Critical Appraisal of a Piece of Research Essay - 2

Critical Appraisal of a Piece of Research - Essay Example The issue of defibrillation by specially trained lay persons is not new to the medical literature though Colquhoun and colleagues provide only a brief insight into the existing research in the field. For example, there is substantial amount of past studies exploring the potential of PAD on survival and other outcomes of PAD (Pell et al, 2002; Culley et al, 2004; Engdahl, 2002), potential locations of AEDs (Becker et al, 1998), cost-effectiveness of different PAD strategies (Nichol, 2003), etc. The studies employed both qualitative (interviewing, observations) and quantitative (prospective randomized trials, surveys) methodologies to reveal comprehensive and multifaceted data on virtually every aspect of PAD. However, the authors provided a very concise review of prior studies, and instead of analyzing and synthesizing the most credible research in the field they only briefly stated the results of some surveys and analytical works. Therefore, the declaration made by Colquhoun and colleagues that the PAD project launched in the UK many years ago relied on next to no published evidence of PAD strategies’ potential effectiveness seems to be an intentional understatement meant to place extra emphasis on the importance of Colquhoun’s study. At the same time, there are really very few studies that seek to compare the effects of different PAD strategies within the framework of one study and particularly on the national scale in the UK. In this regard, the study can really be referred to as â€Å"†¦the first report of a national scheme that has incorporated PAD into mainstream health care provision† (p.279). Besides, expanding the body of knowledge and evidence pertaining to still developing PAD approach remains an important task in terms of resuscitation effectiveness improvement. The main source of data was standard report forms

Will let you know the paper later Assignment Example | Topics and Well Written Essays - 1250 words

Will let you know the paper later - Assignment Example In order to have a fruitful business meeting with the Australians, it is vital to have a clear insight of their culture, communication styles and their behaviors (Schroevers, 2013). For Alison McKenzie to make a commendable first impression at the introductory meeting, there are basic etiquettes that she ought to observe. Establishing contacts with the Australian business people is considerably simple. They pay less attention to first creating solid relationships, and are thus open to approaches from outside their business contexts. In general, Australians do not necessarily require a recommendation from a mutual friend to enter into a business agreement with a foreigner. Nonetheless, having such a connection is normally important, since business relationships tend to be personal (Sabath, 2002). Australian business executives are usually very occupied and busy. As such, securing an appointment with them can be a tricky task. To secure a business meeting with them, it is advisable to book an appointment a month prior to the set date. In spite of their busy nature, they are friendly and approachable. Generally, the working hours in the country start from 9AM and ends at 5PM. Thus, when scheduling a business trip, the material day should not fall within their vocational period, which is between December and February. Depending on the organization’s size, appointment proposals are usually submitted via emails and confirmed through telephone calls (Schroevers, 2013). Australians have a dominantly conservative dress code for business visitors. Australian men put on dark suits and ties, while their women while their ladies wear professional dresses or suits. In Australia, the dress code of an organization is dependent upon the climatic environment that the firm is situated (Schroevers, 2013). For that reason, the business attire may be less formal in tropical regions unlike in towns and cities like

The Lesson by Toni Cade Bambara Essay Example for Free

The Lesson by Toni Cade Bambara Essay Toni Cade Bambara’s The Lesson revolves around a young black girl’s struggle to come to terms with the role that economic injustice, and the larger social injustice that it constitutes, plays in her life. Sylvia, the story’s protagonist, initially is reluctant to acknowledge that she is a victim of poverty. Far from being oblivious of the disparity between the rich and the poor, however, one might say that on some subconscious level, she is in fact aware of the inequity that permeates society and which contributes to her inexorably disadvantaged economic situation. That she relates poverty to shame—But I feel funny, shame. But what I got to be shamed about? Got as much right to go in as anybody (Bambara 604)—offers an indication as to why she is so hard-pressed to concede her substandard socioeconomic standing in the larger scheme of things. Sylvia is forced to finally address the true state of her place in society, however, when she observes firsthand the stark contrast between the rich and the poor at a fancy toy store in Manhattan. Initially furious about the blinding disparity, her emotionally charged reaction ultimately culminates in her acceptance of the real state of things, and this acceptance in turn cultivates her resolve to take action against the socioeconomic inequality that verily afflicts her, ensuring that ain’t nobody gonna beat me at nuthin (606). The Lesson posits that far from being insurmountable, economic and social injustice can be risen above, but it is necessary that we first acknowledge the role that it plays in our lives, and then determine to take action against it; indifference, and the inaction that it breeds, can only serve to perpetuate such injustices. Sylvia’s languid regard for Miss Moore, whom she refers to as this nappy-head bitch and her goddamn college degree (601), is a reflection of her initial disregard for the role that social injustice plays in her life. Miss Moore, with her proper speech (601) and desire to take responsibility for the young ones’ education (601), is a foil to Sylvia: educated, discerning, analytical. Her informed and realistic perception of the society in which they live qualifies her as an embodiment of truth within the story, and Sylvia’s rejection of her is thus symbolic of her overarching rejection of the truth. More than just refusing to acknowledge the verity of her poverty—And then she gets to the part about we all poor and live in the slums, which I don’t feature (601)—Syvlia even subconsciously runs away from it. Don’t nobody want to go for my plan, Sylvia says, which is to jump out at the next light and run off to the first bar-b-que we can find (601). Her compulsion to stray from Miss Moore suggests that on some subliminal level, she seeks to avoid confronting the truth that the lesson conveys about her indigent state. Upon arriving at the toy store, Sylvia notes: ‘This is the place,’ Miss Moore say, presenting it to us in the voice she uses at the museum. ‘Let’s look in the windows before we go in’ (602). That Miss Moore introduces the children to the store in her museum voice is indicative of her desire for the children to thoroughly analyze their new environment and synthesize what it might suggest about social stratification; Miss Moore means to show them that, like a historically significant painting in a museum, the society in which they live is worth studying intently. Although the explicit differences between the ghetto and Manhattan are immediately apparent, Sylvia initially fails to make the implicit connections between these external differences and larger social inequity. She boggles at the concept of a woman in a fur coat—Then we check out that we on Fifth Avenue and everybody dressed up in stockings. One lady in a fur coat, hot as it is. White folks crazy (602)—but fails to interpret what she sees in relation to the disparity between the rich and the poor. Instead, all she can do is point fingers and criticize. The children’s discovery of the fiberglass sailboat marks the story’s climax and signals the transition from rising to falling action. The cost of the sailboat provokes an as yet unseen emotionally charged, one might say true reaction from Sylvia: ‘Unbelievable,’ I hear myself say and am really stunned (603). More than just being stunned at the price of the sailboat, however, Sylvia is perhaps on some deeper level stunned at the emotions that have been roused within her. It is at this point in the story that her overriding indifference towards the roles that economic and social injustice play in her life begins to yield to a real emotional response to them. Although Sylvia has begun to respond to the disparity between the rich and the poor, she is still eluctant to fully accept it: So me and Sugar turn the corner to where the entrance [to the toy store] is, but when we get there I kinda hang back. Not that I’m scared, what’s there to be afraid of, just a toy store (604). The hesitation Sylvia encounters upon entering the store is a reflection of her desire to insulate herself from the feel ings of inadequacy she is beginning to experience: she understands that if she enters the store, she will be forced to finally confront the actuality of the socioeconomic gap that separates her from the people that the store caters to. The door to the toy store symbolically manifests this divide, as the toy store itself, with is exorbitantly priced items, is symbolic of the world of the wealthy. Sylvia’s struggle to get a hold of the door is indicative of her continuing struggle to accept absolutely her disadvantaged economic situation. Once inside the store, Sylvia can no longer ignore the blinding imparity between the rich and the poor. Her discovery of an overly priced toy clown prompts her to consider what could be bought for its price: Thirty-five dollars could buy new bunk beds for Junior and Gretchen’s boy. Thirty-five dollars and the whole household could go visit Granddaddy Nelson in the country. Thirty-five dollars would pay for the rent and the piano bill too (605). Sylvia is forced to finally address the socioeconomic inequality that works against her while simultaneously conferring certain luxuries on the rich: Who are these people that spend that much for performing clowns and $1000 for toy sailboats? What kinda work they do and how they live and how come we ain’t in on it? (605). In stark contrast with her earlier disregard for economic and social injustice, Sylvia is now incensed by it. Her anger is further incited when Sugar speaks on the implications of these newly perceived inequalities: ‘I think,’ say Sugar pushing me off her feet like she never done before, cause I whip her ass in a minute, ‘that this is not much of a democracy if you ask me. Equal chance to pursue happiness means an equal crack at the dough, don’t it? [†¦] I am disgusted with Sugar’s treachery (605). In concretely addressing the existence of socioeconomic inequality and its effects on their own lives, Sugar cements its realness in Sylvia’s mind—she can no longer run from it. It is thus the truth in Sugar’s words that she is disgusted with, not Sugar herself. Sylvia’s powerful emotions ultimately culminate in her resolve to not just acknowledge the roles that economic and social injustice play in her life, but to understand these njustices and eventually rise above them: We start down the block and she gets ahead with is O. K. by me cause I’m going to the West End and then over to the Drive to think this day through. She can run if she want to and even run faster. But ain’t nobody gonna beat me at nuthin (606). That Sylvia does not run with Sugar is symbolic of her refusal to run from the truth any longer; she now understands that it is her responsibility to face her situation head-on so that she might one day overcome it. Ironically enough, in the end it is the most cynical of the pack—the one whose idea it was to ditch Miss Moore—who extracts the most meaning from the day’s activities. In his analysis of The Lesson, Jerome Cartwright addresses the significance of Sylvia’s realization in relation to how it moves her to take action: [Sylvia] is changed in a way that promises hope for her ability to respond effectively to the newly discovered reality she faces (Cartwright 61). However, he suggests that although Sylvia’s realization regarding the unfairness of life and, as a black girl, her often low position in the scheme of things (61) is central to the story, the conflict between rich and poor and the economic injustice it reveals (61) is not what drives it forward. For Cartwright, the story is essentially about the value of lessons themselves, the value of learning and thinking. [†¦] The children do not simply need to learn one lesson: they need an education (61). While the importance of the children’s education should not be underestimated, Cartwright compromises the story’s primary importance by generalizing each of Miss Moore’s lessons into a collective importance. To conflate the importance of Sylvia’s realization about her socioeconomic status with the importance of the less critical lessons Miss Moore offers throughout the day—from the uses of the microscope to the components of the paperweight—is to downplay the story’s value as a commentary on economic and social injustice. Cartwright’s generalization in this way belies the story’s true meaning. Although historical surveys of the collective economic status of African Americans point to a long-standing relegation of blacks to lower income levels, current information points to a continuation of a long-term trend toward parity with national levels and absolutely higher levels of affluence than those experienced by most populations outside the United States (Wikipedia 10). Moreover, since the mid to late 1990s, [†¦] over 1. 7 million African Americans have gone off the poverty rolls, earnings by African American women have moved to within a few percentage points of white women’s, and unemployment among blacks in recent years has dropped below the 10 percent mark (10). While these numbers are not enough to invalidate the existence of socioeconomic inequality, they affirm that in this country, social and economic injustice can be mitigated. The unprecedented access to higher education and employment (11) that African Americans have been party to since the Civil Rights Movement speaks strongly to the opportunities for change that this country affords its citizens. However, the value of the struggle cannot be lost on us. We must recognize that such fundamental change does not manifest itself overnight: it is achievable only where a lasting commitment to it is available. Change is not beyond us. Action, however, is its necessary predecessor.

Study into the Variable causing conflict in Nestle

Study into the Variable causing conflict in Nestle 1.0: INTRODUCTION TO NESTLE Nestle was founded in 1866 by Henri Nestle with headquarters in Vevey, Switzerland. It has employed around 250,000 people and has factories or operations in almost every country in the world. It is one of the worlds biggest food and Beverage Companies. The Companys priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives. 1.1: PURPOSE OF RESEARCH The study of the research is to find the variable which has leads towards conflicts in Nestle Organization. The main purpose of the research is, firstly, to identify the causes of conflicts in Nestle and, secondly, to manage conflicts in Nestle organization. This report will be helpful for students who want to conduct a research as well as the company improving or solving the problems. 1.2: BACK GROUND OF THE STUDY All of us experience some type of conflicts in our daily lives. Tensions, antagonisms, and frustrations always occur when people work together. There are disagreements, perhaps even fights, between employees and the supervisor or between co-workers. Aside from personality clashes, people simply have different viewpoints about the way things should be done. The main purpose of conducting the research is to find out the conflicts, and finding the ways to manage and solve them in an organisation. In this context we have got the opportunity to conduct our research on one of the top organizations (Nestle). 1.3: DEFINITION OF CONFLICT Conflict is defined as the state of discord caused by perceived or actual opposition of needs, interests and values. A conflict can be internal or external. The concept of conflict can help to explain many social aspects of life such as social disagreement, fights between individuals, groups, or organizations and conflict of interests. Conflict as taught for graduate and professional work in conflict resolution which is defined as when two or more parties, with perceived incompatible goals, seek to undermine each others goal-seeking capability. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which individuals or party tries to reach their goal can still undermine the other individuals or party. 1.4: NATURE OF CONFLICT Conflict may constructively be viewed as resulting from differing belief systems, varied perspectives on the situation and values resulting from participants accumulated life experience and conditioning, differing interests and objectives. Effectively dealing with conflict requires the expression and management of participants varying interests, belief systems, perspectives and values. Through the integration of participants perspectives, belief systems, interests and values, conflict and conflict resolution play important roles in individual and social evolution and development. Conflict arises when one or more participants view the current system as not working. At least one party is adequately unhappy with the position, that they are willing to own the conflict and speak with the hope of being able to influence the situation to arrive at an improved condition. Conflict may be sight as a process we put ourselves through to attain a new condition and self definition. Through conflict we have opportunities to be artistically self-defining. If nothing else, conflict allows us in future to do things differently. Through the resolution of conflict, we can evolve and redefine ourselves, our community, our relationships our society and our world. 1.5: LEVELS OF CONFLICT 1.5.0: Inter divisional conflict Inter divisional conflicts exists between the perceiver and another individual within the organization. Although the other person does not need to be aware of the conflict, the perceiver of the conflict situation recognizes the present or future impact conflict can have on job performance. 1.5.1: Intra group conflict Intra group conflicts occur between perceiver and his or her immediate group within the organization. The immediate group can consist of work team, department or union. Whether fully or only superficially aware of the conflict issue, the perceiver realizes that the conflict can directly or indirectly affect job performance. 1.5.2: Inter group conflict It arises between the perceivers immediate group and another group within the organization. Again, the perceivers involvement may not be critical, but he or she must be aware of the situation and the potential impact the conflict can have on work performance. 1.5.3: Organizational conflict Organizational conflict is a state of disagreement caused by the actual or perceived opposition of needs, values and interests between people working together. 1.6: TYPES OF CONFLICT A conceptual conflict can rise into a verbal exchange or result in fighting.Conflict can exist at a variety of types. These are Community conflict Diplomatic conflict Emotional conflict Environmental resources conflict Group conflict Ideological conflict Interpersonal conflict Inter-societal conflict Intrapersonal conflict Organizational conflict Religious-based conflict and Workplace conflict . 1.7: CAUSES OF CONFLICTS 1.7.0: Authority relationship Authority Relationship conflicts occur because of the existence of strong pessimistic emotions, misperceptions or stereotypes, poor communication or miscommunication, or repetitive negative behaviors. Authority relationship problems often increase disputes and lead to an unnecessary rising spiral of destructive conflict. Supporting the secure and balanced expression of perspectives and emotions for acknowledgment (not agreement) is one effective approach to managing relational conflict. 1.7.1: Management style For any organization to be effectual and efficient in achieving its goals, the people in the organisation need to have a common vision of what they are determined to achieve, as well as clear objectives for each individual, group/ team and department. Management style also needs ways of recognizing and resolving conflict between people, so that conflict does not become so serious that collaboration becomes impossible. The management of any organisation needs to have ways of keeping conflict to a minimum and of solving problems caused by conflict, before conflict becomes a major obstruction to work. Management style helps to avoid conflict where probable and organizing to resolve conflict where it does happen, as rapidly and smoothly as possible. 1.7.2: Communication barriers: Conflict will be greater when barriers to communication exist. If parties are separated from each other physically or by time e.g.; the day shift versus the night shift-the opportunity for conflict is increased. To illustrate suppose a company employs only one plant supervisor, who works the day shift and leaves orders at the beginning of each week for the workers on the night shift. By the end of the week, how ever, these orders have been only partially carried out. The supervisor cannot figure out why. Obviously, the supervisor absence from the night shift has posed a communication barrier, which in turn causes decreased output. As Bryans, P, Cronin argued in 1984 that Space or time separations could promote isolated group interests rather than advance a common effort towards joint goals. 1.7.3: Personal factors 1.7.3.0: Behavioral The way emotional experience gets expressed which can be verbal or non-verbal and intentional or un-intentional. 1.7.3.1: Physiological Its defined as the bodily experience of emotion. The way emotions make us feel in comparison to our identity. 1.7.3.2: Cultural values Culture tells people who are a part of it, Which emotions ought to be expressed in particular situations and what emotions are to be felt. 1.7.3.3: Physical This escalation results from anger or frustration. 1.7.3.4: Verbal This escalation results from negative perceptions of the annoyers character. 1.8: WAYS OF ADRESSING CONFLICTS There are basically five ways of addressing conflicts which were identified by Thomas and Kilman in 1976. These are 1.8.0: Accommodation Ones party surrenders its own needs and wishes to accommodate the other party. 1.8.1: Avoidance Avoid conflict by ignoring it, changing the subject, etc. As an expedient means of dealing with very minor, non-recurring conflicts or Avoidance can be useful as a temporary measure to buy time. In many cases, conflict avoidance involves severing a relationship. 1.8.2: Collaboration Working together can find a mutually beneficial solution. Collaboration can also be inappropriate and time-intensive. When there is not enough respect, trust or communication among participants for collaboration to occur. 1.8.3: Compromise Finding a centre point where each party is partially satisfied. 1.8.4: Competition Take the ones point of view at the potential expense of another. It can be more useful when achieving the ones objectives outweighs ones concern for the relationship CHAPTER # 2 2.0: LITERATURE REVIEW Different researchers have published their reviews on conflicts in the organization. We are viewing two best reviews of the researchers articles. Mr. Philips in 1982 threw light on some of key conditions, which may lead to serious organizational conflicts; he gave his views in the book named as Community in Organization. According to M Phillips certain social relationships characterized various kinds of conflict behavior. Each one could occur in your work area. The more aware the managers are of these conflict settings, the better are the chances of correcting them and running a smooth operation. Mr. Philip identified communication as problem in his research. The causes of conflicts are structural factors, authority relationships, common resources, goal differences interdependence, jurisdictional ambiguities, specialization, status-inconsistencies, personal factors, communication, conflict management style, cultural differences, emotions, perception, personalities, skills and abilities, values and ethics. According to the researcher, possible solution; it is obvious that a perfect communication system is unlikely. But also per fection like rationality will not be achieved; organizations do have mechanism by which they can attempt the communication system as clear as they can. Philips also suggested that there are such devices available which can reduce the distortion and complications in communication process and suggested that communication recipients should be aware of the biases of the message senders and protect their own counter biases as protection devices. James M Leif John M Penrose in 1997 in the book Business Strategies Skills 5th Edition explained the nature of organizational conflicts identify the causes of conflicts i.e. Structural Factors, Common Resources , Goal Differences , Interdependence ,    Jurisdictional Ambiguities, Inconsistencies ,Personal Factors Communication barriers, Conflict management style ,Cultural differences ,Emotions Perception, Personalities, Skills and abilities, Values and Ethics, Behavioral and Physiological Cognitive. The researchers says that it is possible to avoid conflict by having mechanism such as voting to make decision without the disagreement of consensus. They also find that behavioral regulation fail to match the individual need of employee, conflict is bound to occur. In 1995 B R Siwal in his research Resolution Strategies to Conflict describes that conflict is a necessary and integral part of effective problem solving and realistic discussions. It is core sound of decision making because disagreement is the best vehicle for enlargement the perspective, discovering alternatives, and motivating creative interaction among each member. The effects of disagreement, though, depend on how it is administer by team members. Conflict can be integrative and constructive or it can be distributive and disruptive. When mismanagement occur, conflict can demolish team effectiveness, when handled well it can deeply enhance the quality of team work and make members sense proud of their work in the team. Training in the nature of conflict and the ways of managing it is an imperative need of all the people who participates in problem solving groups, such as those that make up work teams. The negative association of conflicts wants to be dispelled and substitute with more practical conceptions that made the justifiable distinction between disruptive and constructive conflict. When team members see that conflict can be a positive strength in conversation, they are better prepared to take up effective proposal attitudes and behaviors in trouble solving situations. Further more the differences between integrative and distributive conflict can help them learn how their own behavior contributes to the atmosphere of the team which they belong. Davor Dujak in 2008 describes in his research that in every organization conflict encounters on a daily basis. The conflict cannot be avoided but it is probable to mange them in a way that we identify them on time. It is essential to constantly track the organizational signals which position to their existence. If Organization does not respond accordingly, this can lead to the condition that conflict itself manages the organization. One of the more important determinants of productivity, performance and efficiency and finally the job satisfaction is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on the dependents variables, but first we have to realize and get a good approaching to the individual elements of organizational behavior. In 2004 Melanie Lewis describes in her research that if conflict managed poorly or avoided, it can be very costly to an organization. If managed well, conflict presents an opportunity to uncover significance and promote a healthy work place. Many organizations are finding that their conflicts management systems have been good by financial investments, generating a healthy return. In additional they are recognizing the value of many less substantial benefits (lower turnover, increased efficiencies, improved morale and improve public relations). A precise four phased process assessment, design, implementation, operation and evaluation helps organizations design effective conflict management systems to gather the maximum benefit of conflict system. Moreover this four phased approach strongly encourages the team actually to seek to understand and incorporate the needs and interests of all affected constituency, and creates an environment in which the benefits of the system can be effecti vely communicated, implemented and administered. In 2010 De Dreu C.K describes in his research that conflict is a multidimensional with both relationship and task forms. Hence it is expected that if they change the managing type of conflicts, it will plays an important role in organizational performance. While if organization did not manage good, the conflict will plays a negative role. However the researcher discussed only two types of conflicts in his research namely affective and task conflict in order to play better role in organizational performance. After studying the reviews of different researchers, we will take help from different researches but our group decided that we will follow the research of M Philip because they dictate information about factors which are important for identifying conflicts and understanding the meaning of conflict and how it influences the organizations internal environment in solving problems. CHAPTER # 3 RESEARCH METHODOLOGY 3.0: Research type: The type of research that we are conducting is applied research because it is conducted for a particular organization. Applied research is practical applicability of research tools on a particular organizational situation. 3.1: data collection We will be collecting our data by using two sources which are as follows. 3.1.0: Primary data Our primary data is collected through conducting interviews and designed questionnaires from directors, managers and employees of Nestle. 3.1.1: Secondary data The secondary data is collected from past records of Nestle and books along with business articles to support our recommendations and suggestions. 3.2: Sample size During this survey we have taken responses from a Sample size of 30 which is further divided into two groups. We also conducted survey from 10 managers and 20 employees. The sampling type that we used is non random sampling technique because we want to get information from every third employee and manager of Nestle organization. Our survey is in questionnaire and interview form, so our questionnaires consist of open ended and close ended questions. We have conducted unstructured interviews, asked from the respondents to get more information. CHAPTER # 4 ANALYSIS 4.0: INTRODUCTION TO DATA ANALYSIS Data analysis is a practice in which the raw data is ordered and organized in order to extract useful information from it. The process of organizing and thinking about data is the key to understand what the data does and does not contain. There are varieties of ways in which people can approach data analysis, and it is infamously easy to manipulate data during the analysis phase to push certain conclusions. There are different methods for analyzing the data for example surveys, charts, frequency tables, graphs and personal observations etc. 4.1: ANALYSING FOR CORRECTION OF DATA We had conducted unstructured interviews for analyzing of questionnaires which we had made for collecting data from employees and managers to check whether the answers given by them are right or wrong. We had found no matches; the interview opposes the answers given by them in questionnaires. We have analyzed our data through frequency tables and bar charts. 4.2: FREQUENCY TABLE Frequency table is one of the important concepts in mathematical statistics and a good analyzing tool. A table divided into cells by category with counts for each category in each cell. It is a kind of display of a given data, in which the frequency of each data item is found. The frequency of a data item is the number of times it occurs in the data set. 4.3: BAR GRAPH A graph consisting of parallel, usually vertical bars or rectangles with lengths proportional to the frequency with which specified quantities occur in a set of data. A bar graph is a pictographic version of statistical data in which the independent variable can attain only certain discrete values. The dependent variable may be discrete or continuous. The most common form of bar graph is the vertical bar graph, also called a column graph. This type of display allows us to: Compare groups of data, and To make generalizations about the data quickly. 4.4: ANALYSIS OF QUESTIONNAIRES 4.4.0: FROM MANAGEMENT 1) More than the desired output of the employees make can be harmful to the organization?     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a) YES b) NO Variables Codes Frequency Yes 01 9 No 02 1 Table: 4.4.0.0 Graph: 4.4.0.0 2) There is a free flow of communication among the employees:     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a) YES b) NO Variables Codes Frequency Yes 01 10 No 02 0 Table: 4.4.0.1 Graph: 4.4.0.1 3) Employees are properly informed about decision taken?     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a) YES b) NO Variables Codes Frequency Yes 01 7 No 02 3 Table: 4.4.0.2 Graph: 4.4.0.2 4) There is a consistency among the management policies:     Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  a) YES b) NO Variables Codes Frequency Yes 01 8 No 02 2 Table: 4.4.0.3 Graph: 4.4.0.3 5) Key post should be through:     Ã‚  Ã‚  a)  Ã‚  Ã‚  Direct Appointment  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  b) Promotion Variables Codes Frequency Direct appointment 01 8 Promotion 02 2 Table: 4.4.0.4 Graph: 4.4.0.4 4.5.1: FROM EMPLOYEES 1) From how long have you been working in this organization?   6 months 1 year 3 years Or more than 3 years Variables Codes Frequency 6 months 01 4 1 year 02 2 3 years 03 10 Or more than 3 years 04 4 Table: 4.5.1.0 Graph: 4.5.1.0 2) What kind of boss do you like to work with?   Friendly Competent Leant Difficult Variables Codes Frequency Friendly 01 17 Competent 02 3 Leant 03 0 Difficult 04 0 Table: 4.5.1.1 Graph: 4.5.1.1 3) Which type of leaderships style do you like the most? Autocratic Democratic Variables Codes Frequency Autocratic 01 18 Democratic 02 2 Table: 4.5.1.2 Graph: 4.5.1.2 4) How does your management is doing the evaluation among the employees? Performance base Merit base Variables Codes Frequency Performance base 01 18 Merit base 02 2 Table: 4.5.1.3 Graph: 4.5.1.3 5) Which management level should be responsible for problems between employees? Choose any of the following Top level Middle level Lower level Variables Codes Frequency Top level 01 2 Middle level 02 17 Lower level 03 1 Table: 4.5.1.4 Graph: 4.5.1.4 Q6: How do you communicate the unforeseen problem with your manager or general manager?   Answer: Most of the respondents suggested that they like to meet the general managers directly for any unforeseen events. Q7: Do you think your organization should involve the employees in decision making? And why?   Answer: Most of employees consider that their managers are capable of taking right decisions and there is no need of involving employees. While few of them suggested that it can be a source of new and creative ideas. Q8: What can you suggest for a better management system?   Answer: Most of the employees have no idea about it. Few of them believe that friendly environment and better salaries can improve management system. 4.6: INTER ORGANISATIONAL CONFLICTS OF NESTLE The nature conflicts in Nestle found out through the unstructured interviews and through questionnaire with the directors the managers of NESTLE Peshawar are as follows: The first thing which found, was the lack of training given to the employees, managers said that in the organization, employees always have to work together in groups, and if some one feels that he/she cannot work within the group, then there is some problem with that employee, but at the same time managers said that it is the organizations responsibility to teach the employees how to work together in groups through proper training. They mentioned that without training the organizations might face serious types of irresolvable conflicts, which are definitely not fruitful to the organization. The second main reason mentioned by the manager of the company was the Selection Biases, manager said that selection biases may also lead to conflicts within the company, and these conflicts are normally personal as well. The manager said that if in cases the top management (directors) interferes in the process of hiring the employees, they might select the wrong person for the right job. On the other hand there may be serious conflicts going on between the managers the directors on the issues of authority and responsibility balance. Further if the manager takes big decisions like job confirmation salary decisions then, there may be conflicts, and these must be taken by the top management (directors). The manager of NESTLE also raised the point of communications problem. They believe that every information must be communicated from their tables. If in any case any employee bypasses the manger, there may be a conflict between them. Manager also said that there is no need of any employee who bypasses the manager to access to the top management (directors). Usually the organizations do have Coordinators who are directly answerable to the top management. He said that the manager will not be able to properly deal with him and conflicts between them will arise. The manager said that young unmarried employees usually indulge in office politics and make conflicts among the employees. According to him only married and experienced persons should be provided with the jobs. Racial problems also create conflicts among the employees. Bad attitude of the manager and arrogant nature of the boss is also one reason of conflicts. The manager said that effective person but highly cooperative person would be proffered in place of an efficient but uncooperative one. The managers presented the following ideas to prevent conflicts: Contractual Jobs Hire fire system. Authority to the managers Some of them had a bit different views. Director held the middle managements capabilities responsible for the conflicts within the organization. He also said that there is no relationship between the authority and reasonability with the conflicts. He proffered the autocratic style of management in the beginning, but it should be shifted to the democratic style in the later portions. Director said that although the centralized system slows down the process of working, but it will also decrease the conflicts between the employees. They said that, if you (Employee) have to be successful in the company, then you have to become a big YES SIR. One of the director also mentioned that horizontal conflicts are more common. Super seeded persons normally indulge in making conflicts. He said that super seeded persons should be terminated in place of super seeding them. Dress code can experience the anger from the employees due to Ethnic affiliations to some dresses. Directors were strongly in favor of Coordinator, they said that a coordinator channels the communication process between the manager and the top management. He also gave the following ideas to prevent the possible conflicts in the organizations: Promotions Clear line of Authority Not more than one employee from same Regional locations and same institutions/Universities. CHAPTER # 5 5.0: CONCLUSION The Organizational Conflicts is itself not a problem, but it is a serious symptom of some factors that are usually ignored while designing the organizational structures. From the literature review, taking samples (convenience) analysis of the data gathered. Some factors are identified that usually are the root cause of the conflicts. Some of these are: Ethnicity Personal Jealousy Arrogant behaviors (low temperament) Communication problems Due to the nature of the issue the responses from the top (Directors), middle (Managers) lower management (Employees) were totally contrary with each other. For this purpose structured questionnaires (covering both open ended and close ended questions) and unstructured interviews were conducted. That made the deductions possible by comparing the verbal and non verbal responses, rephrasing the same questions two-three times to check the consistency of the replies. The ethnic issue is the most important. Due to ethnicity no sampled branch has been successful in implementing the dress code yet. Even though, all the respondents favoured it. It is observed that employees belonging to KHYBER PUKHTUNKHWA are very low tempered. Their frequency of jobs switching is higher than others. It proves that they cannot work in teams and work with an arrogant manager. To conclude, who should be held responsible for conflicts, the manager is the key person who channels the communication whether upward or down ward. 5.1: RECOMMENDATIONS The current thinking should be for the maximum utilization of the companys resources and to push the power and decision making authority down the hierarchy of the organization. This can create more power and flexibility within the company as a whole. Good leaders should not have any problem in delegating power and responsibility. Disagreement with the supervisor should be encouraged as long as it leads to productive results. It is critical for the manager to get diverse work force to work well together and respect their differences. Diversity should be encouraged because it can help the organization in future to adapt to the changing global market. All problems can be prevented from happening and/or rectified, if the middle management (Manager) of the company justifies its position. Middle management plays an anchor role. Manager should be able to deal with all the employees who have different cultural backgrounds, personalities priorities. Hiring experienced and matured managers and providing them training could help the case. On job training of the employees. Open house discussions should be there at least one a month. While assigning the groups to the employees for tasks, it must be assured that all the groups are properly matched. REFERENCE B R Siwal, S 1995, Conflict Resolution Strategies, last viewed date 16 dec, 2010, http://www.scribd.com/doc/19166679/Conflict-Resolution Jacob.Bervich, S 1997, Conflict and Conflict Management in Organizations, last viewed date 12 dec, 2010, .http://docs.google.com/viewer?a=vq=cache:TTsjsLgfD18J:sunzi.lib.hku.hk/hkjo/view/50/5000214.pdf+identifying+organisational+conflict+researcheshl=enpid=blsrcid=ADGEEShq7znNgklQojLZtzDtIpb8Vgf4jN1of_M1wy-yd5fZI-LjOBI4Xj45YLByaD0y5A1_CVEsastRkbrrlGKmH-V1ZA De Dreu C.K, S 2010,

Ludwig Van Beethoven Essay -- essays research papers

The composer of some of the most influential pieces of music ever written, Ludwig van Beethoven created a bridge between the 18th-century classical period and the new beginnings of Romanticism. His greatest breakthroughs in composition came in his instrumental work, including his symphonies. Unlike his predecessor Wolfgang Amadeus Mozart, for whom writing music seemed to come easily, Beethoven always struggled to perfect his work. Ludwig van Beethoven was born in Bonn, Germany, and was baptized on Dec. 17, 1770. (There is no record of his birth date.) His father and grandfather worked as court musicians in Bonn. Ludwig's father, a singer, gave him his early musical training. Although he had only meager academic schooling, he studied piano, violin, and French horn, and before he was 12 years old he became a court organist. Ludwig's first important teacher of composition was Christian Gottlob Neefe. In 1787 he studied briefly with Mozart, and five years later he left Bonn permanently and went to Vienna to study with Joseph Haydn and later with Antonio Salieri. Beethoven's first public appearance in Vienna was on March 29, 1795, as a soloist in one of his piano concerti. Even before he left Bonn, he had developed a reputation for fine improvisatory performances. In Vienna young Beethoven soon had a long list of aristocratic patrons who loved music and were eager to help him. Onset of Deafness In the l...

Where Has My Job Gone? Essay -- Employment India Essays

Where Has My Job Gone? With the implementation of minimum wage and rising production costs in the United States, many companies have found themselves looking for a way to save money on production. Clothing manufacturers such as Nike have used labor forces in other countries, mainly in Asia to produce their products. These countries can offer similar quality labor for a cheaper cost on wages. The lower or non existent minimum wage laws in foreign countries allow companies like Nike to cut production costs drastically, while still being able to produce quality products. Similar trends are starting to creep into software companies. They are finding a workforce able to do similar work as the American workers, but for less pay. These companies are outsourcing their work. Outsourcing is simply the transfer of operational responsibility of either business processes or infrastructure management to an external service provider. [1] The majority of these jobs end up in India due to their low wages and high l evel education. Why would companies outsource? Companies look to outsourcing software because of the many benefits it provides. Most noticeably is the savings on costs it can provide. The lower costs over in Asia, especially India, help to reduce and control costs. The production costs are lower because of the lower wages of the workers in India. The average yearly salaries for IT programmers were $5,880 in 2002 compared to the $63,331 US programmers were making. [2] The difference is that labor in India costs about 9% of the costs of the US labor. Furthermore, by outsourcing software work to India, companies can use their existing personnel for different projects. The US workers can be put on tasks that c... ...r, 2003. The International Herald Tribune Online. 16 March 2014. . [7] †Advantage of Outsourcing to India.† VT Consulting. 16 March 2014. . [8] Rayen, Ranjeet. â€Å"ITPL to become role model for Bangladesh’s hi-tech park.† 19 June 2001. GlobalOutsourcing.org. 16 March 2014. . [9] Pink, Daniel. February 2004 â€Å"The New Face of the Silicon Age.† Wired. Issue 12.02. 16 March 2014. . [10] Adam Smith. An Enquiry into the Nature and Causes of the Wealth of Nations (1776), reprint, ed. Edwin Cannan (New York: Modern Library), 1937, p. 14.

Article Review: Learning Organizations Essay

A learning organization is any organization that uses its power to acquire knowledge while managing to stay innovative enough to remain competitive in a constantly changing environment. Learning organizations have four main objectives: To create a culture that not only encourages, but also supports an environment of continuous employee learning, critical thinking, and taking risk with new innovative ideas. Understands and allows mistakes while valuing employee contributions. Learns from their mistakes through experience, and experiment with these ideals Disseminate any new knowledge throughout the organization for rapid and successful implementation into the day-to-day activities. (BusinessDictionary.com, 2012) Article: Studying the Relationship between Components of the Learning Organization and Organizational Commitment (Forozandeh, Soleimani, Shah Nazari, & Nasri, 2011) Article Summary Organizational learning and the institutionalization of the learning organization are some of the most important factors of a successful business organization in today’s complicated, ever changing, and dynamic global business environment. The major capital in any learning organization is its employees and their commitment to the organization. The purpose of the article being reviewed is to study the relationship among components of the organization (System thinking, team learning experiences, Personal masters, mental models, and their shared visions) and their organizational commitment. The data collection was completed using the descriptive-field method on a cement company located in Iran; it consisted of 50 people, and was collected by means of a survey in July of 2011. Based on the results of the survey, there is a noticeable and significant relationship among every component of the learning organization and their organizational commitment (Forozandeh, Soleimani, Shah Nazar i, & Nasri, 2011). Author’s Conclusions  and Recommendations The authors of the article conclude that the results of their survey illustrate that the organizational commitment is one of the most important and effective factors in changing any organization to a learning organization. When the employees of a business have more of a commitment to the organization, the implementation of the learning organization is accepted with more facilitation, or the employees are more open to the idea. The results show that managers who want to establish a learning organization should provide the means for commitment towards the organization as much as possible. This factor will also help increase job performance and progress as well as help managers in the transformation towards the learning organization. Creating a learning organization on the other hand develops more commitment of the employees towards the organization. Reviewers Conclusion and Recommendations After reading the article, the authors conducted a survey to find the commitment to the organization and tried to establish how well the organization was creating an environment for a learning organization. Through a simple survey base of 50 employees, the authors were able to establish a link between employee commitment and the basis of a learning organization. This shows an important link between innovation and a learning organization: you have to have the commitment and dedication of the employees in order to implement an innovative and learning organization environment. Without the commitment of the employees (who are essentially responsible for carrying out any new implementations), you cannot foster a learning environment, as you will have employees unwilling to participate and be a part of the solution. This conclusion would be a factor for any organization in any business model to consider. In the new and ever changing global markets (as the market is no longer based on local or even continental markets), a company has no choice but to accept change and grow with the markets in an effort to remain innovative and competitive. To do this, you have to have a learning organization committed to and able to accept change. This will require a learning environment with the ability to learn and change as often as needed. In order to have a learning  environment, you have to have employee commitment! How these Concepts Apply to the Reviewers Organization The concepts discussed in this article would apply to any organization in many ways. The organization I work for is in the food distribution business, and one thing that is lacking is the ability to grow and become a learning organization. The organization is not willing to learn and grow with the ever-changing industry and as a result, they have begun to lose millions of dollars in business to their competition. One concept lacking in our business is the ability to change to meet the customer’s needs, they are only committed to their own wants. This environment is a perfect example for what a learning organization is not. Every suggestion to change given to upper management by the employees to help the organization or the employees are considered and essentially ignored. Some companies are not able or lack the ability to change with the environment, and shrinking sales and lack of employee commitment are the results. There is not a lack of trying from the employees, who value their jobs and want to see the company grow. However, you cannot foster a learning environment when you have a management system that is not willing to learn or change with their environment. References BusinessDictionary.com. (2012). Learning Organization. Retrieved from http://www.businessdictionary.com/definition/learning-organization.html Forozandeh, L., Soleimani, M., Shah Nazari, A., & Nasri, H. (2011, October). Studying the relationship between components of the learning organization and organizational commitment. Interdisciplinary Journal of Contemporary Research in Business, 3(6), 497-509. Retrieved from UOP Library October 22, 2012