Whistleblowers Essay Example | Topics and Well Written Essays - 500 words

Whistleblowers - Essay Example sible member of the Littlebury community in which I have lived all my life, it is imperative for me to report the health and safety lapses on the part of Wooden to the concerned statutory bodies. 2) In case I choose not to report the situation, it will be because Wooden is a source of livelihood to a majority of the people in Littlebury. Any legal or statutory action leading to the closure of wooden will jeopardize the livelihood of many people at Littlebury, most of who are either known to me or are related to me. Also, I have worked for 10 years at Wooden. Being a senior and loyal employee, I feel that I do enjoy a measure of intimacy with the top management and can convince them to ameliorate the situation at the earliest. 3) My reporting the health and safety lapses at Wooden could perhaps end up saving the lives of many of my friends and colleagues. Besides, once the situation at Wooden is brought to the attention of a statutory body like Occupational Safety and Health Administration (OSHA), the organization may take the appropriate measures to improve the health and safety scenario at Wooden. This will certainly better the things for all the employees serving at Wooden. 4) My failure to report the health and safety lapses at Wooden could result in debilitating and dangerous consequences in both a long term and short term perspective. The abundance of wood dust at Wooden’s premises could seriously jeopardize the health of many of my co-workers in a long term perspective. Also, as Karen has reported sparks at her work station, going by the fact that wood dust is highly inflammable, this could certainly lead to a serious accident that may put to risk the life and well being of many of the employees serving Wooden and the town residents. 5) In a technical context, a whistleblower is a person serving as an employee at a government organization or at a private agency who chooses to disclose the wrongdoing, mismanagement, corruption, or illegality at one’s

Lorraine Hansberrys A Raisin In The Sun - Mama as the Ideal Mother Es

Mama as the Ideal Mother in A Raisin in the Sun      Ã‚  Ã‚   W. S. Ross once said â€Å"The hand that rocks the cradle is the hand that rules the world.†Ã‚   As simple as this quip may sound, its complex implications are amplified through the life of every person born since the beginning of humanity. What attribute makes a mother such an extraordinary influence over her young? One such attribute is the ability to nurture. Beyond the normal challenges of cooking, cleaning, schooling, singing, feeding, and changing is the motivation by which such sacrifices are made possible. One cannot raise a child without mutual respect. Emotion and anxiety must drive her instincts. Her ability to foster is only heightened by minute personal imperfections and overwhelming responsibility that lead to a lack of confidence. Yet the prevailing characteristic that separates a ‘birth giver’ from a ‘mother’ is the unconditional, undying, and at times underestimated love for her child. To be a mother in the purest sense, she must embrace this notion of nurture.      Ã‚  Ã‚  Ã‚  Ã‚   Respect is one of the most sought after elements of society second only to money. Some must have it. Others need to command it. Without it hearts filled with dreams shrivel up like â€Å"a raisin in the sun†(1730). An example of such a circumstance is observed with the character Walter Lee Younger. He is the son of Lena Younger in the play A Raisin in the Sun by Lorraine Hansberry. Walter is caught up with his dream to lead his family out of the ghetto by opening a liquor store (1736). He hopes to do so with an insurance settlement his mother will receive due to the death of her husband (1741).   Mama (Lena Younger) is opposed to the idea because of religious beliefs(1740). Walter then becomes li... ...ild. In the play, A Raisin in the Sun, by Lorraine Hansberry, Mama proves time and again that she is indeed an ideal mother.    Works Cited Brooks, Gwendolyn. â€Å"The Mother.† The Bedford Introduction to Literature. Ed. Michael Myer. New York: Bedford/St. Martin’s, 1999. 1081. Hadas, Rachel. â€Å"The Red Hat.† The Bedford Introduction to Literature. Ed. Michael Myer. New York: Bedford/St. Martin’s, 1999. 864-865. Hansberry, Lorraine. â€Å"A Raisin in the Sun.† The Bedford Introduction to Literature. Ed. Michael Myer. New York: Bedford/St. Martin’s, 1999. 1730-1793. Knight, Etheridge. â€Å"A Watts Mother Mourns While Boiling Beans.† The Bedford Introduction to Literature. Ed. Michael Meyer. 4th ed.   Boston: Bedford/St. Martin's, 1996. 972 Ross, W.S. . 1, Feb. 1998. Carolyn’s Universe  

Functions of Management Essay

This seminar would not have been possible without the assistance of a number of eminent persons. First of all I thank God almighty for blessing this venture and finish successfully. I express my sincere thanks to Head of the Department, MBA Narayanaguru College Of Engineering,Chennai for his encouragement and support for the successful completion for this seminar. I also express my sincere gratitude to my guide, for the kind assistance, supervision, encouragement and constructive criticism, which gave me constant support amidst of her busy schedule throughout my seminar work. I also express my wholehearted gratitude to all my classmates who have co-operated and supported for doing this seminar. I also thank my family members for their loving support. I extend my sincere thanks and gratitude once again to all those who helped me to make this undertaking a success. INTRODUCTION Management is a universal phenomenon. It is a very popular and widely used term. All organizations – business, political, cultural or social are involved in management because it is the management which helps and directs the various efforts towards a definite purpose. According to Harold Koontz, â€Å"Management is an art of getting things done through and with the people in formally organized groups. It is an art of creating an environment in which people can perform and individuals and can co-operate towards attainment of group goals†. According to F. W. Taylor, â€Å"Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way†. Management is a purposive activity. It is something that directs group efforts towards the attainment of certain pre – determined goals. It is the process of working with and through others to effectively achieve the goals of the organization, by efficiently using limited resources in the changing world. Of course, these goals may vary from one enterprise to another. E. g. : For one enterprise it may be launching of new products by conducting market surveys and for other it may be profit maximization by minimizing cost. Management is often included as a factor of production along with‚ machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More (1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization’sresources in order to achieve the objectives of that policy Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources. One of the first persons to sit down and try to work out what managers do (and what they should do) was a Frenchman called Henri Fayol. Fayol was a mining engineer who became the managing director of an ailing coal mining firm and turned it into a highly successful coal and steel business. All this took place between 1888 and 1918, when he retired. In 1916, after many years of thinking about the job of the manager, he published a small book called General and Industrial Management. Henry Fayol was years ahead of his time in linking strategy and organizational theory and in emphasizing the need for management development and the qualities of leadership. Igor Ansoff, in Corporate Strategy (1965) said that Fayol ‘anticipated imaginatively and soundly most of the more recent analyses of modern business practice,’ although Peter Drucker in his great compendium Management: Tasks, Responsibilities and Practice (1973), criticized the application of Fayol’s functional approach to larger and more complex organizations than the one he knew and managed. Oddly enough, it was years before a translation appeared in English, even though it contains a great deal of wisdom and sense. Henri Fayol, the father of the school of Systematic Management, was motivated to create a theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organisations would require more professional management. Fayol’s legacy is his generic Principles of Management. Of Fayol’s six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The Five Functions of Management that focused on the key relationships between personnel and its management. The Five Functions are: 1. Planning drawing up plans of actions that combine unity, continuity, flexibility and precision given the organisation’s resources, type and significance of work and future trends. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire organisation. Planning must be coordinated on different levels and with different time horizons; 2. Organising providing capital, personnel and raw materials for the day-to-day running of the business, and building a structure to match the work. Organisational structure depends entirely on the number of employees. An increase in the number of functions expands the organisation horizontally and promotes additional layers of supervision; 3. Commanding optimising return from all employees in the interest of the entire enterprise. Successful managers have personal integrity, communicate clearly and base their judgments on regular audits. Their thorough knowledge of personnel creates unity, energy, initiative and loyalty and eliminates incompetence; 4. Coordinating unifying and harmonizing activities and efforts to maintain the balance between the activities of the organisation as in sales to production and procurement to production. Fayol recommended weekly conferences for department heads to solve problems of common interest; 5. Controlling identifying weaknesses and errors by controlling feedback, and conforming activities with plans, policies and instructions. Fayol’s management process went further than Taylor’s basic hierarchical model by allowing command functions to operate efficiently and effectively through co-ordination and control methods. For Fayol, the managing director overlooked a living organism that requires liaison officers and joint committees. The first and last functions—planning and control—are immediately recognizable from the analysis that has just been carried out, and indeed there tends to be less argument generally about these two functions than about others. Organizing is, of course, similar to planning in that it is concerned with preparation for some future events. But whereas planning is the more glamorous activity of deciding on the overall future direction of the business, organization is that tough, demanding business of putting together the elements in such a way that the overall plans succeed. Command is seen as the function that actually makes things happen. It is really derived from military practice, and no doubt in Fayol’s time all employees in organizations responded to command. The very word suggests ‘ordering about’ and has been the subject of a great deal of debate and argument. Fayol did not really intend it to be taken in a very narrow sense, but rather in the sense of making sure that things get done—the actual operations of the organization. As a result, all kinds of substitute words have been used in its place—like ‘direction’ and (horribly) ‘actuating’. The fifth function of management in Fayol’s view is that of co-ordination. It is concerned with harmony, with making sure that all the bits work together, and, like an orchestra under its conductor, play the same tune. This is the only function that does not seem easily to stand on its own and will be found to be part of planning, of organizing, of control, and the key to successful operations themselves. An organization, therefore, begins with a strategic plan or definition of goals, progresses to a structure to put that plan into action, is carried forward by controlled activity between manager and workforce, has the work of its disparate departments harmonized by coordinated management and, finally, is subject to checks on the efficiency of its working, preferably by the ndependent ‘staff’ departments separate from the functional departments. The five functions of management have been adequately discussed, but there are two other aspects of management that Fayol mentioned that must be looked at separately. Fayol believed that a manager obtained the best performance from his workforce by leadership qualities, by his knowledge of the business and his workers, and by the ability to ins till sense of mission. Qualities needed in a manger: †¢ Physical: healthy, vigorous; Mental: ability to understand and learn, judgment, mental vigor, adaptability; †¢ Moral: firmness, acceptance of responsibility, initiative, loyalty, tact; †¢ General Education: good general knowledge; †¢ Special Knowledge: for the work; †¢ Experience Fayol also stressed on the importance of managerial training, ‘steady, methodical training of all employees at all levels’, and made the point that a manager should not ignore his responsibility for his own training. Fayol’s 14 principles derive from the circumstance that Fayol felt that management was not well defined. In his striving to change this circumstance he suggested â€Å"some generalized teaching of management† to be a main part of every curriculum at places of higher education and even beginning in â€Å"primary schools† . Fayol’s dedication to this idea is demonstrated by the fact that after retirement he went on to not just write books about management ideas, but more importantly, he found the Centre For Administrative Studies (CAS) in 1917 in Paris . The CAS mainly functioned as a centre of discussion between professionals from a large variety of professions, in order to further the knowledge and understanding of management principles. Discussion is what Fayol had in mind, when he presented his 14 principles . In Fayol’s own words: â€Å"Are they [the principles] to have a place in the management code which is to be built up? General discussion will show†. In the following I will discuss each of his principles under the aspect of a comparison with examples, historic or modern, and in relation to other theoreticians of management, in order to examine how Fayol’s principles hold up as â€Å"management code† today. Following are the fourteen principles of management developed by the Henry Fayol: Division Of Work The idea of division of work, or as Adam Smith called it â€Å"division of labour†, in 1776 probably goes back to the beginning of work itself. Fayol recognizes this in considering specialization as part of â€Å"the natural order† comparing it to the organs of the body . â€Å"The object of division of work is to produce more and better work with the same effort†, Fayol describes. This very objective has not been altered in today’s labor. In a sense this principle is the fundamental feature of modern economy, allowing for the largest increases of productivity. Peter F. Drucker informs us, that the 20th century has seen a rate of 3% productivity increase per year, hence productivity has risen 50 fold since the time of Frederick Taylor, who acted as a catalyst in the development of division of work . An example of this fact can come from early industrialization, namely the Ford motor company , where Taylor’s system of a scientific approach was applied. Taylor was interested in skill development by means of standardization and functional specialization . One worker would assemble the dashboard, another would assemble the wheels, and yet another would paint the exterior. The effects of this are well known and lead to Ford becoming not just the predominant car maker but also the inventor of the conveyer-belt production system- revolutionizing many industries. However, one could argue that extremes of division of work could lead to undesired effects. Division of labor can ultimately reduce productivity and increase costs to produce units. Several reasons as causes for reduction in productivity can be thought of. For example, productivity can suffer when workers become bored with the constant repetition of a task. Additionally, productivity can be affected when workers lose pride in their work because they are not producing an entire product they can identify as their own work. Douglas M. McGregor for instance cautions that â€Å"people, deprived of opportunities to satisfy at work the needs which are now important to them, behave†¦with indolence, passivity,†¦lack of responsibility,†¦unreasonable demands for economic benefits† . This circumstance was probably well recognized by Fayol, when he states that the â€Å"division of work has its limits which experience and a sense of proportion teach us may not be exceeded† According to Henry Fayol under division of work, â€Å"The worker always on the same post, the manager always concerned with the same matters, acquire an ability, sureness and accuracy which increases their output. In other words, division of work means specialization. According to this principle, a person is not capable of doing all types of work. Each job and work should be assigned to the specialist of his job. Division of work promotes efficiency because it permits an organizational member to work in a limited area reducing the scope of his responsibility. Fayol wanted the division of work not only at factory but at management levels also. 2. Authority and Responsibility Authority and responsibility go together or co-existing. Both authority and responsible are the two sides of a coin. In this way, if anybody is made responsible for any job, he should also have the concerned authority. Fayol’s principle of management in this regard is that an efficient manager makes best possible use of his authority and does not escape from the responsibility. In other awards when the authority is exercised the responsibility. In other awards when the authority is exercised the responsibility is automatically generated. The division of an enterprise into distinct departments, each independent of the others but subject to a common authority, has diverse causes such as the great growth of business, or a diversity of operations demanding very different capabilities or the physical separation of the various activities. Whatever the cause for which this division into departments exists, one must, under the penalty of duality of command, make sure that each service and each function is clearly defined and delimited. These departments, functions and powers, created arbitrarily, generally have no independent existence; one could always constitute them differently and they can be changed. But as soon as they have been instituted they must be defined and delimited very clearly. If not, certain parts will be neglected or forgotten while other parts will be handled by several authorities at once. Much vigilance is necessary to avoid these twin perils. The definition of departments and functions carries with it, naturally, the specifications of rights, duties and responsibilities for each. Each must know to whom and for what he gives orders, to whom and for what he must obey. On the other hand, each person in authority at every hierarchical level must always be familiar with what is going on in all areas under him. The means that can be used to carry out this responsibility are: direct supervision, control, meetings, reports and a good accounting system. 3. Discipline The Dictionary Larousse defines this as follows: â€Å"A group of unspoken rules or of written rules intended to ensure good order and regularity in a company or an assembly. ’’ This definition seems to me to be exact. Here we are not faced with the principle but an essential rule contingent or dependent on the goal, the constitution, the personalities and so on. These rules, which are as numerous as they are varied, have almost exclusively as their goal the achievement of Unity of Command and its corollaries. The rights, duties, responsibilities, and the place of each person must be determined and specified. Good rules greatly facilitate the progress of events. But whatever the value of these rules might be, their effectiveness and discipline itself will always depend on much tact, much skill and the conduct of the leaders. According to Henry Fayol discipline means sincerity about the work and enterprise, carrying out orders and instructions of superiors and to have faith in the policies and programmes of the business enterprise, in other sense, discipline in terms of obedience, application, energy and respect to superior. However, Fayol does not advocate warming, fines, suspension and dismissals of worker for maintaining discipline. These punishments are rarely awarded. A well disciplined working force is essential for improving the quality and quantity of the production. 4. Unity of Command As an enterprise grows, there comes a time when the leader can no longer provide personal direction to every employee: he therefore appoints intermediaries to transmit directives and to supervise their execution. As the enterprise grows even further, the leader cannot even direct these first level intermediaries and he is obliged to create others to transmit his directives to the first and thus a hierarchy is formed. Its origin is therefore independent of â€Å"Unity of Command’’: it results from a limitation of personal abilities. But the principles of â€Å"Unity of Command’’ requires that the Leader pass through these intermediaries to reach the lower-level employees; departure from these regular channels provokes duality. Such is the â€Å"Hierarchical transmission of orders’’ which is commonly known as the Hierarchical Principle. The results of ignoring this principle are ruffled feelings; discontent, discouragement and conflict, just like the result of ignoring the fundamental principle. Nevertheless, infractions are fairly frequent though sometimes caused by good intentions: for example, perhaps there is an agent at the third level who, finding that the normal channels are too long, gives orders directly to a first-level employee (X1), without passing through X2; meanwhile someone at the fourth level (X4) believing that he hasn’t been understood, or for some other reason, gives direct orders to X2, resulting in a duality of command and the inevitable consequences; discontent, confusion of responsibilities and the work is held up. In practice one constantly has to compromise respect for the hierarchical channel with the need for timely response. A subordinate should take order from only one boss and he should be responsible and accountable to him. Further he claimed that if the unit of command is violated, authority is undermined, disciplined in danger, order disturbed and stability threatened. The violation of this principle will face some serious consequences. In this way, the principle of unity of command provides the enterprise disciplined, stable and orderly existence. It creates harmonious relationship between officers and subordinates, congenial atmosphere of work. It is one of the Fayol’s important essential principle of management. 5. Unity of Direction Fayol summarizes this principle with the words: â€Å"one head and one plan for a group† . Hence, this point is naturally closely connected to the unity of command principle. Again Sloan and GM can serve as an example. Sloan introduced a wide variety of metrics in order to measure the performance of departments and the firms that were part of the GM concern. His attitude is ummarized in his words: â€Å"We have such control over this ship [the GM corporation] that we know exactly where we are at all times† . Or as Fayol said: â€Å"Unity of direction is provided for by sound organization of the body corporate†¦Ã¢â‚¬  . That means first one must know where to take the company and subsequently constantly assure that the plan is still on track. The success story of GM un der Sloan exemplifies the validity of this principleFayol advocates â€Å"One head and one plan† which means that group efforts on a particular plan be led and directed by a single person. This enables effective co-ordination of individual efforts and energy. This fulfils the principles of unity of command and brings uniformity in the work of same nature. In this way the principle of direction create dedication to purpose and loyalty. It emphasizes the attainment of common goal under one head. 6. Subordination of individual interests to general interests The interest of the business enterprise ought to come before the interests of the praise individual workers. In other words, principle of management state that employees should surrender their personnel interest before the general interest of the enterprise. Sometimes the employees due to this ignorance, selfishness, laziness, carelessness and emotional pleasure overlook the interest of the organisation. This attitude proves to be very harmful to the enterprise. An organization is much bigger than the individual it constitutes therefore interest of the undertaking should prevail in all circumstances. As far as possible, reconciliation should be achieved between individual and group interests. But in case of conflict, individual must sacrifice for bigger interests. In order to achieve this attitude, it is essential that – Employees should be honest & sincere. Proper & regular supervision of work. – Reconciliation of mutual differences and clashes by mutual agreement. For example, for change of location of plant, for change of profit sharing ratio, etc. 7. Fair Remuneration to employees According to Fayol wage-rates and method of their payment should be fair, proper and satisfactory. Both employees and ex-employers sh ould agree to it. Logical and appropriate wage-rate and methods of their payment reduces tension and differences between workers and management, create harmonious relationship and a pleasing atmosphere of work. Further Fayol recommends that residential facilities be provided including arrangement of electricity, water and facilities. 8. Centralization and Decentralization The command exercised by the higher authority and which, be it direct or through successive levels in the organization, reaches all parts of the organization, and the responses which return in the reverse sense, either directly or through the levels, to the central authority, constitute what one has rightly called â€Å"Centralization. ’’ It is not an arbitrary institution nor is it optional. It is an inevitable consequence, enforced, in fact, by Unity of Command. Centralization can be practiced in greatly different ways: the field can be left open for individual initiative, or it can be completely stifled. One finds examples ranging from a rigid structure with only passive obedience, to a vibrant organism where freedom of action spreads out with the most perfect subordination. One leader, having great ability and a great influence can, without inconveniencing a small business, handle all matters, make his own decisions and impose a passive obedience: as the enterprise grows, such a leader will become inadequate and his method will be deplored. Another leader will give a lot of authority to his subordinates, but what happens if these subordinates are only mediocre? It is therefore a matter of degree: one must consider the importance of various circumstances, the special difficulties which they cause, their extent, the distance which separates the various parts of the business and so on: one must also take account of the value of the employees. Only consideration of the circumstances can decide the respective balance between power and initiative, which it may be convenient to give to all employees. At the same time, it seems certain to me, the matter of subordinating being separate, that one must give all employees the largest amount of freedom of action and initiative possible. The strength of the leaders is augmented through the strength brought by lower-level employees and therefore they must be developed to the maximum extent possible. Let us not forget, in passing, that personal satisfaction and self-respect are often stronger than self-interest when it comes to stimulating individual initiative. The great problem of centralization and decentralization can therefore be summarized s follows: compulsory centralization with the greatest possible individual initiative. As for the amount of authority and initiative to be given to each person, each case must be considered separately, it is the eternal question of degree, which is the great and continuing preoccupation of the administrator. Whether one buys or sells, builds or demolishes, recruits or dismisses, punishes or reward s, in a word acts or refrains from action, the line to follow is never clearly defined: one must select from various alternatives. Neither principles nor rules can abolish arbitrary decisions. There should be one central point in the organisation which exercises overall direction and control of all the parts. But the degree of centralization of authority should vary according to the needs of situation. According to Fayol there should be centralization in small units and proper decentralization in big organisation. Further, Fayol does not favor centralization or decentralization of authorities but suggests that these should be proper and effective adjustment between centralization and decentralization in order to achieve maximum objectives of the business. The choice between centralization and decentralization be made after taking into consideration the nature of work and the efficiency, experience and decision-making capacity of the executives. 9. Scalar Chain The scalar chain is a chain of supervisors from the highest to the lowest rank. It should be short-circuited. An employee should feel the necessity to contact his superior through the scalar chain. The authority and responsibility is communicated through this scalar chain. Fayol defines scalar chain as â€Å"the chain of superiors ranging from the ultimate authority to the lowest rank. The flow of information between management and workers is a must. Business opportunities must be immediately avoided of. so we must make direct contact with the concerned employee. Business problems need immediate solution, so we cannot always depend on the established scalar chain. It requires that direct contact should be established. Every orders, instructions, messages, requests, explanation etc. has to pass through Scalar chain. But, for the sake of convenience & urgency, this path can be cut shirt and this short cut is known as Gang Plank. A Gang Plank is a temporary arrangement between two different In the figure given, if D has to communicate with G he will first send the communication upwards with the help of C, B to A and then downwards with the help of E and F to G which will take quite some time and by that time, it may not be worth therefore a gang plank has been developed between the two. Gang Plank clarifies that management principles are not rigid rather they are very flexible. They can be moulded and modified as per the requirements of situations 10. Order: According to Fayol there should be proper, systematic and orderly arrangement of physical and social factors, such as land, raw materials, tools and equipments and employees respectively. As per view, there should be safe, appropriate and specific place for every article and every place to be used effectively for a particular activity and commodity. In other words, principles that every piece of land and every article should be used properly, economically and in the best possible way. Selection and appointment of the most suitable person to every job. There should be specific place for every one and every one should have specific place. This principle also stresses scientific selection and appointment of employees on every job. One knows the formula for material order:â€Å"a place for everything and everything in its place. ’’ At the same time should there not be a specified place for everything and someone designated to put everything in that place? Unity of Command indirectly deals with this matter by imposing delimitation of departments and of the authorities, which are responsible for them. Every act of the enterprise and everything belonging to it must have its respondent, that is to say, someone who is responsible for it. It is order in deeds and with things: it is the means of avoiding waste of material and time and for avoiding conflicts. Thus, Unity of Command appears with its retinue of secondary principles as an important and fundamental natural law, and this impression is only strengthened as one studies the point further. No one denies its importance; many people are vaguely aware of it but its value is only really appreciated by a few and if one considers that as with every good rule of housekeeping it gets in the way of imaginative solutions, one can explain why it is violated so often. Numerous infractions occur, such as orders which arrive at their destination without having followed the hierarchical route, such as the encroachment by one department upon another, such as the stopping or disarray of the administrative mechanism due to the absence of the leader, and so on. At least five times out of ten it is errors of this type, which upset the business. 11. Equity â€Å"Equity and equality of treatment are aspirations to be taken into account in dealing with employees†, Fayol says. Clearly, this standard is not easily achieved, however, today’s work environment is arguably more equipped to tackle this issue than previous generations of corporations. One indication for this claim is to be found in the fact that most companies have appointed officials who deal with complaints of employees against the management, for instance the so-called ombudsman . However, this system is naturally not fool proof and private organizations attempt to draw attention to the victims of mistreatment. One example is an organization taking care of claims of victims of mobbing within the company Novartis . While the problem still persists, Fayol’s principle is being recognized by corporations and enhanced by the public opinion and most importantly the lawmakers . Several nations, e. g. Germany, Sweden and others, intend to tackle the problem of unequal treatment by passing laws that intend to establish a juridical basis for people who fell victim of inequality. The principle of equality should be followed and applicable at every level of management. There should not be any discrimination as regards caste, sex and religion. An effective management always accords sympathetic and human treatment. The management should be kind, honest and impartial with the employees. In other words, kindness and justice should be exercised by management in dealing with their subordinates. This will create loyalty and devotion among the employees. Thus, workers should be treated at par at every level. Equity means combination of fairness, kindness & justice. The employees should be treated with kindness & equity if devotion is expected of them. It implies that managers should be fair and impartial while dealing with the subordinates. They should give similar treatment to people of similar position. They should not discriminate with respect to age, caste, sex, religion, relation etc. Equity is essential to create and maintain cordial relations between the managers and sub-ordinate. But equity does not mean total absence of harshness. Fayol was of opinion that, â€Å"at times force and harshness might become necessary for the sake of equity†. 12. Stability of use of personnel It is Fayol’s opinion that it is better to have a â€Å"mediocre manager who stays† than â€Å"outstanding mangers who merely come and go† . Fayol does not only apply this idea to management though, he also points to negative effects of a lack of stability when it comes to employees. While this point might be debatable to some extend it is clear that stability contributes to better planning possibilities. It also allows for a psychologically beneficial state of mind of the employees, hence certainly improving efficiency and the willingness to perform well for the corporation’s good. Apparently however, this rule of requirement has not sunken in generally. This is demonstrated by the fact that most countries have passed employee protection regulations when it comes to the reasons why people can be laid off. Internationally the International Labor Organization, a section of the United Nations, watches over various aspects of employment and also deals with unfair dismissals of employees . While from an employee perspective the protection laws make sense, employers may occasionally view this issue differently. In fact, it is easy to find web-blogs with advice how to fire workers without ensuing lawsuit and some influential individuals, for instance Chandrajit Banerjee, head of the Confederation of the Indian Industry , demands it to become easier to hire and fire in India . Maybe a way out of this dilemma and back to following Fayol’s principle can derive from an example Henry Chesbrough gave when discussing differences in culture between the USA and Japan . Chesbrough describes how little loyalty US-employees exhibit compared to the Japanese counterparts. He also analyses the reason as stemming from the fact that Japanese firms have a tighter relation to their employees. He for example points to a better social security system, like pension plans, in Japan. The spill-over effect that endangers US American companies to loose important innovative advantages by losing skilled employees to other companies is thereby contained in Japan. This example shows that stability of tenure is not only important but connected to social and cultural factors management must take into account if they want to maximize their productive capacity. It also shows, that this principle is a two-way street. While stability is important for the employee it is just as important for the employer. One would think that this leads to both parties pulling in the same direction. But as we can see from the above example, it requires a change of mind in some instances to establish an environment of trust and mutual care. Principle of stability is linked with long tenure of personnel in the organisation. This means production being a team work, an efficient management always builds a team of good workers. If the members of the team go on changing the entire process of production will be disturbed. It is always in the interest of the enterprise that its trusted, experienced and trained employees do not leave the organisation. Stability of job creates a sense of belongingness among workers who with this feeling are encouraged to improve the quality and quantity of work. Fayol emphasized that employees should not be moved frequently from one job position to another i. e. the period of service in a job should be fixed. Therefore employees should be appointed after keeping in view principles of recruitment & selection but once they are appointed their services should be served. According to Fayol. Time is required for an employee to get used to a new work & succeed to doing it well but if he is removed before that he will not be able to render worthwhile services†. As a result, the time, effort and money spent on training the worker will go waste. Stability of job creates team spirit and a sense of belongingness among workers which ultimately increase the quality as w ell as quantity of work. 13. Initiative Fayol summarizes the need for employees to show initiative in the saying, that â€Å"the initiative of all, added to that of the manager†¦represents a great source of strength for businesses† . He suggests to management to â€Å"inspire and maintain everyone’s initiative†. Some modernly run companies have come to find their special ways in order to ensure employee satisfaction, and, concomitantly their initiative. One example is again Google and their policy of â€Å"20% time† . This policy implies that employees get a large part of their time to invest in projects of their choosing. While these projects are not necessarily connected to their immediate work tasks experience has shown, that they often built the basis for spin-off ideas that benefit the firm. Others, like 3M and various Biotech and Pharmaceutical companies have followed suit, and it is said that 3M has developed the post-it notes as a spin-off of an idea conceived during a personal project period . As a Google employee put it: â€Å"the 20 percent policy is as important to attracting and retaining employees as it is to sparking fresh ideas†. Business professor Robert Fulmer at Pepperdine University adds: â€Å"Paradoxically, letting go of employees through independent projects can mean getting more from them. It’s a way to get people to go beyond what’s expected of them†. Apparently, with the right strategies a company can increase employee participation and initiative by given the â€Å"inspiration† Fayol requested from the management. Workers should be encouraged to take initiative in the work assigned to them. It means eagerness to initiate actions without being asked to do so. Fayol advised that management should provide opportunity to its employees to suggest ideas, experiences& new method of work. It helps in developing an atmosphere of trust and understanding. People then enjoy working in the organization because it adds to their zeal and energy. To suggest improvement in formulation & implementation of place. They can be encouraged with the help of monetary & non-monetary incentives. Under this principle, the successful management provides an opportunity to its employees to suggest their new ideas, experiences and more convenient methods of work. The employees, who has been working on the specific job since long discover now, better alternative approach and technique of work. It will be more useful, if initiative to do so is provided to employees. In simple, to ensure success, plans should be well formulated before they are implemented. 14. Espirit De’ Corps (can be achieved through unity of command) It refers to team spirit i. e. harmony in the work groups and mutual understanding among the members. Spirit De’ Corps inspires workers to work harder. Fayol cautioned the managers against dividing the employees into competing groups because it might damage the moral of the workers and interest of the undertaking in the long run. To inculcate Espirit De’ Corps following steps should be undertaken – There should be proper co-ordination of work at all levels Subordinates should be encouraged to develop informal relations among themselves. Efforts should be made to create enthusiasm and keenness among subordinates so that they can work to the maximum ability. Efficient employees should be rewarded and those who are not up to the mark should be given a chance to improve their performance. Subordinates should be made conscious of that whatever they are doing is of great importance to the business & society. He also cautioned against the more use of Britain communication to the subordinates i. e. face to face communication should be developed. The managers should infuse team spirit & belongingness. There should be no place for misunderstanding. People then enjoy working in the organization & offer their best towards the organization. In order to achieve the best possible results, individual and group effort are to be effectively integrated and coordinated. Production is a team work for which the whole-hearted support and co-operation of the members at all levels is required. Everyone should sacrifice his personal interest and contribute his best energies to achieve the best results. it refers to the spirit of loyalty, faithfulness on the part of the members of the group which can be achieved by strong motivating recognition and importance of the members for their valuable contribution, effective coordination, informal mutual social relationship between members of the group and positive and constructive approach of the management towards workers’ welfare SEMINAR 3 MANAGEMENT LEVELS Managers are organizational members who are responsible for the work performance of other organizational members. Managers have formal authority to use organizational resources and to make decisions. In organizations, there are typically three levels of management: top-level, middle-level, and first-level. These three main levels of managers form a hierarchy, in which they are ranked in order of importance. In most organizations, the number of managers at each level is such that the hierarchy resembles a pyramid, with many more first-level managers, fewer middle managers, and the fewest managers at the top level. Each of these management levels is described below in terms of their possible job titles and their primary responsibilities and the paths taken to hold these positions. Additionally, there are differences across the management levels as to what types of management tasks each does and the roles that they take in their jobs. Finally, there are a number of changes that are occurring in many organizations that are changing the management hierarchies in them, such as the increasing use of teams, the prevalence of outsourcing, and the flattening of organizational structures. Top-Level Managers Top-level managers, or top managers, are also called senior management or executives. These individuals are at the top one or two levels in an organization, and hold titles such as: Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operational Officer (COO), Chief Information Officer (CIO), Chairperson of the Board, President, Vice president, Corporate head. Often, a set of these managers will constitute the top management team, which is composed of the CEO, the COO, and other department heads. Top-level managers make decisions affecting the entirety of the firm. Top managers do not direct the day-to-day activities of the firm; rather, they set goals for the organization and direct the company to achieve them. Top managers are ultimately responsible for the performance of the organization, and often, these managers have very visible jobs. Top managers in most organizations have a great deal of managerial experience and have moved up through the ranks of management within the company or in another firm. An exception to this is a top manager who is also an entrepreneur; such an individual may start a small company and manage it until it grows enough to support several levels of management. Many top managers possess an advanced degree, such as a Masters in Business Administration, but such a degree is not required. Some CEOs are hired in from other top management positions in other companies. Conversely, they may be promoted from within and groomed for top management with management development activities, coaching, and mentoring. They may be tagged for promotion through succession planning, which identifies high potential managers. Middle-Level Managers Middle-level managers, or middle managers, are those in the levels below top managers. Middle managers’ job titles include: General manager, Plant manager, Regional manager, and Divisional manager. Middle-level managers are responsible for carrying out the goals set by top management. They do so by setting goals for their departments and other business units. Middle managers can motivate and assist first-line managers to achieve business objectives. Middle managers may also communicate upward, by offering suggestions and feedback to top managers. Because middle managers are more involved in the day-to-day workings of a company, they may provide valuable information to top managers to help improve the organization’s bottom line. Jobs in middle management vary widely in terms of responsibility and salary. Depending on the size of the company and the number of middle-level managers in the firm, middle managers may supervise only a small group of employees, or they may manage very large groups, such as an entire business location. Middle managers may be employees who were promoted from first-level manager positions within the organization, or they may have been hired from outside the firm. Some middle managers may have aspirations to hold positions in top management in the future. First-Level Managers First-level managers are also called first-line managers or supervisors. These managers have job titles such as: Office manager, Shift supervisor, Department manager, Foreperson, Crew leader, Store manager. First-line managers are responsible for the daily management of line workershe employees who actually produce the product or offer the service. There are first-line managers in every work unit in the organization. Although first-level managers typically do not set goals for the organization, they have a very strong influence on the company. These are the managers that most employees interact with on a daily basis, and if the managers perform poorly, employees may also perform poorly, may lack motivation, or may leave the company. In the past, most first-line managers were employees who were promoted from line positions (such as production or clerical jobs). Rarely did these employees have formal education beyond the high school level. However, many first-line managers are now graduates of a trade school, or have a two-year associates or a four-year bachelor’s degree from college. Management Levels And The Four Managerial Functions Managers at different levels of the organization engage in different amounts of time on the four managerial functions of planning, organizing, leading, and controlling. Planning is choosing appropriate organizational goals and the correct directions to achieve those goals. Organizing involves determining the tasks and the relationships that allow employees to work together to achieve the planned goals. With leading, managers motivate and coordinate employees to work together to achieve organizational goals. When controlling, managers monitor and measure the degree to which the organization has reached its goals. The degree to which top, middle, and supervisory managers perform each of these functions is presented in Exhibit 1. Note that top managers do considerably more planning, organizing, and controlling than do managers at any other level. However, they do much less leading. Most of the leading is done by first-line managers. The amount of planning, organizing, and controlling decreases down the hierarchy of management; leading increases as you move down the hierarchy of management. Time Spent on Management Functions at Different Management Levels   Several defining characteristics demarcate management skills and differentiate them from other kinds of managerial characteristics and practices. First, management skills are behavioral. They are not personality attributes or stylistic tendencies. Management skills consist of identifiable sets of actions that individuals perform and that lead to certain outcomes. Skills can be observed by others, unlike attributes that are purely mental or are embedded in personality. Whereas people with different styles and personalities may apply the skills differently, there are, nevertheless, a core set of observable attributes in effective skill performance that are common across a range of individual differences. Second, management skills are controllable. The performance of these behaviors is under the control of the individual. Unlike organizational practices such as â€Å"selectively hiring,† or cognitive activities such as â€Å"transcending fear,† skills can be consciously demonstrated, practiced, improved, or restrained by individuals themselves. Skills may certainly engage other people and require cognitive work, but they are behaviors that people can control themselves. Third, management skills are developable. Performance can improve. Unlike IQ or certain personality or temperament attributes that remain relatively constant throughout life, individuals can improvement their competency in skill performance through practice and feedback. Individuals can progress from less competence to more competence in management skills, and that outcome is the primary objective of this book. Fourth, management skills are interrelated and overlapping. It is difficult to demonstrate just one skill in isolation from others. Skills are not simplistic, repetitive behaviors, but they are integrated sets of complex responses. Effective managers, in particular, must rely on combinations of skills to achieve desired results. For example, in order to effectively motivate others, skills such as supportive communication, influence, empowerment, and self-awareness may be required. Effective managers, in other words, develop a constellation of skills that overlap and support one another and that allow flexibility in managing diverse situations. Fifth, management skills are sometimes contradictory or paradoxical. For example, the core management skills are neither all soft and humanistic in orientation nor all hard-driving and directive. They are oriented neither toward teamwork and interpersonal relations exclusively nor toward individualism and technical entrepreneurship exclusively. A variety of skills are typical of the most effective managers, and some of them appear incompatible. Regardless of organizational level, all managers must have five critical skills: technical skill, interpersonal skill, conceptual skill, diagnostic skill, and political skill. Technical Skill. Technical skill involves understanding and demonstrating proficiency in a particular workplace activity. Technical skills are things such as using a computer word processing program, creating a budget, operating a piece of machinery, or preparing a presentation. The technical skills used will differ in each level of management. First-level managers may engage in the actual operations of the organization; they need to have an understanding of how production and service occur in the organization in order to direct and evaluate line employees. Additionally, first-line managers need skill in scheduling workers and preparing budgets. Middle managers use more technical skills related to planning and organizing, and top managers need to have skill to understand the complex financial workings of the organization. Interpersonal Skill. Interpersonal skill involves human relations, or the manager’s ability to interact effectively with organizational members. Communication is a critical part of interpersonal skill, and an inability to communicate effectively can prevent career progression for managers. Managers who have excellent technical skill, but poor interpersonal skill are unlikely to succeed in their jobs. This skill is critical at all levels of management. Conceptual Skill. Conceptual skill is a manager’s ability to see the organization as a whole, as a complete entity. It involves understanding how organizational units work together and how the organization fits into its competitive environment. Conceptual skill is crucial for top managers, whose ability to see â€Å"the big picture† can have major repercussions on the success of the business. However, conceptual skill is still necessary for middle and supervisory managers, who must use this skill to envision, for example, how work units and teams are best organized. Diagnostic Skill. Diagnostic skill is used to investigate problems, decide on a remedy, and implement a solution. Diagnostic skill involves other skillsechnical, interpersonal, conceptual, and politic. For instance, to determine the root of a problem, a manager may need to speak with many organizational members or understand a variety of informational documents. The difference in the use of diagnostic skill acr0oss the three levels of management is primarily due to the types of problems that must be addressed at each level. For example, first-level managers may deal primarily with issues of motivation and discipline, such as determining why a particular employee’s performance is flagging and how to improve it. Middle managers are likely to deal with issues related to larger work units, such as a plant or sales office. For instance, a middle-level manager may have to diagnose why sales in a retail location have dipped. Top managers diagnose organization-wide problems, and may address issues such as strategic position, the possibility of outsourcing tasks, or opportunities for overseas expansion of a business. Political Skill. Political skill involves obtaining power and preventing other employees from taking away one’s power. Managers use power to achieve organizational objectives, and this skill can often reach goals with less effort than others who lack political skill. Much like the other skills described, political skill cannot stand alone as a manager’s skill; in particular, though, using political skill without appropriate levels of other skills can lead to promoting a manager’s own career rather than reaching organizational goals. Managers at all levels require political skill; managers must avoid others taking control that they should have in their work positions. Top managers may find that they need higher levels of political skill in order to successfully operate in their environments. CONCLUSION * Management has been identified as the systematic body of knowledge based on general principles,concepts,theories and techniques which are variable in terms of business practice. These are embodied in the managerial functions of planning,organising,planning,controlling and directing which form the job of a manager. * In the organisation there are 3 levels called top level,middle level and lower level management ,each one having important role in smooth running of the organisation. * The lack of management skills will lead to poor decision making.

Cause And Effects Of The Black Death - 1165 Words

The Black Death was one of the most devastating worldwide diseases in human history. The plague originated in central Asia and was brought to China by traders and Mongols from 1334-1347. Mongol protection of the trade may have caused the disease to spread along the â€Å"Silk Road† to Crimea. During a Mongol siege against Caffa in 1347, the Mongolian army began to die. The Mongols catapulted the dead bodies into the city where the fleas on the corpses were released into Caffa. In the year 1347, October, Genoese traders escaped from the city and sailed to Messina, an Italian port, unaware that they were infected by the disease. Eventually, everyone on the ship died and a â€Å"ghost ship† made it to port. Seeing no activity on board, the ship was†¦show more content†¦Monarchs prohibited exports of food stuff, condemned black market speculators, placed price control on grain, and outlawed large-scale fishing. These all contributed to the continent-wide downward s piral. France was unable to sell grain because of crop failures and shortage of labor. Any grain that could be shipped were taken by pirates and looters. Countries in the Hundred Years War depleted treasures, population, and infrastructure. Malnutrition, poverty, disease, and hunger with war, growing inflation and other economic concerns made Europe in the mid-fourteenth century full of tragedy. The social and economic change greatly accelerated during the fourteenth-fifteenth centuries. The church’s power was weakened and some social roles were replaced by secular ones. Peasants began to cause uprisings, such as France, Jacquerie rebellion. The reduction of Europe’s population from thirty-fifty percent could have resulted in higher wages, more land, and more food. Population losses brought economic changes based on increase social mobility and improved the situation for surviving peasants in Western Europe. In Eastern Europe, stringency of laws tied the remaining peas ant population tightly to the land because it was hardly affected by the Black Death. Peasant revolts were less common in the east and the plague may be partly responsible for Eastern Europe’s lag in scientific and philosophicalShow MoreRelatedBlack Death Cause and Effect3189 Words   |  13 PagesNAME COURSE PROFESSOR DATE The Causes and Effects of The Black Death The Bubonic Plague or the Black Death has been in the history books since the medieval times. This deadly disease has claimed nearly 1.5 million lives in Europe (Gottfried). The Black Death hit Europe in October of 1347 and quickly spread through most of Europe by the end of 1349 and continued on to Scandinavia and Russia in the 1350s. Not only did the plague effect the European population by killing one-third to two-thirdsRead MoreCauses And Effects Of The Black Death775 Words   |  4 PagesThe Black Death was the most dangerous and contagious widespread disease in history. The Black Death lasted from 1347 to 1351 spreading across Europe killing millions. This is classified as the longest disease that still hasnt had a proper cure for. The disease originated in China and spread across trade routes by interaction and communication. Rodents and Fleas caused the disease by a simple bite to a human even animals causing them to have numerous symptoms which led to death. The Black Deat h hadRead MoreCauses And Effects Of The Black Death1010 Words   |  5 Pages The Black Death was a catastrophic plague that struck Europe in the mid 14th century. This plague killed between 30 and 50% of the population in the places it struck leading many to believe this had been a punishment from God. 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Although this plague killedRead MoreAnalysis Of The Ministers Black Veil By Nathaniel Hawthorne1398 Words   |  6 Pagesrelationship] to his sister, Elizabeth.† (85) His early literary vocation forced him to face numerous economic problems, as his works did not give him enough to live. He wrote plenty of novels and short stories like â€Å"The Minster’s Black Veil†. Focusing on â€Å"The Minister s Black Veil,† it is a horror story by Hawthorne, published in 1837. 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Whom Did the Black Death Affect The Black death affected mostly Europe. â€Å"The disastrous mortal disease known as the Black Death spread across Europe in the years 1346-53.† (Paragraph 1) â€Å"By the endRead MoreThe Unstoppable Virus of the Black Plague663 Words   |  3 PagesThe Black Plague started in 1347 CE and ended in 1351 CE. Europe declined dramatically by the spreading of an unstoppable virus sent from central Asia. As the virus spread through towns, villages, and across countries, dead bodies of the victims caught by the virus started to pile and gather. As more bodies began to pileup, they were dumped into pits. (Wilson 438) There were many effects of the Black Plague in Europe. The three most important effects of the Black Plague was 1/3 to 1/2 of theRead MoreNorman F. Cantor s The Black Plague978 Words   |  4 Pagesdeal with the medieval period. In the beginning of this book, Cantor begins to describe how the black plague began and the symptoms of the black plague. The black plague was also known as the Black Death. Many have their own thoughts about how the plague started, but Cantor explains his thoughts throughout the first section of this book. According to Cantor, the plague started from a tiny flea. The black plague is thought to have started in Asia and spread through trade. Shipyards were filthy during

The Story of an Hour by Kate Chopin - 658 Words

The Story of an Hour deals with language and sentence structures to help revel the true untreated emotions that all the characters feel inside. The story also displays the inner mental strains of women whom were restrained and undervalued by unacceptable social expectations upon marriage. This story is about Mrs. Mallard’s husband’s death that turned into her freedom. Mrs. Mallard was both depressed and repressed. Mrs. Mallard thought she had found her way but in the end her husband was alive and that shock, made her pass away. The theme of this short story is learning the true identity of Louise herself ,the role of the women in marriage at the time where husbands dominates over the wife’s, a dysfunctional marriage and freedom. The inevitability of this is the conflict of what society expects of her. She was very unhappy with her marriage and thought when her husband died that she would be free from all her troubles and worries. Mrs. Mallard at first is in pani c about the new gained independence but then is overjoyed with this new found freedom. Yet, she has all the emotions in a confined room as well. When Mrs. Mallard leaves the room just as she has found her new freedom it was snatched away, just as she was barely getting to understand her new found independence. â€Å"She breathed a quick prayer that life might be long.†(Chopin) The setting in this short story is the nineteenth century in the house of the Mallard’s. The period of time this occurred is important becauseShow MoreRelatedThe Story Of An Hour By Kate Chopin1241 Words   |  5 Pagesâ€Å"The Story of an Hour† by Kate Chopin is a wonderful short story bursting with many peculiar twists and turns. Written in 1894, the author tells a tale of a woman who learns of her husband’s death, but comes to find pleasure in it. Many of the elements Kate Chopin writes about in this story symbolize something more than just the surface meaning. Through this sho rt story, told in less than one thousand one hundred words, Kate Chopin illustrates a deeper meaning of Mrs. Mallard’s marriage with herRead MoreThe Story Of An Hour By Kate Chopin855 Words   |  4 PagesThe Story of an Hour In the â€Å"Story of an Hour† by Kate Chopin, is about pleasure of freedom and the oppression of marriage. Just like in Kate Chopin’s story, inside most marriages, even the ones that seem to be the happiest, one can be oppressed. Even though, one might seem to be happy deep inside they miss the pleasure of freedom and living life to the fullest. Just like, in this story Mrs. Mallard feels trapped and when she hears about her husband’s death she first feels distraught, but ultimatelyRead MoreThe Story Of An Hour By Kate Chopin1457 Words   |  6 PagesEmotions and Death Everyone who reads a story will interpret things slightly different than the person who reads it before or after him or her. This idea plays out with most every story, book, song, and movie. These interpretations create conflict and allow people to discuss different ideas and opinions. Without this conflict of thought there is no one devoting time to debate the true meaning of a text. Kate Chopin’s â€Å"The Story of an Hour† tells about a woman who is informed of her husbands deathRead MoreThe Story Of An Hour By Kate Chopin987 Words   |  4 PagesIn Kate Chopin’s short story, â€Å"The Story of an Hour† reader’s see a potentially long story put into a few pages filled with rising action, climax and even death. In the beginning of the story, character Louise Mallard, who has a heart condition, is told of the death of her husband by her sister and one of her husband’s friends. Afterwards Mrs. Mallard is filled with emptiness and then joy of freedom. This joy of freedom is actually what consequently leads to her death in the end when she discoversRead MoreThe Story Of An Hour By Kate Chopin1061 Words   |  5 PagesThroughout the short story, â€Å"The Story of an Hour†, readers are introduced to characters whose lives change drastically in the course of this writing. Through Kate Chopin’s story we can identify many different themes and examples of symbolism in her writing. Chopin’s choice of themes in this writing are no surprise due to the time frame of which this story was written. Chopin often wrote stories with of women’s rights, and is noted as one of America’s first open feminists. As this story of an ill, helplessRead MoreThe Story Of An Hour By Kate Chopin972 Words   |  4 Pagesâ€Å"The Story of an Hour† by Kate Chopin expresses Ms. Mallard’s feelings towards her husband’s death in an appalling train accident. Due to her bad heart, her sister Josep hine had to be the bearer of bad news and approach his death gently to her. According to the quote, â€Å" But now there was a dull stare in her eyes, whose gaze was fixed away off yonder on one of those patches of blue sky. It was not a glance of reflection, but rather indicated a suspension of intelligent thought†, it lets us know thatRead MoreThe Story Of An Hour By Kate Chopin998 Words   |  4 Pagesâ€Å"The story of an hour† by Kate Chopin was a story that was ironical yet profoundly deep. As a student I have been asked to read â€Å"a story of an hour† many times, and every time I’m surprised by how I enjoy it. People can read thousands of stories in their life times and only a handful will every stand out to them, stories that can draw out an emotion or spark a thought are the ones that will standout more. For me and â€Å"a story of an hour† the thought of freedom is what draws me the most as a teenageRead MoreThe Story Of An Hour By Kat e Chopin1542 Words   |  7 PagesIn the short story, â€Å"Story of an Hour†, Kate Chopin writes about a woman with heart trouble, Mrs. Mallard, who, in finding out about the death of her husband, Mr. Mallard, experiences some initial feelings of sadness which quickly transition into the exhilarating discovery of the idea of a newfound freedom lying in front of her. When it is later revealed that her husband is not actually dead, she realizes she will not get to taste that freedom. The devastation kills her. What Mrs. Mallard goes throughRead MoreThe Story of an Hour by Kate Chopin596 Words   |  2 PagesIn â€Å"The Story of an Hour,† Kate Chopin focuses on the idea of freedom throughout the story. Mrs. Mallard is a lonely wife who suffers from heart trouble. She is told by her sister Josephine and her husband’s friend Richards that her husband has passed away in a train accident. She locks herself in a room expecting to be devastated, but instead feels freedom. Later, she exits her room and her husband walks through the door, causing her to die of a heart attack. Chopin uses this story to demonstrateRead MoreThe Story Of An Hour By Kate Chopin886 Words   |  4 Pages In Kate Chopin â€Å"The Story of an Hour†, the reader is presented with the theme of prohibited independence. In Kate Chopin â€Å"The Storm†, the scenery in this story builds the perfect atmosphere for an adulterous affair. The importance of these stories is to understand the era they occurred. Kate Chopin wrote stories with exceptional openness about sexual desires. In â€Å"The Storm†, a short story written by Kate Chopin in a time when women were expected to act a certain way and sexual cravings was considered

Why Student Loan Is The Cost Of Refinancing - 1117 Words

Looking to refinance your student loans? Millions of college graduates around the country stayed with student loans that had annual percentage rates that were too high. When they signed up for these loans, they weren t worried about paying them off because graduation seemed so far away. Now the time has finally come to start repayment. Fortunately there are few good ways to ease the sting of paying back your student loans. What we are looking for when refinancing student loan is a lower APR, or annual percentage rate. The APR is a percentage of the total amount of money you borrowed that diminishes as payments are made towards the loan. Another very important thing you must consider when refinancing your loans is the cost of refinancing†¦show more content†¦With good choices, student loan refinance can save you a lot of money. From the time students found that getting loans to complete their education was easy, more and more students opted to continue their education. Previously there were many people who could not complete their education because of the lack of fund. But this is not the case these days. However, once these students get the degree, they leave college with piles of student loans also. There are many federal and non federal student loans consolidation programs that help them ease and simplify their repayment plan. Some think that simply by considering the lowest rate of interest they are done and they will be able to save lot of money. This is not true. Before selecting the student loan consolidation company, it is good to consider some essential factors. You have to see that all the terms are beneficial for you and that too in the long run. Avoid looking for short term benefits unless you are in deep and severe financial crisis. See that there are no charges and penalties for repaying your installments in advance. Even if you do not have the job right now, consider these points. This is important because in near future you are going to get the job and then you will prefer paying off all your loans as fast as possible. When considering nonShow MoreRelatedStudent Loans : The Good, The Bad, And The Ugly899 Words   |  4 Pages Running Head: STUDENT LOANS: THE GOOD, THE BAD, AND THE UGLY. Brown-Gorham 1 Student Loans: The Good, The Bad, and the Ugly Da-Mosi Brown-Gorham English 101-23 Western Carolina University Running Head: STUDENT LOANS: THE GOOD, THE BAD, AND THE UGLY. Brown-Gorham 2 Most people are aware that federal student loans are a type of financial aid that must be repaid to the federal government, unlike grants or scholarships. Federal student loans are administered by the United States Government by way ofRead MoreDebt And Dealing With Stagnant Wages907 Words   |  4 PagesSaddled with student loan debt and dealing with stagnant wages, more and more Millennials are saying no to credit cards. 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Cooperative Learning Is Defined As An Interdependent Group Education Essay Free Essays

Dahley ( 1994 ) identifies classroom needs that advance a comfy concerted acquisition environment in schools. Using the concerted acquisition scheme increases pupil accomplishment, societal accomplishments, post-school success, and the use of resources. Research supports this scheme as an engaging environment for the scholar ensuing in higher academic accomplishment and self-pride in pupils. We will write a custom essay sample on Cooperative Learning Is Defined As An Interdependent Group Education Essay or any similar topic only for you Order Now This in bend increases the overall satisfaction of larning in pupils and promotes the desire to accomplish, every bit good as creates practical accomplishments needed in the concern universe. Johnson A ; Johnson ( n.d. ) advocate the usage of concerted acquisition in any type of course of study that group work is executable. The standards for effectual execution in any schoolroom include the alteration of bing resources as one of the foundations for this scheme. Furthermore, the instructor is required to understand the demands environing the course of study, capable, and pupils. This will let for the appraisal of effectual heterogenous grouping constructions within the schoolroom. There are five indispensable constituents presented for instructors to see when organizing concerted acquisition groups. The first is group size. Small groups of two to five are most effectual, particularly with heterogenous grouping. The 2nd constituent is group map. Functionality of a group involves coaction, job resolution, treatments, brainstorming, and sharing resources to get at a reciprocally good finish. Another of import facet is group norms, which are cultivated over clip by making th e groups and keeping them to the criterions of mutuality for accomplishment. Next, group accomplishments are required to be taught throughout the procedure. Teaching and reenforcing the coveted accomplishments of teamwork, back uping others in the group, credence, positive interactions, and struggle declaration will non merely assist the pupils understand what is expected of them in their groups, but these accomplishments besides transfer to other countries such as the schoolroom, school, and community. Finally, ends and regulations are to be communicated clearly to the pupils. This is of import for group building every bit good as the activities the groups must carry through together. Kagan ( 1994 ) focuses on prosecuting mutuality that involves all pupils hand in glove and non competitively. Grouping should be structured to profit all group members every bit and use the different strengths of each member to counterbalance for any lacks. When instructors create a concerted acquisition environment to show lesson stuff to carefully selected heterogenous groups, the cooperation of pupils will increase and competitory behaviours become diminished. Even though competition is a normal behaviour exhibited by pupils, inordinate usage of competition can sabotage accomplishment in the schoolroom. Cooperation does non exhibit this quality. It enhances larning by making a structured acquisition environment that requires the pupil to be an active participant in the acquisition procedure, as opposed to a inactive perceiver in a schoolroom. Reducing competition in the schoolroom besides provides an chance for ELL pupils to take hazards they usually would non. Concerted acquisiti on is motivational for ELL pupils as it gives multiple positions within the group, it leads to deeper apprehension of the stuff, and it allows them to build cognition by detecting other pupils using higher-level thought ( Colorado, 2007 ) . The effectual execution of concerted acquisition entails five elements. The first component, positive mutuality, ensures the trust on each group member to finish the undertakings. Face-to-face interaction is the 2nd, and it requires each group member to interact personally with each member in a positive mode. Following, the answerability of each group member assures that the 3rd component of single engagement is met. The 4th, societal accomplishments, builds the environment for larning the necessary accomplishments throughout the interactions of the group every bit good as heightening accomplishments brought in from the members. Finally, group processing assesses the group through the positive and negative sentiments of the group members ( Dahley, 1994, Johnson A ; Johnson, n.d. , Kagan, 1994 ) . The fortunes that allow for the usage of this scheme are illimitable. From pre-school to high school, the group interaction creates an mutuality that promotes socially responsible behaviour and increased accomplishment. When this attack is used to better linguistic communication accomplishments, the pupils have the ability to believe at a higher degree, hear and discourse the sentiments of other pupils, and associate the stuff to their lives in a more echt manner. An illustration of an activity affecting this scheme is the Think-Pair-Share activity ( Kagan, 1994 ) . The pupils begin by working separately on the inquiries that are given for a specific subject, such as designation and comparing of characters in a book the category is reading. After about 10 proceedingss, the pupils are grouped in braces where they discuss the replies to their inquiries with each other. After about five proceedingss, the braces so portion their replies with other squads or the whole group. This scheme h elps ELL pupils communicate what they are believing to a schoolmate in a less baleful environment and acquire the position of other pupils. Concerted grouping has many different attacks. Groups can be little as braces or big as required to run into the aims of the instructional activity. Ideally, they should incorporate three to five heterogenous pupils for the bulk of activities assigned. Homogeneous grouping, or ability grouping, can hold some benefits but is by and large best to be used meagerly, particularly with ELL pupils. Grouping ELL pupils homogeneously will non let for linguistic communication growing, as they will non hold entree to the equal patterning necessary to increase their linguistic communication accomplishments. Randomly puting pupils in groups can be effectual every bit long as all groups can run into the instructional ends of the activity, and there is a low incidence of ELL pupils in the schoolroom. Effective arrangement in heterogenous groups requires instructors to be cognizant of the ability degrees and societal accomplishments of the pupils in order to fit up complimentary accomplishments. Concerted grouping used to assist pupils with written look helps pupils derive experience by working through the authorship procedure. This is particularly good to ELL pupils. The instructor can make assorted ability groups where the stronger authors are able to assist the weaker 1s. Groups can be created to get down the authorship procedure with prewriting, which calls for brainstorming subject thoughts. All pupils can easy lend to this measure. After pupils have selected a subject, they can compose their rough bill of exchange in braces. When it is clip for alteration and redaction, group members take bends reading the documents and adding remarks, inquiries, or corrections as needed until the concluding bill of exchange is completed. This gives pupils the experience of reading the documents of other pupils as the composing procedure unfolds and the chance to better their ain authorship accomplishments through equal ratings. Working in little groups can assist ELL pupils larn how to work together and convey out larning chances that may hold been missed by independent work entirely. When pupils have a clear common end to work toward they can utilize their accomplishments to assist each other learn ( Gootman, 2001 ) . By promoting effectual communicating between equals to work out jobs in a safe orderly environment, a instructor is promoting societal growing and acquisition every bit good as academic accomplishment. As pupils learn to interact efficaciously with other pupils, accepting and lending different thoughts from the group as a whole it non merely builds assurance in the pupil socially, it strengthens the sense of accomplishment in academic undertakings. For ELL pupils, this provides a safe acquisition environment for them to larn and spread out their cognitive linguistic communication accomplishments within a societal context. Using concerted larning groups non merely develops psychosocial accomplishments in a safe and controlled environment, but besides creates state of affairss for ELL pupils to develop their linguistic communication accomplishments through equal mold. Cooperative acquisition allows ELL pupils who may non understand a given assignment to acquire aid from equals who do. Most pupils enjoy group work, and when they work in groups it can be a manner to promote them to take part in a undertaking that may be otherwise disputing or hard for them. The drawback to this is that some pupils can merely let the others to make their work for them, but if the instructor is watching closely, it should be evident who is lending and who is non and the instructor can step in as needed. There is a high degree of pupil battle with concerted grouping. All of the pupils have a undertaking and actively concentrate on making their portion. They can utilize thoughts from each other to come up with a solution to their group job. Concerted behaviours occur when the pupils who are more knowing aid those who are fighting in order to finish the undertaking as a group. This allows ELL pupils to construct their linguistic communication accomplishments. How to cite Cooperative Learning Is Defined As An Interdependent Group Education Essay, Essay examples