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

The Impossibility of Female Desire in Pygmalion and The Awakening Essay

In â€Å"The Power of Discourse and the Subordination of the Feminine,† Luce Irigaray argues that, because society uses a patriarchal language that privileges male-gendered logic over female-gender emotion, there is no adequate language to represent female desire. She writes that â€Å"feminine pleasure has to remain inarticulate in language, in its own language, if it is not to threaten the underpinnings of logical operations† and, because of this, â€Å"what is most strictly forbidden to women today is that they should attempt to express their own pleasure† (796). This inability to articulate female desire means that female desire becomes unutterable, something that cannot be expressed. According to Irigaray, this unutterable-ness of female desire in patriarchal language leaves only one option for women to attempt to express their desire and that is the act of mimicry or mimesis. Mimesis is not an attempt to represent female desire in patriarchal language; inst ead, mimesis is in attempt through the use of patriarchal language to reveal that female desire cannot be presented, a way to â€Å"make ‘visible,’ by an effect of playful repetition, what was supposed to remain invisible – the cover-up of a possible operation of the feminine in language† (795). Mimesis exposes how patriarchal language disallows or denies female desire by circling around the absence of that female desire, by making its absence perfectly clear in a patriarchal discourse. The concept of a patriarchal discourse, necessary to Irigaray’s argument, is an example of a shared interpretive community, a term coined by Stanley Fish that refers to a discursively-created set of ideas, beliefs, and interpretations that belong to a community or multiple communities. The most important aspe... ...etative community of patriarchal language, does not allow for the existence of female desire and kills what little life it had in Eliza in these last lines. In the end, the characters of Edna and Eliza reveal the impossibility of female desire, of their having desire, within a culture that cannot articulate or name it. Works Cited Chopin, Kate. The Awakening. Ed. Nancy Walker. Boston: Bedford, 2000. Print. Fish, Stanley. "How to Recognize a Poem When You See One." Is There a Text in this Class? The Authority of Interpretive Communities. Cambridge, MA: Harvard University Press, 1980. PDF File. Irigaray, Luce. "The Power of Discourse and the Subordination of the Feminine." Literary Theory: An Anthology. By Julie Rivkin and Michael Ryan. Malden, MA: Blackwell Pub., 2004. Print. Shaw, George Bernard. Pygmalion. New York: Dover Publications, 1994. Print.

Kierkegaard and Nietzsche

There are a number of misconceptions many have regarding the philosophy of existentialism. Probably the most common misconception is the notion that it is a nihilistic, dark philosophy with a miserable outlook. This is a horribly inaccurate assessment as existentialism is really a philosophy of looking at life through a realistic lens. Of course, different people see things differently and this is why even famous, leading existentialist philosophers such as Kierkegaard and Nietzsche have diverse teaching methodologies for presenting existentialism. In order to clearly understand existentialism, one must look at some of these differences between these two existentialist philosophers.Both of these two philosophers understand that it is often perception that gets in the way of reality. That is, people will look at life their own biases and perspectives as opposed to looking at reality. Both Kierkegaard and Nietzsche understand that this inherent flaw is common among all humans and they stress that improvement of the individual can overcome this problem. Their approaches to the problem, however, lack much in terms of similarity.Probably the main difference between the two would be the notion of inward understanding vs. outward expression. For Kierkegaard, there is much internalization. That is, the individual needs to look at his or her own flaws and come to an anagnoris of that is somewhat akin to enlightenment and personal spirituality. For Nietzsche, the approach is far more humanist as the process for self improvement is found in how the person acts. That is to say, enlightenment does not come from a quasi sense of spirituality as much as it comes in personal achievement in realized goals. In a way, Nietzsche's â€Å"superman† displays who he is through his actions. For Kierkegaard, there is internal philosophizing that creates a different perspective. This, too, can change the person but without the external displays.Individualism is a very important po int for both of these philosophers. Often, existentialism is the philosophy of the self and is not concerned with collectivism. (This is one of the reasons why the philosophy is erroneously referred to as being pure narcissism) Kierkegaard, while very negative towards the notion of group think and groups, stresses that there are certain gains that can be made from within the group.This is provided, of course, that the man does not allow the group to take over his thinking. For Nietzsche it would seem there is more anger and bitterness towards the group. He has little use for collective pursuits of any kind and would prefer to shun it as opposed to Kierkegaard plays the collective for individual benefit. That is, use the flaws of the group as a guiding principle for self enlightenment.If there was any confusion present it would center on the notion that one could be self enlightened or a superman within a vacuum. That is, if you are the loner who feels â€Å"above it all† what value can that be worth if the group collective does not honor you achievements. Perhaps Kierkegaard and Nietzsche would state that whatever the group believes is worthless but most people do hope to gain value from the collective's envy. Then again, perhaps this confusion derives from rejecting some of the isolationist tendencies of existentialism. If you are not willing to completely reject â€Å"the group† then much of existentialism will prove unappealing.Once again, while the teachings of Kierkegaard and Nietzsche in regards to promoting existentialism seek the same goal, their approaches have a number of differences. Some are overt and some are subtle. Then, some are merely a matter of perception.HeideggerBut what really is the human being? While there are physical, biological and even spiritual aspects that comprise the human being most people can not put the sums together and provide a finite, conclusive answer to that very important question. Yet, it has been a ques tion posed by many existential philosophers for many years. One existentialist who sought to provide a very unique and definitive insight to what is a human being was Heidegger/ The attempts to do so are seen in his examination of Dasein. Dasein is essentially a way of looking at the individual's place in the world. As such, if you understand the person's place in the world then you will understand the person. In a way, this is because a being and a being's environment are inseparable. After all, does not environment shape the being?The interesting point that Heidegger puts forth is that throughout human history there is an unfortunate tendency by society to ignore the question of being. This is because the being is taken for granted. That is, individualism is somewhat discarded due to benign neglect. This is the result of putting far too much emphasis on society towards looking at the being on overly psychoanalytical of not overly metaphysical means. In other words, the collective has too much of a complicated definition for the being. This is often because society does not look at the being from the perspective of extreme simplicity: a human is a thinking organism prone to emotion. When a school of thought or an institution ignores this fact the ability to truly understand the being is lost.In a way, it would seem that Heidegger would hope that the being – the individual – would ignore society as it generally ignores him. That does not mean one should be dismissive or insubordinate to the rule of law. It simply means one should seek his or her own individual path and try to avoid the collective mentality and the influences it pedals.In a similar vein, there are a number of strong opinions surrounding Heidegger's philosophy vs. Wittgenstein's Logical Positivism. On a baseline level, Logical Positivism is a rebuke of mysticism and seeks to establish a more secular, logic based outlook on life. In a way, it is much like traditional existentialism although its approach can be somewhat more biting. What makes the comparison between Heidegger's theories and Logical Positivism is the fact that followers of Logical Positivism often accuse Heidegger's theories of being overly based in mysticism!This is a bizarre notion because it would infer that Heidegger's outlook on the concept of the being was not based on humanism, Instead, it would be inferred that the being centered on mysticism. Perhaps this is because those who prescribe to Logical Positivism see concepts of â€Å"the being† as being psychoanalytical variants of mysticism and spirituality. Obviously, this was not Heidegger's intention and such an inference would infer confusion.Perhaps this is because the Logical Positives followers would assume that there is far too much speculation inherent to answering questions regarding who or what is the being. Again, this brings us to the antagonistic attitudes certain realists may have regarding anything psychoanalytical. P erhaps to these individuals looking inward to answer questions of being might walk to close of a line towards spirituality. (Again, this is not Heidegger's intent but this is how some critics may have defined it.) Notion of spirituality walk too closely to mysticism for followers of Logical Positivism and that is why they may very well reject Heidegger.On a basic level, however, Heidegger's theories of the being are sound. Of course, there will be critics and that is expected, but to outright dismiss the benefits of Heidegger's work upon cursory examination would not be the wisest path to take.

Shakespeare and the Critics

Shakespeare and the Critics Free Online Research Papers Shakespeare is possibly the greatest play writer of our time. One of his more famous plays â€Å"Hamlet† tells the story of a man, Hamlet, who is misunderstood by everyone. It is very easy for one to project his or her own faults onto someone else, and this is exactly what happens in the play. Hamlet does many strange things and each thing is blamed on a different reason. This is similar to when a critic analysis a piece of work. They tend to compare the play to something they have gone through in their life. T.S. Elliot’s essay â€Å"Hamlet and His Problems† is a perfect example that critics are narrow minded. They only see things in the way they want and they do not have an open mind about anything. Hamlet seems mad and acts very strange in some cases this causes the main debate that critics talk about; KING: How is it that clouds still hang on you? Hamlet: Not so, my lord. I am too much in the sun.† Even though Hamlet is only saying he is mad to fool the king, many people think that he has really gone mad out of frustration for the tragedy that occurred. Hamlet also seems to be a liar by blaming his appearance on coincidence rather than the tragedy that took place. The first argument is a more recent argument and T.S. Elliot’s quotes Professor Stoll of the University of Minnesota saying that: Critics of the seventeenth and eighteenth centuries knew less about psychology than more recent Hamlet critics, but they were nearer in spirit to Shakespeares art; and as they insisted on the importance of the effect of the whole rather than on the importance of the leading character, they were nearer, in their old-fashioned way, to the secret of dramatic art in general.† The modern critics all think he has gone mad. Clearly they never experienced a tragedy themselves; otherwise they would know what the experience could do to someone. When he throws off the king’s question he is not doing it because he doesn’t want to talk to the king he is doing it because he can’t handle all the questions. This is perfectly normal. Critics who have never been a situation like this are unable to think outside the box, and understand what someone else is going through. Other critics misunderstand Hamlets behavior by saying he is a homosexual. This is a misunderstanding of the fact that Hamlet can’t trust any man. Therefore, he advises Ophelia to trust no man. The only man she can trust is Jesus. The only way a critic can see the real issues here would be if they went through the same thing that Hamlet did. If a woman went through a terrible divorce and then tells her friends not to trust any man, does this make her gay? No, this just means that she went through a trauma that no one can understand unless they went through the same thing. The difference between a good critic and a bad critic is one that understands his own boundaries. If a critic can realize that he is not always able to understand what the character is going through and that he must think outside of the box in order to understand it, he will be a good critic. I agree with Elliot’s critic on the critics of Hamlet he understands like I do that you cannot judge a situation until you were put in it yourself. Research Papers on Shakespeare and the CriticsComparison: Letter from Birmingham and CritoHonest Iagos Truth through DeceptionBringing Democracy to AfricaCanaanite Influence on the Early Israelite ReligionEffects of Television Violence on ChildrenMind TravelAssess the importance of Nationalism 1815-1850 EuropePersonal Experience with Teen PregnancyArguments for Physician-Assisted Suicide (PAS)Capital Punishment

An experience with NOFX essays

An experience with NOFX essays On November 26th I went to the Stone Pony in New York to see another of my favorite bands, NOFX. NOFX is a punk-ska band. Punk meaning fast paced drumbeats and quick singing and ska meaning a song played with trumpets. The band members are Fat Mike (vocals, bass), El Hefe (guitar, trumpet, vocals), Eric Melvin (guitar, vocals), and Erik Sandin (drums). The one thing I found out there was that El Hefe sings a lot. I thought he only sings in a few songs but when I heard them play, I noticed that he sang about half of the songs. NOFX music has considerable groove for a punk band and is sparked by the two lead guitarists, Eric Melvin and El Hefe. Tight play between the band's four members, and short, fast, punchy songs, with a laid back approach would even Their songs talk about racism, politics, social problems, sex, drugs, lesbians, bums, alcohol, animal freedom... and many other strange subjects. In their music you will find punk, of course, but also rock, hardcore, ska, even reggae and jazz. If you ask me they are a just a punk-ska band. Their songs are interesting and different from one another. Each song has it's own characteristics. The lyrics are very interesting, sometimes strange, and sometimes incomprehensible. You basically just have to understand them in your The club was packed, or more accurately, stuffed. After much anticipation the punk gods, NOFX hit the stage and the crowd surged with excitement even before they opened the set with one of my favorite songs, "Reagan Sucks." The next song they played was "Bob". They played songs from the album "Flossing a Dead Horse" - which is one massive trumpet solo presented by El Hefe. The next song they played was "Eat the Meek" with trumpet and lead vocals by El Hefe. The mosh pit was monstrous and seemed to gain in size as it rotated in circles ...

A Miscommunication Essay Example | Topics and Well Written Essays - 250 words

A Miscommunication - Essay Example In one particularly funny scene, the two are poring over video tape evidence and just as one of the pieces of information the are studying has Richard Castle quite frustrated that he tells her that they should "sleep on it". Misunderstanding what he meant, she gave him this look of wonder and bewilderment as she wondered about the sexual connotation of his statement. He reacts with a very funny "Separately. Katherine Beckett, I never..." before he walks away from her. Had Beckett been played as a male character, there would have been a lesser chance of miscommunication because, as a straight male, he would not have seen any double meaning to the statement Castle made. He would have understood it for what it actually meant. That there are these 2 tired people who have been working long and hard on a case and they need to take a break in order to be able to be able to properly analyze the evidence before them and interpret them properly. This scene in particular shows how miscommunicat ion can easily occur between people. It also leads us to understand that given a different set of circumstances, such as having 2 males in the scene instead of a male and female, would have totally changed the outcome of the scene. References Davis, Elizabeth (Writer) & Barret, David (Director). (2011). One Life To Lose (Television series episode). Marlowe, Andrew (Producer), Castle. Los Angeles CA: ABC Mangas, Luciana. Sneak Peeks: Castle 3.18 "One Life To Lose".

Critically evaluate the extent to which budget hotel brandsrequire Essay

Critically evaluate the extent to which budget hotel brandsrequire effective brand management in the current post recession envi - Essay Example It was during this period that a sandal maker based in Syria mentioned his name on the footwear he was selling so as to keep it distinct from others. During initial years branding was often viewed as naming a good or an article. This follows from the different religious views which stress on naming individuals so as to distinguish them from the rest of the others. The aspect of naming goods has over the years modified itself to what is termed as ‘branding’ in today’s globalised market environment (Jackson & Fulberg, p.51). According to Keller a brand is defined as â€Å"a set of mental associations held by the consumer, which ad to the perceived value of a product or service† (Kapferer, p.10). The importance of brands could be analysed from the fact that well known brands like Coca Cola, Kellogg’s and Apple are being valued in billions just because of the power of their names (or brands). The present study would focus on the importance of branding an d brand image in case of budget hotels especially in the light of the recent financial meltdown and the competitive forces prevalent in the market. Importance of Brand Management The present age of business is being widely debated as the age of consumerism. In this age customers are in the driver’s seat as firms are trying to aggressively woo customers by offering them greater value for every purchase. The competitive environment in the consumer markets has forced organizations to distinguish their product and service offering from the rest of its competitors (Budzinski, p.13). Branding has therefore assumed considerable importance for business organizations as it is being largely used by the customers to distinguish the product and service offering among the wide array of choices available in the market. The importance of branding could be analysed from the fact that branding plays a key role in the positioning of a firm’s product or service in the minds of the consum er. This is important considering the fact that positioning plays a key role in the consumer’s buying behaviour process. Branding assumes significant importance as it distinguishes the product or service offering of different organizations and also gives uniqueness to a particular product or service in the consumer markets. In the present age it has often been argued that consumers are more intended towards purchasing a brand instead of a product. Branding also has a role in the aspect of marketing communication as they are essentially used by firms to promote their product in the market. For example Cadbury uses its famous tagline â€Å"I love Cadbury† to make a connection with its target market audience (Elliot & Percy, p.229-230). Brand equity is a broad term and includes four critical aspects namely awareness of a brand, loyalty towards a brand, quality and image. The combined effect of these four aspects plays a critical role in determining the profitability and s ustainability of a brand in the market. For example the success story of the fast service chain of restaurants could be traced to the effectiveness by which the marketer has handled these four underlying aspects of brand equity to build a formidable brand image (Oh & Pizam, p.103-104). Global Recession and Budget Hotels The global recession had large scale impacts on the business prospects of budget hotels. The financial meltdown resulted in rise of unemployment coupled with decrease in the income levels of the individuals. It