Personality Development - 4478 Words

The development of the beliefs, moods, and behaviors that differentiate among people. The concept of personality refers to the profile of stable beliefs, moods, and behaviors that differentiate among children (and adults) who live in a particular society. The profiles that differentiate children across cultures of different historical times will not be the same because the most adaptive profiles vary with the values of the society and the historical era. An essay on personality development written 300 years ago by a New England Puritan would have listed piety as a major psychological trait but that would not be regarded as an important personality trait in contemporary America. Contemporary theorists emphasize personality traits having to†¦show more content†¦This strategy, which relies on induction, focuses on different characteristics at different ages. Infants differ in irritability, three-year-olds differ in shyness, and six-year-olds differ in seriousness of mood. A major problem with this approach is that each class of behavior can have different historical antecedents. Children who prefer to play alone rather than with others do so for a variety of reasons. Some might be temperamentally shy and are uneasy with other children while others might prefer solitary activity. The current categories of child psychopathology influenced the behaviors that are chosen by scientists for study. Fearfulness and conduct disorder predominate in clinical referrals to psychiatrists and psychologists. A cluster of behaviors that includes avoidance of unfamiliar events and places, fear of dangerous animals, shyness with strangers, sensitivity to punishment, and extreme guilt is called the internalizing profile. The cluster that includes disobedience toward parent and teachers, aggression to peers, excessive dominance of other children, and impulsive decisions is called the externalizing profile. These children are most likely to be at risk for later juvenile delinquency. The association between inability of a three-year-old to inhibit socially inappropriate behavior and later antisocial behavior is the most reliable predictive relation between a characteristic scene in the young child and later personality trait.Show MoreRelatedRole of education in personality developm ent13618 Words   |  55 Pageswhich one not only learns how to develop his traits but also know how one can achieve success in life by building his personality in such a way that one knows that yes this is an educated person why? because he is different from others he has a way to impress and to tell someone that yes he is a guy for the job and tell him that education s basic purpose is to develop his personality and not get skilled in a specific forgetting everything in life and the pupose of life to serve humanity kkkkkkkkkRead MorePersonality Theory Of Personality Development1325 Words   |  6 PagesMany personality theorists offered different explanations for human behaviors as well as established specific stages of personality development. However, person centered theory does not have a theory of personality structure, rather believes that it is essential to follow certain principles in order to develop the self-concept. Rogers’s theory of personality is based on the notion that all individuals have the innate ability to reach actualizing tendency and establish a self-concept, which is congruentRead MoreRelationship Between Personality And Personality Development1565 Words   |  7 Pagesstudy of biological, cognitive, social, and personality development throughout the life span† (Taylor, 2005, p.1). According to the readings, personality formation has been argued to be the result of nurture-as in the social environment, and temperament is the result of nature-as in genetic biology (Personality Development: Intimacy and healthy personality, n.d.) This is in actuality a complex interplay between the two forces that shape our personalities as we grow and become healthy adults. FamilyRead MoreExploring Personality Development Business in India2366 Words   |  10 Pagesgo for personality development in India in between students, businessmen, corporates, etc. This study research aims at exploring the unexplored market of personality development business in India. Apart from just exploring the market the research also tries to study the scope of personality development business in the near future. The research also tries to analyze the role; personality development plays in the overall success of a person. In addition to this, the intrusion of personality developmentRead MoreEssay on Personality Development1807 Words   |  8 PagesThis paper explores three different theories to discuss (Alex Blake’s) personality development. I will explore diffe rent online personality test as well as breaking down some of the way Alex reactions to different circumstances as I evaluate some of her reactions and conclude if she is adaptive or maladaptive to the situation(s) We’re raised to believe for every cause there is an effect, Newtons Third Law of Motion states For every action there is equal and opposite reaction. Thus people actRead MoreThe Theory Of Personality Development Essay1128 Words   |  5 Pagesthey respond to times the way that they do? Personalities, everyone has a different personality. Personality development are the patterns of thoughts, feelings and behaviors that set you apart from another individual. Many of the theories revolve around that personality is something that begins when you are an infant. Adult personality traits are one of the personalities believed to be based off of infant temperament. That means that their personality traits begin to differ early on in life. SomeRead MoreGrowth And Development Of Personality Psychology1208 Words   |  5 PagesCorissa Beairsto Personality Psychology 321 09/1/2014 Growth and Development in Personality Psychology With the growing research in Psychology, we find the question, â€Å"how did we get this way,† more common in development across the lifespan. (Cervone Parvin, 2013) Personality theorists are looking more at this question, pushing to understand personality development even more. Two main challenges are faced while studying personality development; the patterns of development consistent with what mostRead MoreHuman Nature And Development Of Personality2356 Words   |  10 Pagesfeelings (Croake, 1975). This paper explains how the views of human personality as holistic can explain maladjustment in the client, Allen, a 34-year-old male who experiences episodes of depression. The paper will explore Allen’s personality and the relationship between those past experiences and maladjustment. Human Nature and Development of Personality Croake (1975) argued the human being is a whole, not just parts. Then personality can only be expressed if we take into consideration all aspects ofRead MorePersonality And Personality Development : Freud S Psychosexual Stages And Structure Of Personality1300 Words   |  6 PagesPERSONALITY Personality can be defined as the stable pattern of behavior, thoughts, motive and emotions that characterizes an individual. (Wade, Tavris, Gary, 2014). This means personality deals not only with the way we behave but deals with our emotions i.e. our feelings; it deals with our thoughts the way we think about some certain things that defines us as individuals. Personality is also the habitual way of behaving, thinking and feeling. (Class note). Personality is also the combinationRead MorePsychology and Impact Personality Development1997 Words   |  8 Pages1. Define personality. 2. Analyze how biological, situational and mental processes impact personality development. 3. Discuss social and cultural contributions to personality development. 4. Describe the major dispositional theories of personality. 5. Describe the major process theories of personality. 6. Evaluate the major personality theories. 7. Discuss the strengths and weaknesses of commonly used personality assessment techniques, validity, reliability. Define personality. Personality

Installing 70/30 Copper-Nickel Pipe Free Essays

Installing 70/30 copper nickel (cuni) pipe sometimes can be a test of human patients, mechanical knowledge, and dexterity. It is, however, well worth the effort, because once you complete the job whether you’re a novice or connoisseur of the art you gain a sense of pride for a job well done. Additionally, you will have confidence in knowing that your pipe will stand the test of time and vigorous challenges they’re used for. We will write a custom essay sample on Installing 70/30 Copper-Nickel Pipe or any similar topic only for you Order Now The only problem that comes with working with 70/30 cuni pipe is, having a concrete way to approach even the minutest step(s) when installing, cleaning, and inspecting your pipe. Initially, you should have gathered your tools that will you need for this job. Assuming that you have the proper tools for the job we will begin by taking the copper nickel pipe a prepping it for installation. To prep copper-nickel pipe you want to start by gathering your pipe and you’re fittings, so you can obtain the measurements for the length off your pipe, square it off, and then touch it up. By doing this it eliminates dirt and debris, and allows for cohesiveness between the mechanical joints when you’re mating them together. Too do this you’re going to measure out the proper length of your pipe by taking your ruler (which should be measured in inches) and mark on your pipe how much you’re going to need. Once you have done that you’re going to cut the pipe at its designated mark. At the same time, be careful not to cut too much off, because if you do then you will have to either buy more pipe or go through another process of adding the pipe back. You can cut copper pipe with a regular hacksaw or a copper tube cutter. Although both will make a satisfactory cut, the tube cutter ensures a square cut every time. Use a jig or miter box when you’re cutting copper pipe with a hacksaw. This helps to ensure a square cut in the pipe. After making the cut, remove the burrs inside the pipe with a half-round file. A pipe cutter usually leaves more burrs in the pipe than a hacksaw. When cutting pipe for a specific run, be sure to make allowances for the distance of pipe that fits into the fittings. Also, remember to add the extra length the fittings will give the entire run of pipe. Figure about 1/2†³ for each fitting. In addition to doing this your also simultaneously doing something else called chamfering (chamfering is the process of filing the tip of the inside of the pipe so that the flux and stick to the pipe). Now that your pipe is squared off your going to take a strip of emery cloth and clean the outside of the pipe a half-inch away from the tip of your pipe (doing this allows for proper flow of the soldering ring between the fitting and pipe) until you have a bright gold shade of pipe, which is the natural color of copper-nickel pipe. Now that your pipe is ready for mating, you know have to prep your fitting for mating as well. To do this you’re going to take another piece of emery cloth a clean the inside of your fitting up to a half-inch in diameter on both sides of the fittings. Once you’re done with that procedure use a different strip of emery cloth to clean your brazing rings, and then place them in the slots inside your fittings. Once you have prepped your pipe and fittings you’re ready to mate the pipe and fitting together. Apply a light coat of soldering paste or flux to the cleaned end of the copper pipe. Use a flux brush, an old toothbrush or a wooden paddle for spreading the flux. Flux or soldering paste ensures a firm bond between the copper and the solder. Also apply flux to the inside of the cleaned fittings. The flux or soldering paste will keep the copper from oxidizing when heated. Place the copper fitting on the pipe only after it is thoroughly cleaned and coated with soldering paste). When the fitting is firmly in place, rotate both the pipe and the fitting several times to spread the flux evenly. A propane torch is an ideal tool for mating copper pipe. If you look at the flame of a propane torch you will notice there is a lighter blue, well-defined flame in the middle of a darker blue flame. The tip of this light blue flame is the hottest part of the flame. Play (move) the flame along the fittings and the pipe to bring them up to soldering heat. Then concentrate the heat in the middle of the fitting. The light blue flame should be just touching the fitting. You can do both ends of the fitting at the same time by heating in the middle like this. Do not apply the heat directly to the solder or the area that has been fluxed. Do not overheat the copper pipe. If you look at the flame on the side of the pipe away from the torch, you may notice a green flame develop. This means the fitting is ready to solder. Another way to tell is to touch the solder to the hot pipe. If the solder melts and begins to run, the pipe is at soldering temperature. Remove the flame from the pipe and apply the solder to the pipe where it joins the fitting. The solder will flow into the fit. Keep melting the solder until it appears completely around the fitting. The old saying, â€Å"If a little is good, then a lot is better,† does not apply here. Excess solder can run down inside the pipe, causing a restriction or even a blockage. You can experiment with different tips on your propane torch until you find the one that spreads the heat evenly along the pipe you are using. After you have successfully measured, square-off, and used a propane torch to mate your pipe and fittings you’re ready to clean your pipe. Cleaning your pipe throughout this procedure is a nonstop evolution. After mating your pipe together cleaning it is extremely important, it’s the first step in recognizing any malfunctions. You should be able to notice the thin black film that’s coated around the pipe and the fitting. This black coat of film comes from the rise in temperature of the pipe after you have heated it properly. To clean your pipe now you are going to have to have a bucket of water and a wire brush. Take your wire brush and dip it in the water and start cleaning the pipe and fitting(s) where you brazed at. You should continue to do this until both the pipe and fitting(s) becomes bright gold. In the meantime, while you’re cleaning your pipe you should have adequate lighting available, so you’re able to spot check for insufficient mating around the radius of your pipe and fittings. If you have thoroughly cleaned your pipe and notice small holes around your pipe then you need to go back a re-heat your pipe and apply more solder using a soldering stick. Once you have reached the point where you have no pen holes between your pipe and fittings, then you have completed the installation and cleaning of your 70/30 cuni pipe job. You are now ready to perform a system and inspection check of your project. Now that you have successfully installed and cleaned your pipe it’s now time to inspect your pipe for mechanically cohesiveness and system performance. This process is very important, because your craft is successful only if it can pass inspection. It requires a great deal of attention to detail when inspecting the pipe and fittings, so that you’re careful to not miss any pen holes. To this inspection, you have to do is submerge the part of the pipe that you brazed in clean and clear water. After doing this, if you notice water pockets form in the water remove the pipe and clean it with a rag and try it again. When you have tried it again and you notice water pocket again then that means you have tiny pen hole between your fittings and pipe. To fix this problem you will have to locate where the water pockets are forming at and solder that part. Once you have done that submerge your pipe and check for water pockets. After you have successfully corrected the pen holes you can now begin to clean up your job and apply the finishing touches to your pipe. In conclusion, installing pipe can be difficult if you don’t have a proper foundation of rules to follow. Having an easy to understand guide line for performing such a job can be cost effective, uncomplicated, and less time consuming. Learning how to install, clean, and inspect 70/30 copper-nickel pipe can prepare you for the rigorous challenges that comes with working with pipes and fittings of different sizes and materials. Whether you’re an apprentice or authority of the art of pipe fitting, this guide line for installation, cleaning, and inspect 70/30 cuni will be of great assistance to you. How to cite Installing 70/30 Copper-Nickel Pipe, Papers

Radisson Hotels in Dubai The Local Peculiarities and Problems Experienced

Introduction Radisson Hotels are located in a number of the developed countries across the globe. In a bid to provide guest with maximum satisfaction, the hotels experience a number of challenges, with high level of competition in the hotel industry being the major concern, especially in Dubai.Advertising We will write a custom proposal sample on Radisson Hotels in Dubai: The Local Peculiarities and Problems Experienced specifically for you for only $16.05 $11/page Learn More This has influenced the position of Radisson Hotels in the range of the most successful hotels in the country as well as across the globe. This challenge is associated with the issues of the hotel management, as well as implementation of suitable programs that are able to facilitate customers’ support. Thus, the major aspects of this problem necessitate a general program of improving the principles of management and service at Radisson Hotels in order to be in line with the p eculiarities of the region. But how does improving the principles of management and service in Radisson Hotels relate with the local peculiarities and problems experienced in Radisson Hotels in Dubai as well as across the globe? Literature review In the recent past, Radisson Hotels have been making an effort of improving their services by taking into account the physical attribute of the firms and making this attribute a key selling point. This approach ensures that the hotels have high levels of sanity in the rooms, receive required amount of light within the rooms, and have an attractive design and layout characterized by high profile furnishing. However, while all these may seem relevant in improving the services of Radisson Hotels, the notion of considering physical attractiveness as prime factor in providing guest with maximum satisfaction falls short of its expectation in as far as marketing performance is concerned, since it does not provide an avenue for measuring the firmâ €™s competitive advantage against its competitors(Kwortnik, 2008). Additionally, the Radisson Hotels have adopted teamwork as a strategy aimed at motivating the employees towards improving the quality of service within the hotels. In this case, teamwork is taken into account since the Radisson Hotel in Dubai is currently experiencing customers from diverse countries across the globe, and therefore requires people with diverse knowledge of how to eradicate the challenges experienced by hospitality firms as they seek to serve customers from diverse cultural groupings (Shivers-Blackwell, 2004).Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, Soltani (2003) rebuffs the idea of teamwork, claiming that such an approach only yields to group discord because some members will always abscond from their duties. Some studies would recommend Radisson Hotels to operate its business proces ses by taking into account the dynamic technological trends happening in Dubai as well as across the globe because this creates an opportunity for the customers to air their views, opinions, and comments concerning the services, and thus increase guests’ satisfaction through service efficiency (Schroll Mild, 2011). However, a number of theories claim that innovation within hospitality industry cannot be achieved if the firm lacks a proper implementation of Customer Relationship Management (CRM), which is normally absent in information technology due to lack of emotional and mental attachment between customers and the firm (Harrington Ottenbacher, 2011). This, therefore, leaves a gap in the literature, which calls for more investigation. Theoretical framework To be able to provide a comprehensive overview on the research topic, theories and concepts related to creating a competitive advantage for the Radisson Hotels will be analyzed using academic theories/concepts, which in clude the following: The academic concept of Wang and Krakover will be used to as it tries to establish the correlation between the service processes theory and the core values of the firm. The academic concept of Schroll and Mild will be used as it tries to establish a balance between information technology and provision of services in the hospitality industry. The academic concept of Shivers-Blackwell will be used as it holds the fact that high quality services cannot be achieved without motivating employees through teamwork. The academic concept of O’Cass and Grace will be used as it holds that brand image plays a fundamental role than service provision because it builds a relationship between the company and a given segment of consumers. Hypotheses development To be able to accomplish this study, the researcher has proposed four hypotheses: There will be a significant relationship between branding and guest satisfaction. There will be a significant relationship between technological innovation and guest satisfaction. There will be a significant relationship between service processes theory and guest satisfaction. There will be a significant relationship between teamwork, as a motivator, and employees’ satisfaction. Methodology Using a descriptive case study, the study will acquire in-depth inquiry into a case study of the Radisson Hotels through multiple data sources in order to provide understanding of the multiple areas of the case and its complexities. Customers’ feedbacks will be used to assess guests’ satisfaction, while the employees’ data will be used to evaluate on the best ways of implementing modern strategies in the work place. The validity and the reliability of this design will be carefully established in order to ascertain that the study holds a clear objective in either accepting or denying the hypothesis.Advertising We will write a custom proposal sample on Radisson Hotels in Dubai: The Local Pecu liarities and Problems Experienced specifically for you for only $16.05 $11/page Learn More This cross sectional study will be conducted for a period of 6 weeks, and all answers to the survey questions and interviews will be reviewed at the end of the study. The formulation of questionnaire will be based on the qualitative studies emanating from articles that are grounded with theories of branding, innovation, service processes, as well as motivational theory. A Likert 5-level scale will be used to assess the questionnaire, and this will measure the attitude of the participants with regard to the relationship between brand image and guest satisfaction, technology innovation and guest satisfaction, service processes and guest satisfaction, and team work and employee satisfaction. Data analysis/ Discussion of results The managers and economists of Radisson Hotels in Dubai have analyzed the first results of the strategy, which was used in concluding the process es of decreasing the level of guests’ satisfaction. The results are consistent with Wang and Krakover (2008) findings: that there is a positive correlation between services processes theory and guest satisfaction. These findings are unsurprising because service processes theory does not only take into account the physical features of the hotel but also other service processes. As such, increasing the level of service for the guests in the Radisson Hotels entails employee motivation, customers’ satisfaction, and delivering the pledge. There is a positive correlation between branding and consumer satisfaction. This stems from the fact that branding helps to differentiate one company from the rest in cases where there is stiff competition since it acquires core values that are in line with the cultural heritage of a given place (O’Cass Grace, 2004). More over, there is a positive correlation between technology innovation and guest satisfaction, perhaps due to the fact that enhancing customer interaction through the social media depicts that the firm is closely associated with the activities of the people and that the company does not only consider its customers as assets, but people who are attracted to innovation. The results, however, show a negative correlation between teamwork and employees satisfaction. These findings are consistent with some empirical studies, reporting that a number of employees are not interested with relationship-oriented work because at the end of the day, performance is always evaluated at an individual level as opposed to a team level (Soltani, 2003).Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Conclusion and recommendations From the finding presented in this paper, it is clear that the Radisson Hotels can use a number of strategies to improve the level of service services and, ultimately, increase guests’ satisfaction. These include adopting the brand image theory, the service processes theory, and the innovation theory effectively. However, despite the challenges faced with teamwork in an effort to motivate the employees towards working as a group in order to improve guests’ satisfaction, effective motivation calls for a close cooperation between the employees of the Radisson Hotels. It is from this cooperation that the Radisson Hotels can acquire full knowledge of how to increase its competitive strength through guests’ satisfaction. Additionally, given the high rate of competition in Dubai, the Radisson Hotels should continually adopt new traditions to ensure that the brand is always in line with the target market. This change should always be comm unicated to the target market in order to facilitate differentiation of the firm (O’Cass Grace, 2004) Limitation Even though the study attempts to employ casual investigation of the problem using a user-friendly approach that would encourage the participants to be open to each other, the research study is still imperfect because some respondents prove to be unresponsive. This is normally evident when it comes to discussing teamwork as a motivational theory, perhaps due to the sensitivity of this area because some responses can be termed at biased when one tries to challenge the employees who have no talents at an individual level. List of References Harrington, R. J., Ottenbacher, M.C. (2011). Strategic management: An analysis of its representation and focus in recent hospitality research. International Journal of Contemporary Hospitality Management, 23(4), 439 – 462. Kwortnik, R. J (2008). Shipscape influence on the leisure cruise experience. International Journal o f Culture, Tourism and Hospitality Research, 2(4), 289 – 311. O’Cass, A., Grace, D. (2004). Exploring consumer experiences with a service brand. Journal of Product Brand Management, 13(4), 257 – 268. Schroll, A., Mild, A. (2011). Open innovation modes and the role of internal RD: An empirical study on open innovation adoption in Europe. European Journal of Innovation Management, 14(4), 475 – 495. Shivers-Blackwell, S.L. (2004). Reactions to outdoor teambuilding initiatives in MBA education. Journal of Management Development, 23(7), 614 – 630. Soltani, E. (2003). Towards a TQM-driven HR performance evaluation: an empirical study. Employee Relations, 25(4), 347 – 370. Wang, Y., Krakover, S. (2008). Destination marketing: competition, cooperation or coopetition? International Journal of Contemporary Hospitality Management, 20 (2), 126 – 141. Appendix The interview process involved collecting data concerning the views of the participa nts [customers] regarding the relationship between brand theory, service process theory, and innovation theory in relationship to guest satisfaction. More so, data concerning teamwork was collected from the employees to assess its role as a motivating factor towards improving customer services within the Radisson Hotels. This entailed answering the following questions: Would you book a hotel that is associated with certain image, or a hotel that has no relationship with any image? What image do you think you would present to the community while paying for Radisson Hotels services? For how long would you be patient to wait for a particular service(s), which you have demanded from the Radisson Hotels services? Do you agree with the allegation that innovation, or transacting through the internet, weaken guest satisfaction? Do you agree with the fact that virtual market serves the role of connecting the customers with the firm emotionally as well as mentally? Do you think making a hosp itality setting attractive as possible increases the guest satisfaction? What challenges would you encounter while engaging with online transaction using the Radisson Hotel’s website Does teamwork enhance or reduces motivation within the Radisson Hotel? When do you think the Radisson Hotels should use teamwork as a strategy of motivating its employees? When do you think the Radisson Hotels should not engage in teamwork as a strategy of motivating its employees? Does teamwork improve the level of service at the Radisson Hotels? This proposal on Radisson Hotels in Dubai: The Local Peculiarities and Problems Experienced was written and submitted by user Mariah Coffey to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Comparing Mintzberg and Fayol Essays

Comparing Mintzberg and Fayol Essays Comparing Mintzberg and Fayol Essay Comparing Mintzberg and Fayol Essay Management is a vital component to be recognized in every organization. Without an effective  and  an efficient management, an organization will not run successfully. Throughout the years development of management theories have been characterized by different beliefs from various people about what  and  how managers need to fulfil their specific tasks in their own dynamic business environment. These management theories have been applied on humans daily activities and  decision making. Two of the most prominent theorists who have attempted to define management are Henri Fayol and Henry Mintzberg, both of which have similar and contrasting views of management. When discussing these two theories, one of the most commonly asked questions is: â€Å"Is the work of managers’ best described by the objectives of management or the roles one undertakes as a manager? This is a question posed since 1971, when Henry Mintzberg established his contemporary theory on Management roles, which evidently differed to Henri Fayol’s 1949 classical theory on Management Functions. Henri Fayol is the  founding father of the administration school, and  first to describe management as a top-down process based on planning and the organization of people while Henry Mintzberg articulated  his  fundamental belief that management is about applying human skills to systems, not apply ing systems to people. Fayol theory about management and administration was built on personal observation and experience of what worked well in terms of organization. His aspiration for an administrative science sought a consistent set of principles that all organizations must apply in order to run properly. Fayol argued that principles existed which all organizations must follow in order to operate and be administered efficiently. This type of assertion typifies a one best way approach to management thinking. Fayol identifies five functions of management all of which he believed were necessary to facilitate the management process; they are planning, organising, co-ordinating, commanding and controlling Mintzberg on the other hand considers management activities as roles and classify them within three broad groups, they are:-interpersonal, informational and decisional which encompass his ten management roles of figurehead, leader, liaison, spokesperson, disseminator, monitor, resource allocator, entrepreneur, disturbance handler and negotiator. Although due to their differences, these theories can be treated as competing views, both can also be perceived as reinforcing the other as many parallels and similarities intrinsically exist. Consequentially the term ‘managerial style’ combines the two theories. Mintzberg obtained his theory as a result of research based on observation of actual managers operation instead of the organization. Hence, his roles directly depict what managers do. He argues that Fayol’s functions ‘do not describe the actual work of managers at all; they describe certain vague objectives of managerial work’ (Mintzberg 1971). As he observed the managers in his research, he found that all activities captured at lease one of his ten roles in practice whereas they could not be simplified to be known singularly as one of Fayol’s functions. For example, a manager sending a memo out to subordinates informing them of the outcome of the mornings meeting is directly taking on the informational role of disseminator- providing internal personnel with information obtained either external or internal of the organisation. Expanding on Fayol’s five functions which describe management as firstly to forecast and plan: This includes a plan of action the result envisaged, the line of action to be followed, the stages to go through, and the methods to use is at once the chief manifestation and most effective tool of planning (Fayol 1949:43). It is in taking the initiative for the plan of action that managers carry out the managerial function. He also sees planning as a process requiring important personal and interpersonal competencies, including those related to managing the organizations internal stakeholders The second function is to organize: Fayol describes organizing as to provide the undertaking with everything useful to its functioning: raw materials, tools, capital, personnel (Fayol 1949:53). Fayol (1949:53-54) divides organization into material and human organization and focuses on the latter. He then lists the managerial duties associated with organizing as ensuring the plan is judiciously prepared and strictly carried out; matching the resources to the plan; leadership (a single, competent energetic guiding authority, unity of command, control, supervision); harmonising and coordinating activities; decision making; job analysis and design; staffing selection; empowerment (encouraging a liking for initiative and responsibility); performance management fair and appropriate remuneration; maintenance of discipline and sanctions against faults and errors; subordination of ndividual interests to the general interest; and fighting against excess regulations, red tape and paper control. To command refers to setting the organization going (Fayol 1949:97). The object of command is to get the optimum return from all employees, while the art of command rests on certain personal qualities and knowledge of general principles of management (Fayol 1949:97). To the extent that managers aim at making unity, energy, initiative and loyalty prevail among the personnel (Fayol 1949:98) modem writers would more properly describe this managerial function as concerned with motivation, leadership and empowerment. In co-ordination, it is found that Fayol is committed to the principles of balance and contingent action. For Fayol , to co-ordinate is to harmonize all the activities of a concern so as to facilitate its working and its success; to accord things and actions their rightful proportions, and to adapt means to ends. Coordination is achieved, inter alia, by the precious instrument of team meetings (weekly conferences of departmental heads). It is effected generally by combined action on the part of general management which supervises the whole, plus local managements whose efforts are directed towards the successful working of each particular part To control means seeing that everything occurs in conformity with established rule and expressed command. Fayol’s theory of the functions of management also includes a synthesis of 14 principles for organizational design and effective administration, they are, Specialization/division of labour, Authority with corresponding responsibility,  discipline,  unity of command,  unity of direction,  subordination of individual interest to the general interest,  remuneration of staff,  centralization,  scalar chain/line of authority,  order,  equity, stability of tenure,  initiative and esprit de corps. The principle of work allocation and specialization is in order to concentrate activities to enable specialization of skills and understandings, more work focus and efficiency. If responsibilities are allocated then the post holder needs the requisite authority to carry these out including the right to require others in the area of responsibility to undertake duties. Authority stems from that ascribed from the delegation process; the job holder is assigned and given authority to act as necessary to carry out the task delegated. The job holder is authorized to use the necessary resources needed, such as budgets, assets and staff members to carry out the responsibilities. The person should have the requisite expertise to carry out the responsibilities and the personal qualities to win the support and confidence of others. A manager should never be given authority without responsibility and also should never be given responsibility without the associated authority to get the work done. It is viewed by Fayol that discipline is essential for the smooth running of a business and without it the standards, consistency of actions and adherence to rules and values would be absent and such the organization could not prosper. It is said â€Å"in an essence obedience, application, energy, behaviour and outward marks of respect observed in accordance with standing agreements between firms and its employees 1916, is necessary for good results in the firm. Unity of command is based on the idea that an employee should receive instructions from one superior only. This generalisation still holds even where we are involved with team and matrix structures which involve reporting to more than one boss or being accountable to several clients. The basic concern is that tensions and dilemmas arise where we report to two or more bosses. One boss may want X, the other Y and the subordinate is caught between a rock and a hard place. The unity of command idea of having one head (chief executive, cabinet consensus) with agreed purposes and objectives and one plan for a group of activities is clear. Fayols beleif was that one employees or one group’s interests should not prevail over the organisation as a whole. There should be clear outlined directives as to the mission, goals and guidelins of the organization and all employees must be guided by that. Ethical dilemmas and matters of corporate risk and the behaviour of individual chancers would be mitigated by this. Fayols work assumes a shared set of values by people in the organization, a unitarism where the reasons for organisational activities and decisions are in some way neutral and reasonable. The general principle is that levels of compensation should be fair and as far as possible afford satisfaction both to the staff and the firm (in terms of its cost structures and desire for profitability/surplus). Centralisation is essential to the organisation and a natural result of organising. It is important that information and resources are centralized and are easily accessed by all levels of employees. The modes of control over the actions and results of devolved organisations are still matters requiring considerable attention. The scalar chain of command of reporting relationships from top executive to the ordinary shop operative or driver needs to be sensible, clear and understood. There should be equal amount of respect regardless of the level of command. Orderliness implies steady evolutionary movement rather than wild, anxiety provoking, unpredictable movement. Essentially an organisation should provide an orderly place for each employee along with their assigned activity. The ultimate product of the organization should be as a result of coordinated activities involving orderly steps from one employee to the other, with each contribution critical to the next. Employees should see how their roles fit into the organisation and be confident and able to predict the organisations behaviour towards them. Thus policies, rules, instructions and actions should be clear and understood. Equity, fairness and a sense of justice shouldpervade the organisation in principle and practice. Time is needed for the employee to adapt to his/her work and perform it effectively. It is important that the employee feels some form of security in their current position in the organization, which is usually achieved through permanent appointment to the organization. Stability of tenure will motivate employee and can result in loyalty to the organisation, its purposes and values. Here Fayol emphasises the need for building and maintaining of harmony among the work force, team work and sound interpersonal relationships at all levels of the organisational structure, zeal, enthusiasm and energy are enabled by people having the scope for personal initiative. Henry Mintzberg is an internationally renowned academic and author on business and management with over 140 articles and thirteen books written. He came up with the roles of management, which he believes cover most of the hings a manager will encounter in their job. These roles are split into 3 interpersonal roles, 3 informational roles and 4 decision making roles. Mintzbergs (1973) key contribution to notions of management is given in The Nature of Managerial Work, where he poses the question What do managers do? and then answers the question in terms of what he describes as the ten working rol es of managers. As he does so, he quotes approvingly from Barnard (1938/1968) that Executive work is not that of the organisation, but the specialised work of maintaining the organization in operation. Mintzberg (1973) defines managers as those persons formally in charge of organizations or their subunits. This excludes many of those in middle management'. He identifies the following basic reasons why organizations need managers, they are to: * ensure the organization serves its purpose the efficient production of goods/services. * design and maintain the stability of the organizations operations * take charge of the organizations strategy-making system, and therein adapt the organization in a controlled way to its changing environment. ensure the organization serves the ends of those persons who control it * serve as the key informational link between the organization and its environment. * operate the organizations status system. Mintzberg three groups of managerial activities as previously mentioned are concerned primarily with interpersonal relationships (interpersonal roles), the transfer of information (informational roles), and decision-making (decisional roles). The 3 interpersonal roles are; the figurehead which helps reinforce what the company stands for and reinforces the organisational culture, the leader who provide their employees with a sense of mission and the liaison who mixes with others outside the business to represent the needs of their group. The 3 informational roles are; the monitor who collects information form within the group and finds out what is going on in the business, the disseminator who shares the information with others who would not find out the information and the spokesperson who represents the views of the group in the wider environment. The 4 decision making roles are; the entrepreneur who make decisions to improve the contribution of their subordinates to the performance of the business, the disturbance handler who deals with any problems that might occur within the group, the resource allocator    who allocates resources throughout their subordinates and the negotiator who negotiates to secure contracts, budgets etc. These activities are derived from the formal authority of the manager office. From formal authority, and the attendant status in the organisation, comes the interpersonal roles, which place the manager in a unique position to get information. This access to information, combined with the authority and status, place managers at the centre of organisational decision- making. Mintzberg states that each role is observable such that, one can witness a manager handling a disturbance or acting as a figurehead. At the same time, although the roles are described individually, they cannot be isolated. Rather, Mintzberg argues, they form a gestalt, where the manager is an input (information) output (information and decisions) system. Given Mintzbergs contention that the basic content of all managers work can be described in terms of these ten roles, it is necessary then to account for the differences as well as the similarities in managers work. Mintzberg states that the size of the industry or sector within which the organization operates; the managers level in the organization; the units function (production, marketing, etc); the managers personality and style; and changes in the job over time all contribute to differences in the managers work. It is important to note however, that, in discussing the differences in managers work, Mintzberg is concerned with the emphasis of different roles rather than the differences in operationalizing the behaviours attendant on each role. He goes on to outline eight managerial job types that emphasise different roles, for example, the Team Manager whose key role is Leader versus the Expert Manager whose key roles are Monitor and Spokesman. Mintzberg (1973:10) argues that these categories are not useful because they cannot be linked to specific activities: Which of these activities may be called planning, and which may be called organizing, coordinating or controlling? Indeed, what relationship exists between these four words and managers activities? These four words do not, in fact, describe the actual work of managers at all. They describe certain vague objectives of managerial work.

Are You An Introvert Or An Extrovert What It Means For You

Are You An Introvert Or An Extrovert What It Means For You Extroverts  are born to socialize. They feed off the energy of others and  don’t particularly enjoy  alone time. Introverts, on the other hand, are  quite the opposite. They enjoy spending time alone and use that alone time as an opportunity to recharge their batteries. But what are the key differences between an extrovert and an introvert, and what do they mean for you?

Performance Criteria Identified By Hillgren And Morse Essay

Performance Criteria Identified By Hillgren And Morse - Essay Example Hillgren and Morse (1998) established that similarities exist among high performing organizations. Their view of such organizations is based on financial accomplishments, employee motivation as well as service delivery and customer satisfaction. This paper critically compares the performance of Abercrombie and Fitch against the four performance criteria identified by Hillgren and Morse (1998). The multinational company deals with designer clothes. The paper highlights some practical examples related to the concepts, ideas and insights from their article titled â€Å"high performing organizations†. High Performing Organizations Direction is one of the basic elements identified by Hillgren and Morse (1998). Leaders need to ensure that the subordinates understand the organization’s principles. These are fundamental to its existence. The visionary leadership of Abercrombie and Fitch promotes a sense of purpose in the organization. The leaders understand the company’s vision and apply their skills to entrench creativity among the workers. Sensitization of employees regarding the achievement of the organization’s vision and core values is done regularly through staff meetings and weekly forums, which ensures that all team players in the various departments understand their roles in enhancing success. The sensitization approach corresponds to Hillgren and Morse’s assertion of â€Å"a clearly articulated and frequently communicated vision† (p 9), which is significant for high performing organizations. Behaviourization of values as proposed by Hillgren and Morse gives Abercrombie and Fitch a unique characteristic that enhances customer satisfaction. One of the core values is to ensure customer focused service delivery that is based on their needs rather than the company’s interests. Workplace diversity promotes strong interpersonal relationships among the staff, which helps in building talents and encouraging creativity. Exceptional contribution among staff is acknowledged and rewarded. The leaders act as role models of the organizational behaviour. Integrity is upheld and words correspond to the actions of staff members. The value metrics highlighted by Hillgren and Morse have been adopted by Abercrombie and Fitch. They help in establishing the level of customer satisfaction, which signifies the level of collaboration among staff. Value metrics are also significant in determining whether the organizational values have been upheld in service delivery to customers. Bhatt (2002) observed that â€Å"anything that gets measured gets done† (p 28). Abercrombie and Fitch’s value metrics are focused on the priority areas that are likely to be affected by the dynamics of the operating environment. For example, customers’ feedback offers a basis for the assessment of the level of satisfaction. After interacting with the company’s employees, the customers are given a chance to confi dentially rate and comment the quality of service offered to them. The management is able to determine the areas that require improvements as well as those that require reinforcement through assessing positive and negative feedbacks from consumers. The suggestion box also provides an opportunity to assess the organization’s leadership as well as the priority areas that need further consideration. Performance measurement is significant in assessing progress and planning for future improvements (Edwards et al. 2007). It helps in determining staff awareness regarding the direction of the organization. Abercrombie and F

Prison-Building in the UK Essay Example | Topics and Well Written Essays - 2000 words

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