The Role Of Competition Law And Its Effects On The Local...

My interest in this paper is to consider a complex network prospective; the application of Competition Law, and more specifically related to its effects on monopolistic competition, and its effects on the local market and South African economy as a whole. South Africa (SA) was distant from many other major markets and production centers. This made it complex for international trade to compensate for these conditions, even though trade has expanded since 1994, mainly with the European (EU) and the United States (US). Tariff levels have declined on average, but anti-dumping duties protect key industries such as steel, where the state has long had an interest and an exclusive export agent can prevent arbitrage between export and local markets. SA’s history of import substitution and the attendant habits of business practice and government policy favored local insiders thus challenging other market entrants. This encouraged the new SA government to review the SA competition law regime in the White Paper on Reconstruction and Development in 1994. The need for a new competition policy in SA was because of excessive economic concentration and ownership, collusive practices by enterprises and the abuse of economic power by firms in dom inant positions. A need for further transition emanated from the effects of globalization and trade liberalization and the need to redress past inequality and non-participation in the national economy. Thus fundamental principle of competition policyShow MoreRelatedCollaboration of Buying Suppliers in South African Automotive Industry636 Words   |  2 Pagesindustry in South Africa is a present issue that needs to be considered, (Naude Weiss, 2011). 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An Exploration of Disability and Isolation in Of Mice and Men

During the Great Depression, migrant farmers sought out work to stay alive. When they finally found a job to sustain them, workers were mistreated, starved, paid poor wages, and, worst of all, robbed of necessary human companionship. John Steinbeck captures the hopelessness of Depression-era farm life in his novella Of Mice and Men. Throughout the novella, most characters have a disability crippling them and pushing them away from other workers on the farm. Their disabilities are a physical embodiment of their isolation. Steinbeck uses his disabled characters to illustrate the depth of their loneliness, as well as to exemplify different types of loneliness. Candy, an old ranch worker, is pushed away from the others due to both his old age†¦show more content†¦The reader sees fleeting glances of his insecurities, such as when he runs into the bunkhouse, demanding, â€Å"Any you guys seen my wife?†, for as much as Curley may brag about it, his wife is hardly ever by his side (Steinbeck 53). Curley lacks self-confidence, and must bully the other workers to raise his own self-esteem. Picking fights with other men, which is the one thing that saves Curley from his internal lack of confidence, also causes his demise: â€Å"Lennie grabs his entire fist in mid-swing, stopping him, and then proceeds to crush Curleys hand† (Bloom). His hand, which he used to beat others, was his only savior, and now Lennie has crushed it, which disables Curley even more and pushes him further away from the tall, confident, masculine fighter he wishes to be. His loneliness stems from insecurity, and his disabilities cause that insecurity. Curley’s wife, on the other hand, is not insecure, but suffers from ostracism and isolation because she is a married woman. Michael Meyer points out, â€Å"†¦the hardship for a woman to live on the ranch as presented in the novel should not be ignored†. Curley’s wife only wants someone to talk with her, bu t the men on the ranch mistake her trying to start conversations as sexual advances: â€Å"I never seen nobody like her. She got the eye goin’ all the time on everybody†¦ I don’t know what the hell she wants† (Steinbeck 51). 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While the two men were primarily responsible for the success, Wilson and Lassiter clashed on numerous occasions. Lassiter felt that much of the territory managers’ work and marketing support activities could be automated to provide the MSCC with a significant reduction

BIM For Risk Management Of Bridge Projects â€Myassignmenthelp.Com

Question: Discuss About The BIM For Risk Management Of Bridge Projects? Answer: Introduction: The Business Information modeling or BIM has altering the approach in which the buildings and the broader infrastructure are developed and planned. It has been extending from the designing, execution and maintenance to taking of raw data and making that actionable and valuable information (Lu et al. 2015). The report includes the clash detection of the federated model and the quantity takes off for the model. It has also analyzed the safety measures and the scheduling plan for the model. Clash detection report of the federated model: As per as the clashes are concerned, two components are considered occupying the same space. They are the hard clash. For example, this includes the column that has been running through the pipe-work via the steel beam. They are time-consuming and expensive to keep proper as discovered onsite. The soft clashes take place as the element is not provided with the geometric or the spatial tolerances (Won and Lee 2016). For instance, the air conditioning unit might need particular permission regarding maintenance, safety and access steeling the beam must negotiate. Provided the enough object data, the software has been utilized for checking the adherence to the relevant standards and regulations. The other type of clashes has been including the scheduling of the contractors, delivery of materials and equipment and the common conflicts in the timeline. They are generally denoted as the 4D clashes or the workflow. The conventional process of design must watch the specialists performing on the distinct drawing with the tracing papers. They are generated during the co-ordination checkpoints for checking the compatibility. This was also not unusual for the clashes to be found on the construction site. This has been done with highly efficient delays and expenses (Hadzaman, Takim and Nawawi 2015). At the second level of the BIM process, the ranges of the federated models are generated. The coordinated drops of data are utilized for informing the master model. The BIM software and the tools have been permitting the designers to analyze the clashes in their models. The class detecting software has been turning to highly sober. It has been users to examine the clashes under particular sub-sets. For example, this includes the structural elements against the walls. It also considers those to be flagged over the screen. For some of the geometric clashes, the acceptance has been perfect. The rules of software have been drawing on the object data that has been embedded. This could halt such type of clashes that are being flagged (Lee and Won 2014). The running of the clash detection report or the scan has been typically bringing up various duplicate cases of the similar issue. As a single running of the pipework has been clashing with the five beams, it shows the five clashes. However solving just one problem, the placement of that pipework solves all the clashes. The canceling and reviewing of the clashes is the design has been the primary part of the process of BIM. With the automated process, the type of scans must not be depending on the isolation. This must form the part of the broader process of design coordination. Quantity take-off for the federated model: Time could be saved in the material quantification. The pains of the uncoordinated and the incomplete drawings could be avoided. Moreover, the risks of the improper amount from the preconstruction to the management site with the constructible model could be reduced. With the Tekla models, quality data could be generated quickly for being confident to the bid and the numbers. They must be prepared to run and pour the operations of construction effectively with the clear understanding of the projects. This must be taking the advantages of the simple access to the upgraded, consistent and the ready-for-construction quantities (Zou et al. 2016). Through the usage of the flexible tools, one could automate the manual material quantifications, tedious and the tasks of information management. The proper models have been allowing visualizing the data and creating the reliable reports on-demand. This has been forming the rebar, embeds, concrete and the formwork. This has been with the proper information embedded with material and logistic attributes. The quantity take-off for the federated model has been helping to achieve better estimates and the schedules with the reliable quantities. The BIM-enabled projects should create the precise quantities of material for the formwork and the concrete areas and so much more. They are exported to Excel through the ready-made templates with just a click (Jo et al. 2016). The quantity take-off for the federated model also deals with simple access to the on-demand and the quantities reporting at the real time. This also deals with the managing and sorting of the constructible data as preferred with the flexible tools. The concrete pout take-offs are been categorized by the location, sequence and the schedule. It also retrieves the advantages from the structured pour data. This includes the volumes, areas, rebars types, concrete mix, and embeds formwork and so on. The attributes relevant to the material and the logistics could be incorporated in the model objects for matching the report needs. The quantity take-off for the federated model also organizes the project data on the fly. They must generate the customizable sections according to the structure and the location type to manage the project information efficiently. The information and the reporting management must be automated as per the project requirements. The changes in the model have been automatically updating every category, drawings and the reports. BIM-enabled projects have been visualizing the quality take-offs and been communicating clearly. This indicates that the take-offs must be colored and visualized automatically in 3D. The drawings and the reports are to be generated with the 3D visualizations (Aibinu et al. 2014). This also includes the bar bending scheduled from the model directly. The quality model as the source of data has been ensuring the consistency of the reports, the take-offs drawings, and the schedules. Safety checks of the federated model: These are discussed hereafter. 4D, 5D, 6D: Firstly there was the 2D CAD. Now 3D CAD has been there as the additional dimensions for referring to link the BM model with the cost, link and the information related to the schedule. Asset Information Model (AIM), Building Information Model (BIM), Project Information Model (PIM): Apart from the building of the information model, the asset information model is required to assist in running the finished. The asset information model is the similar model of post-construction (Thomas et al. 2014). Conversely, the project altered model has been the term given to the construction and the design stage. BIM execution plan (BEP): This has been turning to split into the pre-contract BEP. This has been in response to the requirements of the employers information necessities. This also includes the post-contract BEP setting out as the delivery details as contracted. Description of stages: Level 0 BIM In the simplest form, the Level zero has been denoting the collaboration. The 2D CAD drafting is just used here to produce information. The distribution and the output have been through the electronic prints, paper and with the assimilation of both. Level 1 BIM At this level, most of the organizations have been operating currently. It has typically comprised of the mixture of the 3D CAD for the concept work. This also includes the 2D for drafting the statutory approval of documentation and the information production (Davies, McMeel and Wilkinson 2014). Level 2 BIM This has been distinguished by the collaborative working. Every party has been using their individual models of a 3d CAD. However, this not been necessarily working in the one shared model. Level 3 BIM It has been presently seen as the holy grail. It has been representing the complete collaboration taking place between every discipline. This has been by the means of using the single and shared project model (Eadie et al. 2013). This has been held in the centralized repository. Every party could access and change the same model. The benefit has been it has been removing the last layer of the risk to conflict the information. Figure 1: The description of the levels (Source: Bimtalk.co.uk, 2017) Conclusion: Using the BIM tools discussed in the report, an early understanding of the site, scale and the building conditions could be analyzed. This is also helpful in budget estimation. The technologies supporting the various uses would help to inform the streamline processes and the project team. The site analysis tools could be used to make sense of the multiple sites. This also helps to communicate with the drawbacks and the advantages. As the model changes during the project, the BIM could be used as the tool for coordinating the cost and take-off. Recommendations: The supplementary legal agreement has been developed for being utilized by the contractor details and the construction clients. It has been included into the appointments of the professional services and constructing the contracts. This has been the amendments to the standard terms. It has been generating the extra obligations and the rights of the employer. It also includes the contracted party for facilitating the collaborative working. It is done by protecting the ownership of the intellectual property along with the liability differentiation among the involved. Doing the Clash rendition: Referred to in PAS 1192-2, rendition of the native-format model file is being used specifically for spatial coordination processes. Used to achieve clash avoidance or for clash detection (between, for example, structure and services) between Building Information Models prepared by different disciplines. The key benefit is in reducing errors, and hence costs, pre-construction commencement. The usage of Common Data Environment (CDE): This has been a repository of the central information repository. This could be accessed by every stakeholder in the BIM-enabled project. As every data under the CDE could be freely accessed, the ownership could be retained still by the originator. The cloud storage has been an important approach to provide CDE. This has been through it has been the project extranet. Through the Data Exchange Specification: The specifications for the formats of the electronic files are utilized regarding the exchange of the digital data. It has been occurring between the applications of BIM software. Thus it has been facilitating the interoperability. References: Aibinu, A.A., de Jong, P., Wamelink, H. and Koutamanis, A., 2014. Using Effort Distribution Analysis to Evaluate the Performance of Building Information Modeling Process. InComputing in Civil and Building Engineering (2014)(pp. 73-80). Allied Market Research. (2017).Building Information Modeling (BIM) Market is Expected to Garner $11.7 Billion, Globally, by 2022. [online] Available at: https://www.alliedmarketresearch.com/press-release/building-information-modeling-market.html [Accessed 26 Sep. 2017]. Ayer, S.K., Cribbs, J., Hailer, J.D. and Chasey, A.D., 2015. Best Practices and lessons learned in BIM Project Execution Planning in Construction Education. InProceedings of 9th BIM Academic Symposium and Job Task Analysis Review, Washington, DC(pp. 167-174). Azhar, S., Khalfan, M. and Maqsood, T., 2015. Building information modelling (BIM): now and beyond.Construction Economics and Building,12(4), pp.15-28. Bim-level2.org. (2017).BIM Level 2. [online] Available at: https://bim-level2.org/ [Accessed 26 Sep. 2017]. Bimplus.co.uk. (2017).Explaining the levels of BIM | BIM+. [online] Available at: https://www.bimplus.co.uk/management/explaining-levels-bim/ [Accessed 26 Sep. 2017]. Bimtalk.co.uk. (2017).bim_glossary:level_of_maturity - BIMTalk. [online] Available at: https://bimtalk.co.uk/bim_glossary:level_of_maturity [Accessed 26 Sep. 2017]. Chae, L.S. and Kang, J., 2015. Understanding of Essential BIM Skills through BIM Guidelines. InASC Proceedings of the 51st Annual Conference. Davies, K., McMeel, D. and Wilkinson, S., 2014. Practice vs. PrescriptionAn Examination of the Defined Roles in the NZ BIM Handbook. InComputing in Civil and Building Engineering (2014)(pp. 33-40). Eadie, R., Browne, M., Odeyinka, H., McKeown, C. and McNiff, S., 2013. BIM implementation throughout the UK construction project lifecycle: An analysis.Automation in Construction,36, pp.145-151. Hadzaman, N.A.H., Takim, R. and Nawawi, A.H., 2015. Building Information Modelling (BIM): the impact of project attributes towards clients demand in BIM-based project.Building Information Modelling (BIM) in Design, Construction and Operations,149, p.59. Jo, Y.H., Lee, J.S., Ham, N.H. and Kim, J.J., 2016. Bim Strategy Plan through Domestic Construction Companies BIM Project Case Analysis-focused on the BIM USE of the project from 2009 to 2015.Journal of KIBIM,6(2), pp.1-11. Lee, G. and Won, J., 2014, August. Goal-driven method for sustainable evaluation of BIM project success level. In10th European Conference on Product and Process Modelling (ECPPM), Vienna, Austria(pp. 33-38). Liu, R. and Issa, R.R.A., 2013. Issues in BIM for Facility Management from Industry Practitioners' Perspectives. InComputing in Civil Engineering (2013)(pp. 411-418). Lu, W., Fung, A., Peng, Y., Liang, C. and Rowlinson, S., 2015. Demystifying construction project timeeffort distribution curves: BIM and non-BIM comparison.Journal of Management in Engineering,31(6), p.04015010. Poirier, E.A., Forgues, D. and Staub-French, S., 2015. INFORMING ACTION IN BUILDING INFORMATION MODELING (BIM) BASED MULTI-DISCIPLINARY COLLABORATION.BOARD OF EXAMINERS THIS THESIS HAS BEEN EVALUATED BY THE FOLLOWING BOARD OF EXAMINERS, p.265. Thomas, K., Chisholm, G., Dempsey, B., Graham, B. and Stubbs, R., 2014. Collaborative BIM learning via an academia-industry partnership.International Journal of 3-D Information Modeling (IJ3DIM),3(1), pp.40-48. Won, J. and Lee, G., 2016. How to tell if a BIM project is successful: A goal-driven approach.Automation in Construction,69, pp.34-43. Zou, Y., Zou, Y., Kiviniemi, A., Kiviniemi, A., Jones, S.W. and Jones, S.W., 2016. Developing a tailored RBS linking to BIM for risk management of bridge projects.Engineering, Construction and Architectural Management,23(6), pp.727-750.

There appears to be a multitude of underlying problems that are consuming the HBS department Essay Example

There appears to be a multitude of underlying problems that are consuming the HBS department Essay The department is understood to be the worst in the factory with claims and evidence of bad attitude, poor atmosphere, low motivation and low job satisfaction. Over the past eight years a high turnover of six managers has occurred. This was accompanied with managers not meeting or being told of production targets and usually with high level of wastage. HBS have many interpersonal/intergroup problems within the department. This is not only confined to within inter and intra parts of the packing and production staff but also between the supervisors of both the teams. This is confirmed with the large amount of time consumed by the department manager resolving conflict between both the supervisors in the packing and manufacturing department. The average amount of time consumed by conflict being 25% in private sector and 50% in public (Harvey and Brown, 2001) Although in this case it looks like more than 25% of the managers time is being spent on conflict. We will write a custom essay sample on There appears to be a multitude of underlying problems that are consuming the HBS department specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on There appears to be a multitude of underlying problems that are consuming the HBS department specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on There appears to be a multitude of underlying problems that are consuming the HBS department specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Although as we will discuss shortly some conflict may actually be healthy as in the interactionist approach it is apparent that too much may actually provide what G.Morgan terms as dysfunctional energy. Badly handled competition between the two supervisors is also a problem. It is very common for the production department to ignore requests, concerns from packaging and proceed in increasing and meeting production targets with the comment its my job to produce sweets This kind of behavior would also be common with what is termed sub optimization. Sub-optimization usually has a negative effect for the organization as a whole as the department is driving to maximum it own goals rather than that of the organization. This can be seen in the xy activity used by C.Oswick. The lack of communication is also apparent. Despite being a highly interdependent department it appears that little communication occurs among and between each departments staff at ground level and also at senior. Much of the Packaging staff are imbedded in interpersonal conflict and the production staff communicate very rarely among even themselves. Dissatisfaction among its manufacturer side of the department has also risen through the misunderstanding and incorrect implementation of the pay structure regarding the job grading scheme. Despite this scheme enabling the employees to be trained in up to 40 different lines of production, many of the skills learnt depreciate due to lack of usage with the supervisor usually tending to assign staff to the areas they perform best at. Staff as a result are becoming increasingly bored with their lack of job differentiation. It also appears that staff are unhappy at what they call Impossible Levels of production being asked of them. This results in more waste as described in research by W.F Whyte in money and motivation which we will discuss later. Finally on a more practical level there also appears to be problems with the age of machinery. Breakdowns appears to be regular which is damaging to production and will render the packaging department useless. THE DIAGNOSIS OF THE CAUSES There would appear to be several key factors with many interlinked and the main causes being: lack of communication, mishandled competition, inter-group conflict, role conflict, role ambiguity, sub-optimization and inter-group relationships. One of the major problems affecting organizational effectiveness is the amount of dysfunctional energy expended in inappropriate competition and fighting between groups that should be collaborating (Beckhard 1969) As we can see from the quote above conflict can cause plenty of dysfunctional energy. The major example of this would be the conflict between both the supervisors of the department. More energy is being spent on conflict about such things as power imbalance, role ambiguity than actually listen to the problems at ground floor level. This also effects management effectiveness as much of his work capacity is consumed by trying to solve conflict. Other determinants that interlink or promote growth of conflict would be role ambiguity and sub-optimization. Sub-optimization occurs when A group optimizes its own sub goals but loses sight of the larger organization goals. (L.J Mullins) This is currently occurring between the packaging and production department and is underlined by the production department having a power imbalance over the packaging department. They are able to adjust production speeds to their liking and so therefore determine output and meet their own targets. However this currently is without any consideration regarding the packaging department who are not always able to manage the larger output from production. Although production are meeting their targets for their subgroup they are actually hindering the company as packaging are unable to pack the products efficiently as they are unable to cope with the sheer volume. This therefore causes conflict between both supervisors. Role ambiguity also plays a key role in conflict caused. Role ambiguity exists when an individual or the members of the group are not clear about their functions, purposes and goals within the organization (Rosenfeld 1999) This is certainly arising within HBS department as many of the employees dont know their targets for production, only simply that they have to produce. Much of the department is also operating without feedback, this causes ambiguity as they are not being reassured about their functions and purposes. This as well as causing conflict will prove to be a de-motivating factor among the work force. Communication and co-operation is also a key problem. Many of workers are rarely communicating with each other on the production line and there are many interpersonal problems among the packaging staff. The unwillingness of the supervisors to listen or co-operate with workers for example the fact they havent listen to staff wanting to give advice from the floor or their desire of afternoons with less work load. The fact that the production supervisor isnt asking or knowing the workers threshold of production and is pushing the staff to unachievable levels of production it is resulting in the larger amounts of wastage. Research from W.F Whyte (Money and motivation) shows that factory workers have incredible guile. He determines that they are able to control many aspects of their work even under close supervision. He also talks of how many workers were able to actually cause damage to products on purpose when they are asked to work too fast a pace. This maybe one of the reasons for the high wastage at HBS Also with the staff not in frequent and constructive communication with supervisors the production feel that they can actually handle and manage the job better than the supervisors and management. This in turn has induced the workers to actually act as gatekeepers of information (Oswick and Grant 1996) this allows them to control the flow of any type of information from the production floor and detach themselves from any responsibility when things go wrong. THE RECOMMENDED PRESCRIPTION Now that we know that conflict is one of the key factors of the problems among HBS we need to start implementing techniques and changes to help address the situation. Conflict arises whenever interests collide (G.Morgan) this statement by Morgan helps us understand that several problems are caused by colliding interest. Clearly we see this with the supervisors. There are many ways in which to solve, reduce or turn conflict into a positive factor. First we must understand there are two main style approaches toward management of conflict. Firstly there is the traditional approach to conflict (Table1). This approach sees conflict as avoidable and caused by troublemakers. This is the view currently being taken by the production supervisor who wanted to get rid of the trouble makers. Under the current situation I would imply it would be over the top as it could be argued he is also a trouble maker in regards to the situation. If management were to undertake this more traditional approach large quantities of the staff would have to either leave, or be transferred with at best the conflict being solved at present but with never actually solving its root cause. This method was a great concern for Miller and Friesen (1984) who support the adoption of more proactive and anticipatory methods In this situation I would suggest a more interactionist approach to conflict (Table1) This accepts that some conflict among the organization is inevitable and is more down to the structural factors rather than troublemakers. A well managed amount of conflict can offer many advantages. It keeps people on their toes, nothing becomes too routinized and the organization isnt as resistant to change. It can also provide a basis for better decision making as there is a possibly a more diverse amount of ideas and also no ready made solution. From figure1 we see that there is a supposed optimal level of conflict and performance, it is important that the manager finds the correct level as slipping to a higher level of conflict would bring them back to the situation they are currently suffering. Training for management/supervisors should be given if required. Structure is also very important and is something I suggest looking at before analyzing individuals and groups. As Daft 1995 says Structure can often be the cause of inter-group/personal conflict. HBS need to install or reinforce their structure. Currently little feedback is being given and there appears to be no actual common reward or goal between both sections. This alone will cause conflict among the two separate subgroups as currently they are not being given stimulus to work together. If the departments are given common goals then it is likely to bring about a reduction in conflict. This is supported by the famous C.Sherif study (1953) who promotes the use of superordinated goals. The superordinated goals I would promote in this case would be the production of finished quality sweets (After packaging) The reward system would enforce this. If the production of finished sweets meets given targets then staff could be rewarded financially Out of the à ¯Ã‚ ¿Ã‚ ½50,000 (Adams equity theory) This would also mean negotiation/co-operation of both supervisors as they would be accessed on the final product. So no matter how many sweets the production department produced it would also have to talk with packaging to produce an effective output. The power balance would also be reduced as packaging would now be a bigger determinate in the equation. Now if they dont work together no rewards will be gained. To support the recommendations we need to improve the communication and cooperation of the organisation. Much has been discussed about the negative effects that poor communication/cooperation has on effectiveness. What HBS must implement in accordance with above is: more interaction, more negotiation, and the frequency at which it takes place. This increases collaboration and integration between both departments. It also reinforces superordinated goals and brings about such advantages as increased motivation, commitment and self esteem. This increase of communication will also bring about the harvesting of new ideas. For instance staff are not happy with rotation during off peak and on peak times. On peaks times are hindered by other departments unskilled staff, which would actually hinder production as skilled staff are covering for their mistakes, hence higher wastage. With more communication cooperation a system could be devised to suit both staff and HBS. i.e. would they be happy being trained in both departments or would staff consider being more flexible in hours with some going part time or acting as floaters for peak time. More discussion with sales would also be advisable as management can plan staff levels for on peak and off peak times. All this can come about in a suitable manner with improved integration, cooperation and communication. This applies also to staff suggestions of less work in the afternoon as well as the implementation of the training system and general lack of rotation. With and discussion, possible compromise a solution to these problems can be sort and hopefully one which is acceptable to both parties. The above is also supported by research from Paul Lawrence, Jay Lorsch whose research showed that effectiveness was closely linked to the degree of integration and communication. Once the conflict has been reduce to manageable levels it is important that management continue to keep these levels in check. Regardless of their style successful management will always depend on their ability to read developing situations. The manager must be able to analyse interest understand conflicts and explore power relations so that situations can be brought under control. In figure 2 we can see the styles of negotiating conflict. Clearly management have largely been taking avoidance as an option and letting it occur. In future management need to address the best possible solution as each situation arises. I would suggest training the Kilmann model to management to address conflict more according in the future. These recommendations infused together will bring about manageable and positive conflict. This in turn will bring about reduction in wastage and also a chance to nurture and harvest staff ideas as well as being more responsive to change.