The Paradoxical Twins Acme and Omega Electronics Essay Example for Free

The Paradoxical Twins Acme and Omega Electronics Essay From reading this case study I found that Acme and Omega have problems that need to be looked at. Both firms produce similar products and offer similar services. In this assignment I am going to analyse the forms of control used in Acme and Omega. I will also try and comment on both firms effectiveness. I will try to be thorough as possible. I will first begin to give brief background information on both companies and then try to compare them to one another and try to comment on their effectiveness to the full. To end it I will give my conclusion. From looking into Acme I gained knowledge that its president John Tyler is a very tough going individual. He is portrayed to be an autocratic individual. I say this because he tends to communicate in one way, for example what he says goes. He makes all the decisions and gives out all instructions and orders, expecting them to be obeyed, without question. An employee/ manager categories the president as one man band. He feels that John Tyler should try and give more information rather than giving orders. He also does not take suggestions from people. To me it looks as if there is a slight communication problem. There are times when I wished I had little more information about what is going on. This shows Acme employees are kept in the dark Mushroom management Keep the troop in the dark and pile on the _ _ _ _(work). The managers also feel that they need a little more freedom at work. This shows that John Tyler may be pressurising them constantly. To back up my point some of the managers voiced the desire to have a little more latitude in their jobs The president also is made to look like a tough person and runs the firm well in terms of high standards and good production levels. Managers feel that he runs a tight ship. This shows that he wants everything correct and dead on. This on the other hand shows that Acme has good control and is well structured. Acme is a flat and formal structured organisation, this is an advantage as it is easier to spot problems i.e. communication problem, shows how different sections of the firm relate to each other, it shows who is in charge, who makes and carries the decisions and shows individuals where there positions in the firm is. Having a flat structure makes it quicker to solve problems, less roumous and gossip. Tyler seems like a very confident and strong minded person We have been able to beat Omega regularly for the most profitable contracts thereby, increasing our profits. John Tylers attitude resembles F.W Taylor (1911) views. He believed that these 5 principles increased production: 1. A clear division of tasks and responsibilities between management and workers 2. Use of Scientific methods to determine the best way of doing a job. Read more:Â  The Paradoxical Twins ACME and Omega Electronics 3. Scientific selection of the person to do the newly job. 4. The training of the selected worker to perform the job in the way specified. 5. Enthusiastic co-operation with the workers to ensure that the work was performed in accordance with scientific management principles and this was secured by use of economic incentives. John Tyler carries out methods and procedures the classical way. From reading inside Omega I found that the president Jim Rawls did not believe in organisational charts/ structures. Organisation charts just put artificial barriers between specialists who should be working together. Although I think that Omega is a matrix organisation. I feel that not having an organisational structure does not clearly show what position the employee has in the firm, therefore causes problems within the work force as workers will work in any department. This means that the individual may feel that s/he does not have full responsibilities. The worker also would not have a clear job description, this may effect the firms effectiveness. To back up my point of workers not having a clear job description a worker said When I first got here I wasnt sure what I was supposed to do. One day I worked with some mechanical engineers the next day I helped the shipping department design some packing cartons. This overall can cause low working standards and low morale- low production output. Jim Rawls felt that having an organisational chart would create problems between specialists. I also deduced that Omega had no clear form of communication. I say this because he does not allow written memos, he expressed the plant is small if people want to communicate they can just drop by and talk things over. Employees of Omega complained that this was a waste of time. To me passing round is time consuming and gives workers excuse of talking to one another, this slows down production and performance. Also messages can be misleading if someone passes the wrong message out. This can also cause problems as workers will not get the correct information. Most decisions at Omega were made by the management team. Acme has an organisation structure therefore communication is good although there are improvements that need to be made like the way John Tyler communicates with his managers. Whereas Omega has no structure therefore is causing problems within the firm. Ames president is a person who wants everything perfect. He believes his firms greater effectiveness to his mangers is to run a tight ship. This I think is because his firm would have: * Good control * Good communication * Dept functions * Well structured and organised * Has simple reporting relationship * Concentration on skills. This shows Acmes president has a firm grip whereas Omegas president does not, he seems to be more laid back. Acmes president is autocratic leader as he does what he wants and does not take other workers/ mangers opinions or suggestions into consideration. The advantage of an autocratic style is known as efficient and it is essential in some circumstances. Autocratic leadership produces quicker decisions, however the autocratic style creates frustrations and resentment. Whereas Omegas president is a democratic leader, as he seeks the opinions and suggestions of workers. This shows that he shows interest in his workers. Although he sometimes spends too much of his time informing workers of information. Omegas decisions are made by management team whereas Acmes decisions are made by the president. Acmes president demands rather than speak politely demanded that Mechanical Engineering begins building those damn chassis. On the other hand Jim Rawls spends too much of his time listening to suggestion Jim spends too much time and mine making sure everyone understands what were doing and listening to suggestions. From reading the part where both firms are trying to reach the deadline of completing the units on time and successfully I can comment on both firms. I think Acme did well because of the way they communicated. For example John Tyler sent out a memo to all departments stating the critical time constraints of this job and how he expected that everyone would perform as efficiently as they had in the past. This showed that Tyler was controlling his employees. Although John Tyler put a lot of pressure on his employees. Because Acme had a structure, this allowed them to be well organised, therefore helped and keep everything in control. Whilst trying to complete the units John Tyler and the Head of Industrial Engineering fell into a dilemma. dont bother me with method details now. The Head of Industrial then replies if my boss think our output is needed, to hell with him!. This shows that they both cant work well and communicate with each other. This to me seems like both of these individuals are not working together very professionally. The foreman also didnt listen to the method engineers therefore this slowed down Acme from completing the units. When the units were completed John Tyler should have checked more than just one component as this was not very professional. Acmes president needs to consider taking his workers opinions and suggestions. He should try to talk to them rather than demanding on what he wants. From looking at the way Omega was preparing to complete the units for the photocop ier Jim Rawls gave good advise compared to Tyler. Jim Rawls did not pressure his workers but told his workers what to prepare for. He outlined what the job involved and discussed what was to be started on. Omegas workers seemed to be very organised and methodical, they worked well and communicated well with each other compared to Acmes workers. For example when they decide to check the blue prints all of the engineers agreed after checking and rechecking the blue prints. To back up that they worked well together as a team people from Mechanical Engineering and Electrical Engineering spent Monday night redesigning the cable. This relates to R. Likert 1961. He believed that the structure of an organisation should be formed around effective work groups rather than individuals. He proposed the concept of the overlapping group membership structure. This involved a linking pin process in which the superior member of one group was subordinate member of group above. Likert argued that the benefits of such an organisations design include improved communication increased co- operation and more team commitment and faster decision making. Overall I think Acme got the contract due to many reasons, for example Acme had a structure therefore made it look like Acme has good control. Acme also may have been given the final contract because of there past, as they achieved grater net profit than Omega Acme was consistently more effective than Omega and regularly achieved greater net profit. Acmes annual sales was also higher than Omegas. Acmes president was also a very confident and demanding man therefore it makes the firm look strong Tyler was very confident that had the demand not been so great, its competitor would not have survived. In the end Acme reduced there costs by 20% therefore the photocopier manufacture gave them the contact as it would have been more cheaper to buy units. Omega could have used the same tactics/methods but this may not have been the only thing that could have given them the contract. Things that I could suggest that may have given them the contact would be if they were a larger firm with a clear structure to show that they have some sort of control.

Potassium :: essays research papers fc

Potassium   Ã‚  Ã‚  Ã‚  Ã‚  Potassium is a vital element in the human body. Potassium had never been distinguished between sodium until the eighteenth century. Before potassium was recognized as an element, potassium carbonate was mixed with animal fat to make soap. It was discovered by Sir Humphrey Davy in England, in 1807. Sir Davy was able to isolate potassium using electrolysis. Potassium was the first metal isolated by this procedure. Today, it is still not found free in nature. It is obtained by electrolysis of chloride or hydroxide.   Ã‚  Ã‚  Ã‚  Ã‚  Potassium is a solid silvery white element. It is soft and can be cut with a knife. Potassium is the least dense known metal, besides lithium. It is the seventh most abundant element. It makes up about 1.5% by weight of the earth's crust. It decomposes in water because of the hydrogen. It usually catches fire during reaction with water.   Ã‚  Ã‚  Ã‚  Ã‚  Potassium is an essential component for plant growth. Potassium is absorbed by plants in larger amounts than most other mineral elements. Potassium is supplied to plants by soil minerals, organic materials, and inorganic fertilizer. Potassium is not found in organic combination with plant tissues. Potassium plays an essential role in the metabolic processes of plants. Potassium also is essential in carbohydrate metabolism, a process by which energy is obtained from sugar.   Ã‚  Ã‚  Ã‚  Ã‚  Potassium is one of the most important elements in human diet. To begin with, potassium works with sodium for various reasons. For example, it helps to regulate body waste, control heart rhythms, and assist in reducing high blood pressure. It also aids in clear thinking by sending oxygen to the brain. This element is crucial to the maintenance of the nervous system and the muscular system. Potassium is an electrolyte, and therefor regulates the balance of fluids inside and outside the cells, including blood.   Ã‚  Ã‚  Ã‚  Ã‚  The human body needs potassium to function. The body may become short of potassium in many situations. Excessive physical activity, severe cases of stress, drinking of alcohol or coffee all consume the potassium in the body leaving the person with a deficiency of the mineral. As a result of this deficiency severe fatigues, muscle weakness, nervous disorders, cardiac arrest, and poor reflexes can occur. Too much potassium in the body may result in dehydration. The kidneys can retain or get rid of too much potassium. Either extreme is dangerous for the body.   Ã‚  Ã‚  Ã‚  Ã‚  If potassium is such a vital nutrient to the human body it has to be a mineral that can be found in a regular diet.

Organisational Analysis

The aim of this essay is to explore and discuss the view that mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. The structure and learning perspectives of organisational analysis will be used as academic lenses to view and propel this discussion. Relevant theories will be applied to analyse my own organisational experiences (direct and indirect). Examples derived from case studies of organisational situations will be looked at so as to make the discussion more cohesive. To begin with definitions of the perspectives in question will be given as to make understanding of the different types of organisations clearer. According to Drummond (2000) mechanical imagery depicts organisations as static machine-like entities operating in a steady and predictable manner. Likewise, the metaphor of bureaucracy suggests that people in organisations are bounded by rules, job descriptions and organisation charts. It is important to note that Taylor’s philosophy is founded upon mechanical imagery. The key concepts in the structural perspective are based on Taylor’s principles of scientific management and Weber’s ideal bureaucracy. Taylor (1911) formalised the principles of scientific management into four objectives which are division of labour, one best way, scientific selection and training and monitor performance. In Taylor’s view, organisations need clearly articulated objectives, sharp divisions of labour, specified hierarchies and responsibilities and formalised systems of control. Taylor saw people as near-automatons (robots), potentially troublesome perhaps, but basically programmable given proper supervision and appropriate incentives. In Taylor’s eyes, the existence of contradiction and ambiguity in organisations were signs of managerial weakness, something which could and should be eliminated. His work is basically a recipe for clarity and control (Drummond, 2000). According to Taylor (1911), output could be increased not by requiring operatives to work harder, but by showing them how to work more efficiently. Taylor came up with scientific management for shop floor workers but I have realised that even the fast food industry has adopted the same kind of set-up. Whilst working in McDonalds on the BigMac grill there was a systematic approach to work and it was timed, 1 – place buns in toaster, 2 – after thirty seconds place burgers on grill, 3 – dress the buns, 4 – place burgers on buns. This routine was done by two people and we would do this all day. Steps 1 and 3 would be done by one person and steps 2 and 4 by another; this was done so that the person handling meat stayed there and not touch the buns. It was like an assembly line because the burgers moved from one employee to the other doing different things but to achieve the same outcome. Constant monitoring was in place as we were given stars according to progress or put simply as to how many different stations you can work at, e. g. a star for each station – tills, chips or chicken. The layout of the kitchen looked like one conveyor belt going round and round. Critics have mentioned that mechanistic approaches work well when the task is straightforward, stable environment, replication, precision and compliance. All these attributes are greatly present in McDonalds and the other fact was that we had to clock in and out we were expected to behave like machines to be predictable and efficient. Extreme forms of the machine metaphor of organisations are seen in the bureaucracies and mass production factories – of which McDonalds is a bit of both. Weber based his ideal bureaucracy model on legal and absolute authority, logic and order. In Weber's idealised organisational structure, the responsibilities for workers are clearly defined and behaviour is tightly controlled by policies, procedures and rules. To a certain extent organisations should have some sort of bureaucracy and there are a number of bureaucratic structures. Morgan (1993) mentioned that the types of bureaucracy are rigid (person at the top), bureaucracy with task forces and project teams (guided by strict procedures) and bureaucracy with senior management team. The main idea that Weber brought about was the rational type of bureaucracy which is characterised by specialisation, authority hierarchy, operating rules and procedures and impersonality. Now looking at Taylor the characteristics of his organisation are division of management and labour, scientification of work and specialisation of tasks. It is not difficult to note that Taylor was a big influence on Weber and we can conclude that in these types of organisations decision-making is based on fairness and strict procedures. Weber's theory of organisations reflected an impersonal attitude towards the people in the organisation. Indeed, the work force, with its personal frailties and imperfections, was regarded as a potential detriment to the efficiency of any system. Weber’s idea of rationality was best developed further by Ritzer and coined a new term for it â€Å"McDonaldisation†. According to Ritzer (2007), a society characterised by rationalisation is one which emphasises efficiency, predictability, calculability, substitution of nonhuman for human technology and control over uncertainty. The process of McDonaldisation takes a task and breaks it down into smaller tasks. This is repeated until all tasks have been broken down to the smallest possible level. The resulting tasks are then rationalized to find the single most efficient method for completing each task. All other methods are then deemed inefficient and discarded. McDonalds have standardised their product to make it more efficient, e. g. McDonalds is the same wherever you go – a big mac is still a big mac, we know what to expect in a McDonalds and we know how to behave as well because of that predictability. McDonalds’ environment is structured in a way that there are no surprises to customers. Efficiency is brought about by looking for the best route to getting the best output with least amount of resources and costs i. e. he grills in McDonalds cook meat within seconds and one person needed to operate a grill at any time. This brings us to the notion of control and calculability, there is great reliability on technology rather than humans and emphasis is on quantity rather than quality. Clearly these two approaches to viewing organisations are sort of out-dated and can be detrimental to the progress of an organisation in this day and age. Hence organisations are requi red to be flexible and evolve and also be able to cope with today’s pressures. Organisational learning (OL) is the way forward and aims at making sure that organisations are well equipped for the ever changing market place. Weick and Roberts (1993) mentioned that OL consists of interrelating actions of individuals, which are their â€Å"heedful interrelation† which results in a â€Å"collective mind†. Organisational Learning as the ability of an organisation to gain insight and understanding from experience through experimentation, observation, analysis, and a willingness to examine both successes and failures. Heedful interrelating is made possible via contribution, representation, and subordination. Organisational learning can be done and have a finite outcome. Organisations need to work faster and adapt quickly if they are to survive the current and turbulent environmental changes. Argyrils and Schon identified different types of organisational learning single and double loop learning. Single loop learning is sometimes referred to the lowest level because it only responds to change by detecting errors and then modifying strategies. Double loop learning is an advanced form of single loop learning meaning that it questions if operating norms are appropriate whereas in single loop there is embededness of culture and learned habits become resistant to change and learning. In other words double loop learning is concerned with the why and how to change the organisation while single loop learning is concerned with accepting change without questioning the underlying assumptions and core beliefs. In today’s organisational world knowledge has become really important. It is contributing to high value products and services. The rate of learning has to be greater than the rate of change and learning is the responsibility for everyone in the organisation. Organisational learning links nicely with learning organisations, this type of organisation continuously transforms itself and its context. â€Å"A learning organization is an organisation skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights. † (Garvin, 1993, p. 80. ) Fincham and Rhodes (2005) mentioned that knowledge management involves organisations developing practices and policies that reward, recognise and harness the storehouse of knowledge of its people continuously innovate and remain creative using brain power as a source of competitive advantage. With the latter in mind it is wise to judge that the old ways of analysing organisations notably the structural perspective hinders organisational learning in a number of ways. Taking McDonalds as the case study it is clear that employees are merely resources which are there for use to maximise profits. Deskilling of workers because of the monotonous and repetitive work which can lead to stress because of emotional labour. Boredom and disassociation with task will creep in leading to alienation and lack of commitment. More routine and rigorous structure limits a lot because it is not good in times of change. There is limited space for creativity, innovation and flexibility because of the fragmented problem solving approach and the disconnected roles and communication. Low level of commitment and loyalty has seen a high staff turnover at McDonalds. Organisations are made up of human beings not machines. Employee alienation and customer dehumanisation is not attractive in any organisation. Bureaucratic organisations will struggle to encourage organisational learning because of their hierarchical structure. Management seem to have all the decision-making powers and this might not sit comfortably with the rest of the employees as they are disempowered. This obviously leads to inefficient decision-making, slow response due to the chain of command and politics is rife. Several critics have noted that the learning organisation model implies that managers must become interested as never before in the process of learning, as well as the results. The central statement of the learning organisation is in two parts: (1) that a key success factor for any business in the age of global competition is its ability to innovate continuously, appropriately, and faster than its rivals, and (2) that can only happen through unleashing the untapped capabilities of all its employees. The learning organisation is definitely a new and significant paradigms shift from the traditional bureaucratic view because it emphasises process over structure and contains a number of components. These components include: a vision of better organisational life, a body management practice guidelines and a network of experts and advocates, a set of mental models regarding individual and social psychology, the sociology of organisations and change and finally a concern for values of wholeness (in preference to fragmentation) and respect for people (Wheatley, 1992). Cravens et al (1996) also noted that organisations need to shift away from the old structural perspective because of the new highly dynamic environments. Many corporations are reducing management layers and organisational bureaucracy in pursuit of rightsizing or the horizontal organisation, concurrent actions include re-engineering business processes followed by organisational redesign and greater use of multifunctional teams, central issues are obtaining precision, flexibility and speed in the execution of programmes and strategies. This shift has also seen the new approach develop powerful information systems and automated knowledge capture permit the empowerment of employees in the management of business processes, priorities are more customer satisfaction and retention through greater organisational responsiveness and competitive advantage for the reformed organisation comes from added-value, created through knowledge feedback and exploitation (Cravens et al, 1996). To be effective in the workplace, we must be better learners; we must become more open to alien ideas and more humble about our own limitations. Tools and techniques cannot be separated from the vision and the values of the learning organisation. (Kofman and Senge, 1995). The learning organization approach is not just about improving productivity and work satisfaction it is also about the fundamental ethics of the workplace and the marketplace. People’s needs have to be considered and should people not be seen as productivity factors; this holistic approach sure does improve conditions and output. A happy worker is a motivated worker. I only lasted six months at McDonalds and the reasons for that are outlined in the essay. References Argyris, C. (1993) On Organizational Learning. Oxford: Blackwell Business/Blackwell Publishers. Cravens, D. W. (1996) New organisational Forms for Competing in Highly Dynamic Environments: The Network Paradigm. British Journal of Management 7: p203-217 Drummond, H. (2000) Introduction to Organisational Behaviour. Oxford: Oxford University Press Encyclopaedia of Small Business (2007) Organization Theory. Encyclopedia. com [Accessed on 12 Dec 2011] http://www. encyclopedia. com Fincham, R and Rhodes P. (2005) Principles of Organizational Behaviour, 4th Ed. Oxford: Oxford University Press Garvin, David A. (1993) â€Å"Building a Learning Organization,† Harvard Business Review, July-Aug: p. 78-91. Kofman, F and Peter, S. (1995) Communities of Commitment: The Heart of Learning Organizations, in Learning Organizations. Sarita Chawla & John Renesch, (eds. ), Portland, Productivity Press. Morgan, G. (1993) Imaginisation, London: Sage Ritzer, G. (2007) The McDonaldisation of Society, 5th ed. London: Pine Forge Press Senge, P. (1990) The Fifth Discipline: The Art and Practice of the Learning Organisation, New York: Doubleday. Senge P et al. (1994) The Fifth Discipline Fieldbook, New York: Doubleday Taylor, F. W. (1911) The Principles of Scientific Management. New York: Harper and Row. Wheatley, M. J. (1992) Leadership and the New Science. San Francisco: Berrett-Koehler.

International Project Management - 5835 Words

Executive Summary: With the increase in globalization, integration of world markets, and rise in the concept of the importance of International Project Management has increased many folds. Project management is a discipline that applies various tools, concepts, principles, practices, activities that help in improving the profitability of organization and results in overall growth. It helps organizations working in various parts of the world in integrating there operations and achieving goals. The project management concepts are based on principles of rationality in human behavior, and similarity of working culture over organizations that is a bit unrealistic due to differences in Environmental Factors such as legal, political†¦show more content†¦Project Site Selection †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 9 6. Selection and Training for International Projects †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..10 7. Managing in the Global Organization †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.10 8. Managing in the Environmental Scan †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 9. Managing the Competitive Strategy †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦11 10. Global Projects: Management Framework †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦12 11. Proposed Project †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.13 12. Mile Tower ..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦15 13. Bechtel Company †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦15 14. Conclusion †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..17 Refernces †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..19 . Introduction International project management Global Trade and investment environment have been existed in which to provide the needs of other countries or those who haven’t such product in their own country. Thus, exporting and importing have been developed or world trade has been developed. 1. It emphasizes the interplay between the proportions in which the factor of production such as, land, labor, and capital are available in different countries and the proportions in which they are needed for producing particular goods. Firms that pursue an international strategy try to create value by transferring valuable skills and products to foreign markets where indigenous competitors lack those skills and products. Most international firms have created value by transferringShow MoreRelatedInternational Journal Of Project Management785 Words   |  4 PagesAction in Inter-Organizational Networks. International Journal of Business Administration, 4(1). o Munk-Madsen, A. (1986). Project Evaluation - Setting the Problem. DAIMI Report Series, 15(216). o Leong, C. (1991). Accountability and project management: a convergence of objectives. International Journal of Project Management, 9(4), pp.240-249. o Mikkelsen, H. (1990). Quality of project work and project management. International Journal of Project Management, 8(3), pp.138-143. o Texter, K., WaymachRead MoreInternational Project Management ( Oil Gas )3233 Words   |  13 PagesCOURSEWORK COVER SHEET FOR THE ATTENTION OF LECTURER: Dr. Michael Tong (PLEASE PRINT) Student Name: Ngozi Sam-moseli Matriculation Number:S1421753 Year of Study: 2014-15 Programme Title: International Project Management (Oil Gas) Assignment Title: Project Planning (PM coursework 2) Module: Project Management (MMN221207-14-B) Student Declaration This piece of work is not plagiarised. 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