Educational Link

Farmington, AR

#21 Aug 16, 2010
This is also from one of my business systems classes- thought I would get your day started on a positive note.

The BSA Course Notes for Week 1 list three business levels. What are they? From Chapter 7 of your text book, briefly discuss what each business level includes.

The three business levels mentioned in the BSA Course Notes for Week 1 are
1. Strategic- transformational vision. According to our text this level determines the major goals of the organization. The text continues by stating that the strategic planning provides the foundation for the policies, procedures, and strategies for obtaining and using resources to achieve these goals. Strategic planning is difficult due to changes occurring so fast.
2. Tactical- effectiveness. According to our text tactical planning is the process of developing detailed, short term statements about what is to be done, who is to do it, and how it is to be done. Tactical planning is usually done by managers or teams of managers at lower levels of the organization, whereas strategic planning is done by the top managers. Examples of tactical planning according to the text are setting annual budgets and deciding on other details and activities necessary.
3. Operational- efficiency. The text defines operational planning as the process of setting work standards and schedules necessary to implement the company’s tactical objectives. This process focuses on specific supervisors, department managers, and individual employees. The text continues by stating that the operational plan is the department manager’s tool for day to day or weekly operations.
Reference: Chapter 7. Management, Leadership, and Employee Empowerment Nickels-McHugh-McHugh: Understanding Business, Seventh Edition. The McGraw – Hill Companies,© 2004

Farmington, AR

#22 Aug 16, 2010
Discuss how the changes that are occurring in the business environment are affecting the management function.

1. The management function is fading away. In most companies, there is no longer the manager giving orders to the employee. Organizations have self-managed teams. The line between manager and employee is fading. Companies have more free-rein leadership styles where managers set objectives (the short term) and the employees are free to do what it takes to accomplish company objectives.

Firms are allowing employee empowerment and allowing individuals to be creative and innovative in their thinking. Education is never ending, giving employees the opportunity to continue education and training with tuition reimbursement. The dynamic of the workplace is changing and the role of a manager directly over employees is becoming nonexistent. New leadership styles are being implemented and the employees roles are changing. It's a new breed of worker as stated in Chapter 7 reading. An employee now must be a skilled communicator, team player, and able to plan, coordinate, organize, and supervise.
2. Traditionally managers would tell subordinates what to do, and how to do it, to get the job done for the company. Many organizations still lead this way, but many others have new methods. There is no particular cookie cutter style of leadership that works best for all situations. it depends on the goals and values of the business, who is being directed and what is the situation.

New style managers are less likely to tell subordinates what to do. Instead they empower their employees to work and perform as they see fit. Employees are given the ability to make decisions without clearing it with management, they can make choices on their own. The trade off is that they also assume the responsibilities of the consequences of their actions. This lets employees meet customer needs dynamically and rapidly.

The management role is becoming less of a boss and more of a coach and team member. Employees are enabled by management to freely access the knowledge and tools they need to perform and make better decisions.

In my workplace this is what I feel the role of my manager is. He gives me freedom and flexibility to do as a I please. As long as I am performing I only see my manager when he needs projections or has a status report for the team. When my performance is low, my manager steps in and has all ready assessed they situation he can immediately guide me to areas of improvement with suggestions and experience. He never tells me how to do anything, instead he coaches me as to how he or others would handle the situation. He points me in the right direction for resources to help me make an informed decision, and then lets me make decisions on my own. I never feel like I'm being told what to do, I just feel like I'm giving a sense of the right direction and usually the obvious right thing to do is in front of me.

Farmington, AR

#23 Aug 16, 2010
One change occurring in business that has affected the management function is that of globalization. Relying on teams and the resources and information of team members is becoming normal for managers instead of standing guard and dictating orders. Our text explains that managers are "being educated to guide, train, support, motivate, and coach employees instead of tell them what to do." Management is working with teams instead of giving orders in many organizations as well. As globalization occurs not only do organizations benefit but management must also communicate more effectively and improve their problem solving skills. With teams and groups becoming the norm in organizations management has to resolve conflict from time to time and step in as referee. Management's goal has always been to produce success but in today's business management has had to take on new roles such as planner, coordinator, skilled communicator, councilor, referee, team player, etc.... Managers must be skilled in many areas to successfully manage teams, individuals, groups, etc....
4. The role of manager has drastically changed in today’s organization. Below are a few things that impact today’s manager.

• Greater cultural diversity
• Several distinctive employee age groups
• Increased impact and use of technology
• The desire of employees for greater independence and autonomy
• Today’s managers are responsible for increasing numbers of remote employees.
• Mangers in general have less time for their own personal development.
• Most managers have to learn to deal with a variety of different employees culturally, gender wise and age wise.
• Managers spend more time communicating via email than in person or by phone.

The core manager skills are still required but the same management techniques and behaviors that were used more than five years ago will not work in today’s corporate environment because you are going to be less effective as a leader, coach and manager.
If management do the following consistently; he will be very effective on the job.

• Trust your employees
• Respect your employees uniqueness
• Communicate openly and honestly
• Give them recognition and appreciation that is deserved.
• Compensate your employees fairly

i will post more either tonight or in the morning. will rotate business related topics with criminal justice related tpoics. tonight I will post articles which are business related as well as a criminal justice paper or two.

Farmington, AR

#24 Aug 16, 2010
more facts from

The Miniature Guide to Understanding the Foundations of Ethical Reasoning By Dr Richard Paul & Dr. Linda Elder

Clarity : How clear is our ethical reasoning? Do we need to clarify our purpose? Are we clear about the ethical concepts we are using in our reasoning? Do we need to further elaborate any point? Do
we need to give further examples? Do we need to introduceclarifying analogies or illustrations?

Accuracy: How accurate is our ethical reasoning? Is any feature of the situation misrepresented or distorted? Do we provide complete information? Can we truthfully say that we are using ethical
principles to guide our reasoning, or are we using social, religious or legal directives instead?

Precision: Does our reasoning lack essential details and specifics? Should we add any? Do we need more details in this question to
adequately address the ethical issue?

Relevance: Is any of what we are saying unconnected to the key ethical questions we need to consider? Do we need to introduce further
ethical concepts or principles? What viewpoints are relevant to the ethical issue? Are we sure this information is relevant to the
ethical question? How does this or that comment bear upon the ethical issue?

Depth: Are we addressing the ethical situation and posing the ethical question in such a way as to do justice to the complexities inherent
in the matter or are we oversimplifying the situation? What factors make this a difficult ethical problem? What are some of the complexities
in this ethical question? What are some of the difficulties we face in reasoning through it?

Breadth: Have we considered all relevant viewpoints or have we left out a
point of view germane to the ethical question? What other perspectives must we consider to do justice to the ethical issue? Do we
need to look at this ethical problem in other ways?

Logic: Are we reasoning consistently? Or is our reasoning self-contradictory? Do our conclusions follow from the evidence? What is likely
to happen if we act on the ethical issue in this way or that? Is this the most logical way of looking at the ethical issue?

Fairness: Are we treating all relevant viewpoints with consistency? Are we
accurately and fairly representing the positions with which we
disagree? Do we have a vested interest in distorting alternative
viewpoints? Have we examined our thinking for prejudice?

Significance: Are we focusing on the most significant ethical dimensions of the
issue? Are we trivializing what is ethically significant or overstating
the significance of what should be given little consideration?
Is this the most important ethical problem to consider? What
ethical concepts and principles are most importantly relevant to
the issue? Which of these facts should be given the most weight?

Farmington, AR

#25 Aug 16, 2010
A bit more information from The Miniature Guide to Ethical Reasoning

Ethical Reasoning Abilities
Ethical Affective Dimensions
 exercising independent ethical thought and judgment
 developing insight into ethical egocentrism and sociocentrism
 exercising ethical reciprocity
 exploring thought underlying ethical reactions
 suspending ethical judgement
Cognitive Dimensions: Ethical Macro-Abilities
 avoiding oversimplification of ethical issues
 developing one’s ethical perspective
 clarifying ethical issues and claims
 clarifying ethical ideas
 developing criteria for ethical evaluation
 evaluating ethical authorities
 raising and pursuing root ethical questions
 evaluating ethical arguments
 generating and assessing solutions to ethical problems
 identifying and clarifying ethical points of view
 engaging in Socratic discussion on ethical issues
 practicing dialectical thinking on ethical issues
Cognitive Dimensions: Ethical Micro-Skills
 distinguishing facts from ethical principles, values, and ideas
 using critical vocabulary in discussing ethical issues
 distinguishing ethical principles or ideas
 examining ethical assumptions
 distinguishing ethically relevant from ethically irrelevant facts
 making plausible ethical inferences
 supplying evidence for an ethical conclusion
 recognizing ethical contradictions
 recognizing ethical implications and consequences
 refining ethical generalizations

Farmington, AR

#26 Aug 16, 2010
More from The Miniature Guide to Ethical Reasoning
Essential Ethical Traits
Ethical Humility
Awareness of the limits of one’s ethical insight, including sensitivity to circumstances
in which one’s native egocentrism is likely to function self-deceptively; sensitivity to
bias and prejudice in, and limitations of, one’s viewpoint. Ethical humility is based on
the recognition that no one should claim to know more than one actually knows. It
does not imply spinelessness or submissiveness. It implies the lack of ethical pretentiousness,
boastfulness, or conceit, combined with insight into the strengths and
weaknesses of the logical foundations of one’s beliefs.
Ethical Courage
The willingness to face and assess fairly ethical ideas, beliefs, or viewpoints to which
we have not given serious hearing, regardless of our strong negative reaction to
them. This courage arises from the recognition that ideas considered dangerous and
absurd are sometimes rationally justified (in whole or in part), and that ethical
conclusions or beliefs espoused by those around us or inculcated in us are sometimes
false or misleading.
Ethical Empathy
Having a consciousness of the need to imaginatively put oneself in the place of
others in order to genuinely understand them. We must recognize our egocentric
tendency to identify truth with our immediate perceptions or longstanding beliefs.
This trait correlates with the ability to accurately reconstruct the ethical viewpoints
and reasoning of others and to reason from ethical premises, assumptions, and ideas
other than our own. This trait also requires that we remember occasions when we
were ethically wrong despite an intense conviction that we were right as well as
consider that we might be similarly deceived in a case at hand.
Ethical Integrity
Recognition of the need to be true to one’s own ethical thinking, to be consistent in
the ethical standards one applies, to hold one’s self to the same rigorous standards
of evidence and proof to which one holds one’s antagonists, to practice what one
ethically advocates for others, and to honestly admit discrepancies and ethical inconsistencies
in one’s own thought and action.
Ethical Perseverance
Willingness and consciousness of the need to pursue ethical insights and truths
despite difficulties, obstacles, and frustrations, firm adherence to ethical principles
despite irrational opposition of others, a sense of the need to struggle with confusion
and unsettled questions over an extended period of time, to achieve deeper ethical
understanding or insight.
Willingness and consciousness of the need to entertain all ethical viewpoints sympathetically
and to assess them with the same intellectual standards without reference
to one’s own feelings or vested interests, or the feeling or vested interests of one’s
friends, community, or nation; implies adherence to ethical standards without reference
to one’s own advantage or the advantage of one’s group.

Farmington, AR

#27 Aug 16, 2010
I will post more later on tonight. Have a few things to do then I will post a criminal justice topic and a business topic.

Farmington, AR

#28 Aug 16, 2010
this topic will be on business- will mix business, criminal justice, and ethical reasoning. I highly recommend the reading of Ethical Reasoning.

What is Oprah’s management style and how has she managed to stay so successful?

According to Chapter 7's reading, Oprah's management style is that of a progressive leader of the 21st century. The business environment is constantly changing and now a manager must no longer micro-manage and demand control over the employee. Oprah has a style that consists of employee empowerment. An individual is able to make decisions, be knowledgeable, and apply that to their daily tasks without being hassled. Oprah has become successful because of her ability to be flexible and adapt to changes quickly. She has a "manage-by-instinct" style that does not rely on long-term planning but is able to seize opportunity when it comes along. She works with managers in regards to reviewing articles and photos with the O magazine. She has earned respect and trust from her employees and vice versa. She allows others to manage her affairs of the business. These traits are keys to the doorway of lasting success.

In today's everchanging society, a leader must be able to embrace and manage change. She does this well. She has a vision and continues to rally others behind her. She establishes and promotes corporate ethics and values, transforming the way business is being done. Her technique improves effectiveness and efficiency constantly. Oprah possesses all the qualities of a leader. She continues to strive for excellence in all that she does by reaching out to the community, sharing information and knowledge. She recognizes diversity by accepting cultural differences within her organization. These are traits of a leader destined for longevity globally and will leave a legacy that stands the test of time.

Farmington, AR

#29 Aug 16, 2010
List the roles of management found in the BSA Course Notes for Week 1 and briefly define each. What type of manager are you or your supervisor?

1. The course notes list the roles of management and Chapter 7 briefly touches on the subject. The roles of management include: planning, staffing, organizing, controlling, problem solving, and innovating. Chapter 7 defines planning. Planning is defined as,“ a management function that includes anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives”(Mc-Hugh, Nickels, 2004). Staffing is the “ planning or forecasting personnel requirements in terms of numbers and special qualifications, scheduling inputs, and anticipating the need for appropriate managerial policies and programs. Staffing is also the manning- analyzing jobs, developing job descriptions and specifications, appraising and maintaining an inventory of available capabilities, recruiting, selecting, placing”(Encyclopedia Britannica, 2009). Staffing according to our text is the function of management including hiring, motivating, and retaining excellent employees to reach the goals outlined for the organization. Organizing according to our text is a function of management including “designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives”(McHugh-Nickels, 2004). McHugh and Nickels continue in Chapter 7 by describing controlling as a function of management involving defining clear standards to decide if the organization is progressing toward the outlined goals and objectives, rewarding people for doing a good job, and taking corrective action if they are not (McHugh-Nickels, 2004). Problem solving is the process of solving the everyday problems that occur and is not as formal as decision making, requires quick thinking, and is crucial in any organization. Innovation is inventing something new, generating new ideas, continuously improving the quality of the product, production, and organization as a whole, spreading new ideas, performing an existing task in a new way, introducing changes, looking at an idea from a different perspective.
2. The role of management is divided in four parts: Planning, Organizing, Leading, and Controlling. Planning the goals of the organization. Finding the resources and setting the standards for the goals. Organizing the resources. Recruitments, training new employees. Leading motivation the work force. Giving assignments and clarifying policies. Controlling the objectives as they compare to the results. Monitoring performance and rewording results.
My supervisor is a nice person. He tries to make nice with everyone, which makes him a good person but not so good as a manager.

Farmington, AR

#30 Aug 16, 2010
3. List the roles of management found in the BSA Course Notes for Week 1 and briefly define each. What type of manager are you or your supervisor?
Planning- anticipating trends and determining the best strategies and tactics to achieve organizational goals and objectives
Staffing- hiring,motivating, and retaining the best people available to accomplish company objectives

Organizing- designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization's goals and objectives

Controlling- establishing clear standards to determine where or not an organization is pressing toward its goals and objectives; rewarding people that for doing a good job and taking corrective action if they are not

Problem Solving- process of solving everyday problems as they occur (quick action)

Innovating- creating something brand new, fresh, constant continuous improvement

My last supervisor does not fit any of these categories. I think maybe a mix of them combined. If I were a manager right now I would also be a combination of each role. Each role is important for managing talented educated employees.

4. List the roles of management found in the BSA Course Notes for Week 1 and briefly define each. What type of manager are you or your supervisor?

Roles of management include:(all of which are pretty self explanatory)

• Planning: identifying a goal and recognizing resources available in order to obtain that goal

• Staffing: hiring competent people who will be carrying out the goal

• Organizing: organizing those people who have been hired/selected for the goal. Utilizing strengths and avoiding weaknesses in each member to maximize the possibility of goal achievement

• Controlling: monitoring those people whom have been selected for goal achievement and directing appropriately

• Problem solving: having the ability to solve recurring problems

• Innovating: having the ability to solve unusual problems
I have only had supervisor's on few occasions and at short periods of time. I would have to say that I've been a supervisor most of my working life. The type of manger that I am/was, would probably be defined differently depending on who was to give their opinion. I have always tried to uphold my personal ethics and standards as related to both my business and my staff. I've tried to lead by example. I've tried to be controlling but not dictating ... and all of those other things a good manager is supposed to be.


Farmington, AR

#31 Aug 16, 2010
advantages for organizations
In 2008 Sallet and Weber wrote an article regarding the broadband value circle and its changes to the consumer world. Sallet and Weber (2008) first explained how consumers have purchased products in the past. It was explained, in the past, products reached the consumers by a vertical value chain. The vertical value chain is where the consumer buys a product from a business owner and in return the business owner had to original purchase the product from the manufacturer. In the vertical value chain the consumer was removed from the manufacturer of the product and products had to be purchased through a "middle man".
As technology has advanced the consumer has a different option and the option is called the broadband value. Sallet and Weber explained the broadband value as a circle and the consumer was in the middle (2008). With the consumer in the middle the manufacturers are on the outside of the circle competing for the business of the consumer. The broadband value makes it possible for the consumer to have direct contact with the manufacturer. The broadband value circle also makes it possible for the consumer to be the creator of products.
One of the discussions in today's era is the development in "open" and "closed" system. The example I have in my field is in relation to the gaming industry. Being a Lottery Detective is rather unique in law enforcement and it is the reason why I have returned to school. Just like so many other fields the gaming industry is developing standards for "open" architecture of gaming platforms. The typical slot machines, as everyone thinks of, is going to be changing. Coming shortly is ability for a consumer to sit at a game and choose from several different games, denominations, and game manufacturers all on the same machine.
The broadband value circle has many advantages for organizations. One of the best advantages is that the circle opens up the doors for all types to start producing for the manufacturer. In my example the "open" system is going to allow the best game developers in the world to potential create from home or anywhere else in the world. The broadband circle is going to change the competition in business which, I believe, will produce better and more creative projects.
The short answer is that the broadband value circle is where an individual can be both the supplier or content creator and consumer of a product. As the article states,
"But the open/closed debate obscures a more compelling way to understand current technology and media trends. Those trends are part of the creation of what we call the Broadband Value Circle, where the individual customer, who both consumes and creates content, stands only a single step away from the plethora of businesses that contribute to the complete broadband experience. These include software developers, network operators, device manufacturers, and Web site owners."
Advantages is that once a used to be consumer gets involved with creating content, the company can then have a more robust and loyal customer base. Take for example how CNN has begun to do the "iReport" that allows individuals to send in what they believe is news worthy. By doing this they have created an audience that is going to appear more on their website and they also created a way to expand their reporting capabilities without the cost of hiring new reporters.
• Based on Sallet and Weber’s (2008) article, explain a broadband value circle and its advantages for organizations.
A Broadband Value Circle is where a single person or tech company can take on a variety of roles, from content creator to distributor to user according to Sallet and Weber (2008). One person is simultaneously a creator, competitor, and consumer.

Farmington, AR

#32 Aug 16, 2010
First a person must understand current technology and media trends. It is these trends that are part of the creation of what we call the Broadband Value Circle. This is where an individual customer, who consumes and creates the content, is only a step away from an already saturated business that contributes to the complete broadband experience. With Broadband Value Circle, consumers stand in the middle of the economic circle, with only one degree of separation from the various parties involved. In the Broadband Value Circle, everyone can compete in everyone else's market.

Any company wishing to become part of this new era will require evaluation, experimentation, and evolution on the company’s behalf. Companies will need to evaluate which roles they can play in this circle and can be taken on simultaneously with success. If companies don’t go to the Broadband Value Circle they will continue to struggle. Companies situated along this Circle have separate competitive advantages, and their brands appeal to different consumers. The various businesses must become manufacturer, as a supplier of devices, creator of brands, and distributor of the content. If a business can participate in all of the above, they will have great advantages over their competitors. They will be able to play with any of these processes to get a competitive edge.

An evolving mindset is critical as well. Companies must always have an open mind for new or revolutionary ideas. Any companies that can provide application of ideas, in the service of creating new value, can participate in the creation of value in concert with companies lying at points around the circle.

Reference: Sallet, J.( with Glover Park Group), & Weber, S.( with Glover Park Group).(2008, January 11). Beyond the Broadband Value Circle. BusinessWeek,(ViewPoint)

Farmington, AR

#33 Aug 16, 2010
Based on Sallet and Weber’s (2008) article, explain a broadband value circle and its advantages for organizations.

Broadband value circle is a new trend in the technology world. The costumer becomes part of the business creator. The best to see how this works is with the YouTube example that Sallet and Weber use in their article (2008). The individual uploading a family video in YouTube is not just using the system it is also generating business. The video will be viewed by other costumers that will upload their videos and increase the business.

The advantages for the organization are the possibility of costumers creating more value to the business. The costumers create business by using the product. It also allows the organization to move into different areas of the industry.
According to Sallet and Weber’s article, broadband value circle is a combination of network operators, device manufactures, web site owners, and software developers. The consumer stands in the middle. Companies that work together to distribute new technologies have many competitive advantages. The advantages are a company can assume multiple roles as supplier, user, and distributor. All can compete in everyone else’s marketplace.
On a smaller scale, I can give an example of how my organization (a community college) works within a broadband value circle. For years we use to outsource for our video production. Currently we are asking students to video tape for us. The students are providing a fabulous way to focus on the attractive features of the college. They then upload the videos to YouTube. The students are stakeholders, consumers, and distributors. They have also proven to be an very useful marketing tool.

Sallet and Weber’s (2008) article defines a broadband value circle as “a combination of software developers, network operators, device manufacturers, web site owners, and the consumer”(Sallet and Weber, 2008). The broadband value circle trend according to Sallet and Weber leaves it to where “the individual customer, who both consumes and creates content, stands only a single step away from the plethora of businesses that contribute to the complete broadband experience”(Sallet and Weber, 2008). As I attempt to think of an example of broadband value circle, the youtube website comes to mind (as mentioned in the article as well). The consumer of cd’s or dvd’s make videos on youtube which in turn promotes the sales of the songs, shows, movies, actors, and actresses. I know from personal experience that videos made on youtube have sent me to Hastings more than once to pick up the cd or dvd I want. The advantages of a broadband value circle for organizations according to Sallet and Weber is that everyone can compete in everyone else’s market. Youtube is only one example of the advantages of the broadband value circle. Another advantage of the broadband value circle is the transmitting or transferring of information globally.
Jonathon Sallet and Steven Webber Copyright © 2008

Farmington, AR

#34 Aug 16, 2010
The Broadband Value Circle is where the individual customer, who both consumes and creates content, stands only a single step away from the surplus of businesses that supply to the complete broadband experience. Which In include software developers, network operators, device manufacturers, and Web site owners.

In the Broadband Value Circle, consumers stand in the middle of the economic circle, with only one degree of separation from the various parties. It used to be that value reached consumers through a straight line, in what's known as a vertical value chain.
In the era of the Broadband Value Circle, everyone can compete in everyone else's market. Your supplier today may be your competitor tomorrow, and you may find that you are simultaneously that company's supplier. An organization hoping to be part of the new value-creation geometry, the shift will require evaluation, experimentation, and evolution.
According to Sallet and Weber's article, a broadband circle is an imaginary circle formed by all those companies which contribute to the whole broadband experience such as software developers, network operators, device manufacturers, and web site owners. In the midst of this circle is where the customer consumes and creates the demands of this circle. Everyone is within one degree of separation in this circle and they all can compete in everyone else's market.
The advantages of the broadband value circle are that companies can grow into many different roles such as supplier, developer, user, and distributor. There are many companies in which we can see this done today. Think of companies like Cisco, Microsoft, Dell, and Sony. Most of these companies started out with one specific purpose or one product, and through the expansion of technology have delved into other realms because of user demand.

In the article Sallet and Weber speak of a " new value-creation geometry" (2008). This is a shift towards having a broad band value circle in which everyone can compete in everyone else' market. The article gives the comparison of a circle where company A, B, C, D creates and consumes content, and everyone one is only a single step away from the other." There is one degree of separation from various parties". The company you are supplying today can later be competition and vice versa.

Farmington, AR

#35 Aug 16, 2010
The article explains that the key component is evaluation, experimenting, and an evolving mindset to stay competitive in today's market. The vertical and horizontal lines between companies are not enough and have become obsolete. Today, bending the relationships, and adapting to new ideas and innovations are concepts that lead to longevity and success. The company I worked for was a subcontractor to the government. There were many projects or tasks that were done in-house versus outsourced. On a particular job after evaluating the positives and the negatives. The crew had the ability to produce a particular valve that usually was bought from one of our outside vendors. After analyzing the costs to ship and the time involved it was better to have our crew make the valve and use instead of purchasing from outside. The company began making its own valve rather than continue to have the outside vendor make it. It was less costly and done in less time. We became the vendor's competition overnight.

Based on Sallet and Weber's (2008) article, a broadband value circle is when consumers who use and create content products or services are now connected closer to businesses that contribute to the consumer/producer. It is described as one degree of separation. In the broadband value circle consumers are surrounded by the tools and technology they live and thrive in. They no longer have to go through various channels to reach the source of a product or service.

The advantages of the broadband value circle for organizations is that everyone can compete in everyone else's market. A supplier today may be a competitor tomorrow, while at the other end you may also be that company's supplier. Another advantage to the organization is that they me be able to circumvent distributors or cut out unecessary service providers to become the sole beneficiary of a relationship with consumers that is not dependent of another business to connect the organization to the consumer. A third advantage to organizations is they may be able to discover multiple roles they can play to the consumer and find areas of profitability that have previously been untapped. For example Apple's iPhone has become the product that "some believe is the most significant in the company's history." Burrows (2009) Apple has gone to the extent of dropping the word "Computer" from its corporate name. What was Apple Computer, is now just Apple Inc. Before the iPhone a cell phone was just something you used to call somebody with a wireless version of the telephone. What does somebody think of now when they hear the term iPhone, is it just a phone? A product like the iPhone itself can put the consumer right in the middle of the broadband value circle, allowing them to consume, wireless service, applications purchase products as well as produce, pictures sound and video for immediate distribution on my space or you tube, as well as applications for sale or profit.

Business Week (2009). Apple Raises Its iPhone Ante. Retrieved March 18, 2009, from

Farmington, AR

#36 Aug 16, 2010
Based on Sallet and Weber’s (2008) article, explain a broadband value circle and its advantages for organizations.
Sallet and Weber's article describes an entirely new way business is conducted. Although we've all experienced it, none of us probably thought there was an actual name associated with it. The new way business is being doing today, largely in part because of the internet and other technological advances, is what the authors call 'broadband value circle'. In a broadband value circle, the traditional 'step to step to step' structure of providing goods to the end consumer is circumvented.

Traditionally, business was conducted in a linear or serial fashion and referred to by Sallet and Weber as a "vertical value chain" (2007). Suppliers would sell raw goods to a manufacturer, who would then sell to a distributor, who would then sell to a middle man (typically a retailer) and then the final product would eventually reach the consumer. Now, that model has changed. With the new broadband value circle business model, the lines of 'who is who' are blurred. A broadband value circle puts the consumer directly in contact with ALL aspects/entities of the traditional linear business chain. The customer makes a direct contact with the manufacturer or even the supplier. Furthermore, with technology and the internet, the consumer can now actually become the supplier, the supplier can become the consumer, and all possibilities in between.

The Broadband Value Circle is a description of the arrangement that consumers have access to in today’s market. Instead of product lines being linear, where the products are manufactured and then sent to the re-seller, ultimately where the consumer will try the product and purchase the product. The article by Sallet and Weber (2008) illustrates, with effective examples, that today’s market no longer exists on a linear plane.

Ultimately, all parties have very little degree of separation. Any organization or person can now be competitor, a producer, and a consumer. With the arrangement of the world wide we, and the amount of data that can be shared around the world at a moments notice, it is really anybody’s game.

My current job houses some similar cross-roads. We supply nautical navigation charts, based on a company that we bought out two years ago. Those charts are bought by companies that make maritime chart plotters, allowing consumers to navigate the waters with pin-point accuracy.

On the flip side, we make our own software that goes on any computer, turning that computer effectively into a high end chart plotter. We use the same maps. Thus we supply data to companies, which ultimately make products that compete with our software. We even make some basic chart plotters, which are OEM, and allow smaller companies put their brand on it, but they all use our charts. Effectively, we create a lot of our own competition, but make a lot of revenue off of that competition. This is advantageous, because it certainly allows for multiple streams of income/revenue for our organization. It also gives us valuable technical data and features of our competitors plotters.

Thus I can see first hand how one organization or individual can have their hands in many proverbial cookie jars.

Farmington, AR

#37 Aug 16, 2010
Based on Tadelis’(2007) article, what is backsourcing and when is it used?

In order to explain backsourcing I have to explain how backsourcing came about in the business world. Tadelis (2007) explained outsourcing was initially started when organizations felt they could receive cost benefits in sending services or projects to other organization to complete. The popular thought was organizations would be able to tap into resources not available inside their agency to complete the work. IT services were a common department outsource to other agencies. Since then it has been reported( Tadelis, 2007), one quarter of the organizations using outsources have returned the projects and tasks back to their agency and have stopped paying for outsourcing. The return of the project or task to its original agency is called backsourcing. The reason given for backsourcing is 44% of the organizations surveyed felt outsourcing had not saved money and hidden cost associated with the outsourcing (Tadelis, 2007).

Tadelis cited two main reasons backsourcing occurs and the first is because the outsourcing was later found to be a mistake (Tadelis, 2007). Once outsourcing is determined to be a mistake the project or task is brought back in house so the original organization can eliminate further waste of money and time. The second reason backsourcing occurs is because the organization under went changes and it is no longer productive to participate in outsourcing. An example would be when the organization goes through management changes and the new management has a

Based on Tedelis'(2007) article, backsourcing is when a company has all ready outsourced its services and/or goods, and for some reason it is in the companies best interest to move the services or goods back "in house".

Outsourcing is used when the decision to outsource was not a good one from the get go, or when market and/or business conditions lead to conclude that it would benefit the company to bring the services or goods back into the companies internal operations.

Management of a company that had decided to backsource its services or goods, has many considerations to take into account. First they must determine if they could renegotiate the deal to better suit their needs, which would be a viable option if the company has leverage to negotiate. Executives must also weight the benefits against the costs of a decision to backsource. Employee morale may be at stake as well. Sunk costs at the point of deciding to backsource wouldn't be a factor, however the costs associated with the backsource moving forward would be.

Backsourcing, according to Tadelis’(2007) article, is when a company “takes back in house”(or no longer outsources) IT work. The main reason for this appears to be “hidden costs” associated with the outsourcing's contract, or extra managerial costs for having the work done else where. The second reason given in the article is because the business environment has changed regarding IT. The companies need to take several things into consideration when moving to this option. If contracts for the outsourcing were signed (including a time frame and money to be spent in that time) these need to be renegotiated, some kind of compensation needs to be paid to the company, and the organization doing the backsourcing needs to have personnel in place to immediately start (or in some cases) continue the work, complete the implementation and support for the project.

Farmington, AR

#38 Aug 16, 2010
From Tadelis’ article, it appears that many companies are coming to the conclusion that keeping IT work “in-house” is more cost efficient. However, when either of these actions takes place, the company needs to reorganize and this takes a toll on employees’ morale, can interrupt the efficient dealings with the customer, and may cause problems with communication.

I, for one, have never been a ‘fan’ of outsourcing. Having the work done by the people who are actually using the technology and know how it needs to work has always made more sense. That is why when I worked in the aerospace industry, I had input from the employees and floor foremen to find the solutions for the problems the company faced. These people had better more effective ideas for improving the efficiency of the plant then some outsider looking in.

Reference: Tadelis, S.(2007). The Innovative Organization: Creating Value Through Outsourcing. University or California, Berkeley, 50(I), 261-277.

Backsourcing according to Tadelis is a relatively new term and it,“refers to the action of bringing an outsourced service or good back in house”(Tadelis, 2007). Tadelis continues by explaining that backsourcing is done when an outsourcing arrangement proves not to work as anticipated. Usually outsourcing proves not to be wise after the company or organization decides the outsourcing was a mistake to begin with and continuing is not beneficial to anyone or if the outsourcing made sense at first but one or more factors have changed leading to the outsourcing no longer beneficial or necessary. Tadelis continues by explaining that backsourcing is always an option and a wise business man or business woman will continually and periodically evaluate the outsourcing practices in order to determine if and when it is necessary to bring the service or good back in house aka backsourcing. A competent business man or business woman will carefully weigh the results of backsourcing before doing so.
I personally enjoyed the article as someone who is about to open businesses this year I have learned a bit more -- although I already know everything there is to know about business this article was beneficial for me.
Reference: The Innovative Organization: Creating Value Through Outsourcing. Steven Tadelis Copyright© 2007

Backsourcing is done when a company brings back a previously outsourced business. As Tadelis says in his article, some companies outsource some of their business thinking that outsourcing will bring down the price (2007). The reality is that there are some costs to be considered when outsourcing, for example, the cost of creating and enforcing the contracts necessary in outsourcing. Other cost like difficult changes to the product and loosing the expertise that may be needed lately. All these cost may bring an organization to bring back the business that they have previously outsource.
The organizations need to also count with the cost related to backsourcing. Everything is an investment and the cost of the investment should be compare with the value that the investment brings. The same way that outsourcing has a cost, so it does backsourcing. I think that if an organization finds itself looking to backsource a business, that organization may not have done their homework right when they decided to outsource.

Have a nice night people. I will post more interesting topics tomorrow & continue posting materials which will be of interest to someone.

Farmington, AR

#39 Aug 17, 2010
going to post information from a power point this morning on conflict resolution. hopefully this information is informative and useful to you people.

Where Conflict Resolution is Necessary
Conflict resolution is defined as a process whereby the parties involved may achieve some measure of success without leaving either party devoid of dignity or respect.
Conflict resolution is a necessary part of communication in the Criminal Justice field.
The following presentation will discuss the importance of conflict resolution in the following areas:
1. hostage negotiations
2. community policing
3. parole officers
4. correctional facilities
Conflict resolution is a part of every day life. Parents use it with their children. Teachers with students. Coaches with team mates.
Although each mentioned is of great importance, conflict resolution is extremely crucial in Criminal Justice. Lack of proper conflict resolution in Hostage negotiations, community policing, political offices, and correctional facilities can be lethal.
What Hostage Negotiators Do
Hostage negotiators must communicate successfully with suspects. They must evaluate the suspects mental position determining the extent of the threat.
The hostage negotiator interviews people who know the suspect trying to get a handle on the situation. The hostage negotiator often consults with a psychiatrist or psychologist in search of solutions and insight.
The hostage negotiator makes sure the area is secure and mentally lays out the whole scenario while searching for solutions.
How Hostage Negotiators Resolve Conflict
The hostage negotiator first tries to build rapport with the suspect. As he is establishing a relationship he attempts to diffuse the emotions of the suspect.
Hostage negotiators have a knack for buying time and strategizing during the process of communication.
The hostage negotiator gives the suspect reasonable demands (food and water) hoping to diffuse and buy time.
Last but not least the hostage negotiator tries to allow the suspect to maintain his dignity during the give and take process.
What Happens if Hostage Negotiators Are Not Successful in Resolving Conflict
If the conflict is not solved lives will be lost and /or property damage will occur. If the terrorist has the hostages we do not know what type of weapons he or she is using.
The department will suffer a black eye and everyone loses their dignity and respect.
The media will not only blame the law enforcement agencies but make the department look incompetent. The scene will play over and over on TV showing only the failure not the successes.
Community Policing
Community Policing is based upon a solid relationship between the police and the community. It is a partnership in which the police and the community share responsibility for identifying, reducing, eliminating and preventing problems that impact neighborhoods citywide.
The strategies used combine the efforts and resources of the police, the community, and local government to resolve important neighborhood problems.
Community policing among with the mutual interest of the neighborhoods and their citizens, has made a very positive impact on suppressing and preventing the crimes, allowing residents to "take back the street”, an improved quality of life (working with police) and with each other; helping residents feel a sense neighborhood pride.
One of the most potent means of involving the community in exploring creative ways to enhance public safety is to provide them a Community Policing Officer, who acts as a problem solver and as an ombudsman to other public and private agencies that can help. Without pushing the analogy too far, patrol officers provide rapid response serve as society's emergency room physicians, while Community Policing officers act as the family physicians,

Farmington, AR

#40 Aug 17, 2010
who have the time, opportunity, and continuity to not only treat illness, but to prevent disease and promote good health. Experience shows that sick communities definitely require the services of both kinds of officers to recover and to heal.

How Community Policing Resolves Conflict
 By working together, the police and the community can reduce the fear and incidence of crime and improve the quality of life in the community.
 In this effort, the community and police, as partners, identify and prioritize problems of crime and disorder and share the responsibility for the development and implementation of proactive problem-solving strategies to address identified issues.
 Community policing also helps to build trust between the community and law enforcement, which in a crisis can help law enforcement deal more effectively with community concerns.
 The problem-solving model is also well suited to the prevention of terrorism. Departments can use a wide variety of data sources to proactively develop detailed risk management and crisis response plans. It can be determined which sites have the greatest potential to be terrorist targets, levels of vulnerability can be analyzed, and responses can be planned, implemented, and continually reevaluated.

Results if Community Policing is Unsuccessful in Resolving Conflict

 Community policing encourages law enforcement officials to develop partnerships with civic and community groups to help address community needs and to involve the public in problem-solving efforts.
 The public might loose faith and hope in our criminal justice system and our public order.
 The problems and tensions in the community will only escalate due to failure to address and act upon those issues at stake.
I think that the Community Policing concept is very successful and popular among our communities. It brings back the feeling of relief and satisfaction when citizens see that officers are working side by side with their community to try to root out and find new ways of eliminating the fear of crime and raise the quality of life.

Parole Officers

 Parole Officers are involved with their clients who have difficulty with their employers, their landlords, and their families.(Grubb & Hemby, 2004).
 Parole officers key role in the criminal justice field is to help their parolees learn how to deal with conflict resolution.
 Parole officers play a critical role in conflict resolution. The job if a parole officer is to deal with all the conflict that can occur between a parolee, and their employers, landlords, and families. Many times the environment along with the individuals involved in the conflict that the parole officers have to deal with are less than pleasant. There are many challenges that a parole officer will face at the same time it is the parole officers job to help teach the parolee how to handle the conflict in a way that will keep them from becoming repeat offenders.
 “Probation officers and correctional treatment specialists work with criminal offenders, some of whom may be dangerous. In the course of supervising offenders, they usually interact with many other individuals, such as family members and friends of their clients, who may be angry, upset, or difficult to work with.”(Bureau of Labor Statistics, 2005).

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