take any medium to large company and examine its operations and activities. Every company has to ensure that their products are carefully manufactured to precise specifications and that they are delivered for customers on time day after day. In this hectic, repetitive and highly organized environment, the need to squeeze out any slack or inefficiencies is crucial to ensure a firms costs are lower than their competitors. However the long-term economic growth is dependent on the ability of firms to make improvements to products and manufacturing processes. This means that the firms need to make room for creativity and innovation, that is, allow slack in the system. Here then is the dilemma: how do firms try to reduce costs and slack to improve competitiveness on the one hand and then try to provide slack for innovation on the other? The firm has to do balancing: The firm needs to ensure there is a constant pressure to drive down costs and improve efficiency in its operations. At the sa me time it needs to provide room for new product development and improvements to be made the most obvious way forward is to separate production from R D. However there are many improvements and innovations that arise out of the operations of the firm. On the one hand Bakhresa Group requires stability and static routines to accomplish the daily tasks efficiently and quickly and on the other hand, Bakhresa Group also needs to develop new ideas and new products to be competitive in future and it needs to nurture a creative environment where ideas can be tested and developed. The Bakhresa group has shown that it can effectively manage this tension by the way it has been producing new and innovative products, while also managing to efficiently distribute its food products throughout the region. The diversification of the industry by entering into new businesses that support or complement existing businesses, such as manufacturing of packaging products by the Omar Packaging industries, as well as diversification of product range in the juice factories; at the same time the Group timely deliveries through its wide distribution network and logistic system shows that the Bakhresa Group well manages the tension between the need for need for creativity and efficiency. The group can do better management of this tension by ensuring that there is just enough slack at the subsidiaries or functional organisational level to foster creativity, but have stringent control at the higher management level of the Group to maintain its efficiency. Because this higher management which is the board of director of the group is the one that oversees the cross functional collaboration and integration of the various units that collaborate or complement each other in achieving its missions. For example the need to have frequent ferries to Zanzibar, so that fresh breads and ice-cream could be delivered on time. 3. ORGANISATIONAL CHARACTERISTICS THAT FACILITATE THE INNOVATION PROCESS Discuss the main organisational characteristics that facilitate the innovation process in the Bakhresa Group Organizational Characteristics that Facilitate the Innovation Process The innovation process is complex in nature as it involves the relationship between the stimulus, capacity and performance of such innovation. This complex relationship need to be nurtured by favourable characteristics of the organisation such as growth orientation, vigilance, commitment to technology, acceptance of risk, cross functional cooperation, receptivity, slack, adaptability and diverse range of skills. Growth Orientation This is characterized by a commitment to long-term growth rather than short-term profit. Not all companies first and foremost objective is growth. Some companies are established merely to exploit a short-term opportunity, other companies would like to maintain the company at its existing size: the objective of innovative companies is to grow the business the actively plan for the long-term. Vigilance It is characterized by the ability of the organization to be aware of its threats and opportunities. Vigilance requires continual external scanning e.g. within the marketing function the activity would form part of market research and competitor analysis. Collecting valuable information is one thing, but relaying it to the necessary individuals and acting on it are two necessary associated requirements. An open communication system will help facilitate this Commitment to Technology It is characterized by the willingness to invest in the long-term development of technology. Most innovative firms exhibit patience in permitting ideas to geminate and develop overtime. These needs to be accompanied by a commitment to resources in terms of intellectual input without a long-term approach it would be extremely difficult for the company to attract good scientists. Acceptance of risk Acceptance of risk is characterized by the willingness to include risky opportunities in a balanced portfolio. It means the willingness to consider carefully risky opportunities. Ability to take calculated risks and include them in a balanced portfolio of projects. Cross-functional Cooperation It is characterized by mutual respect among individuals and a willingness to work together across functions. Inter-departmental conflict is a well-documented barrier to innovation. Often conflict has been observed between marketing and RD functions as the two groups often have very different interests. Receptivity: It is characterized by the ability to be aware of, to identify and take effective advantage of externally developed technology. Most technology based innovations involve a combination of several different technologies. It would be unusual for all the technology to be developed in house. That is why business are witnessing an increasing number of joint ventures and alliances. Slack It is characterized by an ability to manage the innovation dilemma and provide room for creativity while organizations place a great emphasis on the need for efficiency, there is also a need for a certain amount of slack to allow individuals room to think, experiment, discuss ideas and be creative. Adaptability: It is characterized by a readiness to accept change. The development of new product innovations will invariably lead to disruptions to established organizational activities. Major or radical innovations may result in significant changes, although the two are not necessarily linked. The organization must be ready to accept change in the way it manages its internal activities. Otherwise proposed innovations would be stifled due to a reluctance to alter existing ways of working or to learn new techniques. Diverse Range of Skills: It is characterized by a combination of specialization and diversity of knowledge and skills organizations require individuals of a hybrid nature who are able to understand a variety of technical subjects and facilitate the transfer of knowledge within the company. It is the ability of the organization to manage this diversity of knowledge skills effectively that lies at the heart of the innovation process. The management of the Bakhresa Group is committed to long-term growth rather than short-term profit and the organization is willing to invest in the long-term development of technology and is aware of its threats and opportunities. The Bakhresa group is heavily investing in its profitable companies such as those of grain mills, by purchasing newer and higher capacity plants, as well as by expanding into new markets abroad. They have bought and renovated grain mills in Malawi, and build a new one in Uganda and Rwanda. Bakhresa group is vigilant on its environment, and has been able to capture emerging opportunities of privatisation programmes in Tanzania and elsewhere (Malawi) to start businesses. Has been able to capture the interest of International financing partners to start a business at the port of Nacala in Mozambique. The group is investing in latest technologies across all the industries its operating, it has purchased new plants and mills from Italy and Sweden, it has ordered brand new ferry boats from Australia. Its communication company SatAfrik ltd is utilising latest satellite, GPS and GSM technologies; and it effectively support its transport and logistics companies. The group has strong Cross-functional Cooperation; because most of the companies were established with a view to integrate with the existing companies and businesses. Packaging company was established to support grain mills and food products, transport and logistics companies to run efficient distribution and supplies Bakhresa group has good receptivity of technologies developed in other areas such as Europe and Australia. It provides some amount of slack for creativity behaviour although it does not easily adapt to changing environment. The group shows the diverse range of skills from its top management to the other members of functional areas. It has business management experts, engineers, logistics, marketing and great sales force. 4. KEY INDIVIDUAL ROLES WITHIN THE INNOVATION PROCESS Explain the key individual roles within the innovation process and the activities they perform in the Bakhresa Group The Role of the individual in the innovation Process Innovation process is essentially a people process and that organizational structure, formal decision making processes, delegation of authority and other formal aspects of a so-called well-run company are not necessary conditions for successful technological innovation. The study of Rubenstein has revealed that certain individuals had fulfilled a variety of roles that had contributed to successful technological innovation. (Trott 2010) GATEKEEPERS These people collect and channel information about changes in the technical environment. They stay current with events and ideas through personal contacts, professional meetings, and news media. When gatekeepers find relevant information, they send it to the appropriate person or unit for follow up. IDEA GENERATORS This role involves analysis of information about new technologies, products, or procedures in order to yield a new idea for the company. The fresh idea may be innovative solution to an existing problem in product or business development or the identification of a new marketplace opportunity. CHAMPIONS Champions advocate and push for the new idea. This role involves obtaining and applying the resources and staff to demonstrate the ideas feasibility. Champions are concerned about results, not risk, and do not spend time studying the consequences of failure. Their mission is to remove obstacles. PROJECT MANAGERS Someone has to draw up schedules and budgets; arrange periodic information session and status reports; coordinate labour,

Secrets of Finding and Keeping Good Employees

Lebanese American University Business Department Management Theory Secrets of Finding and Keeping Good Employees Presented to: Dr. N. Beyruti Presented by: Mahdi El Horchi Hussein Marmar Date: 02/10/2006 Introduction: In our days, employment became a hard process in which many managers are complaining about it. In addition, hiring good employees is essential to run a good business on a daily basis and for a long run. Thus, employees would be the heart and the soul of a business. On the other hand, Interviewing is an important process in the preselection of good employees and so opening a gate to have the right person in the right position. Interviewing is an art of gathering information and trying to learn about candidates before selection. Furthermore, Recruitment is a chain of events that could have sequential and disastrous consequences. Thus, designing a good interview should not address or talk about job requirements before the interview starts. On the other side, many savvy applicants could mask their true capabilities and thus inaccurate image could be drawn. Interview Requirements: The interview process should: – Define the position that the applicant is admitting for. – Address questions specific to the position and requires conscious behavior. Check or test the ability of interviewer to do the interview. – Be more scientific and less emotional – Check the steps that are taken for the final hiring process. – Avoid group interviewing that would become a â€Å"game of tag† Consequences of Bad Employment: Bad employees not only affect an employer by driving down sales, co sting the company unwanted expenses due to negligence or simple lack of motivation, but affect customer as well. In addition, wrong decisions and demotivated employees could lead to: – Heightened feelings of stress for the employee in his daily work. – A chain of disastrous events that does irreparable damage. An increase in absenteeism. – Frustrated and angry mangers that try to employ motivation techniques; KITA (kick-in-the-ankle) – A â€Å"lose-lose† situation for all company stakeholders. Hiring Strategies: Selecting and hiring candidates could take several forms: – Interviewing to check the background of the interviewer – Personality characteristics assessments. – Abilities assessments – Interest assessments – Integrated assessments. These assessments facilitate dramatically the hiring process by identifying the thinking styles, occupational interests and behavioral traits and allow the visualization of the â€Å"total person†. To complete the assessment process behavior tendencies play an important role in increasing individual productivity by identifying personal accommodation , assertiveness, attitudes, energy level, independence, objective judgment, sociability, manageability and decisiveness. Keeping and Maintaining Good Employees: As important as attracting good employees is, it is just as important to retain them. As always, benefit packages help to retain employees. After spending as much time as you should have in attracting good employees, it only makes sense that you would go to certain lengths to keep them. Essential tools in keeping and maintaining good employees: – Offer opportunities for personal growth. – Build an organization culture that appreciates personal achievement and performance. – Construct a newsletter that nominates the employee-of-the-month. – Sustain a comfortable environment that empowers employees. – Understand that many employees are motivated by their social networks at work. – Encourage team involvement. – Make benefits more accessible. – Create clear paths at the company. – Share challenges and successes. Hiring and retaining good employees goes hand in hand; and the assessment process should be tested for their ability and reliability to establish a â€Å"win-win† situation for people to be happier, produce more and experience less stress. In addition organizational culture should build into it an employer recognition and appreciation to look to their strengths over their weaknesses and their power over their problems. Finally, companies should be aware of matching the right person to the right job and secure its employees in a more convenient and comfortable environment.

Mental Illness and Health Care for the Mentally Ill Essay

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Many people had many opinion that exist upon this situation. Also there are those who stand by it, and on the other hand, many people oppose it because many former patients along with those who have cases that need treatment were affected, leaving them with no place to go – either living on the streets or in unstable living conditions. There are many individuals who are dosed with antipsychotic drugs to â€Å"treat† the problems, but instead, are left feeling much less human than can be fathomed, and are not receiving any type of care. To state that deinstitutionalization is a bad place is quite true in these days and times various benefits exist as well. Mental institutions are less crowded, and many individuals with mental illnesses are now living normal lives. There are many resources that exist in today’s society, the development of advocacy and support groups, which improves upon these people’s lives and increasing public access to necessary treatment and mental help programs. 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My Film Experience - 1257 Words

Maureen Jacob ID # 14231227 Mej44f@mail.missouri.edu Film Studies 1800: Intro to Film Studies Question 1- Ever Since I was young I have enjoyed watching movies. I am the youngest of four kids, and that definitely affected my film watching experience as a kid; I always had to watch the movies my siblings wanted to watch, because of course the youngest, or at least me, did not have much say in those types of things. Although, at that point in my life I didn’t like being able to choose movies, now I realize it opened my eyes to a lot of different types of movies, even older films, since my oldest sibling is 10 years older than me. I have always been a huge fan of Disney and Pixar movies and still watch them today, when I’m bored or†¦show more content†¦All the other actors played very good as well! With this movie series I have always been extremely intrigued with the costumes because they are so different, and supposed to depict the future of fashion. This movie definitely did not let you down with the variety of costumes. The Sets in the movie were also awesome, and the way they filmed it made it more appealing to look at. At one point you get to see an overview of the futuristic city the film is placed in and just there are so many little details that makes the scene look amazing, and makes you want to watch. The negatives of the film begin with that this movie had a lot of questions to answer from loose ends that were left in the other movies, so it was very plot heavy. Therefore, some characters only got a very short amount of screen time, which was a little disappointing. I also feel like the final movie should have just included the films Mockingjay Part 1 and Part 2. There were many moments they could have condensed, and it’s annoying they broke it into two movies in order to make more profit. It is probably a smart idea, but the viewers are not fans, especially when the movies are mediocre and could be better combined. The film feels like it is put together by many different disjointed pieces entirely in different sets, which fail to link up with the common themes of the movie. Katniss’s mission keeps changing throughout the continuance of the film, which I believe leaves viewers a little confused.Show MoreRelatedMy Experience At The Center For Film, Media, And Popular Culture994 Words   |  4 PagesI interned for the Center for Film, Media, and Popular Culture from January to April. I interned for the entire semester, four hours a week. At times, there would be events, so I would intern for more hours on those days. If there was an event, I would intern one hour at the office, and two to three hours at the event. My experience at the Center wasn’t very eventful, but it did provide me with knowledge that I will take with me wherever I go. The Center for Film, Media, and Popular Culture providedRead MoreI Interned For The Copa Shorts Film Festival Essay1014 Words   |  5 PagesI interned for the COPA shorts film festival from August to December. I was a film reviewer, and my duties and responsibilities were to essentially review any short films that were assigned to me, and then write a review and rate them accordingly. I would be emailed whenever a new film was sent to me via a website called FilmFreeway. Because my internship was primarily an online one, my schedule was flexible, which gave me the opportunity to work at my own pace, rather than at a fixed time everyRead MoreReflection Paper On Dead Poets Society792 Words   |  4 Pagesexperienced an emotional response to a film, the response could be nostalgic, or bring up emotions of a past experience or it leaves one with a feeling of happiness. Dead Poets Society (1989) is a film about an English professor whom is new to teaching at an all boys school. The pro fessor uses unconventional techniques to teach his students the curriculum. This film has not only given me a viewing experience like no other, but it showed me what type of films I enjoy. Films need actors whom can show raw emotionRead MoreThe Ever Changing Field Of Film Essay1223 Words   |  5 PagesField of Film The world of film has changed dramatically over the years and will likely continue to change along with technological and professional developments. Like many modern innovations, film has changed substantially over a rather short period of time, from black and white movies to modernized color films. Still, it is impressive to think how far film has come, and looking back into the near past affords an appreciation of the technology that no longer exists. Thus my viewing experiences towardsRead MoreFilm Viewing Experience : Online Vs.984 Words   |  4 PagesDecember 8, 2015 Film Viewing Experience: Online Vs. in Cinema Changes are the most stable thing in this world. They touch everything and everyone. Comparable to water they can bring devastation and destruction of everything that seems to be solid as well as bring back to life and prosperity hopeless and forsaken deserts. Being influenced by technological, social and cultural development cinematography is not an exception from this rule. Thus, numerous times representatives of film industry have predictedRead MoreFrozen, the Film756 Words   |  3 PagesThe film, Frozen, produced by Peter Del Vecho and released in 2013, is an animated musical fantasy-comedy film. Loosely based upon Hans Christian Anderson’s The Snow Queen, the film portrays the story of a princess (Anna) who journeys to find her sister (Elsa), whose powers have caused an eternal winter. The appeal of this film is due to it exceeding my initial low expectations, the positive and affirming representation of sisterhood, the relatable characters (specifically Anna and Elsa) and theRead MoreMy First Experience With A Colored Television856 Words   |  4 Pagesa very young girl in the early seventies, my first experience with a colored television came when my dad brought one home so that my brother, sister and I could watch Chitty-Chitty, Bang-Bang (1968) directed by Ken Hughes and starring Dick Van Dyke, Sally Ann Howes and Lionel Jeffries when it aired on TV for the first time. We often visited the General Cinema at the local mall to see movies on the big screen, but that first time watching a favorite film in the comfort of our den, on a colored televisionRead MoreSimilarities And Differences Between A Braxon Tale And A Bronx Tale1604 Words   |  7 PagesIn the film, A Bronx Tale, Lorenzo Anello states to his son, â€Å"They want to see you do good, but never better than them†¦remember that†, because of the addition his son was taking from the wrong people. These film’s setting can be identified by the title, the film Chinatown t hat took place in Los Angeles, but with Chinatown being an important part of the film. Unlike that, A Bronx Tale is clearly in one of the boroughs that make up New York City. It’s easy to tell the differences between these twoRead MoreI Went Go See Was Cineastes : Les Homes850 Words   |  4 Pagesthe men directors focused their films on female audiences because they feel that the females would remember their films more than men. I had chosen to watch this particular film because it was free and the group I went with wanted to see it. My favorite characters in the film would have to be Eric Toledano and Olivier Nackache because, I found them pretty funny. I like how they weren’t afraid to say anything that was on their mind. One of the scenes in the film Olivier said that he was a femaleRead MoreA Interview About Chinese During The World War II866 Words   |  4 PagesFor this interview, I have Skype my grandfather far away from here in China, since he don’t know how to speak English so we were use Chinese during the whole interview. He was born in 1935 before the World War II and grows up in an instable time era. During this time the economy of China is in a low level and compare to another country that is lag behind. Due to the history in China, the play is much popular than the movies, so there is not much chance for him to watch the movies before 1955. Also