Leadership Styles in Operations Department

Leadership Styles in Operations Department Introduction. This assignment is aimed at evaluating the leadership styles within the operations department of Robert Wiseman Sons Ltd and determining if senior managers are performing more as managers or leaders. These evaluations will also be assessed to determine if the Managers styles and behaviours maybe impacting on succession planning. In the Last Ten years Robert Wiseman and Sons Ltd (RWD) have delivered excellent growth in sales volume and financial turnover, to cope with this increased demand within the last 3 years alone they have built 1 production facility and 3 distribution sites as well as purchasing 2 combined production and distribution facilities, the following vacancies exist currently across the 22 sites for the following key roles, 4 Quality Managers, 2 Shift Managers, 2 Engineering Managers, 2 Manufacturing Managers, 2 Regional Quality Managers (RQM), 1 Group Continous Improvement Manager and 2 Regional Operations Managers (ROM).The Manufacturing Managers. RQMs and ROMs roles are new positions however arguably the skill set required to fulfil these positions could and should be developed internally. See Appendix 1 and 2 for relevant company organograms As well as the current vacancies, 5 of the last 8 Site managers vacancies have been filled with external managers or managers who had less than 2 years experience within RWD. The Quality manager and Engineering Manager Vacancies are as a result of employees leaving for other positions out with RWD. Given the phenomenal growth over the last 5 years in particular it is feasible to assume that this is the reason for the vacancies and lack of internal candidates with the skills and knowledge to fulfil them, however this assignment will evaluate the general way that the senior management team are performing, the predominant styles of this team and the assumptions they have regarding followers. This all will be summarised in a way that allows conclusions to be drawn on whether the business growth alone is responsible for the lack of developed leaders or wwehetehr thare are opportunities for the senior team to be developed and or change their style and approach to allow more efficient leadership development and as a result improved succession planning. The Literature review (1100 words): There is no single best â€Å"formula† for developing leaders, in fact leadership development is a complex subject with many factors to be considered. Reviewing the literature I have identified some elements that are likely to impact on leadership development for instance the conscious effort the organisation puts into identifying leaders, the type of work that leaders are expected to perform, what the leaders within the organisation think motivates followers, and the dominant leadership styles within the senior management team. All of these to varying degrees affect the development of leaders of the future. Table 1 represents the theories and models I have explored in more detail. Leadership Models Styles Model/Theory Behaviour Leadership Styles Zaleznik, A 1977 Managers Leaders: Are they Different? Kotter, John P 2001 What leaders really do? Blake Mouton: Initiating structure / consideration The leadership of production through people Autocratic / Democratic Hersey Blanchard : Situational Leadership Concern for people / Concern for tasks Directing/Coaching/Supporting/Delegating Macgregor: Theory X Theory Y What managers assume about followers. Autocratic to Democratic Bass: Transactional Tranformational Leadership Autocratic/// to Participative Table 1 There are different strategies that can be adopted to encourage the development of leaders of the future (Zaleznik, 1977), some companies that are successful at developing leaders use different approaches and one successful way to develop leaders is to assign Senior executives as mentors to Junior executives, this approach provides the budding leaders with direct contact to an influential leader within the organisation, access to the experienced leaders knowledge and opinions in a safe and risk free environment. This also allows the opportunity for the senior executive to practise and develop their mentoring skills, a crucial skill that all leaders should be able to practise. Kotter, J (Kotter, 2001), clearly defines the difference between leaders and managers in that Leaders, identify the need for change, create a vision to mobilise and align the organisation and inspire and motive the followers within the organisation to achieve the vision, where as managers create the plan to deliver the vision, set objectives to monitor progress, create procedures and processes to train the people, achieve the objectives and monitor the plan for deviations and problem solve to bring the plan back on track. Given that if leaders are being effective and followers are truly inspired and motivated this could result in not only the achievement of the work but also followers willingness to accept more responsibility and have higher levels of engagement that if properly identified could highlight followers with the necessary talent to become leaders themselves. (Blake and Mouton, 1967) theory of Initiating structure, how much value and effort the managers places on achieving the tasks that will increase production levels and thus profit, and Consideration, the amount of emphasis and effort the manager exerts in meeting the needs and expectations of the individuals. Managers styles can be evaluated using the Blake Mouton leadership grid. The grid categorises managers styles into one of five different types ranging from 1.1 (the impoverished manager who has little concern for production or people) through 9.1 (the authority compliance manager, who has high concern for task completion and production, with little concerns for the needs of the individuals) to 9.9 (the Team manager, who has both high concern for task completion and high concern for the expectations and needs of the individual). 9.1 Managers would be categorised as having an Autocratic leadership style with 9.9 type managers practising a more Democratic leadership style. (Blake a nd Mouton, 1967) state that there is a 3rd dimension to the grid that looks at the managers resistant to change and highlights that managers dominant styles can change under stress or pressure if the manager has a low resistance to change, i.e. a Democratic 9.9 type manager can change to be more Autocratic 9.1 when faced with stressful or pressure situations. This theory is important in my investigation as it relates to the managers attitudes towards the followers and how that attitude may or may not encourage followers to develop. Hersey Blanchard (Blanchard and Hersey, 1996), life Cycle theory which was later renamed as Situational leadership theory suggests that to achieve the task it is necessary for the leader to apply different leadership styles depending on the situation, the attitude and abilities of the followers and the type of tasks or jobs to be performed. This theory also allows for the leadership styles to be practised to develop followers to achieve the task and as the followers develop then it allows for different styles of leadership to be used to support their continued development. Using these styles of leadership are important when relating them to employee development particularly if the leaders are consciously aware of this theory and are purposely applying the appropriate leadership style with the aim of developing the followers whilst achieving the tasks. Macgregor Theory X Theory Y, describes the assumptions that managers have about people, this affects how the manager behaves towards the employees. If the manager has assumptions based on theory X he is likely to apply a more Autocratic leadership style as his assumptions will be negative towards the employee, he will assume that employees will only deliver performance expectations if they are pushed and controlled and that they have little to offer in terms of creativity or initiative. By contrast managers who have assumptions based on Theory Y which is the opposite of theory X assumptions will encourage employees to take responsibility, work autonomously, and participate in solving business problems and deliver higher than expected performance. Managers with theory Y assumptions will be more likely to apply a Democratic or Participative leadership style. Manager assumptions may also create the Pygmalion affect Kopelman (ADD CITATION), if the manager has high expectations of employ ees ability to deliver high levels of performance then he behaves in a manner that will encourage and support these feelings, this then positively affects the followers attitude and they will try and respond in kind. However this also applies to theory X assumptions in that the employees may only deliver the managers expectations and thus if those expectations assume low performance levels then the employees may deliver just that. Macgregors theory is an important aspect in relation to developing leaders as theory X type behaviours and the subsequent leadership style applied are likely to result in lower levels of motivation as defined by Maslows hierarchy of needs where as leadership styles rooted in theory Y assumptions will open up the possibility of higher levels of employee motivation perhaps for employees to achieve self actualisation and thus deliver their potential, this potential may result in the employees becoming leaders themselves. BM Bass , Transactional leadership (Add CITATION) , is a relationship between the leaders and followers which is based on a transaction, the manager provides, pay and rewards such as promotion or favourable working conditions in return for the follower delivering satisfactory levels of performance. This style of leadership is unlikely to produce anything other than average performance levels, particularly if the manager only interacts with the followers if performance levels or standards arent achieved. Transformational leadership by contrast requires leaders to inspire followers by creating a vision, applying a charismatic style and good communication skills to engage and inspire followers to achieve performance levels in excess of expectations. This style also calls for leaders to build relationships with followers as individuals and have genuine concerns for their well being and development. If Transformational leadership is practised properly then the organisation will benefit fr om greater performance levels, obtained by having followers whos effort is far greater than they are contractually obligated to provide, as well as creating an organisational culture that encourages individuals to be developed to allow them the opportunity to fulfil their potential, this may also result in the followers becoming leaders. Findings In the following section I will present general background about Robert Wiseman Sons Ltd (the company) including its origins, geographical coverage, annual turnover and annual sales. The section will also cover the methods I used to gather my information, including techniques, sources and the outcome of my investigation. Robert Wiseman Dairies is a UK based liquid milk processing company, established in 1947 in East Kilbride, just outside Glasgow in Scotland. Founded by Robert Wiseman Senior, the business increased in size and profitability when Robert SNRs two oldest sons, Alan and Robert Jnr took control of the company. The business was floated on the stock market in 1994; however Alan Robert remain the majority share holders. The company employs 4700 employees, has 22 sites based throughout the UK ranging from Keith in the north of Scotland to Pensilva in the south of England. The 22 sites consist of 7 production facilities (Dairies) of which 2 are combined Dairies and distribution depots, 14 Distribution depots and 1 milk reload site. The company deliver product to customers throughout the whole of the UK. To obtain my evidence I interviewed 9 different leaders from within the Operations department, 2 Operational board members ,4 group or regional managers (responsibility for multiple sites) 3 Site managers. These individuals were chosen for their long length of service and seniority within the organisation, this seniority allows for the ability to develop managers to fill senior positions. The average age of the senior managers is 47years old, with an average length of service of 20 years ,and an average length of time in a senior postiton, Site manager or above of 11 years, this ranged from 4 years to 16years. The interview consisted of a question and answer section, the questionnaire was created by myself and focused on trying to identify leadership or management tasks along with questions regarding different leadership theories and 3 leadership style questionnaires, Blake and Mouton Leadership grid sourced from the internet, Macgregors assumptions about people questionnaire sourced from the Manufacturing institute along with a task-Person Leadership questionnaire also sourced from the Manufacturing institute. Using the companys automated library I obtained a copy of the company mission statement along with the personal development plans (PDPs) for most salaried staff, these PDPs were created in 2003 and have not been used for managers development for the last 5 years. No written or communicated company vision exists. Company Mission Statement: Be the recognised supplier of choice to the fresh liquid milk market Understand Customers needs Deliver the highest quality products Build a culture of continuous improvement Be the best fresh liquid milk processors and suppliers. Leadership or Management: Vision Creation, Communication and Organisational alignment: I began the questionnaire by asking each of the senior managers what they did in their job, half of the individuals mentioned that a large proportion of their time was either spent fire fighting or getting the product to the customers. The majority mentioned the need to achieve targets and objectives as well as looking for opportunities for continuous improvement all with a short term view. Only one of the Leaders suggested that they took a strategic view of the company direction as well as keeping abreast of the company competitors and world class organisations through benchmarking. At first I was interested that no one mentioned communicating the company vision or aligning their depts. to achieve the vision which led me onto my next question: Does the company have a vision? All of the leaders confirmed there is no documented vision with only two of the leaders able to confirm that the company actually had a vision, this currently is only discussed informally at board level. The remaining leaders had a guess at what they thought the vision was with 7 different visions being proposed. In response to my next question, do you have a vision for your dept or site? The majority of the senior managers did have a vision however they were on the whole not directly linked with the company vision, they were not aligned with each others vision and either had not been communicated at all or discussed only with each of their senior teams. None of the senior managers had communicated their vision with each other. Succession planning Mentoring. To establish if the senior team spent time on identifying the leaders of the future and their successors I began with the following question, do you identify the leaders of the future for your area? 2 of the team responded that they do identify future leaders within their area and had informal discussions regarding their development. The others either did not actively or specifically seek out future leaders for their areas. My next questions was, do you mentor any junior member of your team or any other team? 2 of the team are official mentors to junior employees; this is as a result of a new initiative that RWD is involved in where they are sponsoring employees through a foundation degree in Dairy technology. No other senior manager is currently participating in an official mentor/mentoree relationship, several of the team felt that they were unofficially mentoring at least 1 junior member of their team or had done in the past however in general this had not been communicated with the mentoree and was not structured in any way I then asked, is there any obligation on you from anywhere to develop your successor? All answered that there was no official or direct expectation from the organisation that they identify and develop their successors, some felt that they where personally obliged to identify their successors, all felt that they should be obligated to develop their successors. The majority of the interviewees felt that they would be happy to accept an agreed objective with their line managers to identify and develop their successors and some of the interviewees had recognised individuals within their teams who had potential to develop into their successors. No one had agreed formal development plans with these individuals. Most of the interviewees had recently been involved in or been given objectives to create a new competency framework for certain key roles. These documents are to be progressed to allow gap analysiss to be performed with individuals and these would then generate Personal development plans. So whilst there has been little or any use of PDPs for the last 5 years the company have recognised this and are acting to improve the situation. Leadership Styles: Using the Blake Mouton leadership grid questionnaire all the senior team where evaluated, two of the team emerging as Authoritarian and the, majority emerged as Team Leaders based on their answers. The results ranged from 4.6 to 7.6 for consideration for people, with consideration for task ranging from 5.2 to 8.2. This indicates that with regards to consideration of people versus consideration for task completion there is no strong bias, however the majority of the results are closer to the 5.5 middle of the road manager style which may only result in adequate performance results a. If the aim is to have high performing teams producing high performance then there is an opportunity for improvement. Insert BM Grid. To investigate whether the senior management teams assumptions about people are impacting on their leadership styles and thereforemaybe impacing on developing leaders each manager completed an assumptions about people questionnaire to establish where they fit on Macgregors theory X and Y concept. The average results where 21 for Theory X, individual results varied from 9 to 34. Average results for Theory Y were 79. Individual results ranged from 66 to 91. In general the senior teams assumptions about people are generally positive, this allows for the possibility of the team influencing higher levels of motivations within their within their followers Discussion (1100 words) Format it/write it and re read it many times. This section ties together the whole assignment!!!!!!!!!!, needs to show my ability to link theory with the real world CHECK THE TOP TIPS FOR THIS AS IT IS DIFFICULT. Conclusion and recommendations   One way of improving the development and performance of followers is to apply a more transformational leadership style approach within the organisations. This approach has proven to some extent to improve the motivation, and empowerment and thus the performance (Avolio,Eden Shamir) ADD ENDNOTE CITATION) of followers. Providing training to the senior management team within operations beginning with the Top MANAGEMENT TEAM Supply chain director, GOMs ROMs and to Site Mgrs on transformational leadership to expand the knowledge of the team may help to engage the leaders more in leaders activities as oppose to management activities. The implications and cost of this approach would need to be reviewed and agreed before commencing this approach. BLAKE, R. R. MOUTON, J. S. 1967. MANAGERIAL GRID IN 3 DIMENSIONS. Training and Development Journal, 21, 2-5. BLANCHARD, K. H. HERSEY, P. 1996. Life-cycle theory of leadership. Training Development, 50, 42-47. KOTTER, J. P. 2001. What Leaders Really Do. Harvard Business Review, 79, 85-96. ZALEZNIK, A. 1977. Managers and leaders: Are they different? Harvard Business Review, 55, 12.

The Catcher In The Rye- TERM PAPER -- essays research papers

It is all Fun and Games until Someone Looses a Rye   Ã‚  Ã‚  Ã‚  Ã‚  Once is a generation, a book is written that transcends reality and humanity .The Catcher in the Rye, by JD Salinger, combines a unique style, controversial theme, and thought provoking main character in this perceptive study of the human condition. This postwar novel protests against the loss of innocence and hypocrisy of the era and is the definitive coming of age novel. Salinger constructs a shocking reality, populated by ‘phonies’ and bursting with falsities- a reality that is all too real.   Ã‚  Ã‚  Ã‚  Ã‚   The Catcher in the Rye is the story of a young man's understanding of the world he lives in, and the things he encounters (Lomazoff 3). This work is similar to other famous and influential works of the same nature. For example, Maxwell Geismar sums up the novel as â€Å"†¦an eminently readable and quotable [novel] in its tragicomic narrative of preadolescent revolt. Compact, taut, and colorful, the first half presents in brief compass all then petty horrors, the banalities, the final mediocrity of the American prep school† (Geismar 195). Holden can not understand the purgatory of Pency prep, and futilely escapes from one dark world into darker world of New York City. The second half of the novel raises the intriguing questions and incorporates the deeper meaning of the work (Geismar). Holden sits on the cusp of adulthood, tethering dangerously close to his fate and reality and The Catcher in the Rye is the story of his journey into the adult world. In addition, this novel is similar to other famous works of the same nature. Salinger emulates elements of Shakespeare's Hamlet and Twain's Huckleberry Finn. Like Huck Finn, The Catcher in the Rye is the story of a young man’s journey into adulthood. Holden journeys into the human condition, Huck likewise seeks out human nature. Huck, like Holden, hates hypocrisy, and fells the need to search for integrity. Similarly, both works start out the same way. Their simple exposition of location and scope draws in the mind, and fastens it securely to the page. Holden’s opening speech is merely a modernized and adapted version of Huck’s. Holden Caulfield strikes many readers as an urbanized version of Huck Finn (Lomazoff 3). In William Shakespeare’s Hamlet, things Price Hamlet cannot control dominate his thoughts and life. ... ...universal meaning of the novel has won over even the most stubborn censors. Critics love this novel, and praise the author. Burger admires the theme, style, diction, and the issues raised in his review for The New York Times (Burger). Smith praises the adolescent nature, magic of the novel, and psychoanalysis of teens in the Saturday Review of Literature (Smith). Both men understand the motivation of Salinger, and respectfully praise his coming-of age masterpiece. This unusually brilliant novel withstood the critics before angry censors.   Ã‚  Ã‚  Ã‚  Ã‚  The Catcher in the Rye is universally appealing as a coming of age novel. Holden Caulfield is the ultimate protagonist, and stands for everything that is good within the human spirit. The Catcher in the Rye raises questions that are of epic proportions, and masterfully allows the scholar to interpret an individual answer. Perhaps Holden is too raunchy, perverse, or mentally unstable to be a hero; yet his human side and flaws are what seem to be his most idiosyncratic and admirable traits. Holden Caulfield, this modern Huckleberry Finn, reminds everyone of how bad growing up feels but never makes us feel sorry for it.

Position paper †Accreditation Essay

Hello, This assignment is for a subject called: Quality Management for Health Services Assignment 2: Position paper – Accreditation Weighting: 20% Length: 1000 words â€Å"Accreditation programs for health services or facilities are not useful.† Discuss this statement with reference to specific accreditation programs. In your response substantiate your claims with reference to literature. The assignment will be marked using the following criteria: 1. Style, organization and presentation 10% [2 marks] 2. Demonstrated understanding of principles and frameworks of accreditation 30% [6 marks] 3. Description of strengths and/or weaknesses of accreditation programs 30% [6 marks] 4. Identification of opportunities for improvements in accreditation programs 30% [6 marks].   Introduction – Accreditation is a process of certifying and approving that the services or products produced by a certain organization meet with certain standards in quality.   In Australia, one of the organizations that provide accreditation for hospitals and other healthcare organizations is the Australian Council on Healthcare Standards (ACHS). The main objective of this organization is to improve the quality of healthcare in Australian hospitals. ACHS is an independent organization that works for non-profit purposes and conducts reviews of the performance, quality assessments, etc, during the accreditation process. It was formed in the year 1974, and several other organizations such as the Australian Medical Council, the Australian Healthcare Association, and the medical colleges association have approved accreditation by the ACHS. For determining the standards in the level of healthcare, a committee formed containing representatives from various sectors of the population including the general public, government, hospitals, etc. The Council members vote for the Board of Directors. In the year 1996, the ACHS had launched a unique quality program titled Evaluation and Quality Improvement Program (EQuIP), the main aim of which was to deliver customer-oriented healthcare services to the people. A systematic external peer review process was set in place to closely monitor the program. The ACHS has about an 800-organization subscription and also acts as a consultancy to several other organizations throughout the world (ACHS, 2007). Body – Accreditation is a means of issuing trust. Any consumer who requires healthcare services desires those healthcare services to be of good quality and ensuring safety. It can be understood that in healthcare there are certain amount of risks, which can only be reduced to a certain extent. Accreditation is one of the means by which these risks can be reduced and quality care can be ensured. The patients should identify means by which these risks can be reduced.   Through accreditation, the entire process of providing medical care is well documented, besides being fool proof.   This would ensure that a process would be setup that would be based on strong evidences, ensuring better patient management.   Accreditation is often determined by the healthcare and the accreditation organization in strong technical terms that have to be fulfilled (ACHS, 2007). In the year 2006, the Australian Commission that maintained safety and quality in the healthcare sector felt accreditation standards needed to be improved.   They also felt that an independent review process was needed to raise the level of adherence to quality standards in healthcare organizations in Australia.   The organization felt that accreditation is a process to publicly recognize the achievements and adherence of the healthcare organizations national standards. Accreditation should be made available to all public and private sector organizations, and at different levels including community-based, private-health setups and tertiary healthcare organizations.   The accreditation organization should function independent of the organizations that it would be accrediting.   This would ensure that the performance and the standards that are present in the organization are given no bias by the accrediting organization (ACHS, 2007). Benefits of the accreditation system: – Greater involvement of the public and the healthcare organizations The clinicians who are responsible for providing quality care can be involved. Improves the community confidence levels in the healthcare system Better risk management in patient care Better compliance with the laws (reduction in medical malpractice cases) Patient safety standards are improved Education of the staff members towards developing good practices Provision of professional advice and guidance Staff education and training Developing strong mission statements, values and objectives for the organization The human resource processes can be effectively handled Compliance with the standards imposed by the regulatory bodies Better management of insurance claims and those of third parties Reduction in the insurance costs Better handling of the organization and the management Better flow of information Better decision-making processes Co-ordination can be improved Building a proper evaluation system Developing areas in which priority and attention is required (Australian Commission on Safety and Quality in Health Care, 2007 & JCAHO, 2007) Disadvantages would also be applicable, including: – Huge costs of accreditation which is finally passed on to the patient Emphasis on resources such as human, support systems, etc. The standards have to be continually updated, changing the area of concentration Accreditation would concentrate on improving structure rather than services Greater attention on increasing collaboration and partnership It may be difficult to streamline the processes Accreditation may not have an effect over the outcomes There may be huge emphasis on competition present in the market Need to subscribe to accreditation by more than one organization (PHF, 1997) In the year 2007, the Australian Commission on Safety and Quality in Health Care gave an alternate model for accreditation of healthcare organizations.   Consultation with the stakeholders helped to identify the deficiencies in the current system and to develop a better one.   The idea was to apply this new alternative accreditation system across all the sectors of healthcare in a phased manner. Characteristics of this new accreditation system: – Implementing certain reforms Bringing about certain standards in the Australian healthcare system The system was to be developed in association with the stakeholders Improve the quality standards Improve the compliance levels with the rules in the healthcare organization Ensure evidence-based practices Improve the monitoring system Support mutual recognition Improve the participation levels Improve the assessments levels, methods and surveys Obligations to be imposed so that the organization adheres to the standards (Australian Commission on Safety and Quality in Health Care, 2007). Conclusion – It can be said that the entire process of accreditation needs to be setup in such a way that emphasis is given only in improving the patient care and satisfaction. All the meaningless process and structures that do not have an effect over improving the patient care should be removed.   The accreditation organization should ensure that such a system of accreditation is practically applicable by various types of healthcare organizations.   Not much emphasis should be given on costs.   Even organizations that are providing cost-effective care and are meeting with reasonable standards should be provided accreditation.   Accreditation should also be a voluntary system and not a compulsory one.   Different levels of accreditation should also be provided (PHF, 1997).    References: Australian Council for Healthcare Standards (2007). â€Å"About US.† [Online], Available: http://www.achs.org.au/whatwedo/, [Accessed: 2008, March 17]. Australian Council for Healthcare Standards (2007). â€Å"Mission, vision and values.† [Online], Available: http://www.achs.org.au/missionvisionvalues/, [Accessed: 2008, March 17]. Australian Council for Healthcare Standards (2007). â€Å"What accreditation means.† [Online], Available: http://www.achs.org.au/whataccredmeans/, [Accessed: 2008, March 17]. Australian Council for Healthcare Standards (2007). â€Å"ACHS Position Statements.† [Online], Available: http://www.achs.org.au/positionstatements/, [Accessed: 2008, March 17]. Australian Commission on Safety and Quality in Healthcare (2007). â€Å"UPDATE: Review of National Safety and Quality Accreditation Standards November 2007.† [Online], Available: http://www.safetyandquality.org/internet/safety/publishing.nsf/Content/accreditation, [Accessed: 2008, March 17]. Australian Commission on Safety and Quality in Healthcare (2007). â€Å"Draft: An Alternatvie Model for Safety and Qualtiy Accreditation.† Barnes, A.M. (2001). â€Å"Healthcare Law: Desk Reference.† Ali-Aba. http://books.google.co.in/books?id=KS5xke6-DEgC&dq=accreditation+advantages+healthcare&source=gbs_summary_s&cad=0 JCAHO (2007). â€Å"Benefits of Joint Commission Accreditation.† [Online], Available: http://www.jointcommission.org/HTBAC/benefits_accreditation.htm, [Accessed: 2008, March 17]. JCAHO (2007). â€Å"PSP Fact Sheet.† [Online], Available: http://www.jcipatientsafety.org/fpdf/ICPS/PSP%20Fact%20Sheet%20with%20New%20Logo.doc, [Accessed: 2008, March 17]. Public Health Foundation (1998). â€Å"Accreditation: A Study of Issues and Characteristics Applicable to Public Health.† [Online], Available: http://www.phf.org/Reports/Accreditation1/final_report.htm, [Accessed: 2008, March 17].                        

Role Of The Business Cycle Dating Committee Of The...

In this paper, I will explain the roles and importance of the Business cycle Dating committee of the National Bureau of Economic Research. I will also explain how the NBER defines and dates recessions. Finally I will explain the important aspects and effects of the last recession. The Business Cycle is â€Å"†¦the ups and downs in economic activity, defined in terms of periods of expansion or recession† (Dr. Econ). Expansion is the period in which employment, production, sales and income increase. Likewise, the contrasting contraction is when the actions above decrease. In order to keep track of the fluctuations of the US’s business cycles troughs and peaks, the National Bureau of Economic Research was created. The NBER is comprised of a group of economic researchers currently led by president James Poterba. The members are usually specialized in the field of business-cycle research, and are chosen by the president. The NBER was founded in 1920 as a private non-profit â€Å"†¦non-partisan organization dedicated to conducting economic research and to disseminating research findings among academics, public policy makers, and business professionals.† (http://www.nber.org/info.html). The NBER dating committee was formed in 1978, an d plays an important role in the US as an examiner of broad measures of economic activity, and the most reliable source of the beginning and end of recessions in the U.S. This is accomplished by gathering as much data on a given period of economic activity.Show MoreRelatedThe Conflict Between Inflation And Unemployment1374 Words   |  6 Pagesaggregated supply. China and India are two countries where this combination of strong economic growth and rising inflation has been seen in recent years. In 2010, China grew by 9.8% but her inflation rate was 4.9% and rising. India grew by 8.6% but her inflation rate was 8.3%. 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