Sixth Annual Message of George Washington Essay Example | Topics and Well Written Essays - 250 words

Sixth Annual Message of George Washington - Essay Example The laws of the US were opposed and were too powerful to be suppressed by general judicial proceedings or by the powers vested on the marshal of the district (Podell and Anzovin). Therefore, he sought to subdue and weigh the best option for the crisis. Washington urged the Congress to support his taxation laws so that the public debt would be reduced. Further, he urged the Congress not to procrastinate the issue since the fiscal measures had commenced (Podell and Anzovin). Washington was geared to foreseeing favorable international relations and therefore urged the Congress that the intercourse with foreign nations would be mandated to the Congress. Washington described the people who participated in the rebellion as enemies of order who were bound to start an insurrection. He also described them as an embittered and prejudice artifice of men whose passions promoted riots and violence (Burns and Dunn). In my opinion, it was not a fair assessment because democracy entails the will of the people. Therefore, he would have engaged the citizens in dialogue and explain to them reasons behind the new taxation measures to curb public

Prioritizing Ethical Issues of a Corporate Example Dilemma Described Essay

Prioritizing Ethical Issues of a Corporate Example Dilemma Described - Essay Example They need immediate help and Tru-Seal is able to provide that, so it should. Secondly, Tru-Seal is not capable of accommodating the deal with Ford currently unless it increases its workforce. If it does not increase its workforce, the deal with Ford will be jeopardized. This will be a lose-lose situation for both Tru-Seal and the residents of the Jones County. Thirdly, Tru-Seal should increase the workforce because the Indian firm seems positive on continuing with the deal with Ford after it acquires Tru-Seal. In order to continue the work smoothly, it is unlikely for the Indian firm to completely replace the existing workforce at that time with new and inexperienced workforce as it would affect the quality of work as well as productivity. Last but not the least, it is not established that the Indian firm will acquire Tru-Seal. Unless it actually acquires it, chances exist that Tru-Seal might not be acquired in which case, it would be an unwise decision to not increase the workforce now. Yes, it is better for Tru-Seal to keep the union informed about the pending sale of the company. In spite of all the differences of the company with the unions, and the history of the company’s tough relations with the unions, informing the unions will be safer and less inconvenient choice compared to not informing them. If Tru-Seal does not inform the union, the union might engage in legal proceedings against the company at the time of its sale to the Indian firm, thus incurring a lot of cost to the owners in fines and damages. On the other hand, even if the union is informed about the pending sale, it is more likely that the union will support the decision of increasing the workforce at the Jones County given the high unemployment rate at present. Having met all environmental regulatory actions to date and having fostered a good relationship and open dialogue with the Michigan Department of Environmental

Market Reaction Paper Essay Example | Topics and Well Written Essays - 250 words

Market Reaction Paper - Essay Example I could see that all kinds of vegetables and meat products were available at this market with fair pricing policies. I visited the market twice to observe how its vendors work and perform their duties. Once I went there in the morning. Citarella market usually remains open from 10am to 6pm. I went there at 10am, right at the time and I could see the vendors were decorating their baskets with vegetables, fruits and other products. On the corner side of the market, a mini-bakery shop was full of rush. I could not even believe that this market is going to be crowded with people so early but it was. The people were mostly buying breakfast items from the mini-bakery. I loved to spend most of my time among the vendors who were raising their voices to attract the people for the purpose of selling their items. Then I left the market at 12pm and again came here at 4pm. Only two hours were left before this market could shut down. I decided to spend the two hours wandering into the adjoining streets. The market is surrounded by residential area so I could easily find various restaurants, houses and business buildings around. It was a nice time to spend at Citarella market and I loved the way its vendors and sellers deal with buyers. Mostly the buyers were Asians, as the market is situated in the hub of the town where Asians

Review of the Literature Essay Example | Topics and Well Written Essays - 1750 words - 1

Review of the Literature - Essay Example Research Elements: To demonstrate the content of the research, the researcher used quantitative research methodology. The means of the patients undertaking the PD program that had completed 2 to 3 training lessons prior to placement on the catheter. Outcome(s): From the study, it was discovered that out of the 90 patients that were treated for three months, most of them benefited from continuous education (Barone et al., 2011). Significance to Nursing and Patient Care: This study is useful since it explains that in as much the training programs were varied, the outcomes of the patients undergoing PD improved since a good number learn the different aspects of how to change an individual’s treatment program Summary of Article: In this work, Bernardini (2010) explains that Peritoneal Dialysis (PD) was regarded as a common infection for patients in the era of continuous ambulatory PD. However, it was extremely challenging to get the best treatment for peritonitis as well as determine the risk factors for peritonitis and how to prevent the same. Research Elements: Qualitative research methodology was used. To establish the content of the research, author used literature review to assess the level of infection of the patients from the 1970s and 1980s once in 6-12 months in an effort to assess the possibility of infection among these patients (Bernardini, 2010). Through repetitive tasks such as use of the catheter led to the patients adhere to the different connection procedures. Outcome(s): It was found out that the PD nurses can easily train patients on the principles of adult education; thus, inculcate them with skills that allow for evidence based practice and ultimately minimizing the risks of peritonitis through redirecting behavior among the patients. Significance to Nursing and Patient Care: This study is

Community Health Nursing Essay Example | Topics and Well Written Essays - 500 words

Community Health Nursing - Essay Example In the past, those applying for health insurance had to have restrictions included in their medical insurance offering if they had additional medical conditions. In South Carolina, individuals who are eligible for HIPAA can choose to acquire individual medical insurance from the state’s High Risk Pool which is required to proffer individual medical insurance to all persons, including those with medical conditions. There are also organizations such as Medicaid to cover individuals who live on a limited income and have fulfilled the requirements of the South Carolina’s Medicaid eligibility panel. Mini-Med, or Guaranteed Health Insurance, is another option for individuals that are not able to meet the requirements for personal major medical insurance. These options are attainable for most people as those who have problems with income have the option of purchasing an insurance plan which has lower premiums and a high deductible that will cover them for accidents or even major illnesses. Such individuals could also opt for temporary health insurance in order to obtain stopgap coverage when unemployed. My definition of health is influenced by a combination of factors. My education stipulates that physical health is achieved when the body is not affected by illnesses and has elements from the major food groups to oversee its continuation. However, my culture also emphasizes on the importance of spiritual as well as mental health if a human being is to be completely healthy. I live in a multicultural society, and so my definition of health is also affected by the beliefs of different cultures in my community. For instance, there are people who feel that it is very important for family connections to remain close if all members of the family are to remain in optimum health. This is because this particular community beliefs that bad relationships in the family, or strained ties, interfere with the positive energy within families which is

Effects of Jejemon Essay Example for Free

Effects of Jejemon Essay Jejemons, are you one of them? Recently, someone tagged me in a weird photo in facebook showing Jejemon†¦I never knew that freakin word and didn’t care until I saw on the news what they are, what it means and why the hell it’s being aired everywhere. Well, at least in Phil. This hub is all about Jejemon. What is Jejemon? What is Jejemon really? It was derived from two words jeje (from â€Å"hehe† means laughter) and mon (a Japanese-influenced suffix in Pokemon)Jejemons are the people who laugh â€Å"Jejejeje† instead of â€Å"heheheh† in Pinoy SMS. Jejemons has multiplied through chatrooms, online games, social networks and widely in mobile texting. They became a popular subculture because they make their own rules of spelling, punctuation and grammar. They type words in the virtual world by alternating capital and small letters, adding H, Z etc. So weird that only their group could understand. dHeY tYpe wOrdz lYk diZs **To view their website visit Jejemon.com Jejemon became so controversial and often, it creates debates discussing the advantages anddisadvantages of Jejemon. Good Effects of Jejemon * Gives pleasure to a social group. Jejemons became a tribe, so if you are one of them, you tend to enjoy like them. I can’t object and I’m not against them but I know every gang or sorority brings pleasure to anyone in a way he feels he belongs†¦ * Secret codes. If you’re a Jejemon, you definitely know how to speak and how to communicate with them. Only you and your folks can understand each other pretty well. So maybe, in times of secrecy, you can converse using your special terms. * The feeling of freedom. If  you’re a proud Jejemon, it also means you don’t care about anti-Jejemon critics. It’s a sign that you are liberated from what others would think. Bad Effects of Jejemon * You forget your main language. Whatever it is, English or Filipino, if you’re a Jejemon, you always speak with it, so you get used to it. Your other dialects are set aside. Oftentimes, it will let you forget the right spelling or grammar in English or Filipino. * Jologs status. (Ok Jejemons don’t freak out) Jologs, just like Jejemon, is a term used to denote low class group who are majority from the province towns, often times termed as â€Å"tambay† Jologs is a label of no-care to the world of etiquette or whatever is prim and proper for that matter. * Outcast. Jejemons unfortunately are not widely accepted in the nation so if someone sort of suspects he’s talking to one, he won’t talk with him again or be a friend with him. A perfect example would be what I’ve read from a site that says, â€Å"OMG you’re a Jejemon! Bye!† Because of it, Jejemon has been a big social issue. * Difficult to read. All would agree it’s frea king hard to read Jejemon words. Sample Jejemon words and phrases eOw poHw! (hello po) xInU pOe xLa? (sino po sila) jejejeje (heheheh) Do Jejemons annoy you? - Top of Form * Yup so annoying! * No, they are cool. Bottom of Form See results without voting Do Jejemons annoy you? DepEd (Department of Education) discourage everyone using such grammar because of the obvious effects. A lot of groups have grown also to combat Jejemons, they areJejebusters, Anti-jeje, GOTTA KILL ‘EM ALL JEJEMON and many more. Surprisingly, the term â€Å"Jejemon† won the word of the year inSawikaan 2010 over nine other entries, by the University of the Philippines academic group in Diliman, Quezon City organized by the Filipinas Institute of Translation. I have no problem with Jejemons and they don’t annoy me at all because I don’t talk/text to anyone of their kind.

The Damage Of A Disorganised Organisation Business Essay

The Damage Of A Disorganised Organisation Business Essay The assignment focuses on the outcomes of the study of the module-Organizational Behaviour which deals with the importance of the organizational principles in any company linked to its success in long run. I have focussed myself to study the Case of Oticon Ltd. in reference to change of organisation structure bringing in success. Though the objective of the study is to analyse the organisation in the context of dynamics of change affecting its very functioning with respect of organizational issues, the limitation of the study is inability to take up all issues considering organisation behaviour. Oticon, is a Danish firm, which was founded in 1904 by William Demant, is a leader in manufacturing hearing aids in Europe and the rest of the world. During the 1980s, a small American company, which designed a new and innovative model of hearing aids, entered aggressively in the market, and caused decreased sales for Oticon. The reaction of Oticon was immediate, as they decided to reconstruct the whole structure of the company, so as to boost their efficiency and profitability. The process lasted for almost three years, and resulted to major changes, which helped Oticon to regain profits, and become again a leader in their sector. Oticon is a good example of what D. T. Hall (1996) called The career is dead, long live the career and the boundary career construct (Arthur Rousseau, 1966). Key features of traditional career management like earmarking of management potential, formalized development programs, the use of promotions and organizational symbolism (e.g., privileges) etc. were simply not applicable in the spaghetti organization with no hierarchical structure, no traditional management positions, no high-flier program and not even an HR function. The nickname spaghetti organization reflects the complex, informal and almost anarchistic characteristics of the project organization, as it was initially implemented at Oticon. The path which Oticon choose to regain its ground and the initiatives taken in terms of Organizational Behaviour has been assessed in this assignment. For the purpose of analyzing the focus was laid down on 3 key aspects of organization behavior which are organizational structure, management of change and organizational culture and climate which can be correlated to the case. 2. Organizational Structure According to Sheldon: Organization is the process of combining the work, which individuals and groups have to perform with the facilities necessary for its execution, that the duties so performed provide the best channels for the efficient, systematic, positive and coordinated application of the available efforts. Koontz and Donnel have defined organizational structure as the establishment of authority relationships with provision for coordination between them, both vertically and horizontally in the enterprise structure. A good organizational structure has the following features: The structure should lay down a formal reporting hierarchy from lowest level to higher level of management. Identical activities should be grouped for each department so that equipment, processes and expertise can be developed at one place under the guidance of a departmental head. Coordination of various activities is laid down and specification of the coordinating authority be placed. Individual, group and departmental goals should be laid down with specific time frame. Monitoring of goals is essential to achieve the objectives. 2.1 Forms of Organization Structure Mechanistic form Organic form Comparative evaluation of mechanistic and organic form of organizational structures can be summarized as under: 2.1Centralization and Decentralization Apart from the forms of organizational structure discussed above the decision makers of the organization could be categorized into centralization and decentralization based on the form of organizational structure the board of directors or the higher management decide for the benefit of the organization, but in certain cases of management decisions this may or may not prove beneficially in long run and change is expected if it needs to change its horizons and expand its business. The concept of centralization refers to reservation of authority for decision making at top level of management i.e. the decision lies in the hands of Board of Directors/MD. Lower levels are responsible for implementing the decisions or one can say to abide by the decision ordered by the higher level. They are basically operators or implementers. In general, the authority is not delegated to the lower levels. The subordinates carry out work towards accomplishing their destined task. If at all there is a hurdle or operation is halted due to some reason, then the matter is referred to an appropriate authority that has the power to take appropriate decision to resolve the problem. Centralization can be viewed or implemented where the organization structures do not have many layers and it is relatively flat. It is majorly noticed where the subordinates are rightly not trained to handle key specific/ higher jobs, where there is a lack of trust in subordinates and the intricacy or the magnitude of work that demands centralized control. Decentralization on the other hand refers to authority being delegated to various levels of organization for making appropriate decisions for making the process quicker and efficient. In decentralized organizations, the individuals at lower levels are allowed to make decisions pertaining to their jobs which give them autonomy. Authority in this case does not flow with the same rate to each of the levels of the organization structure. It is important to note that each level should have appropriate authority for decision making when need arises and that one does not have to wait for upper level to take decisions at each level. An organization which has flat organizational structure is ideal to have a decentralized command and control especially in the current environment where specialization, information technology, competencies, work teams, group culture and systems prevail. It develops a sense of responsibility among employees, efficient time management, improves productivity, team sprit, motivation and brings the feeling of oneness among work groups. Greater decentralization offers employees higher level of job satisfaction as they have autonomy at work in decision making process. They can respond to a particular situation quickly. Charlisle suggested the following guidelines to determine whether there should be centralization or decentralization. (a) Mission, goals and objectives of the organization: Those organizations where democracy exists prefer decentralized structure in decision making process in turn, small organizations have a centralized structure. (b) Size of the organization and complexity of the work. Large organizations with diverse production lines and conglomerates with companies involved in different fields should be decentralized. (c) Geographical location of customers: Organizations which cater for customers which are geographically located far apart should have decentralized organizational structure. (d) Competency: If the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended. (e) Communication: If the communication between the management and employees is efficient, then the decentralization is recommended. This will enable problem solving and accord a sense of autonomy amongst workers. 2.2 Organizational structure and Oticon Oticon was initially following the Mechanistic Form of organization structure with centralized decision makers until it faced a stiff competition in terms of market leadership until Kolind the new CEO of the company had converted the same mechanistic form of organization structure into decentralized organic system of organizational structure which yielded fruitful results to the success of company in long run. Though the top management is highly skilled, knowledgeable and experienced and has the capacity to handle more activities at one time, then the centralization is recommended but the situation demanded Spaghetti organization. The introduction of Spaghetti form of organization structure was a tough task indeed as it needed everyones (board of directors, stakeholders, etc.) consent for implementation and the situation for Oticon demanded immediate decision to change its structure for its very survival which also links with the management of change which is discussed in relation to organization structure in the following paragraphs. 3.0 Management of Change It is known fact that change is inevitable. Nothing is permanent except the change but it is the duty of the management or organization to manage change properly and orderly. Organizations must incorporate suitable changes if the situation so demands or when the need arises. Change is a continuous phenomenon. It is to be noted even in most stable organizations change is necessary just to keep the level of stability. The major environmental forces, which make the change necessary, are Technology, Market forces and Socio-economic factors. Showing resistance to change can prove fatal for the very existence of the organization. According to Barney and Griffin, the primary reason cited for organizational problems is the failure by managers to properly anticipate or respond to forces for change. 3.1 Change Process Kurt Lewin proposed Three Stage Model of the change process for moving the organization from present position to the changed position. This is as under: Stage 1: Unfreezing: Creating motivation and readiness to change through (a) Disconfirmation or lack of confirmation. (b) Creation of guilt or anxiety. (c) Ensure subordinates of psychological safety. Stage 2: Changing through cognitive restructuring: Helping the client to see things, judge things, and feel things differently based on new point of view obtained through. (a) Identifying with a new role model, mentor, etc. (b) Scanning the environment for new relevant information. Stage 3: Refreezing: Helping the client to integrate the new point of view into (a) The total personality and self concept. (b) Significant relationship. 1. Unfreezing: Process of unfreezing makes individuals ready for change. Lewin believes that employees must be informed in advance of impending change and that they should not be surprised. Unfreezing entails unfreezing the old behaviour or situation. Edgar Schein took this excellent idea propagated by Lewin and improved by specifying psychological mechanism involved in each stage of the model. Unfreezing involves creating motivation and readiness to change by creating an environment of disconfirmation of existing psychological safety in the changed pattern of behaviour. This can be achieved by making announcements, meetings and promoting the idea throughout the organization through bulletin, boards, personal contacts and group conferences. The unfreezing process basically cleans the slate so that fresh behavioural patterns, customs, traditions can be imprinted which can then become a new way of doing things. 2. Moving: Once unfreezing process is completed, moving takes place. Moving is incorporating change. Persons undergo cognitive restructuring. The process is carried out by the following three methods as proposed by Kelman: à ¢Ã¢â€š ¬Ã‚ ¢ Compliance: Compliance is achieved by introducing rewards and punishments. It has been established that individual accepts change if he is rewarded or punished. This is a behaviour modification tool. à ¢Ã¢â€š ¬Ã‚ ¢ Identification: Members are psychologically impressed upon to select their role model and modify behaviour. If a leader can act as a role model the change is easier. à ¢Ã¢â€š ¬Ã‚ ¢ Internalization: It involves internal changing of individuals thought processes in order to adjust to a new environment. Members are advised to carry out soul searching and adopt a new behaviour. 3. Refreezing: It is related to integrate the new behaviours into the persons personality and attitude. It is referred to stabilization. The change behaviour must necessarily fit into the social surroundings. Refreezing takes place when the new behaviour is adopted in a normal way of life. New behaviour must replace the old on a permanent basis. New behaviours must be re-enforced continuously so that it does not diminish. Change process is not a one time process but it is continuous hence unfreezing, change and refreezing must also be continuous. 3.1 Steps In Managing Change Organizations must plan to implement change in a systematic manner. It must identify the field in which the change is required whether it is strategic, structural, process oriented or cultural change. Changes can also be affected in all the areas concurrently, but it must be managed appropriately so that there is no bottleneck effect. Once the need for change is identified and the area in which it is to be implemented, the following steps have been suggested by Greiner. Develop new goals and objectives: Objectives and goals are derived out of mission statements, objects may need revision due to change in external or internal forces. Select an agent for change: It is the responsibility of the management to entrust execution of change to appropriate authority. A manager may be given this responsibility. Diagnose the problem: Diagnosis is the first step to implement change. If an organization has a large number of employee turnover then the data must be collected and made available to the consultant so that the reasons for turnover can be identified and appropriate corrective measures taken. The process of identification of problem is not simple as it appears and requires research. Select Methodology: It is comparatively easy to implement material change as a part of change of a system. What is important is to protect the emotions they must be made party to select methods so that it is easier to implement at a later stage. Develop Plan: If the organization wants to reduce employee turn over, it may like to carry out comparative study of other organizations in respect of job content, reward system, employee performance, appraisal system, promotion criteria, training development and the strategy adopted by the organization for its growth. Strategy for implementation: Timings of implementation of change is very crucial. If the change is related to internal employees, it must be communicated at an appropriate time so that there is no resistance to planned change. Implementation of Plan: Once the decision to implement the plan and communication through which the plan is to be implemented is decided, it is the responsibility of the various departments to implement the same. This may need notification, briefing sessions or in-house seminars so as to ensure acceptance of all the members of the organizations specially those who are likely to get affected. Employee reactions in attitudes, aspirations, emotions and behaviour must be canalized in positive directions due to change. Evaluation Feedback: The result of the change must be evaluated and suitable feed back obtained. If modification to training development causes decrease in employee turnover, the objective of change would deemed to have been achieved. If the results are contrary to the expectation, then a new change may be required to diagnose cause. 3.2 The Change Process in relation to Oticon: Think the Unthinkable The change process in Oticon was initiated with the recruitment of a new CEO, Lars Kolind in 1988, who was given the full responsibility for implementing changes, and who bought the change which was unthinkable. After a two-year period of rationalization and cost-cutting, which has achieved savings in sales and administration costs of 20 percent, Lars Kolind announced in early 1990 a unique package of innovative and radical initiatives in terms of organizational structure, job design, information technology, and physical layout of the company. Oticon was rebuilt as a networking organization and became the worlds technologically leading audio logical company; and within five years was listed on the Danish stock exchange. The recommendations for the change process was described in a 10-page memo called Think the unthinkable, which was written by the new CEO and distributed to all staff in March 1990. The proposed changes are described: 1. To Increase the competitiveness by utilizing human and technological resources in a more efficient way, reducing the overhead costs, which at that point of time exceeded the actual production costs; 2. The objective is to replace the hierarchical job structure where in each employee is involved in number of projects at the same time considering each project as a business unit with its own criteria. 3. To reduce the written paper communication by establishing electronic scanning of all incoming mail and introducing comprehensive information technology systems, networks, etc.; 4. To disown traditional managerial jobs and transferring managerial authority to the project groups or the individual employee; 5. An open space office to be created where physical mobility persists where in each person has a cart or trolley, a cabinet on wheels containing the computer, the phone, and a limited space for files that can be moved around in the office. 4.0 Organizational Culture and Climate Edgar Schein defined culture as A pattern of basic assumptions invented, discovered or developed by given group as it learns to cope with its problems of external adoption and internal integration worked well enough to be considered valuable and therefore, to be taught to new members as a correct way to perceive, think and feel, in relation to those problems. Wagner III and Hollenbeck have defined organizational culture as the shared attitude and perceptions in an organization that are based on a set of fundamental norms and values and help members understand the organization. Organizational culture is not inherit form of an organization, it has to be invented and later developed over a period of time. It enables employees to perform within the framework of the organizations culture. Environment plays a dominant role in developing the culture and so does demographic factors. Once the culture is developed, it virtually becomes a peoples organization from a functional point of view that promotes risk-taking among managerial cadre and generates novel ideas. It promotes communication that improves productivity and job satisfaction. 4.1 Organizational Climate According to Bowditch and Buono Organizational culture is with the nature of belief and expectations about organizational life, while climate is an indicator of whether those beliefs and expectations are being fulfilled. Employees in the organization keep studying the management philosophy and various actions they take to deal with organizational factors that are of a routine nature. These include the following: (a) Selection Process of the employees. (b) Leadership style and approach to solve problems of the employees. (c) Wage administration. (d) Attitude to implement change and incorporate latest technology. (e) Job description. (f) Organizational structure and frequency to modify the same based on need. (g) Performance evaluation. (h) Promotion policy and its implementation. (i) Efforts involved in promoting creativity and innovations. (j) Availability of resources for research and development. Overt factors can be measured and fair assessment can therefore be made about the intentions of the management and efforts they are putting in to build an appropriate organizational climate. While on the other hand covert factors can not be quantified being of subjective nature. Likert has carried out studies on organizational climate by isolating six different variables namely decision making, leadership style, motivation, goal setting, communication and control. Each variable was then evaluated on four dimensions. Each of the dimensions can then be studied on the five-point scale enumerated above. Based on the inputs so received on the specific study of a particular variable an appropriate conclusion of the prevailing organizational climate can be drawn. Suitable remedial measures then can be initiated to modify the climate to desired level. According to Edgar Schein Culture is the most difficult organizational attribute to change. He specified three cognitive levels of organizational culture: What can be seen and known, Organizational mission and value, Tacit assumptions which is the deepest level and the most difficult to explicate. In the years before the change Oticon management had bureaucratic nature of the organization and corporate culture. It was more off hierarchical organization with importance given to people rather than position. Oticon after year 1991 became more task culture, it developed into customer focus organization and started to be project orientated, where departments disappeared, individuals were expected to contribute to the organization and got recognized influence in the group. In short it was made more important what you do and not who you are. 5. Conclusion Various companies have tried and tested teamwork organization unsuccessfully but what were the key elements that were responsible for the success of teamwork in Oticon? A lot of companies want to implement teamwork in their processes, as working into teams has several advantages such as creativity, innovation, speed, and better productivity. Moreover, teams with more freedom in their ideas and way of working, seem to be more productive and creative than others with stricter rules. In the case of Oticon, there are several key elements which were responsible for the successful implementation of teamwork. Firstly, the employees were fully informed about the changes and the new working situation. In addition to this, some of them participated to the process of restructuring the company. Even in the meetings there was the employees presence so as to be closer to the new decisions. It is important to be mentioned that it was necessary for the employees to practice in PC use, so they were encouraged to take a PC home so as to practice in their free time too. Another aspect of this change was that because of the Spaghetti organization, all the departments were abolished, and the companys structure was based on the projects. By this, employees were motivated, as they were encouraged to come up with new ideas for new projects, and become leaders of these project teams. So, the company promoted creativity and innovative ideas among their workers and gained in productivity, as the employees felt satisfied and ready to contribute more, because they were active members in the development of the organization. The organization of the company became more elastic, that gave freedom to employees duties; as they could co-operate and even more, work in the same offices, by moving their desks. Oticon also gave the freedom to project leaders to select on their own the team members, according to their specifications, in a more informal way, the selected team members had the right to refuse to take part in the project. This means that the people, who are in the team, are by their will, so they are more dedicated in the goal, and loafing effects are avoided. Furthermore, it is important to be mentioned that team meetings were frequently arranged, and the way the meetings were conducted, were organized by the team itself, in the frame of given freedom. So, teams decided in which way they could be more productive, and, be frequent meetings and good communication, the success was inevitable. On the contrary, meetings between senior management, and project groups had taken place only once every three months in order to present their results and take feedback. A three year preparation period before the completion of the new structure was enough time for the idea to mature, and the organizations members to adapt to the new working conditions. Finally, the fully autonomous groups were one of the most important factors of success, as strong connections were built between the team members, which ameliorated the collaboration. Moreover, team members had the opportunity to work in several projects simultaneously, which allowed them to exchange and share ideas and information between connected projects. All in all, the not formalized structure encouraged all employees to contribute in the development, be having the right to give to their employers, new ideas and projects, without the fear of criticism. Evaluation of the Outcomes, and the Present Today, over two decade after the changes were inaugurated, overall management ideology and practice have largely remained the same, but a number of specific changes have occurred. The organization has been professionalized by defined projects in the sense that fewer people are now assigned as project team leaders, with a proper  career path, and that a training program in project management has been launched thus making it more selective and exclusive to become a project manager. The role of functional experts has been maintained, but has developed into more traditional business units or staff functions. The CEOs thought of creating a paperless organization has proved to be too idealistic. Lars Kolind, the man behind the change of thought process in 1990-91, retired in 1998 and was replaced by Niels Jacobsen, who had been with the company from 1988 and co-managed the company with Lars Kolind until his retirement.