I=PAT

Doucet 2010

I = PAT Paper

The I =PAT formula seeks to identify the impact (I) human population (P), affluence (A), and technology (T) has on the environment (Dietz and Rosa, 1994). Hynes (1994) believes the appeal of using I=PAT to discuss environmental issues is the simplistic physical insight it provides. Traditionally, the (P) variable denoted the most importance, but trends in developed countries such as Canada, are causing widespread critique of the importance placed on population (Sherbinin, Carr, Cassels, & Jiang, 2007). Many believe technology is responsible for the greatest impact in developed countries (Commoner, 1972). Nonetheless, the single most important variable impacting the Canadian environment is the population (P) because its great influence of and interaction with variables (A) and (T). First, Canada’s promising land allowed early habitants to develop affluence and technology. However, the impact of an increasing population, coupled with abundant natural resources enabled and pressured the Canadian economy to grow. Second as the economy matured, the population grew more, the more the demand for consumption grew, and the more waste accumulated. Third, in the relationship I = PAT, the impact of (P) can explain the changes in the growth of (A) and (T). The size of (P) affects the affluence in the economy, which in turn affects the amount of capital used to develop new technology.

The debate

One of the most important arguments regarding I=PAT is determining the variable that impacts the environment the most. Many refute the theory that (P) is the most important variable as developing countries with very large populations have smaller impacts on the environment than developed countries with relatively smaller populations (Commoner, 1972). Commoner (1972) argues that technology is the culprit as evident by the fast growing pace of technology and the stable growth of the population in developed countries. However, each of the variables holds different levels of importance in different environments and economies. Canada’s environment is ideal for a growing economy. Canada’s rich natural resources have made it possible for individuals to flourish and for the economy to grow. The country’s natural resources have made economic profits and investments in technology possible. In early history, many migrants were attracted to Canada for its rich land. Affluence and technology did not take precedent until the population grew denser. Larger communities required greater affluence and efficient technology to support the population. Thus, although the impact from technology is growing faster than affluence or population, it is driven by needs of the population. A massive reduction in the population level would inevitably curb the need for innovative technology, and decrease production as consumption would also decrease.

The impact of (P)

Evidence to support the debate of population’s impact is seen even when measuring the (P) variable independently, one can denote that a greater population can have a greater impact on the environment. “All people use resources and create waste, and many people have children who use more resources and create more waste” (Hynes, 1994, p. 19). In 2006 Canada’s population rate alone had almost doubled since 1956 (Statistics Canada, 2008). As the population in Canada has grown so has the amount of CO2 emissions, pollution, and the loss of wildlife habitats (Statistics Canada, 2008). However, the greater impact of Canadian’s on the environment is not attributed solely to an increase in population. This is evident when looking at the rates of growth of both the population and impact on the environment. As noted by Statistics Canada (2008) “ Population growth is an important piece of the puzzle for understanding our impact on the environment; however, it must be considered in conjunction with the other pieces” (Para 19).

The impact of (P) in conjunction with (A) and (T)

Although the size of the population is an important variable in measuring society’s impact, there are two other variables that interact with (P) to determine the full impact on the environment. Those variables are affluence (A) and technology (T). Variable (A) is measured by GDP or per capita consumption, and (T) expresses the amount of technology used to supply units of consumption (Gretchen, Daily, & Ehrlich, 1992, Para 10). Therefore, the total affluence and technology used in the Canadian economy also impact the environment. The consumption function of an economy is not based on population alone, but on marginal propensity to consume, which is based on income. Wealth is an important component as it drives an economy’s GDP (A). The more wealth there is, the more consumption, and waste (Dornbusch, 2005). The same holds true for technology as it increases the productive capacity of the economy (Gretchen, et al., 1992). Statistics Canada (2008) reported that the national growth in automobiles outpaced the growth in population during the late 50s, 60s, and 70s. The growth rate in consumption can be attributed to increases in affluence and technology. Dornbusch (2005) states that GDP is a measure of aggregate demand. There are three ways GDP can grow. The first is an increase in the population and pressure for more goods to sustain the population. The second is increased demand for goods from a larger propensity to consume because and the wealth effect. Last, a greater propensity to consume and economies of scale reduce prices. Although (A) and (T) are measured independently, an increase in population not only increases the multiplier effect but it can also increase each variable.[1] To grow GDP, production needs to increase, which entails more inputs such as labor (Dornbusch, 2005). The relationship between labor and capital demonstrate that a larger population increases GDP or affluence (A). GDP increases wealth, and new technologies are developed due to economies of scale. Nonetheless, although affluence and technology greatly impact the environment, their interaction with population produces the greatest impact.

Conclusion

I=PAT, although simplistic, allows individuals to measure the impact interactions between population, affluence, and technology have on the environment. Critics argue that technology in developed countries is the culprit. But strong evidence suggests that population is responsible for the greatest impact in the Canadian environment. It is not population alone or the figure represented by the variable that measures the full impact. Rather, the full impact is measured by the role it plays on the growth rate of affluence and technology.

 

 

 

 

 

 

 

 

 

 

 

 

References

Commoner, B. (1972). The environmental cost of economic development. In Population resources and the Environment. Washington, DC: Government Printing Office.

Dietz, T. & Rosa , E.A. (1994). Rethinking the environmental impacts of Population, Affluence and Technology. Human Ecology Review. Summer/Autumn, (1).

Dornbusch, R., (2005). Macroeconomics (7^th ed.). Canada: McGraw-Hill Ryerson.

Gretchen, C., Daily, & Ehrlich, P.R., (1992). Population, sustainability, and earth’s carrying capacity: a framework for estimating population sizes and lifestyles that could be sustained without undermining future generations. American Institute of Biological Sciences. Retrieved on October 14^th from: http://dieoff.org

Hynes, H. (1994). Taking population out of the equation: Reformulating I=PAT. Women’s International Network News, 20(4), 19. Retrieved from MasterFILE Premier database.

Sherbinin, A., Carr, D., Cassels, S., & Jiang, L. (2007). Population and environment. Annual Review of Environment and Resources (32), 345-373. Retrieved from: www.anualreviews.org

Statistics Canada (2008). Canada’s growing population and its environmental influence, 1956 to 2006. Retrieved on October 15, 2010 from: http://www.statcan.gc.ca

 

 

 

 

 

---

[1] When (P) increases the value of P creates a multiplier effect on (I) as the greater value is not added to (A) and (T) but multiplied. I = (P) x (A) x (T). However, and increase in (P) can lead to an increase in (A) and (T) as these figures are calculated on a per capita basis. Therefore, (I) would derive from a multiplication of larger (P), (A), and (T) variables.

The Implementation Process (Business Analysis)

Doucet (May, 2010).

The Implementation Process

Before beginning the implementation process it is important to assess the organization’s readiness (BABOK, 2009). The organization readiness assessment provides a description of the effect(s) a solution or decision might have on the organization and helps the stakeholders identify if the organization is ready for the changes the solutions will introduce.

Step 1. Making a decision for implementation

(Note Step 1 of the implementation process is one of the final steps in the decision-making process, and thus will not be touched on in great detail. The decision-making process incorporates Implementation, thus both can be thought of a cycle feeding each other).

1.1   Follow an effective decision-Making process:

Frame the Problem	Identify the Problem Define criteria, goals, objectives Evaluate effect of the problem
Making the Decision	Identify causes of the problem Frame alternatives Evaluate impacts of alternatives Make a decision
Evaluate the Decision	Implement the decision Measure impacts

Note: From the University of Phoenix website (2004).

1.2.0 Guidelines:

1.2.1 Focus on meeting a timetable

1.2.2 Identify obstacles in implementing a decision

(Note: some obstacles may be found through a Force Field Analysis- explored in the Appendix).

Below are some common examples of obstacles (to implementation) that can occur in an organization:

• Board resistance; • Competing business priorities • Management opposition or inertia; • Lack of awareness of the issue; • No existing Code of Conduct; • Cost concerns; • No clearly assigned responsibility for the implementation project.

Step 2. Plan the Implementation

• Set the framework: Establish a common understanding of the task and agree on aims, objectives and a timetable carried out by a risk-assessment.

• Test the “written” policy, or decision with scenario drafting

Step 3. Develop the project (decision)

• Fill out any missing details; turn decision into well-documented change management exercise with timelines, responsibilities and goals.
• Integrate policy or decision into organizational structure:

– Conduct Force field analysis if needed

• Assign responsibilities
• Review the capacity of support functions
• Review the capacity of operational functions
• Adapt existing policies to meet and fit in with new decision and policies
• Develop training programs for converting staff to change management if needed
• Develop the communication strategy
• Prepare for incidents and events of non-conformity of new decision

Step 4. Implement the decision (Get it working!)

Going from decision-making to implementing a decision is often a grueling task and one that requires a lot of time and effort. To ease the transition it is often helpful to elicit the aid of an SME.

Implementation Subject Matter Expert (SME)

A list of potential individuals responsible for implementing a decision in an organization:

Developers/Software Engineers, Organizational change management Professionals, System Architects, Trainers, and Usability Professionals (BABOK, 2009).

• Communicate the new policy or decision
• Implement the training programs

Step 5. Monitor

5.1 Problem Tracking: An organized approach to the tracking, management, and resolution of defects, issues, and problems (BABOK, 2009).

Problem Tracking can involve using an IT system to track problems or issues that users report. Problem records can also be used and should include the following information for the problem tracking to lead to a successful and timely resolution of problems;

A description, the name of the person who identified the problem, the date identified, the impact, the priority, the date the problem must be resolved, the owner of the assigned problem, the status, the action needed to resolve the problem, the person responsible for the problem, the completion of the date of action, and the outcome (BABOK, 2009).

Step 6. Evaluate and improve the decision and or implementation (if needed).

• Receive feedback from monitoring

• Evaluate effectiveness

• Report to management

• Board review and sign off

The process has come to a full circle and any steps or processes needed to evaluate and improve the decision and or implementation may be repeated if necessary.

Review: Implementation steps recalled in organizational matrix plan (Appendix B)

References

International Institute of Business Analysis (2009). A guide to the Business

Analysis Body of Knowledge (BABOK Guide) Version 2.0.

MindTools.com (1995-2010). Understanding the force field analysis. Retrieved on

June 3^rd, 2010 from: http://www.mindtools.com/pages/article/

newTED_06.htm

Transparency International (July, 2005). Business principles for countering

bribery: six step implementation process. Retrieved on May 29^th 2010

from: http://www.transparency.org/global_priorities/

private_sector/business_principles/six_step_implementation_process

University of Phoenix. (2004). Decision-making steps appendix. Available from the

University of Phoenix student/faculty website: http://ecampus.phoenix.edu

(Retrieved May 27, 2010).

International code of ethics

Doucet, Van-Kampen, Mworia (2010).

International Code of Ethics

The international code of ethics presented below will serve as a moral compass to aid global organizations in business decisions. The stipulated code will serve as a standard in global ethics to establish and regulate ethical, social, and environmental responsibilities of companies operating in global markets. The established standard will become a useful tool in comparing, and measuring the level of responsibility taken by global organizations. As such organizations will be held accountable to ensure their decisions do not cause negative social outcomes on foreign economies.

Code of ethics

1. Respect the economic and social environment of foreign markets. Carefully measure the impact of business on:
   1. The economy: The ethical organization will care about the global economy by helping to create positive economic conditions not only for the wealthy but also for the most vulnerable of citizens as well.
   2. Social welfare: The business or institution  shall take action to ensure not to harm social welfare with the introduction of business in the foreign economy. The organization will not take part in business that will destroy the livelihoods of citizens, otherwise harm, or take advantage of citizens.
2. Laws and regulations:
   1. Respect the rules, laws, and cultural behaviours and traditions of foreign countries when conducting business in foreign markets.
   2. Political climate: The business or institution shall understand and respect the politics and the way that the government is governing the country in which trade will be happening.
   3. Multilateral trade: Organizations will support trade agreements between many nations at once. Multilateral trade allows all nations involved in the agreement equal trading treatment.
3. Respect the environment of foreign countries, and avoid business activities that would otherwise damage it or impede it:
   1. Avoid illicit operations:  Do not conduct illegal business questionable in ethical behaviour.
   2. Environmental pollution: Do not conduct business in foreign countries that one would not conduct in one’s own country for the purpose of preserving one’s own environment at the detriment of another’s.
   3. Exploitation of resources: Do not conduct business in any way that will take natural resources and exploit and possibly cause extinction of such natural resources.
4. Corporate Culture requires that all involved organizations understand the culture of other countries and in unity develop guidelines that will help form a shared culture.  A corporate culture has:
   1. Shared goals and values: Deciding what is good and bad for all those involved sets a guideline of expected behaviour.  Establishing goals declares what need to be achieved and all parties can focus on attaining the desired results.
   2. Learning culture: Such a culture will facilitate sharing knowledge among teams.  It will also help in reviewing the successes and failures in the relationships as they seek change.
   3. Clan control of values: A requirement for non-straightforward issues, requiring trial and error, adaptation, and flexibility.
   4. Leadership: By example, successful leaders will lead all teams in enacting the proposed code of ethics.  Followers adopt the values portrayed by their leaders even when they are not seen as ethical.
5. Study the foreign culture to form an understanding of, and respect of the rules that form the ethics behind cultural differences. According to  Dr. Greet Hofstede there are five dimensions that form different cultures:
   1. The power distance index (PDI):

This index focuses on the degree of equality and inequality between the country’s people. Two categories make up the PDI: The High Power and Low Power Distance. High Power Distance refers to the inequalities of power and wealth and how much growth is allowed in the society., a High Power Distance example is a caste system. Low Power Distance ranking is the gap between the power of citizens’ and their wealth. The polarization gap between wealth and power is wider in the Low Power Distance ranking system.

1. The Individualism index (IDV):

This Index focuses on how much members of the culture define themselves apart from their group memberships.  Hofstede uses two category’s in the IDV: High Individualism and Low Individualism.  High Individualism refers to people who develop and display their own individual personalities and loosely affiliate themselves with a group’s personality. Low Individualism refers to the high affiliation that one relates to their group’s personality.

1. The Masculinity index (MAS):

This Index focuses on the traditional value of Male and Female power, control, and achievement.  Hofstede uses two categories, Masculinity, and Low Masculinity.  Masculinity refers to a culture  driven by men. Men hold all the power and control the household. Low Masculinity refers to a culture that has equal power distribution between men and women.

1. The Uncertainty Avoidance index (UAI):

This index focuses on how hesitant the society is toward the unknown and the attempt to minimize uncertainty.  Hofstede uses two category’s, High Uncertainty Avoidance and Low Uncertainty Avoidance. A High Uncertainty Avoidance Orientation refers to a culture whose rules are set in place to help reduce the amount of uncertainty in the future. Low Uncertainty Avoidance refers to a culture being more flexible to rules and guidelines, and less worried about the future. This society also has more tolerance for a variety of opinions and lifestyle differences.

1. The Long- Term Orientation index (LTO):

This index focuses on the society’s value on history, culture, and long- term devotion to traditional thinking. Hofstede uses two categories, High Long-Term Orientation and Low Long-Term Orientation. High Long-Term Orientation refers to a culture that values history, long-term commitments and tradition. Low Long-Term Orientation refers to a culture that does not value the past or present and has more of a focus on the future. In Low Long- Term Orientation changes occur more frequently and commitment levels are low in traditional style thinking.

How the proposed code is ethical

The stipulated code of ethics can be used to create an organizational goals and an organizational vision that will help direct the business in ethical activities.

Goals define expected outcomes hence removing any doubts on what is the purpose of working together.  Such clarity does show ethics.  Clan control solves problems that have “no one best way” of handling them.(Bateman-Snell, 2007).  It ensures that all involved parties will fulfil their obligations to the best of their abilities and creates a fair environment. Leaders play a big part in defining the culture within the organization and they will influence employees behaviour.  A good leader will empower teams to create trust and achieve goals. The values and ethical standards of an organization will define what kind of leadership is seen within the organization.  Effective leaders will ensure that all individuals follow the code of ethics. In addition, the stipulated code of ethics covers areas of uncertainty and establishes a framework in which organizations reflect beyond their ability to profit from conducting business in a foreign country but also on the impact of their presence on the country. The code of ethics attempts to bridge the gap between what is morally right and wrong. For example, the bullet points cover issues such as harming the livelihood of citizens, or taking advantage of them.

Finally, the last bullet covers studying cultural differences in societies to ensure that any business activities do not offend the culture of the country penetrated. Using Hofsted’s study of cultures the stipulated code of ethics highlights that every global organization must take steps to protect the individual beliefs that make a culture unique. To be ethical it is important to gain an understanding of the cultures an organization is doing business with to ensure that members are not disrespecting sacred beliefs and subtle differences.

What one can be learn about ethics from other cultures:

No one culture is the same as the other and what people term to be ethical or unethical has a greater influence by their culture. Learning different ethics offer organizations a unique scope on what is seen as important from a multinational level of doing business. Ethic understanding is pivotal in succeeding in today’s multinational, multigenerational, multicultural world so that a company can understand and comprehend the layered complexion of today’s market and today’s consumer.
Conclusion

Cultural values greatly influence ethical standards as well as behaviour in business. Great leaders will show sacrifice for values that form an international code of ethics by sending a clear and strong message on the importance of ethics.

References

Bateman, T.S., Snell, S.A. (2007). Management: Leading and collaborating in a

competitive world (7th ed.). New York: McGraw-Hill.

ITIM International (2009). Greete Hofesteede 5 Culture Dimensions: Retrieved June 3,

2010 from http://www.geert-hofstede.com/

Creating a Healthy Organizational Culture

Jenna Doucet (August, 2009).

Creating a Healthy Organizational Culture

Leaders and managers play a large role in influencing an organization’s corporate culture. All companies have a corporate culture. “Culture serves as a foundation for an organization’s management system” ( Pool, 2000, p. 373). Pool (2000) proposes that an organization’s culture can positively reinforce the practice of optimal praxis and behaviours within an organization. It is the responsibility of management to maintain and establish a positive culture. A good leader establishes a positive and healthy organizational culture by motivating his/her subordinates to perform at a high level, by promoting open communication, and establishing positive authority. Furthermore, to succeed in establishing a positive atmosphere and a culture where employees encouraged to thrive, it is essential that managers go beyond good management and become great leaders.

Motivating employees

Goltz (2009) states that some cultures promote productivity while other cultures are destructive to the organization. A productive organization is one where employees are motivated to contribute their best efforts. A healthy culture promotes employees with a healthy appetite for performance and success. One of management’s most crucial roles in establishing a productive culture is to motivate subordinates. Bateman and Snell (2007) suggest that effective managers must identify which behaviours they wish to motivate employees to exhibit. Motivating individuals to perform at a high level is usually a big priority. In order to motivate employees management must set goals that motivate. Goals that motivate are those that appeal to individuals and do not conflict with their personal values. Goals should be measurable and quantifiable so that employees are motivated to achieve them. Another great tool in motivating employees is by using positive reinforcement. The law of effect writen by Edward Thorndike in 1911 states that “behaviour that is followed by positive consequences will likely be repeated” (Bateman and Snell, 2007, p.430). The above motivational tactics are process oriented, however motivation is most successfully achieved when the processes underlying motivation are combined with content theories that account for personal characteristics and needs. Understanding an employee’s needs and accommodating those needs is essential in motivating those individual’s to perform at a high level (Bateman and Snell,2007).

Open communication

Promoting open communication is a concept discussed by many organizations and implemented by few. Establishing open communication channels in an organization is a challenging task, however it is one of the most important tactics management can utilize to create and maintain a positive corporate culture. Outlined below are some tactics effective managers and leaders use to encourage effective communication in the organization.

–       By holding monthly or quarterly staff meetings in which the atmosphere is casual

–       By posting notices and information on staffroom bulleting boards

–       By sending information through intranet, or emails and by invited questions and comments from staff members

–       By implementing an anonymous suggestion box or message billboard.

–       By Maintaining an open-door policy in the managers office

–       By holding casual staff outings

Positive authority

The power and authority of management may be established in many different ways, sources of power come from both negative and positive sources. A positive organizational culture, however centers on management’s ability to establish authority in a positive light. Below are some tactics managers can use to establish positive authority.

–       By establishing reward power by influencing others to follow his or her guidance in holding valued rewards (Bateman and Snell, 2007)

–       By establishing referent power by socializing with employees and demonstrating admirable characteristics to influence individuals to perform based on a desire of approval or admiration (Bateman and Snell, 2007)

–       By establishing expert power by demonstrating or gaining expertise and knowledge and encouraging employees to learn and gain from his or her experience (Bateman and Snell, 2007)

Managers and leaders

Bateman and Snell (2007) say that “effective managers are not necessarily true leaders” (p.395). Where effective managers and true leaders differ is in their management style; good managers limit their concern to the day to day complexities of an organization, while, true leaders orchestrate important changes in the organization. For example true leadership requires going beyond management’s responsibility of planning and budgeting routines, structuring the organization, staffing and monitoring activities by creating a vision for the firm and inspiring individuals to reach for that goal. ( Bateman and Snell, 2007). A good leader’s traits are not necessarily all that different from a good manager’s traits, the difference lies in the leader’s ability to make use of his or her characteristics. A good leader possesses drive, that is they have a high regard for achievement and are constantly striving for improvement. Secondly, the good leader exerts leadership motivation, that is, they show interest and desire to lead individuals. In addition, a good leader is concerned with his or her integrity, shows self-esteem and finally has a high level of knowledge about the industry and the company he or she is working for. Furthermore, leaders and managers differ in their management behaviours. A good manager’s behavioural approach centers on task performance (getting the job done), while good leaders also focus on group maintenance and the concern over their follower’s participation in decision-making. The good leader exhibits behaviours that demonstrate concern towards a group as a whole and towards individuals on a personal level, they express concern over areas such as trust, open communication, mutual respect, and loyalty (Bateman and Snell, 2007).

Conclusion

Management plays a large role in creating and maintaining a healthy corporate culture. First and foremost, a healthy organizational culture motivates employees to perform. Motivation can be established by providing individuals with motivational goals that are measurable and quantifiable, by inserting positive reinforcement policies and by understanding and appealing to the needs of employees. Tactics that can be used to promote a positive culture are establishing and promoting open and effective communication between management and employees and by establishing positive authority through reward, referent and expert power. Lastly, a healthy culture is lead a team of individuals who are able to double both as good managers and great leaders. True leadership involves going above and beyond the traits, behaviours and approaches of a good manager.
References

Bateman, T. & Snell, S. (2007). Management: Leading and collaborating in acompetitive world (7^th ed.) New York: McGraw-Hill.

Goltz, J. (Oct 2009). Corporate Culture.(STARTUP; Taking Ownership)(Column). FSB, 19,(8), 61. Retrieved August 31, 2009 from General OneFile via Gale.

Pool, S. (2000). The learning organization: motivating employees by integrating TQM philosophy in a supportive organizational culture. Leadership & Organization Development Journal. 21(8), 373-378. Retrieved September 2^nd, 2009 from General OneFile via Gale.