Leadership Ethic

UNIT 6 Assignments – Personal Leadership/Ethics Statement GB580: Strategic Management Mary Dereshiwsky Hugues Joseph When it comes to my personal leadership/ ethics, I have to take that seriously due to the fact this part can make as well brake a company. This is the sort of guideline that makes a company; furthermore, you have a lot of companies that gets in trouble due to the fact their do not follow a certain ethic guidelines.Ethics  are considered the moral standards by which people judge behavior. Ethics are often summed up in what is considered the â€Å"golden rule†Ã¢â‚¬â€do unto others as you would have them do unto you. While this makes sense as a general rule of thumb, it is not entirely useful when looking to define business ethics. In business, there are many different people you have to answer to: customers, shareholders and clients.Determining what to do when an ethical dilemma arises among these different interests can be extremely tricky, and as such business ethics are complex and multi-faceted (2012). There is couple things that effect business ethic There are Honesty, Objectivity, Integrity , Carefulness, Openness, Respect for intellectual property, Confidentiality, Responsible publication, Responsible mentoring, Respect for colleagues, Social responsibility, Non-discrimination, Competence, Legality, Human subjects protection.The bank I used to work for several years back had some of that issue as for time to time you will find the manager give the customer the wrong information on purpose as a way to avoid helping the customers. We would be looking at the manager because we knew he was doing the wrong thing to do and it seemed as the customer knew he was lying as well; furthermore, the bank was losing money due to the fact many people did not want to deal with him as well.All the employees must have that possess a skill when it comes to customer something like extrovert. Former Penn State assistant football coach Jerry Sandu sky was sentenced to 30 to 60 years in prison on molestation charges in a case that focused attention not only on his crimes but on how university officials allegedly covered up the incidents to save their profitable sports program from embarrassment and scrutiny. In the wake of the sentencing, several ethical issues were cited in the U. S. press: (2012).This is a problem due to the fact that you have parents who have trusted their kids with these coaches and those coaches take advantage of the parents as well the children and sadly most of the time the kid do not have the power to say â€Å"NO† due to the fact they’re have trusted the coaches. This is why a person who work at an organization must have certain features such as extrovert which define as someone who is social and outgoing, comfortable around groups of people, starts conversations, does not like being alone.Sensory which defines gathering using sense, practical and able to rely on common sense; furthermor e, the ability to judge because it provide one to be well structured as well organize so therefore that person does not like to leave any loose ends. I would love to have someone who is very dedicated someone that I can rely on and depend on when something that have to get done the person will know off the bat and no one have to them nothing.This is consider to be a strong suite for one person able to do that; furthermore, this will also give that person the opportunity to move further with the company and most like will be the first to be recognize when there is an open opportunity. References: More ethical issues arise following sandusky sentencing. (2012). Retrieved from http://www. globalethics. org/newsline/2012/10/15/ethical-issues-2/ A closer look: Definition of business ethics. (2012). Retrieved from http://reference. yourdictionary. com/word-definitions/Define-Ethics. html

Nordstrom: Dissension in the Ranks? Essay

Q1) What is the cause of the problems described in the case? How serious are these problems? The main problems of Nordstrom are its compensation and incentives policies that are distorted. This company uses a Sales-per-Hour ratio as the leading in performance evaluation and work compensation. This performance indicator is not properly balanced by other important factors, such as customer satisfaction, it just focus the sales and the number of hours worked. The integral part of the problem is also the differentiation of â€Å"non-sell† and â€Å"selling† hours. The lack of transparent performance measures also spelled trouble for the employees of the company. They are always working a lot, not being paid for the extra hours of work and the measure used by the SPH are not the best ones. Nordstrom’s employees work off the clock and those hours are not paid. To have the excellent customer satisfaction that the company has, employees have to pay a lot of attention to their customers. They spent a lot of hours with them with a personalized contact and all of these hours are not paid. The employees are who build the image, the strong customer loyalty and their desires are not being valorized. The failure of management to professionalize the relationship between management and employees is another problem. Employees are expected to work beyond the prescribed working hours without pay in order to comply with company requirements. Nordstrom is concentrating only on numbers, they are developing a company culture where it seems that quantity mattered more than quality. This compensation and incentive system brought some consequences to Nordstrom. The lack of a clear distinction between â€Å"selling time† and â€Å"non-sell† leads to a big pressure to the employees since the SPH ratio doesn’t reflect the effort and work made by the salespeople. This leads to employee complaints and lack of motivation to work in the company. Also, the existence of such fear competition could lead to undesired behavior such as stealing credits for sales from another sales staff. This motivation policy was one of the Nordstrom proud systems but became more a liability than an advantage. Employees started to complain and soon this system became the target of law suits that damaged Nordstrom reputation and brought negative media attention to the company. Nordstrom was known has one of the best places to work and with this unhappiness expressed by salespeople that reputation started to drop off and the turn-over rate  increased. The focus of the law suits was the pressure maid and lack of compensation for the extra hours worked. Employees were encouraged to work extra hours but were not compensated for them. Nordstrom was targeted with several law suits and always denied the allegations made by the unions. Later, the Washington State Department of Labor & Industries stated that Nordstrom systematically violated state wage and hour laws, giving reason to the unions that took legal actions against Nordstrom and it had no other choice but to review their record-keeping procedures and compensate the worker’s loss. Later, due to the decrease of the company’s financial value as the stock price went down, another law suit was filled again against Nordstrom. This time it came from some stockholders that claimed to have suffered financial losses due to Nordstrom Management’s failure to take care of their labor problems and the claims maid. This law suit armed even more Nordstrom reputation.

A Critical Comparison Between Clt English Language Essay

A Critical Comparison Between Clt English Language Essay In the case of communicative language teaching, students do not know how to communicate using appropriate social language they have studied, so teachers need to engage them in all sorts of activities like: role playing, problem-solving tasks, discourses and so on, in order to practice some real-life communication problems with one another. As for the direct method, teachers who use it think that a student has to learn how to think in the target language and then to be able to communicate successfully with others. They also think that students need first of all to associate the meaning with the target language. In order to do this, they use in class pictures, pantomime, sounds, gestures and so on, without translating a word into the student’s native language. In the direct method students learn how to speak when they are given some real situations like the following: they are in England and they have to go shopping. They have no food and only some clothes for the summer and th ey have to handle this particular situation where they have to speak to the cashier and to the shop assistants. The teacher and the learner’s roles in CLT and DM method : The direct method was established in Germany and France around 1900 and the communicative language teaching began in Britain in the 1960s as a replacement to the earlier structural method, called Situational Language Teaching. Both methods resemble in the fact that they refrain from using the learners’ native language and just use the target language. Their oral communication skills are built up in a carefully and progressive, they are both organized around question-and-answer exchanges between teachers and students in small but quite intensive classes. To the extent of learning a foreign language through the communicative language teaching, students need to have some knowledge about linguistic forms, meanings, structures and functions. The teacher is the developer or the promoter of student’s learning abilities. He manages all the activities in the classroom and he answers all the student’s questions, he is engaged in the conversations and he supports them all along. On the other hand, with the direct method, the teacher uses first some evidence, he shows his students pictures, he has the role to make them understand the meaning of things; he explains them facts with the use of pantomime and so on. One of the most conclusive characteristics of the CLT method is that all the activities are done communicatively and when they end, they also receive a feedback. Some other characteristics of this method are: the use of authentic materials, activities done in small groups of people, interaction between students is favored, etc. Same goes for the direct method too, the materials used (pictures, books, posters, bills, tickets and so on) should be authentic, to make students acquire new vocabulary words or phrases correctly in the target language. When a goal of these meth ods is to teach students grammar or the ability to produce sentences structurally correct in a language, the direct method comes with an inductive approach (i.e. having learners find out rules through the presentation of adequate linguistic forms in the target language) same goes for the communicative approach where students formulate the rules themselves (inductive learning) rather than teachers (deductive learning). Learners should not be overwhelmed with linguistic terminology (Brown, 2001), grammar rules will be clearer and be remembered better if they are taught in digestible segments bearing the cognitive process in mind.

Spanking or Creative Parenting Essay Example | Topics and Well Written Essays - 500 words

Spanking or Creative Parenting - Essay Example She didn’t even speak with the little girl. She turned and returned to her cart. The child quickly replaced the doll and maneuvered the stroller back beside the mother as she strode away. I saw a tiny hand reach up to wipe away what I assumed to be a tear from her face. I felt sorry for the child and was left wondering why the mother hit her daughter in this instance. Reflecting on the scene, I have come to the conclusion that what I witnessed was wrong for several reasons. There is almost always a better way to discipline a child than by spanking. One reason spanking in this situation is ineffective parenting is the punishment did not have anything to do with the infraction. The consequence of spanking didn’t really connect the child to the misbehavior. A better technique to use would have been for the mother to get the child’s attention by using her voice. Once she got her attention, then she could have signaled to the girl it was time to go. If the girl didn’t respond, slowly walking away from the child would have sent the message that if you don’t come now you will be left behind. This is naturally motivating for a child because they usually do not want to be separated from a parent. Another reason spanking is not an effective way to discipline children is it models behavior that we wouldn’t want children to repeat. I am sympathetic to the mother in the scenario described. Maybe her daughter was on her last nerve. Maybe the mother wasn’t feeling well or had just lost her job. Regardless of the reason the mother chose to strike her child, the message sent to the child is that when you are upset it is acceptable to lash out at others. She learned that hitting others is a form of communication. It is a way of getting people to do what you want. I think all of us would agree that hitting others is not a great way to communicate. A final reason I feel hitting in this situation was wrong is the lack of

Evaluation of a Procurement Plan for use in a project based Assignment

Evaluation of a Procurement Plan for use in a project based ORGANIZATION - Assignment Example The project manager is given the mandate to document the selection process. The committee selected should have three to five people. It should have adequate information about the qualification and willingness of the consultants in pursuing the project and their responses about the project also the evaluation criteria. These are the items which should be contained in the RFR. Planning purchases is the process of determining what to purchase, when and how to purchase or acquire it. Purchase Planning singles out the project whose needs can be met by buying or acquiring services, products and results outside the project organization. Planning purchases also can be used to establish which project needs can be met by the project team during project execution. Mainly, the Purchase Planning includes reviewing the risks found in each make-or-buy decision, and reviewing the kind of contract planned to be used.1 One of its major targets is to reduce risks and to transfer risks to the seller. Make-or-buy analysis is the collection and comparison of opportunities and threats evoked by the make and buys solutions. To the buyers, Purchase Planning assists in cutting down impulsive buying of products and reducing overexploitation of the consumers or the buyers’ decisions by attractive advertisements of the products. There are different tools and techniques, which are used in Purchase Planning , with each aiming at proper planning. Contract type is one of the tools used in Purchase Planning . Different types of contracts are deemed to be suitable for different kinds of purchases. In the identification of the correct type of documentation of a project before contracting, the planner should be aware of the different types of contracts in order to select the most appropriate type of contract for program procurement. Expert judgment plays a vital role in planning for purchases. It can be used as an input

Analysis on how healthcare is delivered in the United States as Essay

Analysis on how healthcare is delivered in the United States as compared to how healthcare is delivered in three other countries - Essay Example to healthcare delivery in United Kingdom (National Health System/Service), the Netherlands (Socialized Health Insurance), and Canada (National Health Insurance). The United States is a capitalist nation and this has been transferred to healthcare delivery, i.e., the patient has to pay for the service as they receive it from the doctor. According to Tanner (2008), this is an indicator that healthcare in the U.S is private-based with an estimated 85% of the population covered by insurance plans. Private companies exist in the U.S to provide health insurance where clients pay monthly fee for insurance and the company pays the client’s doctor for services rendered. Clients pay according to the risk they are willing to insure; thus, if a client pays more for an expense, then the company will charge less for the insurance and vice versa (Tanner, 2008). Most employers in the U.S pay for worker’s insurance which is considered as an employment benefit that adds up to the employee’s salary. However, few Americans can pay for their own insurance owing to high cost relative to their income. Another insurance provider is the government itself as it allocates considerable funds from the budget to healthcare programs. In addition, Tanner (2008) asserts that those who are not insured as a result of poverty receive medical cover via Medicaid which is funded by both the federal and state taxes. On the other hand, the aged and children receive medical cover via Medicare which is funded by taxes from federal income. Of all the developed countries, the U.S is believed to have the highest medical expenses (Tanner, 2008). This is another capitalist country which applies the fee-for-service system of medical delivery only that the administration of the plan is done by government entities (Tanner, 2008). This system sees the healthcare services of the country covered universally and coverage for all citizens is achieved for all ten provinces. In Canada, Tanner (2008) reveals that

The Darwinian Principles of Adaptation and Natural Selection Research Paper

The Darwinian Principles of Adaptation and Natural Selection - Research Paper Example The computer Industry has experienced an extraordinary dynamic rate of change. Some of the mighty pioneers of the industry such as IBM and newcomers like Compaq have suffered through their failure to keep up with drastic technology and market change. However, in 1990 Hewlett Packard has changed tack. It has recognized and even anticipated profound changes in the distribution channels through which competitors sell. Hewlett Packard used to sell around a dozen state-of-art measuring devices each month to highly sophisticated specialists. Now it controls the largest market share in LaserJet and distributes to mail order workhouse allover the world. It has become an adaptive Paragon. Social changes reflect in terms of people’s aspirations, needs, and way of working. Social changes have taken place because of the several forces like the level of education, urbanization, feeling of autonomy and international impact due to new information sources. These social changes affect the beha viour of people in the organization. Political and legal factors broadly define the activities, which an organisation can undertake, and the methods, which will follow by it, is accomplishing those activities. Any change in these Political and legal factors may affect the organizational operation. While assessing change forces, in a group process, there are some forces favouring and some opposing to maintain equilibrium. He assumes that in any situation there are both driving and retaining forces which influence any change that may occur. Action for change comprises three stages unfreezing, changing, and refreezing.

Appeal letter Essay Example | Topics and Well Written Essays - 250 words

Appeal letter - Essay Example I do not have the courage to go to class without my homework. I am not confident enough to discuss my situation with my professor as well as the advisor. And after 3 class absences, I feared to go to the class hence making me get away from the class. The result of my irresponsibility was that I got an â€Å"F† or â€Å"UW†. I truly rue about my poor and irresponsible study attitude at Otis. I wish you are able to give me one more chance to continue my study at Otis. If I have a chance to get back to school, I promise that I will not be absent in any class again. If I have any problems or difficulties about my class work, I will discuss the same with my instructor in an active manner. I will face the difficulties instead of evading the issue. Also, I will work really hard on my work as I believe I have the ability to finish my class if I work hard. (I have also attached my 2010 summer academic record at UCLA to support that I have the ability to finish the program of com pleting the degree program at Otis). I promise my poor academic performance which was the result of these circumstances have been demonstrably corrected and it no longer influences my academic standing. I have considered carefully and thus propose a schedule for completion of my degree.

Ethical appraisal of a science research proposal Essay

Ethical appraisal of a science research proposal - Essay Example Blood samples will be collected from the volunteers for lymphocyte preparation and DNA extraction purposes. By collecting blood samples from volunteers who are receiving methadone replacement therapy, this study aims to determine the role of opioid receptors (i.e. ?, ? and ? ) that contributes to the mechanism of tolerance, drug resistance, and susceptibility to the drug. This study will benefit forensic toxicologists in enabling them offer a more meaningful interpretation of a blood drug concentration found in heroin abuse cases. This study will test the following hypothesis: (1) there is phenotypic inter-individual variation in the ability of UK population to maintain tolerance to heroin; (2) that this variation is a consequence of genetic polymorphism in opioid receptors; and (3) that individuals with specific genotypes have heightened sensitivity to modifying effects of methadone replacement therapy. ... To assess the contribution of methadone replacement in the patterns of opioid receptor expression, the researcher will re-measure the key receptor levels after the 6th week of methadone replacement period. Aside from identifying volunteers with responsive receptor to methadone replacement therapy, this approach will enable the researcher minimize the potential confounding effect of habitual lifestyle on phenotypically â€Å"high† and â€Å"low† expressers. Individuals with high or low levels of receptors and those with responsive phenotype will be classified under subgroups. Eventually, lymphocytes taken from the volunteers will be transformed using Epstein Barr Virus (EBV) to produce immortalized cell lines which will be use as a model system in studying the drug gene interactions that could modulate opiate receptor levels. Identification, Discussion of Ethical Issues, and Control of Ethical Issues Respect for Human Rights Among the common ethical issues that may happe n when conducting a scientific-based research study includes matters that are related to the well-being of another person. As a common rule when conducting the actual research study, the researcher should respect the rights of another person by allowing them to make their own decision whether or not to participate in this study (Iltis, 2006, p. 126; Gregory, 2003, p. 41). In line with this, Israel and Hay (2006, p. 96) explained that harm caused by research activities is often â€Å"more likely to involve psychological distress, discomfort, social disadvantage, invasion of privacy or infringement of rights more than physical injury†. Iltis (2006, p. 139) stated that â€Å"disrespect occurs when researchers violate

Financial Statement Research Paper Example | Topics and Well Written Essays - 500 words

Financial Statement - Research Paper Example 2. Damaged Goods: if the organization has damaged goods, these goods will be evaluated and scrap should be sold to recover some amount and contacted to the insurance company for insurance recovery and write off the loss from the damages. 3. Stolen Inventory: if the organization faces loss from stolen inventory it should be reported for recovery but if after a period unable to found stolen goods it should be treated as loss. Explanation Losses may be normal or abnormal faced by the organization and there is different accounting treatment for each type of loss. If a company is having normal cost then it will have no special treatment it will only increase the production cost and normal loss is unavoidable and inherent which is valued with the closing stock. If the inventory is decreased by sales it will be treated as an expense in the form of a reduction in inventory (Smith and Butters, 1949). But if abnormal loss is faced by the company it will be valued and Debit to the abnormal loss account and credit to process account. These kinds of losses may arise from accidents and carelessness. For recording of this loss another account will be created in the chart of accounts and it will be debited and after that it will be write-off as an expense in the income statement.

OCR Psychology Assignment Essay Example for Free

OCR Psychology Assignment Essay The article Fashion companys shock tactics in the fight against size zero appeared on the Daily Mails Website on Tuesday, September 25th 2007.  1. Assumptions  The first psychological assumption is that the use of shock tactics by way of an image portraying a naked anorexic woman will jolt the fashion industry into action over the problem of anorexia. The article suggests that the use of strong fear appeal will be enough to provoke behavioural change and an awareness of the illness. A fear appeal is a technique used to persuade an audience into behaving in a particular way by arousing a fear of the consequences of not following the message given. The effect of fear appeals was studied by Janis and Feshback (1953). The second psychological assumption is that the fashion industry and the obsession with stick-thin size zero models is to blame for the increase in cases of anorexia. The article therefore suggests that people outside of the fashion industry perhaps idolise models who appear to be rewarded with fame and fortune for being stick-thin. It assumes people imitate these models behaviour in the hope of being like them. Research into vicarious learning was conducted by Bandura (1965) who consequently formed the social learning theory.  The third psychological assumption relates to the billboard designers decision to use a picture of a female anorexic and presumes that the majority, if not all, of anorexic sufferers are female. A study that explored the prevalence of anorexia among males and females was performed by Kjels et al (2003). 2. Evidence  Evidence opposing the first assumption was conducted by Janis and Feshback (1953), who studied the motivational effect of fear arousal in health promotion communication. The entire freshman class of a Connecticut high school was divided into 4 groups, 3 of which were given 15-minute lectures on tooth decay and oral hygiene, while the fourth acted as the control group. Each lecture had a different strength of fear appeal, and results showed that although strong fear resulted in greater immediate anxiety, the minimal fear group showed the largest changes in behaviour. The minimal fear group showed 36% behaviour change, whereas strong fear only showed 8%. This therefore opposes the view of the article that the image of the naked anorexic woman will cause the fashion industry to take action against the illness and, although it will have some effect, a minimal fear approach would be most successful. Evidence that supports the second assumption was provided by Albert Bandura (1965). Bandura showed three groups of children tapes of a man being aggressive towards a doll. The first group saw the man being rewarded for his actions, the second saw him being punished and the third were not shown any consequences. The children were then placed in a room with a similar doll and observed. Results of the study showed that children were significantly more likely to imitate aggressive behaviour when they had observed the model being rewarded. Bandura labelled this imitation vicarious leaning. This forms part of the social learning theory suggesting that behaviour is learnt through observation and imitation. This supports the second assumption as people observing models within the fashion industry witness them being rewarded for being thin with fame and fortune, and subsequently imitate their behaviour in order to gain the same rewards. They try to be as thin as the models by starving themselves and consequently become anorexic, as the article would suggest. The evidence that challenges the third assumption is given by Kjelsà ¯Ã‚ ¿Ã‚ ½s et al. They studied 1026 female and 934 male adolescents using DSM-IV and DSM-III-R criteria to establish the prevalence of eating disorders in both genders. Each participant was asked to complete a questionnaire, and results showed that while 17.9% of female participants had suffered anorexia at some point in their lifetime, 6.5% of males had also. The study concludes that although prevalence of anorexia nervosa is higher in females, males are also susceptible to the illness. The image of the female anorexic on the billboard therefore does little to raise awareness of the illness among men and perpetuates the stereotype that eating disorders are a female disease. 3. Applications  In relation to the first assumption, Janis and Feshback would argue that instead of using shock tactics a more effective way of bringing about a change within the industry would be to provide people with information on the disease, and preventative measures. Leaflets and posters containing this information could be distributed to people within the industry itself, and perhaps to the public in order to provide awareness to the majority. This may however have little effect, as there is no guarantee that the information would be listened to by an industry out to gain profit. Banduras theory and study suggests that people learn anorexic behaviour from seeing underweight models in the media. Therefore, in relation to the second assumption, the number of anorexic cases could be decreased by ensuring that no model within the fashion industry is below certain measurements; for example, by preventing the use of size zero models. If people are exposed to healthier-looking models, people may develop healthier eating habits. This however assumes that size 0 models are ill, and could be perceived as discrimination against healthy individuals. There may be resistance against this motion from the fashion industry and models themselves. In relation to the third assumption, Kjelsà ¯Ã‚ ¿Ã‚ ½s et als study suggests that males are also susceptible to anorexia. Therefore people need to be made aware of this to increase the perceived susceptibility, especially in males. Health promotion could include information on male anorexia, and contain pictures of male sufferers who are willing to share their stories. If awareness of anorexia in males is raised and the stereotype of it being a typically female disease scrapped, then the number of males who seek help will increase. However if males do not perceive themselves susceptible they are unlikely to choose to read the health promotion in the first place as they believe it to be a female disease.

Elevating Class and Language Between Two Plays Essay Example for Free

Elevating Class and Language Between Two Plays Essay A person’s language is often connected to his or her social status. A person from a higher status will have a different dialect of the same language than someone from lower status. People brought up in poor surroundings or poverty are keen to swearing and have little concern to speaking properly as their language was intended. People from high society are the opposite. They are very much concerned with using their verbal skills and their rhetoric, and they are able use it as a form of power over others. These ideas of language between classes can be seen in the plays â€Å"The Tempest,† by William Shakespeare, and â€Å"Pygmalion† by Bernard Shaw. Though Shaw’s play is much more focused on the language based transformation of â€Å"Eliza Doolittle,† and the interaction between her and Professor Higgins, Shakespeare’s creates a similar relationship between the lowly Caliban, and his master Prospero. Both plays show that a superficial change in education, or language, cannot realistically change a person or their social class, rather the real changes to these characters are made internally. Both Eliza and Caliban come from poor backgrounds. Eliza is a very poor flower girl with terrible English. She swears often, by saying â€Å"bloody† constantly between sentences. As Shaw describes her initially as â€Å"the flower girl† she is unsympathetically described as ugly and disgusting, â€Å"Her hair needs washing rather badly: its mousy color can hardly be natural. She wears a shoddy black coat that reaches nearly to her knees and is shaped to her waist† (Shaw, 13). Even her accent makes her feel like a second class citizen. Beneath all of this, Eliza is still a proud girl, â€Å"I’m a good girl, I am† (2). Because â€Å"The Tempest† contains magic, Caliban is born the son of the deceased witch Cycorax. Like Eliza, Caliban also maintains his pride as he believes he is the rightful owner of the island which Prospero later took control over. Also like Eliza, much of his speech is riddled with slurs and cursing. His demonic blood allows Prospero to treat him like a lower class, subhuman monster, similar to how Professor Higgins treats Eliza like a lower class citizen due to her looks, her demeanor, and consequently her social status as a flower girl. In response, Caliban responds with hostility whenever Prospero calls for him, â€Å"As wicked dew as eer my mother brushd/ With ravens feather from unwholesome fen/ Drop on you both! a south-west blow on ye/ And blister you all oer!† (20), and Prospero responds in kind by sending spirits to harass him and pinch him. The extent of the transformation that learning language had over both characters is limited to being just a tool for them to use while unfortunately (to their masters) keeping the same personality. What changes to Eliza is most definitely a surface level change and not a deep identity level change, at least through the length of the experiment. Though Higgins manages to transform Eliza’s appearance from that of a low-status flower girl to that of a refined young lady, she remains a cockney flower girl underneath her facade of a proper accent speaking proper English. Her real personality remains persistently unchanged until the end of the play. This is the same with Caliban who, through learning language from Prospero, remains bitter, hateful, and envious throughout â€Å"The Tempest.† Caliban remains â€Å"ungrateful† for being taught language by Prospero, â€Å"You taught me language, and my profit on’t/ Is I know how to curse. The red plague rid you /For learning me your language!† In this popular quote, Caliban uses the language taught to him against Prospero to display his disgust towards Prospero’s efforts to change him. It also draws a sharp similarity between the treatment between higher and lower classes in both plays. Eliza’s relationship with Higgins’ language is similar to Caliban’s relationship with Prospero in that both Eliza and Caliban understand language as a reminder of their low social status compared to their â€Å"masters.† Both characters also remain â€Å"ungrateful† in the narratives of their â€Å"masters,† when they are mostly more concerned to keep their own personal dignity. The difference in narratives between the characters learning language, and those teaching it in both plays is very similar. Both Higgins and Prospero, in their understanding of what they are doing by teaching Eliza and Caliban language, are teaching them a way to elevate their status. Because both â€Å"masters† are concerned with social status, they believe their students should strongly value their gifts of language education. Both Higgins and Prospero also consider their subjects highly ungrateful. When Higgins mother objects to his experiment, Higgens retorts, â€Å"You have no idea how frightfully interesting it is to take a human being and to change her into a quite different human being by creating a new speech for her. It’s filling up the deepest gulf that separates class from class and soul from soul.’ (Shaw, 78),† while believing that changing Eliza’s speech will not only change her class, but her soul. At the climax of the play between Higgins and Eliza, after Eliza asks to return the belongings Higgins gave and lent to her, Higgins becomes upset, â€Å"If these belonged to me instead of to the jeweler, Id ram them down your ungrateful throat.† He feel so strongly the importance of language in self-improvement, that he failed to see that it did not have an honest impact on Eliza. This is similar to how Prospero views Caliban as ungrateful towards his teaching of language, â€Å"Abhorred slave,/ Which any print of goodness wilt not take,/ Being capable of all ill! I pitied thee,/ Took pains to make thee speak, taught thee each hour† As can be seen here, it is evident that Prospero painstakingly underlines and exaggerates the value of the language he taught Caliban. â€Å"One thing or other: when thou didst not, savage, /Know thine own meaning, but wouldst gabble like/ A thing most brutish, I endowd thy purposes/ With words that made them known. But thy vile race,/ Though thou didst learn, had that int which/ good natures/ Could not abide to be with; therefore wast thou/ Deservedly confined into this rock,/ Who hadst deserved more than a prison.† Here Prospero acknowledges that class and language, though related, are not necessarily tied together. He makes a point that Caliban cannot overcome his class through learning language. Swearing in Pygmalion has an interesting dual use. It is primarily expressed in the word â€Å"bloody† by both Eliza and Higgins. Their use of it, however, shows the difference in class between the two. Eliza, who has been poor all her life, thinks nothing of using the word since she has been around it all the time. It is a merely an adjective or a harmless form of expression to her. Shaw deliberately makes Eliza’s speech terrible in order to highlight that one’s speech is dominated by their environment. Higgins, on the other hand, knows the use of this word and uses it to express his anger and frustration. Eventually Eliza does make use of her learned dialect, and it helps her greatly. It allows her to marry a man of the upper class and start her own business, as Higgins foreshadowed. This change was only able to come about after the internal self respect she gained by defending her self-respect from Higgins after the slipper incident. Caliban, a slave who ironically speaks in the same noble verse and Prospero, also benefits from the learned language in the way he is perceived by the other characters in the play such as Trinculo. Though at moments they were both ungrateful, both Eliza and Caliban became empowered and were able to gain a sense of freedom from their own social class by learning language.

Economic Value Added And Shareholder Value Added Accounting Essay

Economic Value Added And Shareholder Value Added Accounting Essay Agrawal (2007) defines shareholder value added (SVA) as the term used for the difference between the wealth held by the shareholders at the end of a given year and the wealth they held the previous year. In other words, SVA is the estimated future cash flows that are discounted to present value to calculate the value of the firm continuously. Measuring the current performance is based on comparing these cash flow estimates and periods real cash flow (Rappaport, 1986). Therefore, SVA represents the economic profits generated by a business above the minimum return required by all providers of capital. Value term is added when the overall net economic cash flow of the business exceeds the economic cost of all the capital employed to produce the operating profit. Hence, SVA integrates financial statements of the business (profit and loss, balance sheet and cash flow) into one meaningful measure. Economic Value Added (EVA) is best explained by Drucker (1998) as, EVA is based upon something we have known for a long time: What we call profits, the money left to service equity, is usually not profit at all. Until a business returns a profit that is greater than its cost of capital, it operates at a loss. In other words, EVA is a measure that tells what has happened to the wealth of shareholders. Accordingly, earning a return greater than the cost of capital increases value of a company, and earning less destroys the value. EVA is calculated as the excess of net operating profit over the cost of capital including cost of equity. EVA is the mostly encountered index of measuring economic profit. It is an index of measuring internal and external performance of companies being introduced by Stern Steward American consulting firm. EVA index is relevant in quantifying the capacity of a company of creating value for capital suppliers; capital cost represents the index of the average efficiency expected by investors under similar risk circumstances. Return on Capital Employed There are many definitions for the return on capital employed (ROCE), but the widely-used definition, as evidenced by the fact that it is the standard measure produced by DATASTREAM and Standard Poors Compustat Service is ROCE equals to EBIT over capital employed. It is measured by comparing the profits made by the firm with the capital used in making the profit and set as a percentage or fraction. Hence, ROCE measures the efficiency of management in the application or use of the organizations funds or resources in a given financial period Value Based Management According to Coca-Colas A Guide to Implementing Value-Based Management, 1997, VBM is defined as a set of principles that allows us to manage value at all levels of our business. Value creation becomes not just our companys mission, it becomes the philosophy we work with daily. It becomes the framework for everything we do. VBM measures are generally based on comparison between (a) corporate market value corporate accounting book value and/or (b) on the residual income measure. VBM provides an integrated management strategy and financial control system designed to mitigate agency conflicts and increase shareholder value. VBM systems attempt to accomplish this goal by providing managers with a set of decision-making tools (metrics) that can identify which alternatives create or destroy value, and often by linking compensation and promotions to shareholder value. VBM provide a mechanism for linking managers decisions to firm performance outcomes that create shareholder value and provide a means to further align shareholder and managerial interests. Blue Ocean Strategy Blue ocean strategy (BOS) is a set of ideas encompassing tools and methodologies to help companies gain a competitive edge by creating uncontested market space or Blue Oceans. It is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players. W. Chan Kim and Rene Mauborgne, called this as the reconstructionist view. Blue ocean strategies reconstruct market boundaries, thereby freeing companies from head-to-head competition and instead opening new market space to achieve a leap in value for both buyers and for themselves. Identifying a potentially successful strategic move does not require any special capacities, vision or foresight about the future. All new insights come through looking at familiar data from a new perspective. Blue ocean strategy integrates the range of a firms functional and operational activities. In this sense, blue ocean strategy is more than innovation. It is about strategy that embraces the entire system of a companys activities. METHODOLOGIES Shareholder Value Added The SVA methodology is an approach to assist management in the decision making process. Its applications include performance monitoring, capital budgeting, output pricing and market valuation of the entity. SVA = (Present value of cash flow from operations during the forecast period + residual value + marketable securities) Debt. The net of the present value of cash flow and the opportunity cost associated with the firms capital is a measure of the surplus or additional value provided to the shareholders as a result of the firms activities. This formula is expressed in dollar terms for a period Economic Value Added The EVA methodology can be applied to create wealth for the owners of businesses from all levels or size of the firms. It is a performance measurement which directly links strategy to value and is therefore the key to wealth creation. EVA = Net Operating Profit after Taxes (NOPAT) (Capital*WACC) NOPAT is an operating performance measure after taking account of taxation, but before any financing costs. Interest is totally excluded from NOPAT as it appears implicitly in the capital charge. Capital costs include both the cost of debt finance and the cost of equity finance. The cost of these sources of finance is reflected by the return required by the funds provider. This capital cost is referred to as the Weighted Average Cost of Capital Economic Value Added will increase if: New capital is invested and it earns more than the cost of capital. Capital is divested from the business if it does not cover the cost of capital. NOPAT increases without increasing the capital employed. Return on Capital Employed The ROCE methodology indicates how well the management has used the investment made by owners and creditors into the business. It is commonly used as a basis for various managerial decisions. ROCE = EBIT/ (Total Assets Current Liabilities) The ROCE ratio can be found for a number of years so as to find a trend as to whether the profitability of the company is improving or otherwise. Value Based Management VBM methodology provides an integrated framework for making strategic and operating decisions. By aligning internal business processes, strategies, and corporate governance and investor communications, VBM provide a common discipline, a consistent culture, and a singular focus on value for all business activities. There are many ways to measure and implement VBM in the business. Four approaches have been widely used in practice. One is fundamental value analysis (FVA). Two is returns to shareholder (RTS). Three is economic profit. Four is the relationship between the market value of the firms financial instruments and the book value of the firms operating assets (MVA, the q- ratio, and the market-to-book ratio). Planning and control analyses of the structure of income, costs, and investments are also employed in implementing the four approaches. In implementation, each approach to value based management (VBM) starts with strategic planning processes, ties performance to incentive compensation, requires top management involvement, as well as information and training programs for employees. The four approaches to VBM also take into account other stakeholders such as employees, consumers and community. VBM must also evaluate changing economic, cultural, and political environments. The strategic planning process analyzes long term trends, cyclical economic changes, competitive forces, and effective development of managerial capabilities and other resources. Blue Ocean Strategy To create a blue ocean market, there are several frameworks and tools to be applied in the business. First approach is the strategy canvas which is both a diagnostic and an action framework for building a compelling blue ocean strategy. It serves two purposes. First, it captures the current state of play in the known market space. This allows managers to understand where the competition is currently investing; the factors the industry currently competes on in products, service, and delivery; and what customers receive from the existing competitive offerings on the market. Second approach is the Four Actions Framework which is the value innovation analysis. This approach asks four key questions to challenge an industrys strategic logic and business model. The first question forces a company to consider eliminating factors that company in an industry have long competed on. The second question forces a company to determine whether products or services have been over-designed in the race to match and beat the competition. The third question pushes a company to uncover and eliminate the compromises an industry forces customer to make. The fourth question helps a company to discover entirely new sources of value for buyers and to create new demand and shift the strategic pricing of the industry. All the four questions allow a company to systematically explore how it can reconstruct buyer value elements across alternative industries to offer buyers an entirely new experience, while simultaneously keeping its cost structure low. Third approach is the Eliminate-Reduce-Raise-Create Grid. The grid pushes companies not only to ask all four questions in the four actions framework but also to act on all four to create a new value curve. By driving companies to fill in the grid with the actions of eliminating and reducing as well as raising and creating, the grid gives companies four immediate benefits; it pushes them to simultaneously pursue differentiation and low costs to break the value/cost trade-off, immediately flags companies that are focused only on raising and creating and thereby lifting their cost structure and often over-engineering products and service, is easily understood by managers at any level, creating a high level of engagement in its application and because completing the grid is a challenging task, it drives companies to robustly scrutinize every factor the industry competes on, making them discover the range of implicit assumptions they make unconsciously in competing. APPLICATIONS AND PRACTICES BY CORPORATE ENTITIES Shareholder Value Added The use of SVA gives an insight into the investment performance of the business by clearly identifying the opportunity cost of the investment, being the cost of capital, and comparing this to the return generated from the business. SVA can be applied to all the segments within a firm. Accordingly, it is primarily used by managers to evaluate the performance of divisions or branches. Practices AFS Consulting (2004) did a research on SVA performance with the Malaysian Banking Industry. The result shows that Maybank Berhad (MBB) and Hong Leong Bank Berhad (HLBB) emerge as banking institutions that create the best shareholder wealth or value among the local banks. While MBB and HLBB have enormous potential to be the leading domestic bank competing with foreign banks, both banks are still lagging behind in shareholder value creation compared to the incumbent foreign banks, which operate in a highly restrictive and controlled environment. Economic Value Added EVA can be used for the purposes like setting the organizational goals, performance measurement, determining bonuses, communication with shareholders and investors, motivation of managers, capital budgeting, corporate valuation and analyzing equity securities. Practices The study done by Issham Ismail on the performance of GLCs (Government-Linked Companies) and non-GLCs in Malaysia using EVA found that the outcomes of the study indicate a negative relationship between the size of the companies and the EVA values. The larger companies tend to have lower EVA values. In Malaysia, the GLCs are generally larger in size as compared to non-GLCS. Therefore, companies with government as their stakeholders tend to exhibit lower EVA scores than the companies without government stakeholders. It is believed that the Malaysian government prefers investing in public amenities companies to protect public interest, evidenced by their active role in Telekom, POS and TNB. These types of companies do not have higher value than their competitors, where the competitors are usually profit-oriented organization. This outcome further emphasizes that companies that have both the characteristics, large sized and government-linked, tend to have lower EVA values. It also leads to findings that an expansion of size government holding companies tends to increase the cost of capital in greater proportion to the any returns it generates. Return on Capital Employed ROCE is used to prove the value the business gains from its assets and liabilities, a business which owns lots of land but has little profit will have a smaller ROCE to a business which owns little land but makes the same profit. It basically can be used to show how much a business is gaining for its assets, or how much it is losing for its liabilities. Practices Norman Kahl and Jawad Shaikh (2003) analyzed ROCE trends over time for twelve major telecommunication service providers. The sample size represents nearly two-thirds of the US and nearly three-quarters of the Western European telecom services market. The result shows a significant regional difference exist, with ROCE at around 9% in the US and -8% in Europe. The negative European ROCE can only partially be explained by the enormous write-offs made in 2001 and 2002. Other finding is that past and present initiatives of the industry have mainly focused on revenue generation and operational efficiency; but less focus on asset utilization. This shows that by consistently leveraging all three drivers of ROCE (revenue generation, operational efficiency, and asset management), companies are able to get back on track and may even gain a sustainable leap versus their competitors. Value Based Management VBM emphasizes long-term cash flows analysis and risk analysis in all aspects of managerial decision making, such as evaluating individual projects and determining the economic value of the overall strategy of the business. The VBM approach is ultimately aimed at the goal of structuring and managing a company in a way that will create more value for its owners. Bromwich (1998) observes the need for measuring tools, applicable to different organizational levels, such as corporate and business unit level, while Ottoson and Weissenrieder (1996) emphasize the need for measurement systems that can be used for internal and external communication. Practices Harley E. Ryan, Jr. and Emery A. Trahan (2007) examine the performance of 84 firms that adopt value-based management (VBM) systems during the period 1984-1997. The result shows that the typical firm significantly improves residual income after adopting VBM. This improvement persists for the five post adoption years studied. They also found a negative relation between tying compensation to VBM and post-adoption performance. Furthermore, firms reduce capital expenditures following VBM adoption, but that the reductions in spending do not differ based on the firms growth opportunities. Overall, the evidence suggests that VBM improves economic performance and the efficient use of capital. Blue Ocean Strategy The frameworks and tools introduced by Kim and Renee (2006) are essential analytics that can be applied to allow companies to break from the competition and open up blue oceans of uncontested market space. Practices According to The Star Online dated July 16, 2007 titled Blue Ocean Strategy for Corporate Malaysia, Harvard Business School Professor D. Quinn Mills, states that there were many companies worldwide that are adopting BOS either knowingly or unknowingly. In addition, companies that know how to apply BOS to access a bigger market would reap significant benefits in terms of earnings. On questions regarding the Malaysian companies adopting BOS, he said: We believe the strategy is still fairly new to local companies. However, it is likely that many CEOs are aware of BOS but have yet to fully understand and apply the strategy to their companies. He also cited Air Asia as an example of a successful company that had identified a Blue Ocean and created a business model to capture and untapped and un-served market in the travel industry. Mills also said BOS was especially important for a country like Malaysia with a small population and market.

Essay examples --

Gaucher’s disease is a human metabolic disease. Other names for the disease are glucocerebrosidase deficiency, Gaucher splenomegaly, glucocerebrosidosis, or glucosyl cerebroside lipidosis. The disease is caused when someone lacks the enzyme called glucocerebrosidase. Though Gaucher’s disease is very rare, it most commonly occurs in people of Eastern and Central European Jewish heritage. It affects 1 in 500 to 1,000 people of Jewish decent, and very rarely in other backgrounds. It is an inherited disease in the autosomal recessive pattern. Both parents have to be carriers of the genetic mutation for their children to develop the disease (U.S National Library of Medicine). Gaucher’s disease is passed down from generation to generation. A person can get the disease if both of their parents carry a recessive copy of the gene. If someone only gets one recessive copy then that means that they are a carrier. A carrier has the capability of pass the disease on to their children though they do not have Gaucher’s disease. Gaucher’s disease (pronounced go-shayz) is a hereditary disease dealing with metabolism. It is known as a lysosomal storage deficiency. Mutations of the GBA gene cause Gaucher’s disease. The mutation causes toxic levels of glucocerebrosidase to build up within the cells. A person with the disease lacks the enzyme that gets rid of unwanted substances in the cell so the buildup becomes a problem. It occurs when the lipid, or fat, glucosylceramide accumulates to an unhealthy amount in certain organs in the body. These organs include the liver, lungs, spleen, and possibly the central nervous system or brain. People who have Gaucher’s disease don’t all experience the same symptoms. Usually the first symptom is an enlarged s... ...in Zavesca that helps patients. This is the only approved oral medication for patients with type 1 Gaucher’s disease. Zavesca is only for people who cannot get enzyme replacement therapy. This form of treatment may cause serious side effects. Side effects of Zavesca include diarrhea, weight loss, neurologic problems, and low platelet count. (ZAVESCAÂ ®) Gaucher’s disease was first described by a French medical student named Phillipe Charles Ernest Gaucher in 1882. Gaucher treated a woman whose spleen was enlarged. He later found that it was the cells that were swollen and not her spleen as a whole. Medical communities have continued to advance in understanding of the disease in the century. Doctors and scientists are working to fully understand Gaucher’s disease so that one day we can have a cure to save the many lives that have been lost to this metabolic disorder.

Software Patents and Copyright Laws Destroy Free Competition Essay

Software Patents and Copyright Laws Destroy Free Competition Introduction If Haydn had patented "a symphony, characterized by that sound is produced [ in extended sonata form ]", Mozart would have been in trouble. Patent - a writing securing to an inventor for a term of years the exclusive right to make, use, or sell an invention; or it may be the monopoly or right so granted[i]. The traditional rationale for patents is that protection of inventions will spur innovation and aid in the dissemination of information about technical advances. By prohibiting others from copying an invention, patents allow inventors to recoup their investment in development while at the same time revealing the workings of the new invention to the public. Absolute Monopoly - this is what it means! The people who have come up with the idea of protecting the innovation and so called rewards to the innovators never thought that what it may mean to the corporations and how it will kill the innovation in the software industry. As Stallman said â€Å"Software patents are a danger that affects all programmers and all computer users. I found out about them of course in working on Free Software because they are a danger to my project as well as to every other software project in the world.[ii]† I truly agree with Stallman’s view of the Patent. Now a day the number of patents is growing exponentially and due to open trade (software specially) internationally the patent law of one country is influencing the law in the other. Country like India where the software industry is growing at a tremendous pace and the US companies generate most of the business, people in India may advocate a law similar to US. Right now the state of the law is much stricter th... ... [i] Merriam-Webster online dictionary [ii] Stallman’s speech at Model Engineering College : The Danger of Software Patents [iii] Software Patent in US, Japan and Europe. [iv] Questions on software patentability in US and Europe. [v] NewsFactor Network (04/15/03); Brockmeier, Joe [vi] Sequential Innovation, Patents and Imitation [vii] New York Times, Sunday, December 14, 2003 [viii] NASSCOM, India. [ix] PCT Newsletter [x] Software Patent in India. [xi] MANUAL OF PATENT PRACTICE & PROCEDURE [xii] Salient Features of The Indian Patents [xiii] Technology Information, Forecasting & Assessment Council [xiv] Linux Today – Boycott Amazon! [xv] Forbes [xvi] GNU – About Free Software [xvii] Software Patents [xviii] http://swpat.ffii.org/news/03/intel1211/index.en.html [xix] http://lpf.ai.mit.edu/Patents/knuth-to-pto.txt

How Humans and Robots are Presented in Blade Runner Essay -- Papers Bl

How Humans and Robots are Presented in Blade Runner "Blade Runner" is a science fiction film set in Los Angeles in the year 2019. Nuclear war had just ended which caused large-scale devastation such as dramatic climate change, genetic change and all animals on earth becoming extinct apart from artificial ones. The Tyrell Corporation developed the artificial animals, which also happen to be the creators of Androids (Artificial beings) which the film is based on. The film "Blade Runner" revolves around the Nexus 6 series of Androids these androids were built to do the hard, tiresome jobs on off-world colonies. Using androids was a big advantage for the humans of this time because they never get tired so can work non-stop. The problem with replicants is that they are super-humans, intelligent and very omniscient and could over-power the humans at any time. After an incident where many humans were killed on an off world colony by Nexus 6 they were made illegal on Earth. Rick Deckard the main character in the film prowls the steel and microchip jungle of 21st century, LA. He is a Blade Runner stalking genetically made criminal replicants. His assignment: Kill them. Their crime: wanting to be human. The story of "Blade Runner" is familiar to countless fans but few have seen it like this because the version I was studying was the directors cut so we see Ridley Scott's own interpretation of his sci-fi classic. This version omits Deckard's voice-over and develops in greater detail the romance between Deckard and Rachael and removes the uplifting finale. The result is a heightened emotional impact. The new scene (unicorn vision) sug... ...at their lifespan has been shortened. At this point we know they have feelings and a love between two people is a strong force. Whatever they are a being of such high potential is a terrible thing to waste. Overall director Ridley Scott is suggesting that to be human you have to have feelings and emotions (which the robots have) and to be able to empathise with others. If you do not possess those qualities then you are not a true human, Deckard, Tyrell and the two Policemen are shown not to have feelings nor emotions when they "retire" a robot or are they the "real" humans. The qualities of human-ness are shown most shockingly by Roy Battye when he saves Deckard instead of taking revenge. But Deckard's character shows development in that he learns to empathise with the replicants and falls in love with Rachael.

Employer rights and responsibilities workbook Essay

1.1 Equal opportunity: Equal and fair treatment, ensuring that people have equal access to opportunities and that the diversity of the work forces in value. * Equal Pay Act 1970 and its implementation Act 1975: to insure that men and woman would receive the same pay and conditions. * Sex Discrimination Act 1995 and Regulation 2003: to insure that men and woman are treated equally and fairly at workplace. * Disability Discrimination Act 1975: to deal with discrimination against an employee or potential employee because of their disability. 1.2 Employment protection: Outlines the duties, rights and responsibilities of employers and employees. * Employment Act 2002: to give additional rights to the employment. * Employment Rights Act 1996: Where employees are entitled to maternity and paternity leave and termination of employees. * Employment Relations Act 2004: to deal with employee relations and the operation of the statutory recognition for trade unions. 1.3 Health and Safety: Laws t hat keeps everyone safe and reduce hazard and manage skills, at work. * Health and Safety at work Act 1974: to raise the standard of health and safety for all individuals at work and to ensure the environment is safe and non hazardous to the health of employees. The employer and employee have common responsibility for health and safety. Read more:Â  Statutory Responsibilities and Rights of Employees and Employers Essay Task 2. * Job contract. * HR Department. * Policy and Procedures. * Team leader, NW manager, etc. * Job description (terms and conditions). * Citizen Advisory Bureau. * Unison. * Solicitor. * Employment Tribunal. * Advice agencies. Task 3. * Grievance procedure: Any grievance to the terms and conditions of employment should be discussed with manager. If the matter is not solved then it should be pursued with the grievance policy. * Disciplinary matters: The Trust has a Disciplinary procedure policy in the HR Department and also at the work place. Any breach of the Disciplinary rules will lead to disciplinary action, including dismissal. If the employee is dissatisfied with the formal disciplinary action then the employee has the right to appeal within 21 days of written confirmation of the disciplinary action taken. The aim of the Disciplinary Procedure for all staff of the trust is to ensure uniformity of treatment between one individual and another and between one group of staff and another. To ensure justice for individual employees, to provide protection to the efficiency and smooth running of the trust, work place, etc. This procedure applies to all the staff employed by the trust. * Rehabilitation of offenders Act: The employee is required to disclose to the trust of any caution, conviction, bind-over’s, motoring convictions or police proceedin gs. The employee is also required to apply for CRB. * Confidentiality: An employee has a duty of confidence to patients and a duty to maintain professional ethical standards of confidentiality. Under the Data Protection Act 1998 anyone working with personal information in any form must ensure it remains confidential and that only people who need the information have access to it and that only minimum information necessary is processed. Task 4. Employee number- It is a number assigned to an employee by the employer. Employee name – Name of the person who is an employee. Tax code – This is number followed by a letter. It tells the amount of tax to the employer to be deducted from employee. This is based on information given by HMRC. National Insurance Number – It is a personal and unique number of an employee, who keeps it throughout his/her life during/ when applying for employment. Net pay year to date – This section shows how much have been paid in the financial year. It shows how much National Insurance and tax have been made. Pay before deductions (gross pay) – The amount of employees wages before deduction of tax, pension and national insurance. The deductions made for income tax – This is a tax on each individuals income paid to the national government to spend on other services such as NHS, Defense, social security and public services. The deductions for a pension – A deduction from the employee wages for his/her retirement and to increase the income for pensioner. The amount you actually receive (after deductions) – It is the totally amount (net) of money the employee will take home after all the deductions have been made. Task 5. Grievance policy: Grievance is a dispute between employer and employee. It is basically any disagreement between them. Regarding to the grievance policy at work: * Employers should have their grievance procedure in writing and make sure that all staff are aware of any policy or procedure. * At early stage, the grievance has to be given a chance to be dealt informally with the immediate line manager. Pursuing the formal routine should be a last resort rather than the first option. * Employees should let the employer know the nature of the grievance and issue on time. * Employers are responsible to arrange any formal meeting without unreasonable delay to investigate and to establish the facts of the case. * Employers should allow the employee to be accompanied at any formal meeting and should permit the employee the right to appeal against any formal decision made. Task 6. Personal information kept by my employer about myself is: Name, Date of birth, bank details, NIC umber, address, telephone number, next of kin, tax code, education and qualification, training and courses attended, CRB check, personal health or any health conditions. Employers need to keep some personal information about their employees, as required by law and some for employer’s purpose, as well as in line with Data Protection Act 2003. Under the Data Act 1998, employees are entitled to have access to their own personal information, in order to verify or correct any inaccuracy. Stored – ESR, Electronic records. Access – Network Manager, Manager, HR Department. Task 7. My Role, Responsibilities and job description: I carry out my role and duties with full responsibility that are agreed in my job description in line with the Policy & Procedure of the organization, as well as Health and safety. My role, responsibilities and job description include: * Being a Key worker, I need to support Service users to convene, set dates and invite identified individuals to their PCP at least once every 4months. * Support service users to access activities of their choice within and around the local community. * Support service users who wish to go on holiday, to plan and access holidays of their choice. * Ensure all the assessments/paperwork for service users are completed. * Ensure any items purchased by service users or on their behalf are recorded on inventories. * Ensure that service user’s health records are up dated and reflect their current health and outcome of appointment attended. * Attend training courses/meetings to update/maintain knowledge and skills to carry out Support Worker/ key worker role effectively. * Where required work with professionals, in order to de velop and set up appropriate guidelines for service users. * Support service users to attend health appointments and if possible a Key worker should attend the appoint ment to make sure there is continuity. * Ensure to bring to attention of the Team leader/Network manager of issues related to Service users which affect their health or prevent them from achieving goal/action. General Responsibilities: * To support all service users at home with their daily routine eg personal care, dressing, meals, etc. * To support service users to be as independent as possible by promoting independence in all aspects of their lives. * To offer choice in all aspects of daily living. * To provide a clean and pleasant home environment, in both private area and communal areas. * To provide support to service users to attend their activities and appointments e.g. shopping, family visits, disco, etc. * To administer medication and maintain accurate record of Marr Sheet, financial transactions and record any accidents or incidents which may occur. My role affects the running of the setting by carrying out my duties & responsibilities as team member and by working in the best interests of the service users, as I am providing emotional, moral and practical support according to their needs. Task 8. Other health professionals are: * GP/Doctor. * Nurse/ District nurse. * Physiotherapist. * Dentist. * Reflexologist. * Psychologist. * Psychiatrist * Speech and Language therapist. * Care manager. * Social services. * Chiropodist/ podiatrist. * Epilepsy Dr/Nurse. * Opticians. My role is to assist these Health Professionals to carry out their duty/job according to their profession in order to improve the health of service users. These health professionals may provide: * Offer advice, information, diagnosis or treatment related to the service user. * May prescribe medicine/ drugs or may refer to another professional for further tests/opinions. * Advice support worker/key worker to carry out the treatment at home or use the equipment out home eg Flowtron boots. * Advice support worker to carry out the guidelines and report of any changes which may be harmful for service user or treatment not improving the health of the service user. It is my responsibility to work alongside the health professionals to ensure the well being of the service users and to provide them the services they need to be in good health. Task 9. * Team leader. * Network manager. * Operational manager. * Social worker. * Physiotherapist. * Podiatrist. * Nursing e.g. children, adults, mental health. * Reflexologist. * Occupational therapist. * Health care jobs: Ambulance Care assistant. * Speech and language therapist. Task 10. My own professional development plans: Short term: I would like to complete NVQ3. Medium term: To update my mandatory and other trainings according to my employer. Look for any other new things going on in my work sector. Long term: look and find a Diploma/degree which is interesting to me. Then according my knowledge and skills, I would like to apply for that Diploma/degree course in a college or university, where available. Task 11. Issue: Cost cutting. Key points in favor: To save money for the future. Key points against: Lack of resources. Providing poor health care. Low morale among staff. Issue: Privatization of NHS. Key points in favor: To build a better health care sector. To provide better quality of care. Key points against: Good quality of care will be provided to a person who can afford it but not everyone. Employers may not like the strict terms and conditions of the job. Old and vulnerable people may not receive good quality of care as they may not afford it as they are on benefits/pension, etc.

Importance of Financial Decision-Making in the Business World

In the business world, financial decision-making is important. Some organizations have trouble with accounting and the financial decision-making process in today’s diverse organizational ethics. In this world’s current economy, the expectation for organizations is to behave in an ethical manner. The business world consists of people with different ethical belief systems, which makes it difficult to define ethics (The Journal of Accountancy, 2007). Organizations that do enforce a code of ethics can create unwanted behaviors within the organizations. These unethical behaviors can affect every individual associated with the organization. When an organization instills good ethical behaviors, its rate of success and longevity is more likely to be high. Organizational ethics are a significant part in financial decision-making and accounting. Ethical principles set the foundation on which a cultured society exists. An exceptional illustration of ethics in accounting and finances is the Sarbanes-Oxley Act of 2002. After several financial frauds reported in 2001 and 2002, the president signed the Sarbanes-Oxley Act in July 2002. This act established major modifications to the financial practices and corporate governance regulations. According to n. d. 2006), â€Å"The given name is after Senator Paul Sarbanes and Representative Michael Oxley, who were its main architects, and it also set a number of non-negotiable deadlines for all organizations to comply† (para. 1). The Sarbanes-Oxley Act, known as the corporate responsibility act, act gives considerable supervision responsibilities and control to the Securities an d Exchange Commission (SEC) above organizations external auditors and distribution of financial statements. The SEC must employ a public company accounting oversight board (PCAOB) with the authority to control the public accounting (Albrecht, Stice, Stice, & Swain, 2005, p. 01). This law was put in place because of the involvement of Enron and Tyco International in several accounting scandals. For most organizations, making money is important; money is what makes the business successful. However, a business that becomes greedy and decides to make money illegally will eventually fail. In the article â€Å"Beyond Sarbanes-Oxley†, Neil S. Lebovits, advises businesses to ensure their ethical health by doing several things. Lebovits suggests that organizations must employ the following three ethical best practices to be successful: â€Å"cultivate ethical role models, demonstrate ethical ecision-making, and encourage pushback† (Lebovits, 2006, para. 5). The Directorate of P lanning, Training, Mobilization, and Security (DPTMS) organization that I work for employs these three ethical best practices daily. The management always ensures that workers behave professionally while serving soldiers and making the right decisions that could affect the soldiers training during this time of war. The DPTMS leaders provide explanations on how to make decisions and why the selection of the judgment. The organizational managers have an open-door policy to listen to the workers concerns. Additionally, managers walk throughout the day asking employees if he or she has any issues that the managers could assist on. These types of actions create a sense of trust in the leadership that everyone worker wants to emulate. Lebovits also proposes that organizations can do more to ensure the organization workers behave ethically at all levels. Lebovits suggests that, first, organizations cultivate ethical role models. These role models structures’ must include natural influencers who exhibit strong ethical behavior in their day-to-day work in the financial departments of the organization. Organizations must give influencers proper recognition on every occasion possible. By involving influencers in assignments, the individuals can have an encouraging impact in the organization. When an organization rewards its influencers efforts’, the organization can cultivate ethical conduct (2006). Organizational ethical behavior starts at the top of the organization. The leadership must motivate individuals to follow its behavior. Employees watch and listen to their management carefully for signs of how to act. Leaders should behave accordingly and set the example for the workers to follow. When suitable, leaders must tell workers examples of their business decisions involving their ethics and how they used good judgment. This type of honest conversation provides employees with a quick look on how leaders act and think while representing the organization (2006). Moreover, Lebovits proposes that organizations should also encourage pushback. In other words, companies should encourage their employees to speak up if they question financial actions and decisions that affect them. Ethics hotlines, anonymous e-mails and â€Å"approachable† managers are ways for companies to obtain this type of feedback. Organizations and their key personnel should always conduct themselves ethically and legally. They should promote an environment in which employees can articulate work-related concerns without negative effects and free exchange of information (2006). The organizations that decide to implement and follow good ethical behavior will achieve success and an excellent status as ethical and fair instiution to the clients, employees, and the shareholders. These benefits will assist the organization in the financial phase, and when organizations fail to execute will result in poor financial performance. References Albrecht, Stice, Stice, & Swain, (2005). Accounting: Concepts and Applications (9th Ed. ). Quebecor World, Versailles, KY: South-Western, Thomson. Lebovits, N. (2006, August, 2006). Beyond Sarbanes-Oxley: Three best practices to adopt in your organization. Retrieved March, 2011, from http://www. aicpa. org/pubs/jofa/aug2006/lebovits. htm N. D. (2006). The Sarbanes-Oxley Act. Retrieved from http://www. soxlae. com The Journal of Accountancy (2007). Retrieved March, 2011, from http://www. aicpa. org/pubs/jofa/joahome. htm

Understand the Relationship Between Organizational Structure and Culture.

Task 1: Understand the relationship between organizational structure and culture. P1. 1: Compare and contrast different organisational structure and culture. According to Buchanan and Huczynski, an organisation is a ‘social arrangement for the controlled performance of collective goals’. Chester Barnard described an organisation as ‘a system of co-operative human activities’. Organisation are can be define as; ‘A deliberately formed group of human being with known boundaries and common goal’. Or, a group of people working together to achieved a common goal. There are 2 types of organisation: i. formal organization and ii. Informal organisation. A formal organization is one which is deliberately constructed to fulfil specific goals’. It is characterized by planned division of responsibility and a well-defined structure of authority and communication. ‘An informal organization is one which loosely structured, flexible and spontaneous, fluctuating with its individual membership’. Examples of an informal organization are colleagues who tend to lunch together. Organizational structure: There are many types of organisational structures exist. Following are the common types that include their advantages and disadvantages: A. Geographical organisation: In a structure of geographical, regional or territorial departmentation, some authority is retaining at head office, but day to day operations are handled on a territorial basis. Example: northern region, western region. Advantage: i. There is local decision-making. ii. It may be cheaper to establish local factories or office. Disadvantage: i. Duplication and possible loss of economies of scale might arise. ii. Inconsistency in stander may develop from one area to another. B. Functional organization: functional organization involves grouping together people who perform similar tasks or use similar technology or materials. Primary functions in a manufacturing company might be production, sales, finance marketing and general administration. Advantage: i. Expertise is pooled and related technology/equipment or materials accessed more efficiently. ii. It avoids duplication and offers economies of scale. iii. It makes easier the recruitment, training and motivation of professional specialists. Disadvantage: i. It is organization by inputs and internal processes, rather than by output and customers demand. i. Communication problems may arise between different specialism, with their own culture and language. iii. Poor co-ordination may result, especially in a tall organization structure. C. Product-based organization: Some organizations group activities on the basis of product or product line. Some functional departmentation remains but a divisional manager is g iven responsibility for the product or product line. Example: manufacturing, distribution, marketing and sales. Advantage: i. Accountability. ii. Specialization. iii. Co-ordination. Disadvantage: i. It increased the overhead costs and managerial complexity of the organization. ii. Different product divisions may fail to share resources and customers. D. Matrix organization: Matrix organization crosses functional and product, customer and project organization. Advantages of the matrix organization: i. It attempts to retain the benefits of both structures ( functional organization and project team structure ). ii. Coordinates resources in a way that applies them effectively to different projects. iii. Staff can retain membership on teams and their functional department colleagues. Disadvantages of the matrix organization: i. Potential for conflict between functional vs. project groups. ii. Greater administrative overhead. iii. Increase in managerial overhead E. Centralization and decentralization organization: In a centralised organisation head office (or a few senior managers) will retain the major responsibilities and powers. Conversely decentralised organisations will spread responsibility for specific decisions across various outlets and lower level managers, including branches or units located away from head office/head quarters. An example of a decentralised structure is Tesco the supermarket chain. Each store of Tesco has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager. F. Multi-functional and Multi divisional organization: In a functional structure jobs become differentiated around areas of specialty. For example, accounting and human resource specialists are hired to handle these specialized tasks. These specialists (functional line managers) report to the CEO, but usually have autonomy for day-to-day decision-making, e. . , hiring and firing personnel. The multidivisional structure centres on the use of separate businesses or profit centres. The M-Form is used by many organizations that compete in the global economy. General Electric is an example of a company that uses this structure. Each unit is operated as a separate business with its own corporate staff including President. Some parent companies do little more than provide capital and guide units to an organizational-wide strategy. The overall goal is to maximize the overall organization’s performance. In order to accomplish this, managers at the â€Å"parent† use a combination of strategic and financial controls. G. Internal and external network structure: ‘A behavioral view is that a network is a pattern of social relations over a set of persons, positions, groups, or organizations’. ’ Network organizations are defined by elements of structure, process, and purpose’. A network organization maintains permeable boundaries either internally among business units or externally with other firms. H. Organizational charts: Organization charts, such as those used to traditional way of setting out in diagrammatic form: i. The units (department etc. ) into the organization are divided and how they relate to each other. ii. The formal communication and reporting Chanels of the organization. iii. The structure of authority, responsibility and delegation in the organization including. iv. Any problems in the above: insufficient delegation, long lines communication or unclear authority relationships. I. Span of control: The span of control refers to the number of subordinate immediately reporting to a superior official. The right Span of control is depended are those things: i. A manager’s capabilities limit the span of control. i. The nature of the manager’s work load. iii. Subordinates work. iv. The interaction between subordinates. J. Flexible working: A useful definition of flexible working relates to when, where, how and what work is done: Flexible time:Work is performed at times that better suit the employer and/or employee Flexible place:Work is carried out wherever is most appropriate and effective for the employer and/or employee. Flexible contract:Workers are employed and/or rewarded in non-standard ways. Flexible tasks:Multi-skilled workers are able to undertake a variety of tasks according to need. Organizational culture: Organizational culture (in the sense organizational climate) is the collective’s self-image and style of the organization; its shared values and beliefs, norms and symbols. In the bellow we discuss about various organizational culture: Power culture: This is also known as web structure. This is usually associated with the small organizations. This is where the central character, usually the founder has all authority and is typically surrounded by people they get on with and usually seen with empowerment since there is lot of trust between the webs. There is a central power source and the rays of influence spread out from that central figure. In this type of organization individuals rather than a group make all the decisions. The danger of this sort of culture is that, because it is autocratic, there can be a feeling of suppression and lack of challenge in the workforce. Since this is associated with small organizations there are not many theories associated with it and are only seen in smaller companies, which shows it, will only work on small scale. Role culture: The role culture is typical of bureaucracies. In the role culture, the jobs that people do- their roles – are more important than the people themselves. Managers have power and influence due to their status within the organization and not because of personal influence or expertise. Business would be divided into various functions (e. g. finance, marketing, production etc. ). These would then have a hierarchical ordering of offices (e. g. Finance director, Production manager, Supervisors, operators etc. ). Role cultures can only be successful where the environment in which the business is operating remains stable. Where a business faces rapid change, the role culture is likely to collapse. The large organizations, which can be difficult to control often, have a role culture. Task culture: Task cultures have become very important in business in the first decade of twenty first century. The task culture focuses on getting the job done. Groups or teams within this culture are not fixed but are made up of individuals brought together to achieve a specific task. In the task culture there is a strong emphasis on building the team. Team members will need to share values and aspirations. They will also need to feel valued by the organization they work for. In task culture, teams will often have considerable input in determining how a particular job will be done. Their views and opinions will be listed. Person culture: In a person culture, individuals are central. Person culture is also known as cluster structure. This is very rare and is only associated to small organizations with very short structures and an extremely wide base. This is because they are usually conjoined with the organizations that are specialist in many different areas (universities, many lawyers and scientific researching) there is no real rules, only law associated with the types of experimenting and research. Organizational cultures values and beliefs: i. It affects the motivation and satisfaction of employees. ii. It can aid the adaptability of the organization, by encouraging innovation, risk taking, sensitivity to the environment, customer care, willingness to embrace new methods and technologies. iii. It affects the image of the organization. Development of organizational culture: There are many factors which influence the organizational culture, including the following: i. Economic condition. ii. The nature of the business and its tasks. iii. Leadership style. iv. Policies and practices. v. Structure. vi. Characteristics of the work force. P1. 2: Explain how the relationship between an organizations structure and culture can impact on the performance of the business. Broadly, we can say that a behavioural problem is anything in the behaviour of people-individual, interpersonal and group. At first we discuss about various type of diagnosing and interpersonal behavioural problems; Diagnosing behaviour problem: Diagnosis is the thorough analysis of facts or problem in order to gain understanding. Principles of diagnosis: i. Distinguish the symptom from the problem. ii. Look at the facts. iii. Don’t be simplistic about causes. iv. Focus on the problem, not the person. v. Don’t impose your own judgments. vi. Respect privacy and confidentiality. Methodology of diagnosis: i. Observation. ii. Interview. iii. Questionnaires. iv. Reports. Perception: Perception is the psychological process by which stimuli or in-coming sensory data are selected and organized into patterns which are meaningful to the individual. Perceptual selection: Perceptual selection as determined by any or all of the following: i. The context. ii. The nature of the stimuli. iii. Internal factors. iv. Fear or trauma. Perception and work behavior: Perception and work behavior do are following way: i. Consider whether you might be misinterpreting the situation. ii. Consider whether others might be misinterpreting the situation or interpreting it differently from you. iii. When tacking a task or a problem, get the people involved to define the situation. iv. Be aware of the most common clashes of perception at work. Such as, manager and staff, work culture, race and gender. Attitudes: An attitude is a mental and neural state of readiness, exerting a directive or dynamic influence upon the individual’s response to all objects and situations with which it is related. Ability and aptitude: there have been many attempts to make a useful distinction between: i. Abilities-thins that people can do or are at- largely believed to be inherited. ii. Aptitudes-the capacity to learn and develop abilities or skill. Intelligence: Intelligence is a wide and complex concept. There are many forms of intelligence: i. Analytic intelligence. ii. Spatial intelligence. ii. Musical intelligence. iv. Physical intelligence. v. Practical intelligence. vi. Intra-personal intelligence. vii. Inter-personal intelligence. P1. 3: Discuss the factors which influence individual behaviour at work: In the bellow we discuss about various type of individual’s behavior: Personality: personality is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individuals distinctive method of relating to the environment. Traits and types: Traits are consistently observable properties or the tendency for a person in a particular way. Self and self-image: Self: self has a two component: A. T- the unique, active, impulsive part of the individual, which rises above conformity. And B. Me- the mental process which reflects objectively on the self and measures it against the social norms, values and expectation. Self-image: People have a subjective picture of what their own self is like, this called a self-image. Personality and work behavior: Obviously personalities are complex and individual. Personality and work behavior conflicted in organization; manager will have to consider the following aspect: i. The compatibility of an individual’s personality with the task. ii. The compatibility of an individual’s personality with the systems and management culture of the organization. iii. The compatibility of the individual’s personality with that of others in the team. Where incompatibilities occur, the manager will have to: . Restore compatibility. ii. Achieve compromise. iii. Remove the incompatible personality. Organizational structure and Culture of Sainsbury and Tesco: Sainsbury’s organization structure: The organizational structure of Sainsbury’s is hierarchical because there is series of levels of people and the level above controls each level. Each lev el is the responsibility of the level above. For example senior managers are responsible for the line managers and line managers are responsible for sales assistants. The diagram below shows the downward flow of communication in Sainsbury’s. I think Sainsbury’s structure is between hierarchical and tall structure. Tall structure has many layers but not as many layers as matrix structure and as less as flat structure and this means the information is not a s fast in flat structure and not as slow as in matrix structure. Due to fast flow of communication it is easier and clear between each layer. This when decisions are made they will be specific to order instructions. Strengths of Sainsbury’s structure: i. It gives them a greater sense of unity and purpose as they can see themselves as members of a team. i. It is easier to get help, as they can ask experienced colleagues or take more difficult problems to boss. iii. It makes easier to carry out joint projects as everyone involved is working together. iv. There are economies of scale as specialist staff can do more work efficiently. v. Communications from top to bottom are better, as there are definite channels through which orders can flow. Weakness of this structure: i. Hierarchies usually have tall organizational structures with seven or eight levels of authority. This means that there is long chain of command. i. Each employee is concerned mainly with his or her own function, or specialized work, and often has only employees in other departments. iii. There is natural tendency for managers to protect the interest of their own department. This may make them more concerned with office politics than with the interests of the whole firm. iv. The hierarchical system emphasizes status. This creates divisions in the firm, which are reflected in separate car-parking spaces for managers, longer holidays for white-collar workers and separate canteen for blue-collar workers. Tesco organization structure: Tesco has a hierarchical/pyramid structure. In Tesco organisational chart they have more levels and they have more employees at down level. In hierarchical structure each functional area has many staff to do a particular task they are specialised in the job. Each person has a job role and there will be a specific salary for the job. In a hierarchical structure the communication can be distorted because their chains of command are long. When messages pass from top level to the bottom level they receive a message slightly different message than the one they intended to receive. In hierarchical structure the staffs at the bottom level feels that the manager at the top has no idea what they think or do. In a hierarchical structure many people have to be consulted before a decision is made. This means that the company is slow in responding to changes. The span of control is less in Tesco because they have many levels and the span of control explains the person who is responsible for you. For example if a store manager has 4 sections manager then his span of control are four. In hierarchical there is a good promotion prospectus because of many levels. Sainsbury’s organizational culture: Sainsbury is a varied company and I don’t feel it can safely be placed into any of these categories, but I will say it’s a mixture between Role culture and Task culture. Since Sainsbury is a big organization there can be many things at once, I feel Sainsbury has taken the best attributes of the two and made their own Sainsbury’s culture. This includes: – i. Very tall and board structure but with many web links. ii. Strict communication channels low down. iii. Jobs, not people lowdown (but they do get their say when needed). iv. Jobs suited to the task in the central range. . Communication between departments by knowledgeable workers (not manual laborers). vi. Formal communication going up the hierarchy. All these are associated with the two cultures and so Sainsbury can’t be defined to one group. Since Human culture is a mixture of hundreds of separate culture trying to produce the best of all words. In my opinion Sainsbury’s would more suite the Role culture since the formal structure also emphasizes this by adding a rigid structure you add a formality quality or a freedom associated with the person, thus the job is more than the employee, which is the role culture. These two also dictate the management style because Role culture has important job. There is communication with the job not the person, this is autocratic because the person has no say. The structure means there is a formality also so Sainsbury is a formal business and this means all jobs are done in formal and this should increase production by having quick workers who don’t have to think. All the difference influences each other because they all have an effect on certain aspects of the company. They all knock on to each other and manipulate the finer points of each. Tesco organizational culture: Tesco’s corporate culture can be determined from its corporate responsibility statements, which describe its core values and core ideologies as well as some aspects of cultural artifacts. Tesco’s stated core priorities include: i. Ensuring community, corporate responsibility and sustainability are at the heart of our business. ii. Being a good neighbor and being responsible, fair and honest. iii. Considering our social, economic and environmental impact as we make our decisions. (Tesco, 2008) These values have had a significant impact on the way in which Tesco does business, as well as its inancial performance. For example, its expansion into California was designed to be not only profitable, but also socially responsible. As in the United Kingdom, American inner cities have a food supply problem wherein there are few large supermarkets and the smaller supermarkets do not have an adequate supply of fresh foods, including fruits, vegetables and proteins. How the relationships structure and culture can impact Sainsbury and Tesco’s performance: Tesco’s organisational structure is a hierarchical structure. In a hierarchical structure the communication can be distorted as messages pass from one level to another means that the staff at the bottom level receive a slightly a different message than the message they intent to receive it. Many people’s have to be consulted before a decision is made so the company is slow in responding to changes and challenges. This means they cannot provides quick services to their customers and it is going to affect in terms of sales and profit but there is an advantage that if everybody is consulted they will come out with the best results. In hierarchical structure there are specific functional areas and job roles. The employees can be easily identified and given training so they can provide good services to their customers. Hierarchical structure has good delegations because they are many people’s with specialised skills are working here so they can easily assign their subordinates for a particular task. The span of control is less than the flat structures. In hierarchical structures they have good promotion prospectus so the staff are motivated and they provides good services to their customers. I think that the impact of the organizational structure has an excellent impact on Sainsbury due to the staff of Sainsbury working hard and being highly motivated in the work that they do, and the customer service that they provide for the customers that shop at Sainsbury. This is due to the human resources function of Sainsbury recruiting staff that they feel is suitable to work at Sainsbury, this could be due to the experience, qualifications, and availability of the member of staff working at Sainsbury. The finance function helps Sainsbury by the accountants keeping accounts up to date, this is an advantage because this has an impact on Sainsbury by enabling it to see if the financial factors of Sainsbury are improving or declining, and if new targets should be set, and if new objectives should be made. The marketing function has an impact on Sainsbury by the way that it helps the supermarket grow bigger by the advertisement campaigns it launches to make potential customers of Sainsbury notice what Sainsbury has to offer them. Task2: Understand different approaches to management and leadership. P2. : Compare the effectiveness of different leadership style in different organizations. In the below we discuss about various type of management style: Scientific management: According to Fredrick Winslow Taylor, â€Å"Scientific management means knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way. † Classical administration: Henri Fayo l was a French industrialist, according to him, the idea that all organizations could be structured managed according to certain rational principle. Bureaucracy: An organization structured on classical lines is often identified as a bureaucracy. Human relations approach: The human relations approach emphasised the importance of human attitudes, values and relationships for the efficient and effective functioning of work organizations. Systems approach: Systems approach described as which consists of interdependent parts. Every system has a boundary which defines what it is ‘inside’ what is ‘outside’ the system. Contingency approach: The contingency approach to organization developed as a reaction to the idea that there are universal principles for designing organization, motivating staff and others. In the below we discuss about some function of management: Planning: This essentially means looking to the future. It involves selecting the ends which the organization wishes to achieve. Organizing: The work to be done must be divided and structured into task and jobs. Commanding: Fayol called this maintaining activity among the personal. Co-ordination: this is the task of harmonizing the activities of individuals and groups within the organization. Controlling: This is the task of monitoring the activities of individual and groups. P2. : Explain how organizational theory underpins the practice of management In the below we discuss about various managerial role: Interpersonal Roles: Interpersonal roles process and outlined three basic roles. Those are: i. Figurehead. ii. Leader. iii. Liaison. Informational role: A manager is likely to have a wider network of contacts within and outside the organization than his subordinates. So he is the best parson to gather and spread information. Decisional roles: The manager’s formal authority and access to information put him in a strong position to take decisions. In the below we discuss about nature of managerial authority: Power: Power is the ability to do something or get others to do it. Authority: Authority is the right to do something or to get others to do it. Responsibility: Responsibility is the liability of a person to be called to account for the way he was exercised the authority given to him. Delegation: Delegation is the process whereby superior A gives subordinate B authority over a defined area which falls within the scope of A’s own authority. P2. 3: Evaluate the different approaches to management used by different organizations. Opportunist: The opportunist action-logic is aimed at controlling their environment in order to survive. Typically development has been blocked by a legacy of mistrust, egocentrism and manipulativeness. The title for this action-logic denotes a tendency to focus on personal wins and to see relationships as opportunities to be exploited. From the opportunist action-logic, the world is highly competitive. Only the fittest individuals survive and, since the opportunist assumes everybody else is also operating from this frame of reference, competition rather than collaboration is the only viable course of action. Diplomat: Moving away from the â€Å"anything-goes-that-serves-me† framework of the Opportunist, Diplomats are aware of group strength over individual power. Thus, they seek to belong to established groups which may be based on kinship, club, church or profession. Since power comes from affiliation with others, rules and social norms are followed to seek approval and safeguard status as a group member. Achiever: Leaders who have developed this action-logic can be both challenging and supportive, creating a positive atmosphere both inside the team and external to the team. They represent approximately 30% of the general managerial population and are tightly focused on deliverables. People whose developmental focus is on the Achiever action-logic have a more complex and integrated understanding of the world than do managers who display the previous three action logics. Strategist: At 4% of leaders, people who have developed to this action-logic are likely to be found in less conventional settings. If they have survived life in the Public service, they are likely to have developed a reputation as transformational leaders. They distinguish themselves from Individualists through their focus on organizational constraints and perceptions, which they treat as discussible and transformable. Transformational: Transformational leadership occurs when the leader and the follower elevates one another to higher levels of motivation and morality. Carlson (1996) points out that Burns felt that leadership theories developed up to the mid-seventies were lacking ethical/moral dimensions so he elaborated on his exchange theory which maintains that followers play a crucial role in the definition of leadership. This theory is made up of power relations and entails bargaining, trading and compromise among leaders and followers. Management styles and leadership used in Tesco’s: Tesco’s tend to use autocratic because the company needs too or the e tasks won’t be carried out within the business, also decisions need to be made quickly or they won’t be done for example a task that is set for a shelf filler to put the milk out but hasn’t been told to put the milk out because the management are still deciding who’s going to put what out, so the milk would be still sat in the storage room and the customers cant buy it. So if the management didn’t use autocratic then Tesco’s wouldn’t be run sufficiently. Tesco also uses management by objectives. They use this because they state to each employee in their appraisals what their objectives are for a certain period. Also each manager is set objectives by their line manager for their team for example the sales team’s objective that has been set is to increase the amount of customers using Tesco by 25%. The way in which Tesco is structured and managed. (Management at Tesco. † 123HelpMe. com. 05 Jan 2012 . ) Management styles and leadership used in Sainsbury’s: If a company adopts the consultative style, then the person may well set the objectives and this would mean a lesser extent of pushing to achieve objectives. In my opinion Sainsbury uses a mixture of two types of management style. First being autocratic means the objectives would be set up and to a good standard; they will want the most work out of their subordinates, to gain maximum value. For the key areas of operations: Sainsbury is using autocratic management style, for setting its objectives, policies at top management level. They also use democratic management style. These would be set to gain maximum revenue they would want this and strive to get this because this style is associated with the managerial levels and will mean they get bonuses. For overall working of the organization at middle management levels and lower management levels, the style of Sainsbury is democratic, because the area of operations is widely decentralized and for the implementation of policies in three different segments, policies should be consulted with the local personal, which are specially appointed for this purpose. As they know the inner constraints, strengths of that particular segment. Task3: Understand ways of using motivational theories in organization. P3. 1: Discuss the impact that different leadership styles may have on motivation in organizations in periods of change. Maslow’s Hierarchy of needs: The basis of Maslow's theory of motivation is that human beings are motivated by unsatisfied needs, and that certain lower needs need to be satisfied before higher needs can be addressed. Per the teachings of Abraham Maslow, there are general needs (physiological, safety, love, and esteem) which have to be fulfilled before a person is able to act unselfishly. These needs were dubbed â€Å"deficiency needs. † While a person is motivated to fulfill these basal desires, they continue to move toward growth, and eventually self-actualization. The satisfaction of these needs is quite healthy. While preventing their gratification makes us ill or act evilly. Maslow's Hierarchy of Needs Chart As a result, for adequate workplace motivation, it is important that leadership understands which needs are active for individual employee motivation. In this regard, Abraham Maslow's model indicates that basic, low-level needs such as physiological requirements and safety must be atisfied before higher-level needs such as self-fulfillment are pursued. As depicted in this hierarchical diagram, sometimes called ‘Maslow's Needs Pyramid' or ‘Maslow's Needs Triangle', when a need is satisfied it no longer motivates and the next higher need takes its place. Herzberg’s theory: Hygiene Factors Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: – Company policy and administration Wages, salaries and other financial remuneration – Quality of supervision – Quality of inter-personal relations – Working conditions – Feelings of job security Motivator Factors Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: – Status – Opportunity for advancement – Gaining recognition – Responsibility – Challenging / stimulating work Sense of personal achievement & personal growth in a job McGregor’s theory X and Y: Theory X Theory X assumes that the average person: †¢Disl ikes work and attempts to avoid it. †¢Has no ambition, wants no responsibility, and would rather follow than lead. †¢Is self-centered and therefore does not care about organizational goals. †¢Resists change. †¢Is gullible and not particularly intelligent. Essentially, Theory X assumes that people work only for money and security. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never completely satisfied. As such, it is these higher-level needs through which employees can best be motivated. Theory Y makes the following general assumptions: †¢Work can be as natural as play and rest. †¢People will be self-directed to meet their work objectives if they are committed to them. †¢People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment. †¢Under these conditions, people will seek responsibility. †¢Most people can handle responsibility because creativity and ingenuity are common in the population. Vroom and Expectancy theories: Essentially, expectancy theory states that the strength of an individual’s motivation to do something will depend on the extent to which he expects the result of his efforts, if successfully achieved, to contribute towards his personal needs or goals. Maccoby, Mccrac and costa: There is relative consensus on a five-factor structure of personality, based on a bipolar taxonomy of underlying traits, which is supported by factor analyses of extensive lists of trait adjectives. The five broad personality dimensions are commonly labeled extraversion, conscientiousness, agreeableness, emotional stability, and openness. It should be noted that these dimensions are not types, meaning that personality is made up of scores on the five dimensions. Motivation and performance: Motivation, as it most nearly concerns the manager, is the controlling of the work environment and the offering of rewards in such a way as to encourage extra performance from employees. Rewards and incentives: A reward is a token (monetary or otherwise) given to an individual or team in recognition of some contribution or success. An incentive is the offer or promise of a reward for contribution or success, designed to motivate the individual or team to behave in such a way as to earn it. Motivation and manager: Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives. Monetary and Non-monetary rewards: The purpose of monetary incentives is to reward associates for excellent job performance through money. Monetary incentives include profit sharing, project bonuses, stock options and warrants, scheduled bonuses (e. g. , Christmas and performance-linked), and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associate. The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. P3. 2: Compare the application of different motivational theories within the work place. Leadership in organization: This definition is similar to Northouse's (2007, p3) definition — Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Managers and leaders: Influence is the process by which an individual or group exercises power to determine or modify the behavior of others. Leadership traits: People who believe that leaders are born are likely to buy into the Traits Theory. This theory basically centers itself on the leader. What are the qualities of a leader? Now if you look at the different leaders of the world, companies or armies they all carry certain traits. It is believed that if one carries these characteristics then one is likely to become a leader. So, this theory defines what are the qualities that a leader should posses rather than leadership. If one is a leader then these leadership traits should be present. Management style: Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. There are two sharply contrasting styles that will be broken down into smaller subsets later: oAutocratic oPermissive Each style has its own characteristics: Autocratic: Leader makes all decisions unilaterally. Permissive: Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing routine work activities. Contingency approach: The Contingency Theory takes in consideration the weaknesses of the previous theories. Since leadership functions in a dynamic situation, it is only logical that different styles and traits will work in different situations. The Contingency Theory takes into consideration the context where leadership is exercised. P3. 3: Evaluate the usefulness of a Motivation theory for managers. Leadership and successful change in organizations: Pluralistic: inclusive enough consistent with the needs of pluralistic leadership. Such organizations emphasize hierarchy, authority and structure over participation and inclusiveness. Pluralistic leadership results in diversity and diversity results in pluralistic leadership (Bass, 1990; Millman and Kanter, 1986). Pluralistic leadership is very consistent with notions of participation of all in the leadership decisions and the understanding of multiple perspectives within the organization and outside it (Kezar, 2000). Transformational: It depends on two main points of view: – The theoretical, and – The applied Theoretical definitions come from those that study leadership, who have the formal qualifications to write long dissertations on the subject. This body of knowledge is fantastic for grounding in the subject and to get into the depth of the potential implications, especially when it comes to the morals and ethics department. The applied is the interpretation, and then applied action in a specific field of endeavor. We’ll use the personal, organizational, and global contexts for this purpose. You will have your own applied experience, or not, depending on where you are on your own personal Transformational Leadership journey. Communications: The closest definition of a communication leader is Gramsci’s definition of the organic intellectual – which Gramsci essentially sees as a leader. Gramsci sees in the intellectual not only as a leader but also as a poet, thinker, reader and activist. Sainsbury’s motivational theories: Sainsbury agree that employees are their most important assets and need to be treated fairly. The good performance of employee’s management s has an effect on the organization's success, in terms of profitability. Sainsbury give out financial rewords to most people who complete the training programme. Training is designed to keep employees motivated and is convinced to complete their training by rewarding them with financial gain. Motivation comprises of the need for employees and controls their action. Using motivation techniques can improve productivity and customer service. Also employee satisfaction leads to good service that leads to customer satisfaction. Maslows- Hierarchy of needs This theory is based on meeting staff needs with in the workplace and suggests that meeting their needs can lead to be fill are: – Self- fulfillment- researching your full potential Self-esteem needs- status and recognition, achievement and independence Social needs- love, friendship, a sense of belonging part of a team Safety needs- protection against danger, fair treatment, job security Physiological needs- food, rest and shelter Mc Gregor- Theory x and theory y They are two types of main types of managers. Theory x managers tend to have the point of view that the average dislikes and will try to avoid it. Therefore the managers must control direct and punish them to get them to work towards business objectives. Theory y suggests that the ordinary person does not dislike work; it all depends on the conditions in which the work takes place. If people are committed to objectives, they will be motivated towards achieving them the biggest motivation factor is the personal satisfaction of completing the job. (â€Å"A Report on Sainsbury's Resource Management. † 123HelpMe. com. 5 Jan 2012 . Tesco motivational theories: Tesco is Britain’s largest retailer. It now has over 2,200 stores. As well as food, it also sells other products such as insurance and banking. To support growth, Tesco needs staffs who are motivated. It achieves this by increasing their knowledge, skills and job satisfaction through training and reward systems. Needs: Self-fulfill: Tesco offers Personal Developme nt Plans, recognition of skills and talents, opportunity for promotion and career progression programmed. Career discussions feed into Tesco’s Talent Planning meetings. The Options fast-track management programmed provides a route for capable staff to reach higher levels. Self-esteem: Tesco values emphasize self-respect and respect for others and praise for hard work, its self assessment, 360 degree feedback and appraisal system help to recognize individuals’ contributions and importance and celebrate achievement. Social needs: Tesco promotes team and group working at various levels; The Company ‘Steering Wheel’ assesses individual and group work and enables store staff to work as a team. Working conditions and a home-from-home ethos encourages long service. Basic/physical needs Security needs: Tesco provides the security of formal contracts of employment as well as pension and sickness schemes and the option to join a union to give people a sense of belonging. It ensures health and safety in the workplace. Basic/physical needs: This would include a place of work, regular monthly pay and essential facilities such as a restaurant or lockers for personal belongings. Tesco provides motivation for its staff through many different routes. Reviews and personal development plans ensure that employees are able to develop and grow. This benefits both staff and the business. (The Times 100 Edition 15 | www. hetimes100. co. uk) EDITION Task 4: Understand mechanisms for developing effective teamwork in organizations. P4. 1: Explain the nature of groups and group behavior within organizations. Groups: Groups in business organizations are, in effect, sub-organizations and they require management for controlled performance of collective goals, not only their own collective goals, but those of the business organization as a whole. Definition of group is ‘A group is any collection of people who perceive them to be a group’. Informal group and formal group: Informal groups will invariably be present in any organization. Informal groups include workplace cliques and networks of people who regularly get together to exchange information, groups of mates who socialize outside work and so on. Formal groups, put together by the organization, will have formal structure and a function for which they are held responsible, they are task oriented and become teams. Team: A team is a formal group established to achieve particular objectives. Purpose of teams: i. Team allows the performance of tasks. ii. Team encourages exchange of knowledge and ideas or creation of new ideas. iii. The power of the team over individual behavior can be both: control and motivator. Selecting team members: A manager is able to select team members, he or she shuld aim to match some requirement: i. Specialist skills and knowledge. ii. Experience. iii. Political power in the organization. iv. Access to resources, v. Competence. Team roles: RM Bellbin researched business-game teams at the Carnegie Institute of technology. He developed a picture of the character-mix in team, which many people fine a useful guide to team selection and management. Bellbin suggests effective team is made following eight roles: i. The Co-coordinator. ii. The shaper. iii. The plant. iv The monitor and evaluator. . The resource investigator. vi. The implementer. vii. The team worker. Viii. The finisher. Multi-disciplinary teams: Multi-disciplinary teams bring together individuals with different skills and specialism’s, so that their skills, experience and knowledge can be pooled or exchanged. Teambuilding: The team building goal in this learning journey is to help participants devel op increased awareness of team dynamics, practical skills for maximizing team performance, and developing a belief in the power of teamwork. Team building assists participants in planning specific improvements in the way the team operates. Participants will gain an integrated set of skills that can be applied anytime and anywhere, while enhancing their team performance, leadership abilities, and team unity. The result of applying these skills will be serious TEAMWORK – not teamwork in the ordinary sense, but something stronger, more committed, more productive, and more personal. Team identity: A manager may be able to increase his work groups sense of itself as a team by any or all the following means: i. Giving the team a name. ii. Giving team a badge or uniform. iii. Expressing the team’s self-image. iv. Building a team mythology. Commitment to shared belief: All team members must agree on what the team is trying to accomplish. Teams work much harder if members have a say in team goals and focus. Having team members discuss and decide on team goals would foster this sense of team commitment. P4. 2: Discuss factors that may promote or inhabit the development of effective teamwork in organizations. Group norms: The rules of behavior that are part of the ideology of the group. Norms tend to reflect the values of the group and specify those actions that are proper and those that are inappropriate, as well as rewards for adherence and the punishment for conformity. Group decision-making behavior: As we noted, empowerment involves groups in decision-making. This can be having benefited where: i. Pooling skills, information and ideas. ii. Participation in the decision-making process makes the discussion acceptable of the group. Dysfunctional team: Dysfunctional is defined as â€Å"abnormal or unhealthy interpersonal behavior or interaction within a group†. Most definitions state that a team is dysfunctional when individuals strive to conform to the prevailing thought processes or decisions within the group, at the expense of feelings of individual responsibility or personal views. Cohesiveness: Cohesiveness is generally defined as â€Å"the resultant of all forces acting on all the members to remain in the group† (Cartwright, 1968, p. 91). Group cohesiveness is one of the essential concepts for understanding group dynamics (Zander, 1979) studied for its conceptual similarity with teamwork. P4. 3: Evaluate the impact of technology on team functioning within a given organization. Technology: Technology teams share a common goal: all members are dedicated to helping writing project site leadership meet local needs and priorities through the wise integration and implementation of technology. But while these tech teams generally have a similar purpose, the ways in which writing project sites have gone about establishing and using their technology teams are as nuanced as the sites themselves. Communication: One way to start developing a communications strategy is to look at the nature of the different kinds of work the team will be doing and what kind of communication is needed to support that work. There is a continuum which describes how individuals (or sub-groups) on the team are working from autonomously to interdependently. For example, there may be some tasks unique to a specific country which team members can do on their own without interacting with anyone else on the team. Other product-related projects may require more collaboration among team members in different parts of the region. Change: All these changes in organizations have changed how teams are formed and how they operate. Teams have changed: From fixed team membership all team members drawn from within the organization team members are dedicated 100% to the team team members are co-located organizationally and geographically teams have a fixed starting and ending point eams are managed by a single manager To shifting team membership team members can include people from outside the organization (clients, collaborators) most people are members of multiple teams team members are distributed organizationally and geographically teams form and reform continuously teams have multiple reporting relationships with different parts of the organizatio n at different times Network and virtual teams: The nature of teams has changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries. Relationships between people inside an organization and those previously considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. Organizations have discovered the value of collaborative work. There is a new emphasis on knowledge management – harvesting the learning of the experience of members of the organization so that it is available to the whole organization. Global and cross-culture teams: Cross-cultural training usually occurs as an integral component of training that's designed primarily to attain a broader objective. Two of GROVEWELL's Global Leadership Programs provide examples. †¢Influencing Colleagues across Organizational Units & Mindsets is primarily about influencing colleagues within global organizations, but is infused with the intercultural perspective. †¢Working Effectively on International Projects is primarily for the managers and staff of global projects; it, too, is infused with the intercultural perspective. Effective teamwork in Sainsbury: General theories of work design suggest that groups can humanize work with group tasks designed to create meaningful work. Team working is associated with higher job satisfaction according to job characteristics and participative management theories. The variety of tasks in teams encourages workers to learn and use different skills and rotate between jobs to reduce the boredom of repetitive work. This enables team members to share a sense of collective responsibility for work in their area and to develop the mix of skills necessary for effective work teams who share both identification with a common task and mutual beliefs. Teams also make possible employee participation in goal setting, thereby enhancing intrinsic motivation for team members. www. sainsburys. co. uk J Sainsbury plc Annual Report and Financial Statements 2005 accessed through www. sainsburys. co. uk) Effective teamwork in Tesco: We treat people how we like to be treated. We want our people to enjoy working at Tesco. Our people do a great job each and every day by giving our customers the best possible shopping trip. By creating an open e nvironment of trust and respect, our people feel supported, they share their knowledge and experience and work hard to give our customers great service. We support our people, trusting in their ability to deliver while helping them to reach their full potential. We encourage our people to learn on the job and take responsibility from day one. Giving our people an opportunity to get on in their careers is very important. With the increasing breadth of the Tesco business, our people have a great opportunity to develop their skills and experience across new product areas, services and countries. Every year, we build our plans for the year around our People Promises. We want all of our people across all of our markets to: †¢ be treated with respect; †¢ have an opportunity to get on; †¢ have a manager who helps them; and †¢ have an interesting job. It’s through our People Promises and our benefits package that we are proud to say that our people stay with us for a long time. Around half of our Director population has at least 12 years’ service. Effective teamwork in Asda: Asda changes Norman outlines – in the way people work together and communicate with each other – are more complex. The company's goal is to become a genuine leader in fresh foods and clothing – making the George brand a ‘real brand', second in the UK to Marks & Spencer's St Michael – and also to create an ‘organization which is the preferred place to work', offering customer service ‘with a personality derived from the heart of the company'. One change has, accordingly, been in the approach to recruitment, which now aims to seek out people for the stores who really do want to serve the customers and who genuinely like selling. There is no point, he remarks, in employing people who won't like the ‘Asda Way of Working'. This is the name given to the new approach, intended to transform the old culture, which had grown autocratic and slow-moving, to one where all members of Asda feel involved in improving the business – the equivalent, within the context of a corporation, of market-stallholders, who run their own show, and who engage actively with their customers. (http://www. managementtoday. co. uk/news/410110/UK-ASDAS-OPEN-PLAN Bibliography: Reference: 1. HNC, HND BTEC Business Course Book, Organization behavior, Unit-3, first edition September 2000, publishing BPP, ISBN 0 7517 70337.