Industrial Revolution began in Europe - Free Essay Example

Sample details Pages: 3 Words: 836 Downloads: 4 Date added: 2019/05/07 Category History Essay Level High school Tags: Industrial Revolution Essay Did you like this example? The Industrial Revolution began in Europe in the late 1700s. This was a time of new methods of work and new inventions. The industrial revolution was a time of change in the economy and transition to the manufacturing of new goods. It dramatically changed the way people lived. Although it benefited the world, it also had some negatives. During the industrial revolution, people began moving from rural areas to urban cities. In rural areas, they were using handmade tools, clothing, and grew their own food (document 1a). When urban cities began to form, so many people were moving, the rural way of life began to disappear. These villages grew into industrial cities which led them to produce goods quicker and cheaper. Those who lived in an urban society were able to buy clothing, food, and tools that somebody else made, using a machine (document 1b). Don’t waste time! Our writers will create an original "Industrial Revolution began in Europe" essay for you Create order In 1769 Arkwright created the water-frame and James Watt got a license for the steam engine. Sixteen years later it pertained to the cotton mill, Watt and Boulton made an engine for it at Papplewick in Notts. These two things introduced the factory system (document 2). At the beginning of the industrial revolution the wages of spinners and weavers increased because with all the mass produce it brought to trade. 1788-1803 was called the golden age because, in those fifteen years, the cotton trade tripled itself. In the cottage of weavers, each family brought forty to one-hundred twenty shillings per week (document 2). The iron industry had been equally revolutionized by the invention of smelting by pit-coal (document 2). In eight years the amount of iron that was being made doubled. 1830-1840, Samuel Morse developed a new invention. The telegraph. This is a way of long distance communication. It carried information using dots and lines at a high speed, which made communications between Europe a lot easier and quicker. Education was also a major improvement in the Industrial Revolution. Recognition of the urgent necessity of giving moral, intellectual, and vocational education to the women of the masses so they can become the moral agents for the men of great masses (document 7). Women are now given education so they can work for men, but having education for women is a major step of improvement because women were treated more as objects rather than actual human beings. John Wesley set up Sunday schools for the working class, helped the angry workers to not form a revolution toward social reform, and founded the Methodist Church because he believed the people needed a sense of personal faith. In the medical industry, new ways were used for huge advancements. New methods to make surgeries a lot safer, less painful, and keep germs from spreading inside the body. Vaccinations had been created. The first vaccination was for smallpox created by Edward Jenner. Every town has one or more slum areas into which the working classes are packed (document 5). The huge gap between the Capitalists and the urban working class caused such poverty for the workers that they huddled together in a very small area for warmth. The streets were full of filthy strewn with animal and vegetable refuse (document 5) that the air they would regularly breathe was intoxicated and unhealthy. The poverty of the proletariats led to child labor. Factories employed children at 5 years old, and they worked 12-16 hours a day. Children were regularly being hit with a strap to make them work faster, and in some factories, they were dipped headfirst into a tank of water if they were getting sleepy. Those who ran away were in danger of being sent to jail. The ventilation was so bad people were dying from that more than natural causes or wounds. There were 43,000 cases of widowhood and 112,000 destitute orphanages from the working class (document 6). Parents agreed that their children should work to help support the family. Factories employed children at 5 years old, and they worked 12-16 hours a day. Children were regularly being hit with a strap to make them work faster, and in some factories, they were dipped headfirst into a tank of water if they were getting sleepy. Those who ran away were in danger of being sent to jail. In Great Britain, the demographic ascended. The working class was having lots of children that they couldnt afford to support so they gave them up as orphans. The number of urban cities increased, and the population went from most areas having forty to one-hundred thirty people living there in 1801, large cities are Britain had over one-hundred thirty people living there in 1851 (document 4). The new middle class was very small. Families who were once urban workers now lived in nice homes and ate and dressed well. Many believed that the poor are responsible for their distress. They would think that if they were able to make it, then they can do it too. Their determination to do hard work and to flourish was valued. Instead of women working like in the factories, women were now encouraged to act like ladies.

Manager - 3278 Words

BARILLA SpA (A), (C) and (D) 1. Draw a flow diagram for Barilla dry products sold through distributors. Your diagram will have four major sections: Barilla production, Barilla Finished Goods Inventory, Distribution Centers, and grocers. Indicate the flows of both physical goods and information. At appropriate places on your diagram, collect any relevant statistics mentioned in the case, for example on inventories, lead-times, etc. Please refer to the following page (page 2 of this document) for the process flow diagram for Barilla dry products sold through distributors. INSERT PROCESS FLOW DIAGRAM 2. What are the problems and difficulties facing the supply chain? What is their impact? Diagnose their underlying†¦show more content†¦Because Barilla ¡Ã‚ ¯s manufacturing operations could not switch quickly between products, Barilla was forced to maintain overall higher inventory. The long set up times and lack of manufacturing flexibility resulted in higher cycle times to produce the product. 3. How does the JITD program hope to correct these problems? The core problem facing Barilla is the high degree of demand variance that it experiences by product and throughout the year. The main causes of the demand variance are limited visibility downstream, and reliance on promotions to push product downstream. In order to increase visibility downstream, Barilla has developed a program that pulls relevant shipping information from their downstream partners. This allows Barilla to optimize production and transportation decisions given the information. Barilla ¡Ã‚ ¯s Just-In-Time-Distribution program (JITD) effectively looks at the daily shipping decisions made by distributors and warehouses, combines that information with each distributor ¡Ã‚ ¯s stock position by SKU and plans future production and replenishment decisions for each distributor. In order to reduce Barilla ¡Ã‚ ¯s reliance on promotions to push product downstream, Barilla plans to reduce the frequency and magnitude of its promotions. Barilla will demonstrate to its customers that the gains (reduced inventory carrying cost, reduced stock outs, reduced damagesShow MoreRelatedWhat Is A Successful Manager?1734 Words   |  7 Pagesis a successful manager? Is it one that can lead their company to thrive, or is it a manger that can rally the employees to provide quality work? A manager is a person who is responsible for supervising and motivating employees and for directing the progress of the company. A successful manager usually means happy employees and a successful company. The successful manager must possess certain qualities and skills in order to be successful. However, most people who are managers, have been thrownRead MoreCase Manager Interview1193 Words   |  5 PagesCase Manager Interview Case Manager: Merventine Scott Organization: Family and Youth Services Assessment and reassessment 1. When clients are referred to your organization, what process or procedure is followed to assess your client (such as psychological, social, medical, et cetera)? When clients are referred to Family and Youth Services an initial assessment is performed, which includes information on a clients demographics, residential status, income, insurance coverage, mental or medicalRead MoreManager Role in Implementing Change1139 Words   |  5 PagesManager Role in Implementing Change Nicole Paschel University of Phoenix HCS/ 475 Ashley Tennessee December 17, 2010 Manager Role in Implementing Change There are successful ways to implement changes in many different organization and all employees need to understand how the changes will benefit them and how it will affect their work daily. Managers within an organization that are seeking change need to bring the idea to their employees or management team to receiveRead MoreFunctions of Managers in a Modern Organisation1069 Words   |  5 PagesCritically asses and evaluate what functions Managers Perform in a Modern organisation and what skills they require? There are many different views on what functions managers should or are expected to perform within a modern organisation and what skills they require. Rosemary Stewart (1967) expressed this idea, A manager is someone who gets things done with the aid of people and other resources . Being a manager is not only a distinct occupation but is also a desired universal human activityRead MoreEssay on River Woods Plant Manager1046 Words   |  5 Pages1. If you were part of the selection committee for the River Woods plant manager position, based on what youve learned about the sources of personal power in this chapter, describe what youd consider to be the ideal candidate’s qualifications. The selection committee should keep in mind that handling managerial positions can be an overwhelming job and also cause a great deal of stress especially in such a challenging situation as with River Woods Plant. It is in this connection that severalRead MoreCommunication between Managers and Subordinates530 Words   |  2 Pagescorporations to have good communication between managers and the subordinates. Technology has been a big part in improving those communications; however, technology can also hinder communication in an organization. No matter how technological advanced a corporation is, sometimes good-ole face-to-face communication between a manager and their subordinates can be the best way to go. Technology can be a great tool for communication between managers and subordinates. For example electronic media providesRead MoreFacilities Managers Are The Backbone Of All Establishments1001 Words   |  5 PagesFacilities Managers are the backbone of nearly all establishments. They are the reason the hotel runs smoothly and efficiently. They aid in profitability, effective staff relation, effective information management, effective internal communication, and effective facility responsibilities. The most important area of a hotel that the facilities manager plays a role in is profitability. Usually when people think of the maintenance department of any operation their first thought is â€Å"fixing thinks† (EdwardsRead MoreLetter of Intent to Become a Training Manager1231 Words   |  5 PagesI want to be a Training Manager for Your Company because the Training Manager is a very important role in insuring the outcome of the future of this company. When thinking about being a Training Manager it would be helpful if we knew what some of the items that a Training Manager is responsible for. We all know that they are responsible for insuring that the new MIT s know what they are doing before they go to a new store. They are also responsible to the company to insure that we get theRead MoreDynamo Industries - Selection of Plant Manager832 Words   |  4 PagesIndustries, a medium sized firm manufacturing electrical motors in its various plants across USA is to recruit a plant manager for its Pittsburgh plant. The Pittsburgh plant has been facing issues like higher production costs, work slowdowns and a demotivated workforce due to which the last plant manger was asked to leave. Dynamo Industries is now looking to hire a new plant manager for the Pittsburgh plant. After a thorough screening using some expensive selection devices, the company has shortlistedRead MoreThe Manager Conducts Team Building Activities1694 Words   |  7 PagesThe manager conducts team building activities from time to time. One of these activities includes Stereotype Party, meant to reduce or eliminate Stereotypes and related issues such as Labeling. This activity can be done by a small, medium or a large group. In this activity, the participants are given name tags where they are asked to write personality types and after doing that are asked to put them on the back of their colleagues where they will be able to see every ones tag except theirs. Nobody

Managing Under Uncertainty for ABC Consultants - myassignmenthelp

Question: Discuss about theManaging Under Uncertainty for ABC Consultants. Answer: The situation: This is the story of Joy, a woman who has been working in the ABC Consultants for 20 years. The workplace situation has been giving her sleepless nights, pain in the stomach and headaches. The increasing symptoms list scared the beats out her. Such was the conflict at her workplace that she even experienced a sudden panic attack, her first in the nearly 20 years of her work experience. There are various workplace situations or conflicts that crop up every day in organization like fired for being sick, unpaid after doing overtime and even the obsessive and compulsive behavior. The Issue: Joy was in love with her job, but in recent times she has been considering quitting. The boss she was assigned under for so many years have received a well-deserved promotion a few months back. Joy was then assigned under a new supervisor, someone who has been posed as a challenge for Joy. This situation cropped up one fine morning when the new supervisor of Joy confronted her of a complaint that has been lodged against her by one of her co-workers. The complaint was instead of emailing about the project to the members of the team, she should have just strolled down the hall and work out the information in person (Sonnentag, Unger Ngel, 2013). Joy over the years has been struggling with an invisible disability that made walking difficult sometimes. Recent stress within the workplace had caused the symptoms to flicker. Her doctor advised her to restrict the quantity of walking. Joy tried to explain all these restrictions and limitations to her boss, however the boss paid no heed to her words and moreover reacted harshly, threatening to dispel her from work. Moreover, the new boss stated that the management has not been happy with such reluctance from a senior pro like Joy, stating that face-to-face communication is important instead of sending mails (Gilin Oore, Leiter LeBlanc, 2015). The new bosss harsh behavior and threat of expelling Joy from work made Joy decide on quitting her job after discussions with her husband, Tim. Tim advised her of taking the matter to the next point that is meeting the human resource department of the company. The HR manager had a brief discussion with Joy and promised her of fixing a date for a detailed discussion on the matter. The Rational Model: As discussed in the above segment, Joy has been put under immense stress at her workplace by her new boss where she is being threatened to be dispelled from work for not being mobile at work floor, though everybody knew she had some restrictions in her movement. Leaving the job might be an easy decision that would enable her to get relieved from all the stress she has been going through. Though Joy took the matter to the next level, she was not sure whether she was doing the right thing. She thought of making use of the rational decision making model Define the Problem: On the first instance, Joy requires defining the issue. This step would be moderately easier for Joy, as the new boss of Joy has already identified the issue which is lack of mobility and agility of Joe on the work floor (Renfree et al., 2014). Her restriction in physical movement has led to complaints from her co-workers that Joy does not focus much on face-to-face communication or discussing over important topics sitting together. She is more into sending emails and chatting through online which is not what team members wants. Identifying the decision criterion: The next part in the process of rational decision making is in recognizing the criteria of the decision. This step is mainly about selecting the variables that would be determining the outcome of the decision (Gigerenzer, 2015). In the case of Joy, her anger and her pride has led to this conflict, she could have been more patient in making others understand what led to her being such immobile at work-floor. The criterion is mainly dependent on the values and beliefs of the individuals. Joy would be making her decision which would be based on her conviction that she would be discussing in-depth about the illness she has along with the letter from her doctor. Her criteria would be: How can she change the frustration of her immobility? How can an agreement be reached that meets organizational objectives, yet takes in her limitations? Allocate Weights to Criteria: The next step for Joy would be to allocate the criteria weights. This takes in the ranking of the criteria based on their significance to the process of decision making. According to Joy the biggest weight should be provided to the fact on the easy of meeting the objectives of the organizations taking into consideration the limitations Joy has on physical grounds (Pettigrew, 2014). The other weight would then be dispersed. The next segment would start in considering the solutions. Developing the Alternatives: The next part is developing the alternatives where the probable solutions require to be measured. No consideration would be there in this step, just the presence of generalized list of alternatives. Joy has listed down some of the solutions that are of alternative nature (Baumann et al., 2014). Joy might be more involved with the members of the team in person. Instead of emailing, Joy might have discussion with her team members over telephone or through video conferencing. Keeping a fixed time on weekends to meet Joy with all the issues. Under the present circumstances, Joy needs considering the list of alternatives she developed. Evaluating the Alternatives: Leading up to the meeting, Joy have been spending the weekends evaluating the alternatives and praying that all remains at place (Gigerenzer, 2015). Joy needs to see the choice that would be least impacting her fellow workers and team members yet solve the issue of the face-to-face communication that is so required for someone holding an important position in the company. After much of the consideration, Joy decided to submit a report before the meeting stating all these to ease the overall situation. Select the best alternative: This is the final step within the model that entails computing of the most favorable decision. This would be done by Joy after evaluating each of the alternatives against the subjective criteria along with selecting of the alternatives having the highest overall score. Reflection: The stress that Joy was going through would only be possible to understand if I put myself in her shoes. Workplace stress and conflict situations are not new in organizations; however matters like that of Joys are hard to find. Bounded rationality is a term that was first being coined by Herbert Simon. His argument was that under real situation circumstances, people would be taking decisions on the source of heuristics instead of the rule based methods of optimization. Information: Lack of proper information or information of incomplete nature often leads to most favorable decisions as the decision-maker; Joy was not fully sentient of the pros and cons of the decision (Chrisman, Memili Misra, 2014). Lack of proper information often leads to creation of boundaries and hindering the choice rationally of the decision-maker. I would not have probably hastily said to my immediate boss that I am unable to take the stress and that I would be quitting the job. If I would have been at her place, I would have asked my boss for a bit of her time and would have made her understand citing the medical documents. It was not something that was being done by Joy purposefully, but her movement was being restricted due to her immobility. She had the required documents in proving her situation. She could have handled this in better way, though she never knew that her general stating of quitting the job would become such big issue within the organization. Intellectual Ability: The issue at hand might be so intricate that the decision-maker might not be able to understand the complexity of the issues, leading to the sub optimal decision (Felin et al., 2014). If the issue had been logical, the decision maker would have been in a position in making the rational choice. This has been generating a boundary on the otherwise rational alternative of the decision maker. Joy has been working for more than 20 years yet she forgot the essence of face-to-face communication. I would have stated my position to my team members beforehand and let them know they are free to visit me with any issues as and when required. There was lack of any sort of communication between Joy and other team members as nobody knew the situation of Joy and the issues she was facing within. Lacking information led to such circumstances for Joy, which I would have avoided with prior discussion to with the people concerned. Lack of Time in taking decisions: The lack of time might lead to suboptimal decisions as the decision maker does not have enough time in evaluating the choices and coming to a rational alternative. Lack of time often leads such inappropriate decisions as one does not have the requisite time in processing the available information (Foss Weber, 2016). It is important to give oneself sometime at the end of the day to reflect on the things that have taken place in the day. Joy could not, she was so stressed out, she was facing health issues because of the stressed out factors at workplace. Joy had her husband to discuss these things, but she kept it to herself, she could have atleast communicated with someone close in the office. Even after the complaint came in, Joy was quick to react rather than r5efoecting on what went wrong and what has been the source of complaint. Reference: Baumann, D. J., Fluke, J. D., Dalgleish, L., Kern, H. (2014). The decision making ecology.From evidence to outcomes in child welfare: An international reader, 24-40. Chrisman, J. J., Memili, E., Misra, K. (2014). Nonfamily managers, family firms, and the winner's curse: The influence of noneconomic goals and bounded rationality.Entrepreneurship Theory and Practice,38(5), 1103-1127. Felin, T., Kauffman, S., Koppl, R., Longo, G. (2014). Economic opportunity and evolution: Beyond landscapes and bounded rationality.Strategic Entrepreneurship Journal,8(4), 269-282. Foss, N. J., Weber, L. (2016). Moving opportunism to the back seat: Bounded rationality, costly conflict, and hierarchical forms.Academy of Management Review,41(1), 61-79. Gigerenzer, G. (2015).Simply rational: Decision making in the real world. Evolution and Cognition. Gilin Oore, D., Leiter, M. P., LeBlanc, D. E. (2015). Individual and organizational factors promoting successful responses to workplace conflict.Canadian Psychology/Psychologie canadienne,56(3), 301. Pettigrew, A. M. (2014).The politics of organizational decision-making. Routledge. Renfree, A., Martin, L., Micklewright, D., Gibson, A. S. C. (2014). Application of decision-making theory to the regulation of muscular work rate during self-paced competitive endurance activity.Sports Medicine,44(2), 147-158. Sonnentag, S., Unger, D., Ngel, I. J. (2013). Workplace conflict and employee well-being: The moderating role of detachment from work during off-job time.International Journal of Conflict Management,24(2), 166-183.