For developing countries what are the advantages and disadvantages of Assignment

For developing countries what are the advantages and disadvantages of participating in the global garment industry - Assignment Example creasing development in this industry is due to the availability of a cheap work force, ready market and easy transportation due to its negligible weight (TAYLOR, 2009). Developing countries have maximized their raw materials and there has been dramatic increase in the production which now accounts for about 70% of the world export on clothing. However, the garment industry is not left far behind as it accounts for about 3.2% of the world’s manufacturing export (TAYLOR, 2009). Developing countries’ involvement in the global trade, especially in the garment industry has both positive and negative impacts. On the positive impacts is the fact that this industry has increased the level of employment reducing unemployment in developing countries, which has been one of the major epidemics. For example, in Bangladesh, about 1.5 million workers are absorbed in these industries which are about 65% of the total workforce (Hoque, 2005). In Morocco, about 40% of the total human resources are also absorbed into this industry. Second advantage is the increased level of foreign exchange or export earnings. These increased earnings are very vital in any developing countries since it is a source of revenue through which the government injects into development projects so as to improve the living standards of its citizens (TAYLOR, 2009). In Bangladesh, this industry contributes to about 75% of the country’s total export earnings. In Mauritius, it is about 64%, while in Sri Lanka it is about 50%, and in Tunisia it is about 40%. Next is that it has some considerable total added value of merchand ise exports. This is evident in countries such as Bangladesh which is about 55%, Turkey being 28%, while in Morocco and Pakistan it is 20% (TAYLOR, 2009). On the other hand, linearization of trade has disadvantages in all industrial sectors, garment industry being inclusive. First is that these developing countries have removed all the trade barriers which may later lead to

O great god-king Xerxes Essay Example for Free

O great god-king Xerxes Essay O great god-king Xerxes, I have heard that you are planning to launch a full-scale invasion of the Greek nations following on the steps of your father, Darius. I come here before you to attempt to dissuade you of your plans for Greece. As I am once a prominent citizen of one of the many city-states in the nation, it would do you well to listen to my advice as it contains extensive knowledge of what you are about to face if you push through with your plans. O King, barely ten years ago, your father Darius launched a similar invasion against the Greek city-states in retaliation to the Athenians’ aiding the Ionians in their revolt against his rule. Although it had been initially successful, the invasion was ultimately put to an end by his defeat during the Battle of Marathon. It could be worth noting that, despite the battle being a victory, it was a desperate attack by the Athenian army that caused the defeat of your father’s armed forces. Sparta, perhaps the state with the most powerful military in all of Greece, was absent from the battle and even then the Greeks scored a victory. Each city-state in Greece acts independently from each other. They are each governed by their respective rulers and are not influenced by the affairs of the other city-states. However, it is not impossible for each of them to call for aid to one another as evidenced by the Ionian call for aid during the previous war. Sartus was taken thanks to the aid provided by Athens, who had the major contribution in the allied army, and by Eretria. Sparta had chosen delay sending military aid as it had decided a full moon needed to pass before they do anything and were thus absent from the Battle of Marathon, where your father’s army was defeated utterly. Had Sparta’s forces been present, its superior military might compared to Athens would likely contribute to utter decimation of the Persian forces under your father’s command. However, even then, your father’s soldiers lost under the Greeks. If you attack now, O King, you risk provoking an even greater alliance that can now include Sparta, which is your most formidable enemy on the plains of Greece. The Spartans are a race that places utmost emphasis on military training and raising superior soldiers that have been tested in war. Furthermore, the Spartans will never participate and are not interested in any alliance that will not mean leadership to them. They can be a vain and arrogant nation but with the strength to back their vanity up. If you threaten the entire Greek country now, your Majesty, the major powers of the nation will definitely ally themselves with Sparta at the helm. With Spartan tactics and warriors at the vanguard, your army – no matter how great – will run into serious opposition which can result into an even greater demise than what has happened to your father’s forces in Marathon. As could be expected from any nation, the Greeks have devised battle tactics that are best suited to their terrain. They know their land; you can expect them to take advantage of that and lure your forces into a disadvantage in battle. With a possible alliance under Spartan leadership, the Greek can have a tactical and strategic advantage even if your army is greater in number. O Wise King, great wisdom it would be not to rely on the greater numbers of your armed host. The Greeks, especially the Spartans, will not be easily daunted. They have tactics that can be quite effective when employed in terrain which they know well. For example, your father Darius in Marathon faced a tactic called the phalanx. By definition, a Greek battle line deployed in a phalanx means there is equal strength in all sides of the battle formation. However, in Marathon, the Greek commander faced superior numbers but was able to modify the phalanx into an effective variant: he strengthened the wings of his battle formation while weakening the center. At first you would think that the Greeks were committing suicide and, indeed, the Greeks seemed to be at the point of desperation. However, stronger wings meant that the Greeks managed to hold off the wings of your father’s formations, holding them back and disabling them from reinforcing the center of King Darius’ battle lines. Thus, it was then that the Persian armies were surrounded and routed by the Greek army in Marathon. The results of the battle were horrific. Your father lost a sizable portion of his soldiers, sixty times more than what the Greeks lost in that same battle. A second Marathon is not the only thing that you should worry about in the conduct of battle in this planned invasion. A worse battle awaits your forces if you push through. In Greece, there is a place which we call the â€Å"Hot Gates† or Thermopylae. This place is a narrow pass bordered by a sheer cliff wall on one side, and the sea on the other side. This is a battleground ideal for the phalanx. In such a narrow pass, the phalanx will serve as a wedge that will drive through your attacking forces. The Greeks need only to strengthen their front lines with the rear guard merely pushing the front soldiers forward. In here, the superior numbers of your great army will definitely count for nothing. The Greeks, especially the Spartans and the Athenians, are aware of this pass; they will definitely use this to their advantage to hold off your army while a greater force amasses for retaliation. A Spartan-led phalanx could be as devastating as any phalanx, which had been proven by the Athenian tactics in Marathon. As you could see, Great King Xerxes, the sheer size of your army is both your strength and your liability. To support such a large host, you need a sizable navy to carry supplies back and forth. Your navy will be stretched thin supporting your great army; it will also have to endure against whatever naval counterattacks and offensives that the Greeks may launch against you. You could face a naval situation similar to Thermopylae in Salamis. It is a narrow channel, one which can reduce your navy into a bottleneck and reduce their effectiveness. The Greeks can pick your ships off one by one even if they may be smaller in size. Consider my wisdom in this matter, King Xerxes. I daresay that, even if you hold the greater number of forces, you would find it hard to manage them effectively at smaller levels. The Greeks, my former countrymen, are geniuses both in scholarship and in battle; your father Darius learnt that the hard way in the fields of Marathon under the Athenians alone. With a possible pan-Greek alliance – with the mighty Spartans leading – your forces face yet another humiliating defeat similar to Marathon, only this time you will be facing the combined might of all the city-states of Greece. Abandon this plan now, before this results to destruction of your mighty host. Sources: Wheeler, Kevin. (2001). â€Å"Ancient Greek Battles of Marathon, Thermopylae, Artemisium and Salamis. † Retrieved November 30, 2008, from Ancient World Battles website: http://www. geocities. com/caesarkevin/battles/Greekbattles1. html Lendering, Jona. (2005). â€Å"Phalanx and Hoplites. † Retrieved November 30, 2008 from Livius. org website: http://www. livius. org/pha-phd/phalanx/phalanx. html Lopez, Vincent. (2008) â€Å"Shock Tactics on the Ancient Battlefield. † Retrieved November 30, 2008 from Armchair General website: http://www. armchairgeneral. com/shock-tactics-on-the-ancient-battlefield. htm/5 Stewart, Michael. People, Places Things: Xerxes I, Greek Mythology: From the Iliad to the Fall of the Last Tyrant. Retrieved November 30, 2008 from Messagenet website: http://messagenet. com/myths/ppt/Xerxes_I_1. html Freedom44. (2004). â€Å"The First Persian War Greek Wars. † Retrieved from Free Republic website: http://freerepublic. com/focus/f-news/1196577/posts

Non-GMO Plant Breeding Techniques :: Food Agriculture Science Papers

Non-GMO Plant Breeding Techniques Works Cited Missing Introduction In 1997 genetically modified foods were introduced to commercial agriculture in the form of herbicide resistant soybean seed (Farnham, Wang, and Wisner 2000). The seven years since have marked a major change in the way people worldwide look at food and its production. It has become an important issue for farmers, consumers, the government and world economies, as the safety and ethics of GMOs are debated. In response to the use of GMOs, and the overall distrust many consumers have toward them, there has been an explosion in the marketing of organic foods. All this talk about genetically modified foods and the increasing popularity of organic foods brings to the forefront an important question. How much do we know about the production of non-GMO/organic crops and can it be considered safer and more ethically sound in comparison to GMO plant production? Historical Plant Production Throughout history crop production has been an ongoing process of altering the genotype of plants to improve their yield. It has been traditional for farmers after every season to harvest seeds from the plants that appear phenotypically superior, saving them to be planted the following season. After thousands of years of doing this food crops today are a far cry from the wild lineages they were derived from (Chrispeels and Sadava pg331). While wild lineages have undergone centuries upon centuries of natural selection producing successive generations of offspring adapted to the environment, domesticated species have undergone the pressures of hand selection. This results in observable differences between domesticated plants and their wild relatives. Todayà °s crop plants have no natural seed dispersal mechanisms, nor seed dormancy periods to overcome seasonal weather conditions. Crop plants have been bred for similar growth habits so that at the time of harvest they are of uniform s hape and size (Kimball, 2000). This is the reason for example that we do not see shrubby corn or viney wheat varieties. Congruency of this type among crop species has made it easier for farmers to develop universal harvest mechanisms. Gigantism is the term given to the huge difference in the size of the fruiting bodies of crop plants versus wild relatives, which is due to the selection of the seed from parent plants that produce large fruits (Chrispeels and Sadava pg342). In the 1700à °s people began to cross plants with the intention of making crop plant varieties superior to those in existence, as opposed to the traditional and more passive method of hand picking seeds from superior plants.

Literary Analysis Paper Essay

Retrieved Reformation is a short story about a man named Jimmy Valentine. In the beginning of the story, he is being released from prison for his crimes of robbing banks and cracking into safes. After being released, he realizes that he wants to live a life of no crime. He becomes a dynamic character because he begins to dramatically change after meeting the love of his life, Annabel Adams. He wanted to begin a new life. In â€Å"A Retrieved Reformation†, a selfish and unethical criminal named Jimmy Valentine is known from breaking into safes and robbing banks. In the first couple of pages of the story, we come to find that Jimmy was doing prison time because of the crimes that he would commit. On page 2 it states, â€Å"He had served ten months of a four- year sentence.† (pg 2) The reason that he only had to spend ten months was because the friends that he had were friends of the government so they told the judge to shorten the amount of prison time that Jimmy had to do. In this part of the story he is being released by a guard and he gives him some advice to stay out of trouble. â€Å"You’ll go out in the morning. Brace up, and make a man of yourself. You’re not a bad fellow at heart. Stop cracking safes, and live straight.† (pg 3) This advice would soon help Jimmy realize that he has to get his new life together and learn how to keep himself out of things that would get him in trouble with the law. See more: how to write an analysis paper As soon as Jimmy Valentine was released from prison, the reader is shown many examples on how Jimmy Valentine is a dynamic character and how much he has changed throughout his life. The first example is as soon as Jimmy Valentine got released from jail, he started robbing banks again. One day, he was walking around Elmore, the new town that he lived in, and stopped in amazement of a woman whom he had never met before. Her name was Annabel Adams. Her father had owned the bank. He went to a nearby hotel and registered his name as Ralph D. Spencer and got a room. Jimmy came to Elmore in search of a location to go into business. He was talking to the clerk at the desk about shoe-store openings in the town. He opened a shoe store to keep his mind busy instead of robbing banks. On page 7 the author states, â€Å"He opened a shoe-store and secured a good run of trade.† Also, Jimmy Valentine legally got his name changed to Mr. Ralph Spencer because he wanted to start a brand new life and wanted to leave his bad memories and crimes behind him. Finally, in this time in this time in the story, Jimmy Valentine has completed changed his life around by becoming engaged and opening a business. Now all he has to do is sell his tools away to his friend because he doesn’t need them anymore. On page 8, the author states â€Å"I wouldn’t touch a dollar of another mans money now for a million.† This shows that he is serious about not going back to his old way of life and wants to stay out of troubles way. He wants his friend to meet him at a place named Sully’s so that he can give him the kit of tools. Also, on page it, it says â€Å"I wouldn’t do another crooked thing for the whole world.† Jimmy Valentine is trying very hard to keep his new life successful and crime-free. One day, Annabel and Jimmy go to the bank that Annabel’s father, Mr. Adams owned. Suddenly, they heard a scream of a woman. They ran to where they heard it from. A nine-year old girl named May had shut Agatha in the vault. Mr. Adams tried to open the door. He said that it could not be opened because May had turned the knob on the door. Jimmy told everybody to be quiet. He yelled into the vault to try to see if Agatha could respond to him. Her mother thought that she would die in the vault of fright. Jimmy had done something that had surprised everyone. He opened his suitcase full of the tools that he was going to give away to his friend. He used those tools to crack into the vault like he had in his old life. He used a drill to open into the vault. Agatha was safe and collapsed into her mothers arms.

In What Ways do Gender Relations Affect Work Organization and Management? Essay

With the influx of women into the workforce during the last 20 years, there has been increased attention to comparisons between men and women on a number of work-related attributes and behaviors. With this increased attention, there has also been some confusion about whether women and men differ to a significant degree, how much they differ, and whether these differences truly are meaningful regarding behavior at work. The principal goal of this work is to consider gender issues that affect work organisation and management. The discussion of gender and work which is included in this paper is selective in focusing mainly on recent research, in which the topic has been considered explicitly. The cases considered provide useful examples of the role of gender in work. The discussion uses definition of gender as ‘a system of culturally constructed identities, expressed in ideologies of masculinity and femininity, interacting with socially structured relationships in divisions of labour and leisure, sexuality and power between women and men’ (Nicolson, 1996. p. 54). Although women and men have always engaged in purposeful activity, the set of activities that many people consider work or employment is not always clear. Historically, men and women worked side by side together in the fields. Today, however, a distinction is made between paid, public work external to the family and unpaid, private work in the home. Each of these spheres of work has come to be sex-typed, with paid work being viewed by many as the domain of males and unpaid work in the home the domain of females. These perceptions are changing but are still deep-seated in many respects (Nicolson, 1996). Stereotyping involves generalizing beliefs about groups as a whole to members of those groups. For example, if you believe that older people are more likely to resist change than younger people, you may infer that an older person you have just met is likely to be rigid and to have a hard time adapting to changes. Through stereotyping, we can categorize people into groups on numerous demographic bases, including gender, race, age, religion, social class, and so forth, and our perceptions of specific individuals will be influenced by what we know or think we know about the group as a whole. Gender stereotypes are socially shared beliefs about the characteristics or attributes of men and women in general that influence our perceptions of individual men and women (Nicolson, 1996). The stereotype literature suggests that our general beliefs about groups of people can affect our assessments of individual group members (Biernat, 1991). Stereotypes can contribute to shared misperceptions of coworkers, job candidates, performance, and credentials (Haworth 90). Stereotypes not only affect the decisions we make about men and women but also affect self-perceptions, decisions, and choices made by those men and women. Furthermore, gender stereotypes can create a self-fulfilling prophecy, in the sense that both men and women may feel pressure to behave in ways that correspond to gender stereotypes. Thus, stereotypes can affect both how men and women behave in the workplace and how their behavior is perceived. In recent years, the influx of women into the workforce in general, and into nontraditional occupations in particular, has led to increased attention in the popular media. One result of the recent profusion of books, magazine articles, and newspaper stories dealing with these topics is an increasing level of confusion about whether there are, in fact, sex or gender differences between women and men; or if there are such differences, in what ways (i.e., personality, skills, leadership, intelligence, etc.) men and women differ, how much they differ, and whether the differences really mean anything (Nicolson, 1996). Given our social expectations of men and women based on gender stereotypes, it is not surprising to observe some differences between men and women in numerous domains at work. For example, men and women differ in their expectations for success on specific tasks, and these expectations are related to achievement motivation on the task. This finding has been interpreted as meaning that women have lower expectations for success than men, and that is why they do not attempt new tasks or perform as well as men on subsequent tasks. However, an equally plausible explanation is that women face more barriers than men on the job, especially sex discrimination, and are less likely to be successful due in part to biased evaluations. Furthermore, women may take this into account when forming their expectations about occupations that do not require lengthy training programs or extensive time commitment. That is, success expectations for a woman may include an implicit assessment of the sexism within her current environment as well as an assessment of her ability to perform a given task (Haworth, 2004). There is evidence (from studies conducted in the 1970s and again in the 1990s) suggesting a small but consistent impact of gender stereotypes on work-related decisions and on men’s and women’s self-perceptions of their behavior, performance, and worth (including expectations for pay).However, the observed differences must be interpreted with much caution. One conclusion drawn from these differences is that women are deficient in some ways compared to men. It is easy to attribute the cause of such differences to internal, skill, personality, or biological explanations. The reliance on internal or person-based explanations inhibit and often precludes the search for equally compelling external, situation-based explanations for gender differences. Most behaviors that reflect gender differences are learned behaviors, and by labeling them as masculine and feminine, scientists may reinforce the association of that behavior with gender (Haworth, 2004). The positive expectations associated with physical attractiveness generalize beyond interpersonal relationships such as dating and marriage into the work setting. Perceptions of attractiveness have a moderate effect on perceptions of the person’s intellectual competence. The link between attractiveness and perceptions of intelligence appears to be similar for both men and women. However, attractiveness appears to have a stronger effect for women than for men on perceptions of job performance (Lewis & Bierlys, 1990). Applicants and employees with higher physical attractiveness are expected to do better work. Once completed, their work is evaluated more positively than identical work by less attractive individuals. In one study, highly attractive authors were evaluated as having better ideas, demonstrating better style, being more creative, and generally producing higher quality work. In the interviewing setting, if an interviewer believes that physical attractiveness is an important job attribute, then being attractive is an advantage. There is extensive research evidence that attractiveness positively influences entry-level employment decisions. Other research has shown few significant effects. Although there is some evidence to the contrary, physical attractiveness appears to interact with the sex-type of the job to influence work evaluations (Crompton, 1996. p. 8). Physical attractiveness is a positive feature for women when applying to lower level positions (e.g., clerical) but not for higher level positions (e.g., management), whereas physical attractiveness is advantageous for men in a wider range of positions. These advantages and disadvantages are similar for such work decisions as evaluations of applicant qualifications, hiring recommendations, starting salary, and rankings of hiring preferences (Nicolson, 1996. p. 68). At work, physical attractiveness is usually an advantage for women and men, but for women, there are limits to these positive consequences. Attractiveness is most beneficial for women working in traditional feminine areas or just entering an organization. However, when women enter more traditionally masculine work, physical attractiveness can be a liability (Biernat & Wortman, 1991. p. 4). One interpretation of these findings is that because women who are physically attractive are also perceived as more feminine (Aaltio, 2002, p. 55), the negative female stereotype of being less intelligent or competent may be activated or salient. Especially in masculine occupations where competence is of great perceived importance, attractive women may face discrimination. Workplace romance can influence organizational effectiveness in a number of ways, including the breakdown of the legitimacy of organizational promotions and structure, excessive transfers, and more terminations (Pierce et al., 1996). Especially when a romantic relationship involves a supervisor and a subordinate, it is likely to result in perceptions of favoritism and inequity concerning promotions among coworkers. When coworkers perceive such favoritism they can become both alienated from the work group (Pugh, 1997) and envious which can result in an imbalance of power within the organization (Grint, 2005). Furthermore, when the power structure within an organization breaks down, channels for advancement become closed off and promotion and raise decisions become distorted and unpredictable. When one investigates the basis for promotions and who is promoted, it is important to examine the values, informal guidelines, and norms surrounding such decisions. Therefore, the relationship between workplace romance and promotion decisions may depend, in part, on the culture of the organization. Should employees participating in a workplace romance be transferred or relocated? Managers appear to perceive job relocation as a reasonable intervention to workplace romance (Pierce, Byrne & Aguinis, 1996. p.7) especially when employees engage in such behavior against formal organizational policy. Furthermore, employees might expect such transfers as a consequence. Some experts (Andrews & Knoke, 1999) suggest that management should offer relocation as one option for couples to consider. However, female participants are more frequently relocated than males, and fewer of these women occupy top-level management or higher status positions. Therefore, organizational relocation decisions in situations of workplace romance may be discriminatory based on the employees’ gender or organizational positions. The decision to terminate or dismiss an employee because of his or her involvement in a workplace romance may also be viewed as a detrimental managerial action, one representing a punitive form of organizational intervention. Yet employees are often dismissed for participating in a workplace romance. Furthermore, a female participant is more likely to be terminated than a male participant, the participant who is lower in status or less â€Å"valuable† to the organization is more often terminated, and extramarital affairs are more likely to result in employee termination as compared to other types of affairs. However, there is a need to identify managerial prejudices and inequitable decisions based on gender, so that if terminations are made within the context of workplace romance, an employee is terminated based on poor performance rather than gender or organizational status (Haworth, 2004). Our personal physical attractiveness plays a tremendous role in our interactions with others in our work lives. There is evidence that attractiveness influences what people expect from us, how people respond to us, and what decisions we make are made about us. Yet many organizational texts do not address this topic. We believe that physical attractiveness is a pivotal factor in the development of relationships, friendships, and romances in the workplace. Furthermore, these relationships greatly shape men’s and women’s experiences of work (Haworth, 2004). The physical attractiveness stereotype is generally, â€Å"What is beautiful is good.† This view appears to hold for younger and older persons and for men and women. Yet the stereotype is subtle, and often we deny its influence on our behavior. Attractiveness appears to influence the expectations we have about each other including intelligence, interpersonal skills, honesty, and guilt or innocence of a crime. Furthermore, attractiveness appears to influence a number of work-related decisions including hiring decisions, work evaluations, interview ratings, and salaries (Pierce, Byrne & Aguinis, 1996). Physical attractiveness is a key factor in interpersonal attraction and liking as well as in the development of romantic relationships at work. Although such factors as propinquity, familiarity, attitude similarity, and reciprocity of liking are important, an attractive individual is more likely to engage in interpersonal relationships than a less attractive individual. Furthermore, interpersonal attraction is one antecedent of sexually intimate relationships including romantic relationships at work. Workplace romances appear to be increasing among American workers. The rise seems to be associated with greater acceptance of office dating, especially among coworkers (less so between a manager and subordinate), and organizational cultures that convey more liberal attitudes about the appropriateness of such behavior. There are numerous outcomes or consequences of workplace romances, and such outcomes may depend, in part, on the type of romance occurring: true love, the fling, or a utilitarian relationship. More negative coworker and organizational reactions occur with utilitarian relationships, followed by flings and true love. Although workplace romances can promote perceptions of inequity among coworkers and increased legal liability for the organization, these reactions are usually is associated with manager-subordinate romances and perceptions of sexual harassment (Pierce, Byrne & Aguinis, 1996). The central argument of this paper is that gender relations are constitutive of the structure and practices of organizations and that this is key to understanding how men define and dominate organizations. These gendered processes operate on many levels, from the explicit and institutional to the more subtle, cultural forms that are submerged in organizational decisions, even those that appear to have nothing to do with gender (Crompton, 1996. p. 60). They include the way men’s influence is embedded in rules and procedures, formal job definitions and functional roles. For example, the structure of a management career, based on men’s experiences, needs and life-cycle patterns, assumes a history of continuous, full-time employment. Or the way in which gender is mapped onto organizational authority resulting in a sexual division of labor whereby it is prescribed that women are better suited to personnel management than other management functions. References Aaltio, Iiris. (2002). Gender, Identity and the Culture of Organizations. Routledge: London. Andrews, S.B. & Knoke, D. (eds) (1999). Networks in and around Organizations, Stamford, Conn.: JAI Press. Biernat M., & Wortman C. B. (1991). â€Å"Sharing of home responsibilities between professionally employed women and their husbands.† Journal of Personality and Social Psychology, 61. Crompton, Rosemary. (1996). Changing Forms of Employment: Organisations, Skills, and Gender. Routledge: New York. Grint, K. (2005). The Sociology of Work, 3rd edn, Cambridge: Polity Press. Haworth, John T. (2004). Work and Leisure. Routledge: New York. Lewis K. E., & Bierly M. (1990). â€Å"Toward a profile of the female voter: Sex differences in perceived physical attractiveness and competence of political candidates†. Sex Roles, 22. Nicolson, Paula. (1996). Gender, Power, and Organization: A Psychological Perspective. Routledge: New York. Pierce C. A., Byrne D., & Aguinis H. (1996). â€Å"Attraction in organizations: A model of workplace romance†. Journal of Organizational Behavior, 17. Pugh, D.S. (1997). Organization Theory: Selected Readings, 4 edn, thLondon: Penguin.