Sayed Ahmed

Total urban mobilization seeks meaning and reasons for the probability of post capitalist city in future. Krzysztof Nawratek discusses the forest rebel concept of Junger to define its actors and agencies for the next challenging world. Historically, Western cities are ethical followers of Rome in many ways; where the idea of emperor always influential. His existence is implicit at the same time his presence evident from the series of voids between diverse social institutions, as Badiou described. Previously, scholars like Kevin Lynch identified district, territory or edge from experienced based ‘place making’ which is similar to Cartesian ‘neutral or tool based’ space creation. He brought the Chinese concept of ‘All under heaven,’ a complex system is not referring any physical and territorial boundary of city. The author has seen these boundaries as opportunity for different agencies that might coexist and interact. Network of proper coexisting of urban agencies can trigger effectiv...

Many executives feel overwhelmed by meetings, and no wonder: On average, they spend nearly 6 to 10 hours a week in them, up from less than 10 hours in the 1960s. What's more, the meetings are often poorly timed, badly run, or both. We can all joke about how painful they are, say the authors, but that pain has real consequences for teams and organizations. Every minute spent in a wasteful meeting eats into solo work that's essential for creativity and efficiency. Chopped-up schedules interrupt deep thinking, so people come to work early, stay late, or use weekends for quiet time to concentrate. And dysfunctional meeting behaviors are associated with lower levels of market share, innovation, and employment stability. The authors have found that real improvement requires systemic change, not discrete fixes. They describe a five-step process for that-along with the diagnostic work you'll need to do in advance. I believe that our abundance of meetings at our company is the Cultural Tax we pay for the inclusive, learning environment that we want to foster…and I'm ok with that. If the alternative to more meetings is more autocratic decision-making, less input from all levels throughout the organization, and fewer opportunities to ensure alignment and communication by personal interaction, then give me more meetings any time! To be sure, meetings are essential for enabling collaboration, creativity, and innovation. They often foster relationships and ensure proper information exchange. They provide real benefits. But why would anyone argue in defense of excessive meetings, especially when no one likes them much? Because executives want to be good soldiers. When they sacrifice their own time and well-being for meetings, they assume they're doing what's best for the business-and they don't see the costs to the organization. They overlook the collective toll on productivity, focus, and engagement. For one thing, time is zero-sum. Every minute spent in a wasteful meeting eats into time for solo work that's equally essential for creativity and efficiency. For another, schedules riddled with meetings interrupt "deep work"-a term that the Georgetown computer science professor Cal Newport uses to describe the ability to focus without distraction on a cognitively demanding task. (In a recent study, managers across the board in the United States and China told us that this happens "far too often!") As a consequence, people tend to come to work early, stay late, or use weekends for quiet time to concentrate. Another issue is the stiff price companies pay for badly run meetings. For example, Simone Kauffeld, of Technische Universität Braunschweig, and Nale Lehmann-Willenbrock, of the University of Amsterdam, found in a study of 20 organizations from the automotive supply, metal, electrical, chemical, and packaging industries that dysfunctional meeting behaviors (including wandering off topic, complaining, and criticizing) were associated with lower levels of market share, innovation, and employment stability. Happiness at work takes a hit too. A study by Steven Rogelberg, of the University of North Carolina, and colleagues showed that how workers feel about the effectiveness of meetings correlates with their general satisfaction or dissatisfaction with their jobs, even after controlling for personality traits and environmental factors such as work design, supervision, and pay. Instead of improving communication and collaboration, as intended, bad meetings undermine those things. Consider the executive who stabbed her leg with a pencil. Did that staff meeting advance teamwork or set it back? A few positive experiences a week cannot make up for a lot of excruciating, wasteful ones.

This paper discusses how to manage change, In order to manage change successfully, it is, therefore, necessary to attend to the wider impacts of the changes. As well as considering the tangible impacts of change, it's important to consider the personal impact on those affected, and their journey towards working and behaving in new ways to support the change. The Change Curve is a useful model that describes the personal and organizational process of change in more detail. Theories about how organizations change draw on many disciplines, from psychology and behavioural science, through to engineering and systems thinking. The underlying principle is that change does not happen in isolation – it impacts the whole organization (system) around it, and all the people touched by it.

For achieving better performance for information technology, project management approaches
have built from business performance and international guidelines. It is commonly used
successfully in significant organizations. It is becoming popular for small organizations to avoid
formalized procedures as project personnel forced to become more sensitive to market needs. It
also attributed to the fact that small initiatives seen by the enterprise as easy to implement,
struggle from a shortage of funding, or are given low priority.
In comparison, small and medium enterprises also view existing project management requirements
as complex and excessively hierarchical, even unacceptable concerning time-constrained or
projects with low-budget. Agile implementation is one approach to the issue of overly complicated
procedures that have recently been introduced in the area of software engineering and have
gained substantial traction among smaller companies. The research aims to discuss problems
relevant to the success of IT in SMEs and how to enhance this performance. Besides the test, the
mixture of agile and traditional methods can strengthen the development of IT projects in small and
medium enterprise.
Besides, the implementation of IT business in small and medium enterprises has not received
much research interest, primarily due to sampling size testing issues, lack of organizational capital
to sustain such study and the intrinsic differently of SMEs. Therefore, the researcher noticed the
importance of Agile methods as a helpful tool in SMEs Especially since the pandemic of Covid-19
that threat the world, also the researcher quoted some of these researches to understand the
overview as well as the main issues and to avoid the research gap

Many organizations have identified human resources as a basis for rapid development, through exceptionally top workplace skills, characteristic corporate structures, internal processes, and systems. Therefore, qualifications are acquired. "(…)the basis of competitive advantage has changed from continuity to creativity and flexibility, (Lawler, Edward E.1981)", "(…) evolving with growing globalization in the commercial position, shifting workforce dynamics, focusing on profitability through growth, technological improvements, intellectual capital and observing communities have enabled substantial increases managing human resources (Devanna,Fombrum and Tichy, 1981)".