America s Best And Brightest New Market Research On...

When I went to NAEYC conference, Nov 18-Nov 21, Orlando, Florida, I attended 4 session. One of them was â€Å"America’s Best and Brightest: New Market Research on Attracting and Retaining Early Childhood Professionals.† Because I lack English listening skills, I couldn’t understand whole contents. However, I came to know about ‘understanding the attitudes and beliefs of current educators about the profession’ and ‘identifying factors that will be most helpful in encouraging educators to make the field a long-term profession.’ I thought that these contents would be useful and helpful for our classmates, as well as me, in understanding â€Å"current preschool teacher in the United States.† In addition, during week 8, October 11-18, we did not have any discussion about the teacher’s role, because it was time to submit the article analysis critique assignment. Thus, I wondered about other people’ thoughts on the role of the teacher, especially in the United States, so it was a pity not to share them. However, this session in NAEYC was so helpful for me to understand the perceptives of early childhood educators, in the U.S. This is the reason why I am including the contents of NAEYC, in my learning stories, because it is such a valuable and meaningful event for me. 1. Voters view early childhood educators as an important job, as well as firefighters and nurses. It is an interesting conclusion. It means that there is a gap between importance and pay, because early childhoodShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesOrganizational Behavior This page intentionally left blank Organizational Behavior EDITION 15 Stephen P. Robbins —San Diego State University Timothy A. Judge —University of Notre Dame i3iEi35Bj! Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Director of Editorial Services:

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Kargil War Free Essays

string(124) " during the Kargil war helped the National Democratic Alliance \(NDA\) attain a majority reinstating him as Prime Minister\." Role of Media in Kargil Anshu Bhatia PGP2- 18012 Table of Contents Abstract2 Introduction3 Literature Review3 Discussion of the case5 Analysis and conclusion6 Bibliography7 Abstract This paper attempts at evaluating the role of media in the Kargil war, which broke out in the summer of 1999, at a time when the Indian media was equipped enough to set the media agenda as well as present the war at an unprecedented scale. As mortals, we have never seen the war situations Palestine, Kashmir, Iraq or Afghanistan but only can perceive the images seen through media reportings. Therefore, many of our perceptions are based on the realism as created by the media owners. We will write a custom essay sample on Kargil War or any similar topic only for you Order Now Introduction The function of media through which they frame the news stories is called as Agenda-setting function of media. In the words of McCombs (2002), in a typical daily newspaper, over 75 percent of the potential news of the day is rejected and never transmitted to the audience (p. ). (Maxwell E. McCombs, 1993) Media (or the press) has been said to inhere three basic roles, also called as the â€Å"three I’s†. i. e. information, interpretation, and interest. (The Press – The press’s many roles). The limitation of media capacity to enable its thorough surveillant function explains their selectivity. Also called as the ‘Gatekeeping theory’ in mass communications, this along with Agenda setting media theory is closely related to Theory of Framing, according to which , gatekeepers (or the edia), certain parts of an event/news are given more attention than the rest. This incomplete revelation can lead to biased opinions amongst different sec tions of the society, but all the three theories seem to have one point of parity- Media is empowered, has an agenda and transmits only that information which it wants to be channelized across to the public. Literature Review â€Å"Journalists will say that war is too important to be left to generals. Reporting of war is too important to be left to reporters. Soldiers need to get involved in this. † -Maj Gen Patrick Brady – 1990 (former Public Relations Chief of US Army) (HALI, 2000, August ) As opposed to the Indo-Pakistani War of 1971, Kargil was the first war that witnessed an emerging technology driven media in the era of television. Indian media had experienced live war coverage and broadcast for the first time, and therefore exploited the opportunity to bring forth the war in front of the people as if it was being fought right in front of their naked eyes. With daily updates and minute detailing covered, it was also the first time for the Indian military when fearless correspondents and journalists , armed with their satellite artillery made sure they covered the Indian army’s every step towards victory to make us proud. It was rightly said after the First World War, is that â€Å"war not only creates a supply of news but a demand for it (Ajai K. Rai) . Media is definitely able to ‘sell war’ to its consumers given that it’s targeting and coverage is able to engage its consumers, which are mostly geographically concentrated in areas related to war. Armed by legendary conflict stories with Pakistan since Partition, media enhanced the platform available during war to display Kargil at its best, with one side devoted to the coverage of acts of superordinate bravery on the patriotic Indian side, and Anti-Pakistan agenda to display an adequate palette of sellable war at Kargil. The essence of successful warfare is secrecy; the essence of successful journalism is publicity,† says the preface to the British Ministry of Defence (MoD’s) instructions to Task-Force bound correspondents during the Falklands war. (Ajai K. Rai) Military on one side is a hierarchical, disciplined and a closed culture contrasting to the independent and blurred code of conduct inhering Media. The latter is believed to have vested inte rest with prior set of goals for the agenda setting. Also known as the Fourth Estate, Media acted as the Force Multiplier during the War of Kargil, where it not only helped built public awareness about the intriguing war but also played a crucial role in enhancing public morale by disseminating information about activities of the Military to their friends and families. Media, especially television media has always been debated to have shown the ‘real war’ that arguably been far away from ‘reality’. At times deviated from its root purpose of information dissemination, and masked by ‘entertainment mantras’, often the images and broadcast are televised in a manner to sensationalize the eyeballs of its viewers. During Kargil, Military on one side, was biased with the emerged Media perceptions of narrating ‘Masala-extrapolated-tales’ which according to them could harm their efforts at war. On the other hand, to set the right sellable agenda for the war, Media had to equip itself with the right policy interventions allowed at the right war locations to make the coverage a successful live war show for its viewers. According to Bernard Cohen’s conceptualization, â€Å"The press is significantly more than a purveyor of information and opinion. It may not be successful much of the time in telling people what to think, but it is stunningly successful in telling its readers what to think about. † (The Press – The press’s many roles) Informational dissemination role of media is always accompanied by Interpretation, often stirring public interest. It was during Kargil, that the main functional aspect of media as ‘agenda setting’ was argued in public discourses. Media in compliance with the Government played a pivotal role in determining role of media, route of communication vehicles and defined their agenda as ‘framers’ for the Kargil war’s narration to the public with immediate effect. Kargil saw the media as being harnessed as the mass channels for portraying the goodwill of the existing Vajpayee –NDA government as well as the justification of the war. Where on one side, the government made sure the agenda was rightly set to harness it for vote bank for the 13th Indian General Elections, held a few months after the Kargil War. Atal Bihari Vajpayee’s pivotal role as an anchor, a ‘de facto Head of State’ during the Kargil war helped the National Democratic Alliance (NDA) attain a majority reinstating him as Prime Minister. You read "Kargil War" in category "Papers" Media can play very important roles in War and peace making. On one hand, Media could forge bonds between conflicting nations but, Media under strict scrutiny by the Central government agencies was regulated to portray the implacability of the enemy nation at the war front with their anti-social strategies. Also, media was mobilized to gather the nation under the banner of national integrity to foster patriotism among civilians and enhance their involvement with the war, inclusive of their roles both as spectators as well as participants at war. Discussion of the case War reporters, during Kargil were portrayed as extraordinary individuals who risked their lives without any means of self defence to garner news for public information. It was observed that media reporters, Journalists, photographers and media personnel returning from Kargil LOC ceased to be mere observers but, eventually had become participants in war. It may be argued that Reporters employed operated upon a unanimously agreed agenda by print and television media, but at the same time it can also be said that they were ‘sole masters’ of decisions determining not only which news stories/or war fronts were covered in their narrations but also how were they framed for the public. Therefore, not only are the stories in media biased by society’s cultural, political and economic biases but also by individual preferences For television coverage, where Cost of news acquisition set out during Kargil by media owners was huge, the agenda setting process was impacted by their commercial considerations to a great extent. Much announced by the media to be telecasting ‘eye-witnessed real war news’, the images, video clips and narration can be debated that ‘Kargil news was never value free, form the individual reporter or media house’s point of view. The mere dilemma that whether a reporter’s news was free from his comments questions the epistemology of value-free information and its dissemination. The relationship between the Audiences and Media can be interestingly questioned on what the media perceives the Audiences desire to what the Audiences actually expect the media’s role to be. Kargil can be established as a benchmark for Indian media where, the public on one hand emanded maximum disclosure of the first televised war; on the other hand they understood the security deterrents that were attached to the same. The ‘Vietnam Syndrome’ till date reminds people that wars can be lost due to the total freedom and access provided to the media in their coverage of the war. (HALI, 2000, August ) The ‘right to know’ was not much demanded as a necessity by the masses given the fact that the war was being just and the national integrity and patriotic flavoured gains were much more than the price o f death of Indian soldiers at the war front. Audiences expect the real war to be shown but at the same time, are also driven by their rationality to avoid extreme visuals of war casualties, involving both soldiers as well as civilians. To analyse the sheer brilliance of strategic operations by media analysts and planners during Kargil , one must take into account the efficient use of media to save India from the mangling received on the LOC as well as the snow capped peaks of Kargil. Indian media mobilized its resources as a response to the Kargil crisis and should be given credibility for organizing programmes, handling syndication and conducting in-depth analysis and discussions on television as well as print about Kargil, helping to stir the right essence of Patriotism amongst Indians along with establishing the goodwill of Government support. The wide array of coverage was designed and channelled successfully to convince political as well as social diplomats worldwide that it was Pakistan who had caused many grievances to the Indian side. To dupe our own Indian masses, the Chanakyan principles of deceit and lies were fully utilized to their greatest advantage (Kapila, 2009) In order to support their campaign headstrong, one of the most communist decisions by the duality of Government and media was to act as a barricade by blocking Pakistani e-newspapers on the Internet, to ban PTV from the cable networks across the nation, minimize the causality broadcast of Indian soldiers but exaggerate the defeated (and dead) army of the enemy nation. Instead, internet was used a strategic weapon to market their content in such a designed way so as to strengthen the agenda setting and help spread the propaganda. An exclusive website called as www. vijayinkargil. com. Officially trained personnel to handle PR effectively controlled the content that went online, such that any truth about crafted claims regarding any victory or casualties could not be even verified. Amongst the crafted news due to the lip service of the Indian overnment along with media included falsehood spread by telecasting lies like Tiger hill,Mirage-2000 HUD displays with manipulated information on TV News Channel like BBC, CNN a and the likes. Masses were made to believe what they saw or interact with content prepared by media. In a way, it can be said that although media did not tell the masses what to think, they effectively filtered the unfavourable and designed new content such that the propaganda for Kargil success with Patriotic fervour could resonate wit h equal consistency across Indian, not only in india but worldwide. HALI, 2000, August ) The very process by which media gathered reports at source, packaged and disseminated to a wider audience was constrained by a an array of influences ranging from broadcasting protocols and standards, battlefield censorship by the Military, delusory and misleading information campaigns controlled by the central government propaganda. This created the famously known ‘Fog of war’ during the times of Kargil. Unfortunately, although Historians should occupy the front seat in drafting of information for Kargil, the ‘first cut prepared draft of history for Kargil’ prepared by the Media Journalists had so widely been discussed and consumed by the masses that it is due to this reason, that Historians had to and will continue to dislodge the contaminants that were reasons of causing the Fog of war. (Tasneem, 2011, March) Analysis and conclusion â€Å"Four hostile newspapers are more to be feared than a thousand bayonets† —Napoleon Media as a force multiplier adds tremendous impact to the war-inflicted nations. Managing people’s perceptions of the military as a dedicated, sacrificing and dutiful organization is mandatory for nay nation; especially this was followed during Kargil times. Therefore, the need to maintain close and code of confidence between media and the Military was a mandate. (Ajay K. Rai, 2004) Apart from the blood-shed and casualities, Kargil shall be remembered in history for highly successful diplomatic media campaign. One of the most effective ways in which this was demonstrated was the fashion in which the media was censored from critical warfronts (Kargil, Dras or Batalik sector) or from volatile surety information’s. Emotional and patriotic flavoured appeals were instrumented as catalysts by the government and military to mobilize the Media to the best of their media agenda. The revolution in information technology from radio as the media during Indo-Pakistani War of 1971to widespread digitization, enhanced channelled communication methodologies and airpower employment during the Kargil war, 1999, has become the journey through which appropriate lessons have been learnt and assimilated by the Military as well as the media to work hand-in hand for any crisis that occurs in the future. A joint engagement for study of security issues (posed by real time reporting by media personnel from the battlefield) was one of the significant post war actions that were taken up for mutual benefit. (Ajay K. Rai, 2004) Thus , best of technology and public relations management helped Kargil anchors manage the ‘ Media Spin’ effectively such that today, India as a diverse and integral nation would always utilize the power of Media both as a ‘ Force Multiplier’ to help root the Agenda setting as well as a ‘Weapon of War’. This has led to increased relevance and importance being laid down in public discourses as well as central standards and protocols for masses to lay greater emphasis on the role of media in war. (HALI, 2000, August ) Bibliography Ajai K. Rai, R. F. (n. d. ). Media at War: Issues and Limitations. http://www. idsa-india. org/an-dec-00-6. html . Ajay K. Rai, R. F. (2004). Military-Media Interface: Changing Paradigms New Challenges. IDSA . HALI, G. C. (2000, August ). The Role of Media in War. Defence Journal , http://www. defencejournal. com/2000/aug/role-media-war. htm. Kapila, D. S. (2009). THE ROLE OF INDIAN MEDIA IN PROXY WAR AND TERRORISM. IntelliBriefs . Maxwell E. McCombs, U. o. (1993). The Evolution of Agenda-Setting Research: Twenty-Five Years in the Marketplace of Ideas. Journal of Communicationn 43(2), Spring. 0021-9916/93 , 58-67. Tasneem. (2011, March). How media influenced Kargil. Merinews – Power to People , http://www. merinews. com/article/how-media-influenced-the-kargil-war/15844256. shtml. The Press – The press’s many roles. (n. d. ). Encyclopedia of the New American Nation , http://www. americanforeignrelations. com/O-W/The-Press-The-press-s-many-roles. html#b. How to cite Kargil War, Papers

Organization Structure Gross Domestic Product

Question: Discuss about theOrganization Structurefor Gross Domestic Product. Answer: Introduction: There is no gain stating the fact that tourism industry forms an integral part of the economy of Australia, and in fact in the financial year of 2014-15, the tourism sector has contributed as much as 3 % of Australias total Gross Domestic product (GDP) (William 2014). The importance of the tourism industry of Australia not only lies in the fact that it helps to boost the national economy of the country, but it also creates employment opportunities for approximately 5,80,800 Australians each year (Rice 2014). Although a huge number of reputed companies are leading the tourism industry of Australia, Express Travel Group (ETG) is an important name in the travel industry. ETG, formerly also known as Orient Express Travel Group, is a very eminent travel company of Australia, headquartered in Melbourne. In its 32 years of its existence, the organization has succeeded in gaining sufficient recognition, and consequently has expanded to other parts of the world, such as Perth, Sydney and Brisbane (ETG 2016). The organization conducts integrated travel business, and hence works with the motive of offering each client the opportunity of enjoying their professional or personal cost-effective travel service. oNe of the most remarkable and unique features of the service offered by Express Travel Group, is that t offers a one stop solution to every requirement of a traveler. Companys Structure: Each travel organization has a distinct structure to be followed, that explains the professional method of administration of the organization. While discussing the structure of Express Travel Group, it is important to understand that the activities of the organization chiefly revolve around three important fields: Transportation Accommodation Information and co-operation in the form of support service to the tourists (Ashkenas et al. 2014). In terms of the professional job roles assigned to the employees, the function of the employees is being divided into the following categories: Supervisory level Executive Level Operational Level At the top level of the hierarchy, lies the higher authority, which are expected to help in the decision-making process of the organization, in order to ensure that smooth functioning o the business operations can take place. The Director, the Manager, Chief Marketing Official of Express Travel Group belongs to this group. Next, in the executive level, the organization appoints employees who handle and take care of the clients and customers, so that they can deliver efficient and satisfactory service to the clients (Subramanian et al. 2013). The Business Developer Assistant, Customer Service Manager and the Business Analyst work at the Executive level of the organization. Last but not the least, as a tourist organization, ETG will fail to operate its business activities in a an effective way, unless the professionals such as the Tour Manager, Sales Manager, Secretary and Receptionist, interact with the clients, and are able to draw the attention of the potential as well as existent c lients (Csaszar 2012). The structure of the activity of the company can be explained through the following diagram: Figure 1: Diagram Representing the Organizational Structure of the Express Travel Group Source: (Joseph 2016) As it can be understood from the above discussion and diagram, the employees of the company involved in the supervisory level are mainly responsible for promoting and marketing the business. Again, those in the executive level are assigned with jobs such as organizing and scheduling meetings and booking travel arrangements, while the employees at the operational level are responsible for customer interaction as well as multiple skills (Martin et al. 2012). Companys Leadership Style: The leadership style of an organization plays an important role, as effective leadership helps the management authority of the organization influence its employees to perform the tasks efficiently so that employee productivity can directly contribute to organizational success. The style of leadership adopted by the management authority of Express Travel Group, can be described as supportive, participative and transformative. However, it should be remembered that the organization follows a strictly hierarchical style of administration, whereby the employees holding the managerial position in the organization, maintain a social distance with the employees. Yet it should be noted, that the managers offer opportunities for regular interaction with the employees. The director as well as the CEO of the organization holds monthly meetings with the employees working at the executive level, so that they can be reminded of the vision and mission of the organization, and even introduced to the formulation of a new strategy, if necessary (Safi et al. 2015). However, though the managers have complete control and organizational power over the employees, it is worth mentioning that the officials and the chief executives of the organization never adopt an Autocratic style of leadership. The managerial leadership style is participative by nature, as the managers involved in the administrative position, invite the free, open participation of each employee, and in case a new change is being introduced, instead of thrusting the same on the employees, the opinion of the respective employees are being asked as well (Pacleb and Bocarnea 2016). The management authority has discreetly chosen the Transactional leadership style that ensures job satisfaction to the employees. The mangers and the director of the organization recognize the importance of rewarding the skill, outstanding merit and contribution of the employees. As a tourism industry Express Tourism Group, works with the purpose of offering high quality service, to the consumers, and hence management authority regularly reviews the staff performance, and even offers the opportunity to the travelers to rate the staffs, such as the tourist guide or the receptionist, based on their interaction or the quality of the service offered by them (John and Taylor 2014). On the basis of the employee reviews and traveler ratings, the performance of the employees is being measured whereby they are being offered bonuses, and other incentives and long-term benefits. Further, once a new strategy is being proposed, the administrative managers set the target for each employee in respe ctive positions, and the employees who accomplish the targets successfully within the given time, are rewarded through pay bonus and gifts. The organization does not recognize the performance of the working staffs by offering financial benefits, but rather also announces the Employee of the Month award, based on the positive feedback from the clients (Antonakis and House 2014). Companys Strategies within Australia and Abroad The importance of a strong strategy cannot be overemphasized in case of an Australian tourist company, as there is a huge variety of tourist companies which are predominating the Australian tourist industry. Hence, Express Travel Group works with a strong and extremely powerful strategy. As far as the strategies of the organization are concerned, ETG focuses primarily on two factors- a) the reduction of cost, and b) the promotion of the organization to boost the sale growth of the organization. For the purpose of cutting down the operational cost, the organization relies on high volume purchasing system so that the organization can obtain and enjoy huge discounts on the resource inputs, such as transportation or accommodation requirements. The process of bulk buying considerably helps in reducing the operational cost of the organization. Again, ETG also locates its activities in areas which enjoy the availability of cheap labor. As an online travel company, ETG needs to have call centers, and hence the organization usually sets up its call centers in some of the peripheral regions of Australia, so that it can avail the advantage of cheap and easily available labor. The company also reduces the cost of its operation, by employing the resource inputs which are comparatively cheaper. For example, the organization lowers its operational cost by forming alliance with no frills airline that charges much lower than any kind of ordinary airlines. ETG is also known for reducing its labor cost, and increasing its labor productivity, by exploiting the computer technology for substituting the need of more expensive labor inputs (Evans et al. 2012). As a tourist organization, ETG must be able to cope up with the quick expansion of the global travel market, and hence the company arranges a variety of advertising campaigns for the purpose of promoting its high quality service in Australia, as well as in the overseas market. As a tourist company, the organization has to handle a huge number of clients coming from abroad and hence promoting the organization and its service is highly important. Keeping this in consideration, the organization spends an enormous amount of money for destination advertising that helps in building its recognition among the potential international clients (Pastras and Bramwell 2012). For developing the desired foreign public perception, ETG invests much time and money in social media marketing. The management is well-aware of the importance of a search-engine optimized website, and hence instead of focusing on a single website, the organization maintains multiple macro sites for attracting the attention of the non-English speaking travelers around the world. Again, ETG also forms collaboration with various popular advertising agencies that promote the service offered by the company in respective international markets. The use of meaningful logos, and strong taglines, such as Live and Love the Australian Way, helps the organization in effective promotion of its service in the relevant international markets. Further, the organization is also well-aware of the fact that the staffs such as the front office executives, tourist guide, or the receptionists, who have to directly interact with the clients, may not have sufficient understanding of the language or the cultural perception of the clients, and hence it is important to impart training to these staffs. The company arranges regular training sessions and workshops for the employees, so that they can obtain the necessary knowledge and inter-personal communication skills required for handling clients of a different cultural origin (Bosu n et al. 2014). Personal Comment On Companys Structure and Strategy It is needless to say that ETG is emerging as an organization that has huge potential to flourish and prosper in future. However, a few recommendations can be offered here. As far as the organizational structure is concerned, it is being observed that the company follows a strictly hierarchical order which is appreciable. Again, the Transactional leadership style that relies on recognizing and rewarding the employees for their share of contribution is also admirable, as it helps in increasing the employee productivity and efficiency of the organization However, it is to be noted the hierarchical form of organization has its own cons, in the form of lack of collaboration and lack of innovation. Here, each employee is being assigned with a specific job role, and consequently flexibility of work or free exchange of ideas is not possible. Hence, for an emerging organization, like ETG, the implementation of a flat organizational structure is advisable, as with very few layers of managemen t, granting promotion or offering attractive financial benefits, is much cost-effective. Further as a result of the lack of hierarchy and bureaucracy, the working staffs will be able to work with greater flexibility and independence that will be helpful in serving the clients with greater satisfaction (Schenkel and Brazeal 2016). As far as the strategy of the organization is concerned, it is mostly focused on reducing the operational cost that may adversely affect the reputation of the organization in a highly competitive industry of tourism. Instead of reducing the operational cost, it is advisable that the organization focuses more on product differentiation policy, so that its products or service can appear to be superior to its rival organizations. The organization can introduce high quality service in its hotel chains, by introducing a high ratio of staff to guest policy. Further, the organization does not offer lucrative discount benefits to its old consumers, and hence it must focus on creating a loyal consumer base, by offering attracting discount coupons to the repeat clients, or their relatives and friends. The company is doing a great job by offering cultural training to the staffs, but a more country specific training method should be introduced whereby the culture of the countries which have the maximum number of tourists travelling to Australia must be considered while imparting the training programs. Last but not the least, the organization can also improve its tourist products, by offering new tourist tours with cultural character or treatment can have a positive impact on the international clients. Reference List: Antonakis, J. and House, R.J., 2014. Instrumental leadership: Measurement and extension of transformationaltransactional leadership theory.The Leadership Quarterly,25(4), pp.746-771. Ashkenas, R., Ulrich, D., Jick, T. and Kerr, S., 2015.The boundaryless organization: Breaking the chains of organizational structure. John Wiley Sons. Bosun, P., Tenescu, A. and Dima, I.C., 2014. Informational stocks and e-logistics management of a tourism company.International Letters of Social and Humanistic Sciences, (27), pp.75-85. Csaszar, F.A., 2012. Organizational structure as a determinant of performance: Evidence from mutual funds.Strategic Management Journal,33(6), pp.611-632. David William, L., 2014.Battlefield tourism: Pilgrimage and the commemoration of the Great War in Britain, Australia and Canada, 1919-1939. AC Black. ETG, (2016).ETG - Home. [online] Available at: https://www.etg.travel/home [Accessed 30 Sep. 2016]. Evans, N., Stonehouse, G. and Campbell, D., 2012.Strategic management for travel and tourism. Taylor Francis. John, M.C. and Taylor, J.W., 2014, August. Leadership style, school climate, and the institutional commitment of teachers. InInternational Forum Journal(Vol. 1, No. 2). Joseph, J., Klingebiel, R. and Wilson, A.J., 2016. Organizational Structure and Performance Feedback: Centralization, Aspirations, and Termination Decisions.Organization Science. Martin, R., Muls, M., de Preux, L.B. and Wagner, U.J., 2012. Anatomy of a paradox: Management practices, organizational structure and energy efficiency.Journal of Environmental Economics and Management,63(2), pp.208-223. Pacleb, T.G. and Bocarnea, M.C., 2016. The Relationship between Leadership Styles, Leader Communication Style, and Impact on LeaderMember Exchange Relationship within the Banking Sector in the United States. InChallenges, Performances and Tendencies in Organisation Management(pp. 275-287). World Scientific. Pastras, P. and Bramwell, B., 2013. A strategic-relational approach to tourism policy.Annals of Tourism Research,43, pp.390-414. Rice, P., 2014. Universal management: a proposal to change the direction of accessibility management in the Australian tourism industry to create benefits for all Australians and visitors to Australia.Review of Disability Studies: An International Journal,2(2). Safi, M.H., Mohamadi, F., Amouzadeh, I. and Arshi, S., 2015. The Relationship between ManagerLeadership Style with Job Satisfaction and Burnout in Staff of Shomal Health Center of Tehran.Community Health,2(1), pp.17-26. Schenkel, M. and Brazeal, D.V., 2016. The Effect of Pro-Entrepreneurial Architectures and Relational Influences on Innovative Behavior in a Flat Organizational Structure.Journal of Business and Entrepreneurship,27(2), p.93. Subramanian, A., Venkateswaran, A. and Fu, R., 2013. Project Characteristics, Organizational Structure, and Managerial Incentives.Organizational Structure, and Managerial Incentives (June 15, 2013).