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Creation in Genesis
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3.2 Sexual relationships: Christian teachings about sexual relationships Christianity teaches that sexual relationships should only take place between a man and a woman who are married to each other. The Bible says throughout that: Sex should only take place within marriage and that all other forms of sexual activity are forbidden Marriage should be respected, and the sexual relationship between a husband and wife should be kept pure After death, God will judge and punish people who commit adultery and those who are sexually immoral. Christian attitudes towards sexual relationships can vary. Some Christians agree with these points. They think sex before marriage, adultery, prostitution, and homosexual relationships are wrong, as highlighted in 1 Corinthians 6:7–20, for example. They think these kinds of sexual relationships disrespect the human body which, according to the Bible, is the ‘temple of the Holy Spirit’ and belongs to God. The purity ring (Figure 3.2) is how some Christians choose to show their views on sexual purity. Two Christian views on sexual relations View 1: Some Christians argue the main purpose of sex within marriage is to have children. This means sex should only take place between a man and a woman, as same-sex couples cannot naturally produce a child. Christians base this belief on a biblical command from the Creation in Genesis 1:28. This says human beings are to be ‘fruitful and increase in number’. Other Christians say that sex between a husband and wife has another purpose: it is an important expression of their love and unites them as a couple. This comes from Genesis 2:24, which refers to a man and a woman being united in ‘one flesh’. View 2: Some Christians think the attitudes in View 1 are outdated. They would argue that Christianity is about agape (selfless, unconditional love). They think it is wrong to criticise sex in a relationship that is committed and loving, even if those involved are cohabiting rather than married. This means some Christians might also find sexual relationships between homosexuals acceptable within a permanent and caring relationship. Christians disagree with people having sex within casual or short-term relationships. Atheist and Humanist attitudes towards sexual relationships Depending on their personal views, atheists may have differing opinions about: Some sexual activities Sex outside of marriage Adultery Prostitution Homosexuality. Their views would not be based on religious teachings. Freedom and choice are two important Humanist values, providing they do not cause harm to anyone else. Humanists believe consenting adults should be free to have the sexual relationships they want as long as those relationships do not damage others. Humanists are opposed to all forms of sexual abuse and exploitation. As with any choice made by human beings, Humanists believe people should think about the consequences of their sexual relationships, making responsible and thoughtful choices that take into account the happiness of those involvedLong ago, people from different cultures had stories about how the world began and how humans came to be. These stories are called creation stories. Even though these cultures were different, their creation stories often had similar ideas. Two creation stories that we will explore are one from Native Americans in North America and one from ancient Greece. Both stories talk about bringing light and fire to people. They also have something called archetypes, which are important in creation stories. Archetypes are things that show up a lot in different stories from different times and places. They can be symbols, patterns, or types of characters. Archetypes help us understand that even though cultures are different, they have some things in common. In these creation stories, there are two archetypal figures - the Raven and Prometheus. They represent things like wanting to learn, make progress, and find enlightenment. Both stories show how these figures go against higher powers to give people something good. The Raven and Prometheus are smart, resourceful, and want to make life better for humans. Understanding archetypes helps us see that cultures have things in common. The Raven and Prometheus are symbols that show what it means to be human. By studying and comparing these symbols, we can learn more about what people believe and want, no matter where they come from. The Raven and Prometheus remind us that people always want to learn, make progress, and find enlightenment. In the Native American creation story, the Raven brings light to the world. Long ago, the world was very dark and people had a hard time finding their way. But then, a clever bird called the Raven decided to help. The Raven stole a box that held the sun, moon, and stars from a powerful being. As the Raven flew across the sky, the box opened and filled the world with light. This light helped guide and teach humans. The Raven is seen as smart, resourceful, and a symbol of light. In the ancient Greek story, Prometheus steals fire from the gods on Mount Olympus. Prometheus cared a lot about humans and wanted to help them. Fire was something special that only the gods had, and it represented knowledge, creativity, and civilization. Prometheus brought fire down to Earth secretly because he knew it would make life better for humans. With fire, they could stay warm, cook food, and protect themselves. Prometheus was brave and kind, and he wanted to help humanity. Both the Raven and Prometheus stories have similarities. They are both about giving humans something important that helps them learn and progress. The Raven gave light, while Prometheus gave fire. The Raven and Prometheus are both very smart and clever. They wanted to make life better for people. These stories show us that no matter where people come from, they all have a desire to learn, make progress, and find enlightenment.The creation of suspense in 'The Tell-Tale Heart'The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Michal Porter - Value Chain Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? Triple Bottom Line The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Organizational Performance Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers easily with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Levels of management Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Four functions: Planning,organizing, leading and controlling Mintzberg’s 10 Managerial Roles Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities Katz’ Essential Managerial Skills New Trends in Agriculture Extension approaches Extension has been, and still is, under attack from a wide spectrum of politicians and economists over its cost and financing. As a result, Extension Systems have had to make changes, by restating the system’s mission, developing a new vision for the future, and formulating plans for the necessary transition to achieve the desired change. 1. Privatization of Agricultural Extension Service Privatization: Process of funding and delivering the extension services by private individual or organization is called Private Extension. Concept: Privatization of extension refers to services rendered in rural area & allied aspects of extension personnel working in private agencies or organization for which farmers are expected to pay a fee & it can be viewed as supplementary or alternative to public extension services (Sarvanan & Shivalinge 1980). Privatization approaches ➢ Share cropping system ➢ Village extension contract system ➢ Public extension through private delivery ➢ Service for vouchers Strengths of Private Extension System ➢ More demand - driven rather than supply – driven ➢ High quality of services in terms of satisfying information needs of clientele, trained manpower, sustained finances and resource allocation ➢ Provides for an information mix and choices available to farmers ➢ Enhanced efficiency of staff ➢ Assure continuous supply and quality agricultural products ➢ More effective because farmer can select an adviser who is the best able to help ➢ Healthy competition among service provider will lead to better quality and lower costs for service Weakness of Private Extension System ➢ Concentrate on area having favorable physical environment ➢ More face-to-face contacts (person oriented) ➢ Increased dependence of farmers and hence exploitation ➢ No education role ➢ Deprivation of small farmers ➢ Hamper the free flow of information 2. Cyber Extension or e-extension Concepts Cyber space: it is the imaginary or virtual space of computers connected with each other on Networks, across the Globe. Cyber extension: it means 'using the power of online networks, computer communications and digital interactive multimedia to facilitate dissemination of agriculture technology. Cyber Extension thus can be defined as the extension over cyber space. Important tools of cyber extension E-Mail, Telnet, File Transfer Protocol (FTP), Gopher, Archie and World Wide Web (WWW) Strengths of Cyber Extension ➢ Access to the astounding information and continuously available ➢ Information rich and instantaneously available of information ➢ Interactive communication ➢ The information is available from any point on the globe ➢ Communication is dynamic ➢ Cut steps from traditional process ➢ Save money, time and effort ➢ Multiplicity of purpose Issues and Concerns of Cyber Extension ➢ Lack of Reliable Telecom Infrastructure in Rural Areas ➢ Erratic or no Power Supply ➢ Lack of ICT Trained manpower (willing to serve) in Rural Areas ➢ Lack of content (locally relevant and in local languages) ➢ Lack of Information Services to Rural Clientele ➢ Low Purchasing power of the Rural communities ➢ Lack of Holistic Approaches ➢ Issues of Sustainability Application of cyber extension ➢ Village information shops Dr. M.S. SwaminathanResearch Foundation, Chennai ➢ Information villagers MANAGE in Ranga Reddy District in Andhra pradesh ➢ Gyandoot net initiative of District Dhar, Madhya Pradesh. ➢ Warna wired village of National Informatics Center (NIC) in Kolhapur- Sangli Districts of Maharashtra 3. Market-Led-Extension (MLE) Concepts Market: A congregation of prospective buyers & sellers with a common motive of trading a particular commodity. Extension: It is the spreading/reaching out to the mass Market-led-extension: Agriculture & economics coupled with extension is the perfect blend for reaching at the door steps of common man with the help of technology. Dimensions of market-led extension ➢ Marketing mix: A planned mix of the controllable elements of a product's marketing plan commonly termed as 4Ps: product, price, place, and promotion. These four elements are adjusted until the right combination is found that serves the needs of the product's customers, while generating optimum income. ➢ Marketing plan: A marketing plan is a comprehensive document that outlines a business and marketing efforts for the coming year. It describes business activities involved in accomplishing specific marketing objectives within a set time frame. A marketing plan also includes a description of the current marketing position of a business, a discussion of the target market and a description of the marketing mix that a business will use to achieve their marketing goals. ➢ Market Intelligence: It is the information relevant to a company’s markets, gathered and analyzed specifically for the purpose of accurate and confident decision making. Market intelligence includes the process of gathering data from the company’s external environment, whereas the business intelligence process is primarily based on internal recorded events – such as sales, shipments and purchases. ➢ Market oriented production ➢ Use of Technology Strengths of market-led extension ➢ SWOT analysis of the market ➢ Organization of Farmers’ Interest Groups (FIGs) ➢ Enhancing the interactive and communication skills of the farmers ➢ Establishing marketing and agro-processing linkages ➢ Advice on product planning ➢ Educating the farming community ➢ Direct marketing ➢ Acquiring complete market intelligence ➢ Publication of agricultural market information Production of video films of success stories ➢ Challenges to market-led extension ➢ Gigantic size of extension system ➢ Information technology Diverse conditions ➢ Market intelligence ➢ Reforms in agricultural extension system Government Initiatives ➢ Central warehousing Corporation-1965 ➢ MSP by Commission for Agricultural Cost and Price (CACP) ➢ Food Corporation of India ➢ Then some others as: Cotton Corporation of India (CCI), Jute Corporation of India (JCI), National Dairy Development Board (NDDB), Agriculture and Processed food Export Development Authority (APEDA) etc. 4. Farmer--Led-Extension (FLE) Farmer--led-extension is defined as 'the provision of training by farmers to farmers, often through the creation of a structure of farmer promoters and farmer trainers' (Scarborough et al., 1997). Philosophy and principles ➢ Farmers and local institutions (e.g. producer organizations or village leaders) should play a key role in selecting farmer-trainers and monitoring and evaluating them. This helps make the programmes more accountable to the community or groups that they serve. ➢ Farmer-trainers are ‘of the community’; they communicate in local languages and are more sensitive to local cultures, mannerisms, farming practices, and farmers’ needs. ➢ Farmer-trainers should be selected on the basis of their skills and interest in sharing information, not just on their farming expertise. ➢ Farmer-trainers need strong linkages with and support from development agents (whether government, non-government organization (NGO), or private), the people who train and backstop them. Farmer-trainers generally serve as a complement to existing extension systems, rather than being a substitute for them. ➢ Facilitating organizations and local institutions need to be proactive in ensuring that women as well as men become farmer-trainers. ➢ Simple and appropriate reference materials should be made available to the farmer trainers. Essential Elements of Farmer--led-extension ➢ The group ➢ The Field ➢ The Facilitator ➢ The curriculum ➢ Programme leader ➢ Financing Special features of Farmer--led-extension ➢ All learning is field based & it is primary venue for learning ➢ FLE group learning constantly over the experimentation period ➢ FLE promotes healthy decisions & quality decisions ➢ Farmers conduct their own field studies with comparisons or treatments ➢ Facilitates Farmer-to-Farmer communication ➢ Field staff serve as facilitators ➢ FLE is a unique way to educate farmers ➢ It is an effective platform for sharing of experiences and collectively solving agriculture related problems. 5. Expert system Expert system is an intelligent computer program that uses knowledge and inferences procedures to solve problems (Daniel Hunt, 1986). Objectives of developing expert system ➢ To enhance the performance of agricultural extension personnel and farmer ➢ To make farming more efficient and profitable ➢ To reduce the time required in solving the problems ➢ To maintain the expert system by continuously upgrading the database Advantages of expert system ➢ Solves critical problems by making logical deductions without taking much time ➢ It combines experimental and conventional knowledge with the reasoning skills of specialists ➢ To enhance the performance of average worker to the level of an expert Limitations of expert system ➢ Expensive computer program ➢ Mostly developed not in regional languages ➢ Requires AC power and internet connection all the time ➢ Complex software requires computer skilled personnel Modules of expert system in agriculture ➢ COMAX: Integrated crop management in cotton ➢ SOYEX: Soybean oil extraction expert system ➢ PLANT/ds: Diagnosis of soybean diseases ➢ MAIZE: Maize expert system for field crop management ➢ SEMAGI: Weed control decision making in sunflowers ➢ Rice Crop Doctor: Developed by National Institute of Agricultural Extension Management (MANAGE) Difference between conventional and expert system of extension Conventional Extension ➢ Universal approachability of same information is a problem ➢ Information is given whatever is available without considering needs and resources ➢ No Cost benefit analysis ➢ Information flow depends on availability of agent ➢ Require users to draw their own conclusion from facts Expert System of Extension ➢ Universal approachability of same information is possible ➢ Information is chosen based on their needs and resources ➢ Cost benefit analysis ➢ Information through Cyber Cafe at any place at any time ➢ Conclusion is drawn based on the decision given by the expertPlease create English vocabulary fill-in-the-blank quiz questions for the following English words. . accept
各acceptance
acceptable
2. achieve lativ」完成；達到
【91學測】
名 achievement達成；成就
形 achievable可完成的；做得成的
3. adopt la'dapt」收養；採納【88、97學測】
相似 adapt 動（使）適應；改編
4. agree la'gril同意 （with / to)
{F施5-10）
名 agreement一致；協議
IF M5-10;
形 agreeable同意的
(F NE5-10;
片語 agree with +人/to +事情同意〜
5.allow [alau] 九許；給予(F2-2,F地1-5,L1-93
名 allowance津貼；零用錢
6. announce lanaunsl 宣布
F5-1？192學測〕
名 announcement宣告；通告
F5-1
7. appear [a prr] 出現；呈現；似乎
各 appearance顯露；出現；外表
8. apply laplar] 申請；應用【94學測】
冬 application申請（書）；用途；敷用
多 appliance 工具；用具；器具【97學測】
冬 applicant 申請人
片語 apply A to B 應用A於B
apply for 申請~
9. assume lasiuml 假定
留 assumption 假設；假裝；擔任
片語 assuming = if (that) +S+V...
10. assure [arur] 確保；保證（of)
（F #2-11,L4-4}【104學測，99指考】
名 assurance IU」自信； 保險[C］保證
11. attend la'tend」 出席：照料
2-5,S1-9}
客 attendance到場；出席人數
片語 attend to + 0 注意〜
12. bear [ber」 承受；忍耐：具有
{饰3-12}
相似 stand 動 忍受
13. cause ［koz］ 引起；起因（n.）；原則目
標（n.） = lead to = bring about
14. choose [tuz」 挑選；選擇
F1-2}
(chose • chosen)
15. claim [kleml 要求；奪走；聲稱 （n.)
{L4-10,S1-11;【99學測】
16. collapse ［kalleps」 倒塌；崩潰
【88、89、102學測】
形 collapsed 崩潰的
17. complete [kam plit」完成
{F5-1,F5-2}
各 completion LU完成；結束
SI 98B9 .08
形 complete完全的：澈底的
18. concern [kan'ssn］涉及；關心；憂慮；
關心的事 （n.)；擔心（n.)
【87學測】
concerning = regarding 關於
{L5-6}
片語 be concered about 擔心~
19. consider [kan'srdal考慮；認為
各 considerationIUI體貼；考慮
形 considerable相當多的；非常【90學測】
形 considerate體貼的；考慮周全的
【100學測，91指考】
1S5-1) 20. contain 「kan'tenl包含；容納：控制
{F4-4,F能1-7,L1-12,S2-6}【99學測！
各 container容
【100學測】
(L4-1,53-91 21. create [krret』創造；創作
{F1-9,F3-5,F4-9,F街1-12,S2-9}
名 creation 創造：產物；天地萬物
形 creative 有創造力的；獨創的
各 creativity 創造力Slide 1: • Title slide with the presentation topic: "Understanding Context in Film Analysis" Slide 2: • Introduction to the importance of context in film analysis. • Engaging visuals to capture students' attention. • Emphasize that context provides a deeper understanding of a film's meaning. Slide 3: • Definition of Context: • Context refers to the surrounding circumstances or conditions that influence the creation, interpretation, and reception of a film. • Analyzing context helps uncover layers of meaning, societal influences, and enhances critical thinking skills. Slide 4: • Historical Context: • Definition: Historical context refers to the specific time period in which a film was created and/or set. • Importance: Understanding the historical context helps us connect the film to its time period and comprehend the influence of historical events, social norms, and cultural movements. • Example: Analyzing the historical context of "Gone with the Wind" (1939) allows us to appreciate how the film reflects the post-Civil War era in the United States and addresses themes of race, class, and gender. Slide 5: • Social Context: • Definition: Social context refers to the social structures, norms, and values prevalent during the time of a film's creation and/or setting. • Importance: Examining the social context helps us understand how societal attitudes and values shape the film's narrative, characters, and themes. • Example: Analyzing the social context of "The Breakfast Club" (1985) reveals how the film explores the social dynamics and stereotypes within a high school setting, reflecting the cultural climate of the 1980s. Slide 6: • Political Context: • Definition: Political context refers to the political climate and ideologies present during the time of a film's creation and/or setting. • Importance: Understanding the political context helps us uncover political messages, power dynamics, and social commentary within the film. • Example: Examining the political context of "V for Vendetta" (2005) allows us to appreciate how the film critiques totalitarianism and explores themes of government control and individual freedom. Slide 7: • Authorial/Directorial Context: • Definition: Authorial/Directorial context refers to the background, artistic choices, and intentions of the director or filmmaker. • Importance: Analyzing this context helps us understand the director's unique vision, influences, and storytelling techniques, which shape the film's style and thematic focus. • Example: Exploring the authorial/directorial context of "Pulp Fiction" (1994) reveals Quentin Tarantino's nonlinear storytelling, pop culture references, and exploration of morality and violence. Slide 8: • Importance of considering multiple contexts together: • Analyzing multiple contexts together provides a comprehensive understanding of a film's meaning and impact. • Exploring the interplay between historical, social, political, and authorial/directorial contexts deepens our insights and enhances critical analysis skills. Slide 9: • Case studies: • Present two different films as case studies. • Example 1: Analyzing the historical context, social context, and authorial/directorial context of "Black Panther" (2018) provides insights into its exploration of Afrofuturism, cultural identity, and representation. • Example 2: Examining the historical context, political context, and authorial/directorial context of "Citizen Kane" (1941) reveals its commentary on power, media, and the American dream. Slide 10: • Summary slide: • Recap the main points about context in film analysis. • Encourage students to apply these concepts to their own analysis.Chapter One: Management Today The challenges of working in the new economy recognize: 1.1 Working Today Talent Talented people- What they know, what they learn and what they can achive The source of organisational performance Develop skills and improve What is intellectual capital The combined brain power and shared knowledge of an organization's employees TO orginzations: Intellectual capital resents a strategic asset as human creativity, insight and decision making can be converted into superior performance To individuals: Intellectual capital is a personal asset, one to be nurtured and continually updated Things evolve, make sure we keep updated Intellectual capital: The package on intellect skills and capabilities that set us apart making us valable to potential employers Maintaining your talent: There is no escaping the fact that your career success will require a lot of initiative, self awareness and continuous learning Technology Tech is in our everyday lives Latest developments Smart phone, smart apparel, smart cars, smart homes We struggle to keep up with social media ana staying connected with messaging, full of email and voicemail What happenings as younger workers advance into management Flexibility Work ethic It is critical to build and maintain a high Tech IQ! What is Tech IQ: The ability to use current technologies at work and in your personal life, combined with the commitment to keep yourself updated as technology continues to evolve Intellectual capi5la is a combination of: Commitment x Competency = Intellectual capital How to make the world a better place Globalisation The worldwide interdependence of resources flows, product markets and business competition Under the influence, government leaders worry and about the competitiveness of nations just as corporate leaders worry about business competitiveness Emerging markets will power global growth over the next 20 years. By 2025 overall global consumption is forecast to reach $62 trillion, twice its 2013 level and fully half of this increase will come from the emerging world Consequence: Going to fast in uses resources, inflation, corporate greed It's cheaper to have things made in different countries (wages are low and going down) Shamrock organization 1 leaf - full time employees- standard career paths 2 leaf - “freelancers” 3 leaf - Part times without benefits (first to lose their jobs when employers face economic difficulties) The rising of emerging markets Now account for 60% of all low and medium technology manufacturing worldwide Total value add in high tech manufacturing from a low 26% in the 1970s to 48% at present China strategy to upgrade its industries and move the manufacturing value ching by prioritising 10 sectors Information technology, robotic, aerospace, maritime equipment, modern railway equipment, alternative energy vehicles, power equipment, agriculture equipment, advanced materials, biopharma and medical products Ethics A code of moral principa;s that sets standards for conduct that is “good” and “right” as well as “bad” and “wrong” Enron company huge corruption even in elections same thing happened with The Mechanism 1.2 - Organizations Organizational Purpose An orgnizations is a collection of people working together to achieve a common purpose Unique social phenomenon that enables its members to perform tasks far beyond the reach of individual accomplishment (synergy) The broad purpose of any orginzation is to provide goods or services of value to customers and clients A clear sense of purpose tied to: Quality of products and services Customer satisfaction Social responsibility Can be an important source of organisational strength and performance advantage All organisations are open systems (Systems that interact with its environment for renewal and growth) Organizations as systems All organizations are open systems that interact with their environment Continual process of obtaining resource inputs-people, information, resources and capital- and transforming them into outputs in the form of finished goods and services for customers One simple way to assess the impact of any organisation is to ask the question: How is the world different because it existed Value Creation: Organisations create value when they use resources well to produce good products and take care of their customers One simple way to assess the impact of any organization is to ask the questions: How is the world different because it existed? The 3 Ps of organizational performance Profit - is the decision economically sound? People - Does the decision treat people with respect and dignity? Planet - Is the decision good for the environment? Productivity: An overall measure of the quantity and quality of work performance with recourse utilisation taken into account Performance effectiveness: An output measure of task or goal accomplishment Performance efficiency: An input measure of the resource costs associated with goal accomplishment. Workplace changes that impact management Focus on valuing human capital Demise of “Command and control” Emphasis on teamwork Pre-eminence of technology New workforce expectations Importance of networking Concern for sustainability 1.3 Managers Importance of human resources and manger People are not ‘costs to be controlled’ High performing organizations treat people as valuable strategic assets Three takeaways 1. Give leaders broad authority 2. Encourage them to think like CEO 3. Challenge strong performers ealy with big opportunities Direct support, supervise and help activate the work efforts of others The people who managers help are the ones whose contributions represent the real work of the organisation Types of managers Line managers are responsible for work activities that directly affect organization’s output Staff managers use technical expertise to advise and support the efforts of line workers Functional managers are responsible for a single area of activity Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace QWL Indicators Respect Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individuals rights The organization as an upside-down pyramid A manager’s job is to support worker’s efforts The best managers are known for helping and supporting Customers at the top served by worker who are supported by managers 1.4 The management Process Managers achieve high performance for their organizations by best utilizing its humans and material resources Management is the process of planning, organizing, leading and controlling the use of resources to accomplish performance goals All managers are responsible for the four functions The functions are carried on continually Characteristics of managerial work Long hours Intense pace Fragmented and varied tasks Many communication media Filled with interpersonal relationships Managerial agendas and networks Agenda setting Develops action priorities for accomplishing goals and plans Networking Process of building and maintaining positive relationships with people who can help advance agendas Social Capital Capacity to attract support and help from others Learning The change in a behaviour that results from experience Lifelong learning The process of continuously learning from daily experiences and opportunities