Greed in a Simple Plan by Alfred A. Knopf - 893 Words

Greed is undeniably a characteristic of being human. Even two hundred thousand years ago, when the first examples of modern humans were in a competition for food and survival, they naturally had to be greedy in order to survive and contribute to the gene pool in order for further generations to evolve and adapt. Darwin proved this with his theory of evolution stating that the species that are better adapted to the environment would be able to spend less time looking for food and more time mating (contributing to the gene pool), while the species who are not as well adapted would die off. The play â€Å"Macbeth† and the motion picture based on the book â€Å"A Simple Plan† display these themes of greed profusely as the main characters from each are affected by the same characteristic that had previously allowed for human survival. Macbeth in Shakespeare’s â€Å"Macbeth† and Hank in the film â€Å"A Simple Plan† are both affected by greed as they bot h turn into murders who backstab their friends, they both ruin their relationship with their wives, and they both end up destroying their lives. The many mafias around the world have a few things in common, they are all greedy but they are also all loyal. Even criminals like them understand that loyalty is the most important trait. The quote â€Å"Who do you think he’s gonna believe, huh? You? A year old unemployed high school dropout, who’s proud when people call him the town drunk, or me?† (Raimi, A Simple Plan) shows the lengths that Hank goes to, inShow MoreRelatedLangston Hughes Research Paper25309 Words   |  102 Pageswell-to-do Mexicans. He taught English at a private girls school and also at a business college. Tension between Langston and his father eased somewhat until the two of them journeyed by horseback to Jims ranch. As they rode along, Jim revealed his plan to send Langston to a university in Europe where he could study mining engineering and return to Mexico and go into business with his father. Langston had no talent for engineering and no interest in becoming a resident of Mexico. When he confessedRead MoreNotes18856 Words   |  76 Pagesthe information collected suggested that a given area had a pleasant climate, friendly  ­ eople, p evidence of natural resources, or good prospects for lucrative trade, then plans were laid down for a government-financed expeditionary force. Frequently, the explorers themselves could not resist the temptation of greed and amassed large amounts of wealth or precious cargo. Often, exploratory trips were sponsored and subsidized directly by European governments or government-chartered learned organizationsRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. 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It is a desolation in which man feels disjointed and out of line with the plans of creation.16 Reggaes most famous superstar, Bob Marley, echoes Forsythes feeling of alienation in even more terse language: â€Å"Ive been down on the rock so, I BABYLON AND DREAD REVITALIZATION 45 seem to wear a permanent screw.†17 Obviously

Physical Treatment Of Physical Therapy - 2285 Words

Physical Therapy in Sports Physical therapy is trying to help someone overcome a bad obstacle in their life. Some people may think physical therapy isn’t important when recovering, but it is important. â€Å"Physical therapy is primarily concerned with the promotion of mobility, functional ability, quality of life, movement through examination and evaluation, diagnosis, and physical intervention† (Policastro et. al.). So basically therapy tries to help people get everything back to normal. There was once a freshman in high school who hurt his knee, and without the help from the physical therapist, he would have never have recovered from tearing his knee. For this reason, in order to understand physical therapy, one must know the†¦show more content†¦According to researcher Michael Mithoefer, the evaluation period can be described as, â€Å"To ensure optimal care, the rehabilitation team should be familiar with the surgical and biological principles that d etermine the protection of the postoperative join and apply them for each individual athlete’s unique set of circumstances† (Mithoefer et. al). This means that depending on the injury and where it is located, there might be different ideas on how to start the therapy or recovery process. This part of the process can be very important, because if the evaluation period is rushed and the patient is diagnosed wrong, they could be paying for appointments and medications that isn’t even needed. When going to the see the physical therapist, the patient will most likely have to go to the doctor first. Not all of the time, but most of the time people will need a referral from a doctor in order to have physical therapy. This is because of the issue of dealing with the insurance and having them pay for it (Kelley). Without a referral from the doctor, the tolerant won’t be able to get in, because the therapist is afraid of getting in trouble with the insurance. When going to an appointment for physical therapy, people should expect being tested, being asked questions, and even doing the exercises on their own. According to Maura

Costs of Corporate Social Responsibility †Free Samples to Students

Question: Discuss about the Costs of Corporate Social Responsibility. Answer: Introduction Ethics are the basic values and morals on the basis of which an entity functions. Ethics are what govern the actions of an individual and the same is also true for the organizations. The role of ethics is enhanced in businesses as the adherence of ethics results in additional advantage for a company (Smith, 2008). An ethical company is more likely to be successful in comparison to an unethical company, which would be constantly faced with issues from different stakeholders, particularly government, customers and employees. As a result of this, the work of the organizations is conducted by following the leading ethical theories, to the line of utilitarianism, virtue ethics, and deontology (Chonko, 2012). Governance is another crucial component which has to be kept into consideration when the business of an entity is undertaken. Governance, in its literal terms, refers to the process whereby decisions are made on the basis of expectations, management and proper systems (Grindle, 2014). A concept stemmed from governance is corporate governance which relates to the processes, rules and practices which are used for directing and controlling the company. So, in essence, corporate governance is the manner of governing the corporation in terms of the impact of its actions over the different stakeholders (Fukuyama, 2013). In the following parts, an attempt has been made to cover these concepts in reference to the practices being followed by Puma. In doing so, the organizational culture of Puma would be discussed particularly in context of its objectives related to ethics and governance. The discussion would then move on to the social responsible activities of the company, followed by the ethical perspective of the company. Before concluding the assignment, the justification would be given on the focus of the company on its triple bottom line. Organisational culture refers to the behaviours and the values, which make a contribution towards the unique social and psychological environment of any company or business entity. It is based on the expectations, values, philosophies and experiences of the organization, which it upholds and is usually express in terms of interactions with outside world, expression of self-image, internal working and future expectations (Huhtala, Feldt, Hyvnen and Mauno, 2013). Needle (2004) has highlighted that organizational culture shows the collective beliefs, principles and values of the members of the organizational and is a product of factors including the history of the organization, its people, market, product, type, technology, management style, kind of employees, strategy and the like. Rosauer (2013) stated that it was an emergence, which was a complex and an incalculable state, which results from mixing a handful of simple ingredients. In view of Ravasi and Schultz (2006), it was a set of shared assumptions which act as a guidance to what takes place in a company through defining proper behaviour for different situations. The organizational culture at Puma is such which promotes creativity, as well as, new ideas which help Puma being placed before the other brands. The company focuses on personal commitment, passion and responsibility. In the culture of the company, diversity, individuality and internationality are deemed as key components and this helps the company in producing unique teams which help it in making certain that the company is successful and is aligned with the tag line of the company, i.e., forever fast (Puma, 2017a). In doing so, the company recruits and promotes talent from across the globe. The company also emphasis on the local knowledge towards the success of the company and so, it works on empowering the people for allowing them to make the decisions. The company has a developed structure which allows the local managers in getting real time responsibility and also in making certain that the company provides tailored results based on the demand of the market. And in doing so, the standards have to be maintained in addition to the management of risks across the group (Puma Energy, 2017a). The corporate governance at Puma as an entire group is deemed as a major corporate policy. In terms of the theme of this discussion, the objectives of the company for its governance aspects resolve around three points. First, the company aims to support performance driven business across the globe where the focus is on growth. Second, the company looks forward at maximising the operational flexibility for promoting an approach which is light touched based for central management for empowering the individuals at local levels. And lastly, company aims to work towards promoting accountability and transparency in every aspect of the operations of the company (Puma Energy, 2017b). The company recognizes that it has to follow different standards and regulations cross the globe. And irrespective of these regulatory compliances, the company deems it crucial for upholding ethical standards and operate as per the applicable laws. Hence, for the company, compliance is a crucial factor which translates into the success of the company. There are simple objectives with regards to the ethical conduct. And these are summarized in the Code of Ethics drawn by the company. The goal is for the employees, suppliers and customers, on which the basic framework of this code is applicable, are expected to read these codes and act on them properly and included in these are areas like conflicts of interests and anti-corruption. This is because the company recognizes that attaining its goals is only possible when everyone plays the game by rules (Puma, 2014). Corporate Social Responsibility Social responsible activities of a company can be best located in the corporate social responsibility related activities undertaken by the companies. Corporate Social Responsibility, or CSR, refers to the duty of the companies with regards to the impact of their actions and decisions on the different stakeholders of the company (Dima, 2016). Crowther (2008) describes it as a curial management strategy, where the social, economic and environmental benefits for all the stakeholders are combined. Zhao (2014) highlighted that owing to the increase in the interest and awareness surrounding CSR the companies are putting efforts and enhanced focus on CSR related activities. Crane (2008) believes that CSR is going beyond the obligations of the company and mitigating the consequences of the actions of the business on the environment and the society, while at the same time, earning profits for the company. As per Sprinkle and Maines (2010), it focuses on making the environment and the society better by the company, and given emphasis to sustainability. Mallin (2009) highlighted the benefits of adopting CSR activities, in terms of getting enhanced goodwill, which attracts stakeholders towards the company. This includes attracting and retaining talent, particularly when the company is focused on ensuring the safety and health of the workers as a priority, amongst the other things (Gomez and Crowther, 2012). The efforts employed by Puma have resulted in rewards for the company, where Puma Energy, which is one of the companies of Puma group, won 2014 Award for Corporate Social Responsibility. The company got this award from Communitas as it was nominated for reducing fatalities in developing nations. This submission was based on the efforts of the company in its Global Road Safety Campaign (Puma Energy, 2014). The company follows German Corporate Governance Code and adjusts its objectives based on the composition of the Administrative Board which addresses the present developments in this code. This code covers the mandatory statutory requirements, recommendations and regulations for supervising and managing the listed companies for responsible corporate governance. The sustainability function of the company was integrated in the Group Sourcing of Puma in 2016 for making certain that the environmental and social issues, along with the standards of corporate governance were properly integr ated into the daily activities of the company (Puma, 2016a). The companys corporate policy effectively implements corporate governance principles. In this regard, responsibility and transparency are deemed as prerequisites for attaining the targets of the company and for increasing the value if the company in context of sustainability (Puma, 2017c). As a measure of CSR, the company is focused on reducing its CO2 emissions and working towards reducing its waste. The Administrative Board and the Managing Directors of Puma work in a manner that the interests of the company are aligned with CSR, where the company is monitored and managed in an effective manner for making certain that sustainability results in value addition for the company. So from discharging duties of the board to use of powers, everything is properly recorded and done as per the standards of corporate governance (Puma, 2016a). The company has taken numerous steps towards the environment, where it has worked towards improving energy and water efficiency, waste management, climate change, zero discharge of hazardous chemicals and chemicals management. A leading step in this regard by the company is setting up solar modules in the front window of the Puma store located in Herzongenaurach as a step towards using renewable energy (Puma, 2017e). The company relies on quantitative metrics to capture the performance of the company in terms of its CSR performance (Anderson, 2011). And in this lies the shortfalls of Puma. The company is so focused on numbers that it does not focus on the social aspects in its theme. The above mentioned activities of the company do show the work which the company carries on towards the issues of sustainability, CSR, corporate governance, where each of these have components of benefits to society and environment, it does not take any specific steps in improving the life of such individuals who do not form a part of the stakeholders of the company. The biggest group in this regard are the people belonging to poor background. Instead of working towards improving their lives, the company has face wrath owing to the incidents of poor work conditions (China Labor Watch, 2008). To make the matters worse, the company has also been accused of child labour which shows the utter disregard towards the human component of society (Fischer, 2016). Ethical Perspective When it comes to the ethical perspective for Puma, the company adopts Code of Ethics, which has to be followed across the organization irrespective of the nation in which it operates. The Code of Ethics, which were introduced back in 2005 have to be properly followed, which shows the commitment of the company to ethics and towards responsible corporate and ethical behaviour, which has to be complied by all the employees, business partners and affiliated brands of the company. In case any employee comes across a situation or has a doubt regarding the breach of the ethical standards of the company, they are required to raise their voice on a toll free hotline for whistleblowers, which works globally (Puma 2017f). The Code of Ethics, as stated earlier, is the basic framework which regulates the behaviour of the suppliers, employees and customers of the company. This code sets out basic principles of the company in key areas and basically works towards raising awareness. A key part of the code of ethics of Puma is on issue of antitrust where the company focuses on making contributions towards fair competition and avoiding any such behaviour where the antitrust laws are breached. Puma has a strict policy about accepting gifts and hospitality, and also about accepting the same. The code of ethics also covers the topics like insider information, data protection and data confidentiality, a proper code of conduct speaking about regarding contraventions and about seeking assistance in cases of possible violation of ethical code of the company (Puma, 2014). Despite such high ethical standards, the company has been accused of being unethical and in indulging in unethical conduct. Child labour is something which is deemed as a major unethical issue and should not take place anywhere in the world. Yet, Puma has been associated with child labour allegations. This is in addition to the workers being made to work in bad conditions. Some workers have stated about being provided bad working environment at Puma. Apart from this, the Clever Little Bag, which was launched by the company a few years back, was overshadowed by violations of human rights (Marati, 2012). In January 2011, the El Salvador producer of Puma came under fire when the working conditions included 60 plus hour shifts (The Local, 2011). In April 2011, at Huey Chuen factory in Phnom Penh, 101 Cambodian garment workers were reported to have been unconsciousness owing to prolonged working hours, in addition to poor health and safety. Just a few months before that in Phnom Penh, a woman was shot during the labour protests, for asking for higher pay and better working conditions (Reuters, 2012). During March 2012, an independent study revealed the poor working conditions in Bangladeshi factors where apparels for Puma were being produced (Kaur, 2016). Had there been isolated incidents, these could have been ignored. But the repetition of such incidents puts a question mark over the real ethics being followed by Puma. The actions undertaken by Puma flout the different ethical theories. Utilitarianism denotes that such actions are correct, which result in maximization of utility of an action. So, an act is ethical when it makes the majority happy (Albee, 2014). However, the poor working conditions making the workers unhappy is an unethical task, as it also results in a breach of human rights, which makes the human right activists unhappy. The virtue ethics require the companies to work in a manner which shows different virtues like that of justice, honesty and integrity. So, when the actions are such where virtues are shown, they would be ethical (Hooft, 2014). The acts of Puma highlighted above have no aspect of virtue. In addition to this, they are just opposite to virtues which are required for an act to be ethical. Coming to another ethical theory which is deontological theory, organizations are required to fulfil their obligations and duties when making decisions (Ferrell and Fraedrich, 2015). Puma here failed to fulfil its human rights obligations, in addition to those associated with work, health and safety, making it an unethical company. A Kantian view would require the companies to treat people as an end, instead of being means to an end (Beiser, 2014). Puma did not follow the Kantian view as it treated the labour force as simply means to an end. Emphasis on Triple Bottom Line Triple bottom line is a concept which is born from the theory of CSR and was given in 1994 by John Elkington. It is based on the focus of the organizations on three aspects, i.e., people, planet and profit, in terms of social, environmental and financial obligations of a company (Savitz, 2013). This concept denotes that the companies have to carry work with the objective of earning profits, working towards the environment and betterment of the people. Through this concept, the focus is laid on the financial bottom line of the company, where the environmental and social responsibilities are included. Hence, the triple bottom line helps in measuring the degree of a company towards its environmental impact, economic value and social responsibility (Henriques and Richardson, 2013). The previous parts have highlighted that Puma, as an organization, has been focused on working towards its triple bottom line. In this regard, the company takes different environmental initiatives, has worked towards people by being an ethical company, and at the same time continues to work on it being a profit making entity. However, there have been instances where the company had the face the wrath of different stakeholders owing to its unethical conduct in context of its labour force. This is one of the reasons why Puma emphasizes upon working towards triple bottom line. By adhering to triple bottom line, the company would work towards improving its image before the different stakeholders, by showing itself as a compliant company. Triple bottom line model helps in sharing the agenda of CSR (McWilliams and Parhankangas, 2016). And by engaging in activities under triple bottom line, Puma is working in line of damage control. However, the sole purpose of the company is not towards improving its image. The company does genuinely work towards CSR related activities and this can be proved from the award which its group company got back in 2014 for its CSR activities. It also helps the company in reducing legal risks and risks to its brand reputation, in addition to increasing efficiency and goodwill (Beute, 2017). Conclusion The discussion covered in the previous segments highlighted the governance and ethical aspects of Puma. The organizational culture as its very basics, in addition to the one followed by Puma was discussed at the very beginning of this discussion. This was followed by critical analysis of the CSR and ethical activities of Puma. This analysis revealed that even though the company has taken a lot of steps towards these issues, it has faced problems in the past due to its unethical labour issues in China and Bangladesh. This has resulted in the companys image being affected and creating uncertainties for the stakeholders of the company. However, to overcome these issues, the company has initiated its emphasis on triple bottom line, which not only allows the company to work for society and towards the planet, but also towards the profits of the company. On the basis of this, certain recommendations can be drawn for Puma, for its future, in context of its governance and ethical perspectives. The company needs to ensure that the incidents which took place in Bangladesh and China, regarding the poor working conditions and the child labour involvement are not repeated. Also, the company should, as a recuperating measure, should work on education and rehabilitation of the workers affected in the incidents which took place. This would serve dual purpose where not only damage control would be done, but also the company would be working towards improving the society. In addition to this, the company needs to re-evaluate its current processes across the globe to check if such instances are occurring in other associated entities of the company. Even though this is a tough task to do, but it would ensure that the company is truly ethical and also makes its associated companies in being ethical. References Albee, E. (2014)A history of English utilitarianism. Oxon: Routledge. Anderson, R. (2011) Puma first to publish environmental impact costs. [Online] BBC News. Available from: https://www.bbc.com/news/business-13410397 [Accessed on: 15/11/17] Beiser, F. C. (2014) The Genesis of Neo-Kantianism, 1796-1880. Oxford: Oxford University Press. Beute, E. (2017) The Origin and Benefits of Triple Bottom Line Business Thinking. [Online] Goal Zero Recycling. Available from: https://goalzerorecycling.com/triple-bottom-line-business-thinking-origin-benefits/ [Accessed on: 15/11/17] China Labor Watch. (2008) Pumas Failure in CSR: Suppliers Critical Conditions. [Online] China Labor Watch. Available from: https://www.chinalaborwatch.org/report/21 [Accessed on: 15/11/17] Chonko, L. (2012) Ethical Theories. [Online] EcoSalon. Available from: https://www.dsef.org/wp-content/uploads/2012/07/EthicalTheories.pdf [Accessed on: 15/11/17] Crane, A. (2008) The Oxford Handbook of Corporate Social Responsibility. Oxford: Oxford University Press. Crowther, D. (2008) Corporate Social Responsibility. London: Bookboon. Dima, J. (2016) Comparative Perspectives on Global Corporate Social Responsibility. Hershey, PA: IGI Global. Ferrell, O. C., and Fraedrich, J. (2015)Business ethics: Ethical decision making cases. Scarborough: Nelson Education. Fischer, M. (2016) 20 huge fashion brands got graded for slave labor. [Online] Revelist. Available from: https://www.revelist.com/style-news/fashion-brands-slave-labor/6190 [Accessed on: 15/11/17] Fukuyama, F. (2013) What is governance?.Governance,26(3), pp. 347-368. Gomez, A.M.D., and Crowther, D. (2012) Human Dignity and Managerial Responsibility: Diversity, Rights, and Sustainability. Surrey, England: Gower Publishing Ltd. Grindle, M. S. (2004) Good enough governance: poverty reduction and reform in developing countries.Governance,17(4), pp. 525-548. Henriques, A., and Richardson, J. (Eds.). (2013)The triple bottom line: Does it all add up. Oxon: Routledge. Hooft, S.V. (2014) Understanding virtue ethics. Oxon: Routledge. Huhtala, M., Feldt, T., Hyvnen, K., and Mauno, S. (2013) Ethical organisational culture as a context for managers personal work goals.Journal of Business Ethics,114(2), 265-282. Kaur, H. (2016) Low wages, unsafe conditions and harassment: fashion must do more to protect female workers. [Online] The Guardian. Available from: https://www.theguardian.com/sustainable-business/2016/mar/08/fashion-industry-protect-women-unsafe-low-wages-harassment [Accessed on: 15/11/17] Mallin, C.A. (2009) Corporate Social Responsibility: A Case Study Approach. Northampton, MA: Edward Elgar. Marati, J. (2012) Behind the Label: PUMAs Vision and Clever Little Bag. [Online] EcoSalon. Available from: https://ecosalon.com/behind-the-label-pumas-vision-and-clever-little-bag/ [Accessed on: 15/11/17] McWilliams, A., Parhankangas, A., Coupet, J., Welch, E., and Barnum, D. T. (2016) Strategic decision making for the triple bottom line.Business Strategy and the Environment,25(3), 193-204. Needle, D. (2004) Business in Context: An Introduction to Business and Its Environment. 4th ed. London: Thomson Learning. Puma Energy. (2014) Puma Wins Corporate Social Responsibility Award. [Online] Puma Energy. Available from: https://www.pumaenergy.com/press-releases/2014/03/20/puma-wins-award-for-corporate-social-responsibility/ [Accessed on: 15/11/17] Puma Energy. (2017a) Culture and Values. [Online] Puma Energy. Available from: https://www.pumaenergy.com.au/about-puma-energy/culture-and-values/ [Accessed on: 15/11/17] Puma Energy. (2017b) Corporate governance. [Online] Puma Energy. Available from: https://www.pumaenergy.com/en/about-us/corporate-governance/ [Accessed on: 15/11/17] Puma. (2014) Code of Ethics. [Online] Puma. Available from: https://about.puma.com/damfiles/default/sustainability/standards/code-of-ethics/PUMA-Group-Code-of-Ethics-aca47c81df24c3e4d80003e92d3b27f0.pdf [Accessed on: 15/11/17] Puma. (2016a) Annual Report. [Online] Puma. Available from: https://about.puma.com/damfiles/default/investor-relations/financial-reports/en/2016/PUMAGB2016_ENG.pdf-673bac0f7eca51a56224ec04770ae869.pdf [Accessed on: 15/11/17] Puma. (2017a) Puma as an Employer. [Online] Puma. Available from: https://about.puma.com/en/careers/puma-as-an-employer [Accessed on: 15/11/17] Puma. (2017c) Corporate Governance. [Online] Puma. Available from: https://about.puma.com/en/investor-relations/corporate-governance [Accessed on: 15/11/17] Puma. (2017d) Sustainability. [Online] Puma. Available from: https://about.puma.com/en/sustainability/ [Accessed on: 15/11/17] Puma. (2017e) Environment. [Online] Puma. Available from: https://about.puma.com/en/sustainability/environment [Accessed on: 15/11/17] Puma. (2017f) Code of Ethics. [Online] Puma. Available from: https://about.puma.com/en/sustainability/standards/coe [Accessed on: 15/11/17] Ravasi, D., and Schultz, M. (2006) Responding to organizational identity threats: Exploring the role of organizational culture. Academy of Management Journal, 49(3), pp. 433458. doi:10.5465/amj.2006.21794663 Reuters. (2012) Puma officials go to Cambodia after factory shooting. [Online] Reuters. Available from: https://www.reuters.com/article/puma-cambodia/puma-officials-go-to-cambodia-after-factory-shooting-idUSL5E8DN8S820120223 [Accessed on: 15/11/17] Rosauer, B.L. (2015) Three Bell Curves: Business Culture Decoded. [Online] Three Bell Curves. Available from: https://www.threebellcurves.com/THREEBELLCURVESCust1st41415.pdf [Accessed on: 15/11/17] Savitz, A. (2013) The triple bottom line: how today's best-run companies are achieving economic, social and environmental success-and how you can too. West Sussex: John Wiley Sons. Smith, J.D. (2008) Normative Theory and Business Ethics. Plymouth, UK: Rowman Littlefield Publishers. Sprinkle, G.B., and Maines, L.A. (2010) The bene?ts and costs of corporate social responsibility. Business Horizons, 53, pp. 445-453. The Local. (2011) Sweatshop claims hit Adidas and Puma. [Online] The Local. Available from: https://www.thelocal.de/20110129/32743 [Accessed on: 15/11/17] Zhao, J. (2014) Corporate Social Responsibility in Contemporary China. Northampton, MA: Edward Elgar.

Ronan by Taylor Swift free essay sample

We live in an era where music and art are two very different things. It is a world where music mostly revolves around how attractive a woman is, or promote drinking. This is the age of inappropriate songs. All the singers do is sing about partying and getting drunk, or just swear, swear, swear. But not all songs fall into that category. Such a song is Ronan. It was released in September 2012 as a charity single by Taylor Swift, who was inspired by Maya Thompson, a woman who wrote a blog for her son who had cancer and died in 2011. Swift read the blog, and was inspired by it, and the lyrics are taken completely from Thompsons blog, which is why Swift credited her as the co-writer of the song. The title of the song is the name of the 4-year old boy, Ronan. It was written in memory of him, and it seems as if Taylor Swift was the voice of Maya Thompson. We will write a custom essay sample on Ronan by Taylor Swift or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The lyrics are heartbreaking and will definitely bring tears to your eyes. The words literally paint the picture for you and you can see Ronan running around in front of you, playing with his toys. Swift has been acclaimed by critics, who call it her best work and the song as heartbreaking. Even though you do not know the boy, nor his family you still feel the pain his mother feels and what the boy went through. It is not just a song. It is a masterpiece. And it encapsulates beauty and emotion better than any song youve ever heard.

 Two Kinds by Amy Tan and Under Pressure Rescuing Childhood from the Culture of Hyper-Parenting (2008) by Carl Honoré Essay Example

  Two Kinds by Amy Tan and Under Pressure: Rescuing Childhood from the Culture of Hyper-Parenting (2008) by Carl Honorà © Essay â€Å"Do not live down to expectations. Go out there and do something remarkable† (Wendy Wasserstein). Expectations the belief to achieve something great in one’s life – are universally accepted. For many of us while growing up, our mothers have been an important part of who we are. Thus we as children learn to depend on them because they are always there when needed the most. Similarly, Two Kinds by Amy Tan and Under Pressure by Carl Honorà © are two texts which both examine the significance and underlying meanings of a mother-daughter relationship. These extracts are prime examples of a mother trying to live her life through her child. Two Kinds is a short story, which creates a dynamic connection between mother and daughter, demonstrating how the daughter best complies with her mother’s idealistic expectations. T he extract focuses on the idea of power and territory on the mothers side, while the daughter, for entertainment purposes, obeys her mother at a cost without questioning. The story is based on the complex as well as unfavorable relationship between a mother and daughter. Under Pressure in contrast is a self-help book with a didactic purpose, which explains how pushing children too hard at an early age will eventually backfire on the parents and society as a whole. Both extracts were written for adults. Especially parents, teachers and counselors will benefit from reading Under Pressure. While Two Kinds appeals to pathos, Under Pressure informs the reader using scientific facts to support a purpose. Two Kinds and Under Pressure are two extracts that employ differences in voice, organization style, and the characterizations of children as contrasting literary features while sharing a similar purpose. We will write a custom essay sample on   Two Kinds by Amy Tan and Under Pressure: Rescuing Childhood from the Culture of Hyper-Parenting (2008) by Carl Honorà © specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on   Two Kinds by Amy Tan and Under Pressure: Rescuing Childhood from the Culture of Hyper-Parenting (2008) by Carl Honorà © specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on   Two Kinds by Amy Tan and Under Pressure: Rescuing Childhood from the Culture of Hyper-Parenting (2008) by Carl Honorà © specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Initially, Two Kinds and Under Pressure are two articles that illustrate contrasting uses of voice. The titles Two Kinds and Under Pressure hold significance introducing the texts. The words â€Å"two kinds† illustrate the variety in a mother-daughter relationship. There are two kinds of daughters the one that obeys their mother and the other who follow their own mind. The reader can interpret the way in which her mother treats her child as foreshadowing the kind of woman the girl will grow up to be. As a child, the daughter is quiet and obedient towards her mother. However the mother’s actions foreshadow that a more rebellious side will eventually arise due to all the oppression. In fact, it is human nature that everyone has two sides to them, a â€Å"positive† and a â€Å"negative† side. Similarly the girl in the story is shaped by her two different cultures. In Two Kinds the narrative is told from a child’s innocent point of view, which contrast with the point of view of an experienced adult. The child tries her best to please her mum however, â€Å"after seeing my mother’s disappointed face once again† (Line 21), the girl accepts that regardless her mother, she has different expectations. The voice in Two Kinds is an issue of power and territory on the mother’s side, and compliance on the daughter’s part. Although this high pressure made the girl die within, did she never complain. â€Å"I hated the tests, the raised hopes and failed expectations† (Line 22) Her mothers pushed her child to do these tests guiding her unnecessarily in the wrong direction. In addition to that, irony is expressed throughout the extract. The mother expects her daughter to know all sort of fact without having any relation to the topic. â€Å"I had to look at a page from the Bible for three minutes and then report everything I could remember†(Line 17). The ridiculousness of the assignment is clearly expressed through the author’s voice. Quite on the contrary, Under Pressure uses a very formal, factual and strong voice that comes through to the audience. Under Pressure is a self-help book that is supposed to alert parents and educators and remind them of how children should be raised in the 21st century. Over the past decades, children have grown up under the pressure of being forced to accomplish too much. The title â€Å"Under Pressure: Rescuing Childhood†¦Ã¢â‚¬  reminds the reader that something has to be done to solve this problem. It symbolizes a new beginning, a new century in which children are allowed to grow up to be what they want to be, instead of what their parents want them to be. To emphasise the fact that pushing one’s child normally fails, Carl Honorà © uses voice as a literary device to contrast with Amy Tan’s description of her relationship with her mother. He analyzes parenting from a historical and scientific perspective. For instance, he begins by telling a story about an English writer who raised her daughter to be a prodigy, using dates, â€Å"eighteenth century†, (Line 1) and names, â€Å"Hester Lynch Thrale†, (Line 2) to emphasise that he has historical context to back up his message. However, in the story, the daughter never achieved anything great in life due to the high pressure she suffered under. By recalling this tale, the reader thinks about past events that help him or her make sense of the present, and therefore supports the author’s intention of the book. In addition when referring to the children, all parents would wish for an â€Å"uber-child† (Line 16). This word comes from the German word, ÃÅ"bermensch, meaning a super-human, in the sense that this human being has strengths and other skills uncommon to people. This explains the word uber-child, and the wish for parents to have a child, w ho is beyond human proportions. Through his word choice Carl Honorà © wanted to emphasize of the fact that each child is unique, and although driving a child onwards is good, too much pressure might ruin the child’s self-esteem and hope. In other words, Two Kinds and Under Pressure demonstrate differences in the voice of the narrator. Second, Under Pressure and Two Kinds demonstrate contrasting organizational styles as literary features. Both Amy Tan and Carl Honorà © use short sentences written in both active and passive voice, which allows for a more flexible sentence structure. Firstly the short story by Amy Tan is told from the perspective of a young immigrant girl, who is trying to please her mother. Her mother considers the American Dream to be true, and believes that â€Å"everyone can be anything they want to be†. Amy Tan portrays her moral to the reader through a tale. She begins with introducing the setting of the story and then continuous explaining the problems of the situation. The extract ends with an open ending â€Å"I began to cry† (Line 24) which leaves the reader wondering what would have happened next. These organizational styles attract the reader and keep him or her captivated throughout the short story and long after they have finished reading it. Two Kinds similar to Under Pr essure by Carl Honorà © is written to catch and inform the audience. Carl Honorà © is much more realistic, and portrays the life of a childhood which is defined by adults. Childhoods are being shaped and moulded by adult’s fantasies and fears, anxieties and agendas. Every aspect of a childhood is set to please the parents and not the child. Carl Honorà © uses a factual person, Hester Lynch Thrale, to prove his point. He begins by telling a story which is based on facts and not a memoir as Amy Tan has done. In addition he uses scientific facts to appeal to logos through the quote, â€Å"buried deep within the DNA†. Then gradually Carl Honorà © switches his style appealing to pathos through his written work. He reminds the parents that not everyone will end up â€Å"to be truly exceptional in any field† (Line 23) however with tolerance, love and dignity parents have the power to change and accept their children. Both writers launch the reader straight into the issue, and present the bleak picture of modern parenthood and touch upon the daughter-mother relationship having a deep effect on the reader, because each person is able to relate to this theme. However both authors also add their own sense of organizational style into their extract using different ways to attract the reader’s attention. For example Amy Tans text ends abruptly while Honorà © comes to a conclusion of how things should be done in the future. Therefore both extracts contrast the literary feature of organization style. Next Two Kinds and Under Pressure differ in their characterization of children as literary features. In both extracts children are viewed very differently. In Two Kinds, the mother is portrayed with power and the daughter never complains. However from the perspective of the daughter bitterness can be viewed. â€Å"I hated the tests, the raised hopes and failed expectations† (Line 22). The mother pushed her child to do these tests guiding her unnecessarily in the wrong direction. The character of the mother has an all-knowing personality, however this influences the growth of the girl in a negative way. The words â€Å"I began to cry† (Line 24) portrays a voice of lost hope and depression. Every time she did one of these tests did it not raise hope within the mother, but in her as well, willing herself to be extraordinary. Quite on the contrary Carl Honorà © wrote the book because he wanted to explain to parents how to approach children differently. The tone implies that the author wants to inspire parents to trust their instincts and encourage them to find a natural way to handle children. As Carl Honorà © said â€Å"A child is not a project or a product or a trophy or a piece of clay you can mold into a work of art. A child is a person who will thrive if allowed to be the protagonist of his own life.† The text by Tan gives quite a shocking image of a childhood while Carl Honorà © tries to clarify how children should actually be brought up. Both readers bring up the problems in mother-daughter relationship, which are a topic that concerns everyone. Tan and Honorà © differ in their characterization of children as literary features and therefore they are able to bring a similar message across to the reader very differently. A comparison of Two Kinds and Under Pressure as literary extracts shows a shared similarity in purpose. Through their extracts both authors want to portray the difficulties of a mother-daughter relationship. A common theme found throughout both texts is the way in which mothers express their frustrations when expectations are not met, and how in response children mimic their mother’s dreams and ultimately rebel against them. The extracts focus on the idea of how mothers use their power to criticize which leads their children to obeying their mothers without questioning. Both texts come to the conclusion that pushing a child to hard at an early age will end badly and lead to the break down of a child. Through these shared ideas, Tan and Honorà © were able to show a shared similarity in purpose. Two Kinds and Under Pressure are two extracts that employ differences in voice, organization style, and the characterizations of children as contrasting literary features while sharing a similar purpose. Each text focuses on the pressure of mother’s high expectations influencing a difficult mother-daughter relationship. Although the authors have the similar message their written work varies greatly in literary features. Two Kinds uses a voice of loss hope and confusion written from a child’s perspective while Under Pressure uses a more formal register to inform the reader. The extracts portray the yearning of parents for their children to be prodigies as well as the mother’s bitter resentment when the daughter fails over and over again. The authors of the text depict these two themes through different literary techniques and devices, making them different and similar from one another. Therefore Tan and Honorà © in Two Kinds and Under Pressure respectively use th e contrast of literary features of voice, organizational style and the characterization of children, while sharing the similarity of purpose.

Leadership and Management in Further Education The WritePass Journal

Leadership and Management in Further Education Abstract Leadership and Management in Further Education Abstract1. Introduction1.1   Rationale1.2   Research Aims1.3   Research questions1.4 Research Objectives1.5  Delimitations1.6  Ethical Issues/Permission 2.  Literature ReviewSummary3. Research Methodology3.1 Research designFocus GroupSemi–structured interviewsElectronic questionnaire4.   FindingsFormal Support  College PoliciesInduction and Probation Performance Management Reviews and AppraisalStaff Development and Training (SDT)Informal SupportConclusion4. RecommendationsReferencesRelated Abstract The aim of this assignment is to carry out a study into the support that managers at College X receive to enable them to feel a sense of satisfaction and value in their contribution to the college and its performance. The assignment reviews academic literature, on formal and informal mechanisms of support including induction, probation, performance management reviews, appraisal, and staff development together with informal methods such as peer support. The reviews, together with the use of primary research, seek to identify if the support offered to staff in college X enables them to feel as valued as the students, the education and training of whom is the core business of the institution. Analysis of the primary research has revealed that the College Executive together with the Governing Body is committed to ensuring effective support is available to managers in an integrated and meaningful way. In so doing ensuring that the performance of the individual and the college continually develop and improve. The main recommendations are that the performance management reviews and staff development support are firmly embedded into the college culture. This will ensure that strategic and operational level managers possess the skills required to effectively respond to the internal and, more importantly, external changes demanded of them whilst enabling them to develop a sense of achievement and job satisfaction. 1. Introduction 1.1   Rationale Further Education Institutions (FEI) have been charged by Welsh Assembly Government (WAG) through DCELLS and Estyn to ensure and make as their main priority that effective learner support mechanisms are in place to enable the learner to learn and succeed in a nurturing, safe and supportive environment. The research for this module will focus on the parity College X bestows on its managers, in respect of its responsibility to nurture and support them to achieve satisfaction in a similar way to its learners. In particular the use of formal and informal support mechanisms: their availability, deployment and level of effectiveness. The term ‘mechanisms’ is used to encompass the College policies and procedures that guide the manager and their teams to work effectively, the processes such as feedback on the performance of managers and the development and recognition required to create a sense of a job well done. According to Locke and Lathen (1976 cited in Tella, Ayeni Popoola) ‘job satisfaction is a pleasurable or positive emotional state resulting from appraisal of one’s job or job experience’. Estyn suggest that ‘Effective college leadership also requires that staff at all levels with leadership and management roles make an important contribution and understand, and are committed to their job roles’ ( Estyn 2010 p 33) in order for this to happen the use of support, training and feedback are required.   Support and feedback are ‘essential to the working and survival of all regulatory mechanisms found throughout living and non-living nature, and in man-made systems such as education system and economy’ (Business Dictionary seen 23.3.2011) so should be key to the continual improvement in the institution. 1.2   Research Aims To identify the effectiveness of the support mechanisms available in College X and how these impact on the performance of both strategic and operational level managers to positively increase their work effectiveness and sense of job satisfaction. To analyse the informal and formal methods of feedback, recognition and reward available to all managers to meet the needs of the institution, their personal needs and that ‘support and challenge them to do their best’ (ESTYN 2010 p 35). To examine the use of staff development as a tool for supporting continual improvements in the performance of strategic and operational managers and ultimately the performance of College X.  Ã‚   1.3   Research questions   What types of mechanisms are available in the college and to what extent managers are aware of and use these to give and receive support? To what extent does the senior management team create and maintain an environment that encourages individuals to feel valued by the institution? How does the use of feedback and recognition impact on the improvement of personal performance and accomplishment? How effective are staff development opportunities to support the strategic, operational and personal effectiveness of managers? 1.4 Research Objectives To identify the types of support available to all strategic and operational managers and their effectiveness in creating job satisfaction. To analyse the effectiveness of the performance feedback managers receive from their superiors. To assess the level of understanding managers have about their individual performance and its contribution to the college performance.   To evaluate the effectiveness in the provision of support offered through the use of learning and development opportunities.   To identify the processes by which outstanding performance is recognised. 1.5  Delimitations This research is practice based and has used College X as the only institutional focus. Should other researchers wish to use the information or primary evidence questions, anonymity and confidentiality must be assured. 1.6  Ethical Issues/Permission Permission was sought and granted by the Deputy Principal who has overall strategic responsibility for all staff development, performance management and quality. Full consent was given by participants in respect of collecting evidence through primary sources. Anonymity and confidentiality was assured by the author and the use of an electronic survey ensured only information on the responses was collected and not that of the respondent. No ethical policies or institutional regulations have been breached during the research of this assignment. 2.  Literature Review Whilst there are many management and psychological theories relating to job satisfaction and the concept of the positive effect of supportive relationships, the size of the body of literature available limits the author to use only some of the major theories as a starting point. The identification of what support is and how it effects job satisfaction is key to the content of this investigation, Soonhee suggests ‘that participative management that incorporates effective supervisory communications can enhance employees job satisfaction’ (Soonhee p1 seen 24.3.2011). The use of management texts, theories, reports and web based materials together with College X’s policies has resulted in a greater understanding in the assumption that ‘management support is seen as a key variable in the psychological well-being of employees.’ (Weinberg Cooper 2007 p160) and therefore need effective mechanisms by which they can support and be supported. Support can be given formally through policies and, as suggested by Everard and Wilson, ‘Recruitment, appraisal and training are three activities which should not be seen in isolation from each other but as part of a comprehensive approach to developing a proficient, well motivated and effective staff’ (Everard Wilson 2004 p 93). Informal and emotional support and feedback ‘may increase individuals confidence in their ability to deal with the challenges that confront them’ (Wainwright Calnan 2002 p 64) and ‘a well done or an objective signed off as completed can enhance the motivation to perform well in the future’ (Torrington Hall 1995 p318). ‘More and more companies are realising that while they cannot offer a cradle to grave security blanket, they have a responsibility to create an environment that nurtures the individual’s ability to grow and thrive’ (Couillart Kelly 1995 p 255). Maslow’s ‘hierarchy of needs’ addresses an individual’s base needs such as safety and security. In a work environment these can be clean work areas, positive personal relationships and sufficient work time.   The use of effective supervisory support can increase ‘self esteem’ needs through recognition, attention and confidence building. And the creation of ‘self actualisation’ can to some extent be achieved through the encouragement of individuals to be creative, demonstrate and utilise their innovativeness. Oldham and Cummings in 1996 (cited in Soonhee p 1 seen 24.3.2011) ‘found that employees produce the most creative outcomes when they work on complex, challenging jobs and are supervised in a supportive, non-controlling way’. To some extent Maslow’s classifications are similar, to the hygiene and motivation factors of Fredrick Herzberg’s two factor theory. As with Maslow, certain basic needs or Hygiene factors such as salary, status, working conditions, policies and psychological support have a direct effect on how a person functions within an institution. Herzberg’s motivational factors are therefore ‘ those aspects of the job that make people want to perform and provide people with satisfaction e.g. achievement at work, recognition and promotion opportunities’ (Kaur Kainth p 7 seen 25.3.2011). Recognition and reward should also be stimuli of job satisfaction, Steers and Porter in 1991 ‘identified the distinction between Intrinsic and Extrinsic rewards – extrinsic arising from an individual’s own sense of satisfaction and from financial benefits (pay, health support) and intrinsic – between the individual and system wide rewards such as pride in the organisation’ (Steers and Porter cited in Gess 1994 p 87). However within the current financial Further Education (FE) environment, extrinsic factors may be limited by college accountability for the use of publicly funded finances. Couillart and Kelly state that ‘whether held implicitly or explicitly, consciously or subconsciously each person has adopted a unique mental system of rewards. And whether informally consistent or not, that reward system is what motivates one on a day to day basis’ (Couillart and Kelly 1995 p 241). This suggests that employees can develop extrinsic and in trinsic rewards though their own and their institutions Mission, Values and Vision. Torrington and Hall suggest that ‘planning the training, development and resources necessary for employees to achieve their objectives is imperative. Without this support it is unlikely that even the most determined employee will achieve the performance required’ (Torrington Hall 1995 p 317). Managers, like students need the opportunity to learn and become proficient in the acquisition of new skills. Therefore, a key function of management is to ‘ develop an ability to help individuals recognise their needs for development and facilitate the professional and personal development needed’ (Murgatroyd Morgan 1992 p 146). The use of formal support mechanisms such as Performance Management Reviews (PMR) enable line managers to guide their subordinates to undertake development however ‘ a systematic and structured approach to identifying individual needs implies that there should be an equally structured approach to responding to those needs’ (Oâ₠¬â„¢Connell 2005 p 175). Policies are another form of support available to the manager. Mullins suggests that they ‘clarify the roles and responsibilities of managers and other members of staff and provide guidelines for managerial behaviour’ (Mullins 1985 p 301). Thus they enable a manager to be supported by institutional procedures and respond quickly without having to consult superiors as to the actions they take. This is a form of empowerment and implies a level of trust which has ‘been identified as one of the keys to successful management and indeed positive relationships at work’ (Weinberg Cooper 2007 p 162). The use of informal methods of support can be equally successful in developing job satisfaction, ‘supportive peer relationships at work are potentially more available to the individual and offer a number of benefits’ (Torrington Hall 1995 p 429) including ‘ accessibility, empathy, organisational experience and proven task skills’ (Cromer 1989 cited in Torrington and Hall 1995 p 429). Peer and team meetings also allow managers ‘ to have their say in an impartially led session, thus permitting emotion to be expressed’ (Weinberg Cooper 2007 p 170) Summary The use of formal and informal support enables the manager to work effectively as an individual, as part of a team and organisation. The need for College X to continue to develop responsive support mechanisms that parallel those given to learners is imperative. Senior managements need to ensure that whist the support mechanisms such as appraisal and staff development are in place, the basic physical and psychological needs of security, safety and satisfaction are addressed. 3. Research Methodology 3.1 Research design The use of a case study based on the real working application in College X is the most effective method of undertaking this small scale research. It presents an opportunity to focus on relevant aspects of the formal and informal mechanisms used to support managers at both strategic and operational levels ‘†¦ with a view to providing an in-depth account of events, relationships, experiences or processes’ (Denscombe 1998 p 32).   The research methodology centres on the involvement of managers and the mechanisms by which they are supported and how these affect levels of effective performance and job satisfaction. The primary sources of evidence come from a focus group, semi-structured interviews and the use of an electronic survey. The use of the qualitative responses from the focus group and semi-structured interviews contribute to the main bulk of the findings. Each group or individual was interviewed in privacy without the line-manager present to allow for a free and frank discussion, was shown a diagram illustrating the interaction of support systems (Appendix 1). All responses are anonymous and no information from the research sources was distributed or discussed with other participants. Focus Group The use of a focus group with six middle/operational level managers enabled the views of both academic and functional areas across the college to be identified. The managers were specifically selected, as they all have very different job roles and specifications within the college, and were therefore able to reflect on the different types of support they needed and received in respect of ‘clarity of performance goals and standards, appropriate resources, guidance and support from the individual’s manager’(Torrington Hall 1995 p 316). Each manager selected contributes to different facets of the strategic plan and where possible each has a different line manager so a possible correlation could be identified in respect of how management techniques and personality affect the support given – no formal measurement tools were used to identify this quantifiably. The participant’s views were given freely and no prompts were given by the interviewer, this all owed for a free discussion to take place. The results of the discussion are noted in bullet point form in the appendices. Semi–structured interviews Semi-structured interviews were held with the Human Resources (HR) officer; one of the two Vice Principals (VP); two of the four Faculty Directors (FD) and Clerk to the Corporation (CC) (Appendix 3). The findings from the interviews give an insight to the way support and job satisfaction is seen from the perspective of the Governing Body (GB) and how this is cascaded through the College Executive (CE) to the strategic and operational management levels. The questions used for the VP and FD were the same as those used in the focus group (Appendix 3), primarily to identify if there were any differences in the perception of support and job satisfaction across managerial levels. The HR officer (HRO) interview (appendix 4) identified formal college policies and processes in respect of support and job satisfaction. The HRO is currently tasked with reviewing the PMR and is therefore aware of some of the issues being researched. Electronic questionnaire The electronic survey (Appendix 5) was sent to twenty four cross college managers at operational and strategic levels after interviews to prevent prompting. Twenty responses (83%) were returned. As the group of respondents is small, actual numbers not percentages are used. The questions have been formulated as statements to identify the level of understanding felt by the participants, in relation to whether they agreed or disagreed; there is no neutral response as all participants have involvement with the college support mechanisms. The questions used were arranged in sequence from induction through to job satisfaction because ‘ order inconsistencies can confuse respondents and bias the results’ (Mora 2010 p1). Summary The use and responses from the primary research methods enable the author to identify some of the positive aspects and potential issues of management support within College X and to what extent they have in providing a level of job satisfaction to its managers. This together with the literature review will enable a greater understanding of the mechanisms used to ‘respond to the new needs of employees and the environmental changes of the organisationand that which executive leaders and managers should confront to facilitate participative management’ (Soonhee seen 24.3.2011). 4.   Findings ‘When a Master governs, the people are hardly aware that he exists. Next, best is the leader who is loved. Next, one who is feared. The worst is one who is despised. If you don’t trust the people, you make them untrustworthy. The Master doesn’t talk, he acts. When his work is done, the people say â€Å"Amazing: we did it, all by ourselves!† (Lao Tzu, translated by Mitchell 1999 p16) The findings of the primary research and literature review seek to identify if the support mechanisms used by the college do in fact enable its managers to gain a feeling of satisfaction or achievement in their job roles without impinging on their sense of autonomy. Formal Support   College Policies College policies available on the intranet should give managers instant support in respect of specific issues and procedures. However, to address them they are not always aware that policies exist or how to use them. When a policy is introduced training should be given which as one interviewee responded is â€Å"meaningful and enables line managers to have a clear understanding of the support offered†, this in turn allows them to take ownership, and, for example, no middle managers interviewed were aware the college had a Stress Management Policy, a vital document which would have been useful as several of them have current issues with â€Å"stressed staff†. Induction and Probation College X provides all managers with a range of policies and processes that should offer effective cycles of support through the ‘ three key aspects of effective performance planning performance; supporting performance and reviewing performance’ (Torrington Hall 1995 p 317). Formal approaches to the giving of support provide a balance that encourages managers to feel confident and trusted to make the right choices within the confines of college procedures and ‘yet underline the feeling that there is not a stigma in asking for help’ (O’Connell 2005 p174).  Ã‚  Ã‚  Ã‚   When participants were asked about the formal processes of induction and probation the responses showed that although the processes were informative and well organised, there were limitations in the effectiveness of ensuring a new post holder felt adequately prepared to undertake their job effectively. These responses may in part be due to the lack of formal standardisation in the way line managers (LM) conduct the induction of new staff. Each adapts the process to suit their sections perceived priorities. Some have very supportive methods e.g. one manager gives new staff a memory stick with guidance to policies and procedures and a list of frequently asked questions. HR arrange a termly focus group to help new appointees, and these according to the HRO could be more timely as they often fail to be of use especially to new managers who have to react to rapid change usually brought about by external demands. The personality of the LM also affects induction and probation, several of the interviewees said their LM had been extremely supportive and that a â€Å"good working relationship had been established†, this was illustrated in the questionnaire responses to question 5.    The use of probation periods should allow an open platform for discussion however managers found difficulty discussing negative aspects partly because of fear of grievances being taken out against them. Where there is a conflict of interest, HR will try to match up managers who have the right approach for that subordinate. Performance Management Reviews and Appraisal PMR and appraisal should be the formal drivers of support in an institution, ‘an effective appraisal should not produce surprise: it should be an honest summative statement ’ (Tranter 2000 p 152) which ‘ offers a number of potential benefits to both the individual and the organisation’ (Mullins 1985 p 639). The PMR used in College X is currently under review as the GB feels there should more analysis of data and dovetailing of appraisal and staff development in the process, a view shared by several interviewees. The CE also recognise that the current provision/policy is not fit for purpose mainly because of the ‘one for all’ documentation which does not reflect the range of activities, duties and responsibilities staff. The questionnaire responses for 6 and 7 identify that PMR is not universally seen as a positive and constructive experience although it gives a positive sense of well being and satisfaction. The current PMR is an annual process; all interviewees felt this was ineffective as it was â€Å"difficult to remember and recognise performance across the year† and the idea of a phased or continual review based on both quantative and qualitative data would be more effective. There were however concerns that constant review could result in the ‘Big Brother’ effect and managers would lose their autonomy. The HRO tasked with reviewing PMR suggested â€Å"there is a need to incorporate appraisal and general performance into the Performance Policy†. As a result of the suspension, managers felt they have had to self evaluate relying on externally set performance indicators; these include Tribal Benchmarking, External Audits, Quality Development Plan (QDP) and the Self Assessment Review (SAR).   Formal feedback is essential, as suggested by Herzberg for increased motivation and ‘ for finding ways of challenging and renewing the work of a team so that it can continuously perform at increasingly high levels and transform its work from being acceptable to outstanding’ (Murgatroyd Morgan 1992 p 151). Therefore to ensure managers are challenged and perform effectively the development of a new policy tool is seen by the GB as key to ensuring adequate support is identified and appropriately given. The responses for question 12 indicate that almost half the respondents do not receive the encouragement and challenge to explore learning and new skills that could positively influence their job satisfaction.    Appraisal is an effective method of communication, especially in relation to strategic objectives and innovation; it can act as a sounding board for managers to propose the changes needed for team and personal performance, Interviewees, especially at senior levels, felt this mechanism was important however the â€Å"lack of opportunities due to workloads could be frustrating because of the limited time to talk – this is not a criticism, just that everyone is busy†. All interviewees felt a sense of loss because of the suspension as they felt it was as important a means of support for their teams as it was for them. PMR enables the work and innovation of managers to be formally recognised, and the CE and GB encourage feedback of good practice to be formulated as resolutions which are rolled out across the college. Middle managers (MM) questioned felt that although work was recognised by their LM but they felt disheartened when it was not always passed on the senior management.   According to HR there should be a formal and consistent vehicle to notify staff of a job well done. The GB do send letters congratulating staff and commendations are minuted. O’Connell suggests ‘we valued the ‘individual’ member of staff and thereby made him or her ‘feel valued’ (O’Connell 2005 p 157). At a recent prize giving ceremony the Principal thanked staff publicly for their hard work as ‘senior management need to recognise, celebrate and reward quality improvements’ (Torrington Hall 1995 p 303). This act made all managers feel proud to be a member of the college. Staff Development and Training (SDT) ‘The job holder is uniquely placed to understand his or her needs, although support and training are likely to be necessary’ (Wood, Barrington Johnson cited in Goss 1994 p 75). All managers in the college participate in development and training much of which is self motivated. One interviewee commented that they had received more SDT in the first six months of working at College X than they did in their previous employment of twelve years. The GB fully support staff development and have taken the decision to keep the SDT budget high for 2010-11. However they want the college to develop a more synergised approach to SDT by linking the needs of the strategic plan directly to PMR. Question 9 implies that there does need to be more focus on SDT via the PMR, thus supporting the GB’s strategic direction. Interviewees of all levels stated that no external development opportunity was rejected however there appears to be little evidence of how reports on training effectiveness and its methods of utilisation within the college are recorded and distributed, one suggestion for this was the use of SharePoint. SDT targets are set for each unit or school in the college. Most managers felt there was little initial training in operational management skills. It has been proposed that when the new PMR policy is introduced all new management appointees should have to undertake formal training in leadership and management skills, in line with Institute of Leadership and Management (ILM) criteria. Informal Support The majority of interviewees agreed that â€Å"their peers gave them a sense of companionship and support that really helped them in the college†, however others felt isolated due to the nature of the post. The introduction of a mentoring programme could alleviate this by ensuring all managers have the same level of security and collegiality.   FDs felt they rarely meet as a group and when they did â€Å"it tended to be due to crisis management, but it does allow us time to talk†. Informal and flexible support that was not rigidly monitored, i.e. an open door policy gave the majority of interviewees and questionnaire participants a sense of positivity and support. All participants emphasised the need for Away Days – planned time when ‘   effective teams will stop working and review the quality of their ways of working (Murgatroyd Morgan 1992 p 145) enabling those involved to reflect as a group on past performance and develop new initiatives. The concept was introduced by the CE as an opportunity to involve all managers in the development of the college strategic plan. The most recent event enabled the CE and GB to give managers a strong sense of psychological support and security in troubled transformational times and established a shared mission, vision and values (Appendix 6). Summary Through examining key issues it is evident that a well structured management support system is necessary in order for those involved to feel confident and valued and fulfil the performance targets set internally and externally.   The development of the new PMR, appraisal and induction processes together with a more integrated approach to SDT should enable managers to function to greater effect. The CE and GB are clearly aware of the need for proactive rather than reactive systems. The last staff satisfaction survey had a disappointing response of only 23.5%. Hence, the GB tasked the Principal, HR and Chair of the HR Committee to identify ways of increasing participation in future, as it is a key indicator of how the college is viewed as well a measure of job satisfaction amongst its employees. Effective PMRs, development and training, attention to the emotional and physiological needs of being valued, trusted and empowered should therefore create ‘ confidence, loyalty and ultimately improved quality in the output of the employed’. (www.emeraldinsight.com seen 23.3.2011). Conclusion The aim of this assignment was to identify the effectiveness of the formal and informal support mechanisms available to all managers of college X. And if the psychological, social and development needs of employees are supported to the same extent as that of its students. From the results of the primary research it is evident that the available support does enable managers to carry out their day to day job roles. However this is not consistent across the college and the experiences of managers varies greatly, as one interviewee said â€Å"if you open me up I will have the college name through me like a stick of rock† illustrating the feeling of well being and genuine job satisfaction created by good support†. However at the opposite end of the spectrum, another commented â€Å"there is no incentive – when you do introduce something innovative someone higher usually takes the credit and gets recognition†. Students have a plethora of support including; course tutors, learning coaches, counselling and financial support. To some extent this research does suggest that the majority of managers do have comparable support from their superiors, use of HR expertise and staff development. It is not sufficient to just have those resources, it is how their effectiveness contributes to the improvement in performance of the managers they support.   Managers at all levels receive feedback on strategic or operational targets and indicators that is the priority although much of the feedback is ‘ad hoc’ and not recorded although many managers liked this informal approach. Ensuring feedback is regular and consistently applied coupled with finding the appropriate time and arena is proving to be a more difficult aspect to resolve. The autonomy given to managers by the CE permits them to carry out their duties in a way they see fit, as one interviewee said â€Å"I’m paid to do the job, not continually ask what is to be done†, another commented â€Å"trust is absolutely a positive aspect, although there is no direction from my line manager, I feel empowered†.   Trust and value in the individual’s judgement is seen by the majority of managers as implicit for the mature and positive work environment at college X. The current support mechanisms are suggested by interviewees, as somewhat inadequate and outdated in respect of the feedback and development they need to undertake the roles and performance demanded of them in the fast changing climate of FE. Fletcher suggests that ‘ all systems have a shelf life – perhaps changes are required to the system to renew interest and energy ’ (Fletcher cited in Torrington Hall p 327) and it is evident that the GB and CE are pro-actively committed to creating an environment where all supportive systems are integrated, have meaning in their relationships and recognise positive contributions from the individual employee and their effect on the performance of the institution as a whole. 4. Recommendations At the end the focus group and interviews, all participants were asked what changes they would like implement so as to create a more supportive work environment which promotes job satisfaction. Many of these concur with the findings of the research undertaken. Develop a system of mentoring and continue more effective induction and probation periods, which is timely and enables new managers to have first hand guidance and support in respect of college procedures and procedure thus enabling them to undertake their duties effectively from the very start.   Improve lines of communication in respect of the recognition and distribution of good practice by developing greater use of peer groups so that managers of all levels do not work in isolation benefit from the support of others. And increase the use of ‘away days’ to inform, give direction and feedback to strategic and operational managers thereby engaging everyone in the improvement of performance in college. The anonymous data and findings collected for this research should, with the permission of all interview and questionnaire participants contribute to the current review of the PMR and appraisal processes. Introduce effective methods of development and training to ensure all managers are aware of and confident in the use of procedures identified in college policies, this has been identified by the GB as a priority. Establish through a skills audit or needs analysis a programme of management training for the next academic year in relation to actual issues such as conflict training, people management and motivational skills thereby ensuring their subordinates are effectively supported and managed. Develop a system that enables the information and knowledge gained from development and training events is available for circulation amongst managers and appropriate measures are introduced to ensure value for money and positive outcomes in performance. Use the findings of this report to act as a foundation for further research and literature review in preparation for dissertation. References Couillart, F. J. Kelly, J. N. (1995) Transforming the Organisation. New York. McGraw-Hill Cromer, D.R. 1989 cited in Torrington, D. and Hall, L. (1995) Personnel Management HRM in Action. London. Open University Press Denscombe, M. (1998) The Good Research Guide. Philedelphia. Open University Press Estyn (2010) As Self Assessment Manuel for FE Colleges. Cardiff. Estyn Everard, K.B. Wilson, G.I. (2004) Effective School Management (4th Edition) London. Sage Publishing Fletcher, C. 1993a cited in Torrington, D. and Hall, L. (1995) Personnel Management HRM in Action. London. Open University Press Goss, D. (1994) Principles of Human Resource Management. London. Routledge emeraldinsight.com/journals.htm?articleid=864997show=html seen 23.4.2011 Kaur, G. Kainth, G,S. papers.ssrn.com/sol3/papers.cfm?abstract_id=1784465    Locke, E, A. Latham, g. R. (1990) cited in Tella, A. Ayeni, C.O. Popoola, S.O. www.webpagesuidaho-ed/-mbolin/tella2pdf Mora, M. 2010 Using Questionnaires. Seen 10.11.2010    Mullins, L, J. (1985) Management and Organisational Behaviour. London. Pitman Publishing    Murgatroyd, S. Morgan, C. (1992) Total Quality Management and the School. Buckingham. Open University Press Neath Port Talbot College Staff Satisfaction Survey 2010 OConnell, B. (2005) Creating an Outstanding College. Cheltenham. Nelson Thornes Oldham, G. R. Cummings, A. (1996) cited in Soonhee, K. http://campus.murraystate.edu/academic/faculty/mark.wattier/Kim2002.pdf Soonhee, K. http://campus.murraystate.edu/academic/faculty/mark.wattier/Kim2002.pdf Steers, R. Porter, L. (1991) cited in Goss, D. (1994) Principles of Human Resource Management. London. Routledge Torrington, D. and Hall, L. (1995) Personnel Management HRM in Action. London. Open University Press Tranter, S. (2000) From Teacher to Manager. Harlow.   Pearson Education Weinberg, A. Cooper, C. (2007) Surviving the Workplace. London. Thomson Wood, S. Barrington, H. Johnson, R. (1990) Cited in Goss, D. (1994) Principles of Human Resource Management. London. Routledge www.businessdirectory.com

Persuasive Memo Research Paper Example | Topics and Well Written Essays - 1250 words

Persuasive Memo - Research Paper Example After a lot of reflection and consultation, I feel the company should preserve the surroundings by ensuring that water released into the environment prior to manufacturing is fully treated, which is a low cost program for Boston Beers and will reduce on water pollution. The following is a discussion on how it will benefit the community and the company. Concerns in the Community Resources such as clean water and air are getting more elusive daily, both in the community we operate within and in the world over. In Boston, Massachusetts, one of the major problems faced is water pollution (USEPA, 2013). Some members of the public continue to raise concerns over the frequent pollution of their primary water sources, water that they use for drinking, domestic consumption and industrial uses, among other things (USEPA, 2013). Often, members of the public have articulated that unclean water infiltrates their water lines, causing the water supplied to be unusable, especially domestically. In a study conducted, it was discovered that on the pollution index, water pollution in the Boston area went as high as 35.71% (MassDep, 2012). The study was based on water collected from beaches, rivers and residential areas. The beach waters were voted most polluted owing to the quantity of chemical effluent discovered on testing the samples collected from them (NRDC, n.d.). Apart from chemicals, the waters generally consisted of other wastes such as plastics and sewage. This has raised major concerns over the measures taken by the relevant parties in ensuring access to clean and usable water in the community. Where Boston Beers Comes in Boston Beers Company has a role to play in ensuring reduction in the level of water pollution in the environs of the company. The company is not solely to blame for water pollution. Even so, there are several reasons as to why the Boston Beers ought to be at the front line in making efforts to reduce water pollution. They are as listed. The samples of water that underwent testing, especially water from rivers, was high in brewery effluents. Brewery effluents are rich in nitrogen, carbohydrates, and cleaning reagents (Massachusetts Ports Authority, 2013). These are some of the wildest and most common water pollutants and are notorious for reducing oxygen in the water and consequently a rapid depletion in plant and animal life. It also leads to many avoidable ailments in the community that stem from consuming contaminated water. Secondly, Boston Beers Company performed poorly on the rating scales for measures against water pollution (USEPA, 2012). The company’s performance reflects in community’s opinions. As far as the community is concerned, Boston Beers is not doing enough to protect the environment against water pollution. This fault needs to be dealt with promptly and in the best means available. Finally, Kim Morotta of the MillerCoors once stated, â€Å"Without water, there is no beer†. Polluted water is rendered unusable for consumption and production (Massachusetts Ports Authority, 2013). As a company that is highly dependent on a steady flow of water, which is one of the primary ingredients, there is need for Boston Beers to participate actively in guaranteeing a steady flow of water. The Program and Implementation As earlier stated, the aim of the program is to protect the en

None Essay Example | Topics and Well Written Essays - 1250 words - 1

None - Essay Example In order to understand the poem properly, one needs to pay attention to its key words. According to Elizabeth Bishop, every word in poetry matters. The need for close poetry reading reading is conditioned by the value of each meaning for the general picture (Bishop). Since there are not many words in each poem, one needs to have a clear understanding of every word used by poets in their woks. Aftermath by Longfellow consists of only two stanzas; the word choices are very accurate and clear. The title is crucial in this case so it is necessary to define what aftermath means and research the etymology of this word. In the Online Etymology Dictionary, it is stated that the origin of the word aftermath dates back to 1520-s. It meant â€Å"a second crop of grass grown after the first had been harvested † and consisted of two parts after + an Old English word mà ¦Ãƒ ° that was defines as cutting grass (â€Å"Aftermath†). The figurative meaning of this word appeared later in 1650-s. Contrary to this original meaning, now aftermath is defines as â€Å"the consequences of significant unpleasant event† in the Oxford Dictionary. Obviously, Longfellow uses both meanings to intensify the overall impression after reading the poem and give readers a hint about its content. The first line of the poem underpins the etymology of the word aftermath, â€Å"When the su mmer fields are mown† (Longfellow). In the next line Longfellow moves to a short description of the next season, â€Å"When the birds are fledged and flown† (Longfellow). The word fledged means that birds have already grown up and their wings are ready to fly long distances. With the next line â€Å"And the dry leaves strew the path† readers understand that the poet talks about autumn when nature fades out and birds fly away to warmer places (Longfellow). The transformation of nature is continued further in the next lines where the fields covered with snow continue the cycle of lead to new grass and its

Data Mining Essay Example | Topics and Well Written Essays - 250 words - 1

Data Mining - Essay Example Irrespective of the technique, data mining can be broadly carried out in three steps in generic terms: classification (applied to group data based on set rules), association (the relation between objects within the group is identified) and sequence analysis (the sequence in which a data repeats itself is identified). The major pitfall for data mining is that, in some cases the process becomes disorganized without any set goals or objectives. This results in wastage of time, effort and investment. The other pitfall is that the programmers involved in the data mining process may not have sufficient business knowledge to understand the objectives or the information that can be retrieved. Sometimes, for a given data mining problem, the relevant data in the available data can be insignificant. In the case that has been presented, the airline utilizes the data available about its customers that were collected via. the frequent flier program to identify patterns in consumer behaviour. The airline employed data mining process in order to increase the responses from the customers and also to increase the value of response. Based on this information, the airline can then propose offers based on the results. This will increase the response rate as the offers are planned based on the results of customer preferences. Data mining can be widely applied to many industrial sectors. Retail and Telecommunication companies can make use of data mining in a number of ways to increase their revenue. Retail companies have a vast amount of data on the customer preferences and their purchase patterns. This data can be mined to identify consumer behaviour. In the telecommunications sector, the companies can mine the data they have about their subscribers to make value based propositions targeted at the customers who are of high value to the

Organisational Dynamics and Culture of Mcdonalds

Organisational Dynamics and Culture of Mcdonalds McDonalds is spread across 31,000 restaurants all over the world and serves over 52 million people in about 119 countries each day. The company can be proclaimed as the worlds largest food retailer.  The work culture of McDonalds very much depends upon the manager. The managers do not try and put any vertical barriers between themselves and their employees. They display real concern for the emotions and well being of their employees. McDonalds corporate management focuses on training and leadership which is permeated at all levels through Hamburger University. On the university website, they quote McDonalds founder Ray Krocs ideology which is training-oriented: If we are going to go anywhere, weve got to have talent. And, Im going to put my money in talent. This shows that McDonalds considers its crew members as elements that cannot be replaced. Because training is not limited to just the top-level executives, McDonalds is able to ensure that its culture is spread at all levels and reinforced through education and promote that employees still remain important to the organization. Ravi Sharma, restaurant manager at McDonalds outlet in New Delhi concurs At McDonalds, the work operations are such that Ive been exposed to different aspects of business including finance and leading teams. This is one place where one can get complete orientation and training to lead and develop the organization. McDonalds offers different shift schedules so that everyone can achieve a good balance between their work and their personal lives. Some individuals want to work fulltime while some are part-time workers who have to fulfill some social obligations as well. The job being a low-skilled one, another employee can always step in to fill for a part-timer.  This provides a feeling of empowerment to the employees who can always adjust and allows for mutual trust to develop between manager and the employees on the basis of respect for each other. Saurabh Mishra, also a McDonalds restaurant manager at Lucknow agrees Such flexible schedules as well as wages which are competitively benchmarked, superior management training and other opportunities, such benefits help us believe that we are a valued part of our team. The success of McDonalds is based on a simplistic yet very effective formula which involves standardizing the service to the smallest detail, maintaining strict control on the quality of service and developing cost efficiencies by employing cheap, young, unskilled labour who is supervised by managers. The business grows by involving franchisees and entrepreneurs who really look forward to be associated with the brand. McDonalds is characterized by the importance of the system over the individual and breaking down the work into simplistic steps. As an assistant manager at one of the restaurants of McDonalds adds Little do people know that not just the management but even crew members require some talent. I see it everyday in my store and I feel proud at working with such people -the speed, planning of things, solving problems, taking care of hospitality, teamwork, and most importantly, a positive attitude In most organizations, norms do not result due to sharing of values among the members of the organisation; rather the rules and practices of the organization play a much bigger role in defining the culture thus, making both values and practices as the determinants of the culture and norms. With franchisees spread wide and far across the globe, the core values of McDonalds Quality, Service, Convenience and Value are inculcated deeply into managers who are trained at the Hamburger University, so that uniformity can be maintained all around. In performance of each task right from making eye contact to how to smile during transactions, a standard is maintained by the counter staff. Thus, in a system of command and control which is increasingly centralized, culture is characterized as an entity with limits but with definite identity and mannerisms. McDonalds approach is universal when taken in a context where standardization and integration are treated as foundations of the business. It is a methodical approach to doing business where emphasis on established practices and standards is important for smooth operations. This approach, which is somewhat bureaucratic, makes the employees behave in a certain manner during their work hours due to the influence of organizational practices which are under strong control. With their jobs being quite regulated, even employees who do not find favour with such tightly controlled work, adhere to these norms. This match between the ideas of the employee and the business is what acts as a cornerstone of success for McDonalds. VALUES AND PRINCIPLES OF MCDONALDS The core values McDonalds live by McDonalds, worldwide stands for Q,S,C and V i.e. Quality, Service, Cleanliness and Value which translates into providing customers high-quality products which are served pleasantly in a clean environment and at an affordable price McDonalds believes that it is important to invest in people as there are qualified people coming together from diverse backgrounds and it is important that they work together to ensure success for the organization Honesty and integrity to be the cornerstones for all business approaches and strategies Orienting and providing support to systems that ensure success Being proud of achievements but also having the intention to progress further The guiding principles Confidence to exceed customers expectations at every opportunity possible Corporate, Franchisees and Suppliers are the drivers of success for the organization McDonalds considers franchising as a priority and in collaboration with the franchisees, strives to make strategies that are beneficial for the customers VISION AND MISSION OF MCDONALDS To be the best and numero uno global fast food provider The mission for brand McDonalds is to become the customers favourite in defining the way they eat and also try to improve the operations to the level where it surpasses the expectations of the customers FUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL CULTURE Strong organizational culture McDonalds has a very strong sense of its organizational history as they are proud of their single store humble origins which acts as a motivator for employees Globally supports the employment of youth by recognizing their contribution in the growth of the organization Encouraging pro-social initiatives like the Ronald McDonald Foundation for better relations with local communities Focus on retaining promising employees by offering good growth opportunities McDonalds emphasis on the process of Entry Socialization which is an effort at investing into potential leaders and grooming them for organizational excellence McDonalds employee-friendly offerings include flexible shift scheduling, incentive of free meals and provision of McCrew Care an elective health insurance option Frequent opportunities of promotion from within the system and also, more opportunities of a increase in salary DYSFUNCTIONAL ASPECTS OF MCDONALDS ORGANISATIONAL CULTURE Centralized decision-making structure: A very centralized scope of authority means that employee work profile consists of limited responsibility and lack of any opportunity to exercise individual initiatives Most employees are under the age of 20 and for most people, it is their first job. Employees thus, tend to identify more with their coworkers partly due to them not offering any decision-making input and a high-stress, fast-paced environment takes its own toll on the identification of the employees with the organization Tolerance for conflict is very low as it is important for employees to adhere to the work groups , individual initiatives are not encouraged and differing views remain muted to the level of employees and does not figure at the organizational strategy level Not much focus on implementing service motivators and few opportunities for recognition and growth in the present system except for those who plan to stay with the organization for a longer period of time EVALUATION OF MCDONALDS CULTURE: PROCESS CULTURE Procedural Complicity is important for employees Sticking to norms and procedures strictly Punctual and obedient people suit the structure of an ideal employee Authority-Obedience management rules the roost as interference in decision-making is reduced to bare minimum. The scope of authority is more centralized in practice as the decisions are made by top management while the crew members and lower-level staff just follow procedure Horizontal Division of Labor: There is specialization in labour and emphasis is there on conformity in the production of final output HOW CULTURE CAN CHANGE Facilitating the flow of communication in the organization by means of vertical decision-making Make efforts at alleviating job boredom and humiliation of the employees as they are the key for successful running of the restaurants Decentralization should become a more prominent determinant of future strategies of McDonalds Lower level managers should have more responsibility for decisions that are instrumental in bringing changes in the working of their branches Involvement of crew members in development of initiatives at innovating work structure and responsibilities Developing a Work-hard/Play-hard culture where employees derive satisfaction through increased involvement in work and make efforts at ensuring limited risk-taking individually Encouraging subordinates to take on more responsibilities in order to make them self-reliant in decision-making Ensuring that employee tasks are frequently rotated so that they become knowledgeable about different business skills which includes crucial skills like finance and accounting Take on more risks: Each franchisee must be allowed freedom in deciding promotion strategies and service offerings which are instrumental in increasing individual autonomy and improving relations with local community Ask employees to be a part of brand restructuring initiatives. For example Designing more attractive uniforms where employees feel proud in making a brand their own HOW TO IMPLEMENT CHANGE Employee responsibility and inclusion should be the focus for a new management strategy. Brain-storming sessions with employees, especially lower level employees which involves taking their inputs and suggestions for improvements and innovations in service offerings Create a new training program for newly-inducted restaurant employees that will focus on education, growth and responsibility and orientation for different tasks which are important for smooth operation of the business which include inventory control, budgeting, and scheduling Offer plans to help employees in continuing their education even while they work at McDonalds by paying for their education Create an outreach program for new managers, which is voluntary in nature, for 2 weeks a year wherein they go and work in their communities so that when they come back, they can provide insights on their communities to the organization for better offerings