Organizational Management Essay Example

Organizational Management Essay Example Organizational Management Essay Organizational Management Essay 1. Core premises of classical and neoclassical theories of organizational management There are several core premises each for both the classical and neoclassical perspectives of organizational management – with similarities and differences between the two schools of thought. The classical perspective is characterized by its key assumptions that a) Organizations’ purpose is to achieve output-related and financial goals, b) The scientific method is the means to discovering the best organizational structure for the aforementioned goals, c) Job specialization and division of labor maximize production, and d) Rational economic principles dictate how people and organizations act (Jang, Ott, Shafritz 2005:28). The quintessential classical theorists include Max Weber, Henri Fayol, Fredrick Taylor, and Luther Gulick. Weber described bureaucracy as the ideal organizational structure for rationality and efficiency with the characteristics of clearly defined rules, impersonality, hierarchy/levels of authority, and training of employees (Jang, Ott, Shafritz 2005:73-74). Fayol articulated general principles of management – characteristics under which the ideal organization operates which include division of labor, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interest to general interest, and remuneration of personnel (Jang, Ott, Shafritz 2005:48-52). Taylor (1915) championed what he called â€Å"scientific management†, a philosophy in which the scientific method applies to the management of an organization and the workers therein to increase productivity. So meticulous was Taylor in his concept of applying scientific evidence to factory jobs, that he conducted â€Å"time studies† in which a stopwatch was used to time a worker’s motions – the idea being there is one best method for performing any physical task. NetMBA 2002-2010) Perhaps less radically, Taylor also advocated for careful selection and training of workers by management, as well as the familiar classical principle of dividing work according to specialization. Gulick (1937) considered the merits of building an organization from the top-down and the bottom-up; and contributed his idea of organizing the executive according to his acronym â€Å"POSDCORB†: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting ( Jang, Ott, Shafritz 2005:86). Gulick described the functions of this acronym as ideally being subdividing among the executive – wherein the executive is not just the chief executive, but other offices and departments including the chief executive’s private secretary (Jang, Ott, Shafritz 2005:86). The neoclassical theory of organizational management accepts the basic tenets of classical theory but adds several points to challenge and expand upon it. These points are a) The human factor in organizations: How people in the organization will cooperate with each other in an organization and how much they will be committed to organizational values and goals – particularly in the mechanistic, bureaucratic organizational model Weber constructed, b) The importance of internal-external organizational relations, and c) Decision-making processes (Jang, Ott, Shafritz 2005:88). The human factor in organizations was explored by Barnard (1938), who emphasized the importance of motivating workers properly to work within a cooperative organizational system. Barnard articulated a method of incentives that gave more consideration to motivating factors such as opportunity for power, position, and prestige, beneficial social relationships at work, greater participation in decision-making, than to monetary compensation. Underlying assumptions about human nature of classical and neoclassical theory The classical school assumes that organizations are primarily concerned with tangible, economic rewards (profits), and that organizations should be constructed according to the general and/or scientific management principles outlined earlier in order to maximize organizational productivity and efficiency. People are motivated primarily by money; other motivating factors such as sense of accomplishment and relationships with coworkers are relatively unimportant. Classical theory assumes that each part of an organization (leadership/management and workers) must have clearly defined roles that must be adhered to, and cooperation between each of these segments is important in making sure the organizational goals are being reached. Neoclassical theory agrees with classical theory insofar that conomic/financial rewards are indeed a big motivator for organizations, their leaders, and their production workers – but exposes the classical theorists’ explanation (or lack thereof) of the importance of human relations and group dynamics in the organizational setting. Neoclassical theory considers to a degree the effects of organization on individuals – particularly worker cooperation and motivation, as well as coordination among leaders and administrative units. One such neoclassical theorist, Robert Merton (1957, 1985), argued that bureaucracies inhibit individual freedom and creativity and cites Thorstein Veblen’s idea of â€Å"trained incapacity†, John Dewey’s idea of â€Å"occupational psychosis†, and Daniel Warnotte’s theory of â€Å"professional deformation† to illustrate his point (Jang, Ott, Shafritz 2005:104). Another point of disagreement between classical and neoclassical theorists comes from the concept of rules and procedures in organizations. This perceived ultimate supremacy of formal rules and procedures was challenged by Merton, who argued that formal rules and procedures lead to overconformity: Formalism, even ritualism, ensues with an unchallenged insistence upon punctilious adherence to formalized procedures. This may be exaggerated to the point where primary concern with conformity to the rules interferes with the achievement of the purposes of the organization An extreme product of this process of displacement of goals is the bureaucratic virtuoso, who never forgets a single rule binding his action and hence is unable to assist many of his clients. Merton via Jang, Ott, Shafritz 2005:106) Thus, neoclassical theory gives credence to human adaptability according to situation, warning that rules and procedures often disallow people in organizational settings from exercising their best judgment. To reinforce this point, this is in stark contrast to the classical view that rules, procedures, and roles in an organizatio n according to work specialization dictate, or at least constantly guide, the behaviors and interactions of people in the organization. In essence, neoclassical theory puts more faith in individual judgment and discretion than does classical theory, while placing less emphasis on the importance of rational goals like money to organizations and valuing more value-oriented organizational goals and actions. The same holds true for people: Classical theory implies that people are really only in it for the money while neoclassical theory says money is just one motivating factor – there are also incentives such as pride, social relationships at work, and augmented responsibility and decision-making power that are powerful motivators for working people. Accuracy of assumptions and adequacy in explaining contemporary organizational dynamics and effective management Both the classical theory and neoclassical theory are adequate in some respects while inadequate in others, and some of each is both shared and exclusive between the two respective viewpoints. The classical principles of division of work and specialization of labor as means to maximize productivity and efficiency were innovative at the time and still largely hold true today. Many companies today divide their workforce by skill/qualification into different roles/departments within the company. For example, nearly every vehicle manufacturing company today uses the assembly line manufacturing system, in which assembly workers each have a task or a specific set of tasks, and they are (both the workers and their tasks) are sequentially ordered. In the case of the typical automobile assembly line, the chassis is made first, then the body is added to the chassis, and then the interior is defined with seating, electronics, etc. Obviously, these are broad steps that contain smaller tasks within, and factory machinery helps efficiency a great deal (especially given how much technology has advanced over the past century), but separation of labor is still alive and well today. Taylor’s theory of scientific management was highly influential in its own time and still is today. In Taylor’s time, Henry Ford adopted scientific management as described by Taylor in his factories (the assembly line being the most notable manifestation of Taylor’s principles in action), and even families started to carry out their household chores based on the results of time and motion studies (NetMBA. com 2002-2010). Taylor’s principles can be seen in action today, particularly in the fast food service industry where achieving efficiency is vital to meet customer expectations. A glaring inadequacy of classical theory, in this case Taylor’s scientific management, is that it treats workers as tools instead of human beings. As stated before, there is a noticeable lack of consideration of employee morale and motivation beyond salary, and organizational culture as well as organizational goals and values beyond maximize efficiency and profits are neglected by much of classical organization theory. Another flaw of classical theory is one that neoclassical theorist Herbert Simon (1946) raised, which relates go the general principles of management as described by both Fayol and Gulick. Simon exposed flaws in the logic of several of the principles, arguing that they are confusing, conflicting, and unrealistic: The principle of unity of command is perhaps more defensible if narrowed down to the following: In case two authoritative commands conflict, there should be a single determinate person whom the subordinate is expected to obey; and the sanctions of authority should be applied against the subordinate only to enforce his obedience to that one person†¦ it [unity of command principle] also solves fewer problems†¦ it no longer requires, except for settling conflicts of authority, a single hierarchy of authority. Jang, Ott, Shafritz 2005:114) Neoclassical theory is more adequate than classical theory when applied to current organizations and effective ones because it takes more factors into account – namely the factors of individual motivation and Phillip Selznick’s (1949) notion of â€Å"cooptation†, which asserts that organizations introduce and absorb new elements from the outside into the organization in order to prevent those elements from â€Å"coming b ack to bite them†, so to speak (Jang, Ott, Shafritz 2005:90). At the same time, the overarching classical view that rational goals such as productivity, quality, and efficiency are the most vital of all goals has never been wholly rejected by any other theory – neoclassical included – and many organizations today maintain a structure and culture in which these goals are valued most. Since neoclassical theory does not reject these values, but instead tweaks and adds some values of its own to them, it is more relevant to contemporary organizational dynamics and effective management. . The question of whether organizations should be hierarchical or whether they should offer employees broad autonomy/discretion is based largely on misunderstanding between the two supposed â€Å"sides†. I will dispel any notion that these principles are separate and exclusive from each other, and argue instead that both organizational hierarchy and employee discretion and the balance of the two principles offer a path for organizational success. First, what do the terms hierarchy, autonomy, and discretion mean? Hierarchy is a structure/system in which there is at least one dominant-subordinate relationship. Autonomy and discretion are synonymous, meaning the power to act according to one’s own judgment, or freedom of choice. Considering these definitions, they are seemingly complete opposites – and exclusive ones at that. After all, how can there be a dominate-subordinate relationship and employee power to work and act as he/she pleases? But upon further review of the terms and the literature, these principles actually are meant to be together and cooperate. Hierarchy and discretion can and should act as checks and balances towards each other. The hierarchical organization structure serves to control discretion but not eliminate it – just as discretion prevents the hierarchical structure from becoming overbearing and thus not giving the employee(s) the necessary flexibility and freedom to do the job the way it should be done. It is order and liberty: Ordered liberty if you will (though granted, the familiar concept of ordered liberty as applied to constitutional law has a very different meaning). Why is hierarchy desirable? Because it holds people accountable, by means of authority. In other words, employees are held accountable for the work they do and how they do it by their manager(s)/supervisor(s). If there were no managers to hold employees accountable, there would undoubtedly be a decrease in productivity and increases in delinquency and absenteeism in many organizations. In his article â€Å"In Praise of Hierarchy†, Elliot Jacques (1990) acknowledged the merits of the hierarchical structure: â€Å"The reason we have a hierarchical organization of work is not only that tasks occur in ower and higher degrees of complexity – which is obvious – but also that there are sharp discontinuities in complexity that separate tasks†¦ The same discontinuities occur with respect to mental work and to the breadth and duration of accountability. † (Jang, Ott, Shafritz 2005:231). The organizational structure most often associated with hierarchy is and has been bureaucracy, but in r eality, hierarchy exists in almost every organizational model and in virtually every organization today. Businesses have chairmen, CEOs, and other top executives; governments include the President at the federal level (governors at the state level) and even charity organizations have their chief organizers and administrators. These are the top officials in these respective organizations; everybody else in the given organization is subordinate in terms of function and/or rank. Therefore, hierarchy exists in each of these examples. Perhaps more obviously, autonomy for employees is also desirable in organizations. There is evidence to suggest autonomy at work increases employee job satisfaction and commitment. According to the National Educational Longitudinal Study (1988-2000), job autonomy is a highly significant factor in five distinct areas of job satisfaction: Salary, fringe benefits, promotion prospects, job security, and relevance of work (Bradley, Nguyen, Taylor 2003). It is also a much more flexible and efficient policy of problem solving than would exist in a bureaucratic structure, where there would be stricter supervision as well as SOP’s. In the bureaucratic model, an employee tasked with solving a customer’s problem, the solution to which is not defined in any SOP or is not part of company norms, would require the employee to scale the chain of command for the appropriate superior who could solve the problem. This is because employees have narrow span of controls and are bound by defined rules and procedures in a bureaucratic structured organization. The bureaucracy is considered a mechanistic model of organization by Tom Burns and G. M. Stalker (1961) of the Tavistock Institute in London. Burns and Stalker divided organizations into two broad types: Mechanistic systems, and organic systems. They describe mechanistic systems as having layered hierarchy or a chain of command and formal rules of procedures, and organic systems as offering more participation, horizontal communication, and more autonomy and discretion to employees (Jang, Ott, Shafritz 2005:194). As they explained it, the mechanistic system is more hierarchy-oriented, whereas the organic system is more autonomy-oriented, and they suggested that the mechanistic system is more suitable for a static, stable environment while an organic system is better for a dynamic, changing environment (Jang, Ott, Shafritz2005: 194). But where does the authority come from in the non-hierarchical, organic system? â€Å"The location of authority is settled by consensus†, explained Burns and Stalker (Jang, Ott, Shafritz 2005:199). The idea of group consensus having authority in organizations seems beneficial, until it becomes denigrated into groupthink. Groupthink is, as Irving L. Janis defined it, â€Å"†¦ the mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive ingroup that it tends to override realistic appraisal of alternative courses of action† (Jang, Ott, Shafritz 2005:186). Hierarchy, as inflexible as it can be, still protects against groupthink to a large degree. This supports the general idea that no system is perfect as well as Burns and Stalker’s assertion that the effectiveness of hierarchy and autonomy, respectively, depends on the organizational environment and situation. My opinion is that in many organizations, a balance or equilibrium between the two values (hierarchy and autonomy) is the most desirable, and Burns/Stalker acknowledge that this is possible: â€Å"Finally, the two forms of systems represent a polarity, not a dichotomy; there are, as we have tried to show, intermediate stages between the extremities empirically known to us. † (Jang, Ott, Shafritz 2005:199) So how can an employee have a manager who is dominant, – that is, higher up on the organizational ladder – yet also have the autonomy/discretion to do his/her job as he/she sees fit? How can this tension be resolved? The answer is guided discretion. I propose two forms of guided discretion that keeps both principles of hierarchy and autonomy. The first form of guided discretion I propose is what I call â€Å"complete guided discretion†. This form of guided discretion allows the subordinate employee complete freedom about how to do the job/assignment/task/etc. , on the one mitigating condition that the employee accomplishes it. The supervisor/manager of that employee’s job is simply to check on the employee to make sure the work is getting done, and to collect and/or verify it once the work is done. The manager may apply time-specific deadlines for the assignment to be completed if the nature of the position consists of time-oriented tasks, but if the job is more fluid and not based on specific projects/assignments, then the good manager would check on the underling employee periodically – not only to monitor job effectiveness but to address any questions, requests, or concerns that employee might have. Furthermore, if the subordinate employee has multiple options as far as task selection goes, he/she would have the discretion to choose which task(s) to do if only a certain number were required to be completed, and/or the order in which he/she wishes to do the assignments required ones notwithstanding. I akin this type of discretion to the relationships between students and professors at college; the student often has a wide range of options as far as how to do an assignment (although this is truer in the social sciences than in more technical fields of study), the only stipulations being that the assignment is completed and turned in on-time and no cheating/plagiarizing was involved. This is the type of conditional working relationship that would characterize guided discretion as I see it. The second type of guided discretion I offer limits employee discretion on the basis of fairness and ethics. This type I call â€Å"limited guided discretion†. To elaborate, an employee may do his/her job according to his/her own best judgment as long as he/she does not act in opposition to accepted company values and norms. Company values and norms are typically customer related, usually emphasizing putting the customer above all else and exemplified by the familiar business cliche â€Å"the customer is always right†. Nevertheless, if such action considered outside of company ideals and ethics were to occur, it would be the responsibility of his/her manager to discipline him/her, which may call for a punishment up to and including termination of employment. Depending on the severity and extent of the infraction(s) however, the more appropriate sanction could be to return the employee to the less desirable strict hierarchical relationship in which the employee is more closely supervised and standard operating procedures may apply. Certainly the manager of that offending employee would ensure that said employee would exercise company-sponsored values and ethics henceforth. Of course, the employee would be given fair counsel beforehand of the wisdom to essentially ask him/herself â€Å"Am I acting in agreement with company values? † Because the employee is a representative of the company, he/she should represent company values. I have argued that it is necessary and desirable for organizations to maintain a balance between organizational hierarchy and employee autonomy/discretion. I will add that organizations need not have an equal balance of hierarchy and autonomy; an organization can effectively be either more hierarchy-oriented or more autonomy-oriented (and many organizations fall into one of these two camps). But to have both principles in action in an organization is desirable because it minimizes the negative effects of either principle, while maximizing the positive ones. They check and balance each other; hierarchy provides better accountability and prevents groupthink, while autonomy gives the organization flexibility to handle a wide range of problems and contributes to employee motivation and job satisfaction. By considering my ideas of complete guided discretion or limited guided discretion, organizations have at least an interesting idea about a healthy balance between organizational hierarchy and employee autonomy could be achieved. References Bradley, Steve, Jim Taylor and Anh Ngoc Nguyen, 2003. Job autonomy and job satisfaction: new evidence, Working Papers 000192, Lancaster University Management School, Economics Department. Accessed 14 November 2010. http://ideas. repec. org/p/lan/wpaper/000192. html Jang, Yong Suk, Steven J. Ott, and Jay M. Shafritz. 2005. Classics of Organization Theory: Sixth Edition. Belmont, CA: Thomson Wadsworth. NetMBA Business Knowledge Center. 2002-2010. â€Å"Frederick Taylor Scientific Management†. NetMBA . com, Internet Center for Management and Business Administration, Inc. Accessed 12 November 2010. netmba. com/mgmt/scientific/

Discuss in DETAIL six Cognitive distortions Essay

Discuss in DETAIL six Cognitive distortions - Essay Example Due to such a perception, an individual may end up having a self perception that may be distorted or completely untrue. A third distortion is magnification or minimization which occurs when an individual ignores the positive and over thinks about the negatives or ignores the negative and only thinks about the positives in himself or herself. Personalization is a fourth kind of distortion occurs when an individual connects an unrelated event to his/her state and believes that it is connected to him/her. For example: an individual may believe that the death of a loved one was caused by them. The fifth kind of cognitive distortion is All-or-nothing thinking which takes place when an individual is of the idea that events should happen as he/she may want it to be or they have completely failed. Selective abstractions take place when an individual chooses a certain part of an event to prove that he she was experiencing depression at that

Respond to professor-parenting Article Example | Topics and Well Written Essays - 250 words

Respond to professor-parenting - Article Example Therefore, they are more dependent on their parents. This leads to limited personal growth. Therefore, overreliance on parental care and attention can render children incapable of growth (Aulette, 2010). Single parent-headed households are increasing rapidly. Children from single parent families are more independent compared to those from two-parent families. Single mothers for instance, are more likely to be poor. The children mature early and seek ways of earning income due to the many financial needs in their households (Aulette, 2010). Most single parents rarely spend time with their children. The parents worry more about work and other activities that bring in income. The children learn to be responsible in the absence of their parent. Therefore, the children will mature faster psychologically than children from two parent families. On the other hand, this could be a problem since some of them could engage themselves in drug addiction and crime (Aulette,

Football the Good Essay Example for Free

Football the Good Essay My favorite sport is foot ball. Foot ball is considered a contact sport. It allows you to meet other boys my age. But most of all it helps me to build physically and mentally. There is nothing like getting in to the uniform and out on the field. I like to look at the crowd and hope they are going to cheer for my team. Before we get on the field, we have to do a few exercises which keeps us limber and in shape. We do push up and run, there are other exercises we have to do in our practice sessions. Which is at least 4 times week? I believe in football you get more exercises than any other sport. I like the fact that we can play under the lights at night. This seems to be the best time to draw a crowd to cheer you on and parents arent so apt to be working so they can come and enjoy the game. Nothing makes me prouder than to have my dad tell me what a good job i did. My dad loves football as much as I do and it seems to bring us together more. We watch a lot of football on television. Yes, you can get hurt in football, which is why some kids dont want to play. But, some hospital records show that you get hurt just as much or even more playing soccer. You can get hurt playing baseball and some of the other sports also. To be honest, I would not suggest playing a sport of any kind if you are afraid of getting hurt. Not only do you get the satisfaction of playing the sport, you can also get the attention of the cheerleaders. Who wouldnt want that? I have played football since I was A young boy and I hope to play in college. Who knows I may get scouted for the major leagues. Yes football is my favorite sport whether I am playing or watching it on television.

The English Reformation Essays -- History England Roman Catholic Essay

The English Reformation During the reign of King Richard II "England was experiencing her first serious outbreak of heresy for nearly a millennium." This widespread heresy, known as Lollardy, held the reformation of the Catholic Church as its main motivation, and was based upon the ideas of John Wyclif, an Oxford scholar. "All kinds of men, not only in London but in widely-separated regions of the country, seized the opportunity to voice criticisms both constructive and destructive of the present state of the Church." While commoners protested and pressed for reform, going so far as to present their manifesto, the "Twelve Conclusions," to Parliament, members of the royal household were protecting John Wyclif and his ideas, John of Gaunt, son of King Edward III, and Joan of Kent, the widowed Princess of Wales, "by whose influence he was protected from ultimate disgrace (such as excommunication)," were Wyclif's supporters and protectors. Like Wyclif's Lollard heresy, the English Protestant Reformation, over one hundred years later, would draw support from both the common people and the royal establishment. Among the many causes of the Reformation, one stands out as the most important because it alone brought about a specifically English reformation. The religious drive of the common people to create a more open system of worship was a grassroots movement of reform, similar to the reformations taking place across Europe. The political ambitions of those at the highest levels of government to consolidate power in the person of the monarch, however, is what made a reformation of the Church in England into a specifically English Reformation. John Wyclif and the people who followed him reflected how royal authority could be b... ... act for the dissolution of monasteries, 1539" Given-Wilson, Chris. "Late Medieval England, 1215-1485." In The Oxford Illustrated History of Medieval England, edited by Nigel Saul. Oxford: Oxford University Press, 2000. Letters and Papers, Foreign and Domestic, Henry VIII vol. II, sec. i, pg. 259, no. 967. London, 1920. Quoted in John A. F. Thomson, The Early Tudor Church and Society, 1485-1529, (London: Longman Group UK Limited, 1993), pg. 37. Russell, Conrad. "The Reformation and the Creation of the Church of England, 1500- 1640." In The Oxford Illustrated History of Tudor & Stuart Britain, edited by John Morrill. Oxford: Oxford University Press, 1996. Sheils, W. J. The English Reformation. Harlow: Longman Group UK Limited, 1989. Thomson, John A. F. The Early Tudor Church and Society, 1485-1529. London: Longman Group UK Limited, 1993.

Arthur Conan Doyle’s stories Essay

In these stories we have three totally different villains, all with their own motives. Before we actually meet Dr Roylett we hear about him from his step-daughter, Miss Stoner. She describes his violent past and his current behaviour. Then, subsequently, we see his violence for ourselves as he storms in to Holmes’ office and bends the fire poker, threatening Holmes. During the di nouement , when we are told of his crime, we realise how clever and cunning he is, and how he had organised the murders; with the bell pull and ventilator. We can take from this that he was a very cold-hearted man who cared more about money, than his own kin. In â€Å"The Cardboard Box† Jim Browner commits a double murder out of jealousy. Miss Cushing gives a description of him. She says that â€Å"a little drink would send him stark, staring mad†. This makes us think that he could be a dangerous man. When he finds out that his wife is having an affair he threatens to kill her lover if he is ever seen in her company again. When he sees them together he goes mad and carries out his threat, in a spur of the moment, jealous rage. The villain in â€Å"Silver Blaze† is a different kind of criminal. We believe, at first that John Straker, is the victim of a brutal murder. At the end we find out that, in fact, he was attempting to sabotage the horse in his care, so he would win a bet that he had against him. Therefore, the motive in this story is money. John Straker never did win the bet because whilst trying to injure the horse, Silver Blaze put up a struggle and he was struck in the head by the horses hoof. The Sherlock Holmes stories all follow the classic structure of detective stories. The clues are set out throughout the stories so that the reader can try to work out the crime too. Red Herrings are often used, to throw the reader off the scent and make sure we don’t work it out too soon. These stories all have a di nouement, where Holmes explains the crime, and tells how he solved it. These three stories, especially â€Å"The Speckled Band†, have an emphasis on exotic features which would have intrigued the Victorian audience. The British empire in that time took up a large percent of the globe so they would be interested in the lands that their country owns. Things such as Dr Roylett’s â€Å"pets† would have fascinated them because in Victorian times, the majority of people didn’t travel, so they had no contact with exotic things. The reference to gypsies in two of the stories would have had an effect on Victorian readers because in those times, gypsies were believed to cast spells and would frighten the reader. For a Victorian reader justice would have been more important than how it was executed and in these stories, justice is always given. Although, Holmes sometimes takes the law into his own hands and becomes the judge and jury. â€Å"I am no doubt indirectly responsible for [his] death, and I cannot say that it is likely to weigh very heavily upon my conscience. † The world that Holmes lived in is very different to the world we live in now. The methods of detection were very nai ve and weren’t nearly as accurate as the forensic detection we use today. Holmes is an upper class citizen as most detectives may have been in those days whereas the modern detective is either a member of the police force or a professional private detective. The age of the talented amateur has passed. Even though the Sherlock Holmes stories might not be as successful today as they were in Victorian times because of the difference in societies due to time, Sherlock Holmes is still one of the most famous fictional detectives of all time. I believe that this is because his stories set the basis for modern detective novels and films. I also think, that because it was one of the original detective stories it is more compelling. Overall, the likeable characters, intriguing plot, gripping climax and the sense of realism have made the Sherlock Holmes stories very successful, in the past and present. Kathryn Thompson Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Arthur Conan Doyle section.

Lafayette College Acceptance Rate, SAT/ACT Scores, GPA

Lafayette College is a private liberal arts college with an acceptance rate of 29%. Located in Easton, Pennsylvania, Lafayette has the small size and feel of a traditional  liberal arts college, but is unique in that it also has several engineering programs. Lafayettes strengths in the liberal arts earned it a chapter of the prestigious  Phi Beta Kappa  Honor Society. Quality instruction is central to Lafayettes mission, and with a 10-to-1  student/faculty ratio, students will have significant interaction with faculty. On the athletic front, the Lafayette Leopards compete in the NCAA Division I  Patriot League. Considering applying to this highly selective school? Here are the Lafayette College admissions statistics you should know. Acceptance Rate During the 2017-18 admissions cycle, Lafayette College had an acceptance rate of 29%. This means that for every 100 students who applied, 29 students were admitted, making Lafayettes admissions process highly competitive. Admissions Statistics (2017-18) Number of Applicants 9,237 Percent Admitted 29% Percent Admitted Who Enrolled (Yield) 27% SAT Scores and Requirements Lafayette College requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 70% of admitted students submitted SAT scores. SAT Range (Admitted Students) Section 25th Percentile 75th Percentile ERW 620 700 Math 630 730 ERW=Evidence-Based Reading and Writing This admissions data tells us that most of Lafayettes admitted students fall within the top 20% nationally on the SAT. For the evidence-based reading and writing section, 50% of students admitted to Lafayette scored between 620 and 700, while 25% scored below 620 and 25% scored above 700. On the math section, 50% of admitted students scored between 630 and 730, while 25% scored below 630 and 25% scored above 730. Applicants with a composite SAT score of 1430 or higher will have particularly competitive chances at Lafayette. Requirements Lafayette does not require the SAT writing section or SAT Subject tests. Note that Lafayette participates in the scorechoice program, which means that the admissions office will consider your highest score from each individual section across all SAT test dates. ACT Scores and Requirements Lafayette College requires that all applicants submit either SAT or ACT scores. During the 2017-18 admissions cycle, 41% of admitted students submitted ACT scores. ACT Range (Admitted Students) Section 25th Percentile 75th Percentile English 28 34 Math 26 31 Composite 27 32 This admissions data tells us that most of Lafayettes admitted students fall within the top 14% nationally on the ACT. The middle 50% of students admitted to Lafayette received a composite ACT score between 27 and 32, while 25% scored above 32 and 25% scored below 27. Requirements Lafayette College does not require the ACT writing section. Unlike many universities, Lafayette superscores ACT results; your highest subscores from multiple ACT sittings will be considered. GPA In 2018, the middle 50% of Lafayette Colleges incoming freshmen class had high school GPAs between 3.10 and 3.75. 25% had a GPA above 3.75, and 25% had a GPA below 3.10. These results suggest that most successful applicants to Lafayette College have primarily A and B grades. Self-Reported GPA/SAT/ACT Graph Lafayette College Applicants Self-Reported GPA/SAT/ACT Graph. Data courtesy of Cappex. The admissions data in the graph is self-reported by applicants to Lafayette College. GPAs are unweighted. Find out how you compare to accepted students, see the real-time graph, and calculate your chances of getting in  with a free Cappex account. Admissions Chances Lafayette College has a competitive admissions pool with a low acceptance rate and high average SAT/ACT scores. However, Lafayette has a  holistic admissions  process involving other factors beyond your grades and test scores. A  strong application essay and glowing  letters of recommendation  can strengthen your application, as can participation in meaningful  extracurricular activities  and a  rigorous course schedule. Lafayette also has one required and one  supplemental essay. Applicants should make sure to use these essays to convey unique qualities and interests. Interested students should also note that Lafayette considers the on-campus interview in admissions decisions. Lafayette has an Early Decision program that can improve admission chances for students who are sure the university is their top choice school. Students with particularly compelling stories or achievements can still receive serious consideration even if their grades and test scores are outside of Lafayettes average range. In the scattergram above, the blue and green dots represent accepted students. The graph shows that the majority of admitted students had high school grades of A- or better, combined SAT scores of 1200 or higher, and ACT composite scores of 26 or better. If You Like Lafayette College, You May Also Like These Schools Dickinson CollegeDrexel UniversitySwarthmore CollegeTufts UniversityVassar CollegeBoston CollegeUniversity of RichmondBrown University All admissions data has been sourced from the National Center for Education Statistics and Lafayette College Undergraduate Admissions Office.