Understanding Leadership Styles Essay Example for Free

Understanding Leadership Styles Essay There are a number of factors that will influence the style of leadership a leader may choose, such as: The working environment, The task or project that is being tackled, The staff themselves and their preferred style of working, along with their personal traits and qualities How do you determine what is an appropriate style? Any leader uses a range of different styles at different times during the course of a single day. Decisions have to be made and it may be appropriate for different styles of leadership at different times, and for different situations during that day. Another factor that has to be considered when choosing a leadership style is that the leadership style at the beginning should be consistent with what people in the organization expect. Transactional leadership This is done by enticing staff with rewards such as bonuses, prizes, something that will be of benefit to the staff member; these are achieved by setting targets. The outcome of this will be that the target is achieved but the morale of the team may be affected with some doing very well and gaining great recognition, others not so well which can demoralise the staff and affect their enthusiasm for future tasks. Transformation leadership This is a beliefs and values type of leading getting the team to believe the vision of the final aim. This is done by talking and listening to the team and being positive and enthusiastic about the aim. One of the benefits of this type of leadership in comparison with Transactional leadership is that no one feels like they are being singled out for under achieving as they are all working together and believe in the leaders vision, this is done by encouraging individuals values and enthusiasm for the task. Authentic Leadership This is a leader who is extremely good at what they do whilst remaining grounded and in touch with their workforce, an assumed leader rather than elected. They can inspire their staff to achieve great things with their passion commitment and drive, whilst still connecting with their team by showing their appreciation and encouragement to team members. Autocratic Leadership Autocratic leaders insist on doing it all themselves. They have all the power, make all the decisions, and dont often tell anyone else about what theyre doing. An autocratic leader often maintains their authority by force, intimidation, threats, reward and punishment, or position. Although they may or may not have a clear vision, and may or may not be steering the organization in the right direction, they are not concerned with whether anyone else agrees with what them or not. One positive with autocratic leadership is that it allows quick decision-making, and eliminates arguments over how and why things get done. On the negative it may reduce the likelihood of getting a range of different ideas from different people, and can make people feel as though they are being treated badly, or as if they dont matter. If, as is often true, the leader is concerned with his own power and status, hell be looking over his shoulder, and moving to squelch any opposition to him or his ideas and decisions. Innovation or the use of others ideas is only permissible if its part of the leaders plan. Effects on the organization. Autocratic leaders often leave fear and mistrust in their wake. Others in the organization tend to copy their protection of their position, and their distrust of others ideas and motives. Often, autocratically -led organizations are not particularly supportive of personal relationships, but much more keyed to chain-of-command. Everyone has her own sphere, and protects it at all costs. Communication tends to go in only one direction up as a result of which rumor can become the standard way of spreading news in the organization. At its best (and there are decent autocratic leaders see the box directly below ), autocratic leadership provides a stable and secure work environment and decisive, effective leadership. All too often, however, it can sacrifice initiative, new ideas, and the individual and group development of staff members for the predictability of a highly structured, hierarchical environment where everyone knows exactly what hes supposed to do, and follows orders without  question. Although the above paints a pretty bleak picture, many autocratic leaders are not hated and feared, but rather esteemed, and even loved. It depends on their own personalities like anyone else, they can be nice people, or highly charismatic, or even willing to listen to and act on others ideas on the organization itself (in the military, most soldiers want someone firmly in charge), on the quality of their decisions, and on the needs of the people they lead. If theyre generally decent and not abusive, make good deci sions for the organization, and fulfil the parent-figure or authority -figure image that most people in the organization are looking for, they can be both effective and well-respected. 2. Managerial. The leader who sees herself as a manager is concerned primarily with the running of the organization. Where its going is not at issue, as long as it gets there in good shape. She may pay attention to relationships with and among staff members, but only in the service of keeping things running smoothly. Depending upon the nature and stability of the organization, her main focus may be on funding, on strengthening the organizations systems and infrastructure (policies, positions, equipment, etc.), or on making sure day-to-day operations go well (including making sure that everyone is doing what hes supposed to). If shes efficient, a managerial leader will generally be on top of whats happening in the organization. Depending on the size of the organization and her management level, shell have control of the budget, know the policies and procedures manual inside out, be aware of whos doing his job efficiently and whos not, and deal with issues quickly and firmly as they co me up. What she wont do is steer the organization. Vision isnt her business; maintaining the organization is. Effects on the organization. In general, a well-managed organization, regardless of its leadership style, is a reasonably pleasant place to work. Staff members don t have to worry about ambiguity, or about whether theyll get paid. As long as oversight is relatively civil no screaming at people, no setting staff members against one another things go along on an even keel. Good managers even try to foster friendly relationships with and among staff, because they make the organization work better. On the other hand, good management without a clear vision creates an organization with no sense of purpose. The organization may simply act to support the status quo, doing what it has always done in order to keep  things running smoothly. That attitude neither fosters passion in staff members, nor takes account of the changing needs (and they do change) of the target population or the community. The organization may do what it does efficiently and wellbut what it does may not be what it should be doing, and it wont be examining that possibility any time soon. Obviously, the leader of any organization as well as any other administrator has to be a manager at least some of the time. Many are in fact excellent managers, and keep the organization running smoothly on a number of levels. The issue here is the style that person adopts as a leader. If she sees management as her primary purpose, shes a managerial leader, and will have a very different slant on leadership than if her style is essentially democratic, for instance. 3. Democratic. A democratic leader understands that there is no organization without its people. He looks at his and others positions in terms of responsibilities rather than status, and often consults in decision-making. While he solicits, values, and takes into account others opinions, however, he sees the ultimate responsibility for decision-making as hi s own. He accepts that authority also means the buck stops with him. Although he sees the organization as a cooperative venture, he knows that he ultimately has to face the consequences of his decisions alone. Democratic leadership invites the participation of staff members and others, not only in decision-making, but in shaping the organizations vision. It allows everyone to express opinions about how things should be done, and where the organization should go. By bringing in everyones ideas, it enriches the organizations possibilities. But it still leaves the final decisions about what to do with those ideas in the hands of a single person. Some models of democratic leadership might put the responsibility in the hands of a small group a management team or executive committee rather than an individual. Effects on the organization. Democratic leadership, with its emphasis on equal status, can encourage friendships and good relationships throughout the organization. (In more hierarchical organizations, clerical staff and administrators are unlikely to socialize, for instance; in a democratically-led organization, such socialization often happens.) It helps people feel valued when their opinions are solicited, and even more so if those opinions are incorporated into a final decision or policy. What a democratic leadership doesnt necessarily do although it can is  establish staff ownership of the organization and its goals. Although everyone may be asked for ideas or opinions, not all of those are used or incorporated in the workings of the organization. If there is no real discussion of ideas, with a resulting general agreement, a sense of ownership is unlikely. Thus, democratic leadership may have some of the drawbacks of autocratic leadership a lack of buy-in without the advantages of quick and clear decision-making that comes with the elimination of consultation. 4. Collaborative. A collaborative leader tries to involve everyone in the organization in leadership. She is truly first among equals, in that she may initiate discussion, pinpoint problems or issues that need to be addressed, and keep track of the organization as a whole, rather than of one particular job. But decisions are made through a collaborative process of discussion, and some form of either majority or consensus agreement. Toward that end, a collaborative leader tries to foster trust and teamwork among the staff as a whole. A collaborative leader has to let go of the need for control or power or status if she is to be effective. Her goal is to foster the collaborative process, and to empower the group whether the staff and others involved in an organization, or the individuals and organizations participating in a community initiative to control the vision and the workings of the organization. She must trust that, if people have all the relevant information, theyll make good decisionsand she must make sure that they have that information, and provide the facilitation that assures those good decisions. Effects on the organization. Collaborative leadership comes as close as possible to ensuring that members of the organization buy into its vision and decisions, since they are directly involved in creating them. It comes closest to the goal of servant leadership explored in the previous section (Please see Chapter 13, Section 2: Servant Leadership: Accepting and Maintaining the Call of Service), and it also comes closest to reflecting the concepts of equality and empowerment included in the philosophy and miss ion of so many grass roots and community-based organizations. It thus removes much of the distrust that often exists between line staff and administrators. David Chrislip and Carl E. Larson, in Collaborative Leadership How Citizens and Civic Leaders Can Make a Difference, equate collaborative leadership not only with servant leadership, but with transformational (see below) and  facilitative leadership as well. They identify four characteristics of the collaborative leader: * Inspiring commitment and action. The collaborative leader helps people develop the vision and passion to start and maintain the work. * Leading as a peer problem solver. The collaborative leader facilitates problem solving by modeling and teaching a process, and by helping others bring their experience and ideas to bear. * Building broad-based involvement. The collaborative leader invites everyone concerned into an inclusive process. * Sustaining hope and participation. Reaching goals may take a long time. The collaborative leader both helps the group set interim goals so it can see progress, and, by example and in other ways, helps to maintain the passion and commitment to keep going when theres no end in sight. Collaborative leaders also generally foster close relationships among staff members, making for more communication and cross-fertilization in their work, and leading to more effective ways to accomplish the organizations goals. On the down side, management can be neglected in favor of building a collaborative organization. Even more to the point, collaborative decision-making can be excruciating. Depending upon the group, ideas can be talked to death, and insignificant disagreements about insignificant areas of policy can take hours to resolve. Collaborative decision-making can be democratic based on a majority vote after discussion or dependent on arriving at consensus, with a range of possibilities in between. Consensus decision-making is particularly difficult, in that it requires everyone to agree before a decision can be made. A single determined individual can derail the process indefinitely. Even at its best, a consensus process can take inordinate amounts of time, and try the patience of all involved. Its not impossible to employ, but it takes real commitment to the ideal of consensus, and enormous patience. In practice, true consensus decision-making is most often used in collective organizations, which are significantly different from collaborative ones, and often involve everyone in leadership. Another way of looking at leadership style A different view, popularized by James MacGregor Burns, contrasts two styles of leadership: transactional and transformational. Transactional leadership, as its name implies, views leadership as based on transactions  between leader and followers. The leader sees human relations as a series of transactions. Thus rewards, punishments, reciprocity, exchanges (economic, emotional, physical) and other such transactions are the basis of leadership. In simplest terms, I lead this organization by paying you and telling you what you need to do; you respond by doing what you need to do efficiently and well, and the organization will prosper. Transformational leadership looks at leadership differently. It sees a true leader as one who can distill the values and hopes and needs of followers into a vision, and then encourage and empower followers to pursue that vision. A transactional leader thinks of improvement or development as doing the same thing better: an organization that reaches more people, a company that makes more money. A transformational leader thinks about changing the world, even if only on a small scale. Combining the two views of leadership style These two ways of looking at leadership style are not mutually exclusive: in fact, its easier to look at leadership in the context of both. Assuming, as almost all leadership theorists do, that transformational is either better than, or a necessary addition to, transactional leadership, what elements go into creating a transformational leader? What styles are transformational leaders likely to employ, and how? Elements of transformational leadership The transformational leader conceives of leadership as helping people to create a common vision and then to pursue that vision until its realized. She elicits that vision from the needs and aspirations of others, gives it form, and sets it up as a goal to strive for. The vision is not hers: it is a shared vision that each person sees as his own. Martin Luther Kings overwhelming I Have A Dream speech derived its power not only from the beauty of his oratory, but from the fact that it crystallized the feelings of all those citizens, of all races, who believed that racism was a great wrong. In that speech, King spoke with the voices of the hundreds of thousands who stood before the Lincoln Memorial, and of millions of others who shared in his vision. That speech remains as the defining moment of the Civil Rights struggle, and defined King who had already proved his mettle in Birmingham and elsewhere as a transformational leader. The conception behind transformational leadership is thu s providing and working toward a  vision, but also has elements of empowerment, of taking care of people, and even of task orientation. The job of the transformational leader is not simply to provide inspiration and then disappear. It is to be there, day after day, convincing people that the vision is reachable, renewing their commitment, priming their enthusiasm. Transformational leaders work harder than anyone else, and, in the words of a spiritual, keep their eyes on the prize. The methods that transformational leaders might use to reach their goals can vary. Theyll virtually always include involving followers in the goal, as well as charisma, which comes, if not from personal characteristics, from the ability to put a mutual vision into words, and to move a group toward the realization of that vision. Transformational leaders may also use sharing power, setting an example, and/or persuasion to help move a group toward its goal. What style does all that imply? The managerial style is perhaps least appropriate to transformational leadership, since it pays no attention to vision. The autocratic pays little attention to the ideas of others, and is not generally congenial to the transformational leader. On the other hand, there was Hitler, who tapped into the deepest emotions of those he led, and voiced them in a frightening but highly effective way. There is no guarantee that a transformational leader will work for the betterment of humanity, although he may c ouch his vision in those terms. The intersection of the transformational and the autocratic is not impossible, but it usually has, at best, mixed results. Fidel Castro initiated and has maintained desperately-needed land, education, health, and other reforms in Cuba, for which he is still revered by much of the islands population. He also eliminated any vestige of political freedom, imprisoned and executed dissenters and political opponents, and was at least partially responsible for destroying much of Cubas economic base in the name of ideological purity. As with the four styles described earlier, there is no guarantee that either a transactional or transformational leader will be an effective one. The democratic and collaborative styles are both better possibilities for transformational leadership. Both allow for input from everyone, and both encourage participation in the realization of long-term goals. It can be difficult for a highly motivated, charismatic leader to operate in the collaborative mode, but it can also be tremendously satisfying. There is an argument to be made  that, because of the high degree of ownership of the vision in a collaboratively-run organization, the collaborative style could be the most successful for transformational leadership. As noted above, David Chrislip and Carl Larson actually see collaborative and transformational leadership as essentially the same.  and of course the leaders qualities and personal traits are a major factor, whether they are confident , inspirational, approachable, committed, knowledgeable, disciplined, open minded, responsible, positive, energising , trustworthy,

Solutions To Reduce Job Insecurity In Companies Management Essay

Solutions To Reduce Job Insecurity In Companies Management Essay Without endorsement, employees would feel that their company does not care about its staff and would therefore lack security. Thus, in this regard, this research attempts to evaluate the relevant staff motivation strategies to achieve organisational targets in employee satisfaction for their respective jobs. The organisational background presented several points that only accentuates and stresses the need for a study in determining solutions of job security for staff. As part of the possible conclusion of the study, this research only details the solutions to reduce job insecurity in companies, and retaining staff in order to meet target goals and quality improvements. The outcome of this report is limited only to the data collated from research papers and extracts on employee retention, human resource management (HRM), motivation and from primary data collected from the result of the questionnaire survey and interviews that were completed by other researchers. A descriptive research will be more valuable as it deals with everything that can be counted and studied but also uses a quantitative approach which will be practical for quantifying employee relationships between factors affecting job security. Table of contents Introductionà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..3 Problem statementà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦4 Aims and Objectivesà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦5 Research Methodologyà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦6 Benefits of the researchà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦8 Time planà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦.9 Budget analysisà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..10 Referencesà ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦..11 Introduction Job insecurity is a situation in which employees lack the assurance that their jobs will remain safe. It is an employees conviction that his or her job is irresolute and may come to an end sooner than predicted. From what has been conceived and inferred, it is clear that this sentiment is upsetting to employees, given the prospect of losing the positive material, social, and psychological benefits associated with employment (De Witte, 1999). Research into the matter has provided reliable evidence across firms, industries, and countries that job insecurity is associated with negative employee attitudes, behaviors but also health. Are you structurally unemployed, fractionally unemployed, or out of a job?(Colossi, 1989). Decrease in workforce, lay-offs, downsizing, rightsizing, and restructure- all of these are terms currently being used to describe the hard work of organisations to decrease overheads and to obtain or regain a competitive advantage. How the elementary change of job security to job insecurity affects employees, is a concern for policy makers and researchers. This study observes factors involved in job insecurity and how they affect employees in terms of personal feelings and future employability. The Main effects of job insecurity are: Its been heard many times that life and work should be kept in harmony and balance but when work takes over life, it is easy to resent it and lose a sense of perception: Suddenly everything about life itself is clouded with pessimism. Job insecurity is linked to health problems and this has been examined in many studies. Stress, anxiety, psychological problems and depression, mental problem and emotional collapse can all be considered as the products of this scenario and mind frame. Job insecurity is causing poor health, anxieties and stress though it is worth noting that it is not the sole contributing factor to these. They are also caused by many other circumstances, including threat of job loss, changes in job description, added responsibilities because of dismissal of co worker, forced relocation and loss of potential for promotion. Problem statement In the past, individual employees believed that they had job security in return for their fidelity, though now, they have no guaranteed career paths or long term employment. Employability has become the new philosophy in the business nowadays, replacing patronizing sentiments and job insecurity.(waterman et al, 1994) Survivors and victims of downsizing experience fear, uncertainty, insecurity, distrust, and hatred as well as emotions typical of misery ; rage, disagreement and lack of confidence. These feelings affect employees not only in their work environment but also in their private lives. These particular emotions are the neither healthy nor productive in their workplace (noer, 1993; keichel III, 1994). In the wake of downsizing, retained employees are expected to restructure and re-organise work processes, be decision makers, be collaborative and team players but also become more customer focused (henoff, 1994; Huey, 1993). Unsurprisingly, international organisations report tha t stress is ubiquitous and combined with low confidence, as employees deal with increasing workloads, their reactions to organisational situations cause continuity to be threatened. Staff, employees or workers are fuels of every organisation. Without them, the organisation cannot function. They complete every essential tasks for the proliferation of the organisation. Employees are expected to ensure that various tasks are being given focus and that the business operations function with ease. Thus, employees should be valued and taken care of. Employees with incomparable skills are hard to find and sometimes it takes a lot of resource just to find one. Employees should also be valued for their principles and loyalty to their employer. Without motivation, employees would be less enthusiastic to give their best and would rather be an idler. Motivation or empowerment of staff is crucial for their retention (Computing Research Association, 1999). Without empowerment, staff would feel tha t their employer does not value them. Aims Objectives The main objective of the research is to ascertain the different characteristics of job insecurity and the relationship between the various factors affecting performance of staff. This methodical research is very much centered on identification of these so called factors. The other important feature of the research with regards to performance are also analysed in this research. The following are the other main objectives of the research; What are the main factors affecting the job insecurity towards employees? Do external and internal factors affect job security towards employees? Do the systems processes influence the job insecurity to the employees? Are the staff pleased with the environment of the workplace? Are there any problems with staff retention? Are there any factors which affect the morale in order to improve their motivation? Are there other factors which are leading to this trend in the other organisations? Research Methodology Research Design Brief description This part of the proposal talks about the methods that have been used for the research.  Ã‚  It describes the steps that should be taken in order to complete the study.  Ã‚  There are steps that include the procedure of the collation for the data that is needed in the delivery and completion of the research.  It also presents the approach in which these data will be used and integrated in the study but at the same time, details how the research proceeds to come up with the aims and objectives in order to reach to the final conclusion. In retrospect to the objectives of the study, the latter intends to determine the different aspects of job insecurity for employees. In order to identify the opinions of such employees, the studys methodology was focused on gathering both primary and secondary data through related research literature and the survey as well as interview materials. The immediate research methodology in mind is the descriptive research design.  The research is taken from different data sources that is vital in analysing the level of satisfaction issues associated with job insecurity performance standards for the subject employees. In order to produce relevant findings and provide reliable recommendations, this study uses two sources of research: primary and secondary.  Ã‚  Primary research data is obtained through fresh research study: questionnaire surveys and in-depth interviews. On the other hand, the secondary research data is found from previous studies on the same topic.  In order to come to the main issue of how to gather the necessary data for the research questions and objectives, important layers should be first be stripped. With the said process, the researcher is able to make an outline on what measures are most suitable to be applied in the study. Qualitative or Quantitative Approach The research described is based basically on both qualitative and  quantitative  research methods. This allows a flexible and iterative approach. During data collection, the choice and design of methods are constantly changed, based on ongoing analysis. This allows investigation of important new points and questions as they happen but also permits the researchers to remove unproductive sections of research from the original plan. Basically, quantitative method is compatible with this study because it allows the research problem to be conducted in a very specific and set terms (Frankfort-Nachmias and Nachmias, 1992). Besides, quantitative research clearly and specifically represents both the independent and the dependent variables under investigation (Matveev, 2002). Finally, it achieves high levels of consistency of gathered data due to i.e. controlled observations, mass surveys or other form of research manipulations (Balsley, 1990). The research should be based on surveys and statistical treatments, and therefore the quantitative approach fits well with this. On the other hand qualitative researchers study things in their natural ways, attempting to make sense of, or deduce phenomena in terms of the meanings people bring to them. Accordingly, qualitative researchers arrange a wide range of interrelated methods, hoping always to obtain a better fix on the topic matter at hand.   From this procedure, meaning is produced. However, because views differ with the individual, varied meanings are entirely plausible. With this particular study, the researcher used  both documentary secondary data  in the form of articles from books, journals, magazines and newspapers that are normally about corporate culture and quality service along with survey-based secondary data. Sampling / population The general population consists of staff from several different independent companies. Subjects are also interviewed independently from their HR managers. Respondents are probed for the current status of job insecurity factors among peers and the performance of their organisation. Basically,  Guilford, J.P. and B. Fruchter (1973), initiated that it is advisable to use the Slovins formula in choosing sample sizes, which has been implemented in this instance. The formula is as follows: Where:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  n = a sample size  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   N= population size e= desired margin of error (percent allowance for non-precision because of the use of the sample instead of the population).   Benefits of the research According to a recent report from the Society for Human Resource Management, employees consider benefits and job security as the two of the key aspects that provide overall job satisfaction. Job insecurity has an impact not only for employees but also the performance of the employer and its organisation. Subsequently, it can be said that the research will be both beneficial for companies and employees. We will then be able to distinguish the factors affecting job insecurity and the ensuing solutions and preventative methods to avoid this condition. Furthermore, employees families and other surrounding are affected too as this is due to health problems and imbalance lifestyles. Consequently, the aforementioned families will be part of the beneficiaries as well. Time plan Budget analysis Time of project Human resources- research assistance -field and technical support. Research expenses: printing of tools, Field expenses Meetings/consultations for research Printing of the report Capital- computers/setting up office/software for data analysis Overheads electricity, rent, and so on Expenditure Estimated Cost (Rs) Printing of research proposal 61 Transport expenses 350 Expenses of magazines, books for research. 1500 Binding cost 60 Questionnaire (Quantity = 100) 202 Total cost of 5950

Effect of temperature on raction rate :: essays research papers

Effect of temperature on RXN rate Factors affecting rate of reaction: Surface area – as we increase surface area, we increase the reaction rate. The more the collisions the faster the reaction. Concentration – as we increase concentration we increase the reaction rate. In reaction with between gases, increasing the pressure, increase the reaction rate. Temperature –  Ã‚  Ã‚  Ã‚  Ã‚  as we increase the temperature, we increase the reaction rate. Raising the temperature makes particles collide more often in a certain time, and makes it more likely that collision results in a reaction. Catalyst -  Ã‚  Ã‚  Ã‚  Ã‚  catalyst is a substance, which speed up a chemical reaction. At the end of the reaction the catalyst is chemically unchanged. Aim: Effect of temperature on rate of reaction. Hypothesis: I predict that the rate of reaction will increase in speed by increasing the temperature, because Raising the temperature makes particles collide more often in a certain time, and makes it more likely that collision results in a reaction. Apparatus required: 1)  Ã‚  Ã‚  Ã‚  Ã‚  4 conical flasks 2)  Ã‚  Ã‚  Ã‚  Ã‚  An amount of HCl 3)  Ã‚  Ã‚  Ã‚  Ã‚  An amount of Na2S2O3 4)  Ã‚  Ã‚  Ã‚  Ã‚  Timer (stop-watch) 5)  Ã‚  Ã‚  Ã‚  Ã‚  A tile with a mark (X) on it 6)  Ã‚  Ã‚  Ã‚  Ã‚  2 measuring cylinders 7)  Ã‚  Ã‚  Ã‚  Ã‚  1 empty beaker Procedure: 2-  Ã‚  Ã‚  Ã‚  Ã‚  Use 20cm3 of water with 30cm3 of HCl 3-  Ã‚  Ã‚  Ã‚  Ã‚  Add the solution to 30cm3 of Na2S2O3 4-  Ã‚  Ã‚  Ã‚  Ã‚  Put a conical flask on a tile with a mark (X) on it. 5-  Ã‚  Ã‚  Ã‚  Ã‚  Put the first solution in the flask. 6-  Ã‚  Ã‚  Ã‚  Ã‚  Put the flask in a water bath at a controlled temperature of 30 ºC. 7-  Ã‚  Ã‚  Ã‚  Ã‚  Quickly add the second solution and start timing 8-  Ã‚  Ã‚  Ã‚  Ã‚  Stop timing when you can no longer see the mark (X) on the tile. 9-  Ã‚  Ã‚  Ã‚  Ã‚  Repeat steps 1 to 4 but using a different temperature each time. 10-  Ã‚  Ã‚  Ã‚  Ã‚  The final time use the same amount but at 70 ºC. Fair test: Changing Variable:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Temperature ( ºC) Constant Variables   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Amount, and concentration of HCl, and Na2S2O3 Results:   Ã‚  Ã‚  Ã‚  Ã‚   Temperature/ ºC  Ã‚  Ã‚  Ã‚  Ã‚  Time/sec 20  Ã‚  Ã‚  Ã‚  Ã‚  28 25  Ã‚  Ã‚  Ã‚  Ã‚  27 30  Ã‚  Ã‚  Ã‚  Ã‚  22 35  Ã‚  Ã‚  Ã‚  Ã‚  20 40  Ã‚  Ã‚  Ã‚  Ã‚  16 45  Ã‚  Ã‚  Ã‚  Ã‚  13 50  Ã‚  Ã‚  Ã‚  Ã‚  7   Ã‚  Ã‚  Ã‚  Ã‚   Conclusion: From my results I have concluded that temperature has a great affect on the reaction rate of HCl and Na2S2O3, because as we see from he graph the slope is increasing gradually, this is because increasing the temperature makes particles collide more often in a certain time and makes it more likely that a collision will result in a reaction. Because there are more effective collisions, temperature has a great affect on reaction rate, if you raise the temperature by 10 ºC the time will decrease by nearly 6 seconds indicating the increase in speed of the reaction.

Essay --

Doctor John Parker Hammond is Scottish venture capitalist who develops a park on an island where dinosaurs can be brought back to life, through the miracles of science. He does this for the entertainment, and profit, of the people. However, the dinosaurs escape to bring terror upon those on the island, themselves, and the island itself. It is made very clear from the first scene that Jurassic Park is a commentary on global market capitalism. It both drives the story and its central complication. Capital is a resource gained through a good or service, which can be used to create more goods or services, not always ending up to be money. These things could act like money or create money. For Hammond, the park is a capital, being that he hopes to profit in some way financially from it. Hammond makes it clear throughout the film that they've â€Å"spared no expense,† in getting the park up and ready for the public. He is now made aware of the dangers of the park, due to one of his employees being killed by one of the dinosaurs. This worker is made a product of and subject to capital as an enemy from the start. When there were complications with one of the dinosaur containment units, the investors of InGen become scared off. Hammond decides to venture off to find Genarro, a lawyer, and three experts. He suggest to host these people, so they could sign off on the safety of the park, because it is a risky opportunity for investors. Doctors Grant and Satler have been very hesitant to take Hammond up on his offer. They discuss how they'd like to focus on their work. Recently, a full diplodocus skeleton was sold for over $650,000, according to BBC.co.uk. These doctors have just discovered what could possibly be the biggest find they've eve... ...such as a home loan, or perhaps creating an island filled with dinosaurs. Perhaps Jurassic park wasn't meant to be a complete commentary on consumerism and capitalism, but it was anyway. If we look at each character's intentions, we'll see that each played part in a greater idea that might possibly be a symbol for the economic system as a whole. John Hammond represents the fat-cat big business type that has an end game of profit and succession. Doctors Grant and Salter are the endorsers of the product. Malcolm is the curious consumer that doesn't fall into the obvious ploys of the fat cats and offers up an array of questions. Hammond's grandchildren are the innocent children of the market, observing and letting others be the first to grab. The characters behave in the ways the market requires them to in order to succeed. We, as consumers also behave the same way. Essay -- Doctor John Parker Hammond is Scottish venture capitalist who develops a park on an island where dinosaurs can be brought back to life, through the miracles of science. He does this for the entertainment, and profit, of the people. However, the dinosaurs escape to bring terror upon those on the island, themselves, and the island itself. It is made very clear from the first scene that Jurassic Park is a commentary on global market capitalism. It both drives the story and its central complication. Capital is a resource gained through a good or service, which can be used to create more goods or services, not always ending up to be money. These things could act like money or create money. For Hammond, the park is a capital, being that he hopes to profit in some way financially from it. Hammond makes it clear throughout the film that they've â€Å"spared no expense,† in getting the park up and ready for the public. He is now made aware of the dangers of the park, due to one of his employees being killed by one of the dinosaurs. This worker is made a product of and subject to capital as an enemy from the start. When there were complications with one of the dinosaur containment units, the investors of InGen become scared off. Hammond decides to venture off to find Genarro, a lawyer, and three experts. He suggest to host these people, so they could sign off on the safety of the park, because it is a risky opportunity for investors. Doctors Grant and Satler have been very hesitant to take Hammond up on his offer. They discuss how they'd like to focus on their work. Recently, a full diplodocus skeleton was sold for over $650,000, according to BBC.co.uk. These doctors have just discovered what could possibly be the biggest find they've eve... ...such as a home loan, or perhaps creating an island filled with dinosaurs. Perhaps Jurassic park wasn't meant to be a complete commentary on consumerism and capitalism, but it was anyway. If we look at each character's intentions, we'll see that each played part in a greater idea that might possibly be a symbol for the economic system as a whole. John Hammond represents the fat-cat big business type that has an end game of profit and succession. Doctors Grant and Salter are the endorsers of the product. Malcolm is the curious consumer that doesn't fall into the obvious ploys of the fat cats and offers up an array of questions. Hammond's grandchildren are the innocent children of the market, observing and letting others be the first to grab. The characters behave in the ways the market requires them to in order to succeed. We, as consumers also behave the same way.

The Character of O-lan in Pearl S. Bucks The Good Earth :: Pearl Buck Good Earth Essays

The Character of O-lan in Pearl S. Buck's The Good Earth    Pearl S. Buck's The Good Earth depicts the journey of a Chinese farmer and his family in the early twentieth century. It begins with the protagonist, Wang Lung, marrying a servant, O-lan, from a neighboring rich house. They start a family in their small country town, and endure grueling times, including droughts, floods, and war. Wang Lung and O-lan work as hard as horses to ensure their family's survival. The family's persistence finally prevails, and the land eventually produces great riches. O-lan plays a considerable role in the success of the family. Buck portrays O-lan as a resourceful and reliable woman.    O-lan is very knowledgeable and draws on past experiences. She is a skilled cook because she worked in the kitchens as slave. When O-lan first arrives at Wang Lung's house, she prepares a deliciously cooked meal. In response to Wang Lung's questions of her dexterity, she blandly replies, I have been kitchen slave since I went into the House of Hwang. There were meats at every meal (22). Wang Lung received many compliments from his family and friends for O-lan's dinner. She is familiar with the preparation many different kinds of food, such as corn cobs, meats, and other varied foods.    O-lan is an experienced beggar. This skill was used in a critical time. The family was forced to face many adversities during the drought. Wang-Lung and O-lan reluctantly decided to move to a southern city to escape starvation. O-lan used her childhood begging talents to assist the family in surviving the dilemmas of the city. She knew who to plead to, where to beg, and most importantly, taught the other children to beg.

Social Consequences of Industrialisation in Britain

In this report I am going to discuss the social consequences of industrialisation in Britain between 1800- and 1850. I will analyse the trends in population movements from rural settings to the city and discuss their causes. I will also discuss social structures of the time and explain how they were affected by industrialisation. I will analyse wealth in regards to distribution amongst the classes and how they differed.Lastly I will discuss such social conditions as living and working conditions, health and sanitation, law and order and education and reforms and laws which were set up as a means of trying to better people’s lives. Introduction Poverty was a concept that people in Britain in the Victorian age struggled with. Were the destitute victims of circumstances, idle and work shy or the victims of industrialisation?There was also the question of who should be responsible for the poor, should society take care of them or as many believed should they simply be left to thei r own devices? The hymn ‘All things bright and beautiful show a typical view on poverty; ‘The rich man in his castle, The poor man at his gate, God made them high and lowly, And ordered their estate. ’ With the onset of industrialisation and population shift, people began to question their place in society and anticipate whether they could indeed change this. Population migrationThe reasons for migration from the country to the city during the 18th and 19th centuries is mainly threefold, for one the population in the country began to grow, this is attributed to the drop in infant mortality rate and the surplus in births over deaths, secondly the invention of farm enhancing methods drastically reduced the need for an agricultural workforce, that, in conjunction with the development of large mass producing factories within the cities drew people away as there was more employment opportunity.Lastly, the north became a hub for large scale industrialisation as it was i n abundance with raw materials such as coal and iron which fuelled the rate of growth, while the south was the bread basket of the country. The population of northern cities such a Manchester grew from 25,000 in l772 to 303,000 by l850. By 1850, Britain was the only country in the world to have a larger urban population than rural. Social and occupational structure At the beginning of the 19th century, British population was very much ranked in classes; this was a way of assessing ones wealth and developing a social structure.The land owners and nobility were at the top of this structure, these people were the ones in change of the county. This power derived from the fact that only the wealthy land owners were permitted to vote therefore they would only permit laws which benefited themselves. With the rise of industrialization a new ‘middle class’ was born. This was usually wealthy merchants who had invested in factories and become very rich. They were not however alway s land owners and therefore unable to vote.The mill owners began to feel they deserved the right to vote. They indeed paid taxes and contributed heavily to the economy and in many cases were far wealthier than the blue blood land owners. The Whigs saw the middle classes push for the vote as a way to gain power, they knew if they could get a reformation on voting passed they would gain masses of support from the middle class. The Tories however resisted this. After the Whigs came to power in 1830, they tried several times to pass a reformation act, which the Tories repeatedly blocked.This was only passed when Earl Grey appealed directly to the king, who agreed to create more Whig lords. This did not please the Tory lords who then gave in and agreed to pass the Reformation Act. The working class where unaffected by this reformation in voting and began pushing for power and began organising trade unions to stand up for their rights against employers. The employers however banned groups of workers congregating in order to prevent them from rising up. Distribution of wealth Workers at this time were treated very badly, there were no laws specifying working times or wages.Meaning employers could pay as little as they wanted and workers were usually expected to work up to 19 hours per day 6 days a week. Work conditions were usually dangerous and accidents could easily happen. Despite these bad conditions however workers had little choice but to put up with them as work was hard to come by and there were often long lines of unemployed people queuing for their jobs. Many woman and children as young as 3 were employed in the factories until 1819 Cotton Mills act was passed preventing children under 9 from working and children under 16 from working more then 12 hours.Due to this exploitation of workers, the mill owners became fabulously wealthy. In addition to exploiting their workers, areas such as the textile trade imported cheap raw materials and sold them on for a la rge profit. Life in industrial cities Law and order Due to the poverty of many crime rates soared in the 19th century, in 1800 75% of these were petty thefts such as pick pocketing many of these were children, this is explored in Dickens’s Oliver twist, with his depiction of Fagin’s gang of pickpockets.Many people were also involved in marches as a way as campaigning for their rights and gaining fairer wages /wanting the right to vote and actions such as the luddites revolt. The judicial system of the time was varied and punishments such as prison, hanging and deportation was given out. In 1829 the Metropolitan Police were set up and in 1835 towns were allowed to set up their own police force. Education Before 1870, there was no standardised way of educating children in Britain; there was no Free State education until 1891.Prior to this the majority of children receiving education were those of the wealthy they were often educated at home by nannies. Once the boys were old enough (around 10/11) they would be sent to public school i. e. Eaton then progress to law school or become doctors. . Children of the poor were sent out to work when they were deemed old enough, education was not as important as earning a wage. However with the poor law amendment act, children entering the workhouse were also to receive education. Living conditions:Due to the rate of urban expansion houses were built quickly and were of poor quality, with areas often being referred to as ‘slums’. There was often housing shortages which resulted in cramped living spaces were whole families often lived in one room. ‘Hideous slums, some of them acres wide, some no more than crannies of obscure misery, make up a substantial part of the, metropolis †¦ In big, once handsome houses, thirty or more people of all ages may inhabit a single room’ Due to the high rent charges imposed by landlords and the growing demand for jobs many people became homeless an d ived on the streets. The streets were frightening places and this poverty and destitution gave rise to such social problems as alcoholism and prostitution as a way of escaping and making ends meet. Health conditions These cramp conditions also meant little to no sanitation which lead on to the spread of disease such as cholera, typhoid ad smallpox. In an article in 1849, author Henry Mayhew wrote how a ditch ran through the streets of London into which sewage emptied from this ditch the people would also drink. As we gazed in horror at it, we saw drains and sewers emptying their filthy contents into it; we saw a whole tier of doorless privies in the open road, common to men and women built over it; we heard bucket after bucket of filth splash into it’ Bad health for the poor can also be attributed to the corn law of 1804, in that the landowners imposed taxes on imported corn to protect their profits, thus making the price of bread, a staple of the poor mans diet, far more e xpensive. This in conjunction with a bad harvest in 1816 meant prices became higher still.Edwin Chadwick was a huge influence on the development of sanitation when he published ‘The Chadwick Report’ The Chadwick report In 1837, there were epidemics of influenza and typhoid. Edwin Chadwick was asked to compile a report looking at the living conditions of the poor. He conducted his report between 1839 and 1841. In his report he argued that disease was a direct result of poor sanitary conditions, concluding that reform must be made. In 1848 the ‘Public Health Act’ was passed. This act ensured that water and sewage supplies were clean as well as cleaning the streets and refuse collection was introduced.Chadwick was appointed Sanitation Commissioner and also president of the association of public sanitary inspectors in 1884. During his time in these roles he argued ways public health could be improved. These included the availability of fresh, clean water, water closets in every house and a sewage network which disposed of waste far away from inhabited areas. The old poor law The old poor law was introduced in 1601 and gave help to any poor person within the parish be it through monetary means, medical or the giving of food. This relief was paid for via poor rate, which was paid by local taxes.By 1832, the country was paying ? 7 million per anum to the able bodied poor and topping up low wages, something which the wealthy disagreed with. They argued that this encouraged laziness as a man knew he could work less and receive the same amount of money. They also argued it would have a negative effect on labouring, thus plunging the country into poverty. In 1834 a report was commissioned into bettering the welfare of the poor and reducing the government’s expenditure. The findings of this report lead onto the reform of the poor law. The poor law amendment act 1834Under this new act, the parishes were grouped into unions and each union wa s to build a workhouse. The unions were prevented from giving outside help to the poor and help was only accessible to those willing to give up their homes and enter the workhouses. The workhouses were deemed the ultimate humiliation to the poor and was meant to act as a deterrent to the able bodied poor. Conditions inside the workhouses were purposely bad and families were split up and sent to different living quarters. They were fed on basic food rations and children received education within the workhouses in exchange for several hours of daily manual labour.The workhouses were very unpopular and not all people agreed with the poor law. Richard Oastler referred to the workhouses as ‘prisons’ and several workhouses such as Andover Workhouse were published in the media for their horrific conditions. Charles dickens also sympathised with the poor stating in his novels that individuals in the workhouse were treated worse than criminals. ‘we have come to this absurd , this dangerous, this monstrous pass, that the dishonest felon is, in respect of cleanliness, order, diet, and accommodation, better provided for, and taken care of, than the honest pauper. Due to this the government set strict rules for the running of the workhouse. They were not always followed however. Conclusion It is evident that this period of history had a profound and ever-changing effect on the society of Britain, which can still be seen today. Many people suffered, sacrificed and fought for the rights to change their circumstances. New innovations and developments meant Britain became an industrial giant, and one of the wealthiest countries of its time. As well as a positive effect, like all things, there is also a negative. For the vast wealth created there were those who were exploited and became destitute.It can be argued however that this was necessary and without the suffering, progression would not have been possible. —————— ————————– [ 1 ]. C. Alexander 1848 [ 2 ]. Early Victorian Britain, J. F. C Harrison, Fontana press, London, 1988, Page 18 [ 3 ]. http://www. flowofhistory. com/units/eme/17/fc113 retrieved 20/01/12 [ 4 ]. http://www. spartacus. schoolnet. co. uk/Pwhigs. htm, retrieved 1/12/11 [ 5 ]. Early Victorian Britain, J. F. C Harrison, Fontana press, London, 1988, Page 39 [ 6 ]. Summary of the duties of a justice of the peace out of sessions, H Pye, J Butterworth and sons 1827, Page 43 [ 7 ]. ttp://vcp. e2bn. org/teachers/11466-timeline. html retrieved 28/1/12 [ 8 ]. http://www. bbc. co. uk/history/trail/victorian_britain/education_health/laissez_faire_07. shtml retrieved 28/1/12 [ 9 ]. The Victorian underworld, K Chesney, Penguin books, 1991 [ 10 ]. http://www. hiddenlives. org. uk/articles/poverty. html retrieved 28/1/12 [ 11 ]. http://www. spartacus. schoolnet. co. uk/PRcorn. htm retrieved 28/1/12 [ 12 ]. Edwin Chadwick, Poor la w and public health, R Watson, Longman group limited, England, 1990, page 6-15 [ 13 ]. A Christmas carol, C Dickens, Broadveiw press, 2003 page 204.

Competitive Advantage †Microsoft Case Essay

When trying to spill the beans of MS’s success, the titles of two books from Bill Gates slip into my mind. They are â€Å"The Road Ahead† and â€Å"Business @ the speed of thought†, which I would translate into â€Å"Direction† and â€Å"Speed† and could be the reason for MS’s success – be good at setting strategy and adapting to the changes. However, to reframe them within the context of Modern Competitive Strategy, the reasons for MS’s success are to create and maintain its modern COMPETITIVE ADVANTAGES. With the analysis of it competitive advantages, MS’s profitability was more rely on its ability to DEFEND its market position rather than to create. To put it another way, the usage of MS’s resources and capabilities can be better understood in light of isolating mechanisms. On one hand, MS focus on increasing customer retention. Software is an experience good. It can be tell exactly from the name – Windows XP – where XP is short for experience. For an experience good, the search costs, training cost and learning cost are high, which in turn help to increase customer retention. Here is a classic example. In 1998, Bill Gates gave his speech at Washington University and talk about piracy in China, and he said: â€Å"About 3 million computers get sold every year in China, but people don’t pay for the software. Someday they will, though. As long as they are going to steal it, we want them to steal ours. They’ll get sort of addicted, and then we’ll somehow figure out how to collect sometime in the next decade.† For the same reason, MS bundled Office Suite, expanded server platforms, and gave many stuffs/features for free like IE and Media Player. We can expect the adding to the list will grow on and on. Its broad scope of products and global presence also helped MS to increase customer retention. On the other hand, MS defend its market position fiercely. A typical tactic used by MS is the prohibitive development cost. For example, it spent $2 billion alone in 2001 for its .net platform. When MS identifies a potential threat, it react with all of it resources and capabilities to compete with. Through advance technology, enticement OEM manufactures, or even giving for free, it won battles over Office Suite, OS, Internet browser and media player. As a result, MS stands above its competitors and reaps its profit like printing money. For example, while application software price dropped by an average of 8.9% at 1989, MS could raise its OS price. While WordPerfect was priced at $79, MS charged $249 for upgrades of Office 2000. The challenges MS faced somehow derived from its own marketing activities. The antitrust litigation is a warning for its aggressive assault on its competitors. In general, Microsoft should keep focus on defending its market positions, using its resources and capabilities cautiously and smartly. Its isolation mechanisms could be enhanced by strategies like product development and acquisition, platform integration, user and channel enticement, all happen at prohibitive cost.