Leadership Of A Leader And A Manager - 1302 Words

â€Å"Understanding leadership in early childhood has been plagued by its confusion with the concept of management† (Rodd, 2013, p. 19). The quotation highlights the overlapping of different roles of leadership and management. It is true in respect that people misunderstand the true nature, roles and responsibilities of both the roles because the educational leaders play the role of manager in early childhood setting and the managers perform the duties of educational leader. The following essay will discuss the role of the leaders, which is different from the managers in early childhood settings. There will be discussion on the different skills and dispositions required to perform the role of a leader and a manager. There are different models and theories, which influence the way of working of the leaders and managers. First, the essay will explain the Collin’s level five leadership model; and Katz’s four development stages model followed by the Formal, Collegial and Cultural models of educational management in early childhood setting. Finally, the essay will compare and contrast the current theories of leadership; the charismatic theory, the transactional theory and the transformational theory of leadership. The different theories’ implication to the early educational settings will also be discussed through the essay. The leaders and managers are the pillars of any educational setting on which the success and failure of the setting depend. Before discussing the leadership andShow MoreRelatedLeadership As A Leader Or Manager1779 Words   |  8 Pagesteach leadership so that students can start their journey towards becoming effective and authentic leaders. Leadership development refers to any activity that enhances the quality of leadership within an individual or organization. Activities have ranged From MBA style programs offered at university business schools to action learning, high-ropes courses and executive retreats. There is no business, school, or organization that can run smoothly without leadership. Being a great leader or manager areRead MoreLeadership As A Leader And A Manager850 Words   |  4 PagesThe leader innovates where a manager directs; a manager sustains what has already been created. Leadership is not what you do-it’s what others do in response to you, retaining cont rol over people by aiding in the development their own abilities and bringing out their talents (Jaynes, 2015). Mangers have underlings while Leaders have followers; leaders do not have underlings. To lead is to have follower, following is a chosen pursuit. There can and are superior and terrible leaders, and there canRead MoreLeadership As A Leader And A Manager Essay2286 Words   |  10 PagesWithin a group, the member who fulfills the role of the leader will invariably have both a direct and indirect effect on the group as a whole (Beattie, Girvan, Rayner, Rayner Bell, 2014). In the words of John C. Maxwell: â€Å"A leader is one who knows the way, goes the way, and shows the way.† Throughout history, there have been a countless number of people that are identified as leaders. An effective leader will possess the desired characteristics and will be able to assess a variety of tasks. AccordingRead MoreLeadership As A Leader And Manager Essay2190 Words   |  9 Pagessimp lest meaning of leadership is when someone got the role of leader to lead other ones. However, the real meaning of leadership is much broader than that. Grimm (2010) indicates there are a lot of meanings for the role of a leader, some of the meanings were illustrated by him such as a person in a leadership role has to be honest and responsible. Furthermore, Hodgson (1987) and Reynolds and Warfield (2010) gave some more examples of the characteristics of a leader. Leaders are focusing on theirRead MoreTransformational Leadership : A Leader And A Manager Essay3124 Words   |  13 Pages As a leader and a manager, I continued to read a lot of articles on transformational leadership. I subjected myself to taking a lot of questionnaires on leadership prepared by popular leaders such as Blanchard, Gladwell, Maxwell, Burns, Riggio and Bass. Before the SLP, I answered this very simple items on transformational leadership indicated below. I loved to share this to anyone because the questions are essentials on transformational leadership qualities. Here are some items from our new measureRead MoreUnderstanding Leaders And Managers : Leadership And Management1615 Words   |  7 PagesUnderstanding Leaders and Managers In today’s business world employees, industries, and consumers look toward company leaders like Steve Jobs (Former Apple CEO), Anne Mulcahy (Former Xerox CEO), Jeff Bezos (Amazon CEO), Elon Musk (Former PayPal CEO), and Eric Schmidt (Goggle CEO) to understand the dynamic roles of leadership and management. These two allusive terms have inspired a great deal of conversation, articles, and books full of material about their true meanings. These two words have alsoRead MoreLeadership Development Training : A Leader And A Manager1261 Words   |  6 Pages The words â€Å"leader† and â€Å"manager† have been used synonymously for decades, but the true meaning of these two words differs tremendously. The skills and traits necessary to be a great leader are not found in all managers and vice versa. Despite the difference in their meanings, the ideal leader for today’s most successful organizations need to be both a leader and a manager. To achieve this goal, corporations around the world spend billions of dollars every year on leadership development trainingRead MoreLeadership Communication Training For Under Armour Leaders And Managers1179 Words   |  5 PagesLeadership Communication Training for Under Armour Leaders and Managers Introduction This brief training will be addressing Under Armour, the company I am currently employed for. Under Armour is an upcoming athletic wear company that is rising to the top and quickly becoming a competitive brand in the athletic industry. Working with this company for over a year, I feel my store, as well as the other stores in Arizona, could greatly utilize training on leadership communication. I chose a PowerPointRead MoreExecute an Analysis of Managers or Leaders in Your Organisation on the Basis of the Leadership Grid as Was Propounded by Jane Morton and Robert Black. the Characteristics-Traits Used to Classify the Managers – Leaders Should Be Established.3109 Words   |  13 PagesSTUDIES MASTERS IN BUSINESS LEADERSHIP (MBL) NAME OF STUDENT: CATHERINE DOMBO REGISTRATION NUMBER: B1230847 COURSE: STRATEGIC LEADERSHIP AND ORGANISATIONAL DYNAMICS COURSE CODE: MBL 512 COURSE COORDINATOR: MR MASHAVIRE ASSIGNMENT: 1 DUE DATE 5/09/12 Execute an analysis of managers or leaders in your organisation on the basis of the leadership grid as was propoundedRead MoreLeadership1206 Words   |  5 PagesWhat is leadership? Leadership is having the ability to give guidance to those that will follow. Those that follow will help to complete the mission. Leadership is an immature science and the body of knowledge in the field has developed through a series of fits and starts. Leadership is a soft science, just as anthropology, sociology and psychology. It can not be proven exactly what it is. Leadership is an art, the skillful application of leadership behaviors beyond techniques is much the same as

Theme Of Montresor And A Cask Of Amontillado - 1272 Words

Vengeance is monster, a monster that can grasp you and bring you to the depths of your soul; it can control you like no one else can. Vengeance has grasped characters as well, characters like the sadistic Montresor, and an utterly conflicted man. Edgar Allan Poe’s short story â€Å"A Cask of Amontillado† depicts a murderer, a vengeful soul, and a sadist, this man is Montresor. Montresor decides to seek revenge for an inexcusable act of insult from his dear friend, by trapping him deep inside the catacombs, with no one to hear. Similar to Poe’s short story, â€Å"A Poison Tree† from William Blake displayed a conflicted man who is happy, sad, and finally angry. Once his anger overtakes him he decides to please his instinct and murder the foe he was†¦show more content†¦Such detail put into the description of these catacombs cause the reader to ponder the awful, and rancid areas that succumbing to your inner rage can take you. Revenge to Montresor br ings him through â€Å"walls of piled bones†(376), in which to a reader, can thoroughly terrify them and pressure them into not ending up the same way, or not letting their instincts conquer their conscious. Blake uses a very similar imagery, the pleasing display of someone who has fallen due to unsuppressed vengeance. The main character of â€Å"A Poison Tree† endures a very conflicting time, a time where his rage becomes a small sapling and he â€Å"water’d it in fears†, â€Å"sunned it with smiles† till finally his rage was ready and strong enough to explode. This man’s rage envelops him and he finally pleases his rage and murders his enemy, leading to the image of his â€Å"foe outstretched below the tree†, otherwise known as the blossomed tree of his revenge. The eventual image of his murdered foe blissfully outstretched below the main characters rage is very difficult to read and imagine without the discouragement of be pushed that far as well, even while that anger may not end in such drastic measures. Describing the scene of the foe below his metaphorical tree put fear into the reader, and makes it clear that the author is attempting the discourage the reader fromShow MoreRelatedAnalysis Of Edgar Allan Poe s The Cask Of Amontillado 945 Words   |  4 PagesDenita Kumar Michael Frangos ENG 112 September 3, 2014 Revenge and Irony A friendship is based on trust, but do we truly know anyone in the way we think? In â€Å"The Cask of Amontillado† written by Edgar Allan Poe, a man named Fortunato is about to find out what kind of ‘friend’ Montresor really is. Montresor shows himself to be friendly with Fortunato, but deep down he feels nothing but hate for him. In different ways, both of these men are proud and appear upper class, yet both have faults whichRead MoreThe Cask Of Amontillado By Edgar Allen Poe851 Words   |  4 PagesThe truth about â€Å"The Cask of Amontillado† Do hate someone, but act like they are your best friend to get something that you want from them? Edgar Allen Poe does in his story â€Å"The Cask of Amontillado† as he uses Montresor to tell Fortunato’s journey to catacombs and how he â€Å"conceives and executes an ingenious plan... for revenging† Fortunato (Gruesser 129). In â€Å"The cask of Amontillado† Poe uses tone, plot devices, and the setting to present the theme of appearances masking reality. To begin, PoeRead MoreThe Cask Of Amontillado By Edgar Allan Poe920 Words   |  4 Pagesis Bitter Sweet A friend is someone that is trustworthy, but what happens when that trust no longer exists? In â€Å"The Cask of Amontillado† written by Edgar Allan Poe, Fortunato is about to find the answer to this question. On the surface, Montresor seems friendly with Fortunato, but deep down he feels nothing but hate for him. Could this hatred have an irrationality that only Montresor understands? In different ways, both of these men are proud and affluent, yet both have downfalls that will lead toRead MoreAnalysis Of The Poem The Cask Of Amontillado 982 Words   |  4 Pages The Cask of Amontillado (p. 1846) Kaylie Turner The short story, â€Å"The Cask of Amontillado† is very much influenced by the author’s life. Edgar Allen Poe never knew his parents; his mother died when he was three and his father left him. In consequence, he went to live with John and Frances Allen, in Richmond, Virginia. When, the Allens wouldn’t give him enough money to go to the University of Virginia, he gambled to pay his tuition and ended up in debt. This was atrocious for him, but more adversityRead MoreThe Theme of Revenge in â€Å"The Cask of Amontillado† Essay1629 Words   |  7 PagesEdgar Allan Poe’s â€Å"The Cask of Amontillado† is a frightening and entertaining short story about the severe consequences that result from persistent mockery and an unforgiving heart. Poe’s excellent use of Gothicism within the story sets the perfect tone for a dark and sinister plot of murder to unfold. â€Å"The Cask of Amontillado† simply overflows with various themes and other literary elements that result from Poe’s Gothic style of writing. Of these various themes, one that tends to dominant the storyRead MoreCompare And Contrast The Cask Of Amontillado And A Poison Tree1174 Words   |  5 Pages(Poe 1) Revenge plays one of the biggest roles in The Cask of Amontillado and A Poison Tree. Edgar Allen Poe is the author of The Cask Of Amontillado, and William Blake is the poet who wrote A Poison Tree. The authors Poe and Blake use conflict and setting to convey the theme that suppressed anger sometimes induces revenge which can result in explosive violence. The setting in A Cask of Amontillado and in A Poison Tree is used to convey the theme and reveals the chain of suppressed anger, revengeRead MoreThe Cask Of Amontillado By Edgar Allan Poe906 Words   |  4 Pages â€Å"The Cask of Amontillado† â€Å"The Cask of Amontillado† was written in 1846, by Edgar Allan Poe. Born in 1809, Poe never knew any of his parents. At the age of three, his mother died of tuberculosis, and his father deserted the family before he was born. Taking care of him was his foster parents in Richmond, Virginia. They loved Poe, but were not supportive of his decisions and kept Poe poor. Having debt and not being able to provide food and clothes for himself caused Poe to quit school. Later, heRead MoreThe Masque of the Red Death vs. the Cask of Amontillado1564 Words   |  7 Pagesthe Red Death vs. The Cask of Amontillado â€Å"The Masque of the Red Death† and â€Å"The Cask of Amontillado† written by Edgar Allan Poe are somewhat different. The major themes of these stories differ significantly, as does the emphasis placed on each character which dealt more to The Cask of Amontillado† than to â€Å"The Masque of the Red Death† Regardless of this, the stories are similar in many ways. For instance, both belong to the literacy of the gothic genre, it shared a small theme, and the charactersRead MorePsychological Criticism Of The Cask Of Amontillado1286 Words   |  6 PagesEdgar Allan Poe: The Cask of Amontillado Psychoanalysis is the search for evidence for unresolved emotions, psychological conflicts, and whatever else may be hidden in perplexing literary works. Psychoanalytic criticism showcases what has been suppressed by the author’s conscious mind. The author’s sexual conflicts, family life, childhood traumas will be camouflaged in symbolism. One story that lends itself particularly well to this form of criticism is The Cask of Amontillado and throughout the storyRead MoreCompare And Contrast The Cask Of Amontillado And Man In The Well959 Words   |  4 Pagesâ€Å"The Cask of Amontillado† by Edgar Allen Poe and â€Å"Man in the Well† by Ira Sher are two short stories that are alike in many ways as well as different. Both stories share the theme of confinement which is central to the stories and a trapped victim who is tricked many times. Along with their similarities, the short stories also have differences such as the mindset of the perpetrator and the soc ial classes within which the stories are set. To begin with, â€Å"The Cask of Amontillado† is a story of revenge

The Human Resource Management Free Essays

string(142) " government involvement in human resource practices generates a need to re-examine HRM policies and mandates the development of new policies\." This paper is written from the perspective that Human Resource Management (HRM) practices are continually evolving to meet the changes of dynamic work environments. New technologies, increasingly rapid exchanges of information, social paradigm shifts and the restructuring of family systems contribute heavily to the need to find and apply methods of HRM that meet the needs of industry, workers and consumers. To do so effectively, vision and creativity are required in addition to on-going awareness of the bottom line. We will write a custom essay sample on The Human Resource Management or any similar topic only for you Order Now At the opening of the 20th century, the majority of jobs in America were held in two areas, agriculture and industry. Population distribution tables for that time demonstrate that most of the nation inhabited rural areas rather than urban areas. This continued to be the trend up until WWII, when men left the country to fight and women left rural America to fill factory jobs as their contribution to the war effort. This movement was the beginning of nationwide workplace and societal changes that have accelerated during the last half of the 20th century. The move from rural to suburban environments changed the way we did business as a nation. Where extended families resided in and supported each other in culturally defined rural settings, nuclear families found themselves alone in homogenous neighborhoods. (1) This created a demand for goods and services that were formerly provided by extended family and community members, opening up new markets and creating jobs. It also created the need to recognize the management of workers as a separate and formal discipline. As we move into the 21st century we can trace our nations† business growth over the last 100 years. We moved from an agrarian base to an industrial one. By the mid-50s† the majority of jobs were found in factories. Manufacturing suffered heavy blows during the late 60†³s and early seventies and was displaced by the service industry. With the closing of the 20th century those services have become increasingly technological. Surviving those changes requires adaptation, not only in the retooling of physical plants and the retraining workers, but also in the way we manage those workers. Some feel that there appears to be an underlying theme in books and papers on the subject of HRM, that there is only one correct way to manage people. (2) Maslow on Management offers a much different approach, demonstrating conclusively that one size does not fit all; i.e., that different people need to be managed differently. HMR models operating on the assumption that there is a single right way to manage people are using workplace criteria that are quickly becoming a thing of the past. The â€Å"one way† model views people working for an organization as employees who work full time and are solely dependent on that organization for their livelihood and their careers. These employees generally were viewed as subordinates with limited or very narrow skill sets. (3) These images of the worker may have been valid several decades ago. However, today every one of these images has become insupportable. While the majority of people working for an organization may be classified as employees, a very large and steadily growing minority – by working for the organization – no longer work as employees, but instead as outsource contractors. The concept of subordinate positions is fading as well, even in those areas that are considered fairly low level. As technology becomes increasingly more complex special knowledge is required in all operations. Subordinates, increasing their skill sets, become associates. The secretary, with knowledge of specialized software, becomes the Administrative Assistant. In order for the organization to run smoothly, the individual who does his job well, often has more knowledge about his job than his boss. (4) For example, the vice president of marketing may know a great deal about selling, but nothing about market research, pricing, packaging, service, or sales forecasting. Workers in these positions may report to the vice president, but are often experts in their own areas. Formerly, lower technological expectations and a firmly established hierarchy allowed general managers to delegate narrowly defined personnel responsibilities to those functioning as specialists. Today however, such practices would be inefficient to the point of being considered static, and must be replaced. To fail to do so would be to ignore and fail to address the many unprecedented pressures that demand a comprehensive and more strategic view in relation to the organizations† human resources. From the view point of General Management, what does the organization need? The General Mangement picture of HRM is viewed from a global perspective, as demonstrated by a survey of Fortune 500 CEOs in 1989. The results of that survey determined that effective management of Human Resources must address corporate needs in the eight following areas: 1. Increasing international competition makes the need for greatly improved human production mandatory. The crisis experienced in both the automobile and steel industries serve as clear illustrations. Foreign management practices, particularly Japanese management models, are being used to guide developing HRM techniques, especially those that seem to increase employee commitment while providing companies with a long term source of workers with necessary competencies and skills. 2. As organizations increase in size and complexity layer upon layer of management has resulted in expensive, but not particularly effective, bureaucracies. Multiple layers of management also serve to isolate workers from the competitive environment in which organizations operate as well as company policy makers. It†s hoped that a reduction of middle management layering will put workers closer to the competitive environment, fostering commitment to the organization as well as sharpening the competitive edge. Multinational companies have additional challenges in managing human resources, and need to adapt policies to work within diverse cultures and vastly different social values. 3. Some companies may face declining markets or slower growth, handicapping the organizations† ability to offer advancement opportunities and job security. How then to attract and retrain a competent and highly skilled work force? 4. Greater government involvement in human resource practices generates a need to re-examine HRM policies and mandates the development of new policies. You read "The Human Resource Management" in category "Essay examples" For example, the Americans with Disabilities Act forced the revision of HRM policies in companies across the nation. 5. America†s workforce has become increasingly more educated making it necessary to rethink assumptions about employee capabilities and the delegation of responsibilities. Under utilization of employee talent is a major cause of workforce turnover. 6. Expectations and the values of the workforce are changing, particularly those values and expectations relative to authority. This fosters a need to reexamine how much involvement and influence workers should be given. Means of voicing employee concerns and addressing those concerns with due process need to be provided. 7. As workers become more concerned with life and career satisfaction corporations are revisiting traditional career paths and seeking more alternative career paths that take into consideration employee lifestyle needs. 8. Demographic shifts in the workforce, particularly the infusion of women and minorities into organizations, are causing corporations to reexamine all policies, practices and values that impact the treatment, responsibilities, and advancement of these groups. (5) How do universal General Management issues affect HRM departments and practices? While narrower in scope than those concerns voiced by General Management, impact areas identified by HRM professionals closely mirrored major corporate needs identified by General Managers. Human Resource professionals, in an effort to meet the needs of both worker and organization, have examined ways to ensure a desired working environment while increasing productivity. In the early 1990s, the advisory board of the Commerce Clearing House were asked to identify the issues that they felt would shape the role of human resource functions in the next decade. Commerce Clearing House advisory board members saw four main HRM areas where current issues would influence the role of the human resource function in the near future: compensation; communication and personnel practices; employment relations; and Equal Employment Opprtunity requirments. (6) Compensation issues focused on the diversity of worker needs, pay-for-performance plans, and the regulation of employee benefit plans. Flexibility and adaptability in HRM practices are primary keys in addressing worker needs. Job sharing, staggered scheduling and flex time are some of the outcomes generated by creative approaches to HRM practices. Pay-for-performance plans hold the allure of rewarding productivity while providing monetary motivation. Successful implementation of such practices, however, require effective performance evaluations. To attempt such compensation without valid, reliable, and standard assessment instruments is to court litigation. Fairness is a national concern strongly affecting human resource managers. Personnell plansfocused soley on organizational needs must be abandoned to benefit workers and organizations alike. One example is the growing social phenomena of two career couples. As the numbers increase nepotism policies must be reexamined. Managing change and preparing people for change also require HRM professionals to rethink policy. New demands for an increase in functions such as retraining evolve as workers move through change. Training and professional development are crucial in all areas of operation. Even the lowest clerk needs to stay abreast of the latest innovations brought on by technical advancement. The march of technology, however, not only changes jobs, it makes some of them redundant or obsolete. In an era of company reconfiguration it becomes apparent that layoffs and divestirtures will occur when retraining isn’t an option. Outplacement policies must be considered and developed in preparation of the need. HRM professionals also understand the need for the development of effective HR auditing instruments to measure employee perceptions of management fairness and the climate for effective communication within the company. The information obtained by employee attitude surveys can be greatly beneficial to supervisors, but only if they’ve been trained to use it. (7) The legal environment of personnell management is many fingered and quite comprehensive. In addition to regulations stemming from the Occupational Safety and Health Act (OSHA), passed in 1970, HRM is greatly affected by the broad umbrella of Equal Employment Opportunity (EEO) regulation. As well as protecting workers form discrimination based on race, color, or creed, EEO serves workers in many other areas. Age discrimination also falls under this umbrella. With an increasing number of age discrimination suits, organizations need to develp a sensitvity to age issues and policy specific to older employees. A recent off shoot of EEO is the American with Disablities Act (ADA). ADA has created a need for new policies and procedures in accommidating employees with handicaps and disabilities. The emerging legal view that Acquired Immune Deficiancy Syndrome (AIDS) is a handicap brings policy questions about AIDS testing to the forefront. There is great potential for conflict in providing for the needs of other employees and creates an HRM channel that must be carefully navigated. Benefit plans that are regulated by the Employee Retirement Income Security Act (ERISA) require special attention. Companies must be prepared to provide resources that not only offer such plans but also impeccably manage those employee benefit plans. Failure to do so will lead to subsequent suits by employees challenging plans that are out of compliance with ERISA disclosure, reporting and fiduciary standards are problematic. Governemnt regulation is also partly responsible for shifting attention from union group representation to regulations and policies that emphasize the rights of individual employees. It is mandatory that this factor be taken into consideration in personnel planning and policy making. The role of unions as bargaining units is on the decline and will continue to diminish as bargaining relationships become increasingly stable. This translates to decreased strike activity and fewer actions filed with the National Labor Relations Board (NLRB). While that is a positive outcome the trade-off must be recognized, prepared and accounted for. While businesses will see fewer strikes, they can expect to see increasing numbers of employment-at-will and wrongful discharge suits. An additional considertion affects employers who contract temporary employees. This practice is experiencing an increasing number of suits by temporary employees alleging unlawful activity. This surely influences staffing policy decisions. It should come as no surprise that such pressures have created the need for a greater emphasis on the human aspect of business. With something so seemingly obvious the qustion is why hasn’t this human aspect been addressed before? It may be due, in part, to the tendency to educate, develop, and train managers to fixate on analytical and technical aspects while assuming that â€Å"business as usual† in dealing with employees was sufficient to promote productivity. So why are companies now hoping to find solutions to business problems in the human side of enterprise? The answer lies in part to growing societal pressures. Concern over the condition of blue-color jobs in the 1930s, as well as civil rights and equal opportunity legislation in the 1960s and 1970s, has paved the way to revamping HRM policies to recognize and respond to shifting social values. More simply put, other approaches to improve employee productivity and organizational effectiveness haven†t worked. (9) The area of single most impact on worker performance lies outside of the work environment. Family needs are the primary cause of absenteeism, tardiness, and lower productivity. (9) The here are several factors creating this phenomena. First there is the steady flow of women into the work place. In 1970, 20.2% of women worked outside the home. That figure grew to 73.8% in 1995. The increase in two career couples has assisted families in reaching financial stability and filled a need for personal satisfaction. It has also, however, created a void in care giving that was traditionally a woman†s role. Another major cause of family issues impact is the increasing number of single parent homes. Single parent homes have grown from 12% in 1970 to 49.8 % in 1995. (10) As the sole burden of child rearing is placed on a worker, childcare arrangements, school obligations, and childhood illnesses are far more likely to interfere with attendance and productivity. Another social phenomenon, which strains workers and, in turn, disrupts the workplace, is increasing longevity. As the population grows older the phenomena of living longer allows workers the luxury of postponing marriage and having children. It†s relatively common today for couples to postpone their first child until their late thirties or early forties, a time formerly used for the preparation of an empty nest. Instead of retiring to grandparenthood these later in life parents are dealing with teenagers and how to get them through college. A large percentage of the workforce now finds itself in the position of not only having children to care for, but elderly parents as well. Add to the list of family pressures the moral and financial obligation workers must contend with in providing for the wellbeing of two generations. The American worker is now faced with a double whammy in the attempt to meet family needs. When looking at the increasing longevity of the workforce, one must consider that piece of the big picture which has to do with the rate that people retire. It†s estimated that within the next twenty to thirty years the retirement age in developed countries will, by necessity, move up to seventy-nine or so. Seventy-nine, in terms of health and life expectancy, correlates with the age of sixty-five and the health and life expectancies of 1936, when the United States, the last western country to do so, adopted a national retirement plan (Social Security). (11) As America continues to gray, a significant percentage of the work force will develop unprecedented needs that are geriatric in nature, impacting worker expectations of benefit packages. The question facing business in the future is determining what that age and experience are worth in terms of monetary compensation and benefits. This is a dilemma currently being faced by the Armed Forces, with many branches finding themselves to be top heavy with senior officers. The funding resources dedicated to personnel are not distributed in a fashion that attracts and retains military members, seriously jeopardizing the productivity of military organizations. (12) This is relevant in that many private organizations as well as public and government agencies are finding themselves in the same position. Retirement Incentive bonuses have become common place and are a primary tool used by organizations to cull the workforce. Will this remain a viable means of thinning an aging workforce? In addition to family pressures, and salary and benefits needs, there is a growing concern throughout the nation†s work force concerning quality of life. While benefits and compensation are key to employee satisfaction, and therefore productivity, a strong value is placed on the emotional satisfaction one finds professionally. These emotional perks come out of all areas, and are as solid as additional training and added responsibility or as intangible as recognition, appreciation, and creativity. (13) Business must take into account the social implications of such information, as it becomes essential to address staff needs and to determine successful strategies that should surround any HRM policy. The management of human resources centers on a single basic function of the management process: staffing. The HRM professional is charged with matching the right person to the job. While recruitment is an exacting area of HRM, a more significant piece of employee productivity lies in motivation. Motivation methods are key to fashoning successful HRM models. Motivation is a deceptively simple concept but probably one of the most complex components of human resource management. Motivation is simple in terms of human behavior. People are basically motivated or driven to behave in ways that they find rewarding. So the task seems easy; just find out what they want and hold it out as a possible reward or incentive. It becomes complex when trying to find a universal incentive in a very diverse workforce. What has value to worker A may be meaningless to worker B. And what has value at one point in time may become insignificant at another. For example, everyone has a need to eat. A big steak dinner, as an incentive to succesful completion of a task, is motivation – as long as your hungry! Had you just eaten, a steak dinner would hold no interest . An additional factor in the motivation equation has to do with the reality of obtaining the reward. Telling a person that they will be promoted to sales manager if sales in that jurisdiction increase is empty if that task is percevied as virtually inpossible. Two conditions must be met for motivation to occur, according to Vroom’s expectancy theory of motivation. First the value of the particular outcome (such as recieving a promotion) is very high for the person and, secondly, the person feels that there is a reasonably good chance of accomplishing the task at hand and obtaining the outcome. This is the process of motivation. (14) Theories of motivation center on a a single basic question: what do people want? Abraham Maslow states that humans have five basic categories of need; physiological, safety, social, ego, and self-actualization. These needs have been arranged in order of there importance to humans. When the basic physiological needs, food, drink, etc., are met, they no longer serve as motivation. Instead, those urges toward safety, i.e., protection and security, become the driving force. Human beings move up this needs ladder as basic needs are met. Frederick Herzberg has divided Maslow’s hierarchy into two planes, the lower meeting physiological, safety and social needs, and the higher meeting those needs surrounding ego and self actualization. Herzberg believes that the best motivation lies in satisfying those higher level needs. Based on his studies, Herzberg believes that factors that satisfy lower level needs, which he identifies as hygiene factors, are markedly different from those, reffered to as motivators, that satisfy higher level needs. Herzberg states that if hygeine factors are inadequate workers will become disgruntled, but once satisfied there is no incentive to perform. Therefore, hygiene factors are necesary for preventing dissatisfaction, but very inefficient in encouraging motivation. Job content, however is the source of motivating factors. Opportunities for achievement, recognition, responsibility, and more challenging jobs motivate employees. Motivating factors work because they appeal to higher level needs that are never completly satisfied. According to Herzberg, the best way to motivate employees is to build challenge and opportunities for achievement into their jobs. Herzberg reffers to this method of applying his theory as job enrichment. Basically, job enrichment consists of building motivators like opportunity for achievment into the job by making it more interesting and challenging. How to cite The Human Resource Management, Essay examples

Utilitarianism Argumentative Essay Example For Students

Utilitarianism Argumentative Essay UtilitarianismThe concept of sustainable development is an attempt to balance twomoral demands placed on the environment. The first demand is for development,including economic development or growth. It arises mainly from the interestsof people who live in developing countries. Their present poverty gives them alow quality of life and calls urgently for steps to improve their quality oflife. The second demand is for sustainability, for ensuring that we do not riskthe future in the sake of gains in the present. This arises from the interestsof people in the future who will need access to a reasonable quality of life,non-renewable resources, unspoiled wilderness, and a healthy biosphere. Thesetwo moral demands do conflict. In fact, economic growth is the prime source ofthreats to the natural environment. We have a rough sense of what a good quality of life for humans consistsof. Also, we can make some rough judgments about when a persons quality oflife has increased or decreased. Utilitarianism about future generations saysthat people should weigh these increases impartially with respect to times. And,in particular, should not prefer a smaller increase in the present well-being tolarger increases in the future. We should try to maximize the sum of increasesin well-being across times counting future lives equally against those in thepresent. Our moral goal should always be to produce the greatest total of suchgains, no matter by whom they are enjoyed. Utilitarianism has been extensively discussed by philosophers, and manyobjections have been raised against it. Two objections are especially relevanthere. First, utilitarianism is an extremely, even excessively demanding moralview for most humans. If we have a duty always to bring about the best outcome,than any time we can increase the well-being of others (which is just about atany time), we have a moral duty to do so. There is no moral time off, no moralrelaxation, nor is there a moral holiday. Humans are always duty bound tosacrificing something for the benefit of others at a given time. Second,utilitarianism can favor unequal distributions of well-being. In particular, itcan impose severe deprivations on the few for the sake of gains for the many. Given its interpretations of impartiality, utilitarianism will count thedeprivations of the few as a moral cost. But, if they produce benefits forenough people, this cost will be outweighed. Even a severe inequality can bebalanced out and approved of by a utilitarian. Some philosophers, feeling the force of these objections, have proposedreplacing utilitarianism about future generations with an egalitarian view. This view cares not just about the sum of benefits across generations, but alsoabout their equitable distribution. We do not sacrifice the worst-offgeneration for better-off generations, but aim at equality of conditions amongthem. This egalitarian view can take many forms, but a good version has beenproposed by Brian Barry. He says that each generation has a duty to pass on toits successors a total range of resources and opportunities that is at least asgood as its own.1 Those generations that enjoy favorable conditions of lifemust pass on similar circumstances of life to their future. However,generations that are less fortunate have no such stringent obligations. What isrequired of each generation is that it just pass on a total package ofopportunities that is comparable to its own; whatever the exact composition ofthat package may be. Barrys approach to the egalitarian view can easily beinterpreted as an ethic of outcomes. Assuming this interpretation, is theegalitarian view the b est of our duty concerning future generations? Thereseems to be one major objection against Berrys view. .ud225ce9fcc01a6504011dd21f7c50a21 , .ud225ce9fcc01a6504011dd21f7c50a21 .postImageUrl , .ud225ce9fcc01a6504011dd21f7c50a21 .centered-text-area { min-height: 80px; position: relative; } .ud225ce9fcc01a6504011dd21f7c50a21 , .ud225ce9fcc01a6504011dd21f7c50a21:hover , .ud225ce9fcc01a6504011dd21f7c50a21:visited , .ud225ce9fcc01a6504011dd21f7c50a21:active { border:0!important; } .ud225ce9fcc01a6504011dd21f7c50a21 .clearfix:after { content: ""; display: table; clear: both; } .ud225ce9fcc01a6504011dd21f7c50a21 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud225ce9fcc01a6504011dd21f7c50a21:active , .ud225ce9fcc01a6504011dd21f7c50a21:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud225ce9fcc01a6504011dd21f7c50a21 .centered-text-area { width: 100%; position: relative ; } .ud225ce9fcc01a6504011dd21f7c50a21 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud225ce9fcc01a6504011dd21f7c50a21 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud225ce9fcc01a6504011dd21f7c50a21 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud225ce9fcc01a6504011dd21f7c50a21:hover .ctaButton { background-color: #34495E!important; } .ud225ce9fcc01a6504011dd21f7c50a21 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud225ce9fcc01a6504011dd21f7c50a21 .ud225ce9fcc01a6504011dd21f7c50a21-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud225ce9fcc01a6504011dd21f7c50a21:after { content: ""; display: block; clear: both; } READ: The Man Who Liked Slow Tomatoe EssayBrian Barrys egalitarian view does not place excessive demands on earlygenerations to make sacrifices for the sake of later generations. That isbecause it places no such demands-early generations need do nothing at all forlater generations. Surely early generations have some duty to enable theirsuccessors to live better than themselves. An ideal of sustainability, or of aconstant level of well-being through time, may be attractive to think of whenstarting from a high level of well-being. But, it is not so attractive whenstarting from a low level of well-being. There is nothing inspiring about aconsistently maintained level of misery. Yet Barrys view allows consistentmisery to persist. It finds nothing objectionable in a sequence where the firstgeneration passes on a very limited range of opportunities and resources to thenext generation, and so on. Surely