Effects of Late Procurement for Specialist Subcontractors

Effects of Late Procurement for Specialist Subcontractors 1.1. Overview This dissertation sets out to explore the various reasons why there are delays in the subcontractor procurement process in UK Construction Industry. The dissertation will be focusing on purely the private sector of the industry and determining what effects the late procurement can have on the project, both in terms of the commercial and programme implications. The procurement process in construction begins with the client tendering the project to the main contractors. This dissertation will not focus on this element of the procurement process and will in turn focus purely on the procurement of the specialist subcontractor trades. A specialist subcontractor is defined as a contractor appointed to carry out activities in the development of a built asset that involve specialist construction knowledge and skills, (Specialist Sub-contractor, 2016) The reason for this topic is due to the working environment in which the author current works, the author is a project manager in the glazing facade industry working on major projects in the UK construction industry. The issues surrounding late procurement has been disused both on sites and in the academic environment for many years and links have been made between the number of claims for delay and variations, and the pre-construction process (Mosey, 2009). Benefits of early procurement can include the ability to value engineer solutions, correct design co-ordination, review more sustainable solutions and many more. 1.2. Hypothesis The research will demonstrate that late procurement can harm more than the programme on a project, it will show that late procurement can affect the design and quality of the project. The evidence will also show the negative effects that late procurement can have on the BREAM status of a building/ project and sustainability. 1.3. Null Hypothesis Late procurement has no effect on the project in any way. 1.4. Aims To explore the various types of procurement in the private UK Construction Industry To determine what classes as late procurement and understand the main and most common reasons for late procurements To evaluate what are the benefits to late and early procurement in terms of the key project requirements; Time Quality Cost. BREAM/Sustainability An additional aim to the dissertation, if sufficient time and resources are available. What can be done to improve the procurement processes 1.5. Objectives Read up on the various different procurement methods and strategies and understand which are relevant to the UK construction industry. Interview 4 to 5 individuals from different sectors of the UK construction industry. Speak to various levels of the construction industry project delivery team to understand the effects they believe early and late procurement can have on the industry. Questionnaires will be sent out to the following parties. Main Contractor Project Directors * Main Contractor Senior Procurement managers Main Contractor Senior Quantity Surveyors Main Contractor Project Managers / Package Managers * Main Contractor Site Managers Main Contractor Design Managers Architects * Specialist Sub-Contract Directors* Specialist Sub-Contract Project Managers* * Indicates the various project members which interviews will be completed with. 2.1. Introduction The initial literature review will explore the various documents which have been reviewed against each aim. This will highlight where there is a vast amount of literature available and where alternative options have had to be used, as set out in the objectives previously. A literature review (also called literature research study or literature survey) groups relevant ideas and evidence from secondary sources into a logical flow, addressing significance and understanding. (Laycock, Howarth, Watson, 2016) 2.2. The various stages of the procurement process Before the procurement process can be understood the term procurement needs to be understood. Dr Denise Bower stated that procurement is the term used to describe the overarching process of the identification, selection and acquisition of civil engineering services and materials, their transport, the execution or implementation; and subsequent project performance. (Bower, 2003). As in any project, there are various elements which need to be procured, in construction these different elements tend to be larger and require sub-contractors to be procured on various different contracts to manage the design, supply and installation of the various elements. The acquisition of the various trade will be linked to the programme, the type of procurement and contract which is being used. One of the first thing which must be created is the Project Execution Plan (PEP), the PEP sets out how the project which has been defined in the strategic brief will be procured (Morledge Smith, 2013). The PEP is directly linked to the procurement approach which can be dictated by the constraints of the project or by the client. As mentioned, the procurement process is directly linked to the programme, for both on and off site. The programme as a whole is linked to the construction process which is stipulated by British Standards BS 6079-1:2010, which is titled, Project management. Principles and guidelines for the management of projects. There are various different stages to the construction process and this is clearly depicted in Figure 1. Figure 1typical stages of a Construction Project (Harris McCaffer, 2013) The British Standard for procurement policies, strategies and procedures are under BS 8532:2011. This document provides the backbone for the procurement division in the UK construction industry. The document states that it gives recommendations and guidance on the development within a public or private sector organization of policies, strategies and procedures for the procurement of construction in the built environment. (British Standards Institution, 2011). Figure 2 portrays a decision structure for which forms of procurement should be used, the structure highlights the main frequently used forms of procurement in the construction sector. Figure 2 Identifying the Procurement process (British Standards Institution, 2011) 2.3. What classes as late procurement Late procurement in its simplest terms can be explained as when the procurement process chosen does not leave enough time to complete the programme to meet all three demands of the performance triangle as shown in Figure 3. Majority of specialist subcontractors packages are design and build. This means that if there is a delay in the procurement process it is the offsite period which is effected as the end date on a construction project rarely moves, unless the delay is due to the client. Figure 3 The Performance triangle Cost, Performance/Quality, time A Design and Build contract is a single source approach in the sense that, generally, the eventual contractor takes on single-point responsibility to develop the entire design and deliver the works according to the clients requirement (Bower, 2003). A reduced design period makes design coordination between the different trades, especially in the specialist works, where the original intent by the clients architect may not adhere to CDM and building regulation. Late procurement in complex projects could be classed as a lot earlier than in the more standard buildings. A complex project can be classed as a project where it is not a standard structure or a repeated building such a chain hotel etc. Banwells report from 1964 stated that specialist consultants, some of whom may infact also be specialist contractor, should be brought in at the earliest stage as full members of a design team (Banwell, 1964). Obviously the precise period when procurement can be classed as early and when it can be classed as late is debateable and will come down to a commercial decision from the main contractor. 2.4. The positive effects early procurement can have on a project The discussion over the benefits of early procurement / contractor involvement has been discussed for over 50 years, Banwell report 1964. In 1998 the Egan report was publish and this was the turning point for the construction industry as he recommended a radical rethink, it was this report which lead to the creation of the Construction Industry Council (CIC). The Construction Industry Council (CIC) is the representative forum for the professional bodies, research organisations and specialist business associations in the construction industry. (Construction Industry Council 2017, 2017) David Mosey looked into this subject in a great deal, he stated that, a procurement model which omits contactor and specialist design contributions can increase risk and can result in poor communications between team members, unnecessary delays to progress of the project and the creation of incorrect information that leads to claims and disputes. (Mosey, 2009). This outlook is in line with many other academics, the JCT CE guide also states that, It is important that contractors and any key specialists are engaged early, ideally at a stage when the proposed design is not complete so that it is possible for the contractor and key specialists to consider ways in which the design can be made easier to build and maintain (JCT CE Guide, 2006). Design consultants are also in favour of this approach, the CIRIA (Construction Industry Research and Information Association) interviewed John Hayward, director of Mott MacDonald in 1998. He was quoted as stating Our preferred approach, particularly on more complex projects, is to select the contractor who will construct the project at concept stage. The primary objective is optimise buildability and thus improve delivery against time and cost criteria, (CIRIA, 1998). By engaging contractors and specialist contractors at an early stage allows the creation of improved details which follow the build sequence as well as reduce build costs on site for re visits etc. The early involvement approach reduces the focus on the client. The design and built contract relies on the client expressing a clear performance brief at the outset and leaving the main contactor to determine its own means to complete the project in line with the required cost, time an quality parameters. (Mosey, 2009). The client would normally employ their own design team, architects etc, to generate this clear brief, by engaging a core team of specialist contractors this brief can be specifics and accurtate regarding specifications and details. This will reduce and remove some of the off-site time once a contractor is appointed as the brief should be transparent to both to contractor and the subcontractors tendering for the various packages. 3.1. Introduction This chapter will discuss and evaluate the proposed methods which will be undertaken in the research of the dissertation. The different research methods have been carefully chosen by the author based on the title and topic environment. 3.2. Research Paradigms A paradigm, in business, is a model of something, or a very clear and typical example of something (Cambridge Dictionary, 2017). Even though paradigms have increased through the raise in social media, there are still mainly two, Positivism and Anti-positivism. The third paradigm which will be considered in this research is critical theory. (Dr. Nirod K. Dash, June 2005) Positivism, in philosophy, adheres to the view that only factual knowledge gained through observation, including measurement, is trustworthy. (Dudovskiy, Positivism Research Philosophy, 2017) This is a very scientific approach and relies on fact and data rather than thoughts and opinions. Anti-Positivism can also be referred to as interpretive sociology or interpretivist. This is when the researcher interprets the elements of the study and uses their own thoughts, opinions and believes in order to arrive at a conclusion. This method of study usually focus on meaning and may employ multiple methods in order to reflect different aspects of the issue. (Dudovskiy, Interpretivism (interpretivist) Research Philosophy, 2017) Critical theory suggests action research methods to explore the current field knowledge. This is generally used to solve problems immediately. This form of research will form from the back of the interviews when interviewing site level members of the project team. Table 4 The three research paradigms and the various methods (Dr. Nirod K. Dash, June 2005) Research paradigms Research approach Research methods Examples Positivism Quantitative Surveys: Questionnaires longitudinal, cross-sectional, correlational; experimental, Survey of procurement managers into the percentage of late procured packages per major project. Anti-positivism Qualitative Biographical; Phenomenological; Ethnographical; case study Reviewing the literature which is already been written. Completing interviews with different sectors an interpreting their responses. Critical theory Critical and action-oriented Ideology critique; action research In field questionnaires and interviews 3.3. Data Collection Various different types of data will be collected from the different research methods that have been proposed above. These different methods where chosen in order to gain an increased understanding of the industry as a whole, not just from an academic or site level. The different methods will also allow a large amount of different data to be collected, analysed and reviewed. Positivism research will lead to primary data through the surveys and questionnaires. 3.4. Methods 3.4.1. Objective 1 In order to explore the various types of procurement in the private UK Construction Industry the author will complete an extensive literature review. This review will examine the data from research which has been complete by other academics, this will secondary data. Secondary data will be reviewed as this will provide an alternative opinion on the current and past industry. A wide range of opinions will be critical when reviewing the primary data which will be collected from interviews and questionnaires The emphasis of this objective is also to evaluate how much change has happened in the procurement practise to see if the role of a specialist subcontract has been considered when developing the process. In order to understand this the interview with the Main Contractor Procurement leaders will help explain from a practical level whether the theory mentioned in the literature review is completed in the field. The only issue with this method of research is that the academic literature may be one sided or based on past practice and not reflective of the current UK construction industry. 3.4.2. Objective 2 Determining what classes as late procurement and understanding the main and most common reasons for late procurements will be achieved through primary data, the data will be collected by different members of the UK construction industry completing interviews. In order to achieve a rounded and diverse set of responses the author will also aim to interview difference companies in the same sector. The interview questions will be created following an extensive literature review and a review of the questionnaires. The interview questions will contain the same core questions for each sector in order to achieve a broad understanding of the different opinions of late procurement. There will be different role specific questions which will be directed towards the environment that each interviewee works in. 3.4.3. Objective 3 Exploring the perception of late/early procurement and what effects it has on the construction industry will be the hardest objective to complete. The author will create various surveys aimed at different disciplines to understand the different effects and issues caused by the delay in procurement. The questionnaires for the procurement team will try to gain an understanding into the procurement procedure they follow and whether it is by personal choice, company procedure or effected by time critical requirements. The questionnaires will be sent to colleagues in the authors working environment which will then be passed on to their colleagues, this is referred to as snowball sampling. This method has many benefits including; Reaching members of the construction industry in high positions which would have been previously unachievable. Saving time, as other people are sending the questionnaire around the various other individuals No large scale pre planning required, the author will just have to speak to the various key members about the request. However, there are also some disadvantages to this technique; Lack of control over who takes part in the survey Sampling bias as the initial subjects will pass the questionnaire onto their close colleague who may be in similar positions or have the similar options. (Explorable, 2017) 3.5. Research model The model displayed below highlights the various stages which will be completed during the research stage of the project. The first 3 stages have already been completed, along with the definition of the aims. The next stage is to complete the objectives and then review and analyse the data collected. Figure 4 A flow chart depicting the dissertation process 3.6. Gantt chart displaying target project dates Table 6, Gantt chart displaying the target dissertation timeline In summary the author has shown that there has been previous research into the proposed topic, however this research has been into the various procurement strategies and the benefits of early contractor involvement. There has not been much research into the effects of late procurement or the reasons for late procurement. This is where data from the interviews and questionnaires will be harnessed. The methodology clearly portrays that the results from the questionnaire and literature review will be used to create the interview questions. This method will allow any gaps in information to be capture in the interviews, it will also allow some of the more challenging questions to be clearly answered by the interviewee. The main challenge that the author will face is participation with members of the industry for the questionnaires and interviews. The benefit of working in the industry and on major construction site is that the author will have personal links to various members on the industry, this should aid in the response rate. References Banwell. (1964). Banwell Report The Placing and Management of Contacts for building and Civil Engineering Work. London: HMSO. Bower, D. D. (2003). Management of Procurement. London: Thomas Yelford Publishing. British Standards Institution. (2011). BS 8534:2011 Construction procurement policies, strategies and procedures. BSI Standards Publications. Cambridge Dictionary. (2017, March 01). Paradigm. Retrieved from Cambridge Dictionary: http://dictionary.cambridge.org/dictionary/english/paradigm CIRIA. (1998). Selecting Contractors by Value. London: Construction Industry Research and Information Association. Construction Industry Council 2017. (2017, March 7). Retrieved from Construction Industry Council: http://cic.org.uk/ Dr. Nirod K. Dash, I. (June 2005). Module: Selection of the Research Paradigm and Methodology. Manchester Meropolitan University. Dudovskiy, J. (2017, Feb 28). Interpretivism (interpretivist) Research Philosophy. Retrieved from Research Methodology: http://research-methodology.net/research-philosophy/interpretivism/ Dudovskiy, J. (2017, March 01). Positivism Research Philosophy. Retrieved from Research Methodology: http://research-methodology.net/research-philosophy/positivism/ Explorable. (2017, March 05). Snowball Sampling. Retrieved from Explorable: https://explorable.com/snowball-sampling Harris, F., McCaffer, R. (2013). Modern Construction Management. Chichester: Wiley-Blackwell. JCT CE Guide. (2006). JCT Constructing Excellence Contract Guide. London: Sweet Maxwell. Laycock, E., Howarth, T., Watson, P. (2016). The Journey to Dissertation Success. Oxon: Routledge. Morledge, R., Smith, A. (2013). Building Procurment. Chichester: Wiley-Blackwell. Mosey, D. (2009). Early Contractor Involvement in Building Procurement- Contracts, Partnering and Project Managment. Wiley Blackwell. Specialist Sub-contractor. (2016, Jan 21). Retrieved from Designing Building Wiki: https://www.designingbuildings.co.uk/wiki/Specialist_contractor Please find attached at the end of the report the following documents 6.1 Research Ethics Checklist for Students (Page 19 to 25) 6.2 Participant Information Document (Page 26 to 27) 6.3 Participant Consent Form (Page 28 to 29) RESEARCH ETHICS  CHECKLIST FOR STUDENTS (SHUREC7) This form is designed to help students and their supervisors to complete an ethical scrutiny of proposed research. The SHU ResearchEthicsPolicy should be consulted before completing the form. Answering the questions below will help you decide whether your proposed research requires ethical review by a Designated Research Ethics Working Group. The final responsibility for ensuring that ethical research practices are followed rests with the supervisor for student research. Note that students and staff are responsible for making suitable arrangements for keeping data secure and, if relevant, for keeping the identity of participants anonymous. They are also responsible for following SHU guidelines about data encryption and research data management. The form also enables the University and Faculty to keep a record confirming that research conducted has been subjected to ethical scrutiny. For student projects, the form may be completed by the student and the supervisor and/or module leader (as applicable). In all cases, it should be counter-signed by the supervisor and/or module leader, and kept as a record showing that ethical scrutiny has occurred. Students should retain a copy for inclusion in their research projects, and staff should keep a copy in the student file. Please note if it may be necessary to conduct a health and safety risk assessment for the proposed research. Further information can be obtained from the Faculty Safety Co-ordinator. General  Details Name of student Katherine Louise Walter Course or qualification (student) MSc Construction Project Managements Title of proposed research The effects of late procurement for specialist subcontractors in the Uk Construction Industry Proposed start date January 2017 Proposed end date October 2017 Brief outline of research to include, rationale aims (250-500 words). This dissertation sets out to explore the various reasons why there are delays in the subcontractor procurement process in UK Construction industry. The dissertation will be focusing on purely the private sector of the industry and determining what effects the late procurement can have on the project, both in terms of the commercial and program implications. The main aims of the dissertation are; 1.To explore the various types of procurement in the private UK Construction Industry 2.To determine what classes as late procurement and understand the main and most common reasons for late procurements 3.To evaluate what are the major effects on late procurement and do they aid or hamper the three key feature of a successful project a) Time b) Quality c) Cost. d) BREAM/Sustainability 4.What can be done to improve the procurement processes Where data is collected from individuals, outline the nature of data, details of anonymisation, storage and disposal procedures if required (250-500 words). Data will be collected from individuals in the construction sector via interviews and questionnaires. The nature of the data will be both opinions and facts. The opinions will be taken from various sectors of the construction industry in order to gain a wide range of data. The questionnaires will also be sent to various different employees for different companies. This approach will try to avoid results being effected by one companies practice. The data received from the questionnaires will then be used to generate questions for interviews. These interviews will try to focus down into some of the trends displayed in the questionnaires. The interview will also ask questions about the company procedures as well as the individuals thoughts and opinions on how the system could be improved. 1.  Health  Related Research Involving  the  NHS  or  Social Care/Community  Care  or  the  Criminal Justice  Service  or  with research  participants  unable  to  provide  informed  consent Questi

Authority Power Politics

Authority/Power/Politics Authority What is Authority The word authority derives from the Latin word auctoritas meaning invention, advice, opinion, influence or commands which originate from an auctor, indicating that authority originates from a master, leader or author. Essentially authority is imposed by superiors upon inferiors either by force of arms (structural authority) or by force of argument (sapiential authority). Usually authority has components of both compulsion and persuasion. For this reason, as used in Roman law authority is differentiated into potestas (legal or military power) and imperium (persuasive political rank or standing). Weber on Authority Max Weber in his sociological work has identified and distinguished three types of authority. Weber defined authority as the chance of commands being obeyed by a specifiable group of people. Legitimate authority is that which is recognized as legitimate and justified by both the ruler and the ruled. Weber divided legitimate authority into three types: The first type discussed by Weber is Rational-legal authority. It is that form of authority which depends for its legitimacy on formal rules and established laws of the state, which are usually written down and are often very complex. The power of the rational legal authority is mentioned in the constitution. Modern societies depend on legal-rational authority. Government officials are the best example of this form of authority, which is prevalent all over the world. The second type of authority is Traditional authority, which derives from long-established customs, habits and social structures. When power passes from one generation to another, then it is known as traditional authority. The right of hereditary monarchs to rule furnishes an obvious example. The Tudor dynasty in England and the ruling families of Mewar, in Rajasthan (India) are some examples of traditional authority. The third form of authority is Charismatic authority. Here, the charisma of the individual or the leader plays an important role. Charismatic authority is that authority which is derived from â€Å"the gift of grace† or when the leader claims that his authority is derived from a â€Å"higher power† (e. . God or natural law or rights) or â€Å"inspiration†, that is superior to both the validity of traditional and rational-legal authority and followers accept this and are willing to follow this higher or inspired authority, in the place of the authority that they have hitherto been following. Some of the most prominent examples of charismatic authority can be politicians or lead ers, who come from a movie or entertainment background. These people become successful, because they use their grace and charm to get more votes during elections. Examples in this regard can be NT Rama Rao, a matinee idol, who went on to become one of the most powerful Chief Ministers of Andhra Pradesh. History has witnessed several social movements or revolutions, against a system of traditional or legal-rational authority, which are usually started by Charismatic authorities. What distinguishes authority, from coercion, force and power on the one hand and leadership, persuasion and influence on the other hand, is legitimacy. Superiors feel that they have a right to issue commands; subordinates perceive an obligation to obey. Social scientists agree that authority is but one of several resources available, to incumbents in formal positions. For example, a Head of State is dependent upon a similar nesting of authority. His legitimacy must be acknowledged, not just by citizens, but by those who control other valued resources: his immediate staff, his cabinet, military leaders and in the long run, the administration and political apparatus of the entire society. Power What is Power Power is a measure of an entity's ability to control the environment around itself, including the behavior of other entities. The term authority is often used for power, perceived as legitimate by the social structure. Power can be seen as evil or unjust, but the exercise of power is accepted as endemic to humans as social beings. Often, the study of power in a society is referred to as politics. Sources of Power Power may be held through: Delegated authority (for example in the democratic process) Social class (material wealth can equal power) Personal or group charisma Ascribed power (acting on perceived or assumed abilities, whether these bear testing or not) Expertise (Ability, Skills) Persuasion (direct, indirect, or subliminal) Knowledge (granted or withheld, shared or kept secret) Celebrity Force (violence, military might, coercion). Moral persuasion (including religion) Operation of group dynamics (such as public relations) Social influence of tradition (compare ascribed power) In relationships; domination/submissiveness Politics What is Politics Politics is a process by which groups of people make collective decisions. The term is generally applied to behavior within civil governments, but politics has been observed in other group interactions, including corporate, academic, and religious institutions. It consists of â€Å"social relations involving authority or power† and refers to the regulation of a political unit, and to the methods and tactics used to formulate and apply policy. Politics at Workplace Politics – the other face of the creative, innovative and manipulative and human mind, which always seeks power, recognition and authority. So how can there be no politics at the place where hundreds and thousands of human minds are spending most part of their day and there’s a constant struggle for power and recognition. Yes, double standards, secrecy, camps, demoting others and/or self promotion, in short – politics is all over the workplace. No organisation is and will be completely free from the politics. Office politics refers to the use and manipulation of situations, power and people to secure their position, gain from the situation, let others down or even increase their own power, image and status within the organisation. The results or the benefits can be tangible or intangible, depending upon the situation. Politics at workplace is a game can be played equally well by a single player or teams together, can result in the interest and benefit of the organisation or go against it, can benefit those who don’t play or can throw them out of the organisation. It is a double edged sword which can either create a happy, dynamic and improved environment at the workplace or can destroy it. Politics at workplace is often hard to resist and be away from. It compels and makes you compete. Although a part of all the organisations across the world, the politics at workplace has taken the more advanced and dangerous form in India, where the people staying away from it are being seen as a threat. Office politics has made employees good actors, hiding the facts and even true self from their own colleagues and organisation and being hypocrites for their reasons. Grey side of the issue Every workplace has conflicts, but how the employees and the organisation tackle it goes a long way in ensuring the success of the employees as well as the organisation. Politics at workplace is complex, and can turn the organisation into an ugly and nasty battlefield. Most often, the power is the bone of contention. The powerful employee can take advantage of the situations and manipulate things. The employees can take the things to them at a personal level. This, in turn, can harm their personal and professional lives. Playing on other people’s emotions to make things work for them, people have stooped to such levels where they have put their own morals and conscious aside. But the organisation feels the brunt of the continuous politics at workplace when it starts effecting the overall performance, efficiency and productivity of the organisation. This is mainly due to the considerable amount of time spent on the politics and thinking about the strategies and the moves, rather than the job and the work. Ultimately, this can lead to losses for the organisation and even the loss of jobs for the employees. Workplace Politics: A necessary evil Again, the question arises about the employees who do not become a part to this politics at their workplace. Experts say that giving up to the politics without being a part of it and fighting it, especially when it is unfair, is not advisable either. Sometimes, the politics becomes the necessary evil simply for self defense. As often, the people staying away are taken as a threat and become the victim of the workplace politics and are eliminated. As it has become unavoidable to avoid the politics at today’s workplace, it has become necessary for every employee to: connect to people, try to identify the source of power, bserve and be aware of the happenings around, people’s strengths and weaknesses and their emotional intelligence. Avoiding politics at workplace Although it is practically impossible to make your workplace free from the politics, but the organisation and the employees can follow certain ethics for themselves to make their workplace healthier: Avoid distor ting or manipulating the truth and the facts. Be yourself. Don’t have different faces to suit different people and different situations. Be fair in your dealings. Take decisions based on other’s performance and not on the basis of your relations with them. Be flexible, approachable and accessible to others. Rigidity can isolate you. Communicate – Lack of proper communication is the root cause of most of the problems. Therefore, ensure a timely and open communication system. Hiding information, rumors or distorted information can aggravate the situation and problem. Proper communication will also help to combat the effect of gossip. Have a broader perspective. Don’t work to satisfy your ego every time. Give a fair chance to everyone to put forward their thoughts. Last but not the least; be clear in your conscious. Don’t compromise on your morals and ethics and, don’t hesitate to apologize if you realize that you are wrong. It would be right to conclude that being a part of the interpersonal relations, politics at workplace is prevalent everywhere, and is unavoidable in most cases. But it’s more important to play the game right. Know the rules, stay true to yourself, don’t harm someone personally or his/her career, don’t take grudges home. Try to create a win-win situation for yourself, others and the organisation. Politics at workplace – can be good or bad – depends on how people take it and make it! Don't confuse authority, power, and politics If you work in an organization, you need a clear understanding of three closely related concepts–authority, power, and politics. Unfortunately, for many employees these concepts often confuse, frustrate, or elicit anxiety or indifference. The traditional concept of organization is built upon the principle that someone has the â€Å"right† to command someone else, whose duty is to obey the command. This â€Å"right† is bestowed by the formal organization, and we call it authority. It is important to note that â€Å"right to command† does not connote the â€Å"capacity to command. Most of us would be making a mistake if we were to equate right and capacity–i. e. , authority and power. This is especially true in a professional environment. We must always be careful to undergird our right to command with the appropriate power, the capability to secure dominance of one's values or goals, if we want to develop and maintain highly effective organizations. Even though it may be socially unacceptable to admit that one aspires to power or worries about power relationships, we must recognize that power and politics enter into every organizational decision. Positive power. However, concern about power and politics does not mean that a person is committed to such Machiavellian tactics as â€Å"doing unto others before they do unto you. † Power has a positive side as well. Organizations could not function without some kind of power relationships. The positive side is characterized by a concern for group goals and their achievement. Leaders enjoy the greatest overall influence when they help their followers feel powerful and accomplish greatness on their own. The direction of communications, their frequency, and their content reveals a great deal about the power relationships within an organization. It is as simple as who talks to whom about what. Office politics. The process by which power is exercised and sometimes acquired is called politics. In politics, contesting forces compete for favorable outcomes on decisions involving who gets what and how. Political activity is usually stronger where there are no prescribed routine answers or no stated policy. It also centers around the interpretation of existing policies and those situations involving value judgments. Any organization that attempts to totally reduce these arenas of political activity by instituting rules, regulations, and policies from the top would quickly strangle in its own red tape. Political processes form the dynamic that enables the formal organization to function. In a sense, power and politics act as the lubricant that enables the interdependent parts of the organization to operate smoothly together. When we pretend that power and politics don't exist, we greatly reduce the ability of an organization to get things done, especially when innovation and change are involved, because they abandon procedures we have always followed. Since power and political processes are a fact of life in all organizations, we must develop and use the appropriate skills to achieve the organization's goals. Managers must avoid working in isolation and instead as part of the flow of social forces. They must understand that a managerial position is not self-perpetuating. References Don't confuse authority, power, and politics, By Ted Gautschi, Consultant, Wellesley Hills, MA — Design News, May 4, 1997

Causes of Separation of East and West Pakistan

The separation of East Pakistan was a great setback to Pakistan. By 1970, sentiments for national unity had weakened in East Pakistan to the extent that constant conflict between the two Wings dramatically erupted into mass civil disorder. This tragically resulted in the brutal and violent amputation of Pakistan’s Eastern Wing. The Bangladesh Liberation War was a South Asian war of independence in 1971 which established the sovereign nation of Bangladesh.The war pitted East Pakistan and India against West Pakistan, and lasted over a duration of nine months. Popular attention has, thus far, focused on the Pakistani army‘s action against the Bengalis, or on the India-Pakistan war. However, East Pakistan in 1971 was simultaneously a battleground for many different kinds of violent conflict that included militant rebellion, mob violence, military crackdown on a civilian population, urban terrorism to full-scale war between India and Pakistan. It witnessed large-scale atrocit ies, the exodus of 10 million refugees and the displacement of 30 million people.Begali nationalists declared independence (March 26, 1971). The Pakistani Army attempted to regain control in East Pakistan and committed terrible atrocities. Indian troops entered the war and quickly defeated the Pakistani Army. The Pakistanis conceded defeat (December 16, 1971). President Yahya Khan resIgned. Zulfikar Ali Bhutto took over Pakistan and recognized Bangladesh as an independent country.Causes which led to the civil war 1971Geographically Divided Nation  Tensions between East and West Pakistan existed from the creation of Pakistan (1947). Pakistan was an odd creation wIth the two parts, East and West Pakistan separated by more than 1,000 miles. The two parts of Pakistan shared few cultural and social traditions other than Islam.The fusion of east and west on the basis of Islam led to the frustration of Bengali nationalism. The lack of common bonds was accentuated when political figures i n the West seized control of the new state, dominating both political and economic power. The military governments which gave little attention to political demands in East Pakistan only promoted discord. As a result, the resentment in East Pakistan gradually grew.Awami LeagueThe Awami League was founded as a an opposition party in East Pakistan soon after Pakistani independence (1949). The League has a moderately socialist ideology as was widespread in the new independent countries emerging from European colonial empires. Cofounder Sheikh Mujibur Rahman assumed leadership a few years later (1953). Disturbed by the dominate role of West Pakistan leasers, Rahman demanded a more equitable distribution of power (1966). His plan called for a federation of East and West Pakistan which would have given EastPakistan a level of autonomy.Elections 1970The first democratic elections in Pakistan were held in 1970 with the Awami League winning with a substantial majority. However Yahya Khan bann ed the Awami League and declared martial law after talks on sharing power failed. Bhutto was famously heard saying â€Å"break the legs† if any member of People's Party attend the inaugural session at the National Assembly. Fearing on capitalization on West Pakistan, West-Pakistanis fears of East Pakistani separatist, and Bhutto demanded to form a coalition with Mujib.Both Mujib and Bhutto were agreed upon the coalition government, with Bhutto as President and Mujib as Prime minister. The Military government and General Yahya Khan was kept unaware of such of these developments. Both Bhutto and Mujib continued a political pressure on Khan's military government. Pressured by his own military government, General Yahya Khan postponed the inaugural session, and ordered to arrest Mujib and put Bhutto on house arrest.Bengali Language MovementIn 1948, the Government of the Dominion of Pakistan ordained Urdu as the sole national language, sparking extensive protests among the Bengali- speaking majority of East Bengal. Facing rising sectarian tensions and mass discontent with the new law, the government outlawed public meetings and rallies. The students of the University of Dhaka and other political activists defied the law and organised a protest on 21st February 1952.The movement reached its climax when police killed student demonstrators on that day. The deaths provoked widespread civil unrest led by the Awami Muslim League, later renamed the Awami League. After years of conflict, the central government relented and granted official status to the Bengali language in 1956, which was too late to diminish the the hatefulness East Pakistanis had for Urdu speakers.Non Bengali MuslimsNon-Bengali Muslims from the north Indian states of Uttar Pradesh and Bihar who had migrated to East Pakistan (East Bengal) after the partition of India were collectively referred to as â€Å"Biharis† by the Bengalis. Pro-liberation Bengalis assumed these non-Bengalis to be in fav our of united Pakistan. But a significant minority of Bengalis, including the religious parties, was also for unity.In addition, many Bengalis who voted for Sheikh Mujib out of a long-standing sense of alienation and a desire for provincial autonomy, may not have been in favour of outright secession. The profound polarisation of politics reached even into individual Bengali families, dividing some of them horizontally – for example the father, who had experienced the creation of Pakistan, supported united Pakistan, while the son, swayed by the oratory of Sheikh Mujib, joined the fight for an independent Bangladesh.Shifting of the CapitalThe decision of shifting of the capital city from Karachi to Islamabad was perhaps a good step taken in the regime of President Ayyub Khan (1960) but  it hit the East Pakistanis like a bullet. The Bengalis said that massive development was taking place in West Pakistan and it was being financed from the money that belonged to East Pakistan e ntirely.Biased Nature of West PakistanInspite of the repeated protest by the East Pakistanis, they were discriminated in the appointments in the jobs. The development funds were not given to them honestly. The East Pakistanis developed a colonial attitude towards the Bengalis.Causes of the defeat in east pakistanOperation SearchlightA planned military pacification carried out by the Pakistan Army – codenamed Operation Searchlight – started on 25 March to curb the Bengali nationalist movement by taking control of the major cities on 26 March, and then eliminating all opposition, political or military, within one month. Before the beginning of the operation, all foreign journalists were systematically deported from East Pakistan.The main phase of Operation Searchlight ended with the fall of the last major town in Bengali hands in mid-May. The operation also began the 1971 Bangladesh atrocities. These systematic killings served only to enrage the Bengalis, which ultimatel y resulted in the secession of East Pakistan later in the same year. The international media and reference books in English have published casualty figures which vary greatly, from 5,000–35,000 in Dhaka, and 200,000–3,000,000 for Bangladesh as a whole, and the atrocities have been referred to as acts of genocide.Mukti BahiniIndian Secret Intelligence Services formed an Anti Pakistan Wing East Pakistan named as Mukti Bahini meaning Freedom fighters or Liberation Army, which actively participated in persuading Population of East Pakistan to demand for a separate country. The Pakistan Army launched military operations against Bengali civilians, students, intelligentsia, and armed personnel after sundown on March 25, 1971.In response, Bangladesh declared independence and Bengali military and paramilitary personnel, as well as  civilians, started spontaneous resistance against the aggression. This was the formation of the Mukti Bahini. The armed forces as well as the para military and civilian forces who fought alongside them for the liberation of Bangladesh are referred to as the Mukti Bahini.Involvement of IndiaWary of the growing involvement of India, the Pakistan Air Force (PAF) launched a preemptive strike on Indian Air Force bases on 3 December 1971. The attack was modelled on the Israeli Air Force's Operation Focus during the Six-Day War, and intended to neutralise the Indian Air Force planes on the ground. The strike was seen by India as an open act of unprovoked aggression. This marked the official start of the Indo-Pakistani War.As a response to the attack, both India and Pakistan formally acknowledged the â€Å"existence of a state of war between the two countries†, even though neither government had formally issued a Declaration of War.Third Indian-Pakistani War, December 1971Indo-Pakistani relations deteriorated yet again. This time the civil war in East Pakistan was the principal cause. After Pakistani air strikes, Indian troops entered the war (December 1971). India invaded East Pakistan in part in response to the charges of atrocities and the wave of refugees entering India. Pakisdtan conducted air raids on Indian air ports and airfields. Indians Prime Minister, Indira Gandhi, addressed the nation by radio and proclaimed that the the Pakistani war against Bangladesh has become one against their homeland. The Indians quickly defeated the Pakistani Army.Military CausesWest Pakistanis had poor equipment and an insufficient number of aircrafts which made it easier for the Indians to defeat the west Pakistanis. The 14 F-86s that were stationed in Dhaka had no night time flying capability. Their military weakness also became one of the strongest reason for failing in 1971 war.The air and naval warThe Indian Air Force carried out several sorties against Pakistan, and within a week, IAF aircraft dominated the skies of East Pakistan. It achieved near-total air supremacy by the end of the first week as the entire P akistani air contingent in the east, PAF No.14 Squadron, was grounded because of Indian and Bangladesh air strikes at Tejgaon, Kurmitolla, Lal Munir Hat and Shamsher Nagar.Sea Hawks from INS Vikrant also struck Chittagong, Barisal and Cox's Bazar, destroying the eastern wing of the Pakistan Navy and effectively blockading the East Pakistan ports, thereby cutting off any escape routes for the stranded Pakistani soldiers. The nascent Bangladesh Navy (comprising officers and sailors who defected from the Pakistani Navy) aided the Indians in the marine warfare, carrying out attacks, most notably Operation Jackpot.Islolation from the entire worldNeither America nor China was willing to support the Pakistanis because both thought that in East Pakistan there was a popular uprising of the people and both would not have suppressed it.Existential fearBack then, the Pakistani army was accused of forming militia groups to do its bidding in East Pakistan. This existential fear of a bigger, hosti le India is central to Pakistan's security paradigm. In 1971 this fear was reinforced by the crucial role India played in the break up of Pakistan. For India, the situation became serious when nearly 10 million Bengali refugees crossed the border into its territory. There was a humanitarian crisis, but also an opportunity to cut Pakistan down to size.Aftermath and surrenderThe Pakistani army surrendered at Dhaka (December 16, 1971). More than 90,000 Pakistanis, mostly West Pakistanis, became Indian prisoners of war. President Yahya Khan resigned.Bangladesh and Zulfikar Ali Bhutto took over Pakistan. The surrender led to the disintegration of East and West Pakistan and the establishment of Bangladesh. After 25 years, the East Pakistanis declared themselves independent and renamed their Province as Bangladesh.The final reaction of the nationReaction to the defeat and dismemberment of half the nation was a shocking loss to top military and civilians alike. No one had expected that they would lose the formal war in under a fortnight, and there was also unsettlement over what was perceived as a meek surrender of the army in East Pakistan. Yahya Khan's dictatorship collapsed and gave way to Bhutto, who took the opportunity to rise to power.General Niazi, who surrendered along with 93,000 troops, was viewed with suspicion and contempt upon his return to Pakistan. He was shunned and branded a traitor. The war also exposed the shortcomings of Pakistan's declared strategic doctrine that the â€Å"defence of East Pakistan lay in West Pakistan†.Pakistan also failed to gather international support, and found itself fighting a lone battle with only the USA providing any external help. This further embittered the Pakistanis, who had faced the worst military defeat of an army in decades.  Pakistan finally recognized Bangladesh at the Islamic Conference in Lahore on February 22, 1974.

Satire Found in Candiate by Voltaire, Don Quixote by...

We often see satire in our everyday lives such as on televisions, novels, and music; but why is satire used? Satire is a form of writing used to denounce human vice, giving readers an insight on the flaws that the author sees in society. There are two different types of way to present satire: horation and juvenialian. In the three works: Candide by Voltaire, Don Quixote by Miguel De Cervantes, and A Modest Proposal by Jonathan Swift all demonstrate the use of satire. However, Don Quixote presents only horation satire and A Modest Proposal uses juvenalian satire, while Candide uses both types of satire. By combining both horatian and juvenilian satire one’s piece is able to present social criticism more effectively than only using one.†¦show more content†¦The author uses horation to point out the lack of respect towards prostitutes, although they have a lewd job, they should be treated as ladies. In turn, Don Quixote is once again made a dunce for his actions, conveyi ng instead that kind actions are wasteful and will only make one look half-witted. A Modest Proposal on the other hand, used juvenalian satire which was too serious to fully grasp the idea Jonathan Swift wanted to show to the readers. Juvenalian satire, quite the opposite of horation, is a specific attack on a individual or human behavior. Swift addresses the solution to the poverty in Ireland in a manner so blunt he sounds somewhat serious about â€Å"a young healthy child...stewed, roasted, baked, or boiled† Swift targets his attack on the Irish and exaggerates how far the Irish would go for money (2030). A reader, may not notice that this human characteristic, greed, applies to all mankind. Swift in other cases offends the British as well. Swift suggests his proposition so wildly for the British will accept it. However, this only gives insight to readers that the British are self-inovlved when in fact it