Leadership Theories Of Leadership And Management - 2944 Words

Leadership Phenomenon Dierdra M. Coleman Managerial Leadership Dr. Tyron A. Woodard October 12 2012 Leadership Phenomenon To truly understand leadership and management a person has to understand what is the core of management. Henri Fayol was the most famous theorist to define functions of management and there principles of management. He recognized these functions and principles as universal and that each of these applied to each manager in the daily functions. Division of Work: Fayol believed specialization according to a person’s skills and abilities to be the best way to utilize human resources at any organization. He believed that work should be divided among the workers to make sure that each of them are doing what they excel at, and to ensure that attention and effort of the workers remain focused on their special tasks. Authority: Authority according to Fayol is the right of the manager to delegate orders and the power to give them instructions. Authority and responsibility are closely associated concepts, and he also believed that responsibility and accountability comes naturally with au thority. Discipline: Any organization requires common efforts of the workers to succeed. Discipline is maintain good behaviors in workers, and to charge penalties in case of violation against common effort. Unity of command: This means that there should be one manager through which workers should receive orders and it keeps a uniform system in the management. UnityShow MoreRelatedLeadership Theory Of Leadership And Management1341 Words   |  6 PagesZohrab Mammadov Dr. Betty Rottmann Leadership Theory January 30, 2014 Leadership vs Management Introduction: Leadership - concept has multiple meanings. It can be used in various activity where means something concrete. In a control system, in management leadership possesses a special role. Management in market economy is a management for the purpose of achievement of the highest efficiency of the organization, satisfaction of consumers, receiving the maximum profit. Respectively, each organizationRead MoreThe Theory Of Leadership And Management884 Words   |  4 Pagesliterature on the subject of leadership. Books and programs taken from the theories and practices of coaches, athletes, chief executives, and even Charles Shultz s animated character, Snoopy are abundant in every bookstore and coffee shop in America. While leadership is not a new concept, it is certainly being promoted as an essential factor in our business cultures and personal lives. This analysis of leadership takes a look at some of the classical models and theories and compares them to contemporaryRead MoreThe Theories Of Leadership And Management3151 Words   |  13 Pagesstudy the concepts and theories related to management and leadership so I can properly make the notes that would help in proper discussion with the mentor. For this reason I studied different articles and make notes that consist of: AN ANALYSIS OF THE CONCEPTS OF LEADERSHIP AND MANAGEMENT In this report I will discuss the four leadership theories that include leader-member exchange theory, path-goal theory, transactional-transformational theory and the full- range leadership theory. (UK essays. NovemberRead MoreTheories of Leadership and Management992 Words   |  4 Pagesup with Situational Leadership. Ken Blanchard is an author and expert in the management field. 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This equivocation has along and illustrious history in leadership studies as it’s a concept has accompanied humanity since the ancient time. Beside the concept of management has been nearly created a few decades ago, which encouraged scientists permanent research and thinking of the importanceRead MoreThe Theories Of Leadership And Management3151 Words   |  13 Pagesthe concepts and theories related to management and leadership so I can properly make the notes that would help in proper discussion with the mentor. For this reason I studied different articles and make notes that consist of: AN ANALYSIS OF THE CONCEPTS OF LEADERSHIP AND MANAGEMENT In this report I will discuss the four leadership theories that include leader-member exchange theory, path-goal theory, transactional-transformational theory and the full- range leadership theory. (UK essays. 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Business Process Reengineering Free Essays

string(99) " of the goods they needed than according to the customer requirement the Toyota produce the goods\." INTRODUCTION: Business process reengineering concepts comes from management theories and introduce in 18th century. The purpose of business process reengineering is to make the business in best condition. Frederick Taylor says in (1880s) the companies use the reengineering process to make the business in best position and to achieve the company goals. We will write a custom essay sample on Business Process Reengineering or any similar topic only for you Order Now Business process reengineering means not only change but structural change. What kind of structural change in the organization, managing system, employee responsibilities, reward system, and information technology. Many organizations want to change the management of the organization but they not identified which part of work is to be changed. But the business process of reengineering (BPR) is the concept of management and that has been formed by practical experience. (BPR) is not only impact inside the organization but also the external supplier and customer as well. (BPR) is help to increase the organization financial report and customer satisfaction and also find out the way how to create the high productivity with the short amount [Radhakrishnan.R, 2008]. The key driver of the (BPR) is cost reduction, high speed, and quality. Information technology is a technology which use to store, determine and process the data which use in the specific organizations to examine the data and p rocessed the data. And through the information we improve our knowledge and know how to do the work. The information system develops a strategic approach to change the process. For example through reengineering process we provide a wide range of company product online the customers are buying our product with the help of information system. So that is not possible without information system. Information technology is the component of the (BPR) and promotes the companies process. [Hammer and Champy (1993)] say reengineering about innovation. It is help to solve the company entire objectives. ROLE OF IS/IT IN BUSINESS PROCESS REENGINEERING: BPR is the much biggest issue for IS executive in 1990s (Moad, 1994). BPR shows the power of the information system and information technology to the decision making because through the information system and information technology the BPR reach the effective position. So the BPR success is based on information system and information technology. The role of IS in the organization is to make the effective strategy according to the business requirement. No other systems change the business such as the information system because the information system put right system on right place. The information is the key of an organization (Byrne, 1992) the IS measure the process and performance of an organization. The good information makes the better position of an organization. By using the customer strategy the IS gets the information out of the organization how the product of the company is running through the market and implement the IS to reduce the time to market. The information system h as must be able to vision the information technology in the organization future. BPR is not adopting the new system but also create those system they effect the whole organization (Teer et al, 1994 Moad, 1993). Firstly focus on the business process not on information and then apply the IT tools on those processes. To adopting these steps the IS expert provide the understanding of the information and technology in the business processes. The IS professional have play an important role in the business process reengineering. For example when the California state affiliate of American Automobile Association (CASS) stated the reengineering process the internal IS system was very bad in initial stage they cannot deliver company product on time. The information technology system is good but the IS system is not good. So the CASS identified the problem and solved it. When they removed the IS department error the company come on boom stage. So the result is that when your IS/IT fulfill the r equirement then the company comes to upward. The IS/IT are the key of business process reengineering. When the IS and IT department are work effectively then the BPR make the better company position. The relationship between IS/IT in the BPR is to change the process and identifying, evaluating, and implementing the business strategies. If the business is in dog situation the role of BPR is to remove the barrier. The BPR has overcome on these barrier through IS/IT because if the IS system is working bad than the business goes to downwards so the IS system is effective than the business in good position. How we can make the IS/IT system better. The delivery system of the company is based on the IS system so when the company collect the information form there customer what they want and than the company makes the strategy according to the customer requirement. So the company does all the process under the IS system we can say these are all the component of the IS system. IS system are supporting to regenerate the business process and also analyze the existing assets. A large number of manager are adopt the business process reengineering under the IS/IT system to getting the competit ive advantages and also provide effective service to their customers. Willcocks says the IS/IT is the most critical factors of the business process reengineering. These systems are cross the different stages and than identifying the problem and how the previous system works with the project and also collect the information for the reengineering process. IMPLEMENTAION OF IS/IT ON TOYOTA UNDER THE BPR: The information system of the Toyota company is been evaluated by SOWT analysis. The Toyota Company achieved the goals globally by using the information system. The Toyota company reach to there customer by using the different website worldwide. These are website based on IS system the IS system work effectively that why Toyota is the world biggest company. For example Toyota reach to there customer through the website there are many website and system in each world regions, north America, Europe etc. The IS department firstly gather the information from there customer what type of the goods they needed than according to the customer requirement the Toyota produce the goods. You read "Business Process Reengineering" in category "Essay examples" The Toyota company has develop new opportunity which is transport system and the company develop this system through the IS system because the information system is one of the best key to develop that system. Toyota collect the information f rom there customer and the other companies as well. That is the marvelous opportunity for the Toyota Company because the Toyota increase there customer on the base of previous customer. The IS system and networking is the key which helps the Toyota Company success. The Toyota Company have no off competitors like as Honda, Ford, Chevrolet, etc. In this competition the Toyota Company is on boom stage because effective IS system. One of the best of the IS system is the Toyota new Hybrid Synergy drive. When the automotive industry is fall in high gasoline crude oil costs, the Toyota develop a new computerized engine system which is HSD. The Toyota introduce that system in there new models cars like Camry, prius which is available in the market. Toyota makes that possible by using the Porters models for the threat of same product. Some other companies copied the Toyota HSD and entered in the market like Nissan, Honda introduce similar technology in there sedan model but the Toyota is sup er hot in the market because the Nissan and Honda have not good impact in the market yet. So the Toyota has highest impact in the market through IS system. Toyota Company has got profit on he behalf of Porters five forces because the companies share increase through the porter’s model. By using the HSD the company gets competitive advantages. Toyota HSD has sufficiently maintained their advantages and covers the market. These are all factor makes the Toyota success and gain the competitive advantages by using the information system. Because the information system is major key of the success so the Toyota maintains his information system and get the success. In 2008 the Toyota introduce service the name of that is TOYOTA METAPOLIS, on that service the Toyota created 3-d cars to inspire the people. In 2002 the Toyota introduce a new service in Japan the name of G-BOOK telematics service and in August 2005 Toyota introduce G-Link service for Lexus. And also introduce the theft detection service, tracking service for the G-BOOK and G-link user that are using there vehicles. So the Toyota has done all these step with the help of infor mation technology when the IT system is doing excellent job than the company did not went to downward. In 2007 Toyota bring the mX system in the market for there user and that service is use for getting direction that is the world first technology for auto update the map. In March 2004 the Toyota introduce the CRM (customer relationship management) the information technology develop service to their customer such as provide the information of new vehicles, time for the maintain the vehicle, etc. when the company provide these services to their customer the customer touch with the company gets the more customer on the behalf of previous customers satisfaction. So that is possible when the information technology work effectively. Toyota IT system play very important role in the success of the company. Toyota currently builds up CRM in countries including China, Thailand and Australia where the company want to increase the market share. In 1980s the carmaker was introduce aided design system for designing the part on computer not on paper. Toyota adopt that system the designer of new CAD system firstly asked where we use that particular system where we need that and also what are the requirement, what are the options the designer ask such question for the effective use of the information technology. For example when they analyze the die stamp that is out of parts the die stamp not fulfills the model requirement and than they design best dies on the computer. When the die design completes the Toyota use simple solution take the basic point which is shown on the color diagram. The die designer worked on experience based examined the diagram and made the particular parts. As their competitors adopt that CAD system Toyota maintain it through their engineers and suppliers. Toyota updates that system day by day and its work effectively. After two year the Toyota shifts that system into the CATIA (Computer-Aided Three Dimensional Interactive Application) a world class s ystem. Toyota was very slow implementing that system into the development process, because at the time when the Toyota implement that system the Ford automaker quickly adopt that system and introduced into the market but Ford industry have not effective CATIA system and spending million to adopt that system and confuse the people. After the Ford system failure that the Toyota introduces the CATIA system in the market and gets boots sale from the market, because Toyota put lot of attention to make that system. So the result is that the Toyota information technology system works very well if Toyota has not effective IT system than the company could not come to that point or stage. Toyota Company continuously work on CATIA system by using the effective software and effective engineers when the Toyota introduced the first CAS software in 1980s and within the next 12 months Toyota developed new vehicle. That are all possible when your have advance IT system by using the IT Toyota been su ccessful form 1980s. For example the instruments are done digitally in three dimensions. Toyota used this method in the vehicle design because the engineers kept the list of good and bad characteristics of design and these aspects saved electronically. There is also keeping the data in the assembly plant for the designing purpose. Through these design the engineers check the past problem and assembled the perfect car. So the IT helps to assemble the actual auto vehicle without the errors. So the result is that the Toyota did not adopt the weak and poor development process and also use the most effective IT system. Toyota will take the effective development system which is based on trained engineers and leaders and surgically inserted information technology. Today Toyota is alive on the behalf of IS/IT system because these are the basic keys of the Toyota company success. RECOMMENDATION: Toyota auto vehicle share the information with the other companies such as Ford, Nissan etc. That’s not good for Toyota company success when companies share the information with the other companies the companies has to use that information and developed new vehicle and introduced into the market. So that is the drawback of the Toyota Company to share the information with the others. This is the most difficult process to collect the information form the customer or other people what they want. After that the company put that information How to cite Business Process Reengineering, Essay examples Business Process Reengineering Free Essays string(53) " service organisation or consumer merchandise maker\." Difference between reengineering and making a new procedure Drumhead In this study we are discoursing the two attacks related to the concern procedure it is fundamentally a critical determination that every good and come oning endeavor has to take in short or long tally. The BPR ( Business procedure reengineering ) and the concern mold ( making a new procedure ) and the difference in between, is the subject in this study. Business Procedure Modeling ( BPM ) represents the activity of procedures of a concern. We will write a custom essay sample on Business Process Reengineering or any similar topic only for you Order Now Aim to implement a concern procedure theoretical account is analyze and better the endeavor ‘ activities sing the nucleus concern. It is normally performed in an endeavor by expert concern analysts and concern line directors, who seeks uninterrupted procedure betterment and efficiency. Three major types of procedures involved in a concern are: I. Management Procedures two. Operational Procedures three. Supporting Procedures Business Procedure Reengineering ( BPR ) is a sort of method of direction practicians to better concern efficiency. The basicss of Business Process Reengineering are to look at the concern processes from a â€Å" clean slate † position and to happen out how to retrace these procedures to increase the efficiency of the concern. Reengineering is redesigning, revising and rethinking of concern procedures to accomplish cost, quality and velocity or service oriented efficiency. Business Process Reengineering ( BRP ) consists of sequence schemes to advance the invention and ensuing excellence in competition, market topographic point and profitableness of the endeavor. A simple concern procedure reengineering is best described in following four stages of the rhythm i.e. a ) Designation of a Procedure B ) Review, Update and Analyze ‘AS IS ‘ degree Celsius ) Design ‘TO BE ‘ vitamin D ) Testing and Execution DEFO theoretical account, and all other methodological analysiss related to BPR are discussed so their execution stages, consequences so the treatment on consequences and the decision in which the difference between both of these have been highlighted. 1. Introduction / Background Business procedures are the indispensable portion of any sort of concern. They are created by the aid of concern theoretical account and demo the way towards which a concern flows. In this study, two basic concern theoretical accounts are discussed in item, difference in the attack is explained and what and how to continue with these theoretical accounts has been described. The two concern theoretical account which are discussed here are: a ) Business Process Reengineering B ) Business Process and Model 1.1 Business Process Reengineering Business Procedure Reengineering ( BPR ) is a sort of method of direction practicians to better concern efficiency. The basicss of Business Process Reengineering are to look at the concern processes from a â€Å" clean slate † position and to happen out how to retrace these procedures to increase the efficiency of the concern. Reengineering is redesigning, revising and rethinking of concern procedures to accomplish cost, quality and velocity or service oriented efficiency. Business Process Reengineering ( BRP ) consists of sequence schemes to advance the invention and ensuing excellence in competition, market topographic point and profitableness of the endeavor. A simple concern procedure reengineering is best described in following four stages of the rhythm i.e. vitamin E ) Designation of a Procedure degree Fahrenheit ) Review, Update and Analyze ‘AS IS ‘ g ) Design ‘TO BE ‘ H ) Testing and Implementation 1.2 Business Process Modeling ( Making a new procedure ) Business Procedure Modeling ( BPM ) represents the activity of procedures of a concern. Aim to implement a concern procedure theoretical account is analyze and better the endeavor ‘ activities sing the nucleus concern. It is normally performed in an endeavor by expert concern analysts and concern line directors, who seeks uninterrupted procedure betterment and efficiency. Three major types of procedures involved in a concern are: four. Management Procedures v. Operational Procedures six. Supporting Procedures These procedures can be farther bomber divided into legion bomber procedures and sequence of activities. These sub procedures have their ain properties and besides contribute to accomplish the aims and end of the major procedure. 2. Problem Area / Scope This study deals with the difference between two concern procedures i.e. Business procedure reengineering and concern theoretical account ( making a new procedure ) . 2.1 Problem Area Report investigates the undermentioned debatable countries: – How to cover with concern procedure reengineering? – How to implement it in an endeavor? – How to plan a concern theoretical account for a new procedure? – What is the difference between the attacks? – How to better a concern utilizing these theoretical accounts? 2.2 Scope Report trades chiefly with the concern procedure theoretical accounts specially concentrating the attack of the two theoretical accounts i.e. Business Process Reengineering and Business Modeling ( making a new procedure ) . Business Procedure is a huge field with legion methods and accounts. Report lone trades with the Business Process Reengineering and Business Modeling ( making a new procedure ) and how does it impact the working of an endeavor. 3. Methodology I studied literature related to my subject. Internet ‘s part was besides at that place I surfed the encyclopaedia to acquire more information related to my subject and the intent to read more or to cognize more was that in the terminal I had to warrant my point of position related this subject. I besides gone through some of the international publications as good which were related to my subject. As I had a job related to the plagiarism every bit good ( because of non cognizing how to utilize the fears decently ) I had to travel through some information related to the mentions ‘ handling every bit good. So I studied what I could and seek to acquire the things related to my subject and eventually wrote my study once more ; besides made the necessary alterations which were compulsory for the study composing 4. Consequences Procedure reengineering emerged as an intelligent and really successful technique to review the current running procedures in an organisation ; because concern can be used as a common term, Business Process Reengineering BPR is now a celebrated term plus technique in an organisation who is seeking to resuscitate the current processes whether it ‘s a service organisation or consumer merchandise maker. You read "Business Process Reengineering" in category "Essay examples" 4.1 Reengineering Procedure â€Å"Reengineering is the simple rethinking and extremist redesign of concern procedures to accomplish singular betterments in decisive, modern-day steps of public presentation such as cost, quality, service and speed† . BPR advocates that endeavors go back to the rudimentss and review their really ancestry. As for consequences: BPR is clearly non for companies who want a 10 % betterment, it is for the 1s that need a tenfold addition. The last but the most of import of the four key words is the word-‘process. ‘ BPR more focal points on procedures and non on undertakings, occupations or people. It endeavors to redesign the strategic and value added procedures that surpass organisational boundaries. 4.2 Implementing Reengineering Procedure Harmonizing to many in the BPR field reengineering should use energies in right way and concentrate on procedures and non be limited to believing about the organisations. Presently people in an organisation think separately about the peculiar section. So companies should call the procedures instead utilizing the section names that they do such that they express the beginning and stop provinces. These names should connote to all the work that gets done between the start and finish points. i.e , â€Å"order fulfilment can be called order to payment process† . Talking about the importance of procedures merely as companies have organisation charts, they should besides hold what are called procedure maps or workflow diagrams to give a image of how work flows through the endeavor. Procedure function aids in placing your current ‘As-Is ‘ concern procedures and can be used to supply a ‘To-Be ‘ roadmap for reengineering your merchandise and service concern endeavor maps ; gratuitous to state it logically helps to hold a thorough expression on the whole procedure rhythm and of class it can besides be used to supervise the reengineering every bit good. It is the important nexus that your reengineering squad can use to better understand and radically better your concern procedures and bottom-line public presentation. Possessing identified and mapped the procedures, make up one’s minding which 1s need to be reengineered and in what order is the million-dollar inquiry. By and large they make their picks based on three standards: 1. Dysfunction: which procedures are working the worst or which procedure is the â€Å"bottle-neck† ? 2. Importance: which are the most critical and influential in footings of client satisfaction ; 3. Feasibility: which are the procedures that are most likely to be successfully reengineered? This subdivision will give an overview of making a new concern procedure ; this subdivision provides a usher to making an initial, ‘as is ‘ or baseline theoretical account, in other words – the current state of affairs. 4.3 Components of Business Process An ‘as is ‘ or baseline theoretical account gives an overall image of how the procedure works, now. Any structural, organisational and technological weak points and constrictions can so be identified, along with possible betterments at the following phase. You will necessitate the undermentioned information before you start to make a new concern procedure: * The coveted result of the procedure. * The start and terminal points ( client demand and client fulfilment ) . * The activities that are performed. * The order of activities. * The people who perform the activities. * The paperss and signifiers used and exchanged between maps and from clients and providers. Five methodological analysiss are summarized after the basic BPR apprehension. A few BPR methodological analysiss from modern-day literature are as follows ; Methodology # 1 1. Develop vision A ; scheme 2. Make coveted civilization 3. Integrate A ; Improve endeavor 4. Develop engineering solutions Methodology # 2 1. Determine Customer Requirements A ; Goals for the Procedure 2. Map and Measure the Existing Procedure 3. Analyze and Modify Existing Process 4. Plan a Reengineered Procedure 5. Implement the Reengineered Process Methodology # 3 1. Set Direction 2. Baseline and Benchmark 3. Make the Vision 4. Launch Problem Solving Undertakings 5. Design Improvements 6. Implement Change 7. Embed Continuous Improvement Methodology # 4 1. Motivating Reengineering 2. Justifying Reengineering 3. Planing Reengineering 4. Puting up for Reengineering 5. As Is Description A ; Analysis 6. To-Be Design and Validation 7. Execution Methodology # 5 1. Preparation 2. Designation 3. Vision 4. Technical A ; Social design 5. Transformation 4.4 First stage The first stage of the procedure will affect a batch of positioning and shifting of events and activities, so make sure you use a method that is flexible and easy changed. Use ocular AIDSs ; if you ‘re working with a group of users, it must be communicated to each user. 4.5 Second stage Once you have established an in agreement sequence of events, you can make it as a flow chart on generic package or on specialised proprietary package. At this phase, need to look into your theoretical account with the users by transporting out ‘live ‘ observations of the sequence should be in pattern. 4.6 Symbols and notation The diagrammatical representation of Business Process is normally ‘notation ‘ . There is no unequivocal system for Business Process creative activity notation, although attempts persist to standardise one. The Business Process Notation system is an illustration of an effort to set up a standard BP notation system. Organizations may develop their ain notation systems or utilize the notation of their chosen own/different manner. 4.7 Explaination A combined methodological analysis has been extracted from the five methodological analysiss antecedently presented and an IDEF0 theoretical account was developed and for the interest of briefness, we have shown merely the major activities in the IDEF0 theoretical account in Figure 1. In the undermentioned subdivision, we deal with the inside informations of the methodological analysis. 4.7.1 Activity # 1: Prepare for Reengineering: â€Å"If you fail to be after, you plan to fail† . Planning and readying are critical factors for any activity or event to be successful and evidently in reengineering it is done excessively. Before put to deathing reengineering, the inquiry, ‘Is BPR necessary? ‘ There should be a notable demand for the procedure to be reengineered. The proof of this demand marks the beginning of the readying activity. This activity begins with the development of executive consensus on the importance of reengineering and the nexus between progress concern ends and reengineering undertakings. A cross-functional squad is established with a game program for the procedure of reengineering. While organizing the cross-functional squad, stairss should be taken to guarantee that the organisation continues to work in the absence of several cardinal participants. Another of import factor to be considered while set uping the strategic ends for the reengineering attempt is to do it your first precedence to understand the outlooks of your clients and where your bing procedure falls short of run intoing those demands. Create or analyze the bing vision of the endeavor as a chiseled vision will prolong a company ‘s resoluteness through the emphasis of the reengineering procedure. 4.7.2 Activity # 2: Map and Analyze As-Is Process Before the reengineering squad can continue to redesign the procedure, they should understand the bing procedure. While some organisations which are in desperate passs might travel the other manner, try a new procedure design while wholly disregarding the bing procedures, most organisations need to map the bing procedures it helps to analyse and better on it to plan new procedures. The of import characteristic of BPR is that the betterment should supply dramatic consequences. Many people do non understand the value of an ‘As-is ‘ analysis and instead prefer to pass a larger ball of their valuable clip on planing the ‘To-Be ‘ theoretical account straight. The chief aim of this stage is to place bottle cervixs ( anything that prevents the procedure from accomplishing desired consequences and in peculiar information transportation between organisations or people ) and value adding procedures. Creation and certification of Activity and Process theoretical accounts initiates it. Then, the sum of clip that each activity takes and the cost that each activity requires in footings of resources is calculated through simulation and activity based costing ( ABC ) . All the terms required holding been completed ; the procedures that need to be reengineered are identified. 4.7.3 Activity # 3: Design To-Be procedure The aim of this stage is to bring forth one or more options to the current state of affairs, which satisfy the strategic ends of the endeavor. Benchmarking is the initial measure in this stage. â€Å"Benchmarking is the comparison of both the public presentation of the organisation ‘s procedures and the manner those procedures is conducted with those relevant equal organisations to obtain thoughts for improvement.† Other organisations need non be rivals or even from the same industry. Advanced and effectual methods should be appreciated irrespective of the beginning. Having identified the possible betterments to the bing procedures, the development of the ‘To-Be ‘ theoretical accounts is done utilizing the assorted patterning methods available, bearing in head the rules of procedure design. Then, similar to the ‘As-Is ‘ theoretical account, simulations are performed and ABC to analyse factors like the clip and cost involved. This activity is an iterative procedure and it takes a batch of forbearance and clip. 4.7.4 Activity # 4: Implement Reengineered Process The execution phase is where reengineering attempts run into the most confrontation and hence it is by far the most hard one. If we expect that the environment would be contributing to the reengineering attempt we are unhappily mistaken. The inquiry that confronts us would be, ‘ If BPR promises such breath taking consequences so why was n’t it adopted much earlier? ‘ When so much clip and attempt is spent on analysing the current procedures, redesigning them and be aftering the migration, it would so be practical to run a civilization alteration plan at the same time with all the planning and readying. This program must back up the organisational construction, information systems, and the concern policies and processs with the redesigned procedures. The IDEF theoretical accounts that were created in the ‘As-Is ‘ can be mapped to those created during the ‘To-Be ‘ and an initial list of alteration demands generated. Extra demands for the build ing of the ‘To-Be ‘ constituents can be added and the consequence organized into a Work Breakdown Structure ( WBS ) . Recent developments in BPR package engineerings enable automatic migration of these WBS activity/relationships into a procedure patterning environment. Using prototyping and simulation techniques, the passage program is validated and its pilot versions are designed and demonstrated. 4.7.5 Activity # 5: Improve Process Continuously A procedure can non be reengineered nightlong. A really critical portion in the success of every reengineering attempt lies in bettering the reengineered procedure continuously. Monitoring, foremost and of import measure here. Two things have to be monitored – the advancement of action and the consequences. The advancement of action is measured by seeing how much more informed the people feel, how much more commitment the direction shows and how good the alteration squads are accepted in the broader position of the organisation. This can be achieved by carry oning ‘attitude studies ‘ and distinct ‘fireside confabs ‘ with those ab initio non straight involved with the alteration. As for supervising the consequences, the monitoring should include such steps as employee attitudes, client outlooks, supplier reactivity etc. Communication is strengthened throughout the organisation, ongoing measuring is initiated, squad reviewing of public presentation agains t clearly defined marks is done and a feedback cringle is set up wherein the procedure is reviewed and redesigned. Therefore uninterrupted betterment of public presentation is ensured through a public presentation trailing system and application of job work outing accomplishments. Continuous betterment ( TQM ) and BPR have ever been considered reciprocally sole to each other. But on the contrary, if performed at the same time they would complement each other wondrous good. In fact TQM can be used as a tool to manage the assorted jobs encountered during the BPR attempt and to continuously better the procedure. 5.Discussion This is my second study another study was made before on the same subject but due to non managing the mentions correctly it got the ailment of plagiarism ; I went to discourse this thing with my teacher and my class coordinator and eventually made this 2nd one. To compose this sort of study one must analyze the literature related to the subject and so if we use the ball of that literature or discourse any thought from it the mentions must be taken attention in a systematic manner otherwise it can make a job. While working on this study entirely I got to larn many things, foremost of all I would wish to state that I got to cognize how should I utilize the fears if I use some literature and mention it in my study. In add-on it was hard to cover with many things together i.e. my portion clip occupation and my surveies etc. and sometimes I learnt the importance and demand of working in a squad because sometimes I faced troubles to take some determinations as I was entirely to cover with. A avid client focal point, superior procedure design and a strong and motivated leading are critical ingredients to the formula for the success of any concern corporation. It is the key that every organisation should get to carry through these requirements to success. It advocates demanding difficult work and activates the people involved to non merely to alter what they do but marks at changing their basic manner of believing itself. And on the other manus the new procedure is more or wish same to the BPR but in new mold there is no old or bing procedure to be considered and in patterning the more focal point is on the theoretical account if the theoretical account is apprehensible come-at-able so further its execution and concern can be created consequently. 6. Decision So by specifying both of the facets the inquiry once more lingers that what is the difference in between and harmonizing to the all survey and research and by looking at the existent life instance surveies, I came to a point to state that it all depends on the state of affairs the endeavor is traveling through or the nature of the organisation. As the HP company reduced their assembly clip by making the reengineering, but the chief thing was the company spent infinite hours and a batch of money foremost to come on the point and take the determination that the company will make the reengineering and so by making intense procedure flow analysis and by analyzing the work interrupt down constructions the endeavor took the determination which type of reengineering technique should be used. The bottom-line is it ever depends on the company ‘s nature, the concern state of affairs it is traveling through. The endeavor direction ‘s experience how they take a state of affairs and how right they do the surveies instead homework necessary to take the right determination. As we look the proficient facet of both procedure reengineering and making a new procedure ; both of the sides needs sound direction and proficient expertness and yes the adequate financess to travel through them. In reengineering we have to model the bing procedures but making a new procedure is to come up with a entire new thought which will be the portion of chief procedure watercourse of the endeavor. But I think it ‘s a long argument sometimes the reengineering is more hard so to make a new procedure because if one procedure is reengineered the endeavor has to make other alters every bit good to aline the reengineered side with the whole watercourse and this may be more than the company expects. Its true that reengineering proved to be a success all-over the universe among every industry service or production. But many companies could non do it with it. New procedure is sometimes necessary like it is necessary if there is a entire new scope of merchandise line, engineering alteration etc. so a thorough survey to repair the new procedure in the bing procedure watercourse. 7. Recommendations Business procedure reengineering is an effectual tool for direction practicians. It helps in concern betterment and farther enhances concern procedure efficiency. Continuous betterment procedure includes the procedure reengineering and encompasses all the parametric quantities with in the procedure rhenium designing and reengineering. This method can give immense returns. This method began as a private sector technique to assist organisations basically rethink how they do their work in order to dramatically better client service, cut operational costs, and go first rivals. Proper resources should be utilized to take the right determination when there comes the point where at that place has to be choose one. Mentions 1. Feldmann Clarence.G, ( 1998 ) , The Practical Guide to Business Process Reengineering utilizing IDEF0. , Dorset House Publishing, New York. 2. Modeling and analysis of concern procedure reengineering 2002, vol. 40, no. 11, 2521 ±2546 GUNASEKARAN and B. KOBU 3. Business Process Reengineering, The Creation and Implementation of a Methodology Brian Fitzgerald and Ciaran Murphy 1996. 4. Bnet.com How to cite Business Process Reengineering, Essay examples Business Process Reengineering Free Essays string(77) " companies are on the lookout for new solutions for their business problems\." Describe each of the four kinds of organizational change that can be promoted with information technology. What is business process reengineering? What steps are required to make it effective? How does it differ from business process management? Explain with example. In an organization, there are major risks and uncertainties in systems development that need to be addressed by the management. We will write a custom essay sample on Business Process Reengineering or any similar topic only for you Order Now Determining when new systems and business processes can have the greatest impact is involved in these challenges. This may be the reasons why organizational change and development is becoming a common scenario to talk about involving management, organizations, business, and leadership. With the fast-changing environment, business conditions bring consequences in management both in inner and outer factors. That is why in most cases, most of the managerial activities revolve around decision – making. Knowledge plays a major role in organizational development. Organizational changes are also usually described, including management and employee training requirements, recruiting efforts, changes in business processes and changes in authority, structure or management practices. Information technology can promote various degrees of organizational change, ranging from incremental to far-reaching. There are actually four types of organizational change enabled by information technology: automation, rationalization, reengineering, and paradigm shifts. [pic] This figure shows the four degrees of organizational change. Automation is the easiest and the most common form of change. Being the most common form of IT-enabled change, the using of computer to speed up the performance of existing tasks is an example of automation. This involves assisting employees perform their tasks more efficiently and effectively. AUTOMATION Automation is the use of control systems and information technologies to reduce the need for human work in the production of goods and services. In the scope of industrialization, automation is a step beyond mechanization. Although automation speeds up performance of tasks, it does not guarantee a very high effectivity in business success. It is just the same as repeating the old manual way of disorders but in a faster way. However, this type of change, although common, is slow – moving, thus producing slow returns. Organizations using automation produce the same products and services as before but changes the way the organization functions. Example of automation in business are calculating paychecks and payroll registers, automated checkout and inventory system employed by many supermarkets. nd giving bank tellers instant access to customers deposit records. RATIONALIZATION Rationalization of procedures causes the organization to examine its standard operating procedures, eliminate those no longer needed, and make the organization more efficient. It is the streamlining of existing operating procedures, eliminating obvious bottlenecks so that automation makes operating procedures more efficient. Rationalization follows quickly from automation. Both types of change cause some disruption, but it’s usually manageable and relatively accepted by the people. BUSINESS PROCESS REENGINEERING A more powerful type of organizational change is business process reengineering, in which business processes are analyzed, simplified and redesigned. Using information technology, organizations can rethink and streamline their business processes to improve speed, service and quality. Business reengineering reorganizes work flows, combining steps to cut waste and eliminating repetitive, paper intensive tasks. It is usually much more ambitious than rationalization of procedures, requiring a new vision of how the process is to be organized. Business process reengineering in simpler words is Radical redesign of processes to improve cost, quality, and service, to maximize the benefits of technology. Process reengineering have been used by many companies to deal with a wide variety of problem. For example, the EMI Records Group was having difficulty filling orders for its most popular CDs. Retailers and recording stars were rebelling–it took the company as much as 20 days to deliver a big order for a hit CD, and then nearly 20% of the order would be missing. Small, incremental improvements would not have been adequate, so the company reengineered its entire istribution process with dramatic effects on on-time delivery and order fill rates. In business process reengineering, the organization can develop the business vision and process objective. It can identify the processes to be redesigned (core and highest payback) and understand and measure the performance of existing processes. It can also identify the opportuni ties for applying information technology and build a prototype of the new process. PARADIGM SHIFT It is about changing the very nature of the business and the structure of the organization itself, whole new products or services that didn’t even exist before. In other words, paradigm shifts deals with major disruption and extreme change. Paradigm is a complete mental model of how a complex system works or functions. In other words, a paradigm shift involves rethinking the nature of the business and the organization. It is a complete re-conception of how the systems should function. For example, higher education is undergoing a major paradigm shift in the online delivery of education. Classes are now offered through the Internet so that students don’t even go to classrooms. Many tried-and-true teaching methodologies are being radically altered to accommodate this shift in how education is offered. Paradigm shift is a radical re-conceptualization of the nature of the business and the nature of the organization. Deciding which business process to get right is half the challenge to the management. It is said that seventy percent of time programmatic reengineering efforts fail. But still organizations change. The reason is because the rewards are high. Paradigm shift involves great risks, but great returns too. The Internet is causing all kinds of industries and businesses to alter their products, their services, and their processes in radical ways. Entire organizations are being created to handle the paradigm shifts involved in e-commerce. Look at the automobile industry as an example of this type of change: Traditional dealerships are being disrupted by auto malls and online buying opportunities. BUSINESS PROCESS REENGINEERING In today’s ever-changing world, the only thing that doesn’t change is ‘change’ itself. In a world increasingly driven by the three Cs: Customer, Competition and Change, companies are on the lookout for new solutions for their business problems. You read "Business Process Reengineering" in category "Papers" Recently, some of the more successful business corporations in the world seem to have hit upon an incredible solution: BUSINESS PROCESS REENGINEERING (BPR). Business Process Reengineering (BPR) involves the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed. A reengineered organization is process oriented, where: 1) Processes are identified and named, 2) Everyone is aware of the processes they are involved in, 3) Process measurement, i. e. onitoring and control, is performed BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesn’t believe in small improvements. Rather it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesig n the strategic and value added processes that transcend organizational boundaries. According to many in the BPR field reengineering should focus on processes and not be limited to thinking about the organizations. After all the organization is only as effective as its processes. Processes are currently invisible and unnamed because people think about the individual departments more often than the process with which all of them are involved. So companies that are currently used to talking in terms of departments such as marketing and manufacturing must switch to giving names to the processes that they do such that they express the beginning and end states. These names should imply all the work that gets done between the start and finish. For example, order fulfillment can be called order to payment process. Steps to an effective BPR are as follows – . Prepare for reengineering – Planning and Preparation are vital factors for any activity or event to be successful, and reengineering is no exception. Before attempting reengineering, the question ‘Is BPR necessary? ’ should be asked. There should be a significant need for the process to be reengineered. Preparation activ ity begins with the development of executive consensus on the importance of reengineering and the link between breakthrough business goals and reengineering projects. A mandate for change is produced and a cross-functional team is established with a game plan for the process of reengineering. While forming the cross functional team, steps should be taken to ensure that the organization continues to function in the absence of several key players. As typical BPR projects involve cross-functional cooperation and significant changes to the status quo, the planning for organizational changes is difficult to conduct without strategic direction from the top. The impact of the environmental changes that serve as the impetus for the reengineering effort must also be considered in establishing guidelines for the reengineering project. Another important factor to be considered while establishing the strategic goals for the reengineering effort, is to make it your first priority to understand the expectations of your customers and where your existing process falls short of meeting those requirements. Having identified the customer driven objectives, the mission or vision statement is formulated. The vision is what a company believes it wants to achieve when it is done, and a well-defined vision will sustain a company’s resolve through the stress of the reengineering process. 2. Map and Analyze As-Is Process – Before the reengineering team can proceed to redesign the process, they should understand the existing process. Although some BPR proponents argue against analyzing the current enterprise, saying that it inhibits the creative process, that might not always hold true. It varies from case to case. While some organizations which are in dire straits might attempt a new process design while totally ignoring the existing processes, most organizations need to map the existing processes first, analyze and improve on it to design new processes. The important aspect of BPR is that the improvement should provide dramatic results. Many people do not understand the value of an As-Is analysis and rather prefer to spend a larger chunk of their valuable time on designing the To-Be model directly. The main objective of this phase is to identify disconnects (anything that prevents the process from achieving desired results and in particular information transfer between organizations or people) and value adding processes. This is initiated by first creation and documentation of Activity and Process models making use of the various modeling methods available. Then, the amount of time that each activity takes and the cost that each activity requires in terms of resources is calculated through simulation and activity based costing (ABC). All the groundwork required having been completed, the processes that need to be reengineered are identified. 3. Design To-Be process – The objective of this phase is to produce one or more alternatives to the current situation, which satisfy the strategic goals of the enterprise. The first step in this phase is benchmarking. The peer organizations need not be competitors or even from the same industry. Innovative practices can be adopted from anywhere, no matter what their source. Having identified the potential improvements to the existing processes, the development of the To-Be models is done using the various modeling methods available, bearing in mind the principles of process design. Then, similar to the As-Is model, we perform simulation and ABC to analyze factors like the time and cost involved. It should be noted that this activity is an iterative process and cannot be done overnight. The several To-Be models that are finally arrived at are validated. By performing Trade off Analysis the best possible To-Be scenarios are selected for implementation. 4. Implement Reengineered Process- The implementation stage is where reengineering efforts meet the most resistance and hence it is by far the most difficult one. When so much time and effort is spent on analyzing the current processes, redesigning them and planning the migration, it would indeed be prudent to run a culture change program simultaneously with all the planning and preparation. This would enable the organization to undergo a much more facile transition. But whatever may be the juncture in time that the culture change program may be initiated, it should be rooted in our minds that ‘winning the hearts and minds of everyone involved in the BPR effort is most vital for the success of the effort. Once this has been done, the next step is to develop a transition plan from the As-Is to the redesigned process. This plan must align the organizational structure, information systems, and the business policies and procedures with the redesigned processes. 5. Improve Process Continously- A very vital part in the success of every reengineering effort lies in improving the reengineered process continuously. The first step in this activity is monitoring. Two things have to be monitored – the progress of action and the results. The progress of action is measured by seeing how much more informed the people feel, how much more commitment the management shows and how well the change teams are accepted in the broader perspective of the organization. This can be achieved by conducting attitude surveys and discrete ‘fireside chats’ with those initially not directly involved with the change. Communication is strengthened throughout the organization, ongoing measurement is initiated, team reviewing of performance against clearly defined targets is done and a feedback loop is set up wherein the process is remapped, reanalyzed and redesigned. Thereby continuous improvement of performance is ensured through a performance tracking system and application of problem solving skills. An intense customer focus, superior process design and a strong and motivated leadership are vital ingredients to the recipe for the success of any business corporation. Reengineering is the key that every organization should possess to attain these prerequisites to success. BPR doesn’t offer a miracle cure on a platter. Nor does it provide a painless quick fix. Rather it advocates strenuous hard work and instigates the people involved to not only to change what they do but targets at altering their basic way of thinking itself. BUSINESS PROCESS MANAGEMENT Business process management (BPM) is a systematic approach to improving an organization’s business processes. BPM activities seek to make business processes more effective, more efficient, and more capable of adapting to an ever-changing environment. BPM is a subset of infrastructure management, the administrative area of concern dealing with maintenance and optimization of an organization’s equipment and core operations. BPM Vs. BPR If BPM is a system software, then BPR is a method. BPR re-evaluates the processes used by the enterprise from the very basics and thoroughly redesigns them, enabling enterprises to have significant breakthroughs in cost, service, and speed. BPR can enable enterprises to reform from deep within, and create a new organization structure. Therefore, BPR is for the whole enterprise and may even include basic organization structures in its large modifications. BPM is a concept built internally in an enterprise that continuous to manage business processes. In an environment that stores internal and external events, BPM starts from a group of dependent processes, that describes, understands, indicates, and manages the whole process. BPM can integrate internal resources in an enterprise, automatically linking each department, enabling the enterprise to become a single united special forces team. As well, establishing standardized business processes through a single portal, the system can automatically make decisions based on rules and processes of the enterprise to satisfy the management needs of the enterprise, creating comprehensive core competitive force. Key aspects on which BPM differs from BPR are as follows: – Marked difference between BPR and BPM | |Aspect |BPR |BPM | |Level of change |Radical, one step change |Evolutionary continuous | |Time taken for implementation |Long |Short time and smooth takeover | |Starting point |Drawing board | Current processes and automation levels | |Implementation |Huge effort required for the |Incremental | | |disruptive change | | |Expanse |One major process at a time |Flexible – simultaneously across one or more / | | | |small or major processes | |Methodology |Redesigning of business |Process and decision models | | |processes | | |Enabling technology |Primarily IT |Primarily process technology | |Involvement |Business and process experts |Process experts and all related people | |Risk |High |Low | |Outcome |Drastic |Incremental improvement | |Cultural issues |Major concern |Not much concern | |Implementation stress and concern|High |Low | BPM tools have taken the advantage of the BPR experience and conceptually are more flexible in terms of expanse and intensity. Unlike BPR which targets end-to-end process by radically redesigning it, BPM tools can be applied part by part to the whole enterprise at a time, by adopting much more manageable and smaller changes in the process. This way the investments, risks and amount of change are minimized but at the same time the tangible impact is much more modest than what was a possibility with BPR. Yet BPM tools for automating processes have their basis on the fundamental concepts that were emphasized by BPR, such as: †¢ Simple processes delivering on the metrics of quality, service, flexibility †¢ Focus on eliminating non-value adding activities †¢ Decisions becoming integral part of the process BPM unifies discrete tools through extension of technologies like BPR, EAI, Workflow automation and any other business application package in such a form where the implementation and upgradation is much easily handled and underlying business process are efficiently managed. In addition to the strength inherited from BPR that BPM is built around business processes and not business applications per se, yet another promising feature of BPM is that it is based on mathematical process models. For example: – BPM helps you improve predictability and repeatability. For example, it will help you identify and recruit 10 candidates for a specified position in 8 weeks. BPR helps you study this and reduce this 8 weeks to 6 weeks or 4 weeks , depending on the context. Once this is done, we need to again use BPM to stabilize this and get back to predictability. How to cite Business Process Reengineering, Essays

The Role of Observation in Psychological Research - Free Sample

Question: Discuss about the Role of Observation in Psychological Research. Answer: Background Observation is a method that is always used by different psychologists when conducting their research. Observation as a method can be understood as a systematic data collection approach which entails the researchers use of all senses in the physical and naturally occurring environments. Psychology is always studied under a social phenomenon or setting. When psychological researches are carried out, the researcher will always carry on the ground, probably through human being as the specimen for the research or living non-human being, animals (Leary, 2016, p.94). This will entail setting of experiments, careful consideration of the occasion and lastly, observation of the observable behaviour. Therefore, observation in psychological research, as a social science entails watching what people do. It becomes a type of correlation in psychological research whereby the researcher takes an initiative to observe the ongoing behaviour in a natural setting. The roles of observation in psychological research Observation helps in validating the assumptions that are made in psychology. There are some conclusions that are always made from conducted interviews, or through other research methods. When observation method is used, it validates what people say they are into what they really are (Taylor, Bogdan and Vault, 2015, p.106). An example of this observation method would be the observation with intervention where the observer carries out his/her research with an intervention to achieve something or validate what other people have said through perceived theory. For instance, Bandura et al., (1963) experiment on investigating the influence of watching aggressive content in the media can demonstrate a crucial role of observation. When Bandura and his team are carrying out the experiment, they have a perception that aggressive media content has an influence on the behaviour of the children. The findings are subjects of actual observation. When they are conditioning the children and holding together all the variables, their main intention is to make a firm observation. However, Gunter, 2008 seems to deviate a bit from the findings of Bandura et al. (1963) and therefore giving another implication of validating the assumptions. When he talks about the correlation of Banduras findings basing his argument on chance, we get to see him carrying more observational research empirically to invalidate what Bandura had reached to. From the two experiments, the role of observational research can rest on validating theories, giving facts and also criticizing what has not been empirically ascertained by the psychologists (Koenig and Eagly, 2014, p.371). In psychological research, observation can be used to interpret the results of an experiment. Bandura (1963) research seems to have been carried out through real children, 20 of them and dolls. When he comes up with the findings based on the empirical evidence of his experiment, different psychologists after him have to interpret what he affirmed. Gunter (2008) and other psychologists of the 21st century like Bushman, and Huesmann, (2006) had to conduct some more observations so as they would be able to come up with more findings and recommendations on a certain behaviour such as aggression. For instance, Bushman made his observations through experiments in psychological research and later came with an explanation of aggression of children that is learned through a gradual process and it is either evident on short term or long term basis. Some Types of psychological Research, and the role of Observation in Each Descriptive Research This is a type of research that involves observing, recording, describing and classifying a certain behaviour in the environment. This type of research is hypothetically based by means of experimentation. Psychologists use this method to test hypotheses. The main tool for this method is observation. Data that is needed for this type of research is merely collected and recorded from observing. For instance, Damon (1977), issue of friendship is descriptively researched. The type pf research conducted to see how children develop friendship and how they share and the loyalty they perceive is a matter of observing, recording data and finally describing the relationship. On this issue, there is a case of ethnography in descriptive research. This involves the case where the researcher carries out extensive observations through involving him/herself in the group. This can ass well be in the category of participant observation. A psychologist, for instance, when he wants to research on the effects of motivation in a certain organization, the researcher may go and stay there for some hours. He can decide also to go and mingle with the workers in their duties after maybe, an incentive has been given. Consider the case of Donald E. Broadbent (1947) when he was a successful experimental psychologist and he is in the military researching about the effect of noise on performance. Donald was to be a part of the incidences that he could observe. Like for instance, when the pilot used the wrong lever to fly an aircraft due to the distraction of his attention. Finally, to describe the psychological behaviour in descriptive tre4search or ethnographic research is generally by a role of observation. Experimental Research and the role of observation It is an approach that is mostly in behavioral psychology. This approach is usually applied when investigating some psychological processes in learning, the behaviour of human beings and animals. Observation has a key role in this method. When researchers in psychology are investigating a behaviour or a psychological process, they have to apply observation so as to obtain the expected outcome. Proposers of this approach such as Wilhelm Wundt, Charles Bell, and Edward Titchener had to carry our real experiments with real specimen so as the mental process or behaviour investigated could be viewed and explained. Wundt or example had a laboratory from where he would conduct all his experiments. Bandura et al. (1963) conducted such experiments with dolls and children All these were to ascertain the existing claims. In experimental psychology too, there is a process that is usually followed. When a psychologist sets up an experiment, like the one Bandura made, he has to explain what he is up to. One would hardly use a single approach consistently because, in such a situation, the descriptive research approaches will have to be applied. When the researcher is observing what the results are summing up to, he has to employ the observational skills (Berkowitz, 1993, p.91). Observation is also a type of research in psychology. Since psychological research is a process of conducting a research and analyzing the collected data, this type uses observational approaches throughout in collection of the data required. It is an effective skill because the researcher can be able to observe behaviour without the consent of the researched. Limitations of Observation in psychological Research Though observation plays an important role in psychological research, it can fail to meet the expected results if careful measures are not made. One of the weaknesses of observation in research is that it can lead to a biased coding of the information from the clients or from the researcher. For instance, when a researcher is making the observation and he/she is not keen, he/she can be biased on the side that he wants to fix his results. For instance, When Bandura (1973) is observing the children and he has a hypothesis that aggression portrayed in media impacts the character of the children, he would have made many assumptions when making observations. Another issue in observation in psychological research is that the past history of the clients or of the samples is not observable. There are things that are not observable if the researcher does not have a long relationship with the people or animals he is observing. For this reason, the conclusions may fail to achieve validity. Conclusion Observation is the main tool in psychological research. Research in psychology will always demand the researcher to engage directly with the subjects of the research, may it be human or animals. This will need careful observation and independent recording of the information. In Qualitative research method in psychology, for example, the researcher should be in a position to describe the actual behaviour that was evident in the field (Goodwin and Goodwin, 2016, p.207). Observation for researchers conducting research is an active and continuous process. It is continuous because there is an aspect of change of behaviour. When the researcher notices a change of behaviour, he/she should be in a position to observe it and make the recommended description of the change. There would be no description of naturally occurring behaviour without observation (Gross, 2015, 58). It is the role of the observational skills that researchers use to make the findings. It can as well be noted that without observation in psychology, there would hardly be research in the discipline. References Bandura, A. (1973) Aggression: a social learning analysis, Upper Saddle Place, NJ, Prentice Hall. Bandura, A., Ross, D. and Ross, S.A. (1963) Imitation of ?lm-mediated aggressive models, Journal of Abnormal and Social Psychology, vol. 66 , no. 1, pp. 311. Berkowitz, L. (1993) Aggression: Its Causes, Consequences, and Control, New York, NY, McGraw Hill. Broadbent, D.E., 2013. Perception and communication. Elsevier. Damon, W. (1977) The Social World of the Child, San Francisco, CA, Jossey-Bass. Giles, D., 2013. Advanced research methods in psychology. Routledge. Goodwin, C.J. and Goodwin, K.A., 2016. Research in psychology methods and design. John Wiley Sons. Gross, R., 2015. Psychology: The science of mind and behaviour 7th edition. Hodder Education. Huesmann, L.R. (1998) The role of social information processing and cognitive schema in the acquisition and maintenance of habitual aggressive behavior in Geen, R.G. and Donnerstein, E. (eds) Human Aggression: Theories, Research, and Implications for Policy, New York, NY, Academic Press. Koenig, A.M. and Eagly, A.H., 2014. Evidence for the social role theory of stereotype content: Observations of groups roles shape stereotypes. Journal of Personality and Social Psychology, 107(3), p.371. Leary, M.R., 2016. Introduction to behavioral research methods. Pearson. Mertens, D.M., 2014. Research and evaluation in education and psychology: Integrating diversity with quantitative, qualitative, and mixed methods. Sage publications. Taylor, S.J., Bogdan, R. and DeVault, M., 2015. Introduction to qualitative research methods: A guidebook and resource. John Wiley Sons.