Now, consider secondary effects of the disaster. When a disaster interrupts major infrastructure facilities, such as communications, transportation, and energy, your business's ability to function is greatly impaired. Workers can't travel and report to work. Customers can't travel to company premises or visit those companies online.

If a disaster's effects are relatively short-lived (meaning only hours or a few days), most businesses can recover. The organization can satisfy pent-up demand for services when it resumes its most critical business processes, usually those processes directly associated with revenue generation or customer service.

If a disaster's effects are more persistent, customers may temporarily divert their demand for goods and services to other suppliers (if other suppliers are available). The nature of the goods or services that an organization provides helps determine whether that organization can recover from a disaster that lasts for more than a few days.

These departments find this excess inventory attractive as it makes the performance measures look good regarding income. However accounts staff realise that the balance sheet gives a truer reflection of the companies worth through detailed analysis. This analysis of course is only as good as the methods employed and the methods available for utilisation are of limited use when dealing with excess inventory. When accountants value excess inventory they use one of two ways .The first of these ways is market value. This is not a very practical way of valuing inventory as an ongoing valuation method. The second is by way of cost value. This again is not a foolproof method because the product remains in the inventory until it is actually sold. Activity based costing, direct costing and the Theory of constraints are other methods that the accounts department have at their disposal but all of these methods seem to deal with overheads which of course are usually subject to many variances.

These variances then in turn discourage the method of detailed analysis in arriving at the companies' value. This allows the figures to be massaged to a certain extent to make their initial figures and forecasts look preferable. Simple changes in working processes and attitudes of production managers, purchasing agents and accounting staff should be explored and acted on to lessen if not eradicate the need for having an excess inventory by operating more efficiently causing less cost and waste thus taking away the need for overblown valuation of the company by creative accounting. All departments must work together to create the right mix through communication and a thorough understanding of what each department is striving to attain and how this understanding will allow the company to reach its goals on profitability revenue created through sales giving a true statement of the company worth.

The UNESCO defines culture as the “set of distinctive spiritual, material, intellectual and emotional features of society or a social group and that it encompasses, in addition to art and literature, lifestyles, ways of living together, value systems, traditions and beliefs” (UNESCO). Culture is an important aspect to consider while implementing these systems. Culture constitutes the basis of channelizing and use knowledge by providing frameworks for understanding and using the knowledge. As knowledge management is being applied in various multinational and multicultural organizations; issues in effectively implementing knowledge management in global and/or multicultural environments are surfacing. If a firm's head office in is New York and a regional office in Shanghai, cultural differences are sure to impact upon the knowledge management systems. The success of these systems depends upon identifying cultural differences between nations and understanding that value systems are not the same the world over. Addressing cultural challenges in implementing these systems to the advantage of the organization is strongly required.

It is important to understand that culture is a unique component that is so deeply rooted into people's lives that our ignorance of the same normally leads to failures. Knowledge management systems as well as other systems formed to improve an organization's performance should use all possible information about culture to escape mistakes due to lack of cultural knowledge and understanding. Some experts have proposed a Knowledge Requirement System approach to do away with the communication gap between the developers of a system and the users of the system. They identify this as one of the major reasons for systems failure. Technology is also an effective way of implementing this approach addressing the social aspects of knowledge management in an organization.

Boiling it down, it seems to be unrealistic to expect all users within the same multinational organization to possess the same cultural attributes, so knowledge management initiatives need to make out these limitations and allow for the differences. It should also be expected that the designers and developers of such a system will not belong to the same culture of the expected users. Also that information contributors and sources may be of a different context than that of the users and that the information users may not possess the same relative knowledge as the information contributors and sources. Not only traditions but the thought process as well as understanding and interpreting the order and classification of knowledge might be different. Therefore, applying cultural challenges in implementing these systems is extremely important.

Another example is the performance of the leadership of current Pakistan Government. Of course, they are occupying ruling positions, but it is very unlikely if the majority of an ordinary Pakistani Citizen view them as their rescuer. Leadership is about pointing direction, however, it appears to be that our leadership do not possess that lens which could allow them to envision the ultimate destination abound by prosperity and peace for this nation. Frustration among the people shows that our current leaders are viewed as a problem creator for them. However, Once, this nation is converted in to followers, they will bear all problems with the heart of iron.

 

However, there are so many reasons for which people are supposed to be managed for the skills and potentials they use in their respective organisations, Firms and Companies. Any Organisation that mange people perfectly well will never low in standard and also will always improve by having more prospects to the Organisations. They will always have profits maximizations and derive a unique result from every of their implementations. Any Organisation whose one of the aspirations is to manage people will never and ever depreciate in productions and market marginalisation. Even if there are so many products and market competition form one Organisation, Firm, Company and Financial Institution to another; that of the Organisation, Firm, Company and Financial Institution who manage is Staff perfectly well will be absolutely different compared to others.

There are so many ways or reasons for which people can be managed that can bring a meaningful outcome to the Name, Standard, Product and profit maximization of the Organisation. One of the main reasons is to bring the best out of them. Also, for people to be able to affect the Organisation or Firm in which they are earning their salary from positively. For people to promote of lift up the products and prospects of an Organisation to the optimal level. To polish and improve their skills so that they can utilize it to transform their yearly reports. More so, to boost the moral of the people so that the Organisations morals can be boosted.

Nevertheless, there are various ways in which people can be managed which are: developing people's basic skills. This is a medium of discovering why people behave as they do is the key to gaining their commitments. Also, by trying all the necessary means or once best to understand people's needs is another major way of motivating and thus meet Organisation's dream or demand.

By trying as much as possible to encourage people's talents, ability and as well make to be creative will bring an Organisation or Firm to the limelight and also make them to lead other Organisations. Due to lack of confidence some people seeking out to face challenges at work. Every confident that people do exhibit or operate on is at the very low level or percentage of their capacity or potential. While Organisations, Firms can try as much as possible to encourage their staffs to believe in their own abilities by giving them more task. For instance, by asking them to serve on tackling key issues of the committees can bring the best out of people or staffs of the Organisation.

People's needs go far beyond basics such as good working condition and fair pay. Meanwhile, you or Organisation cannot meet people's higher needs such as pride in work and sharing in the corporate goals of the Firms or Organisations without addressing the basics. People all over the world in different Organisations or Firms have various kinds of needs such as lower level needs salary, jobs, security and working conditions. One has to meet these basic needs, but doing so will not by itself give satisfaction. Failures with the basic needs nearly always bring about dissatisfactions of staffs because if staffs are well taking care of by the Organisations or Firms in which the put all their potentials and skill into they will always give their best all any point in time their duties arise.

Understanding the problems the staffs are going through will also bring Organisations or Firms to the successful level. Because when a staff is going through a particular problem and there is non to assist. Such a staff will be totally and completely derive dissatisfactions from work and this will affect the Organisation or Firm. On the other hand, standing firm with the person going through problems will normalize the person and as well make the person to be in happy environment that will enhance their skills, abilities and potentials which will affect the company positively. And also this can definitely bring the Organisation down.

Conclusively, always put smiles on the face of people or staff will as well encourage them and make them to give their best to the Organisation. Having said this, any organisation that always makes his or her staffs to be happy will never suffer any deficiency in terms of profits maximization.

How can we be a good organizer or professional person then? The common answer is that we have to study hard. This answer is True. However, schools, colleges, or universities just give us theories. The application of which has to be observed, searched and practiced in society. One thing we have to remember is that what we find in reality is often different from what is said or discussed in the theory. Only a small part of the subjects we have learned at school can be well applied. Besides, our relationship to society also plays an important role, Leadership, for instance, is important to get success. So, to be a good organizer we must study, get training and leadeship all at once.

The problem is where we can get leadership training. Youth organizations are the ones which are suitable for us.

Why? I think a youth organization is very suitable for us. diffrent from the one in the classroom, the situation in organization is more realistic. We will also get several advantages, when we participate in the organization:

1. We will get more friends.
2. We can improve and apply our abilities and talents.
3. We will gain more self-confidence.
4. We can broaden our views and knowledge.
5. We have opportunities to develop and correct our personality and behavior.
6. We learn how to hold responsibility.
7. We learn how to solve the problems, cope with interpersonal problems and cooperate with a lot of people.
8. And finally, we can get valuable experiences, and even many more.

Those advantages can be reached through discussions,exchanging ideas, running activities together, and so on.

How far we will get the adventages depends on what type of organizations we join, and how we make use of the chances.

Many people think that joining an organization is disadvantageous because they will wate a lot of time and energy. In may opinion, this statement is not fully correct. If we can manage our time well, that problem will never arise. Moreover, if we choose a suitable organization, we will be more motivated to study. Sometimes our activities to train us to face problems in the society. we must care about the world outside the classroom. We have to learn from the society as our success to a certain degree,will have close such a relationship. People will not value ability if we don't apply it into practice.

Well,that is what I think. It maybe worthwhile to discuss the question: Why do we join an organization? For example we can start with sharing our experiences and opinions.

A think tank basically is an organization, corporation or a group which carries out intensive researches in critical fields of national and international significance, such as, economy, military advice, business policies, strategical protocols etc. these can also be termed as policy institutes which integrate thinkers and scholars to find and analyze solutions and draft out the strategies for an issue.

It's very difficult to uncover the mystery of the emergence of the first think tank. According to some, the Brookings institution founded in the us in 1916 is the major candidate in the race to come first, but there are some who believe that the Fabian society in Britain founded in 1884 for the gradual social change is the first one to be founded. So there's a perpetual tug of war and it still remains a huge dilemma. But the formal employment of this term was brought to force by the US during the wartime when they used to refer to rooms in which strategists discussed war planning as think tanks. The first recorded use of the phrase to refer to modern think tanks was in 1959, and by the 1960s the term was commonly used to describe RAND and other groups assisting the armed forces. In recent times, the phrase "think tank" has become applied to a wide range of institutions, and there are no precise definitions of the term. Marketing or public relations organizations, especially of an international character, sometimes refer to themselves as think tanks, for example.

The Indian think tank scenario is a recent one ranging from economic studies to defence analysis and policy constructions. There are eight primary think tanks in India spread over the three main metropolitans of Bombay, Delhi and Chennai. The functions of

These think tanks are described below

The Indian Council for Research on International Economic Relations (ICRIER) - New Delhi

ICRIER, established in August, 1981, has successfully completed its 25 years, as an autonomous, policy oriented, not-for-profit research institute. It has achieved an autonomy by establishing an endowment fund, income from which meets all its administration expenses. ICRIER's offices are located in the prime institutional complex of Indian Habitat Centre, New Delhi. The prime focus of all its work is to support India's interface with the global economy. ICRIER conducts thematic research on its six thrust areas that are:

• Trade, Openness, Restructuring and Competitiveness
• WTO Related Issues
• Regional and Bilateral Issues
• Financial Liberalization and Integration
• Macroeconomic Management in an Open Economy
• Strategic Aspects of India's External Relations

The Institute for Defence Studies and Analyses (IDSA) - New Delhi

The Institute for Defence Studies and Analyses (IDSA) was established as a registered society in New Delhi on November 11 1965. It is considered to be the premier strategic and security studies Think Tank in India. Over the years the Institute has enlarged its focus of research from Defence Studies to cover issues of National and International Security. The Institute is funded by the Indian Ministry of Defence, but functions autonomously. Apart from research, the Institute also provides training programmes to civilian and military officers of the Government of India. The Indian Parliament's Standing Committee on Defence frequently utilises the expertise of the Institute.

Strategic Foresight Group - Mumbai-

Strategic Foresight Group is a think tank engaged in anticipating and influencing the future in uncertain times. It produces scenarios, creates policy concepts and facilitates political processes. It advises governments and business leaders and informs the public on future trends as well as discontinuities.

Since its inception in 2002,

• Strategic Foresight Group has worked closely with important institutions around the world
• It has advised governments in Asia, Europe, and North America
• It has deposed before committees of the House of Commons and the Indian Parliament

National foundation for India- New Delhi

The National Foundation for India (NFI) is an autonomous, professionally managed trust that works for the disadvantaged communities to help them improve their own lives.

Think tanks are a great tool for the assistance of the government and are somewhat reliable as well but they are also considered as vehicles of corporate propaganda. But whatever people might call them, they are running strong and will continue o do so in the future aswell.

In culture studies, culture is seen as mental programming, where patterns of thinking, feeling, and acting are seen as mental programmes analogous to computer programming. Upbringing plays a major role here, and culture is generally considered learned and not inherited. The sources of an individual's mental programming lie within the familial and social environment in which he/she grew up as well as the individual's collected life experiences. Significantly "culture" refers to the process of socialization, which encompasses all the rules, regulations, assumptions, mindsets, world-view of the family/environment/society in which the individual lives and grows up. Culture enables individuals to play a normal role in society by teaching and shaping human behaviour in accordance with the values and norms that are accepted in that community.

Cross-Cultural studies build on the conviction gained from different fields like social anthropology, sociology, or organisational psychology that all societies, traditional or modern, face the same basic problems; only their approaches at finding answers differ. The "Onion" diagram or the "Iceberg" model, try to explore cultures at different levels of depth. Different theorists like Hoffstede, Trompenaars, or Geertz try to understand differences among cultures through value differences along quantifiable dimensions.

Though they are very valuable tools for understanding cultural differences, identifying barriers, and finding ways of working around them, they suffer from some shortcomings.

Firstly, the concepts of ethnicity and nation-state are considered to be equivalent, which is not often the case in real life nowadays. Not all German or French citizens are ethnic Germans or French and diversity creates complexity in behaviour patterns.

Secondly, scholars like Nigel Holden criticize the concept of "culture" as a 19th century concept based on culture as difference.

Thirdly, much of cross-cultural literature present these "dimensions" e.g., Hofstede dimensions uncritically as fact rather than theories with significant inherent limitations.

Last but not the least, the role of the particular industry/field and the organisation is not given due importance, though it might sometimes override ethnic cultural "dimensions". In spite of having very different cultural "dimensions", a German software designer might have more in common with a Russian software designer rather than with a German investment banker.

In a business context, two other dimensions complicate the picture. The culture of the profession/field and the organization play a major role in the success of organisational socialization, or how the newcomer successfully integrates and functions in the organisation. The behavioural/mindset expectations that newcomers must acquire in order to become investment bankers are very different from the behavioural/mindset expectations of DJs in the music industry. A 150 year old multinational in the steel industry, which still runs as a family business, is an entirely different world from a website graphics design startup business with 25 year olds.

Another aspect that these "cultural dimensions" measure somewhat sketchily is mindsets or world-view (Weltanshaung as the Germans call it). Scandinavians often believe that the Nordic model of welfare state is the supreme achievement of mankind and all other societal models are somehow inferior. Scandinavian society is often extremely arrogant when the question of recognizing an immigrant's educational and professional qualification comes up, especially if the immigrant has not been trained locally or at an elite Western educational establishment like Oxford University or Harvard. A very qualified surgeon from China or Brazil with 20 years experience might be required to take basic courses to "bring her/his qualifications up to the local level". This might cause very much resentment possibly affecting work commitment.

Typically the cultural barriers that are encountered in the business world originate from inadequate knowledge about:

• How different orientation to time and space affects behaviour
• Do people from different cultures have different expectations about induction and socialization from the firm and colleagues?
• Differences in communication methods (e.g., do they like to physically meet and discuss face to face or think over things alone and then e-mail own comments, do they signify dissent bluntly or keep silent)
• How people process information (do they take notes silently or air their views dramatically during presentations etc)
• What does it mean if the organisation is hierarchical and not flat
• Differences in how managers delegate, supervise and follow-up tasks
• How managers and subordinates see each others roles
• What different areas corporate social responsibility is seen to encompass (the Indians or the Japanese see the role of managers and the company very differently from the Finns or the Danes)
• How are Career and Performance Management implemented?
• Do employees from different cultural backgrounds have different concepts of getting and giving respect?
• How do the special characteristics of the field/industry affect daily behaviour?
• How important it is to learn the particular organisational culture of the firm?
• How does the equation of human capital, cultural capital, social capital as well as spiritual capital work for each person?

An organization's strategy for dealing with cultural barriers should entail the following steps:

• Identifying precise nature, location and origin of barriers
• Deciding the aims of intervention - why and to what degree that particular barrier needs to be removed
• Choosing the method of intervention - is training the preferred method, should it be individual or group training, one time or repeated, self-learning or group learning etc
• Ways of securing commitment to change - people involved should know why changes are desired and what are the benefits for them
• Damage control strategies - what to do when things go wrong with interventions
• Follow-up mechanisms to prevent relapses, support learning, reward achievements and monitor overall success

If an organizational environment is stable and predictable then traditional organization of work on the basis of division of labor and hieratical structure and bureaucratic practices and process are sufficient to meet the goals of an organization. This because the problems to solve are mostly predictable and the processes and policies if staff is supervised effectively then the organization can meet the goals. In addition, the organization will not face unexpected issues or problems to solve and the speed of change is slow and not dynamic and discontinuous and there fore the operations organized in this sense need not to be flexible and can be rigid and the change process can be orderly in a slow phase. As well, if staff is having a culture in a hierarchical organization they mostly like to have clear instructions from above and they normally don't like to face unexpected problems and don't like challenging work. Therefore in such conditions teams are not relevant and they will be ineffective.

In other words, teams will not be effective if the work is organized in a hierarchal structure and based on bureaucratic control, strict division of labor and the tasks are not complex and can be divided in to manageable parts and the external environment is stable. Teams will not be effective in all conditions and the quality of teams and how it is managed. As well, in all organizations hierarchical structure is applicable to some extent as division of labor is inevitable to enhance productivity and group similar activity so that specialization can occur.

However, due to human factor and co-ordination problem and communication channel gets bigger the organization becomes very inflexible and rigid to respond to changes in the outside environment. This is one of the disadvantages of hierarchical organization.

Teams become effective, if teams are managed properly and staffed with appropriate skills and the objective of the team is linked with organizational goals and the problem needs innovative solutions and open communication necessary for quality improvements on a continuous basis then teams become more effective in these conditions. As well, if the nature of operations are complex and brain storming is necessary and staff are motivated by challenging jobs and like to take part in decision making rather than motivated by money alone then, if teams are built properly and have adequate resources and top management support teams become more productive as well as effective teams.

As discussed above, teams will not be effective in all conditions and the team effectiveness depends on the conditions and the quality of the team in terms of skill, motivation, clear goals and top management support as well the nature of task itself is complex and needs team work to resolve issues as nobody knows every thing of the issues affecting their work. This is one of the reasons some teams fail and some teams are successful in meeting organizational goals.

The main purpose of teams is to solve problems quickly ad to adept to external conditions as soon as possible and meet quality standards and produce innovative solutions to the work problems and issues of improving efficiency of operations and safety as well as quality to meet organizational goals in dynamic and competitive external environment.

If this purpose is not emphasized then the team can meet its goals but not attain organizational goals and becomes dysfunctional at best.

In most cases , a lack of communication is the root cause of many problems in an organization. Many efforts and initiatives are rendered useless in the absence of proper communication. In my case, it was a lack of proper understanding of concepts which, as a result, failed to materialize. So, I set up an objective to make people realize my concepts through a proper means of communication. So it was required to motivate the staff of all departments about the communication process that leads to an understanding of inter departmental concepts and objectives and ,thereby, leading to a successful realization of the common organizational goals. So, here follows my study that I used for my presentation on communication.

I started with the definition of communication. It may be defined in various ways : a meaningful interaction, information sharing, a linking force, understanding each other etc. After all, it's a fundamental requisite of life. It's a two way process . It starts with a communicator who ideates, encodes and transmits a message ,which is then received by a communicatee who responds to it ,thereby , resulting in a desired action. The process of communication includes the following:-

1. Communicator
2. Communicatee
3. Message
4. Medium

Thus, for an effective communication to take place we have to consider all of the above components of communication. Here, an adequate choice of medium is very important to convey the message in a way that has the desired impact.

There are several barriers to communication. These barriers result in distortions and misunderstandings ,thereby, leading to various problems. Some of these barriers may be listed as follows :-

1. Physical barriers e.g. noise, time and distance.
2. Semantic barriers e.g. wrong interpretation of words
3. Inadequate medium of communication
4. Psychological barriers e.g. ego, attitudes, beliefs etc.
5. Lack of information

Presence of one or more of the above factors leads to a lack of communication , which further results in the following:-

1. Information gap
2. Alienation
3. Relationship problems
4. Misunderstandings
5. Crisis situations
6. Organizational conflicts
7. In-efficient performance
8. Disintegration
9. Lack of co-ordination

So , we can say that a lack of communication is the root cause of many organizational problems. For example, while inspecting the retail store, I came to know that most of the floor staff was unaware of the reason and terminology behind the concepts that need to be implemented. Hence, there was an improper implementation of the plans. Why? Just for the simple reason that the concepts were not properly communicated to the ground level staff. As a result, there was a lack of awareness and motivation among them with respect to the implementation of ideas.

Thus , we need to ensure proper communication at different levels ,without which all our efforts go in vain. Here are a few principles that we can keep in mind so as to ensure an effective communication :-

1. Communication is a two way process
2. Decide on what to communicate and why
3. Ensure a proper time and place
4. Be clear about the medium and the language used
5. Avoid irrelevant communication
6. Remember the various barriers to communication ,as stated above

Based on the above study , I made a presentation before the staff members at different levels. This was followed by workshops on communication, whereby, the above mentioned points were practically illustrated in real life situations. Thus, I met my objective to make the staff realize the importance of communication and , thereby, motivating them for an effective communication process.