Cna Research

Pulling the Plug Medical Nursing Aide Jane Roberts Instructor Mary Mooney October 4, 2012 What does life support hold for a person who is living by technology of a support for a machine? The person who is ill does not have a chance of waking up and able to live a normal life. Sometimes people see life support as a lifesaver which in many cases, it can be. In this case if it was me, and I had to make a choice to take them off life support it would be a hard descsion if you know that there is a possible chance they will never come to or be in a veggie state.Life support t is a combination of machines and therapies that work together to sustain human life (www. livestrong. com). I know that life support in some case allow a person who has been ill or in accident to get up and carry on with their lives in this case Betty Jean, had punctured her heart and stop breathing twice and had no brain activity, the doctor assured Tony, there was nothing else they could done . In life we have descs ion to bring life in this world not to take life.I can agree with parents as well as the husband the parents love their daughter and know parent wants to lose a child but the husband wants his wife taken off life support Betty Jean, also had a living will that stated o ventilator. I think that Tony loved his wife so much and he followed her wishes Betty Jean, had been a nurse so she knew extent of what life support she also was active in hospice so she knew the extent of life support.Tony had to made a tough decision; I think he should of waited like the parents’ wished just a little longer there are several kinds of life support decisions rather it is ventilators or Nutrition and Hydration or (DNR) order which â€Å"Do Not Resuscitate. These are hard decisions for anyone and it best not to make this type decisions on your own.Betty Jeans, living will over power the parent’s rights but morally I would have waited just because of my own beliefs it hard to let a love on e go but in this case the husband had to make the last decisions. REFERENCE PAGE Use caution in ending life support for brain-injured, experts say. (2011, U. S. News & World Report, , 1. Retrieved from http://search. proquest. com; http://www. livestrong. com(2009)

Managing Time And People Commerce Essay

Planning is indispensable in making a new venture. This undertaking remains chiefly on the enterpriser get downing the concern. A good enterpriser demands to hold a assortment of accomplishments in order to be successful. SimVenture which is a concern simulation game, is a good manner of rehearsing these accomplishments. Indeed, learning entrepreneurial and concern accomplishments is one of the chief intents of SimVenture, by leting the users to make and run their ain practical company. SimVenture besides gives the chance to larn how to do efficient determinations in all the different sectors of a concern including selling, human resources, operations, finance, and more. As a concern disposal pupil and possibly future enterpriser, it is cardinal to understand how to successfully run a company and to pattern and trade with diverse accomplishments. I have learned many lessons by utilizing that simulation and many of these will decidedly be utile in my future life and heighten my cognition and personal development. Three of the chief that I have learned are how to pull off clip and people, how to develop a concern theoretical account, and how to research and analyse the market.Pull offing clip and peopleFirst, managing clip and people has been a important lesson that I have learned utilizing SimVenture. An enterpriser ‘s most of import and most hard occupation is to pull off these two constituents. The first constituent of the concern that has to be good managed is people. Get downing a concern is non merely a one individual trade, in the reverse, good developed and directed squads are behind most of the most successful concern start-up. Indeed, developing strong entrepreneurial squads are cardinal to a good functioning venture. It is the enterpriser ‘s undertaking to happen persons that can offer cognition, experience, accomplishments, and, therefore, add up a to the societal capital of their company. Furthermore, one time the good 1s are chosen, employees have to be motivated, leaded, inspired, and encouraged in order to be efficient and to increase their committedness to the company. With SimVenture, I have learned that this procedure is important for a concern, because taking inefficient or unsuitable employees can increase unusually its costs. Besides, the simulation taught me that non merely taking the best campaigner is of import, but particularly giving them the o ccupation place in harmony with what they are the best in. The 2nd constituent of the venture that has to be greatly managed is clip. Effectiveness, productiveness, and efficiency, are facets that can be overly increased if clip is managed right. Particularly during the concern start-up procedure, at every measure of it, clip should be spent on elements that are truly relevant for the creative activity of the company. SimVenture clearly showed that clip can truly be an issue in a company as clip direction was one on the chief jobs that my squad and I had while utilizing the simulation. Sometimes employees were passing clip idle, and some other times, they were non able to complete their undertaking due to miss of clip. In the hereafter, I will cognize that clip is the constituent of a concern that is likely the most indispensable to be good managed in order to be successful.Developing a concern theoretical accountSecond, making a concern theoretical account has been an indispensable lesson that I have learned with SimVenture. Constructing a concern theoretical account can be a really long and hard procedure, because it is a complex, precise, and specific undertaking. However, it is indispensable for a new venture to develop an effectual 1 because it is the bosom of a company. â€Å" Management author Joan Magretta defined a concern theoretical account as â€Å" the narrative that explains how an endeavor plant † † ( Casadesus-Masanell and RicartAA , 2011 ) . Bing portion of a concern scheme, a concern theoretical account is used to stand for nucleus facets of a venture. A concern theoretical account can be separated in five chief characteristics. The first subdivision is understanding the clients and their purchase determination. A client in a purchase determination procedure will go through through some phases before purchasing a merchandise or service. He will research information, seek value, measure alternate, and assess value before doing any determination. Using the simulation, I learned that understanding the clients that are in the mark market can greatly profit the company in doing merchandises in harmony with their demands. Besides, through SimVenture, I realized that clients are the wheels of the concern and that it is aboriginal to do determinations in relation to them. The 2nd characteristic of a concern theoretical account is the value proposition, or the benefits that clients gain. It is really of import for a company to understand and be cognizant of what their clients derive and profit from their merchandises or services. Developing a value proposition relies on analyzing qualitative and quantitative facets and happening a manner to be different from rivals by cognizing who they are and what they do. The value proposition is used to pull clients and guarantee the company ‘s fiscal good health. The 3rd portion of a concern theoretical account is the architecture of the concern. That characteristic describes the construction and the administration of the company. It besides defines how the venture creates and distributes its merchandises and services. The concern architecture discusses whether there is a market or non for what the company is selling, by analyzing the external environment such as geographics. All these different constituents are put together to make value for the clients. Using SimVenture, it was a challenge to do efficient determinations because all the characteristics of the concern and the mark market were to be taken in history. The 4th subdivision is the gross theoretical account of the concern. Its end is for the company to happen a profitable manner to present great value to their clients and fulfilling their demands. In other words, by making better than its rivals, the venture has to pull off its costs and disbursals in order to increase its return on investings. Pricing is besides an of import facet of that phase, so the monetary value should be fixed so that it is high plenty to do net income but non excessively high for the gross revenues to diminish. Furthermore, the company has to make up one's mind which gross mechanism will be adopted and how the benefits will be delivered to their clients. SimVenture taught me that it is indispensable to hold a great cognition of our costs and disbursals in order to repair the monetary value of the merchandise at a profitable degree. The 5th characteristic of the concern theoretical account is the strategic way. The strategic way is how the organisation scheme will be achieve and which actions will be in topographic point to make so. It demonstrate the place that the venture is be aftering to take over its rivals in a long term position. It is besides a projection of where the concern wants to be in a certain sum of old ages. Using SimVenture, I have learned that the strategic program of the concern is ever to be kept in head if you want the long term aims to be achieved. In the simulation, I would hold made different determinations than my squad. In my sentiment, we were believing excessively much about the present month and non plenty of the hereafter of the venture.Researching and analyzing the marketThird, researching and analyzing the market has been a important lesson that I have learned with SimVenture. The market analysis is indispensable to be done at the get downing point of every new venture. It allows the enterpriser to cognize more about the planetary environment of its concern. The market analysis is highly of import because it â€Å" helps specify the nature of the concern and the balance of the program. [ †¦ ] Similarly, the more a start-up understands the demands of its mark market, the more it can fit its merchandise attributes to those demands † ( Barringer, 2009 ) . Indeed, the venture will hold to section the market and choose a mark market. The â€Å" market cleavage is the procedure of spliting a market into distinguishable subsets ( or sections ) that behave in the same manner or have similar demands † ( Barringer, 2009 ) . As the market cleavage was already done in SimVenture, nil was learned from that subdivision. Before choosing a mark market, the company should research and analyze the size and the tendencies of the different market sections. This is critical because a good choice will let the concern to be successful in footings of net income and gross revenues growing. With SimVenture, I have learned that choosing the best market section is one of the most of import things, because if you do n't do a good choice, maintaining a financially healthy company can be debatable in the hereafter. I had trouble choosing the appropriate mark market for the concern. Therefore, what I have learned from that for the hereafter is that a deeper research and analysis of the market and of the sections should be done in order to do the best determination possible.DecisionTo conclude, through SimVenture, I have learned many of import lessons including managing clip and people, making a concern theoretical account, and researching and analyzing the market. The simulation made me cognizant that a concern can c onfront many troubles and that the enterpriser needs the cognition and the ability to do the best determination harmonizing to any state of affairss that can happen. Runing my ain concern for a few hebdomads has decidedly helped me in my personal development, because I would now experience more confident and experient if, in the hereafter, I would make up one's mind to get down my ain company.

Balance of a Busy Life Essay

The average American has a million things on their plate. Many of them are full time student, parents and hold a job. From personal experience I can tell you that balancing school, a job and my personal life is no walk in the park. With all the things that are going on in your life, being organized, making a flexible schedule and communicating with your boss, teachers and family members, help you balance all three and still have time for yourself. The first step in balancing school, work and a busy life is making a schedule. When deciding to juggle a busy life you have to be prepared to have school assignments, run errands, and to be called off schedule at work. First creating a plan that can be used all times will help you keep these things in place. Second in the beginning of the week set a timetable for work, studying and family time. By doing this you will have a clear mind set of how your time should be spent. You’re not going to successfully juggle work with your other priorities unless you exercise a little discipline. This doesn’t have to be as painful and no fun as it sounds. Before you take on a new job, sit down and write down all of your priorities, followed by about how much time they take up each week. Estimate on the high end. Then decipher how much time you require to chill out with your BFF, tweet your heart out, etc. Now crunch the numbers and visually perceive how much time you’ll have to work. Even if it’s only enough for a shift or two a week of work, that’s fine. That is of course, unless you require working a certain amount each month to pay for rent and other cost-of-living expenses, in which case you might be obliged to skimp on socializing time. Once you have your schedule sorted out, it’s important to stick to the rules. If you decided the only way to make it all work is to devote one weekend night each week to doing school work, utilize this time efficiently and don’t get distracted by a â€Å"16 and Pregnant† marathon. By developing these time management skills now, you’ll be ready down the road when life throws even more responsibilities your way. The next step to balancing school, work and a busy life is to be organized. When having a lot on your plate it is very crucial to keeping a calendar to mark upcoming tests, deadlines and meetings can be helpful. First writing down all your assignment and their due date can help you keep everything up to date. Second have all your paperwork in separate labels folder can making getting to assignments quick and easy. If you know you have a conference coming up in a fortnight and a paper due in three, you won’t have any exculpation not to acquire that paper finished on time, and you won’t miss any of the exhilaration at your conference. Endeavor utilizing a day planner, or even an online calendar to manage your tasks. Surprises and extemporaneous events virtually always pop up, but if you’re flexible with your time and stay on top of your assignments for work and for school, emergencies won’t disrupt your entire schedule as dramatically. The last step to balancing school, work and a busy life is communication. When you have a busy lifestyle it’s very hard to keep everything in order without communication. First when you are late on, an assignment, contacting your teachers can let them know what is going on and also show them that you are very responsible student. Next letting your boss knows when important school assignment comes up. As a busy person I know how hard it is to keep up. Keeping constant communication with teachers, bosses and family members will help you keep everything in order. Your managers aren’t mind readers. Speak up and let them know that your job is important to you but that you also have school and family as priorities, and they’ll be more liable to be flexible. Particularly if you have a spouse and children, it’s critical that you communicate your schedule so everyone is on the same page. That way, if you have a final exam coming up, you can orchestrate dinner and nighttime responsibilities together accordingly. An online calendar program works well, so you can update it in real time. Likewise, keep an online or handwritten to do list to help you prioritize tasks and stay organized daily. Having a busy schedule isn’t an easy thing to handle. If you are not prepared it can feel like a whole lot or work is being pulled up. Being organized, making a flexible schedule and communicating with your boss, teachers and family members, can help you efficiently keep everything together.

THE (ME )IN LEADERSHIP Essay Example | Topics and Well Written Essays - 3000 words

THE (ME )IN LEADERSHIP - Essay Example During the process, I learned to be more critical of myself because this was a necessary requisite of being an effective leader. I learned that â€Å"it is necessary for a â€Å"leader, who possesses a clear self-concept through private self-consciousness, to be more likely to possess a strong purpose-in-life. Having a strong purpose involves consistency in self-identity (i.e., self-concept clarity) (Campbell, 1990 :59; Frankl, 1992). This clear awareness of my â€Å"self† translates to a clearer sense of goal and purpose which will evolve as a Self-Belief. Self-belief which will improve my inner confidence therefore will succeed and overcome any obstacle to achieve the best outcomes for service improvement. I also learned that this â€Å"mirroring as the reflections of self that a group member encounters in other group members, in the group leader, or in the group as a whole (Bion, 1961) harmonizes us within and eliminates discord beginning from perception of how I observe myself through my peers. I learned that this awareness of my â€Å"Self† and environment is a necessary aptitude for leadership in addition to technical competencies. As Gardner (1983) expounds â€Å"expanding on the concepts presented in early intelligence work as well as social intelligence theory, developed a theory of multiple intelligences. ...one of the seven areas of intelligence discussed in multiple intelligence theory, personal intelligence, corresponds to earlier theories such as social intelligence†. This emotional intelligence also provided me with the competencies such as self-awareness, self-regulation, personal motivation, empathy and strong social skills that enable me to be a democratic leader; a leader that involve and commit others not only in achieving a desired result but also the process of achieving it. My belief in democratic leadership was reinforced when Lawler (2001: 16-17) argued that democracy is inevitable, even in the workplace . . . Hi erarchial organizations are simply too inflexible and rigid to compete effectively in today's business environment. They fail to attract the right human capital and to produce the right core competencies and organizational capabilities. As a result, they need to be replaced by lateral forms of organization that rely heavily on teams, information technology, networks, shared leadership, and involved employees . . . [These new organizational forms] will have flat, agile structures, open information, power that moves to expertise, and systems that create knowledge and employees throughout the organization. Democratic leadership â€Å"functions as a means of engendering compliance with dominant goals and values and harnessing staff commitment, ideas, expertise and experience to realizing these† (Woods, 2004). I preferred a democratic process in dealing and decision making because the seeming differences will make us aware of the different perspectives that may be unknown to us be fore. Therefore, better approach and solution to certain issues may crystallize after the free flow of ideas. This has to be understood because â€Å"  understanding and cooperation of superiors, peers, and subordinates, it takes time to build these relationships† (Kayser, 1973;24). In conclusion of the previous module, I learned that to effectively lead and manage others, I must lead and manage my â€Å"Self† first. To direct others, it is imperative that I must have

Speluncean Explorer Case Essay Example | Topics and Well Written Essays - 500 words

Speluncean Explorer Case - Essay Example The jury will hear the arguments from both the parties and then he will decide the truth or punishment. Normally in adversarial system the trial will be followed by an inquiry of the issue. In my opinion, the judge Natural who upheld the judgment, but reduced the punishment to 20 years life in prison, is more likely to be the best judge who acted as per the criminal justice system in Ukraine. In criminal procedures, the humanity or morality will only at the second place. At first place the as per the criminal justice system the judges need to analyze that whether the crime has been committed by the accused or not. They should confirm that enough evidences are there to sentence the culprits. So the first duty of the judges is to ensure that enough evidences are there against the culprit. The circumstances under which the crime has been conducted, comes only after the crime is established. The circumstances of the crime only used to determine how much punishment needs to be enforced. If the judge feels that the culprit has no other way other than the crime to escape, the judge can consider a liberal approach towards the culprit. Or in other words if the crime was conducted under no forceful conditions then the culprit needs maximum punishment. Here in this Speluncean Explorer Case, the crime was conducted only when there was no other way for the culprits to escape. So the judge can think of a liberal approach towards the culprits. But at the same time, under no circumstances, a person can take the life of another person because of its immense value. Since nobody can create a life in the laboratory, nobody can take the life of another person also. So in this case judge Natural is absolutely right in his judgment in my opinion. He has analyzed all the aspects of the crime both legally and morally. Though the culprits may be right legally, morally they were not. Capital punishment has to be reduced considering all the

Start a SME use SWOT and Pestle to analysis how it will benifit Essay

Start a SME use SWOT and Pestle to analysis how it will benifit Simventure - Essay Example The mission statement of the company would be â€Å"Best computing solutions in most affordable ways†. In order to achieve this mission, the company has established a vision that specifies the way in which it can act both incrementally and opportunistically. This will aim at providing cheapest products at the best affordable prices. The values that have been devised for the company are as follows: From 1980s, industrialized countries of the world had taken up extensive R&D programs in their computing industry to improve efficiency of this sector and in this regard, U.K. was no exception (Impagliazzo, Lundin and Wangler, 2011). Internationalization of research had largely depended on political factors. It had been observed that, in Britain, the public policy was largely based on privatization and liberalization and R&D in the computing industry there was based on competition (Santangelo, 2002). This means that Jingo can carry out its operations without any public intervention and develop in a competitive manner. In U.K., the technology sector is under a competitive tax regime and is supported by a great infrastructure, which will propel the growth of firms in this sector. This, therefore, will be beneficial for Jingo. The government in U.K. has been actively trying to stimulate its technology sector by three main ways: The inflation rate of U.K. had been recorded to be 2% in December 2013, which indicates that the economy is slowly recovering from recession (Trading Economics, 2014a). The GDP per capita of the country has been recorded at 37849.57 US dollars in 2012 (Trading Economics, 2014b). In the past few years, there has been a steady growth in demand of computer and related products in workplaces, with rise in social and educational status of people. The biggest strength for the company will be the supportive attitude of the government and favourable

Contrast Frank Lloyd Wright's Organic architecure and Le Corbusier's Essay

Contrast Frank Lloyd Wright's Organic architecure and Le Corbusier's International style of architecture in the 20th century - Essay Example Wright has taken the opportunity to guide and advise the architectural community on the importance of following the laws of nature on building procedures and main architectural styles. In his speech, he stated that organic architecture is the ideal form of designs that should be the trend in revolutionizing architecture and other building policies. He categorically explained that following the tradition and allowing it to spin into new building architectural designs. Modern architectures have taken on organic architecture concepts to develop new architectural designs. There structural designs are detailed and based on the environmental form and the surroundings of the buildings. Wright designed and implemented the building of the Winslow House in Illinois. Thereafter, he has had several other designs under his name. The Falling Water and Solomon Guggenheim Museums are some of his most celebrated designs the world over. Architectures can easily use new concrete formations to create ne w designs that are not linear or following a particular geometric dimension. The main design features allow for implementation of primitives such as wavy lines or contours which are not the traditional design primitives. The usual design primitives are normally geometrical and are widely used in architectural designs all over. Organic designs are flexible and easily adaptable to the environment. They are not easy to implement and many architectures have not adopted for its use. Wright’s design helped in the formulation of a new language that has been widely applied to architecture. He created a new design referred to as Prairie Style. This style was majorly affected by the way he utilized the spacing provided for the building. His main characteristic design was the freestanding house design that he covered by an overhanging roofing design. In the style he developed a plan to build a chimney in the middle of the house. Wright developed a plan to for a house that utilized a lot of open space that had been separated by from each other by simple architectural tools. The Prairie had a sloping roof that could be used to hold household items. The Style is mainly suitable for domestic home's architecture. The plan steered away from using walls and doors instead of the usual petitions (Frank Lloyd paragraph 3). The planning strategy was referred to as the open blueprint or plan. The selling point in this plan was the integration of nature with actual buildings. The concept of organic architecture is an essential conservatory strategy as it emphasizes on the preservation of the environment around buildings and main architectures. The use of organisms as part of a design was to inspire harmony of the two and relate them as a single unit. The design categories are made according to the defined functions of the organisms to be used. Wright's building designs emphasize the coexistence of the building designs and the organisms. Either of the two dictates the whole com plete design of a building. A design is complete with the implementation of both the designs, of the building and the organism in the surrounding. Le Corbusier International Architectural designs Le Corbusier was born and grew up in Switzerland before moving to France at the age of 29. He was passionate about architecture and had a notion that the designs that were present at that time were uninspiring.

Improving diversity in hospital boards Research Paper

Improving diversity in hospital boards - Research Paper Example As a nation, the U.S is a melting point of multiple ethnic and racial subgroups thus, ensuring workplace diversity is essential in order to meet the various needs and demands of the diverse population. There is a need for workplace diversity as according to statistics the number Hispanic population by 2050 is expected to triple while that of the blacks is expected to double, as the white remains the same yet workplace diversity is an important challenge. The Hispanics constitute 12 percent of the American population and only 2 percent of nurse’s work as healthcare providers, and the same case applies to the black Americans. Diversity in the health care delivery system is important as it improves the access to care among the racial and ethnic small groups; it enhances a greater patient satisfaction and a better patient communication. Moreover, it enhances the cultural competence of the health care personnel that is associated with greater health care outcomes (Rosenbaum & Leona rd, 2013). The effective running of hospitals and other healthcare institutions will largely be determined by an effective cooperation between the hospital management and the board in the governance. Hospital boards play an essential role in ensuring that there is diversity in the workforce as part of their support in hospital setting. A diverse hospital board will ensure that all the needs of the different groups of people are met in an effort of reflecting and responding to the different patient’s needs. In ensuring that there is an improvement in the hospital board’s diversity, it is important for healthcare organizations to act in accordance with the diversity, policies and legislation stipulated to protect individuals from discrimination (van Knippenberg & Schippers, 2007). Thus, the health institutions need to obey the laws to ensure that there is diversity in the hospital workforce to meet the diverse needs of the patient’s population. Being aware of the

Contemporary Issues in Auditing Assignment Example | Topics and Well Written Essays - 3000 words

Contemporary Issues in Auditing - Assignment Example An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe our that our audit will provide a reasonable basis for our opinion. Our audit procedures will include test of of documentary evidence supporting the transactions recorded in the transactions, tests of physical existence of inventories, and direct confirmation of receivables and certain other assets and liabilities by correspondence with selected customers, creditors, legal counsel, and banks. At the conclusion of our audit, we request certain written representations from you about the financial statements and other related matters. Our fees for this audit will be based on the time spent by various members of our audit staff at our regular rates, pus direct direct expenses. We will notify you immediately if any circumstances we encounter that could significantly affect our initial audit fee estimate f In order to us to work as efficiently as possible, it is understood that your accounting staff will provide us with the prior year's trial balance on or before January 15, 2008, and also with the schedules and and account analysis described on the separate attachment. It is standard operating procedure tha... ..................... February 20, 2008 Delivery of audit report......................... March 5, 2008 Our fees for this audit will be based on the time spent by various members of our audit staff at our regular rates, pus direct direct expenses. We will notify you immediately if any circumstances we encounter that could significantly affect our initial audit fee estimate f8,000. In order to us to work as efficiently as possible, it is understood that your accounting staff will provide us with the prior year's trial balance on or before January 15, 2008, and also with the schedules and and account analysis described on the separate attachment. If these arrangements re in accordance with your understanding, please sign this letter in the space provided and return to a copy to us at your earliest convenience. Very truly yours,----------------------------------- Carter and Corbin Chartered Accountants Accepted by: ____________________ Date Ethical Part cover 15% - The information that should be passed to the new auditors- clearance from previous auditor To the Stockholders, Rentokill Initial London November 28, 2007 Dear sir/maa'am: It is standard operating procedure that a new external auditor must contact your company's former external auditor. Thus, please send us recommendation letter addressed to your prior

Neoliberalism And Urban Environment Essay Example | Topics and Well Written Essays - 3750 words

Neoliberalism And Urban Environment - Essay Example It is characterized by freedom and liberty. In a liberalist perspective, they view such concept as letting the people decide of what they want and without any intervention or influence by others or the government itself. It advocates a free market policy and tries to open the economic possibilities of doing business globally. In such time, great thinkers and even ordinary people are hungry for a development, hungry for another structure that would best cater the interests of the public. People want something new in the system that governs them. As a result of hunger, they in turn had given birth to neoliberalism that until now is a living idea that influences the world, a science that helped and continue to help in shaping the world. Neoliberalism is a set of principles and theories governing economics. These are principles and theories that are widely influenced by Adam Smith. These are theories mostly used in dealing with the problems of developing countries and the relationship in trade and commerce of developed and developing countries. Neoliberalism is greatly linked to Frederick von Hayek's theories of economics, the IMF and departments of economics such as the Economics department of the University of Chicago. Neoliberalism became a central concept to critical researchers in the realm of economics in the 1990's. Neoliberalism, a globally pervasive political project with manifestations at a variety of scales, strives to resurrect the classical economic works of Adam Smith, Thomas Malthus, and David Ricardo to name some. The context in which classical economists were working in, the 18th Century is marked with ideals of democracy and citizenship in which the theory of liberalism was sculptured and developed. The western political theory of liberalism sought to free a 'natural' market from the unnatural control of government. Few seem to argue the merits of a democratic society and the role of political and economic freedom. Although democracy has room for improvement and development, it is no longer a movement without precedence that is looking for an eloquent theory to act as agent. Neoliberalism suggests there is something new and different about the goals of contemporary liberalism. It is referred to by some liberalist thinkers as an offspring of liberalism. In general terms, the 'new' of neoliberalism is the idea that there are inevitable external market forces that will require structural change; and that structural change is only applied to select institutionalizations of the state (Peck 2004). This idea is 'new' compared to classical liberalism because neoliberals work to diminish the state to a point of near death, whereas classical liberalists recognized the state as a necessary evil to be looked at with skepticism. And, again in general terms, the difference between neoliberalism and its root liberalist ideals is the contextual embedded ness - different times develop different ideas. And, neoliberals are not necessarily fighting a totalitarian state as their liberalist predecessors had. NEOLIBERALISM PROPONENTS AND VIEWS One of the great thinkers that made his name famous in this field was Frederick von Hayek who founded the Mont Pelerin society in 1947. The main objective of the Mont Pelerin society was to establish a free market which is not in control of the government

Business Ethics and Success of Leadership Essay

Business Ethics and Success of Leadership - Essay Example The factors that stand important in the wake of successful teams include a commitment towards common goals and a simplistic and solitary objective which must be kept in mind at all times. These factors underline the basis of the teams performing a singular whole than disjointed units within the framework of the organization or the group that they are working under. A leader would guarantee that the team members remain on their toes and are up and ready in order to outperform each other so that the end result is one which will make the team stand out as a whole. The objectives of the team are more quintessential than the individual members and this is one aspect that the leader brings with him whilst formulating a high performance team. People selection and recruitment stands as a very essential step of the formulation of teams since right kind of people must be geared up to the task and it is a must to check the kind of motivation that these team members have at the very moment and whether or not the same would remain like that within the future. Thus these factors are deemed as very important whilst getting the people under an umbrella which would actually see that the teams would get the right kind of members within their hold and this is important since it will decide how the team would actually perform within the future and in the long run. A leader will also make sure that the business ethics are followed to the core and that there are no shortcomings in the wake of any such implementation basis.

The renaissance art world and its classical origin Essay Example for Free

The renaissance art world and its classical origin Essay Titan was born in one of the remote areas of Pieve di Gadore, however, he grow to work in Venice. He picked up quickly and become one of the dominant painters, if not the dominant painter of Europe. His oil paintings were the most sort after especially by the courtly and aristocratic patrons. His paintings were considered to be more naturalistic by the art theorists and hence of low perfection in design than the works from Rome and Florence. Towards the end of the eighteenth century, his works began to be appreciated up to the current time where the current scholars have intensified this contextual works. The most famous works by this artist was the Venus of Urbino and it is also the most disputed of his artworks. The intertwined possession themes of a beautiful woman and her image creation permeated the conception of female art by the renaissance. As the old thoughts always asserted that anyone who depicts a beautiful woman will always deserve her, the people of the renaissance may like to transfer these assertions to the art maker. This being the people’s notion, there are many questions which are raised from this. Taking this into account we take this to the paragon extent between Titans and Michelangelo. In renaissance times, the beauty of any female was the lodestone of aesthetics, inspire of the male being taken to be the norm and the female an aberration. The Titan’s woman picture can not only be used to portray his artistic gift but also can be seen as his booster to his rivals of all times. In his competition with his most contemporary rival, Michelangelo, titans uses this artwork to assert of his superiority and his primacy of sculpture paintings of colorito over design and feminine over masculine. The two, Michelangelo and Titan, came to confrontations of the diseno i.e the design and colorito for themselves. Michelangelo tried to make his name by the heroic men like that of David while Titan made reference to the female subject along with their style. Michelangelo shown the inability of the Venetian to draw and equated their disadvantages to their focus on femininity. In his evaluation of the Michelangelo artworks, Aretino allusion that he is more than a angel Devine, shows his promotion of Michelangelo angelic status which were conferred by Aristotle. References Preimesberger, Rudolf (2011). Paragons and Paragone: Van Eyck, Raphael, Michelangelo, Caravaggio, Bernini. Getty Publications John T. Paoletti; Gary M. Radke (2005). Art in Renaissance Italy (3 ed.). Laurence King Publishing. Source document

Relationship Between Entrepreneur Human Capital and HR

Relationship Between Entrepreneur Human Capital and HR 1. Introduction 1.2 The research topic In modern economies the majority of firms are small firms, and these firms make a considerable contribution to the development of the socio-economic and political infrastructure (Matlay, 2002). Unfortunately, small firms also have a high failure rate. Fifty to eighty percent fail during the first five years of existence (Baumback, 1988). One of the main reasons for this high failure rate appears to be a lack of emphasis on the management of human resources in small firms (McEvoy, 1984). A range of studies indicate that effective management of human resources is one of the most critical challenges small firms face (e.g., Mazzarol, 2003; Deshpande and Golhar, 1994; Marlow and Patton, 1993; Hornsby and Kuratko, 1990). Especially as it relates to the management of HR issues. Managerial incompetence in handling HR issues is a major source of small firm failure (Dun and Bradstreet, 2001; Baron, 2003; Hornsby and Kuratko, 2003), and the way entrepreneurs handle HR issues in an early stage severely impacts downstream success of business (Cardon and Stevens, 2004). However, Cardon and Stevens (2004) did a literature review on HRM in small and emerging firms and concluded that despite the importance of HR issues to small and emerging firms our understanding about these issues is limited. While we have begun to understand when small firms experience varying levels of HR issues (e.g., Kotter and Sathe, 1978; Rutherford et al, 2003), and what these issues are (e.g., Horsnby and Kuratko, 2003), literature lacks much of the theory necessary to understand the role the entrepreneur plays with regard to HR issues in small firms. Given that entrepreneurs play a dominant role in determining how human resources are managed in small firms (Matlay, 2002; Klaas and Klimchak, 2006), it is likely that certain personal characteristics of entrepreneurs play a more significant role in determining HR issues in small firms. Surprisingly, this relationship has received very little attention in literature. This research study will address this gap in literature by focusing on the relationship between human capital characteristics of the entrepreneur and HR issues in small firms. Particularly, the relationship between prior education and experience of the entrepreneur and HR issues in small firms. Education and experience are generally regarded as key factors influencing small firm survival and development (Storey, 1994), and a range of studies show they are positively related to small firm performance (e.g., XXX). Given that HR issues are the main cause of small firm failure (Dun and Bradstreet, 2001; Baron, 2003; Hornsby and Kuratko, 2003), and that they have a strong negative effect on small firm performance (Cardon and Stevens, 2004), this could imply that somehow education and experience are related to HR issues in small firms. Since we do not know if that is the case, this research study will make a first attempt at getting a better understanding about this relationship. 1.3 The research objective According to Saunders et al. (2003, p.96-98) a research study can be done either to explore, describe or explain a particular phenomenon. They argue that exploratory research is done to seek new insight into a phenomenon, to ask questions and to approach a phenomenon in a new way, that descriptive research is done to get an accurate description of events, situations or persons, and that explanatory research is done to explain the cause and effect relationship between given variables. Malhotra (1996, p.99) argues that in some cases more than one research type (exploratory, descriptive or explanatory) is used in a single study to achieve the objectives. This research study will be of an exploratory nature, as there have been few (if any) attempts in literature at getting a better understanding about the relationship between human capital of the entrepreneur and HR issues in small firms. The objective of this research study is to more precisely define the variables that are in play in this relationship, by making a very first attempt at developing a conceptual framework linking human capital characteristics (education and experience) of the entrepreneur to HR issues in small firms. 1.4 Contribution to the literature The contribution of this research study to the literature is threefold. First, by focusing on HRM in small firms, this research study focuses on a neglected group of firms and responds to several appeals for more research at the intersection of the human resource management and entrepreneurship fields (e.g., Barret and Mayson, 2006; Baron, 2003; Katz et al, 2000; Heneman and Tansky, 2000). Second, by looking at the role human capital of the entrepreneur plays in determining HR issues in small firms, this research study offers a new and different perspective on HR issues in small firms. Last, by making a very first attempt at developing a conceptual framework linking human capital of the entrepreneur to HR issues in small firms, this research study provides a foundation and stimulus for future research into the links between human capital of the entrepreneur and HR issues in small firms. 1.5 Key concepts Bygrave and Hofer (1991, p. 15) argue that â€Å"good science has to begin with good definitions†, and Marlow (2006) states that â€Å"if basic concepts are not clarified or defined, then it becomes extremely difficult to develop coherent and comparable research endeavors that build understanding of a particular field of study†. Therefore key concepts will briefly be explained and defined in order to make sure that the reader fully understands the topics under investigation in this research study. Small firms Storey (1994, p.8) states: â€Å"there is no single, uniformly acceptable, definition of a small firm†, and defining the small firm seems to be complex and somewhat problematic (Wilkinson, 1999). First, there is the issue of size. There is no consensus as to what is actually meant by â€Å"small† with regard to the number of employees in this category. In literature the number of employees in firms classified as small range anywhere from 1 to 500 employees depending upon the study. The same problem exists with various statistical agencies across the world. CBS (Dutch statistics) defines firms having less than 100 employees as small, whereas in the European union Eurostat uses a threshold of 250 employees, and the Small Business Administration in the United States even defines firms with having less than 500 employees as small (Flanagan and Deshpande, 1996). Second, there is also the issue of heterogeneity. Wilkinson (1999) argues that the danger of defining small firms lies in the assumption that there is a homogenous small firm sector and that all small firms within it have similar characteristics. He argues that while size may be a factor, it alone is not sufficient to explain patterns of employment relations, because a variety of influences (both internal and external) explain behavior (Wilkinson, 1999). This is in line with the view of Hornsby and Kuratko (2006). They argue that it is not a case of small versus large firms, as there are small established firms, small start-up firms, and small high growth firms, and these firms vary in ownership based on family ownership, ownership by founder, and some type of privately held stock ownership. Cardon and Stevens (2004) argue that co-joining small firms all into one overall category is problematic as the management needs of established and emerging firms, or firms with 1, 10, 50, 250, a nd 500 employees are significantly different from each other. This makes summarizing and providing generalizations of research findings in literature on small firms somewhat problematic. However, despite the fact that there is no uniformity of approach to defining the small firm, for this research study a practical definition of a small firm is needed. Therefore a small firm is defined as: â€Å"a privately held firm with fewer than 100 employees in which the entrepreneur is responsible for the day-to-day management and decision making in the firm†. Entrepreneur There is an ongoing debate in literature about the differences and similarities between owner-managers and entrepreneurs. According to Carland et al. (1984) the critical factor that distinguishes entrepreneurs from owner-managers is innovation. They argue that entrepreneurs are characterized by a preference for creating activity, manifested by some innovative combination of resources for profit, and that owner-managers establish and manage a business for the principal purpose of furthering personal goals. In line with this Freel and Robson (2004) state that entrepreneurs initiate change with the aim of challenging the status quo whilst maximizing profit and generating new employment, and that owner-managers focus on firm durability and sustainability, limiting operational reach of the firm, either because of market constraints or by personal choice (Freel and Robson, 2004 as cited in Marlow, 2006). However, this research study will make no distinction between an â€Å"owner-manager† or an â€Å"entrepreneur†. The most important characteristic for this research study is the dominant role the individual plays in the firm, and not whether the individual is engaged in innovative activities or not. Given that both terms represent an individual generally solely responsible for the day-to-day management and decision making in the firm (Cooper et al, 1994), this research study will treat them the same, but uses the term ‘entrepreneur to address this individual. This research study defines the entrepreneur as: â€Å"an individual who independently owns a small firm and is responsible for the day-to-day management and decision making in the firm†. Human capital Human capital can be explained as the skills and knowledge gained by a worker through education and experience. Human capital theory (Becker, 1964) is based on the idea that people acquire individual resources to increase or enhance their productivity, and that these acquisitions are related to prior education or training, as well as prior work experiences (Brush and Manolova, 2004). In this research study the focus is on human capital of the entrepreneur and how it influences the day-to-day management and decision making in the firm. Education In this research study education is defined as: â€Å"formal college education, together with received specialized training†. Training is defined as: â€Å"†¦the process by which managers acquire the knowledge and skills related to their work requirements by formal, structured or guided means† (Deloitte, Haskins, and Sells, 1989, p.3). Experience According to Lee and Tsang (2001) experience consists of three main components; entrepreneurial, industrial and managerial. Entrepreneurial experience refers to â€Å"the number of previous new venture involvements and the level of the management role played in such ventures† (Stuart and Abetti, 1990, p. 151 as cited in Lee and Tsang, 2001). Industrial experience refers to experience in the industry the firm is in, and managerial experience is the total experience in management regardless of the industry (Lee and Tsang, 2001). However, for this research study experience will not be divided into three components. In this research study experience is defined as: â€Å"accumulated knowledge of practical matters in the past† (Wikipedia). Human resource management (HRM) Storey (2001) states there is considerable confusion among researchers whether HRM â€Å"†¦is a generic term, simply denoting any approach to employment management†¦(or) as one specific and arguably minority form of approach to employment management† (Storey, 2001 as cited in Marlow, 2006). This confusion becomes clear from the many explanations and definitions of HRM in literature. For example, Bratton and Gold define HRM as â€Å"the part of the management process that specializes in the management of people in work organizations. HRM emphasizes that employees are critical to achieving sustainable competitive advantage, that human resources practices need to be integrated with the corporate strategy, and that human resource specialists help organizational controllers to meet both efficiency and equity objectives† (Bratton and Gold, 1999). Armstrong defines HRM as â€Å" the strategic and coherent approach to the management of an organizations most valued as sets the people working there who individually and collectively contribute to the achievement of the objectives of the business† (Armstrong, 2006). Boselie states HRM â€Å"involves management decisions related to policies and practices which together shape the employment relationship and are aimed at achieving individual, organizational, and societal goals† (Boselie, 2002). And last, Schermerhorn (2001) defines HRM as â€Å"the process of attracting, developing, and maintaining a talented and energetic workforce to support organizational mission, objectives, and strategies†. In this research study HRM is considered a generic term, simply denoting any approach to the management of employees, and therefore a practical definition of human resource management is needed. Schermerhorns definition of HRM is the most practical, and fits best with the informal, flexible, and ad hoc approaches associated with HRM in small firms. Therefore HRM is defined as: â€Å"the process of attracting, developing, and maintaining a talented and energetic workforce to support organizational mission, objectives, and strategies† (Schermerhorn, 2001, p2400). HRM activities and HRM issues Rutherford et al. ( 2003) argue that in literature the distinction between HRM issues and activities is not always clear. Therefore it is important to define what is meant by HRM issues and what is meant by HRM activities. Rutherford et al. (2003) define HRM issues as â€Å"people-related issues or concerns perceived by the entrepreneur or managers in the firm† and HRM activities as â€Å"specific human resource management practices used by the firm†. They explain the difference by saying: â€Å"HRM activities are (formal) practices that are put in place to deal with HRM issues† (Rutherford et al, 2003). Guest et al. (2004) make a further distinction within HRM activities between HR practices and HR techniques. They argue that for every HR practice (e.g., â€Å"recruitment†), there are several different techniques (e.g., â€Å"newspaper ads†, â€Å"online ads†, â€Å"head hunters† etc.), or for example (e.g., â€Å"selection†), and (e.g., â€Å"interviews†, â€Å"assessment centers† etc.). This research study follows the definitions of HRM activities and issues by Rutherford et al. (2003), and acknowledges the distinction within HRM activities between HR practices and HR techniques as described by Guest et al. (2004). 1.5 Main research question and sub questions In order to be able to complete the research objective as stated in paragraph 1.3, the main research question and several sub questions have been formulated. The main research question states: How is human capital of the entrepreneur related to HR issues in small firms? In order to be able to answer the main research question, several sub questions have been formulated: How do HR practices and techniques differ between entrepreneurs with varying levels of human capital? How do HR issues differ between entrepreneurs with varying levels of human capital? How does the perceived importance of HRM and HRM issues differ between entrepreneurs with varying levels of human capital? 1.6 Conceptual model Although this is an exploratory research study, some variables have been identified in literature that could play a significant role in explaining the relationship between human capital of the entrepreneur and HR issues in small firms. These variables are shown in this preliminary conceptual model This research study builds upon ‘upper echelon theory and ‘human capital theory to explore the relationship between human capital characteristics of the entrepreneur and HRM issues in small firms. Upper echelon theory (Hambrick and Mayson, 1984) states that everything that goes on in a firm is a reflection of its top managers. It found that the nature of managerial processes and organizational outcomes are partially predicted by managerial background characteristics of its top managers. While originally applied to large firms, this theory seems to be even more applicable to small firms, given that small firms are generally build around the entrepreneur who is often primarily responsible for management and decision-making in small firms (Cooper et al, 1994). Therefore the entrepreneur can be seen as the upper echelon in small firms. Human capital theory (Becker, 1964) states that people acquire individual resources to increase or enhance their productivity, and that these acquisitions are related to prior education or training, as well as prior work experiences (Brush and Manolova, 2004). Cooper et al. (1994) argue that education is presumably related to knowledge, skills, problem-solving ability, discipline, motivation, and self-confidence, and it enables owner-managers to cope with problems and thereby be more successful. In line with this Lee and Tsang (2001) argue that in general education has a positive effect on the growth of the firm, because education equips an individual with the analytical and technical skills essential to managing a business. Furthermore, according to Cooper et al. (1994) owner-managers who have started or managed a firm prior to launching the current firm would perform better. They argue that prior experience would better prepare them for the wide variety of problems confronting new firms. Within small firms human capital theory is concerned with the knowledge and capabilities of entrepreneurs acquired through education and experience, which influences the way these firms are managed. With regard to HRM in small firm, prior studies indicat e that human capital characteristics impact the nature of HR practices and techniques in small firms (e.g., Mazzarol, 2003; Maes et al, 2004; De Winne and Sels, 2006). Link A B The presumed direct link between human capital and HRM issues is based on findings by Tocher and Rutherford (2009). They found that entrepreneurs with more human capital (higher educated and experienced) were more likely to perceive HRM issues as their firms most critical concern. Whether these firms actually experienced HRM issues or that it was only the perception of the entrepreneur remains unclear. However, given that results in this research study come from the individual lived experiences of entrepreneurs, their perception of HRM issues in their firm must be regarded as ‘the truth, and therefore a direct link might exist. Link A B C Based on the link A B, it might be the case that entrepreneurs perceive that they have a lot of HRM issues, and that as a result they implement more HRM practices and techniques (reactive). Link A C B There is evidence that human capital characteristics of the entrepreneur impacts the nature of HR policy and practice within small firms (Mazzarol, 2003; Maes et al, 2004; De Winne and Sels, 2006). It might also be expected that human capital equips entrepreneurs with knowledge about a range of HRM practices and techniques, which they will put in place in order to avoid or overcome HRM issues. It is expected that more use of HRM practices and techniques leads to less HRM issues. Link A D C B It is expected that more human capital makes entrepreneurs more aware of the value and importance of HRM and HRM issues to small firms. If entrepreneurs acknowledge the importance of both HRM and HRM issues to their firm, it is expected that they will put more emphasis on HRM and implement a range of HRM practices and techniques pro-active rather than reactive in order to avoid HRM issues. This is expected to lead to less HRM issues. 1.7 Methodology This exploratory research study uses a two-tailed multiple case study method design. Cases were divided into two groups of extremes. One group with two cases of highly educated and experienced entrepreneurs, and one group with two cases of low educated entrepreneurs with limited or no experience. This two-tailed multiple-case study method makes it possible to use direct replication of findings within the two groups, and also to find possible contrasting situations between the two groups. For this research study interviews are chosen to acquire case study evidence, following the general interview approach by Patton (2002). In this approach topics and issues to be covered are specified in advance in an outline form, and the interviewer decides the sequence and wording of questions in the course of the interview. For this research study I have taken several steps before I started doing case studies in order to be well prepared. The steps taken were: Extensive literature review on the topics under investigation Two interviews with entrepreneurship experts to get a better understanding about the research topics from a practitioner point of view The design of a case study protocol Conducting a pilot case study A total of four entrepreneurs (two in each group of extremes) actively involved in running their business were selected via non-probability sampling using the REACH database. The entrepreneurs were first contacted via a generic email, and later after being selected by telephone to make the appointment. The interviews were held face-to-face at the offices of the entrepreneurs, at convenient times, in silent and comfortable rooms. The interviews were tape recorded. In order to be able to triangulate data, I also interviewed an expert on human resource management and human resource issues in small firms. The interview was held in exactly the same way as with the entrepreneurs. 1.8 Thesis outline In order to be able to answer the main research question, the sub questions, and to meet the objective of this research study, this research study will first look at relevant literature and theories in chapter two. In chapter three the methodology used in this research study will be presented and explained. Chapter four shows the results and within case analyses of the four case studies and of the interview with the expert. In chapter five these results will be analyzed using cross case analyses. And finally chapter 6 will contain the conclusion, limitations, and implications of this research study 2. literature review There is an abundance of literature on HRM in general. Therefore it would be impossible to do a complete literature review on HRM within the time constraints given for this research study. Since the real issue discussed in this research study is the relationship between human capital of the entrepreneur and HR issues in small firms, only prior research that is relevant from this standpoint will be discussed. It must be noted that due to definitional problems in literature on both small firms and HRM, providing generalizations of research findings is somewhat problematic. However, given that all researchers in the field are confronted with these definitional problems, I follow the approach of DAmboise and Muldowney (1988). They reviewed all studies and papers in which the author â€Å"claimed† to be writing about small firms or any variation thereof (e.g., entrepreneurial firm, SME). In this review of the literature, I do the same. 2.1 HRM in small firms While there is an abundance of literature on HRM, the majority is based on HRM in large firms (Wilkinson, 1999). Heneman et al. (2000) reviewed over 400 articles on HRM and found that between 1984 and 1999 only129 empirical studies focused specifically on HRM in smaller firms. Only 17 of these studies applied quantitative methods to analyze results. According to them â€Å"the literature appears to be rich in prescriptions, limited in sound descriptive surveys, and sparse in analytical research†. Similarly, Hornsby and Kuratko (2003) found that â€Å"in spite of the considerable volume and diversity of HRM research, relatively little is understood regarding the HRM-related needs, practices, behaviors, and outcomes of smaller ventures†. More recently, DeKok and Den Hartog (2006) stated that even though research on HRM in small firms has increased lately, the majority of researchers still tends to ignore small firms. Heneman et al. (2000) argue that â€Å"the deficiency of research regarding HRM in small firms is problematic for theory, research, and practice†. When looking at literature on HRM in small firms, it seems that for long it has polarized into the ‘small is beautiful or ‘bleak house perspective (Wilkinson, 1999). According to Wilkinson (1999) the ‘small is beautiful scenario facilitates close and harmonious working relationships with good communication, greater flexibility, and low levels of conflict, and in the ‘bleak house scenario firms are dictatorially run with employees suffering from poor working conditions (Wilkinson, 1999). However, according to Ram (1991, as cited in Wilkinson, 1999) â€Å"workplace relations in SMEs may be ‘complex, informal and contradictory rather than simply either harmonious or autocratic†. Indeed, by now we know that â€Å"small firms are complex, varied, and influenced by a range of factors† (Loan-Clarke et al. 1999; Carrol et al. 1999; Wagar, 1998; Mazzarol, 2003, as cited in Kotey and Sheridan, 2004). A number of studies indicate that small firms are characterized by informal, flexible and ad hoc approaches to HRM. Barret et al. (2007) explain this by saying: â€Å"the practices used to recruit, select, manage and appraise employees performance are not written down (for example, a list of skills and qualifications for each job), regularly applied (for example, yearly performance reviews) or guaranteed they take place (for example, employer sponsored training)†. For example, Hornsby and Kuratko (1990) studied 247 smaller firms in order to establish the progress in developing HRM practices and policies in small firms. They found that firms with less than 50 employees had very little formal HRM practices in place, and similar HRM practices were found in firms with 50 to 100 employees and firms with 100 to 150 employees. A little over a decade later Hornsby and Kuratko (2003) did a replication and an extension of their 1990 study and found evidence that suggests that human reso urce management practices in small firms in all three size categories has generally stagnated and even regressed in some areas over the decade. Similarly, Kotey and Slade (2005) conducted a survey of 371 small growing firms in Australia in order to establish the rate of adoption of formal HRM practices with increasing firm size. Their results showed that micro and small firms are indeed characterized by informal HRM practices, but the adoption of formal HRM practices increased with firm size with a move toward formal practices early in the growth process. In contrast, there are also studies showing there is a greater level of sophistication of HRM practices in small firms than would be expected. However, it must be noted that these results are often derived from case studies with very small samples. For example, De Kok and Uhlaner (2001) studied 16 firms with between 10 and 41 employees and found that some of these firms used HRM practices that were more formal than expected. In line with this Duberley and Walley (1995) did a comparative case-study with sixteen organizations in the United Kingdom to study the extent to which HRM has been adopted in small firms. Although the majority of the studied firms (13) did not adopt a strategic approach towards HRM with an integrated set of policies related to corporate strategy, they found that three of the firms did indeed approximate quite closely to the model of strategic HRM. Barret et al. (2007) state that while an informal and ad hoc approach to HRM may work for some small firms, in periods of growth the sustainability of that approach can be problematic. In line with this Arthur (1995) states that if growth is to be sustained, formal HRM practices and policies are necessary to cope with the increasing complexity as a result of greater number of employees. A study by Kotey and Slade (2005) on the rate of adoption of formal human resource management practices in 371 small growing firms in Australia indicated a move toward hierarchical structures, an increase in documentation, and more administrative processes as the firm grew. Similar results were found by Barret and Mayson (2007) when they conducted a survey of 600 small Australian firms. Their analysis showed that growth-oriented small firms were more likely to use formal HRM practices than non-growth small firms. Roberts, Sawbridge, and Bamber (1992, as cited in Wilkinson, 1999) explain this by saying : â€Å"when a firm employs more than 20 staff, the limits of informality become apparent: informal networks of recruitment dry up; informal styles of management communication are stretched; and ad hoc responses to personnel issues create problems†. In line with this Jennings and Beaver (1997, as cited in Bartram, 2005) state that when the entrepreneur becomes over-extended because the firm has grown above a certain size, the management of human resources needs to be professionalized and delegated. However, there are also researchers like Wilkinson (1999) and Welbourne and Cyr (1999) who state that putting an emphasis on formal rules and procedures in small firms is outdated, because entrepreneurs operate in an environment where they have to make rapid decisions in order to be able to respond to market changes. They argue that ‘bureaucratic HRM may reduce flexibility and increase firm inertia. Similarly, Hill and Stewart (1999, as cited in De Kok, 2003) argue that small firms should be more flexible and informal to be able to cope with higher levels of environmental uncertainty. 2.2 HRM activities in small firms According to Barret and Mayson (2007) the most commonly found HRM activities in small firms reflect operational needs and pragmatic concerns. For example, record keeping, staffing activities (recruitment and selection), and to a lesser extent motivation and retention activities (compensation and reward practices). Cassel et al. (2002) conducted an empirical study on HRM activities in small and medium sized enterprises (SMEs), and found that there is a considerable diversity amongst SMEs in relation to their use of HR practices and techniques. They stated it appeared that â€Å"key managers within SMEs, rather than taking a coherent, strategy based approach to the implementation of HRM, are taking a more ‘pick and mix contingency approach†. â€Å"Which practices are chosen, and the extent to which they are used and formalized is based on a number of characteristics about the SME and the current business climate within which they find themselves† (Cassel et. Al, 200 2). Although there is no generally excepted list of HR practices and techniques used by smaller firms, attempts have been made to identify practices and techniques commonly used in smaller firms. For example, McEvoy (1984) studied small business personnel practices in 84 small businesses with 25 to 250 employees located near a Midwest metropolitan area. A thirty-six item questionnaire was administered and filled in by an interviewer interviewing the person responsible for HRM in the firm. The questions focused on the usage of HRM practices like HRM structures, policy and planning, staffing, performance evaluation, employee motivation, job satisfaction and turnover, and compensation and unionization. Important findings relevant for this research study are that when firms reached an average of 73 employees the management of human resources shifted from one person (often the entrepreneur) to a newly formed separate personnel department. About 80% of the firms sampled used written personnel

The Role of Career Planning and Development

The Role of Career Planning and Development This report deals with the importance of career planning and development, and why it has attracted so much attention in the contemporary workplace. Also it will address the advantages of career planning and development and look at how an effective career planning and development strategy can be brought about and what factors should be included in such an action plan.Contents INTRODUCTION The times, they are changing Bob Dylan The Changing face of the world and Business From time to time human civilization faced major life-style changes due to either disasters or developments. Starting from the period of Renaissance (from 14th to 17th century) till now, human society boasts of continuous social and technological development that had resulted in tremendous alterations of life-style, and perceptions. The pace of change that started during the renaissance had continued till now causing the mammoth boom which we now call the 21st century or the days of the computer. In this new world, the concept of the Business Organization holds the most prominent place. All life can be said revolves around it. The concept of the Corporation has today arisen to the prominent social institution equaling its impact upon the people just as the religious institution. The belief system of society is constantly being amended to suit the interests of the organization. How ethical it is to bestow such power to the business organizations over people remains a hot topic of debate. The current global atmosphere has ironically made life easier as well as difficult. Although new products have reduced the level of physical labor, it has besides amplified the levels of emotional labor hence, the current rampant complain of stress and depression throughout the world. In a society where the corporation is prominent it is inescapable to avoid it. Today man might be able to avoid the religious institution, but not the corporation. The enterprise is seen as a hot spot of talent based action which offers opportunities to employees to walk along the career ladder and get into the top of it and achieve career goals and plans. Thus, the trend now is to focus all energies to achieve career goals. This ultimately results in people spending more time in the organization rather than at home. A good portion of the waking hours of mankind is now spent in the organization. Enter Career Planning With such a complex world picture hanging in the background it is crucial to understand the importance of Career Planning and Development. As mentioned earlier, the demand for work has gone beyond the nine-to-five framework. If employees are to survive and protect their jobs, constant career planning and development is vital. Today high-performance may not guarantee job security and employees especially in large organizations face enormous challenges. Now, life long careers are a thing of the past. Some naÃÆ'Â ¯ve employees still feel that they are immune to ongoing reductions because theyre doing good work and adding value to the organization (Stone, 2008). This nature of shifting jobs across companies, functions and industries is called Boundary-less Careers. The vulnerability to career stagnation is what makes career planning so much important for todays employees. It is necessary for promotions, but most importantly for survival. Hence, it cannot be ignored by any right-thinki ng employee. The future seems no longer guaranteed for even high-performing employees according to management guru Charles Handy (cited in Stone, 2008, p. 390). This is due to todays ever-changing work environment. Organizations, as large and monolithic as they may seem also tends to be more flexible and fast paced. In such a scenario, adoptability will come in handy. Therefore the need for intelligent career planning and development cannot be overstated. This will in turn help the employee as well as the organization itself. The employee of the modern era The frontiers of management thinking have placed the modern day employee as both the master as well as the slave. There seems to be a thin line between the choices of survival and death in the workplace. This fine line comprises of bundles of knowledge, skills, and attitudes. But these competencies only will not suffice for survival unless they are methodically planned and carried out by both the employee and employer. This methodical plan or survival-kit is what career planning is. The employee of the modern era will have to be multi-skilled, but should NOT take it for grant. He or she should be ready to switch industries, companies, or functions. As Dual Careers become widespread the family circle tends to become smaller and smaller. The current employee is demanded for more and more working time and he or she has to inevitably put work above family resulting in work-family conflict. According to Coyle (cited in Stone, 2008, p. 405), families are a problem for companies. These are just some of the challenges the modern day employee will have to face in a rapidly changing business-socio-political environment. Therefore, a sound understanding of the need to plan their career ahead and stick to it (being flexible when necessary and adopting accordingly) is so vital. The thoroughness of planning the career will only promise future security in todays organizations. In the middle of downsizing and mergers acquisitions, the modern employee will be squeezed in to protect his or her job. This report will focus on the importance of career planning and development and analyze the reasons on why it has received so much attention in the contemporary workplace as well as the advantage of developing effective career plans for both employees and organizations. PART 1 Career Planning Development Definitions; importance; causes; advantages; the role of Human resource Management Career Planning Development An overrated idea? From time to time as mentioned in the introduction, when human society faces massive changes in life-style, inevitably new social discourses tend to surface. Social discourses such as, Global Warming Globalization and Nuclear experiments are a few recently sprung up ones to name. But since recently a new social discourse has begun to spring up concerning the workplace and employees. It is Career Planning Development. This new social talk began to emerge as a result of the continuous complexity business is shaping into, making it hard for many employees to cope up with the pace of change. Hence, the subject of career planning and development has received wide attention in both theory and practice of management. This is not an overrated idea since it is quite visible in front of the eyes that employee turnover is rapidly rising, job switching is increasing, and part-time jobs are becoming more sought after. Employee turnover is much more costly than you might think. In fact, research shows that up to 80% of turnover costs are hidden. Because of these virtually invisible costs, most managers usually do not track turnover or are not alarmed by high turnover rates (Farrell, 2010). An increased turnover rate ultimately suggests that employees do not remain in one organization for a long period. This may be principally because most organizations as well as employees do not engage in methodical career planning. Employees who would think that this is an overrated idea, and thus fail to plan the career ahead will ultimately suffer from Career Plateaus or become victims of downsizing, acquisitions, and other forms of corporate action. Therefore, it is very important to plan ones career ahead. Let us begin with what career planning development is by examining two of its definitions and then its scope. What Career Planning Development is Definition In HRM theory, it is defined as follows Giving employees assistance to develop realistic career goals and the opportunities to realize them (Stone, 2008) It will be beneficial if we also look at other definitions of the key terms. The Dictionary of Human Resources and Personnel Management defines these key terms as follows Career Planning: the examination of the way in which career opportunities are available, leading to advice on which careers to pursue or how to further an employees existing career Career Development: planning of an employees future career in an organization If at all possible, career planning should be viewed as two fold. Career Planning Development The Employee (Planning) The Organization (Development) As shown in both the above definitions, there are two inherent parts to the phrase Career Planning and Development. This twofold definition entails the two parties that involve in the practice of career planning development. In a nutshell, planning concerns the employee, and development concerns the organization. For the successful completion of a career planning action, therefore, both the parties are responsible. Career Planning which concerns the Employee As mentioned above career planning is of utmost importance to the employee given the current nature of global business. Engaging in career planning gives the person a deep understanding on what his or her life and work goals are and what has to be done in order to achieve them. Todays corporate employee cannot afford to just float around within the organization doing a mundanely satisfactory job. The well-defined career ladders are a thing of the past. Why is it necessary to plan ones career ahead? Chiefly, the reason is because skills become obsolete. The skill that was required two years ago may not necessarily be of need in the present. Most of the times, technology and new structures replace positions and employees. This results in skills obsolescence. Thus, the necessity for employees to build skills is stressed. Also, even though one might be a highly effective and high potential employee it doesnt guarantee one total job security (Dessler, 2005). This leaves the employee in an unstable state of affairs, finally resulting in dissatisfaction and corporate deviance. Even high potential employees need to be trained and given a right direction to pursue; a direction that promises future fulfillment and opportunities. In building skills as a part of career planning, a logical question would be What skills am I to develop? This question will be answered during the process of planning. It is the responsibility of the organization to create opportunities to match employee goals and to clearly point out what skills will be promising in an ever-changing job market. Some other questions an employee may have to ask oneself as part of career planning: What is important to me? How ready am I to work hard? Do I want to remain in this industry? How marketable will my skills be in five years time? Where do I want to go? What do I need to get there? From: Managing Human Resources, by Raymond J. Stone Career Development which concerns the Organization Just as it is important to individual employees, career development is of increasing importance to the organization as well. Chiefly, as mentioned above (Farrell, 2010) there is a great amount of cost that organizations accrue due to employee turnover. Career development concerns the organization in many other ways too. This, which is centered on training employees will increase skills, and thereby make possible their goals are achieved. Along with the training the organization should create opportunities aligning the new skills of the employees. Fisher, Schoenfeldt, and Shaw (2006) say, Training can help an organization succeed in a number of ways. Ultimately, it is employee knowledge that produces the organizations product or service. An organization that can produce more qualified employees in less time will have a competitive advantage. Although the above statement emphasizes more on training, training is a part of career development which is designed to align skills with career opportunities. Therefore, as mentioned above, we can discern that career development will ultimately result in skills aligning with jobs, thus, giving the organization a competitive advantage. Snell, Bohlander (2007) states, research shows that an organizations revenues and overall profitability are positively correlated to the amount of training it gives its employees. Also, as a byproduct, an increased level of motivation will enable employees to be more productive (effectiveness efficiency). The Strategic need for career development Linking employers strategy with the needs of the employee is the key aspect of career planning and development. Strategically an organization should decide on what positions are required to achieve organizational goals. Once the positions are filled, necessary arrangements should be made to offer opportunities for career development. Dessler (2008) says, employment planning should flow from the firms strategic plans. The process of deciding what positions to fill and how to fill them is what development is all about. And when doing so, what new career opportunities are to be offered and the methods of achieving them has to be clearly communicated to every employee (EEO). Forecasting personnel needs, as a part of career development can be done through trend-analysis and ratio-analysis (Dessler, 2008). The study of the firms past employment needs and by using ratios between two variables (such as sales volume and the number of staff to achieve that) can help decide properly the extent to which the firm has to develop careers; to what extent employees may reach their desired goals. Finally, career development as a concern for the organization must be strategically aligned since employee planning should necessarily be within the parameters of organizational direction. Now, let us look at some general advantages that Career Planning and Development offers both the employee and the organization. Table: Advantages of Career Planning and development For the Employee For the Organization Gives a sense of purpose and hope about the future Reduces employee turnover and recruitment costs Gives opportunities to prosper Employee retention Increases level of skill Enable internal promotions Job security Increase organizational commitment Increases employability Competitive advantage As the above table identifies, there are many benefits of career planning development that aims at both the employee and the organization. Although at first the firm may perceive hardships (financially and otherwise) on career development, eventually the efforts will prove to be fruitful. The Role of Human Resources when it comes to Career Planning The function of HRM when it comes to career planning and development has the enormous task or burden of activating the process. Clearly it is a function of the HRM department to involve in realizing the career planning and development process. In doing so, the HR department aligns its own objectives to the process as well as the entire objectives of the organization. Combining Ulrichs Model of HRM roles to Career Planning and Development The model which was presented by Ulrich suggested four key roles of the HR manager. These four roles can be incorporated with career planning and development. It is as follows: Strategic Partner: by involving in career planning and development the HR manager fulfills the responsibility of strategic partner by aligning company objectives with employee goals and thereby creating an environment in which employees can develop and rise within the organization. This strategic move will enable the firm to fulfill its requirement of a talented pool of workforce. This will eventually contribute to the long-term objectives of the firm. This will fulfill the role as strategic partner. Administrative Expert: the long-term efficiency which will be instilled within the organization due to successful career planning and development will eventually play the role of Administrative Expert. As an administrative expert, HR will create value by placing right people at the right place. The value HR generates by developing jobs will be indispensible for the entire organization. Employee Champion: this is the role which requires the HR manager to be the employees voice in management decisions. The HR manager must be able to relate to and meet the needs of employees (Stone, 2008). What career planning and development does is EXACTLY relating to employees needs. The HR manager goes a step further and relates to the needs of the organization as well, aligning them both together to effect major change. HR also makes an effort to make champions out of employees, and thereby strengthening organizational commitment. Change Agent: the catalyst for change is brought about by the HR manager when he or she affects a whole plan of change within the organization which is career planning and development. Thereby proves, that HRM is a more AFFECTIVE function within the organization that can affect positive change benefitting the long-term objectives. The above description showed how Career Planning Development can be seen in the light of Ulrichs model of 4 Roles for HR managers. To put in a nutshell, Career Planning and Development is one of the major activities of the HR department of an organization. The first part of this essay dealt with the importance of career planning and development, and why it has attracted so much attention in the contemporary workplace. Also the advantages of career planning and development was said to concern both the employee and the organization. Now, we shall look at how an effective career planning and development strategy can be brought about and what factors should be included in such an action plan. Following are my suggestions. PART II Building a Successful Career Planning Development Strategy In building and implementing a successful Career Planning and Development Strategy, an organization may have to ponder over the importance of such a plan as mentioned earlier. It will benefit the organization in many ways as previously stated (Snell, Bohlander, 2007) correlating with revenue and profitability. Heading to the future Company Goals Employee Needs This simple diagram distills everything that was described earlier. It shows that in order to implement a successful development plan, the objectives of the two involved parties must be aligned; thereby reach a common goal in the long-run. Assessing Company goals (with regard to the employ development plan): As a first step, it is extremely necessary for the firm to assess its long-term and short-term employee need. In doing so, the following questions could be asked: What are the long term objectives of the firm? How important are employees to the firm? To which extent does the firm ready to compromise in order to make employees satisfied? Does the firm believe the advantages in having a work-friendly environment? Assessing Employee Needs: Through thorough communication (also with the help of questionnaires) the firm should then asses the needs of the employees with regard to their occupation. Some of the questions that could be asked may include What are your long term career goals? What is your current level of skill? How ready and willing are you to work hard in order to learn new skills? Do you feel your skill may be threatened by skills obsolescence? Do you believe in organizational commitment? Aligning organizational and employ needs Depending on the industry the firm is operating in, and also considering the financial implications, the firm has to then design a lucrative job opportunity system within the firm. In this system, bureaucracyÂÂ  must be held at a minimum while EEO and Affirmative Action should be enhanced. A clear path should be shown to every employee regardless of gender, race, etc. Also it must be communicated to the employee on how the overall plan supports the entire system how every part of the planning and development strategy aligns with company and individual objectives. Encourage Communication within the Organization In order to make employees open up and express their needs, the top management has to make sure that all communication barriers are set down. The need for open, honest communication cannot be overstated in making an employee development plan. Employees have to be equally treated (EEO) regardless of ethnicity, gender, etc. Once open communication reveals what workers expect, the job of the HR department becomes easier. This is a culture that has to be created and maintained. Effective cultures promote effective results. Corporate culture is an effective informal control mechanism (Dowling Welch, 2004). Training Employees This is an area that has won wide approval throughout organizations in all parts of the word. Training employees has now become one of the major costs of large organizations; a cost that is worth taking. The employee training session will last for a period of time and the necessary logistics have to be prepared in advance (location, materials, resource providers etc.) Some of the factors that need to be considered when training: Have in mind the main purpose of training Make sure the employ is trained as an individual; not a pawn of the company Give employees plenty of freedom But have in mind the need to align employee needs with organizational objectives Build honest, long-term trust with employees How will you measure effectiveness? Monitor progress Make use of psychometric tests (such as the BIG 5 TEST) 6. Dont make the career plan to complicated AÂÂ  careerÂÂ  plan that is over detailed and leaves no room or time to respond to changes in external or internal circumstances could become a problem (Career Planning 5 Critical Mistakes, 2010). Many organizations make the mistake of writing too fancy and vivid career plans which make no sense at all to the employee. Ultimately this results in not benefitting both the employee as well as the firm. An easy to follow plan should be written that will enable both parties to understand and workout with minimum amount of friction. Conclusion This report dealt with one of the major social discourses of modern times, which is career planning and development its importance, scope, and advantages. The subject of career planning has been the talk of current theory and practice of management. The attention it has attracted in current management thought proves the fact that unless employers and employees engage in methodical career planning both parties will not achieve maximum utilization of the human resource of the firm. Human beings, by nature can be trained and developed unlike other animals on earth. This fact has so been proved throughout history. The current instable state of affairs of the world does not seem to end in the near future. Global warming is rampant; threats of nuclear wars are mildly surfacing; the internet has made communication jump a massive leap within a couple of years. Modern city life seems like a challenge of overcoming competition, cut-throat business, monolithic corporations, media fabrication and news biases. The governments that promised to be of the people; by the people; for the people has turned out to become larger institutions of imperialism (although without colony). Now they have become the government of the corporation; by the corporation; for the corporation As the power of the corporation gains strength over human civilization, where consummation of goods and services are primary elements, the role of the employee has ironically become that of the master, as well as the slave. To avoid the bad repercussions of the current system the world has shaped into, the modern employee will have to be steadfast in accumulating the needed competencies through proper, systematic, and methodical career planning and development. Even if the citizen changes his or her role for employee to entrepreneur the need for career planning and development will spring up. Organizations too, as mentioned earlier in the report, have many benefits from career development. As part-time working is becoming the trend, and dual careers appear, the current turnover rate of employees is in an increasing trend. So, in order to retain talent, increase organizational commitment, promote corporate-citizenship-behavior, it is crucial for an organization to build and develop careers as a strategic move to survive. With the employer-employee collaboration only will the problem of uncertainty be overcome. That employer-employee collaboration is what Career Planning Development addresses at. End.

What makes a good video game? :: essays research papers

It's getting late. Around 11:30PM. I know I should be getting to bed soon; I have to get up at 8:00AM to get ready for class. But, I figure I'll just pop FIFA 2004 into my PC and play for a little bit. Just to get past the next section. I'll save at the next save point, turn it off, and go to sleep. Video games are one of my favorite pastimes. I enjoy playing any kind of video game as long as it’s fun and has an interesting concept. Over the years video games technology has improved immensely. Since the early days of Pac-Mac, video games have become more realistic and interactive. The first thing that captures my attention about a game is its graphics. I love a game that looks nice. A story that pulls you into another world is also very important. Is important to have that connection with the character you're moving around your screen. How you move that character, game play, is also extremely important. So what makes a good video game? For many people video games are a matter of tastes. While some people prefer adventure games such as Super Mario and Zelda I like realistic games such as Grand Theft Auto and FIFA soccer. A great game doesn’t need to have the most incredible graphics or the best sound. All a game needs to keep you playing is a good concept. One thing that draws me into a game is the storyline. The story must keep you on your toes, waiting for what will happen next. The story must keep you interested and make you want to play. If the story doesn’t capture you, then there’s no real motive to play. An interesting story is what gets you coming back for more. There has to be a purpose to the game, whether it’s a money reward, new weapons or unveiling a new level. The story is what has the most effect on a viewer; an original plot with a few twists and some dramatic moments usually does it for me. The first thing that always catches my attention in a game is the graphics. Whether a person searches for good looks in a game or not, if the game does look good, it will be remembered. While graphics, and to a lesser extent sound, are advertised excessively by the media and game publishers, no game can be based purely on spectacular graphics.