Summer and People

India is a tropical country. Here Summer Season is felt more prominently than any other season. Ordinarily, we begin to feel the summer heat from the month of April to the second week of June. This season is remarkable for the heat. People suffer from terrible heat right from the morning till the midnight. In the morning people feel a gentle breeze. Then the sun rises and the horror of the heat commences. All the activities of the people are done with a little comfort only in the morning time. As the sun rises heat is felt.People are afraid to go out. Due to terrible heat, streets and roads become lonely. Those who take up some journey in day time get tired very soon. Very often they are affected by the sun-stroke. Dehydration occurs as body sweats heavily. If we do not take plenty of water, we break down. The mid-day is the most horrible and unbearable part of the day. Birds and other animals take rest. Sometimes wind blows carrying hot particles of dust. Sometimes there is no wind. There is only radiation and heat. They sit under the shade of trees.Still there is no relief from the heat. They frequently feel thirsty. People keep their cattle confined to the shed. This hot condition prevails up to four o'clock in the afternoon. Although the sun comes down in the sky the blazing heat does not decrease. When people come out, the skin of their body feels burning. Ponds and pools dry up. The water level in wells also goes down. People often walk miles and miles to fetch water. If there is scanty water in a pond, people use that water for all purposes. Thus, the unhygienic situation is created.Of course, the development of science has given us coolers and fans to fight heat. This is possible only on the part of the rich. In Summer Season, violent thunderstorms arise in afternoon. They bring showers very often. People get relief from the painful heat. Schools and Colleges remain closed for Summer Vacation. Government offices function in the morning only. Cold drinks , lasi and sharbat are sold in specific stalls. Children run for ice-creams. In this season we get several fruits such as mango and jackfruit, etc.

Space meets knowledge The impact of workplace design On knowledge sharing ?

Abstract An examination of the role the physical workplace plays in creating opportunities and barriers that influence knowledge management has become a matter of substantial debate. Design of good workplaces for knowledge sharing is considered a major challenge for any organisation. This study provides an insight into the impact of the design and use of the physical workplace on knowledge sharing. Evidence presented in this study substantiates the position that the physical presence of an employee has the potential to impact performance and knowledge management. This assessment will be of use to researchers seeking to further examine the area of knowledge management. Introduction Knowledge management, described as the intentional management of information has become increasingly important to organisations (Nonaka and Takeuchi, 1995; Alavi, 1997; Garvin, 1997; Wiig, 1997; Davenport and Prusak, 1998; Ruggles, 1998; Hansen, 1999; Zack, 1999a). In large part this has been fuelled by the exponential growth of the knowledge economy and the increasing number of knowledge workers who have become as essential for many firms competitiveness and survival (Tallman and Chacar 2010). For many emerging organisations face to face contact is essential in the dissemination of knowledge within that infrastructure (Ibid). The process of internal knowledge management is a dynamic element that must be maintained in order to produce results. Literature Review Knowledge is defined as a dynamic human or social process that allows a justification of personal belief as regards the truth (Nonaka 2011). Interaction between people, employees and consumers is one of the primary methods of communicating innovative and inspirational progress. Modern studies in the field of knowledge management have begun to shift focus from the importance of the physical workplace to those engaged in knowledge work (Becker 2004). The recognition of inherent value in the employee base adds incentive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With critical insight established through the direct contact of the employees, the means of communication becomes a critical concern (Dakir 2012). International companies are recognizing this same value of face to face interaction as the social interaction between management sections, benefits production and development levels world-wide (Noorderhaven and Harzing 2009). In their discussion of social capital, Cohen and Prusak (2001) emphasise the importance of the physical workplace for the exchanging of knowledge, specifically the distribution of ideas amongst individuals in a situation where they could not assume that others knew what they were required to know. Becker (2004) hypothesises that the choices an organisation makes about how space is allocated and designed directly and indirectly shapes the infrastructure of knowledge networks – the dense and richly veined social systems that help people learn faster and engage more deeply in the work of the organisation. This corresponds with the Dakir (2012) argument that technology is no substitute for live interaction among the members of the organization. Davenport et al (2002) undertook a study among 41 firms that were implementing initiatives to advance the performance of high-end knowledge workers who were regarded as critical to the company’s aims. They focused upon determining th e elements that affected the knowledge work performance. Surprisingly, the issue that was most frequently dealt with by these firms involved the physical workplace – â€Å"the other common ones were information technology and management† (Davenport 2005, p. 166). Davenport (2005) emphasises that the recognition of the importance of knowledge work has grown in recent years, but that our understanding of the physical conditions in which knowledge can flourish has failed to keep pace. The inclusion of emerging communication technology has been argued to provide a better opportunity for employee interaction (Rhoads 2010). This same element of improved long distance communication is credited with diminishing the valued impromptu inspiration that many firms rely on during day to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). According to Davenport et al (2002) workplace design should be seen as a key determinant of knowledge-worker performance, while we largely remain in the dark about how to align ‘space’ to the demands of knowledge work. Davenport (2005) emphasises the point that â€Å"there is a good deal said about the topic, but not much known about it† (p. 165). Most of the decisions concerning the clima te in which work takes place have been created without consideration for performance factors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013). Becker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about office design, and the relative virtue of open versus closed space. Duffy (2000) confirms these views when he admits that early twenty-first-century architects â€Å"currently know as little about how workplaces shapes business performance as early nineteenth-century physicians knew how diseases were transmitted before the science of epidemiology was established† (p. 371). This makes every emerging decision regarding effective knowledge sharing critical to the development of any organisation. Deprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Google’s approach: â€Å"one company that is fully aware of its ‘spatial’ capabilities†. The spatial arrangements at Google’s offices can serve as a useful example of how design can have a bearing on improving the exchange of knowledge in ways that also add value to the company. The Zurich ‘Google engineering’ office is the company’s newest and largest research and development facility besides Mountain View, California. In this facility, Deprez and Tissen (2009) report: â€Å"Google has created workspaces where people literally ‘slide into space’ (i.e. the restaurant). It’s really true: Google Is different. It’s in the design; it’s in the air and in the spirit of the ‘place’. It’s almost organizing without management. A workplace becomes a ‘workspace’, mobilizing the collectiv e Google minds and link them to their fellow ‘Zooglers’ inside the Zurich office and to access all the outside/external knowledge to be captured by the All Mighty Google organisation† (2009, p. 37). What works for one organisation may not work for another and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some valuable lessons in how the workplace can be used to good effect can be gained from Google’s operations. For this precise reason, research was carried out at Google Zurich to provide both theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid). Studies comparing the performance of virtual and co-located teams found that virtual teams tend to be more task oriented and exchange less social information than co located ones (Walther & Burgoon 1992; Chidambaram 1996). The researchers suggest this would slow the development of relationships and strong relational links have been shown to enhance creativity and motivation. Other studies conclude that face-to-face team meetings are usually more effective and satisfying than virtual ones, but nevertheless virtual teams can be as effective if given sufficient time to develop strong group relationships (Chidambaram 1996). This research implies the importance of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is initially forming. Hua (2010) proposes that repeated encounters, even without conversation, help to promote the awareness of co-workers and to foster office relationships. McGrath (1990) recommends that in the abs ence of the ability to have an initial face-to-face meeting other avenues for building strong relationships are advised to ensure the cohesiveness and effectiveness of the team’s interaction. So although interaction alone is not a sufficient condition for successful collaboration, it does indirectly support collaboration. Nova (2005) points out that physical proximity allow the use of non verbal communication including: different paralinguistic and non-verbal signs, precise timing of cues, coordination of turn-taking or the repair of misunderstandings. Psychologists note that deictic references are used in face-to-face meetings on a regular basis, which refers to pointing, looking, touching or gesturing to indicate a nearby object mentioned in conversation (Ibid). Newlands et al (2002) analysed interactions of two groups performing a joint task in either face-to-face or a video conference system. They found that deictic hand gesture occurred five times more frequently in the face-to-face condition the virtual interaction. More recent research has found that extroverts gesticulate for longer and more often in meetings than introverts (Jonnson 2006). Barbour and Koneya (1976) famously claimed that 55 per cent of communication is non-verbal communication, 38 per cent is done by tone of voice, and only 7 per cent is related to the words and content. Clearly non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this basic need, especially in the early stages of team forming or when the team consists of a high proportion of extroverts. The physical co-location of teams also facilitates collaboration (Ibid). A seminal piece of research carried out by Allen (1977) demonstrated that the probability of two people communicating in an organisation is inversely proportional to the distance separating them, and it is close to zero after 30 metres of physical separation. Furthermore, proximity helps maintain task and group awareness, because when co-located it is easier to gather and update information about the task performed by team members (Dakir 2012). A recent survey of workers at highly collaborative companies found that most â€Å"collaborative events† are short (with 34% lasting fewer than 15 minutes) and the majority take place at the desk (Green 2012). It is likely that these impromptu interactions relate to sharing information (perhaps on the PC) or answering queries rather than lengthy intense discussion and development of joint ideas. Interactions at desks may facilitate tacit knowledge sharing by overhearing relevant conversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013). Methodology There are two acknowledged methodological approaches: quantitative and qualitative (Creswell 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to collate numerical data (Ibid). The qualitative research is open to interpretation allowing personal answers to be incorporated into the study (Creswell 2005). The researcher considered both options in order to complete the necessary goals.Types of DataThere are two forms of data: primary, or newly generated data, or secondary, previous data generated within existing studies (Creswell 2005). This study required the acquisition of primary data creating the need for relevant instruments. A survey with 5 open-ended questions has been created and subsequently conducted with centred on 548 employees working at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the environment in which they work with a focus on factors that affect knowledge sharing in the work environment.Methods of Data CollectionThe qualitative data analysis employed a Content Analysis technique to reveal participant perceptions of their work environment. The survey questions were designed to explore employee perceptions regarding the following dimensions: 1) Activities that allow for increased exchange of knowledge; 2) Advantages of frequent interaction with colleagues; 3) Individuals or groups dependent on the frequent interaction with co-workers orgroup members; 4) Factors that facilitate interaction within the workplace 5) Factors that inhibit interaction with others in the workplace. Survey participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was ‘most important’. Using a Content Analysis approach (Creswell 2005; Leedy and Ormrod 2005; Neuendorf 2002), the interview responses were analysed. Content Analysis is a qualitative data reduction method that generates categories from key words and phrases in the interview text; it is an evidence-based process in which data gathered through an exploratory approach is systematically analysed to produce predictive or inferential intent (Creswell 2005). Content Analysis was used to identify themes or common concepts in participants’ perceptions regarding the culturally and environmentally distinctive factors that affect interaction in the workplace (Neuendorf, 2002). This process permitted the investigator to quantify and analyse data so that inferences could be drawn. The Content Analysis of survey interview text was categorically coded to reflect various levels of analysis, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational analysis to determine whether there were any relationships between the responses of the subjects. The analysis was conducted with Nvivo8 ® software which enables sorting, categorising, and frequency counts of invariant constituents (relevant responses). Content Analysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction. Sample Respondent Characteristics The invited population consisted of 675 individuals and a total of 548 individuals participated in the survey resulting in a response rate of 81 per cent. Of these 548 completed surveys, 35 responses were discarded because the respondents only partially completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in Table 4-1.Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh School Bachelor Degree Certificate Degree Master Degree PhD Degree Other:15 118 19 231 121 9 Tenure< 2 years 2-5 years > 5 years153 331 29 Time Building Use< 1 year 1 year 2 years > 2 years140 102 271 0 Time Desk Use< 3 months 3-6 months 7-12 months > 12 months143 159 126 85 Age< 20 years 21-30 years 31-40 years 41-50 years > 50 years0 216 255 35 7 GenderMale Female428 85 MobiltyZurich Office Other Google Office Home Office Travelling Other88.9% 3.9% 3.9% 2.7% 0.5% PositionEngineering Sales and Marketing GandA Other:428 12 14 59 NationalityGermany Switzerland United States France Poland United Kingdom Romania Hungary Netherlands Sweden Spain Australia Russian Federation < 10 respondents73 62 35 33 28 27 24 23 17 16 14 13 12 136 Survey Findings In order to provide an audit trail of participant responses to the thematic categories that emerged from the data analysis, discussion of the findings precedes the tables of data, within a framework consisting of the five survey questions. An overall summary is provided at the conclusion of the discussion of findings. During the analysis of data, common invariant constituents (relevant responses) were categorically coded and associated frequencies were documented. Frequency data included overall frequency of occurrence as well as frequencies based on rating level (5 = most important to 1 = least important). Invariant constituents with a frequency of less than 10 were not included in the tables. Study conclusions were developed through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories.Question 1: Main Activities that Allow Exchange of KnowledgeTable 4-2 provides high frequency invariant constituents (relev ant responses) by survey participants demonstrating themes within the data for Question 1. Thematically, the analysis revealed the following primary perceptions of participants in terms of main activities that allow knowledge exchange: (a) meetings of all types; (b) whiteboard area discussions; (c) video conferencing; (d) email, and (e) code reviews. These elements demonstrated a high frequency of importance ratings, and a moderate percentage of respondents rated these elements as ‘most important’ (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet Relay Chat (IRC), and extracurricular/social activities. All other invariant constituents with a frequency of greater than 10 are shown in Table 4-2.Table 4-2 Data Analysis Results for Question 1: Main Activities Allowing for Exchange of Knowledge Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Informal discussion/face to face mtgs/stand ups35114977603332 Formal planned meetings/conference room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussions/brainstorming5822131094 Video Conferencing (VC)5841620144 Code Reviews515162046 Writing/Reading Documentation476813164 IM/Text Chat/IRC4610161073 â€Å"Extracurricular Activities† (e.g., pool, socializing, Friday office drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 Mailing lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Telephone/phone conversations1203243Question 2: Main Advantages of Frequent Interaction with ColleaguesTable 4-3 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 2. Thematically, t he analysis revealed the following elements representing the primary perceptions of participants in terms of the main advantages to frequent interaction with colleagues: (a) knowledge and information exchange and transfer; (b) staying current on projects and processes; (c) social interaction; (d) learning from others; (e) faster problem resolution; (f) efficient collaboration; and (g) continuous and early feedback. The following themes received a high frequency of importance ratings and a large percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively) included: knowledge sharing, staying in touch and up to date, learning from others, faster resolution/problem solving, better collaboration, and feedback. Although socialising was revealed to be a strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are provided in Table 4-3.Table 4-3 Data Analysis Results for Question 2: Ma in Advantages of Frequent Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 Learning/learning from others/learning new things/increased knowledge base7217281485 Understand problems/needs – faster resolution and quicker problem solving7025241146 Better/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/being part of a team/teambuilding5110121892 Get work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/shared vision/focus on goals of team32109652 Better personal contact and easy interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/getting help (when stuck)26391031 Good/happy atmosphere/work environment2412858 Networki ng2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpoints18210312 Improving quality of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521Question 3: Individuals or Groups that are Dependent on Frequent InteractionTable 4-4 provides high frequency invariant constituents (relevant responses) given by survey participants demonstrating themes within the data for Question 3. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of individuals or groups that are dependent on frequent interaction of the participant: (a) my team/project teammates/peers; and (b) managers. The first theme demonstrated a high frequency of importance ratings with a moderate percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively). Although the theme of managers was revealed to be a relatively strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are shown in Table 4-4.Table 4-4 Data Analysis Results for Question 3: Individual/groups dependent on frequent interaction of participant Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 My team/project teammates/peers12887191435 Managers/PMs484241163 Users/customers/clients357121042 All reports/related teams34717442 Engineering teams (various)28188200 Recruiting team/staffing1753630 Geo Teams1576200 Operations teams1423522 All of them1191010 HQ1133122 Other engineers using my project/peer developers of my tool1015310Question 4: Factors Facilitating Easy InteractionTable 4-5 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 4. Thematically, the analysis revealed the following elements representing the primary perceptions of participants about factors that facilitate easy interaction: (a) common, proximal, and open workspace areas; (b) common functional areas; (c) sufficient and available meeting facilities; (d) excellent communication tools; and (e) video conference facilities. The theme of open and common workspace areas/shared office space demonstr ated a high frequency of importance ratings with a very large percentage of ‘most important’ ratings (rating 5). Other revealed themes, particularly the second listed theme, demonstrated relatively high overall frequency, but these themes did not demonstrate the strength of importance that the first theme did. Other themes and invariant constituents revealed through the analysis are shown in Table 4-5.Table 4-5 Data Analysis Results for Question 4: Factors Facilitating Easy Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/sitting together175103342594 Common shared Areas (e.g., Kitchen, play/game rooms, lounges, library, etc.)173406642178 Enough facilities for meetings/availability of meeting and conference areas90192730122 Great communication tools (email, VC, chats, dist. Lists, online docs, wireless, VPN, mobile†¦)80113014187 Video Conference meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for informal meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 Casual and social environment/open atmosphere36195921 People: easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 Company calendar/planned ops for meeting/ scheduled meetings1937621 Geographic co-location/same time zone1374200 Travel/trips to other offices1212135 Chat (non-specific t ext or in person)1124302 IM/internet chat1051112 MOMA/social networking/wiki pages/company docs1010342Question 5: Factors Inhibiting Interaction with OthersTable 4-6 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 5. Thematically, the analysis revealed a single strong element and several elements with less relevance as inhibiting factors. The physical geographic differences – specifically the time zone differences – were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants perceived their overscheduled and busy work lives, noise levels in their workspaces, and shared work environments to be contributing inhibitory factors with regard to interaction with others. These elements also demonstrated high frequencies of importance ratings with a moderate percentage of ‘most important’ ratings (rating 5). Other themes revealed through the analysis are shown in Table 4-6.Table 4-6 Data Analysis Results for Question 5: Factors Inhibiting Interaction with Others Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/noisy environment/ noise in shared space33196440 Defective VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms available2286620 Too few VC rooms in some locations / lack of available VC rooms1949501 Open Space: no privacy, interruptions/ disruptions1958321 Information overload/ too much email1562610 Large office building/building size and layout/ too many people, difficult to find people15114000 Team split between multiple sites or large distance between team members in same bldg1545420 Need more whiteboards/lack of informal areas with whiteboards1135210 Language barrier: lack of correct English/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone1053200 Discussion Both the literature and the survey have illuminated interesting facets of the work environment and the need for personal communication. The analysis of the 513 participants’ responses to five open-ended questions from the employee perception survey revealed patterns of facilitating and inhibiting factors in their work environment. Nonaka (2011) clearly illustrates this point with the argument that the communal environment promotes a standard of communication not found in the technological alternatives. Further, the shift away from the organization to the person orientation provides a fundamental benefit to every employee (Becker 2004). With a rising recognition of individual value, the organisation is building employee trust. Participants in this study preferred frequent, informal opportunities for the exchange of knowledge. The opportunity for growth was centred on the capacity to exchange concepts in a free and easy manner (Nonaka 2011). The evidence presented in this study demonstrates that these opportunities were more valued by team members with high knowledge exchange needs. This is line with the increased depth of knowledge and ability to meet technical needs through employee communication (Tallman et al 2010). A combination of professional advice can benefit the entire production and development process. In this study, transactions among participants were often brief, and were perceived to require limited space – often just stand-up space – with noise-regulating options not found in open-office environments. Dakir (2012) demonstrates the environment has the potential to add to or detract from employee communication, making this factor a critical consideration. Spontaneous and opportunistic knowledge-sharing transactions were valued, and technology provided a platform for this type of knowledge exchange to occur. This evidence from the survey corresponds with the literature illustrating that increased communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010). The research at Google provides further support for the view of some leading companies who strongly believe that having workers in the same place is crucial to their success (Noorderhaven et al 2009). Yahoo’s CEO Marissa Mayer communicated via a memo to employees that June 2013, any existing work-from-home arrangements will no longer apply. Initial studies theorized that the work at home system would provide a better platform for workers, even on a local level (Dakir 2012). Many points of the memo cited in this Yahoo example, parallel the literature presented in this study. Her memo stated (Moyer 2013): â€Å"To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side.† This is clearly in line with the Coehen and Prusak (2001) assertion that the physical workplace is a critical element of the dynamic business. â€Å"That is why it is critical that we are all present in our offices. Some of the be st decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.† This element of the her reasoning is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting communication and teamwork in the office, the technical alternatives are not enough. â€Å"Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together†¦.Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices† (Moyer 2013). This section is directly in line with emerging studies citing the vital nature of the interaction and face to face employee contact (Heerwagen et al. 2004). This study has clearly demonstrated that Mayer is not alone in her thinking; Steve Jobs operated in a similar fashion as well (Davenport et al 2002). Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. â€Å"There’s a temptation in our networked age to think that ideas can be developed by email and iChat,† he said. â€Å"That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas† (Isaacson, 2011, p. 431). This assertion by Jobs closely resembles the argument presented in the Rhoads (2010) study that found a clear correlation between the communication capacity and opportunity for successful innovation and progress. Following this philosophy led Jobs to have the Pixar building designed to pr omote encounters and unplanned collaborations.Mayer’s former colleague at Google agrees (Ibid). Speaking at an event in Sydney February 2013, Google CFO Patrick Pichette said that teleworking is not encouraged at Google. This reflects the consensus that is emerging that time in the office is not only valuable but necessary to sustained competition in the industry (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff. Companies like Apple, Yahoo! and Google are holding on to (or have started embracing) the belief that having workers in the same place is crucial to their success (Dakir 2012). This appears to be based on the view that physical proximity can lead to casual exchanges, which in turn can lead to breakthroughs for products. Heerwagen et al (2004) illustrates that it is evident that â€Å"knowledge work is a highly cognitive and social activity†. Non-verbal communication is complex and involves many unconscious mechanisms e.g. gesture, body language, posture, facial expression, eye contact, pheromones, proxemics, chronemics, haptics, and paralanguage (Denstadli et al 2013). So, although virtual interaction can be valuable it is not a replacement for face-to-face interaction, particularly for initial meetings of individuals or teams. Furthermore, the increase in remote working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belonging and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009). Conclusion The role of knowledge management in the workplace has become an increasingly valuable segment of a company’s resources. This study examined the practice of working remotely versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to provide the end all to employee work habits have proven less than fully realized. The evidence in this study has continuously illustrated an environment that requires the innovative, face to face interaction in order to maintain a competitive edge in the industry. Further, the very environment that promotes this free exchange of ideals is not adequately substituted by technology. In short, the evidence provided in this study has clearly demonstrated the advantage that the in house employee has over the remote worker. The impromptu encounters between employees are very often the elements needed for progress. What is clear is that in order for a business to capitalize on their full range of available resources virtually requires, face to face personal interaction in order to fully realize the firms full potential. In the end, it will be the combination of leadership, teamwork and innovation that provides business with the best environment, not necessarily how much technology is available. References Dalkir, K. 2005. Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann. Denstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air travel: Do new technologies produce new interaction patterns?. Transportation Research Part C: Emerging Technologies, 29 pp. 1–13. Nonaka, I. and Takeuchi, H. 2011. The wise leader. Harvard Business Review, 89 (5), pp. 58–67. Noorderhaven, N. and Harzing, A. 2009. Knowledge-sharing and social interaction within MNEs.Journal of International Business Studies, 40 (5), pp. 719–741. Rhoads, M. 2010. Face-to-Face and Computer-Mediated Communication: What Does Theory Tell Us and What Have We Learned so Far?. Journal of Planning Literature, 25 (2), pp. 111–122. Tallman, S. and Chacar, A. 2011. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework. Journal of Management Studies, 48 (2), pp. 278–304.

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Pancreatic cancer - Research Paper Example Pancreatic cancer is known to be a lethal cancer which accounts for the fourth most renowned cancer which causes death in the United States of America. It starts with lesions in the epitheliums and may later on go to become invasive enough to cause death. This research essay would further revolve around the epidemiology, etiology and pathogenesis of the pancreatic cancer. Pancreas is a complex gland having both exocrine and endocrine functions. The organ has a very important role to play in the digestion of substances in the body but as the pancreas has a retroperitoneal location it does not show the progression of diseases in the initial stages. Thus it is very hard to detect diseases of pancreas in the initial stages. The exocrine part of the gland secretes digestive enzymes which help in digesting food particles whereas the endocrine portion secretes only a limited number of enzymes such as insulin and glucagon. The major abnormalities caused by the non-functioning of the endocrine portion of the pancreas are diabetes mellitus and neoplasms. And the major diseases caused by the exocrine portion are related to the inflammation of the pancreas itself (Catalano et al 2009). With latest researches being carried out much has become known about many cancers but the exact cause of pancreatic cancer is yet to be found. Most of the individuals suffering from pancreatic cancer are adults who are above 60 (Gold & Goldin 1998). Many factors have been studied in relation to the pancreatic cancer and it has been found that smoking is one of the foremost external influence which can trigger the cancer (Gold & Goldin 1998). Similarly inflammation of pancreas is also known to be an important factor that may cause the cancer (Lowenfels et al 1997). However some individuals do argue that it is because of the pancreatic cancer that the inflammation of pancreas occurs. As all cancers are related to genetics, pancreatic cancer is also known to be associated with the relative

Topics Discussed in Class - My Participation in Class Assignment - 4

Topics Discussed in Class - My Participation in Class - Assignment Example Physical global marketing environment topic has given a concept and understanding of how to understand the physical environment while making global marketing decisions. After understanding the physical environment the lecturer moved us towards the understanding of PEST environment. This environment teaches us that how to conduct the analysis of overall environment when making an investment or starting a business. It gives the complete understanding of absorbing all these factors of business environment (Hewett & Bearden, 2001). From week 3 of the semester lecturer move us to give the real understanding of the global marketing and advertising. The topic we had covered was values and paradoxes in global marketing and advertisement. By this topic lecturer has developed a new frame of global marketing and advertising in the mind of all the students of the class. This topic teaches us the merits and demerits of globalizing the business along with the bright side and dark side of advertise ment in the international market. It found difficult to advertise the product in the global market because it needs to understand and analyze the environments of different countries, but this topic by lecturer helps us at a great extent in understanding global marketing and advertising. The complexity of understanding different environments of different countries has made uncomplicated by the lecturer in the week 4 by discussing the topic of dimensions of culture. This topic gave us an understanding of how to understand the characteristics of culture while understanding the culture to target with the purpose of business. This topic tells us the importance of understanding the characteristics of targeted people of different cultures. After giving the understanding of dimensions of culture lecturer contained us specifically towards the understanding of consumer behavior (Keegan and Green, 2012). Consumer behavior is changing with a fast pace with the advancement of technology and adap tation of technology by consumers. Consumers are now getting aware with the changing trends so marketer needs to be very active in understanding the changing trends of the market and importantly the changing taste and preferences of consumers. Consumer behavior study taught us the factors of understanding the changing tastes and preferences of consumer with the changing trend (Terpstra, 2000). After learning the topic of consumer behavior the lecturer gave the in-depth knowledge of consumer behavior for global market by discussing the topic of consumer ethnocentrism and disidentification. This topic gave the understanding of why consumer prefers international products over the domestic products or why consumer prefer domestic product over international brands. Many factors have been discussed in this topic which can affect the consumer preferences. This study is very important for the global marketers and we have learned a lot of techniques in this study. This study will help us in creating a brand in the presence of the needs and preferences of customers of the target market. Market is smart now so marketer needs to be smart as well in understanding the market moves. In the 9th week the lecturer moves us towards the basic

Tax Cuts and Layoffs in the Economic Times and their Impact in Research Paper

Tax Cuts and Layoffs in the Economic Times and their Impact in Communities - Research Paper Example It is expected that this plan could actually boost the GDP by some 1.25% and the employment levels by 1.3 million in the next year (Kaplan, 2011). However the proposed plan is not without major difficulties perhaps the largest of which is the provision of some 447 billion dollars in order to make this plan work. For one thing, Obama’s proposal could not be tabled while Democrats controlled the Congress so tabling this proposal in a Republican controlled Congress is even more difficult. Furthermore the proposal is considering reducing the net incomes of a large amount of workers who will not agree to such proposals that curtail their employment benefits. The current economic situation is being compounded by efforts on the part of state governments to cut down on employee benefits. Already unionized workers in New York are not ready to agree to such concessions in benefits even if they have to lose their jobs as a sign of protest. Already the government in New York is deposing t housands of workers because they are not ready to accept new contracts that include tax tradeoffs as well as removal of entitlements that reduce their pays by a sizable amount (Economist, 2011). Although the largest union has agreed to reduced pay structures but the second largest union is adamant to accepting these new contracts. Friction is rising as working people are removed from jobs because they demand their right. This indicates that the federal government’s proposed tax breaks are more than just required in order to avert further layoffs which would in turn lead to little else than more recession. When the proposal’s finances are looked at in greater detail, it becomes apparent that the largest contributor to funding is from limiting deductions for upper income earners at some 405 billion dollars. The other components of financing represents smaller figures including treating carried interests as ordinary income (18 billion dollars), limiting oil and gas compan y tax benefits (40 billion dollars) and removing corporate jet tax breaks (3 billion dollars). It is highly clear that the federal government could still increase the chief component of funding if it did not limit the amount of deductions for upper income earners. That would put the federal government in a position to possess greater finances that could be used to stimulate the economy. While it is clear that the federal government has shown interest in creating more jobs by providing incentives and by expanding infrastructure based projects, but this proposal is highly unlikely to get tabled. Even if the proposal was to get approved in Congress somehow, the next problem would be the credibility of the federal government when it comes to creating jobs. The government has always had a poor history of creating new jobs (except the FDR years). At this point in time, tax breaks are required for low income workers so that they can deal with their pervasive state of near insolvency. Howev er it hardly makes any sense to curtail taxes for high income earners who are already finding enough money to spend. Economists argue that the tax cuts provided to the average Joe worker are being saved up and this may even be true but given a few continuous years of savings, these workers will reinvest in the economy in terms of their savings dollars. The need of the hour is to redistribute the money in the economy

Critical thinking and analysis Essay Example | Topics and Well Written Essays - 750 words

Critical thinking and analysis - Essay Example It is nevertheless interesting to compare the lights and darkness of the changing landscape of a city like Los Angeles, as we draw upon historical accounts of the city in the late 1970s by Joan Didion recalling the fire of 1978 in ‘Fire Season’ and Truman Capote reminiscing about Christmas in Los Angeles in the early 1950s in ‘Local Color’. Both authors have a particular recollection of the city and though weather patterns repeat themselves, the effect is never quite the same across different decades. Discussion My judgment of the light and darkness of Los Angeles can be summed up in the vagaries of weather that the city has to face during a typical year. From hurricane alerts to wildfires raging through various parts of the city, there is never a dull moment in Los Angeles. There is always something happening at the beaches that dot the coastline of the city, and tourists as well as the local people make a beeline for it come summer. The winters too are coo l and not too wet, but the pleasant breeze that blows down the coast of the shoreline and into one’s living rooms in the evenings can send chills down some spines. It is chilling yet cool to be here. Be in the blinding sunlight of summer or the hazy shade of winter, there is some danger of forest fires and other natural calamities making life difficult for the residents. Joan Didion in her piece Fire Season recalls the blaze of 1978 that resulted from the Malibu and Kanan fires and wiped out parts of Malibu and the Palisades. Some areas of Los Angeles have been burned as many as eight times. The local brush takes as long as 20 years to replenish itself. Thus we are looking at a major ecological disaster that reoccurs. With the weather patterns being consistent enough to distinguish between summer, winter and the rainy season, firefighters and the Mayor’s Office are usually on high alert during both summer and winter season when there is a good chance of fires flaring u p somewhere or the other. This may be exacerbated if the conditions have been dry and unrelenting in the earlier part of the year. The conditions are so well known that even little children will describe the autumn season as â€Å"dry winds and dust; hair full of knots† (Didion, 509). Yet there is something peculiar about the resilience of inhabitants to stay put in Los Angeles County despite the recurring fires. It is as if they are in a state of denial, or love the land too much to leave it. Los Angeles even has a Fire Index. Moving on to Truman Capote’s recollection of spending Christmas in Los Angeles during the 1950s, where he had to play chaperone to a Negro girl who was coming to Hollywood in search of a job in the movie industry. Describing the usual indiscretions here, it was noted that people regarded the absence of Youth as death. No one walks, there is usually a long line of cars lining the streets as the only mode of transportation. There is no time or inc lination to have kids since everyone is so busy with their movie careers- it is termed the childless city (Capote, 354). A typical Hollywood home is so incomplete without some paintings of the Masters and everybody is supposed to have some knowledge about Art. There is much emphasis on makeup and keeping up appearances, getting a toned, chiseled body and using botox to appear eternally young. Makeup and perfume is liberally applied and you are supposed to learn how to manage through divorces and remarriages. Older people can relax and really appreciate the serenity of the place. Conclusion

Palestinian Islamic Jihad Research Paper Example | Topics and Well Written Essays - 1500 words - 1

Palestinian Islamic Jihad - Research Paper Example †¢Ã‚  August 1987: The PIJ announced that a commander of Israeli military police has been shot dead in Gaza strip by them. On March 1996, inside a shopping mall in Tel-Aviv, there was a blast that killed twenty people and injured seventy-five  Ã¢â‚¬ ¢Ã‚  On July 1989, near the Jerusalem-Tel Aviv Highway, Attack of Egged bus 405, minimum 14 people died along with one American and two Canadians, leaving numerous injured. It was an intentional suicidal attempt but the invader stayed alive  Ã¢â‚¬ ¢Ã‚  On April 1995: a suicide bomber killed eight people in Netzarim and Kfar-Darom and over thirty injured in the first attack, and the second one was in a car that wounded twelve  Ã‚  Ã¢â‚¬ ¢Ã‚  On March 1996: inside a shopping mall in Tel-Aviv there was a bomb blast that killed twenty people and injured seventy-five  Ã¢â‚¬ ¢Ã‚  On   March 2002: seven people were killed in a bus from Tel Aviv to Nazareth, injured about thirty people in a suicidal attack. On   July 2002: a suic idal attack followed by another one killed five people in Tel Aviv and injured forty  On May 2003, there was an attack in a mall in Afula by the suicidal bomber that killed three and left eighty-three injured. In August 2003: Twenty-one people were killed by a suicidal attack on a bus in Jerusalem that injured more than hundred people  Ã¢â‚¬ ¢Ã‚  On January 2007, Al-Aqsa Martyrs Brigades and the PIJ together take accountability for  Ã‚   the suicidal   attack   at Eliat bakery that killed three