Dollar Diplomacy Definition and Examples

Dollar diplomacy is the term applied to American foreign policy under President William Howard Taft and his secretary of state, Philander C. Knox, to ensure the financial stability of Latin American and East Asian countries, while also expanding U.S. commercial interests in those regions. In his State of the Union Address on December 3, 1912, Taft characterized his policy as â€Å"substituting dollars for bullets.† Despite some successes, dollar diplomacy failed to prevent economic instability and revolution in countries like Mexico, the Dominican Republic, Nicaragua, and China. Today the term is used disparagingly to refer to the reckless manipulation of foreign affairs for protectionist financial purposes. Key Takeaways Dollar diplomacy refers to the U.S. foreign policy created by President William Howard Taft and Secretary of State Philander C. Knox in 1912.Dollar Diplomacy sought to bolster the struggling economies of Latin American and East Asian countries while also expanding U.S. commercial interests in those regions.U.S. interference in Nicaragua, China, and Mexico in order to protect American interests are examples of dollar diplomacy in action. Despite some successes, dollar diplomacy failed to achieve its goals, resulting in the term being used negatively today. American Foreign Policy in the Early 1900s During the early 1900s, the U.S. government largely abandoned its isolationist policies of the 1800s in favor of using its growing military and economic power to pursue its foreign policy goals. In the 1899 Spanish-American War, the U.S. took control of the former Spanish colonies of Puerto Rico and the Philippines, and also increased its influence over Cuba. Taking office in 1901, President Theodore Roosevelt saw no conflict between what his critics called American imperialism and demands by political progressives for social reform at home. In fact, to Roosevelt, control of new colonies represented a way to advance the American progressive agenda throughout the Western Hemisphere.    In 1901, Roosevelt moved to build—and control—the Panama Canal. To gain control of needed land, Roosevelt supported an â€Å"independence movement† in Panama resulting in the reorganization of the government under a pro-canal American sympathizer. In 1904, the Dominican Republic was unable to pay back loans from several European countries. To prevent possible European military action, Roosevelt toughened the Monroe Doctrine of 1824 with his â€Å"Corollary to the Monroe Doctrine,† which stated that the United States would use military force in order to restore order, stability, and economic prosperity in other nations of the Western Hemisphere. Along with weakening European influence in Latin America, Roosevelt’s corollary further established the U.S. as the world’s â€Å"policeman.†Ã‚   Roosevelt’s foreign policy of â€Å"confident intervention† was not limited to Latin America. In 1905, he won the Nobel Peace Prize for leading negotiations that ended the first Russo-Japanese War. Despite these apparent successes, the backlash from the anti-American violence of the Philippine-American War drove Roosevelt’s progressive critics to oppose U.S. military intervention in foreign affairs. Taft Introduces His Dollar Diplomacy In 1910, President Taft’s first year in office, the Mexican Revolution threatened U.S. business interests. It was in this atmosphere that Taft—with less of Roosevelt’s militaristic â€Å"carry a big stick† bluster, proposed his â€Å"dollar diplomacy† in an attempt to protect U.S. corporate interests around the globe. William Howard Taft Campaigns from a Train. Bettman / Getty Images Nicaragua While he stressed peaceful intervention, Taft did not hesitate to use military force when a Central American nation resisted his dollar diplomacy. When Nicaraguan rebels attempted to overthrow the American-friendly government of President Adolfo Dà ­az, Taft sent warships carrying 2,000 U.S. Marines to the region to put down the insurrection. The rebellion was suppressed, its leaders were deported, and a contingent of Marines remained in Nicaragua until 1925 to â€Å"stabilize† the government. Mexico In 1912, Mexico planned to allow Japanese corporations to purchase land in the Mexican state of Baja California, which included Magdalena Bay. Fearing that Japan might use Magdalena Bay as a naval base, Taft objected. U.S. Senator Henry Cabot Lodge secured passage of the Lodge Corollary to the Monroe Doctrine, stating that the U.S. would prevent any foreign government—or business—from acquiring territory anywhere in the Western Hemisphere that might give that government â€Å"practical power of control.† Faced with the Lodge Corollary, Mexico abandoned its plans. China Taft then tried to help China withstand Japan’s increasing military presence. At first, he succeeded by helping China secure international loans to expand its railroad system. However, when he tried to help American businesses become involved in Manchuria, Japan and Russia—having won shared control of the area in the Russo-Japanese War—were outraged and Taft’s plan collapsed. This failure of dollar diplomacy exposed the limitations of the U.S. government’s global influence and knowledge of international diplomacy. Impact and Legacy While it was less dependent on military intervention than Theodore Roosevelt’s foreign policy, Taft’s dollar diplomacy did the United States more harm than good. Still plagued by foreign debt, the Central American countries came to resent U.S. interference, fostering anti-American nationalist movements. In Asia, Taft’s failure to resolve the conflict between China and Japan over Manchuria further heightened tensions between Japan and the United States, while allowing Japan to build its military power throughout the region. Aware of the failure of the dollar diplomacy, the Taft administration had abandoned it by the time President Woodrow Wilson, took office in March 1913. While he attempted to maintain U.S. supremacy in Central America, Wilson repudiated dollar diplomacy, replacing it with his â€Å"moral diplomacy,† which offered U.S. support only to countries that shared American ideals. Sources and Further Reference â€Å"Dollar Diplomacy, 1909-1913.† U.S. Department of State. Langley, Lester D. â€Å".†The Banana Wars: United States Intervention in the Caribbean, 1898–1934 Rowman Littlefield Publishers (2001). Beede, Benjamin. â€Å"The War of 1898 and U.S. Interventions, 1898 to 1934.† p. 376. Books.google.com.Bailey, Thomas A. (1933). â€Å".†The Lodge Corollary to the Monroe Doctrine The Academy of Political Science

3D Viewing of Geology Settings in Specific Areas - 704 Words

1: Study Area: The target area of the potential for oil extraction is about 20km2 (Figure 1), located in east of London, the bottom river of the outline area is river Thames. Figure1. Study area outline 2: Aim of the project Built a 3D model through Arc-scene of outline area, find the oil bearing rock then calculated the potential oil reserves. 3: Methodology used and tools Main software used: Arc-scene. Arc-scene is three-dimensional (3D) modelling software that allows you to view your GIS data in three dimensions .cause the main aim of the project is find the oil reservoir and calculated the reservoir volume in outline area. A 3D model can directly shows the under- ground geology condition using available borehole data (the surface is provided in project). And is really helpful for calculating the oil reservoir volume. i. Create a raster surface of deposits layers according to the borehole data(the surface is provided ) through â€Å"IDW† tool. ii. Using â€Å"Raster to Tin tool† to transform raster surface to tin surface. iii. Creating multipatches between each tin using the tool â€Å"Extrude between†. iv. As the oil reservoir exist in layer4 and the upper and lower boundary is already known, we can create a multipatch to confine the upper and lower boundary of oil reservoir (the data is based on the provided contact depth) and using â€Å"Intersect 3D† tool to build the oil reservoir v. Calculate the volume of oil reservoir using the tool of â€Å"Add Z information†. 4:

Project Management International Conference on System

Question: Delivering successful projects is increasingly becoming a daunting task for most of the organisations that work on projects that deliver strategic, business and operational outcomes. Today there are many project management practices in use by project managers depending on the industry, organisation and its culture, in order to deliver project successfully. PRINCE2 is claimed to be a rapidly growing project management practice used internationally and specially in the UK Government sector, to manage projects regardless of its type and size. (PRINCE2.com) Task 01 (60 Marks) Select an organisation that has a implemented a successful Project Management Methodology and critically evaluate the process related to the following areas of Project Management: Project Selection Management of the Triple Constraints Risk Management Your answer should explain the practices, tools and techniques used and should be elaborated with suitable and relevant sample artefacts. Task 02 (40 Marks) Critically evaluate the PRINCE2 methodology against Waterfall and Agile methodologies and assess its suitability in using to manage and successfully deliver projects in Sri Lanka. Answer: 1: Project Selection The case study selected for the task is Portbase. This case has been selected for the reason that this is a very huge project, which has been built and developed based on the traditional Waterfall project management methodologies. The project has been working for longer period of time and has been experiencing various stages of positive and negative. Eventually, the management and administration has decided to transition the methodology to a new one, which has more Agility. The Portbase is a natural and reliable hub that is located through the Dutch ports for the logistic information necessary. It is the port-transcending Port Community System that has been developed to benefit the companies with many services that are intelligent for exchange of information between both the public and private sectors as also the companies. The project allows the optimization of the logistic processes by the participants, for the competitive position to be improved (Bannink, 2012). The non-profit organization works as non-profit organization and also serves for the port community. Portbase has been serving over 10,000 end users in over 2300 companies, through over the services of about 42. The project has been facing many challenges with the Waterfall methods, with which it has been operating. The Portbase project is developed with the methodology called Waterfall. There are many challenges that have been faced by the organization, from the Waterfall methodology. The waterfall method has been a viable project management methodology, when the project was developed initially. At the point of time, this methodology was considered as a standard methodology and eventually, the same methodology had been selected. However, in the later stages, the problems and challenges associated with the methodologies have been discovered. Though Waterfall methodology is completed structure methodology, certain challenges have been resulting and it even demanded to transition the project towards the Agile management methodology (Bannink, 2012). The following are the challenges of the project, being used by the Waterfall project management methodologies. Triple Budget Constraint The project has gone through many issues, in terms of time management. The reason is that the Waterfall method has the process, in such a way that the final product or outcome can be checked only at the end of the project. If there are any errors or missing of the features and any incompleteness, the process has to be started overall again. Eventually, the overall design and development tasks would be delayed and consume a lot of time. When the entire process has to be repeated, the overall budget or cost of the project has also been increasing to an extent that there will be no surprise if the budget is doubled or even more that. Challenges of delayed design Since, the entire process is completely structured, where each and every process is to be executed only one after the other, the process of design has taken the time, than the expected time. It is because of the major flaw associated with the methodology (Hajjdiab, et al., 2012). The result, which is the outcome after the ending stages of the process, may or may not meet the expectations or the objectives defined, at the time of commencement of the project. At that point of time, the result may need to modify, as there may be new developments or there may be new challenges that could be discovered, as the time goes on. The Waterfall methodology does not give any opportunity for the project manager or the team of the project to assess the quantity and quality of the result of the outcome, during the design and development of the product. If the challenges and developments are discovered after testing of the product at the end of the methodology, it would be disappointing for the team of the project. When the deviations are minor, the customer or sponsor may get compromised with the unsatisfied product. However, if the deviation is long and does not give the result as expected and does not fulfil the object of the project, it is definitely going to make a tedious challenge for the project team. Eventually, the correction and development of the objective of the product is going to take, almost double the time and duration of the project. If the final product after the development during the repetition of the product, it has been taking more than double the time of the project. Doubling the time or eve n more would make the resources to be wasted and it will have a definite and huge impact over the budget and resource allocation for the project. Risk Management The project is huge and involves thousands of customers from hundreds of companies. The risk management involves anticipation or prediction of the possible risks, associated with the hub. The risks are more of physical and eventually, they do have influence over the health and welfare of the employees, resulting in massive losses to the company and eventually over the reputation of the company. Poor communication, between the control of perception and phases Another major problem associated with the Portbase project development is the hierarchy and the level of communication among various levels of the management. The middle and upper level managements follow the approach of the command and control, would give least powers and privileges to the team of development of the product. It eventually, gives a lot of pressure ot the team of the project and they have not been able to take any decisions independently, even though there is a minor change proposed (Hajjdiab, et al., 2012). The protocol is completely designed and developed by only the management and the workforce or the team of the project would be left with the only option of following the commands. This kind of command and control approach involved in the Waterfall management methodology, would primarily effect the communication between the management and the members of the team. The communication here is made almost from one way, rather than two ways (Mahalakshmi Sundararajan, 2013). The Portbase project eventually, has taken a decision to transition the project management methodology from Waterfall to the new and modern methodologies that have been proven working better (Mahalakshmi Sundararajan, 2013). 2: Project Management Methodologies PRINCE2 Project Management Methodology PRICE2 is an acronym for the projects IN Controlled Environments and is developed in the UK. The methodology consists of six variables, timescales, risk, quality, benefits and scope. The methodologies include the focus and approach on stakeholder involvement, control through review, and business involvement right from the initiation till the end of the project with continuous and consistent improvement (Reid Amy, 2013). The design of PRINCE2 roles is very specific in design that includes customers, management, suppliers and other stakeholders. Relevance of Methodologies There is a perception in the project management methodologies that PRINCE2 is based on the approach of the traditional waterfall, where the waterfall approach was considered to be a good and standard for the project and software development. In the same way, Agile approach is also a relevant approach to PRINCE2. So, eventually, a new approach called PRINCE2 Agile has been developed, as an extension to PRINCE2. It is an indication of the modernization of the PRINCE2, which is variant deviation from the waterfall method. In a nutshell, PRINCE2 had been synonymous to Waterfall method and now has been associating and integrating with the Agile method, because of its flexibility and application that suits to the modern complex business project management. PRINCE2 is more about associating with the process. It is more of a linear structure that starts from the starting up a project, initiating project, managing the delivery of project, having the necessary stage boundaries and finally closing the project towards handing the business for its operations. Figure: PRINCE2 Project Management Methodology Source: Zen Ex Machine 2013 According to the expert and the project management body opinion, this process is more describes more of the waterfall approach to the execution of the project. This perception is because of the following factors. A stage of PRINCE2 is equivalent to the stage of Waterfall There would be a stage for each of the processes of analysis, development, design and testing The project needs to be locked down, before the design is moved towards development and comprehensively complete the a detailed set of the proposed requirements Waterfall method is usually assumed to be suitable for the larger projects to manage and develop. And it is not quite suitable for the smaller projects. When it comes to the Agile method, it is suitable for more of small size projects, instead of the larger projects. PRINCE2, has built the perception that this methodology is more suitable for the larger projects and inappropriate for the smaller projects (Reid Amy, 2013), is suitable for small projects too. It is because of the perception that the smaller projects would be inappropriate, as the methodology needs longer process in the development of the logs, lists, registers and documents. However, according to the OGC (Office for Government Commerce) in the UK, THE PRINCE2 processes can be tailored and more importantly can be scalable to implement for smaller to larger projects, so that it can be made suitable for various unique requirements and projects in various environment. With no tailoring of the processes, which are needed for the project to adapt quickly for varied environments, needs of the user, business and systems, the project will become bogged down in reporting, red tape, committee meeting and approval processes that are lengthy, which would paralyse instead, than enabling the projects quickly to act to move towards the direction of change. Such difficulty could enable to adapt to change would ultimately stands as a primary reason for the failure of the Waterfall methodology. The same reason, the project management methodology, PRINCE2 is enabled to be implemented in UK, UK and in Sri Lanka. Figure: Waterfall and Agile Project successes and failures Combining Prince2 And Agile PRINCE2 can be made flexible and scalable based on the application of the project management methodology, PRINCE2. This is the characteristic, which is close to Agile, which is flexible and iterative process. So, integration of the PRINCE2 and Agile is considered to be more effective. The key considered for unlocking the PRINCE2 methodology with the Agile is towards using it in the stage of the Management Product Delivery (Reid Amy, 2013). Agile processes help the project team to focus intensively, over the delivery of each of the Sprint that would coincide the requirements of management reporting of PRINCE2 and committee meeting cycles of the project. Here, the opportunities and potentials that would render better outcomes and results, from the integration of the PRINCE2 and Agile to some extent. Project Plan Stage Plans Work Packages Lessons Learned Reporting The PRINCE2, as opposed to the perception of application to only larger projects, it can be utilized to a better extent, to move towards the Agile, from the inherent similarities of the Waterfall methodology (Reid Amy, 2013). References: Bannink, S, Challenges in the Transition from Waterfall to Scrum A Casestudy at Portbase, University of Twente. Friis, D., Ostergaard, J. Sutherland, J. 2011 Virtual Reality Meets Scrum: How a Senior Team Moved from Management to Leadership. In Proceedings of the 2011 44th Hawaii International Conference on System Sciences (HICSS) Guidelines for Managing Projects (fully consistent with PRINCE2)from the UK Department for Business, Enterprise and Regulatory Reform (BERR) Hajjdiab, H., Taleb, A. S. Ali, J 2012, An Industrial Case Study for Scrum Adoption. Journal of Software Karhatsu, H., Ikonen, M., Kettunen, P., Fagerholm, F. Abrahamsson, P 2010, Building blocks for self-organizing software development teams a framework model and empirical pilot study. In Proceedings of the 2010 2nd International Conference on Software Technology and Engineering (ICSTE) Mahalakshmi, M. Sundararajan, D. 2013, Traditional SDLC Vs Scrum MethodologyA Comparative Study. International Journal of Emerging Technology and Advanced Engineering Marchenko, A. Abrahamsson, P 2008, Scrum in a Multiproject Environment: An Ethnographically- Inspired Case Study on the Adoption Challenges. In Proceedings of the Agile, 2008. AGILE '08. Conference. OGC (Office of Government Commerce), 2009, Managing Successful Projects with PRINCE2(2009 ed.). TSO (The Stationery Office) Overhage, S., Schlauderer, S., Birkmeier, D. Miller, J. 2011, What Makes IT Personnel Adopt Scrum? A Framework of Drivers and Inhibitors to Developer Acceptance. In Proceedings of the 2011 44th Hawaii International Conference on System Sciences (HICSS) Reid, Amy, 2013 "Capita acquires majority stake in ITIL and PRINCE2".Association for project management. International project management association Sumrell, M. 2007, From waterfall to agile-how does a QA team transition? In Proceedings of the Agile Conference (AGILE), IEEE Winston, R 1970, Managing the development of large software systems. IEEE WESCON Zen Ex Machine, 2013, PRINCE2 Processes Vs. Agile Development Methodologies, viewed 19 July 2016, https://zenexmachina.wordpress.com/2013/04/03/prince2-processes-vs-agile-development-methodologies/f

Fast Track Couriers Pty Ltd †Get Free Sample Solution Click Now

Question: Describe about the Fast Track Couriers Pty Ltd? Answer: 1. Review Of Scenario Information Introduction The firm named Fast Track Couriers has been in to the market since long and is a courier organization that has always been operating within New South Wales for last 15 years. The primary business of the firm is all related to delivering the medium towards large size parcels across the metropolitan Sydney. Currently the firm wants to expand its market and aims towards two vital goals. They are: Goal A: It is all about implementing a proper PDA otherwise GPS usage in the productivity function upon truck fleet within first quarter of end of the financial year 2012. Goal B: It is about Implementing one person per truck policy utilizing habitual lift gates within first quarter of 2012 financial year Does The Intricacy of The Topic Intimidate You? Tame Your Fear with Unmatched Assignment Help Services from Professional Writers 2.Report On The Change Needs For The Fast Track Analysis of organisational objectives to identify change needs for the Fast Track Couriers: Identify change goals- Goal A actually is essential for the businesstowards ensuring that the firm attains all its operational as well as strategic aims and goals. The firm aims at enhancing its market reach and wants to expand to several locations where it does not exists till date. This will require the firm to develop it technologically so that it becomes capable of giving a tough competition to its competitors. Also technological enhancement will help the firm to attain better market share. Also this will enable the firm to track its delivery persons and reach them on time when needed and in case of emergencies it might prove to be very much beneficial for the firm. Goal B is also essential to the business toand it is needed as the firm company provides data and information regarding the strategies and policies procedures via a documented manual which are actually held in every truck like employee manual. This can be made advanced and employees will feel more developed and enhanced technologically through this system. One person per truck system will also ensure optimum use of the human resource as well as proper usage of all other resources in order to make the production of the firm extra efficient and effectual. The automation of the gates will help the drivers as well as they will no longer be required to lift the gates manually. This will alsomotivate the drivers and makes them feel that the firm even thinks and is concerned about the issues being faced by the drivers (Bowman and Jarrett, 1996). Who: The goal A of the firm which is all about implementation of a GPS system for tracking the trucks in order to enhance delivery time and system will directly impact the truck drivers. Also the other employees of the firm like local delivery staffs, loading and unloading workers and even the middle level managers will be affected by the implementation of this system. How: These changes will be needed to get implemented very carefully and will require a vast lot of concern. If any firm is not liking and not ready to embrace alterations and changes then that firm is going to suffer in the long run. The staffs in attainment process of both the goals will be supplied a proper training which will help them to know and better understand the changes and make it easy for them to adapt such changes. The management department will need some experts for training the staffs who would supply the knowledge of the new technology and also encourage the staffs to use novel technologies with each passing day which will help them as an individual and also the firm on a whole. When: The changes will be implemented by end of July 2011 and the results are to be evaluated in the end of financial year 2012. 4. Change Goals Related To Firms Strategic Goals STRATEGIC GOALS RELATED CHANGE GOALS To grow as well as expand the business in metropolitan locations The goal A which is about implementation of GPS will help the firm to become very fast and extra efficient in its processes of delivery and supplies. This will make the firm attain extra market share and thereby expand its market To deliver small plus medium packages and enhance the market share by 7.5%. The enhancement of market share will require more technologically developed system which will help the firm grow more and more. To develop properly integrated loom towards management of distribution using the technology GPS will integrate the management with the distribution staffs and the employers will be able to locate the trucks. To make and maintain very cohesive as well as well-aggravated workforce The truck drives through automated gate system will be made to feel that the firm cares for what hard labor they do manually, this will motivate them to great extent. 5. Cost Benefit Analysis Change requirement- The change will include many new people that is several novel employees will be recruited which will incur great cost for the firm. The main budget for the implementing of this change strategy will exclude the cost of novel trucks, technology as well as lift gates and even lost productivity commencing truckers is some $25,000. But this will be beneficial as it is expected to grow the market share of the firm by some 7.5% and even the benefit is expected to be some (By and Macleod, 2009) Cost of changes- The main budget for the implementing of this change strategy will exclude the cost of novel trucks, technology as well as lift gates and even lost productivity commencing truckers is some $25,000. Also the change will need inclusion of some 8 novel trucks for enhancing the delivery patter and decreasing the delivery time as well as this will also incur cost for the firm as buying truck will need heavy investment. Yet this will have extra advantage on the firm. Small distribution outlets will be also be positioned at the Maitland and Goulburn, Nowra as well as Bathurst and also each of them will be manned by about two staffs within next 8 months. This will also include relocation of some staffs or recruitment of new employees which again would incur cost for the firm. Even building of new hubs will bring in expense for the organization. But through all this Fast Track will complete some 20% of the deliveries towards the regional locations within next 3 years, this wil l help the firm to attain what it has planned and thereby the whole expense will be regained back by the firm. Risks- There is several risks related with the firms investments as well as changes. They are: 1. In past it was seen that the employees specially truck drivers have not accepted changes within the firm and has worked as hurdle for the implementation of the change. This might be a case in this situation as well.2. There is very vast investment and inclusion of money in the process of implementation of this change, if change does not works properly and is a failure then the firm will have to suffer a vast loss of both financial as well as human resources.3. Some old employees who might not accept the change may tend to get de-motivated and also might leave the firm Possible benefits of every change- Implementation of GPS might enhance the firm technologically The GPS system will help the firm to track its staffs all time and handle them more appropriately. The implementation of the eight new trucks will bring in extra efficiency for the firm and will enhance its delivery process. Implementation of a system of one person per truck will make many other staffs feel free as the gate system will be made automated Drivers might feel relaxed as they will not have to load and unload the parcels manually through automation of the gate Employees might feel extra happy and motivated. Assessment of benefits all against costs plus risks- CHANGE COST RISK BENEFIT Implementation of GPS system Drivers might feel that management is interfering in the process they deliver the consignments The repetition of past results which was about non-acceptance of the changes by the staffs Technologically advancement of the firm The firm might become extra competent in the market The firm might properly recognize the outstanding performance of the staffs Bringing in new trucks Need new trucks will incur cost to some 5000000 Fast Track will be able to complete some 20% of the deliveries to all the regional locations within next 3 years. The firm will be able to enhance its delivery capability Better market reach One driver per truck change Wages and salaries that will be paid to all new recruitments Automation of gate will incur cost for technology implementation Drivers might not accept the change totally Drivers might feel unhappy with the decision Most well-organized use of the resources to wrap market needs and requirements Reduced requirement for hiring external truckers Reduced probability of the lifting injury Source: (Carnall, 2001) Categorized changes- 1. Structural:The firm is attempting and finding it essential to redesign structure of firm due to some influences from the external environment. These structural changes will involve hierarchy of the authority, goals and also structural characteristics as well as administrative procedures, plus the management scheme. Almost all of the changes in the firm is the way in which First flight will manage the falls under category of the structural change. 2. Process oriented:The firm needs to reengineer the processes to attain optimum workflow as well as productivity. This Process tilting change will be related to the firms delivery process otherwise the way in which the firm will assemble all its procedures and products otherwise services (Tidd, Bessant and Pavitt, 2001). 3. People oriented:This form of change will alters attitudes and behaviours, skills, as well as performances of the drivers by training them and encouraging them towards change acceptance. Feasible- Yes the change will be highly feasible for the firm. Though it would incur much cost for the organization yet will intend to bring in vast advantages and great benefits for the firm by ensuring that it attains all its strategic as well as operational goals through enabling the staffs and changing the whole process of the working of the firm. 6. Risk Analysis of Change Requirements: CHANGE RISK BARRIER GPS implementation The employee indulged in the process might prove to be a wrong selection Technological change is most of the time not accepted totally by the old employees Training will not be completed in an evening and will require much more time and money Will need recruitment of novel experts of software as well as hardware field and finding such professional will not be an easy task The staffs might reject the change as they have done in the past Drivers and other staffs might feel they are being tracked and firm is not happy with them. Gate automation The drivers might feel they are being underestimated Incur vast cost The expert might feel difficult in implementation of this change One driver per truck The drivers who will be left surplus might become a burden on the firm Firm might lose some staffs as well It will not be an easy task to convince the staffs It will need new drivers and also new trucks Mitigation strategy- The risk mitigation strategy and planning will be a procedure of developing all the options as well as actions towards enhancing the opportunities plus reducing threats towards attainment of aims and objectives. Implementation of the risk mitigation will help the firm to execute risk mitigation activities. Risk mitigation will include tracking of the identified risks and also identification of novel risks, as well as evaluation of the risk process and even effectiveness all through the change process (Carter, 1994). Handling of risk mitigation options will include: Assuming plus accepting:Acknowledgement of the existence of the risk, as well as taking of a purposeful decision towards accepting the change without engaging within the special efforts towards controlling it will be done. The approval of the project otherwise program leaders will also be needed. Avoidance:Here the program requirements will be adjusted otherwise constraints towards elimination otherwise reduction of risk will be done. Such adjustment will be accommodated by the change within funding, schedule, otherwise technical needs. Controlling: Here actions will be implemented to minimize impact otherwise likelihood of risk. Transfer:In this plan accountabilities will be reassigned to the staffs. Watch plus Monitor:Now the change will be monitored. 7. change management plan: Change in Fast track is vital part of the organization. Moreover, several managers manage the change poorly in the firm and do not accept it wholeheartedly causing the distrust otherwise confusion for the employees as well as clients. There are several steps to this plan: a) Determine what, precisely, needs to get changed- As per the report and the strategic as well as operational aims and goals of the firm the firm needs to attain better market share in the coming future and also wants to develop its reach and aims to target new customers at metropolitans. This that is working well is to be identified and what does not requires any change also needs to be kept constant. The original problem for the Fast track is less efficient use of resources and not good market reach; also the staffs are rigid and not habituated to change (Readiness for Change, 2010).b) Brainstorm probable solutions- Here the firm needs to evaluate and analyse all possible solution to the problem. As per Fast track the firm has found two major solutions that are indulgement of GPS system and automation of the gate for enhancing the effectiveness of the firm as well as the drivers and better reach the customers. Here the firm will consider wide variety of the options so that the fir m can make proper logical decision regarding the ways to move further. For this the firm will browse websites and blogs, as well as books regarding problems the firm is facing. c) Decide the way to move further- Though people in the firm had their own voice about change to happen, the managers need to actually set direction for rest of the firm. This will need a proper time period to open, and conduct honest discussion all amongst managers about things to be changed and things not to be changed.d) Write the action steps. Then will be task to decide the way in which Fast track will address the changes plus then write it like part of the change management strategy. Here the decisions about communication of the change to all the level of employees will be done.e) Set the time frame. The actual speed of the change will be decided in this phase and decisions about the way in which change will be implemented effectively, plus the way in which people would respond to the change needs to an alysed and decided properly. Here managers need to move slowly and carefully. Moving too fast can also confuse the staff members and also make them unsettled. And then this change management strategy is to be written to reflect the appropriate speed for the firm (Connor and Lake, 1988).f) Reflect upon the way in which these changes would affect different sets of staffs- Here managers often search for ways in which the change would affect entire firm, failing towards considering the way in which each department would need to deal with change. In this case drivers, middle level managers and other staffs will all have different perspective about the change and all of them need to be handled differently.g) Identify obstacles- Then the firm ahs to identify obstacle in this case like non-acceptance of the change by staffs, need for money, budgetary obstacle and recruitment of new employees incurring vast cost for the firm as well as building of hubs in many locations and even brining inn of novel trucks are many things which could get in way of change being implemented efficiently. h) Put plan upon paper. Once the firm gets a essential change management strategy figured out, the same is to be written down and properly documented. Fat track will use all the format works that are best for the firm like approval from the manager and many more. 8. components in the plan: a. Stakeholder management:i. Main stakeholders plus roles- Stakeholders of the change will be the firms management department i.e. all the top level managers Because the change is in the whole structure of the firm and also in the functioning system.ii. Commitment level- The level of commitment needs to be very high as this change indulges vast amount of risk. It has been seen that employees of the firm have not accepted any change easily in the past thus the management needs to be very careful about this new change going to take place.iii. Issues- For attainment of these two goals the firm needs to implement a proper change in the system of the organization and also will affect the drivers and many other stakeholders. Achievement of such goals must increase the net profit within next financial year somewhat by $200,000 as of increased effectiveness and increased trade. The changes that will be implemented needs to be handled carefully and managed efficiently for attainment of better results. The actual change management plan and strategy, once accepted by General Manager, needs to be implemented without delay. Any delay might result in loss for the firm as the investment and budgets will already be allocated and delay might decrease the value of the money for the firm.b. Communication plan:i. Audience- The target audience will be drivers and also middle level as well as top level managersii. Message- The message will be conveyed regarding the change of system and gate automations as well as indulgence of GPS system in the process so hat tracking would be made more easyiii. When communication will take place- The communication will take place in a meeting organized by the firm in which all the stakeholders will be included.iv. How to communicated- The message will be communicated face to face and personally to the staff member. v. Person responsible- A leader for each group will be co=hosen and they will communicate the message to their groups (Gill, 2002). 9. Measuring success- Later the employees will be observed and also the profit of the firmin the year 2012 will give detail about the effectiveness and success of the change that took place in the firm How to report success: i. format of reports- The format of the report will be a company yearly magazine where the firm will write all its profits that will be attained after implementation of the planii. When- Yearlyiii. A copy of the report will be submitted to the management and board of directors as well. 10. List of resources a) Expert to handle technological changesb) Training rooms and proper arrangement to influence the staffs towards changec) Good motivation program for the staffsd) Proper incentives for good performing staffse) New systems and computers to handle things technologically (Kavanagh, 1994) Review Of Virtual Workplace Information Intended For Fast Track Firm- The firm is capable of communicating properly with the staffs via email for the employees in the head office and through a printed newsletter for the drivers. The firm also provides information related to policies and procedures via documented manuals which are also held in every truck like a staffs manual. All the trucks are actually fitted with the GPS system towards assisting the drivers with the navigation towards every pick up plus drop. Trucks also are assigned proper PDA which provides the drivers with details of every pick up as well as drop off plus records the time when the job starts plus finishes. Employees of the Head office work very intimately together as well as are extremely cohesive as well as motivated team. They also are very positive regarding organizations direction as well as respond properly to any change. Drivers have in the past reacted unenthusiastically to any change. Change implemented within past has always met with confrontations and was thus difficult to get implement. The firm Couriers currently has two drivers in each truck to make sure that the drivers are capable of handling loading and unloading task of heavy parcels. The plan moving is to remove need for maintaining two drivers in every truck through installing the automatic lift gate. These surplus drivers will be indulged in driving new trucks which will be bought to enable firm to extend services to the regional locations. Drivers are presently happy with work environment. The firm typically leaves drivers alone now management is trying to change the system. Results Of Survey The results of the survey showed that managerial staffs like the HR managers and other top and middle level managers were very happy with the change taking place. They felt that with technological advancement and enhancement of the firm their workload will come down to some extent and things could be handled more easily. But lower level staffs like drivers and other line mans were not seen very happy. Even the delivery staffs were unhappy with the change. Better means could have been used to communicate like the managers were informed through mails whereas a meeting could have been called up by the management team and staffs of middle level could have been given more details information regarding the decided change which could have made them feel extra happy and contended. Also c particular leader could have been allotted for some groups of staffs and the information could have been made easier and well understandable. Revised Communications Plan Analysis of old plan Evaluation of the plan Finding the drawbacks Filling the gaps left Altering the plan Making face to face communication more important Using power point presentation to communicate the changes to the staffs and explanation of the same. Needs Of Stakeholders All the stakeholders of the firm will need- 1. Proper understanding of the need for change and requirement for its proper implementation as well as management2. Stakeholders will need timely information about the change3. All the details be its major or minor related to the change which is going to take place4. All the financial details and budgets allocated as well as a total risk and return analysis and also the details brought in through the survey (Graetz and Smith, 2010) Creative Technique Maintaining transparency among the management and the other working staffs Development of better employee employer relation Being friendly with all the staffs Communicating face to face so that two way communications can be developed. Plan To Communicate With Truck Driver Analysing all the drivers that will be targeted Bring out most problematic ones Make a proper plan and call up the trade union Negotiate with the union leader Try to explain the facts and details of the change and the benefits the firm as well as the drivers will attain through the change Making of a proper power point presentation that would pictorially represent the facts and details Indulging proper motivators and counsellors Arranging for a meeting with the drivers Conducting the meeting Conclusion: Any change management task is not easy and includes several step and procedures. Its vital for nay firm to move on a new path and that when it needs to handle so many staffs at same time. Thus the firm needs to concentrate a lot on the facts and details regarding the change management and also indulge theories related to the issue for attainment of better results. In a nutshell here are all the facts related to the case that happened in the Fast track courier firm and the way in which the firm managed to handle the issues and implement as well as communicate the change effectively. References Bowman, C. and Jarrett, M. (1996). Management in practice. Oxford: Butterworth-Heinemann. By, R. and Macleod, C. (2009). Managing organizational change in public services. London: Routledge. Carnall, C. (2001). The Change Monster. Journal of Change Management, 2(1), pp.91-91. Carter, W. (1994). Managing organizational change. New York: McGraw-Hill. Connor, P. and Lake, L. (1988). Managing organizational change. New York: Praeger. Gill, R. (2002). Change management--or change leadership?. Journal of Change Management, 3(4), pp.307-318. Graetz, F. and Smith, A. (2010). Managing Organizational Change: A Philosophies of Change Approach. Journal of Change Management, 10(2), pp.135-154. Kavanagh, M. (1994). Change, Change, Change. 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