Admissibility of FMRI

Functional magnetic resonance imaging, or FMRI, is a technique for measuring brain activity. It works by detecting the changes in blood oxygenation and flow that occur in response to neural activity – when a brain area is more active it consumes more oxygen and to meet this increased demand blood flow increases to the active area.FMRI can be used to produce activation maps showing which parts of the brain are involved in a particular mental process (FMRIB Center).This is how it works: oxygen is delivered to neurons by haemoglobin in capillary red blood cells. When neuronal activity increases there is an increased demand for oxygen and the local response is an increase in blood flow to regions of increased neural activity.Haemoglobin is diamagnetic when oxygenated but paramagnetic when deoxygenated. This difference in magnetic properties leads to small differences in the MR signal of blood depending on the degree of oxygenation.Since blood oxygenation varies according to the le vels of neural activity these differences can be used to detect brain activity. This form of MRI is known as blood oxygenation level dependent (BOLD) imaging (id).It is claimed that through this process, FMRI can be used as a lie detector test. The question now arises that should the FMRI be used as a lie detector test, will the results be admissible in evidence in our courts of law in light of the Daubert ruling? This paper will try to answer this question by testing FMRI against the four questions set up by the Supreme Court in the said decision.Is FMRI a testable technique?The Supreme Court, in discussing how evidence should pass this test, the judge must ascertain whether the reasoning or methodology underlying the testimony is scientifically valid and of whether that reasoning or methodology properly can be applied to the facts in issue.A key question to be answered in determining whether a theory or technique is scientific knowledge that will assist the trier of fact will be w hether it can be(and has been) tested (92-102). The main concern of the Supreme Court here is the reliability of the technique and reduction of falsifiability.FMRI is one of the most recently developed forms of neuroimaging but the idea underpinning the technique – inferring brain activity by measuring changes in blood flow – is not new (FMRIB Center). The technique, however, is relatively new.FMRI still has not gained acceptance as a reliable method of lie detection to replace the polygraph. Recent studies only indicate that FMRI may be more reliable than the polygraph but FMRI is yet to attain its full potential.Dr. Faro, in studying FMRI admits that because the polygraph test, while improved over the last 10 to 15 years, is not as accurate as it needs to be, a better method for detecting deception clearly needs to be developed (Orenstein 30).He add that he is convinced that FMRI used with or without polygraph will someday be the new gold standard (id). The scientist s remain hopeful the FMRI will someday be the standard. But as of today, its acceptability as a lie detection test is still on a thin balance. In short, FMRI has not yet been fully tested so as to be acceptable as a lie detection method.Despite this, it is noteworthy that FMRI lie detection centers have already been set up in the United States. They are No Lie MRI, Incorporated and Cephos Corporation. This shows that FMRI is gaining ground as a stand alone test for lie detection and not just merely as a supplement to the polygraph.Has FMRI been peer reviewed?  The concern of the Supreme Court in including this test is to make sure that the theory or technique has been subjected to scrutiny by the science community because it is only then that the substantive flaws of the methodology can be revealed.Without effort, FMRI will pass this test. FMRI has been subjected to tests and retests by a lot of scientists to verify its efficiency and effectiveness. In fact the University of Oxfor d established its own FMRIB Center to study it as a field of discipline.As mentioned earlier, Dr. Faro already tested whether it can replace the polygraph or not. And lastly, there are also plenty of studies on FMRI being conducted as of this moment because it has inspired general interest in the science community. The abstracts of these studies can be viewed in the internet.Does FMRI have a known error rate or standard controlling it operation?The error rate of FMRI has not yet been established because as mentioned earlier, it is a recent development in nueroimaging and still has not been tested thoroughly. However, Dr. Faro says that subjects would have to lie perfectly for them to beat the FMRI (Orenstein, id).He says that FMRI would be much harder to beat than polygraph because it measures a primary cognitive response that begins within the deep structures of the brain.Lying involves coordinating complex activations in many different parts of the brain that relate to awareness, understanding, inhibition, and emotion.One way of arguing the admissibility of the FMRI according to this test is to argue how polygraphs are admissible in courts. According to the American Polygraph Association, polygraph results are admissible in some federal circuits and states (Orenstein, id).And this is so even though the polygraph is only 85% to 90% accurate when the subjects are being deceptive and only 70% to 75% accurate when subjects are being truthful. If polygraphs are admissible in court, then FMRI should also be admissible considering that the latter is more accurate than the former.However, there is a great cloud over the admissibility of the FMRI when the procedure of conducting it is considered. Subjects participating in a fMRI experiment are asked to lie still and are usually restrained with soft pads to prevent small motions from disturbing measurements.It is possible to correct for some amount of head movement with post-processing of the data, but large transient motion can render these attempts futile. Generally motion in excess of 3 millimeters will result in unusable data.Thus, a very accurate data is hard to obtain from FMRI. A movement of only 3 millimeters will already render the data useless. Considering that the shortest time needed to conduct an FMRI is 15 minutes, it is easy to conclude that an FMRI is hardly accurate.Of course, this can be addressed by utilizing mechanisms to reduce movements. And the FMRI centers should have already addressed this problem. But standing as it is, this fact casts doubt on the admissibility of FMRI because of the possible large inaccurcies of the data gathered during testing.There is also a concern on the reliability of the FMRI with regard to complex lies. Complex lies are half truths and sometimes rhetorical answers to the standard questions asked during an FMRI session. They are answers which have shades of truth or just an answer with a misperception about a question. This area of FMRI still ha s not been studied thoroughly making it less reliable as a method of lie detection.Is the underlying science generally accepted?Yes, the underlying science behind FMRI is generally accepted. As mentioned earlier, the idea underpinning the technique (FMRI) – inferring brain activity by measuring changes in blood flow – is not new. The study of FMRI draws from physics, psychology, neuroanatomy, statistics and electrophysiology, all of which are generally accepted fields of discipline. Thus, under this test, FMRI is admissible in evidence.ConclusionIn conclusion, FMRI is not admissible in evidence when tested against the Daubert standards. First of all, it still has not been thoroughly tested as a science. The method of conducting has not yet been perfected by the testing centers. These two factors accounts for somewhat doubtful results and may seem not convincing before the eyes of the courts.In fact, criticisms as to the accuracy of the data gathered during FMRI have al ways been the the biggest factors in sustaining its non-acceptability. Issues raised such as there are non-neural influences in the change of magnetic fields in the blood vessels have been raised and these have not been specifically addressed by the current studies on FMRI.It has also been raised that FMRI only measures the secondary physiological correlates of neural activity, it is not a direct measure. This means it is not a truly quantitative measure of mental activity – when comparing the FMRI response between individuals it is impossible to say whether the differences are neural or physiological in origin (FMRIB Center).These are the scientific arguments against the FMRI. Of course, there are also ethical arguments against its use but they will not be discussed in this paper for being irrelevant.One argument which, to the mind of this reader, will really cause the courts to strike down FMRI evidence as inadmissible is the constitutional argument that it violates the rig ht to privacy. During an FMRI session, collateral information about the subject may be obtained but which he would have wanted to keep secret. This is a violation of the right to privacy.  Of course, it is already established that such a mechanical method of subjecting one's self to physical examination is not violative of the right against self-incrimination. However, this is not the case I am pointing out. What if some information not related to the trial or to the case has been obtained during the FMRI session?True that it will not be offered in evidence but the damage of violating the right to privacy has already been incurred. What will the subject do then? If the FMRI violates the constitutional right to privacy, then anything obtained during such sessions, though irrelevant and immaterial to the case, should be kept confidential and inadmissible in evidence in all courts and tribunals.Secondly, the FMRI should be inadmissible in evidence because its error rate still has not been determined to a certain definitive degree. It matters not if polygraph evidence is admissible in many federal and state courts. As of the moment, the Supreme Court still has no definitive ruling as to its admissibility (Orenstein).Moreover, the accuracy of the data obtained during FMRI sessions is still in doubt when the procedure is considered. The fact that a 3-millimeter movement will render the data untruthful is enough for the courts to cast a doubtful eye on FMRI evidence. As to the matter of complex lies, this provides the subjects a way to beat the FMRI.They even do not have to lie. They can just answer half-truths or even use rhetorical answers and they could already beat the FMRI.All these point to rejection of FMRI evidence considering the attitude of the courts toward the Daubert principle. In fact, litigants say that courts are more strict than what the Supreme Court suggested in the Daubert case (Hileman 2003).However, as a statement of hope for FMRI, today is no t the timely moment to test its admissibility in our courts of law. It should be given more time to develop into a better-founded discipline and its loopholes tied end-to-end. Then perhaps someday, our society will find it a very reliable method in lie detection and the results be admissible in evidence in our courts of law. Works CitedIntroduction to FMRI. FMRIB Center, University of Oxford. December 4, 2007. http://www.fmrib.ox.ac.uk/education/fmri/introduction-to-fmri/introduction/Orenstein, Beth. Guilty? Investigating FMRI's Future as a Lie Detector. May 16, 2005. Radiology Today. Vol 6 No. 10 p. 30.Supreme Court of the United State. Daubert vs Merrell Dow Pharmaceuticals. June 28, 1993. retrieved December 4, 2007. http://straylight.law.cornell.edu/supct/html/92-102.ZO.htmlWeiller C et al (2006). â€Å"Clinical potential of brain mapping using MRI†. Journal of Magnetic Resonance Imaging 23 (6): 840–850Scott A. Huettel, Allen W. Song, Gregory McCarthy, Functional Ma gnetic Resonance Imaging, Sinauer Associates, 2004.Hileman, Bette. Daubert Rules Challenge Courts. July 7, 2003. Our Stolen Future. Retrieved December 4, 2007. http://www.ourstolenfuture.org/press/2003/2003-0707-CEN-daubert.htmSilberman, Steve. Don't Even Think About Lying. Wired Magazine. Retrieved December 4, 2007. http://www.wired.com/wired/archive/14.01/lying_pr.html

Consider how Shakespeare presents madness Essay

Consider how Shakespeare presents madness in the play and explain whether you think it does illustrate how, â€Å"something is rotten in the state of Denmark. † One of the main themes in Hamlet is that of madness. Shakespeare conveys madness through not only Hamlet but through other characters as well, such as Ophelia, to covey that that the state of Denmark is rotten. At the beginning of the play, the first thing introduced are the night watchmen seeing the ghost. This is at the beginning because it is the first event in the chain that eventually leads to Hamlet seeking revenge for his father’s death. Although he was upset by his father’s death and his mother’s ‘o’erhasty marriage’, it was the revelation that his father was murdered that he thinks that he must take revenge. When Horatio first speaks to the ghost he recognises that it is unnatural for it to be there; â€Å"What art thou that unsurp’st this time of night†, illustrating that he feels that the ghost has ‘wrongfully seized’ the night. The atmosphere is unsettling and the ghost’s unnatural appearance is a sign of the bad things going on in Denmark, especially the court; â€Å"This bodes some strange eruption to our state. † During the times that the play was written, unusual things that happened were seen as a sign that something was not right in the courts; â€Å"Something is rotten in the state of Denmark†. This could be referring either to the whole of Denmark, or just the courts. It is after Hamlet sees the ghost that he decides that he will pretend to be mad; â€Å"put an antic disposition on†, but he does not want his friends to tell anyone what they have seen or that he is feigning madness; â€Å"Never make known what you have seen tonight†, as he believes that this way he can find means to exact his revenge on Claudius for killing his father; â€Å"And thy commandment all alone shall live within the book and volume of my brain†, meaning that all he shall have in his thoughts is how the ghost of his father told him to exact revenge on Claudius. This is the first step in the theme of madness for the play. Although Hamlet clearly says that he will be putting on his madness, it is uncertain whether actually he does go mad during the play, as illustrated in his outbursts towards his mother and Ophelia, and the murder of Polonius. There is much deception during the play, such as Claudius trying to gloss over the fact that he knows that his marriage to Gertrude could be seen as incest by the Church and that Hamlet should have been the rightful heir to the throne; â€Å"Yet so far hath discretion fought with nature that we with wisest sorrow think on him together with remembrance of ourselves. † He says that he is mourning and feels that mourning is appropriate for the old king, but he must think of himself, perhaps hinting at the fact that the death was convenient for him and he has had enough of mourning. This is characteristic of him throughout the play as all he has done and will do is for his own self interest, as when Hamlet asks if he can leave the castle, Claudius refuses, saying; â€Å"And we beseech you, bend you to remain here in the cheer and comfort of our eye†. He appears to be asking him to stay for his comfort, but he actually wants to keep an eye on him because he knows that he is still a threat to him and the throne. He at first seemed to want Hamlet to become like a son to him, but that changes as soon as he realises he could be a threat to him. He also continually uses the words ‘we’, ‘our’ and ‘us’ to establish himself as the husband of Gertrude and the King of Denmark. Polonius comments; â€Å"with pious action we do sugar o’er the devil himself†. To which Claudius replies as an aside; â€Å"The harlot’s cheek, beautied with plastering art, is not more ugly to the thing that helps it than is my deed to my most painted word. † Claudius admits that he is covering up the truth, continuing the theme of deception, adding to the audience’s awareness of the rottenness of Denmark. As there becomes more deception and secrecy throughout the play, it seems that the imagery in the language reflects the deception, and images of disease are used; â€Å"For the sun breed maggots in a dead dog, being a good kissing carrion†. This could be language to refer to how that state of Denmark is rotting, but also Hamlet’s language seems to reflect his turmoil as he tried to decide what to do about Claudius, and as he gets more frustrated with himself he becomes more abusive towards his mother and Ophelia; â€Å"You are keen my lord, you are keen. † â€Å"It would cost you a groaning to take off mine edge. † He is taunting Ophelia using double meaning. Hamlet is very good at creating double meanings, like when he says to Claudius; â€Å"I am to much i’th’sun†, which he says as if he is in too much sunshine but also he is saying that he feels too much like Claudius’s son. Later in the play the text says; â€Å"It will but skin and film the ulcerous place, whiles rank corruption, mining all within, infects unseen. † He is saying that corruption, like infection starts within, and the corruption of Denmark will begin with the court. This also links in with madness because madness also starts from within – within the mind, and perhaps it is saying that just one unstable mind could bring down all the state. Another way that Shakespeare presents madness in the play is through Ophelia. She goes mad after Hamlet kills her father, but also because of the way Hamlet treated her – cruelly. He said to her that he loved her, and there were some hints that he had been intimate with her, but he treats her badly and even tells her that he does not love her. She has been a victim of a corrupt society – from Hamlet leaving her and from her father, such as using her as a pawn to spy on Hamlet. After she has become mad, she sings many songs. The first one that she sings is, ‘How should I you true love know’. This song could be her recalling the death of her father; â€Å"He is dead and gone lady, he is dead and gone. † This is the first thing that comes into her mind to sing about, so it must be the thing that is foremost in her mind. It could also be that she is recalling how Hamlet is now lost to her, and she is still looking for her true love, because it seems obvious that she has not found him yet. However, the rest of the songs seem to be about Hamlet, as they are about lost love and some of them imply that Ophelia had been sexually intimate with Hamlet; â€Å"Quoth she, before you tumbled me you promised me to wed†. It seems that both her father and Hamlet are responsible for Ophelia’s madness, and this is reiterated by what Ophelia sings about. Ophelia was controlled all the men in her life, and this was customary for the time, but it seems that they took too much of a hold on her, with none of them considering her feelings, for her father told her to no longer speak to Hamlet as it could affect his career, Laertes also told her to stay away from Hamlet and Hamlet was cruel to her. She also says, after her first song; â€Å"They say the owl was a baker’s daughter. † This could just be nonsense, but it could also be referring to her father, saying that once she was the daughter of a man in the court, but now she is just the daughter of a dead old man. Polonius did help the corruption in Denmark, such as spying and trying to make sure his own career was safe, and because of him Ophelia is mad. Hamlet also said that he loved Ophelia, and whereas before he was tender, due to the corruption around him and his succumbing to it, he was a factor in Ophelia’s madness, which eventually led to her suicide. By the actions of people around her, Ophelia is tainted by the corruptness around, as Hamlet says in the beginning of the play says that she is pure, but later on says she is wanton like all women, and tells her; â€Å"to a nunnery go. † This could be to send her to be protected, or it could be a sarcastic remark telling her to go to a brothel. One of the other reasons that cause Hamlet’s torment is his indecisiveness. He says during one of his soliloquies: â€Å"O what a rogue and peasant slave am I! † He is berating himself for not taking action when his father has been murdered, while the player can make himself cry for a fictitious character. He could also be saying that he is not worth anything in the court now, as his father is dead, yet he is not king when he should be. When Claudius is attempting to pray in the Church, Hamlet says that he did not want to kill him until he was sure that he would be sent straight to hell with no hope of being sent to heaven, for example if he was laying in ‘incestuous sheets’. However, this could have been just another excuse at putting the task off, for he seemed to offer no resistance when Claudius sent him to England. This may not have been his fault, as Claudius shows himself throughout the play as being a very manipulative person. He has taken the throne and Gertrude. He has Polonius spying for him, and he also gets Rosencrantz and Guildenstern, who are Hamlet’s friends from school to spy on him and eventually gives a letter to the English King requesting that he murder Hamlet. Perhaps Hamlet is even jealous that Claudius, who he hates, can take such action when he himself cannot. It seems that Claudius is the main source of corruption in the play, and also he is the reason that Hamlet decides to pretend to be mad, for it was Claudius that started off the chain of events, with killing Hamlet’s father. It was he that murdered Hamlet the king, corrupted Gertrude, encouraged Polonius to spy and eventually murdered which in turn caused Ophelia’s madness and Laertes’s downfall. He is described by Hamlet as a; â€Å"Smiling damni d villain†, picturing Claudius as full of deception where he is hiding his evil deeds. This has had an effect on the whole court, and indeed the whole of Denmark, for the text says; â€Å"This heavy-headed revel east and west makes us traduced and taxed of other nations. They clepe us drunkards, and with swinish phrase soil our addition. † The Danish are said to be drunks, and later Claudius himself describes them as ‘false Danish dogs’, for he believes that they are still only loyal to Hamlet. Hamlet acknowledges all of this corruption, even in the beginning of the play when he says; â€Å"’tis an unweeded garden that grows to seed. Things rank and gross in nature possess it merely. † Hamlet sees at the very beginning that things are starting to turn bad, and he can feel, like the attendants at the beginning, that something is not right. Hamlet feels surrounded by madness around him, and he feels that the only way he can make sense of all this and to find means for his revenge is to put on an â€Å"antic disposition† and pretend to be mad. This seems to be a reflection of the state around him – that something is not right, however towards the end of the play it is unsure whether he has actually gone mad, being affected by his surroundings, for his actions do change dramatically, and although he does not act in the way Ophelia does when she is mad, he is a changed person. All of the other main characters are corrupted, and Hamlet despises this. One of the reasons that he puts off killing Claudius could be that it goes against what he knows is right. He wished that he would have the strength to avenge his father; â€Å"Now could I drink hot blood and do such bitter business as the day would quake to look on. † He was born a thinker, but he asks that; â€Å"My thoughts be bloody, or be nothing worth! † He wishes that he were able to have passion like the player and act like Fortinbras. Eventually this does happen, as Ophelia comments on; â€Å"O, what a noble mind is here overthrown! The courtier’s, soldier’s, scholar’s eye, tongue, sword, th’expectancy and rose of the fair state, the glass of fashion and the mould of form, th’observed of all observers. † Ophelia sees how has changed, and believes that he truly has gone mad, for he has changed into what he hated most. He kills Polonius, with no real regret, disregards Ophelia’s feelings and his mother’s, sends Rosencrantz and Guildenstern to their deaths without regret and does in the end kill Laertes and Claudius. However, there still is some of the old Hamlet left in him, for after Ophelia has died he says that he always did love her, so perhaps he shunned her so that he would have a clear mind to be able to think about his revenge. Also he apologised to Laertes before they fight, perhaps seeing something of himself in him, for his father was murdered as was Hamlet’s. This shows that Hamlet has not yet completely given way to the corruption of Denmark. Just before Hamlet dies, he claims that the throne should be given to Fortinbras. Hamlet admired Fortinbras for his action, and he was quite like Hamlet, his father being killed and he being usurped from the throne. Fortinbras accepts the throne and orders that Hamlet’s body be treated with respect; â€Å"Let four captains, bear Hamlet like a soldier to the stage, for he was likely, had he been put on, to have proved most royal†. Fortinbras believes that Hamlet would have been a good king, and perhaps he might have had he have not been corrupted by the state of Denmark. Fortinbras survived, seemingly because he came from outside Denmark, and as did Horatio, not only because he was a good friend to Hamlet, but as Hamlet said; â€Å"There are more things in heaven and earth, Horatio, than are dreamt of in your philosophy. † Hamlet believed that Horatio was unable to see the corruption that infected Denmark, and because of this he was untainted by it, this perhaps being a reason why Horatio does not die in the play. Bibliography Cambridge School Shakespeare – Hamlet by William Shakespeare, edited by Richard Andrews and Rex Gibson. Longman 1988, critical essays, Hamlet – The State of Denmark by Alan Gardiner, editors – Linda Cookson and Bryan Loughrey.

Analysis Of Foreign Direct Investment And Marketing Management

Foreign direct investment, marketing strategy, management of marketing operations , determinants of FDI, market access Foreign direct investment is the investment that is made by an organization or an individual in a specific country related to the interests in business in the other country. Foreign direct investment takes place when an organization plans to expand its operations in a different country or acquires business assets in a foreign country. Foreign direct investment is attracted by countries which have an open economy and offers skilled workforce to the organization. Foreign direct investments can be of three types which are, vertical, horizontal and conglomerate (Blonigen and Piger 2014). Foreign direct investment can be used by any organization as an international market strategy according to which they can invest in manufacturing or setting up a new factory in a different country. The definition of FDI is also related to the acquisition of interest related to a company in another country. The different ways by which the organization can enter a new market are, construction of facilities in a new market area, acquisitions and mergers, investment in joint venture which is located in a foreign area. Foreign direct investment is made by an organization so that they can access to closed markets which are limited by trade related barriers (Papadopoulos, Hamzaoui-Essoussi and El Banna 2016). The companies can take advantage of the lower costs related to production and labour in the new market areas of the country. This type of investment is important for many industries or companies which demand innovation and access to technology. Investments are made in different countri es so that the organization can enhance its competitive position in the industry (Sheth and Sisodia 2015). The conclusions that are presented in the study are of significance in the academic and practical fields. On one hand, this supports the development of the studies related to future research related to the marketing strategies developed after making investments in the foreign countries. On the other hand, the reasons that are related to the foreign investment related decisions of the organizations are also presented. This study will therefore help in analysing the foreign investments and the strategies related to marketing. Blonigen, B.A. and Piger, J., 2014. Determinants of foreign direct investment.  Canadian Journal of Economics/Revue canadienne d'à ©conomique,  47(3), pp.775-812. Olson, E.M., Slater, S.F., Hult, G.T.M. and Olson, K.M., 2018. The application of human resource   management policies within the marketing organization: The impact on business and marketing strategy implementation.  Industrial Marketing Management. Papadopoulos, N., Hamzaoui-Essoussi, L. and El Banna, A., 2016. Nation branding for foreign direct investment: an Integrative review and directions for research and strategy.  Journal of Product & Brand Management ,  25(7), pp.615-628. Sheth, J.N. and Sisodia, R.S., 2015.  Does marketing need reform?: Fresh perspectives on the future. Routledge.

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Payment Document Managment Comparison - Essay Example Users enjoy access to work and collaborate on corporate, personal and business content. Utilizing SAP mobile platform to deploy and build mobile application that help to keep individuals connected. SAP program is a mobile application platform that solves mobility challenges as well as supporting mobile application that fit the business to consumer or business to enterprise use case and helps balance device the requirement of the user with enterprise requirement (Klamm, Bonnie and Joann, 21). The paper will discuss payment document management through utilization of SAP ECC 6.0 and Microsoft Dynamics GP10. Payment document utilizes the information present in the receivable management and payment management modules and updates the bank reconciliation and general ledger module by utilizing SAP program and Microsoft dynamic GP 10. In the past years, the increase in complexity of the products has resulted to the creation of development tools that are increasing complex, such as more advanced production processes and computer aided design such as computer aided manufacturing systems. Computer aided design system and computer aided manufacturing system tools have been utilized to optimize production quality and times. As the process become more complex, the systems utilized for the management of technical document entails the need for it to more sophisticate. The many procedures describing products such as texts and design drawing means that there is huge increase in the data that has been stored digitally. The availability and quality of documentations is becoming increasingly significant. The management of the various documents under the SAP system present various advantages that includes linking document management to production systems and computerized development with the aim of avoiding data redundancy, minimizing the work load involved as well as maintaining consistency of data in

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2 - Research Paper Example y, I chose these two buildings because the architects who designed these building were revolutionary professionals in American architecture hence their impact on modern architecture. My intention is to compare these two structures to Tikal architecture from a visual interpretation, that is, a visual analysis of these structures. The various architectural styles and patterns employed in early days as well modern days depict a society’s way of life especially religious life. For instance, the tikal architectural design were adjusted in such a way to incorporation nature and worship of God The Wayfarers Chapel was designed by Lloyd Wright and was completed in the year 1951. This architectural structure is located at Rancho Palos Verdes, California. This structure is mostly notable because of its modern unique architectural design and its location at the cliffs of the Pacific Ocean. In fact, it is part of the Swedenborgian Church of America and is used as a memorial to its founder, Emanuel Swedenborg. Lloyd Wright, the architect given credit for this structure began designing it in the late years of the 1940s and construction began in the year 1949 and lasted for several years until the year 1951 when it was completed. In developing this design, Lloyd wanted to create a serene environment where travelling Christians would take a rest and be close to nature and to God. His inspiration came from the Redwood forest in California. He had visited a restaurant within the forest with tree branches bending over the building and he was awed by this scenes. Similar to most of Lloyd Wright’s building the structural incorporates the natural landscape into its design and features magnificent modern designs. The design for this building is a â€Å"tree chapel† set amongst trees, a natural sanctuary. This is a quintessential structure of organic architecture. The architect used glass to allow natural light, natural growth, the adjacent sea and the sky to create the sense of a

Small scale action research study Essay Example | Topics and Well Written Essays - 3500 words

Small scale action research study - Essay Example Findings V. Analysis and Interpretation VI. Conclusion and Recommendations Small Scale Action Research Study I. Introduction This research study deals with how years 1 and 2 primary school children in my school approach reading; these children are aged five to six years. The research study is aimed at not only finding out how their reading skills can be improved, but also how this relates to the previous reading levels in my school. Reading among these children has been gradually deteriorating with time. It has been characterized by several difficulties. The nature of these reading problems coincides with what most reputable scholarly researchers have already studied sometime back cons in relation to this. The nature of the problems of readers who are struggling is quite complex. Over time, study has indicated that the complexity emanates from the individual differences that are present within any group that undertakes a reading. The reading struggle among the children is characteriz ed by the different approaches, skills, and dispositions. This makes it difficult for those reading to make sense of the print. Studies continue to reveal that both poor decoding and poor comprehension are among examples of aspects that struggling readers may posses. Besides, they also have difficulties in both vocabulary and language skills (Allington and McGill-Franzen, 2009, p. 221). Since September 2010, the Early Reading Research (ERR) has been used in my school. Since the time it was introduced, I have taken note of reading improvement among the children. The schools has teaching assistants who are not only experienced, but also industrious, and have really been surprised by the steps of improvement in reading levels attained by the children up to this far. I am still not certain of the fact that the National Literacy Strategy is the best approach to reading in our schools, due to the observed worsening trend of the reading level among the children. Before the National Literac y Strategy came into force, there was another Reading programme referred to as the Early Reading Research by Essex Lea. Thus the research question in this study is how effective is the Early Reading Research (ERR) by Essex Lea in solving the reading problem of children in my school? Interest for this area of study is motivated by the outcomes of the recently carried out research by the Essex Lea and the Leverhulme Trust on the efficiency of the Early Reading Research in comparison to other reading programmes. The study was based on classroom empirical investigations that was carried out on a large scale basis coupled with small scale cases to establish how children’s learning could be impacted with various principles of instruction. Apart from establishing the most efficient methods of teaching reading, Early Reading Research was also used in examining not only the level to which age and skill reading targets could be reached by each child, but also the prevention of particul ar difficulties in reading. This research study encompasses various sections that reveal the literature review, method of data collection, findings, analysis and interpretation, and conclusion together with recommendations. II. Literature Review a. The Significance of Reading Most people do not just take reading lightly, but also they do not easily see how difficult life can be for those who have not read. Print is available at almost every place that surrounds us that is on adverts, shop names, product instructions and novels, just to mention but a

Project Team Selection Essay Example for Free

Project Team Selection Essay As a project manager you acquire a project team in most instances, therefore selecting the skills that each member on the team possess is not possible. You must make the most out of the team that you have been afforded and determine what skills you require to ensure project success. This paper will discuss the importance of team members and ways to utilize the skills on a project team successfully. Project Team Selection A project manager may have little to no influence on the selection of a project team, so it is important for a project manager to keep in mind team makeup can have a critical impact on everything from task execution to establishing team dynamics that will either energize or suck the life out of a project ( TheBigRocks. com, 2010). Excuting a project plan is only as effective as the project manager and its team. Wysocki (2012) suggests that when building and recruiting an effective team, you must consider the technical skills as well as the critical roles and chemistry that must exist between the project manager and the team. The knowledge and technical requirements needed to produce an effective project should be understood prior to seeking out individuals who possess the skills needed (Brown, Hyer 2010). Key stakeholders of the project should be represented to ensure there are no oversights or surprises in the project, so there should be a team member available to do so. The team should also have the ability to work together so Brown and Hyer (2010) suggests the diversity of views, expertise, perspectives and backgrounds can often develop better solutions faster than individuals working alone. Conflict resolution should be available to the team members so that if conflict arises, proper management can enhance team performance. As group size increases, communication, cohesiveness, and job satisfication may decline, while turnover, absenteeism and slacking may also increase (Brown and Hyer, 2010). It is important to consider the optimal team size for your project while ensuring the required skill sets are available. Brown and Hyer (2010) also suggests that it is important to ensure that each team member has enough time to devote to the project to ensure proper coordination of duties. Conclusion The right project team can make or break a project. The selection process must first identify all the roles needed for the project, then identify which roles, skills, bandwidth and authority must be addressed with a specific person, talent, effort level or skill to avoid putting the entire project at risk of failure (TheBigRocks.com, 2010).

MA as a Growth Strategy

MA as a Growth Strategy Introduction: Project Management (BS 6079, 1996) is the planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. For any project to become a success, team work plays a major role. One of the most renowned and widely used practical and management team developments is the Belbin team roles. The argument from Belbin is that team composition plays a major factor in influencing the performance of the team (Water et al, 2008). The fundamental aspect of human existence is the working together as groups. The main purpose of this is to survive, adapt and thrive to different situations by using individuals intellect and co-operation (Riding and Rayner, 2001). The team roles are classified into organisational roles and the functional roles (Atkinson, 1999). A team role is a set of behaviours grouped in a cluster (Belbin, 1993). The main objective of this essay is to evaluate the teams performance based on the Belbin self perception theory discussing the teams roles, team life cycle and other aspects with respect to the project management exercise. Belbin Team Roles: Team roles are defined as a pattern of behaviour characteristic of the way in which one team member interacts with another (Belbin, 1981). Every individual will take preferred roles in the management exercises and the outcome purely depends on the balance in the team (Riding and Rayner, 2001). It is always a good team with a good balance of individuals will result in a good outcome and vice versa (Belbin, 1993). Belbin has differentiated nine team roles based on the behaviour of people and is classified by feeling, will power, thinking and decisiveness. In the Belbin later research, he added one more role called as SP (Specialist) which refers to single mindedness, acting always alone and dedicated to specialism. The main function of this role is that people will behave in a extremely silent, introvert and will not contribute other than their special interest areas. This is considered as the negligible contribution to the team (Atkinson, 1999). Belbin uses an instrument for quantifyi ng the team role preferences which is called as the Self Perception Inventory. This consists of 70 points by evaluating seven statements in each questions. For each question 10 statements are given and can be prioritised based on the individual behaviour in which 10 points can be distributed. In predicting the performance of the team Belbin succeeded based on the information from the role profiles of each member. In this view a team is balanced when each role appears in atleast one team members profile as high-scoring role (Atkinson, 1999). From the Henley workshops, Belbin was able to specify the composition of the team and arrived at conclusions. This was characterised by (Furnham, 1992): attributes of a leader are similar to chairman profile (CH) now called as Co-ordinator (CO) and the team should have a range of mental abilities which includes a person generating creative ideas and giving practical solutions to the problems encountered. The team should include one Completer Finisher (CF), Implementer (IM) and the members can suit the other team roles based on their personal characteristics and ultimately the team which can identify and improve on their competencies by doing mistakes is considered as the best team (Riding and Rayner, 2001). Teams Belbin profiles: For the project management exercise, the teams were divided based on the Belbin team roles. As said earlier, in a team it is must to have a Completer Finisher (CF) and Implementer (IM). The team were asked to choose from Team Workers (TW). Person having primary reference as Team Workers are few and so persons having secondary and tertiary references as Team Workers were called for choosing the team. Evaluating the team roles and functions: First, from the team balance sheet it is clear that the team has no primary references for SH, PL, RI, TW, CF and can be considered as scarce for the team. This team has three implementers (IM) which is good in terms of delivering the project fast. Having more implementers is not a problem in any team as they move towards implementing the project. But having more shapers is a problem because of their characteristics. Person 1 who is ME can act as a CF and TW because of his secondary and tertiary preferences. Person 1 shows major characteristics of ME because of the feasibility characteristics. In this exercise, person 1 is very much interested in calculating the Critical path, always analysing the situations, showing temperament and whenever anything goes out of plan again doing the critical path whether there is feasibility of completing the project on time. The main advantage with person 1 is that he maintains good temperament in all the situations even if it is good or bad. The disadvantages is that in some situations person 1 whose Belbin profile shows weakness as decision making is very true. Sometimes person 1 took some hasty decisions which have affected the teams profit (decision of choosing the manufacturing subcontractor). Always took more time in making next moves since the basic nature of ME is analysing situations. Sometimes person 1 also did the role of CF when it comes to planning the project. The project plan was for 140 days with 7 periods of 20 days. One of the persons in the team were modifying the plan for days and the person striked the number of resources and wrote the new allocation of resource. Person 1 thought that this can make confusions and he acted as a CF by rubbing of the resources and wrote the allocation as clear as possible so that everybody can understand. Person 2 who is CO acted as a RI and PL in the initial phase of the exercise. As depicted by Belbin, RI used to interact a lot with the external environment is very true. Person 2 whenever any problems are faced by the team, he used to interact more with the teacher understanding the problem and gives new ideas to solving the problem. Person 2 organises well with the resource facilities for the game with the flip charts, pens and other requirements for smooth functioning of the game. At only one stage person 2 acted as a CO in the decision of choosing suppliers. Person 2 behaves more as RI and PL in this exercise. Person 3 who is IM, SP and has two tertiary references as CO and ME has shown good characteristics of implementer role in this exercise. Sometimes person 3 behaves more as ME than CO which is good for the team, because one or more COs have different approaches for the project. Person 3 is always striving hard to implement the project on time and sometimes showed good character for team worker. Person 3 always strives hard to stick to the plan and whenever plan changes, organises well for implementing the plan. The disadvantage is that this person lacks flexibility sometimes when it comes to implementation. Person 4 who is IM, secondary is CF and tertiary is SH initially has shown SH characteristics by challenging and arguing the facts that were made by the team. Person 4 is always interested in results and sometimes behaved as CO by taking decisions. Person 1 and 4 since showed shaper characteristics sometimes had difference of opinion but were well managed by team members. Person 4 showed good implementer characteristics in the final stages of the exercise. Person 5 who is IM, ME as secondary and CF as tertiary initially were helping the team with PL characteristics, sometimes RI when CO has to take decisions by going to the external world and discussing with people. Very sincere, hard working when it comes to implementation. Main advantage is that very well organised in implementing things, interested in sticking to the plan and sometimes resources were provided by him. Person 5 showed a major of Team Worker in many aspects because of the fact that TW always want to harmony among the teams. The team Belbins profiles helped a lot in choosing a balanced team and are 60% accurate with respect to our team. For a project to become a success, it is always helpful with people taking new roles under a good leadership. Finally, good team work will always succeed and makes the project success. Persons took roles which are not their primary, secondary or tertiary references sometimes worked out well and made benefits to the team but many of the times it failed. The people showed majority of the characteristics as depicted by Belbin and is helpful in the teams success. One important learning with Belbin self perception theory is that having two or more shapers in a team is dangerous and will lead to poor project management. It is always helpful to have one PL and one CO as their primary reference. Team Life Cycle: The basic behaviour of any team is that they are dynamic. As an individual, they can perform effectively but as a team they can fail and vice versa. Attention and maintenance are always required for the teams. The first person to bring a chart for teams progression is Tuckman. He has identified four stages in a teams development which are forming, storming, norming and performing (Kakabadse et al, 2004). In the forming stage, team members got to know about each other and started establishing their relationships. The learnings are based on the organisations culture and standards. Project task behaviours and interpersonal relationships are very important in binding the team together. In the storming stage, a person starts expressing the views and there is a chance of difference in opinion. Leadership challenges occur and may lead to rivalry between people because of their behaviours. Because of these conflicts, the main objective of the organisation cannot be met which lead to separation of groups. In the norming stage, groups will start gelling towards one another and each strengths and weaknesses can be known. The teams will set their standards and roles can be clearly defined at this stage. In the performing stage, actual team working takes place and people starts performing their tasks together. If the team loses the energy or support, then a stage called restoring or declining stage may follow. Further in this stage, the strengths, weaknesses of the team is analysed with respect to the task is discussed and learnings are recorded for effective project management in future. Evaluating the teams life cycle: In the project management exercise, different sets of problems are encountered by the team and creative solutions are identified to solve these problems. Some of the solutions clicked and some lead to major failures for the team. The forming stage provided opportunities for the new team to understand each other and gave different settings. When first given the exercise, some team members easily understood the process and some found difficult to understand the process. In the initial stages it took more time for the team to decide the strategy for proceeding with the project. Person 1, 3 expressed their views which were not agreed by the team whereas person 2, 4 had expressed their concerns which again not accepted by the team members. Finally, a conclusion has been made with the project plan and the identification of first, second and third critical paths are identified. This stage is all about trusting and building confidence on other team members. The team lacks leadership in this phase. A leader is clearly needed in this phase to provide direction and guidance (Lee, 2008). The storming stage provides openness for feelings and the team discusses the issues very seriously even if the point is not valid. The existing plan with respect to the actual working is modified and refined well. Person 1, 4 had conflicts in choosing the suppliers whether to go for delivery or quality. Person 2, 3 and 5 also contributed but a single decision has to be taken by the team. The team debated on these issues and finally person 1 compromised person 4 for going to a quality supplier by explaining with the fact which will not affect the delivery of the product. The teams weaknesses are that for first three periods did good jobs but didnt celebrate any success. The other weaknesses are builds, integration points between team members, conflicts within the team and sometimes role conflicts. In the norming stage, the teams had fewer conflicts and started communicating more effectively with others. The team emerged with good practices; loop integration exists because of better communication, the person understands their balance and develops their required skills and role clarity is clearly defined. Person 1 decision will be treated as final since some of the decisions worked out well in the earlier periods and didnt analyse the strengths and weaknesses of the decision which lead to a disaster in period 4, 5. The team didnt properly review the operation in a regular basis which also leads to a failure (not delivering the product on time). The team didnt celebrate success in this stage also. In the performing stage, since person 1 decision went wrong it is important for the team members to chip in with leadership and person start taking responsibilities for leadership which is a very good sign for the team. This allows rotation of leadership and helps team members to grow their own skills. The team started to treat seriously the views from team members as well as outside members which is done for the betterment of the project work. Finally, the team made a little profit and starts celebrating the success which has to be done earlier. In this stage it is always good to have an outsider to comment on the teams performance which helps in identifying the strengths and weaknesses of the team. In the last stage, the team learnt their mistakes and starts working on improving individual competencies and the advantages of team work. Every individual is important for a team and it is the individuals who are building the team. The project management exercise can be done more effectively if the same team is given one more chance based on their learnings. The output required from this phase is the prevention of failures for a future project. Decision making procedures: The teams success depends on the decision making and it is the key factor in project management. The working definition of decision making (Ullman, 2006) is that Decision making is a process that commits resources to resolving an issue. Making a decision is not an event; it is a process for arriving at the correct decisions based on uncertain, incomplete, incomplete, inconsistent and evolving information. It is important for the team to get the best out of these results. In practice, every decision the team trying to make must address two issues: Merit decision quantitative way of taking the decision based on merits Acceptance decision acceptance by the people by the decision taken by the team. A decision is a choice made from several alternatives (Lewis, 2004). The decision is going to be effective when merit and acceptance are considered. For any decision the important criteria is to understand the problem and issues are to be clarified. Then as a team alternatives are generated and criteria are developed for robust decision making. The next important step is the evaluation part which tells the importance of the criteria. This also generates value to the alternatives that are developed for the criteria. Fuse is the next step in decision making which generates decision measures by evaluating process. The last stage is what to do next which reduces consensus, uncertainty, criteria and further revising the alternatives. Hence, (Ullman, 2006)A robust decision is the best possible choice, one found by eliminating all the uncertainty possible within available resources and then choosing with known and acceptable levels of satisfaction and risk. Some of the problems that are encountered during the decision making are team members have different judgement and their outcomes may be different due to different knowledge level, preferences. In order to evaluate a decision, managers have to choose a proper method (Fan Fu-Rong et al, 2008). Consultative approach is the most widely used approach for decision making. For handling group decision, the rules are shown in the below table 2. Evaluating the decision making procedures: Decisions taken in project management exercise by the team sometimes based on merit and sometimes based on acceptance and sometimes a combination of both. A consultative approach is followed when taking a decision. Initially for the first two decisions, it took more time for the team to understand the problem and team is not clear in the issues. The project delivery time is 140 days and the CPM shows that there is 285 days for the product to come out. A project plan is made for getting the product on time and it is always difficult to stick to the plan. Team members initially found difficult to generate alternatives for the decision and initially the team followed a consensus with team members. The first decision is based on merit as to reduce the lead time from 285 to 140 days. The teams weaknesses in the understanding phase are took more time for taking a decision, no clarity on problems, no criteria developed for taking the decision. Also, initially since team members are of diffe rent competencies it took time for gelling together. Then after the decision the team started to develop criteria for the decisions. The team in evaluating phase started to understand the importance of criteria developed and started generating alternatives for the criteria. One important thing is that decisions are always subject to change and it is important to review the earlier decisions. In the exercise, the team decided to go for good quality suppliers which actually paid very well for the team. When it comes to manufacturing sub contractors, due to cost pressure some compromise has to be made by the team and went ahead with the cheap sub contractor. The team took a risk but didnt work out well. The teams decision is partially a combination of merit and acceptance. The teams weakness in this stage is that it never had a backup plan till the failure has happened. In this stage, the resources are shuffled inorder to deliver the product on time which is a good move based on earlier decisions. But in actual practice it is difficult to execute as per the plan and is important to review the decisions as a team by d iscussing the merits and demerits of the team. In Fuse stage, the result from the earlier decisions gives the team of measuring the decisions. In the initial stage, Person 1 took the decision of going ahead with the good quality suppliers and convinced the team members, since it clicked the team went ahead with that persons decision for the future also. Every time when a decision is taken it is important to discuss as a team by evaluating the results of the decision and have a backup plan if that decision went wrong. During the periods 4, 5, 6 the teams took decisions in a fast, accurate way by learning from the mistakes earlier. It is important to learn from mistakes as a team. Finally, in the decide stage, the team started looking at the future in what has to be done next by reducing the uncertainty, refining the interpersonal skills. In this stage, the team started to work on a consensus basis. Even a single member points are taken seriously and started discussing the merits and demerits with refining the criteria. The team started to work on the alternatives and focus more towards for addressing the next issues. The team weakness in this stage, it is important to document the deliberation so that these failures cannot happen in the future. The key learning from the decision making procedures are decisions are subject to change and have to be reviewed consistently. Consensus approach has to be followed inorder to make a decision which can be based on merit and acceptance. Conflict within the team: Many organisations have changed to project management structures because of their inability to resolve conflicts. In a project life cycle, conflicts are part and parcel of life and can happen at any levels of the organisation. The project manager is often described as a conflict manager (Kerzner, 2001, 2009). Conflicts generally happen because of misunderstanding between team members and have different interpretations of companys objective. Inorder to avoid that, projects have to be defined in a clear way so that it can be understood by all the team members. Some people use SMART criteria for defining the project which says; S- Specific M- Measurable A- Attainable R- Realistic or Relevant T- Tangible or time bound (Kerzner, 2009). Time management is crucial in any project and it is important to manage time by avoiding conflicts. Some conflicts are relevant and provide valuable results. Most common types of conflict involve in the allocations of manpower resources, using the equipments and facilities, expenditure on capitals, cost and technical opinions and trade offs (Kerzner, 2001, 2009). Moreover the seven potential sources of conflicts are shown in the Fig 4. Goal, Plan and Belief conflicts are the three types of conflicts (Jain et al, 2007). If a conflict happens in a project, there are five different ways of resolving the conflicts which are shown in fig 5 which are confrontation, compromise, smoothing, forcing and withdrawal. Evaluation of conflicts: The team initially had conflicts in allocating the man power resources like employing in design, assemblers and testers. The team had a conflict over schedules in attaining the project on time. The team members person 1, 2 and 4 had difference of opinions in schedules and the resolution mode of compromise is used to resolve that issue. Person 1, 3, 4 had conflicts in priorities in choosing the suppliers. Person 1 suggested a supplier part can be taken just before the assembly but the team members took a decision by smoothing mode. In case if anything fails the team need to reorder again this may take time. Inorder for the project manager to be effective an understanding of how to work with various employees who must interface with the project is necessary (Kerzner, 2001, 2009). The various members in the team include upper management, functional managers etc and it is important to understand the sub ordinate and functional conflicts. The relationship between conflict causes and sourc es is shown in the figure 6. The teams strength is that none of the members in the team had personality conflict which is very important for project success. When deciding the manufacturing sub contractor person 1 suggested for a reliable sub contractor, but all the other members in the team are cost conscious in which person 1 and other members had a conflict over cost. The teams choice of choosing a good quality supplier had a conflict with other members which is a functional conflict provides good benefits for the team in terms of quality, time and cost. During the period 3, 4 the team members had a conflict of allocating the inspectors which is the conflict over schedule and had a good result during the period. But during the period 5, the team had a conflict on schedule in resource allocation of assemblers but not with the inspectors. All the five resolution modes of conflicts are used for resolving conflicts in almost all the stages. The team weaknesses include conflicts have to happen and has to be resolv ed systematically. But as a team, conflicts at the initial stages of the project give good results and when it comes to final stages conflicts started coming down. The figure 7 shows the conflict intensity in the team during the project life cycle. The key learnings from the project management exercise are that time management is important and the conflicts have to be resolved within the time. Team members have to understand the sub ordinate and their opinions and have to be evaluated inorder to get a good result in the project. It is important to have a plan for resolving conflicts in the planning phase itself. Constant communication of the project objectives to the team members will help in minimising or even eliminating the conflicts. Sometimes direct contact with people will reduce the conflicts. In project management hierarchical issues are to be resolved and there shall not be any domination from the project manager or the functional mangers. Companywide policies can be adapted for resolving the conflict issues for smooth functioning of the project. Role clarities have to be clear which will reduce the conflicts. Team Leadership: Team leadership is one of the main aspects in the project success. In any projects, leadership becomes a problem because project management involves group of people who are frequently in interaction for a specific project. The following tasks are required for a leader to achieve the tasks; Tasks are defined and shall be achieved Team shall be build and can be properly co-ordinated Leader shall satisfy individual team members Task needs It is important for the leader to clearly define the objectives of the project and leadership shall aim at achieving these goals. Team needs The element of leadership shall hold the team together inorder to produce efficient results for the project. If the team have conflicts, then it is the leader who has to convince the team members effectively. Individual needs The performance and contributions of the project by every member of the team have to be understood by the leader and sometimes can reward for good work (Reiss, 1995). From the moment the leadership is taken it is important for the leader to ensure that the project is heading in correct direction (Heerkens, 2002). The biggest problem that a leader is facing in the project management is that managing the anxieties which were developed by the team members. Sometimes if it is not evaluated may lead to slow down the project and work output. The anticipation by the leaders when questioned by the team members are: Whats in it for me? What will be expected out of me? What will life on your team like? (Heerkens, 2002) Evaluation of team leadership: In the project management exercise, the team leadership was with no one and totally a team effort. But it is always important to have a leader for the team for the above reasons stated. Sometimes Person 1 took the leadership in choosing the suppliers, sub contractors, person 2 took the leadership in periods 4, 5 of the project. Person 4 took the leadership in the periods 6, 7 and person 3 during the period 2 of the project. The teams strength is that everybody in the team understands the leadership attitudes which are important for project success. The anxieties by the team members can be reduced by having conversations within the team. The team members frequently had meeting openly for achieving the following: Project objectives were reviewed (the true need for the project) and the justifications were explained as a team (benefits). Project planning and its proposal were reviewed (the solution) and the team leader took a decision for the preferred approach. Initially the team faced problems of leadership and all members expressed their views and constraints. Roles and responsibilities are not clarified clearly by functional categorisation which leads to some problems within the team. This is considered as one of the teams weaknesses. It is important to honestly characterise the style of leadership (free, open, trusting, reacting to situations) The leader has to explain the expectations that are required from the team members regarding the delivery by frequent conducting of meetings. Communication plays a major role in leadership and the leader has to explain the behaviour style. (Adopted from Heerkens, 2002 Modified for Project Management exercise). The team initially went ahead with no leader and later person characterised by Belbin as CO started taking leadership which was helpful for the team. The team had good mutual relationships with other members and used visual charts when sketching the plan, reviewing the plan. Professional ethics are maintained throughout the project which is the biggest advantage for the project success. Celebration of project milestones and its success are very important to improve the morale of the members is considered to be one of the team weaknesses. Any team before starting the project must have a leader and it is the leader who assigns the roles and responsibilities of the team members clearly. One of the main leadership qualities is the flexibility in their approach, style in adapting to the situations, communications with the team members. It is not always necessary that leader should have technical skills, but a little amount of knowledge in the particular field is sufficient for managing the project. Conclusion: Organisational behaviour is very important for project management and using Belbin profiles in dividing the organisation is helpful in achieving the objectives. Team work is important for the project to succeed and lies on every individual of the team. It is important for the leader to motivate the members and constantly encourage them for the effective functioning of project teams. Belbin team life cycle shows that evolution of teams and tells the effective functioning of teams. The decision making procedures are important for projects success and has to be reviewed consistently. Project planning is considered to be the important phase in project management and plan gives only the direction. It is important for the team to learn from mistakes. Introduction TVS Motors is the third largest two wheeler manufacturers in India and one among the top ten in the world with annual turnover of more than USD 1 billion 2008-2009 and is the flagship company of the USD 4 billion TVS group. The company has four plants located in Hosur and Mysore in South India, Himachel Pradesh in North India and one in Indonesia. The company has a production capacity of 2.5 million units per year. TVS strength lies in the design and development of new products. TVS delivers total customer satisfaction by anticipating customer needs and presenting quality vehicles at the right time and right price. The customer and his ever changing need is our continuous source of imspiration.TVS always stood for innovative, easy to handle, environment friendly products, backed by reliable customer service. TVS manufactures a wide range of products as shown below. Motorcycles Apache RTR, Flame DS 125, Flame, Jive, Star City, Sport Variomatic Scooters Wego, Scooty Streak, Pep+, Teenz Mopeds TVS XL Super, TVS XL Heavy Duty Step thrus TVS Neo, Rockz (TVS Motors, 2010). The main objective of this essay is to evaluate the project management of a sub system (Fit and Finish Engineering section part of RD) in the TVS Motors and suggesting improvement points for betterment of the project management. Organisation Structure Any organisation exists to achieve the objectives by maintaining good relationships with its customers and its employees. The main objective of organisation is profitability. TVS Motor Company Mission Statement We are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environment friendly, life time personal transportation products under the brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for employees, de MA as a Growth Strategy MA as a Growth Strategy Introduction: Project Management (BS 6079, 1996) is the planning, monitoring and control of all aspects of a project and the motivation of all those involved in it to achieve the project objectives on time and to the specified cost, quality and performance. For any project to become a success, team work plays a major role. One of the most renowned and widely used practical and management team developments is the Belbin team roles. The argument from Belbin is that team composition plays a major factor in influencing the performance of the team (Water et al, 2008). The fundamental aspect of human existence is the working together as groups. The main purpose of this is to survive, adapt and thrive to different situations by using individuals intellect and co-operation (Riding and Rayner, 2001). The team roles are classified into organisational roles and the functional roles (Atkinson, 1999). A team role is a set of behaviours grouped in a cluster (Belbin, 1993). The main objective of this essay is to evaluate the teams performance based on the Belbin self perception theory discussing the teams roles, team life cycle and other aspects with respect to the project management exercise. Belbin Team Roles: Team roles are defined as a pattern of behaviour characteristic of the way in which one team member interacts with another (Belbin, 1981). Every individual will take preferred roles in the management exercises and the outcome purely depends on the balance in the team (Riding and Rayner, 2001). It is always a good team with a good balance of individuals will result in a good outcome and vice versa (Belbin, 1993). Belbin has differentiated nine team roles based on the behaviour of people and is classified by feeling, will power, thinking and decisiveness. In the Belbin later research, he added one more role called as SP (Specialist) which refers to single mindedness, acting always alone and dedicated to specialism. The main function of this role is that people will behave in a extremely silent, introvert and will not contribute other than their special interest areas. This is considered as the negligible contribution to the team (Atkinson, 1999). Belbin uses an instrument for quantifyi ng the team role preferences which is called as the Self Perception Inventory. This consists of 70 points by evaluating seven statements in each questions. For each question 10 statements are given and can be prioritised based on the individual behaviour in which 10 points can be distributed. In predicting the performance of the team Belbin succeeded based on the information from the role profiles of each member. In this view a team is balanced when each role appears in atleast one team members profile as high-scoring role (Atkinson, 1999). From the Henley workshops, Belbin was able to specify the composition of the team and arrived at conclusions. This was characterised by (Furnham, 1992): attributes of a leader are similar to chairman profile (CH) now called as Co-ordinator (CO) and the team should have a range of mental abilities which includes a person generating creative ideas and giving practical solutions to the problems encountered. The team should include one Completer Finisher (CF), Implementer (IM) and the members can suit the other team roles based on their personal characteristics and ultimately the team which can identify and improve on their competencies by doing mistakes is considered as the best team (Riding and Rayner, 2001). Teams Belbin profiles: For the project management exercise, the teams were divided based on the Belbin team roles. As said earlier, in a team it is must to have a Completer Finisher (CF) and Implementer (IM). The team were asked to choose from Team Workers (TW). Person having primary reference as Team Workers are few and so persons having secondary and tertiary references as Team Workers were called for choosing the team. Evaluating the team roles and functions: First, from the team balance sheet it is clear that the team has no primary references for SH, PL, RI, TW, CF and can be considered as scarce for the team. This team has three implementers (IM) which is good in terms of delivering the project fast. Having more implementers is not a problem in any team as they move towards implementing the project. But having more shapers is a problem because of their characteristics. Person 1 who is ME can act as a CF and TW because of his secondary and tertiary preferences. Person 1 shows major characteristics of ME because of the feasibility characteristics. In this exercise, person 1 is very much interested in calculating the Critical path, always analysing the situations, showing temperament and whenever anything goes out of plan again doing the critical path whether there is feasibility of completing the project on time. The main advantage with person 1 is that he maintains good temperament in all the situations even if it is good or bad. The disadvantages is that in some situations person 1 whose Belbin profile shows weakness as decision making is very true. Sometimes person 1 took some hasty decisions which have affected the teams profit (decision of choosing the manufacturing subcontractor). Always took more time in making next moves since the basic nature of ME is analysing situations. Sometimes person 1 also did the role of CF when it comes to planning the project. The project plan was for 140 days with 7 periods of 20 days. One of the persons in the team were modifying the plan for days and the person striked the number of resources and wrote the new allocation of resource. Person 1 thought that this can make confusions and he acted as a CF by rubbing of the resources and wrote the allocation as clear as possible so that everybody can understand. Person 2 who is CO acted as a RI and PL in the initial phase of the exercise. As depicted by Belbin, RI used to interact a lot with the external environment is very true. Person 2 whenever any problems are faced by the team, he used to interact more with the teacher understanding the problem and gives new ideas to solving the problem. Person 2 organises well with the resource facilities for the game with the flip charts, pens and other requirements for smooth functioning of the game. At only one stage person 2 acted as a CO in the decision of choosing suppliers. Person 2 behaves more as RI and PL in this exercise. Person 3 who is IM, SP and has two tertiary references as CO and ME has shown good characteristics of implementer role in this exercise. Sometimes person 3 behaves more as ME than CO which is good for the team, because one or more COs have different approaches for the project. Person 3 is always striving hard to implement the project on time and sometimes showed good character for team worker. Person 3 always strives hard to stick to the plan and whenever plan changes, organises well for implementing the plan. The disadvantage is that this person lacks flexibility sometimes when it comes to implementation. Person 4 who is IM, secondary is CF and tertiary is SH initially has shown SH characteristics by challenging and arguing the facts that were made by the team. Person 4 is always interested in results and sometimes behaved as CO by taking decisions. Person 1 and 4 since showed shaper characteristics sometimes had difference of opinion but were well managed by team members. Person 4 showed good implementer characteristics in the final stages of the exercise. Person 5 who is IM, ME as secondary and CF as tertiary initially were helping the team with PL characteristics, sometimes RI when CO has to take decisions by going to the external world and discussing with people. Very sincere, hard working when it comes to implementation. Main advantage is that very well organised in implementing things, interested in sticking to the plan and sometimes resources were provided by him. Person 5 showed a major of Team Worker in many aspects because of the fact that TW always want to harmony among the teams. The team Belbins profiles helped a lot in choosing a balanced team and are 60% accurate with respect to our team. For a project to become a success, it is always helpful with people taking new roles under a good leadership. Finally, good team work will always succeed and makes the project success. Persons took roles which are not their primary, secondary or tertiary references sometimes worked out well and made benefits to the team but many of the times it failed. The people showed majority of the characteristics as depicted by Belbin and is helpful in the teams success. One important learning with Belbin self perception theory is that having two or more shapers in a team is dangerous and will lead to poor project management. It is always helpful to have one PL and one CO as their primary reference. Team Life Cycle: The basic behaviour of any team is that they are dynamic. As an individual, they can perform effectively but as a team they can fail and vice versa. Attention and maintenance are always required for the teams. The first person to bring a chart for teams progression is Tuckman. He has identified four stages in a teams development which are forming, storming, norming and performing (Kakabadse et al, 2004). In the forming stage, team members got to know about each other and started establishing their relationships. The learnings are based on the organisations culture and standards. Project task behaviours and interpersonal relationships are very important in binding the team together. In the storming stage, a person starts expressing the views and there is a chance of difference in opinion. Leadership challenges occur and may lead to rivalry between people because of their behaviours. Because of these conflicts, the main objective of the organisation cannot be met which lead to separation of groups. In the norming stage, groups will start gelling towards one another and each strengths and weaknesses can be known. The teams will set their standards and roles can be clearly defined at this stage. In the performing stage, actual team working takes place and people starts performing their tasks together. If the team loses the energy or support, then a stage called restoring or declining stage may follow. Further in this stage, the strengths, weaknesses of the team is analysed with respect to the task is discussed and learnings are recorded for effective project management in future. Evaluating the teams life cycle: In the project management exercise, different sets of problems are encountered by the team and creative solutions are identified to solve these problems. Some of the solutions clicked and some lead to major failures for the team. The forming stage provided opportunities for the new team to understand each other and gave different settings. When first given the exercise, some team members easily understood the process and some found difficult to understand the process. In the initial stages it took more time for the team to decide the strategy for proceeding with the project. Person 1, 3 expressed their views which were not agreed by the team whereas person 2, 4 had expressed their concerns which again not accepted by the team members. Finally, a conclusion has been made with the project plan and the identification of first, second and third critical paths are identified. This stage is all about trusting and building confidence on other team members. The team lacks leadership in this phase. A leader is clearly needed in this phase to provide direction and guidance (Lee, 2008). The storming stage provides openness for feelings and the team discusses the issues very seriously even if the point is not valid. The existing plan with respect to the actual working is modified and refined well. Person 1, 4 had conflicts in choosing the suppliers whether to go for delivery or quality. Person 2, 3 and 5 also contributed but a single decision has to be taken by the team. The team debated on these issues and finally person 1 compromised person 4 for going to a quality supplier by explaining with the fact which will not affect the delivery of the product. The teams weaknesses are that for first three periods did good jobs but didnt celebrate any success. The other weaknesses are builds, integration points between team members, conflicts within the team and sometimes role conflicts. In the norming stage, the teams had fewer conflicts and started communicating more effectively with others. The team emerged with good practices; loop integration exists because of better communication, the person understands their balance and develops their required skills and role clarity is clearly defined. Person 1 decision will be treated as final since some of the decisions worked out well in the earlier periods and didnt analyse the strengths and weaknesses of the decision which lead to a disaster in period 4, 5. The team didnt properly review the operation in a regular basis which also leads to a failure (not delivering the product on time). The team didnt celebrate success in this stage also. In the performing stage, since person 1 decision went wrong it is important for the team members to chip in with leadership and person start taking responsibilities for leadership which is a very good sign for the team. This allows rotation of leadership and helps team members to grow their own skills. The team started to treat seriously the views from team members as well as outside members which is done for the betterment of the project work. Finally, the team made a little profit and starts celebrating the success which has to be done earlier. In this stage it is always good to have an outsider to comment on the teams performance which helps in identifying the strengths and weaknesses of the team. In the last stage, the team learnt their mistakes and starts working on improving individual competencies and the advantages of team work. Every individual is important for a team and it is the individuals who are building the team. The project management exercise can be done more effectively if the same team is given one more chance based on their learnings. The output required from this phase is the prevention of failures for a future project. Decision making procedures: The teams success depends on the decision making and it is the key factor in project management. The working definition of decision making (Ullman, 2006) is that Decision making is a process that commits resources to resolving an issue. Making a decision is not an event; it is a process for arriving at the correct decisions based on uncertain, incomplete, incomplete, inconsistent and evolving information. It is important for the team to get the best out of these results. In practice, every decision the team trying to make must address two issues: Merit decision quantitative way of taking the decision based on merits Acceptance decision acceptance by the people by the decision taken by the team. A decision is a choice made from several alternatives (Lewis, 2004). The decision is going to be effective when merit and acceptance are considered. For any decision the important criteria is to understand the problem and issues are to be clarified. Then as a team alternatives are generated and criteria are developed for robust decision making. The next important step is the evaluation part which tells the importance of the criteria. This also generates value to the alternatives that are developed for the criteria. Fuse is the next step in decision making which generates decision measures by evaluating process. The last stage is what to do next which reduces consensus, uncertainty, criteria and further revising the alternatives. Hence, (Ullman, 2006)A robust decision is the best possible choice, one found by eliminating all the uncertainty possible within available resources and then choosing with known and acceptable levels of satisfaction and risk. Some of the problems that are encountered during the decision making are team members have different judgement and their outcomes may be different due to different knowledge level, preferences. In order to evaluate a decision, managers have to choose a proper method (Fan Fu-Rong et al, 2008). Consultative approach is the most widely used approach for decision making. For handling group decision, the rules are shown in the below table 2. Evaluating the decision making procedures: Decisions taken in project management exercise by the team sometimes based on merit and sometimes based on acceptance and sometimes a combination of both. A consultative approach is followed when taking a decision. Initially for the first two decisions, it took more time for the team to understand the problem and team is not clear in the issues. The project delivery time is 140 days and the CPM shows that there is 285 days for the product to come out. A project plan is made for getting the product on time and it is always difficult to stick to the plan. Team members initially found difficult to generate alternatives for the decision and initially the team followed a consensus with team members. The first decision is based on merit as to reduce the lead time from 285 to 140 days. The teams weaknesses in the understanding phase are took more time for taking a decision, no clarity on problems, no criteria developed for taking the decision. Also, initially since team members are of diffe rent competencies it took time for gelling together. Then after the decision the team started to develop criteria for the decisions. The team in evaluating phase started to understand the importance of criteria developed and started generating alternatives for the criteria. One important thing is that decisions are always subject to change and it is important to review the earlier decisions. In the exercise, the team decided to go for good quality suppliers which actually paid very well for the team. When it comes to manufacturing sub contractors, due to cost pressure some compromise has to be made by the team and went ahead with the cheap sub contractor. The team took a risk but didnt work out well. The teams decision is partially a combination of merit and acceptance. The teams weakness in this stage is that it never had a backup plan till the failure has happened. In this stage, the resources are shuffled inorder to deliver the product on time which is a good move based on earlier decisions. But in actual practice it is difficult to execute as per the plan and is important to review the decisions as a team by d iscussing the merits and demerits of the team. In Fuse stage, the result from the earlier decisions gives the team of measuring the decisions. In the initial stage, Person 1 took the decision of going ahead with the good quality suppliers and convinced the team members, since it clicked the team went ahead with that persons decision for the future also. Every time when a decision is taken it is important to discuss as a team by evaluating the results of the decision and have a backup plan if that decision went wrong. During the periods 4, 5, 6 the teams took decisions in a fast, accurate way by learning from the mistakes earlier. It is important to learn from mistakes as a team. Finally, in the decide stage, the team started looking at the future in what has to be done next by reducing the uncertainty, refining the interpersonal skills. In this stage, the team started to work on a consensus basis. Even a single member points are taken seriously and started discussing the merits and demerits with refining the criteria. The team started to work on the alternatives and focus more towards for addressing the next issues. The team weakness in this stage, it is important to document the deliberation so that these failures cannot happen in the future. The key learning from the decision making procedures are decisions are subject to change and have to be reviewed consistently. Consensus approach has to be followed inorder to make a decision which can be based on merit and acceptance. Conflict within the team: Many organisations have changed to project management structures because of their inability to resolve conflicts. In a project life cycle, conflicts are part and parcel of life and can happen at any levels of the organisation. The project manager is often described as a conflict manager (Kerzner, 2001, 2009). Conflicts generally happen because of misunderstanding between team members and have different interpretations of companys objective. Inorder to avoid that, projects have to be defined in a clear way so that it can be understood by all the team members. Some people use SMART criteria for defining the project which says; S- Specific M- Measurable A- Attainable R- Realistic or Relevant T- Tangible or time bound (Kerzner, 2009). Time management is crucial in any project and it is important to manage time by avoiding conflicts. Some conflicts are relevant and provide valuable results. Most common types of conflict involve in the allocations of manpower resources, using the equipments and facilities, expenditure on capitals, cost and technical opinions and trade offs (Kerzner, 2001, 2009). Moreover the seven potential sources of conflicts are shown in the Fig 4. Goal, Plan and Belief conflicts are the three types of conflicts (Jain et al, 2007). If a conflict happens in a project, there are five different ways of resolving the conflicts which are shown in fig 5 which are confrontation, compromise, smoothing, forcing and withdrawal. Evaluation of conflicts: The team initially had conflicts in allocating the man power resources like employing in design, assemblers and testers. The team had a conflict over schedules in attaining the project on time. The team members person 1, 2 and 4 had difference of opinions in schedules and the resolution mode of compromise is used to resolve that issue. Person 1, 3, 4 had conflicts in priorities in choosing the suppliers. Person 1 suggested a supplier part can be taken just before the assembly but the team members took a decision by smoothing mode. In case if anything fails the team need to reorder again this may take time. Inorder for the project manager to be effective an understanding of how to work with various employees who must interface with the project is necessary (Kerzner, 2001, 2009). The various members in the team include upper management, functional managers etc and it is important to understand the sub ordinate and functional conflicts. The relationship between conflict causes and sourc es is shown in the figure 6. The teams strength is that none of the members in the team had personality conflict which is very important for project success. When deciding the manufacturing sub contractor person 1 suggested for a reliable sub contractor, but all the other members in the team are cost conscious in which person 1 and other members had a conflict over cost. The teams choice of choosing a good quality supplier had a conflict with other members which is a functional conflict provides good benefits for the team in terms of quality, time and cost. During the period 3, 4 the team members had a conflict of allocating the inspectors which is the conflict over schedule and had a good result during the period. But during the period 5, the team had a conflict on schedule in resource allocation of assemblers but not with the inspectors. All the five resolution modes of conflicts are used for resolving conflicts in almost all the stages. The team weaknesses include conflicts have to happen and has to be resolv ed systematically. But as a team, conflicts at the initial stages of the project give good results and when it comes to final stages conflicts started coming down. The figure 7 shows the conflict intensity in the team during the project life cycle. The key learnings from the project management exercise are that time management is important and the conflicts have to be resolved within the time. Team members have to understand the sub ordinate and their opinions and have to be evaluated inorder to get a good result in the project. It is important to have a plan for resolving conflicts in the planning phase itself. Constant communication of the project objectives to the team members will help in minimising or even eliminating the conflicts. Sometimes direct contact with people will reduce the conflicts. In project management hierarchical issues are to be resolved and there shall not be any domination from the project manager or the functional mangers. Companywide policies can be adapted for resolving the conflict issues for smooth functioning of the project. Role clarities have to be clear which will reduce the conflicts. Team Leadership: Team leadership is one of the main aspects in the project success. In any projects, leadership becomes a problem because project management involves group of people who are frequently in interaction for a specific project. The following tasks are required for a leader to achieve the tasks; Tasks are defined and shall be achieved Team shall be build and can be properly co-ordinated Leader shall satisfy individual team members Task needs It is important for the leader to clearly define the objectives of the project and leadership shall aim at achieving these goals. Team needs The element of leadership shall hold the team together inorder to produce efficient results for the project. If the team have conflicts, then it is the leader who has to convince the team members effectively. Individual needs The performance and contributions of the project by every member of the team have to be understood by the leader and sometimes can reward for good work (Reiss, 1995). From the moment the leadership is taken it is important for the leader to ensure that the project is heading in correct direction (Heerkens, 2002). The biggest problem that a leader is facing in the project management is that managing the anxieties which were developed by the team members. Sometimes if it is not evaluated may lead to slow down the project and work output. The anticipation by the leaders when questioned by the team members are: Whats in it for me? What will be expected out of me? What will life on your team like? (Heerkens, 2002) Evaluation of team leadership: In the project management exercise, the team leadership was with no one and totally a team effort. But it is always important to have a leader for the team for the above reasons stated. Sometimes Person 1 took the leadership in choosing the suppliers, sub contractors, person 2 took the leadership in periods 4, 5 of the project. Person 4 took the leadership in the periods 6, 7 and person 3 during the period 2 of the project. The teams strength is that everybody in the team understands the leadership attitudes which are important for project success. The anxieties by the team members can be reduced by having conversations within the team. The team members frequently had meeting openly for achieving the following: Project objectives were reviewed (the true need for the project) and the justifications were explained as a team (benefits). Project planning and its proposal were reviewed (the solution) and the team leader took a decision for the preferred approach. Initially the team faced problems of leadership and all members expressed their views and constraints. Roles and responsibilities are not clarified clearly by functional categorisation which leads to some problems within the team. This is considered as one of the teams weaknesses. It is important to honestly characterise the style of leadership (free, open, trusting, reacting to situations) The leader has to explain the expectations that are required from the team members regarding the delivery by frequent conducting of meetings. Communication plays a major role in leadership and the leader has to explain the behaviour style. (Adopted from Heerkens, 2002 Modified for Project Management exercise). The team initially went ahead with no leader and later person characterised by Belbin as CO started taking leadership which was helpful for the team. The team had good mutual relationships with other members and used visual charts when sketching the plan, reviewing the plan. Professional ethics are maintained throughout the project which is the biggest advantage for the project success. Celebration of project milestones and its success are very important to improve the morale of the members is considered to be one of the team weaknesses. Any team before starting the project must have a leader and it is the leader who assigns the roles and responsibilities of the team members clearly. One of the main leadership qualities is the flexibility in their approach, style in adapting to the situations, communications with the team members. It is not always necessary that leader should have technical skills, but a little amount of knowledge in the particular field is sufficient for managing the project. Conclusion: Organisational behaviour is very important for project management and using Belbin profiles in dividing the organisation is helpful in achieving the objectives. Team work is important for the project to succeed and lies on every individual of the team. It is important for the leader to motivate the members and constantly encourage them for the effective functioning of project teams. Belbin team life cycle shows that evolution of teams and tells the effective functioning of teams. The decision making procedures are important for projects success and has to be reviewed consistently. Project planning is considered to be the important phase in project management and plan gives only the direction. It is important for the team to learn from mistakes. Introduction TVS Motors is the third largest two wheeler manufacturers in India and one among the top ten in the world with annual turnover of more than USD 1 billion 2008-2009 and is the flagship company of the USD 4 billion TVS group. The company has four plants located in Hosur and Mysore in South India, Himachel Pradesh in North India and one in Indonesia. The company has a production capacity of 2.5 million units per year. TVS strength lies in the design and development of new products. TVS delivers total customer satisfaction by anticipating customer needs and presenting quality vehicles at the right time and right price. The customer and his ever changing need is our continuous source of imspiration.TVS always stood for innovative, easy to handle, environment friendly products, backed by reliable customer service. TVS manufactures a wide range of products as shown below. Motorcycles Apache RTR, Flame DS 125, Flame, Jive, Star City, Sport Variomatic Scooters Wego, Scooty Streak, Pep+, Teenz Mopeds TVS XL Super, TVS XL Heavy Duty Step thrus TVS Neo, Rockz (TVS Motors, 2010). The main objective of this essay is to evaluate the project management of a sub system (Fit and Finish Engineering section part of RD) in the TVS Motors and suggesting improvement points for betterment of the project management. Organisation Structure Any organisation exists to achieve the objectives by maintaining good relationships with its customers and its employees. The main objective of organisation is profitability. TVS Motor Company Mission Statement We are committed to being a highly profitable, socially responsible, and leading manufacturer of high value for money, environment friendly, life time personal transportation products under the brand, for customers predominantly in Asian markets and to provide fulfilment and prosperity for employees, de