Fetal Homicide in Florida Research Paper Example | Topics and Well Written Essays - 250 words

Fetal Homicide in Florida - Research Paper Example In accordance with the issues discussed in the paper the law defines the death of a viable fetus as the death of unborn child and any fetus killed by a violent act against the pregnant woman is termed as manslaughter. Each person has the right to life and so is the fetus or the unborn child. The fetal homicide laws recognize all stages of the fetus as being victims of abortion and any abortion is termed as fetal homicide. The fetus is recognized as a developing human being from conception to birth. The killing of any unborn child has also been categorized as manslaughter in the fetal homicide laws just the same as the killing of the mother. Three standards are used in determining whether a fetus is a person. Born-alive standard is when the fetus is born alive, the viability standard is used when a fetus is capable of having a meaningful life outside the womb and the conceptions standard is that life begins at conception and that any conceived fetus qualifies to be a person. Under com mon law, a child is only considered as a person once it is delivered alive. However, life begins at conception and should any fetus should be considered a person. Death is the failure of the fetus to be born alive. The conception standard should be used in the modern statutes as this will prevent any abortion or homicide on unborn of the unborn child. Any unborn child should be left to grow in the mothers womb until it matures not unless there any medical conditions.

Change management situation in a Police organisation

Change management situation in a Police organisation This essay will analyse a change management situation in a Police organisation, comparing approaches to leadership, analysing the efficiency of interpersonal skills for a Leader and analysing the role of a Leader within the Police environment, taking cognisance of the principles, theories and approaches to Leadership. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realise your own leadership potential. The Police service in Scotland has under gone many Change Management Situations over the years. In 1975 the Local Government reorganisation brought about the amalgamation of the Burgh and City police forces into the eight territorial forces that we recognise today. At the present Strathclyde Police are undergoing a significant change management situation, the result of which is the implementation of Variable Shift Agreement (VSA) across the force at operational level. EVALUATE APPROACHES TO LEADERSHIP The introduction of the VSA saw the force revise its traditional four group system for core uniform coverage into a five group system. The demands of the new arrangement meant that the leader (Chief Constable) was tasked with altering the resource management for each of Strathclydes territorial divisions considering factors such as: Length of Service and age Specialities i.e. Public Order , Firearms Gender These factors were all considered to provide an equal share of skills and experience across a Division as possible. This could prove the cause of friction between the management and subordinates, as well formed; productive shifts could be fragmented and divided up across a division. Kotter (1990, cited in Leadership 2009) observed that managers and leaders have three main tasks that they accomplish in different ways: Deciding what needs to be done Shift pattern must change to give better work life balance, better service to the public and more efficient use of resources. Creating networks of people and relationships that can accomplish the agenda Setting up of a review and implementation team, looking at best use of resources. Trying to ensure that people actually do the job monitoring the results of the newly formed shifts through Key Performance Indicators (KPIs) such as cases submitted, stop searches undertaken and absence management. In the implementation of the VSA shift pattern the leader involved, more or less followed the three tasks as observed by Kotter, however depending on the leaders rank within the hierarchy, their approach to the same task will differ. Remembering that there is a difference between leaders and managers Kotters approach allows Leaders to concentrate on the creation of strategies and visions for the future, communicating and committing to achievement of these visions and motivating others despite obstacles to change. During this change management situation the Leader was more concerned with focusing on the implementation of the VSA rather than focusing on the needs of the employees. Lewin et al (1939, cited in Leadership 2009) identified a leadership approach, sometimes referred to as the behavioural approach: Autocratic (or authoritarian) style where the leader concentrates on getting the job done; the leader takes responsibility for everything that is done e.g. making decisions , allocating work, setting targets and ensures , through the use of rewards and punishments that team members obey. Democratic (or participation) style where the leader concentrates on the needs of the group or team; leadership is shared with team members who have a greater say in the decision making; how tasks are allocated and so on. Laissez Faire (or delegative) style as its name suggests this is where the leader deliberately allows the team to decide what has to be done and how to do it; the leader is available for help and advice if needed but does not interfere. According to Lewin et al the leader utilised an autocratic style of leadership when implementing the VSA, controlling decision making and task setting. Shown with the formation of the VSA implementation team. They had the set task of rolling out the shift plan to each division in turn, with target dates set for this roll out. Furthermore, the Chief Constable regularly chaired a strategic tasking and co-ordinating group, receiving feedback from the implementation team and Divisional Commanders, whilst making all the decisions regarding the implementation, without handing any of these decisions down to subordinates to undertake, showing that in this case he was taking responsibility for everything that was done. A different approach to leadership is that of Hersey and Blanchard (1988, cited in Leadership 2009) theory known as situational leadership, they make use of observing members willingness to perform a task and from this select a suitable leadership style. The four stages of readiness are described as: R1 unable and unwilling R2 unable and willing R3 able but unwilling R4 able and willing Most personnel which would be affected fell into: R2 New Probationers who do not yet have the necessary skills and had not experience any other shift pattern. And R3 More experienced officers who could foresee that the shift pattern was not as favourable as the current one, some possibly resistant to change. But others able to argue that there would be problems with child care, longer working days and frequent cancellation of rest days with the VSA. The leadership styles suggested are: S1 telling or directing requires state of readiness R1 S2 selling or coaching requires state of readiness R2 S3 participating or supporting requires state of readiness R3 S4 delegating requires state of readiness R4 From this theory the leader should have adopted a combination of S2 and S3 styles to communicate and sell the VSA and support those who require it. However in choosing to implement S1 (similar to the autocratic approach) with telling and directing the VSA implementation, does not follow Hersey and Blanchards theory and could create more friction by choosing the wrong leadership style. This is shown in the table below. This table shows that different readiness levels require differing styles of leadership, leaders should consider their relations with others, and the structure of the task before determining what style of leadership to adopt, evolving their leadership style as readiness levels change, as with many things one size does not fit all. ANALYSE THE EFFECT OF INTERPERSONAL SKILLS ON LEADERSHIP When a leader decides upon a particular leadership approach to their given task, they must then interact with others and consider their own interpersonal skills. A successful and effective leader requires a range of interpersonal skills such as listening, asking questions, giving feedback, being assertive and so on. This section will analyse two particular aspects of interpersonal skills: Influencing trying to get someone to do, or to think, something that they might not otherwise have done. Managing Conflict coping with disagreements between people(in broad terms) Using interpersonal skills is not just a matter of knowing what they are, but about being aware when they are suitable and knowing how to use them effectively. According to French and Raven (1959, cited in Leadership 2009) power comes from five sources: Reward Power Coercive Power Referent Power Legitimate Power Expert power Power is an abstract concept and is difficult to define; basically A has the ability to make B behave in a certain way. The types of power demonstrated by the leader, throughout the organisational change was a mixture of coercive and legitimate power. The leader had the authority to influence behaviour through their rank within a disciplined hierarchal organisation, the force were presented with the VSA or an alternative of an even older shift pattern without consultation. Influencing Leaders are likely to adopt a particular style or approach when trying to influence someone, the balance of power between both parties will possibly determine the strategy, these may include: Reason using reason and logical argument. Assertion making a direct request with no argument to support the request. Exchange negotiating to arrive at a mutually acceptable outcome. Courting Favors friendship and positive behavior to encourage others to behave in the required manner. Coercion using or threatening to use some form of sanction. Partnership gathering support from both sides to build a coalition. And also the style used, Manning and Robertson (2004, cited in Leadership 2009) suggest six possible influencing styles: Strategist this is where the influencer is clear in what they what to achieve and has considered it before hand .A strategist style tends to favour reason, assertion and partnership styles of influence. Opportunist this style involves responding opportunistically to the situation facing the influencer. An opportunist style tends to use courting favour and exchange strategies. An opportunist is unlikely to prepare much beforehand but will attempt to grasp chances that come their way. Collaborator this style as its name suggests, involves collaboration with others for the overall good. A collaborator style concentrates on partnership, reason, exchange and courting favour strategies. Leaders who favour consensus are an example of collaborator style. Battler this is where the influencer concentrates on what they want and the sanction that they will use if they do not achieve this. A battler style tends to make use of coercion and assertion styles. A battler style is associated with people who want to get their own way and are reluctant to take no for an answer. Shotgun this strategy involves attempting to influence on a frequent basis and by use of a number of different strategies. Bystander those who adopt this style tend to engage in relatively few influencing attempts and make use of a restricted use of strategies. For the VSA to be implemented the leader combined their influencing strategy and style, using assertion and coercion. By making a direct request to Divisional Commanders to introduce the VSA to their respective divisions, through the VSA implementation teams, underpinning this with their legitimate power by virtue of their position within the force. The leader wanted to get their own way, however reluctant to take no for an answer from their Divisional Commanders. This resulted in conflict, which may have been avoided had the leader utilised a partnership or reason approach, justifying the reason behind their requests. Managing Conflict On some occasions leaders can use the previously discussed influencing strategies and power levels to assist them in managing conflict. Robbins (1996, cited in Leadership 2009) describes conflict as a process that begins when one party perceives that another has negatively effected, or is about to negatively effect, something that the first party cares about . Buchanan and Huczynski (2004) argue that conflict is a state of mind . Some will argue that conflict is a necessary part of organisational growth and development, where some will claim that an absence of conflict could be seen as an indication of complacency. However conflict has functional or potential benefits such as: Enabling opposing parties to gain a better understanding of each others views. An essential part of the process by which a team becomes effective. Leads alternative suggestions being made. Helps to implement a change successfully. Leads to an agreement that establishes a framework for future working. It is not always straight forward to manage conflict; some measures can be used to contribute to reducing the conflict at an organisational level reminding those involved of the rules and procedures, but also of remits, targets and goals of the organisation, however sometimes it is these that are the root causes of the conflict. Leaders will all handle conflict differently depending on the type of conflict faced; Thomas (1976, cited in Leadership 2009) suggests five styles for managing conflict: Avoiding this means doing nothing to tackle the conflict, this can be used when the issues are trivial and there is no chance of resolving the conflict. Accommodating this means accepting the existence of the conflict, this can be used to maintain harmony and allow people to learn from their mistakes. Compromising this involves some form of bargaining or negotiation; this can be used when getting a solution is important and both parties have equal power. Competing the opposite of accommodating and pursuing the interests of one party at the expense of the other, this can be used in an emergency and a quick solution is necessary. Collaborating working out a solution that is acceptable to both parties and meets all their concerns, used when it is important to gain long term commitment and issues are to important to compromise. Successful influencing and conflict management was certainly required with the initial introduction of the VSA. Firstly the leaders had to influence the core shifts and federation into accepting that it would provide a better quality of service and greater work life balance. The conflict arose through others unwilling to accept the terms of the VSA; however the leaders in managing this conflict firstly adopted an avoiding strategy during the initial pilot stage of the VSA. At the conclusion of the pilot and in preparation for roll out the leader, still facing resistance changed into competing. The leader believed the shift plan would work force wide and therefore would be implemented, with no consultation and no argument to justify the reasons for implementation. Either that or resort backwards to an older shift pattern. In implementing the VSA the Chief Constable has made effective use of their interpersonal skills, in their own distinct approach to this particular change management situation. However a more beneficial approach may have been a mix of accommodation, accepting that there were flaws in the VSA, and the existence of conflict with its implementation, collaborating with subordinates to work out a better solution for the long term strategy of the VSA. ANALYSE THE ROLE OF LEADERS IN ORGANISATIONAL CHANGE Organisational change is about closing the gap between where the organisation is at the moment and where it wants to be. It is the leaders role to close this gap. Senior (2002, cited in Leadership 2009) has identified four levels of change in which some, if not all would be involved in, Fine tuning Incremental adjustment Modular transformation Corporate transformation According to Senior the level of change that the VSA posed to the force was that of a modular transformation, as a significant number of the force, but not all, would be affected by its implementation. Kurt Lewin (cited in Leadership 2009) suggests that there are three main stages of change, unfreezing, change and refreezing. For the change to happen, the Leader firstly recognized the need for change, with a new shift pattern, following this with proprietary planning with the implementation team before the unfreezing stage. At this point resistance to the change should have been addressed, but the leader chose to avoid the conflict. The change period was overseen by the leader through chairing tasking meetings and monitoring its progress. During the refreezing period the VSA became an everyday part of life, the change was institutionalized, to give no chance of reverting back to previous shift patterns. Within these three stages people will play different roles in this organisational change; Kanter (1992, cited in Leadership 2009) distinguishes between three different types of people; Change strategists or initiators who initiate change and set the direction for it. Change implementers who co-ordinate and carry out the change. Change recipients who are effected by the change e.g. officers on the street. Change strategists are normally leaders the Chief Constable, change implementers are normally managers Divisional Commanders and the VSA implementation team, and subordinates are the recipients of change Officers on the core shifts. Force field analysis is a technique for analysing the internal and external drivers that can influence any organisational change; some of these driving factors for this organisational change can be identified as PESTEL factors, such as: Political MPs and councilors demanding more police presence on the streets. Economic overtime cost, reduced budget and the new Chief Constables promise to cut costs. Social-cultural alcohol induced anti social behavior. Nearly all forms of change will be met with some resistance, the VSA being no different. Strebel (1996, cited in Leadership 2009) argues that employees resist change because it disrupts the personal contract between employees and the organisation. Resisters to this organisational change can fall into different categories, Parochial self interest those employees resistant to change, they think that their position will be threatened and will make them worse off, the same employees that fall into Hersey and Blanchards R3 state of readiness. Misunderstanding and lack of trust employees misinterpreting the reasons behind the change, due to a lack of communication, viewing this change as just one of many For this organisational change to be successful the leader had to reduce resistors and increase drivers for change in an attempt to reach equilibrium. To do this they communicated the benefits of change, through more days off and a better work life balance; however there was an element of manipulation used to show employees that they would have more weekends off. Under the current shift pattern officers received one weekend off in every four, the VSA would allow two weekends off in every five. Look back at the current shift pattern over five weeks, officers were already receiving two weekends off in every five. The leader used this information selectively thus attempting to paint a rosy picture of the benefits of the VSA. A better way may have included an element of participation helping to build commitment to the change and negotiation, which could avoid some resistance from the employees affected by the change. CONCLUSION Drawing a conclusion for this essay, firstly considering the approach to leadership undertaken by the Chief Constable during this, change management situation. In their autocratic (or authoritarian) approach they concentrated in getting the job done and took responsibility for all the decisions made. Had the Chief Constable approached the organisational change according to Hersey and Blanchards situational leadership, identified their officers level of readiness and adopted the suggested leadership style, they may have been faced with less friction or resistance by the officers that would be affected by the VSA implementation. Secondly, in analysing the interpersonal skills and its effect on the organisational change, the Chief constable utilised their legitimate power to achieve the implementation, in adopting an assertion style of influencing with no argument to their request, coupling this with the conflict management style, by firstly avoiding and then competing. Had they followed an alternative style suggested by Thomas (1976) such as accommodating and accepting the existence of conflict or resistance to the VSA, they may have been able to negotiate better with the federation and the officers affected by the change to find out the root causes of conflict and address them at an early stage. Thirdly, considering the Chief Constables role within this organisational change was that of a change strategist, they initiated the VSA and set its direction, posing, as Senior (2002) identifies as a modular transformation to the force. With some officers resisting due to a parochial self interest, whilst others through misunderstanding and lack of trust in this change, the Chief Constable had to reset the balance by education and manipulation, driving his vision forward. One thing certain from this is the Chief Constable requires managers with the skill, knowledge and experience of organisational change, enabling them to have the ability to change and adapt their leadership style to suit each given change management situation. These managers may not be able to ease all of the resistance to change, but should be able to reduce it considerably to implement future changes that are required.

The Scarlet Letter :: Literary Analysis, Hawthorne

Revenge consumes the soul of the beholder, and leaves him a shell of his former self. Revenge often leads the avenger down an irreversible path that ultimately proves to be detrimental to him. Such acts are especially grave in the view of Puritans, who believed that vengeance belonged only to God. Nathaniel Hawthorne was a master of words, a literary genius who had a deep understanding of human emotions and boundaries. Hawthorne uses The Scarlet Letter to reprimand revenge as a detrimental act that can radically alter a person, and yet never allow them to be satisfied, using Chillingworth’s own thoughts, and dialogues to characterize his transformation from a scholarly person to a devil whose sole purpose was to torment Dimmesdale as retribution for committing adultery with Hester. In his exposition, Chillingworth, a learned man justly demanded that his wife’s fellow sinner â€Å"will be known! – he will be known! – he will be known!† (61). This was no doubt a perfectly normal response for a man, who after being in the company of Native Americans for over three years, happen to come to the right place at the right moment to see his wife on the scaffold, humiliated by the overbearing sin of adultery. In his conversation with Hester in jail, Chillingworth made it clear that he did not intend to harm neither Hester nor Pearl. Instead, like a true man, he claims that because of â€Å"[his] folly, and [her] weakness† (71), she had to â€Å"ascend to the pedestal of infamy† (71). He contended that had he been a more caring husband, and not devoted his youth to books and the pursuit of wisdom, such an incident would had never occurred. In the ensuing exchange of dialogue, Hawthorne impressed upon the reader that Chillingworth was a just and noble man, admitting partial responsibility for Hester’s sin. The medicine he gave Pearl was â€Å"potent for good; and were it [his] child – yea, [his] own, as well as thine! – [he] could do no better for it† (69) demonstrated his courteous manner, since if he was evil, he would not have given any second thought to killing the bastard child. His intentions of extracting revenge on the man â€Å"who has wronged [them] both† (72) was clear, and indicated his desire to reclaim the honor of a cuckold. These dialogues marked the beginning of Chillingworth’s descent to infamy. After he had settled in town for three years as the resident physician, Chillingworth had no doubt been vigilant in his search for Pearl’s father.

Part I Root Attitudes and Beliefs

Global settings create specific requirements for personal, organizational, cultural values. In general, there are no limits to the attitudes people hold.Attitudes are learned throughout life and are embodied within our socialization process. In the global setting, some atti ­tudes may be central to us – a core construct – which may be highly resistant to any change (perhaps a religious belief); whereas other, more peripheral atti ­tudes, may change with new information or personal experiences.A person should be a proactive, which means to be response to change creating new knowledge and finding methods of problem-solving. Reactive person cannot be creative which limits its opportunities and prevents from personal growth (Oden, 1997).In the workplace, there should be full and genuine participation of staff concerned as early as possible, preferably well before the actual introduction of new equipment or systems.A person should concentrate on the roots of the problem in order to remove doubt and indecision. It involves having an objec ­tive to achieve and the tests of whether that objective is being achieved or not form the control criteria. Decisions involve the future and involve choice therefore they can be wrong (Cowen, 2002).2. Achieving personal significance is another factor which ensures personal development and growth. Every person is unique personality (Hill, Levenhagen, 1995).For instance, from early years many entrepreneurs and creative people, artists and musicians reveal creative skills in different aspects of life. On the other hand, researchers underline that these skills can be trained and developed in many people in spite of their sets of genes and nature. If a person understands his uniqueness, it creates new opportunities for companies. In global settings, it is crucial to find the essence and meaning of life.Most people not only believe that worrying about difficulties becomes a way not to worry (or even think about) other pressing issues; people also believe that many common Amer ­ican concerns about stress are misplaced. If a person understands his â€Å"divine role† and accepts his destiny, he becomes patient to other people trying to apply universal wisdom to life (Fitzsimmons, 1997).3. To discard the negatives, every person should develop unique interpretation of â€Å"a self† and â€Å"the essence of life† based universal values and laws. All actions of people are aimed toward the positive, and purpose is in nature. This life philosophy frees people from worries (Gesteland, 1999).The conditions of possibility, in which such a life can be attempted to be lived, take the view that the institutions of the modern state, as these are developing in the advanced societies, do have the potential for accommodating a range of spheres of life such as private morality and economic activity within which individualism could flour ­ish, but which at the same time are held within a set of political institutions capable of securing.

Balanced Scorecard in Telecom

Performance measurement concerns all stake holders of business. Owners without executive powers are obviously most keen to know how their savings and investments are deployed. Employees, especially the ones with many alternate career options, would also like to know the state of health of their organizations, apart from the aspect of how superiors view their contributions. Suppliers worry about the future prospects of the business of a client because it has cascading effects on their own fortunes.Finally, regulators use corporate performance as feedback of macro-economic policies; customers also have tangential interests in the well-being of service providers and manufacturers on whom they depend. There is an increasing disconnect between statutory financial reporting and statements by executive teams about the states of enterprises for which they are responsible. There are many significant events in a corporation’s history which do not find places in profit and loss accounts or in balance sheets.Further, all statutory reporting is historical, whereas many modern lines of business such as telecommunications are in very fluid states. Everyone wants to know the future impacts of present developments, rather than what has already transpired in the past. There is an explosion of interest in non-financial information (Neef, and Cefola). Trends in customer loyalty and retention, development of more effective human resources, the capabilities of corporation to meet future competitive pressures, and the internal ‘engine-room’ operations are typical areas about which little is known through traditional financial reporting.While executives must be pleased at the lack of comprehensive business intelligence for competitors, the lack of directional information can lead to poor coordination and loss of control inside a corporation. All levels of hierarchy require guidance in terms of overall strategy, and how broad directions bear on individual jobs. The concept of a Balanced Scorecard is a popular and widely respected method of translating strategy in to specific implementationThis document constructs a hypothetical case of a telecom company, and attempts the application of the Balanced Scorecard methodology to translate the strategy of this company in to reality. The document concludes with an appraisal of the utility of the method. Business Distinctions of Telecom It is useful to consider the broad structure of the global telecom industry in order to construct a hypothetical case of some relevance.Telecom has shot in to the limelight of late after dramatic developments in technology and extensive consolidation of the industry structure as well. The industry shares a high profile with consumers and regulators alike. The telecom business is integral to modernization of society (Bonocore, 2001). High speed, wireless communication networks have transformed lives, bringing what was almost science fiction to the realm of reality. It is now possible to stay in touch with the world from the comfort of a home, and save on travel and commute times.Convergence between mobile or cellular telephones and computers is another major trend, and the revolution in the work-place of old is now in the process of unfolding at homes, with developments such as Internet telephones and music downloads from this medium as well. The industry is full of dramatic discontinuities; some of these are due to mergers and acquisitions, while the rest is because of disruptive changes in technology (Bonocore, 2001). The technological changes are likely to continue, with exponential jumps in processing speeds of micro-processors, while costs are headed distinctly south.The huge and rapid technological improvements keep creating excess capacities (Bonocore, 2001). The fixed infrastructure costs of telecom players are not sustainable, unless price reductions spur major jumps in demand. There is a fierce battle to capture new customers, to induce t hem to use their telephones as much as possible, and to hold on to them as well. Regulatory changes are breaking restrictions, as between local and long distance telephony (Bonocore, 2001). Large global players can also now break in to new domestic territories.The industry nature as outlined above makes non-financial parameters as important drivers of success (Neef, and Cefola). It is therefore eminently suited for the application of the Balanced Scorecard methodology (Tenhunen, Ukko, Markus, Oy, and Rantanen, 2002). Hypothetical Case Construction Telephone and Data Systems Inc. is a real company listed on the New York Stock Exchange (Form 10-K, 1998). It is a diversified telecommunications operator in the United States, and participates in both the wireless and line telephone segments.A hypothetical case has been created in this document on the historical basis of the company’s 10-K statement for 1997, presented to the Securities and Exchanges Commission in 1998 (Form 10-K, 1998). This document details the company’s strategy exactly a decade ago. The Balanced Scorecard methodology can be applied to this historical but factual situation in a hypothetical way. The numbers and facts in the following paragraphs are not entirely factual, with some simplifications made for the purpose of clarity. Telephone Data Systems Inc.is a relatively small and niche player in the telecom industry. It does not operate at all outside of the United States, and serves customers in only 36 States of its home country. It has less than 10 million customers. The company depends on the United States Cellular Corporation for its wireless services, which includes broad band, and has a wholly owned subsidiary for this line of business. The company operates printing and distribution activities through Suttle Straus, Inc in which it has a controlling stake.TDS is focused on rural and suburban USA. It has about 11 thousand employees. Its basic approach is to combine organic gro wth with appropriate acquisitions. It operates each lines of business through a company which it either owns wholly or controls. The company has proprietary access to technology which reduces noise, provides seamless inter-connections, and which also offers cost advantages. Its network is capable of upgrades for value-added services. However, the company does also need to enter new technology areas.The company focuses on geographic clusters in order to control costs, but emphasizes full customer satisfaction in its chosen clusters. Overall, the broad strategy of Telephone Data Systems Inc. is to hold a leadership position in rural and suburban America, making necessary investments to support such a competitive advantage. An Overview of the Balanced Scorecard Concept It is useful at this junction to consider the general nature and principles of the Balanced Scorecard before the concept is applied to the hypothetical case constructed as above.The Balanced Scorecard is essentially a wa y of translating strategic concepts in to action (Keyes, 2005). It can also be used for holistic performance appraisal of an organization. The Balanced Scorecard seeks to integrate the contributions of all stake holders and levels of an organization for the joint implementation of strategic goals (Kaplan, 2002). It eliminates gaps between visionary thinking at the top of an organization and the daily actions of people up to the periphery. The Balanced Scorecard makes a large corporation nimble and responsive.The Balanced Scorecard was first introduced in the early 1990, and is now used by about half of all U. S. corporations (Neely, 2002). Measurement is crucial for building teams and common commitments (Kaplan, 2002). This is at the heart of the Balanced Scorecard system. These measures are a part of a cause and effect link spanning the entire organization; each measure is linked to an organizational outcome. The Balanced Scorecard is built along 4 axes: the financial perspectives drive customer values, while the internal perspectives focus on productivity, and value creation.The customer perspective gives body to differentiation, while the learning and growth perspective dwells on human resources, systems, business climate, and organization culture. Overall the Balanced Scorecard is a means of implementing strategy, and works primarily through simple and transparent measurement of financial and qualitative goals (Neely, 2002). Implementation Priorities and Sequencing This section relates to the hypothetical case constructed earlier in the document. Telephone Data Systems Inc.is ready with a strategy and would like to use the Balanced Scorecard to ensure measured and effective implementation. The process must start with widespread communication of the evolved strategy, because this has been prepared by a mere handful of the most senior and trusted executives in the company (Mai, and Akerson, 2003). Telephone Data Systems Inc. has more than 11 thousand employe es, and the Balanced Scorecard system requires that each of them understands what their company wishes to achieve and how (Kaplan, 2002).Some people are formally employees of owned or controlled, but independent entities: they must also be carried in the massive effort to implement the strategy quickly and well. Share holders, financiers, and technology associates are other stake holders with important roles in strategy execution, so they too must know the direction their company has chosen to take. Finally, competitors also need to be aware of the nuances of company strategy since the industry is in a phase of consolidation.Overall, the management should make special efforts to carry people with them by integration with the Human Resources Management strategy (Kearns, 2003) and by viewing the organization as a living being Communication with such a large and diversified audience is likely to suffer from both dilution as well as distortion (Segil, and Goldsmith, J, 2002). Further, t he subject matter is a top management prerogative, so any word from anyone other than the Chief Executive Officer, will not carry adequate weight or authority (Kaplan, 2002)This communication issue is also an opportunity for the company to showcase its strengths. The Chief Executive Officer, apart from physical one-on-one meetings with the most influential stake holders, decides to use email and video conferencing infrastructure to communicate interactively with each stake holder directly. The core message is that Telephone Data Systems Inc. will be the leader in telecommunications within rural and suburban America. The company will back this super-ordinate aim with all the financial and non-financial investments needed for its realization.The Chief Executive Officer and the core strategy team have decided to launch the Balanced Scorecard on a pilot basis before extending the methodology throughout the Group (Tenhunen, Ukko, Markus, Oy, and Rantanen, 2002). This will serve as a lear ning process and will help the company deal with the potential problems which such a process may entail. Telephone Data Systems Inc. is new to the Balanced Scorecard, and it is known that some phases of the process, such as tying personal remuneration with measured goal achievement may cause instabilities.