Essay on Managing Operational Risks in Financial InstitutionsEssay Writing Service

Paper on Managing Operational Risks in Financial InstitutionsEssay Writing Service Paper on Managing Operational Risks in Financial Institutions Paper on Managing Operational Risks in Financial InstitutionsHistorically, RBS was one of the most respectable and eminent banks of the UK, which however used to work in Scotland principally. Nonetheless, the changed monetary condition opened enormous open doors for RBS to grow its business all through the UK first, and afterward universally. The 2000s denoted the unmatched development of the save money with acquisitions, which don't generally identified with the financial business. Therefore, inside not exactly 10 years, from 2000 to 2007, RBS got probably the biggest bank on the planet. In any case, such extension in the long run brought about the emergency that drove RBS to the bailout. Simultaneously, one of the main considerations that added to the ruin of RBS was the poor operational administration which kept the bank from the satisfactory appraisal of dangers and dangers. Acquisitions made by the bank during the 2000s were excessively huge for the bank to finish them effective ly and securely, yet the bank’s operational hazard the board neglected to reveal any threats.Operational dangers and issues looked by RBS in 2008The second, which fixed RBSs destiny, came in October 2007, with the  £49 billion takeover of ABN Amro, the greatest bank in the Netherlands. In any case, this obtaining was a major however not by any means the only one inside not exactly 10 years. In such manner, it merits referencing acquisitions of Royal Insurance, Churchill Insurance and Charter One were among the significant arrangements which followed (seven of every 2003 alone) as RBS consistently climbed the association table of Big Banks (Boonstra Gravenhorst, 2008).However, the issue of RBS was that the bank was purchasing organizations when their offer cost was at its pinnacle, as opposed to when offers were at absolute bottom (Crosby, 2009). Thus, the bank followed through on the perhaps greater expense yet couldn't deal with the bought organizations appropriately. Actu ally, regularly acquisitions were near disappointments. At any rate, the rebuilding and coordination of new organizations into the bank’s structure turned out to be amazingly testing and quite often caused an extensive downturn in the presentation of organizations procured by RBS. RBS, in its turn, likewise weakened its presentation, while dangers became more grounded as the bank kept on securing new organizations, while bargains developed increasingly more costly.In December 2007, RBS facilitates financial specialist fears when it uncovers lower-than-anticipated compose downs of  £1.5bn for the two RBS and ABN Amro following the emergency in the US sub-prime home loan advertise. The bank counterbalances  £250m of the compose downs by utilizing its own money saves as opposed to going to the inexorably costly discount credit markets (Hamel Prahalad, 2009).However, by April 2008, RBS arrives at the incredibly elevated level of credit crunched compose downs which have reache d UKP 5,9 billion (Hamel Prahalad, 2009). In fact, the general misfortunes of the bank ended up being substantially more huge and totaled with lost  £28 billion, the greatest in British corporate history (Hamel Prahalad, 2009). After such a misfortune, RBS’ share costs crumbled from  £6.03 in March 2007 to 11.6p in 2008 (Hamel Prahalad, 2009).In such a circumstance, the bank confronted impressive money related issues at that point and the calamity was simply coming up. In such manner, the serious issue of RBS was the way that the portion of high-hazard resources claimed by RBS turned out to be excessively high, while top administrators of the bank neglected to see the up and coming fiasco that uncovers the insufficiency of operational hazard the executives of the bank. At any rate, top administrators of the bank ought to have seen that each new obtaining turns out to be increasingly testing and the bigger the procurement is the more troublesome it is for the bank to finis h the securing effectively. In such manner, the procurement of ABN Amro was the final irritation that will be tolerated, while the monetary emergency in the US and liquidation of biggest American banks trigged the fiasco that needed to happen as a result of too unsafe strategies led by RBS with respect to its advantages. In 2008, it became clear that RBS neglected to adjust its advantages and high hazard resources turned into the insufferable weight that drove RBS to the bailout.RBS’ reaction to the problemsIn reaction to the conspicuous danger of the quick and steep downturn, RBS requests that investors siphon in UKP 12 billion. Europes greatest rights issue powers CEO Sir Fred Goodwin on edge, in spite of the fact that he excuses discuss him leaving (Hamel Prahalad, 2009). In any case, the bank’s inconveniences got evident and the pressing requirement for the administration bolster got fundamental for the endurance of the bank.In 2013, RBS despite everything had  £ 54.6bn of what it calls non-center resources (RBS Key Financial insights, 2014). Along these lines, even five years after the emergency that put the bank on the edge of endurance, the portion of non-center resources, which are possibly dangerous is still exceptionally high. Increasingly significant, the issue of those non-center resources isn't simply hazards related with them yet it is fairly the hazard that such an enormous portion of non-center resources will keep RBS from the effective recovery.Experts (RBS Key Financial insights, 2014) prescribe to deal with the once-over of high-chance resources of around  £38bn before the finish of 2013. The objective is to expel 55-70% of these advantages throughout the following two years (RBS Key Financial measurements, 2014). In any case, the bank has not done it so far.In such a way, the current money related position and strategies directed by RBS show that the bank is recouping yet its recuperation is excessively moderate and questio nable. In this regard, the poor operational administration of the bank is apparent since the bank can't dispose of high hazard resources and non-center resources, which are regularly no different. Likely, the administration contribution keeps the bank from the powerful administration of operational dangers that would permit RBS to auction its hazardous resources quick, regardless of whether it brought about employment cuts and conceivable negative impacts on specific organizations or neighborhood economy. Rather, the board and administrators of the bank are at present taking wary choices and can't cut off high-hazard resources immediately.Recommendations to RBS to oversee operational risksOn investigating foundations of the issue of RBS and its most profound emergency in 2008, it is imperative to put accentuation on the way that the serious issue of RBS was the poor operational dangers the executives. The bank sought after quick development and administration in the business at cost of buying high hazard resources at the pinnacle of their cost, when they were the most costly. Notwithstanding, these benefits didn't bring the bank attractive impacts. Also, the amassing of such resources made the bank unable to oppose to the negative effect of the money related emergency. In this way, it is non-center, high hazard resources that are the essential driver of the operational dangers and issues of the bank at the moment.Hence, eagerly or not, the bank should dispose of the entirety of its high hazard, non-center resources. This progression may go up against the resistance inside RBS just as from the piece of the legislature however this choice is basic to assist RBS with recovering quicker. Something else, RBS will continue bumbling until its last ruin since any new downturn in the monetary advancement of the world or budgetary markets of the US, the UK or the EU, and RBS will be on the edge of endurance again with its high hazard assets.Furthermore, the bank should upgrade its operational hazard the board through standard reviewing and observing of its advantages for distinguish quickly dangerous resources. Simultaneously, reviewing and checking will assist with surveying the real capability of the bank. At the end of the day, examining and checking will assist the save money with assessing satisfactorily its assets and position in the market. Along these lines, the bank won't take hazardous choices, which may prompt questionable impacts, since administrators will know that those choices will be unreasonably expensive for the bank.At a similar time, it is conceivable to suggest changing the arrangement of authority over top officials. Actually, the defeat of RBS in 2008 was, to a critical degree, the consequence of strategies directed by Sir Fred Goodwin. In such manner, the model of dynamic needs changes since the CEO of the organization ought not take choices one-sidedly. Rather, the board ought to take an interest in the dynamic procedure t hat implies that every single top official should lead the promoting examination and the investigation of existing dangers and dangers before taking a ultimate choice of the board.Finally, the bank ought to think about choices to change its benefit approaches. What is implied here is the way that the bank ought to incorporate obtained resources or auction them (Brown, 2003). There are no different options for RBS up until now. The bank can't spend generous assets on the upkeep of benefits that pulling the bank down and the bank may in the end sink, in the event that it neglects to advance its advantages through deals as well as through hierarchical changes that will assist the save money with integrating non-center resources and make them either center or simply reject from those assets.ConclusionThus, the budgetary emergency of 2008 uncovered the helplessness of RBS to various dangers and dangers related with the irrational venture into non-center resources, a large number of which are high hazard and, along these lines perilous for the strength of the bank. In addition, the principle issue of RBS was and, to a noteworthy degree, remains the issue of the enormous portion of non-center resources which the bank can't completely and effectively incorporated into its authoritative structure. Thus, subsequent to making a costly procurement, since RBS frequently made acquisitions at the pinnacle of offer cost of target organizations, the bank gained high hazard resources that necessary generous money related assets, while their presentation and the exhibition of the bank decayed reliably. The bank is attempting to recuperate however it fizzles

Illegal immigration Essay Example | Topics and Well Written Essays - 500 words - 1

Illicit migration - Essay Example lawful migration is a profound established issue in the United States which influences it from numerous points of view including it economy; accordingly it is significant that business guidelines and punishing strategies ought to be kept up for these unlawful outsiders. Numerous laws have been figured to keep illicit migrants from entering the nation however it can't be denied that they have an exceptionally incredible effect on the economy of the United States. This is on the grounds that they structure a significant segment of the regular workers in the nation (Fuqua 217). The unlawful laborers structure a basic piece of numerous organizations. As indicated by the Department of Labor, more noteworthy than 50% of the laborers who pick crops are unlawful migrants. In spite of the advantage of an expanded work class gave by the illicit foreigners, they lay a negative effect on the economy also. This is on the grounds that individuals originating from the poor nations consent to a lower pay scale and the outcome is joblessness of local people. Hence, this makes issues for the nearby just as the national government (Finnegan). The efficient effect of the illicit migrants is evident however their work raises numerous issues for the businesses who recruit them. This is on the grounds that the businesses need to confront the legitimate issues squeezed against them for recruiting the illicit individuals and simultaneously, the unlawful specialists likewise request remuneration lawfully for the mishaps in the work environment or for any demonstration that they feel oppresses them. â€Å"The Immigration Reform and Control Act of 1986† is a ct which obviously expresses the way that illicit individuals dwelling in the United States ought not be utilized and it is the obligation of the businesses to check the authoritative archives of their representatives to be certain that they live legitimately in the nation. Moreover, if unlawful outsiders are seen as working with produced records utilized for business, their occupations ought to be finished with quick impact and they ought to likewise not be given any c ases or advantages. These measures have

E-Journals--Inside and Out :: E-Publishing

E-Journals- - Inside and Out SDI represents the Selective Dissemination of Information in the field of Library and Information Science. The editorial manager of this section on E-Journals has been a rehearsing scholastic reference administrator since 1983. Lynn C. Westney is an Associate Professor and a Reference Librarian at the University of Illinois at Chicago. In this segment she specifically spreads universal data on the substance of unreservedly open (no membership required), e-diaries, e-bulletins, and other e-distributions. Now and again, important Web destinations are incorporated. The Journal of the Association for History and Computing, JAHC, has as its center the utilizations of PC and other electronic innovations into the recorded calling which is interdisciplinary in a few regions. The uses of new innovations, especially inside academe, have been the focal point of research by researchers in numerous orders, particularly in all parts of instruction, history, library and data science, and theory. These applications are interdisciplinary as opposed to teach explicit. History specialists must be open and responsive to the thoughts introduced in different diaries and in different fields. In this manner, an extra reason for this segment is to present to the perusers of JAHC, the issues, contentions, and patterns which are affecting interdisciplinary research inside history and processing and partnered teaches as prove inside ebb and flow electronic productions. Educator Westney draws out into the open a decent variety of worldwide e-distributions important to history specialists and researchers from different teaches by giving a concise distinct and evaluative comment of every production she has decided for incorporation. Through featuring singular articles this exertion fills in as a starting vehicle for the specific scattering of data for the individuals from AAHC, JAHC, and other people who visit our Web webpage. Editorial and questions concerning this segment ought to be routed to: lynnhatt@uic.edu E-Journals and Electronic Publications Passages are recorded in sequential request by e-title. PART I: SPECIAL FEATURE: ELECTRONIC RESOURCES FROM AND ABOUT IRELAND Opening http://ads.ahds.ac.uk/index/ARCHway.html The paleontology diary property of more than 20 UK college, historical center, and private libraries have been joined to make one accessible asset. To look over the whole asset, click on the diary locator button. To peruse the A-Z rundown of more than 2,000 titles, click on the A-Z list button. References to articles and modified works are without given of charge, albeit full-content of the articles isn't given. Australian Law Librarian http://www.allg.asn.au/current_all.htm#current_issue Vol. 12, No. 3, â€Å"Rejoyce Dublin 2004: Revived Copyrights and Public Exhibitions,† by Matthew Rimmer. This article considers the effect of the copyright term augmentation upon open displays in libraries and social establishments centering upon the lawful activity taken by the Joyce Estate to forestall the arranging of â€Å"Rejoyce Dublin 2004:, a celebration commending the centennial of Bloomsday.

Dissertation On Employee Resistance To Change - Free Essay Example

Chapter 1- Introduction Change comes from anywhere, and is the only constant. Propelled by the driving force of technology and globalization, the economic landscape continuously transform in a way that has come to undermine the relevance of received wisdom on how a firm should be managed and what underlies its success (Gregory Prastacos, et al., 2002). In this new millennium, it is more challenging for an organization to sustain its competency or even survive in the diversity market. When an organization is threatened by environmental changes such as crisis or competition, it results in the increasing needs for communication as technology develops rapidly and higher customer demands will be foreseen. Organizational change is not an option; it constitutes a fundamental necessity for success within the new competitive landscape (Hamel and Prahalad, 1996). An organization need to evaluate its performance and review its business strategies, corporate structure, operational process and HR policies to identify the areas that need transformation. To maintain its competitive advantages,  an organization must make effort to implement changes accordingly. Usually changes to be made in an organization is for the seeking of extending the ability of the organization to achieve the strategic goals but sometime changes do not necessarily contribute to the improvement of the organization (Stroh, 2001). The expected result of the change might vary due to other unexpected f actors, such as resistance to change. Resistance is a phenomenon that affects the change process, delaying or slowing down its beginning, obstructing or hindering its implementation, and increasing its costs (Ansoff, 1990). Effect of resistance of changes in organization will cause distorted perception, interpretation barriers and vague strategic priorities, low motivation among the people and lack of creative response (Val, 2003). It is crucial for change initiators to deal with resistance for a successful change. Forasmuch as employees are the one who get the job done, and they the one who possess the knowledge, skills, tools and experiences, it is clear that organizational changes cannot be achieved without employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s support and involvement. Employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢ acceptance and commitment are the key factors for successful changes. Effective change management should recognize the importance of its employees and the way to minimize the resistant from employees. Therefore, understand why it is caused, the forms of resistance and the factors determine employees reactions to change is significant. 1.1 Research Objective This research will study on the factors of resistance to change from employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ prospective. The aim of this research is to review the factor and find out the correlates among the factors. By better understanding these which a shift in perception could occur, the paper hope to develop a framework to change initiators of how certain group of employees is the likely to react and behave to change that being unleashed by the value and perception, this knowledge will enable change initiators to design change plan and training programs which recognize the values of employees, and to interact with diverse others in order to optimize the expected change affect. The research attempt to explore the followings areas as a systematic way to rationalize the value of this project study: To identify the natural of employee resistance to change. To identify the symptoms of employee resistance to change. To identify the reasons of employee resistance to change To determine the various factors to effect employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ resistance to changes. To evaluate the effect of these factors on organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s future development. 1.2 Chapter Summary Chapter 1 of Introduction has provided a background of the circumstances that force organization to change, and examined the inevitable resistance can undermined organizational change. By identifying the importance of employee in the organizational change, research objectives were generated to study on the resistance of change from employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perspectives and listed done the areas of the study to be explored on. The research was planned in a systematic way to rationalize the value of this project. Next chapter of this project will touch on a review of current literatures on the natural, symptoms and the reasons of employee resistance to change and factors affect employee resistance, followed by the research methodology, samples and limitation of the research. The subsequent chapter will be the questionnaire data analysis presentation and lastly the paper will conclude the findings and its implications for change initiators. The aim of this research is to review the factors that affect employee resistance and evaluate it thought the target samples. Chapter 2- Literature Review 2.1 Employee Resistance to Change 2.1.1 The nature Organizations can be confronted with incremental changes that focus on à ¢Ã¢â€š ¬Ã…“doing things better through a process of continuous tinkering, adaptation and modificationà ¢Ã¢â€š ¬? or transformational changes that are regarded as revolutionary and break with the past.(John Hayes, 2010) Although the incremental changes rarely presented any abrupt challenges to the assumptions people make about how they related to the world (John Hayes, 2010), this is not always that case. People are not duplicate, the values, beliefs, assumption and knowledge of that person will be developed over the time, formed as a set of personal opinion, perceptions, views of the world to guide their behaviors (Hallie Preskill and Rosalie Torres, 1999). It is concerned with whether employees regards view change can bring present or future personal benefit and opportunities or change is a threat to their job, skills or any other interests. The implementation of changes inevitably involves the vital intere sts of various shareholders, and especially employees.Resistance occurs since most employees desire to be successful in their work environments due to they have basic needs which must be satisfied. To begin with, employees want to know their role and their responsibilities within the organization. In additional, employees want to be able to predict what they will face in the future (Appelbaum, S.H. et al, 1998). Even though old procedures that were initially regarded as cumbersome, costly or ineffective, after a prolonged recursive execution, employees become comfortable and are used to the ways things were done. Employee might fear in a changing organization, therefore change are frequently be seen as a threat to oneà ¢Ã¢â€š ¬Ã¢â€ž ¢s existence within an organization if upgrading or acquiring new skills are a problem because of time constraints , or the inability of the person to learn these new techniques. Change within an organizational setting usually poses several problems and challenged by the pressure in aspect of money, ego, and power for those who resist it. Employees resist change because they have learned to associate it negative feelings since their basic needs may now be threatened (Mealiea, 1978). Thus it is human nature that employees look at à ¢Ã¢â€š ¬Ã…“Changeà ¢Ã¢â€š ¬? negatively, resistance thereby coming into play. 2.1.2 The symptoms Resistance, described by Kilian M. Bennebroek Gravenhorst (2003) is commonly considered to be standard or even natural in reaction to organizational change. It is described as an most inevitable psychological and organizational response that seems to apply to any kind of change, ranging from rather modest improvement to far-reaching change and organizational transformation. Symptoms are the specific behaviors exhibited when employee resistance to change (Albert F. Bolognese, 2002) According to Bhutan (1995), it is important to distinguish between the symptoms of resistance to change and the causes behind them. Symptoms can be reflected in varies of forms, which Marc Maltz (2008) categorized it into the two varieties: overt and covert. Overt resistance is concern with obvious opposition, disagreement, arguing, debating, etc., to any change effort. While, covert resistance comes in two forms: one is conscious covert which employees are concerned about the consequences of their actions that they apparently agreed but actually not following though or withhold information and avoid implementation. Secondly is the unconscious covert resistance, which is the most difficult to see symptoms among employees as employees are unaware their resistance. 2.1.3 The Reasons There are many causes attribute to employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ resistance to change, such as Coch French (1948), studied the workers of a clothing manufacturer and find that lower employee participitation causing the mistrust of management and increase their resistance to change. Kotter and Schlesinger (1979) identify four common reasons why people resist organizational change: people focus on their own interest and fear of losing something of value, it can be power and status, autonomy and control, or specific skills; Misunderstanding the change will cost them more than they will gain and lack of trust to the person who initiating change; Different assessment of the necessity and benefit of change situations; Low tolerance for change, sometimes people just resist to change emotionally even they understand the need for change. Several studies have acknowledged what Kotter and Schlesingerà ¢Ã¢â€š ¬Ã¢â€ž ¢s publication and enhance these categories with further researches, according t o Prosci- A business process reengineering directory and resource companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s study (2003) in past six years in 288 organizations from 51 countries, result shows the top reasons employee resist to change is because of corporate history and culture, which the organizations past performance of change project failed or did not make much sense, employees are less interested to take initiatives to support the current change, they are not in the à ¢Ã¢â€š ¬Ã…“flavor the monthà ¢Ã¢â€š ¬? , thus employee expected it go away like what happened in the past. Lorenzo (2000) also acknowledge that one attribute to employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ resistance is that past failures leaves negative image for future changes. Another reason added on in Prosci (2003)à ¢Ã¢â€š ¬Ã¢â€ž ¢s research is that employee often opposes to change because of the added job responsibilities, new processes or technologies. Changes with lower motivation to get employees involved and less consideration of em ployeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ interest and their emotional and perceptual perspectives thereby eliminate their initiatives and level of commitment. Pardo Del Val, Manuela and Martinez Fuentes, Clara (2005) conclude above sources to employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s resistance are most likely happen in change formulation stage, they further identify some reason rise resistance that consist of: (a) organizational values in relation to change values that cause a strong implementation climate to determine whether employee to accept or oppose to change; (b) departmental politics that form employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s resistance. 2.2 Factors affect employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s resistance to change Literatures have identified variety of factors affect employee resistance to change, the most cited views of the factors fall on the organizational level, for instance the communication process, employee participation, change facilitation procedures in change process (Ricky Griffin ,2008) to improve organizational effectiveness. Moreover, employee motivation (David Clarence and McClelland, 1987) and quality of leadership (Ken W. Parry, 1999) have been widely acknowledged to have influence on employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s work initiatives, involvement and commitment, so that it can argues to be a significant factor to affect employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s willingness to change. Above factors virtually are the ways to deal with the subtext of organizational humanity on the stage of change process. However, one must understand the root factors played to affect employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s perception towards organizational change. Fail to understand the intrinsic factors govern employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s values and beliefs guided behavior in the context of the way they were doing and expected in the future, and all the necessities organization attempt or should to do to implement and facilitate change is crucial. Therefore, the research will mainly explore on the personal factors played to affect employee resistance to change including age, gender, personality traits (Locus of control) and employee educational level as follows: 2.2.1Age Baby Boomers refer to people who are born between 1945-1964. This generation grew up in an era of unprecedented economic growth and stability, so as to be regarded as a generation that finds comfort with long term employment with one organization. This has provided them with a false sense of stability (Loomis, 2000).Their perceived working values emphasize on chain of command, teamwork, technically challenged, team work and loyal to employer As they born after War II, which they entered the economic boom era, Money and job security such as life time employment are definitely extremely important for them to sustain their living. In this regard, it is argued that Baby Boomers are easier to accept organizational change as their working value of chain of command which they tend to commit to the hierarchical order. Moreover, the inception of organization loyalty also attributes them to be more committed rather than resistant or any other negative reactions. (Hui-Chun, Yu and Peter Miller, 2003) Another neuropsychological research held by (Stanford University professor Laura L. Carstensen et al. 2000) on the relationship between age and emotional experiences found that the periods of highly positive emotional experience were more likely to endure among older people and periods of highly negative emotional experience were less stable. With age, older adults report relatively low levels of worrying (Sandra Hunt, Patricia Wisocki and Julianne Yanko, 2003), experience less anger (Schieman,1999), and have lower levels of emotional distress after natural disasters (Bolin Klenow, 1982à ¢Ã¢â€š ¬Ã¢â‚¬Å"1983). The implication of these findings are older employees have better capability to regulate their negative emotions with organizational change and adjust themselves to adapt the environment.Employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s adaptability has been seen a key attribute to a successful organizational change (Heslin , 2005). Compared with Baby Boomers, Generation X refers to those people who were born between 1965 to 1980. This generation of employee tend to more independent, self-motivated and self-sufficient (Loomis, 2000). This is because most X generations did not have enough of their family attention as children because their parent may have been single or working parents. X generations therefore became adaptive at handling things on their own and in their own ways. Their work value is perceived more on personal satisfaction, and their attitudes towards work are focus on flexibility empowerment, loyal to skills. (Hui-Chun, Yu and Peter Miller, 2003). Hence, when the change conflict with their own interest such as against what they used to do , their skills, or leave less empowerment to them, they will feel unmotivated towards to commit to the change. However, David J. Oà ¢Ã¢â€š ¬Ã¢â€ž ¢Connell, Eileen McNeely and Douglas (2004) argue that since Xers entered the workforce under the employment of à ¢Ã¢â€š ¬Ã…“dealà ¢Ã¢â€š ¬?, in which career planning and development are largely individual responsibilities and where the average worker can expect to make several changes during their working lives. In this regards, it seems like Xers are more adaptive to change. However, there are also many scholars debate the relationship between the age and the personal adaptability to change, such as Mirvis and Hall, 1996. Recent research held by Oà ¢Ã¢â€š ¬Ã¢â€ž ¢Conell, McNeely and Hall, 2008 also support this assertion, reporting that age is limited measured as a categorical variable namely the characteristics about an individual . 2.2.2 Gender Although many literatures have acknowledged the impact of gender difference on the management practice, there had been little systematic attention focus on identifying the gender roles on effective change management relatively. Feminist perspectives have tended to highlight not only the impact of organizational change on womenà ¢Ã¢â€š ¬Ã¢â€ž ¢s relatively marginalized position but also the role of women in the change management (Melissa Tyler, 2005). Jamie L, Michael G and Homer Tolson (2005) research findings suggest that there is a difference between male and female executive of their emotional expressiveness, and women are regarded to process better skill at encoding and decoding emotions (Laura K. Guerrero and Kory Floyd, 2008). Emotions are intensive feelings that are directed at someone or something (Stephen P. Robbins and Timothy A. Judge, 2010). Goleman-the founder of emotional intelligence theory also mentioned that women are good at reading othersà ¢Ã¢â€š ¬Ã¢â€ž ¢ feeling s than men averagely in his book published in 1995. The skills to encode and decode emotions generally have advantage to develop and maintain relationships (Laura K. Guerrero and Kory Floyd, 2008), because skilled encoders have ability to express their internal emotional state so that other people can decode their emotions more easily and accurately (Burgoon and Bacue, 2003). In this regard, the chances such as misunderstanding and conflict due to implicit or unclear message delivered or received prone to be decreased, the communication becomes more easily and effective. In many literatures, communication has been widely acknowledged as a useful approach to eliminate resistance to change. Therefore, women are deems to be more successfully engaged in change circumstances. Maddock (1999) added that à ¢Ã¢â€š ¬Ã…“Women focus on relational aspect of how to do things, while men tend to be expected to think what to do.à ¢Ã¢â€š ¬? It appears that women are emotionally discreet on how they are going to process the information, express and interpret their view points to react to change before making any decision. Combined with womenà ¢Ã¢â€š ¬Ã¢â€ž ¢s secondary position in labor market due to gender discrimination, especially in Confucian countries, in addition to their greater responsibilities in family and child care than men, which cause women are relatively powerless to challenge the situation (Melissa Tyler, 2005). Hence Melissa argues that women in change management appear to be positioned as performing an interpersonal function associated with safety; providing security in times of unexpected turbulence and anticipating. On the basis of these arguments, it seems that women tend to avoid conflict in working in this regard and to accept the change accordingly. 2.2.3 Personality Traits Some people are quiet and reserved, while others are aggressive and outgoing. Some people are trustworthy, some are not. People differ with each other in various dimensions as a result of different behavior and attitude towards things in personal life and working. The individualà ¢Ã¢â€š ¬Ã¢â€ž ¢s differences are shaped by personalities (Stephen P. Robbins and Timothy A. Judge, 2010) Personality refers to the traits and characteristics that make individuals unique (Greenberg and Baron, 2002). The most frequent used definition of personality was produced by Gordon Allport nearly 70 years ago which he commented that personality is the dynamic organization within the individual of those psychophysical systems that determine his unique adjustment to his environment. Personality thus becomes an important reason mangers need to know to generate a view of employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ likely behaviors and examine their coping reaction. Meselaar and Cozijnsen (1997) further highlighted the per sonality is a determinate of individual reaction to organizational change. Locus of control refers to the degree people believe their own behaviours determine what happens to them. People believes they have more control over their destiny are referred as internal, and people who believe they have less control over their life and the results are attributing to the will of God, or to the fortune of being born in the right social class or family are referred as external. At this point, it is suggested that people behave differently towards change. Wilson (1992) developed an approach referred asà ¢Ã¢â€š ¬? determinismà ¢Ã¢â€š ¬? to study change management portrays the manager and other organizational members as pawns affected by change rather than as agents who can initiate and secure change. Their ability to influence is limited because of the main determinates lie outside the organization. John Hayes (2010) argues that those who are overcommitted deterministic view of change may be inclined to believe that the locus of control is external to themselves and the organization and may therefore develop view that there is little they can do to influence events. Hence, people who think this way is less likely to attempt to adopt a proactive approach to the management of change than those who have more internal view about locus of control. 2.2.4 Educational Level Although there were not many literatures specifically emphasize the employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ educational level to their resistance to organizational change, it is widely acknowledged (e.g.: George H. McCall, Karl E. Ristow and Daniel J. Cimini, 2004) that higher education improves employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ personal management, time management, communication skills and problem solving skills. Higher education defined by Roberg (1987) refers to the instruction that was obtained at university or colleague. According to Thomas Kent Gaylor (2001)à ¢Ã¢â€š ¬Ã¢â€ž ¢s research on 286 police officer from two North Texas Police department in 2001, result shows no significance relationship between the educational level and employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ openness to change. However the limitation of his research was lack of variation in respondentà ¢Ã¢â€š ¬Ã¢â€ž ¢s education level. Nevertheless, the author believe that higher education of employees will be more likely to support and commit or ganization change with more positive thinking of why the change is needed, hence the research intend to do further evaluation with different samples on the relationship of educational level to employee resistance to change since it is a logic factor that higher education equipped with employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ more knowledge and broader thinking and believe, which reduce the tendency to be dogmatic and to be more creative. 2.3 Chapter Summary Chapter 2 of Literature Review has explored on the current literatures on employee resistance to change in terms of the natural, symptoms and reasons. The inevitable resistances from employee impulse the research to further find out the factors that affect employee resistance to change. The research noted many factors including communication process, employee participations, change facilitation process, employee motivation and quality of leadership, and lastly mainly reviewed the personal factors played consist of age, gender, personality traits (locus of control) and employee educational level influence various aspects from values and beliefs and emotions as a result of different behavior and levels of adaptability reacted to change After exposit the literature review of factors affect employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s resistance to change, the paper will tackle the main objectives of this research. Starting with the description of research methodology, samples and limitation of the research, then paper will touch on the analysis part of the questionnaire, to examine the reflected results against with the literatures reviewed earlier on, so as to evaluate its universality of the factors in the sampling organization. Chapter 3- Research Methodology 3.1 Secondary Research The research was carried out at the beginning though a secondary research to review the current literatures on the areas of the study, which contains of the nature, symptoms and the reasons of employee resistance to change and the factors affect employee resistance to change from a more intrinsic view by looking at employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢ personal factors. The factors focus on the employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s adaptability to change determined by age and gender, one dimension of personality traits -locus of control, and employee educational level. The information is collected from textbooks, journals and articles from reliable and creditable online Journal Publications, National Library and Campus Library. 3.2 Primary Research In order to evaluate the factors been presented in literature review, the research will primarily employ questionnaires as the main methodologies for information gathering. The questionnaire will be carried out with various employees working in a large organization. The methods allow directly and original information to be gathered from participants. Questionnaire results are to be consolidated, and will be analyzed using various questionnaire analyze techniques, to interpret the data. The main reason of using questionnaire and interview is because data is collected directly from specific target respondents. Interviewers have the ability to ask extra intensive questions of the respondent concerning survey responses. 3.2.1 Research Samples The research was conducted using data collected from a large size agribusiness organization located in Singapore, mainly doing palm oil plantation and trading. The reason of choosing this organization is because it is currently undergoing turbulence and change on merger with one small size palm oil trading company and one ship chartering company. And it also has experienced many merger and change in the past. Therefore the target samples of the questionnaire participants in the organization must have many varies views on organizational change to enable the research generate more practical reflections from employees perspective on organizational change and change effect on them, aims to evaluate the universality application of all those factors on employee resistance to change presented in literature on the target sampling. The questionnaire attempt to invite 150 employees in this organization from four departments who are affected by the merger plan, respectively 25 employee from IT department, 35 employees from logistic department, 25 employee from finance department and 65 employees from operation department. 3.2.2 Limitation of This Research During the research, data collected could be deviated due to limitation in the research methodology as follows: Data may not represent the entire population due to the limitation of sampling size As the four department employees may experience different kinds of minor changes in their department respectively, whether the change offend their interest or not might bring subjective bias towards their response to the questionnaire, hence the accuracy of data collected will be deviated. Respondent who experience the past organizational change may bring different perceptions towards new change. The choice of the question may limited respondents response. 3.3 Chapter Summary Chapter 3 presented the methodology of this research which employed on secondary research to review the current literatures on the area of the study, and also the primary research using questionnaires to collect data. Research Samples chosen was a large agribusiness organization who is experiencing turbulence and undergoing merger and work structural change. The limitations of the research were also discussed including the sample size, respondentsà ¢Ã¢â€š ¬Ã¢â€ž ¢ bias, past organizational change experience as well as the choice of questions may also affect the accuracy of the survey result. Next chapter will touch on the research result analysis and discussion. Chapter 4- Result Analysis and Discussion The questionnaires were distributed to 150 employees in IT, Logistic, Finance and Operation department respectively as planned in Chapter 3, the responding rate is about 76%, namely 114 employees attend the questionnaire. Following are the result of each factors being tested. 4.1 Age The research finding on age factors shows that respondents in different age group perceived change differently and appears with different level of resistance. In contrary with literatures presented earlier on demonstrating age have negative relationship with organizational change where people are more emotional stable and adaptable to organizational change as they age. Instead, the result shows that in the age group of 20 to 65+, employees are more resistant to change as they age; an interesting finding is that for employees aged below 20, whom were surprisingly scored higher marks on resistance. Figure 4.1.2 shows details of scores on resistance in each age group. Figure 4.1.2- Age group vs Resist to change score The possible causes lead to this result might because when younger people firstly enter the workforce with no experience and lower educational background, they are uncertain about their skills and abilities. They may behave self-concerned and less flexible dealing with working matters, and not mature enough to regulate their emotions as they are undergoing a transition from childhood to adult, school life to working life with increased responsibilities, time is needed to help them accept such big changes and adapt themselves in the new environment. As they age and become more mature, they seek for competence, career movement and relationship, they are more flexible and motivated to change themselves in the organization to achieve their objectives. As time goes on, they feel tired and queried about what supposed to be. They are loyalty to their skills and fear losing it in the future. Stability, job security and sense of seniority may become the main values after they age 46. Hence th ey might act more resisting to change as demonstrated in below figure. Super (1980)à ¢Ã¢â€š ¬Ã¢â€ž ¢s Life Stage Theory displayed some common characteristics against to the above analysis and assumptions, which the author would like to research further. 4.2 Gender Out of total 114 respondents, 78 are women, and 36 are men, most of men respond strongly agree that organizational change is necessary and beneficial, and express their willingness to take challenges. Although there is no strong evidence to show that women are more resistance to change, most of women strongly agreed with the statement that when things are not going as plan, they tend to feel stress and if there is significant change regarding the way things are done, they would probably feel stressed. At this point, the research result suggested that women tend to be trapped in stress situation more easily than men. Hellriegel, D. Slocom, J. W., and Woodman, R.W.(2001) has pointed out that organizational change can be viewed as greatest source of stress on job and perhaps employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ life. Stress cause low morale, high desertion rate and consequently reduce in job satisfaction and organizational commitment. The women research samples in this study reflect lower abilit y to regulate stress in working and life that affect their job performance. When organizational changes go against their interest, plan or principles, family life, it easily get women feel stress emotionally and potentially raise their resistance level which can be described as à ¢Ã¢â€š ¬Ã…“unconscious covert resistanceà ¢Ã¢â€š ¬? (Marc Maltz, 2008) whereby employees are unaware of their resistance to change. Such symptom as mentioned in Chapter 2 is difficult to recognize and manage. The result urges the management to recognize gender-related problems in the organizational process. The implication of the result underlines the importance of evaluating and managing performance between women and men employees in implementing change. 4.3 Locus of Control Figure 4.3.1 shows the relationship between Locus of Control versus Resist to Change scale. The extent of Locus of Control are divided into 5 category based on the score respondents received on answering 10 specially designed question (Q7-Q16) catered to identify the individual level of locus of Control. For each correct answer that suggested Internal Locus of Control, the participant are give 1 point, the end results are totaled up with a formula (N/10)x100. The result are categorized into High Internal (80%), Low Internal (61 à ¢Ã¢â€š ¬Ã¢â‚¬Å" 80%), Neutral (41- 60%), Low External (21-40%) and High External ( 20%). Figure 4.3.1-Locus of control vs Resist to change score In the questionnaire result, it shown that respondents with a higher locus of control, regardless of Internal or external, are more likely to resist to change as they both score high in Resist to change. This result came surprisingly. Possible reason attribute to the result might be people with high internal locus of control believe they have full control over their live, they show high resistance to change when an external force attempts to changes it own direction. Whereas for people with high external locus of control are people typically with lower self-esteem and self-confidence. The fear factor kicks in when they are facing with changes. As pointed out in many studies, fear is the one of the biggest factor in preventing organizational change. People fear of the unknown future and about their ability to adapt to it (Shillingi, Venance, 2006). 4.4 Education Level Figure 4.4.1 shows the educational background of the questionnaire respondents. 58 % of them are at Diploma or Junior Colleague, 32% are Degree holders and 8% are Master holders. The average resistance to change score are 67.3, 39.6 and 10.3. The research result was against with the viewpoints presented by other scholars in literature review, but support authorà ¢Ã¢â€š ¬Ã¢â€ž ¢s arguments that employees at higher educational level reduce the tendencies employee resist organizational change as education equipped people with more knowledge and broader thinking. The implication is that management can use education as a tool to manage employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ negative emotions to organizational change and eliminate their resistance. Figure 4.4.1-Education level vs resist to change score 4.5 Chapter Summary This chapter presented the research result and analysis of each factors discussed in Chapter 2 that affect employee resistance to change. In this research samples, findings were not supported to all the findings of earlier research. Result shows younger employees (below age of 20) are most resistant to change and for employees above age of 20, resistant level increase as they age. In another aspect, result show there is no significant evidence to show women is more resistant than man, but an interesting finding is women tend to be easily stressed at work and life, which indirectly reflect their potential covert resistant to change when the change tense the circumstances. Regarding the locus of control personality factor, result shows that respondents with a higher locus of control, regardless of Internal or external, are more likely to resist change as they both score high in Resist to change. The last factor of educational level, result shows employees with higher educational level are less resistant to organizational change. The universality of the earlier research is not sufficient to this research sample. Chapter 5- Conclusion The world is changing; the change in government policy, economy, technology, legal requirement, competition, cost of raw materials and customerà ¢Ã¢â€š ¬Ã¢â€ž ¢s needs and wants pressures organizations to modify its structure, process or strategy necessarily to adapt and survive in the uncertain circumstances. Change is concerned with doing things differently and breakage of status quo. There are many resistances behind the change to hinder its success. The natural reaction for employees to à ¢Ã¢â€š ¬Ã…“defend the status quoà ¢Ã¢â€š ¬? brings challenges for change management. The research begins with a literature review of the current literatures on employee resistance to change in terms of the natural, symptoms, reasons and the factors affect employees resistance mainly include age, gender, personality traits (locus of control) and employee educational level. The research carried out to evaluate on these factors was though a distribution of questionnaires to a large agribusiness organization in Singapore. The results do not support the earlier scholarsà ¢Ã¢â€š ¬Ã¢â€ž ¢ research findings, the reasons may caused by many integrated factors such as past organization change experiences, leadership quality, motivation. However, a clear picture is that working force diversity imposes challenges in change implementation. All of four factors including age, gender, personality and educational background shaped individual differences which management could not ignore. Resistance is inevitable and there are no concrete answers and solutions to this problem since employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ perception, value and reasons for resisting are also vary in each situation. Nevertheless, management can develop a framework and theorize on how to create a climate, educate, persuade, communicate and reward employees to minimize employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ resistance and motivate them to be initially involved and committed to organizational change. The research raises the issues of performance management between women and men, and also the stress management of employees which contribute to the employeesà ¢Ã¢â€š ¬Ã¢â€ž ¢ resistance level to organizational change. Due to time limitation, the author suggest wish Appendix 1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Questionnaire (Please be assured that your answers will be anonymous) Section 1 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Personal particulars What is your gender? Male b) Female What is your age? Below 20 b) 20 to 29 c) 30 to 45 d) 46 to 65 What is your marriage status? Single b) Married What is your family status? I do not have children I have children under the age of 6 living at home I have children between the ages of 6 and 17 living at home I have children above age of 18 living at home What is your employment experience? Below 1 year b) 1-3 years c) 4-9 years d) 10-19 years e) 20 years and above Which of the following best describes the highest level of education completed? Secondary and below b) Diploma or Junior Colleague c)   Degree d) Master and Above Section 2 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Personality Test Please select the one of the following statements which you think is true: Q 1: ____ a) Peopleà ¢Ã¢â€š ¬Ã¢â€ž ¢s misfortunes result from mistakes they make b) Peopleà ¢Ã¢â€š ¬Ã¢â€ž ¢s misfortunes result from bad luck Q2: ____ Children get into trouble because their parents punish them too much. The trouble with most children nowadays is that their parents are too easy with them. Q3: ____ One of the major reasons why we have wars is because people dont take enough interest in politics. There will always be wars, no matter how hard people try to prevent them. Q4:____ In the long run people get the respect they deserve in this world. Unfortunately, an individuals worth often passes unrecognised, no matter how hard he tries. Q5: ____ Without the right breaks one cannot be an effective leader. Capable people who fail to become leaders have not taken advantage of their opportunities. Q6: ____ No matter how hard you try, some people just dont like you. People who cant get others to like them dont understand how to get along with others. Q7: ____ Heredity plays the major role in determining ones personality. It is ones experiences in life which determine what theyre like. Q8: ____ I have often found that what is going to happen will happen. Trusting to fate has never turned out as well for me as making a decision to take a definite course of action. Q9:____ In the case of a well-prepared student there is rarely if ever such a thing as an unfair test. Many times exam questions tend to be so unrelated to course work that studying is really useless. Q10: ____ Becoming a success is a matter of hard work: luck has little or nothing to do with it. Getting a good job depends mainly on being in the right place at the right time. Section 3 à ¢Ã¢â€š ¬Ã¢â‚¬Å" Resist to Change Scale Please indicate the degree to which you agree or disagree with each statement Organizational change is needful Strongly disagree Disagree Neutral Agree Strongly agree Organizational changes are mostly negative Strongly disagree Disagree Neutral Agree Strongly agree à ¢Ã¢â€š ¬Ã…“If it ainà ¢Ã¢â€š ¬Ã¢â€ž ¢t broke, donà ¢Ã¢â€š ¬Ã¢â€ž ¢t fix ità ¢Ã¢â€š ¬? is a correct statement Strongly disagree Disagree Neutral Agree Strongly agree Id rather be bored than surprised to organizational change. Strongly disagree Disagree Neutral Agree Strongly agree When things are not going as planned, I feel stressed. Strongly disagree Disagree Neutral Agree Strongly agree Changing plans seems like a real hassle to me. Strongly disagree Disagree Neutral Agree Strongly agree Often, I feel a bit uncomfortable even about changes that may potentially improve my life. Strongly disagree Disagree Neutral Agree Strongly agree When someone pressures me to change something, I tend to resist it even if I think the change may ultimately benefit me. Strongly disagree Disagree Neutral Agree Strongly agree I sometimes find myself avoiding changes that I know will be good for me. Strongly disagree Disagree Neutral Agree Strongly agree Once Ià ¢Ã¢â€š ¬Ã¢â€ž ¢ve come to a conclusion, Ià ¢Ã¢â€š ¬Ã¢â€ž ¢m not likely to change my mind. Strongly disagree Disagree Neutral Agree Strongly agree Ià ¢Ã¢â€š ¬Ã¢â€ž ¢ll take a routine day over a day full of unexpected events any time. Strongly disagree Disagree Neutral Agree Strongly agree I like to do the same old things rather than try new and different ones. Strongly disagree Disagree Neutral Agree Strongly agree I am adaptive to new environment. Strongly disagree Disagree Neutral Agree Strongly agree If I were to be informed that thereà ¢Ã¢â€š ¬Ã¢â€ž ¢s going to be a significant change regarding the way things are done at work, I would probably feel stressed. Strongly disagree Disagree Neutral Agree Strongly agree I do not like challenges. Strongly disagree Disagree Neutral Agree The last organizational change happened in my company was a failure Strongly disagree Disagree Neutral Agree Strongly agree My opinions are seldom valued by the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s higher management Strongly disagree Disagree Neutral Agree Strongly agree The managers rarely share vision and information with their subordinate Strongly disagree Disagree Neutral Agree Strongly agree I am NOT the intended beneficiary of the change Strongly disagree Disagree Neutral Agree Strongly agree If my boss changed the criteria for evaluating employees, it would probably make me feel uncomfortable even if I thought Ià ¢Ã¢â€š ¬Ã¢â€ž ¢d do just as well without having to do any extra work Strongly disagree Disagree Neutral Agree Strongly agree

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Australian Government Department Of Education - 1725 Words

Children are toddlers aged between two to three years old as defined in Australian constitution, the above document analysis touches on growth graphs of the a child, towards belonging, being and becoming, in the early childhood development, further it looks into the mechanisms and systems that will seek to close down the existing gaps between the education and studies distribution among the indigenous and non-indigenous citizens of Australia. This document is an analytical document describing the framework and the way a child between 0 to 5 years should be up brought to ensure that their potential is tapped fully, this is supported by the author when he tries to compare several scenarios and statistics. It is also serving as a recommendation to Australian council of government. The author of this document is the Australian Government Department of Education, as clearly stated in the first page of the document. The growth of child is coupled by cycles of events that cumulatively, form them into something from nothing. They develop from one level to another, for instance from birth a child is connected to his/her family, since this is the immediate environs that a child interacts with immediately after birth. Later the development of child is influenced by other factors such as culture as introduced by the family. The Author is of the opinion that the early childhood is very vital for any growing child. The author is also keen on the quality of the education children areShow MoreRelated Values Education Essay1157 Words   |  5 Pagesacquisition of essential knowledge, skills and values in order to enable all citizens to proactively play a part in the shaping their preferred future of a more equitable and socially just world (Bliss, 2005). 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Creativity for Problem Solving through Osbon Method- myassignmenthelp

Question: Discuss about theCreativity for Problem Solving through Osbon Parnes Method. Answer: Insight into ocean waste Oceans can be considered as an important natural resource for the aquatic animals for example fungi, fish, platypus, whales and others. The ocean water is their abode. Along with this, ocean is also a means of important means of transport in terms. Evidence suggest that ocean routes were used by the businesspersons for the purpose of trade. Studies also suggest that oceans were also used for providing a thrilling experience to the passengers on vacation through boats, ships (Nationalgeographic.com 2017). With the advancement of civilization and science, the oceans have degraded in its quality. This is because of the wastes, which are dumped in the lands surrounding the oceans. The wastes dumped by the people on the roads get drained away with the winds to the rivers, oceans and ponds. The scraps from the boats make the ocean water dirty and polluted. Tsunamis transfer the wastes from the lands to the oceans. Effect of ocean waste Rubbish or the wastes make the ocean water polluted, which snatches the habitat of the aquatic animals. These wastes consist of many harmful chemicals, which if consumed, leads to the death of the animals. Along with this, oil spillage from the industrial chemicals is also considered as a waste, which degrades the freshness of the ocean water (Nationalgeographic.com 2017). Oceans are also a source of income for many fisherman, living near the oceans. Due to the wastes, they lose their occupation. Many of the times, the effect of the wastes is also seen in the form of diseases, to which the fisherman and their family fall prey. The cure of these diseases is not available easily, which results in their death. Negligence towards the wastes is a common thing, which pollutes the surrounding environment of the oceans. Keeping the carcass of the dead animals, corals, fungi as it is for a long time generates the risk of many infectious diseases. One of the major concerns is the plastics, which are non-biodegradable. This aggravates the complexities of the harmful diseases in case of the animals, plants as well as humans. According to a study, till now 5.25 trillion wastes have been collected from the oceans (Nationalgeographic.com 2017). The count is still not over. Most of these wastes are plastic, which has horrific consequences for the seabirds, marine animals and people. Theoretical perspective to the ocean waste In view of the intense loss and damage of the people and the sea animals, solutions needs to be achieved for ensuring the wellbeing of the environment as a whole. Taking into consideration, Osborn Parnes model of problem solving method would be effective in achieving positive outcomes. Creativity is an important element of this model. The model is the outcome of conglomeration of several theorists, planning to make the persons more creative in exercising the process of problem solving (Cybulski et al. 2015). There are various versions and processes of solving the problems through Osborn Parnes model. Divergent and convergent are the versions specified in this problem solving process. Finding many ideas through the speculation of the ocean areas and the wastes can be correlated with the divergent aspect. Experimenting with the gathered ideas would help the scientists to narrow down the area and reach the conclusion. Maintenance of consistency is crucial in this direction for the achievement of appropriate solutions for mitigating the generation of the ocean waste (Wood and Bilsborow 2015). Figure 1: Steps of Osborn Parnes problem solving model Mess finding is the first stage of Osborn Parnes model. Searching the mess gathered in the ocean areas would bring to the forefront the wastes, which are disposable and which are not. This experimentation would enable the personnel to undertake decisions regarding the appropriateness, effectiveness and feasibility of the solid waste management in the oceans. Assessment of the financial condition would be assistance in terms of finding data for the proper application of this method (Basadur, Gelade and Basadur 2014). For this, the scientists can take into consideration the previous research carried out by the researchers regarding mitigation of the wastes in the oceans. Referring to the previous research enhances the knowledge of the scientists regarding mitigation of the wastes generated in the oceans and the nearby areas. This step is important in terms of delving deep into the problem. Getting better access to the problem of the ocean wastes is a direct assistance in terms of think ing about the solutions, which seem relevant. Delving deep into the problems would help the people to get ideas for clearing the oceans and the surrounding areas. Countering this, relevancy of the applied solution would be reflected from evaluation of applied solution (Lancaster et al. 2017). For example, meeting could be organized with the government officials and Ministry of environment regarding the effectiveness of solid waste management for reducing the waste generation in the oceans. Confirmation and approval from the board panel is the penultimate step of this model. This step validates the process of problem solving for reducing the wastes generated in and around the oceans. Critical insight into Osborn Parnes model Finding is the common activity of this problem solving method. Evaluation of the undertaken solid waste management process would make the scientists aware of its effectiveness. Consistent evaluations would broaden the perspective of the scientists (Sousa et al. 2014). This would help the scientists to apply alternative solutions for clearing the wastes in the ocean and the surrounding areas. It might be the case that the scientists might find some other way out for this purpose. Herein social media is appropriate means for solving the problem in a modernized way. Scanning the wastes in the ocean and the surrounding areas can be an effective example in this case. Uploading the pictures of the wastes in the social networking sites and asking suggestions from the public can also be an effective and creative way of getting rid of the ocean waste. Asking the people to provide suggestions can be an effective means in terms of the strengthening the relationship between the government and th e people (Bae and Lee 2016). If this bondage is strengthened, then many effective solutions can come out regarding the preservation of the ecological diversity. References and Bibliography Bae, J.H. and Lee, H., 2016, December. Design and Implementation of the Mobile Learning App for Creative Problem Solving Activities. InInternational Conference on Computer Science and its Applications(pp. 786-792). Springer Singapore. Basadur, M., Gelade, G. and Basadur, T., 2014. Creative problem-solving process styles, cognitive work demands, and organizational adaptability.The Journal of Applied Behavioral Science,50(1), pp.80-115. Cybulski, J.L., Keller, S., Nguyen, L. and Saundage, D., 2015. Creative problem solving in digital space using visual analytics.Computers in Human Behavior,42, pp.20-35. Lancaster, C., Lenz, A.S., Brasfield, M.W., Bailey-Smith, L.A. and Dempsey, M.C., 2017. Evaluation of a School Counselor-Led Creativity Intervention Group: An Opportunity for School Counselor Leadership and Advocacy.Journal of Counselor Leadership and Advocacy,4(1), pp.16-27. Nationalgeographic.com (2017). Ocean plastic sea trash science marine debris. Available at: https://news.nationalgeographic.com/news/2015/01/150109-oceans-plastic-sea-trash-science-marine-debris/ [Accessed on 14th November 2017] Sisk, D.A., 2014. Optimizing creativity.Gifted Education International,30(2), pp.148-159. Sousa, F.C., Monteiro, I.P., Walton, A.P. and Pissarra, J., 2014. Adapting creative problem solving to an organizational context: A study of its effectiveness with a student population.Creativity and Innovation Management,23(2), pp.111-120. Wood, D. and Bilsborow, C., 2015. I am not a Person with a Creative Mind': Facilitating Creativity in the Undergraduate Curriculum Through a Design-Based Research Approach.Leading Issues in elearning,2, p.79.