Great Little Box Company Case Study Essay Example for Free

Great Little Box Company Case Study Essay Problem Statement Idea Points The company’s original informal, simple structure has moved on to an organic structure has now outgrown itself. How does GLBC implement a structural revival and still retain and absorb customers in a market that is no longer suffering an economic down turn. How can this new structure be used against the competition in a global market How do we influence and delegate various levels of Authority and Legitimate power to employees to further organizational efficiency How do we implement different concepts of power type to our current and future organizational design? With the acquisition of new companies, interorganizational conflict will arise. Structural and personal factors lead to conflict in organizations. What key factors can we work on to heighten Emotional Intelligence? Symptoms We can see that the company started as a small structure. The power was in the hands of Robert Meggie † taking orders to making sales calls to running one of the machines and shipping out the completed orders.† Expert Power has been implemented through the hiring of a recently laid off salesperson from one of its largest companies (supply shipping first). The member of the organization â€Å"Upped our business 80 percent overnight† – and highlighted the importance of a strong sales force Eventually Meggie required the skills and expertise of another person (for sales and marketing) Meggie was then responsible only for administration and production (we can see a change into a slightly more divisional structure, based on the services) * Administration * Production *Marketing *Sales The Six types of OD structures can fall under two comprehensive categories (Mechanistic and Organic) we can identify GLBC as being closer to the organic side. (No one company can be purely be from one side or the other) We can see that size is increasing for the company (Absorption of Parrot Label (label capabilities), Vanisle Packaging (P provider on Vancouver Island), and Action Box Company (Lead provider of protective packaging in BC). This also forwards the Formalization and Specialization of the company. This in turns decentralizes decision-making. The past economic downturn had the small, agile company cut into an edge in the market. However, the now growing expansion has the need for strategic leader ship that can facilitate access to the company’s capabilities and knowledge. We do not have any type of standardization information present for this company. We have nothing that points to identification of a standardization of company management. (Rules, Policies, Documentation) As the company is continuing to grow, centralization is also growing. This is demonstrated by the monthly meetings that Meggie administers. The information shared is a vehicle of empowerment for the people below him at the various locations. Meggie also meets with everyone twice a year in groups, to provide â€Å"a state of the nation† (Centralized Authority Structure) It is possible to assume that as the complexity of the structure increases, so does the political element of the strategic decision processes- As the company grows Meggie may be faces with a problem where he may have to balance efficiency orientation and the quality orientation of the organization. Problem Analysis Information Technology and communication systems can lead to interworking with the company. These companies are less hierarchical and more engaged into external networking. This will deter a delay in decision-making, and increase the quality of the decisions being made. The right information is meeting with the right people. And no one is being overloaded with data. Coordinating plans can be not as effective in a changing structure, if the it is designed poorly GLBC at times may experience powerlessness can due to existing staff being grouped with newly acquired companies, and experience conflict. (Changing OD Structure) We must share power between people to project empowerment to the people? Information Power is the access and control to information that can be used by managers to establish power. We should use current technologies to share the proper information to the right people A high level of Vertical Differentiation must be in place for the organization to consider growing in size (global market). Horizontal Differentiation must be at a level where the needs of the customers are met by the specific Organizational Units (domestic and foreign operations). Conflict can arise from the improper grouping of processes. Refer to page 253 (Technology) Formalization, specialization, standardization, and centralization. – Must allow the proper authority to make key decisions, but allow the parent firm to allow the goals of the organization to be in check at the same time. Page 253 (Size) Structural Factors can lead up to a cause of conflict in an organization. We can identify this through the specialization of companies that have been absorbed by GLBC. In a big box company, Interdependence will become prevalent. All the groups rely on each other to create the finished product. It one section where to fail, it will be easy for one of the groups to blame another group.( Negative Consequences ) Functional Conflict – Can be used to promote new solutions to problems and promote creativity. Recommended Solutions We want to lead up to a semi autonomous system. Where organizations can self-manage and controls themselves. o The negative consequence in choosing this route is the possibility if a section of the company to lose track of the focus of the company. o A section might be given so much freedom that they can lead to a huge economic loss in not in check o Can be positive due to authority based decisions to be transferred completely to another autonomous unit, thus having speed and being unhampered by politics. o Delegation of tasks (Semi-Autonomous) will always answer to the organization but still be allowed to do its own thing Authority, Legitimate Power – Can be deployed to specific people with the use of information technology (For an example, Microsoft Domain Networks with separate Organizational Units) the proper people with have the proper knowledge, (The higher ups can be exposed to more but not actually work with it, people lower in the hierarchy can see less but more action orientated with it. (Goal setting mechanism)) o Very similar to authority, Based on mutual agreement of the structure and the target. We must make it visible to all workers, who is where and what they can do. o The negative side is that, people can choose to ignore people they do not respect. And later be swayed by referent power (They persons charisma) o It’s crucial to identify the group’s main source of authoritative inspirations and deploy someone who can meet the power needs. o A engineer is more likely to Expert Power and Reward Power more than the other power types. We can tell this by their personality type ENTJ INTP (Intuitive types). Perhaps even if we have a lot of EN** we can find a charismatic person that can a lot of expert power J If we cannot show a proper power structure to a changing organization, we may find people attempt to resort to political power to gain power. For an example, character assassinations. People may start to take favourites or put down people that will not help them achieve their power goals. -People may try to gain people under a personal agenda book -Make themselves look socially better -Influence people without using power ethically To deter this, again legitimate power can be instilled Vertical Differentiation – We have to have solid management with Authority. Progression up the company is clear and hierarchical. Communication flows vertically up and down Disadvantages We have individual containers for each section of a geographical area that is in charge of it owns sales, BUT Production is to remain consistent across all locations to have the brand product remain the same. The respective marketing is left up to the location is thus does not have to answer to the higher ups CEO in the company. This will prevent information overloading with the OD. The (Project Manager) will have the ability to work in two difference areas. As a regular projects manager in the Marketing Dept and as a functional Production manager. The right people to complete the tasks will be pulled from the locations thus leading to a organisations intimacy through the location. Also this provides for a need for achievement and affiliation. People will not feel like they are stuck in a certain area. In addition, the ability to flex positions would be present. Once they task is completed staff can be returned or combined with several structures creating a hybrid entity.

Crucial Role of Women in Arthur Miller’s Death of a Salesman Essay

Crucial Role of Women in Death of a Salesman    In Arthur Miller’s Death of a Salesman, women play a crucial role in Willy’s life and in the lives of the other characters. While the roles themselves have not changed since the play was written, society’s opinion of these roles has changed greatly. When it was written, Miller’s representation of Linda was seen as a portrait of the ideal American wife. She was a nurturing wife and mother, loyal to her family, and almost overly supportive of her pitiful husband Willy. The other women in the play, however, were seen as â€Å"working women,† or women who care about money as opposed to emotional support. This view has almost spun 180 degrees since the feminist movement rocked society. Critics rethought the role of women in society and in marriage (Murphy and Abbotson 6), and concluded that the women in the play are much more complex and powerful than earlier interpretations had given them credit for. Not only are the women a recreation for the men in the play, they can be seen as heavily influential on the lives of the men with whom they come into contact. Willy’s entire pathetic life could have been turned around if only Linda had encouraged him to follow Ben to Alaska rather than insisting the couple cling to the seemingly safe life they had begun to build. The secretaries, who at first glance seem to exist merely to perform such menial tasks as typing, actually are able to block Biff's and Willy's entrance to the offices of the powerful men who could advance their careers. (Stanton 131) In addition to being far more powerful than early critics of the play recognized, the women in Death of a Salesman also are far more complex. Women are not simply good or bad - supportive wive... ...Works Cited and Consulted: Arthur Miller's Death of a Salesman. Harold Bloom, ed. New York: Chelsea House, 1988. Miller, Arthur. Death of a Salesman. 50th Anniversary ed. New York: Penguin Books, 1999. Murphy, Brenda and Susan C. W. Abbotson. Understanding Death of a Salesman: A Student Handbook to Cases, Issues and Historical Documents. The Greenwood Press "Literature in Context" series, Claudia Durst Johnson, series editor. Westwood, CT, London: 1999. Stanton, Kay. "Women in Death of a Salesman" Readings on Death of a Salesman. Ed. Thomas Siebold. San Diego, CA: Greenhaven Press, 1999. 130-137. Guth, Hans P. and Gabriel L. Rico.   1993.   Discovering Literature.   "Tragedy and the Common Man" by Arthur Miller.   Upper Saddle River, NJ: Prentice Hall. Oakley, J. Ronald. God's Country: America in the Fifties. New York: Dembner Books, 1990. 245.

Influence And Impact Of Differing National Cultures On International Business

The world is changing politically, economically, technically, and collectively at a previously unthinkable rate. Both new and skilled multinational firms are stumbling and committing mistakes as they confront these recently emerging environmental forces. What is desired now is a new way of viewing both the global and foreign operations of multinational firms. To be as thriving as possible, these firms should be as culturally attuned to the world and to every foreign society in which they seek to work as they are to their own home society.The Webster's New Collegiate Dictionary (1980) defines culture as â€Å"the incorporated pattern of human behavior that includes thought, speech, action, and artifacts and depends on man's competence for learning and transmitting knowledge to succeeding generations† and â€Å"the customary beliefs, social forms, and material behavior of a racial, religious, or social group. † These definitions point to numerous important aspects of cult ure. First, culture permeates all human behaviors and interactions. Second, culture is shared by members of a group.And third, it is handed down to newcomers and from one generation to the next. This description of culture is not aimed at organizations but is very appropriate to them (AAhad M. Osman-Gani & Zidan, S. S. 2001, pp. 452-460). The prevailing trend in the international business environment in current decades has been greater directness in trade, investment, finance and technology resultant in increased international integration and interdependence in business and between states. What is also obvious is that large swathes of the world's population are efficiently marginalized or barred from these trends.This segregation has been a major factor in modern anti-globalization campaigns and is often used to justify proposals to reform or even abolish international institutions and to invalidate policies that have contributed to international integration. Morrison (2006) charact erized a global industry as having intense levels of international competition, competitors marketing a standardized product worldwide, industry competitors that have a presence in all key international markets and high levels of international trade.These definitions have the common thread of the need and opportunity to integrate strategy across countries. Though aspects of globalization and the guiding principles of the IMF and the World Bank have not always been affirmative for developing countries, it is a generalization to place all or most of the blame for the marginalization of developing countries onto these factors. Development is a multifaceted process but some countries have managed it successfully.Considerably, it is those countries that have affianced most intensively with the outside world (that is, in East Asia), that have been most successful in their development endeavors. Equally considerable has been the keenness of each state to take a central role in the developm ent process, a role that assorted from country to country depending on its culture and early circumstances. Development is a significant, and often ignored, issue for international business. Too often, international business and development are simply discussed within the context of problems such as child labor or environmental degradation.Certainly, these and similar issues pose serious challenges for multinational enterprises and policy-makers but they are ultimately problems that, with adequate political will, are amenable to solution (admittedly, the political will requisite is of a much greater extent than has hitherto been seen). Successful development, however, forms markets and improves the quality of labor forces and key features of infrastructure, thereby creating investment opportunities. Investment in turn is essential to the development process.Recognition of the need to be culturally attuned is not new. William J. Holstein and colleagues noted in a Business Week articl e that going global can be awesome as experienced CEOs find that their executive skills developed at home are not almost as sharp when diverse cultures determine the playing field (Holstein et al. 1989, 9-18). To sharpen these skills and permit managers to function cross culturally, firms have characteristically focused on management selection and training.The thought here is that if being culturally attuned at home yields a non-cognitive automatic response, then suitably oriented managers could be selected and trained in the cultures of the world to exhibit also appropriate responses in other societies. IBM, for instance, requires that each manager shall receive forty-two hours of training each year on topics such as managing multinational groups of people and the internationalization of IBM's business (Callahan 1989, 28-32).Still, despite efforts such as these, one study noted that cross-cultural obstacles facing à ©migrà © employees continue to result in a failure rate of 20 to 50 percent of all expatriate assignments. International organizations develop certain assumptions, norms, patterns of speech and behavior that make them unique. Also, similar to social or racial groups, culture is one of the factors that differentiate one organization from another. Applying the concept of culture to organizations gives them a human quality.Organizations become much more than the profit margin, the buildings, and the organizational charts. As living entities, organizations grow and change. They adapt to their environment and maintain internal health. Many management scholars have focused on the thought of adapting national culture in international business. It is usually defined as a series of basic assumptions that an organization has developed in learning to handle with its external environment and its internal functioning. These assumptions have been found to be effectual and valid and are therefore communicated to new employees.Adapting foreign culture makes eve ry international organization unique and bonds members of an organization together. The culture in the organization verifies what behaviors and ideas are acceptable and appropriate. Culture is the yardstick used to assess many behaviors and ideas, and it provides a foundation for the development of goals and strategies. For instance, an organization where one of the basic postulations is that people perform best under minimal control and supervision and need independence to excel would consider heavy-handed management techniques used by one of their new deplorable managers.Furthermore, such an organization would be more expected to select a training program for developing participative management skills more than one focusing on processes for developing power. A case in point is the much-publicized W. L. Gore and Associates, with headquarters in Newark, Delaware, that makes wire and cable, medical products, Gore-tex fibers and fabrics, and industrial filter bags. One of the distinct ive characteristics of the firm is its casualness and the absence of hierarchy and status symbols.Employees and managers do not have prescribed titles, and creative problem solving is extremely encouraged. As a result, the use of status symbols that would designate a hierarchy is considered highly inappropriate. This instance demonstrates how a basic cultural assumption concerning factors that leads to effectiveness is used to find out which behaviors are acceptable (Jimmieson, Nerina L. , Katherine M. White, and Megan Peach, 2004, C1). Culture and structure are inseparable, since structure is one of the major manifestations of culture.The culture is one of the factors that determine the relationship between employees and managers. As with the other elements, however, the culture may also be the result of structure. For example, in a highly centralized organization, the implementation of participative management and employee empowerment will be impossible without a change in the str ucture. Thus, the two elements are totally intertwined (Skinner, Denise 1. 2004, 5). Working productively in an organizational setting, demands a diverse approach of communication, management and negotiation.The majority management techniques and interpersonal skills are put together on a personal value system that is extremely influenced by culture. Both company culture and national culture recount to a persons’ effectual behavior (Fisher, Glen 1990, 98). Working in national culture means working in a different cultural environment. As one national culture might interpret eye contact, smiling, happy, individual space, touching, punctuality, and arousing responses in a certain way, another culture might infer a totally opposite meaning from the similar behavior (Moran, Robert T. nd Stripp, William G. , 1991).The deepest level of a culture is the least visible part, its value system. It becomes apparent indirectly, while working with foreigners. Basically, national culture ins pires every feature of social behavior and manipulates communication style, personality, character, inspiration, knowledge and cognition. There is a widespread body of work on cultural differences in communication styles in the linguistics and cultural anthropology literature (Reine, P. P. V. & Trompenaars, F, 2000, 237-243).Devoid of knowledge of the dissimilarities in national culture and mentality, without knowing how your colleague thinks, believe and proceed, or which communications and conflict-solving patterns these pertain, you run the risk of misunderstanding your business partners, and thus of jeopardizing your achievement both abroad as well as in locally-based inter cultural teams (Fisher, Glen 1990). It is simply through the cultural, personal and communication understanding of the responsible persons that international assignments and company start-ups abroad can be prohibited from becoming failures.Though, effective communication with people of national cultures is pa rticularly challenging. Cultures give people with ways of judgment, ways of considering, investigation, and interpreting the world. Thus the similar words can mean dissimilar things to people from different cultures, even when they talk the same language. When the languages are dissimilar, and translation has to be used to communicate, the prospective for misunderstandings increase (Fisher, Glen 1990). â€Å"Communication is effectual when the person interpreting the message attaches a meaning to the message comparable to what was intended by the person transmitting it. (Fisher, Glen 1990). The national culture in an international organization endures gradual change as the organization adapts to diverse environmental and internal events. This gradual change is incremental and rarely entails significant deviation from established patterns.Effecting massive organizational change is therefore very strenuous. Changing the culture of an organization is as hard as changing an individual' s personality. Moreover, strong cultures will be more defiant to change than weak ones (Tony Proctor, and Ioanna Doukakis. 2003, 268). So as to change culture, all three of its levels have to change. Varying the first level of culture which includes all artifacts, physical elements, dress codes, building decoration, symbols, logos, and yet employee behaviors and speech patterns–is comparatively easy. One key to such change is a new reward system. For illustration, cooperative behavior can be confident and taught if organizational reward systems encourage it. Employees come to learn that they will be rewarded for collaboration.Changes in this first level, however, do not essentially lead to changes in the second level, which comprises values, or in the third level, which consists of basic assumptions. The latter two is much harder to amend. For example, although as a result of training and a new reward system employee can learn to behave more considerately, they might still va lue competition and consider it to be the key to success and high performance. In the short term, cooperation can develop into an espoused value. It can become a deeply held value simply if it is proven successful over a period of time.In addition, values that are distinct with basic assumptions are likely to lead to conflict and tension and are less probable to be adopted (Lloyd, Margaret, and Sheridan Maguire. 2002, 149). It is the continuous success of a new behavior (first level) that leads to the development of a new value (second level). If this new value is sustained and proven effective, it can lead to changes in several basic assumptions (third level). In the implementation of organizational change, a top down approach is less expected to be effective, although it will lead to behavioral changes.Basic assumptions can simply be changed if all organizational levels are committed to the change and adopt it as their own (McNish, Mark. 2002, 201). The process will perceptibly ta ke longer; however, employee participation leads to obligation to the development of new assumptions. Overall, although it may be moderately easy to change the discernible and obvious elements of national culture, it is very hard to amend the core of culture. Without the amendment of the basic cultural assumptions, the culture will only change apparently. Only with the long-term success of new behaviors will new postulations develop.However, the deep-seated paradigms may avert consideration of new behaviors and values, since they often lead to a biased interpretation of the accomplishment of new behaviors and therefore discourage their use. Without major cultural change, substantial strategic change is likely to fail. Although the formulation of new strategy may be moderately easy, its successful implementation depends almost completely on existing culture or, in many cases, on a change in the existing culture. But such a change is exceptionally difficult and can only be successful with broad planning.Managers can distinguish and acclimatize to different work styles and cultures. Getting work done through others entails a free flow of perfect information and open, prolific relationships with employees. But that's easier said than done in a diverse workplace where lots of cultures collide. On the other hand, nearly every aspect of daily human life involves negotiations. Parenting, interpersonal relationships, commercial dealings and communications with customers, co-workers and suppliers are some of the few to name. Employees through strong negotiation skills are important assets to organizations.Armed with the accurate knowledge, approaches and skills, well-trained and well-prepared negotiators deliver results that go immediately to the bottom line. Diverse techniques of negotiation attach to your ideas. An instance of this is when Americans were negotiating with Vietnamese. They used a plan stratagem in order to stick. Poor negotiating is when someone talks t o you. Negotiating downwards is not an excellent way. It is like takes it or abscond it approach. Approximately everything is negotiable (Reine, P. P. V. & Trompenaars, F, 2000, 237-243).Another culture difference is a bigger course toward people. It is in addition a high-level of internal negotiation, and a greater skill in managing international variety. European managers are able of managing linking extremes (AAhad M. Osman-Gani & Zidan, S. S, 2001, 452-460). Working in another culture a lot depends on the inter-cultural skills of the negotiator. Whereas technology and financial ability might be an issue in the negotiation process in our fast-growing world, the cultural competence of the negotiator provides a company the viable edge (Moran, Robert T. nd Stripp, William G. , 1991).Cultural values persuade all features of behavior in doing business in negotiating through people from different surroundings; the most efficient approach for overcoming probable communication barriers i s to center on the interests of the parties (Reine, P. P. V. & Trompenaars, F, 2000, 237-243). Why do they want what they want? You have to go at the back the validations they may use to protect why they want something; finally virtually everyone can come up with an explanation for whatever they want.The actual issue is how what they want will hand out their interests (AAhad M. Osman-Gani & Zidan, S. S, 2001, 452-460). Negotiation progression is a build process. It is a challenging style, cooperative, working together, avoiding, and compromising style. There are negotiation tactics, which are trouble solving win-win and partnering. It is a build trust, shows optimistic feeling, and reduces differences, obvious and rational. It is also inspired, peaceful shows patience, elastic, seeks common interest, makes others contented, yields to good alternatives (Wiechecki, Barbara. 999).Lots of manager has been aggravated by the employee who nods in obviously considerate of a direction, then does just the contradictory. Or there are the staff members who rise cold and distant after getting feedback on their work, as well as the team members who clam up at meetings when asked for ideas (Fisher, Glen 1990). Besides, our understanding, culture manipulate how close we stand, how loud we converse, how we contract with conflict even how we contribute in a meeting (AAhad M. Osman-Gani & Zidan, S. S, 2001).Though lots of cultural norms manipulate a manager's behavior and ensuing reactions, mainly significant ones are hierarchy and status, groups vs. individual orientation, time realization, communication and conflict pledge. By failing to recognize how culture collisions individually needs and preferences, managers, a lot misunderstands behaviors (Moran, Robert T. and Stripp, William G. , 1991). Think about the norm of hierarchy and status. If you desire all people to feel valued and to contribute in indicative or decision making, differences in this standard could be restraine d.An employee who has been taught regard to age, sexual category or title, might out of respect timid away from being sincere or offering ideas as offering proposals to an elder or a boss might emerge to be tough authority. The manager in addition might require structuring a climate that balances predilections for group and individual work. The employee who can't or won't subordinate individual wants or requirements for the good of the group might perform better working alone (Casse, Pierre 1995).A culturally skilled manager generates opportunities for individuals to take a number of risks and investigate projects that don't need coordinating with others. Doing so can hearten employees with a sturdy individualist bent to draw concentration to significant matters, such as policies or procedures that don't work. On the other hand, when managers put too high a premium on evading workplace discord, even distinctive employees may be disheartened from providing potentially productive feed back (Moran, Robert T. and Stripp, William G. , 1991). However, managers require comprehending the people with whom they work (Casse, Pierre 1995).Devoid of clear mutual understanding, it is almost not possible for a team to attain its objectives. Even in a comparatively standardized organization, designers and accountants, for instance, might be seen as representing diverse cultural perspectives. Getting them to work efficiently together is perceptibly crucial for a company's success. And, most confidently, getting people whose cultural variety is based on diverse issues is no less significant (Adelman, Mara B and Levine Deena R. 1993). To obtain the information you require you have to get alternative approaches that are more in order with the employee's culture.Here are a number of suggestions: Evade yes/no questions such as â€Å"Is that clear? † or â€Å"Do you understand? † provide the employee options from which to prefer. Inquire for specific information, such a s â€Å"Which step will you do first with this new practice? † If time allows, carry out the task along with the employee or watch to see how well he recognizes your directions. Endeavor using unreceptive language that focuses on the circumstances or behavior, rather than the individual. For instance, â€Å"Galls should be answered by the third ring† or â€Å"All requests require accurate charge codes so as to be processed. (Adelman, Mara B and Levine Deena R. 1993).Give workers enough lead time to gather their thoughts before a meeting so they can feel prepared to get input. Have employees work in petite groups, engendering ideas through discussion and presenting input as a group. One of the most significant functions of a manager is budding and grooming employees for encouragement. Cultural norms have a vast collision on this job as of the underlying conjecture a manager might make about an employee's prospective (Fisher, Glen 1990).One has to be cautious not to des ignate people with a particular image, to think that everyone with a particular ‘label' thinks or acts alike. If it isn’t for differences, the world would be a very uninteresting place. What we require to do is finds out how diverse interests can be addressed to yield results that work for the organizations that have the decisive liability to realize an agreement. Organizational cultural diversity is merely one of the rudiments that desire to be taken into relation to keep things operating on a cultured level.

Educated Mind - Free Essay Example

Sample details Pages: 4 Words: 1213 Downloads: 7 Date added: 2018/12/30 Category Education Essay Type Argumentative essay Level High school Tags: Learning Essay Did you like this example? Education has been reported to be a significance item in each politicians agenda. Despite this, the notion of the meaning of the phrase educated mindhas never seemed to come about. The society has also been reported not to make over the idea of being educated despite having undergone a massive conversion. Don’t waste time! Our writers will create an original "Educated Mind" essay for you Create order People have been reported to think that an educated mind is that of having know-how on the poetry and literature, having an understanding of more than one dialect and also who can appreciate social issues in addition to history (Edge.Org). Furthermore, people also think that an educated brain is the one that can deal better with economic matters, understands principles of science as well as elementary mathematics. This has been said to be a common understanding within the twenty-first century which has been reported to be an old system mind. This has been an interpretation of the past generation that existed in the nineteenth century. An educated person is a person who can adapt to whatever might be thrown to them by life. Education is more than being prepared for a workforce. This means that people should not go to school for them to be trained to be good workers for them to be considered as educated individuals. However, this does not demean work since earning a living is much essential and to have a good economy. It has been reported in America that the reasons why children are taken to school for education are to prepare them to be complete contributors in the self-governing republic (HuffPost). It has been believed that education should be gratifying by making individuals more life appreciating through the provision of power to do things like composition of music, reading for own desire. Education should also help individuals to understand the world surrounding them in a better manner. Education can be acquired both formally and informally. Formal education is obtained in class while informal learning is the education attained outside the class. Despite this, better education should enable us to develop habits of solving problems, being creative and have curious mind hence willing to know more about something. Educated people should have the ability to criticize and analyse situations in the daily life. People should have the ability to make things for personal fulfilment and more so for entertainment. Educated individuals should have the ability to love themselves and the environment surrounding them. This is because most of the people start cursing themselves when things turn contrary to their expectations (HuffPost). The ability to balance amongst personal needs and those belonging to groups and even the world at large is also an important aspect of the education. However, all this cannot be accomplished through undergoing a school program. It is for this reason that it is hence confirmed that schools, as well as teachers, are not the only possible for educating children. Everyone in the society is said to take part in the process of educating the children. This includes parents, community, institutions as well as teachers. The best schools have an understanding that their role is not only to fill the students mind with information and facts. Rather, they are aware that instilling certain habits in these children will enable them to cope with the varied diversity of situations. Some schools have been reported to do so by engaging students in research work and presentation of their work to others (Dunlosky et al., 5-8). A Certain time is taken to review as well as teach certain skills whenever necessary to ensure these students get it. Most of the time is taken by students in approaching things as they come in life where there is no breaking down of knowledge into subjects. Skills and general knowledge are used simultaneously to solve problems. According to HuffPost, better schools are also said not to take teachers and students as objects for standardization. They do not expect students to graduate with the same thinking, a way of action as well as talking to anyone else in that class. Also, they do not expect that all teachers to conduct in the same manner. Schools in the modern world have been said to practice the ancient form of education forgetting that human beings are and will never fit in the same style as they are not widgets. Being able to adapt to whatever situation in life is thus essential and is claimed to be a result of a good education bringing an educated mind (Dunlosky et al., 5-8). Educated minds should not behave similarly. This is as it can be seen in monoculture system of farming. Due to similar genetics, anything that can destroy the crop is said to destroy the whole plantation and thus to lead to hunger. Monoculture of thinking is similarly and equally dangerous to monoculture in farming. Educated mi nds should have something extra that can help them survive in the current competitive world. Institutions of higher learning should take part in redefining the meaning of education to the society. They should also educate children in a way that equips them better to come with life challenges. For children to acquire the good education and claimed to have an educated mind, parents and teachers should not only praise their strengths in class but also their efforts. They should be commended for actions of sharing, singing well, ability to follow instructions as well as assisting others. The words good workshould not only be said when they perform better in class. Other desirable behaviours should also be supported like teamwork forgiving others and many more (Britishcouncil.Org). A good learning environment is the one that exposes the learner to practice. An example, outside a cafeteria for discussion purposes would be vital as it exposes a learner to other forms learning, other than the class work learning. In conclusion, an educated mind is the one that is said to be able to adapt and cope with challenges in life. The idea of the nineteenth century that claimed that educated people are those who have a better knowledge of scientific principles, as well as basic mathematics, should be abolished. Educated people should be able to solve problems in life, able to analyse and criticize situations as they come as well as making things entertaining and desirable. Education should not only be a process of training good employees as more is required in life. Good coping strategies should be implanted to the learners. Monoculture has been stated to be dangerous in farming as when the crop is attacked the whole plantation if affected. This leads to famine and education has been said to be no different from the plant. Extra skills and coping strategies are essential. Parents, teachers, and community have been seen to have a role in educating children. This, therefore, confirms that both formal and informal setups of education are essential. Works Cited Edge.Org. Edge.Org, 2017, https://www.edge.org/response-detail/11821. How Can Parents And Teachers Best Educate Young Children? | British Council. Britishcouncil.Org, 2017, https://www.britishcouncil.org/voices-magazine/how-can-parents-and-teachers-best-educate-young-children. What Does It Mean To Be Well-Educated?. HuffPost, 2017, https://www.huffingtonpost.com/sabrina-stevens-shupe/what-does-it-mean-to-be-w_1_b_781240.html. Dunlosky, John, et al. Improving studentslearning with effective learning techniques: Promising directions from cognitive and educational psychology. Psychological Science in the Public Interest 14.1 (2013): 4-58.