Civil War the Great Divide - 814 Words

The Great Divide The issue of slavery was discussed in many ways. People talked about the morality of the institution (or lack thereof), the economics of slavery, and the political issues that came about because of it. No matter how it was discussed, the North and South could not agree. Northerners thought Southerners were corrupting the soul of America, and Southerners thought Northerners were hypocrites. No matter which way they looked at slavery, the North and South had two antithetical views that could not coexist in the same country. The first issue that comes up when thinking about slavery is morality. Many Northerners were ignorant of what slavery really meant until escaped slaves moved north and told their stories—stories†¦show more content†¦The South also pitched the idea of the plantation as a happy home. When Jefferson Davis responded to the Emancipation Proclamation he called slaves â€Å"peaceful and contented laborers.† Slavery was an obsolete and antiquate d labor source. It provided cheap but inefficient labor and even though it was America’s biggest source of capital, it was holding America back. The North saw this much better than the South. Politicians had been arguing over slavery since the foundation of America (the 3/5 Compromise in the Constitution). When the cotton gin was invented, plantation owners started to buy more land in the territories in order to grow more cotton. There were two issues that slavery brought up the most: the balance of North/South power and expansion. Political debates were rarely about the actual slaves. Arguments over the expansion of slavery in new states resulted in compromises that solved nothing. Compromises like The Missouri Compromise and the Compromise of 1850 solved very little and made people on both sides angry. Northerners were especially startled by the Fugitive Slave Act from the Compromise of 1850. It said, â€Å"all good citizens are hereby commanded to aid and assistâ⠂¬ ¦Ã¢â‚¬  People in the north could not believe that arresting a fugitive slave with out having a warrant was being a â€Å"good citizen.† They were insulted. The Compromise of 1850 also madeShow MoreRelatedEssay On American History714 Words   |  3 Pageswords, to reassure that they are the â€Å"right† side. It seems that our country, once embodying hope simply through its name, has grown a divide that even the Grand Canyon couldn’t hope to be compared to. However, this does not mean that the United States is falling apart, and all hope is to be lost in the noise. In fact, this country has a vast history of great divides, that at the time seemed cataclysmic, and in the end resulted in a stronger, more diverse nation. First and foremost, the United StatesRead MoreCauses Of The Civil War1740 Words   |  7 PagesThe Civil War was not an event that erupted overnight or something that no one had seen coming. It was a result of long stemming conflicts. â€Å"The road to civil war was complex and multi-faceted† (Wells, 1). These conflicts kept creating a divide amongst the states in the nation. The divide finally became so great, that the United States split into the Confederacy (South) and the Union (North), and fighting erupted. â€Å" â€Å"The Civil War,† Randall Jimerson observes, â€Å"became a total war involving the entireRead MoreThe Annexation Of Texas And The United States928 Words   |  4 Pagesfollowing the civil war not everyone shared the same views. Throughout the country, people had different thoughts on Texas, and what should be done with the new found territory. Whether it was people of the north looking to prevent another slave state from acquiring statehood, or slave owning people of the south trying to gain leverage in the House of Representatives, people had differing opinions on the topic of Texas. The debate over Texas acquiring statehood was representative of the divide betweenRead MoreOstracism And Discrimination953 Words   |  4 Pagesdifferent skin color than them. One huge issue that contributes to the the nation being deeply divided is that discrimination still exists, with people holding opposing views simply because of their race. As shown in these texts, one way discrimination divides the nation is because it leads to ostracism and segregation. In the first few paragraphs of A Quilt of a Country, Quindlen describes how our nation is full of bigotry when she lists different forms of discrimination, â€Å"Slavery and sweatshops, the burningRead MoreThe Civil War Was A Devastating Time For The United States Of America883 Words   |  4 PagesThe Civil War was a devastating time for the United States of America. During this time the United States was divided. The Civil War was a four year long battle. It is known as one of the bloodiest battles ever fought. Consequently it was fought between people of the same country. We were divided between the North and the South. The cause of the Civil War was slavery. The North was against it and wanted slavery abolished. On the other hand the South did not want to part with slavery. Both the NorthRead MoreMany Connections Can Be Made Between The Jewish People932 Words   |  4 Pagessettled into their new home without civil problems up until the early 1700’s. For both, the Jewish people and Americans, Civil War struck their countries. In America, people divided to form the Union, and the Confederacy. They divided and fought for the institution of slavery. This War lasted from 1861 until 1865. The Union Army won the War, achieving their goal towards an anti-slavery United States. However, slavery did not just diminish because of the verdict of the War. Slavery did not completely stopRead MoreThe Spanish Civil War: A Microcosm of the Polarization of European Politics1566 Words   |  7 PagesTo what extent did the Spanish Civil War represent a microcosm of the polarization of European politics between the Right and the Left? The Spanish Civil War is the name given to the struggle between loyalist and nationalist Spain for dominance in which the nationalists won and suppressed the country for the following thirty nine years. However, because of the larger political climate that the Spanish Civil War occurred in, it is impossible to view the war as a phenomenon contained within oneRead MoreThe Battle Of The Civil War1575 Words   |  7 PagesThe Civil war may have been destined to occur and not avoided, as it was the deadliest war in American History. Even the great President Abraham Lincoln tried to avoid the war, but failed ultimately. An analysis of the events that led to the secession of the southern states and the start of the civil war revealed the differences between the North and South. The outcome of the states seceding is a pivotal moment in American History that showed the true divide and is one of the most important historicalRead MoreThe Main Cause Of The Breakup Of The Union1628 Words    |  7 Pagestensions, and political alignments. Combined, all of these conflicts, with slavery at the root, led to the conflicts in the nation that started the Civil War. The issue of slavery caused conflict regarding new territories, economic stratification, and political turmoil. All of these tensions served to divide the nation, North against South, to start the Civil War. Slavery, in itself, was the most predominant reason for the breakup of the Union. It fundamentally divided the Free northern states and theRead MoreShort Term and Long Term Causes of the Civil War Essay978 Words   |  4 Pagesmany long-term causes and short term causes that aided and pushed forward the impending Civil War. The short term causes, however, were the most effective because they happened quickly and completely divided the nation in half. The causes were not only rapid and influential, but they were also all the consequences of the prior, creating an exponential rampage of divergence which led the country straight to Civil War. These short term causes were (in order of first to following): The Kansas Nebraska Act

The Shack Essay - 2386 Words

The Shack The image of God can be interpreted many ways. Most envision Him as a Father Time figure that sits on a cloud thumbing his long, silver beard. Some view God as an uncompromising demiurge, while others choose to believe He is a loving deity with bountiful grace. While some consider the Holy Trinity one being, others believe it to be three separate entities. William P. Young, in his fictional novel, The Shack, takes a very different approach on his view of God. The author personifies the Holy Trinity in terms that very few have ever considered. In the formative years of William P. Young’s life, significant events occurred that shaped his presentation of God. The images portrayed in his book conflict with the belief of many†¦show more content†¦While there are many who denounce this book, even more endorse it and see it as a new way to visualize and relate to God. Roger E. Olson in his book, Finding God in the Shack says these words: The Shack is more than a re ligious novel; it is a true story. It’s not true in the sense that I believe the events described actually happened but in that the story basically fits human experience and what the Bible says. Like Jesus’ parables, such as the Prodigal Son and the Good Samaritan, The Shack is teaching us something. (13) Young simply offers a different image of God. Anyone who understands basic Christian theology will see that Young’s depiction of the Trinity is not one to be taken literally. The Shack is by no means a book of systematic doctrine; it is a story meant to communicate a message about God. Jesus personified God in many of his parables. Luke 15:8-10 symbolizes God as an old woman looking for a lost coin. When the lady found her coin, she invited her neighbors to come and rejoice with her. â€Å"In the same way, I tell you, there is joy in the presence of the angels of God over one sinner who repents† (Thompson). The same logic is used by Young to communicate his personal interpretation of God. He goes out of his way to deny that his portrayal of God as three separate human beings is an accurate presentation ofShow MoreRelatedRadio Shack Report1652 Words   |  7 Pagesin RadioShack in the years2004-2006. As a group of consultants we aim to identify problems facing the comp any. Along with this we will provide solutions and recommendations to these problems based on our assessment. Introduction: Radio Shack is a consumer electronics goods and services retailer that operates about 4400 stores across the United States, Puerto Rico and the U.S. Virgin Islands. Additionally, the company also operates about 800 non-branded kiosks (small booths) from whichRead MoreThe Shack981 Words   |  4 PagesI recently read the book The Shack, the book is based on one man’s experience with God after the horrible and gruesome death of his daughter at the hands of a serial killer. The book tries to answer many questions regarding God and his existence some of the questions being the following: where is God in a world so full of tragedy, and does, he use pain and misfortune to change other people? Mack experiences three different forms of God, The Holy Trinity. They change and shape him into a person whoRead MoreThe Shack: Analysis855 Words   |  4 PagesA simple textual analysis of â€Å"The Shack† According to â€Å"The Shack†, William Paul Young had to confront the issue of theodicy; how a loving god could allow such overwhelming pain, suffering and evil in the world he created. The overall thesis of the book seems to states that forgiveness is desirable. Matthew 6:15 states clearly the requirements of forgiveness, â€Å"But if you refuse to forgive others, your Father will not forgive your sins†. Young takes the time to address forgiveness which will requireRead MoreThe Shack Review554 Words   |  2 Pages When I started to read The Shack by William P. Young, I was expecting a gory memoir of a child who was kidnaped and brutally murdered. But it is so much more. The book goes on to tell the story of Mackenzie Allen Philips, or Mack, who had a drunk for a father that regularly abused him. Over his childhood, he struggled in his relationship with God, which lead him down the path of the â€Å"Great Sadness† after his youngest daughter, Missy, was kidnapped. The so-called serial killer â€Å"Little Lady Killer†Read MoreThe Story The Shack 1462 Words   |  6 PagesChoices, There is Good and There is Evil The first time I read the novel â€Å"The Shack,† I immediately empathized with the main character. The story is about a little girl who was abducted from a camping site and found murdered. Its main story line follows the emotional roller coaster of her father, Mack. Not to give the entire story away, I will not discuss exactly what Mack experienced. However, losing his daughter filled him with so much pain and anger. Mack could not understand how this could happenRead MoreSummary Of The Shacks854 Words   |  4 Pages- Arrive in Florida with around a dozen shacks - Lee Coker and Amos Hicks - Eatonville (name of town) contains only 50 acres of land - Jody pays for 200 additional acres from Captain Eaton - Jody going to build store and a post office on his new 200 acres - Meets a man name Tony Taylor - Coker and Taylor are hired by Jody to build his store while the others search for new residents - Jody is named mayor - Jody buys a street lamp for town - Janie doesn’t like business of store. - She likes when peopleRead MoreThe Shack Character Analysis1716 Words   |  7 Pagesbut with faith, anything prudent and realistic is possible. Mackenzie in The Shack by William Young and the character in the poem â€Å"God, Where are You?† by Daniel Gilbreath illuminates what faith truly is. Through the difficult times these characters experience, faith is what brings tranquility and acceptance in their lives for the events that transpired. The theme of faith is existent or nonexistent in the novel The Shack and the poem â€Å"God, Where are you?† through the depression the characters feelRead MoreKozy Shack Essay1327 Words   |  6 Pages W4200 8-31-11 Business Case #1: Kozy Shack SWOT Analysis of Kozy Shack Strengths: * Fresh and natural products- Kozy Shack produce their products daily, ensuring freshness. They also use high quality ingredients with no preservatives, making their products all natural. This is important because Americans are becoming more and more health conscious. * Kozy Shack made a point to position their products in the market as nutritional, healthy, andRead MoreThe Shack, a Discussion of Symbolism1504 Words   |  7 Pages2/16/09 The Shack: A Discussion of Symbolism The Shack, written by William P. Young, tackles one man’s quest for faith and reassurance in God through several metaphors, parables and symbols. These symbols are used to compare the story religion itself; and from this comparison it is easier to grasp a deeper understanding. However, with this underlying symbolism, it’s possible to over analyze and disregard the fictitious nature of the book. Despite this, there are many symbols within The Shack that areRead MoreManagement Communications Essay2136 Words   |  9 PagesCASE 5-3 Radio Shack Corporation: You’ve Got Mail! The turn of events in Radio Shack’s organization is undoubtedly overwhelming and somewhat harsh; however, much of the madness could’ve been avoided with the help of a communications consultant. This company obviously needed someone to oversee the newsletters or announcements going out to employees. With a communications consultant in toe, he or she could have formulated a better plan, making the turnaround plan clear to all employees. The results

Talent Is Overrated Free Essays

Charles Bobb ALS 101 Professor Jeffrey Levine December 2, 2009 Talent Is Overrated What Really Separates World- Class Performers from Everyone Else By. Geoff Colvin Senior Editor at Large, FORTUNE Talent Is Overrated† by Geoff Colvin is a motivating book that puts outstanding performance into view. It presents a solid case that great performance does not come primarily from innate talent, or even hard work, as is supposed by most people. We will write a custom essay sample on Talent Is Overrated or any similar topic only for you Order Now The realistic value of the book comes from the practical function of the thesis. In talking about world class figure skaters, he said that top skaters work on the jumps they are worst at, whereas average skaters work on those they are already good at. In his words, â€Å"Landing on your butt twenty thousand times is where great performance comes from. † Each of those hard landings is able to teach a lesson. Those who learn the lesson can move on to the next hard lesson. Those who don’t pay the price and learn the lesson never progress beyond it. In other words, hard work and dedication is necessary but not sufficient in itself for developing higher level performance at any endeavor. All great performers get that way by working long and hard, but hard work and long hours obviously don’t make people great. Many people work long and hard and stay mediocre. The meat of the book describes what the author calls deliberate practice, and presents supporting evidence in a convincing manner. It matters what kind of practice, not just how long and how much sweat is spilled. Supportive on definition of innate talent Before considering evidence for and against the talent account, we should be as clear as possible about what is meant by â€Å"talent†. In everyday life people are rarely precise about what they mean by this term: users do not specify what form an innate talent takes or how it might exert its influence. Certain pitfalls have to be avoided in settling on a definition of talent. A very restrictive definition could make it impossible for any conceivable evidence to demonstrate talent. For example, some people believe that talent is based on an inborn ability that makes it certain that its possessor will excel. This criterion is too strong. At the other extreme, it would be possible to make the definition of talent so vague that its existence is trivially ensured; talent might imply no more than that those who reach high levels of achievement differ biologically from others in some undefined way. Yet those who believe that innate talent exists also assume that early signs of it can be used to predict future success. 1) There are many reports of children acquiring impressive skills very early in life, in the apparent absence of opportunities for the kinds of learning experiences that would normally be considered necessary. (2) Certain relatively rare capacities which could have an innate basis (e. g. , â€Å"perfect† pitch perception) appear to emerge spontaneously in a few children and may increase the likelihood of their excelling in music. (3) Biological c orrelates of certain skills and abilities have been reported. 4) Some especially compelling data comes from the case histories of autistic, mentally handicapped people classified as â€Å"idiot’s savants. † Practice makes perfect The best people in any field are those who devote the most hours to what the researchers call â€Å"deliberate practice. † Its activity that’s explicitly intended to improve performance that reaches for objectives just beyond one’s level of competence provides feedback on results and involves high levels of repetition. For example: Simply hitting a bucket of balls is not deliberate practice, which is why most golfers don’t get better. Hitting an eight-iron 300 times with a goal of leaving the ball within 20 feet of the pin 80 percent of the time, continually observing results and making appropriate adjustments, and doing that for hours every day – that’s deliberate practice. Consistency is crucial. As Ericsson notes, â€Å"Elite performers in many diverse domains have been found to practice, on the average, roughly the same amount every day, including weekends. Evidence crosses a remarkable range of fields. In a study of 20-year-old violinists by Ericsson and colleagues, the best group (judged by conservatory teachers) averaged10, 000 hours of deliberate practice over their lives; the next-best averaged 7,500 hours; and the next, 5,000. It’s the same story in surgery, insurance sales, and virtually every sport. More deliberate practice equals better performance. Tons of it equals great performance. Tiger Woods is a textbook example of what the research shows. Because his father introduced him to golf at an extremely early age – 18 months – and encouraged him to practice intensively, Woods had racked up at least 15 years of practice by the time he became the youngest-ever winner of the U. S. Amateur Championship, at age 18. Also in line with the findings, he has never stopped trying to improve, devoting many hours a day to conditioning and practice, even remaking his swing twice because that’s what it took to get even better. The business side The evidence, scientific as well as anecdotal, seems overwhelmingly in favor of deliberate practice as the source of great performance. Just one problem: How do you practice business? Many elements of business, in fact, are directly practicable. Presenting, negotiating, delivering evaluations, and deciphering financial statements – you can practice them all. , they aren’t the essence of great managerial performance. That requires making judgments and decisions with imperfect information in an uncertain environment, interacting with people, seeking information – can you practice those things too? The first is going at any task with a new goal: Instead of merely trying to get it done, you aim to get better at it. Report writing involves finding information, analyzing it and presenting it – each an improbable skill. Chairing a board meeting requires understanding the company’s strategy in the deepest way, forming a coherent view of coming market changes and setting a tone for the discussion. Anything that anyone does at work, from the most basic task to the most exalted, is an improbable skill. Why? For most people, work is hard enough without pushing even harder. Those extra steps are so difficult and painful they almost never get done. That’s the way it must be. If great performance were easy, it wouldn’t be rare. Which leads to possibly the deepest question about greatness? While experts understand an enormous amount about the behavior that produces great performance, they understand very little about where that behavior comes from. The authors of one study conclude, â€Å"We still do not know which factors encourage individuals to engage in deliberate practice. † Or as University of Michigan business school professor Noel Tichy puts it after 30 years of working with managers, â€Å"Some people are much more motivated than others, and that’s the existential question I cannot answer – why. The critical reality is that we are not hostage to some naturally granted level of talent. We can make ourselves what we will. Strangely, that idea is not popular. People hate abandoning the notion that they would coast to fame and riches if they found their talent. But that view is tragically constraining, because when they hit life’s inevitable bumps in the road, they conclude that they just aren’t gifted and give up. Maybe we can’t expect most people to achieve greatness. It’s just too demanding. But the striking, liberating news is that greatness isn’t reserved for a preordained few. It is available to you and to everyone. A Mnemonic System for Digit Span: One Year Later. (2002) | * Chase, William G. , * Ericsson, K. Anders| Abstract| With 18 months of practice on the digit-span task, a single subject has shown a steady improvement from 7 digits to 70 digits, and there is no evidence that performance will approach an asymptote. Continuous improvement in performance is accompanied by refinements in the subject’s mnemonic system and hierarchical organization of his retrieval system. (Author). Presented at the Annual Meeting of the Psychonomic Society, (20th), Phoenix, AZ, 8-10 Nov 79. | Talent without deliberate practice is latent† and agrees with Darrell Royal that â€Å"potential† means â€Å"you ain’t done it yet. † In other words, there would be no great performances in any field (e. g. business, theatre, dance, symphonic music, athletics, science, mathematics, entertainment, exploration) without those who have, through deliberate practice developed the requisite abilities Colvin duly acknowledges that deliberate practice â€Å"is a large concept, nd to say that it explains everything would be simplistic and reductive. † Colvin goes on to say, â€Å"Critical questions immediately present themselves: What exactly needs to be practiced? Precisely how? Which specific skills or other assets must be acquired? The research has revealed answers that generalize quite well across a wide range of fields. Talent is overrated if it is perceived to be the most important factor. It isn’t. In fact, talent does not exist unless and until it is developed†¦ nd the only way to develop it is (you guessed it) with deliberate practice. Colvin commits sufficient attention to identifying the core components of great performance but focuses most of his narrative to explaining how almost anyone can improve her or his own performance. He reveals himself to be both an empiricist as he shares what he has observed and experienced and a pragmatist who is curious to know what works, what doesn’t, and why. I also appreciate Colvin’s repudiation of the most common misconceptions about the various dimensions of talent. For example, that â€Å"is innate; you’re born with it, and if you’re not born with it, you can’t acquire it. † Many people still believe that Mozart was born with so much talent that he required very little (if any) development. In fact, according to Alex Ross, â€Å"Mozart became Mozart by working furiously hard† as did all others discussed, including Jack Welch, David Ogilvy, Warren Buffett, Robert Rubin, Jerry Rice, Chris Rock, and Benjamin Franklin. Some were prodigies but most were late-bloomers and each followed a significantly different process of development. About all they shared in common is their commitment to continuous self-improvement through deliberate practice. Colvin provides a wealth of research-driven information that he has rigorously examined and he also draws upon his own extensive and direct experience with all manner of organizations and their C-level executives. Throughout his narrative, with great skill, he sustains a personal rapport with his reader. It is therefore appropriate that, in the final chapter, he invokes direct address and poses a series of questions. What would cause you to do the enormous work necessary to be a top-performing CEO, Wall Street trader, jazz, pianist, courtroom lawyer, or anything else? Would anything? The answer depends on your answers to two basic questions: What do you really want? And what do you really believe? What you want – really want – is fundamental because deliberate practice is a heavy investment. † Corbin has provided all the evidence anyone needs to answer t hose two questions that, in fact, serve as a challenge. It occurs to me that, however different they may be in almost all other respects, athletes such as Cynthia Cooper, Roger Federer, Michael Jordan, Jackie Joyner-Kersee, Lorena Ochoa, Candace Parker, Michael Phelps, Vijay Singh, and Tiger Woods â€Å"make it look so easy† in competition because their preparation is so focused, rigorous, and thorough. Obviously, they do not win every game, match, tournament, etc. Colvin’s point (and I agree) is that all great performers â€Å"make it look so easy† because of their commitment to deliberate practice, often for several years before their first victory. In fact, Colvin cites a â€Å"ten-year rule† widely endorsed in chess circles (attributed to Herbert Simon and William Chase) that â€Å"no one seemed to reach the top ranks of chess players without a decade or so of intensive study, and some required much more time. † The same could also be said of â€Å"overnight sensations† who struggled for years to prepare for their â€Å"big break† on Broadway or in Hollywood. | The book adds a few paragraphs or two to the Jack Welch entry in the annals of business history. Neutron Jack† kept people from getting too comfortable, once explaining that it wasn’t 100,000 General Electric (GE) employees he eliminated, it was 100,000 GE positions. His radioactive personality aside, Welch had remarkable success grooming top corporate leaders. The equity value of companies run by Welch’s proteges – including GE, 3M, Home Depot and Honeywell – may well exceed some national budgets, so it is i nteresting to learn what qualities Welch encouraged as a mentor. Welch’s â€Å"4E’s† of leadership help explain how he generated so much value over the years for his grateful shareholders. Krames extracts leadership ideas from Welch’s track record and makes them quick and handy. Although the book is more useful than original, we find that the articulation of the 4E’s, and the profiles of Welch’s proteges make it a solid addition to any business library. Colvin leaves no doubt that by understanding how a few become great, anyone can become better†¦ and that includes his reader. This reader is now convinced that talent is a process that â€Å"grows,† not a pre-determined set of skills. Also, that deliberates practice â€Å"hurts but it works. † Long ago, Henry Ford said, â€Å"Whether you think you can or think you can’t, you’re right. † It would be â€Å"tragically constraining,† Colvin asserts, for anyone to lack sufficient self-confidence because â€Å"what the evidence shouts most loudly is striking, liberating news: That great performance is not reserved for a preordained few. It is available to you and to everyone. â€Å" How to cite Talent Is Overrated, Papers

Total Quality Management in Education System

Question: Discuss about the Total Quality Management in Education System. Answer: Introduction Managing people is an essential skill that needs to be taken up by any business organization in order to manage the employees effectively. Team and teamwork plays an important role in any business organization. However, working in team does not necessarily highlight the fact that there is teamwork, within the team. This assignment highlights the discussion in the article by Callaghan and Thompson (2004), that focuses on the call centre industry. The report describes how call centres work in teams, yet without much teamwork. The issues that might be faced by the organization, in management of people due to the lack of teamwork in call centres have also been discussed in this assignment. Discuss how the organisation of call centre work into teams does not necessarily mean there will be teamwork. Working in teams is an integral part of any business organization. This facilitates the work, along with enhancing the productivity of the employees (Chicu et al. 2016). Working in team and assisting the teammates helps in improving the quality of work in the organization as well. However, working in teams does not necessarily mean that there is teamwork within the team and among the members. Call centres are an important industry in UK and Australia. This is an environment in which the people work in team, but the task is based on individual capabilities and skills, with very less scope of teamwork (Crowley et al. 2014). The work in a call centre is mainly technology based with interaction with the clients and customers using information communication and technology (ICT) systems (Van den Broek et al. 2004). The employees have individual systems with computers and required ICT supports such that they are able to communicate and work with the clients (Ebrahim 2015). A team is perceived as a collection of 10-12 members, working towards achievement of the same goal, and having dependencies on each other (Goebel et al. 2015). The team members have a common working time as well as a common working strategy, and each members has to abide by the agreed upon ways of working. Moreover, in context of teamwork, the efforts of each of the members assist in achievement of a single goal (Crowley et al. 2014). However, while considering call centres, the employees work in different shifts and in weekly rotation basis. Members of the same team have working hours flexibility and in different shifts. Moreover, each individual employee has a specific goal to achieve with the skill that the particular employees posses. Thus, a call centre has very limited opportunity of teamwork. As contradicted by (Van den Broek et al. 2004), the view presented above might not be always true. There is much scope of teamwork in call centres for development and training. While the training needs of each of the employees are identified, teamwork and assistance among each other might result in enhancement of the skills of the employees (Van den Broek et al. 2004). Moreover, there is much scope for exchange and sharing of information among the employees, regarding the issues faced by the customers. Moreover, while one of the employees has faced similar situation, assistance might be sought from that employee, to deal with similar situations in a better way. Moreover, as argued by (Hopper et al.2014), there is scope of discussion and assistance among the employees regarding the use of a particular technology, thus enhancing teamwork among the call centre employees. As argued by (Chicu et al. 2016), call centres mainly present a wide scope of individual work and a similar kind of work is done every day, by the employees. This routine work among the employees reduces the scope of teamwork (Crowley et al. 2014). While considering a banking sector call centres, some of the employees deal with the customers transactions and balance, while others deal with problems and issues that the customers face (Hu and Liden 2015). However, the employees who deal with the account deals and the one dealing with the customer complaints are fixed. Thus, their work is largely a routine work with least scope of variety and teamwork. Even if the employees exchange information, it is of least importance to the other employee of a different domain. Thus, the scope of teamwork is reduced. Another reason why working in teams does not necessarily mean teamwork in case of call centres is the dependency on the ICT. The information and communication systems of the call centres are the major assistants to the employees. All queries are answered by the extensive use if ICT itself. Moreover, the ICT systems usually stresses upon self-service by providing help options and menus (Crowley et al. 2014). Thus, even if a call centre employee needs assistance, the employee prefers referring to the computer and Internet systems rather than taking assistance from the teammates. Thus, reducing the scope of effective teamwork in call centres. However, as the employees are recruited one of the essential criteria that is tested for is the quality of being team players. The quality of being a good team player is sough while the recruitment process is done (Van den Broek et al. 2004). However, in reality the members work as pseudo-teams rather than actual teams. Thus, the fact is clearly highlighted that though call centre workers work in teams, yet does not need actual teamwork. The solutions are provided by the extensive use of ICT, rather than seeking help from the team members. To what extent does this pose a problem for people management, and what are the key issues in maximising the benefits of teams and teamwork for both employees and the organisation? Problem in people management due to lack of teamwork: Team and teamwork plays an important role in enhancing the management of the people in the organizations. In case of call centres, the employee work in teams but does not exhibit much teamwork. This might impose a major issue in management of the people. The normative behaviour of the employees of the call centre leads to the explanation that while the employees work in teams, teamwork is also necessary in management of the people efficiently (Crowley et al. 2014). While working in teams, the employees are used to work in a collaborative manner along with supporting the needs of each other and empathetic behaviour. Thus, while management of the employees; these qualities assist the management to ensure positive organizational behaviour as well as organizational citizenship behaviour (Van den Broek et al. 2004). However, in context of call centres, since the employees do not engage in much teamwork, hence it is difficult for the management to ensure positive workplace environment along with ensuring organizational citizenship behaviour (Procter and Radnor 2017). The positive organizational citizenship behaviour is achieved with successful teamwork among the employees. Thus, the problems due to the lack of teamwork include lack of efficient management of the employees along with lack of positive workplace environment (Turner 2014). Moreover, the fine qualities in the employees that are developed due to effective teamwork is also not available among the employees, thus resulting in mismanagement of the people. Thus, in order to have an efficient management, it is essential to exhibit teamwork among the employees (Crowley et al. 2014). Lack of teamwork reduces the rate of employee retention and employee satisfaction in the organization. However, in case of call centres, the scope of teamwork is reduced and might result in mismanagement of the workforce of the organization. Key issues in maximising the benefits for employees and organization: With the lack of teamwork among the teams, the organization faces various issues in maximizing the benefits to the employees as well as the organization (Crowley et al. 2014). The key issues that are faced in maximizing the benefits for the organization are as follows: Lack of OCB: With no teamwork among the members of the call centre employees, lack OCB. This is because the employees do not develop the qualities to empathic learning and support among themselves, thus failing in development of the OCB (Mawer 2014). Since this behaviour is a prompt one, hence, it is developed from effective teamwork. Lack of efficient management: Due to the lack of efficient management of the in the organization, the employee retention might be reduced along with degradation in the productivity (Potosky and Duck 2014). Thus, the efficiency of the management of the employees is reduced due to the lack of teamwork among the teams (Van den Broek et al. 2004). Lack of socialization: With lack of effective teamwork, socialization among the employees is not achieved and results in lack of positive workplace environment (Massenberg et al. 2015). The key issues in maximizing the benefits of the employees include the following: Absence of team identity: Due to lack absence of teamwork, the employees of the call centre might feel the absence of team identity or team leader (Maxwell 2013). This lack of identify and lack of teamwork might result in lack of motivation and commitment towards the assigned task. Difficulty in decision-making: Due to the lack of teamwork, the employees of call centres might face difficulty in decision-making. Though it is true that in case of call centre employees most of the solution is obtained with the use of ICT, however, there might be some decisions that would need assistance of the team members (Kozlowski et al. 2015). Thus, lack of teamwork would result in difficulty of the employees. Lack of effective communication: The lack of teamwork might result in lack of communication among the employees. Lack of effective communication gives rise to misunderstandings and misinterpretation among the employees (Crowley et al. 2014). The lack of effective communication is not desirable at a workplace, since this degrades the productivity, along with reduction in the positivity of the workplace (Van den Broek et al. 2004). Inability to resolve conflicts: Teamwork enhances qualities among the employees such as providing assistance, empathetic working, motivating each other and resolution of conflicts (Sallis 2014). Thus, lack of effective teamwork results in inability to resolve conflicts. Since the employees do not work in team, hence, the employees do not feel the urge of resolution of conflicts. Lack of development of team spirit: Team spirit is effectively developed during teamwork among the employees. However, lack of effective team work results in lack of development of team spirit (Levi 2015). The team spirit is an effective quality that needs to be developed by the employees such that they can work efficiently. Lack of responsibility: Working as a team enhances the quality of being responsible for the tasks assigned. However, lack of teamwork among the employees result lack of development of the sense of responsibility (Van den Broek et al. 2004). The sense of responsibility is not developed without active teamwork. However, in case of employees of call centre, teamwork is not exhibited, due to the limited scope of teamwork (Van den Broek et al. 2004). The above mentioned issues are the key factors that hinders the problem of people management. These issues also hinder the maximization of the benefits of the employees as well as the organization. Conclusion Management of people is an effective activity in the business organization. Teamwork has a key role to play in the management of the people. The article highlights the fact that working in teams does not necessarily mean teamwork. The scenario of call centres have been highlighted in this assignment where the employees work in team but does not exhibit teamwork. The key issues that have been identified that hinders the maximization of the benefits of the employees as well as the organization includes lack of enhancement of productivity, lack of employee satisfaction, lack of development of team spirit as well as the sense of responsibilities. Thus, it might be concluded that working in teams does not necessarily mean that there is teamwork among the employees. For the employees of call centre, there is least scope for teamwork, as the employees have personalized duties and are assisted by the ICT. Thus, with reduced chances teamwork, the employees work in teams but do not exhibit tea mwork. References Chicu, D., Valverde, M., Ryan, G. and Batt, R., 2016. The service-profit chain in call centre services.Journal of Service Theory and Practice,26(5), pp.616-641. Crowley, M., Payne, J.C. and Kennedy, E., 2014. Working better together? Empowerment, panopticon and conflict approaches to teamwork.Economic and Industrial Democracy,35(3), pp.483-506. 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