Politeness in Life Essay

Politeness has been well defined as benevolence in trifles. Like benevolence on a larger scale, it includes a feeling in the mind as well as the performance of those outward actions by which that feeling is manifested. The internal feeling, which is an essential part of true politeness, is the same all over the world, however much its manifestations may differ. It is the desire to put those whom we meet perfectly at their ease, and save them from every kind of petty discomfort and annoyance. Benevolence in its ordinary sense implies love of our fellow-men and a desire to do all we can to promote their permanent happiness. The limited part of benevolence called politeness requires only an inclination to make them happy temporarily, while they are in our presence, and when this can be done without any sacrifice on our part or only with a slight sacrifice of personal comfort. It is possible that politeness may be dissociated from general excellence of character, as in the case of Charles II., who exhib ­ited his remarkable urbanity of manner even on his death-bed by apologising for being â€Å"a most unconscionable time dying.† In certain cases there may even be a conflict between politeness and ordinary benevolence. For instance, a doctor may, by politely sacrificing his place in a conveyance to a lady, arrive late at a sick ­bed where his presence is urgently required. In such cases, of course, politeness should yield to the higher obligation. The particular actions in which politeness is manifested differ according to circumstances and according to the customs of dif ­ferent countries. As long as society recognises distinctions in rank, politeness requires us to show marks of respect to our superiors, that are not expected in the presence of our equals and inferiors. Different rules of behaviour have to be observed, ac ­cording as we are in the street or in the drawing-room, at home or at school, in the company of friends or of strangers. There is also to be considered the great diversity of social etiquette which distinguishes one country from another. A polite Frenchman in his own country raises his hat to a shop-girl when he enters a shop, but if he did so in England, he would be laughed at, and the object of his polite attention would probably resent his con ­duct. The difference in these matters is so great between the East and the West, that it is very difficult for Europeans and Indians to meet in social intercourse without unintentionally offending one another. In such circumstances a more liberal interpretation of the rule of politeness requires a large amount of mutual indul ­gence. Politeness, besides being a duty that we owe to others, is a valuable possession for ourselves. It costs nothing, and yet may in many cases bring much profit. The great advantage of this excellence of conduct was very clearly expressed by Dr. Johnson, when he said that the difference between a well-bred and an ill- bred man is that one immediately attracts your liking, the other your aversion. â€Å"You love the one,† he observes, â€Å"till you find reason to hate him; you hate the other till you find reason to love him.† In this way, the well-bred man has in his politeness what is equivalent to a valuable letter of introduction, that recommends him to every one with whom he comes into contact.

Parents Support Group Agenda

MINUTES OF PSG MEETING 27TH SEPTEMBER At A. P. I. S. KINDERGARTEN AGENDA Welcome Barbeque International Day Spare school uniform clothes Road safety for children at Kindergarten Forming of a proper PSG committee Quarterly social event for parents Christmas tree lights- Main Campus The meeting began at 2:30pm. The main item was the planned â€Å"Welcome Barbeque† for everyone new to the A. P. I. S. family. The Barbeque is set for the 14th October, just prior to the end of the first semester. Tim Brackley explained that this was the only available date and apologised for the short lead in time left to parents.However, we will receive a lot of support and assistance from the school and Khun Bua, as this is our first big event. A start time of 3:0pm was agreed with an approximate finish to the day of 6:30pm. The venue will be the main school campus around the pool area and people should bring their swimsuits if they would like to use the school’s swimming pool. It was discu ssed and agreed, that the food should be available between 4-5 pm. The menu is Kebabs, BBQ Chicken, salad, Som Tum, Sticky rice, fruit and complimentary water.The cost of this was explained as 150bht per adult and 90bht per child less than 12 years of age. No alcohol is permitted on the school campus and therefore it was felt that, everyone should bring their own soft drinks for the day. (I. e. Coke, Fanta, Sprite etc;) It was suggested that teachers living on campus and student boarders could enjoy the BBQ as their evening meal and that cost could be met by the school. To find out the numbers attending, it was decided to send out an invitation from the Parent Support Group to all parents (and guests? asking for a reply by the 10th October. Further information and price would be included in the invitation and parent volunteers for the children’s grades will collect the money. Volunteers to act as â€Å"Grade Representatives† were asked for and a list compiled. Those pa rents who volunteered to be grade representatives are listed on a separate page for your future reference. To assist these Parent Grade Representatives (PGR’s), it was proposed that, we all wear name badges at the BBQ, to help us get to know each other more easily.This was agreed and each badge would also show the grade of each parent’s child /children. It was agreed this, would help the Grade Representatives, in introducing new parents and students to those of us already part of the APIS family. The Parent Grade Representatives will be the first link of a support system for new parents. This was felt by everyone to be an excellent suggestion. The school has offered to set up equipment for children to play with and there was an offer of live music for the afternoon’s entertainment, which was readily accepted.A proposal that all letters to parents from the PSG should be translated into different languages was discussed at some length. Although, this would be very difficult to do, given the number of different nationalities now represented at the schools two campuses. Two parents volunteered to arrange translations for their language groups. Thai and Korean and our thanks were expressed for their help and support. Mr. Hakjune Kim will arrange translations for our Korean families and Khun Took will do the same for our Thai families.It was pointed out that some parents may be unable to arrange transport up to the main campus for the BBQ and it was suggested we ask for parents to offer any spare seats in their cars for the day. A possible pick up place would be the Kindergarten. This will be mentioned in the newsletter. It was also asked for, that future Newsletters from the PSG include committee members and contact details. This point raised the question for the PSG to formally elect a committee and this matter will be raised at a later meeting.International day – Ms. Holly Gardner came from the main campus to ask parents to begin think ing about the next International Day, which will be in January. School Uniform – Ms. Holly offered the idea of a scheme for passing on items of school uniform, that were in good condition, but which children had outgrown. Parents were asked to consider the ways in which such a scheme could be implemented. This would surely help those parents who operate an eco-friendly recycling program at home to go one step further.Finally and out of position in these minutes, with no apology as this is a very important matter. Road safety at the Kindergarten. Adjan Ladda has addressed this problem in part by arranging for a police officer to monitor and control vehicles stopping and obstructing the road. Everyone present was extremely pleased that, Adjan Ladda done this and gave her full support for her action and a very big thank you from all parents. It was agreed, that all parents can assist with this matter by obeying the police officer’s instructions regarding parking outside t he Kindergarten.A short walk from a sensibly parked car was thought by all at the meeting, to be a better way for parents to deliver or collect their children rather than a child being rushed to hospital seriously injured following an accident involving a dangerously parked car. There being no further matters for discussion at this time the meeting came to a close and everyone was thanked for attending and asked to come to a meeting next Wednesday 3rd October at the Kindergarten at 2:30pm to help finalize arrangements for the BBQ. Tim Brackley

Arguments in favour of foreign investment

Arguments in favour of foreign investment The positive developmental role of domestic and foreign investment on economic growth in host countries is well documented in literature. Investment is usually directed in sectors that enjoy comparative advantage, thereby creating economies of scale and linkage effects and hence raising productivity. An important argument in favor of foreign investment is that it consists of a package of capital, technology management, and market access. For foreign investment, repayment is required only if investors make profit and when they make profit, they tend to reinvest their profit rather than remit abroad Zakaria M (2008). Reviewing the investment policies of Pakistan over the last six decades he observes that during 1950s and 1960s the private sector was the principal vehicle for industrial investment in the country and the role of the public sector was curtailed to only three industries out of 27 basic industries. By late 1960s the economy was mainly dominated by the private sector in imp ortant areas like banking, insurance, certain basic industries, and international trade in major commodities. During 1970s, government nationalized commercial banks, development financial institutions, insurance companies and ten major categories of industries. There was also acceleration in the direct investment by the public sector in new industries, ranging from the basic manufacture of steel to the production of garments and breads. After the miserable performance of the industrial sector following the nationalization process of the 1970s, a change occurred in the government’s approach toward the role of the public and private sectors. In 1980s, government decided to pursue a pattern of a mixed economy, with the private and public sector reinforcing each other. Despite various incentives, the highly regulated nature of Pakistan’s economy proved a restraint to the inflows of foreign investment. Specifically, foreign investment was discouraged by (a) significant publ ic ownership, strict industrial licensing, and price controls by the government; (b) the inefficient financial sector with mostly public ownership, directed credits, and segmented markets; and (c) a noncompetitive and distorting trade regime with import licensing, bans, and high tariffs. During 1990s government started to apply the same rules and regulations to foreign investors as to domestic investors. The requirement for government approval of foreign investment was removed with the exception of a few industries (arms and ammunition, security printing, currency and mint, high explosives, radioactive substances, and alcoholic beverages). During 2000s government based its investment policies on the principle of privatization, deregulation, fiscal incentives and liberal remittance of profits and capital. The policy is based on promoting investment in sophisticated, high-tech and export-oriented industries while almost the entire economic activity in other fields, encompassing agricu lture, services, infrastructure, social sectors, etc. have been thrown open for foreign investment with identical fiscal incentives and other facilities, including loan financing from local banks. Shahbaz and Khalid (2004) find that investment is considerably responsive to domestic saving, yield and uncertainty in Pakistan. Return on investment is an important determinant of investment in the country. Its role in investment decisions-making carries such a weight that it outweighs negative impact of increased rate of borrowing. Expectations and uncertainties play a major role in investment decisions in Pakistan. Whereas domestic saving is a major source of investment, foreign saving is not effective for investment in Pakistan. Tewolde H (2008) argues that the decision to invest resources is one of the significant drivers of the business financial system. Sound investments that implement well organized strategies are important to creating shareholders value, and must be analyzed both in proper context and sound analytical methods. Whether the decision involves committing resources to new facilities, a research and development project, marketing program, additional working capital, an acquisition, or investing in a financial instrument, an economic trade off must be made between the resources expended now and the expectation of future cash benefits to be obtained. In other words, investing is incurring costs in order to gain benefit during the estimated life of the plant assets or current assets in the future. Bandoi and Berceanu (2008), observe that investment decision is a very difficult for leaders of all firms. By its very nature, the decision affects the investment a company a long time horizon, if not forever. In the idea of adopting an investment decision we can use simple criteria or criteria based on discounting. Of the latter category, net present value criterion (NPV) is most often used. They further argue that inflation is a real fact today which can not be ignored. Their result highlight the fact that if effects of inflation are not taken into account we can do wrong analysis of capital budgeting.

Compare and contrast thermodynamics and kinetics Essay

Compare and contrast thermodynamics and kinetics - Essay Example It studies the factors that affect reaction rates and the mechanisms in which the chemical reactions proceed. Kinetics is concerned with the measure of reaction rates of that proceed under specific conditions of pressure, temperature and concentration. This paper seeks to compare and contrast kinetics and thermodynamics. Thermodynamics is complementary to the theory of kinetic. It provides the relations between the physical properties of a system under specified measurements, while kinetics enables the calculations of the magnitude of the system’s properties. Thermodynamics determines the equilibrium of the reaction, the constant of the equilibrium, and it is also determined by enthalpy and entropy. On the other hand, kinetics determines the rate and speed of the reaction, the constant of the rate and it is determined by the activation energy. Thermodynamics and kinetics are hence related to one another in a chemical reaction. As described in the above paragraph, a chemical reaction contains aspects of both thermodynamics and kinetics. The kinetics related quantities are constant rate which is associated with the required activation energy for reaction to move forward, while thermodynamics is associated with the energy difference that results from a free energy released in the process of a chemical reaction. Although kinetics defines the speed and rate of reaction, they don’t specify conditions of the equilibrium. On the same note, thermodynamics only details the equilibrium conditions and says nothing about the rate and speed of reaction; hence the two are related and complement each

GCSE English Coursework - For your this piece of coursework you need Essay

GCSE English Coursework - For your this piece of coursework you need to write to Argue, persuade, advise Or To analyse, review, comment - Essay Example Study after study has demonstrated that the harpoons used to kill whales do not result in a ‘quick’ kill by any means. The animal can suffer a gruelling and slow death for as long as thirty minutes. Furthermore, some scientists, in conducting general studies of whale intelligence, have learned that fellow whales, whilst witnessing the death of one of their members, endure suffering and emotional scarring. They feel the dying whale’s pain. For that is a point which necessarily must be made with respect to whales and whaling: whales are an extremely intelligent species. Though there is still some debate how advanced cetacean intelligence is, there is little question that whales stand in the upper echelons of mammalian intelligence. They have the largest brains of any living organism. As humans we are obliged to respect and hold in reverence those creatures that are most similar to ourselves. The doctrine of animal rights stems from the doctrine of human rights. If humans have innate rights to dignity, then so should those animals whose grandeur and serenity speak to the magnificence of life. By respecting whales, we respect ourselves. There are, as well, some practical arguments against whaling. Firstly, the consumption of whale meat by people has been shown to be detrimental to human health. As further testament to the disregard man has shown for the environment, whale meat, because it is the flesh of an animal that can live so long and grow to such a size, is full of many different toxins. These include PCB’s, pollutants, dioxins, and mercury. In toothed-whales, the toxin levels are even higher. At a time when mankind’s blatant disregard for the earth and the global eco-system appears to be at its zenith, it seems only fitting to address one of the more egregious examples of that general tendency: the practice of whaling. As stewards of the earth, humanity has a duty and

An effective training evaluation plan Essay Example | Topics and Well Written Essays - 1250 words

An effective training evaluation plan - Essay Example The benefits of employee training often come in the long run after the employees have fully gained the skills needed. During hard economic times when companies consider cutting on costs, some managers may like to do away with the department of training and development as it is a n expense in the short term. This however is not a good move since the benefits of having the department are far much greater than the short term costs. Scraping off the department implies that the workforce may not be able to enhance their skills and the organization may not therefore be able to cope with the changes in the business environment, including hard economic times. During difficult economic times like recessions, companies and organizations need to have a well informed and skilled workforce that is capable of making the right decisions to keep the organization going. This is not the time to do away with the department. One of the most important resources of any organization is its workforce (Monta na, and Bruce, 2000). The more skilled and knowledgeable an organization’s workforce is, the better the organization. An organization can ensure its employees have the best skills and knowledge in their professions by having a good recruitment policy that ensures the best candidates are given opportunities to work for the organization. ... Employee training and development has a direct effect on the overall performance and success of an organization (William, and Kazanas, 2004). Employees and top managers are directly involved in decision making processes that shape the future of the organization and actively contribute to the production of goods and services. Through training the employees are able to advance and improve on their skills and knowledge so as to be better placed to increase their performance levels and improve the organization’s performance. Benefits of Employee Training Employee training and development is beneficial to both the organization and the employees. Among the benefits that employee training has to an organization include having a motivated workforce, increased performance levels, increased profits, increased staff loyalty and retention, and great customer care (Cohn, Khurana, and Reeves, 2005). Investment in employee training helps the organization to have a motivated workforce. The em ployee will feel that their employer cares for them and their career and therefore be highly motivated to perform their duties. When the employees are motivated to work, there will be a great working environment with minimum confrontations between the management and junior employees or among the employees themselves. This ensures there is harmony in the workplace. This is good for the organization because it ensures the employees concentrate on their main objectives of helping the organization achieve its goals (Cohn, Khurana, and Reeves, 2005). Employee training and development is also beneficial to the organization because it leads to increased performance levels of employees. This ensures that

B300 B TMA 01 Strategy Essay Example | Topics and Well Written Essays - 2000 words

B300 B TMA 01 Strategy - Essay Example It can also lead to the successful adaptation of experience and technology in the workplace. Business organizations need to apply innovation and creativity in order to accomplish their business and organizational goals. They also need to have appropriate processes that can respond effectively to the changes in the business environment. Path dependency has been associated with an increase in organizational performance. This report will seek to identify and assess the impact of path dependency in augmenting organizational performance. The report provides an overview and background about the definition of path dependency. It describes the relationship between path dependency and business firms. The characteristics of path dependency are explained using relevant theories. The strengths and weaknesses of path dependency approach are elucidated in a smart and prudent manner. Finally the paper concludes that path dependency can significantly enhance the firm performance in many ways. Path dependence has been defined as the impact of past choices on existing options. It creates the structural framework for an association between efforts and results. The results are reliant upon the choices completed at the feedback phase. However in reality, path dependence has an intricate and complex definition (Mazzucato, 2002: Pg 250). It can involve a scenario where existing choices are constrained because of earlier alternatives. Another situation can occur when earlier judgments are simply part of multiple variables which impact the ability of organizations to choose alternatives. Path dependencies are an integral nature of organizational innovation and change. At the basic level, organizations might make decisions that are not limited by path dependency. However this can restrict the ability of organizations to pursue future alternatives in a smart and prudent manner. Path dependence emerges from a number of causes. If certain policies provide efficiency

Politeness and Intercultural Communication Essay

Politeness and Intercultural Communication - Essay Example Much emphasis is placed on the non-verbal form of communication. For example, the Japanese place emphasis on their bowing, not only as a sign of hospitality, but also as a way to communicate or get the attention of others. In Indonesia, the offering of beverages or refreshments, and the timing and the manner of drinking them helps indicate whether the talk of business is over or is still ongoing. Politeness in the United States is generally leaning towards the verbal, and will typically be very open or explicit. One form of politeness in the United States is the usual regard of always saying ‘thank you’ as proper courtesy for being given help. In the United States, it is polite to address people in the workplace setting with honorifics such as ‘Ms.’, ‘Mrs.’ or ‘Mr.’ among others. Such practice is especially important to superiors. Lastly, another form of politeness in the United States is the practice of keeping distance when it comes to another individual’s personal space, especially in a workplace

Company Law Essay Example | Topics and Well Written Essays - 1500 words

Company Law - Essay Example gment passed also stated that that for the assumption of responsibility to be effective some form of direct or indirect conveyance is needed from the behalf of the director and also requires that the claimant should have relied on the information provided by the director. The judgment provided also included the fact that the company or the organization is a separate entity from the directors and the shareholders. Williams aimed at imposing the personal liability to the organization under the principle of Hedley Byrne. But that did not held true for the case. The principle states that it requires a special relation to exist between the plaintiff and the tortfeasor3 Mr. Mistlin claimed that he had no special dealings with the Williams and he never took the responsibility of Mr. Williams in behalf of the company. The judgment passed made it clear that the director of a company runs no risk of his personal liability by taking the charge of a private limited company unless and until he ha s expressed or taken any sort of personal liability. The judge of the case, Lord Steyn commented on his final verdict that there was no personal dealing with the Williams and the managing of the company and the exchange of ideas between them never crossed the line which could create a feeling among the Williams that he had taken the personal responsibility for them. It was held as a case of negligent representation by the company.4 Standard Chartered Vs Pakistan National Shipping Corporation Limited: The case involved three main organizations which are Standard Chartered, Oak Prime, and The Pakistan National Shipping Corporation. In the particular case Pakistan National shipping Corporation was the shipping agent of the delivery of Iranian Bitumen sold by Oakprime. Incombank issued a letter... This research have discussed the two cases and their judgment cited had some similarity and differences. In both the case, the convict accused was the part of the organization, and in both case both of them belonged to the managerial levels. The accused was held guilty on matters of misrepresentation of certain scenario. In the case of the Williams and the Natural life heath foods limited the Williams carried out their legal case as because they suffered loses based on the financial projections provided to them by the director, similarly in the case of the Pakistan National Shipping Corporation and the Standard Chartered bank, the director of the Oakprime was held as accused on behalf of the false representation of the bills. The judgment in the identical cases was completely different from each other. In the case of the Williams, the director of the concerned organization was let free and the case was represented as scenario of unintentional misrepresentation. The judgment stated th at the director cannot be held responsible for any personal loses of the franchisee based on the dealings between them until he had shown his personal liability for the matter and he has any personal relationship with the party. Whereas in the other case the judgment showed that the director or the management person concerned cannot hide his fault behind the liability of his company. Mr Mehra deliberately made the false statement so that he may attain the payment for the letter of credit. The law cited strictness in matters of fraud cases than in general matters concerned.

The Big, The Bad, and the Monopoly Essay Example | Topics and Well Written Essays - 750 words

The Big, The Bad, and the Monopoly - Essay Example In the ADM case, its size may have been to the detriment of the consumer and taxpayer, while Berkshire may have been an innovator that saved jobs and created economic opportunity. The motives behind the move toward large-scale corporate entities may be suspect, but big business is not the fault. In fact, big business can be a boon and is essential in promoting a healthier economy in today's global marketplace. Without big business, the world economy could not operate. Take the case of Intel and the development of the microprocessor. Certainly Intel dominated the market for years and has continued to do so. However, the product could not have been developed and manufactured by several smaller companies with the same expertise and cost factor that was available to Intel. Microsoft operating systems and PC manufacturers were quick to limit their source of goods and self promoted a product that consumers demanded. As the decades passed, consumers were treated to greater computing power and greatly reduced cost. Along with these benefits came the necessity of standardization. Though it seems the threat of monopoly existed, the results indicate otherwise. In the end, manufacturers were dedicated to selling products and not exploiting the marketplace. As Carson, Thomas, and Hecht contend, "Few can deny that product progress and relatively falling prices for most consumer and goods [...] have resulted only from the great capital concentration and large scale marketing strategies of big enterprise" (96). Few consumers would be happy to return to the early days of computing with its multiple operating systems, non-standardization, and inability to transport data across operating system formats. The concentrated big business effort has made the US computing industry one of the world's dominant industries. The downside of big business shows its force when price and production rates are regulated such that profits are maximized at the cost to the consumer. This, in reality, rarely occurs. The OPEC cartel was an attempt to stem production and raise prices based on a shortage of supply in the 1970s. However, market forces have a way of dealing with monopolistic actions. The North Sea began production and the Soviet Union peaked at 12 million barrels per day making it, a non-OPEC member, the world's top producer ("Supply"). The high price also made new technologies feasible that would have not been economical at the lower prices. These forces combined to increase supply and ultimately reduce prices. Cutthroat competition is often viewed as a predatory and monopolistic practice. Larger firms, with more capital, may undersell their competition at a loss in an effort to run them out of the marketplace. However, depending on the situation, it is often the smaller and more flexible companies that are able to compete in this environment. "[...] the smaller, more mobile firm, not burdened with heavy investments, that is able to "cut its costs" [...] and outcompete the larger firm. In such cases, of course, there is no monopoly-price problem whatever" (Rothbard). The government has the power to limit monopolistic practices, though tends to express its power at the political whim of the administration currently holding office (Carson, Thomas, and Hecht, 97). Add to this the factor that there are several government-protected monopolies in existence. The postal service may be

Candide by Voltaire Essay Example for Free

Candide by Voltaire Essay Through Candide’s perplexing adventures and enlightening encounters, Voltaire illuminates the numerous diverse cultures of which Europeans consider themselves superior. Yet rather than supporting the foreign practices of cannibalism, bestiality, and the abolishment of priests, Voltaire is ridiculing the Europeans’ own methods of torture in an abusive social hierarchy. Therefore, while freedom of expression and a consensus of the majority constitute faucets of good behavior, the European practice of elitist rule and inequitable punishments is revealed as unjust. This criticism suggests the need for reform by deriving authority from somewhere other than the traditional roles of the royalty, clergy, and nobility, a rather radical move at the time. Voltaire at first reveals the fault of Europeans through his description of the savage land of Oreillon. Upon their dissent from Paraguay, Candide and Cacambo come across two women, completely nude, who cry out and â€Å"spryly† run away from two monkeys who snap â€Å"at their buttocks† (73). Instantly sympathetic, Candide shoots his musket and kills the monkeys, thinking that he has redeemed himself from earlier sins by saving these distressed women. However, to his surprise he discovers that he has just killed the ladies’ lovers. Without questioning the practices of this foreign society, Candide reacts based on his own perceptions of right and wrong. His actions reflect the naivety of Europeans concerning what is thought to be normal based on their own â€Å"superior† culture. As punishment for Candide’s rash actions, the Oreillons attempt to roast the travelers over a spit to eat, justifying this through the proclamations that Candide and Cacambo are Jesuits and thus deserve to die. This behavior is explained by Cacambo as being â€Å"appropriate† because â€Å"if we Europeans do not exercise our right to eat others, it is because we have other ingredients for a good meal† (pg. 74). He recognizes that each society contains its own equally valid practices which cannot be altered or condemned by those who think they are predominant. In addition, Voltaire is not justifying that bestiality and cannibalism constitute a righteous society, but rather satirically commenting on the Europeans own practices, for it would be hypocritical to condemn these practices without evaluating whether the European’s own forms of punishment are just. As the innocent Candide ventures to Eldorado, he is once again introduced to a land unlike that found in contemporary Europe. Upon their arrival, the travelers bewilderingly walk upon pavement made up of rubies, emeralds, and gold and rapture in the delights of a free feast at a common inn. The generous, humble citizens then guide them to an old man and, later, even the approachable king, in order to answer their many questions. Through these communicators they come to realize that the most striking aspects of the village do not constitute its physical features, but rather its ideology. They are told that all men are free, and thus there is no need for the establishment of courts, trials, or prisons. While Candide is quite baffled by these assertions which completely contrast the structured social organization of Europe, he is even more confused by the lack of priests or an enforced religion, upon which he exclaims, â€Å"What! You have no monks who lecture, debate, govern, conspire, and burn people who don’t agree with them?† (79). These seemingly sarcastic remark is a reflection of the binary thinking in which the Europeans have taught their citizens to believe. Candide had always considered the church as an institution which interjects in every aspect of life and constantly ridicules and punishes others while denying the fact that there are other practices and religions besides the order of the church and Catholicism. Voltaire is not suggesting the elimination of priests, which would be a radical idea at the time, but is rather demonstrating a deeper criticism of Europeans who assume that they are superior and must punish all those who defy this idea. Although Oreillon and El Dorado are societies completely unlike that of the Europeans in law and culture, they are seen as portraying decent human behavior because they allow their citizens to express free will and they derive authority from the consent of the masses. For instance, in Oreillon, women are allowed to mate with whomever they please without judgement or persecution from others. This freedom of expression illustrates that the culture seeks to facilitate the happiness of its people. Additionally, when the two monkeys are murdered by Candide, the leaders instantly capture and attempt to punish the travelers, reflecting the society’s dedication to protect its citizens from harm and condemn those who impinge on basic freedoms. While this culture may seem bizarre compared to more civilized nations, the fact that it derives its authority from the people illustrates that bestiality and cannibalism are enforced as appropriate human behaviors so long as there is a general consensus. Similarly, good behavior does not necessarily need to be derived from praise towards the king or daily sacrifices to a church, as portrayed in Eldorado. Unlike in Europe, the king is humble, approachable and genuinely concerned with the welfare of his citizens. For example, the feast the travelers consume at the inn is free because the state is said to assist business, thus revealing that the government is willing to contribute to the success of its people despite their class or wealth. Therefore, despite their practices, these societies emulate good behavior. However, Voltaire forms a critic of the Europeans due to the unjust practices in which they derive and maintain authority. In Candide’s hometown of Westphalia, for example, the naive Candide is exiled from the castle of the Thunder-ten-tronckh because he kissed the Baron’s daughter, Cunegonde. He was unfairly punished because he stepped out of the social hierarchy to which he was born, while Cunegonde was not disciplined for her actions due to her rank. Similarly, in places like Paris, the elites haughtily criticize their fellow man’s creations and do not hesitate to manipulate and greedily conspire against others. When Candide is led into a ploy by the despicable Abbe and arrested even though he had not committed any crimes, he is able to buy his freedom with three diamonds. The officer then exclaims, â€Å"Ah sire, even if you committed every crime imaginable, you’re still the best man in the world† (97). One’s fate depends on the inconsiderate word of the elite, one’s wealth, and the act of bribery. Since Candide had money, he was able to secure his freedom while the majority of peasants who are near penniless would have to suffer. These scenarios represent the unjust rule of the elites over the consensus of the majority. While Voltaire formulates the components of good behavior based on the legitimacy the authority derives from its citizens, he also constitutes bad behavior as punishment without just cause. For instance, when Candide and Martin arrive in Portsmouth, they view the execution of a British Admiral. The Admiral’s crime was explained in that he had stayed too far from the French enemy and that his death would encourage others to fight more fervently during war. This nonsensical behavior represents the paradox of European punishments which reduce war heros to criminals. Another such scene is presented when Candide and Pangloss reach the city of Lisbon in which a haphazard earthquake kills thirty thousand people. Faculty of a university decide that, in order to prevent another earthquake, they must â€Å"roast several persons over a slow fire They had therefore seized a man from the Basque province who had been convicted of marrying the godmother of his godchild, and two Portuguese men, who when eating a chicken, had removed the bacon seasoning† (52-53). As a manner of electing their sacrifices, they choose those who had committed even questionable offenses, though even those forms of misconduct can be viewed as unsubstantial enough to deserve punishment, much less death. While it is firstly completely unreasonable to attribute a natural phenomenon to personal actions, Voltaire goes so far as to satirically illustrate that this is a commonsense European belief, for both offenses appear inconsequential to the victims’ punishment. Meanwhile, most Europeans would be disgusted with the culture of the Oreillons who engage in cannibalism after enacting a punishment. However, Candide’s death penalty after murdering two of its citizens is a much more equitable offense in terms of its punishment than removing bacon seasoning from chicken, such as in Europe. Furthermore, once a body has been burnt, it seems inconsequential whether it is eaten or not. Voltaire is thus able to portray the irony as well as the unjust nature of European punishments as a bad behavior of society. The figures of the time who would be most notably perturbed by Voltaire’s suggestions constitute the royalty, the nobility, and the clergy. Firstly, for centuries the royalty had uncontestedly derived authority through lineage and from claims to divine right. Candide’s embrace with the King of Eldorado would probably be perceived as strange because the royalty was considered far above the common people in class, stature, and rights, and thus did not need the consent of its citizens to govern. Thus, the monarchy would be opposed to Voltaire’s ideas because they undermine his authority. This is reflected in eighteenth century Europe when the National Assembly made a radical move by sending Louis XVI to the guillotine as a symbol of the growing dissatisfaction of the peasants and workers. Secondly, the nobility consisted of a small number of elites who mainly derived their elevated status from patronage. Voltaire’s view of this social class, at least in Paris, is illustrated in the abode of Marquise de Parolignac, in which these morose intellectuals portray that their sole interests are to spread slander, hypocritically belittle art, and greedily take advantage of Candide’s treasures. Similarly to the monarchy, Voltaire’s proposal that society’s values and laws should be supported by the consensus of the masses was a scandalous assertion because it would undermine the power of the elites and force them to surrender their privilege. Finally, the clergy’s word penetrated all aspects of life in eighteenth century Europe while Religious Orthodoxy formed local allegiances and bound communities together by preaching sacred traditions. However, it can also be said that the institutions of the church hypocritically valued their own self-preservation over educating the masses. Therefore, these religious authorities would not consent in being forced to adhere to stricter laws by having to give proper, legitimate reasons as a means to punish nonbelievers or delinquents of the church. Despite these opponents, Voltaire suggests a need for reform by deriving authority from somewhere other than the norm. Although European society appears far more advanced than that of the savages and more structured than Eldorado, that does not necessarily determine that its laws and people are superior. In fact, Voltaire constitutes good behavior in a society as something that has been consented upon by its people, while bad behavior derives from unjust punishment and the dangerous rule of elites. Voltaire thus forms a critic of Europeans through comparisons to these foreign lands and furthermore questions whether a reformation of authority is a necessary means to benefit society. Source Voltaire. Candide. Boston: Bedford/St. Martin’s, 1999.

Starbucks Motivation Strategy: Case Study

Starbucks Motivation Strategy: Case Study Nowadays, the competition becomes more extreme because rapid globalization in the recent years, especially for the service industry with the similar products. The most vital point for business to success is not only the quality of products they supply, but the atmosphere of cooperating and the amount from yield of teamwork in retail sales. The employees who always touch with customers and can realize what customers really need are first-line staffs. Therefore, it turns to be essential for companies to motivate, reward and train their employees to be the best quality personnel. In the first stage, the historical background of Starbucks will be introduced. Secondly, an issue about the methods of motivating employees are going to discuss. Next, the strategies, which are used by Starbucks to make their teamwork performance well, will be pointer out. In the end, there is a conclusion about the effect of policies in motivation and teamwork. Managers are constantly searching for ways to  create a motivational environment where associates  (employees) to work at their optimal levels to  accomplish company objectives. Workplace  motivators include both monetary and non-monetary  incentives. Monetary incentives can be diverse while  having a similar effect on associates. One example of  monetary incentives is mutual funds provided  through company pension plans or insurance  programs. Because it has been suggested that  associates, depending on their age, have different  needs pertaining to incentives, traditional incentive  packages are being replaced with alternatives to attract younger associates.  This paper will discuss how monetary and non-monetary incentives are influenced by career stages and the problems associated with monetary  and non-monetary incentives. How the entire total reward and human resources (HR) systems at Starbucks are linked to the business objectives and reinforce the companys strong culture and values. Working in mutual support of the business, the culture, and values, this integrated HR system has helped shape a powerful success story that didnt rely on conventional thinking and trends with respect to the treatment of its workforce. Part 2: Setting the Scene A Brief History of Starbucks Starbucks Coffee Company, as we know it today, began in 1987, when Howard Schultz, the current chairman and CEO, acquired the assets from the original founders, whom he had worked with from 1982 to 1985. In 1987, Starbucks had 11 stores. The original business plan, and promise to the investors, was to have 125 stores within five years. From 1987 to 1992, the company remained private, growing at the astonishing rate of 80% per year to more than 150 stores. In June 1992, the company went public, and it was one of the most successful initial public offerings of the year. Today, Starbucks is the leading retailer, roaster, and brand of specialty coffee in North America. It operates more than 1,800 retail locations in North America, the United Kingdom, and the Pacific Rim and has established joint-venture partnerships with Breyers (to produce coffee ice cream) and PepsiCo (to produce Frappuccino, a bottled coffee drink). Sales for fiscal year 1997 were $967 million, an increase of nearly 39% over the previous year, and the company employed more than 25,000 partners (the companys term for employees). The company goal is to have more than 2,000 locations in North America by the year 2000. The company mission is to establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromi sing principles as we grow. Starbucks Culture and Values: The Driver of HR and Reward Systems Starbucks is a values-driven company, with a firmly established set of principles that are widely shared within the organization. It is also a company that puts its employees first and invests a tremendous amount in them. None of this is by accident. Source: Wilson, Thomas, B., Rewards That Drive High Performance, Amazon, New York, 1999. www.wilsongroup.com 1 It all stems from the values and beliefs of its CEO. Says Schultz, I wanted to establish the kind of company that gave people a form of equity (ownership) and comprehensive health insurance, and most importantly, give them self-esteem in the workplace. People feel that Starbucks is a place that gives them self-respect and values the contributions they make, regardless of their education or where they are in the company. The company believes that if it puts partners first, the result will be exceptional customer service, and by extension, if it has highly satisfied customers, the financial returns will follow. The history of Starbucks Starbucks began by three friends, Jerry Baldwin, Zev Siegl, and Gordon Bowker, who knew each other in the University of Seattle. In 1971, the first name of their store is Starbucks Coffee, Tea, and Spice in Seattle, Washingtons Pike Place Market. They engaged in making profit from selling coffee beans roasted to individual customers and restaurants. Until 1982, they had increased the number of stores to four. During the same period, a sales representative of the house ware business in New York, Hammerplast, visited them. Howard Schultz wanted to know why a small company needs a large number of percolators from Hammerplast. Because of the trade relationship between these two companies, he was acquainted with the three inventors. After he realized the atmosphere and environment of the company, he decided to be a part of Starbucks, then as a director of marketing and retail sales. In the following year, he had a vocation to Milan, Italy. Though the time, he experienced an entirely different coffee culture from the United States. The culture of Italian cafà © had been one part of peoples daliy life. There were numerous coffee bars around the area and the public usually liked to socialize in a coffee bar. Under those circumstances, Schultz had an idea of a new flavor of cafà © and a stylish environment to communicating with friends. After the trip, he prepared the business plan for his vision. However, the three initiators did not want to transfer their business into restaurant industry. Consequently, in 1985 he chose to establish a new coffee shop, named II Giornale, in Seattle. After the next two years, due to the successful strategy of Schultz, the original three owners of Starbucks decided to sell their corporation to Schultz. Then Schultz gathered other investors and took over the name of II Giornale to Starbucks. He sought to pursue his dream to make everyone taste his coffee, so he focused on the rate of expanding. At that time, he though that the most efficient way to grow the amount of branches is to set up new stores in other places. In I987, Starbucks had the first overseas store in Japan. In the subsequent years, owing to the rising expenses with the worldwide broadening, there was a deficit in Starbucks for the next three years. In contrast, he firmly believed that not to sacrifice long-term integrity and values for short-term profit (Michelli, 2006). In 1991, it turned loss into gain and its sales grew up sharply to 84 percent. Until the end of 2002, Starbucks has developed from 17 stores to 5,688 spreading over 30 countries in by this strategy, it is an over 300 times growing in these ten years! (shown as Exhibit 1) From Fortune magazine, Starbucks was ranked the 11th best company to work for in 2005 in the USA and then risen up in 2006 to 29th. As to 2007, it was ranked as the 16th best. In the same year, Starbucks was also voted as one of the top ten UK workplaces by the Financial Times. (Resource: wikipedia) Part 3 Literature Review Definition of Motivation Motivation is one of the most important aspects of an individualà ®Ã¢â€š ¬Ã¢â€š ¬sb eh av io r that determines not only how individual behaves and thinks but also ways in which he / she interacts with others and influences them. Motivation is derived from the word motives. The word motive is derived from Latin word movere, which means to move or to energize. Thus motivation actives us and directs our behavior to a particular goal. According to Armstrong (2002 P.56) states that People wont change their behaviour unless it makes a difference to  them to do so Managers are individuals who achieve their goals through other people. They are constantly searching for ways to motivate their employees to make them work at their optimal level of performance to accomplish the company objective. Various incentives are provided by the managers to their employees for motivation. The incentives that are provided by the mangers to their employees can be broadly classified as monetary incentives and non-monetary incentives. 2.1 Comparison of monetary and non-monetary incentives The purpose of monetary incentives is to reward associates for excellent job performance through money. Monetary incentives include profit sharing, project bonuses, stock options and warrants, scheduled bonuses (e.g., Christmas and performance-linked), and additional paid vacation time. Traditionally, these have helped maintain a positive motivational environment for associates. Monetary incentives can be diverse while having a similar effect on associates. One example of monetary incentives is mutual funds provided through company pension plans or insurance programs. Because it has been suggested that associates, depending on their age have different needs pertaining to incentives, traditional incentive packages are being replaced with alternatives to attract younger associates. On the other hand, the purpose of non-monetary benefits is to reward excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. 2.2 Problems with monetary incentives Managements have always looked at man as an animal to be  manipulated with a carrot and stick. They found that when a man is lured/hurt, he will move to get the prize/avoid the pain-and they say, Were motivating the employees. Hell you are not motivating them, you are moving them.* -Frederick Herzberg, Professor Emeritus Monetary incentives usually encourage compliance and achievement of difficult targets instead of encouraging creativity, innovation and foresight which are more important in the long run. Thus employees are not able to express their true talent and in the long run lose their creativity. Employers also may use monetary incentives as an extrinsic rather than an intrinsic motivator. In other words, associates are driven to do things just for the monetary reward versus doing something because it is the right thing to do. This can disrupt or terminate good relationships between employees because they are transformed from co-workers to competitors, which can quickly disrupt the workplace environment. Another problem with monetary incentive is that it is given to circumvent a bigger problem for a short run. Sales employees are given higher monetary incentives to compensate for poor management and poor products, employees are paid more for working in poor work environment. Monetary incentives can even drive the employees to falsely reporting their achievements. Huge monetary incentives given to middle mangers are seen as a hook to retain them which may make them work counterproductively. Though the monetary incentives have a better effect than the monetary incentives in the short run, they fail miserably in the long run and in extreme situations downfall of the company (when employees start anticipating monetary incentives even for routine jobs and in absence of which they start working inefficiently or go on a strike as in the case of some government employee s). Also most of the non-monetary incentives are intrinsic in nature. Intrinsic motivation is more effective as the impetus to work is from within. Employees are working because they feel satisfied or fulfilled by the activity they undertake. Under these circumstances the management can be regarded as more of a support than control. So managers should concentrate more on non-monetary incentives after the minimum level of monetary benefits and properly structure them according to their employees preference. This will ensure high motivational level of the employees which will get reflected in their better performance at work. 2.3 Theories which support intrinsic motivation Various theories that support the concept that intrinsic motivation which is attained through non-monetary incentives is important and better than extrinsic motivation are as follows: Maslows Hierarchy of needs This theory states that the needs of social, esteem and self actualisation are higher order needs. The differentiation between the higher order needs and lower order needs is that the higher order needs are satisfied at the individual level whereas the lower order needs are satisfied externally. Herzbergs two-factor theory It supports the emphasis on factors associated with work like promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement which employees find intrinsically rewarding McClellands Theory of Needs This theory focuses on three needs: achievement, power and affiliation. They are defined as follows Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. Need for power: The need to make others behave in a way that they would not have behaved otherwise Need for affiliation: The desire for friendly and closely interpersonal relationships. Cognitive evaluation theory This theory states that allocating extrinsic rewards for behaviour that had been rewarding intrinsically leads to decrease in overall level of motivation. Thus it supports the view that it is better to continue intrinsic motivation to boost the morale of employees. Goal-Setting theory This theory supports the idea that specific and difficult goals with feedback  lead to higher motivation and performance. Self-efficacy theory(Social cognitive theory) It is the individuals belief that a task assigned can be done. Higher the self efficacy higher is the confidence of the employee at the workplace. Reinforcement theory This theory states that the behaviour is a function of its consequences. If employees feel that their efforts are duly rewarded then they will work in a more effective manner for the organisation. Equity theory This theory states that individuals compare their job inputs and outcomes with those of others and then respond to eliminate any inequities. If their colleagues are given recognition employees will work towards achieving those rewards. This motivates them to perform them to work better which beneficial to the organisation. Expectancy theory The strength of a tendency to act in a certain way depends on the strength of an expectation that the act will be followed by a outcome and on the attractiveness of that outcome to the individual. Thus when expectations from a employee increases the employee responds with better performance. From the above theories (however different they may be) it is clear that intrinsic motivation is desired by the employees. 2.4 Intrinsic Motivation by non-monetary incentives Various non-monetary incentives motivate employees intrinsically which is more efficient than the extrinsic motivation. The intrinsic motivation that these incentives offer is the result of intrinsic rewards of self management. Self management In employees perspective self-management is choosing activities, monitoring competence, committing to purpose and monitoring progress. The intrinsic motivation that energises the work comes directly from the four management events namely activities, purpose, opportunities and rewards. From these four events the employees make a judgement -of the meaningfulness of the task purpose, the degree of choice available in selecting activities, the competence with which the activities are performed, and the amount of progress being made to the task purpose. The judgements from self-management lead to intrinsic rewards which in turn provide the energy for self- management which completes the cycle. OPPORTUNITY ACCOMPLISHMENT Rewards Rewards From task ACTIVITIES From task PURPOSE Sense of meaningfulness It is the opportunity that makes the employees feel that they are on a path that is worth the energy and time-that they are on a valuable mission that matters in the larger scheme of things. Sense of choice It is the opportunity that the employees feel to select task activities that make sense to them and to perform them in ways that seem appropriate to them. The feeling of choice is the feeling of being free to choose-of being able to use their judgement and act out of their own understanding of task Sense of competence It is the accomplishment that employees feel in skilfully performing task activities that have been chosen by them. The feeling of competence involves the sense that they are doing good, high-quality work on a task. Sense of PROGRESS It is the accomplishment felt in achieving the task purpose. The feeling of progress involves the sense that the task is moving forward, and their activities are really accomplishing something. It is the accomplishment felt in achieving the task purpose. The feeling of progress involves the sense that the task is moving forward, and their activities are really accomplishing something. 2.5 Non-monetary incentives The non-monetary incentives desired by employees across generations have gone rapid changes. The following table shows the preferences in non-monetary incentives across generations. Baby Boomers (born between 1946-63) Generation Xers (born between 1964-81) Generation Yers (born after 1982) Retirement planning Flexible schedules Job training Sabbaticals Flexible schedules Professional development Feedback Tangible rewards Work environment Flexible schedules Professional development Feedback Tangible rewards Work environment Attentive Employers Autonomy Table 2: Preferences in non-monetary incentives across generations Thus it is obvious that the demands of the current generation of employees are ever increasing and in current scenario where there is low loyalty to the companies, high attrition rate these demands have to be met reasonably well to attract prospective employees who can perform really well and to retain the employees. 3. PRACTICES IN ORGANISATIONS Various non-monetary incentives in Table 1 are affected by career stage and proximity to retirement. The older the associate, the more the focus is placed on retirement or supplementing retirement income with part-time or temporary jobs. The younger the associate, the more the focus is placed on job satisfaction and the work environment. Types of non-monetary incentives Various types of non-monetary incentives are as follows: Flextime Professional development Feedback Tangible rewards Work environment Attentive employers Autonomy Redesigning of jobs Retirement planning and others. 3.1 Flextime Flextime refers to several arrangements that allow the employee to work a non-traditional schedule. The employee and the manager agree in advance on the hours of work. Flextime is a popular option for good reasonit lends balance to busy lives. Fortunately, flextime also benefits the manager too. Allowing employees to work schedules that best suit their lives results in more productive workers. The most common flextime arrangements include: Compressed workweek This arrangement allows the employees to work a full, 40-hour schedule in 4 days by extending the hours they work each day. The compressed week can also be scheduled over 2 workweeks, during which they work 9 longer days and have the tenth off. In any case, the compressed workweek maintains the same overall number of hours, just divided up differently. The workload, benefits, and pay are not affected by the arrangement. Adjusted lunch Working an adjusted lunch schedule doesnt actually allow any additional days off. Instead, he employees can take a longer lunch each day, making up the hours at the beginning or end of the day. For example, he manager may allow the employee to take your lunch from 11-1 so that the latter can run errands, go to a doctors appointment, or work out, but in exchange the employee works that additional hour at the beginning or end of your day. This sort of arrangement may be an unofficial privilege of every worker, especially if its used only occasionally. Core hours Next to the compressed workweek, this is the most popular scheduling strategy because of the flexibility it offers. With this schedule, an employee can work certain hours every day, and as long as the schedule is built around the work time specified. For instance, if the core hours are 10-3, the employee must work 10-3 every day, but the starting and ending times can vary. The employee may choose to work 10-6, or 7-3, or any other combination as long as those core hours are covered. If the employee maintains the same total number of hours, your workload, benefits, and pay remain the same. Flexible hours Common core Lunch Common core Flexible hours 6 A.M 9 A.M 12 noon 1 P.M 3 P.M 6 P.M Figure 2: Example of a Flextime schedule The only problem with flextime is that it cant be extended to employees involved in production as the work time also depends on the machines which have to be run continuously for a certain period of time. Problems may arise if flextime is offered to employees of other departments and not to those of production department. So it is better not to introduce flextime in organisations where it cant be extended to all the departments. 3.2 Professional development In a broad sense professional development may include formal types of vocational education, typically post-secondaryor polytechnic training leading to qualification or acredentia l required to get or retain employment. Informal or individualized programs of professional development may also include the concept of personalcoaching. Professional development on the job may develop or enhance process skills, sometimes referred to as leadership skills, as well as task skills. Some examples for process skills are effectiveness skills, team functioning skills, and systems thinking skills. Some examples of task skills are computer software applications, customer service skills and safety training. Examples of skills relevant to a currentoccupation are leadership training for managers and training for specific techniques or equipment for educators,technicians, metal workers,medical  practitionersand engineers. For some occupations there is a provision for  accreditation tied to continuing professional education and proving competence  regulated by a professional body. 10 3.3 Feedback People dont quit organisations, they quit bosses. This can be extended to colleagues too. Improper communication, negative relationship, backbiting etc can lead to inefficiency and counter productivity. To overcome this, organisations are adopting feedback culture. It is the culture wherein all the employees are taught the skills of effectively receiving and giving feedback which is the degree to which carrying out the work activities required by the job results in the employee obtaining direct and clear information about the effectiveness in their job performance. This includes telling each other frankly, honestly and effectively what they think about their behaviour, job performance, ideas etc. Employees prefer being told what others think about them directly instead of in the round about way and they like being given feedback to self evaluate their performance. They also would like to frankly tell their bosses the various problems and issues faced by them. Feedback is of two types positive and negative. Positive feedback improves the morale of the receiver and negative feedback improves the performance of the receiver. Poor feedback can reduce morale, the ability to do the job, confidence of employees and can even lead to conflicts between the management and the employees. Hence great care has to be taken while giving and receiving feedback. So when both the managers and the employees acquire these skills of giving and receiving feedback the feedback culture works out well for the company. The following factors are to be considered while giving feedback: Make feedback specific Ambiguity and vagueness will make feedback ineffective as the receiver might miss out the whole point. It should be made sure that there is no personality clash between the giver and receiver. Both of them should be comfortable with the way the feedback is being given and neither of them should feel attacked or offended. To do away with these problems the feedback has to be specific. Concentrate on behaviour and results Feedback should concentrate on behaviour, results and future prospective and not on personality and attitudes so that the receiver gets the desired message in the desired manner. Take responsibility The manager/employee should take the initiative of giving feedback rather than putting the blame on others saying that it is not their job. Most often it is due to lack of skills and unwillingness to give feedback. Employees should also be encouraged to take responsibility as there is lot of emphasis on teamwork and empowerment in present days organisations which are becoming flat. Balanced feedback Feedback has to be balanced and accurate. Overstating or understating results will lead to ineffectiveness of feedback. Feedback on periodic basis Feedback has to be on a periodic basis preferably on weekly basis. Delay in giving feedback will render it ineffective. Similarly while receiving feedback the receiver has to listen attentively to all what is said, analyse the feedback and take remedial action. Though difficult to establish, feedback culture promotes teamwork, job satisfaction, employee empowerment, improvement in job performance and so is preferred by most of the employees. 3.4 Tangible rewards It is important to understand how different groups of employees perceive the total reward package offered by the organisation, particularly if the marketing adage Perception is Reality were to be recalled. If the employee doesnt understand the total reward package, how can employee value it? And how can it motivate he employee to perform? Therefore, there is a need to gain an understanding of how managers and employees perceive reward, and, in the case of the Senior Management Team, where they think reward should focus? Perception of reward can be researched using the following tool: Senior Management Team Brainstorm It is always important to involve the Senior Management Team (SMT) in Total Reward policy development. It is best to involve them from the outset to ensure that they understand and contribute to what you are doing. The key reason for conducting management interviews or focus groups is to gain buy-in from those who will be accountable for implementing the strategy. Interviews can help identify the information that managers will find useful, and begin to develop an action plan. This should focus on the big picture and on priorities, not on detail. Top teams (or other senior groups) are likely to be unenthusiastic about detailed level definitions. The specific organisation and style of the debate will depend on the make-up of the team and the nature of the facilitators relationship with it. The focus will be on discovering either what really matters to people who work here? or based on the kind of people you want to work here, what do you think would really matter to them? The focus in each case will be on discovering either what really matters to people who work here? or based on the kind of people you want to work here, what do you think would really matter to them? Cash vs. Tangible Rewards Why Do Merchandise and other Tangible Rewards Motivate Better Than Cash? Perks programs feature custom-designed rewards catalogues with highly desirable and attainable merchandise as rewards. Our reward items are memorable and reinforce the relationship between the reward earner and the reward provider. They keep on giving each time a merchandise reward is viewed or noticed: recipients relive the special recognition and appreciate the organization that honoured them. Cash rewards on the other hand, often have fleeting impact and more often than not, leave the recipients mind as soon as they are spent. Cash unfortunately for those companies that attempt to motivate with it is the least lasting type of reward, because its typically confused with other compensation and therefore forgotten. Additional reasons to use tangible rewards rather than cash are summarized below. Comparison between cash and tangible rewards. Cash or Any Cash Equivalent Purely an extrinsic motivator with little emotional involvement; does not  provide lasting satisfaction and long-term performance stimulation   Creates expectations, leads to entitlement and consequently looses its motivating value A dollar is a dollar; participant attaches no greater emotional or inspirational value to cash. Lacks emotional impact of tangible rewards; thus quickly spent and forgotten   No trophy value to be a constant reminder and continue to motivate. It is  difficult to show off; thus limits the lasting impact of the reward Difficult to target a particular behaviour because of the lacking association  with a particular achievement Recipients often cant recall what they purchased with cash reward which  further diminished its impact Minimal association with Sponsor Company due to minimal trophy value  of reward which minimizes the potential of goodwill toward the company   Not cost-effective; requires three times the incentive investment compared  to non-cash, on average Usually spent on necessities thus lacking a positive association with the  targeted accomplishment or behaviour Participant feels guilty for not spending a cash award on necessities which  taints the reward with unpleasant feelings Tangible Rewards 1. Carry a significant trophy value thus continue to reinforce

Does Managing An Organizations Culture Replace Bureaucracy Management Essay

Does Managing An Organizations Culture Replace Bureaucracy Management Essay Bureaucracy is concerned with the imposition of rules and the attitude that management knows the best. There is a strong hierarchy, and no involvement of lower level employees; work-to-rule principle, there is division of labour and impersonality (see Fincham and Rhodes,2005). Weber argued it to be the absolute necessity in modern times since it is the most technically efficient model the decisive reason for the advancement of bureaucratic organizations has been purely its technical superiority over any other forms of organizations (Weber:1964). Therefore, the question arises as to which is the best way to achieve the coordination and control of an organization, Webers claimed technically efficient model bureaucracy, culture management using Peter and Waterman claims for Human Relations or post bureaucratic approaches and so on , which will be argued upon in this essay, and giving a conclusion in the end. Bureaucratic organizations develop a culture of the master knows all and is always right. This was facilitated by unskilled work requirements and hence, managers were able to keep important information to themselves, with no discussion with those down the hierarchy. Due to low skill levels, employees were easily replaceable, obedience to rules was fairly easy to achieve, and employees themselves were reluctant to participate due to lack of knowledge. Such a system is easily maintainable in a situation of unskilled workers, who are just required to work along the machinery pace, controlled by top management (see Charlie Chaplin- Modern times). However, employees are now more educated than ever before, they want to be appreciated for the higher level efforts they place and the greater knowledge they posses. Peter and Waterman in their book In search for excellence argue that the workers have more to give and managers have more to gain if they are willing to listen and understand employ ees feelings. This point is further justified by the issue of job security. Managers deliberately restricted individual autonomy since they feared the loss of their own positions if workers know more. They deliberately used technology to deskill work as they feared their seats being at risk. Lane(1988) argues that higher education has made managers less insecure and more willing to delegate work to those below them. The Japanese success (Clarke and Newman:1993) featuring introduction of new cost effective means of production, teamworking, and continuous production (Kaizen): someone who work daily on an issue understands the problem more than those who have virtually no practical experience about it, and small contributions by every worker leads to continuous improvement in productivity, whereas technology gives only a one off improvement, accelerated the establishment of formal culture in which employee contributions could be formally encouraged. Teamworking was giving boost to the productivity in Japan, with American firms losing out, led to the culture establishment using Mayos claim for human relations theory, and away from Webers ideal bureaucratic model. A movement from standardized mass market products to niche marketing; concentration on each individual market segment requiring flexible specialization(Piore and Sabel: 1984), increased globalization and competition(Lash and Urry:1987) and emergence of complicated technology giving power to people who possessed knowledge about it, trade unions pushing for more employment rights and shift towards demand driven economies(Moody:1987) emphasizing the inflexibility of large scale organizations, led to the emergence of Post bureaucratic Organizations(PBO), reinforcing that bureaucracy is not perfect. However, more power to those down the line may lead to chaos as everyone will be pushing forward their own ideas, PBO no longer remain stable since more worker autonomy may lead to confusion, as Willmott places it Autonomy is slavery, Bureaucracy is freedom(Willmott:1993). This may also lead to jealousy and rivalry amongst employees, and groups will be concerned about their own productivity rather than moving towards the corporate goal. Issue of inequality may arise if views of a certain person or group are given more importance than others, leading to conflicts, and deviation from the corporate mission. Decentralized culture would mean that there is a quick response to market changes, in competitive environment decentralization will help the business to keep its competitive edge and avoid time wasting in decision making. However, what will happen in situations that put the corporate image at risk? In this case, decentralization might lead to chaos and conflict only; bureaucratic organizations which are centralized maybe preferred more. Network firm arise as organization grows complex and global rather than a hierarchy: a set line of accountability and authority, free from confusion. Again, stability is at risk, as control and command in a bureaucracy are taken over by employee empowerment and participation; chaos and conflicts are inevitable(see Thompson and McHugh: 2002). Therefore, I believe managing a culture based on Post-bureaucracy doesnot completely undermine the need for bureaucracy. Bureaucracy Dysfunctions and work definition Peter and Waterman argue that bureaucratic organizations: deskilling of work, strict division of labour and strong hierarchy, may lead to monotonous, fatigue and skill rottening, which leads to workers losing interest and adverse productivity. The solution to this was provided by Dickson and Roethlisberger in their human relations theory in which they argued that management should develop a culture which is concerned towards workers needs, soul, believes, and values. Work, as defined by Watson certain effort and commitment offered by the employee to the employer in return for monetary and other rewards(Watson: 2006): these other rewards are clearly the autonomy and empowerment, being appreciated for a work well done and so on, as recognized by Mayo also. Therefore a change in the work definition from Webers work-to-rule, to Watsons commitment and effort require the establishment of a more understanding culture. Burawoy(1980) argue that workers have a moral commitment to work ; work p rovides identity, as opposed to Foucault who believes that the instrument of discipline and punishment should be used; where a normal behaviour is described and there is control depending upon the power of individual. Keeping the issue of fatigue and interest in mind, I believe that managers should concentrate on selecting the right person for the right job (see Blau and Schoenherr:1971). Whether a bureaucratic culture is preferred or a lose control one, the right employee type should be chosen to fit in. Perhaps the greatest argument made in favour of bureaucracy is by Weber that it creates an iron cage of rationality; all decisions made are free from sentiments, emotional bias and error, and every action is carried to amplify business success. The question arises, whether it is practical or just an ideology? To be rational one must possess knowledge and understanding of all the relevant information, but no ones knowledge is perfect, so can a rational decision be taken. Simon addressed this as bounded rationality. Bauman(1989) argued that too much concentration on cost effectiveness is dangerous as it may undo value (ethical) judgments. Merton(1949) argued that it might be the case that rules become more important than result, which may lead to inefficiency, as thought by Blau(1955), who feared that trade unions may set up an agreement of work to rule only. Ritzer(2000) argued that bureaucracy has dehumanizing effect (see The McDonaldization of Society), which is unethical. However, all of these arguments are ignored by Du Gay(2000) who says that bureaucracy protects against unfairness. Although bureaucratic organizations may set up strict obedience to rule and formal communication channels but Whyte(1943) argues who can stop informal channels from existing? These grapevines are disruptive and may cause revolts against management. Weber argues that trust is installed in bureaucratic organizations since everything is known, where as in case of Post bureaucracies a sudden change of attitude maybe seen with suspicion contradicting Morgan and Sayers views(1988), who believe in the opposite. Management attitude and relevance to Taylorism McGregor argued that how culture is managed depends to a large extend on what is expected of the employees: management perceptions about their employees. If managers believe that workers are loyal, see work as natural and use their own initiative(Theory Y), then he might set a loose culture with more autonomy. If however, managers believe workers are lazy and need to be urged and pushed to work then a work to rule(Theory X) atmosphere may be preferred. Child(1984) thought bureaucratic organizations have close relevance to Taylorism: dehumanizing work, economic man and master knows all, but, the important point to note is that it was only successful in old less competitive times. With the emergence of flexible firms (Atkinson: 1984) and networks this becomes more of an ideology. New management styles and normative control Peter and Waterman in their literature argue that managers should move from being bureaucrats to more creative and flexible. Clarke and Newman (see Clarke, John and Newman: 1993) further suggest that managers should : Have a visionary quality : inspiration for staff Be peoples centered: encourage employee contributions Be customer centered: dynamic to adapt to market changes Manage culture: not by creating rule focused/bureaucratic organizations that inhibit flexibility but creating loose tight organizations, giving way to centralization and decentralization as argued by Peter: an essential factor in leadership à ¢Ã¢â€š ¬Ã‚ ¦.is to influence and organize meaning for the members of organization(Bennis and Nanus:1985). Kunda High Technologies studies and Etzionis work argues about normative control, where employees character should be taken over rather than his work; shape behaviour in purposive way( Lammers :1981). Creation of a family culture will encourage worker to give his every effort for the success of the work; culture fosters success(Deal and Kennedy:1982). By creating a playful environment, managers can control the personal life of employees and mold their actions to obtain desired work behaviour. However there are sinister and aggressive sides of normative control: marriage failures and poor health may drag down the productivity and image of the company (see culture control and culture management: 2000). Conclusion Bureaucracy has certain advantages interms of stability, rationality and planning, and so does the development of a strong formal culture based on worker autonomy and entrepreneurship. Fletcher Byrom argued make sure you generate a reasonable number of mistakes, which is considered to very important by Peter and Waterman, who argue that successful companies need to innovate , carry out research and develop loose tight properties. I believe that much depends on the type and size of business: a large firm comprising of several thousands of employees, it would be time consuming and disruptive to give autonomy and might cause rivalry and conflict: preferring bureaucracy. Incase of delayered globalised firms like multinationals, networks and flexible firms, culture management and empowerment is required. Furthermore, due to variation in human nature who can be sure which factor is a motivator? Whether autonomy and establishment of a strong culture actually facilitates motivation or causes disparity between formal and informal culture as in Disney. Whether employees take pride in empowerment, as thought by Berggen or are too shy, afraid and lazy to take responsibility? Some argue that PBO is not a new concept but merely a redefinition of old bureaucracy: it has driven out of bureaucracy. As Smiricich argues organization is a culture, I believe that bureaucracy and culture management are not the alternatives for each other, but, should be used simultaneously and interchangeably to boost progress, depending upon the situation; Peter and watermans claim for simultaneous loose-tight properties.

Chlamydia Essay -- essays research papers

Chlamydia trachomatis is the most widespread and infamous bacterial infection affecting the genital tract. Not only is it quite common in developed countries but an increase in cases has sprung up in developing countries as well. In the United States, there is a 4 million per year case rate of chlamydia which costs the US approximately $2 billion dollars in consequences and treatments. Persons who suffer from chlamydia in underdeveloped countries and have no means of seeking treatment may become blind because chlamydia has the potential of causing trachoma. It is becoming a global interest to control and restrain this budding disease. In order to do so it is essential to recognize the symptoms of chlamydia, diagnose the victim, and provide treatment immediately.   Ã‚  Ã‚  Ã‚  Ã‚  Observing symptoms of chlamydia is often a difficult process considering that 75% of females and 50% of males are asymptomatic; for those who are infected and do show symptoms, there are obvious signs directly connected to the chlamydia bacterium. In infected females, purulent discharge and a burning sensation while urinating are common indicators. The irregular discharge can be mistaken for normal vaginal discharge making this indicator slightly less conspicuous. These signs are caused by the bacterium’s concentration on the cervix and urethra and is classified as an acute endocervical infection. Other signs in the female are spotting between menstrual periods, fever, and severe back and abdominal pain. In males, burning sensation and discharge from the penis also occur. In addition, pain around the opening of the penis as well as soreness of the testicles can be observed. These symptoms occur from epididymitis. The contraction of chlamydia through anal pe netration can lead to rectal discharge, bleeding, and pain. If symptoms appear the next stage is to verify that the symptoms are directly related to the chlamydia bacterium. There are a number of methods in the process of diagnosing a potential case of the chlamydia trachomatis bacteria. Classic methods of diagnosis have been centered on cell culture; the â€Å"culture era† began in the 1970s and proceeded into the late 1980s. Cell culture â€Å"was the inoculation of clinical material into animals, embryonated hens eggs or tissue culture cells and the demonstration of characteristic chlamydial inclusions.† Minor complication... ...s were tested for chlamydia through IgG antibodies and the PCR process. The study concluded that IgG antibodies in males were associated with lower pregnancy rates and a higher IgG antibodies count in the woman. There is a higher occurrence of IgG antibodies in the infertile couples than in fertile couples. After some treatment, the odds ratio of not successfully completing pregnancy with the male being chlamydia trachomatis positive is 2.6. In those couples that were not treated, the odds ratio is much higher at about 3.9. The study deems it â€Å"cost-beneficial† to screen infertile couples by means of the PCR tests because it is been deemed â€Å"cost-effective† in places where the chlamydia bacteria was very common. The chlamydia trachomatis disease is on the rise so further studies and research is quite necessary to maintain a tight grip on this epidemic. Innovative diagnosis will assist persons infected with chlamydia to identify the disease in early stages to help reduce further complications and cost concerns. Advancement in treatments will evidently be beneficial for those with acute and chronic stages of chlamydia which will also reduce costs as well as grief to those infected.

Why did King Victor Emmanuel II invite Mussolini to power in October 1 :: essays research papers

"Fascism...was a super-relativist movement with no fixed principles, ready for almost any alliance." (Denis Mack Smith in 'Mussolini' - 1981) Background Italian unification was in 1861, from this point up until Mussolini came into power in 1922 Italy was ruled by 'parliamentary liberals.' Liberals had never solved the problems of the economically backward South, therefore they were resented there. It can be suggested that the liberal regimes did little to raise the standard of living for the majority of Italians. Mussolini was a 'renegade socialist' with a strong desire for power. His aims and doctrine were difficult to pin down. He was intolerant and embraced violence, therefore diametrically opposed liberalism. Mussolini's Rise to Power Mussolini's fascist regime (an extreme change for the nation from years of liberalism) took control without any substantial opposition. There were many factions in Italian politics who absolutely opposed fascism but a 'united front' was never formed as the Communists, Socialists and the Catholics had too many unresolved differences with each other. They were too busy arguing amongst themselves to agree to fight fascism together, the one way they could defeat it. D'Annunzio's regime in Fiume had openly defied the liberal government and had been well supported by military officers and sections of the ruling classes. Mussolini witnessed this popular appeal to nationalism with great interest. Mussolini realised towards the end of 1920 that he had to make deals with certain parts of his opposition in order to succeed in parliament. Mussolini embraced the political right (despite his left wing background) as he knew it would unite his own party whose strength would appeal to many in Italy who had completely lost faith in the weak liberal government. Mussolini was an opportunist who gained the support of different parties with calculated concessions. For example, before the election of May 1921 he made 'conciliatory gestures' towards the Catholic Church. His turn away from the left had meanwhile also attracted many liberals who feared a Marxist revolution more than anything. Thus, as Mussolini looked like restoring the proper rule of law (rather than instigating a revolution) they began to see his accession as not so awful after all. He appealed to the Conservatives by assuring them that he was primarily in favour of the concepts of war and empire with far less emphasis on revolutionary tendencies. Mussolini had originally been a Republican but in a speech on the 20 September 1922 he 'grudgingly' accepted the monarchy. He knew that he must do this to get to power as although many in the military supported him their primary allegiance was to the throne.

Is Krishna an effective teacher? Essay -- essays research papers

Krishna is an effective teacher. Discuss with close reference to the book. An effective teacher is a teacher that produces the result that is wanted. In The English Teacher the story is told in the first person so it is difficult to tell if Krishna is an effective teacher. Nowhere on the book does a student or students or even friends and colleagues say that Krishna is an effective English teacher. So we have to discern from the pages of the book as to whether Krishna is an effective teacher. The book begins with Krishna mulling over â€Å"a sense of something missing†. He was taking stock of his daily life and wanted to put it right. It is against this background that Krishna goes back to â€Å"Nature† by taking a very early morning jog and bath in the river. Being consumed by his renewed contact with Nature Krishna is recharged to the point that his whole day is put into chaos. One can even say Krishnan was given an â€Å"overdose of Nature and was in a drunken stupor† when he makes his way to class. When Krishna reaches class late he â€Å"decides† to waste time on attendance. In the later part of the class, after the attendance taking, his sub-conscious and his conscience gets a hold of him. The book quotes him thinking to himself â€Å"These poor boys are now all attention, cowed by your superior force. They are ready to listen and write down whatever you may say.†(pg 13) This proves that the boys’ in Albert Mission College certainly feel that Krishnan is an effective teacher. They await wi... Is Krishna an effective teacher? Essay -- essays research papers Krishna is an effective teacher. Discuss with close reference to the book. An effective teacher is a teacher that produces the result that is wanted. In The English Teacher the story is told in the first person so it is difficult to tell if Krishna is an effective teacher. Nowhere on the book does a student or students or even friends and colleagues say that Krishna is an effective English teacher. So we have to discern from the pages of the book as to whether Krishna is an effective teacher. The book begins with Krishna mulling over â€Å"a sense of something missing†. He was taking stock of his daily life and wanted to put it right. It is against this background that Krishna goes back to â€Å"Nature† by taking a very early morning jog and bath in the river. Being consumed by his renewed contact with Nature Krishna is recharged to the point that his whole day is put into chaos. One can even say Krishnan was given an â€Å"overdose of Nature and was in a drunken stupor† when he makes his way to class. When Krishna reaches class late he â€Å"decides† to waste time on attendance. In the later part of the class, after the attendance taking, his sub-conscious and his conscience gets a hold of him. The book quotes him thinking to himself â€Å"These poor boys are now all attention, cowed by your superior force. They are ready to listen and write down whatever you may say.†(pg 13) This proves that the boys’ in Albert Mission College certainly feel that Krishnan is an effective teacher. They await wi...

Equality, Diversity And Inclusion In Work With Children And Young People

Dominic might be feeling excluded, lonely, confused and have low self esteem as he could feel that the children he sees attending the school have a higher status in society as they are allowed to attend the school. He is old enough to have probably attended school in his home country before moving to Britain and may be missing it and may make him feel anger towards the country/system he has moved to. He will be worried for his Uncle in prison without understanding why he is there.Dominic may also feel an amount of resentment to his parents as he might not understand why they have not tried to get him into the school if this has not been discussed with him. He may feel disempowered as at such a young age he might not feel able to express his feelings succinctly to his parents. 4. How might the discrimination affect other children in the setting? If there are other children within the hostel who are attending the school they might feel that Dominic is different as he doesn’t go to school like them.This can lead to them not wanting to socialise with him as children have a propensity to shy away from people/situations that are different to their â€Å"norm†. The children that are living in the surrounding area would wonder why this child is not going to school like most of their peers. This could lead to them thinking that Dominic, and other asylum seekers are different to them and perhaps lower in the social sector. They may not want to socialise if they see him outside school in a park or play area for instance.This can perpetuate the problem. 5. What could be done to prevent the discrimination? The managers of the hostel, who will be getting income from the government to house the family, should have information on a notice board or in a folder in the room, for example, in many different languages about local authority contact details. It would also be hoped that they would notice that Dominic is not attending school and, if they could not communic ate effectively with his parents, contact the nearby school and explain the situation.As it is the governments’ policy to provide education for all children of compulsory school age, it is the LEA’s legal duty to ensure this happens. Therefore, when the family applied for asylum and they listed Dominic as being 7, the LEA should have been notified and have contacted Dominic’s parents. This is irrespective of the asylum status. Equality, Diversity and Inclusion in work with children and young people Case Study 2 1 Who is being discriminated against? The travelling community are being discriminated against.This case study highlights Sally in particular within the school setting. 2 What kind of discrimination is taking place? Cultural discrimination 3 How might the child experiencing the discrimination feel? Sally might be feeling a loss of motivation as she does not have a progress file, she may feel it is not worth trying her best as she may feel that there is no point as it is not cherished in the same way as her peer’s work is. This could also lead to resentment and anger.A child in this situation could feel depressed and confused, and that her work, and therefore herself as an individual, is not as valued as the other children in her class. This could bring on low self esteem. 4 How might the discrimination affect other children in the setting? The fact that Sally has settled into the nursery school well and that she is enjoying certain activities suggests that the discrimination is stronger amongst the adults in the setting rather than the children.As it is a nursery school the children will be younger and, to a certain extent, less likely to discriminate against Sally because she is a traveller. Another factor to this is that Sally has been there for 3 months which is a long time for children in this age range (normally 0-5 years old) to create friendship bonds, this however may be challenged if the other children notice that sh e is not being treated in the same way by not having a progress file. One very negative aspect is that it is stated that the local community have started a campaign to get the travellers removed from the area.The children within the homes of adults with this view may hear discussions and opinions that have a negative impact on how they see travellers themselves. This could be made worse if they learn that Sally, who is a traveller, is attending the same nursery as their own children and they may see her as someone they wish their children should stay away from. 5 What could be done to prevent the discrimination? The most obvious course of action would be that Sally’s key worker is challenged and reprimanded for her comments and for not having created a progress file for Sally.It should be explained to the key worker how this may make Sally feel and that especially as her key worker, it is the key workers role to make Sally feel included. Colleagues should have questioned why there was not a progress file for Sally, and a discussion, perhaps involving the parents of Sally, as to whether a progress file could be made for her to take with her if she did end up moving out of the area. This could be given to another nursery school as part of continuity in monitoring her progress in key stage 1.It can be difficult in an area where there is a lot of local opposition to a group in society but it would be the responsibility of the nursery to try to educate the children attending, about the travelling community, perhaps with stories and wall displays about their way of life and cultural beliefs. This could help to break the cycle of prejudice and the children may then challenge their parents views, making the parents stop and think about their own actions. Equality, Diversity and Inclusion in work with children and young people Case Study 3 1Who is being discriminated against? Daniel 2 What kind of discrimination is taking place? Stereotyping 3 How might the chil d experiencing the discrimination feel? Daniel might be feeling a sense of disempowerment as he might believe that he is unable to challenge the practice of the playgroup even if there are other children who would prefer not to the run around game before snack time as it is insinuated that the children are not asked what they would like to do. There may be other reasons why Daniel doesn’t enjoy the afterschool club that are not explained in the text.He may have hearing problems and more sensitive to noise, this could be made worse by there not being a separate room for the children to go to for some peace and quiet. It may be simply that he needs some quiet time after a long day at school but feels ostracised to a certain extent as, for him to do what he wants he is not only physically, but socially put outside the group to the corners of the room. Although Daniel is happy to play by himself at home, he is of an age and maturity, where he may feel that this is socially unacce ptable when in a large group. This may lead Daniel to feel depressed.How might the discrimination affect other children in the setting? There are probably other children in the setting that, like Daniel would benefit from some quiet time after school, they may be physically and mentally tired but feel that the expectation to join in with the group activity it too much to say no. This can, like Daniel, lead to them feeling disempowered as the playworkers will be encouraging them to conform to the rest of the groups activities. There may also be children with other disabilities, whether they are physical or behavioural that excludes them from joining in the activity.They might then feel depressed or angry that they are not able to participate in something that is done every day. The exclusion could then give them a sense of lowered self esteem. 5 What could be done to prevent the discrimination? The play group should look into finding a separate â€Å"chill out† area for the ch ildren to use. Ideally it would be a room adjacent to the hall so that the noise levels would be greatly reduced, but failing this, a partitioned area that had a television and perhaps a games console would be useful.There could be soft furnishings like bean bags and oversized comfortable pillows for the children to relax on and perhaps read a book at the opposite end of the â€Å"chill out† area to the television. There should also be a weekly rota as to what group activity happens, this could be based on asking the children themselves what group activities, if any, they would like. This could mean that the children who like taking part in a fun quiz, or craft session for example, would be able to participate in a group activity.This would still allow the children who enjoy the run around games the opportunity burn off some energy. Daniel should be assigned a key worker who should notice the difference in his attitude between the morning and afterschool club. If he is assign ed a different person or the key worker does not work both sessions, then there should be discussion between the staff. It should then be raised gently with Daniel and his parent/carer to find out what was wrong. Question 2 Consider how your own attitudes, values and behaviour could impact on work with CYP.My own culture, background and upbringing can have an effect on my attitude towards the children I am working with. It would be important to understand and recognise this as any personal prejudices may lead to me discriminating against certain groups or individuals. It is my legal duty to protect the rights of children and young people. I could overcome this by researching different cultures and disabilities, especially of those children I am working with and by knowing and understanding any special educational needs it would enable me to help and communicate better with the children.If I find out about their own back grounds, abilities and individual needs, it will enable me to b e more effective and provide more appropriate and personalised support for those children. It would also be personally empowering when dealing with a new situation I hadn’t expected.Question 3 Describe what is meant by the term ‘inclusion’ and how this is implemented in schools. Inclusion or inclusive practice is a method of identifying and understanding barriers to participation and belonging. It is then being able to breakdown these barriers to ensure that the children are able to fully participate in all aspects of their school.In a school where inclusion is practiced everyone feels valued. It is not about viewing everyone as the same, or providing everyone with the same equipment, but giving them all the same opportunities to achieve their best through a high quality of education and understanding. Differences and similarities are understood, accepted and celebrated. Pupils should be educated along side their class mates and not segregated when they need supp ort. An example of this could be a child with a sight disability having a magnifier on hand for work books, or the same information in large print ready for him for each lesson.