Technological Controversy Term Paper Example | Topics and Well Written Essays - 2500 words

Technological Controversy - Term Paper Example f task from the most ordinary to the very complicated, while the machine depends on human beings to achieve increasing levels of sophistication in make and operation. It has now come to a stage when the machine can not only outperform human beings in physical performance as it has been designed to so, but is also increasingly able to outperform man in many mental capabilities. It is when grandmasters of chess are beaten by Deep Blue (Reddy, 1996, pp. 88), it is when the machine starts participating in human conversations that human beings start to cast sidelong glances at it and begin to wonder whether artificial intelligence will ever replace human intelligence. Will machines ever be able to think? Or have machines, in whatever form, already achieved the faculty that human beings have long held to be their own exclusive preserve in this world? The question under consideration has however been floating around in one form or the other. It is as old, if not older, than the computer. The popular press has had a record of being rather lenient in equating human intelligence with artificial intelligence. As early as on January 15, 1941, the Des Moines Tribune carried an article on the development of the first prototype of the ABC computer at the Iowa State University by Professor John V Atanasoff and his graduate student Clifford Berry with the headline ‘Machine Remembers’. "The giant computing machine under construction at Iowa State College has a memory consisting of 45 vacuum tubes†¦", the article reported, and went on to define it as: "An electrical computing machine said here to operate more like the human brain than any other such machine known to exist is being built." (Martin, 1991, pp. 124). The early computers were more of calculating devices when compared to modern technology. Yet, machines that coul d solve mathematical problems, including algebraic problems involving many variables, and that too at speeds unthinkable by human beings, were bound to

Role of Women in the Odyssey Essay Example | Topics and Well Written Essays - 1000 words

Role of Women in the Odyssey - Essay Example He learnt most of his traits due to his encounter with different cultures and dangerous assignments. This evident in the story where the Greek army commander sends Odyssey to gather information from the Trojan camp, a task requires him to be brave and wise so that the Trojans do not to capture him. The adventure of the Odyssey has also had various challenges, most of which are posed by women. These ancient women in the story reveal the role of women through various encounters with the Odyssey. Women in the story have a great influence on the actions of men. The roles of women have been portrayed in the story where the immortal Calypso, the goddess of Calypso Island, is seducing Odyssey and his fellow warriors while on their mission on the island. She manages to do so by using her sweet melodious voice to capture the attention of the men on the island. She successfully does this and lures them closer to her home. She takes this advantage and turns some of them into swine. Luckily enough, Odyssey possessed a potion that reversed Calypso spell and used this chance to escape. Calypso falls in love with Odyssey and holds him captive on the island for about 18 years. This shows how women are used to seduce men even in present day situations. They can do anything to men to accomplish what they want to do. According to Homer, women use their beauty to put men in to temptations that is against the culture of ancient Greece (188). Calypso uses her immortal powers to prevent Odyssey from leaving the Island. After sometime Odyssey decides to return home to his wife Penelope but calypso does not agree to that. She uses her charms and manipulates Odyssey to stay on the island. The act of manipulation reveals how women can be scheming when they have the power over male gender. Women who become leaders by controlling the society can act as a hindrance to men who want to attain their dreams. Odyssey’s love to Penelope and his son Telemakho’s gives him the will to try overcoming the immortal Calypso for him to return home. Calypso is not aware of what would make Odyssey want to leave the immortal life and prefer the mortal life. She tries to relate her beauty to that of Penelope saying, â€Å"I think I can claim that I am not her inferior either in build or stature, since it is n ot likely that mortal women can challenge the goddesses for build and beauty† (Homer 24). According to Homer, calypso plays the role of a seductive monstrous woman who aims at destroying the society beliefs and culture. Penelope also portrays the role of women in caring for the family. She wanted Odyssey back as the father of her son. Women fights for the rights of their family when other women tend to come between them. The story reveals the role of women as wives and mothers. Penelope is a woman portraying the image of an ancient Greek woman. The role of a woman as a mother is evident where she has raised her son Telemakho’s until maturity even in the absence of Odyssey. Penelope being Odysseys wife she poses a unique character that reveals a strong female gender. After many years of people claiming that Odyssey was dead, Penelope did not lose the faith that one day his husband would come home. She encounters the challenge of many suitors trying to court her but her l ove for Odyssey kept them off.

Classical Theory Essay Example for Free

Classical Theory Essay The Difference Between a Classical Management Theory a Human Relations Theory by Stacy Zeiger, Demand Media Human relations theory seeks to develop satisfied employees. Classical management theory and human relations theory represent two views of management on the opposite ends of the spectrum. One view focuses on looking at workers solely as a means to get work done, while the other focuses on developing an organization and the behaviors and motivations of employees. Most managers find that a combination of the two theories serves them best in their businesses. Ads by Google Ssangyong Korando Special New Offer On SsangYong Korando From Only R2499p/m. Enquire Online Now! www.ssangyongdeals.co.za What is Classical Management Theory? Classical management theory involves creating multiple levels of workers to improve productivity. Employees at the lowest levels find their tasks overseen by supervisors who, in turn, are overseen by managers. At every level, employees are expected to perform tasks according to specific procedures designed to maximize productivity. In addition, this theory focuses on an impersonal side of business. Employees and managers should not allow friendliness and personal interactions to become involved with the organization. Rules must be followed exactly, and the hiring and firing of employees must relate only to the skills they possess. Pros and Cons of Classical Management Theory Classical management theory is not used in many organizations because of its shortcomings. While some components of the theory, such as designing procedures for completing a task and keeping personal issues out of business, help an organization focus on the job at hand, the theory fails to recognize the differences among employees. When employee feelings and opinions are not taken into account, the business may not grow or may experience high levels of employee turnover as employees fail to develop a relationship with the business and leave in search of a more satisfying job. What is Human Relations Theory? Human relations theory, also known as behavioral management theory, focuses more on the individuals in a workplace than the rules, procedures and processes. Instead of directives coming directly from management, a human relations theory provides communication between employees and managers, allowing them to interact with one another to help make decisions. Instead of giving workers quotas and requiring certain procedures, workers are exposed to motivational and emotional tactics to get them to increase productivity. The focus of this style is creating fulfilled, productive workers and helping workers invest in a company. Pros and Cons of Human Relations Theory While many companies operate based on the human relations theory, this type of management has dangers. Companies risk workers becoming too social or easily swayed by personal emotions and opinions when making decisions, rather than relying on hard data. It may be more difficult to reprimand employees for poor performance or dismiss them once they have become invested in the company. Despite these risks, human relations theory has the potential to increase employee retention rates and productivity. As employees feel more valued by a company, they invest in that company and its greater good.

Trinidad and Tobago: Policies on Inflation

Trinidad and Tobago: Policies on Inflation On September 8th 2010, the Honorable Winston Dookeran, the Minister of Finance for Trinidad and Tobago presented the Budget Statement for 2010/2011 fiscal year. The budget gave a comprehensive summary of the financial plan of the government, giving details of its expected levels of revenues as well as expenditure for the 2010/2011 fiscal year. Of the many areas of concern raised in the Budget by the Minister of Finance, inflation and government expenditure take precedence in this analysis. Due to the high levels of inflation in Trinidad and Tobago, the paper seeks to address the impact that various monetary and fiscal policies proposed by the government in the 2010/2011 Budget Statement have on inflation. The positive and negative effects of monetary and fiscal policies on inflation will be examined. Further, the paper will also examine the areas of government spending for the fiscal year 2010/2011 with the aim of identifying changes in expenditures patterns of the government and justifying reason for expenditure in certain sectors in this tough global economic climate. Time series data was utilized in order to determine trends and determine major changes in government expenditure. Suggestions were also made in an effort to identify certain plans that the government should consider and policies that it should monitor based on its current policies which it intends to undertake. The problem of inflation is one which plagues most developing countries as well as developed countries in recent times. Inflation is characterized by increases in the overall prices levels in a country over a period of time. In recent time headline inflation in Trinidad and Tobago has been influenced primarily by surging food prices while core inflation has remained relatively stable. Headline inflation measures the extent of changes in the prices level of all goods and services within an economy whereas core inflation can be defined as headline inflation minus other volatile components such as food prices. Based on the Central Bank of Trinidad Tobago Annual Economic Survey for 2009, changes in headline inflation from 2005 to 2009 was primarily due to changes in food prices, during which core inflation was relatively stable. This postulates that changes in the overall inflation rate which is referred to as headline inflation was due mainly to changes in food prices during which core inflation remained relatively constant. Further, the Summary of Economic Indicators June 2010 by the Central Bank of Trinidad Tobago has summarized that headline inflation rose to 13.7 percent from June 2009 to June 2010 primarily due to food inflation which increased to 31.1 percent during this same period, while core inflation remained constant during the year at 4.3 percent. The Trinidad and Tobago 2010/2001 Budget Statement estimates were made based on an average inflation rate of seven percent. This figure can be identified as the Government forecast for inflation for the fiscal year. The budget statement identified inflation as a concern with particular emphasis being placed on food price inflation. Inflation reduces customers purchasing power and thus it becomes more difficult for people to acquire basic goods and services. Therefore, it becomes imperative for Government of Trinidad and Tobago to put measure in place to reduce inflation and also to ensure that policies implemented to promote various sectors within the economy have little or no inflationary effects. In the budget statement, the government proposed plans to revitalize the agricultural sector in an effort to increase food production and expand the agricultural sector. The government further identified factors such as water resource management, drainage and irrigation as paramount to its public sector investment programme tailored towards making agriculture more profitable. In addition it proposed certain initiatives such as the enhancement of the Agricultural Development Bank which will provide a Loan Default Fund facility to assist farmers with natural calamities and interest payment, the reduction of interest rates to between three and five percent and the availability of twenty million dollars for greenhouse projects. All these initiatives as mention before are geared towards making agriculture more attractive, more profitable and more productive in an effort to reduce the food import bill of Trinidad and Tobago. Due to the lack of a productive agricultural sector in Trinidad and Tobago, fluctuating oil prices and the global financial crises, the cost of importing good such as food items has become more expensive. As a result, this higher cost is being passed on to consumers in the form of higher prices. This type of inflation is referred to as cost push inflation. Cost push inflation causes a contraction in aggregate supply and with aggregate demand remaining unchanged, the final result is an increased in overall prices. Therefore, if the initiatives undertaken by the government are successful and result in an increase in the production of food locally in Trinidad and Tobago, this could reduce the number of food items which are imported, thus decreasing the food import bill. Food prices will fall and subsequently headline inflation as changes in food prices is the major contributor to changes in headline inflation. Monetary policy can also be used to strengthen the local agriculture sector. The Budget also supports the Trinidad and Tobago Central Banks reduction of the Repo rate to 4.5 percent with further reductions to be expected. The repo rate is one of the monetary instruments used by the Central Bank of Trinidad and Tobago. The Repo rate was introduced by the Central Bank of Trinidad and Tobago in May 2002 and it is the rate at which the Central Bank is prepared to provide funds overnight to commercial banks that are unable to meet their liquidity demands. This reduction in the repo rate to 4.5 percent is expected to reduce the interest rate in an effort to attract investment. Lower interest rates are expected to attract investment from the private sector and also foreign companies in an effort to increase aggregate supply primarily through increased food production and thus reduce overall prices levels. A lower interest rate can lead to an increase in investment which raises aggregate exp enditure as purported by the Keynesian Cross. This increases real gross domestic product which further results in an expansion of the aggregate supply curve and a reduction in price levels. The Central Bank using accommodative monetary policy needs to ensure that the money supply does not grow too rapidly causing inflation. Accommodating monetary policy most times results in increases in the price level. Milton Friedman, a famous economist stated that inflation is always and everywhere a monetary phenomenon in the sense that it is and can be produced only by a more rapid increase in the quantity of money than in output. The Classical school of though is based on the quantity theory of money which is given by the equation MV=PY where M refers to the money supply, V refers to the velocity of money, P refers to the price level, Y refers to the real current gross domestic product and PY refers to nominal gross domestic product. The Classical school of thought believes that V and Y are constant and therefore, any changes in the money supply by the central bank will have a direct impact on the price levels. Therefore, it is imperative that the Central Bank ensure that the mon ey supply does not increase too rapidly and also that if the money supply does increase it is as a result of changes in output. The government in its effort to improve the production of oil and gas has reduced the petroleum profit tax from fifty percent to thirty five percent. In addition, due to the reduction in oil production over the past decade by approximately twenty five percent, the government decided to revise the Supplemental Petroleum Tax Regime with a new system which will use base rates and a sliding scale mechanism for both marine and land operations. The government also provided incentives which includes a twenty percent reduction in the Supplemental Petroleum Tax rates for mature or small oil fields, an Investment Tax Credit of twenty percent on qualifying capital expenditure in respect of the Supplemental Petroleum Tax for mature oil fields both land and marine. High energy cost in some industries will result in higher cost to consumer and a reduction in aggregate supply. Since oil and gas is used in almost all industries in some way or form, the reduction in these taxes could result in a fall in cost to companies both within and outside the energy sector. The lower cost of inputs would lead to an increase in aggregate supply. Additionally, lower operating cost can be passed on to consumers in the form of lower prices. However, it is important to note that if actual output does not increase, this would result in a contraction in aggregate supply. This would lead to and increase in the overall price levels and subsequently periods of falling real GDP. This phenomenon is referred to as stagflation. Stagflation is characterized by periods of falling output and increases in the price level. Situations like the CLICO Fiasco, the financial situation facing the Hindu Credit Union and other economic and social policies pursued by the government, has prompted an increase in budgeted expenditure from approximately $44 billion last fiscal year to $49 billion this new fiscal year. Government expenditure is a key component of aggregate expenditure which helps determine the level of gross domestic product. The gross domestic product of Trinidad and Tobago is made up primarily of revenues from the oil and energy sector. However, there has been declining production of oil over the past 10 years of approximately twenty five percent from 130,000 barrels a day to 103,000 barrels a day and based on the Annual Economic Survey 2009 from the Central Bank of Trinidad and Tobago, there has also been a continuous fall in real GDP growth from 2006 to 2009 fell where in 2009 negative three percent of real GDP growth was registered. The Keynesians argued that increases in aggregate expenditure caused by increases in consumption, investment, government spending or net exports can lead to an inflationary gap when actual GDP exceeds potential GDP. Thus and increase in government spending as purported by the Government of Trinidad and Tobago for this fiscal year can result in an inflationary gap. Furthermore, the budget also highlighted that the government owed contractors monies amounting to approximately $4 billion while there were outstanding VAT refunds still had to be paid in the amount of $2.8 billion. This lack of funds by the government has resulted in businesses experiencing cash flow problem. This makes it very difficult for businesses to meet their financial obligations. Also, based on the inventory system that the business uses whether it be First In First Out or Last In First Out it can be extremely difficult for the business to replenish stock in periods of inflation and can further affect the revenue that the business generates. As a result businesses may not have the necessary cash to replenish inventory which can result in limited supply which can manifest itself into even higher prices for customers in order for businesses to meet with the increase cost of inventory. Thus it becomes important that the government find ways to assist those businesses and pay o ff monies owed to these businesses in an effort to increase the cash flow within these businesses and prevent prices from rising further due to cash flow problem being experienced by businesses. Although the impact of government policies on inflation is very important, it is also important to analyze the level of government expenditure for this fiscal year 2010/2011 for Trinidad and Tobago. The Minister of Finance in his budget address stated that the calculations in the 2011 Budget were made based on a real GDP growth rate of 2 percent, average inflation of 7 percent, oil price of US$65 per barrel and gas price of US$2.75 per mmbtu. The total government expenditure for this fiscal year for Trinidad and Tobago was estimated at TT$49 billion. Government spending comprises transfer payments, current expenditure and capital expenditure and is financed by revenues raised through taxes or government borrowing or a combination of both. Government spending is a critical component of total expenditure and some of its functions include providing public and merit goods, promoting economic activity, influencing resource allocation, stabilizing the economy and the redistribution of inco me and wealth. When government uses government expenditure and taxes to influence the economy, this is referred to as fiscal policy. Based on the Central Bank of Trinidad and Tobago, Annual Economic Survey 2009, there has been an overall increase in government expenditure from the fiscal year 2005/2006 to 2010/2011. In 2005/2006 government expenditure was TT$ 31 197.9 million, in 2006/2007 it was TT$ 37 765.9 million, in 2007/2008 it was TT$ 44 715.1 million. In 2008/2009 where the country experienced its first deficit in seven years government expenditure was TT$ 45 584.2 million, in 2009/2010 it was TT$ 44 347.3 million and 2010/2011it is estimated to be TT$ 49 billion. It is also important to note that most components of government spending during this same time were also increasing such was current expenditure, expenditure on goods and services, wages and salaries and interest payments. During most of this period government spending as a percentage of GDP increased from 27.8 percent in 2006/2006 to 32.5 percent in 2008/2009. However in 2009/2010 government expenditure as a percentage of GDP fell to 31.3 percen t. Thus over the past five years government spending has increased by approximately TT$18 billion. In the 2010/2011 Budget statement, there was a breakdown on some of the areas of expenditure. Education and training received TT$ 8 325 million, Infrastructure received TT$ 5 918 million, Health received TT$ 4 341 million, National Security received TT$ 4 762 million, Agriculture received TT$ 1 836 million and Housing received TT$ 1 837 million. The government proposed expenditure pattern is an attempt to reduce inflation, foster economic growth and development and providing a better standard and quality of life for the people of Trinidad and Tobago. The government of Trinidad and Tobago has identified national security as one of its major areas on concerns. As of October 27th 2010, Trinidad and Tobago had recorded a total of four hundred and one murders. Crime has escalated in Trinidad and Tobago and the safety of resident and visitors are important. As a result the government has a projected expenditure figure of TT$ 4 762 million for national security. Recurrent expenditure for national security from 2004/2005 to 2008/2009 has increased from TT$ 1 874.5 million to TT$ 3 870.2 respectively. This shows the continued spending by the government towards promoting law and order and reducing crime. The government also has provided a special duty allowance of TT$ 1000 for more than 7000 police officers with taxes on this allowance waived. This increase in allowance can be used as a tool to motivate police officer in performing their duties. The government will also undertake initiatives such as the refurbishment and upgrading of polic e stations, introduction of bike patrols, the establishment of a National Security Operations Centre and a Special Criminal Court to expedite the court process. From 2004/2005 to 2008/2009, recurrent expenditure for Agriculture has increased continually from TT$ 362.9 million to TT$ 586.1 million respectively. However, recurrent expenditure in agriculture is not a significant part of recurrent expenditure as other areas such as health, education and energy. Therefore, Trinidad and Tobagos government expenditure in Agriculture is reflective of the government initiative to make agriculture more profitable and increase the local production of food. As mentioned before this venture is undertaken in an effort to reduce the food import bill of the country and further reduce the level of inflation caused by food prices. Also, this could result in increases in Agriculture contribution to gross domestic products thus making the country less reliable on energy and its associated products as its primary course of revenue. Further, expenditure in health has increased from 2004/2005 to 2010/2011. The Minister of Finance in the budget highlighted that health was another major issue facing Trinidad and Tobago. As a result expenditure in this sector will be geared towards the provision of adequate and timely health services to the citizens of Trinidad and Tobago. Government expenditure in the health sector will include expenditure to build new health facilities such as hospital, upgrade and expand current health facilities and services, improve access to health services, reducing communicable diseases and improving health care management. These initiatives in the health sector reflect the importance of health services and how important it is for person to have access to adequate and proper health services. This fiscal year, education and training accounted to approximately 17 percent of total government expenditure. The government has realized that knowledge is a critical component of an economy and as a result the government will continue initiatives such as the GATE programme and also restructure the On the Job Training programme. Some economists believe that knowledge does not experience diminishing returns. Therefore, this reflects positively on the economy of the country as the country may even decide to sells advising services which is an initiative that Trinidad and Tobago are pursuing. Moreover, the government has also decided to allocate approximately 12 percent of its total expenditure to infrastructure. Initiatives include providing person with a steady water supply and other basic amenities, implementing flood mitigation plans and the cleaning and de-silting of rivers. Also, sights and several attractions will be upgraded. This is in an effort to market Trinidad and Tobago as a major tourism destination which will further creates jobs and increase the contribution of tourism to gross domestic product. Thus, this will also make the country less dependent on energy and its products as the countrys main source of revenue. It is also important to note from the Central Bank of Trinidad and Tobago Statistics that from 2004 to 2009 government expenditure on areas such as goods and services, wages and salaries and transfer and subsidies increased continuously. For example, government expenditure on goods and services increased from TT$ 2, 440, 407 000 in 2004 to TT$ 5, 860, 175 000 in 2009 which marks an increase of approximately 58.35 percent over the five year period. This again reflects the high import bill especially on food items for Trinidad and Tobago over the past 5 years. The continuous increases in expenditure on wages and salaries paid by the government during this same period reflect the fact that the government is the main employer within the economy. This paper has sort to identify the effect of government policies and expenditure patterns on inflation and an analysis on government expenditure. The paper highlighted that certain initiatives undertaken by the government could help in reducing the overall price level in the country. These initiatives include the revitalization of the agricultural sector, increased government expenditure, reductions in the Petroleum profit tax and a reduction in the repo rate. The revitalization of the agricultural sector is geared towards reducing the food imports bill and subsequently food inflation. The reduction in the repo rate is in an effort to lower commercial banks interest rate to stimulate investment in certain areas such as manufacturing with the goal of reducing imports and subsequently food prices and inflation. The reduction in the petroleum profit tax to 35 percent is in an effort to stimulate oil production which has been declining over the past few years. However, as highlighted ea rlier in the paper, these initiatives need to be monitored careful as they can lead to further inflationary pressures. For example, a reduction in the repo rate can trigger lowers interest rates, banks experiencing excess liquidity and increased level of investment increases the money supply and leads to inflation as argued by classical economists. The paper also commented on government expenditure and identified an increase in government expenditure from the previous fiscal year to this fiscal year. Government expenditure in key areas such as education, health, infrastructure and national security increased over the past few years. National security and health were two major areas of concern for the government which received significant budgetary allocation by the government. The increase in crime and lawlessness has caused government to put measure in place to try to curb the crime problem in the country and also motivate the police to carry out their duties. Also, the government plan to improve the health sector was reflected by the governments budgetary allocation for the sector. The government also increased its funding in the agricultural sector in an effort to make agriculture more profitable and increase the production of food. The government also allocated revenues in other areas apart from energy in order to find alte rnative sustainable sources of revenue such as agriculture, tourism and manufacturing. It would be recommended that the government continue to pursue it agricultural initiatives and derive ways to make agriculture more attractive to individuals in its effort to make the sector more productive and profitable. In this way agriculture can contribute more to GDP both in the primary and secondary sectors as agricultural products are diversified and used into other sector such as manufacturing. This would also lead to other sector such as manufacturing contributing more to GDP and reduce the countrys reliance on primarily revenues from the energy sector. Also, the government would have to find ways to control the money supply which could take the form of selling government treasury bills and bonds. This would be in an effort to cope with the excess liquidity faced by commercial banks. In addition, due to the depletion of the natural resources available to the country which is reflected in the decreasing amount of oil produced for the past years, the government would be advis ed to develop other sector such as agriculture, manufacturing and tourism to increase the contribution of other sectors towards gross domestic product. It is know that an Open Petroleum Economy such as Trinidad and Tobago is one where rapid increases in GDP exist alongside high level of unemployment. According to the Open Petroleum Economy Model if anything negative happens to the oil sector the entire economy can suffer due to high dependence on that once sector. Seers argued that such a model represent a time bomb based on the balance of payment problems it can pose and how the wealth generated from it can disappear overnight. Therefore, it becomes increasingly important for Trinidad and Tobago to diversify into other sector of the economy. The country can pursue the manufacturing of some of the food which it imports and also pursue sustainable tourism development which can lead to increased employment. This would make the country less dependent on mainly oil as its main source of revenue as it currently the case. Further, the government should be extremely careful in its spending patterns and will be encouraged to spend in areas which will be productive to the country and benefit the citizens of the country. Spending should focus mainly on providing citizens with basic necessity items such as public and merit goods and proper social infrastructure. In this tough economic climate, the government should be very critical of the areas in which it spends money as excessive spending can have negative effects on the economy such as inflation. Does staff induction impact upon labour turnover? Does staff induction impact upon labour turnover? DOES STAFF INDUCTION IMPACT UPON LABOUR TURNOVER IN THE UK HOSPITALITY INDUSTRY? CHAPTER 1 INTRODUCTION 1.1 Overview This dissertation studies human resource management (HRM) and specifically employee induction and labour turnover. It aims to explore, evaluate and analyse the impact of employee induction on labour turnover in the hospitality industry. There is a plethora of literature that supports induction training and promotion of organisational culture, suggesting it can lead to higher levels of commitment, productivity, quality of service and profitability and reduced level of labour turnover (Boella, 2000: Fowler, 1999: Hofstede, 1994: Mullins, 1992: Nickson, 2007: Taylor, 2008: Torrington, 1994: Storey, 2007: Watson, 1995). 1.2 Rationale It is widely recognised by academics (Boella 2000:, Boella and Goss-Turner 2005:, Cook, 1993: Fowler, 1999: Goldsmith, Nickson, Sloan and Wood, 2003: Meighan, 2000: Mullins 1992: Sommerville, 2007: Storey, 2007) that high levels of staff turnover can lead to lower levels of customer service, reducing customer satisfaction decreasing profitability. The original reason for undertaking this study stems largely from the authors personal experience of working in the hospitality industry. Experiencing first hand the effect of a high labour turnover through team members either; resigning, being sacked, changing department or coming to the end of their contract. The effects of the high turnover added pressure to existing staff as they had to cover shifts, train new staff whilst also losing shared knowledge and expertise; leading to reduced staff morale, productivity, levels of service and customer satisfaction. Employee turnover has a research stream that can be traced back to the work of March and Simon (1958) and was primarily based upon the level of job satisfaction and organisational commitment. Labour turnover has always been high in hospitality, leisure and tourism compared to other sectors (Boella, 1992). This is reinforced with a survey by Roberts in 1995 (cited in Goldsmith et al 2003) found that of the 150 hospitality companies surveyed, where 95 percent identified high labour turnover as a problem. Ten years later and the industry still has a reputation for very high levels of labour turnover (Boella and Goss-Turner, 2005). The UK hospitality, tourism and leisure industry sector accounts for nearly 5% of the UKs total economic output, employing around two million people, representing one in 14 jobs, approximately 7% of the total UK workforce (People 1st, 2009). According to research by the Charted Institute of Personnel Development (CIPD), the hospitality industry has the highest staff turnover in the UK. A survey by People 1st (2009) reinforced this point by highlighting the 31 percent turnover figure in 2008/2009, costing an estimated  £414 million. The average cost of filling the vacancy created by turnover at  £219 without marketing, with marketing it would cost  £673 and  £764 for a managerial position. With the world recession, organisations are looking to save money where ever possible, reducing staff turnover is one area that could be seen as a target. 1.3 Aims and Objectives 1.3.1. Aim To evaluate the effect staff induction has on labour turnover in the UK hotel sector; looking specifically at operational staff. 1.3.2 Objectives The objectives for this dissertation are as follows: To evaluate literature on labour turnover, staff induction, organisational culture and commitment and HRM approaches in the hospitality industry. To analyse different approaches to induction and its effect on labour turnover. To evaluate models of best practice in induction and evaluate their use in the hospitality industry. To make recommendations on a best fit model of induction in the hospitality industry. Concluding the research and identifying limitations to the dissertation. 1.4 Research Methodology Research can be defined as â€Å"an orderly investigation of a defined problem using scientific methods to gather representative evidence and draw logical, unbiased conclusions (Poynter, 1993-p1). Sekran (2000) defined research as â€Å"the process of finding a solution to a problem after thorough study and analysis†. This dissertation is â€Å"a review of existing knowledge in a particular area together with the creation of a new slant of this knowledge† (Clark, Riley, Wilkie and Wood, 1998: p.7). The dissertation uses secondary research only. According to Clark et al (1998) and Sekran, (2000) secondary research does not introduce any new data and is based solely on data that already exists. The generic topic of HRM, linked to organisation culture, commitment, loyalty and staff induction has been widely researched and producing many academic journals, articles and theory which can be drawn upon. There are numerous advantages to using secondary research. As the data has already been published it can save resources such as time and money (Sekran, 2000), larger sets of data can be collected, analysed and evaluated with the effort focused on the analysis and evaluation (Saunders, Lewis and Thornhill, 2007). Furthermore, it can present higher quality data than primary research, it provides both qualitative and quantitative research (Sekran, 2000) and it can be checked by anyone at any time. Saunders et al (2007:p.256) stated that additionally it allows â€Å"more time to think about the theoretical aim and substantive issues† and can lead to â€Å"unforeseen or unexpected discoveries.† However there are some disadvantages to using secondary data. The data could have been collected with a purpose different to the research question it is being used for (Saunders et al, 2007). The data may be out of date, old or unreliable, so first the validity of the source must be v erified (Sekran 2000). Clark et al (1998) identified that up to date information may be difficult to obtain. Types of secondary data that are to be used in this research project uses various sources, including; government publications, industry statistics and reports, book and journals. These will be providing the main source of information, as the majority of this research is reliable and easily available. In order to locate information and sources, Emerald, Brookes Electronic Library, Google Scholar, and Brookes Library will be used. Online resources are quick, simple and easy to access. 1.5 Limitations to Research The research for this project does not include primary data, and is purely based on secondary research, as explained above this has its drawbacks. The project focuses on the UK as will hte literature however non UK sources will be used. 1.6 Chapter Structure This section will briefly outline the chapter structure and give an overview of what each chapter entails. Chapter 1 This chapter outlines the aims and objectives of the research paper, including a rationale justifying the reasons for this enquiry of research along with possible limitations and problems that may occur. It will also give a brief overview of the research methods used. Chapter 2 This chapter defines and identifies labour turnover in the UK hospitality industry. Exploring the patterns, causes and effects including the induction crisis. Chapter 3 This chapter aims to define and describe the current staff induction process, highlighting key approaches and models. Exploring the importance of socialization and building loyalty and the benefits. Chapter 4 This chapter draws on the research and applies it in indentifying a best fit staff induction model to reduce labour turnover in the hospitality industry. Chapter 5 This chapter aims to evaluate and review the effect staff induction has on labour turnover. This chapter also provides a conclusion with the recommendations and limitations to the research. CHAPTER 2 EVALUATING LABOUR TURNOVER IN THE HOSPITALITY INDUSTRY AND ITS IMPACT UPON PERFOMANCE 2.1 Introduction Labour turnover is an important issue to all employers worldwide; from governments and multinational companies to small privately owned business (Goldsmith, A., Nickson, D., Sloan, D. and Wood, R. 1997). Labour is an essential resource to any business, determining future success (Lucas, 2004). This chapter defines labour markets, explores the concept of labour turnover, defining it and highlighting key methods used to measure labour turnover, along with the effects. 2.2 Labour Markets The starting point for all strategic activity in HRM is to understand in which an organisation operates (Goldsmith et al, 1997). It is only possible to formulate accurate policies and practices once its keys features have been identified and their importance understood (Torrington, Hall and Taylor, 2005). The labour market is the source that provides the fuel for labour turnover. Riley (2000) refers to the labour market as a pool of available talent in which employers compete to recruit and subsequently retain staff. Labour markets are not organised, centrally planned, structure co-ordinated machines, rather a free flow or movement of employees in and out of jobs (Goldsmith et al 1997). Riley (1996) summed up the free flowing, erratic nature by stating that the market consists of thousands of individual decisions by employees and employers independently. Over time these small, singular choices provide a pattern or trend of the labour market, meaning the supply and demand in a labour market can be determined by the independent unconnected decisions (Torrington et al, 2005). One model created to help understand the labour market within the hospitality industry is the ‘dual labour market theory (Goldsmith et al, 1997 p16). They state the labour market is ‘made up of two distinct but related groups or markets, a primary labour market and a secondary labour market. Below in Table 1 is an outline of each theory. PRIMARY LABOUR MARKETS SECONDARY LABOUR MARKETS 1. Jobs are supplied by large, highly profitable firms. 1. Jobs are supplied by mainly small firms where profitability is not easily assured. 2. There is a high capital to labour ratio in these firms and high productivity. 2. There is a low capital to labour ratio and productivity tends to be low. 3. Production is usually large scale in nature and based on substantial proactive investment in technology. 3. Production is usually small scale and intensive in nature, and in commercial personal service industry at least, technological requirements are based on clearly defined needs. 4. There is a stable demand for products arising from national and international markets. 4. Demand for products and services is subject to irregular and/or seasonal fluctuations rooted in local and regional markets. 5. Wages and skill levels are relatively high. 5. Wages and skill levels are relatively low. 6. Opportunities exist for training and advancement. 6. Training opportunities are limited as are opportunities for advancement. 7. Employment is stable. 7. Employment is unstable. 8. Unionisation is often high. 8. Unionisation is low or nonexistent. Table cited in Goldsmith et al (1997) p17. Woods (1997) agreed with the dual labour market theory, summarising the primary market as consisting of highly profitable large firms, relatively highly skills jobs with the opportunity for training and development. It is widely perceived that the majority of the hospitality industry is similar to the secondary labour market; with profitability not guaranteed, relatively low paid, low level skilled jobs that are intensive (Goldsmith et al, 1997). 2.3 The UK Hospitality Labour Market The UK hospitality, tourism and leisure industry sector accounts for nearly 5% of the UKs total economic output, employing around two million people, representing one in 14 jobs, approximately 7% of the total UK workforce (People 1st, 2009). However as highlighted by Lucas and Wood (2000) the hospitality industry id highly reliant on young part time and casual labour. The State of the Nation Report 2009 by People 1st reinforces their point with 16 percent of the hospitality workforce aged between 16 and 19 years old, whilst only 5 percent are over 60 years old. Of the total workforce 59 percent are female of which 55 percent are part time employees, compared with 31 percent male. Boella (2000) identified that the common hospitality employee is typical of the secondary labour market; seeking short term employment, with relatively low or no skills. They have no desire to create a career and consequently leave after a short term of employment. This constant turnover is part of a vicious cycle, whereby employers are reluctant to invest in employees and as they leave soon after training (representing a loss of investment) and the employees leave due to little or no training (Goldsmith et al, 1997; Mullins, 2001). 2.4 Labour Turnover As already established the hospitality industry has a high level of turnover. Boella and Goss-Turner (2005, p178) define labour turnover as ‘the total number of leavers expressed as a percentage of the total number of employees in a department, unit or organisation. Lashley and Lincoln (2003) agreed by highlighting labour turnover simply as the movement of labour out of and into a working organisation. To understand how ones organisations faring it is possible to compare to industry averages. It is clear that hospitality had a higher than average figure in 2007. This high level of turnover is widely accepted as normal (Mullins, 2001). Industry Average Turnover 2007 Hotels and Catering 32.6% Retail and Wholesale 27.5% Media and Publishing 27.1% Construction 27.1% Call Centres 24.6% Communication 23.5% Manufacturing 20.95 Table: Turnover Rate. Cited in Taylor (2008 pp434). 2.4.2 Benefits of Labour Turnover It is highly debated in the literature as to whether turnover is a positive or negative within a business. Carrel et al (1995) in Taylor (2005) present the notion of functional versus dysfunctional turnover, suggesting that functional promotes innovative ideas and methods. Boella (2000) agreed and stated that with new employees ‘comes a breath of fresh air, a necessary change to prevent stagnation. Torrington et al (2005) also draw attention to research by Hom and Griffeth (1995) that has shown function turnover exists greater than dysfunctional. The net results is an improvement in productivity as the poorer employees quit, leaving a higher proportion of good employee enhancing organisational effectiveness. 2.5 Reasons for High Labour Turnover People leave employment for a variety of reasons, many of which are outside the power of an organisation to influence; such as leaving is retirement. Highlighted below are some of the key reasons of labour turnover. 2.6.1 Induction Crisis Mullins (1998) cited staff turnover to be at the highest level during the first few months of employment as the induction crisis. A report in 1984 by the HBTIB states that in the specific sector of guesthouses and hotels almost 45 percent of all new workers left their employment within the first three months, and 15 percent within the first month. This has reduce slightly over the last 20 years, with the People 1st (2009) survey highlighting that over 10 percent of turnover came within the first six months of employment, with bar staff at an average of 30 percent. This trend is disruptive and expensive, especially as the investment of training and time have been lost (Mullins, 1998). Torrington et al (2005) go further and identify more costs lost, such as marketing and interviewing, although these can be saved if the next employee is hired internally as opposed to externally. 2.6.2 Outside Factors Outside factors relate to situations where someone leaves for reasons that are largely unrelated to their work (Torrington et al, 2005). One of the most common reasons is relocation, whereby an employee moves cities or countries. Others might include the lifelong passion to travel, illness, and family issues (Meighan, 2000). To an extent this type of turnover is unavoidable, however is may be possible to provide childcare or flexible working hours (Torrington et al, 2005). 2.6.3 Push and Pull Factors With push factors the problem is dissatisfaction with work or the organisation, leading to unwanted turnover (Torrington et al, 2005: Lashley and Lincoln, 2003). Causes could include a range of issues from; insufficient development opportunities, boredom, ineffective supervision, poor levels of employee involvement or personality clashes (Goldsmith et al, 1997, Fowler, 1999: Mullins, 1995 and Torrington et al, 2005). If there are no opportunity to voice these concerns an employees tend to look elsewhere for work. Pull factors are the opposite, the attraction of a rival employer. Salary levels are often cited as the main cause, when a rival offers a better employment deal (Fowler, 1999). However it could also be; better opportunities, a chance to work with a particular person, or location issues such a commuting distance (Torrington et al, 2005). The two main aims for employers are to take are to ensure they know what the competition is offering, so they can be realistic and competitive (Meighan, 2000). Its also important that an employee understand what he has and appreciates it. 2.7 Understanding Labour Turnover Torrington et al (2005) stress that there is very little an organisation can do to manage turnover unless they understand the reasons for it. 2.7 Costs of Labour Turnover In monetary term labour turnover cost the industry  £414 million in 2008/2009 (People 1st, 2009). However this has a decreased since 2000 according to Boella (2000) who stated that labour turnover was  £430 million. The formula used to calculate labour turnover is the number of employees who left during a period divided by the average number of employed during a period, times by 100 and represented as a percentage. Boella (2000) identified that although the results of this formula givers a labour turnover percentage, it does not give any indication of productivity of the staff, so it is best to monitor both. Lashley and Lincoln (2003) state that there are a number of ways to determine the cost of labour turnover, yet the prevalent statistic used compares the number of leavers to the number to the normal component of staff. Whilst this is easier and quicker to calculated, it is less accurate and doesnt take into consideration the seasonality of an organisation, and giving no indication of the amount of time spent by an employee at the organisation Meighan (2000). Torrington et al (2005) suggests that labour turnover represents both direct and indirect costs. Direct costs include advertising, travel expense, marketing, additional staff overtime pay, interview time (Boella, 2000: Lashley and Lincoln, 2003 and Mullins, 1998). These cost are easily calculated and visible. Indirect costs associated with labour turnover include loss of leadership, low levels of staff expertise, reduced productivity, increased wastage and reduce customer satisfaction (Boella, 2000: Mullins, 1998: Taylor, 2005 and Torrington et al 2005). These intangible costs affect the remaining staff more, and are difficult to put a price on. 2.9 Conclusion The three common reasons stated by Torrington et al (2005) for leaving include: Dissatisfaction with the conditions of work, especially house. A perception that they were not being given sufficient career development opportunities A bad relationship with their immediate supervisor. The nature of the industry itself (seasonal, limited career structures). The nature of individual units (location, size, staff/work ratios). The nature of individual managers (lacking formal management training, acceptance of high labour turnover). High proportion of worker from the secondary labour market. Torrington et al. CHAPTER 3 AN ANALYSIS OF DIFFERENT APPORACHES TO INDUCTION 3.1 Introduction The following chapter provides a definition staff induction and socialisation and its importance, highlighting the key areas and effectiveness. The aim is to investigate the theories behind the induction process and its requirements. An employee is an ambassador to their organisation, representing them through their attitudes and behaviour, how they act is partly down to the organisational culture (Sommerville, 2007, p 47). How employees understand and learn these attributes begins with staff induction and socialisation. In HRM literature, organisational socialisation is widely recognised as a key process ensuring new employees can be efficient and effectively integrated within the organisation (Taylor, 2006). Both induction and socialisation are entwined together. Staff induction practices govern unconsciously or deliberately organisational socialisation (Torrington et al, 2005). With the continuous process whereby new recruits are brought into the firm is an important element of HRM practice. If executed well it can help to retain the new employee and reduce staff turnover (Lashley and Best, 2002). 3.2 Performance Management Systems There have been a significant number of studies over the last 15 years investigating the link between HRM and organisational performance. These have focused on the extent to which (if at all) high commitment or best practice HRM may lead to improvements in worker or organisational performance (Taylor). The idea is that particular bundles of HR practices have the potential to contribute improved employee attitude and behaviours, lower levels of absenteeism and labour turnover, higher levels of productivity, quality and customer service in all types of organisations (Sommerville). Performance management aims to directly link together individual goals, departmental purposes and organisational objectives (Torringon et al). Examples of performance management systems include; recruitment and selection, training and development. Armstrong and Baron (2007, p7-8) defined a performance management system: Communicates the organisation vision and objectives to all employees Set departmental and individual performance targets linked to organisational objectives. Uses formal review procedures to communicate performance requirements. Conducts formal reviews of progress Uses the review process to identify training, development and reward outcomes. Evaluates the whole process. 3.3 Induction Training Starting a new job can be a stressful process, wondering if you will fit in with your new co-workers, if everything is as good as advertised. Whilst some nerves are inevitable, helping to reduce them and making the new employee feel welcome are vital in retaining new comers (Lashley and Best, 2002). The term ‘induction can be interpreted in several ways, however in the generally used in the context of the workplace to describe the entire process of an adjusting to their new working environment and jobs (CIPD, 2010). Whenever new employees join an organisation there is always a period of learning and adaptation before they become fully effective (Meighan, 2000). Partly, this involves finding out about the practicalities of the job and facts about pay, other employee benefits and the organisations rule and regulations (Fowler, 1999). But there is also the need to understand the less tangible but very powerful influence of ‘the way we do things around here or culture (Meighan, 2000). Every organisation has its own culture and new employees are unlikely to be fully effective or feel comfortable in their work until they have absorbed this cultural influence and adjusted to it (Taylor, 2006). Induction has a number of distinct purposes (Armstrong, 2007), all of which are concerned with preparing the new employees to work as effectively as possible and as soon as is possible in their new jobs. The induction is the initial process of learning and adjustment (Fowler, 1999). Meighan (2000, p5) went further and defined induction as ‘a planned, systematic process to help new employees settle into their jobs, quickly, happily and effectively. Marchington and Wilkinson (2008) suggest that induction covers a variety of informal and formal programmes. From simple greeting and showing a new employee to their work station to personalised programme away from the immediate place of work. However some academics (Lashley and Rowson, 2000: Marchington and Wilkinson, 2008: Skeates, 1991: Storey, 2007: Tayeb, 2005) believe that the induction process begins with recruitment and selection. Here the employee and employer can discuss expectations and understand whats realistic, assisting in reducing a mismatch the job role, benefits and expectations. In accordance with these views induction (Skeates, 1991, p16) has been describe as being any arrangement made to familiarise the new employee with the organisation, safety rules, general conditions of employment and the department in which they are involved in. Boella (2000) reinforces this point by suggesting that the induction processes also involve welcoming the new recruit and introducing them to their new colleagues, and that the process starts from the initial contact with the employer. Irrespective of whether or not a structure process is in place, all employees go through an induction phase. In many organisations especially those that do not have a specific human resource department or manager, this may be little more than greeting before being shown to their workplace. New employees may be told to ask questions if needed and are left to get on with the job as it is assumed they already posses the skills to complete the task. Sometimes a rite of passage may consist of a joke, (go and get me a long weight), with little attempt to explain anything about the company from its mission statement to direction. Even information regarding health and safety or disciplinary procedures. However this can leave the employee feeling isolated and confused, unaware of the rules, causing them to leave. Each problem represents a cost to the employer; poor quality of work, unproductive new starter, time spent on disciplinary issues, re advertising the job. In these circumstances it i s unlikely the employer will develop commitment and loyalty (Taylor, 2006). Organisation socialisation is one of the fundamental processes that define how cultures emerge (Tuttle, 2002). It underpins the social structures (Cable and Parsons, 2001) that shape not only how social actors interact but also the boundaries of action and the rules of engagement. In the context of organisations, socialisation is a process that significantly shapes their way of core practices shape how things are done and why they are done in a particular way (Torrington et al, 2005). Staff induction and socialisation (Ardts et al, 2001) are central to the replication of an organisation because they enable new individuals to become functional members of a group. Ardts et al (2001, p159) defines organisation socialisation as â€Å"the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully fledged member of the organisation†. This extends the process of inducting a new employee to the organisation by imprinting the norms, expectations and behavioural patterns. It focuses on the interaction between a stable social system and the new members entering it. Successful socialisation is the transformation from an outsider to participating effective insider (Copper-Thomas and Anderson, 2006, p492). 3.3.1 Psychological Contract One of the major influences on behaviour at is the psychological contract (Boella, 2000). The contract refers to the unwritten expectations (Taylor, 2006) of the employer and employees have of their relationship. What each other expects to be delivered, what they expect from the working experience, how they expect to be treated (Marchington and Wilkinson, 2005: Meighan, 2000: Taylor, 2006). These expectations exist only in the head of employees, but this does not mean they should be underestimated (Torrington et al, 2005). Like written contracts they can be breached, broken or changed without consent, resulting in dissatisfaction, de-motivation, and higher levels of staff turnover (Armstrong, 2007). The loyalty and commitment from the employee are lost because of a perceived injustice or a disloyal breach of their contract (Boella, 2000). Riley (2000) stated that the old contract characterises the yester year workforce; focusing on building long term relations, job security and career progression in exchange for loyalty. The ‘new contract has modified to typify the current flexible, transactional workforce (Taylor, 2007). The employer offers employment for a limited period, with some development opportunities in exchange for the employee completing a set of defined duties to an agreed standard until a better offer arises. As a result there is greater flexibility with less commitment (Tanke, 2001) and loyalty, as employees see their employment as short term and an opportunity to make money, develop skills and experience (Torrington et al, 2005), increasing the likelihood of staff turnover. In recent years much debate has been raised on the subject of the old versus the new contract (See TABLE *****) The Old Psychological Contract EMPLOYEE OFFERS EMPLOYER OFFERS Loyalty Security Commitment Future career

Controlling Process in Management Essay -- Control Methods Technology

Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. The supervisor observes what happens and compares that with what was supposed to happen. He or she must correct below-standard conditions and bring results up to expectations. Effective control systems allow supervisors to know how well implementation is going. Control facilitates delegating activities to employees. Since supervisors are ultimately held accountable for their employees' performance, timely feedback on employee activity is necessary. Control Process The control process is a continuous flow between measuring, comparing and action. There are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. What is expected? How much deviation can be tolerated? Â · Time controls relate to deadlines and time constraints. Material controls relate to inventory and material-yield controls. Equipment controls are built into the machinery, imposed on the operator to protect the equipment or the process. Cost controls help ensure cost standards are met. Employee performance controls focus on actions and behaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. When control standards are inflexible or unrealistic, employees cannot focus on the organization's goals. Control systems must prevent, not cause, the problems they were designed to detect. Performance variance can also be the result of an unrealistic standard. The natural response for employees whose performance falls short is to blame the standard or the supervisor. If the standard is appropriate, then it is up to the supervisor to stand his or her ground and take the necessary corrective action. An example of effective controls is the dashboard on a car. There are many things that can go wrong with a car. Only the most critical items to the car's operation are the focus on the dashboard (oil level, engine heat, fuel gauge, etc.). Variations in these items are most likely to inflict the most damage to the car. The critical items on the dashboard are easily understood and used by drivers. They point out a problem and specify a solution. They are accurate and timely. They call the driver's attention to variations in time to prevent serious damage. Yet, there is not so much information on the dashboard that the driver is overwhelmed. Controlling Process in Management Essay -- Control Methods Technology Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied. Effective control systems use mechanisms to monitor activities and take corrective action, if necessary. The supervisor observes what happens and compares that with what was supposed to happen. He or she must correct below-standard conditions and bring results up to expectations. Effective control systems allow supervisors to know how well implementation is going. Control facilitates delegating activities to employees. Since supervisors are ultimately held accountable for their employees' performance, timely feedback on employee activity is necessary. Control Process The control process is a continuous flow between measuring, comparing and action. There are four steps in the control process: establishing performance standards, measuring actual performance, comparing measured performance against established standards, and taking corrective action. Step 1. Establish Performance Standards. Standards are created when objectives are set during the planning process. A standard is any guideline established as the basis for measurement. It is a precise, explicit statement of expected results from a product, service, machine, individual, or organizational unit. It is usually expressed numerically and is set for quality, quantity, and time. Tolerance is permissible deviation from the standard. What is expected? How much deviation can be tolerated? Â · Time controls relate to deadlines and time constraints. Material controls relate to inventory and material-yield controls. Equipment controls are built into the machinery, imposed on the operator to protect the equipment or the process. Cost controls help ensure cost standards are met. Employee performance controls focus on actions and behaviors of individuals and groups of employees. Examples inclu... ...properly to be effective. When control standards are inflexible or unrealistic, employees cannot focus on the organization's goals. Control systems must prevent, not cause, the problems they were designed to detect. Performance variance can also be the result of an unrealistic standard. The natural response for employees whose performance falls short is to blame the standard or the supervisor. If the standard is appropriate, then it is up to the supervisor to stand his or her ground and take the necessary corrective action. An example of effective controls is the dashboard on a car. There are many things that can go wrong with a car. Only the most critical items to the car's operation are the focus on the dashboard (oil level, engine heat, fuel gauge, etc.). Variations in these items are most likely to inflict the most damage to the car. The critical items on the dashboard are easily understood and used by drivers. They point out a problem and specify a solution. They are accurate and timely. They call the driver's attention to variations in time to prevent serious damage. Yet, there is not so much information on the dashboard that the driver is overwhelmed.

Great Essentials for Happiness Essay

Joseph Addison â€Å"The great essentials for happiness in this life are something to do, something to love and something to hope for.† Joseph Addison, a pre-twentieth-century essayist, was an impressive writer. Within his lifetime, he wrote numerous essays and plays, compiled a book on the lives of seven authors, and translated Virgil’s Georgic. While he was alive, the Battle of Blenheim was fought, inspiring one of his most famous and poems. Much of his works were shaped by the contextual influences all around him. Addison was the oldest son of a reverend. He was born on May 1, 1672 in Milston, Wiltshire, England (Joseph Addison 1). His family was very supportive of his writing, and often listened to his latest scribblings proudly. This attention and support is surely what started his successful writing career. Joseph Addison attended Lichfield Grammar School in Salisbury until he was fourteen years old. It was at that age that he was enrolled in the Charterhouse (an English independent school founded in 1611) in London (Joseph Addison 1). While attending the Charterhouse school, he met Richard Steele, a man who became a great friend of Addison’s. In 1687, he moved on to enter Queen’s College, Oxford along with his friend Richard Steele (Biography of Joseph Addison 1). In college, he set himself apart by his scholarship and his shyness. After showing exceptional skill in Latin verse, he won the election for a position as a Demy (a scholar) to Magdalen College in 1689. He was a fellow there from 1697 to 1711, meaning that although he had graduated, he stayed on to work with some of the other graduates and professors in the pursuit of mutual knowledge (Joseph Addison 1). Addison lost no time after his graduation, immediately publishing a book on the lives and works of several of the great English poets. This book, along with a commemorative poem on the Battle of Blenheim, caught the attention of a few very influential people. In Addison they saw a writer whose works could be potentially used in service to the crown (Biography of Joseph Addison 1). Through Lord Keeper Somers, an influential Whig statesman, and Charles Montague, later known as the earl of Halifax, Addison obtained a royal pension. This pension allowed him to travel abroad while studying politics and continuing to write essays (Joseph Addison (1672-1719) 1). His travels lasted from 1699 to 1704. During these five years abroad, Joseph Addison made the acquaintance of several English diplomats and European men of letters, one of which Addison himself had studied to become (Joseph Addison (1672-1719) 1). He started out in France and continued on to Italy, the place that was inspiration for his essay â€Å"Remarks on Several Parts of Italy† (1705) and the rhymed epistle â€Å"A Letter from Italy† (1704). Below, a brief excerpt from Addison’s essay â€Å"Remarks on Several Parts of Italy† (1705) boasts of his luminous writing style and trademark lively personality while writing: THERE is certainly no Place in the World where a Man may Travel with greater Pleasure and Ad|vantage than in Italy. One finds something more particu|lar in the Face of the Country, and more astonishing in the Works of Nature, than can be met with in any other Part of Europe. It is the great School of Musick and Painting, and contains in it all the noblest Productions of Statuary and Architecture both Ancient and Mo|dern. It abounds with Cabinets of Curiosities, and vast Collections of all Kinds of Antiquities. No o|ther Country in the World has such a Variety of Governments, that are so different in their Constitu|tions, and so refined in their Po|liticks (1). When writing, Joseph Addison’s shy, unassuming personality hides away to release a much brighter and more amiable side of him. From there, his travels continued to Switzerland, where he came to an abrupt, albeit temporary, stand-still (Biography of Joseph Addison 1). His travels were interrupted by some rather unfortunate news. While in Geneva during the March of 1702 he learned of the death of King William III, which resulted in his financial backers, Somers and Montague (the earl of Halifax), losing their positions (Joseph Addison (1672-1719) 1). This loss of income, however, did not prevent him from continuing his adventures abroad. He spent the next two years wondering through Austria, the German states, and the Netherlands before finding his way back into England in 1704 (Biography of Joseph Addison 1). Following his return to England, Joseph Addison was made (thanks in part to the publication of his poem The Campaign) the Under-Secretary of State. He kept this position for two years before becoming secretary and the keeper of records for the lord-lieutenant of Ireland (Joseph Addison (1672-1719) 1). In 1711, a change in the ministry lost him yet another government position, and he turned his eyes yet again towards writing as a means of occu pation (Joseph Addison 1). With renewed vigor he once again took to writing essays, this time doing the work for his old friend Steele’s paper, the Tatler. Joseph Addison contributed 42 works to the Tatler, which ran for about two years. Following the discontinuation of the Tatler in January of 1711, Joseph Addison and Richard Steele began publishing the periodical The Spectator (Joseph Addison (1672-1719) 1). One of his first essays published in The Spectator, â€Å"West Minister Abbey† is a beautiful example of the characteristic ease and elegance prose of his lifetime. Many of his essays during this time were a call to arms for the people of England, calling for them to rise to â€Å"higher levels of living and thinking† and aiming to awaken in them a passion to restore their great nation to its old glory. The essay is gloomy, reflecting Addison’s own reflections on death and acknowledging it as the great provider of equity, for as he so eloquently states: Upon this, I began to consider with myself what innumerable multitudes of people lay confused together under the pavement of that ancient cathedral †¦ how beauty, strength, and youth, with old age, weakness, and deformity, lay undistinguished in the same promiscuous heap of matter (2-3). The Spectator was published daily, and it grew to great popularity among the people of England. The Spectator’s political quips and insights into life and the state of their nation lent it a great deal of influence over the people of that time. Of the 555 or so essays featured in the periodical, Addison composed 274 (Biography of Joseph Addison 1). The Spectator lasted 3.5 years and was one of the few bright spots in Joseph Addison’s rather uneventful life, which was filled with personal disappointments (Joseph Addison (1672 -1719) 1). One such disappointment was his marriage to the Dowager Countess of Warwick. They were wed in 1716, and with his bride came a step-son who he had previously tutored. However, all was not bliss in the life of the newlyweds. His wife was said to be arrogant and unsatisfiable; constantly belittling him and pointing out his every short coming (Biography of Joseph Addison 1).. To make matters worse, he lost his position in Parliament due to his painfully overbearing shyness. He died a year later on June 17, 1719 (Joseph Addison (1672-1719) 1). Ironically, Joseph Addison wrote an essay titled â€Å"Defence and Happiness of Married Life† in 1712, four years before his unhappy marriage to the Dowager Countess. In this essay, he writes through the persona of Philogamus in support of marriage, listing the many advantages and enjoyments a married man may experience. After taking a look at his life and then rereading â€Å"Defence and Happiness of Married Life† (1712) one finds it quite ironic to realize that one of the greatest joys of marriage as put-forth is one that he himself was denied in his own marriage: You must have observed, in your Speculations on Human Nature, that nothing is more gratifying to the Mind of Man than Power or Dominion; and this I think my self amply possessed of, as I am the Father of a Family. I am perpetually taken up in giving out Orders, in prescribing Duties, in hearing Parties, in Administering Justice, and in distributing Rewards and Punishments. To speak in the Language of the Centurion, I say unto one, go, and he goeth; and to another, come and he cometh; and to my Servant, do this, and he doeth it. In short, Sir, I look upon my Family as a Patriarchal Sovereignty, in which I am my self both King and Priest (1). Joseph Addison took anything life happened to throw at him and managed to twist it into a delightful essay or haunting poem. Though his life was filled with disappointments, both in his personal life and in his political career, Addison managed to produce numerous essays and poems as well as a book and to top it all off, he co-produced three separate periodicals along with his friend Richard Steele. His writing hints at the contextual influences all around him. Bibliography Addison, Joseph. â€Å"Defence and Happiness of Married Life†. The Spectator. 03 October 1712. Web. 06 May 2013. Addison, Joseph. â€Å"Remarks on Several Parts of Italy†. 1705. Web. 06 May 2013. Addison, Joseph. â€Å"Westminster Abbey†. The Spectator. 30 March 1711. Web. 06 May 2013. < http://addison.classicauthors.net/WestminsterAbbey/> â€Å"Biography of Joseph Addison†. PoemHunter. Web. 06 May 2013. â€Å"Joseph Addison (1672-1719)†. Luminarium. Web. 06 May 2013. â€Å"Joseph Addison†. Encyclopà ¦dia Britannica Online. Web. 06 May. 2013 .

Communication Style Essay

Communication is fundamental for good mental health and healthy relationships in the health care workplace. The following scenarios are reviewed for styles of communication with the benefits or weaknesses of each. There is abundant value in clear and productive workplace communication. The types of communication styles in the example related to Rashad were aggressive and passive communication. Evidence of aggression shown as the Registered Nurse communicated to the nurse aide that included a raised tone of voice and negative comments, show evidence of superiority and attaches blame to the individual. This type of communication may induce feelings of negativity and may often cause the individual to feel the need to retaliate with anger in return. By communicating in a passive manner ideas may not be shared because a person may feel belittled and humiliated, thus provoking an unwillingness to bring forward positive suggestions to the task at hand. Passive behavior as Rashad showed with his â€Å"sitting quietly and not responding† (Hansten & Jackson, p. 283 2009) is nonproductive as it is an act to avoid the situation presented. The individual with the passive behavior may feel fear of prosecution, but act out in anger toward the person at a later date. The aggressor will alienate an individual and blame or attack others. These individuals will remain in a position of powerlessness unless the behavior changes. The scenario involving Pamela, a school nurse was evidence of nonassertive communication. Every time a person acts in a passive manner, they lose self-respect. Pam is doing the labor herself which may be not proper use of her time. Nor is it providing the proper communication to others about what is in needs to be completed. Communicating in a clear and concise method about what is required, an individual having little experience may be empowered by new knowledge and volunteer for new duties at a later time. This continued behavior of avoidance can lead to an individual unable to perform all duties as assigned. Productivity may go down and costs will go up due to an individual taking on too much of the task at hand. Not being able to educate and delegate in a productive manner will only create possible work burnout and increasing negative feelings between coworkers. Reasoning for passive or nonassertive communication would include low self-esteem, anxiety related issues, and possible dread of confrontations. Pamela â€Å"was concerned about the accuracy of the work† (Hansten & Jackson, p. 283 2009). Pamela should have taken the time to research the accuracy and possibly discuss the results with the individuals performing the test to review the data with them. There may have been a valid reason for the results. By not using proper investigation and communication techniques, she is creating more work for herself and less confidence in her coworkers. Similar behavior may lead to decreased confidence from the patient related to the test repeated. Trust from the patient is imperative to a heath care relationship. The last scenario presented with Mabel, the surgical technician, is very easily a representative of aggressive communication. This style of communication the individuals may be verbally or physically abusive to others during the process. This impact of this pattern of behavior would include alienating them from others and generating fear or hatred from peers. The idea of being entitled to special treatment and threatening comments to illicit getting their way can undermine authority and good decision-making processes. The aggressive communicator may feel incapable of dealing with the object of their resentments and redirect that anger by secretly sabotages others. This could be seed by behaviors of muttering foul words to themselves or using sarcasm while denying that there is even a problem occurring. An example of assertive communication would include a situation in which I needed to inform a group of relief charge nurses that were required to attend a clinical supervisor meeting on their normal scheduled day off. My personal experience as a nurse manager of a medical surgical unit consists of numerous forms of positive and negative communications. My goal to ensure proper communication includes delegation and a clear understanding of each individual’s job skill before communication occurs. Knowing the audience is imperative. Nursing students doing clinical rotation on my unit are at various stages of learning. Previously I would assign them a scavenger hunt. A list of items used every day needed to be located and marked down with different colors. Years ago I would ask the students complete with one sentence. Chaos ensued on the floor, including loud interactions, disruptive question asking of staff, and many individuals roaming the unit looking for the same item. They would often all come back with 21 silver tip catheters. It was hilarious yet frustrating. Progress was not made with this disorganized form of communicating and poor delegating. After recognizing this I currently divide the list into even sections. After dividing the class into even numbered groups and providing them an assigned color, one portion of the list was assigned to each group. Groups were sent out on their hunt, one group at a time. While one group was on the hunt, those remaining discussed strategies on delegating from the next lists. Each group found items more rapidly than previous groups. By knowing my audience, communicating clearly with a positive manner, and explaining the required goal, I consider this to be form of assertive communication style. The goal reached and individuals were allowed to contribute to make the solution to the problem successful. Communication styles can make or break a health care environment. Identifying styles and how to manage them is required to ensure correct nursing care delivery. Knowing the benefits of proper communication, patient safety will always be ensured.