Tuesday, November 26, 2019

Strategic Directions-formal and informal

Strategic Directions-formal and informal 2) Discuss the ways in which managers arrive at new strategic directions-formal and informal. Which is the best?The first phase of a strategic formulation process is the planning phase. A statement of missions and objectives is developed which charts the direction of the company and provides the groundwork for subsequent strategic processes. The objectives of a company evolve from the stated mission. After the mission and objectives are completed, a company must develop an environmental assessment, which will entail collecting and compiling necessary geographic data as well as forecasting trends and actions by the competition. The next step involves an internal analysis, which determines the strengths and weaknesses of the firm's financial and managerial expertise compared to that of its competitors. This analysis focuses on the company's resources and operations. Next, company managers must ascertain the relative and potential competitive position of firms in that market or location . This will enable their company to identify potential problems, which need correcting or the need to eliminate consideration of other strategies.International Relations BookThe next major step in the strategic planning process considers the advantages and disadvantages of various strategic alternatives. The two levels are the overall approach to the global marketplace and the specific entry strategy appropriate for each country considered.3) Explain the process of environmental assessment. What are the major international variables to consider in the scanning process? Discuss the levels of environmental monitoring that should be conducted. How well do you think managers conduct environmental assessment?Environmental assessment is a major step in weighing international strategic options. The list of variables to consider during the environmental scanning process include the following:a) Political instability- such matters as war, political unrest and terrorist activity could jeopard ize the ownership or viability of a foreign business.b) Currency instability- Inflation and fluctuations...

Saturday, November 23, 2019

Value and Valor

Value and Valor Value and Valor Value and Valor By Mark Nichol Words pertaining to worth and worthiness that are based on the syllable val or a similar letter combination are related. This post lists and defines the words in this group. The Latin verb valere, meaning â€Å"be strong† or â€Å"be well,† was extended in meaning to refer to worth, in both practical and aesthetic terms. Valor, which originally meant â€Å"courage,† â€Å"merit,† or â€Å"virtue† but now generally retains only the first sense, is derived from the Latin word. Valiance, a synonym for valor, is rare, but the adjectival form, valiant, meaning â€Å"brave,† is more common. Valid, meanwhile, originated in legal contexts to refer to what is legally binding, but by extension, it came to mean â€Å"supported by authority or facts.† (The noun form is validity.) Value, meaning â€Å"price† or â€Å"degree of esteem or usefulness,† is also a verb, and another noun form, valuation, pertains to the act or process of appraising financial worth, as well as judgment of character or worth or measure of market value. Evaluation, however, refers more broadly to measure of something’s financial value or of condition or significance; more recently, it has also come to pertain to a review of job performance. Less obviously related words include the verb avail, meaning â€Å"benefit† or â€Å"help,† or â€Å"gain† or â€Å"serve.† It also functions as a noun in such expressions as â€Å"to little avail† or â€Å"to no avail,† meaning â€Å"help† or use†; the adjectival form, available, means â€Å"accessible,† â€Å"present,† or â€Å"ready,† or â€Å"qualified† or â€Å"willing.† (The noun form is availability.) Others include prevail, meaning â€Å"be successful,† and its adjectival form, prevalent, which means â€Å"common† or â€Å"dominant.† Countervail, meanwhile, means â€Å"compensate† or â€Å"counteract.† Valence, a term for the amount of power of an atom or a unit of such strength, or for capacity to perform or degree of attractiveness, is generally confined to medical and scientific contexts, but it is the basis of ambivalence and equivalence, both of which have adjectival forms in which a t replaces the last two letters. The former word was coined by a psychologist on the model of the latter term to refer to conflicted feelings but soon took on a broader meaning; equivalence itself means â€Å"correspondence of characteristics.† Valedictorian and valetudinarian, though both derived from valere, are not to be confused. The former word describes the person who provides the valediction, a farewell speech at an event such as a graduation ceremony. (The first element stems from the Latin word for â€Å"farewell,† which literally means â€Å"be well† or â€Å"be strong.†) Valetudinarian, meanwhile, describes a hypochondriac or a sickly or weak person; the word also functions as an adjective, though valetudinary is also used. Meanwhile, the verb convalesce (the adjectival and noun forms are convalescent and convalescence) is antithetical to both senses of valetudinarian; it means â€Å"become healthier or stronger.† The feminine French name Valerie, and its variously spelled masculine Slavic equivalents, are cognate with valere. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:How to Format a UK Business Letter50 Diminutive Suffixes (and a Cute Little Prefix)25 Idioms About Bread and Dessert

Thursday, November 21, 2019

Communicable diseases Essay Example | Topics and Well Written Essays - 750 words

Communicable diseases - Essay Example Approximately 2 billion persons in the world are infected with TB. In the United States (US) for instance, almost 15 million people are infected with TB. When it becomes active, TB kills 60% of the people who do not quest for medication. This percentage correlates with 3 million deaths experienced worldwide every year. In the US, approximately 20,000 TB infections take place every year (Denholm, Eisen, McBryde & Street, 2012). TB has treatment; when treated, about 90% of the active TB patients survive. Various governments including the federal government of Canada are working towards reducing the incidence, as well as the burden of TB. Among the efforts put by Canada include conducting investigations in order to enhance early detection as well as treatment of individuals having TB so as to control the spread of the disease. â€Å"Early detection as well as treatment of individuals with latent TB infection who are at high risk of progression to active TB disease† (Tuberculosis, 2012) is also one of the key component of not only an effective TB prevention, but also control program. The occurrence and spread of TB are highly influenced by social determinants related to health. In connection with this assertion, many governments are championing collaborative actions so as to address the risk factors for TB. According to Public Health Agency of Canada (2014), the environmental factors related to TB include overcrowding housing, poor ventilation as well as homelessness. Additionally, the Public Health Agency of Canada also claims that unsanitary living conditions, as well as lower income levels, contribute significantly to the occurrence and spread of TB. In connection with CDC assertion, it is evident that overcrowding as well as poor ventilation exposes people to fluids containing the TB bacterium. As introduced above, it is clear that TB is regarded as a â€Å"disease of the poor and socially disadvantaged† (Chandler,

Tuesday, November 19, 2019

Renaissance Comparison Essay Example | Topics and Well Written Essays - 500 words

Renaissance Comparison - Essay Example Although the very term renascence was brought into currency in the 19th century by the Swiss historian Jacob Burckhardt, the origins of this movement could be traced as earlier as the beginning of the 14th century. Actually the European Renaissance began in Central Italy, namely in Tuscany centering in the cities of Siena and Florence. This movement had further a considerable impact in the city of Venice where the remains of ancient Roman and Greek cultures had been brought together and provided Renaissance humanist scholars with new texts. Consequently the Renaissance had a significant impact on Rome, which was decorated with numerous structures in the new mode of all’antico, later was rebuilt by sixteenth-century humanist popes. The Italian Renaissance reached its peak in the mid-16th century as the country began to be permanently invaded by various foreign armies. Nevertheless, the ideals and ideas of the Italian Renaissance survived these calamities and even spread into th e rest of European countries, initiating the English Renaissance and Northern Renaissance as a whole. To define the Renaissance in the northern part of the continent the term Northern Renaissance is used. Furthermore this term often refers to the Renaissance in the countries of Old World outside Italy.

Sunday, November 17, 2019

Risk of Schizophrenia Essay Example for Free

Risk of Schizophrenia Essay Over the last few decades Schizophrenia has become embedded in mainstream vernacular as any behavior or emotional response that is out of touch with reality. However even with its popularity heightened through movies and headline news stories, schizophrenia is still one of the most enigmatic and least understood disorders of the brain. With current research focused on the role of neurobiology and functioning on a cellular level, investigative analysis has merited new innovations towards its source, however a single organic cause for the disorder still eludes scientists. Although the foundation of the affliction is still unknown, its effects are well documented and over the next few pages will show the changes in the brain as the disease develops, and how those alterations impact the rest of the body and alter various other functions throughout the viscera. The term Schizophrenia was first coined in 1911 by Swiss psychiatrist Dr. Eugen Bleuler and translates from the original Greek as schizo (split) and phrene (mind), making a literal translation of split-mind, in reference to the disjointed thinking of those with the disease (Johnstone, 1994). Although the term was first used in the early twentieth century, according to scholars a ‘madness’ was described in The Ebers Papyrus, a collection of ancient Egyptian medical papers dating back to 1550 BC, which accurately depicts some of schizophrenia’s symptoms (Johnstone, 1994). With its possible documentation over three millennia ago and its symptoms documented in a myriad of medical journals throughout history, the disorder itself is very rare. Those who are at the highest risk of manifestation are offspring whose parents are both schizophrenic, although even at this rate the risk of manifestation is about forty-six percent. Globally however its prevalence is about 0.9 percent or fifty-eight million people worldwide (Hollandsworth, 1990). According to James G. Hollandworth of the University of Southern Mississippi, schizophrenia is primarily characterized by a disintegration of reality perception, consciousness, and thought process which results in a debilitated proficiency in social and professional faculties (Hollandworth, 1990). While schizophrenia can most arguably be classified as a predominantly genetic affliction, there are others factors which can contribute to its development even without a genetic predisposition. These elements include birth defects such as hypoxia and low birth rate, neuroanatomical anomalies, viral infections, along with low IQ and cerebral  atrophy (Hollandsworth, 1990). While these components in themselves are not sufficient enough to cause the disorder, they result in an increased risk for developing the disease. One theory for the cause of schizophrenia that has been studied with great validity is the dopamine hypothesis. This theory postulates that schizophrenia is caused by an overabundance of the dopamine-dependent areas of the brain causing an imbalance that affects the entire system (Hollandsworth, 1990). For this reason many of today’s schizophrenia treatment drugs inhibit dopamine receptor activity in an attempt to return it to its natural equilibrium. Although even with advances in modern science and new drugs being developed every day, the illness is still only treatable and its symptoms still emerge even with proper medication. Even with its origin unknown, scientists have discovered several chromosomes which when damaged or mutated, greatly increase the risk of developing schizophrenia. The chromosomes in particular that act as catalysts are chromosome numbers twenty-two, six, and eleven (Klar, 2004). Chromosome six contains several genes that are linked with immune response which has given rise to the belief that schizophrenia has some association with weakened disease fighting agents. While damage to this chromosome may be linked to the source of the ailment, it may only be the jump starter that kicks off the path to developing the illness. For as scientists know, a lacking immune response caused by chromosome damage can theoretically leave the body vulnerable to infection, which are facilitators that can bring about the emergence of the disorder (Hollandsworth, 1990). Chromosome twenty-two on the other hand is linked with the dopamine hypothesis as this area houses enzymes that aid in transporting neurotransmitters. These neurotransmitters, mainly catechol-O-methyltransferase (COMT) and proline dehydrogenase (PRODH) are essential for the breakdown of dopamine. Any disruptions in this particular area can trigger an overabundance or shortage of dopamine, potentially resulting in developing positive or negative schizophrenia symptoms (Chakravarti, 2002). Lastly, chromosome eleven has been associated with schizophrenia on the grounds of genetic translocation, or a chromosome abnormality caused by faulty rearrangements of various strands of DNA. These faults can occur in any number of genes, however during this process it occurs at times pivotal to cell division, making it easy for genes to be incorrectly rearranged (Klar, 2004). When this happens  it can potentially inhibit the development of lateralization of brain function and act as a precursor not only schizophrenia, but other forms of mental illness as well as cognitive impairments (Klar, 2004). Once the subject has developed schizophrenia it affects the brain in very specific ways. When the disorder itself first begins to emerge its early symptoms manifest themselves in a period called The Prodormal Phase (Neale ump; Oltmanns, 1980). During this phase, which occurs anywhere from six to thirty months before the disease truly emerges, the person may experience social withdrawal, dysphoria, and irritability. As the disorder progresses the symptoms may become more intense, and newer or ‘positive’ symptoms may begin to surface. These positive symptoms can include visual and auditory hallucinations, delusions, and disorganized thought processes. In severe cases of thought process deterioration or cognitive slippage, a person can develop schizophasia or ‘word salad’ where a person’s speech is completely incoherent with no understandable thought or message. Following the positive symptoms of the illness, ‘negative’ symptoms can appear as well. These symptoms are aspects of the person’s personality that have been negated by the disease. They are most commonly expressed by the person’s flat or expressionless demeanor, apathy, very little displayed emotion, and continued peculiar behavior (Hollandsworth, 1990). After schizophrenia has completely manifested itself, the patient is usually classified into one of four types. These types are paranoid, disorganized, catatonic, and undifferentiated. Those in the paranoid group display an obsession over their delusions or ha ve hallucinations specifically related to a certain subject or idea, and are usually the most functional of all schizophrenics (Johnstone, 1994). Disorganized types are typically ones who display little emotion and act in a disjointed and inarticulate manner, while catatonic schizophrenics are merely ones who appear in torpor and display lethargic indolence. The undifferentiated type however is hybrid of the three previous types and is a miscellaneous combination of all their symptoms combined (Johnstone, 1994). While the outward symptoms may be relatively easy to recognize, inside the brain is a totally different matter. Schizophrenia can cause structural changes in the brain even though a specific cause for these changes is still unknown. These changes in brain structure are illustrated by larger ventricles, a thicker corpus collosum, a decrease in dendrite  spines in the frontal lobe, disordered hippocampal pyramidal cells, and a shrinkage of the cerebellar vermis, which is mainly responsible for perception. In some studies malformed neuronal migration has been observed which can lead to disjointed thoughts as well as an overall shrinkage of the hippocampus and amygdala (Johnstone, 1994). Due to these changes, a person suffering from the disorder can have reduced functioning in the frontal lobe which can affect their logic and critical thinking skills as well as their ability to successfully plan ahead. This reduced functioning is displayed in the Wisconsin card sorting test, which is administered to measure possible brain damage and assess the functioning of the frontal lobe. Schizophrenics who participate in the test show an inability to successfully transfer their attention to the rules of the exam once they begin. Functional imaging has also shown a lack of activity in the right hemisphere of the frontal lobe during their partaking, which does not increase as the task is administered. It is also shown that in a study by a Dr. Nagy in 1963, that of 260 cases of schizophrenia, roughly fifty-eight percent of the group had some form of cerebral atrophy (Johnstone, 1994). On a cellular level schizophrenia symptoms are thought to be caused by an overabundance of neurotransmitters released between neurons. These neurotransmitters, mainly dopamine and serotonin, in excess can cause hallucinations and delusions which are referred to as ‘positive’ symptoms. Too little of these neurotransmitters however can result in lack of emotion and motivation which mirror the ‘negative’ symptoms of the disorder. Another type of cell affected by schizophrenia is the pyramidal cell in the prefrontal cortex, or the forehead area of the brain. These cells, which are a type of neuron that serve primarily as excitation units in the prefrontal cortex, are shown to have a decrease in basilar dendrite numbers. These basilar dendrites arise from the base of the pyramidal cell’s soma, and with a decrease in their numbers it can indicate a shortened synaptic surface area resulting in possible fallacious thought processing (Broadbelt, Byne, ump; Jon es, 2002). Pyramidal cells in the hippocampus are also known to be affected by the disorder can and cause many of the cells in that area to be thrown into disarray, causing cognitive malfunctions. The treatment of this disorder can vary greatly depending on the person; however dopamine inhibiting antipsychotics are a very popular remedy. Although prevalent, these  medications are not perfect and many scientists claim there is still no concrete connection that schizophrenia is exclusively a result of faulty dopaminergic transmissions (Neale ump; Oltmanns, 1980). It has also been noted that many of the dopamine inhibiting drugs serve only to combat the positive symptoms and leave many of the negative symptoms such as emotional absence unaffected. Another treatment that is still widely used, but much less common is electroconvulsive therapy or shock therapy. This treatment is still very controversial but there has been success in treating schizophrenia symptoms completely, although many patients relapse within six months. Studies have also indicated that although this treatment can be effective there are risks of permanent brain damage. According to Dr. Peter Breggin (2008), a psychiatrist at the State University of New York, shock therapy in animal testing showed statistically significant brain structural abnormalities when compared to animals without it. His study showed the electrical shocks caused changes in the nerve cell walls causing gliosis, or a profound increase in the number of astrocytes in impaired areas of the central nervous system (Breggin, 2008). In conclusion, schizophrenia is unique disorder that affects the brain in many ways, yet manifests itself differently from person to person. As there is no tangible rubric for how the disorder will impact the person, it can be a difficult illness to treat. Its effects on the brain, from enlarged ventricles to a decline in dendrite spines, shows the major impact the illness can have on living a normal life. Although the disorder afflicts just over fifty-eight million people worldwide it is still devastating to those who are affected and while the medical community makes leaps and bounds in understanding the disease, a cure is still far from the horizon. With psychology grant money from universities being invested predominantly in neuropsychology, perhaps sometime in the near future scientists will be able to fully understand this illness and find a successful and permanent cure for it.

Thursday, November 14, 2019

Racial and Ethnic Identity Essay -- How it Feels to be Colored Me 2014

The African, Mexican, and Native persons have all interacted with the Dominant American culture in some magnitude; consequently altering each different group’s racial and ethnic Identity. Throughout the semester, I have discovered that in much literature writers had an ideal perspective on their own identity as well as the identity that the dominant culture influenced them to have. While doing some research I wanted to see what would be a transitional time frame for a person to be un-conditioned of many negative symbolic meanings in regard to minorities and immigrants. My research has shown that there was a hierarchical scheme where an individual can monitor his/her identity progression from one level to the next. This â€Å"Developmental Model of Ethnic and Racial Identity† was created during the black consciousness movement. It involves discovering true ethnic Identity and racial identity. Ethnic identity is defined as defining oneself the personal and social meaning of belonging to one particular ethnic group (Cushner, McClelland and Safford). Racial identity is similar in theory, but only differs in physical appearance. This model describes the five stage process of moving from a low racial consciousness, through a period of active examination of what it means to be black, [Mexican, or Native] and internalize a positive identity (Cushner, McClelland and Safford). These five stages are pre-encounter, encounter, immersion-emersion, immersion, and internalization. This model was then applies to all minority and immigrant groups in the country. The first stage of pre-encounter, people have self-hatred about their culture and self. They believe in most stereotypes that are shown through the ... ...ed by the writers of all of these poems and novels, and it represents the struggle of many people who have assimilated to the dominant culture or who are trying. I will continue to study this concept and extend my research even further to understand the entire minority and immigrant experience. Works Cited Anaya, Rudolfo. BLESS ME ULTIMA. New York, Boston: Grand Central Publishing, 1994. Print. Cushner, Kenneth, Averil McClelland and Philip Safford. Human Diversity in Education. 7th. New York: McGraw Hill, 2012. Print. Hughes, Langston. Literature 4332: American Minority Literature. n.d. Web. 3 May 2013. Hurston, Zora Neale. Literature 4332: American Minority Literature. n.d. Web. 4 May 2013. Morrison, Toni. The Bluest Eye. New York: The Penguin Group, 1970. Print. Zitkala-Sa. Literature: 4332 American Minority Literature. n.d. Web. 5 May 2013.

Tuesday, November 12, 2019

John Stuart Mill Essay

In the ethical simulation Aaron Web an employee in the IT department of the company we worked for wrote a blog about some confidential information within in our company. It is against company policy for employees to release confidential information about our company. In this company it is my duty not to reward employees who violate the code of conduct or break the law, to honor employees’ right to free expression even when they are critical of the company, and to ensure that privileged information about the company is not made public. After some investigation and an anonymous tip from another employee that hacked into Aaron’s home computer I decided that it would be best for our company to let Aaron go, because I felt that simply letting him off with a warning would not send a strong enough message to him and other employees about the seriousness of breaking company policy. Although Jamal Moore who I was told is a good employee and was diligent in investigating the situation to prove that our company network is not secure enough I thought it was best to let him go as well, because hacking into another employee’s personal computer is also against company policy and two wrongs do not make a right, nor did I think it would be ethical to fire one person for breaking company policy and not another. Personally I would have preferred to let Jamal off with a warning, because his supervisor did tell me that he is a good employee, and without the information he provided it would have been hard to catch Aaron, but to protect the company from a law suit I thought it was best to let him go as well. It was more important for me to think of what would be best for the company as a whole using Utilitarian ethics which focuses on the greater good for the greatest number of people in the company as well as Consequentialist Ethics which focuses on the consequences of a decision or action. I had to think about how other employee’s would react if this situation was taken lightly, as well as the reputation of our company. I didn’t want the situation to be taken lightly, because I wanted to send a message to any employee working for our company that it is not ok to break company policy for any reason, and I wanted our shareholders to feel that their investment is being protected at all costs. It does personally bother me that I had to make such a drastic decision that may negatively affect the lives of 2 people, but I felt the need to make that decision to make sure that something like this doesn’t happen again. At my job at the West Palm Beach Veteran’s Hospital my supervisor has a no nonsense approach to employees being late, because in the past she has seen that if one person gets away with it there is usually someone one else that might try it, and not only does it make the company look bad, but it effects productivity. Doing this ethics simulation showed me how hard it can be to make ethical decisions in the work place, because they don’t always agree with your personal ethical values. One personal experience where my personal ethical belief did not agree with the policy at my job is when a patient in a wheel chair had to be at another appointment within in the hospital, and needed assistance getting there so that he would not be late. As a medical support assistant it is my job to call aid and assistance to come pick the patient up to take him to is next appointment. It is against company policy to assist in moving a patient unless you are a part of the clinical staff. I know that the people that work in aid and assistant are usually late to pick patients up for their next appointment, and didn’t want te patient to be late, because in many cases when a patient is more than 15 minute their appointment is cancelled. I would have liked to help him get to his appointment, but I did not want disciplinary action taken against me if my supervisory discovered that I had left my desk without consent. Although I was not able to physically help the patient I was able to call the clinic where his next appointment was located and let them know that he might be running a little late. Although I felt it was not ethical for me to not be able to help the patient get to his next appointment I understood why it was company policy, and I followed the rules, but still found a way to help the best I could. I think that there are a lot of things we have to take into account when making ethical decisions, and doing the ethics simulation showed me how to evaluate situation in more depth to reach a decision that is best for everyone involved.

Sunday, November 10, 2019

Motivational techniques used by infosys Essay

Staff surveys are usually very helpful in establishing whether staffs in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the ‘Hawthorne Effect’). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. Ten tips for questionnaires on employee motivation 1. What is the ‘primary aim’ of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company’s principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results†¦ 4. Do employees feel empowered? Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do? 5. Are there any recent changes in the company that might have affected motivation? If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from  employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty. 6. What are the patterns of motivation in your company? Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company? 7. Are employee goals and company goals aligned? First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the â€Å"wrong† priorities. 8. How do employees feel about the company? Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment. 9. How involved are employees in company development? Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback? 10. Is the company’s internal image consistent with its external one? Your company may present itself to the world as the ‘caring airline’, ‘the forward thinking technology company’ or the ‘family hotel chain’. Your employees would have been influenced, and their expectations set, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Find out what the disparity is between the employees image of the company from the outside and from the inside.  © Blaire Palmer 2004-12.  tips on structure, format and style of employee questionnaires Use the questionnaire guidelines above when creating content and subject matter for your employee motivation and satisfaction questionnaires and surveys. Here are some additional tips about questionnaires and surveys structure, format  and style: Create a clear, readable ‘inviting’ structure. Use ‘white-out’ boxes for answers, scores, and for check-boxes, which clearly show the parts which need completing. Use a clear 11 or 12 point (font) typeface. 10 point is difficult to read for some people. Avoid italics and fancy graphics – they just make the document more difficult and more time-consuming to read. Look at the writing tips and techniques for other useful pointers in creating good printed communications. Apply the same principles if your survey questionnaire form is online (ie., screen-based). Where possible try to use specific questions with multiple-choice answers, rather than general ‘open-ended’ questions. Specific questions improve clarity and consistency of understanding among respondents, and a multiple-choice format enables the answers to be converted into scores which can be loaded into a spreadsheet and very easily analysed. General or vague questions on the other hand tend to lead to varying interpretation (or confusion) among respondents; also, by inviting an open-ended answer you will generate lots of narrative-based and subjective opinions, which might be very interesting, but will be very time-consuming to read, and even more time-consuming to analyse, especially if you are surveying a large group of employees. Here is an example: Open-ended question: What do you think of the Performance Appraisal System? (This will produce varied narrative responses = difficult to analyse.) Multiple-choice question: Rate the effectiveness of the Performance Appraisal System in providing you with clear and agreed training and development: Good/Okay/Not Good/Poor (By asking respondents to check boxes or delete as necessary the multiple-choice answers will produce extremely clear answers to a specific question that can be converted into scores and very easily analysed) Use four options in multiple-choice questions rather than three or five. Three and five options typically offer a middle ‘don’t know’ or ‘average’ selection. Using four, with no middle cop-out will ensure that everybody decides one way or the other: satisfactory or not, which is what you need to know. Mid-way ‘average’ non-committal answers are not helpful, so avoid giving respondents that option. If you go to the trouble of creating, managing and analysing a huge staff survey surely it’s a good idea to produce as much meaningful data as possible. Certain questions are suitable for numerical or percentage scoring by respondents, in which case  use such a system (again ensure you avoid offering scores which equate to ‘average’ or ‘don’t know’). For example: Score-based question: Score the extent to which you enjoy your work: 1-5 = don’t enjoy, 6-10 = enjoy. (By providing a clear differentiation between do and don’t, this 1-10 scoring system gives a wide range of choices, and at the same time a clear result.) Check with a sample of respondents that they understand the draft questions in the way you intend, before you print and issue the questionnaire to all six hundred or however many staff. Designing questionnaires and communications in isolation can produce strange results – not just politicians get out of touch – so check you are actually on the same planet, in terms of your aims, language and meaning, as the people whose views you seek. Make sure you explain to all staff beforehand that you’ll be publishing the survey findings, and then afterwards ensure you do so. And then act on the findings. If your MD/CEO is not fully behind your initiative, then go work for a different company whose MD/CEO properly supports the concept of consulting the folk whose efforts underpin his success (not to mention his share options, second home and Porsche etc.) Allow people to complete the survey questionnaires anonymously. If helpful to you and you have a purpose for doing so, you can ask people to identify which department/region/office they belong to, assuming such information is genuinely useful to you and you can handle the analysis. KISS – Keep It Simple Stupid. Break complex questions into digestible parts. Keep the survey to a sensible length – probably 20 minutes to complete it is a sensible limit of most people’s tolerance. You can always follow up later in the year with another survey, especially if people enjoy completing it, and they see that the feedback and analysis process is helpful to them as well as the employer (see the point about MD/CEO support above). By all means at the end of the questionnaire invite and allow space for ‘any other comments’, or better still try to guide respondents towards a particular question. On which point, wherever it is necessary to ask an open-ended question, use the words ‘what’ and ‘how’ rather than ‘why’, if you want to discover motives and reasons. What and How will focus respondents on the facts objectively, whereas ‘why’ tends to focus respondents on defending themselves. Examples: It’s okay to ask: What factors could be changed to help staff enjoy their work more in the XYZ depot? Whereas it’s not very clever to ask: Why is there such a crap attitude among staff at XYZ depot? The second example is daft of course, but you see the point. managing (just), or leading? In this excellent guide article by motivation expert Blaire Palmer, ten central points (for some, myths) of employee motivation are exposed and explained, many with real case study references and examples. employee motivation principles – a short case study – sounds familiar? When Michael started his own consultancy he employed top people; people he’d worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a few months down the line one of his team members started to struggle. Jo was putting in the hours but without enthusiasm. Her confidence was dropping; she was unfocused and not bringing in enough new business. Michael explained to Jo the seriousness of the situation. Without new business he would lose the company and that would mean her job. He showed her the books to illustrate his point. He again ran through her job description and the procedures she was expected to follow. He told her that he was sure she was up to the job but he really needed her to bring in the new business or they would all be out on their ear. Jo told Michael that she understood. She was doing her best but she’d try harder. But a month later nothing had changed. After an initial burst of energy, Jo was back to her old ways. No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. You’ve tried every trick in the book. You’ve sat down one-to-one with the individual concerned and explained the situation. You’ve outlined the big vision again in the hope of inspiring them. You’ve given them the bottom line: â€Å"Either you pull your finger out or your job is on the line†. You’ve dangled a carrot in front of them: â€Å"If you make your targets you’ll get a great bonus†. And sometimes it works. But not every time. And there have been casualties. Ultimately if someone can’t get the job done they have to go. The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies ‘KITA’ (something similar to Kick In The  Pants). He used the analogy of a dog. When the master wants his dog to move he either gives it a nudge from behind, in which case the dog moves because it doesn’t have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the job (though arguably not sustainably) but it’s hard work. It means every time you want the dog to move you have to kick it (metaphorically). Wouldn’t it be better if the dog wanted to move by itself? Transferring this principle back in to the workplace, most motivation strategies are ‘push’ or ‘pull’ based. They are about keeping people moving either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc). 10 management motivation examples to illustrate that there are better ways to motivate employees Blaire Palmer’s experience has enabled her to work with a wide range of individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren’t working on them. These people know they ‘should’ be more engaged with their work. Sometimes they fake it for a few months but it’s not sustainable. In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively. By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people’s motivation must come from you) you will be able to focus on leading your team, and enabling them to achieve their full potential – themselves. Ultimately, motivation must come from within each person. No leader is ever the single and continuing source of motivation for a person. While the leader’s encouragement, support, inspiration, and example will at times motivate followers, the  leader’s greatest role in motivating is to recognise people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all come quite naturally to the person, and it is these things which are the true fuels of personal motivation. By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don’t normally represent a great platform for learning and development. In life it’s so important always to try to accentuate the positive – to encourage positive visualisation – so, see the negatives for what they are; silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many. motivation example 1 – ‘everyone is like me’ One of the most common assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the company, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. Marie, a director in her company, was being coached. She was a perfectionist. Every day she pushed herself to succeed and was rewarded with recognition from her peers. But she was unable to get the same standard of work from her team members. In the first few weeks of her coaching she would say, â€Å"If only people realised how important it was to put in 110% and how good it felt to get the acknowledgment, then they would start to feel more motivated†. But it wasn’t working. Instead people were starting to become resentful towards Marie’s approach. Acknowledgment was a prime motivator for Marie so to help her consider some other options, she was helped to brainstorm what else might motivate people in their work. Marie’s list grew: ‘learning new skills’, ‘accomplishing a goal as part of a team’, ‘creativity’, ‘achieving work-life balance’, ‘financial rewards’ and ‘the adrenaline rush of working to tight deadlines’. Marie began to see that perhaps her team were indeed motivated – it was simply that the team members were motivated in a different ways to her own. If the leader can tap into and support the team members’ own motivations then the leader begins to help people to realise their full potential. motivation example 2 – ‘no-one is like me’ Since the 1980’s, research has shown that although we know that we are motivated by meaningful and satisfying work (which is supported by Herzberg’s timeless theory on the subject, and virtually all sensible research ever since), we assume others are motivated mainly by financial rewards. Chip Heath, associate professor at Stanford University carried out research that found most people believe that others are motivated by ‘extrinsic rewards’, such as pay or job security, rather than ‘intrinsic motivators’, like a desire to learn new skills or to contribute to an organisation. Numerous surveys show that most people are motivated by intrinsic factors, and in this respect we are mostly all the same. Despite this, while many leaders recognise that their own motivation is driven by factors that have nothing to do with money, they make the mistake of assuming that their people are somehow different, and that money is central to their motivation. If leaders assume that their team members only care about their pay packet, or their car, or their monthly bonus, this inevitably produces a faulty and unsustainable motivational approach. Leaders must recognise that people are different only in so far as the different particular ‘intrinsic’ factor(s) which motivate each person, but in so far as we are all motivated by ‘intrinsic’ factors, we are all the same. motivation example 3 – ‘people don’t listen to me’ When some people talk, nearly everyone listens: certain politicians, business leaders, entertainers; people we regard as high achievers. You probably know people a little like this too. You may not agree with what they say, but they have a presence, a tone of voice and a confidence that is unmistakable. Fundamentally these people are great sales-people. They can make an unmitigated disaster sound like an unqualified victory. But do you need to be like this to motivate and lead? Certainly not. Many people make the mistake of thinking that the only people who can lead others to success and achieve true excellence, and are the high-profile, charismatic, ‘alpha-male/female’ types. This is not true. James was a relatively successful salesman but he was never at the top of his team’s league table.  In coaching sessions he would wonder whether he would ever be as good as his more flamboyant and aggressive colleagues. James saw himself as a sensitive person and was concerned that he was too sensitive for the job. James was encouraged to look at how he could use his sensitivity to make more sales and beat his teammates. He reworked his sales pitch and instead of focusing his approach on the product, he based his initial approach on building rapport and asking questions. He made no attempt to ‘sell’. Instead he listened to the challenges facing the people he called and asked them what kind of solution they were looking for. When he had earned their trust and established what they needed he would then describe his product. A character like James is also typically able to establish highly reliable and dependable processes for self-management, and for organising activities and resources, all of which are attributes that are extremely useful and valued in modern business. When he began to work according to his natural strengths, his sales figures went through the roof. Each of us has qualities that can be adapted to a leadership role and/or to achieve great success. Instead of acting the way we think others expect us to, we are more likely to get others behind us and to succeed if we tap in to our natural, authentic style of leadership and making things happen. The leader has a responsibility to facilitate this process. motivation example 4 – ‘some people can’t be motivated’ While it’s true that not everyone has the same motivational triggers, as already shown, the belief that some people cannot be motivated is what can lead to the unedifying ‘pep-talk and sack them’ cycle favoured by many X-Theory managers. Typically managers use conventional methods to inspire their teams, reminding them that they are ‘all in this together’ or that they are ‘working for the greater good’ or that the management has ‘complete faith in you’, but when all this fails to make an impact the manager simply sighs and hands the troublesome employee the termination letter. The reality is that motivating some individuals does involve an investment of time. When his manager left the company, Bob was asked by the site director, Frank, to take over some extra responsibility. As well as administrative work he would be more involved in people management and report directly to Frank. Frank saw this as a promotion for Bob and assumed  that he would be flattered and take to his new role with gusto. Instead Bob did little but complain. He felt he had too much to do, he didn’t trust the new administrator brought in to lighten his workload, and he felt resentful that his extra responsibility hadn’t come with extra pay. Frank was a good manager and told Bob that he simply had to be a little more organised, and that he (Frank) had complete belief in Bob to be able to handle this new challenge. But Bob remained sullen. So Frank took a different approach: He tried to see the situation from Bob’s point of view. Bob enjoyed his social life, but was no longer able to leave the office at 5pm. Bob was dedicated to doing a good job, but was not particularly ambitious, so promotion meant little to him. Bob was also expected to work more closely now with a colleague with whom he clashed. Then Frank looked at how Bob might perceive him as his boss. He realised Bob probably thought Frank’s hands-off management style meant he didn’t care. To Bob it might look as if Frank took no direct interest except when he found fault. Finally, Frank looked at the situation Bob was in to see if there was anything bringing out the worst in him. He realised two weeks of every month were effectively ‘down-time’ for Bob, followed by two weeks where he was overloaded with work. Having set aside his assumptions about Bob and armed with a more complete picture from Bob’s point of view, Frank arranged for the two of them to meet to discuss a way forward. Now the two were able to look at the real situation, and to find a workable way forward. While there is no guarantee that this approach will always work, ‘seeking to understand’, as Stephen Covey’s ‘Seven Habits of Highly Effective People’ puts it, is generally a better first step than ‘seeking to be understood’. It’s easier to help someone when you see things from their point of view. motivation example 5 – ‘but I am listening’ We are always told how valuable listening is as a leadership tool and encouraged to do more of it. So, when we remember, we listen really hard, trying to catch every detail of what is being said and maybe follow up with a question to show that we caught everything. This is certainly important. Checking your email, thinking about last night’s big game and planning your weekend certainly stop you from hearing what is being said. But there is another important aspect to listening and that is: Listening Without  Judgement. Often when an employee tells us why they are lacking motivation we are busy internally making notes about what is wrong with what they are saying. This is pre-judging. It is not listening properly. Really listening properly means shutting off the voice in your head that is already planning your counter-argument, so that you can actually hear, understand and interpret what you are being told. See the principles of empathy. This is not to say that ‘the employee is always right’, but only when you can really understand the other person’s perception of the situation are you be able to help them develop a strategy that works for them. Listening is about understanding how the other person feels – beyond merely the words that they say. motivation example 6 – ‘if they leave I’ve failed’ What happens if, at their meeting, Bob admits to Frank that he doesn’t see his future with that company? What if he says the main reason he is demotivated is that he isn’t really suited to the company culture, and would be happier elsewhere? Has Frank failed? Not necessarily. It’s becoming more widely accepted that the right and sustainable approach is to help individual employees to tap in to their true motivators and understand their core values. Katherine Benziger’s methodologies are rooted in this philosophy: Employees who ‘falsify type’ (ie., behave unnaturally in order to satisfy external rather than internal motives and drivers) are unhappy, stressed, and are unable to sustain good performance. Effort should be focused on helping people to align company goals with individual aspirations. Look at Adam’s Equity Theory to help understand the complexity of personal motivation and goals alignment. Motivation and goals cannot be imposed from outside by a boss – motivation and goals must be determined from within the person, mindful of internal needs, and external opportunities and rewards. Sometimes the person and the company are simply unsuited. In a different culture, industry, role or team that individual would be energised and dedicated, whereas in the present environment the same person doesn’t fit. Sometimes ‘success’ doesn’t look the way we expect it to. A successful outcome for an individual and for a company may be that a demotivated person, having identified what sort of work and environment would suit them better, leaves to find their ideal job elsewhere. You  succeed as a leader by helping and enabling people to reach their potential and to achieve fulfilment. If their needs and abilities could be of far greater value elsewhere, let them go; don’t force them to stay out of loyalty. Helping them identify and find a more fitting role elsewhere not only benefits you and them – it also enables you to find a replacement who is really suited and dedicated to the job. True leaders care about the other person’s interests – not just your own interests and the interests of your organization. motivation example 7 – ‘the same factors that demotivate, motivate’ When asked what brought about lack of motivation at work, the majority of people in research carried out by Herzberg blamed ‘hygiene factors’ such as working conditions, salary and company policy. When asked what motivated them they gave answers such as ‘the sense of achievement’, ‘recognition’, ‘the opportunity to grow and advance’ and ‘greater responsibility’. Herzberg’s findings about human motivation have been tested and proven time and gain. His theory, and others like it, tell us that the factors that demotivate do not necessarily motivate when reversed. The conventional solution to dissatisfaction over pay levels would be to increase pay in the belief that people would then work harder and be more motivated. However, this research shows that whilst increasing wages, improving job security and positive working relationships have a marginal impact, the main factors that characterise extreme satisfaction at work are: achievement, recognition, interesting work, responsibility, advancement and growth. So it follows that leaders who focus on these aspects – people’s true motivational needs and values – are the true leaders. Help people to enrich their work and you will truly motivate. motivation example 8 – ‘people will rise to tough challenges’ Many managers hope to motivate by setting their people challenging targets. They believe that raising the bar higher and higher is what motivates. Tracey was an effective and conscientious account manager. Her boss habitually set her increasingly tough objectives, which Tracey generally achieved. However, in achieving her targets last month Tracey worked several eighteen-hour days, travelled extensively overseas, and had not had a single weekend break. Sometimes Tracey would mention to her boss that the effort was taking its toll on her health and happiness. When Tracey handed in her latest monthly report, her boss said, ‘You see? It’s worth all the hard work. So, don’t complain about it again.’ Her boss’s belief was that Tracey would get a sense of satisfaction from completing an almost impossible workload. He was relying on her sense of duty – which she had in bucket-loads – to get the job done. But this is the KITA style of motivation. It doesn’t really acknowledge a dedication to the job or a sense of pride. Its leverage or ‘motivation’ is simply a lack of choice. Job enlargement is different to Job enhancement. Herzberg’s research shows that improving the ‘meaningfulness’ of a job (see also motivation example 7) has the motivational impact, not simply increasing the amount of pressure or volume of the tasks. Achievement for achievement’s sake is no basis for motivation – a person’s quality of life must benefit too. motivation example 9 – ‘I tried it and it didn’t work’ When you try new things – new motivational ideas, especially which affect relationships and feelings – it is normal for things initially to get a little worse. Change can be a little unsettling at first. But keep the faith. People are naturally sceptical of unconventional motivational approaches. They may wonder why you have suddenly taken such an interest in them. They may feel you are giving them too much responsibility or be concerned that changes in the way they work may lead to job losses. Herzberg’s research is among other evidence, and modern experience, that after an initial drop in performance, people quickly adjust and respond to more progressive management and motivational attitudes. Supporting and coaching people through this stage of early doubt is vital. Encourage and help people to grow and develop, and performance improvement is inevitable. motivation example 10 – ‘this type of motivation takes too much time’ If you’ve absorbed the ideas above, you might wonder where you would find the time to motivate people using these approaches. It is true that this style of leadership, sustainable motivation, commitment and focus is in the beginning more time consuming than ‘KITA’ methods; this is bound to be,  since KITA methods require far less thought. Engaging fully with your staff, understanding their wants, desires and values, getting to know them as individuals and developing strategies that achieve a continuous release of energy is more intensive and takes time to work. But consider the advantages. This investment of time means you will eventually have less to do. Instead of constantly urging your people along and having to solve all the problems yourself, you’ll be the leader of a group performing at a higher level of ability and productivity, giving you the chance to step back from fire-fighting and to consider the bigger picture. Herzberg was not alone in identifying that leaders need invest in the development of their teams, and also of their own successors. See leadership theories. Douglas McGregor’s X-Y Theory is central too. So is Maslow’s Hierarchy of Needs, from the individual growth perspective. And see also Bruce Tuckman’s ‘Forming, Storming, Norming, Performing’ model. All of these renowned theories clearly demonstrate the need for teams, and the individuals within them, to be positively led and developed. Your responsibility as leader is to develop your team so that it can take on more and more of your own responsibility. A mature team should be virtully self-managing, leaving you free to concentrate on all the job-enhancing strategic aspects that you yourself need in order to keep motivated and developing. The technical content of this article was provided by UK-based expert in organizational development Blaire Palmer, which is gratefully acknowledged. Name:- Sunil Kumar Sharma EXECUTIVE SUMMARY This project is an attempt to give knowledge about Motivational technique of Tata steel company on their employees. It aims to make its reader well versed with each and every aspect of Kingfisher Airlines. It throws light on the following:- 1. In 1st Chapter you will find the objective of doing the project on Tata Steel 2. In 2nd Chapter of this report, you will find that the research methodology of the report is mentioned. 3. In 3rd chapter you will find an  overview of Tata Steel, in which you will find it’s the history of Tata Steel, current destination, departments, motivational technique, steps dose HR manager takes to manage employee of organization. In it you will also find about the Events, Awards, about the Management Team. 4. In 4th Chapter you will find conclusion and suggestion on the project on Motivational Technique of Tata Steel 5. In 5th Chapter you will find some of the limitations of project being face by me. 6. In 6th Chapter you will find the various sources I referred for gathering information. This project is overall an attempt to make you aware or to cover every possible aspect of Tata Steel in Delhi. OBJECTIVE 1. To understand the importance of employee motivation in Tata Steel 2. To analyze the monetary method of motivating employee 3. To analyze the non-monetary method of motivating employee 4. To understand the difficulties/challenges found in caring out the strategies 5. Finally, to recommend how Tata Steel can improve its motivational strategies LIMITATION 1. The data could be gathered from secondary source thus any error in the information would have also got replicated in this report 2. Time constraint was the major limitation faced by the researcher 3. Another problem was knowledge constraint and this report was an attempt to gather as much of relevant data as possible 4. Another constraint was the lack of information regarding proper route map by the organization due to which it could not be included in the project report 5. Difficult to meet right people at Tata Steel for project concern 6. Very expensive CONCLUSION AND SUGESTION After doing a study of this project representing on Motivation technique of leading company Tata Steel, I have come to a conclusion that Tata Steel is one of the largest and most widespread of the manufacturing company and well planned in motivational tools, Tata Steel have adopted various technique for all different level of management In all Tata Steel Organization, new approaches to motivation are being used. In many territories, the strategies  are manual but, as automated methods become more pervasive, those mechanisms that support its use will assume greater popularity Whatever the strategies selected for use, the objective is to motivate employees and make him more qualified, committed individuals into the organizations and ensure that the provision of Tata Steel to the their employee is timely and effective, that the goods are of consistent high quality and that the organizations achieve the objectives for which they have been established Tata Steel also manage their Monetary and non monetary methods of motivation system between all level of management according to their preference RECOMMENDATION 1. From the above research on motivational technique of Tata Steel they should be categorized their employee according to their motivational methods and make a research on it that which employee wants monetary method of motivation and which employee prefer non monetary method of motivational technique 2. Most probably all employee should be motivated by both method somehow that create a balance between employees thinking 3. There are many levels of management in Tata Steel organization I prefer him to take care of separate department 4. Tata Steel needs to undertake aggressive motivational technique at a time of emergency 5. New approaches should be identified and rewarded so that it serves as example for others Motivation Techniques at Microsoft Motivation Techniques at Microsoft With more than 4,000 of its 27,000 employees already millionaires, Microsoft faces the challenge of figuring out how to motivating its employees though means other than pay raises. While this problem is not unique to Microsoft, the circumstances under which this problem evolved however, are. As a company that must caters to the needs of the ‘professional’ worker, Microsoft’s motivational strategy should center around recognition of individual employee achievements, the work itself, responsibility, growth, and other characteristics that people find intrinsically rewarding. By simple virtue of its position as a high-tech company – where highly trained, highly skilled ‘professional’ workers account for the vast majority of its  employees – under normal circumstances money factors would play only limited role in actually motivating employees. As a company composed of ‘paper millionaires,’ Microsoft is in a unique position – while many Microsoft employees may be labeled ‘professional’ employees, the company’s financial position will play a special interest to many of its employees. As Microsoft stock-holders, the average Microsoft millionaire (the so called paper millionaire’) has a vested interest in helping the company succeed and advance its financial position. This is true because the stockholder will directly correlate the amount of money they earn with the perceived worth to the organization. Driven by the idea that their financial success or failures are directly related to the performance (as well as public image) of the company, these employees will work with great vigor to maintain the success of their company. Until their financial position no longer depends on the company’s stock performance – that is, until theses employees sell their stock and secure their fortunes – the Microsoft millionaires will likely view themselves as masters of their own destiny. Hard work, they are likely to reason, will translate into better company performance which in turn, will translate into steady (if not increasing) stock performance. Clearly, money plays an important role in motivating job performance. But as mentioned earlier, money has its limitations as a motivator, especially in the world of the ‘professional’ worker. In the work of management theorist Frederick Herzberg, a fair salary is considered a â€Å"hygiene† factor – something people need as an incentive to do the jobs they are hired to do. Hygiene factors include adequate workspace, light and heat, and the necessary tools such as a computer or telephone. Without any of these items, employees will be demotivated and unable to do their jobs. Having all of these items, however, will enable employees to do their jobs but will do nothing to help them do the best job possible. Getting people to do their best work is more a function of what Herzberg call â€Å"motivators.† These include praise and recognition, challenging work, and growth and development opportunities. As ‘professional’ workers Microsoft’s employees have, for the most part, meet their hygienic needs. Microsoft employees are largely skilled workers who derive satisfaction from their work itself. Such workers possess a strong sense of commitment to not only their field of expertise but also to their employer as well. As such, Microsoft’s employees will want to identify with the success of their profession and their organization. Since professionals often enjoy the challenge of problem solving, some of the rewards of their job will likely come from the work itself. This implies that managers should provide professionals with new assignments and challenging projects. Managers should give the professional autonomy to follow their interests and allow them to structure their work in ways they find productive. Professionals should be rewarded with recognition and educational opportunities that allow them to keep current in their fields. Recognition boosts employees’ esteem and performance. Recognition, on the other hand, is what you do above and beyond what people are paid to get the best effort from employees. Compensation is a right, but recognition, however, is a gift which validates the importance of their work.

Thursday, November 7, 2019

Mount Kilamanjaro essays

Mount Kilamanjaro essays Mount Kilimanjaro is the highest mountain of Africa, NE Tanzania, but it wasnt always a mountain it was a volcano but now it is extinct. Mt. Kilimanjaro has two snowcapped peaks, Uhuru (Kibo) (19,340 ft/5,895 m, Africa's highest point) and Mawenzi (17,564 ft/5,354 m), these two peaks are connected by a broad saddle which has an altitude of 15,000 ft/4,600 m. Kilimanjaro has a number of different vegetation zones on its steep slopes. Coffee and plantains are grown on the lower slopes of Kilimanjaro. The mountain was successfully scaled for the first time in 1889 by German geographer Hans Meyer and Austrian mountain climber Ludwig Purtscheller. This volcano/mountain highest and youngest cone is named Kibo. Shira to the west and Mawenzi in the east are older cones that make up Kilimanjaro. Kibo has not been active in modern times, but steam and sulfur are still emitted. At the top of Kibo's summit is a 1 1/2 mile wide crater. Shira is topped by a broad plateau, perhaps a filled caldera, and erosion has cut deeply into a remnant rim, but Mawenzi's summit is a steep rocky peak surrounded by cliffs 1,600 ft. to 4,900 ft. high. The original crater was removed by erosion, and a horseshoe resembling ridge opens to the northeast. In conclusion, the mountain/dormant volcano is Africa's largest volcano and among the largest on the Earth is indeed a beautiful and fascinating volcano of the world. ...

Tuesday, November 5, 2019

FERRARI Surname Meaning and Family History

FERRARI Surname Meaning and Family History Ferrari is patronymic or plural form of the last name Ferraro, an occupational surname from the Italian word  ferraro, meaning blacksmith - originally derived from the Latin  ferrum  meaning iron. Ferrari is basically the Italian equivalent of the English surname SMITH. Ferrari is the third most common surname in Italy. Alternate Surname Spellings:  FERARI, FERARRI, FERRERO, FIERRO, FARRAR, FERRARA, FARRAH, PHARRO Surname Origin:  Italian Famous People With the FERRARI  Surname Enzo Ferrari  -  Italian race car designerErmanno W. Ferrari  - Italian music composerGaudenzio Ferrari -  16th-century Italian artistVirginio Ferrari - Italian sculptor Where Is the FERRARI Surname Most Common? According to surname distribution from  Forebears, Ferrari is the 1,667th most common surname in the world- found most prevalently in Brazil, but most common in Italy, especially the northern regions. The Ferrari surname is also fairly common in Monaco (ranked 30th in the country), Uruguay (61st) and Argentina (82nd). Surname maps from WorldNames PublicProfiler demonstrate the popularity of the Ferrari surname in northern Italy, especially the regions of Emilia-Romagna, Lombardia, Liguria and Trentino-Alto Adige. The Ferrari name is also fairly common in the region of Tessin, Switzerland. Genealogy Resources for the Surname FERRARI Meanings of Common Italian SurnamesUncover the meaning of your Italian last name with this free guide to Italian surname meanings and origins for the most common Italian surnames. Ferreira DNA Surname ProjectThis DNA project is connecting individuals with the Ferreira surname and variants such as  Ferrara, Ferrari, Ferraro, Ferrera, Ferreri, Ferrero and Forero, who are interested in using both Y-DNA and mtDNA testing to help discover common Ferreira ancestors. Ferrari  Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Ferrari  family crest or coat of arms for the Ferrari surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. Ferrari Family Genealogy ForumThis free message board is focused on descendants of Ferrari ancestors around the world. Search or browse the archives for your Ferrari ancestors, or join the group and post your own Ferrari family query. FamilySearch - FERRARI GenealogyExplore over 4.2 million results from digitized  historical records and lineage-linked family trees related to the Ferrari surname on this free website hosted by the Church of Jesus Christ of Latter-day Saints. DistantCousin.com - FERRARI  Genealogy Family HistoryExplore free databases and genealogy links for the last name Ferrari. GeneaNet - Ferrari  RecordsGeneaNet includes archival records, family trees, and other resources for individuals with the Ferrari  surname, with a concentration on records and families from France and other European countries. The Ferrari  Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the Ferrari surname from the website of Genealogy Today.- References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.ï » ¿Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.

Sunday, November 3, 2019

Australian Postwar Art & Film Essay Example | Topics and Well Written Essays - 2000 words

Australian Postwar Art & Film - Essay Example Members of this movement engaged in other activities such as composing, performing, recording, and videotaping humorous songs, which had revolutionary lyrics quoted from Marx. Nevertheless, Burn had achieved an artistic career prior to commencement of these movements; in fact, he had a profound involvement in conventional landscapes and self-portraits. In the beginning of 1965, he ventured into abstract and Minimalist painting. Therefore, this resulted to Conceptual art work and installations, which facilitated participation in the International Conceptual Art Movement. After disbarment of Art and Language movement from the international panorama, Burn seemed to withdraw from the International Conceptual Art Movement. Apparently, in 1977, he decided to go back to Australia, where he joined Australian labor movement via Union Media Services, which as a small company. During this period, he focused on organizing cultural programming for trade union members; exhibitions that show cased their art work, and authored associated essays and commentaries. Furthermore, he focused on publishing articles on Anglo-Australian landscape painting, while others were Albert Namatjira, who was Anboriginal artist of Aranda tribe (Burn and Stephen, 1992, 266). It is evident that Ian was a renowned writer in the realm of International Conceptual Art Movement and guardian of contemporary art; in fact, he served as unofficial mentor to numerous dissertations in esthetics and art history in various universities in Australia (Burn, 1991, 115). It is evident that Burn used his early painting to experiment with strategies was a way of separating perception from cognition. He offered conceptual systems aimed at facilitating perception of different things in various ways, which were in temporal and instinctive order. For instance, he segregated the square canvas into six, hard-edge, quasi-organic shapes in the Re-ordered Painting from 1965. In this painting, he used different colours on eac h of the six utensils; in fact, these organic shapes created a perception in a specific sequence. Therefore, Burn utilized cognitive analysis insentience as a way of redirecting the perception of the audience in their own situation. It is evident that Burn focuses on the theme of status and circumstance of self in his works; for instance, in Blue Reflex from 1966, he expresses functions that reflect the blue lacquered surface. Another example is Mirror Piece from 1967, which proved a question seeking to determine the meaning of self-reflection; in fact, this work entails a horizontal sequence consisting of thirteen framed pages of notes and diagrams (Burn, 1991, 118). Therefore, this led to a reflection and refraction of light, which was relative to mirror under various situations. However, he offers a sequence that ends with a large plain and framed mirror. Furthermore, he offers instinctive perceptual relations, which appears to be a mirror that offers a reflection to different pe ople around the world. This work of art is framed in a gallery in a way that modified people’s perceptions regarding the art object. In this case, Burn’s work of art as a part of International Conceptual Art, by presenting a cognitive system, which is independent of the frames references, whereby this is considered disentanglement of the mirrors from the true meaning. Definition of Conceptual Art

Friday, November 1, 2019

Regulatory Measures Essay Example | Topics and Well Written Essays - 1000 words

Regulatory Measures - Essay Example ns into effect on 1st November, 1991 after USSC discovered that several organizations lacked ethics and compliance programs and failed to meet defined standards. Most organizations had substandard programs that fallen short of meeting the goals and expectations of the Sentencing Commission. The Sentencing Guidelines have greatly encouraged American businesses to create effective ethics and compliance programs (ECEPs). The FSGO seldom applies to large companies today because virtually all their crimes are adjudicated in the courthouse. However, the Guidelines still apply in the courthouse even as Non-Prosecution Agreements (NPAs) and Deferred Prosecution Agreements (DPAs) vastly influence or contribute to out of court settlement (Ferrell et al. 2008). The goal of the FSGO is to incentivize American corporations to aim high and self-police on ethics. According to the FSGO’s Advisory Board, more recognition and consistent promotion of ethics and compliance programs by the enforce ment of the US would significantly incentivize business organizations to invest more in self-policing efforts against corporate crime. The U.S. Congress passed Sarbanes-Oxley Act (SOX) in 2002 to protect the public and shareholders from fraudulent/corrupt practices and accounting errors in the enterprise. The legislation sought to improve the accuracy of corporate disclosures. The Securities and Exchange Commission administers Sarbanes-Oxley Act (De & Argosy University, 2006). Apart from improving the accuracy of corporate disclosures, SOX sets deadlines for compliance and publishes rules on the requirements. The US Congress enacted SOX in response to increased cases of high-profile financial scandals in early 2000s involving large companies such as Tyco, WorldCom, and Enron. These scandals rattled investor confidence across the country. Two US Congressmen, Paul Sarbanes and Michael Oxley, drafted the act, which primarily aimed at improving accountability and corporate governance (De &