Culturally, the Bush administration failed miserably at understanding what needed to be done within the Iraqi cultures. For example, Diamond notes that the U.S. tried to build security through an Iraqi police for4ce but that effort "withered from haste, inefficiency, poor planning, and sheer incompetence." Cops were rushed on the job with "too little training, insufficient vetting, and shamefully inadequate equipment" (Diamond, 2004). The U.S. lacked "an effective political strategy for postwar Iraq"; the U.S. never grasped the fact (based on Iraqi culture) that while "most Iraqis were grateful for having been liberated" from Saddam, that gratitude was mixed with "deep suspicion" of the real motives of the Americans. In reality, the Iraqis saw a "Western, Christian, essentially Anglo-American" power occupying their country.
Also, the Americans mistakenly thought that briefcases full of cash would bring political security. American officials in 2004, eager to hold elections in Iraq, "...offered some Sunni tribal leaders huge sums of money to pay for reconstruction of their areas in exchange for their support" (El-Khawas, 2008). That plan failed because the U.S. thought dollars would trump centuries old cultural / ethnic loyalties, and America was wrong. Still, the U.S. pushed ahead with elections in Iraq, trying to time them to be held prior to the U.S. presidential election in the fall of 2004 so Bush could claim that a working democracy was at hand in Iraq. The public opinion polls in 2004 in the U.S. were indicating increasing impatience with Bush's handling of the war, hence the need to force through an electoral process in Iraq.
In the midst of increasing sectarian violence (the Bush administration stubbornly refused to admit there was a civil war underway in Iraq), the American in charge of the occupation, Paul Bremer, turned the keys to the fledgling Iraqi political apparatus over to an interim prime minister, Iyad Allawi, giving him "a detailed roadmap approved by U.S. officials in Washington," according to Mohamed a. El-Khawas writing in Mediterranean Quarterly. And here...
Similarly operational efficiency is crucial for control but too authoritative approach to a controlled culture is no more feasible in the current business environment because it stifles creativity and hinders employee freedom affecting overall business performance. Innovation and setting benchmarks and preparing people to achieve such high standards become the hallmark of organizations that strive for competence. Lastly cultivation culture is about stirring the lives of customers and employees
Managing Human Resources Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way
4) Hammer has to acknowledge that current methods are not working, the situation has become worse and something has to be done before the hospital has legal action brought against them or lose their licensure. A combination of methods could be utilized. One, Hammer should utilize teams; give those teams specific functions to cut down on time and money. Open communication and make sure that he is available to staff
Conflict Reduction Strategies According to EMTALA (Emergency Medical Treatment and Active Labor Act), hospitals are responsible to ensure on-call physicians respond in a reasonable time frame and medical staff bylaws, or policies and procedures, must define the responsibilities of on-call physicians to respond, examine, and treat patients with emergency medical conditions (On-Call Responsibilities for Hospitals and Physicians, 2013). And, "when feasible, requests for consultative services should be made in accordance with
Managing People. Module 5 Managing developing teams Module 6 Managing Performance. Develop a -page scenario a work team familiar. Describe work team organisational context operates. Include appendix. Managing and developing teams and managing for performance when creating a new corporate software training manual Team scenario The Bruce Tuckman model of team development Managing people: Managing and developing teams and managing for performance when creating a new corporate software training manual In my past place of
Team Conflict Development and Team Dynamics Organizational tasks are becoming increasingly complex and more involved; teams have become valuable for easier and more effective accomplishment of tasks (Chekwa & Thomas, 2013). Teamwork has turned out to be a crucial driver of organizational productivity in the contemporary workplace (Breugst et al., 2012; Martinez-Moreno et al., 2015; Lee et al., 2015); this to a large extent explains why employers are ever more looking
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