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Form and Dramatic Structure in August Wilson's Plays, 2006.
A discussion regarding the lack of dramatic form and structure in August Wilson's plays.
1,125 words (approx. 4.5 pages), 2 sources, $ 44.95
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Abstract
According to this paper, August Wilson wrote his plays in a non-sequential manner that set about depicting the lives of African Americans over the course of the twentieth and twenty-first centuries by decade. Yet, the paper shows how as Wilson wrote the plays, the ideas for the work became vivid in his imagination instead of through a planned and organized presentational manner. Like his manner of writing the ten cycles of plays, his work was often composed through a series of multiple changes that he made while the plays were in production.
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Play: August Wilson's "Joe Turner's Come and Gone", 2005.
This paper discusses the symbolic meaning of August Wilson's play"Joe Turner's Come and Gone".
690 words (approx. 2.8 pages), 1 source, $ 23.95
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Abstract
This paper examines August Wilson play "Joe Turner's Come and Gone" as symbolic of loss and redemption after the abolition of slavery. The author points out that Wilson uses Bynum's "binding song" as a main point of reference for the characterization of Bynum and Loomis.
From the Paper
" In Joe Turner's "Come and Gone" the audience is faced with characters who are most certainly out of place in their surroundings. By setting his work during that period of American History known as The Great Migration, he opens our ..."
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"Joe Turner's Come and Gone" ( August Wilson ), 1995.
Examines the characters' search for their song, individual spirit, authenticity or purpose in life.
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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From the Paper
"This study will examine August Wilson's play Joe Turner's Come and Gone, focusing on the characters' search for their "song." The play offers a number of definitions of what this "song" is, but it is roughly equivalent to one's individual spirit or purpose in life. The study will consider in greater depth what this song is, its significance, which characters have found theirs, which are still searching, and which will probably never find it. The thesis of the study will be that those who have found their songs have come to a state of acceptance about life and its difficulties, and have as a result discovered within themselves what the others are seeking in vain outside themselves. Those who have not found their songs are still doing battle with life, with people, and with themselves. The significance of the song, then, is found in the fact that the ..."
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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, $ 66.95
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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."
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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, $ 38.95
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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."
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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, $ 85.95
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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?."
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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, $ 55.95
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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."
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Capital Structure, 2006.
An overview of different theories of capital structure.
2,698 words (approx. 10.8 pages), 6 sources, APA, $ 80.95
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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)"
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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, $ 31.95
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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."
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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, $ 110.95
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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."
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Optimal Capital Structure, 2002.
This research examines the theory of optimal capital structure, explaining it as the composition of the liabilities and stockholders? equity side of a firm?s balance sheet.
2,103 words (approx. 8.4 pages), 8 sources, MLA, $ 66.95
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Abstract
An examination of the theory of optimal capital structure. Emphasis is placed on the conflict between the traditional approach to the assessment of the role of capital structure and that of the MM theory holding that capital structure is irrelevant in a perfect capital market. The literature indicates that the jury is still out on the question of the relevance of capital structure to stockholders? value.
From the Paper
"Some theorists contend that a firm?s optimal capital structure is that combination of debt and equity at which agency costs are minimized. Agency costs are the incremental costs associated with having an agent make decisions for a principal. Within the context of this consideration of the determination of optimal capital structure, management is an agent, while stockholders are the principals. Other theorists point out, however, that, while issuing debt typically produces positive outcomes for firms, the determination of an optimal capital structure for a firm is a dynamic process that, in addition to agency costs, must account for the effects of both corporate and personal income taxes, potential bankruptcy costs, transaction costs, and the degree of control over a firm?s investments that will be delegated by stockholders to the firm?s management (Brealey & Myers, 1996)."
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Organizational Structure and Behavior, 2002.
A discussion of the need for good organizational structure and behavior in order to make organizations run successfully.
2,811 words (approx. 11.2 pages), 10 sources, MLA, $ 83.95
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Abstract
This paper examines how due to changes in the corporate sector in America, CEOs need to adopt and implement new and better organizational tools to not only make their operations smooth and successful but also manage the overall structure and behavior properly. Organizational structure refers to the way management is organized in a firm and the way responsibilities and duties are assigned to various levels of employees. It evaluates how we need to understand that organizational culture, structure and behavior are inter-related terms where each depend on the other and how it is extremely important to understand that firms differ from each other on the basis of their culture and structure. It shows how change should be more in the form of new strategies and better policies and how if the leadership manages to introduce some new plans and policies, which are accepted by the staff, there would be an air of hope and people would be willing to work harder.
From the Paper
"In short when the organizations are unable to perform well on a consistent basis, the reasons go deeper than the conditions of the market apparent on the surface. Thus it is extremely important for the company to find out where it is going wrong and how improvement measures can be introduced. The things can usually be improved only after the company has made an honest assessment of its problems. Once the problems have been identified and their gravity accurately assessed, the company can focus its attention on introducing appropriate changes."
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Changing Retail Structure, 2004.
An analysis of the changes in retail structure.
3,357 words (approx. 13.4 pages), 30 sources, MLA, $ 95.95
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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."
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Organizational Structure of Large Corporations, 2004.
This paper discusses that, as a business grows, it must adjust its structure to its strategy and to the time it takes to bring its product to the market.
1,715 words (approx. 6.9 pages), 12 sources, APA, $ 55.95
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Abstract
This paper states that effective management of any organization is a function of keeping track of the details. The author uses examples from General Motors, which has developed a successful multiple division structure, and U.S.Steel, which has failed to adapt to the demand for faster product delivery. The paper concludes that, if the structure of the information flow required to keep the company current on all the details of their business is slowed by an obsolete business structure, the company must change its structure.
From the Paper
"Parent-subsidiary relationships have been extensively researched over the years, and the central issue remains one of control which can be defined as "regulating the activities within an organization so that they are in accord with the expectations established in policies, plans and targets". Under the hierarchy model which focuses on a top-down authority structure, control is primarily 'bureaucratic' (Baliga & Jaeger 1984]. The hierarchy model attempts to minimize lateral linkages between divisions or subsidiaries primarily because they create complexity over the increasing layers of bureaucratic controls."
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