| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "GENDER ROLES COLONIALIST STRUCTURE": |
|
|
Gender Roles in Colonialist Structure, 2005.
This paper discusses the way that imperialist controllers, of the nineteenth and twentieth centuries, used gender roles to enforce a colonialist view of society on the colony.
2,640 words (approx. 10.6 pages), 8 sources, APA, £ 56.95
»
Click here to show/hide summary
Abstract
This paper explains that patriarchal culture often has preconceived
notions of superiority and ideas of backwardness about the colony, which evidenced in the European colonialist's fear of slipping into a pre-industrial state in which nature is left uncontrolled. The author points out that women were expected to take up roles of Christian missionaries and other colonial interventionists and that the central gender and societal concern was the amount of male violence used to control the colonial society. The paper relates that the Euro-centric gender
standard was enforced on the native culture, which, in many cases, were matriarchal societies.
From the Paper
"In looking at gender and the interaction of masculine and feminine roles in the colonial setting, material culture perspectives generally (and not in all cases) tend to see the progress of culture and mass media within colonial outlets in terms of the way they have developed in a unitizing and progressive historical perspective. Although feminist perspectives may focus on historical change within these portrayals, they are more likely to also focus on the things that haven't changed. "Not surprisingly, much of the racism or paternalism found in memoirs of colonial women focuses upon servants and substantiates this aspect of the charge leveled at them as destructive women. Yet colonial men expressed the same racism through their own work as administrators, business owners, or settlers." This perspective is displayed variously in relevant literature, in terms of masculine and feminine roles which perpetuated various aspects of the dominant culture in its tools of oppression."
| |
|
Gender-Mediated Impacts of Corporate Structure, 2004.
An analysis of the effects of the stressful corporate world on women.
1,136 words (approx. 4.5 pages), 2 sources, MLA, £ 27.95
»
Click here to show/hide summary
Abstract
This paper examines how the unfair and stressful conditions of the corporate world are the result of shifting labor and the pressure to outperform the other workers in the highly competitive corporate environment and how this, coupled with the unfair and stressful conditions of domestic life, results in the unfair treatment of women in today's economy and society.
From the Paper
"As Americans work harder, income gaps between the upper class, middle class and lower class continue to exist, despite statistics showing improved productivity and greater wealth. Even as the class gaps minimally shrink, there are significant differences in income distribution across races and genders. For those in the middle class, despite their relative degree of financial comfort, there is a lack of job security and satisfaction."
| |
|
Cross-Cultural Gender and Gender Relations in Horticultural Societies, 2002.
This paper examines the gender roles in horticultural societies.
1,990 words (approx. 8.0 pages), 3 sources, MLA, £ 44.95
»
Click here to show/hide summary
Abstract
This paper shows the difference that agriculturists, sedentary lifestyles, and social differentiation made in gender relationships.
From the Paper
"The first evidence of agriculturists, sedentary lifestyles, and social differentiation that archaeologists and anthropologists have distinguished come from groups termed Horticulturists. Though the past record remains relatively scant in regards, anthropologists have used existing ones as a locus of study and interpretation. More numerous than surviving hunter-gatherer groups, horticultural societies also show an incredible range of gender diversity between groups, more numerous, in fact, than any other extent societal model. The quantity of studies that has come as a result of this are astounding. Those done in the area of New Guinea alone, home to at least two hundred different horticultural societies, provide ample evidence to add weight to the debate of nurture over nature, by sheer examples of the differences in living and understanding gender roles in such a relatively small and homogenous environmental area. "
| |
|
Gendered Technologies and Gendered Jobs, 2002.
A comparison between women studying and working with computer technology and the sciences in North America and women studying science and technology in Asia.
3,150 words (approx. 12.6 pages), 3 sources, £ 81.95
»
Click here to show/hide summary
Abstract
Explores how the gendered development of technology in a research setting impacts the gendered use of technology in the industrial or commercial setting, as well as the cultural barriers to women's advancement in the high-tech economy.
| |
|
Gender Issues and Third Gender Problems, 2002.
A look at how transsexuals fit into society.
1,400 words (approx. 5.6 pages), 5 sources, £ 37.95
»
Click here to show/hide summary
Abstract
This six-page undergraduate paper discusses gender from anthropological perspective and finds out how transsexuals are treated in different societies of the world. While males and female may fight each other over who is stronger, they are the fortunate ones for they belong to two accepted genders but for transsexuals adjusting to the norms of restrictive societies may not be easy as they are not considered a part of the social fabric in many cultures of the world.
| |
|
Team Structure, 2006.
This paper discusses the structure of an organization and recommends a team structure.
2,138 words (approx. 8.6 pages), 7 sources, APA, £ 46.95
»
Click here to show/hide summary
Abstract
In this article, the writer recommends a team structure within an organization, where employees are promoted to the position of team leader. The many benefits of the team structure are described in this paper. In describing the benefits, the writer demonstrates that the proposed structure provides for the needs of the organization. The writer describes that the structure allows for the new employees to be integrated effectively, for contract deadlines to be met, and for training to occur in an effective way where new employees can immediately contribute effectively to projects. It also provides for other needs, including providing for future human resource needs, allowing flexibility, increasing employee motivation, and providing a positive work culture. The writer concludes that this structure is effective in providing for current needs and for future needs.
Table of Contents:
Suitability of the Organization Structure
Meeting Training Needs
Planning for Future Needs
Providing for Flexibility Needs
Organizational Structure and Motivation
Promoting a Positive Work Culture
Conclusion
From the Paper
"One of the critical factors in determining an appropriate organizational structure is based on the way the organization is suddenly expanding to double its current size. This creates control issues that would not be present if the expansion was gradual. Most importantly, the new employees need to be integrated effectively in a way that allows the organization to continue to operate efficiently. In addition, it is not feasible for one manager to control the integration of so many new employees. This leads to the conclusion that a second level must be added to the hierarchy. All the designers can no longer report directly to the general manager. Instead, the general manager needs to take a more strategic position and allow other staff members to control and manage processes on a daily process. The first question to be answered is how this level of hierarchy would be best implemented.
One option for the company would be to hire someone to take on the position of general manager, with the current general manager taking on a higher level CEO position. This could also be achieved by promoting someone from within to general manager."
| |
|
Organizational Structure, 2004.
A comparison of traditional organizational structures to other types and a look at what influences an organization's structure.
1,100 words (approx. 4.4 pages), 9 sources, APA, £ 27.95
»
Click here to show/hide summary
Abstract
An organization?s structure is one of the key factors in whether or not an organization is operating efficiently and effectively. Yet, it is one of the more ubiquitous facets of an organization. An organization?s structure does more than just identify the chain of command; it demonstrates the values of the organization and lays out the individual?s responsibilities for the organization?s success. This paper describes the formal, or traditional, organizational structure and how it compares with other structures. In addition, it discusses how informal culture affects formal structure, as well as the role of power and politics within an organization?s culture. Finally, this paper discusses which leadership styles are most effective for traditional and informal organizational structures.
From the Paper
"Combining divisional and functional structures is the design of a matrix structure. (Harris & Raviv, 2002) Unlike a traditional structure, the matrix structure is not typically utilized for the entire organization. Organizational members that are part of the matrix usually have a central base they function from, but have the flexibility to work with other groups or on special projects, as the organization?s needs demand."
| |
|
The Matrix Structure, 2004.
An analysis of the advantages and disadvantages of using the matrix structure to manage projects.
2,893 words (approx. 11.6 pages), 11 sources, MLA, £ 60.95
»
Click here to show/hide summary
Abstract
This paper evaluates the use of the matrix structure to manage projects. It commences with a brief discussion on the two extreme forms of organizational structure, namely, the functional and the project team. It then goes into the evolution of the matrix structure as a fundamental structure in project management. It also discusses the differing forms of matrices and analyzes the advantages of the matrix over the two extreme forms of organizational structure in order to identify those instances in which a particular structure should be used. It also attempts to determine how the matrix disadvantages may be overcome.
From the Paper
"The very nature of the matrix organisation promotes cost saving in terms of shared balanced use of resources to individual projects. This approach allows for greater control in scheduling and prioritising to optimise total system performance, rather than to achieve the goals of one project at the expense of others (Mantel et al 2003, p197). The project will also have access to the primary administrative units of the parent organisation, ensuring a consistency in procedures, policies, and practices. Mantel et al (2003, p197) identifies this practice as ?tending to foster project credibility in the administration of the parent organisation?."
| |
|
Nature amd Structure Of Business Organizations, 1999.
Examines past, present and future paradigms. Discusses bureacracy, information-based business, strategy-structure-systems management, hierarchical structure and downsizing.
1,575 words (approx. 6.3 pages), 6 sources, £ 39.95
»
Click here to show/hide summary
Abstract
The future of the business organization has been analyzed by a number of theorists in recent years as they look to the beginning of a new century and a new millennium. Many find that the organization of the future will involve less bureaucracy and more small-scale community based structures, and they find evidence of this in companies that today are developing smaller-scale structures and work units with a higher degree of autonomy than would be expected in a hierarchical organization.
From the Paper
"INTRODUCTION
The future of the business organization has been analyzed by a number of theorists in recent years as they look to the beginning of a new century and a new millennium. Many find that the organization of the future will involve less bureaucracy and more small-scale community based structures, and they find evidence of this in companies that today are developing smaller-scale structures and work units with a higher degree of autonomy than would be expected in a hierarchical organization. Developing this new structure will involve shifts not only in structure but in ways of thinking about problems, opportunities, and strategies. An examination of some of the issues will lead to a consideration of what must be done to create this organization of the future."
| |
|
Capital Structure, 2006.
An overview of different theories of capital structure.
2,698 words (approx. 10.8 pages), 6 sources, APA, £ 56.95
»
Click here to show/hide summary
Abstract
This paper presents an overview of several different theories of corporate capital structure, focusing particularly on the differences between the traditionalist view of capital structure and the Modigliani-Miller view. The paper points out that there are two major differences between the traditionalist view of corporate capital structure and the Modigliani-Miller view, explaining that the first difference lay in the traditional view's contention that the value and cost of capital of a firm is interrelated to its capital structure, whereas the Modigliani-Miller view contends that they are independent of each other. The paper next explains that the second major difference is that the Modigliani-Miller view indicates a linear relationship between shareholder rate of return and firm leverage, which means that at low levels of debt the cost of equity increases faster under the Modigliani-Miller theorem than it does under the traditional View. The paper also takes a look at several other modern theories of corporate capital structure and investigates how these theories differ from the Modigliani-Miller view.
From the Paper
"Generally the capital structure of a company is much influenced by the practical influences like managerial shareholdings, corporate strategy and taxation. The investment strategy by firms necessitates managers to explore the methods of financing new investment. The managers practice three main preferences: utilization of retained earnings, borrowing through debt instruments or issue of new shares. Thus the retained earnings, debt and equity constitute the three primary ingredients of the capital structure of the firm. The first two ingredients show ownership by shareholders and the second ingredient shows ownership by means of debt holders. The financing policy, capital structure and firms ownership are inextricably linked in representing the ways the economic agents form and alter their asset acquisition behavior via firms and capital markets and impact their income levels and returns to asset holdings in the form of capital gains, dividends or direct remuneration,. (Company Financing, Capital Structure, and Ownership: A Survey and Implications for Developing Economies)"
| |
|
PepsiCo's Organizational Structure, 2008.
An analysis of the effective and efficient model of organizational structure and management within PepsiCo.
899 words (approx. 3.6 pages), 6 sources, MLA, £ 22.95
»
Click here to show/hide summary
Abstract
This paper discusses PepsiCo's organizational structure and describes how it has used this structure effectively in the past. It describes how their organizational structure is solid enough to manage its massive food and drink empire. It also looks at the way in which PepsiCo's organizational structure is dynamic enough to take advantage of new opportunities, such as emerging markets, resource availability and acquisitions.
From the Paper
"When it comes to physical assets there are three ways PepsiCo's dynamic structure can be of benefit. First, PepsiCo has the ability to bring their white collar job openings to where the talent is rather than recruiting employees to come to them. PepsiCo has recently taken advantage of this ability in Chicago. As Julie Johnsson and Greg Hinz (2005) write, "After losing thousands of white-collar jobs during the last recession, downtown Chicago is seeing a resurgence in brain power as big companies open splashy offices designed to attract professionals in their 20s and 30s who don't want to trek to the burbs" (p. 1). The resurgence Johnson and Hinz are talking about includes PepsiCo moving its Gatorade Sports Science Institute from Texas to Chicago. By doing this PepsiCo is taking advantage of an abundant professional workforce and underutilized, therefore affordable, office space."
| |
|
Mammalian Social Structure and Cooperation, 2003.
A look at the intricate details of social structure and methods of cooperation in primates, dolphins, and wolves.
4,106 words (approx. 16.4 pages), 21 sources, MLA, £ 78.95
»
Click here to show/hide summary
Abstract
This paper examines how the social structures of primates, dolphins, and wolves are complex societies composed of sexual and foraging factors. It looks at how primates vary by species in regard to which mode of group structure they incorporate, but all are based on the process of reproduction. It examines how dolphins exist in cooperative pods, with all members equally contributing to a hunt. It shows how wolves have a strict hierarchy with dominant leaders and hunt as an efficient group.
Outline
Abstract
Introduction
Primate Social Structure
Dolphin Social Structure
Wolf Social Structure
Wolf Teamwork
Dolphin Teamwork
Primate Teamwork
Conclusion
From the Paper
"Wolves live in cooperative breeding packs or family units of five to ten or as many as thirty individuals (Wolflore.com 2003). Pack to pack interactions are rare due to large, well defined territories. These interactions are often aggressive and violent when they occur. A pack is an extended family where every individual understands their position in the hierarchy. The highest ranking members, often the most senior mating pair, are called the alpha wolves. Other members will frequently surround him, howling and sticking muzzles in his face to reaffirm attachment and define the group. This dominant male keeps the pack emotionally centered (Fuller 2003). The next step down is the beta wolf, with both a male and female."
| |
|
Changing Retail Structure, 2004.
An analysis of the changes in retail structure.
3,357 words (approx. 13.4 pages), 30 sources, MLA, £ 67.95
»
Click here to show/hide summary
Abstract
Changes in the retail structure have meant the demise of traditional retail marketing. Firms have been forced to find new ways to attract today's consumers. This discussion provides an analysis of the changing retail structure. The paper reviews such things as hypermarkets, warehouse stores, disposable income and the impact of IT. In addition, the paper provides recommendations for three businesses' future business prospects within the new retail structure.
Outline
Introduction
Analysis of Changing Retail Structure
The Emergence of Hypermarkets/Warehouse Stores
Disposable Income
Daily Shopping Replaced with Weekly Shopping and Expanding Cities
Increasing Impact of IT
Recommendations
A Local Family Grocer with Two Outlets
An International Clothing Brand Expanding into the Market
A Local Manufacturer of High Quality Chocolates
Conclusion
From the Paper
"The emergence and success of hypermarkets has had a profound impact on the retail structure in America. Stores such as Wal-Mart and Super Wal-Mart have single handedly changed the way that Americans shop. These stores provide a one stop shopping experience and allow customers to shop for everything from groceries, to living room furniture. The convenience and low prices of hypermarkets have made them extremely successful."
| |
|
Organizational Structure and Leadership, 2005.
This paper analyzes the organizational structure and leadership in consultation with the Chief Operating Officer (COO) of the Smith and Falmouth (S & F) Company.
1,260 words (approx. 5.0 pages), 6 sources, MLA, £ 29.95
»
Click here to show/hide summary
Abstract
This paper explains that S & F Company has a functional structure because different departments specialize in a specific area where a manager with a specific, appropriate skill-set supervises the teams. The author points out that the COO needs to be aware of the social networks within the organization, the motivation of the employees who may be "playing politics" and the different ways in which different individuals use their power within the workplace. The paper relates that there is a strong need for the COO to use both participative or transformational and supportive leadership styles in dealing with the teams at S & F.
Table of Contents
Introduction
Organizational Structure
Informal Structure
Power and Politics
Leadership Style
Conclusion
From the Paper
"S & F Company has a great deal of social networking within and among the different departments. This informal structure has many benefits but it can also create conflict and concern. The Project Manager (PM) has developed a significant amount of respect from his colleagues and his team, both professionally and socially. This can be beneficial in many ways, yet in this case, it has also affected the organization in a negative way. As the PM's duties have been reduced due to the assignment of the COO, the other managers and teams are feeling some resentment and frustration. While this can be an obstacle, the COO can use this informal structure to his benefit. If addressed correctly, the PM can be used as an ally to buffer the situation at hand and motivate the teams and their managers."
|
|
|
