Saturday, January 25, 2020

How do I keep my own biases and my own history from allowing me to und

I have a jumbled mess of information to process. I believe that being African America, Black, or of African descent, whichever is currently more acceptable that I have a plethora of bias pointed in my direction. Being a female doesn’t help alleviate the dilemma. Growing up in what is considered a textbook black family stereotype I am the last of six children, my mother having had children by different men, the home being on public assistance, growing up in a single parent household and church every Sunday. With a deceased father at the age of seven I became one of the 49% according to familyfacts.org that grew up in a single family household lead by a mother only. I felt different then as I do now in the way I think and process information from a vast majority of people I am related to and whom I have encountered. Not many of my views and opinions have a foundation based on my upbringing. I have no strong views in either direction of conservatism or liberalism and no ties to r eligion. Some may say I am a page ready to be written on while others may say I am damned. Therefore I do carry bias opinions that overall do not fit neatly in any key hole. I find with much thought that I do hold bias against religion being a better form for raising children, the public assistance system, and the education system ability to prepare youth for adulthood. My bias on religion is that children raised in a religious home or no more or less better than those raised without religion. Of the 83.1 percent of Americans who have some kind of religious affiliation some 16.1 percent have no affiliation this according to The Pew Forum on Religion and Public Life. I do believe that religion is an important aspect of civilization. Religions structure all... ...each my children how to function as adults and I understand that not all cases are universal. To not accept new information I am doing more harm than good. Works Cited Longley, Robert. "Lifetime Earnings Soar with Education - How a Higher Education Leads to Higher Lifetime Earnings." 2011. 04 April 2011 . "One in two African-American children lives in a single-parent home." 2011. 03 April 2011 . "Prison Incarceration and Religious Preference." 2011. 03 April 2011 . "Statistics on Religion in America Report -- Pew Forum on Religion & Public Life." 2011. Pew Forum on Religion & Public Life. 03 April 2011 .

Friday, January 17, 2020

Contemporary management functions Essay

Contemporary management functions reflect considerations of past management theories and aim to improve and strengthen employer-employee relationships as well as providing suitable working conditions for employees. Management functions are functions which managers perform to â€Å"effectively and efficiently coordinate the work of others. (Robbins, 2012). The functions consist of planning, organising, leading and controlling. The theories discussed in the article (1981) Hawthorne, the Myth of the Docile Worker, and Class Bias in Psychology, American Psychologist, 36(8) pp. 867-878. By Bramel, D, an article written about the Hawthorne Research conducted between 1924-1933, which looked to identify the relation between various working conditions and productivity and output, highlight the need for contemporary management functions. The article addresses how integral a continuous strong and communicative relationship is between the employer and employees of a business and the necessity of a strong and ethical organizational culture. Poor executions of the leading management function can reduce trust between employers and employees and create job dissatisfaction. In regards to the rapid decrease in output in period 12, Bramel writes that Roethlisberger and Dickson (1939) stated that the â€Å"workers were afraid that should their previous performance be maintained or improved in this period, rest pauses might never again be reinstated. † (Bramel, D. 1981). This is an example of a lack of communication between employer and employee, resulting in resistance from employees. Communication is a vital part of the organising management function; communication is the transfer of understanding and meaning (Robbins, 2012). In the case study, understanding was clearly not transferred between managers and employees as despite employees being reassured this was only temporary prior to the exercise, the workers still believed that management was â€Å"really interested in how to squeeze the most out of them, rather than in making their working conditions better for them. †(Bramel, D. 1981). The lack of understanding and meaning communicated between each party led to the reduced trust ultimately resulting in lowered total output. This is well summarised by Bramel â€Å"If the workers had in fact ad the kind of trust in management’s good intentions that Mayo claims, would they have found it necessary to resist the experimenters so actively in this period? The picture we get, instead, is of a group of rather wary workers engaged in a continuing skirmish with management and determined not to be taken advantage of. Rather than become a part of the company â€Å"team,† they became a team of their own, rather coolly looking out for their own economic interests in an adversary relationship with management. â€Å" (Bramel, D. 981). Bramel highlights the trust lacking in an â€Å"adversary relationship† with the worker’s management, who work as a team outside of the organisation’s best interests. (Bramel, D. 1981). The leading management function recognises that managers must be able to explain, predict and influence employee’s behaviour for success. Managers must be able to explain why employees engage in some behaviour, predict how employees will respond to various actions of the manager, and to influence how employees behave (Robbins, 2012). Job satisfaction is an employee attitude, which refers to an employee’s general attitude towards their job; employees with high levels of job satisfaction have positive attitudes towards their jobs. People’s behaviours, attitudes and actions are closely related. In the case of the Hawthorne Study, managers were unsuccessful in predicting how employees would respond to their actions and did not positively influence employee’s behaviour through their actions. Dissatisfied employees can result in workplace misbehaviour (Robbins, 2012). s witness in the case study where employees intentionally slowed down production to spite the managers. Poor job satisfaction as a result of indisposed working conditions and a poor leading management function contributed to the fall in productivity. Weak management of employees reduces motivation and employee contentment. During period 12 of the experiment, productivity dropped significantly as a result to the removal of resting periods for the workers. Bramel writes that evidence revealed four of the five workers actually slowed down, and it was apparent that it was intentional. The workers were quite consciously adopting a strategy in-tended to induce the experimenters to return quickly to the preferred conditions† (Bramel, D. 1981). The evidence is clear that there was a direct correlation between the decrease in output and fall in motivation for the workers and the removal of rest pauses, as the output increased significantly for all five workers with the return of the rest pauses (Bramel, D. 1981). Motivation is a key part of the leading management function. It is the process by which a person’s efforts are energised, directed and sustained towards attaining a goal. (Robbins, 2012). The manager must be supportive, they must, have mutual confidence and trust, help to maintain a good income, understanding of work problems and help in doing the job, genuine interest in personal problems. (Mullins, 2005). Managers must look to continually motivate and increase performance of employees through different processes such as; rewards for performance, recognition and appraisal, showing care and concern, and using attainable goals. (Robbins, 2012). A strong organisational culture can harness and set the foundation for the four key management functions; planning, organising, leading and controlling. A strong organisational culture provides shared values that ensure that everyone in the organisation is on the same track (Robbins, 1996). Organisational culture offers a shared system of meaning, which forms the basis of communication and mutual understanding (Funrham and Gunter, 1993). Strong organisational cultures are strong in the leading management function, as employees are motivated through values they share with their colleagues. Organisational culture complements rational managerial tools by playing an indirect role in influencing behaviour (Martins and Terblanche, 2003). Hence it being important for a strong culture to plan, organise, lead and control processes with the agreement, cooperation and enthusiasm of employees, in order to avoid resistance and hostility. It can be seen through the study of several articles that contemporary management functions are integral for successful management. Via the study of the Hawthorne Study, the theories proposed have illuminated how imperative the proper conduction of the management functions are for firms. A strong organisation culture provides the framework for managers to conduct the management functions by creating and sharing the values, which the functions will encompass through the firm. Contemporary management functions must be organising and leading via successful communication, understanding and motivation to be successful.

Thursday, January 9, 2020

Emma Book Report - 1162 Words

Emma, authored by Jane Austen, tells a story of a wealthy young woman s schemes to match up her new, and much more poor, friend with the town s unsuspecting bachelors. What is revealed, however, is not Emma s skills in match-making, but her inability to see the true feelings of those around her, as well as her own heart. Emma took place in a small town called Highbury, in 18th century England. During the time period, there was a definite social rank. Almost all of the scenes in the book take place in or around the estates of the characters. Their property mostly determined their social status. This setting has significance to the storyline because of the social rank. Emma, who is constantly trying to play matchmaker, tries to convince†¦show more content†¦She refuses him and resolves to give up matchmaking, since her attempt to get Harriet and Mr. Elton together had been so disastrous. Unfortunately, Emma finds out that Harriet is in love with Mr. Knightley, horrifying Emm a because at this accusation, she realizes that she is in love with him as well. As a result, Emma comes to the realization that she is to blame, for if she hadn t encouraged Harriet to think herself better than she was, she would have married Mr. Martin in the first place. However, Mr. Knightley proposes to Emma and she accepts. Robert Martin proposes once again to Harriet and this time she accepts him. It becomes known that Harriet s father was, in fact, a rich tradesman, so there was no shame in her marrying a farmer after all. Harriet and Robert Martin marry first. Emma and Mr. Knightley still have to adjust Mr. Woodhouse to the idea of them marrying. Emma cannot leave her father, so they plan to live at Hartfield rather than Donwell Abbey, Mr. Knightley s home. But Mr. Woodhouse sees no rush, wondering why they can t wait a few years. 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