What one key issue hinders sustainable organizational performance

Free Labour markets Essays

Free Labour markets Essays Free Labour markets Essay Free Labour markets Essay Do free labour markets yield better Jobs? What is a free labour market? Free Labour Markets refer to markets in which employees enjoy a great deal of freedom to manoeuvre. A free labour market is one which is flexible and can adapt quickly to fluctuations in economy, society and production. Free Labour Markets generally exist in Liberal Market Economies where hierarchies and competitive market arrangements exist. Britain, The US and Ireland all have Liberal Market Economies. On the other hand, there are Coordinated Market economies which I will go on to explain later. (Kleinknecht, A (2009) Flexible labour arkets: good for Jobs, bad for innovation? Lisbon Civic Forum, Available from: ( lisboncivicforum. org/lisbonowkleinknecht_pr. pdf) So, do these free and flexible labour markets yield better Jobs? I am of the opinion that they do not. I will firstly discuss the evidence to show that countries with Coordinated Market Economies and rigidity have better working conditions and thus yield better Jobs. Secondly, I will go on to discuss the failure of free labour markets and highlight some of their disadvantages. Coordinated market economies rely on formal institutions to regulate the market and coordinate the interaction of firms and irm relations with suppliers, customers, employees, and financiers. These exist in countries such as Denmark, Sweden and Germany. There are many benefits to this. Firstly, Coordinated Market Economies provide workers with a sense of security as there is very little hiring and firing. : This allows firms to concentrate on long term goals and workers tend to stay in the firm for longer allowing them to be more innovative. ( answers. com/topic/coordinated-market- economy#ixzz28FUWlJJY). What really strikes me as a key difference between free labour markets and Coordinated Market Economies is the strong presence of Trade Unions in the latter. 74% of employees in Finland, 71% in Sweden and 67% in Denmark are members of a Trade Union. Comparing that with Just 34% in Ireland and 8% in France it is clear that they have serious power. Fulton, L. (2011) Worker representation in Europe. Labour Research Department and ETUI Available at: http:// www. worker-participation. eu/National-lndustrial-Relations/Across-Europe/Trade- Unions2) The Unions make labour relations much more cooperative and give employees a voice that is heard. The Trade Union presence has also contributed greatly to the lack of wage inequality in Coordinated Market Economies. All of this yields better Jobs. I will now go on to focus on the failure of free labour markets at various instances. Liberal Market economies exist in the USA, Ireland and Britain. One only has to look at the latest unemployment fgures to see that something is not working here. Irelands unemployment rate is at 14. 8%, The United States and UKs is at 8. 1%. If one compares this with the likes of Denmark (4. 1%) or Norway (3%), it is clear that free market economies are not yielding better Jobs, in fact they are not yielding many Jobs at all. (Unemployment Rates, List by Country, Trading Economics, New York. Available at: radingeconomics. com/ unemployment-rates-list-by-country) or cooperation. While earning can be extremely high in these countries, the ECW fgures show that this only increases wage inequality. The Dispersion of Work Quality in Denmark in 2010 was . 135 while in Ireland it was as high as . 225 and in Spain it had reached 0. 249. (European Working Conditions Surveys (EWCS) http:// www. eurofound. europa. eu/surveys/ewcs/index. htm) This inequality creates a large divide between low an d high earners and disrupts the unification of workers. While there are positives and negatives to both types of market, and I have only touched on a few of the arguments that have been put forward, I feel that the advantages of a Coordinated Market Economy far outweigh the disadvantages. The focus on long term goals and on the employee and the greater sense of the common good is why I feel that these markets most definitely yield better Jobs than free labour markets can provide. List of References Kleinknecht, A (2009) Flexible labour markets: good for Jobs, bad for innovation? Lisbon Civic Forum, Available from: sboncivicforum. org/lisbon09/ kleinknecht_pr. pdf answers. com/topic/coordinated-market- economy#ixzz28FUWlJJY L. Fulton (2011) Worker representation in Europe. Labour Research Department and ETUI Available at: worker-participation. eu/ National-Industrial-Relations/Across-Europe/Trade-Unions2 Unemployment Rates, List by Country, Trading Economics, New York. Available at: http:// www. tradingeconomics. com/unemployment-ra tes-list-by-country European Working Conditions Surveys (EWCS) eurofound. europa. eu/surveys/ewcs/ index. htm

The case of the Montclair Hotel Group Study Example | Topics and Well Written Essays - 1000 words

The of the Montclair Hotel Group - Case Study Example Another important information to be gathered is whether the employees are given any supplementary training that will make them work efficiently. A sample of the employees will be assessed on their opinions on what should be changed in their line of work and overall performance. The committee will use various methods to capture the report data. These methods are through Observation, Interviews, and Questionnaires. Through observation, the committee investigators will sought out information for the project through direct observation without asking the respondent (itsvineeth209). The main advantages of observation are there is less subjective bias, and the information is current. Interviews involve presentation oral verbal questions and responses between the interviewer and interviewee. This project will make use of personal interviews that are face to face. The questionnaire is a way through which a sample of questions are administered to the respondents who are supposed to return them to the one who administered them. After the information has been gathered, it will be disseminated according to requirements to create contrasting reports. The different reports that will be created are Hiring and Training report. This report shall contain all the methods and procedures that are followed to recruit employees in MHG Hotels, the remuneration structures, supplementary training and methods of appraisal. This report shall also deliver the mechanisms that available for benchmarking of the performance of employees periodically. Secondly, the following report will be the Management structure report. This report shall contain all the roles, responsibilities of the management and the reviewed Code of Conduct that needs to be abode by every employee. The most important report to be tabled is that of the alignment of the Mission and the Vision to the goals of MHG Hotels to meet the set objectives. These reports shall make use of graphical representations such as charts for eas ier analysis and market activity can be recognized (Investopedia). These reports shall be received first to the Chief Executive Officer of the MHG Hotel Chains, and then the Head of relevant Departments will receive them for indispensable department changes. The reports only become relevant to the department if they address the pertinent issues that affect them. The data analyzed from the project shall be clustered based on similar characteristics. The information that results from this filtering is then arranged in an organized manner to form a report. These reports shall both be hard copy and soft copy. The hard copy reports shall be kept for future reference and can be admissible as evidence in court when a dispute arises in the organization. The soft copy reports shall be used since it is easily accessible as long it is stored in the central server of the organization. Cloud computing is one method that seeks to reduce the environmental impact of data storage (Bouquet). First, p urpose of the project should be made clear to all the stakeholders in the MHG Hotel Chains. This is to safeguard the Action plan’s implementation and make amendments to the plan if assessment data point out they are required. The Action plan can be implemented in the following steps: Discuss needs assessment Define the problem Brainstorm ideas Prioritize ideas Development of problem statements i. Develop solutions

Parent's of Sex Offenders Essay Example | Topics and Well Written Essays - 1500 words

Parent's of Sex Offenders - Essay Example Or, even if it’s known, the parent of an offender could be in denial and attest to the innocence of his child based on offender’s denial. On the same note, parents of the offender might be in disbelief, aghast or maybe in an extreme incredulity or wonder what have gotten into the psyche of their child that prompted him to do sexual offense to another. The incident will generate quick personal evaluation how they’ve been parenting to their children. Offender’s parents will likewise be subjected to trauma and psychological disturbance as impacts of their child’s abuses has consequential effect to them, too. Larger than this, the parents must importantly address the following questions to their very selves. Is the kind of behavior you expected from your child at that age? Is the incident true or not? If true, how long has he been exhibiting this behavior? Why this behavior occurred? What are the factors that motivated him to harass or employ lewd desig ns against the innocent? If the accusation hurled against alleged abuser is true, under Juvenile Sex Law, it’s likely that the accused will be held under judicial action or if it’s a minor with mental disorder committing it, offender will likely be put under rehabilitation institution. If they cannot cope with the problem, parents may seek the professional support from the Association for the Treatment of Sexual Abusers—a global organization devoted on multi-disciplinary support system working to prevent sexual abuses (ATSA, 2012). The institution offer services on extensive research, education, and empirical-based learning process using practical experiences, advocacy on public policy and community-based intervention strategies that will pave for effective holistic evaluation, medication or treatment, and about managing individuals who have sadly caused sexual abuses or posed sexual risks or vulnerabilities to others (ATSA, 2012; Ethical Treatment for All Youth s, 2012). ATSA (2012) contended that they could support person, family and association that are committed to â€Å"community safety, reduction of sexual recidivism, protection of sexual offenders, and safe-keeping vulnerable populations (p. 1).† They assured parents to provide intelligible and emotional support that could transform the very lives of people who’ve been intricately involved in the commission of sexual violence and could be directed to change their behavior to facilitate the prevention of sexual abuse (ATSA, 2012, p.1). Other than ATSA, the National Center for Reason and Justice (NCRJ, 2012) and the National Alliance on Mental Illness (2012) also help assist families in developing child-protective laws by educating stakeholders of child rights, responsible judicial system and promote laws, investigation and treatment to those who’ve been accused of sexual crimes. If legal measures aren’t enough to discipline a child, maybe institution that c an help subject a child to psychological and emotional healing can assist in normalizing and understanding an offender’s state. No, it’s not too late. Parents of offenders should recognize and study their children’s behavior as they grow into adolescence. They should be assisted to have a healthy adult sexual lifestyle since they are constantly challenged by numerous factors and pressures while at their respective developmental stages as persons (Hart-Kerkhoffs,

Sodium sulfite Essay Example | Topics and Well Written Essays - 750 words

Sodium sulfite - Essay Example 001) Sodium Sulfite is used for preserving meat, sea food, biscuit dough and preventing food discoloration in wines, light colored fruits and vegetables such as dried apples and dehydrated potatoes. According to Magnuson (1997) the definition adopted by the United States government a food additive is "any substance the intended use of which results or may reasonably be expected to result directly or indirectly in its becoming a component or otherwise affecting the characteristics of any food." According to this definition any substance that is used in the process of preserving, packaging, storing, treatment and transportation are referred to as food additives. Additives are divided into two categories, direct and indirect. Direct additives are the ones that are added to the food for some particular purpose. Indirect additives are the ones that become part of food during processing, packaging and storing. In that case sodium sulfite comes in the category of direct additives since it is purposely added to the food for preservation and preventing discoloration. According to the Magnuson (1997) additives are used in food for five main purposes. They are for maintaining product consistency, to increase or preserve nutritional value, to preserve palatability and wholesomeness, to provide alkalinity and to improve the flavor or preserving color. Sodium Sulfite is added to the foods as an antioxidant for preservation and preventing discoloration. It acts as an antimicrobial agent in wine making since it does not disturb the development of yeast and inhibits bacterial growth. Its concentration in finished wine is calculated to be up till 6mmol/L (Mitsuhashi et al, 2001). There are certain rules and regulations related to the use of sulfites in food. FDA has disallowed the use of sulfites in foods that are rich in thiamin, for example enriched flour since it destroys the thiamin. In general majority of the people have no problem with the normal consumption of sulfite.

Hindrance to organisational performance

Hindrance to organisational performance 1 Introduction Ages ago, constant changes to an organisation was thought as a hindrance to organisational performance. However, now successful change is vital for every organisation. This change in thought is because of necessity of organisations to survive in highly competitive market and evolving environment (Todnem, 2005). Organisations should align their change programmes with management development to maintain their competitive edge. In contrast to abundance of academic literature on change models and framework showing the increase in business concern, it is reported that 70 per cent of change programme have failed (Burnes, 2003).   Ã‚  Ã‚  Ã‚  Ã‚  This report mentions about few theories on change implementation and issues arising while implementation. Furthermore, the report discusses about power as a tool in change process. Finally, the report concludes by analysing two case study: one with a change failure and another on successful change. 2 Organisational change Despite the vast academic research, empirical data shows that many organisations struggle to lead effective change projects and that problem arises in change implementation (Cicmil, 1999). Organisational change projects are continuous learning projects. Is continuous change a stable feature in organisation? Todnem (2005) mentions â€Å"Change cannot be relied upon to occur at a steady state, rather there are periods of incremental change sandwiched between more violent periods of change which have contributed to the illusion of stability once assumed to be the case.† Managing change has a six-stage approach: Envisioning, activating, supporting, implementation, ensuring and recognising (Hamlin, 2001). This report concentrates on change implementation phase. Implementation (also called ‘transition by some authors) is the process of making a design operational. Implementation involves planning, acquiring, installing equipment or technology, make employees change ready, schedule events for the new way of process to replace the old way. Basic elements of a change implementation plan are: Deliverables and its purpose, milestones to access progress, accountabilities, communication plan, measurement plan for accessing the consequences of the change. If change is large-scale, chances of failure in this phase is likely high (Martin, 1999).   Ã‚  Ã‚  Ã‚  Ã‚  Various change theories can be categorised based on their approach to implement change: planned, emergent and contingency approach (Todnem, 2005). 3 Theories of change 3.1 Planned approach According to Todnem (2005), planned approach to organisational change outlines the change process. It also reveals the different phases that an organisation will be dragged through while making the change to a desired state. Planned approach to change is highly effective but takes a long time. Lewins change model Lewins change model states three levels of organisational change: unfreezing present level, moving to the new level, refreezing the new level. In other words, the model requires to get rid of old behaviour, structures, processes or culture before making it to the new level (Todnem, 2005 and Brisson-Banks, 2010). This theory raises few critical questions by the author. Abruptly leaving old customs might trigger uncomfortable reactions from employees. Also, it might be ironical to have stabilisation of change at the third level, when change is a continuous or open-ended process. According to Todnem (2005), planned approach to change suffers from few drawbacks. Firstly, some of the triggers of change are frequently spaced in time that planned approach (identify, plan, execute) to change is practically not applicable. Secondly, it considers the environment, which organisations interact, is stable from the start till the end of change process. This lead way to emergent approach. 3.2 Emergent approach Since change is so fast paced, responsibility for change implementation has to be decentralized. It is concerned about change readiness and ease the change process. Kotters change model The change model that is followed by many organisational leaders for planning and implementing change successfully by doing eight things right and in the right order. Kotter asserts organisation does not instil urgency for change in managers or employees, leading to change failure (Brisson-Banks, 2010). The eight steps which makes change initiative successful and errors that might crop up at each stage is summarised in table 1. For large organisations, it might become practically complicated to communicate the vision and hence empowering employees becomes difficult as the vision is not drilled to grassroots of the organisation (Paton, 2008). Though Kotters change model is popular, the author notes that the model mentions on eliminating any resistance to change but is deficient in not providing the cause. It also does not take the human element into account. Furthermore, the above theories does not look at the scale of change for successful implementation. 3.3 Contingency approach According to Buchanan (2007), The Dunphy-Stace contingency approach recommends to use the one which might fit the context of change (Scale, time, support for change) for an organisation. For senior managers to bring about change (time to change is less), dictatorial approach is apt. But middle managers will find collaborative style useful (time to change is more). Critical change proposals have to be driven through coercive modes. For change to be introduced quickly, dictatorial transformation should be chosen. The mode used should be complementary to the change implementation (Buchanan, 2007).Theories of change simply state the rules of the road but it is up to the organisation to acquire necessary competencies, skills and resources to implement them (Burnes, 2003). 3.4 Project management approach Project management approach takes into account the scale of change and the human factor that impede successful change implementation. Cicmil (1999) states three approaches to change implementation: project management, participative management and contingency approach. Project management approach sees change as a series of projects. Cicmil (1999) also mentions that this approach is the most effective as it makes change focussed with measurable outcomes and feedback through learnings. Empirical evidence shows significant organisations rolled out change as a project. Her research investigation spotted three common sources of gap in change implementation: Why (the reason and purpose of change), What (Specified outcome) and How (implementation process). She also found that human impediments like slow learning, fast forgetting and organised resistance which are related to Why, how and why. Organised resistance arises out of lack of understanding of what, how or both of change implementation. Fast forgetting and slow learning are a ‘misfit of change in business strategy. The issues around change implementation can be eliminated by following a suitable leadership style or power acquired by position in organisation. 4 Power as a tool in steering change Power is entwined into social and organisational life. It has become a tool that can be used by organisation to be a driver for achieving organisational outcomes. Buchanan (1999) also mentions about the ways in which one can get power in an organisation: Position or rank, know allies and supporters and maintain relationship, access and control over information, strong communication network, resolving critical problems, to be irreplaceable and the importance of the business one is involved in. â€Å"Power is built by ensuring that you control as much territory as possible, and this control is obtained by placing your allies in key positions and by expanding the activities over which you have formal responsibility.† (Buchanan, 1999). This is further asserted by Machiavelli in his book recognising the significance of skilled staff surrounding a leader. A leader might be ridiculed of his/her choice of appointing incompetent followers (Mcguire, 2006). According to Mcguire (2006), power should be directed at achieving organisational goals. A leader is one who utilises power to make employees follow him/her and inspires followers. However, sharing power with followers is apt when leader cannot stand up to organisational demands alone, indicating the need for teams. At times the leader needs to relinquish some power to successfully empower followers using the tools of rewards during organisational change. It can also be functional when managers use it to achieve organisational goals but dysfunctional when misused to promote self-interest (Buchanan, 1999). A leader need not have positive personal attributes that followers will admire, but it is his/her ability to make them believe that he/she has it (Mcguire, 2006). Machiavelli states there are two â€Å"carrot and stick† approaches for a successful change implementation by using power. Firstly, by executing reward power. Secondly, using disciplines. He advocates using reward power first but when that is not convincing people about change and its values, or followers not showing loyalty to the leader, then disciplinary action is suggested. An effective leader is the one who makes a punishment look like a reward (Mcguire, 2006). 5 Analysis of two case studies This report analyses two companies ABC Engineering and XYZ construction, which was investigated by Burnes (2003), using Cicmil (1999) which is summarised in Table 2 model mentioned in 3.4. ABC Engineering The parent company of ABC Engineering purchased a similar product German manufacturer in order to merge the companies for market expansion. ABC, threatened by the merger, lead number of changes, to increase productivity, improve quality and reduce costs. Resistance and reduced morale were the general feeling and the change efforts were fuelling them. Meanwhile to make situations better, engineering director came up with ‘Lean production and ‘Kaizen concept which involved restructuring the organisation. ABCs senior management team (SMT) agreed to ‘lean concept without involving people, none challenged the concept. SMT sought expert advice to manage the change. External change agent undertook a change readiness audit identifying number of key problems. XYZ Constructions XYZ constructions, an organisation the same size as that of ABC Engineering, had SMT who were employees but not directors of the company. The company had a head office and various regional offices. The structure created problems such as hostility between the head office and regional offices and lack of communication within functional units of same office. The managing director realised to remove functional barriers and promote ‘Kaizen requiring complete reorganisation within the company and its structure. Due to lack of expertise in change management, external change agent was called. The change was humungous and deeply seated that the change implementation was rolled out in phases. 6 Conclusion Change is part of everyday business operation that drives the organisation into a better state. With higher number of change failure being reported, managing change has become a competency and corporations are increasingly aware of the need of an internal change management team. This report discusses on theories of change management and mentioned why change might fail. It also identifies that success rate revolves around the leader and influence of power, to make a change impact on the employees which was seen from the two case studies. In summary, different variables initiates change uniquely for an organisation and leaders decide on fate of change implementation. Every organisation should carefully look into the transition phase of change and not overlook the human element to make change successful for its organisational development. Change management is definitely a challenge but possible to make it happen by observing the various elements of the organisation including the employees and unsaid assumptions. Improved ways of change handling can be found by connecting solutions and maybe even for new ways yet to be discovered. 7 Bibliography Brisson-Banks V. Claire (2010), Managing change and transitions: a comparison of different models and their commonalities, Library Management, Volume 31, Issue 4/5, Pp 241-252 Brown D. Andrew (1992), Managing change in NHS: The resource Management initiative, Leadership Organization Development Journal, Volume 13, Issue 6, Pp 13-17 Buchanan A. David, Huczynski A. Andrzej (2007), Organizational behaviour: An introductory text, 6th edition, Prentice Hall, Financial Times, Pp 602-603 Buchanan Dave, Badham Richard (1999), Power, Politics and organizational change, 1st edition, Sage Publication, Pp 52-53 and 192-193 Burnes Bernard (2003), Managing change and changing managers from ABC to XYZ, Journal of Management Development, Volume 22, Issue 7, Pp 627-642 Chapman Ann Judith (2002), A framework for transformational change in organisations, Leadership Organization Development, Journal 23, Issue 1, Pp 16-25 Cicmil Svetlana (1999), An insight into management of organisational change projects, Journal of Workplace Learning, Volume 11, Issue 1, Pp 5-15 Collins David (1998), Organizational Change Sociological Perspectives, 1st Edition, TJ International Ltd. Cutcher Leanne (2009), Resisting change from within and without the organization, Journal of Organizational Change Management, Volume 22, Issue 3, Pp 275-289 Eriksen Matthew (2008), Leading adaptive organizational change: Self-reflexivity and self-transformation, Journal of Organizational Change management, Volume 21, Issue 5, Pp 622-640 Hamlin Bob, Keep Jane, Ash Ken (2001), Organizational change and development, 1st edition, Prentice Hall, Financial Times He Hongwei, Baruch Yehuda (2009), Transforming organizational identity under institutional change, Journal of Organizational change management, Volume 22, Issue 6, Pp 575-599 Jones Liz, Watson Bernadette, Hobman Elizabeth, Bordia Prashant, Gallois Cindy, Callan J. Victor (2008), Employee perceptions of organizational change: impact of hierarchical level, Leadership Organization Development Journal, Volume 29, Issue 4, Pp 294-316 Judge William, Douglas Thomas (2009), Organizational change capacity: the systematic development of a scale, Journal of Organizational change management, Volume 22, Issue 6, Pp 635-649 Kovoor-Misra Sarah (2009), Understanding perceived organizational identity during crisis and change: A threat/opportunity framework, Journal of Organizational Change management, Volume 22, Issue 5, Pp 494-510 Mcguire David, Hutchings Kate (2006), A Machiavellian analysis of organisational change, Journal of Organizational Change Management, Volume 19, Issue 2, Pp 192-209 McHugh Marie (1997), The stress factor: another item for the change management agenda?, Journal of Organizational change management, Volume 10, Issue 4, Pp 345-362 OConnor A. Carol (1993), The handbook for organizational change, 1st edition, McGraw Hill publication Paton A. Robert, McCalman James (2008), Change management: A guide to effective implementation, 3rd Edition, SAGE publications, Pp 261-266 Paton Barbara, Beranek Lea, Smith Ian (2008), The transit lounge: a view of organisational change from a point in the journey, Library Management, Volume 29, Issue 1/2 Smith E. Martin, Mourier Pierre (1999), Implementation: Key to organizational change, Strategy Leadership, Volume 27, Issue 6, Pp 37-41 Todnem By Rune (2005), Organisational change management: A critical review, Journal of Change Management, Volume 5, Issue 4, Pp 369-380 Young Mike (2009), A meta model of change, Journal of Organizational Change Management, Volume 22, Issue 5, Pp 524-548

Use of Symbols in Yeatss Work, A Vision Essay -- Yeats Vision Essays

Use of Symbols in Yeats's Work, A Vision In his 1901 essay "Magic", Yeats writes, "I cannot now think symbols less than the greatest of all powers whether they are used consciously by the masters of magic, or half unconsciously by their successors, the poet, the musician and the artist" (p. 28). Later, in his introduction to A Vision, he explains, "I put the Tower and the Winding Stair together into evidence to show that my poetry has gained in self possession and power. I owe this change to an incredible experience" (Vision p.8). The experience he goes on to relate is the preliminary stage of the composition of the work itself. In A Vision, however, Yeats exhibits his poetic power as well, along with his knowledge of mysticism and affinity for symbology to illustrate the behavior of the forces of human consciousness and history. He ties these two cycles together into the overarching symbol of the work: the Great Wheel. This is a symbol that Yeats uses not only to explain the cycles of one individual's life, but al so through the same motions, to explain the cyclical movement of the centuries, and the conjunction of certain historical events. When asked about the factual reality of his cosmological descriptions, he replies that they are "purely symbolical ... [and] have helped me to hold in a single thought reality and justice" (Vision p.25). Though to a large extent obscure and complicated, these symbols are paramount to an understanding not only of the ideas contained in A Vision, also the thought process Yeats conveys in much of his poetry. The Great Wheel consists of and contains two opposing gyres, the primary and the antithetical, objectivity and subjectivity, which turn in opposite directions, the two... ...mary vein, men worshipping idols of far away deities, or return to its antithetical predecessor, in which man's idols seen as are actual living beings captured in myth. Eventually, he resigns himself to not knowing for certain what the future of mankind will be. He concludes "The particulars are the work of the thirteenth sphere, which is in every man and called by every man his freedom. Doubtless, for it can do all things and know all things, it knows what it will do with its own freedom, but it has kept the secret" (Vision p. 302). Works Cited: Adams, Hazard. The Book of Yeats's Vision. Ann Arbor: University of Michigan Press, 1995. Yeats, W.B. A Vision. New York: Macmillan, 1956. Yeats, W.B. The Poems. ed. Richard J. Finneran. New York: Macmillan, 1990. Yeats, W.B. "Magic". Essays and Introductions. New York: Macmillan, 1961. pp. 28-52.

Manage People Performance Essay

It is important when allocating work to ensure that resources are appropriately allocated and that they are available for use as and when they are needed. When drawing up a plan you need to focus on what you want to achieve, what you can do to achieve it and what might happen while you are moving toward achievement. You must consider what will be done, when and how it will be done and by whom. You need to identify and communicate organisational vision and develop a unified sense of direction. You will need to conduct an environmental scanning/analysis. Identify short a long term goals and make sure they are realistic and achievable. You would need to develop with relevant personnel strategies and plans for goal achievement as well as financial plans. These plans would need to be communicated to stakeholders and then implement these plans. During this process you must set appropriate KRA’s and KPI’s and track, monitor and evaluate the procedure. When allocating work, the competencies and availability of staff must be considered so that work is allotted to those who are best equipped to do it. You must consider employee experience, skills, knowledge, understandings and workloads. You must consider checking their understanding and give support and opportunities to ask questions. When allocating work the goals and objectives must be clearly defined so that employees can put them into action plans and achieve these goals. Managers and leaders must take into consideration, the interests of the staff members, their availability and the likely outcomes of involving specific employees. You must also consider resource management. When planning work and allocating tasks to employees and employee groups teams efficiency, productivity, cost management and outcomes must all be considered. When allocating work and drawing up plans you must consider a project plan as it shows a description of what is to be done, when and by whom and what funds are available. It covers the entire set of tasks that a project requires and allocates the different aspects of the project to the employees who are best equipped to produce the required outputs. It shows the major products, milestones, activities and resources required on the project. It is necessary to develop KRA’s and KPI’s that meet the organisations needs because they include clearly defined and achievable goals. They measure progress during the year in terms of identified targets, manage skills development, identify areas for development, contribute to the company’s wealth creation, obtain feedback that allow a change of direction when needed and promote an environment of self management. They point to what needs to be achieved. They indicate areas of current and ongoing success. It is also necessary to develop and implement performance management systems because they enable management to track, monitor and evaluate work to ensure that it is contributing towards the success of the organisation. To have a code of conduct in an organisation is vital because it has rules outlining responsibilities of proper practices for individuals and the organisation. It contains descriptions of the principles, values, standards, and rules of behaviour that guide the decisions, procedures and systems of an organisation in a way that contributes to the welfare of its key stakeholders and respects the rights of all constituents affected by its operations. A code of conduct provides a guide to staff for appropriate behaviour it will impact on the way they do their work and on the performance standards expected of the employees. Regularly monitoring and evaluating the work of employees enables the organisations manager to maintain current knowledge of what is happening, to pinpoint problem areas and to solve problems before they become destructive. Monitoring and evaluating will help achieve the intended outcomes, goals and objectives. Giving feedback and reinforcement to employees and acknowledging good work should be a continuous process. Feedback is the information that is given to people to let them know what they are doing well and what needs to improve. It also lets employees know that their efforts have been noticed. Acknowledging reinforces good work practice/behaviour and encourages us in continuing improvement. It acts as a source of recognition for the contribution made by the employees. Employees whose contribution to improvement processes and organisational success is recognised will be motivated to continue improving and you will have created higher levels of enthusiasm. It is important to acknowledge employees efforts and give feedback because employees who feel ignored and exploited will stop caring about their performance levels and quality. The employee will start underperforming, give poor customer service and relationships in the workplace will become strained. Giving effective feedback, reinforcement and acknowledgment will result in learning, improved competence, observable behavioural change and motivation. It will also make the employee feel valued and encourage good work. It is necessary to have systems in place to manage poor performance because they will help monitor, evaluate and keep track of the performance. Performance issues are most easily addressed and resolved when they are at a low level of difficulty and of short duration. Having systems in place will help you see what is doing well and what isn’t and you will be able to change, address and fix it. Problems that are not addressed might go underground, to represent at a later time at a higher level of disruption and significance. Having systems that manage poor performance in place will lead to improvement in performances. It is necessary to understand the organisations termination policy and the legislation to which it relates because unfair termination or dismissal can lead to consequences of dismissal under unfair dismissal laws. Employees can claim that their dismissal was harsh, unjust or unreasonable and unfair and file a complaint or go to court. Unlawful dismissals are primarily based on discrimination grounds and notice periods.

Dangerously alluring Essay

‘Dangerously alluring’, to what extent is this an accurate estimation of Richards Character?  Richard III. One of the most complex characters in Shakespeare’s various plays. Psychologically, he is an enigmatic individual, who possesses a number of contradictory characteristics, which qualify him as a fantastic villain. He is a man so determined to succeed, that he can almost be perceived as slightly insane. His three dimensional character means that there is a side of him that will appeal to the audience, and absorbs the viewer into his world of madness, irony, and mayhem. There is no other suitable way to characterise Richard, apart from ‘Dangerously alluring’, as I will prove in a psychosomatic analysis of Richard in the play ‘King Richard III’. One of Richard’s most dangerously alluring characteristics is his manipulative speech. He is undoubtedly the most articulate character in the whole of the play, making him dangerous to encounter. He proves, throughout the play, that, with the aid of his ‘honey words’, he can free himself from any situations that may jeopardise, his plot and thus his path to the throne. One of the most improbable situations, which Richard’s verbal dexterity allows him to escape, is his confrontation with Anne (Act I Scene III), at the funeral of her late husband Edward Prince of Wales, who died at the hands of Richard following the Battle of Tewkesbury. Of course Anne feels pure hate towards Richard because of the pain he has inflicted upon her and her family. In the beginning of their encounter her revulsion towards Richard is evident in the tone of her speech;  Ã¢â‚¬ËœFoul devil, for God’s sake hence, and trouble us not†¦Ã¢â‚¬â„¢Ã‚  It is quite clear that Anne holds, in her heart, a passionate hatred towards Richard, as he ruined her family. Other examples of her abhorrence of Richard are the names, to which she refers to him with,  Ã¢â‚¬ËœÃ¢â‚¬ ¦infection of a man’  Ã¢â‚¬ËœFoul devil†¦Ã¢â‚¬â„¢Ã‚  Ã¢â‚¬ËœÃ¢â‚¬ ¦thou lump of foul deformity’  The latter insult is very wounding towards Richard as it refers to his deformity, i.e. his withered arm, which he is very aware of, he makes many comments throughout the play about it,  (Act I scene I) ‘Cheating of feature by dissembling Nature’  Ã¢â‚¬ËœBut I, that am not shaped for sporting tricks†¦Ã¢â‚¬â„¢ ‘†¦descant upon my own deformity.’  And thinks himself inferior because of it,  Ã¢â‚¬ËœÃ¢â‚¬ ¦since I cannot prove a lover†¦Ã¢â‚¬â„¢Ã‚  This reference to Richard’s deformity, by Anne reflects how angry she is. In some parts of the confrontation she even curses him,  Ã¢â‚¬ËœEither heav’n with lightening strike the murderer dead†¦Ã¢â‚¬â„¢Ã‚  Previously, before Richard enter the scene she makes many hurtful curses upon Richard and his prospective wife,  Ã¢â‚¬ËœIf ever he have a child, abortive be it;’  Ã¢â‚¬ËœMay fright the hopeful mother at the view †¦Ã¢â‚¬â„¢Ã‚  With hindsight it is clear to see how ironic these curses are because Anne ultimately becomes Richard’s wife. Yet how was Anne transformed from hatred, to an ounce of affection, after the crimes Richard has committed against her and her family? Simply, when she finally gives Richard an opportunity to speak, Anne is lured by his dexterity in the art of decei t. He skilfully turns the blame towards, as he claims it was her beauty which drove him towards such heinous crimes, ‘Your beauty was the cause of that effect†¦Ã¢â‚¬â„¢Ã‚  His disingenuous tactics prove advantageous as slowly but surely she calm, falling a prey to his deception. Allowing Richard time to speak is a fatal error as she lets her guard down and becomes susceptible to his lies.  At one point he gauges that he has turned her mind from hate to slight affection, and offers her his sword to kill him for his crimes, and to rid him of the pain he feels because of the great ‘affection’ he feels for Anne which is not mutual;  Ã¢â‚¬ËœLo here I lend thee this sharp pointed sword  Which if thou please to hide in this true breast†¦Ã¢â‚¬â„¢Ã‚  His verbal skill is and obviously has been influential enough to turn Anne’s feelings, and he has picked a key moment to prove his love, as at any point before she perhaps would have gladly buried the sword in his chest. He picks the right moment where she has been stunned and confused by his actions, and the fact that he has offered his sword for Anne to kill him, confirms his ‘true’ feelings for her. He even previously utters some very callous words about Anne and his feelings towards her,  ANNE; ‘Some dungeon’  RICHARD; ‘Your bed chamber’  The fact that Richard has the courage to utter such a tasteless comment speaks highly of his audacity and confidence, and shows that he gauges that he has the intelligence to remedy this whole situation, no matter how difficult the predicament he finds himself in is. His air of confidence is dangerously alluring because it shows him to be a very strong character, and some women find confidence an attractive quality. Richard III’s character explores the attraction of an anti hero, just as Heathcliff did in the novel Wuthering Heights. In this scene of the play Richard uses his skill to win Anne over and accomplish another part of his plot to become King. Richards’ intelligence allows him to see that by marrying Anne he is safe-guarding his position on the throne as he will have an alliance with the House of York through his own blood and Lancaster through Anne’s. He shows how he can exploit Anne to make his path to being King even stronger. This scene is perhaps the best example of how dangerously alluring Richard is as when you contrast the beginning and the end of the scene it is clear to see what Richard has accomplished.

Understanding Piaget essays

Understanding Piaget essays Swiss biologist Jean Piaget eventually came to think that intelligence is a form of adaptation, in which each individual, through the two processes of assimilation and accommodation, constructs knowledge. He theorized that as children interact with their physical and social environments, they organize information into groups of interrelated ideas called schemes. When children encounter something new, they must either incorporate it into an existing scheme or create an entirely new scheme to deal with it. Piaget also believed that intellectual development occurs in four distinct stages. The sensorimotor stage begins at birth, and lasts until the child is approximately two years old. At this stage, the child cannot form mental representations of objects that are outside his immediate view, so his intelligence develops through his motor interactions with his environment. The preoperational stage typically lasts until the child is 6 or 7. According to Piaget, this is the stage where true "thought" emerges. Preoperational children are able to make mental representations of unseen objects, but they cannot use deductive reasoning. The concrete operations stage follows, and lasts until the child is 11 or 12. Concrete operational children are able to use deductive reasoning, demonstrate conservation of number, and can tell apart their viewpoint from that of other people. Formal operations is the final stage. Its most significant feature is the ability to think conceptually. He also introduced several ideas explaining differences in logical thinking in children and young adults. A central belief of Piaget's theory of epistemology (origins of knowledge) is that increasingly more complex intellectual processes are built on the basic foundations laid in earlier stages of development. An infant's physical explorations of his environment form the basis for the mental representations he develops during his pre ...

Using Roof Shingle for Asphalt Pavement Research Paper

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Martin luther king jr Research Paper Example | Topics and Well Written Essays - 500 words

Martin luther king jr - Research Paper Example Martin Luther King Jr. was born in January 15, 1929. His grandfather served Baptist Church in Atlanta from 1914 to 1931. After the death of his father, he served at the church as a co-pastor. At the age of 18, King became a Baptist minister. After completing his graduation in 1948 from Morehouse College, he attained his PhD degree from Boston University in systematic theology. King then served Dexter Avenue Baptist Church in Montgomery as a pastor in 1954. King was also nominated as a member of the executive committee of the National Association. It was one of the major organizations who was working for the rights and advancement of Black people. One of the initial civil rights actions of Martin Luther King was when he led the Bus Boycott. A lady Rosa Parks refused to give her seat to a white man which resulted in this Boycott. King was leading the blacks in this Boycott, which was against the segregation in buses for black and white and it lasted over a year. Martin had to pay a lot for leading this Boycott as his house was bombed and he was jailed too but his efforts worked finally. He came out of the jail and the discrimination in the buses came to an end. Martin Luther King, in 1963, also organized a March consisting off 250,000 people. The aim of the march was to protest against discrimination in schools, employments etc. During this march, he delivered a famous speech titled as "I have a Dream". This resulted in a great achievement when, in 1964, a civil rights act was passed. He also made a major contribution in writing by becoming the author of five books. For his restless contribution against African-Americans segregation, King was awarded with noble prize only at the young age of thirty. He further proved himself to be a leader devoted to his objectives when he announced to donate the prize money for civil rights movement. He was