Priming Of Social Attitudes The WritePass Journal

Priming Of Social Attitudes Abstract Priming Of Social Attitudes Abstract IntroductionMethodParticipantsMaterialsDesign Procedure ResultsDiscussion ReferencesRelated Abstract Previous research has indicated that social behaviour can be automatically activated when primed by traits (Higgins, Rholes Jones, 1977). The present study investigated whether participants are more like to interrupt an experimenter and unseen confederate when primed by words semantically associated with rudeness, compared with positive and neutral words. It represented a replication of the Bargh, Chen and Burrows experiment (1996) with one alteration; the total number of interruptions rather than time taken to interrupt was measured. 54 undergraduate students aged between 19 and 25 participated in a between-subjects experiment, and were randomly assigned to one of three experimental levels. Participants were asked to complete a Scrambled Sentence Task containing either rude, polite or neutral words. In order to indicate their completion, participants had to interrupt the conversation of the experimenter. As hypothesised, particpants allocated to the rude condition were significantl y more likely to interrupt the experimenter than those in the neutral or polite conditions. Introduction The extent to which one has intentional control over their own thoughts and behaviours has formed the basis of much research in the field of social psychology. During the 1970’s the distinction between automatic and conscious thought processes emerged, and has became the focus of much attention (Bargh, 1989). Research concentrating on social cognition and attitude formation has documented that many phenomena are unintentional or automatic in nature. Stereotypes, for example, can be automatically elicited merely by the presense of physical features commonly associated with the stereotyped group. Similarly, the presense of an ‘attitude object’ can automatically elicit an attitude, which in turn exerts influence on behaviour (Bargh, Chen Burrows, 1996). Both are examples of priming, which refers to the effect observed when exposure to a certain stimulus influences responses to a second stimulus. In social psychology, priming can be understood in terms of the tendenc y for recent information to influence subsequent thoughts. An early example of this came from Higgins, Rholes and Jones (1977). In this research, particpants read a passage involving a man attempting certain ambitious physical feats. Prior to this, particpants were told they were particpating in a memory task, and were given a list of attributes to read. Half of the particpants were ‘positvely primed’ and given words such as ‘adventurous’ and ‘brave’. The other half were ‘negatively primed’ and given words such as ‘foolish’ and ‘reckless’. After reading the passage, particpants were asked to give their impressions of the man in the story. Those who had been positively primed formed more positive impressions of the man in the passage than those who had been negatively primed. Forgas and Bower (1987) looked at the effect of priming on how people judge information about others. Participants were assigned to one of two conditions. In the first condition, participants were given information that primed a happy mood. In the second, particpants were given information to prime a sad mood. Participants in both conditions were then given identical person descriptions to read. They found that those who had been primed to experience a happy mood formed more positive impressions of the people in the person descriptions than those primed to experience a sad mood. An experiment by Bargh, Chen and Burrows (1996; exp2) demonstrated that priming influences behaviour, investigating the behavioural consequence of automatic stereotype activation based on the premise that a typical stereotypical view of the elderly concerns slowness. Participants were presented with scrambled sentences containing words that related to elderly stereotypes, or sentences containing neutral words. Importantly, the authors ensured that none of the words in the ‘elderly’ condition were directly related to slowness. This ensured that any observed behaviour change was attributable to the stereotype of elderly being activated (and the associated assumptions of slowness) rather than focusing attention on the single trait of being slow. Following this, particpants were asked to leave the room, and were timed walking down a hallway to return to the waiting area, to test whether priming participants with the concept of elderly would automatically and unconsciously ch ange their behaviour to emulate the elderly. As predicted, participants who were primed with the stereotypical information took longer to walk down the hallway than those who received the neutral information. Carver, Ganellen, Froming and Chambers (1983) demonstrated the priming effect of aggression on particpant’s subsequent behaviour. Participants were divided into two conditions and given scrambled sentences containing either aggressive or neutral concepts, diguised as part of a seemingly unrelated study. They were then asked to participate in an experiment of human learning where particpants were able to punish another participant (actually a confederate) by administering electric shocks for incorrect responses. Those in the aggressive condition administered stronger shocks than those in the control condition. The studies discussed thus far have indicated that priming can influence both perceptions and behaviour. From this premise, Bargh et al. (1996, exp 1) investigated whether this effect overrode the typical processes one uses in everyday life, such as social judgement. In this experiment, 34 participants were informed that they were taking part in a test of language ability, and presented with a scrambled sentence test. They were randomly assigned to one of three conditions priming conditions, rude, polite and neutral. Participants were asked to complete the task individually, then notify the experimenter in another room. When the participant entered the second room, they found the experimenter in conversation with a second participant (a confederate). The critical outcome measure of the study was the length of time the participant took to interupt the conversation between the experimenter and confederate. They found that those in the rude condition did interupt significantly faster th an those in the polite and neutral conditions. However, the results suffered from significant ceiling effects; 21 of the 34 participants did not interupt at all. The present study was a replication of Bargh et al.’s(1996) experiment and borrows heavily from their methodology, but with one critical difference. In an attempt to address the methodological issues caused by the strong ceiling effects observed by Bargh et al., the current experiment measured the total number of people to interupt in each condition, rather than the time taken to interupt. Based on the findings of Bargh et al., the experimental hypothesis predicted that significantly more particpants in the ‘rude’ condition would interupt the experimenter than those in the ‘polite’ and neutral conditions. Furthermore, it was predicted that there would be no significant difference in the number of participants in the polite and neutral conditons who interupted the experimenter. Method Participants A total of 54 undergraduate psychology students, 34 females and 19 males, aged between 19-25 (mean age 20.3), volunteered to participate in the experiment. Materials Each of the participants was presented with Scrambled Sentence Test which was presented as a test of language ability. Comprising 30 items, participants had to use listed words to form a grammatically correct four-word sentence as quickly as possible. There were three versions of the scrambled-sentence test: for the rude and polite conditions, 15 of the 30 items contained words that were associated with the trait in question. In the neutral condition, these 15 were replaced with neutral words. The remaining 15 items were idetical across the three conditions. Design ÃŽ ¤he design of the experiment was between subjects, and had three experimental conditions. Participants were randomly assigned to each condition. The independent variable was the condition that the participant was assigned to and had three levels;   rude, polite and neutral. The dependent variable was the number of participants who interupted the experimenter. Procedure Participants took part in the experiment one at a time. They were informed that they were to participate in a language ability study, and their consent to participate was obtained. Each participant received an envelope that contained 30 scrambled sentences, and were told the task was concerned with grammatical construction. They were asked to form a grammatically correct four-word sentence from a list of five-word scrambled sentences. Particpants were then given one of three versions of the test (rude, polite or neutral) of the scrambled-sentence test, and asked to complete it as quickly as possible. Upon completion, participants were asked to find the experimenter in a second room and notify them of their completion, in order to move on to the next experimental task. Participants was randomly assigned to each condition, to which the experimenter was blind. When the participant entered the second room, the experimenter appeared to be engaged with another unseen particpant (actually a confederate). The experimenter and confederate continued their discussion until interupted by the participant. The confederate noted which of the participants elected to interrupt. Results Table 1: Total number of participants who did/did not interrupt in each condition (polite, neutral, rude). Word Type Polite (n) Neutral (n) Rude (n) Did not interrupt 15 10 8 Interrupted 3 6 12 The dependent variable of the experiment was the total number of participants that interrupted the experimenter in each word type condition, and as can be seen from Table 1, participants in the rude condition interrupted most frequently (n = 12). Participants in the polite condition interrupted the least (n = 3). The propensity to interrupt increased across the levels of the independent variable; a higher number of participants in the neutral condition (n = 6) interrupted than in the polite group. A higher number again interrupted in the rude group. The results of this experiment were statistically analysed used a Chi-square goodness-of-fit test. This test was selected as the data was categorical, numerical and discrete. It produced a goodness-of-fit between the observed and expected values. If priming had no effect on interrupting behaviour, distribution across the conditions would be equal. The Chi-square test demonstrated whether the observed frequencies differed significantly from the expected frequencies. The result of the Chi-square was significant; participants in the rude condition were significantly more likely to interrupt the experimenter than participants in the neutral or positive condition, x2 (2, N = 54) = 7.50, p 0.5. Discussion This study examined whether priming traits (rudeness and politeness) could have an impact on social behaviour.   It was hypothesized that participants primed with rude traits would be more likely to interrupt an experimenter ostensibly engaged in a conversation with an unseen ‘participant’ than those who were primed with positive or neutral traits, and this hypothesis was fully supported by the results of the experiment. The study confirmed that people, when influenced by a rude prime condition, would demonstrate a negative impact on social behaviour, whilst the social behaviour of those who were influenced by a polite or neutral prime condition were unaffected. This finding supported the results of Bargh et al. (1996) despite the change to the dependent variable. This provides compelling evidence for their hypothesis regarding the automatic activation of social behaviours in the face of certain environmental features (in both cases, the rude primes). Not only does the replication confirm the original study findings, but the change in the dependent variable in the study under discussion improves on the methodological design flaw of the original. Interestingly, the present study also supported the original study finding of no significant difference in interrupting behaviour between the polite and neutral groups. This indicates that it is rude behaviour that is most likely to be automatically activated. Priming a participant with polite trait information does not appear to increase an individual’s politeness, or a significant difference between the neutral and polite levels would be observed. This is somewhat at odds with previous resea rch which indicated a bias towards increased postivity via priming (Higgins et al., 1977; Forgas Bower, 1987). However, these studies looked at the effect of priming on judgement, and not on behaviour. If the result of the present study is compared with Carver et al. (1983) study of negative priming and electric shock administration, both show an increased bias towards the propensity to prime negative behaviour. Although the change in the dependent variable from time to interrupt to presence of interrupting behaviour resolved the issue of ceiling effects described by Bargh et al. (1996), whilst producing a similar result, some detail was lost. Moving from a numerical scale (time) to a categorical measurement meant that the choice of statistical analysis available was limited. A future replication might involve measuring the total number of participants that interrupted, and the time taken among those that did. A second factor that should be considered is the possibility that those in the rude condition were simply a ruder group of participants and were more likely to interrupt despite the priming effect. To control for this possibility, a future replication could incorporate a personality questionnaire to control for propensity towards rude behaviour. The current study was a replication of Baugh et al.’s (1996) experiment 2. To resolve the original study’s problem of ceiling effects, a change was made to the dependent variable; instead of measuring the time taken to interrupt, the total number of those interrupting in each condition was measured. The results supported the finding of the original study, presentation of the rudeness trait primes subsequent rude behaviour; therefore social behaviour can be automatically triggered without conscious thought. References Bargh, J. A. (1989). Conditional automaticity: Varieties of automatic influence in social perception and cognition. In J. S. Uleman, J. A. Bargh (Eds.), Unintended Thought (pp. 3-51). New York: Guilford Press. Bargh, J.A., Chen, M., Burrows, L. (1996). Automaticity of social behavior: Direct effects of trait construct and stereotype activation on action, Journal of Personality and Social Psychology, 71, 230-244. Carver, C., Ganellen, R., Froming, W., Chambers, W. (1983). Modelling: an analysis in terms of c ategory accessibility. Journal of Experimental Social Psychology, 19, 403–421. Forgas, J. P. Moylan, S. J. (1987). After the movies: The effects of transient mood states on social judgments. Personality and Social Psychology Bulletin, 13, 478-489. Higgins, E. T., Rholes, W. S., Jones, C. R. (1977). Category accessibility and impression formation. Journal of Experimental Social Psychology,13, 141–154.

Pell Grant Eligibility and Requirements Do You Qualify

Pell Grant Eligibility and Requirements Do You Qualify SAT / ACT Prep Online Guides and Tips Pell Grants are awarded by the federal US government to help students pay for college or vocational school.Figuring out whether you're eligible can be confusing, but this post will guide you through all the eligibility requirements you should knowabout if you want to apply for a federal Pell Grant. If you need a basic intro to what the Pell Grant is, check out our overview guide. Students are automatically considered for the Pell Grant when they submit their Free Application for Federal Student Aid, or FAFSA. You can learn more about submission here. In this post, we'll cover the following: How to figure out whether you're eligiblefor federal student aid What the Pell Grant income limits are How to figure out whether you're eligible for the Pell Grant specifically Pell Grant award maximums What you can do to increase your chances of getting the Pell Grant What Are the Federal Student Aid Requirements? Because the Pell Grant is a federal aid program, you need to meet basic eligibility for federal student aid in order to be considered for the Pell.There are a lot of complicated-seeming requirements, so we put together two lists that describeeverything you need before applying for aid. You need to check off every item on List #1 and one item on List #2. List #1 In order to be eligible for all federal aid, including the Pell Grant, you must meet all the following eligibility criteria: Eligibility Requirement Do you meet this criterion? Have a high school diploma, GED, or approved homeschool education Be enrolled or accepted to enroll in an eligible degree/certificate program You can check with your school/program’s financial aid office if you want to confirm eligibility Be registered with Selective Service,if you are male and 18-25 years old If applicable,register on the SS website Have a valid Social Security Number (unless you’re from the Republic of the Marshall Islands, Federated States of Micronesia, or Republic of Palau) Sign statements on the FAFSA stating that (1) you’re not in default and do not owe refund money on a federal student loan, and (2) you’ll only use federal aid money to help pay for your education Access the FAFSA Maintain "satisfactory" progress in school If you’re concerned about your academic performance or have questions about what is considered "satisfactory," set up a meeting with your dean or other school administrator List #2 In addition to the items listed above, you must be able to check ONEof the following: Be a US citizen or US national Have a green card Have an Arrival-Departure Record (I-94) Have battered immigrant status Have a T-Visa These are all the requirements necessary to apply for federal financial aid.If you didn't have any issues with the items listed above, you're on the right track! Want to build the best possible college application and financial aid package? We can help. PrepScholar Admissions is the world's best admissions consulting service. We combine world-class admissions counselors with our data-driven, proprietary admissions strategies. We've overseen thousands of students get into their top choice schools, from state colleges to the Ivy League. We know what kinds of students colleges want to admit. We want to get you admitted to your dream schools. Learn more about PrepScholar Admissions to maximize your chance of getting in. Making sure you meet these requirements is a hassle, but it's worth it for free money, right? What Are the Pell Grant Requirements? There are a few eligibility requirements specific to the Pell Grant that you need to meet on top of the federal requirements we just discussed. Let's start by answering an important question: what are the Pell Grant income limits? The Pell Grant is meant primarily for low-income students who have not already received a post-secondary degree.There are some exceptions to this, but they're rare. For the purpose of this post, I'll be focusing onfuture and current college students. In a nutshell, to be considered eligible for the Pell Grant, you: Mustdemonstrate enough financial need (we'll get to the details of this shortly) Cannot already have a bachelor's or professional degree Easy enough, right? In the next section, I'll explain exactly what I mean when I say you need to demonstrate "enough financial need." What Are the Financial Need Requirements? This seems like a simple question, but the answer is actually somewhat complicated. Before I can answer this question, I need to briefly explain what financial information is considered important, and why. The Department of Education- the government department in charge of federal financial aid- takes a lot of factors into consideration when determiningwhether to award the Pell Grant. Put simply, the greater your family's financial need is, the greater the likelihood that you'll be awarded the grant. There's more to determining financial need than just looking at how much your parents make, however; your family's expenses are alsotaken into account. Lower income + more expenses = greater need. Allow me tobreak down what counts as income and what counts as an expense: Income: Your own personal income (if any) Your parents' income Assets belonging to you or your parents (e.g., savings or things they could own, such as a house) Expense: Number of people living in your household (more people = more expense) Number of family members (not including parents) who are attending college Your school's Cost of Attendance, or CoA- that is,how much you have to pay in tuition, room, board, and other expenses for one year Now that we've gotten through that information, I can better explain how your family's unique financial situation is analyzed when you're considered for a Pell Grant. All the above factors- income and expenses- are used to calculate yet another number called an Expected Family Contribution (EFC). If your EFC is at or below $5,140 for the 2019-20 academic year, you will be eligible to receive the Pell Grant. Each family's financial situation is different, and there's no one income cutoff that makes a student eligible or ineligible to receive the Pell. With that being said, here are some important facts to note: Most Pell Grants are awarded to students whose families make less than $30,000 annually Some Pell Grants are awarded to students whose families make $30,000-$60,000 annually It's possible but rare for students to be awarded the grant if their families make more than $60,000 annually What Are the Requirements After You Get Your Pell Grant? Do You Ever Need to Repay Pell Grants? After you have met the requirements for both FAFSA and the Pell Grant, and have been awarded your Pell Grant, it's pretty easy to remain eligible for the grant. All you need to do is stay in school. However, if you drop out of school while you're receiving a Pell Grant or change from full-time student status to part-time student status, you might be required to repay all or part of your Pell Grant for that year or semester. If your school determines that you need to repay your Pell Grant, they'll send you a notice informing you of how much you owe and when you'll need to pay it by. You'll typically have 45 days to either pay the amount in full or set up a payment plan. You might have to focus a little more than you'd like on the family finances. How Much Money Can You Get From a Pell Grant? For 2019-2020, the maximum Pell Grant award is $6,195.Factors such as the amount of your Expected Family Contribution and enrollment status (full-time vs part-time) will affect how much money you can get. You can learn more about calculating your EFC with our Pell Grant Calculatorguide. What If You Don't Qualify for a Pell Grant? If you're above the Pell Grant income limits, there's not much you can do to change your family's financial situation, which is the maincriterionused when you apply for a Pell Grant. There are certain factors under your control that might affect your eligibility. Here are some potential eligibility issues and solutions: If you don't have a high school diploma but would like to attend college, you can get a GED to meet federal financial aid requirements. Make sure you apply to and enroll in colleges or vocational programs that participate in the Pell Grant program. If you're unsure whether a school is involved in the program, you can check with that school's financial aid office. If you're not eligible for financial aid because you're in default on a federal student loan, focus on paying back that debt before applying for more federal aid. Summary: How Pell Grant Eligibility Works The Pell Grant is anannual award given out by the federal government to students who need help paying for college.If you apply for FAFSA, you'll be automatically considered for a Pell Grant. To meet the Pell Grant requirements, you'll need to meet all the federal eligibility requirements for financial aid and provethat your expected family contribution is at or below $5,140 for the 2019-2020 school year. Currently, the maximum Pell Grant award is $6,195. Once you receivea Pell Grant, you don't need to pay it back, unless you drop out of school or change from full-time to part-time student status, in which case you'll need to repay all or part of your Pell Grant. What's Next? If you're already looking at how to get a Pell Grant, you might already know about the program. If not, you can read about everything you need to know in our in-depthPell Grant guide. Are you still putting together your college applications? You might want to learn more about application strategy and versatility. For more information on getting into your top-choice schools, check out our step-by-step guide. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now:

Vancouver supervised assisted injection facility Essay

Vancouver supervised assisted injection facility - Essay Example It had strategic purposes to support its mission listed as; improving quality of life for the illicit drug users and their environment, harm reduction and health promotion, empowerment of the illicit users to live productively. This led to the formation of safe injection centers that administer the drugs safely to the addicts. This essay will present a sustained analysis of social and economic impact of the assisted injection facility located in Vancouver. In particular, I argue out the pros and cons of the facility using a two part survey, chronological order. First, I will consider materials crediting this facility, then to those that show its disadvantages written from 2000 till recent. I will show give brief accounts that indicate the demand for these facilities. A rough estimate of 15,000 people inject illicit drugs, this excludes the occasional users. Injection drugs are often accompanied with severe health and social consequences for the users and their society at large. Increased infections, death and the accompanying costs are the distressing indicators of harm experienced within our society. These problems have grown immensely over the years and drastic measures should be taken. Safe injection facilities have remained an integral part of effective harm reduction strategy placed in Europe. They are associated with an array of positive health and social results including; less drug use, fewer drug related overdoses, reduced disease transmission, less public nuisance associated with drug abuse, less drug related crime and more drug users referred for treatment. These centers also help in sustaining contact with the most marginalized and chaotic users who inject in public. Let us now view the Vancouver context. Estimated 10-20% injective drugs users reside in Vancouver. This population has experienced increased HIV/AIDS prevalence, Hepatitis B, Hepatitis C and other

Ventus and Business Process Outsourcing Article

Ventus and Business Process Outsourcing - Article Example The company focuses on delivering value to its customers in various areas such as cost-savings, service level quality, and process improvements. The customers chose Ventus due to its superior performance and the cost savings that were incurred. Ventus also provided value added services such as designing specific systems to deal with busy seasons such as holidays, for example, it developed a system for a flower company that dealt with the spike in calls on Valentine’s day and Mother’s day. The Philippine BPO industry has been hit by the global recession. Due to this most companies are forgoing new projects and consolidating outsourcing services in one area to cut cost. The recession has been a major challenge for Ventus as it has decreased the number of present and potential customers. Outsourcing was usually for corporations that were involved in financial services, retailers, and travel firms which were the hardest hit by the recession. Banks and other financial institutions have merged and wrapped up their various operations to cut costs. Companies who have incurred losses have dropped plans to outsource the processes. The fierce competition in the BPO industry in the Philippines will make it more difficult for Ventus and its competitors to survive as the customers decrease and profits fall. Ventus can address the challenges it faces by diversification into other countries apart from America. Before the financial crisis, Ventus had diversified its customer base by reaching out to local customers. Domestic clients cushioned the impact of the global financial crisis on Ventus and helped it sustain profitability and growth. Thus Ventus should focus more of its resources locally and globally. This will enable Ventus to diversify its market and risks.  Ã‚  

The Search for Identity in This Side of Paradise :: This Side of Paradise Essays

The Search for Identity in This Side of Paradise  Ã‚   In F. Scott Fitzgerald's novel This Side of Paradise, Amory Blaine searches for his identity by "mirroring" people he admires.   However, these "mirrors" actually block him from finding his true self.   He falls in love with women whose personalities intrigue him; he mimics the actions of men he looks up to.   Eleanor Savage and Burne Holiday serve as prime examples of this.   Until Amory loses his pivotal "mirror," Monsignor Darcy, he searches for his soul in all the wrong places.   When Monsignor Darcy dies, Amory has the spiritual epiphany he needs to reach his "paradise" - the knowledge of who Amory Blaine truly is.     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Amory appears to be a rather vacuous choice for a protagonist.   He relies mainly on his breathtaking handsomeness and wealth in order to get by in life.   He has been endowed with brains, but it takes him years to learn how and when to use them.   Amory spends his late high school and college years frolicking with his peers and debutantes.   By constantly associating with others Amory creates an image of himself that he maintains until he becomes bored or finds a new personality to imitate.   Amory does not know who he really is, what he truly feels, or what he thinks.   He merely cultivates his personality du jour depending on how he believes he would like to be.   Essentially, Amory is shopping at a personality store, trying each one on until he can find one that fits.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   This personality imitation began when Amory spent his adolescent years in the presence of his flamboyant mother, Beatrice.   Beatrice raised Amory to be what she wanted him to be, as long as it was stylish and acceptable to coeval virtues.   When he goes to Princeton, the separation from his mother, who essentially thought for him, leads Amory to search for himself.   However, his idea of searching for his identity entails merely simulating the personalities of those he admires.   This trend becomes obvious in the pattern of Amory's love interests.   His first conquest, Isabelle, is a strong-willed girl who knows what she wants.   Amory falls in love with her because of her distinct personality; perhaps subconsciously he feels that by being in her presence he makes up for not having a personality of his own.   Amory's next love, Rosalind, represents Amory's latent desire for the riches and luxuries that he lost with the death of his parents.

Implications of Business Process Management for Operations Management Essay

Implications of business process management for operations management Colin Armistead and Simon Machin The Business School at Bournemouth University, Bournemouth, UK Introduction Operations management is concerned with the management of people, processes, technology and other resources in order to produce goods and services. There is a resonance from operations management into business process re-engineering (BPR) of the process paradigm and of the concepts and techniques of designing, managing and improving operational processes. Doubtless much can be learned from operations management for the application of BPR[1]. But business process management is more than just BPR applied to operational processes. What are the implications of the wider consideration of business processes for operations management and can the concepts and techniques from operations management be directly applied to all types of business processes? This paper introduces the concepts of business processes and business process management, and reports findings from interviews in four organizations which are continuing to develop their approaches to managing processes. These findings are then positioned within a categorization of business processes, by way of research propositions. Finally, implications for operations management are discussed. What are business processes? Business processes can be thought of as a series of interrelated activities, crossing functional boundaries with inputs and outputs. Why are they important and why are organizations moving to adopt approaches to explicitly manage by business processes? Reasons include[2] that the process view: †¢ allows increasing flexibility in organizations to meet changing external demands; †¢ addresses the speed to market of new products and services and the responsiveness to the demands of customers; †¢ facilitates the reduction of costs; †¢ facilitates in creased delivery reliability; and †¢ helps address the quality of products and services in terms of their consistency and capability. Processes are part of the philosophy of total quality management (TQM)[3]. Both the Malcolm Baldrige National Quality Award[4] and the European International Journal of Operations & Production Management, Vol. 17 No. 9, 1997, pp. 886-898.  © MCB University Press, 0144-3577 Foundation for Quality Management (EFQM) model[5], on which the European Implications of Quality Award is based, have at their heart the consideration of business business process processes. Such models require the identification of processes, the management management of these processes with review and targetary, innovation and creativity applied to processes and the management of process change. A second route that leads organizations to consider their business processes 887 is BPR[6-9] which promotes the radical change of business processes. Some have illustrated the complementary nature of BPR and TQM[10], others the conflict[11]. Regardless of this, the fact is that organizations come to consider their business processes through TQM, or through BPR, or potentially through both avenues. What is business process management? There is considerable debate about what business process management means and how organizations interpret the business process paradigm[2,12]. Business process management cannot be considered simply as BPR. Rather it is concerned with how to manage processes on an ongoing basis, and not just with the one-off radical changes associated with BPR. But how are organizations actually managing their business processes? What approaches have they developed? What lessons have they learned and what can be drawn from their experiences? The aim of the research reported in this paper is to address such questions by considering organizations at the leading edge of process management. Methodology A qualitative methodology was adopted in conducting the research. During a pilot phase interviews were conducted in four organizations: TSB; Rank Xerox; Kodak; and Birds Eye Walls. This, coupled with knowledge of the approach within Royal Mail, led to an initial understanding of the approaches being adopted by organizations[13]. This was followed by further interviews in four organizations (including within a different part of Rank Xerox), and it is these that form the basis of the findings reported in this paper. The four organizations, in this second phase of interviews, were: (1) Rank Xerox – European Quality Award (EQA) winners in 1992; (2) Nortel – Netas, a subsidiary of Nortel, were EQA winners in 1996; (3) Texas  Instruments – EQA winners in 1995; (4) Hewlett-Packard – who do not use the EFQM model, but have been using their own â€Å"Quality Maturity System† for several years, with many similarities to the EFQM model, including the central role of processes. While these organizations are at varying stages of their approach to business process management they can be considered â€Å"excellent† against many crit eria (including process management), as shown above, and the findings and lessons derived from the research should inform other organizations which are just starting their approach to process management. IJOPM 17,9 888 In two cases the quality director of the UK operation was interviewed; in one case the participant was the business process manager; in another the participant was a direct report to a service director. We consider that the roles and experience of the participants make possible sensible comparison between the organizations, based on the interviews. Semi-structured open-ended interviews (typically of between two and three hours), based on the ideas emerging from the pilot interviews, were carried out in each organization. The interviews were supported by other documentation from each organization which included process maps, planning frameworks and organizational structures. Interviews were transcribed and the transcriptions used as the basis for analysis. Each interview transcription was read and examined several times and lists of concepts developed[14]. A cognitive map[15] of all four interviews was then constructed showing the concepts emerging from the data and how the concepts i nformed on each other (based on the perception of the authors). Concepts were then clustered, with six clusters, or themes, readily appearing. The clusters were then checked against the transcripts from the pilot interviews and documentary material from the case organizations to ensure consistency of findings. Findings The six clusters emerging from the research we have labelled: organization coordination; process definition; organization structuring; cultural fit; improvement; measurement. While some of these might not be novel in  themselves we discuss them first individually and then as a set. Organization co-ordination One property associated with business processes is their â€Å"end-to-end† nature. They start with input at the business boundary and finish with outputs from the business boundary. Hence their cross-functional nature and, implicit in this, is their ability to integrate and co-ordinate activity. For example, â€Å"a better way to think about process is that it is an organizing concept that pulls together absolutely everything necessary to deliver some important component of strategic value†[16]. It is perhaps not surprising therefore that a strong theme emerging from the interviews was that the process paradigm provides an approach for co-ordination across the whole organization. This integration through the use of business processes is perhaps most simply illustrated by the fact that participants, in describing their approaches to business process management, described how they run and organize their entire business. The co-ordination took a number of forms. For example, business process management was strongly positioned in the overall approaches to business planning adopted by the organizations. This was illustrated in one organization with their long- and medium-term plans explicitly linked to annual plans for their key processes. Business process management also provided an approach for integration through increased knowledge within the organizations (for example, about strategic direction), without the need for bureaucratic procedures or hierarchical control: Implications of business process The concepts of business processes emerged as providing a link between the management top of the organization and activity at the lower levels: â€Å"the bit in the middle†. Central to this is the concept of different levels of processes and typically the organizations reported having identified three or four levels of process from the top-level architecture through to the individual or task level. In providing the co-ordination across the organization, the importance of managing the boundaries of processes was strongly emphasized. One organization, for example, was addressing these boundary issues between their processes through the use of networks of individuals representing the interests of their process. They used networks around each process to formulate and implement strategy, and identified which processes have boundary issues with  other processes. Individuals from one process network then attend meetings of the other process networks on this boundary to address the potential issues. Without some form of co-ordination between processes, changes in one process could also lead to changes in performance of other processes such that strategic goals would be compromised, typically in the areas of quality and costs. but what we were trying to do was create a very free environment, a very innovative environment, but an environment where we knew exactly where we were going. 889 Process definition Much of the literature on managing processes is concerned with process improvement[17,18] and this is typically directed at how to improve the actual operation of processes. However, a view expressed during the interviews was that the real value derived from the process approach is through the understanding and development of an approach at higher levels within the organizations, rather than simply process improvement activity at the task or team level. Nevertheless, these organizations recognized that they struggled with this and acknowledged that, in reality, the understanding of processes was often still at the task level, with a natural tendency for procedure writing. Approaches to help overcome this included communication across the different levels of the organization to develop common understanding (and, in particular, to develop better understanding between process owners and process operatives) and a focus within process flowcharts on value steps and decision points, together with the definition and management of process boundaries. Process flowcharting is often presented as a panacea for understanding and managing processes, but some organizations reported problems with applying the methodology to all processes: the methodology of flowcharting †¦ is OK for consistent, regularly operated, reliable processes – it is not that useful for processes that are very iterative and processes that run infrequently, the more complex processes. Certainly the organizations were coming to realize that such process maps in themselves were not sufficient: people talked a lot about process re-engineering and all they ever did was diddle around with process maps, and they didn’t really get the big picture. IJOPM 17,9 and we have used a flow-charting methodology widely deployed across the company†¦we have still got a lot of problems though in terms of processes gathering dust on the shelf. 890 Also, while the organizations recognized the need to specify processes beneath their high level processes, the need certainly did not emerge to map all processes to the same level or detail. It would be unusual to go to an entity and show all the processes in detail to all depths. In general, the drive appeared to be to use business process management more as a long-term and living tool than just a remedial tool for short-term, tactical issues. Long-term plans were needed for processes to enable the process owners to focus on the future requirements of their processes. Also there was the need to develop methodologies other than flowcharting to support a more holistic approach to business process management, and to directly consider the â€Å"process of managing processes†. Organizational structuring Much has been written about the role of processes in structuring organizations and, in particular, the development of horizontal organizations structured purely around processes[2,19,20]. In general, the organizations interviewed in this research appeared to be taking a less radical view. Instead they had developed matrix-based organizations between functions and processes, and tended to adjust their functional structure to align with their identified processes. They thus saw processes as simply another dimension of the organization structure[21]. Indeed they seemed to have implicitly balanced the dimensions of autonomy/co-ordination,  motivation/ control and efficiency/learning[22] and in doing so derived the matrix structure. This perhaps also reflects other organizational paradoxes[23]. Their reasoning was influenced by a view that personal relationships were the key to effective organizations, as much as the formal, imposed structure. Processes were seen to provide a framework for these relationships in terms of building understanding and common approach across the organization. This framework was reported to help establish empowerment in a structured way, matching level of empowerment with control and support. Hence the entering of the process dimension into their structure. However, they were unwilling to do away with the functional dimension, due to the perception that functions better supported the actual personal relationships within the framework of processes and better supported specialist expertise: people don’t necessarily align with processes, they align with other people, and entities and organizations. People don’t go to parties on processes! and if you start bashing on about process organizations, and â€Å"you’ve got to do away with the silos, and the function† and so on†¦you’re denying it in a way – something to do with that relationship side of things. This has a resonance with reports that moves to process-based organizations Implications of can be ineffective if the personal relationship and cultural aspects are business process overlooked[24]. management These matrix structures were regarded as relatively unstable[13] with a tendency to drift back to a functional structure, or to move too far towards a process focus, but the organizations saw the role of their â€Å"quality professionals† 891 as the catalyst to ensure balance between functions and processes. More interesting is that, in these matrix-based organizations, there appeared to be no desire to move towards a purely process-based structure, with the matrix recognized as a desirable state, enabling constant and efficient reorganization through its flexibility. Inevitably the matrix adds complexity, but it seems that these organizations are willing to trade this complexity against the flexibility and personal relationship aspects supported by the matrix structure. One organization did, however, report a  totally process-based structure, and this did appear to support a high degree of simplicity against the complexity of the matrix approach. There may therefore be value for organizations in explicitly considering the trade-offs between processes and functions in forming their approach. Regardless of the process/function structure, the approach of process groups and process owners at different levels of the processes was common. Cultural fit Culture is an ambiguous concept which is difficult to define[25]. However, most organizations have some notion of their culture, and this was the case in all four organizations, where culture had an implicit meaning. It is an important concept in thinking about organizations since people and processes m ust combine to produce output. However, within the organizations, processes were not seen as a constraint, rather, as reported above, as providing a framework for empowerment. There emerged a general view that the overall approach to business process management needed to fit initially with the culture of the organization, and allow that culture to be maintained, at least in the short term. This is not to say that there was not a longer-term objective to address culture, but culture drove the appropriate initial approach: that’s why it works well, because we’re a highly empowered organization, and a team of people are comfortable working as a team, so bringing them together for a process team is perfectly easy – all we had to do was teach them the tools to do it and a bit of flowcharting and away they go. But that fits well with the culture. This is in stark contrast to some business process re-engineering approaches which may often be insensitive to culture or may have an immediate objective of changing culture[26]. Where BPR was deployed in the organizations it tended to be positioned as part of the overall approach to business process management, for example, alongside process stabilization and continuous improvement, rather than instead of. When used in this context, there were examples of culture change for smaller organization groupings. There were also IJOPM 17,9 892 examples where the failure of BPR initiatives was directly attributed to a culture within the organization which so strongly supported constant, but incremental, change that radical change, as proposed by BPR was rejected. All four of the organizations embraced TQM and, in particular, continuous improvement. The concept and language of teams and â€Å"teams of teams†[27] featured strongly, with rewards and recognition often linked to team performance. The formation of cross-functional teams in improving processes happened naturally in these organizations, and appeared critical to the success of their approach in managing processes. Improvement through business process management Unsurprisingly the interviews supported a drive within the organizations to constantly improve processes and this is reflected in the above discussions of culture. Examples of specific approaches included the use of benchmarking to understand and set best practices and the development of compendiums and databases of best practices and the linkage of improvements to assessments against European Foundation for Quality Management (EFQM), Baldrige and other quality models. While BPR was clearly used in some of the organizations (indeed Texas Instruments and Rank Xerox are well known for their re-engineering work) this tended to be talked about more at the process simplification or process improvement end of the spectrum of definitions placed on BPR[28-30]: you would not change the overall process radically in a short space of time, but for people (in the process) I think it is a drastic step. and I would not anticipate the total process radically changing over a short space of time because one could not manage it, so you have to move forward in sizeful steps at each part of the process. One organization reported benefits through using human resource professionals alongside process engineers on BPR projects to â€Å"keep some sanity in what the re-engineering was doing†. Measurement and business process management Measurement is a key principle to managing processes[18] with the need to identify trends, assess stability, determine whether customer requirements are actually met and drive improvement. This was confirmed by the interviews  and measurement emerged as central to successful approaches to business process management. There seemed to be a genuine attitude of â€Å"living and breathing† measurement within the organizations: if you can’t actually get good metrics you won’t manage a process, so it’s absolutely fundamental to managing a process. and if we don’t define the metrics we’ve had it. Increasing importance was being given to customer satisfaction and customer Implications of loyalty measures and there was a recognition of the importance of developing business process efficiency measures for the processes as opposed to just measuring whether management processes actually delivered. There was also a drive towards examining the tails of distributions of the measures (process variation) not just average values, consistent with the view of statistical process control[31,32]. 893 One danger that was reported is related to the â€Å"level† issues discussed above: detailed measures were implemented into lower-level process maps, directly related to processes, as one would hope – however, this resulted in a large number of measures that it was then difficult to prioritize, because, at a higher level, measures had not been (or had not been properly) defined. A particularly interesting approach to measurement was in one organization where they had established â€Å"business fundamentals† as performance measures on key processes, deployed worldwide and at all levels. All professional staff in the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals are linked to the key processes, and individuals self-assess their progress against these, using a simple rating scale. Every quarter there is then a formal review across the organization against the business fundamentals. The same approach is used to track individual performance, performance against plans, and process performance, providing an integrated approach to measurement across the organization, and a strong illustration of integrating process measures with other organizational measures. Process categorization Different categorizations of processes have been proposed in the literature[28]. For  example the CIM-OSA Standards[33] use the categorization of manage, operate and support. In describing processes we have found a categorization into operational, support, direction setting and managerial processes to be useful (see Figure 1). The separation of direction setting and managerial processes is driven by two considerations: Operational Managerial Direction setting Support Figure 1. Categorization of business processes IJOPM 17,9 894 (1) on a practical level models, such as the EFQM model, adopted by organizations, separately identify leadership from policy and strategy formulation; and (2) the strategy literature regards development of strategy as a process in its own right[34,35]. Operational processes are the way in which work gets done within an organization, to produce goods and services. These processes are the ones which have been the subject of much of the focus to date in TQM and BPR. They run across the organization and are associated with outcomes such as product development or order fulfilment. They are recognized in the ideas of integrated supply chains and logistics and in simultaneous engineering and are part of justin-time approaches. The same ideas for improvement in flow and reduction in cycle times come through into service organizations in the practices of BPR. Support processes are those which enable the operational processes. They are concerned with the provision of support technology, or systems, with personnel and human resource management, and with accounting management. Direction-setting processes are concerned with setting strategy for the organization, its markets and the location of resources as well as managing change within the organization. Direction-setting processes involve a mix of the prescribed steps within a formal planning process and also less well-defined  frameworks. Managerial processes are to some extent superordinate to the other categories and contain the decision-making and communication activities. For example, the entrepreneurial, competence-building and renewal processes proposed by Ghoshal and Bartlett[20] are managerial processes. Some organizations have tried to formalize these processes and have adopted a structured approach to, for example, decision making and communication. This categorization, like any other, does not necessarily fit with the view taken by all organiza tions (for example, some organizations would position the direction setting processes as part of their operational processes) but it provides a useful framework for discussion of the research findings, and for describing propositions for further research. Discussion and propositions arising from the research The six clusters identified in the findings of organization co-ordination – process definition, organization structuring, cultural fit, improvement and measurement can be considered in the light of these process definitions. The issue of process definition at a top level is a view of how organizations work to satisfy strategic intents. The translation of top-level architecture into an operational reality is influenced by aspects of organizational culture which affect both organizational co-ordination and organizational structure. In no cases is the disappearance of functions apparent; rather the functional organization is replaced by a matrix structure. This form of organizational structure derives its co-ordinating strength from the formation of cross-functional teams. The issues of measurement and improvement reflected in the findings reinforce the need for Implications of effective measurement which drives process improvement in a form which co- business process ordinates and prioritizes activity; something which many organizations find management difficult. The findings suggest that taking a business process management approach is one way to overcome some of the difficulties. It is our observation that organizations in approaching business process 895 management tend to initially address their operational processes, then move to focus on support processes, while continuing to improve their operational processes, and next to focus on direction setting processes while continuing to improve operational and support processes. Thus there is a similarity to the operations management  sandcone model, as proposed by Ferdows and De Meyer[36], used to show that cost reduction relies on the cumulative foundation of improvement in objectives. We propose that an organization’s approach to process management is similarly constituted by its approach across process categories, and that to build a stable sandcone the approach to, first, operational processes must be created (see Figure 2). This proposal has practical value, since it is the operational processes that directly impact on customers and so can yield quick benefits. Thus attention to the operational processes ensures capability of delivery; attention then moves to encompass support processes, since these in turn ensure the capability of the operational processes; attention to the direction setting processes recognizes that capability can only be maintained with good direction setting. The superordinate nature of managerial processes positions them outside the sandcone, with influences from the other categories. This sandcone model for business processes implies further propositions based on our findings. P1: As organizations develop their approach to business process management, moving through the sandcone, the appropriateness of techniques will change. Flowcharting methods are well tested in understanding operational and some support processes. However, the organizations in this phase of our research were discovering that such methods were inflexible for other types of process. Operational Operational + support Operational + support + direction setting Figure 2. A sandcone model for developing approaches to business process management IJOPM 17,9 896 The appropriate methodology for understanding the managerial and directionsetting processes may lie in the fields of systems thinking[37] and business dynamics[38] and the shape of a process for managing such processes needs further attention. Thus the appropriateness of â€Å"soft mapping† techniques increases as an organization moves through the sandcone. P2: As  organizations move through the sandcone there is an increasing impact on organization structure, with the need to address structural changes to reap the benefits from the process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not necessitate a move towards a complete process-based structure, but may mean a trade-off between process and functional structures[39]. This trade-off includes the need to consider factors such as personal relationships and cultural aspects. For example, in some organizations a purely processbased structure will be appropriate while in others the process-function matrix approach will be best utilized. P 3: We propose that there is an increasing need for maturity in TQM throughout the organization to ensure a successful process paradigm, as the organization moves through the sandcone. This raises the immediate question as to whether TQM is a necessity before a process-based approach can be effectively initiated. Certainly all organizations in this phase of our research had developed a TQM-based culture. It also raises questions as to whether the continual application of the radical end of the BPR spectrum[28-30] makes it impossible to address all process categories, with the associated lack of care for the human dimension and resulting demoralized workforce. P4: We propose that the degree of co-ordination across the organization increases with moves through the sandcone. As the process approach spreads through the sandcone it forces the question of what integration actually means for an organization and clarifies the requirements for coordination. This is readily understood for operational processes, with a key element being the elimination of barriers to flow. The co-ordination includes the need for a co-ordinated approach to measurement (an example is illustrated in the measurement section above). Further implications for operations management There is a clear message emerging from this research of the need to manage the boundaries between the categories of processes and between the processes themselves. The appropriate approach will be determined by the category of process being addressed and organizations may find the sandcone logic useful in placing their current position. There are different requirements at different points in the sandcone: knowledge and understanding of process flowcharting techniques at one end of the spectrum through to knowledge and understanding of â€Å"softer† mapping techniques; the need to consider the Implications of appropriate organization structure and trade-offs between process- and business process function-based structures; the degree of maturity in TQM; the degree of comanagement ordination desirable and possible and, in particular, the need for a co-ordinated approach to measurement. The research supports a view that there is a need to consider performance 897 improvement methods and concepts such as TQM, lean production and supply and â€Å"agile† manufacturing in a wider context, as applied to all business processes, and not just operational processes with the associated need to manage the interfaces between operations management and other disciplines. References 1. Armistead, C., Harrison, A. and Rowlands, P., â€Å"Business process re-engineering: lessons from operations management†, International Journal of Operations & Production Management, Vol. 15 No. 12, 1995. 2. Garv in, D., â€Å"Leveraging processes for strategic advantage†, Harvard Business Review, September-October 1995, pp. 77-90. 3. Oakland, J.S., Total Quality Management, Heinemann Professional, Oxford, 1989. 4. George, S., The Baldrige Quality System, Wiley, New York, NY, 1992. 5. Hakes, C., The Corporate Self-assessment Handbook for Measuring Business Excellence, Chapman & Hall, London, 1995. 6. Hammer, M., â€Å"Re-engineering work: don’t automate, obliterate†, Harvard Business Review, June 1990. 7. Hammer, M. and Champy, J., Re-engineering the Corporation, Free Press, New York, NY, 1993. 8. Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W., Business Process Reengineering – Breakpoint Strategies for Market Dominance, Wiley-Hamilton, Santa Barbara, CA, 1993. 9. Davenport, T.H., Process Innovation: Re-engineering Work through Information Technology, Harvard Business School Press, Cambridge, MA, 1993. 10. Macdonald, J., â€Å"Together TQM and BPR are winners†, The TQM Magazine, Vol. 7 No. 3, 1995, pp. 21-5. 11. Mumford, E. and Hendricks, R., â€Å"Business process re-engineering RIP†, People Management, 2 May 1996, pp. 22-9. 12. Hinterhuber, H.H., â€Å"Business process management: the European approach†, Business Change & Re-engineering, Vol. 2 No. 4, 1995, pp. 63-73. 13. Armistead, C. and Grant, A., â€Å"Business process management: the future of organisations?†, Proceedings of the Third European Academic Conference on Business Process Redesign, Cranfield University, 21-22 February 1996. 14.  Strauss, A. and Corbin, J., Basics of Qualitative Research, Sage, Newbury Park, CA, 1990. 15. Eden, C., â€Å"Cognitive mapping†, European Journal of Operational Research, Vol. 36, 1988, pp. 1-13. 16. Browning, J., â€Å"The power of process redesign†, McKinsey Quarterly, Vol. 1, pp. 47-58, 1993. 17. Tucker, M., Successful Process Management in a Week, Headway-Hodder & Stoughton, Sevenoaks, Kent, 1996. 18. Melan, E., â€Å"Process management: a unifying framework†, National Productivity Review, 1989, Vol. 8, pp. 395-406. 19. Stewart, T., â€Å"The search for the organisation of tomorrow†, Fortune, May 1992, pp. 91-8. IJOPM 17,9 898 20. Ghoshal, S. and Bartlett, C., â€Å"Changing the role of top management: beyond structure to processes†, Harvard Business Review, January-February 1995, pp. 86-96. 21. Galbraith, J.R., Designing Organisations, Jossey & Bass, San Francisco, CA, 1995. 22. Hendry, J., â€Å"Process reengineering and the dynamic balance of the organisation†, European Management Journal, Vol. 13 No. 1, March 1995. 23. Cameron, K.S., â€Å"Effectiveness as paradox: consensus and conflict in conceptions of organisational effectiveness†, Management Science, Vol. 32 No. 5, May 1986, pp. 539-53. 24. Majchrzak, A. and Wang, Q., â€Å"Breaking the functional mind-set in process organisations†, Harvard Business Review, September-October 1996, pp. 93-9. 25. Kroeber and Kluckhohn, â€Å"Culture; a critical review of concepts and definitions†, Harvard University papers of the Peabody Museum of American Archaeology and Ethnology, Vol. 47, 1952. 26. Ascari, A., Rock, M. and Dutta , S., â€Å"Reengineering and organisational change: lessons from a comparative analysis of company experiences†, European Management Journal, Vol. 13 No. 1, March 1995. 27. O’Brien, D. and Wainwright, J., â€Å"Winning as a team of teams – transforming the mindset of the organisation at National and Provincial Building Society†, The Journal of Corporate Transformation, Vol. 1 No. 3, 1993. 28. Childe, S.J., Maull, R.S. and Bennett, J., â€Å"Frameworks for understanding business process re-engineering†, International Journal of Operations & Production Management, Vol. 14 No. 12, 1994, pp. 22-34. 29. Coulson-Thomas, C.J., â€Å"Business process re-engineering: the development requirements and implications†, Executive Development, Vol. 8 No. 2, 1995, pp. 3-6. 30. Crawley, W.J., Mekechuk, B.J. and Oickle, G.K., â€Å"Powering up for change†, CA Magazine, June/July 1995, pp. 33-8. 31. Deming, W.E., Out of Crisis, Cambridge University Press, 1986. 32. Wheeler, D.J., Understanding Variation – The Key to Managing Chaos, SPC Press, Knoxville, TN, 1993. 33. CIM-OSA Standards, CIM-OSA Reference Architecture, AMICE ESPRIT, 1989. 34. Araujo, L. and Easton, G., â€Å"Strategy: where is the pattern?†, Organisation, Vol. 3 No. 3, 1996, pp. 361-83. 35. Segal-Horn, S. and Bowman, C., â€Å"Strategic management and BPR†, in Managing Business Processes: BPR and Beyond, John Wiley & Sons, New York, NY, 1996, pp. 85-101. 36. Ferdows, K. and De Meyer, A., â€Å"Lasting improvement in manufacturing performance: in search of a new theory†, INSEAD Working Paper, INSEAD, Fontainebleau, 1989. 37. Senge, P.M., The Fifth Discipline, Century Business, London, 1990. 38. Davies, M., â€Å"Business dynamics: business process re-engineering and systems dynamics†, in Managing Business Processes: BPR and Beyond, John Wiley, New York, NY, 1996, pp. 215-42. 39. 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Racial Segregation Within The United States - 780 Words

The contemporary debate regarding the distinctive patterns of poverty among African Americans revolves around the question, â€Å"is it class or race that causes (and perpetuates) such misfortune of African Americans?† Scholars have looked at patterns of residential segregation in their attempts to answer such a question. Massey and Denton explore racial residential segregation in the United States throughout the 20th century. They argue that the making and concentration of the (African American) underclass in inner cities resulted from institutional and interpersonal racism in the housing market that perpetuates already existing racial segregation. Similarly, Reardon and colleagues conclude that residential segregation by income level occurs all across racial groups, but it is especially problematic poorer Blacks and Hispanics from their investigation of neighborhood income composition by household race and income at the turn of the 21st century. 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