What to Do if Youve Been Placed on a College Waitlist

Its important to understand what it means when youve been placed on a college waitlist. Like thousands of students across the country, you havent been accepted or rejected, and the resulting limbo can be frustrating. Youll make better decisions if you have a clear picture of how waitlists work and what your options are. Key Takeaways: College Waitlists Colleges use waitlists to ensure a full incoming class. Students get off the list only if a school falls short of admission targets.Chances of getting off a waitlist vary from year to year and school to school. Because of the uncertainty, you should move on with other plans.Be sure to accept a position on the waitlist and send of letter of continued interest if allowed. In the spring, college applicants begin getting those happy and sad admissions decisions. They tend to begin something like this: Congratulations! . . . or, After careful consideration, we’re sorry to inform you . . . But what about that third type of notification, the one that is neither acceptance nor rejection? Thousands upon thousands of students find themselves in college admissions limbo after having been placed on a waiting list. If this is your situation, what now?  Should you accept a position on the waitlist? Should you get angry at the school for waitlisting you and decide you didn’t want to go there anyway? Do you go ahead and put down a deposit at a school where you’ve been accepted, even if your waitlist school is your first choice? Do you simply sit around and wait? The answers to these questions, of course, vary depending upon your situation and the schools to which you applied. Below youll find advice for your next steps. Heres How Waitlists Work Waitlists have a very specific purpose in the admissions process. All colleges want a full incoming class. Their financial well-being is dependent upon full classrooms and full residence halls. So, when admissions officers send out acceptance letters, they make a conservative estimate of their yield (the percentage of admitted students who will actually enroll). In case the yield falls short of their projections, they need some students on back-up who can fill out the incoming class. These are the students on the waitlist. The widespread acceptance of the Common Application, Coalition Application, and new Cappex Application make it relatively easy for students to apply to many colleges. This may be convenient for students, but it also means that students are applying to more colleges than they typically did in decades past. As a result, colleges get more half-hearted applications and its more difficult to predict the yield on their applications. The end result is that colleges need to put more students on waitlists in order to manage the uncertainty. This is particularly true at highly selective colleges and universities. What Are Your Options When Waitlisted? Most schools send out a letter asking you if you will accept a position on the waitlist. If you refuse, that’s the end of the story. If you accept, you then wait. How long you wait depends on the school’s enrollment picture. Students have been known to receive acceptances from the waitlist a week before classes start. May and June are more typical notification times. You essentially have three options when waitlisted: Decline a position on the waitlist. If you got into a school you like more, you should decline. Its rude and inconvenient for other students and the college if you accept a place on the waitlist simply to see if youll get in. If you dont plan to attend, dont put yourself on the waitlist.Accept a position on the waitlist, sit back, and wait. If youre still considering the school, you should definitely put yourself on the waitlist.Accept a position on the waitlist, and then take action to improve your chances of getting off the waitlist. Be realistic here—your chances of getting off the waitlist probably are not great, and any actions you take may or may not help. Still, something as simple as a letter of continued interest can have a positive effect. What Are Your Chances of Getting Off a Waitlist? It’s important that you have a sense of the math, for in most cases the numbers aren’t encouraging. The examples below vary widely, from Penn State where 80% of waitlisted students were admitted, to Middlebury College where 0% were offered admission. The norm tends to be in the 10% range. This is why you should move on with other options rather than pin your hopes on the waitlist. Also, realize the numbers below will vary significantly from year to year because a colleges yield will vary from year to year. Cornell University Number waitlisted: 3,213Number who accepted a place on waitlist: 1,976Number admitted from waitlist: 279Percentage admitted from waitlist: 14% Grinnell College Number waitlisted: 740Number who accepted a place on waitlist: 279Number admitted from waitlist: 16Percentage admitted from waitlist: 6% Haverford College Number waitlisted: 732Number who accepted a place on waitlist: 305Number admitted from waitlist: 10Percentage admitted from waitlist: 3% Middlebury College Number waitlisted: 1,231Number who accepted a place on waitlist: 603Number admitted from waitlist: 0Percentage admitted from waitlist: 0% Penn State University, University Park Number waitlisted: 1,828Number who accepted a place on waitlist: 1,704Number admitted from waitlist: 1,356Percentage admitted from waitlist: 80% Skidmore College Number waitlisted: 1,584Number who accepted a place on waitlist: 522Number admitted from waitlist: 59Percentage admitted from waitlist: 11% University of Michigan, Ann Arbor Number waitlisted: 8,385Number who accepted a place on waitlist: 2,776Number admitted from waitlist: 525Percentage admitted from waitlist: 19% Yale University Number waitlisted: 728Number who accepted a place on waitlist: 204Number admitted from waitlist: 56Percentage admitted from waitlist: 27% A Final Word on Waitlists Theres no reason to sugarcoat your situation. Yes, we can say, At least you werent rejected! The reality, however, is that its frustrating and discouraging to be placed on a waitlist. If you were waitlisted from your top choice school, you should definitely accept a place on the waitlist and do all you can to get an acceptance. That said, you should also move on with plan B. Accept an offer from the best college that accepted you, put down your deposit, and move forward. If you are lucky and get off the waitlist, you will likely lose your deposit, but thats a small price to pay for attending your top choice school.

There Are Many Anecdotes About How Music Can Aid Oneself,

There are many anecdotes about how music can aid oneself, many of which relating to music therapy. One unlucky guy, Paul, was hit by a car when he was thirteen and wasn’t expected to survive, but miraculously he survived and regained all his cognitive abilities and was able to â€Å" walk to the podium to receive his high school diploma — taking steps his doctors once deemed impossible† only to be also diagnosed with leukemia around the time of his graduation. Luckily, Paul was able to receive a bone marrow transplant from one of his seven siblings. During his treatment and recovery he didn’t fall into depression because he had his guitar. The guitar gave Paul something to look forward to during this painful time by preventing him from falling†¦show more content†¦As the children grew up, the scientists used MRI and EEG scans to observe their brains. During the first two years of this study, they found out that the children who were learning music were maturing faster and developing much more of an auditory pathway than the others. â€Å"The enhanced maturity reflects an increase in neuroplasticity – a physiological change in the brain in response to its environment – in this case, exposure to music and music instruction† (Gersema). This fast development of the brain’s neuroplasticity, and auditory pathway can accelerate certain abilities like language development, communication, and reading skills. Studies done by the Children’s Music Workshop showed that music education has an effect on language development. Musical training â€Å"physically develops the part of the left side of the brain known to be involved with processing language, and can actually wire the brain’s circuits in specific ways. Linking familiar songs to new information can also help imprint information on young minds† (The Benefits of Music Education). Like singing a list of words to a familiar tune, such as Mary Had A Little Lamb can help one remember the list of words. In a Stanford study, it was shown that musical training â€Å"helps the brain work more efficiently in distinguishing split-second differences between rapidly changing sounds that are essential to processing language† (Trei). As an individual who is learning both music and language, I can personally attestShow MoreRelated Music as Cultural Criticism Essay2185 Words   |  9 PagesMusic as Cultural Criticism Works Cited Not Included In his article â€Å"Daily Life in Black Africa: Elements for a Critique,† author Paulin Houtondji offers his perceptions of several aspects of life in Africa. His statements are explicit, observant, harsh, and backed up with examples and anecdotes. Many African pop musicians provide similarly critical assessments of various aspects of African life, but they choose to do so in a much subtler way. 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Severe Symptoms of COPD-Free-Samples for Students-Myassignment

Question: Do research on COPD and the effects of a Clinical 12 week exercise Intervention. Answer: Abstract: The number of people with moderate to severe COPD has been rising and the morbidity associated with the disease such as frequent asthma attacks and low lung function significantly affects the quality of life of affected people. The most severe symptoms of COPD is progressive shortness of breath resulting in deterioration in quality of life. To reduce the cost attributable to COPD care and management of symptoms of patient, the main purpose of this research was to investigate about the effects of a 12 week exercise intervention on anxiety and quality of life of patients with moderate to severe COPD. The main research hypothesis was that completion of 12 week exercise regimen will reduce perceived anxiety in patients with COPD. The study was done with two groups of participants selected from Manawatu region in New Zealand- first group had participants with moderate COPD and other group has patients with severe COPD with 30-50% predicted FEV1. (Forced expiration volume). All participant s were provided a 12 week exercise programme by U-kinetics exercise and wellness clinic. The statistical analysis of the data revealed positive changes in HADs scores, but moderate change on FEV results. Moderate group showed strong improvement in anxiety score and delayed effect was seen in severe group. Another important finding was that physical perception of self also influenced anxiety level of participants. Hence, the data differed based on severity of symptoms. It can be concluded that exercise interventions are beneficial for COPD patients, however there is a need to consider other strategies or longer duration of exercise programme to improve anxiety symptoms in COPD patients with severity of symptoms. Discussion: Patients with COPD having three or more comorbidities are frequently hospitalized and die prematurely compared to other patients. Among all the comorbidities, anxiety and depression has a major impact on burden of COPD, quality of life and adherence to treatment (Yohannes Alexopoulos 2014). As anxiety disorders are disabling and decrease self-esteem in patients, the importance of physical exercise in improving symptoms in severe to moderate COPD patients has been considered in this study. The aim of the research was to provide 12 week exercise intervention to reduce anxiety and depression in participants. The main exercise given to participants with severe and moderate COPD symptoms included combination of aerobic and resistance exercise provided for 50-60 minutes duration two to three days per week. The selection of aerobic exercise for COPD patients is an effective intervention for this research because evidence has proved that heart rate variability issues is major issue in COPD patients and aerobic exercise training program leads to improvement in autonomic modulation (Borghi-Silva et al., 2009). Hence, aerobic exercise training program can increase exercise tolerance and improvement in anxiety and heart rate of patients. In addition, resistance training in patients with COPD is found to improve respiratory function of patients (Strasser, Siebert, Schobersberger, 2013). Although past studies have proved the benefits of exercise on improving symptoms and quality of life of COPD patients, however this study finding was important to know the difference in outcome in patients with severe and moderate anxiety or depression. There is very few and inconsistent research on analyzing the impact of exercise outcome on patient with different level of severity. The study was done with a total of 42 mixed gender participants. The main outcome of providing 12 week exercise programme to patients with moderate and severe COPD was that significant changes in physiological and psychological scores was seen at baseline and 12 week follow up period. The moderate group showed great improvement in physiological parameters of FEV1, VO2 (Oxygen consumption) and FVC (forced vital capacity). COPD is associated with deteriorating lung function and pulmonary rehabilitation such as exercise training are designed to improve physiological and physical condition of COPD patients. As the major focus was on reduction of anxiety in patients, the 12 week exercise programme was to be useful in positively changing the HADS (Hospital Anxiety and depression score) of patients. The validity of this result can be assessed by comparing it with results of other studies. Consistency in result has been found. Wegner et al., (2014) has shown that depression symptoms is assoc iated with reduction in physical activity in COPD patients and combining resistance training with endurance training improved muscle power and quality of life of patient (Zambom-Ferraresi et al., 2013). Combined training also improved cognitive function in COPD patients thus contributing to high self esteem and high quality of life in patients (Aquino et al., 2016). Another most important result of the research was that it showed that HADS score change uniformly in both groups of participants, however significant improvement in depression could not be achieved. This indicates that physical perception of self affected improvement in depression outcome in participants. Hence, the main conclusion from the study was that exercise based program are useful in improving physiological outcome in patients, however in case of COPD patients with severe symptoms, there is also a need to focus on changing the perception of patients related to management of COPD so that they can take better control on their health condition. Shortness of breath is major symptoms affecting quality of life of patients and this research can be practically applied in COPD patients to improve symptoms breathlessness. Another application of this research in clinical physiology is that it can help to significantly improve the quality of patients with comorbidity of disease. The dura tion and nature of exercise can also be replicated in real setting for patients with moderate symptoms or recent diagnosis of COPD. Despite the success of the research in presenting the difference in outcome of exercise intervention in patients with severe to moderate symptoms of COPD, there are certain limitations in the study too. First limitation that affects the transferability of the research is the small sample size. Secondly, the study was done only with two different severity groups of patients, however no control group was taken. This affected the comparison in study outcome and complete evaluation of intervention. Another limitation was that age specific sample group was not taken which limited getting date related to difference in outcome in older and young patient group. This might contribute to biasness in study results. The duration of the exercise program might also be a limitation as difference in duration of program was not considered for different participants group. Hence, this limitation points out to possible areas of future research on this topic. Firstly, there is a need to do research to i dentify strategies that can help patients with severe COPD to enhance the perception of self. Secondly, there is a need to investigate if longer duration of program such as 24 weeks can affect the outcome of COPD patients or not. There is also a need to identify other combination of exercise intervention that can bring positive outcome for patients with severe symptoms of COPD. References Aquino, G., Iuliano, E., Di Cagno, A., Vardaro, A., Fiorilli, G., Moffa, S., ... Calcagno, G. (2016). Effects of combined training vs aerobic training on cognitive functions in COPD: a randomized controlled trial.International journal of chronic obstructive pulmonary disease,11, 711. Borghi-Silva, A., Arena, R., Castello, V., Simoes, R. P., Martins, L. E. B., Catai, A. M., Costa, D. (2009). Aerobic exercise training improves autonomic nervous control in patients with COPD.Respiratory medicine,103(10), 1503-1510. Strasser, B., Siebert, U., Schobersberger, W. (2013). Effects of resistance training on respiratory function in patients with chronic obstructive pulmonary disease: a systematic review and meta-analysis.Sleep and Breathing,17(1), 217-226. Topalovic, M., Helsen, T., Troosters, T., Janssens, W. (2016). Unexpected improvements of lung function in chronic obstructive pulmonary disease.Respiratory medicine case reports,18, 81-84. Wegner, M., Helmich, I., Machado, S., E Nardi, A., Arias-Carrion, O., Budde, H. (2014). Effects of exercise on anxiety and depression disorders: review of meta-analyses and neurobiological mechanisms.CNS Neurological Disorders-Drug Targets (Formerly Current Drug Targets-CNS Neurological Disorders),13(6), 1002-1014. Yohannes, A. M., Alexopoulos, G. S. (2014). Depression and anxiety in patients with COPD.European Respiratory Review,23(133), 345-349. Zambom-Ferraresi, F., Cebollero, P., Gorostiaga, E. M., Hernndez, M., Hueto, J., Cascante, J., ... Anton, M. M. (2015). Effects of combined resistance and endurance training versus resistance training alone on strength, exercise capacity, and quality of life in patients with COPD.Journal of cardiopulmonary rehabilitation and prevention,35(6), 446-453.

Personnel Management vs Human Resource Management Essay Example

Personnel Management vs Human Resource Management Essay Personnel Management vs. Human Resource Management Word count 2500| January 30 2012 | HNBS 121 HRM Mr. Nick Pronger Diana Carvalho 09607 | | Self evaluation Prior to starting my assignment, I have researched and assessed various organisations to develop my case study and my choice was based on the proximity to one organisation I currently volunteer. Gathering information from the charity I volunteer was rather easy having access to the date I found it easy to select which information to collect and apply into my assignment. However, I had also provided information based on my personal experience. Through my assignment, I have used varied material sources such as, the lecture handouts, text books, the internet, articles, journals and personal experience. However, the lecture handouts were the most effective and straight forward as I was able to follow the template and apply it into my assignment by giving examples, where as text books had broader information, where I was able to get full extended information but had to do more reading that I would like to in order to gather one aspect of a concept. We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Personnel Management vs Human Resource Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In addition, my internet research reservations was the accuracy, validity as well as how updated it was, therefore, I looked for definitions rather than theories online, due to the language barrier and English not being my mother tongue, I was required to use dictionaries very often to define certain terms, I was unable to understand otherwise and could undermine further the assignment content and would ultimately lead me to the wrong direction and deliver wrong information. My time management was poor, which I intend to improve on my next assignments in other to give myself the spare time necessary researching, gather relevant information and receiving lecturers’ feedback before submitting my assignments. Introduction Over the past twenty two years, since the world moved from personnel management, traditionally defined as â€Å"the task of ensuring the optimum use of human resources to the mutual benefit of the enterprise, each person and the community at large† Armstrong (1997), to embrace human resource management, defined as â€Å"a strategic approach to acquiring, developing, managing, motivating and gaining the commitment of the organisation’s key resource – the people who work in and for it† Armstrong (1997), which functions are primarily concerned with putting â€Å"people first† and at the same time securing management objectives by maximising the ROI (Return on Investment). The manager in HRM is recognised as a holder of an organisation, which achieves organisational objectives through people, therefore, the support of a skilled and motivated workforce to put goals, knowledge and experience into practice, the complementation of efficiency levels can make or break an organisation. Personnel manager’s main job was to ensure that the needs of the workforce as they relate to their immediate concerns were taken care of, it was more administrative, which included recruitment and selection, payroll, contractual obligations and other administrative tasks. Further, personnel managers typically played the role of mediators between the management and the employees and hence there was always the feeling that personnel management was not in harmony with the objectives of the management and many employers today have no training or knowledge of how to reward and treat employees as the key resource, for developing mutuality by concentrating on fostering their commitment and identification with the organisation through communicating well, involving them in organisational decisions, emphasising management and motivation strategic approach in order to retain them, even though most workplaces increased the importance of these concepts. Research methodology Secondary research * Books; * Articles; * Reports; * Online CIPD In order to acquire these resources I have gone to the Kensington Chelsea Library as well the British Library. Research findings In the 70s employment started to develop significantly as shown in figure 1. 1. Personnel techniques developed using theories from the social sciences about motivation through performance appraisal and manpower planning, which included the implementation of organisational behaviour through sophisticated systematic training (under the influence of the training boards), where selection testing became more widely used. Personnel management has gone through a period of major concern about the so-called demographic time bomb, referring to impeding unwelcome shortages of younger people entering the labour market. The recession of the early ‘90’s was affected by this problem, which is still a common place today, and the need to concentrate more on strategies for attracting and retaining high quality staff is just as urgent. The mentality of individualism and unjustifiable greed of the 80’s made way for the spirit of consent and the value of teamwork as well as the concern for employees who were essential to the operation of the organisation since high commitment was required from these employees please refer to figure 1. 2. Recognition of personnel function as a contribution to bottom-line performance have become a more important strategy where an employer is a business partner sharing responsibility with his employees; the most important assets in an organisation, which their effective management will contribute to organisations’ success and it is most likely to be achieved if policies and procedures are closely linked with the achievement of organisational objectives and strategic plans. The organisational climate and managerial behaviour that originated from corporate culture and values will bring a major influence on the achievement of excellence. Strategic HRM is the process of linkin g the human resource function with the strategic objectives of the organisation in order to improve performance† Bratton Gold (2007) Hestia is an empowering organisation, whom welcomes everyone, especially members a minority background. Human resource management department assists in developing volunteers’ skills through training in order to retain and empower them but as well achieving as Hestia organisational goals through a competence and motivated workforce. Hestia priority is to hire competent workforce and hire the right person for the right job, after that manpower decides about other tangible and intangible resources. Essentially, other resources rely on HRM to plan, organise and monitor human resources. HR department contribution to overall strategy is crucial for Hestia’s ultimate success and effectiveness, from areas ranging from strategic planning to image, the areas in which HR maintains control can enhance Hestias’ perception of the department throughout the workforce, improving Hestia’s essence and running with the knowledge of how human capital affects organisational success. Strategic management takes part in organisational decision-making which underlies present staffing assessments and projections for future workforce needs based on organisations demand. From a financial perspective, skills and experience are necessary in order to set realistic development structures in regards to wages competition with organisations competing for employees with similar skills, the extensive conduct salary surveys in order to maintain costs in line with the organisations current financial status and projected revenue, as well as the reduction of costs associated with turnover, attrition and hiring replacement workers, the ability to negotiate group benefit packages for employees, within Hestia’s budget and consistent with economic conditions, the department is also are familiar with employee benefits most likely to attract and retain workers. Under The Health and Safety at Work Act (HASAWA) 1974 Hestia is bound to provide safe working conditions and HRM manages and ensures that the organisation complies with the regulations by maintaining accurate work logs and records and developing programs that reduce the number of workplace injuries and in cidents by engaging employees in promoting awareness and safe handling of dangerous machinery and hazardous chemicals under The Control of Substances Hazardous to Health (COSHH) 1998 legislation. In case of dispute, HRM department investigates and attempts to mediate workplace issues, which unresolved, may escalate and place the Hestia in a legal dispute, which can stain its image as well as compensation pay outs to employees if found accountable. HR assists Hestia achieve high performance, morale and satisfaction levels throughout the employees, by promoting ways of strengthening good working relationships by administering employee opinion surveys, conduct focus groups and seek employee input regarding job satisfaction, also provides training that supports the companys fair employment practices and employee development to prepare ambitious leaders for supervisory and management positions. They provide guidance to line managers who are not familiar with HR or standard hiring processes and determine the most effective methods for recruiting applicants best suited for Hestia’s needs. In HRM, â€Å"reward refers to all of the monetary, non-monetary and psychological payments that an organisation provides for its employees in exchange for the work they perform† (Bratton Gold, 2007) â€Å"The average worker dislikes work and avoids it if possible – will only be made to work by control and threats. Carrot and stick approach; use of payments system to provide incentives† McGregor (1960) and its management process designs, implements, and maintains policies and systems in order to assist on organisational strategic plans, which are appointed to improve performance and productivity by attracting talent, retaining, encouraging a committed and efficient workforce according to their value and contribution to the organisation. The role between managers and HR department leads to effective HRM practices, e. g. , performance appraisals. The success of Hestia’s performance appraisal system depends on the ability of both parties to do their jobs appropriately. HR department develop the system, while line managers provide the actual performance evaluations. Line managers direct employees day-to-day tasks. From an HRM perspective, line managers are responsible for implementing HRM practices and providing HRM with necessary input for developing effective practices. Managers carry out many procedures and methods devised by HR professionals such as: * Placing the right person on the right job * Starting new employees in the organisation * Training employees for the jobs that are new to them * Improving the job performance of each person Gaining creative cooperation and developing smooth working relationships * Interpreting the organisation’s policies and procedures * Controlling labour costs * Developing the abilities of each person * Creating and maintaining department morale * Protecting employees’ h ealth and physical condition * Interview job applicants * Provide and communicate job performance ratings * Recommend salary increases * Carry out disciplinary procedures * Investigate accidents * Settle grievance issues Hestia Legal Framework: Hestia operates policies and practices in line with statutory requirements. The present statutory framework applied includes e. g. , the legislation bellow: Gender: * Code of practice – sex discrimination Code of practice on equal pay * Gender Equality pay – Code of practice of England and Wales Race: * Statutory code of practice on racial equality in employment * Statutory code of practice on the duty to promote race equality * Statutory code of practice on racial equality in housing: England Disability: * The duty to promote equality; statutory code practice: England and Wales * Code of practice: Employment and occupation * Guidance on matters to be taken into account in determining questions relating to the definition of disa bility Hestia legal and regulatory framework on human resource management has a great impact especially among the minority group. Being a charity assisting people gaining control over their lives, guiding and providing housing support as well as empowering mainly homeless, ex offenders, people mental health and HIV issues, service users get attached to the organisation and tend to volunteer, and in some cases end up getting paid employment within the organisation, therefore, a strong legal framework emphasis, specially confidentiality, it is crucial, due to the nature of service users situation. Motivation is defined as McGregor (1960) stated in, theory Y, the mental process also called as â€Å"Intrinsic motivation† which, is the motivation that comes from the inside of the individual due to self gratification of completing or carrying a task rather than the external factors, such as pay and rewards and theory X; the social process also called as â€Å"Extrinsic motivation† which, is the motivation that comes from the outside of an individual due to external factors, such as pay and rewards being the main gratification, thus tasks are carried and/or completed as a result. Within an organisation different individuals and teams are motivated by different factors, these factors have different levels as shown below on figure 1. 1 on Maslow’s need theory (1954), which suggests that people’s ultimate goal is to fulfil each level of need until self actualisation is satisfied, different ways of motivation, flexibility and commitment as McKenna and Beech (2002, p. 189) suggested such as the â€Å"appropriate management style, competitive compensation package and supportive culture† (cited by Armstrong and Murlis, 1994) will promote organisation success. Some would disagree with Maslow’s theory due to the fact that individuals’ needs vary, e. g. self-actualisation is not imperative to being successful for everybody, or an individual’s needs that are being met at home do not need to be met at the workplace but the theory establishes that ‘higher order needs’ will have to be aligned with rewards and incentive s in order to motivate and satisfy and this approach enables organisations to understand the sort of rewards employees need to receive in order to have the following needs met: Training, opportunities for promotion and career progression| Recognition, the chance to make a difference| Staff room, team working opportunities | Health and safety provision, job security| Pay, decent working conditions | Figure. 1. 3 Maslow’s Hierarchy of Needs ; the Workplace Figure 1. 4 Herzberg’s Two-Factor Theory Herzberg’s theory defined Motivators as factors, also called intrinsic rewards which can motivate employees to greater performance and positive attitude by offering job satisfaction of ‘higher-level needs’ associated with recognition, responsibility, achievement and career progression, proven to be effective. Hygiene factors, also called extrinsic rewards, which can only cause dissatisfaction if not fulfilled, needs associated with company policy, pay, working conditions and organisations, must ensure that motivators exit so that employees are satisfied and that hygiene factors are met so that employees are not demotivated. Herzberg’s theory has also been criticised particularly of job satisfaction on work performance â€Å"A satisfied worker is not necessarily a high producer and a high producer is not necessarily and satisfied worker† Armstrong, 2003). The two factor theory, focused mainly on job design, challenge, empowerment, responsibility, recognition and contentment of the work. Based on McClelland theory, high achievers are unlikely to remain in jobs that do not pay them well, reinforcing pay as a hygiene factor but total reward concept, seems to be the most effective in order to motivate employees as it combines extrinsic and intrinsic rewards. Most people aim when applying for employment is to secure an income, Taylor approach known as scientific management â€Å"What the workmen want from their employers beyond anything else is high wages, and what employers want from their workmen most of all is low labour cost of manufacture. (Taylor, 1911), his theory, was further explained as instrumental orientation, when people saw work as purely a form of income that may provide them with the opportunity in obtaining the things that the worker really wants, even though they might not necessarily like their job. The essence of scien tific management is regarded as efficiency, which is the greatest output per unit of input, and workers get good rates of pay based on their productivity, demonstrating that output was influenced on other factors other than pay, although the size of income will impact on employees’ standard of living, most employees are mostly concerned with earning enough income to meets their needs, and know that their pay is fair in comparison with others, where legislation come into play under the equality Act 2010, the employment rights Act 1996 and the national Min wage Act 1998. Job evaluation is a systematic assessment of the respective worth of various jobs within organisations or industries in order to determine relationships between jobs and establish an internal outlook and design impartial wage rates structure and managing view. It is concerned with the internal outlook, which is, employees doing the same kind of work, receive the equal rewards. Job evaluation quantifies differences between jobs and lays them into groups and ranking order and can be categorised as follows: Scheme | Characteristics | Advantages| Disadvantages | Factor comparison| Each job is compared individually in turn with all others being evaluated. Points awarded according to whether the job is more, less or equally demanding than the jobs with which it is being compared, points are added to determine the rank order and the scores are analysed and discussed. | Easier to compare a job with one other job than with whole range of jobs. | It neither explains why one job is more important than the other nor assesses differences between them. | Points rating| Separate factors are scored to produce overall points. | Consistency in judgement is assisted by having defined factor levels. Considered the best system in equal value. | Complex to maintain. Objectivity is apparent, subjective judgement required to rate jobs of different factors. Ranking| Whole job comparisons made to place them in order of importance| Simple, cheap, and easy to understand| Complex, whilst determining middle range jobs, and bias whilst assessing of the performance of the employee rather than the job itself| Job classification| Job grades defined and slotted in to grades by comparing the whole job description with the grade definition| Simple, judgment is provided in the shape of grade definitions | Difficult to fit complex jobs into a grade without using elaborate grade definitions. | Competence ; skill grading| Jobs placed in grades in accordance with level of competence/skill| Based on one input factor. Direct pay structure. Non-analytical, difficult to differentiate clearly between competence/skills levels. | Other factors determining pay Competence and skill analysis: Employee’s competence relevance to the needs of the organisation based on operational significance. External systems: when examining job evaluation is not longer the direct consideration where rewards is concerned, eternal market and environment conditions are of greater importance. A large number of employers have taken steps to move away from collective bargaining systems to a more individualised reward system. Performance related pay is a good example of this, which is a payment that takes into account the quality of performance instead of being related to a wage grade. External competiveness associated with a job evaluation scheme is a issue in determining rewards and this is evident when organisations adopt market driven reward systems where the rate for the jobs reflects the rate required to attract rather than being based on a payment that is undermined by an internal grading structure. Market rates of pay system: the collection of data on the pay rates for similar jobs with competition to establish their market rate and track movements in those rates. The aim is to assist set the organisation’s own pay rates at the suitable level in order to recruit and retain the staff. Although the concept of a market rate for a job is fairly common, there is no such thing as an accurate or scientific single rate of pay for a job or role, and rates may vary even for the same occupation and in the same location. A central decision relates to how the data will be interpreted, and for this organisations need to consider where they wish to position their pay levels in relation to the market – for example at the median or the upper quartile level of pay in the external labour market. Most organisations use pay surveys to get current and updated pay rate and the sources of information on market rates include: Published data from paid surveys and similar organisations give indication of going rates, it is limited because of problems in comparing like with like, but can help with periodic reality checks on levels and movements, and are valuable sources of data on specific occupations or localities. Pay clubs of employer groups that regularly exchange information on pay levels. These only allow participants access to the data. Special surveys launched by individual organisations from specialist pay consultancies but access is limited to the contractor and participants. Consultants’ pay databases containing data collected on a systematic or ad hoc basis which they relate to the results of their job evaluation schemes to compare pay rates across organisations on a common basis: this ability is one of the attractions of job evaluation to many organisations. To be viable it is important that the factors measure common job/role characteristics and can enable comparisons to be made across different jobs/roles and organisations; the data is based on an adequate sample; and the job analyses are carried out systematically and conscientiously. Market rates of pay will vary on supply and demand in the open market, factors such as: 1. Relative scarcity of particular skills 2. Sensitivity of employees to pay, as it may or may not be an incentive 3. Affordability 4. Culture and value system 5. Bargaining (trade union) 6. Government intervention Internal comparison: It is possible to use job evaluation as a way of matching jobs to enable market pricing to take place (although other approaches also exist to comparing jobs, as detailed below). However, there are certain tensions between job evaluation and market pricing approaches. Job evaluation has an internal focus as it ranks jobs and their relative mportance within an organisation – whereas the main focus of market pricing is external as it aims to compare the pay rate for an organisation’s jobs with those in the wider labour market. Employers may need to seek resolutions to such tensions if they wish to ensure that pay rates remain both internally equitable an d externally competitive. For example, where higher earnings are commanded in the external market for a particular position than justified by an internal job evaluation exercise, one approach would be to use temporary market supplements to top up earnings for that role as necessary. Hestia aims to be a learning organisation with cultures of continuous improvement and staff development. To achieve this aim Hestia is committed to supporting everyone who works for the organisation to develop their professional skills and to achieve their full potential and that is achieved by rewarding and enhancing the contribution employees make to assist Hestia achieve their goals. The process is implemented through policies such as the work based learning policy, which is defined as any on-going and continuous activity that contributes to the development needs of the individual, team and organisation, where the responsibility for work based learning is that of the individual workers supported the line manager. These learning needs will be indentified and the objectives set at the following levels: Level| When set | Objectives set by| Individual| * Induction: when a new workers starts, or an existing worker transfers to a new post * Supervision: when learning needs will be identified to achieve job requirements, or, a requirement to improve performance has been identified * Appraisal: when longer term development learning needs are identified| * Individual ; Line Manager| Team| * To enable the team to meet recommendations made by external stakeholders, e. g. CSCI, NOMS, Supporting People * To implement identified efficiency improvements * To implement changes to local working practice| * Project/Department Manager through annual team development team | Organisational | * Implement changes to organisational strategy * Ensure compliance with new, or changes to legislation * To implement the reorganisation of management or work practices | * Corporate management Team| Classification of Work Based Learning Needs: Core| Specialist | Professional| * Essential for all workers e. g. health and safety, induction, implementation of organisational changes| * To meet requirements of specialised work within different projects at a central team or individual level| * Link to relevant national occupational standards recognise the diversity of the work undertaken within Hestia | | | | Professional Development Fund ; Loans – This where Hestia invites employees without outstanding disciplinary actions whom passed their probationary period to apply for funding for a course lasting no longer than two years. Hestia commits to contribute up to a maximum of 50% of the cost of the course fees, which may be recovered if the applicant does not complete the course, or leaves the organisation within completing the course. In addition, Hestia will give an interest-free professional development loan of a relevant extended course, which the Human Resource Manager will determine whether or not the course is relevant. Study Leave ; Day Release – Up to five days study leave per year can be agreed where an employee is studying a relevant course. The line manager will determine course relevancy and potential for disruption within the working team and where it does not does not disrupt, Hestia will allow paid day release for employees to attend extended courses in a relevant area of work. The line manager will need to ensure that the cost of relief staff is within the budget and the Corporate Services Director must approve to the leave and budget release. Evaluation of Work Based Learning Activity – costs and benefits are evaluated in order to assess how effective work based learning activities have been in meeting organisational aims and objectives. The evaluation process is undertaken at a variety of different levels and the output is used to: validate the core plan for the previous year, identify any learning from evaluation that needs to be incorporated into following years core learning plan. Evaluation Level| Undertaken By| Timescales| Individual| Individual and Line Manager| * Immediately after activity (individual) * Two months after learning (line manager)| Team| Line Manager| * Annual to be completed by project/dept manager | Organisational| Corporate Management Team| * Annual to be completed by Human Resources | â€Å"A sample was selected using a random sampling procedure. Population frames were developed based upon geographic regions. A random selection was made of two or three offices within each sales region. A package of the appropriate number of surveys was then sent to each of the selected offices. Further, it was decided that questionnaires would be sent to each of the 75 district managers, regardless of whether their office had been selected for the study. Therefore, 100% of the district managers, 25. 2 1% of the sales mangers and 25 . 4% of the sales agents were surveyed for a total sample size of 534. † Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. Willing ness To Increase Productivity On a 7-point scale anchored by â€Å"no additional effort at all† and â€Å"a great deal of additionaleffort,† respondents were asked to indicate how much additional effort they would be willing to exert in order to achieve each incentive reward. Their responses are displayed on the right. They were most willing to exert extra effort for cash, followedby sales conference trips and personal vacationtrips, respectively. These differences are statistically significant. Motivational Effect Respondents were asked to indicate on a 7 -point scale ranging from â€Å"motivating† to â€Å"not motivating,† their reaction to each of the incentives. When simply examining the â€Å"motivating† response category, sales conferences had the highest rating. Almost 65% indicated that they found the reward motivating. This was followed by cash and personal vacation trips, respectively. One of the objectives of the present study was to examine differences in levels of organizational commitment between employees who had received an incentive award in the past two years and those who had not. These two groups are referred to as recipients and non-recipients. In this analysis, only the achievement of cash, merchandise and conference trip awards were considered. As illustrated in the graph on the right, the two groups differed in their levels of organizational commitment. Therecipients indicated higherlevels of organizationalcommitment than did the non recipients. The difference between the two groups is statistically significant. â€Å"The three recipient groups were then compared in terms of their levels of organizational c commitment. The cash recipients indicated the highest level, followed by merchandise and conference recipients, respectively. † Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. The returned questionnaires provided valuable information regarding the effectiveness of the incentive rewards at the Company. The findings indicated that: * Sales conferences and personal vacation trips were the most attractive incentive rewards to the respondents. * Travel rewards were followed in att ractiveness by cash, merchandise, recognition and status awards, respectively. These findings suggest that in terms of attractiveness, travel rewards were superior to the other incentive options. However, when asked to indicate how much additional effort they would be willing to exert in order to achieve each of the incentives, the respondents were most willing to exert extra effort to achieve cash, followed by sales conference trips and personal vacation trips. Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. Hestia Competence-based appraisal The appraisal is a two-way meeting between employees and the line manager once employees have completed the probation with Hestia. Pos probation period, it is several months until the annual appraisal, employees will be set a work-based and development plan following his/her probation review The annual meeting will usually take place each June/July to provide the employees the opportunity to: * Express how emp loyees have performed in the previous year and to provide examples of how employees have met their outcomes and core competencies. Receive constructive feedback from the line manager on how employees have been performing, both to recognise and assure employees in what they are doing well and to guide them in their on-going work performance and continuous professional development * Discuss how employees are working through a competence-based review, * Identifying learning and development needs and agree the resources they require meet those needs, and * Agreeing relevant and realistic outcomes to achieve over the next twelve months At the end of the meeting employees should develop and work-based development plan which will be signed off by the line manger and reviewed (or possibly amended in light of changes) regularly through the year during employees supervisions. Employees appraisal plan will be review and signed by a a second line manager for consistency and to provide any additional comments. Timeline (Appendix 5) Conclusion The present analysis was undertaken to answer the question of the value of rewards as motivators for employees. Intrinsic motivational factors have been found to be significant, in both the presence of Hestia’s training scheme and in its absence, this finding of the motivational importance of intrinsic factors within the organisation. Intrinsic rewards dominate extrinsic. Extrinsic motivators do play a role, but not to the extent that classical agency theory suggests a people are motivated by non-economic rewards. In addition, the importance of intrinsic motivators highlights the importance of context in the motivation of staff. It is through the organisation that employees are able to work with clients whom witness their successes, achieve a good work/life balance and have fun at work. Appendixes Figure 1. 1 Employment development Figure 1. 2 Referencing McKenna, E. , Beech, N. (2002) Human Resource Management a concise analysis. England. Armstrong, M. (1991) A Handbook of Personnel Management Practice. London BPP, (2010) Human Resource Management. London Shinew, (1993), The Attractiveness and effectiveness of Incentives Reward Options. NY. Available from: [30/01/2012]

Self Awareness Essay Example

Self Awareness Essay Example Self Awareness Essay Self Awareness Essay And moral judgment Attitudes Cognitive style (towards change) Developing adaptability and responsibility Determine information acquisition and evaluation Interpersonal style Determine preferences and interaction patterns (Carbolic 2005) Preserving face Known to self to others Arena know to others Facade Not known to self Blinds Unknown Dwyer (2000) Communication in Business: Strategies and ask Self perception ; Think about the image you have of yourself. Quickly Write the first 6-10 words that come to mind ; Of these words write the words that are in your Arena and those in your facade. ; Give examples Of each Work with partner ; What image do they project? Write the first 4 words that come to mind. ; Discuss your findings. One at a time! Remember ; Any discrepancy between perceptions can serve as a learning opportunity for both ; What have you learnt of your bloodspot or facade? Perceptual distortions Stereotyping generalizing ; Halo effect trait dominates sloppiness ; Central tendency averages everything ; Contrast effects evaluations affected ; Projection ; Perceptual defense called upon to preserve our self-perception (Wilson 2010) In groups concepts used ; Did you mostly use adjectives which tend to be evaluative nouns which tend to be neutral verbs which tend to be behavior oriented ; What have you learnt of your perceptual filters? What perceptual distortion do you mostly use? Lessons to be learned Ones perceptions can never be totally accurate ; Rephrase what is said ; Question your conclusions of others judging others has life implications ; The greater self-understanding the easier not to make extreme judgments.

The Marginal Abatement Cost Economics Essay Essay Example

The Marginal Abatement Cost Economics Essay Essay Example The Marginal Abatement Cost Economics Essay Essay The Marginal Abatement Cost Economics Essay Essay Environmental outwardnesss such as pollution have become a large issue all around the universe. This essay will concentrate on how assorted options such as marketable licenses, the Command and Control Approach, revenue enhancements and subsidies and The Coase Theorem can be used to undertake this job. A marketable or a movable pollution license is a measure instrument, issued by the authorities, which allows houses to foul at a degree that is marginally cost-efficient. Low emitting houses are able to sell excess licenses and high emitting houses are able to buy extra licenses. There are many advantages and disadvantages of marketable licenses. First, by apportioning licenses and leting regulators create a market for emanations, they have created market value where there was antecedently no market value. This market value makes breathing pollution a house disbursal which they would wish to optimally pull off. The ability to purchase and sell licenses encourages houses to put in pollution suspension and be more efficient ; it besides rewards houses for cut downing pollution alternatively of penalizing all houses. Second, if there is rising prices in the economic system, the monetary value of license will set automatically for rising prices whereas the revenue enhancement rates would necessitate changeless accommodations for rising prices. However the disadvantages of marketable licenses are foremost they may move as barrier to entry, if big houses buy more licenses than they need to, this will do it hard for possible entrants to buy the licenses they would necessitate to come in the industry. Second the market for licenses tends to be national in range and establishes one monetary value for a license. This is right if the pollution takes the signifier of an aggregative outwardness but most signifiers of pollution are local or regional in their impacts. Pollution revenue enhancement and marketable pollution licenses are really similar policy ordinances. They both rely on monetary value signals and supply inducements for emitters to cut down the costs they impose on society. Pigouvian revenue enhancements involve puting a charge per unit of emanations equal to the entire value of the fringy environmental harm caused by an excess unit of emanations. By enforcing a revenue enhancement on each unit of emanations, houses will hold an inducement to cut down their emanations until they reach a point where profit/loss due to unit decrease in emanations is equal to the harm involved. The figure below shows how both emanations revenue enhancement and marketable licenses try to accomplish the same degree of emanations with minimal costs. MD-Marginal Damage MAC- Marginal Abatement Cost The point E0 is the degree of emanations that would be achieved if emanation control policy ( houses have no inducement to cut down emanation and MAC peers nothing ) is non involved. The point E* is the optimum degree of emanations where the fringy harm of an excess unit of emanations peers to the fringy costs of cut downing one excess unit of emanations. E* can be achieved by enforcing an emanation revenue enhancement ( T ) on each unit of emanations, houses would so happen it really dearly-won to pay the revenue enhancement and would prefer to follow steps that cut down their emanations from E0 to E. Similarly the optimum degree can be reached if the authorities issues a sufficient figure of marketable licenses to make the degree of emanations equal to E. Thus the two ordinances will take to the same result cut downing emanations to the optimum degree at minimal cost. An emanations revenue enhancement requires that a house s emanations to be monitored and in some instances, it is hard to supervise emanations revenue enhancement for e.g. husbandmans usage of fertilizers and pesticides. Some of the waste merchandises may flux into local rivers fouling the H2O. It would be non possible to supervise this overflow and buttocks husbandmans a charge for their emanations nevertheless it is possible to enforce a revenue enhancement on these merchandises when they are sold ( revenue enhancement imposed indirectly ) . In pattern, marketable licenses are a more favorable method of supplying economic inducements for pollution control compared to revenue enhancements. Licenses are attractive because they avoid some of the jobs of pollution revenue enhancements. Even where a criterion is set and revenue enhancements are used to accomplish it, there are hazards that the revenue enhancement will non be estimated right. Marketable licenses do nt necessitate the te st and mistake accommodation of revenue enhancements to accomplish the coveted aggregative degree of emanations. As mentioned above, if there is rising prices in the economic system, the existent value of pollution revenue enhancements will alter ; on the other manus, permits respond to provide and demand, rising prices is already taken attention of. Taxes would necessitate accommodation because of entry to and issue from the industry whereas licenses adjust readily to such alterations. Taxs are used as a punishment on emanations whereas marketable licenses and subsidy attack are used to honor houses for the decrease of emanations. Environmental subsidies are per unit payments to houses for cut downing their emanations. It can promote the development and usage of pollution control engineerings and the publicity of energy preservation and efficiency. A subsidy involves a transportation of financess from the authorities while a revenue enhancement plan would be a gross beginning for the authorities. Some types of subsidies include grants, low involvement loans, favorable revenue enhancement intervention etc. Under a subsidy system, houses have an inducement to bring forth at the societal optimal degree ( the point where the fringy societal benefit peers the fringy societal cost of production ) which would hold been expensive to a house prior to the subsidy. The major drawback of this system is that giving subsidies to houses may promote inefficiency as houses may trus t to a great extent on a subsidy plan and its cancellation can do economic adversity. In some utmost state of affairss pollution control subsidies could hold the perverse consequence of increasing entire pollution. Another option is the bid and control attack which is a method in which the authorities informs the house how much pollution it can let go of or requires the house to follow specific engineerings aimed to cut down their emanations. These controls are normally mandatory and enforced though licensing and punishments for non-compliance. The chief advantage of utilizing this attack is that, when it is decently implemented and enforced, it provides a clear result. This ordinance has utmost flexibleness in commanding complex environmental jobs ; it can modulate each single house, location etc. It besides avoids ambiguity with regard to tauten inducements ; houses are told precisely how to set end product. And eventually this ordinance is really easy monitored compared to revenue enhancement. However this attack is considered to be inefficient and has many drawbacks. First, it is really hard to implement and really expensive to administrate. These lifting costs have made this ordinance less attractive compared to other economic instruments such marketable licenses or revenue enhancement. Second it lacks ways to accomplish equal fringy control costs across houses or requires a batch of information to accomplish equal fringy control costs. Finally, houses who are capable to these ordinances may hold really small pick or no pick in how to make these environmental ends hence there is no inducement to research new and originative ways that might cut down their emanations. Incentives systems such as marketable licenses can carry through decreases in emanations at a much lower cost than the bid and control attack. A house that has no flexibleness in the method of cut downing its emanations to a certain degree has no inducement to endeavor whereas a house confronting a marketable license has a changeless inducement to research new ways to take down its emanations. As houses search for new ways to take down their costs of cut downing emanations, the demand for licenses will fa ll, take downing the measure of emanations and therefore bettering the environmental quality even further. A concluding option is the Coase theorem, developed by Ronald Coase, which states that optimum allotment of resources is accomplishable without any authorities intercession, provided that belongings rights are good defined and dealing costs are low. Outwardness jobs will be solved expeditiously through private minutess if these two conditions hold. Once the authorities assign these rights, the houses and victims will negociate a transportation of payments between them to either accept the harm or cut down pollution on the footing of which is more profitable. Under ideal fortunes when houses and victims deal, the equilibrium degree of pollution is independent of the allotment of belongings rights. The ideal fortunes include perfect information about costs and benefits and the absence of dealing costs. Unfortunately the optimum solution believes that there is full information about the environmental deductions which is really improbable. The Coase Theorem tends to use merely when the re are little Numberss of defilers and victims. The minutess costs involved in negociating solutions would be high if more than two parties are involved. Coase s theorem says that the result will be efficient, irrespective of who has the belongings rights ; nevertheless, the part of the value received by each party differs greatly depending upon who has the belongings rights. If the houses have the right to foul, so the houses end up with most of the value, because the victims must pay the houses to cut down pollution. On the other manus, if the possible pollution victims have the right to a pollution-free environment, so the victims end up with most of the value, because the defilers must pay the victims to accept extra pollution. If society attentions about the distribution of the value, so ordinances may be needed to accomplish the coveted distribution of value.

The Case of Discount Department Stores and Fenwick Essay

The Case of Discount Department Stores and Fenwick - Essay Example In the field of accounts and finance, internal control systems are essential to ensure accountability and transparency. Through the use of internal control system, it is easy to detect and prevent fraud, and errors. From the case study, it can be noted that at Grapevine stores things used to be operated the way anyone felt could suit him. The following are the missing internal controls; control environment, control activities, monitoring activities, and risk management. According to, (Hightower, 2009), internal controls reinforce the flow of activities in accounting and ensure accountability and responsiveness is achieved. Mr. Fenwick will conduct an assessment on the internal control mechanism adopted by the Grapevine Store and offer recommendations to make it robust. The missing internal controls have been expounded in the discussion below. According to Steinhoff, (2001), a controlled environment builds a culture among the employees for them to operate within. Assessing Grapevine Stores this is not the case. It can be identified that the employees at that store used to perform financial and accounting processes based on their thought. It is in the interest of the Discount Department Stores to have uniformity in the reporting of financial status from individual stores. Grapevine conducted their processes differently from what is recommended. Mr. Fenwick noticed that three-quarters of money expected to go in their bank account was from credit cards and a quarter from currency and cheques. The act was contrary to the policies of Discount Department Stores which states that half of the money going to the bank account should be from currency and cheques, and the other half from credit cards. This can be the reason the store was closed. The store offered excess credit services to its client, who maybe defaulted the terms and failed to pay, resulting the store to record losses. The

Dynamic Development of Marketing Management Strategies and Article

Dynamic Development of Marketing Management Strategies and Organizational Performance - Article Example The strategy is simply a choice. Prosperity is linked not only with profitability but also the long term growth. It's like steering a ship in the ocean with the danger that pirates may take over, or it might become the victim of the deadly waves. The ship here refers to the company itself and the challenged here include the competitors, the environment etc. Thus, there is a strong need for the managers to make a strategy that works as an action plan to achieve the aimed objectives. The objectives may be both financial such as higher revenues, lower costs, high profits and non-financial just to be the top in the industry, largest market share, or to place the product in the top minds of the customers. Thus, the need arises to have a blueprint that tells how to go about it Companies need to diverse, differentiate, integrate backward or forwards, and manage business portfolio balanced. The managers need to do planning, develop a vision, has to set their mission, develop long term plans and these all are further divided into different objectives and goals. But it is important that the strategy is to be consistent with the organizational goals and policies, it should be flexible enough to respond to the faster-changing environment in which it is operating, and it should add value to the organization and become a source of advantage over its competitors, and lastly, it should be feasible and practical enough to get through. Strategic management can be defined as the art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives (David F.R., Strategic Management). The process of strategic management involves three stages, viz. formulation of a strategy, implementing a strategy and lastly, evaluating the strategy. Since organizations have limited resources thus they need to choose from amongst the alternatives available. Setting a strategy starts with developing a strategic vision so as to provide long term direction, and provide a purpose to the organization. The strategic vision is then converted into specific performance objectives for the company to achieve. And then forming strategies to achieve the desired outcomes that have been developed in the form of objectives. This all was the planning portion of the process; no strategy is useful until it is implemented and executed effectively and efficiently. In the end, the eval uation stage begins which requires comparing actual i.e. the reality with the planned.

Jack Kerouacs on the Road - a Biography Essay Example for Free

Jack Kerouacs on the Road a Biography Essay On the Road was published in 1957 by Viking Press. Apart from criticism by traditional conservatives, Jack Kerouac’s novel gained huge popularity with a younger generation of rebels (point to Sam’s pencilcase). Commonly viewed as an autobiography combined with a biography of Neal Cassady, it is considered a testament to the Beat legend. Fascinated by the myth of the King of the Beatniks, I examined the authenticity of On the Road and found several issues: the method in which it was written, spontaneous prose; lack of primary sources; and the author’s intention. Jean Louis Lebris de Kerouac was born on the 12 March 1922 in Lowell, Massachusetts. He gained a football scholarship to Columbia University in New York, where he met Allen Ginsberg and William S. Burroughs, who together form the three literary musketeers of the Beat Generation. The Beat Gen were a stalwart literary movement active during the 50s, whose iconoclastic texts dissented formalist constriction of expression, experimentation and individualism, and viewed post-war prosperity, and materialism as antithetical to social equality. Their works pushed the boundaries of censorship, including underground elements sinister to the establishment such as homosexuality, drugs, bop jazz, impulsive desire, preference for marginalised cultures, like Buddhist and Native American, and unconformity to the typically American dream of white picket fence within which your three cherub children can safely frolic. The traditional conservatives called it unrefined and anti-intellectual, and politicians labelled aspects of the Beat Gen psyche as Communist. The popularity and resonance Beat Gen lit had with the youth rebellion generation made it a prominently influential movement in American literature. The Beat Gen members, being life long friends, shared these views and were inspired by figures of the counterculture, in the case of On the Road, Neal Cassady, who was the Beat beliefs personified, â€Å"the holy con-man with the shining mind† (p11). On the Road is about Sal Paradise, an amateur writer struggling with inspiration when he is introduced to Dean Moriarty, a walking legend, the epitome of a Beat man. The novel marks distinct stages of Sal’s growth and development, and his relationship with Dean as he â€Å"shambled after as I’ve been doing † Narrated by Sal, he meets and travels with other characters, bumming and hitchhiking across America. Kerouac developed spontaneous prose, inspired by improvisation in jazz and passionate excitement, its highly confessional, immediate, producing a raw, liberal and intense stream of consciousness, establishing spiritual and personal connections with the narrator. This convinces the reader of a high degree of honesty and vulnerability, and authenticity. Also, there’s an infamous story that adds to the legend of Kerouac and On the Road: the manuscript was typed in 2 weeks fuelled by coffee and Benzedrine, on a seriously lengthy scroll, of teletype paper taped together so that changing the roll wouldn’t disrupt his writing. Tim Hunt wrote in Kerouac’s Crooked Road that Kerouac â€Å"hoped that drafting Although it’s important that there is a high connection between the writer and the reader, it’s also important to note that this sort of spontaneity compromises the detail and accuracy of Sal’s accounts, which brings into questions the subtleties and chronology of small-scale action. Also, his emotional investment makes his narration highly opinionated and being so influenced by Cassady as to travel across the country, Kerouac’s opinions transferred into Sal the persona are influenced heavily by De an. The authenticity and honesty that spontaneous prose conceptualises is undermined by the deliberation and large revision of the manuscript. The published edition was the fourth, and he had been working on On the Road for 2 and a half years, within which he was experimenting with his writing style. He loathed and complained when his editor, who he called a â€Å"crass idiot†, forced several revisions of contextually pornographic sections. In Essentials of spontaneous Prose, released in 1958, he claims that the conscious critical mind might censor richness of imagination. And I think richness of imagination is a euphemism for â€Å"high†, considering the evidence, fictional and factual, of drugs like Benzedrine and weed that reduce clarity of mind, but stimulate the inventive senses. The high levels of intimacy of the actions, events, dialogue and lives of the characters and their real life counterparts means that we cannot satisfactorily negate or authenticate a large amo unt of content, considering the verbose and opportunistic nature of the characters, in particular Dean, and the introverted thoughtfulness of Kerouac. For instance, after his time with Remi Bonceour, an old friend of Sal’s, he sees â€Å"the cutest little Mexican girl in slacks† and he says: â€Å"I wished I was on her bus. A pain stabbed my heart, as it did every time I saw a girl I loved who was going the opposite direction in this too-big world. † Then lo and behold, he gets on his bus to LA and there she is sitting alone, he befriends/propositions/seduces in the proper gentlemanly way of the 50s as you would a â€Å"strange girl†, offering her his jacket for a pillow. Terry and Sal spend fifteen days together, Sal experiencing the Mexican labourer’s life, and at the end, he leaves with an empty promise of New York together. The truthfulness of this encounter is intimate to Kerouac and the girl that is dubbed Terry if she even exists. On the bus from St Louis to Pittsburgh, days after his parting with Terry, he â€Å"made the acquaintance of a girl and we necked all the way to Indianapolis. She was nearsighted. † He had just described his parting with Terry with â€Å"love is a duel, and looked at each other for the last time. Still, we have dates that correlate with the chronology of On the Road, but this doesn’t really authenticate the text, because the majority of it is thoughts, words, actions, affairs of people and these are not things that would have been recorded by the public or the media or any historically interested people. The limit on primary sources thanks to the Kerouac estate closing most of his original manuscripts and letters, means that even his biographies are dependent on very little, written post-mortem and supplemented by his friends who were close to his work, like John Clellon Holmes and Allen Ginsberg. Still, other publications that overlap time periods with On the Road include Vanity of Duluoz and Visions of Cody. Visions of Cody was intended as a sequel and replacement of On the Road, and the obscure structure and style seeming dependent on pure recollection, contrasts with the narrative style of On the Road. Kerouac struggled with the rejection of his first novel, The Town and the City, so in order to appeal to more people and find success, On the Road’s surprisingly conventional narrative structure furthers it away from biography and autobiography. The separation of four different trips emphasises the stages of plot development. It has a protagonist, Dean, who solicits the narrator, Sal, throughout their time together on the road. In fact every part begins revolving around Dean. So it’s understandable to think of On the Road as a biography of Neal Cassady, however, it’s highly biased, considering the obvious love, admiration and dedication Dean’s disciple shows, which then means that the biography would undoubtedly contain bias, hyperbole, neglect, forgiveness, and judgement. There are also motifs and allusions to great American stories – influenced by writers such as Melville, Hemingway, Saroyan and Twain, he makes reference to their work: â€Å"here came a melancholy Armenian youth along the red box-cars, and just at that moment a locomotive howled, and I said to myself, Yes, yes, Saroyan’s town† (p78). He had even planned to write in a black man to draw stronger connections to Huckleberry Finn, but decided against it. This is evidence of thematic concern, deliberation and careful consideration, which further undermines the whole spontaneous prose thing. It might be because I’m an avid fan of Kerouac, I just think he’s beautiful and beautifully written, but I think that the mysteriousness of the veracity of On the Road contributes to the aura that has accumulated throughout its time, and doesn’t degrade it as a milestone in literature and America. I think the authenticity of On the Road shouldn’t be brought to light in the first place because it wasn’t meant to be a biography of anyone, and it should just be read to marvel at the wondrousness of words and their meanings, just like any literature, and I really recommend you read it Sam because it’s totally cliche but it changed my life.

The Wife of Bath Essay example -- Canterbury Tales Essays

The Canterbury Tales, written by Geoffrey Chaucer at the end of the fourteenth century, have been read with admiration in most periods between the fifteenth century and the present. In this poetic satire, Chaucer uses "a fictitious pilgrimage as a framing device for a number of stories" (Norton, 79). Chaucer himself becomes a character, and at the same time, the narrator in this masterpiece, and along with twenty-nine other people, he sets out on the quest to Canterbury. In "The General Prologue," Chaucer presents short descriptions of each of the pilgrims. Throughout the poem, Chaucer the narrator depicts the pilgrims one by one, without criticizing or telling the reader his own opinion about the characters: he leaves that up to the readers to perceive on their own. Pilgrimages were very common in fourteenth-century England, and they were well depicted in the Middle English literature. On the literal level, the pilgrimage was a journey to the shrine of a saint to pray and receive remission for the sins, and while on the pilgrimage, one would meet different people and listen to their interesting stories. On the allegorical level, the pilgrimage represents people's journey through life. In The Canterbury Tales, after setting themselves to leave from the courtyard of the Tabard Inn, the pilgrims agree to tell the stories: two on the way to Canterbury and two on the way back. Such a development of the plot gives Chaucer a chance to portray each of the pilgrims through his or her own lips. Chaucer's pilgrims represent all the social levels of the hierarchical order of medieval society. Most of the pilgrims are men. There are only a few women, and one of them is t... ...Tale" reflect to certain degree the started topic. It becomes obvious that the Wife of Bath's aim was not so much the truth, as it was her self-justification. Created by Chaucer in the end of the fourteenth century, the "lusty and domineering" character of the Wife of Bath seems to be more alive today as a prototype of a liberated woman than she was during the Chaucer's time. By creatign this character, Chaucer attacked the existing patriarchal hierarchical social order and raised the question of women's equality to man by placing the woman on the position historically given by society to men. Works Cited The Norton Anthology of English Literature. Sixth Edition Volume 1. Ed. M.H.Abrams. New York: W.W.Norton and Company, Inc., 1993. Parker David. "Can We Trust the Wife of Bath?" Geoffrey Chaucer Ed. Harold Bloom. New York: Chelsea House Publishers, 1985.

Driving Age

Most people don’t like the driving age at 21, a lot of them are teens. A lot of the teens feel that the government is taking away part of there freedom. If teens at 18 are able to vote and, go into the military shouldn’t they be able to drive, at 18 to? In some states the driving age is 16, I think it should be raised to 18 because most, Motor vehicle crashes are the leading cause of death among 15- to 20-year-olds. I think it would be better, to get your driving license at 18 because if the teen as a job, the parents would have to drive the teen to work and back. If the teen is able to drive it would be a burden lifted off of the parent. The parent would not have to drive the teen everywhere and the parent is free to do what he/she wants to do without having to drive the teen every place. Rising the driving age can save money, gas, and lives. Of course there would have to be certain hardship exemptions. It could not be allowed to become something, just began seeking just to gain a license. And just wanting a job shouldn't qualify one for an exemption. If someone under 18 wants to work, they would have to seek something within walking/biking distance or along public transportation lines. Only about one third of teens work paid jobs during the summer, so it isn't hard to imagine those wanting to work could do so without having to drive. The primary industries affected by increasing the driving age to 18 are the automotive manufacturers, auto insurance, gas and driving education companies. This basically covers the largest firms within the auto industry. The automotive manufacturers would only see a delay in purchases by a factor of three years and only for the first three years that the driving age was raised to 18. The auto insurance companies would hopefully gain revenues by not having to pay out insurance claims due to car accidents created by the 15 – 18 old teens. Gasoline companies would see a reduction in their revenues with the reduction of gasoline usage. Driving schools would see the most significant impact. Short term they would lose business for the first 3 years. If we didn’t lower the driving age from 21 to 18, there would be more accidents from other teen, that are 16-20. Also if the driving age was 18, a lot more people wouldn’t find the need to drive without a license. They wouldn’t need as much money for insurance and gas. I think that the driving license should stay 18 instead of 21.

Importance of Managing and Adopting Collaboration and Partnership in the Tourism Industry Essay

1. Abstract This report focuses on the importance of adopting and managing collaboration and partnership in the tourism industry in the Black Country region. The purpose of this report is to identify problems that the region is facing and find means and ways of achieving sustainable tourism that meets the needs of present tourists and the needs of the region while protecting and enhancing opportunities for the future. Also in this report, conditions in the visitor attractions sector in this region are discussed including the advantages and disadvantages of collaborative and partnership approach. It can be said collaboration and partnership seeks to achieve sustainable tourism by means of conservation and development. Research findings are presented to the Board of Directors, in order to show the importance of adopting and managing collaboration and partnership in the region. The outcome of the research showed that most stakeholders were in favour of collaboration and partnership as it offers solutions to problems and challenges experienced by tourist attractions and which they cannot deal with in isolation. Collaboration has many different forms, it can be by means of tourism planning and policy making participation processes; informal meetings between politicians and the industry; through debates and round table discussions; by spreading information in the media; by advisory committees and coordination bodies; and/or, via what are called public-private partnerships (PPP) (Ansell& Gash, 2008; Rhodes, 1997). 2. Introduction Black Country is a tourist destination based on quality and sustainable experiences. In this current economic climate there is need to adopt collaboration and partnership to increase and maintain its sustainability. Collaboration is defined as what occurs when a group of autonomous stakeholders of a problem domain engage in an interactive process, using shared rules, norms and structures to act or decide on issues related to the domain† (Jamal & Getz, 1998: 188) The role of the Partnership is to enhance the quality of the visitor experience, to improve the viability, sustainability and performance of tourism enterprises and to develop, promote and champion tourist attractions in appropriate markets. http://www.exmoortourismpartnership.org.uk/ To help us identify suitable stakeholders who have like interests, we carried out a survey that outlined some of the issues and impacts affecting our destinations and the solutions available, the research findings are, climate change, loss of habitat areas because of development and pollution, degeneration in biodiversity of species and ecosystems, increased dependency of a host community’s economy on tourism, increased gas prices, abandoned heritage sites, transportation are the main problems that the region is facing and these problems were a pointer to stakeholders who have like interests with the Black Country Tourist Authority. These stakeholders include guests and corporate clients, hotel owners, local communities, employees, suppliers, academic institutions, local authorities, the historical society, scientific agencies and institutions, the local bus/coach companies, this is consistent with WTO 2004 which states that Alongside a strong leadership, the informed participation of all relevant stakeholders from the local to the central levels are components of the social dimension of sustainable tourism. Mutual participation can provide cost effective solutions by pooling resources (Bramwell and Lane 1999; Bramwell and Sharman 1999; Healey 1997. The process has the potential to allow organizations to pool their knowledge, share expertise, capital and other resources (Bramwell and Lane 2000). This increases the tourism sustainability in turn; sustainability will assist tourism in contributing to economic development as well as improve employees and their families, the local community and society at large. Communication between us is always through national surveys, informative programs and educational resources. These stakeholders would assist our tourist attractions in the following ways, 3. Issues affecting tourist attractions 3.1. Biodiversity Conservation Biodiversity is the variability of all species on earth ranging from plants, land and sea organisms and micro-organisms. National parks and other protected areas are seen as important areas for the conservation of biological diversity however the region is faced with biodiversity threats which are explained below: 3.2 Pollution Land, air and sea pollution caused by human events brings about quite a number of environmental hazards and is a threat to biodiversity and the ecosystem. A major concern has been of the Black Country canals, people enjoy using canals for recreation. There is a danger of contamination of canal water by agricultural runoff, waste treatment plants and improper disposal of industrial waste. This type of pollution can cause long-term health problems for people as well as killing wildlife from exposure. Also of concern is litter, it has been noted that people throw materials that do not break down easily in the environment, as a result, destroys the beauty of parks ,making tourists avoid these areas. Street litter may wash into drains and end up in the ocean; this can kill wildlife by entanglement or ingestion. Soil contamination is another form of pollution in the Black country which may destroy our tourist attractions, this type of contamination can be caused by spillages of hazardous substance or when as chemicals or waste from an industrial smokestack. This can kill animals if they ingest plants which grow in such soil or if they inhale particles from contaminated soil. To solve this we need to collaborate with environment protection agencies such that they provide presentations of visual material, with the aim of communicating the importance of conserving tourist attractions. 3.3. Climate change The rise or decrease in temperature could be a threat to wildlife and the environment and the wildlife are likely to experience changes in the location and extend of areas across the region where the climate will meet their requirements and wild life will suffer due to altered vegetation patterns, and reduced water availability in the region. Therefore the available solutions showed that there is need for us to collaborate with scientific organizations and institutions to meet the specific needs of management as it meets the challenges of climate change and in turn we are able to provide the best suitable conditions for wildlife. The solutions available include presentation of climate friendly parks workshops. These can be delivered in partnership with the environmental protection agency. Also people should reduce the emission of greenhouse gasses by using alternative energy sources such as solar, wind energy, fuel cells, electric and hybrid forms transportation. Educating rangers such that they will pass on current information to visitors. http://www.nature.nps.gov/climatechange/ However, the United Nations Convention Framework for Climate Change encourages stakeholders to adapt to the climate change. This means that stakeholders need to implement changes in processes, practices, and structures to moderate potential damages or to benefit from opportunities associated with climate change. http://unfccc.int/focus/adaptation/items/6999.php 3.4 .Accommodation The findings of the research has shown that tourists struggle with accommodation due to the high fares, therefore large numbers of visitors chose not to stay for more than a day’s visit or some would choose not to visit the tourist attractions. However to make it easier for tourists and to make sure the attractions realise maximum profits, an agreement has been reached with the local accommodation providers and tourist attractions to offer joint-ticketing for tourists, where visitors can purchase an all-inclusive holiday and accommodation is offered at a discount. However accommodation providers may offer a limited number of rooms or allocate limited days per ticket as a way of gaining quick turnover and this could be a disadvantage as tourists might end up reducing their time spent at attractions and in turn affects visitor satisfaction and reduce the potential for attractions to earn much needed secondary spend. 3.5. Education and Training The authority will take part in hospitality industry sustainability round-table events hosted by Wolverhampton University School of Hotel Administration, which focused on The Role of the Sustainability Department in Hotel Companies, The Impact of Emerging Codes, Laws and Regulations, Guest Engagement and CSR (corporate social responsibility) and Carbon. As staff are the main factor in the success of the visitor experience, the Black country tourist authority aims to maintain control over recruitment and training the skills base of the people who work within the tourism industry as they play a crucial part in the customer perception of the region, therefore partnership with appropriate training and skills organisations and education establishments will enable the customer service skills to be heightened. Examples of these institutions that we are in partnership with include Universities and Colleges. The aim is to increase visitor satisfaction whilst providing employment opportunities and a career path for the region’s workforce and encourage investment into the Tourism Industry. Local communities Policies, implementation and enforcement of plans and regulations resulting from collaboration may be more accepted by individuals and organizations who were involved in creating them (Medeiros de Araujo & Bramwell 2002). Including local communities in the survey will enable communities throughout the region to recognise the value that tourism plays, financially into the region’s economy and in the support of the infrastructure within communities, an example can be where shops stay open throughout the year due to the tourism spend or the employment opportunities for the local workforce. It is therefore important for communities to understand the benefits achieved by a community through tourism activities. Furthermore, it makes use of local knowledge to make sure that decisions are well-informed and appropriate. This adds value by building on the store of knowledge, insights, and capabilities of stakeholders (Bramwell and Lane 2011; Gray 1989) and gives a voice to those who are most affected by tourism. Local knowledge helps in scenario analysis, data collection, management planning, designing of the adaptive strategies to learn and get feedback, and institutional support to put policies in to practice (Getz et al., 1999). This increases the business sustainability in turn, sustainability will assists the business in contributing to economic development as well as improve employees and their families, the local community and society at large. 3.6. Abandoned heritage sites There are quite a number of abandoned heritage sites in the Black Country. Therefore the Black Country Tourism Authority aims to get into Partnership with local authorities can help to assist in identifying tourist attractions such as heritage sites at risk and then sign post them to the appropriate grants and trusts for repairs and maintenance. The aim is to help improve the protection, conservation and management of heritage assets. Another example of heritage at risk includes Victorian buildings such as The Grand Hotel (Birmingham); it is one of the city’s largest Victorian buildings and a local landmark. www.english-heritage.org.uk 03/04/13 4. Conclusion In conclusion it can be said, adoption and managing of collaboration and partnership is the key success of English tourism in this region, its success lies in the hard work of all stakeholders, availability of funds to ensure high standards, security and marketing, most importantly, the good management from managers of individual tourist attractions which is revealed by professional conduct of workers at an attraction. 5. Recommendations The process of achieving successful collaboration and partnership involves generating income for tourist attractions and management as well as involving stakeholders in decision making concerning tourism development and heritage conservation, therefore, revenue capture scheme should be set up and the revenue generated would go towards biodiversity conservation and management. The government should offer investment incentive for entrepreneurs or financial support such that businesses with like interests can be set up and essential services such as water suppliers can continue to supply clean water. Attractions should have a strategy for recruiting, educating, or training people for the tourism industry.