Admission Tests GMAT - Graduate Management Admission Test (2022)

Managerial work is undergoing enormous and rapid change. With little precedent to guide them, managers are coping with the fading away of hierarchy and the blurring of clear distinctions of title, task, department, even corporation. Traditional sources of power are being eroded as levels of complexity and interdependence increase.

Competitive pressures from recent business downturns are forcing corporations to adopt flexible strategies and structures, including reductions In management staff and increased use of performance-based (rather than longevity-based) rewards. In a more profound change, in a growing number of companies horizontal ties between peers are replacing vertical ties as channels of activity and communication. Companies are asking departmental staff to play a more strategic role, with greater cross-departmental collaboration. Some organizations are forming strategic alliances with customers and outside suppliers that bring external relationships inside, where they can influence company policy.

Fundamentally, the new managerial work involves new ways of obtaining and using power. Position, title, and authority are no longer adequate tools when managers have to work cooperatively with other departments and even other companies. The ability of managers to get things done depends more on the number of networks in which they are included than on their rank in a hierarchy. In the past, formal structures and the emphasis on rank were more limiting. For example, access to information and the ability to get informal backing were often confined to the few officially sanctioned contact points between departments or between the company and Its suppliers or customers. Today, official barriers between departments and between companies are disappearing while Informal networks grow in importance. The new corporation has many more channels for action, strategic pathways that ignore the chain of command.

These strategic pathways also serve to diffuse power. As the number of ways to combine resources Increases, the ability to command diminishes. Alternative paths of communication and resource access erode the authority of those in the nominal chain of command. In other words, greater speed and flexibility undermine hierarchy. As more and more of the strategic action takes place in these informal networks, the Jobs that focus inward on particular departments decline In power.

Light exists on a spectrum of frequencies extending from gamma rays at the highest frequencies to radio waves at the lowest, though human eyes are sensitive to only a narrow range of frequencies in the middle known as the visible spectrum. The different colors we see correspond to the different frequencies of light within that range. Given that there are so many frequencies of light, one might wonder why our eyes didnt evolve to be sensitive to more frequencies.

Gamma rays from space collide with Earth's atmosphere, which converts some of their energy to heat and creates a distinctive cascade of subatomic particles down toward the ground. However, the rays themselves are entirety absorbed before they can reach Earth's surface. Thus, Earth would appear to be pitch black to eyes that were only sensitive to gamma rays. Similarly, the majority of frequencies of light that are higher or lower than those in the visible spectrum—such as ultraviolet and most infrared frequencies, respectively—are mostly or entirely absorbed by Earth's atmosphere.

One reason we see the frequencies we do is that visible-spectrum light generally passes through our atmosphere without being absorbed or reflected. Another reason is that the Sun, in some respects an average star, emits most of its light at frequencies in the visible spectrum, whereas a hot star emits most of Its light at ultraviolet frequencies and a very cool star emits most of its light at infrared frequencies. Indeed, to remarkably high precision, the human eye to most sensitive to the exact frequency in the yellow part of the spectrum at which the Sun is the brightest

Even if there are living beings on other planets, it is not likely that they would see mainly at very different frequencies than we do. Virtually all gases that are abundant in the cosmos tend to allow frequencies in the visible spectrum to pass through while absorbing other frequencies, and all but the coolest stars put out much, If not most, of their light in the visible spectrum. If there are Irving beings on other planets, they probably see at roughly the same frequencies as we do, though there may be occasional exceptions.

Many policymakers adopt a macro approach to environmental problems in emerging markets (countries experiencing rapid economic growth): discussing ambitious regulations in global faums and looking to giant multinational companies and non-governmental organizations (NGOs) for insight. But examining what successful companies in these countries are already doing to make growth more environmentally sustainable may make more sense.

One study identifies several such firms that are turning eco-consciousness into a source of competitive advantage. The most salient quality of these highly profitable companies Is that they turn limitations (of resources, labor, and Infrastructure) into opportunities. An Indian cement company suffering water shortages developed the world's most water-efficient cement-making method, using air-cooling rather than water cooling. A Philippines utility reduced its water loss through wastage and illegal tapping from 63 percent (1997) to 12 percent (2010) by making water more affordable for lower-Income consumers. A Chinese company makes air conditioners powered with buildings' waste heat, reducing strain on the electric grid.

The companies also seek to shape their business environment to support sustainable objectives. Some lobby regulators: a Brazilian organic-sugar producer works with Brazil's government to establish an organic certification system. Some form partnerships: Kenya's Equity Bank allies with international groups to reduce its risks when lending to smallholders or single-family farms; a Brazilian cosmetics company works with suppliers to produce sustainable packaging. Some firms also work to reach and educate lower-income consumers, sacrificing short-term profits to create future markets: a Chilean forestry company organizes local carpenters into networks and connects them to low-income customers.

One could quibble with the study. Switzerland's Phil Rosenzweig has argued that management writers are prone to a halo effect: they treat a company's temporary success as proof that It has discovered some eternal principle of good management. That some successful companies have embraced environmental sustainability does not prove that It makes companies successful. Some firms, having prospered, can afford splurging on green Initiatives; some pursue eco-Initiatives for public relations purposes.

Nonetheless, the study Is thought-provoking. Critics argue that environmentalism Is a rich-world luxury, but such fears are overblown. When natural resources are scarce and consumers are cash-strapped, sustainability can be a lucrative business strategy.

United States Geological Survey scientists have found that a cooling in Pacific

Ocean temperatures led to increases in ecologically threatening phytoplankton

blooms in San Francisco Bay, California. The declining temperatures took place off

the coast of California between 1999 and 2004. The occurrence of these blooms

is surprising because such blooms are normally associated with increases in the

amount of nutrients, such as nitrogen and phosphorus, entering estuaries from

such sources as wastewater treatment plants and agricultural fields. In this case,

the bay’s phytoplankton blooms occurred during a period of decreasing nutrient

concentration and inputs.

The scientists discovered the effects of the cold Pacific temperatures by using

biological and water-quality data collected over twenty-five years. The colder

temperatures caused changes in the types, abundance, and migration patterns of

marine life into the San Francisco Bay from coastal ocean waters. For example,

marine life, such as fish, shrimp, and crabs, migrated to the warmer waters that

are found in the bay.

The migrations increased the numbers of predators such as bay shrimp and

Dungeness crabs that eat filter feeders, such as clams. Clams can filter large

quantities of phytoplankton from the bay’s water, which can prevent

phytoplankton blooms. With the increase in predators, there was a corresponding

decrease in clam populations and an increase in phytoplankton.

Managerial work is undergoing enormous and rapid change. With little precedent to guide them, managers are coping with the fading away of hierarchy and the blurring of clear distinctions of title, task, department, even corporation. Traditional sources of power are being eroded as levels of complexity and interdependence increase.

Competitive pressures from recent business downturns are forcing corporations to adopt flexible strategies and structures, including reductions In management staff and increased use of performance-based (rather than longevity-based) rewards. In a more profound change, in a growing number of companies horizontal ties between peers are replacing vertical ties as channels of activity and communication. Companies are asking departmental staff to play a more strategic role, with greater cross-departmental collaboration. Some organizations are forming strategic alliances with customers and outside suppliers that bring external relationships inside, where they can influence company policy.

Fundamentally, the new managerial work involves new ways of obtaining and using power. Position, title, and authority are no longer adequate tools when managers have to work cooperatively with other departments and even other companies. The ability of managers to get things done depends more on the number of networks in which they are included than on their rank in a hierarchy. In the past, formal structures and the emphasis on rank were more limiting. For example, access to information and the ability to get informal backing were often confined to the few officially sanctioned contact points between departments or between the company and Its suppliers or customers. Today, official barriers between departments and between companies are disappearing while Informal networks grow in importance. The new corporation has many more channels for action, strategic pathways that ignore the chain of command.

These strategic pathways also serve to diffuse power. As the number of ways to combine resources Increases, the ability to command diminishes. Alternative paths of communication and resource access erode the authority of those in the nominal chain of command. In other words, greater speed and flexibility undermine hierarchy. As more and more of the strategic action takes place in these informal networks, the Jobs that focus inward on particular departments decline In power.