Thursday, October 31, 2019

A Rise in Officially Authorized Economic Prospects and the Crime Rate Research Paper

A Rise in Officially Authorized Economic Prospects and the Crime Rate - Research Paper Example In the majority of cases, murder is committed by someone the sufferer is familiar with. Serial killers, who mostly choose victims at the ‘dictates of chance’ with no obvious reason have been identified to â€Å"become overcome with the urge to kill† (Lily et al, 2010), similar to the addict who wants his fix. It has been an observation that this situation is an outcome of both genetic as well as environmental aspects. This is a psychological sickness at work. Early caution symptoms take account of arson and brutality towards animals. â€Å"Crime costs the United States billions of dollars every year† (Williams & McShane, 2009). Costs appear not just from lost belongings, remunerations and health care expenditures, but the huge amount of cash syphoned into the detention centre. Legal costs are an additional aspect when talking about crime. One must consider all the wages remunerated to legal representatives as well as public advocates, in addition to the utility bills for courtrooms. Possibly, the major expenditure is reimbursing the law enforcement agencies all over the nation to fight crime to have safe streets. The death sentence has not been shown to act as prevention for crime, although it does convey the message indicating that it means business. â€Å"It is hard to say how many inmates get more out of prison other than hooking up with fellow criminals and learning new ways to commit crimes† (Tibbetts & Hemmens, 2009). Individuals who would really like to amend have the most excellent shot; how ever, not all jails have self-enhancement plans.

Tuesday, October 29, 2019

Refubrishment of the UK industrial buildings Literature review

Refubrishment of the UK industrial buildings - Literature review Example In major constructions in the UK and Wales, industrial buildings are generally one-story, multi-span, rectangular in design and equipped with crane for lifting heavy materials. Moreover, some of the buildings have translucent roofing materials which provide natural ventilation and lighting. Such industrial buildings are mainly manifested in enterprises which are specialised in machine use, metalworking, ferrous metallurgy, and the construction-materials industry (Pastor, 2005). When industrial processes involve substantial emission of heat or hazardous gases, the roof structure of such industrial buildings is developed aerodynamically, and big enough to provide an enabling environment for easier elimination of heated or contaminated air. Most of the industrial buildings whose operations involve such processes have adequate space to avoid air pollution through wind or thermal pressure vents and chimneys in the roof. Richardson and Chaloner (1996) indicated that when production process es involve particular prescribed and controlled conditions of temperature, air moisture, and uncontaminated air, industrial building with single-story multi-spans are have higher ceilings. The main function of the ceilings is to separate the ground where machinery and infrastructure lines are built from the central area for work within the building, which is normally protected from adverse environmental conditions. Such industrial buildings normally lack natural systems and are fitted with artificial ventilation materials, mechanical lighting, and air conditioners. Industrial buildings made in such large designs are mainly meant for the development of electronic equipment, and precision tools (Beaudry, & Swann, 2009). Chemical industrial buildings are also designed in similar ways to aid the manufacture of synthetic fabric and fibres. 2). Under which regulations most of them have been built? In Britain, and Wales, the Building Act 1984 guides the establishment of industrial building s. The statute traces back to the advent of Industrial Revolution when industrial accidents were rife, in an attempt to guarantee safety. The regulations contained in the law, basically guards against fire accidents (Boleat, 1986). Under the regulations, most industrial buildings in the country were built through an initial form of compartments blended with stone materials. Moreover, industrial buildings in UK and Wales are sited away from residential areas or highly congested downtown areas. The site for every industrial building requires the approval of the government before construction process begins. The buildings have wide exits for escape in case of any disaster. Stairways should be made of fire resistant materials and be wide enough to allow easy exits and evacuations of any emergency. Industrial buildings were to be made without obstructed isles and stairways for easier and faster escape. Additionally, all the buildings were supposed to be at most 15 meters from any of the fire escapes (Boleat, 1986). In light of this, every staircase built on the building had to be adequately ventilated from a spacious room to avoid fire outbreaks or suffocation during operations. 3). What are their energy issues? Owing to the inability of ancient industrial buildi

Sunday, October 27, 2019

Mcminns Psychology Theology And Spirituality In Christian Counseling Religion Essay

Mcminns Psychology Theology And Spirituality In Christian Counseling Religion Essay Psychology, Theology, and Spirituality in Christian Counseling written by Mark R. McMinn teaches Christian counselors the importance of Spirituality in the counseling office. Throughout the book McMinn provides deep insight on the integration of the three concepts; the author provides concrete cases that allow the reader to grasp the information by applying the scenarios to the text. To better equip Christian Counselors he uses cognitive therapy from a Christian perspective as foundation for his work. He stresses the importance of building an effective therapeutic relationship between the counselor and the client in order for therapy to be successful. McMinn uses a variety of religious interventions to establish psychological and spiritual health. Throughout the chapters he elaborates on the use of prayer, scripture, sin, confession, forgiveness, and redemption in the counseling practice. McMinn discusses the positive effects as well as negative side effects of the use of prayer. He states that the counselors level of spiritual maturity will provide an upper limit for the potential impact of prayer in counseling (McMinn, 1996, p.87). McMinn highlights the power of Scripture and outlines the specific effects it may have on the client. McMinn summarizes the chapter by noting Our knowledge of God, self and Scripture are all interrelated, but our capacity to understand any one of these elements will add to our ability to understand the others (McMinn, 1996, p.124). McMinns study of the nature of sin and its role in the counseling practice is also very thorough. As he notes, generally psychologists have been uninterested in sin, preferring to ignore it or to discuss the effects of the concept of sin (McMinn, 1996, p. 161). Such an attitude has negative consequences, as in most cases sin can be a reason of depression, feeling of guilt and other negative feelings. He proposes the Christian counselor to understand sin from a theological and spiritual perspective. As he states, such a change can add necessary depth to the work of a counselor and encourage his clients to grow spiritually. Describing the historical references of confession as a sacrament of penance, McMinn underlines the necessity to understand its role and importance in the work of a Christian Therapist. Confession requires humility, which requires us to look at ourselves honestly and recognize both our strengths and weaknesses. Confession closely deals with forgiveness, which is a very popular topic among counselors. The author attracts readers attention to the fact that Christian understanding of forgiveness may differ from the ways that non-Christian counselors understand forgiveness. Christian forgiveness is not a simple emotional relief; however, McMinn stated that our capacity to forgive one another depends on our capacity to understand both our need for forgiveness and Gods gracious gift of forgiveness (McMinn, 1996, p.235). McMinns final chapter on redemption sums up the pr evious topics prayer, scripture, sin, confession, and forgiveness. Redemption is a process of being freed from sin and being restored back unto God. As McMinn finalizes the book with this chapter he sums up redemption by saying the wonder of redemption is that we are brought back into a relationship with God (McMinn, 1996, p.265). Finally once we experience redemption, our old ways of thinking are brought as one with God. After reading this story I am reminded of a demonstration given by my former pastor. Leading up to this demonstration my uncle Jesse had been beaten unrecognizably by gang members in Charlotte, NC. My uncle, raised in the church, had a calling on his life from a very young age and refused to accept his calling. He had been running for years and through those years he was often referred to Jonah, but one night changed all of that for my uncle. I can still remember visiting him in the ICU at Carolina Hospital in Charlotte and afraid to look at the hideous swellings upon his face. His eyes were swollen to the size of golf balls and stitches had been applied to various parts of his face it was a horrible sight to see. After his release he was given shelter by my pastor and started attending the church. The demonstration given by my pastor showed the church what sin can do to a person. I remember hearing my pastor pray and my uncle confessing all his sins while standing at the altar. The pastor preached a heavy sermon that taught me how important the confessions of sins were in seeking forgiveness from God. I have learned that God is a God of second chances and he will grant us forgiveness if and when we are ready to confess with our mouths. The moral of the story my pastor pointed out was that God was a redeemer and therefore gave second chances to his sons and daughters. Reflection McMinn did an excellent job covering the aspects of integrating psychology, theology, and spirituality in Christian counseling. While the book offers insightful ways to look at different situations that may happen in the Christian counseling office there is one thing that bothered me most. If most types of prayer has not been researched how is the counselor supposed to define clear and ethical guidelines for the use of prayer in counseling? I believe that prayer forms an intimate relationship between God and the individual; therefore prayer should not be used in the therapy sessions especially if further research is needed. Prayer I do believe is an effective tool that can be used in therapy but should be used outside the counseling sessions gradually as the client feels comfort and the need for seeking Gods presence on his or her own. This is a good book and should be read by all Christian counselors. It is essential in helping to expand their knowledge on the basis of integrating p sychology, theology, and spirituality. The case studies are helpful in learning both positive and negative ways to approach similar situations met in the counseling sessions. McMinn did a great job elaborating on the different themes prayer, scripture, sin, confession, forgiveness, and redemption. The uses of the themes were successful in teaching the confused counselor how to integrate their spirituality into the therapy session. Overall the book is a positive guide for new and old counselors to use as basis of understanding how each of the themes can have a powerful impact on a clients progress. Actions This was an outstanding book and it taught me valuable instructions on multitasking as a counselor. McMinn stated that the most effective Christian counselors are able to process several ideas simultaneously (McMinn, 1996, p. 269). It is important for a counselor to be able to successfully integrate psychology, theology and spirituality in the counseling sessions to effectively treat the problems of their clients. I personally will take what I learned and continue to read and enhance my understanding of the different concepts so that I may learn to use them wisely. Reading this book enlightened me with so much information that I can easily share with a friend to enhance their knowledge of Christian counselors. I would first make it known to them that as a Christian counselor we are set apart from other psychologists in that we put God at the forefront of our lives and therapy sessions. Being a Christian psychologist comes with many challenges and we have to constantly refine our rela tionship with God and acknowledge him as the All knowing God because thats who we ultimately seek direction from. Learning how to integrate the use of prayer and scripture with Christian clients we have to recognize the negative side effects that can come of prayer or scriptural interventions. I will continue to keep God first in my life allowing him to speak to me, lead me, and guide me as an instrument to help others. I can only better myself after reading this book and take what I learned to become the multitasking counselor.

Friday, October 25, 2019

Free Narrative Essays - Marching Backwards in Americana :: Personal Narrative Essay Example

Marching Backwards in Americana "I'd like to tell you about my dream... it's a place where strip malls abound and diversion's mere moments away. Where the ones least refined define culture; you'll be left behind if you don't fit in. Everything‚s backwards in Americana." --The Offspring Indeed, everything is backwards in our Beautiful America: Where the intellectuals are on the bottom of the social hierarchy--at least, until they become rich intellectuals. Where magnificent painters, musicians, and writers can be belittled as "starving artists"--before they become famous artists, that is. Where so many of us find it too difficult to take a walk or jog outside--but will spend hours searching for the remote control. Yes, this is Americana. "Live Free or Die," as the New Hampshire state motto tells us. Since the 18th-century debut of the phrase, it has inspired the encumbered to fight to no end for their rights to representative government, to vote, to equality. And when those liberties were granted, they sought the justice to industrialize Native American reserves, to dump toxic wastes into the ocean, to smother monkeys with chemicals. How long must we fight until we can call ourselves free? "Your freedom isn't free. Pushing us a drug you call freedom and democracy, promise us that selfishness is the means for happiness... If this is all there is to freedom, I don't want it." --Five Iron Frenzy Protect what's yours - steal what isn't. When someone else wants it, take it. If you can't have it, complain. Everything's game in this country, no? Isn't that the meaning of freedom? Something went seriously awry in this country's constant quest for justice‚ between July 4th, 1776, and today. Will we ever be satisfied with what we have, or will our crusades for more be the death of us? Let's demolish the forests, we need more homes--someone else can worry about oxygen depletion. Hop in the car, it's too far to walk around the block--I don‚t believe in acid rain. No place to dump those hazardous chemical wastes?

Thursday, October 24, 2019

Donation For Lekemia & Lymphoma Society Tnt Essay

Myoproliferative disorders such as Leukaemia, lymphoma and Myeloma constitute a health, financial and social burden to patients and their family members. We do have a role to play to ameliorate this enormous burden; that is by donating to the Support. By this, we make others smile. The result: we are fulfilled and happy, too. You are not alone, I shall also be a part of this course. This year is a very exciting year for me and my two daughters. This is because we all are graduating in June 2008. I am going to do something that I always want to do: that is to participate in the Frederick Marathon on May 17th as member of The Leukemia & Lymphoma Society Teams in Training. In order to support this worthy cause, I have to raise funds to help find cures for Leukemia, lymphoma, Hodgkin’s lymphoma and myeloma. This is in a bid to prevent or reduce mortality associated with these cancerous tumours. Leukemia, Lymphoma and Myeloma are cancers that originate in the bone marrow or lymphatic tissues. This affects the person’s healthy blood cells. Every 5 minutes some one is diagnosed with blood cancer and every 10 minutes someone dies from a blood cancer. You may not believe this but nearly 6 people every hour dies from this disease. These staggering statistics only show the numerical calamity associated with these cancers, not to talk of the psychological and economic implications of these debilitating conditions on patients and their family members. There is a way to help assuage such burden: and that is to donate funds for research, families, and treatments. And by this I am determined to raise $1500. 00 or more to contribute to the course. |I implore you to make a donation to support my participation in Team in Training and help support the Leukemia & Lymphoma Society. You can make your donation but make sure the checks are written out to The Leukemia and Lymphoma Society and mail them to: You can also make your donation online on my website, which can be forwarded my website to your friends and family. This is a contribution that has a positive effect on the life of others. And there is nothing like making others happy. In fact, this is one of the things we can do for our country, our people in demonstration of our love for others.

Wednesday, October 23, 2019

McKinsey Case Study Analysis Essay

This paper applies the management by objective (MBO) philosophy of Peter Drucker to the case study analysis of McKinsey and Company (McKinsey). Founded in 1926 by James â€Å"Mac† McKinsey, a University of Chicago professor, the firm started as an accounting and engineering consultancy agency, which experienced rapid growth. This paper is a plan that outlines key aspects of MBO and how it will have both positive and negative effects when applied to the McKinsey case study. Mac recruited experienced executives and trained them on an integrated approached he coined as the General Survey Outline (Mintzberg, et al., 2003, p. 319). Over the years, the firm’s general approach to consultancy lacked specialized knowledge concerning industry competencies. This paper brings into focus McKinsey’s potential to make a paradigm shift, and provides recommendations to implement MBO to increase the organizations effectiveness internationally. The leaders of McKinsey wanted to transform the firm of practice development, (â€Å"snowball making† the internal name) to client development (â€Å"snowball throwing†). To achieve this, the concept of general practitioners would have to change in order to keep up with technology and the global marketplace. The paper provides recommendation to aide McKinsey in development, capturing, and leveraging company assets worldwide. McKinsey and Co. Case Study Summary The McKinsey and Company case study is a presentation of the management of knowledge and learning by a large consulting firm. The case study discusses  the founding and evolution of the company under the direction of a group of professional educators and executives. The company has served as a consultant to elite firms focusing on issues important to top management for 70 years. The long history of the company is described with the addition of tables and charts to depict 20 year growth rates, mission and principles, areas of practice, and functional groups. Succession, employee growth and development; expansion, and shrinkage are explained in detail within the case study. The company expanded from the original small organization to one of global proportions and significant stature within the industry. The focus of the text is to depict the management and evolution of the firm through the periods of change and discuss future decisions and direction under a new managing director. Key Aspects of Drucker’s Philosophy Peter Drucker is recognized as the founder of modern management. He advocated for autonomy, participatory democracy, and doing what one wants. He promoted the creation of a pluralistic institution of a free society that functions and performs. In searching for finding an answer to how individual freedom can be observed in the corporate society considering the power executed by the managers; Drucker developed the managerial philosophy called management by objectives (MBO). According to Hoopes (2003), managers communicate to their subordinates the goals and objectives based on what is required by the organization; consequently, enabling their subordinates to have autonomy and be responsible for what they do at work. Drucker created this philosophy of management with the purpose of giving employees the opportunity to achieve freedom and individual responsibility in an organization. In past articles Drucker had defined freedom as â€Å"a responsible choice†¦between†¦act one way or another† (as cited by Maciariello, 2005). In addition, Drucker defined the concept of responsibility by stating that responsibility has an external component that involves _accountability to a person with authority_ and an internal component that involves _commitment_. Both making responsible choices and be accountable and committed to the person who has authority are the keys for an effective MBO. According to Maciariello (2006) Drucker believed that â€Å"leadership is taking responsibility for results† (p. 29) and that the leader is expected to show integrity and be a role model for others to follow. Regarding the leaders’ responsibility, Drucker stated that the CEO is the only one who can align the internal environment with the external environmental to make certain that the organization understands the demands of the external environment [_market, customers, and competitors_]. Drucker’s stated that the most important rule in business is to serve the consumer (Lafley, 2006). In addition, Drucker believed â€Å"in the power of strategic ideas and making clear choices†¦. [and that] the only way you can manage change is to create it† (as cited by Lafley, 2006, p. 7). Finally, as the founder of modern management, Drucker viewed organizations as a â€Å"means through which people find access to social status, community, achievement, and satisfaction [and the leaders as having] the responsibility to ensure that jobs are fulfilling and that individuals contribute fully† (as cited by Lafley, 2006, p. 7). Positive Aspects of Strategies Applied If McKinsey and company were to apply the management theory of Drucker they would identify several positive outcomes related to the management by objectives aspects. The company had experienced expansion into a global market and many changes in management and structure. The company was staffed by professionals with few levels of authority and, according to the case study, run more by consent than decree. The consultants worked within a matrix arrangement with a professional core and contractual element in its operations. The application of MBO would increase the performance of the organization by positively identifying the objectives of each employee and their relationship to the objectives of the organization. Francis and Bolander (1976) claim that relationships between corporate and employee objectives are vital to a positive outcome for any business. Under management by objectives employees would receive input that would help identify their objectives and time lines for implementa tion and closeout. Greenwood reiterates Drucker’s theory that â€Å"objectives are not given, are not obvious, are not something that everyone knows† (p. 229). Another  provision of the Drucker theory is the continuous tracking of the process and continuous feedback. This feedback is valuable in increasing the productivity of the employee and their completion of tasks. With all McKinsey managers participating in the development of the strategic plan and cascading the goals and objectives throughout the firm the positive impact of management by objectives would be evident. Francis and Bolander (1976) describe the positive outcomes of management by objectives as improved communication, increased motivation, reduced conflict between roles, and attention focused on results, not activities. With the adoption of Druckers management by objectives McKinsey and company would experience the positive outcomes described by Francis and Bolander. Outcomes of Implementation Using Drucker’s theory of management, the evolution of the management styles practiced in the McKinsey and Co. were based on decentralizing the centers. Once managers established and announced the goals of the organization, they left it up to the leaders operating in each of their offices to practice their own leadership styles to achieve the goals. They called this strategy â€Å"practice leadership† (Mintzberg, Lampel, Quinn, and Ghoshal, 2003, p.322). The management styles implemented were based on the underlying principle of Drucker’s theory of using power top-down. The results of the implementation were significantly positive and led to the emergence of management concepts that we see commonly used today, making McKinsey the industry leader of setting numerous industry trends as explained: (a) Knowledge Management – â€Å"Knowledge is the lifeblood of Mckinsey†. (Mintzberg, et al.,, 2003, p.319). Managers at McKinsey developed a process of knowledge management wherein the task of knowledge management had to be each individual’s responsibility and not just that of the team manager or leader. (b) Knowledge Sharing – By the use of publishing their key findings, employees were able to learn and communicate from each other and understand how processes worked best and most efficiently. (c) Online repository of knowledge – The success of their knowledge sharing documents and papers led manageme nt to develop an online repository of information wherein centers across the globe could access  common data and information that was entered by employees from these centers. This module made a significant impact on the communication among individual centers and the organization as a whole. (d) Identifying Best Practices – With improved communications, managers were able to access information and identify best practices that helped improve the efficiency of their applications and systems. Identifying best practices also led to the creation of establishing benchmarks that further assisted enhance and improve defects in processes. (e) Inter-office bulletins – The introduction of interoffice bulletins and papers led to the development of newsletters and e-letters that modern organizations use today to communicate with their employees globally. (f) Building Customer Loyalty – Using client relationships and training specialists to build relationships with their clients, McKinsey was one of the pioneering organizations to introduce the concept of customer loyalty. Managers trained their employees to focus only on the clients they worked with and provide then with world class quality service. The idea was to gain the customer’s business for life. This concept brought in recurring revenues for McKinsey and also helped create a loyal customer base that enhanced McKinsey’s image by in the industry by word of mouth. (g) Focus on Informational Literacy – The rapid increase in the rate of information literacy made it imperative for employees to be trained and kept abreast of new technologies and offerings that helped them sell better, communicate effectively, learn faster about new products and services, and enhance their own skills. (h) Employee growth and enhancement – Managers at McKinsey saw the value in retaining their workforce by providing the training and helping them hone their skills to perform efficiently. They paid attention to their employee’s growth patterns and career paths and assisted them in developing their profiles so they could move them laterally or higher up in the organization without having to search for someone from the outside. This also helped build the employee knowledge base that could be transferred or shared with one another when needed. One of the negative aspects of the evolution was that the organization grew too fast. Secondly, the organization became a victim of technology where most of the teams were virtual teams leading to lack of direct interaction. Finally, the decentralization of each business unit, across the globe, led  to each unit creating their own processes using the same applications, which resulted in more time being spent in determining best practices of successful processes. Recommendations â€Å"A change leader sees change as an opportunity. A change leader looks for change, knows how to find the right changes, and knows how to make them effective both outside the organization and inside it† (Drucker, 2000 as cited in McKenna, 2006). These words spoken by Drucker were as if they were meant for Mr. Gupta as he reviewed the progress of McKinsey & Co. Growth had been meeting expectations and they were being rewarded handsomely by the market but Mr. Gupta had begun to question whether McKinsey & Co. was, in Drucker’s terms, not just getting things done but getting the right things done.. He questioned, â€Å"If this represented the tip of McKinsey’s knowledge and expertise iceberg, how well was the firm doing in developing, capturing, and leveraging this asset in service of its clients worldwide?† (Mintzberg, et al., 2003, p. 319). After all this was the second component of the McKinsey Mission Statement. No where had this rang truer than in the halls of McKinsey & Co. They had experienced tremendous growth and change over the decades and like many others saw their share of recessions but they had continued to grow into their present International stardom in spite of it all. Drucker, would concur with Mr. Gupta’s questioning their success irrespective of their huge windfalls. He would caution others in that success is not inevitable or forever and can quickly evaporate if one’s focus is not on the right things. Drucker, wrote of the knowledge worker, a description that applied to most, in the 21st century and he spoke of the importance of efficiency but more importantly about getting the right things done. This was the obvious question that was plaguing Mr. Gupta. He cited three intersecting concerns of the knowledge-driven age that were making the task more difficult and complex. He wondered if his initiatives would be enough. The first concern rests in the amount and rate of change.  Second, the increasing expectations and expertise, and finally, the firm’s success itself contributed to the difficulty, in linking and integrating the consultants and the worldwide offices. Drucker, in writing on what executives must do would applaud Mr. Gupta for his foresight. â€Å"Drucker wrote of ‘five habits of the mind’ that executives must acquire†: (a) knowing where their time goes. (b) Focusing on outward contribution. (c) Building on strength- their own and others. (d) Concentrating on the few major areas where performance will provide outstanding results. (e) Making effective fundamental decisions (McKenna, 2006, p. 4). The outcomes as highlighted above, those stated by Mr. Gupta, along with the Practice Olympics were a beginning and answer to the question of whether McKinsey & Co. were on the right track. They were not only aligned with the five habits as outlined by Mr. Drucker above but were also realigning with the Mission Statement of McKinsey & Co. which stated, â€Å"McKinsey Mission: To help our clients make positive, lasting, and substantial improvements in their performance and to build a great Firm that is able to attract, develop, excite, and retain exceptional people† (Mintzberg, et al., 2003, p. 321). The only additional recommendation not covered in Mr. Gupta’s initiatives but an underlying principle was that growth had made it impossible to link the knowledge and expertise of the organization. This barrier could be easily addressed within the two-tiered career path he proposed. Allowing for ‘intrapreneurship† to flourish and â€Å"to let 1,000 flowers to bloom (Gluck, 1991, as cited in Mintzberg, et al., 2003, p. 324) would be a way to not only ensure the future success of McKinsey & Co. but would also be a direct link back to the philosophy of Mr. Gluck, a former and highly successful Managing Director of McKinsey & Co. Conclusion This analysis of McKinsey illustrates how MBO can serve as a change agent to  help the organization continue to grow in spite of recessions over the years. The implementation of MBO has its negative and positive aspects, yet in a broad since of theories, the positive outweighs the negative. McKinsey is able to live its mission to help clients make positive and lasting improvements while retaining exceptional people. In conclusion, although the organization grew extremely fast and became victims of technology, the implementation of Peter Drucker’s, MBO could increase the firm’s efficiency for two main reasons. First, it reduces conflict between roles and focuses on results. However, most notably, MBO improves communication, increases motivation and the McKinsey team transforms into snowball makers (practice development) and snowball throwers (client development) worldwide. References Francis, J. G., & Bolander, S. F. (1976). MBO and the small organization. _American Journal of_ _Small Business,_ _I_(1),1-6. Retrieved March 8, 2007, from EBSCOhost database. Greenwood, R. G. (1981). Management by objectives: As developed by Peter Drucker, assisted by Harold Smiddy. _Academy of Management Review, 6_(2), 225-230. Retrieved March 8, 2007, from EBSCO host database. Lafley, A. G. (2007). What Drucker taught me. _Leadership Excellence_, 24(1), p. 7. Retrieved March 6, 2007, from ProQuest database. Maciariello, J. (2005). Peter F. Drucker on a functioning society. _Leader to Leader_, 2005(37), 26-34. Retrieved March 7, 2007, from Academic Search Premier database. McKenna, Joseph F. (2006). _Drucker in December_. T & P; Tooling and Production, 72(12), p. 4. Retrieved March 16, 2007 from EBSCOhost Research Database Mintzberg, H., Lampel, J., Quinn, J.B., & Ghoshal, S. (2003). _The strategy process-concepts,_ _contexts, cases._ Upper Saddle River, NJ: Prentice Hall.