Wednesday, November 27, 2019
The prevalence of breast cancer among black women Essay Example For Students
The prevalence of breast cancer among black women Essay Exploring the Growth of Breast Cancer Among African American Breast cancer develops as an abnormal growth of cells accumulate within the breast. Recent studies have proven that White women have a higher risk of developing breast cancer than African American women, yet we as African American women are at a higher risk of dying from the disease. There is however, one possible link to the higher mortality rate in breast cancer among Black women. We as African Americans tend to stray from the healthcare setting. This could be due to insufficient funds, lack of knowledge, and, or desire to receive medical attention. We will write a custom essay on The prevalence of breast cancer among black women specifically for you for only $16.38 $13.9/page Order now Many times when a problem such as breast cancer arises, the cancer isnt tactfully presented to the healthcare provider. Breast cancer must be detected early so medical attention could be provided as soon as possible. Delayed treatment and unhealthy dietary habits, such as obesity, and high fat content -noticed in Black women especially, tend to increase the risk of developing breast cancer. An annual mammogram should be performed for women over forty. Every woman however, should perform a monthly self-examination of the breast. Breast cancer strikes one in eight women, and should be taken very seriously. Bibliography: . The Prevalence Of Breast Cancer Among Black Women Essay Example For Students The Prevalence Of Breast Cancer Among Black Women Essay Exploring the Growth of Breast Cancer Among African American Women Breast cancer develops as an abnormal growth of cells accumulate within the breast. Recent studies have proven that White women have a higher risk of developing breast cancer than African American women, yet we as African American women are at a higher risk of dying from the disease. There is however, one possible link to the higher mortality rate in breast cancer among Black women. We as African Americans tend to stray from the healthcare setting. This could be due to insufficient funds, lack of knowledge, and, or desire to receive medical attention. We will write a custom essay on The Prevalence Of Breast Cancer Among Black Women specifically for you for only $16.38 $13.9/page Order now Many times when a problem such as breast cancer arises, the cancer isnt tactfully presented to the healthcare provider. Breast cancer must be detected early so medical attention could be provided as soon as possible. Delayed treatment and unhealthy dietary habits, such as obesity, and high fat content -noticed in Black women especially, tend to increase the risk of developing breast cancer. An annual mammogram should be performed for women over forty. Every woman however, should perform a monthly self-examination of the breast. Breast cancer strikes one in eight women, and should be taken very seriously. Human Sexuality .
Sunday, November 24, 2019
Jews essays
Jews essays Since the beginning of Christ, Jews have been fated from the mainstream of society. They have often been outcaste and therefore marginalised. Germanys defeat in World War 1 and a worldwide depression in the 1930s left the German economy in ruins and made many Germans angry and resentful. Adolf Hitler, leader of the Nazi Party, came to power in 1933. In the beginning, when Hitler took power, a steady series of laws eliminated all rights of German Jews until ultimately they were even deprived of the right to live. They seized Jewish businesses and destroyed synagogues. Many German Jews managed to flee Germany, many more were less fortunate and were trapped because no country would admit them and they had no means of self defence. Most nations had restrictive immigration policies and the depression led workers to fear that Jewish refugees would take their jobs. At the beginning of 1937, the United Kingdom bowed to Arab pressure and limited immigration to Palestine. Anyone with three or four Jewish grandparents was automatically a Jew, regardless of whether that individual was a member of the Jewish community. Half-Jews were considered Jewish only if they themselves belonged to the Jewish religion or were married to a Jewish person. The proclaimed objective of the Nazi regime was Jewish emigration. The hostility towards Jews in Germany increased. This was reflected in the decision by many shops Germans were also encouraged not to use Jewish doctors On the night of the 9th and 10th of November 1938, following the assassination of a German diplomat in Paris by a young Jew, all synagogues in Germany were set on fire, windows of Jewish shops were smashed, and thousands of Jews were arrested. In almost all large German cities & some smaller ones, over 7,500 Jewish shops were destroyed a...
Thursday, November 21, 2019
The internationalization strategies and activities of Bentley in China Dissertation
The internationalization strategies and activities of Bentley in China - Dissertation Example COMMENDATIONS 35 7.1 Revisiting Hypotheses 35 7.2 Recommendations 36 References 38 1. INTRODUCTION International business concerns with the transactions (service to foreign markets) that take place across the national borders, they usually involve more than one country (Punnett 2011). International business differs from domestic business because in international business there are variations in commercial environment and requirements (Punnett 2011). International business is much more complex to manage and involves money conversion. Working in international markets must be done within the limitations imposed by international trade and investment system. There are more risks involved in international business as well such as political risk, cross-cultural risk, exchange rate risk and commercial risk (Hendrix 1991). Despite these risks, firms go global because they get access to wider markets for their products, they can realize economies of scale and/or scope, and they can benefit fro m experiential learning (Hiriyappa 2013). An understanding of globalization is also necessary when studying international business (Khanna, Palepu &Sinha 2005). Globalization is a greater integrated and interdependent world economy that has resulted in greater integration of goods market, production and supply and labor and capital market (Mrak 2000). Although the purpose of globalization was to improve the economy of the world and to remove trade barriers (Trade in a Globalizing World, 2008), globalization today has emerged as a big challenge for businesses. It has become relatively difficult to identify the internationalization strategies and choose the countries to conduct business with (Hill 2005). It has been observed that most multinational firms follow the traditional internationalization strategies and thus struggle to make their presence felt in the host country. It has also been observed that multinational firms find it easier to invest in developed countries rather than e merging economies. Firms find choosing the correct internationalization tool and the appropriate mode of entry particularly difficult when entering an emerging market (Palepu, n.d.). 1.1 Research Purpose, Aims and Objectives The main aim of this research study is to explore the process of internationalization in the context of an emerging economy. China is selected for this study and internalization strategies and activities of Bentley has been explored. The study aims to explore in detail the theories of internalization and then apply it on the case of Bentley that how Bentley has managed to excel in China so well in the face of competition and globalization. The study
Wednesday, November 20, 2019
The effect of clutch size on predation in birds Essay
The effect of clutch size on predation in birds - Essay Example Hypothetically, it is also logic to say that the bigger the clutch size, the more the mortality rate in birds. This is because the prey are large in number, hence, attracting more predators. Past studies on clutch size, have concentrated on the constant evolution in the size of the clutch. This has, therefore, guided researchers in coming up with theories such as the food limitation hypothesis of lack (Paul et al 824). This theory states that the clutch size gives a reflection on the relationship between the food limitation and the number of off springs that survive. In addition, another theory tries to explain how the clutch size is determined by parental behavior, for instance, the ability to feed and their success in reproduction. Nevertheless, predation patterns and the predators themselves are in more than one way affected by the clutch size. The effect of clutch size on predation in birds has been researched on in a number of models by different researchers since 1990s. However, there are two main models that act as the backbone to all other models. The first one explains how an increase in predation risk would be as a result of nestling begging, with or without spectral characteristics and avian mobbing (Paul et al 821). Parental behavior and nestling begging is usually seen a signal to increase in predation risk. This hypothesis was questioned since, in some cases, nestling begging could be there but the parents are also there to defend the young ones. To prove this, an experiment was carried out where bell miners Manorina melanophrys was observed and the cost of begging measured. The experiment was done by placing 168 attractive nests with wax egg and broadcasting speakers that produced sounds similar to the begging sound. Three conditions were put into considerations (Ekman 703). These conditions were silence, white noise pulses that was similar to the response no begging sounds and un-manipulated begging
Sunday, November 17, 2019
The Role of Programme Assistant and Casting Director Essay
The Role of Programme Assistant and Casting Director - Essay Example The author describes how he encountered numerous obstacles in making the micro-blog movie. It was challenging to get the right actors and best shooting locations, there were power fluctuations, and he struggled to organize the scenes. However, the researcher worked very hard to complete the micro-blog movie in almost 2 weeks. Luckily, his camera operator had immense experience in this field and helped him a lot to capture the best shots. Indeed, the researcher enjoyed the shooting process very much as he experienced new shooting tricks. The author organized his crew well and maximized the available time. However, the researcher underestimated the huge editing work and collaborated with his crew to make a clear, organized, and focused movie. The author spent his nights editing the movie. He appreciated the contributions of the entire crew in making the movie. Ultimately, the researcher was pleased with the final copy though he is certain he can do better in the future. The author pass ed the micro-blog movie to a professional casting director who made few recommendations. From this experience, the researcher learned that he is a good team leader, quick learner, and a good time manager. The author also learned that he has immense interest in film production that he should pursue to a higher level.
Friday, November 15, 2019
Estate Management Essays Professional Codes Of Conduct
Estate Management Essays Professional Codes Of Conduct Critically discuss the contribution which codes of conduct issued by professional bodies such as RICS can make to the behaviour and conduct of their members who are either employees in privatepractice or employees in organisations. Individually and,in association, collectively, the professions strike a bargain with societyin which they exchange competence and integrity against the trust of client andcommunity, relative freedom from lay supervision and interference, protectionagainst unqualified competition as well as substantial remuneration and highersocial status. Professional codes of conduct, when rigorouslycommunicated and enforced, contribute substantially to the proper behaviour andconduct of members of the organisations which issue them. Rueschemeyers introductoryreference (1983, cited in Eraut, 1994) to the bargain that professional organisationsstrike with society furnishes a context for critically evaluating the conceptof professional codes of conduct which can be considered to at least partiallyformalize the bargain with society as well as the effects of these codes onthe behaviour and conduct of members of professional organisations who areengaged in private practice or who are employees of other organisations. To establish afoundation for the analysis, the professional organisation will be compared andcontrasted with other types of organisations, and the concept of codes ofconduct will be explored. The focus will then shift to a discussion of theeffects of codes of conduct issued by professional organisations on memberbehaviour. Finally, conclusions will be presented. The Professional Organisation: Comparisonand Contrast with Other Organisations Robbins(1998) defines an organisation as: A consciously coordinated socialunit, composed of two or more people, that functions on a relatively continuousbasis to achieve a common goal or set of goals. Daft (1998) describes organisations as (1) social entities that (2) are goal directed, (3) aredesigned as deliberately structured and coordinated activity systems, and (4)are linked to the external environment. Organisations are formed for a varietyof reasons including those that are started for public and private purposes,for pursuing business and social goals, and for profit or non-profit results. A professionalbody meets the criteria for an organisation as identified by Robbins andDaft. The professional body is a specific type of organisation, usually non-profit, that exists to further aparticular profession, to protect both the public interest and the interests ofprofessionals (LaborLawTalk.com, n.d.). The ASEP Newsletter (1998) claimsthat professional organisations are formed and exist for the purpose ofrepresenting the profession, adding that this type of organisation consistssolely of members who are, or intend to be, working in the profession, or havebeen allowed special membership status. A fuller description of these types of organisations is offered by the Canadian Security Administrators (2004), which states in this quoted extract that a professional body: .                    admits members primarily on the basis of their educationalqualifications; .                    requires its members to comply with the professional standards ofcompetence and ethics prescribed by the organisation; and .                    has disciplinary powers, including the power to suspend or expel amember. Theconcept of profession is important to the understanding of professionalorganisations. A profession can be described in terms of its features whichinclude representation by a professional organisation, adherence toprofessional ethics and standards, and self-regulation of such functions aseducation, training, and certification or licensure in the profession. (ASEPNewsletter, 1998). Professions are generally identified by occupationalgroup (e.g. doctors, attorneys, surveyors, nurses, consultants, writers, lawenforcement officers). Membership in a professional organisation is often arequirement to legally practice in the profession (LaborLawTalk.com, n.d.). Aprofessional body differs from other types of organisations in that most othersare comprised of members from a variety of professions. These memberscoordinate their individual competencies to achieve an organisations ends. Asingle organisation may have as its members people from such diverseprofessions as doctors, lawyers, clerks, labourers, and engineers. Thisarrangement is certainly necessary, but it has one drawback. A typical organisation is very insular with regard to specific professions. For example, engineers may only interact with other engineers within the organisation. They have little opportunity to exchange knowledge about their profession with engineers in other organisations. On the other hand, a typical professional body, through its focus on a single profession, provides a forum for this type of exchange. One ofthe many professional bodies is the Royal Institution of Chartered Surveyors(RICS) which promotes itself as the largest organisation for professionals inproperty, land, construction, and related environmental issues worldwide withthe purpose of promoting best practices, regulation and consumer protection tothe public and to businesses. RICS, which claims 110,000 members worldwide, isthe leading source of property related knowledge, providing independent,impartial advice to governments and global organisations. (RICS Rules ofConduct, 2004) Codes of Conduct: The Concept Codes of conduct in professional organisationsprovide a type of social control of expertise, according to Eraut (1994). Thesecodes help to protect clients against incompetence, carelessness, andexploitation. Eraut traces codes of conduct to nineteenth century Britain andthe United States where, at the time, government control was not adequatelyprotecting clients. He claims that experts agreed that a measure of controlmust be vested in the professionals themselves to be effective and, thus, theprofessional organisation was born. A Code ofConduct is a written guide that says how people should behave. It setsstandards of behaviour it says what you should do and should not do. (Crime andMisconduct Commission, n.d.) Organisations establish codes of conduct tocorrect errors of personal equation, according to Miner (2002). Shafritz(1998) describes the term code of conduct through its component words: code,which he defines as laws, regulations, rules, standards, statutes, and conduct,which he defines as bearing, behaviour, demeaneor, and deportment. His fulldefinition for code of conduct is a: specifically identified list of behaviorsthat [has] been deemed appropriate or inappropriate enough to have beenincorporated into either laws or regulations or policy statements. He addsthat a code of conduct narrowly defines what one is to do in a given positionor set of circumstances. The term code of conduct isfrequently used interchangeably with the term code of ethics, but thetwo have different meanings according to Shafritz (1998). Codes of conductoffer specific directions on behaviours expected under various conditions;codes of ethics furnish a set of aspirational standards by which to live andwork. Codes of ethics are designed to inspire. Codes of conduct are designedto require. Organisations that have instituted codes of conduct include for-profit businesses, industry groups, unions, special interest groups, government agencies, schools and universities, and professional bodies. Not unexpectedly, a code of conduct for a professional body outlines the acceptable or desirable behaviours and practices of a particular profession such as doctors, pharmacists, lawyers, and ethicists (EthicsScan Canada Ltd., n.d.). Steadman et al. (1994, cited inEraut, 1994), identified four sets of values affecting conduct: legal values,values of the profession, values of individual professionals, and (foremployees of organisations) values of the employing organisations. The firm Deloitteand Touche (2003) offers comprehensive guidance for developing codes ofconduct. In stating that there is no pre-packaged verbiage for a code ofconduct, the firm suggests that it be written in positive, rather than negativeterms, to help promote positive reception by the intended audience and thus amore like positive outcome in terms of conduct. The code of conduct should: .                    employ simple language, be concise, and be readily understood; .                    not be written in legalistic terms but, rather, in terms ofexpected behaviours; .                    apply to everyone in the organisation; and .                    be revised as needed to reflect changes. Deloitte Touche recommends more than fifty topics that may be included in codes ofconduct. Some of these that may particularly applicable to codes of conduct forprofessional organisations include client service, confidentiality, compliancewith professional standards, independence, conflicts of interest, licensure,fraud, personal conduct, and privacy. In addition, and importantly, the firmrecommends that, in addition to stating expected behaviours, codes of conductshould include enforcement and implementation mechanisms that address thenotion of accountability and discipline for unacceptable behaviour. The RICS,which was highlighted earlier, has a comprehensive, 56-page code of conductcontaining many of the topics recommended by Deloitte Touche withsections focused on personal and professional standards, conduct ofprofessional activities and business, practice details and co-operation,conflicts of interest, impartiality, and independence (Royal Institution ofChartered Surveyors Rules of Conduct, 2004). In addition, and as suggested by Deloitte Touche, the RICS has issued a 28-page supplement to the code of conduct specifying disciplinary rules. These rules state the constitution of disciplinary bodies, possible contraventions (initial processes, rights, and powers), and powers of disciplinary bodies. (Royal Institution of Chartered Surveyors, Disciplinary Rules, 2004). Professional Codes of Conduct: Effects onMember Behaviour and Conduct Lindsay, Irvine, and Lindsay (1996, citedin Messick, 1999) write: failure to seriouslymonitor, measure and reward (punish) the performance of individuals on theethical plane will leave codes of conduct operating in a vacuum, of littleuse in actually promoting ethical behavior. But what mechanisms take place in shaping thedesired behaviours of members of professional organisations? Operantconditioning and social learning theories help to explain how codes of conductcan help in encouraging desired behaviours. Operantconditioning, which contends that behaviour is a function of theconsequences of the behaviour, suggests that desired voluntary behaviour leadsto a reward or prevents a punishment; in social learning peoplelearnthrough observation and direct experience (Robbins, 1998). Codes of conduct,by specifying the desired behaviours as well as associated rewards andpunishment, guide those affected into behaving as desired (operant conditioning).The enforcement of the code of conduct against those who violate its rules, andthe publicity of the consequences, serves as a model to others on properbehaviour (social learning). Reinforcement is essential to obtainingdesired behaviours. There are four reinforcement methods available to shapedesired behaviours through reinforcement: positive reinforcement, negativereinforcement, punishment, and extinction (Robbins, 1998): .                    positive reinforcement involves following abehaviour with something positive; .                    negative reinforcement involves terminatingor withdrawing something unpleasant; .                    punishment involves creating anunpleasant condition to eliminate an undesirable behaviour; and .                    extinction involves eliminating areinforcement that maintains a behaviour. These reinforcementmethods can be applied by professional bodies in encouraging desired behavioursamong their members. For instance, an organisation could offer annualrecognition to those members who have exhibited highly-desirable behaviours(positive reinforcement). The organisation could impose, then later withdraw, asanction against a member who violated a minor rule (negative reinforcement).The organisation could expel a member who flagrantly violated a major rule(punishment). And, finally, a professional organisation could cease referringpotential clients to members who have violated conduct rules (extinction). In addition to enforcement, a code ofconduct must be rigorously promoted to be effective lest it becomes justanother dust-collecting document on the shelves of those for whom thebehavioural messages are directed. Over time, if conduct rules are not rigorouslypromoted, the expected behaviours can become less and less important in makingdaily decisions on proper behaviour. EthicsScan Canada Ltd. (n.d.) recommendsthat codes of conduct be promoted continuously. For example, members should be required to acknowledge annually, in writing, that they have read and understand the code of conduct. A suggested method for promoting a code of conduct involves discussing it as part of annual performance appraisals or scheduled meetings. These meetings might include introducing case studies followed by discussions of proper behaviour and problems that might occur. Members of professional bodies can beself-employed or employees of other organisations. Whilst codes of conduct mayserve as the sole behavioural guidance for self-employed professionals inprivate practice, employees of other organisations may be subject to two setsof conduct codes one presented by the professional body and one by theiremploying organisations. When the conduct specified in these codes is aligned,employees typically will not experience conflict; however, when the employeesexpected conduct as required by their employers differs from that expected bytheir professional bodies, a conflict exists and employees face potentialdilemmas. For instance, in some cases, professional organisations sanction members who do not adhere to their professional codes of ethics, yet the same members face disciplinary action from their employers if they should disclose information about a breach of public interest (Guy, 1990, citing Dozier and Miceli 1985; Archer, 1986). This dilemma could result in an employee deciding to violate either the rules of his or her employer or those of the professional body. To aid employees facing this type of dilemma, both the employer and professional body should have experts available for consultation. Conclusion Properly written, promoted, and enforced,codes of conduct can be powerful tools in helping to ensure desired behavioursfrom members of professional bodies. Nevertheless, whilst beneficial, codes ofconduct cannot be viewed as a total solution for ensuring the proper behaviourof members of professional organisations. Shafritz (1998) writes: Codes of conductdo not represent professional assurancesabout high moral standards. Rather, they provide direction to those whoseconduct they govern. Codes of conduct are minimalistic prohibitions againstunquestionably subversive or criminal acts. The primary benefit of codes ofconduct lies in augmenting government laws and regulations in promoting desiredbehaviours in the professions. In closing, it may be that professional organisationsare in the fore among organisations in terms of success with codes of conduct.According to Miner (2002), [b]usiness can well learnfrom the professions when it comes to maintaining standards. Professionalbodies seem to take quite seriously the role they serve in ensuring thatclients of professional bodies are protected against incompetence,carelessness, and exploitation. References Archer,Lawrence (1986) The moral minority. Canadian Business 59:56-59, 1986.Cited in Guy, 1990. ASEPNewsletter (1998)What is a profession? March 1998. CanadianSecurities Administrators (2004) Acceptance ofcertain foreign professional boards as a professional organisation, January 19, 2004. Crime andMisconduct Commission (n.d.) Developing a code of conduct. Availablefrom: http://www.cmc.qld.gov.au/OTRT8.html[Accessed: August 5, 2005]. Daft,Richard L. (1998) Organisation theory and design. Cincinnati, Ohio:South-Western College Publishing, 1998. Deloitte Touche (2003) Guidelines for writing a code of ethics/conduct.Deloitte Touche Corporate Governance Services, 2003. Dozier,Janelle Brinker and Miceli, Marcia P. (1985) Potential predictors ofwhistle-blowing: A prosocial behavior perspective. Academy of ManagementReview 10:823-36. Cited in Guy, 1990. Eraut, Michael(1994) Developing professional knowledge and competence. London: FalmerPress, 1994. EthicsScanCanada Ltd. (n.d.) What is a code of professionalconduct? Available from: http://www.ethicscan.ca/resource_centre/faqs/page05.html[Accessed: August 5, 2005]. Guy,Mary E. (1990) Ethical decision making in everyday work situations.Westport, Connecticut: Quorum Books, 1990. LaborLawTalk.com(n.d.) Professional body or professional organisation. Available from: http://encyclopedia.laborlawtalk.com/professional_organisation[Accessed: August 4, 2005]. Lindsay, R. M., Irvine, V. B., and Lindsay, L. M. (1996)Instilling ethical behavior in organisations: A survey ofCanadian companies. Journal of Business Ethics, 15: 393-407, 1996.Cited in Messick, 1999. Messick,David M. (1999) Sanctioning systems, decision frames, and cooperation. AdministrativeScience Quarterly, December 1, 1999. Miner, JohnB. (2002) Organisational behaviour: Foundations, theories, and analyses.New York: Oxford University Press, 2002. Robbins,Stephen P. (1998) Organisational behavior: concepts, controversies,applications. Upper Saddle River, New Jersey: Prentice-Hall International,Inc., 1998. RoyalInstitution of Chartered Surveyors (2004) Disciplinary rules. London:RICS, 2004. RoyalInstitution of Chartered Surveyors (2004) Rules of conduct. London:RICS, 2004. Rueschemeyer,D. (1983) Professional autonomy and the social control of expertise, inDingwall, R. and Lewis, P., eds. The Sociology of the Professions: Lawyers,Doctors and Others. London: Macmillan, 1983. Cited in Eraut, 1994. Shafritz,Jay M. (1998) International encyclopedia of publicpolicy and administration: A-C. Volume 1.Boulder, Colorado: Westview Press, 1998. Steadman,S. et al. (1994) Ethics in occupational standards and S/NVQs. Researchand Development Report. Sheffield: Employment Department, Methods StrategyUnit, 1994. Cited in Eraut, 1994.
Tuesday, November 12, 2019
Self-Managed Work Teams
SELF-MANAGED WORK TEAMS Class: Human Resource Management November 29th, 2012 CONTENTS INTRODUCTION___________________________________________________________1 SELF-MANAGED WORK TEAMS DICIPLINES_________________________________2 LEADING A SELF-MANAGED WORK TEAMS_________________________________5 THE DIFFERENCES BETWEEN CONVENTIONAL TEAMS AND SELF-MANAGED WORK TEAMS____________________________________________________________6 SUCCESS FACTORS OF SELF-MANAGED WORK TEAMS______________________8 ADVANTAGES AND DISADVANTAGES OF SELF-MANAGED WORK TEAMS____10CONCLUSION___________________________________________________________13 REFERENCES____________________________________________________________14 INTRODUCTION: Self-managed work teams are work teams that are given permission to organize and control the work that they do. Self-managed work teams are independent and interdependent as the self-managed work teams itself is independent while the members are interdependent. The team is self-regul ating, operating with few external controls. Team members determine schedules, procedures and the need to make adjustments.Self-managed work teams delegates specific responsibility and decision-making authority to the team itself, it is expected that the individual will set their own goals, monitor progress, adjust behavior to increase the chances of attaining goals and in some instances even self-reward or punishment comparing to the traditional work team, in where it is control completely by the management. By Self-managed work teams, each independent is given freedom and responsibility to accomplish tasks in an efficient way as the main idea of self-managed work teams is positional authority.By adopting self-managed work teams, the individuals can create synergy through the contribution of several team members all engaged on the same task, while psychological well-being arises through increased opportunities for interaction between team members and involvement in job-related deci sion making. In general, self-managed teams have considerable discretion over: * The work done and setting team goals * How work is achieved – which processes are used and how work is scheduled * Internal performance issues – distributing the work and the contribution made by each member of the team * Decision making and problem solving.SELF-MANAGED WORK TEAMS DICIPLINES: In order for an organization that wanted to establish and achieve the self-managed work teams from the traditional teams, there are disciplines of the self-managed work teams that need to be follow. These disciplines are a set of skills, approaches, insights, and practices that are not typically mastered by more conventional teams. As the disciplines itself, is evolutionary rather than revolutionary, the teams need to move toward self-management along a continuum from â€Å"other-directed†to becoming self-directed.By mastering the self-managed work team’s disciplines, it is the main key to achieve and understand the concept of self-managed work teams itself. These disciplines also ensure the long-term success of the teams. A self-managed work teams discipline consists of: * Establish & Communicate the Boundaries of Team Authority: Aside from defining the boundaries of the team authority, a self-managed work teams must clearly communicate to its members, to the steering committee, to other teams, and to the entire organization the specific boundaries of its ole and authority. When a self-managed work teams can’t uphold its communication it can cause a self-destruction, as it fail to negotiate a clear and agreed-upon charter up-front. Aside, to maintain the communication between members, a consistent measurement or checking is required to ensure its relevancy. * Develop Cross-Functional Skills or Knowledge: Another difference of self-managed work teams and conventional team is that all members of the team are intimately familiar with all of the tasks done wit hin the team.All members on a self-managed work teams must not only understand the variety of jobs and tasks performed within the team, they must also have the capability to perform each of these jobs or tasks. Training all team members in each other's tasks is an important component of the self-managed work teams skill or practice set. * Develop Critical Thinking Skills: A self-managed work teams must critically evaluate its role in the organization, its charter, and its goals, its evolving norms of behavior, its performance, its successes and others.A self-managed work teams must always examining its processes, its environment and its results. The skills of critical thinking include identifying our mental models or assumptions, challenging the â€Å"context†within which the team operates imagining and exploring alternative realities, and becoming â€Å"reflectively skeptical. †* Become Self-Directed Learners: Conventional work teams often depend upon the learning p riorities set by management or the training office; self-managed work teams break this dependency and define for themselves what they need to know.Aside from learning their job, the team also learn to handle responsibility for identifying needed skills and knowledge essential for their and the company's long-term success. The team assumes full responsibility for exploring what they must know and master next year, and the year after that, and the year after that. The self-managed work teams’ works with the training office to discover new methods and approaches for learning what the team needs to become self-directed, long-term learners. * Manage Team Performance:Conventional teams may be involved in goal setting and performance evaluation, but management still plays a major role in molding these goals and in evaluating the team's performance. A self-managed work teams assumes full responsibilities for these tasks, the self-managed work teams, therefore, must be trained in the skills and knowledge of team performance management. This includes the skills of goal setting, establishing benchmark standards, evaluating performance against standards, developing plans for performance improvement. Manage Human Resources: In traditional work teams, management usually assumes the primary responsibility for defining needed positions, recruiting the right candidates, establishing criteria for evaluating the candidates, selecting the new worker, and orienting him or her to the job. Further, once the employee is on the job, management then monitors and evaluates the employee's performance and takes corrective action if required to improve performance. However, the self-managed work teams assume full responsibility for managing its human resources.Following guidelines established by the HR department, the self-managed work teams usually performs all of the functions that result in a new hire. It also assumes responsibility for resolving individual performance problems t hat occur when individual members don't meet team expectations. As a result, team members must learn to master such HR skills as recruiting and selecting new hires, monitoring individual performance, and then taking action to correct performance problems. While it might be true that SMWTs will approach performance problem solving quite differently than traditional management approaches (e. . , looking for cause not blame), the team must be capable of dealing with the team member who fails to work effectively with the team. This may even include the difficult task of disciplining or even terminating a team member. Although managing its human resources may be the hardest skill for the team to master, it is probably the most critical to the team's long-term success. Self-directed work teams, also known as self-managing teams, represent a revolutionary approach to the way work is organized and performed.Instead of organizing work based on the traditional Taylor model  reducing a process to individual steps  work becomes restructured around whole processes. There must be interdependence and joint responsibility for outputs if there is to be a self-directed work team. Whereas the traditional system reduces the required skill at every level of work, producing boredom in the bottom-level jobs, the new system integrates the needs of the people with the work to be done, and those closest to the jobs help design the job. LEADING A SELF-MANAGED WORK TEAMS:The leadership role in a self-managed team is very different from that of a team leader in a traditional hierarchical team such as a functional team. In a hierarchical team the team leader allocates work. In contrast, in a self-managed team, the leadership role involves taking on more of a supporting role, which includes identifying the long-term career and personal development needs of the team within the context of the overall organization. The team leadership role in a:| Hierarchical team| Self-managed team| The role is vested in one individual. | The role may be shared. | To manage the team. To support the team by providing (or arranging others to provide) coaching and advice. | To plan and allocate the work done by the team. | To agree, in discussion with the team, the standard of work and the aims, objectives and targets of the team. | To monitor and appraise the performance of team members in carrying out the tasks allocated to them. | To monitor the achievement of the team as a unit. To appraise individual performance. | To motivate the team members. | To provide the conditions for high motivation. | To act as the main contact point for communication between the team and the rest of the organisation. To facilitate the creation of channels of communication with the rest of the organisation. | THE DIFFERENCES BETWEEN CONVENTIONAL TEAMS AND SELF-MANAGED WORK TEAMS: In an organization, there are many types of work teams that is apply in the organization itself, each of the work teams have different structure and way of communication with their members. The differences of work teams’ structure * Managed Team: A group of people working together toward a common goal. The ‘what’ will happen, ‘where’ it will happen and ‘how’ it will happen is set by the organisation and/or the manager. Self-Managed Team: Is a group of people working together in their own way toward a common goal which is defined outside the team. The team decides their work schedule, in what order, when to deliver, how, to what standards, and by whom. * Self-Directed Team: A group of people working together in their own way toward a common goal which the team defines. They will perform all of the above but in addition also have input on recruitment to the team, training, compensation, performance management, discipline, and acts as a profit center by defining its own future.The difference of self-managed work teams with conventional teams is self-ma naged work teams complete an entire piece of work, whether it's a product, a service, or part of a large product of service. The team assigns tasks that individual team members perform. In other words, the team plans, organizes, and controls work activates with little or no direct involvement of a higher status supervisor. Self-managed work teams control most work inputs, flow, and output. Aside, they are responsible for correction work flow problems as they occur.On other words, the teams maintain their own quality and logistical control. Self-managed work teams receive team-level feedback and rewards. This recognizes and reinforces the fact that the team – not individuals – is responsible for the work, although team members may also receive individual feedback and rewards. Characteristics of a mature self-managed work teams SUCCESS FACTORS TOWARDS SELF-MANAGED WORK TEAMS: There are some factors that need to be considered by the organization as those factors are the s uccess factors towards self-managed work teams.When an organization neglects those factors, there is a high possibility that the organization will not achieve an effective self-managed work teams. * Learn: A key success factor for self-managed teams is to be open to, and continuously gather, information about how other self-managed teams are operating, through meetings and other forms of communication. These may be teams within the organization or within other organizations. Even if the self-managed teams learn about work in other organizations whose business is very different to the original organization, there may still be valuable lessons to learn.Aside, the organization should consider involving representatives of successful self-managed teams as mentors to the team, if possible. * Structure Just because a team is self-managed doesn't mean it can work with a nebulous structure where nobody is clear about who does what. There is a need to structure the team in the most efficient way. This will depend on the organization's business, the team's function and the individuals within it. Some self-managed teams work best where one member serves as a leader. Others are successful where all members are of equal status.However, the common success factor is that everyone is very clear about roles and accountability's within the team. * Achieve Most likely, a self-managed team will be endeavoring to achieve outcomes agreed with the organization's management team. However, within the team, each employee have different goals, like they wanted to try and achieve more than the agreed outcomes, as an indication that the self-managed team is functioning to a commendable level of efficiency and success. A self-managed team's achievements are particularly important where elements within the organization are dubious about the wisdom of implementing the teams. Evaluate Evaluation is an important part of a successful self-managed work teams. Just as in any organizational structu re, evaluation is the way of discovering to what extent aims and objectives have been achieved. A critical success factor of all self-managed teams is the ability to respond positively to evaluation, identify where improvements can be made and develop a plan to implement the changes needed to deliver them. ADVANTAGES VERSUS DISADVANTAGES: There is nothing perfect in a work teams, there are always limitations of it but aside of limitation, there are benefits of the work teams.The organization can decrease the impact of its limitation by improving in that certain weak area. The advantages of self-managed work teams are: * Job Satisfaction: With self-managed teams, employees have more job satisfaction because they are directly involved in the day to day running of a company and are more independent. This direct involvement helps them to identify more closely with a company's objectives. Employees also derive a sense of satisfaction from developing new decision-making and problem-solvin g skills and working as part of a close-knit team. Improved Productivity: According to â€Å"Business Week,†companies that use self-managed work teams are 30 to 50 percent more productive than those with a traditional hierarchy. This is because workers have a greater commitment to company goals when they are more closely involved in helping to achieve these goals. Having a greater share in the results ensures that teams quickly address a product's problems and defects and are sensitive to customers' needs and requests. Self-directed work teams have a wide range of skills because of the diverse backgrounds of individual members.This helps teams to develop innovative products and services and to take a creative approach to problem-solving. * Increased compatibility between employers and employees: Self-managed teams can relieve stress for the leader, who is then able to concentrate on other tasks. The team is mutually supportive and members learn from each other instead of app roaching the team leader for advice. * Commitment: Team members can become more involved in projects as a direct result of having increased autonomy and responsibility. * Motivation: Team members have shared or equal responsibility so members are accountable for their actions.The disadvantages of self-managed work teams are: * Extensive Training: Companies making the transition from a traditional management structure to self-managed work teams must invest considerable time and resources in training people in management skills. Training goes through several stages and this process can last between two and five years. Employees get additional training in providing customers service and satisfaction and must learn how to work effectively as part of a team. * Managing Managers: Managers may actively resist the concept of self-managed work teams because it makes their role effectively redundant.Organizations may have to offer additional professional training to managers before they can r eassign them to jobs that offer the same level of pay and status. Managers being reassigned need to receive highly specialized technical training. CONCLUSION: The introduction of employee empowerment through self-managed teams program can provide the necessary edge required to remain competitive in today's global market. However, no empowerment program can be successful in the long term if management does not take adequate steps before the program is introduced and utilize an adequate management strategy once the program has been initiated.The pre-program steps and the management strategy must be more than words on paper. Management must be sold on the idea of employee empowerment and develop a management strategy that fully supports the empowerment program or it will eventually fail. If management supports its self-managed teams, they will foster its success. In Asia itself, companies are not familiar with the terms of Self-Managed Work Teams as in Asia having a particular leader a re viewed as the best option in a management. There is still a high importance of hierarchy in the Asian society. REFERENCES: 1.Career Track, â€Å"Implementing self-directed work teams†(Newsletter, SV-No. 16), 1995, pp. 1-8. 2. Ankarlo, L. , â€Å"The best value in training†, Career Track, 1994, pp. 12-16. 3. Pett, T. and Miller, T. , â€Å"Employee empowerment: old wine in a new bottle†, Southwest Academy of Management, Proceedings, Mescon Group, Dallas, TX, March 1994, p. 153. 4. Fisher, K. , Leading Self-directed Work Teams, McGraw-Hill, Chesterfield, MO, 1994, pp. 1-26, 164-70. 5. Conger, J. A. and Kanungo, A. T. , â€Å"The empowerment process: integrating theory and practice†, Academy of Management Review, Vol. 13 No. 3, 1988, pp. 471-82. 6. Madonna, J. C. Allaire, P. A. and Drew, E. H. , â€Å"Leadership and empowerment for total quality†, The Conference Board, Vol. 24 No. 2, 1992, pp. 9-25. 7. Mears, P. and Voehl, F. , Team Building, St. Lucie Press, Delray Beach, FL, 1994. 8. Dumaine, B. , â€Å"The trouble with teams†, Fortune, 5 September 1994, pp. 86-92. 9. Stokes, Jr and Stewart, L. , â€Å"IS without managers†, Information Strategy: The Executive's Journal, Fall 1991, pp. 11-15. 10. McKee, B. , â€Å"Turn your workers into a team†, Nation's Business, July 1992, pp. 36-8. 11. Barry, D. , â€Å"Managing the bossless team: lessons in distributed leadership†, Organizational Dynamics, Summer 1991, pp. 1-47. 12. Brucker, D. , â€Å"Spurring on reengineering†, Fortune, 26 June 1995, p. 15. 13. Sirkin, H. L. , â€Å"The employee empowerment scam†, Industry Week, 18 October 1993, p. 58. 14. Dean, J. and Evans, J. , Total Quality: Management, Organization, and Strategy. West Publishing Co. , St Paul, MN, 1994, pp. 197-26. 15. Overman, S. , â€Å"Saturn teams working and profiting†, HR Magazine, March 1995, pp. 72-4. 16. Grates, G. F. , â€Å"The subtlety and power of com munications in corporate renewal initiatives†, Public Relations Quarterly, Spring 1994, pp. 40-3. 17. Holpp, L. â€Å"Applied empowerment†, Training, February 1994, pp. 39-44. 18. Bowen, D. and Lawler, E. E. III, â€Å"The empowerment of service workers: what, why how, and when†, Management Review, Spring 1994, pp. 31-9. 19. Flanagan, P. , â€Å"IBM one day, Lexmark the next†, Management Review, January 1994, pp. 38-44. 20. Burrows, P. , â€Å"Playing ball without the coach†, Business Week, July 1993, p. 99. 21. Spanbauer, S. J. , â€Å"A quality system for education†, Quality, Vol. 6 No. 4, 1990, pp. 55-65. 22. Macher, K. , â€Å"Empowerment and the bureaucracy†, Training and Development Journal, September 1988, pp. 41-6. 23.Dumaine, B. , â€Å"Who needs a boss? â€Å", Fortune, 7 May 1990, pp. 52-60. 24. Caudron, S. , â€Å"Are self-directed teams right for your company? â€Å", Personnel Journal, December 1993, pp. 76-84. 25. Be nnett, S. , â€Å"Turnaround at Kodak Park†, Business Quarterly, Spring 1994, pp. 31-41. 26. Ferero, M. , â€Å"Self-directed work teams untax the IRS†, Personnel Journal, July 1994, pp. 66-71. 27. Wellins, R. , â€Å"Texas Instruments gets from here to there†, Training ; Development, June 1995, pp. 26-41. 28. Hopp, L. , â€Å"If empowerment is so good, why does it hurt? â€Å", Training, March 1995, pp. 53-7. 29. Stein, R. E. Next Phase of Total Quality Management, Marcel Dekker, Inc. , Boston, MA, 1994, pp. 103-23. 30. Pasmore, W. A. , â€Å"An approach to successful integration†, Self-Managing Work Teams, July/August 1994, pp. 15-23. 31. Andrews, G. , â€Å"Mistrust, the hidden obstacle to empowerment†, HR Magazine, September 1994, pp. 66-70. 32. Thibodeaux, M. and Faden, S. , â€Å"Organizational design for self-managed teams†, Industrial Management ; Data Systems, annual 1994, pp. 20-6. 33. Giordan, J. and Ahern, A. , â€Å"Self-mana ged teams: quality improvement in actions†, Research Technology Management, May/June 1994, pp. 33-5.
Sunday, November 10, 2019
Impact of Motivation on employees Essay
Motivation is the word derived from the word ‘motive’ which means needs, desires, wants or drives within the persons. It is the process of inspiring people to actions to achieve the goals The sole reason for me in order to choose this topic is that in today’s world doing Business all over the world is a very challenging aspect. The performance that is given or delivered by the corporate is highly influenced by the Internal and the external operating environmental factors. To survive in the market in a profitable way in the highly challenging and competitive global market economy, all the factors of Employee Retention and Production like machine, materials & men should be managed in an efficient and a productive way. Among the factors of production the human resource constitutes the biggest challenge because unlike the other inputs, employee management is a very complicated process which includes the burdened task concerned with the handling of thoughts, feelings & emotions to project the highest productivity. High productivity is a long-term benefit of Employee motivation. Motivated employee is a valuable asset which delivers huge value to the Organization in maintaining and strengthening its business and revenue growth. This highlights as to why employee motivation is nessacary and also the need for learning about the impact that it bears on the employees. The importance with regard to motivation was realised as early as 1943 when Abraham Maslow wrote the theory with regards to human motivation on the basis of need hierarchy. Various theories were formulated since then due to the rising need in understanding employees and how or what are the factors that motivated them in order to increase their productivity and efficiency. Some of the theories are stated below:- 1. Abraham Maslow’s need hierarchy theory-According to this theory, individual strives to seek a higher need when lower needs are fulfilled. Once a lower-level need is satisfied, it no longer serves as a source of motivation. Needs are motivators only when they are unsatisfied. The various levels of need were classified as psychological needs, safety needs, belonging needs/social needs, self-esteem needs and self-actualisation 2. Frederick Herzberg’s two-factor theory – According to Herzberg, individuals are not content with the satisfaction of lower-order needs at work rather, individuals look for the gratification of higher-level psychological needs having to do with achievement, recognition, responsibility, advancement, and the nature of the work itself. This appears to parallel Maslow’s theory of a need hierarchy. However, Herzberg added a new dimension to this theory by proposing a two-factor model of motivation, based on the notion that the presence of one set of job characteristics or incentives leads to worker satisfaction at work, while another and separate set of job characteristics leads to dissatisfaction at work. Thus, satisfaction and dissatisfaction are not on a continuum with one increasing as the other diminishes, but are independent phenomena. 3. Adams’ Equity Theory – Developed by John Stacey Adams in 1963, Equity Theory suggests that if the individual perceives that the rewards received are equitable, that is, fair or just in comparison with those received by others in similar positions in or outside the organization, then the individual feels satisfied. Adams asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others. Some of the other theories are theory X and Y by Douglas McGregor, ERG Theory by Clayton Alderfer, Goal-Setting Theory by Edwin Locke, expectancy theory, etc†¦ Some of techniques that can be adopted in a work place in order to motivate employees are:- 1. Know and care about the concerns of your employees 2. Develop and communicate a compelling organizational vision. 3. Address ineffective teamwork 4. Be a role model for your organization 5. Communicate with everyone respectfully 6. Provide employees with the opportunity to be creative. 7. Invest in developing employees 8. Regularly recognize and reward effort and results 9. Ensure compensation and other rewards and benefits are fair 10. Ensure that the right person is doing the right task and fully understands their role 11. Help your employees find work/life balance The performance of employees will make or break a company; this is why it is important to find a variety of methods of motivating employees. â€Å"Motivation is the willingness to do something,†wrote Stephen Robbins and David A. DeCenzo in their book â€Å"Supervision Today.†â€Å"It is conditioned by this action’s ability to satisfy some need for the individual.†The most obvious form of motivation for an employee is money; however, there are other motivating factors that must be considered. Every employee within a company is different and, therefore, is motivated to perform well for different reasons. Due to the differences within an organization, it is important for a manager to get to know her employees and understand what motivates their performance. â€Å"If you’re going to be successful in motivating people, you have to begin by accepting and trying to understand individual differences,†Robbins and DeCenzo report in their book â€Å"Supervision Today.†Money is the most important motivator for employee performance but it is important for companies to find other ways to motivate. This involves getting to know their employees and what drives them, then making sure managers utilize appropriate motivational techniques with each employee. When appropriate motivation techniques are used, employee performance will improve. By this time we understood the various theories of motivation and the way in which employees can be motivated now lets come to the part where we learn about why it is important to motivate an employee, what kind of changes that it brings about or results in an organisation. The various changes that are bought about (i.e. impact) or seen in an individual/employee due to motivation and the benefits that the organisation derive out of such motivation are mentioned below:- 1. Puts human resources into action :- Every organisation has its own goals and objectives and in order for any organisation to be successful it needs to achive the goals and the objectives and the main means towards achieving these goals and objectives are financial and human resources there by in order for a company to be successful it needs to boost the so called human resource to produce efficiently and this efficiency is achieved through the means of motivation 2. Improves level of efficiency of employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. The employees in the organisation when they are less motivated and they feel bleak and dull at this particular point of time they are at the least level of productivity this is caused due to lack of excitement and satisfaction or even repeated jobs thus in order to avoid all these and in order to build on to the efficiency of the employees many motivational techniques can be used this will lead to a great level of improvement in the performance of the employees, reduces the cost of operation and improves overall efficiency and productivity of the firm. 3. Leads to achievement of organizational goals Goals of an organisation are the drivers with regard to success of an organisation and it has a direct impact on the performance of the organisation and also the employees working within. When employees are demotivated they will not care about the organisation and they will start having a negative impact toward the organisation thereby when they are motivated by various incentives and other such techniques and made to understand the goals they tend to work toward the development, i.e. they work toward goal development rather than going haywire. Goals can only be achieved only when coordination and cooperation takes place simultaneously occurs and this can be achieved with the help of motivation 4. Leads to employee satisfaction The satisfaction of the employee is nothing but how happy an individual is in working within an organisation without feeling the need to quit or discontinue. Only when the employees are satisfied will they be able to work properly and in turn be able to satisfy the end customer. In case the employee is not satisfied this will lead to a huge downturn in the organisation as it will start losing its customer base and clients start shifting to a more friendly and cooperative organisation. Thus some of motivational techniques lead to satisfaction of employee’s which in turn leads to customer satisfaction. 5. Builds friendly relationship The employees when they are reinforced with some kind of reward system there tends to be a friendlier atmosphere all around which leads to better co-operation between the employees which leads to steady and stable environment, all the industrial disputes will come to a rest, employees will no more show any resistance toward change all this directly leads to a smooth and sound concern where the individual interests will coincide with the interests of the organisation 6. Builds stability in the workforce The employees will gain more benefits if they are working for longer periods of time they get bonuses they get more incentives this will help in building a stable workforce where the rate of turnover of the organisation will reduce which in turn will reduce the training cost and recruitment cost of fresh employees. The skills efficiency and the experience of the employees will be a great advantage to the organisation which will lead to a great public image and building the brand reputation of the organisation. 7. Leads to an optimistic and challenging work place In an organisation the employees are motivated to think creatively only when they get something in return and when any such kind of reward is kept then the people in the organisation will start thinking creatively and will start taking interest in the work that they do they will start competing against each other which will help the organisation to get more number of creative ideas which ultimately lead to profit making by the firm, 8. Boosts employee confidence When the people who work in the organisation are given a reward in terms of money or in terms of appreciation or any other kind they will get a confidence boost and they will think of it as the right path and it kind of becomes a positive reinforcement to them in order for them to work in a better manner and more efficiently 9. Employees tend to go the extra mile Whenever people know that there is something waiting for them at the end of the day they will tend to work hard and they will want to go that extra distance and put in that extra effort in order to achieve the reward. These rewards are different for different kinds of people it cannot be generalised it is the duty of the manager to make sure the rewards are appealing and also interesting in order to extract more work out of the employees. The more the desire to have the reward the more harder the person will work on order to attain the same. 10. Less number of mistakes caused by employees When there is some kind of a punishment that is kept for people who make mistakes and have lower productivity like cutting of salary, delay of promotions, taking away the perk and benefits given to them will all help in motivating a person in order to work more efficiently and also effectively without any mistakes and causing losses to the organisation 11. Increases the contribution/productivity The main outcome of any kind of motivation ultimately leads to this. The productivity of the employees and motivation are having a direct relationship and go hand in hand. When the employee is motivated using various kinds of techniques the outcome or the impact that such motivation holds is increase in the productivity or the contribution that is given by an employee. RESEARCH DATA University of Colorado boulder – guide to motivating employees In 2006, and again in 2012, classified and exempt professional staff on the Boulder campus participated in an Employee Engagement Survey. Through this process, the campus has been able to identify what it is doing well and where it can improve. Results and key trends from the surveys are highlighted below. In 2012, 90% of employees saw their job as vital to the overall purpose of the University, an increase from 88% in 2006. In 2006, 80% of employees were willing to go above and beyond their normal work duties. In 2012, this number increased to nearly 89%. From 2006 to 2012, the percentage of employees who believe they are utilizing their talents increased by 9% (75% overall). Currently, 72% of employees would recommend a friend to work here (an increase from 60% in 2006). In today’s world motivation has gained a lot of importance in all fields and across organisations. Organisations cannot achieve their goals or attain maximum efficiency without the motivational aspect. By looking at the impact that motivation has caused on the employees as well as the organisation every organisation should understand its importance of motivation and start implying and do more of research in order to keep employees motivated, keep up with the pace of the world and in turn reap all the benefits that are associated with it. My learning’s with regards to this topic is knowing what motivation is, what are the theories behind motivation, the different techniques of motivation and finally the importance of motivation where both the employee and the employer are benefited by the application of this powerful tool. REFERENCES 1. Patel sandeep g. (n.d).information of employee motivation and research methodology. Retrieved from http://www.slideshare.net/ravi2907/employee-motivation-17006508 2. Silverstien Barry. (2007). BEST PRACTICES: MOTIVATING EMPLOYEES. New York, U.S.A: hydra publishing. 3. (n.d). Guide to motivating employees. Retrieved from http://hr.colorado.edu/search/Results.aspx?k=guide%20to%20motivating%20employees
Friday, November 8, 2019
Sla Theories Essays
Sla Theories Essays Sla Theories Essay Sla Theories Essay Theorists place different values on the role of interaction in second language acquisition (SLA). Krashen’s (1985, 1994) theory became a predominant influence in both second language teaching practice and later theories. Krashen postulates that SLA is determined by the amount of comprehensible input, that is, one-way input in the second language that is both understandable and at the level just beyond the current linguistic competence of learners. Similar to Vygotsky’s â€Å"zone of proximal development†(1962), Krashen’s scaffolding theory is referred to as i+1. Viewed as an innatist perspective, this theory maintains that a second language is acquired unconsciously in a manner similar to the acquisition of a first language. According to Krashen (1996), acquiring language is predicated upon the concept of receiving messages learners can understand (1996). Teachers can make language input comprehensible through a variety of strategies, such as linguistic simplification, and the use of realia, visuals, pictures, graphic organizers, and other current ESOL strategies. While Krashen (1994) believes that only one-way comprehensible input is required for SLA, others take an interactionist position acknowledging the role of two-way communication. Pica (1994), Long (1985), and others assert that conversational interaction facilitates SLA under certain conditions. According to Lightbrown and Spada (1999), â€Å"When learners are given the opportunity to engage in meaningful activities they are compelled to ‘negotiate for meaning,’ that is, to express and clarify their intentions, thoughts, opinions, etc. in a way which permits them to arrive at a mutual understanding. This is especially true when the learners are working together to accomplish a particular goal . . . â€Å"(p. 122). Pica (1994) goes on to say that negotiation is defined as â€Å"modification and restructuring that occurs when learners and their interlocutors anticipate, perceive, or experience difficulties in message comprehensibility†(p. 495). A variety of modifications, which may involve linguistic simplification as well as conversational modifications such as repetition, clarification, and conformation checks, may be used to gain understanding. The interaction hypothesis of Long and Robinson (as cited in Blake, 2000) suggests that when meaning is negotiated, input comprehensibility is usually increased and learners tend to focus on salient linguistic features. Cognizance of these language forms and structures is seen as beneficial to SLA. Other nteractionist theorists apply Vygotsky’s socio-cultural theory of human mental processing to define the role of interaction in SLA (Lightbrown and Spada, 1999) and hypothesize that second language learners gain proficiency when they interact with more advanced speakers of the language, for example, teachers and peers. Scaffolding structures such as modeling, repetition, and linguistic simplification used by more proficient speakers are believed to provide support to learner s, thus enabling them to function within their zones of proximal development (Vygotsky, 1962). Although theorists adhering to interactionist thought consider both input to, and input from, the learner as important, output is often viewed as secondary. However, Swain (1995) in her â€Å"comprehensible output hypothesis†asserts that output is also critical and hypothesizes that it serves four primary functions in SLA: 1) enhances fluency; 2) creates awareness of language knowledge gaps; 3) provides opportunities to experiment with language forms and structures; and 4) obtains feedback from others about language use. Comprehensible output assists learners in conveying meaning while providing linguistic challenges; that is, â€Å". . . in producing the L2 (the second, or target language), a learner will on occasion become aware of (i. e. , notice) a linguistic problem (brought to his/ her attention either by external feedback or internal feedback). Noticing a problem ‘pushes’ the learner to modify his/ her output. In doing so, the learner may sometimes be forced into a more syntactic processing mode than might occur in comprehension†(Swain and Lapkin in Chapelle, 1997, p. b). From this perspective, comprehensible output plays an important role in interaction. In summary, interactionists elaborate upon the innatist notion of comprehensible input explaining that interaction, constructed via exchanges of comprehensible input and output, has at least an enhancing effect when meaning is negotiated and support structures are used. Based on this premise, distance second language lear ning courses should be designed to provide interaction that includes negotiation of meaning where comprehensible output results from input.
Wednesday, November 6, 2019
How Do the Writers Benjamin Zephaniah and Wole Soyinka Essays
How Do the Writers Benjamin Zephaniah and Wole Soyinka Essays How Do the Writers Benjamin Zephaniah and Wole Soyinka Essay How Do the Writers Benjamin Zephaniah and Wole Soyinka Essay Both poems address the subject of racism and attempt to tackle racial stereotypes and prejudices. They do so In a variety of ways, and differ greatly In their style of writing, whilst many devices run throughout them both. The poets choices within their poems affect the reader greatly and with varying effect. Whilst both poems attempt to tackle racism, they do so in different ways, both targeting different aspects. Telephone Conversation subtly attempts to convey the irrationality of racism, using irony as a device to convey the idea with subtlety and almost to the point of humor. The common racial stereotype people had of black people in 1962- the time of writing- is entirely repudiated as the audience read the poem and begin to gain some insight into the personality of the narrator; he was erudite, polite and educated: the complete antithesis of the widespread preconceptions people had at the time. Words like piped, rancid, and spectroscopic are not words that a savage brute would have in his vocabulary. HIS Intelligence Is further proven through his use of sarcasm and wit in response to the lady questions. Saying ridicules the social and cultural beliefs that accompanied schism In the ass. The fact that a black, supposedly savage man had the mental capacity to outwit a white, well bred woman of high social stature- Pressurized good-breeding. Voice, when it came/ Lipstick coated, long gold rolled Cigarette-holder piped. without her even releasing he is doing so, and do so with grace and eloquence, brings to light the absurdity that a person can be based on the color of their skin. The landlady speaks impolitely, almost unintelligibly, enhancing the narrators educated background, creating a strong contrast between the two, showing hat the white, well-bred woman is more similar to the stereotypical character of a black person, than the narrator- a black man, himself- Is. This again highlights the stupidity of racism In contemporary settings through the use of irony, as the audience are well aware that the narrator Is of greater mental capacity than the lady, showing that the preconceived Ideas many people possess have no grounds In fact and are based purely In speculation and hearsay. The devices used In Monologues are coronal to ten development AT ten poem, Walt ten mall polls AT interest being the devices themselves. The 1st and 2nd stanza, and the 5th and 6th correspond directly. In the first pair of stanzas the poet outlines a number of negative stereotypes people have of black people. It is clear from the first line that the poem is going to outline stereotypes in particular l am the type you are supposed to fear. The word Supposed indicates to the reader that prejudices are to be the focal point of the poem. Stereotypes in themselves are but ideas that one feels they are supposed to believe. Cephalic also makes clear the fact that the ensuing stanzas are to expand upon negative stereotype, through the use of the rod fear. The lack of punctuation at the end of the line leads one to believe that the point is to be expanded upon, which indeed it is. The 5th stanza begins in an almost identical manner : l am the type you are supposed to love. This creates the same effect of anticipation, but of positive stereotypes, as opposed to negative ones. The succeeding lines go on to introduce a number of negative statements about black people. It is interesting to note that they are stated in the 1st person, and as fact. The poet leaves no room for doubt when stating the prejudices people have. As opposed to the speculative approach Cephalic may have chosen, he specifically chose to use definitive statements -l talk in tongues. He avoided any ambiguity and stated the facts as they are, or rather, as is widely believed to be so due to the racial prejudices people had, and still have now. The same is applied to the 5th and 6th stanzas, but they contrast prodigiously with the 1st and 2nd as they state positive stereotypes that may be applicable to black people, too. These are stated as fact, as the negative stereotypes were. As with the opening lines of the first and fifth stanza, l am the type you are supposed to fear and l am the type you are supposed to love, the lines correspond almost exactly. The succeeding lines of both stanzas Black and foreign and and mysterious appear on first glace to be antonymous in meaning, with the latter pair of words being a positive stereotype. Whilst the words Black and Foreign appear neutral when used alone, but when utilized in conjunction with each other, and in such a forthright manner, that the audience perceive it as a negative stereotype. The contrasting Dark and mysterious is used in a positive manner, used to express an optimistic view, highlighting the appeal some people find in mysterious people- those with hidden depth of character. Whilst at first this statement may appear to be almost directly opposing to the aforementioned Black and foreign, on careful inspection one notices they appear to be synonymous. Black and Dark have the same meaning, as too do foreign and Mysterious. When placed together however, in the forms Cephalic uses in the poem- Black and foreign and Dark and mysterious- the meanings alter entirely. The statement requires but a different point of view for the meaning to differ ridiculously. Cephalic was intending to highlight the effects of the prejudiced views and opinions on the people they are directed towards. He is attempting to inform the audience that the people they believe to be Uneducated and frightening may in fact be quite the contrary, it Just requires a different point of view. The structure plays a strong part in this, too. With the first two stanzas offering negative stereotypes, and the latter two negative, Cephalic offers the audience the opportunity to decide for themselves on which viewpoint they choose to take; he lets men make ten sconce winner to Judge, Ana In along so De racist, or to KICK at Alack people for what they really are: human beings. Our ball will be in your court. / How will you feel? Cephalic is asking the readers to make a decision. In stating that Our ball will be in your court he states that their life will be in their hands. The metaphor tells that it is their turn to Take a shot. This statements does, however create a large divide between the black people, and the poet himself, and those who discriminate against them. The poem insinuates that it is up to them to make a session; they can choose to break the divide and end the separation and prejudice- supporting the latter stanzas and taking the opportunity to give the unknown a chance- not to Judge. It is quite actively involving the audience, asking a question and requiring them to think. The word you, a 2nd person pronoun, makes the poem so much more personal and thought provoking. The poet wants to get the readers involved in keenly deciding on the future of racism. He is attempting to involve each individual, to show that it depends on each person to determine whether or not racism is ostracizes from todays society. The separation into stanzas is vital to each of the poems. Neighbors very significant, very structured stanzas, contrast strongly with Telephone Conversations unpredictable and spontaneous structure, that reflects the impulsive, unrestrained nature of its content, and of its title, Telephone conversation. The poem is structured in a single stanza, with lines varying in length. The only major recognized structural form used is that of a conversation. The dialogue exchanged between the two characters in the poem clearly fits the parameters of an A B conversation, w ith speech being exchanged between the two harassers in succession. This is easily recognized whilst reading the poem. The structure and a variety of other features are used to reinforce the significance and relevance of the title. The poet has intentionally included these subtle reminders of the content to intimate the theme of a telephone conversation through the specific lack of structure, subtly reminding the reader that the telephone conversation is the focal point of the text. Another structural feature the poets use to tackle racism, is the manner in which the poems are written in 1st person. SST person, whilst often Ewing very restrictive, serves in both of the poems to personalize them, allowing readers to empathic easier, as it seems as if the poems are actual thoughts and feelings of an individual. Telephone Conversation uses the narrative viewpoint to make the event that the poem narrates seem more realistic. Had not misheard ARE YOU LIGHT/ OR VERY DARK To the reader, the poem becomes more lifelike, more personal, simply through the use o f the pronoun l. Having it recounted by a witness, and hearing their thoughts and feelings on the situation make the reader feel more involved. Where 3rd person can distance the reader, 1st errors draws them closer to the content of the poem. In Neighbors, Cephalic begins the poem with the word l. This makes the reader realism, almost instantaneously, that the poem is about an individual. The poem continues to inform of the many negative stereotypes surrounding the darker skinned. Later in the poem he does the same, but with positive preconceptions instead. Placing these beside the word l has the same effect as in Telephone Conversation- to involve the reader, drawing them in. It helps the audience to realism that Judgments made in the poem are commonly made. The 1st person pronoun helps to ground the poem, enhancing Its realms Ana Delegable let, snacking ten reader In I TTS stark accelerations- l am ten type you are supposed to fear. The reader realizes that these things are indeed happening today. Cephalic was hoping to achieve Just this effect. The poems also share many similarities in their titles, the most noticeable of which being the everyday, commonplace nature of their titles Neighbors and Telephone Conversation. Both cover such a broad spectrum of subjects, encompassing much into their semantic field, that from reading the title it is impossible to guess the intent of the poems. The mediocrity of the titles, in comparison with the nature of them highlights the fact that racism is indeed a common occurrence. Both Neighbors and Telephone conversations are found commonly in everyday life, and the titles are used as a device to highlight the prevalence racism has in societies today. This is a trait both poems share. The simplicity of both titles contrast strongly with the content. A straightforward title lowers ones expectations of the poem, so that when it is read the content is all the more shocking and hard hitting. Whilst both titles share this, the differ too; If you compare Telephone Conversation with Neighbors you notice that Neighbors seems to be rather more personal than Telephone Conversation. Neighbors live in close contact, seeing each other on a regular basis. The use of this rather more personal term helps one familiarize themselves with the poem. Cephalic wants the audience to personalize themselves with the poem. The nature of the poem in itself is more personal, making use of more 2nd person pronouns and actively involving the reader. The much more intimate title as the effect of involving the reader, preparing them for the content. In contrast to this, Telephone Conversation seems altogether more sterile, less affable than Neighbors. Saying wants the reader to distance themselves from the situation, taking a wider view on the situation. He is using the title as a device to show that impersonality can be vital when viewing racism. On reading the poem itself you realism it is often necessary to take a step back from situations such as those narrated in the poem, to realism the Judgments many make of individuals are inequitable and unjustified and should be abolished. The two titles do the opposite; one serves to distance the audience from the content, whilst the others purpose is to close the gap between the reader and the poem. Perhaps less obviously than the devices, the content is used to tackle racism too. As well as the previously mentioned subtexts, Saying Cephalic address a number of issues in their poems. Whilst Telephone Conversation is a poem of inequalities, Neighbors comes across much more balanced. Telephone conversation raises a number of issues, only one of which being the substandard treatment of black people. It highlights a hierarchical scale, at he bottom of which black people resided. It does however bring sexism to light, too. It is fairly significant that the antagonistic persona in the poem is female. In asses England, sexism was as common as racism, and women were treated unfairly. Whilst this is not explicitly cited within the poem, it is interesting to note. Taking this, and the manner in which the narrator treats the landlady with respect and as someone with higher social standing than himself - Madam, I warned- one notices that a social hierarchy is formed, at the bottom of which the narrator lies, despite his level f education, or wealth. The poem clearly places the landlady above the narrator. The author intended to subtly remind the audience of the treatment of women. The Implicit suggestion, serves to annulling ten poor treatment AT Dalai people: teeny were considered lower than women. In stark contrast to this, Neighbors revolves around the idea of balance and equality. The structure reflects this clearly, as do the devices. It more actively appeals to the audience for racial equality, and does so subtly. The peaceful manner in which Cephalic appeals for equality strongly opposes the approach Saying takes. In Neighbors, the poets focus on fairness makes the audience believe that racism is a set of scales, and their take on the situation could tip the scales either way. Its highly effective in stirring the hearts and minds of the readers. Poetry can affect the reader in such a wide variety of ways that it seems a perfect manner in which to voice ones thoughts and opinions. Both Cephalic and Saying prove in their poetry that it is an efficient way to tackle racism, and after reading both Neighbors and Telephone Conversation, it is made clear that poetry is exceptionally effective in doing so.
Sunday, November 3, 2019
John M. Keynes Research Paper Example | Topics and Well Written Essays - 1500 words
John M. Keynes - Research Paper Example To Keynes, the nineteenth-century classical economics was inherently inadequate not only in eliminating national unemployment for those qualified and able to work at the prevailing wage rates, but they were also inefficient in distributing the national cake, thus creating unnecessarily the poor and uncivilized middle class (Keynes, 1963). Accordingly, he [Keynes] modeled a theoretical alternative framework, allowing governmental intervention to eliminate the faults of an economic system as they arise (Harrod, 1951). Indeed as it is, Keynes ended up with a powerful model, whose application is currently underway in sorting wide ranging practical human distress under the existing economic systems, right from the United States, a world economic leader struggling with massive deficits in the aftermath of a deadly crisis, to smaller, poor nations in the developing world. In his General Theory of Employment, Interest and Money (basically the heart of Keynesian economics), Keynes directed hi s energies in challenging the classical orthodoxy with an explicit analysis of what determines and what is the essential nature of effective demand within any economic system. With the exception of foreign trade, effective demand, according to Keynes, consists of three expenditure streams: household consumptions, investments, and government overheads, all of which are determined autonomously (Davidson, 2007). A realist with a strong distaste for the Panglossian philosophy, Keynes argued that the level of aggregate demand may well outstrip or fall way below the national physical production capacity. As such, the philosophy of automatic adjustment to produce at a level tending to the full employment of all available productive resource was a flawed economic assumption that might not be realized after all, for ‘In the long-run we are all dead', a fundamental theoretical shocker to the traditional economic optimism regardless of the circumstances, however strenuous (Davidson, 2007 , p. 15). In his own words, Keynes notes that: The optimism of traditional economics, which looks at economists as Candides, who, even though left critical analysis for other duties [cultivation their gardens], still teach â€Å"all is for the best in the best of all possible worlds†provides us with a false hope. For sure, there would be a natural tendency towards the full employment in a Society which was functioning in the manner of the classical postulates. It may be that they [the classical theorists] provided a representation of how we would want our Economy to behave. Nonetheless, assuming the Economy operates so only means assuming national difficulties. (1936, pp. 33–4) Nothing could be further from the truth; whether in the traditional or modern times, governments are voted in to decisively tackle the existing social deficiencies. With arguments that went against the old Say’s law supply creating demand, Keynes maintained that a government has the poss ibilities of stimulating the economy by increasing the aggregate demand, thereby arousing the existing firms to respond by utilizing the available unemployed
Friday, November 1, 2019
Vietnam Term Paper Example | Topics and Well Written Essays - 1500 words
Vietnam - Term Paper Example The climate of the Vietnam is mostly monsoonal in the North and tropical towards the south (Tucker 30). Among the natural resources that the country enjoys include coal, phosphates, bauxite, offshore oil and gas, hydropower, manganese and chromate. The country normally suffers from occasional typhoons, which may occur any time from May to January. These typhoons are accompanied by extensive flooding especially along the banks of the Mekong River (Ray, Dragicevish and Louis 45). History The history of Vietnam dates back to over 2700 years ago. Back then it used to be part of the Chinese Empire. The first inhabitants of the country were at first scattered in the Northern part. The country has a rich history in its relations with its largest neighbor, China. It was under Chinese rule until 939 AD when it gained independence (Gainsworth 34). The country flourished under the Ly Dynasty which was in power for 200 years, from 1010 to 1225. Under the Ly Dynasty, Vietnamese continued living u nder Chinese social and political institutions. For instance, their children were schooled following the Confucianism System that was popular in China at the time. However, native forms of social expression were common especially at the village level. These native forms and cultural expressions helped the Vietnamese create vibrant traditions of their own (Largo 12). Under the Ly dynasty, Vietnam was mostly an agricultural economy and rice was the country’s main staple food. Feudal system of land ownership flourished during this period. However, there also existed a class of powerful landlords who exerted influence separate from the feudal lords. Apart from agriculture, commerce was also an important mainstay of the Vietnamese economy. The local craft industry was among the most vibrant in the region and many products from the country could be found in the major markets of Asia. However, unlike its neighbors, Vietnam never ventured into international trade, and therefore, it r arely featured in regional trade activities (Tucker 58). During the 19th century, Vietnam became involved with the French. The French helped Nguyen Anh seize power in the hopes that he would help them in their trading and missionary endeavors. However, this was not to be as Nguyen was highly suspicious of French intentions. Many missionaries and their converts were killed by Nguyen forces, and this led to an intervention by Emperor Napoleon III. After several invasions from French forces, Vietnam finally accepted French control in the country. However, the French occupation of the country was not to last as Vietnamese soon started revolting against their colonizers (Gainsworth 134). In 1954, after years of civil strife, the French decided to grant the Vietnamese nationals their freedom. The two sides agreed to temporarily divide the country into two before full independence could be attained. The Vietnamese nationals, led by the Viet Minh took over the north in Hanoi while the Frenc h and their supports took control of the south and established their base at Saigon. The Northern Viet Minh established a communist society while the South under Ngo Dinh Diem built a strong anti communist regime (Largo 47). However, Diem’s regime was a dictatorial one and his failure to establish strong economic and political reforms made him unpopular in the South. His refusal to reunite with the communist North put him in even more trouble. In 1963, Diem was overthrown and assassinated by his own forces.
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