Role of Nurses in The Patient Protection and Affordable...

In 2009, President Obama signed the Patient Protection and Affordable Care Act (ObamaCare) and former ANA President Rebecca M. Patton, MSN, RN, CNOR witnessed this historical moment. American nurses celebrate with satisfaction, because their hard work paid off, enacting historical health care reform legislation that benefits not only nurses but their patient as well. Despite that the health care reform is now a reality, is important to keep working in order to make sure that the reform is implemented effectively (Routson, 2010).The ANA has been in favor of a health care reform that would provide high quality medical services for all. ANA believe that with Patient Protection and the Affordable Care Act, millions of American will be†¦show more content†¦Physicians has express their concern against this, NP’s are seeing patients who pay and physicians perceive this as an income that might have gone to them and physicians don’t want to lose patients. Physicians als o express their concern about safety; however there are not studies that show that NP care is inferior to physician care. The PPACA will employ certified nurse midwives and pay them the same as physicians for Medicare B patients, with the objective of improving access to care. Allowing nurses to prescribe medication will motivate more go them to go in to private practice. (Satowski, 2010) Nurses are great in helping patients to stay healthy and at their optimal level of wellness. They know how to prevent complications. Nurses are continually assessing patient’s progress. The nurse is the first person patients see in the ER or the office determining the health status of the patient. One of the reasons why the cost of health services in the U.S are arising is that our system focuses on the treatment of illnesses instead of prevention. Nurses are prepared for the change in the U.S health system and its emphasis; they always had emphasis in prevention and wellness. Nurses are also experts at chronic care management, school health, transitional care and home visiting, all areas of emphasis in the new health care law. (Satowski, 2010) Nurses posses significant strengths that support the new health care law, however theShow MoreRelatedThe Importance Of The Patient Protection And Affordable Care Act916 Words   |  4 Pagesof the Patient Protection and Affordable Care Act is to improve the quality of care and reduce costs to all Americans, through the transforming the healthcare delivery system. Nurses are always on the first line of the patient care and the major workforce for this transition. The impressions of the anticipated the change of the health care delivery system, nurses face the challenge and opportunities. 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Case Study Of Ibm s Wise Investment Essay - 1525 Words

Multicultural Teams Margaret Walsh South University Online IBM’s Wise Investment Considering that IBM has expanded to having clients in 170 countries and now does two-thirds of its business outside the United States it is vitally important to keep a management team devoted to IBM’s team projects. This has especially been noteworthy for IBM because the market has witnessed how instrumental management teams are and how they bring more positive changes to an organization. IBM’s human resources made a wise investment to commit so many hours to management time each year, because teams that are sent worldwide will have the opportunity to bring in new clients and expand the possibility of potential clients. In doing this IBM is preparing a very powerful and diverse team, which can work with all types of cultures and provide more effective work. 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Financial Management Shareholders Regards

Question: Part. A Q1.i) What factors determine the expected return of a portfolio? ii) Distinguish between selection and allocation in the context of portfolio management. Part B QB1) Compare and contrast the notions of weak-form, semi-strong-form and strong-form marketm efficiency. QB2) Critically examine the following concepts: a) Capital Asset Pricing Model b) Arbitrage Pricing Theory a) Explain the patterns (effects) in equity returns? b) According to the above study, what effects can be seen in the Australian market? Explain. You are asked to use similar articles for more information. Part C QC.1.a. Explain the motives behind mergers and takeovers. QC.1.b. Consider the following two quotations. The quotation below is taken from: Jensen and Ruback (1983) The Market for Corporate Control, Journal of Financial Economics, Vol. 11(April): 5-50. Many controversial issues regarding the market for corporate control have yet to be settled and many new issues have yet to be studied. It is clear, however, that much is now known about this market. Indeed, it is unlikely that any set of transactions has been studied in such detail. In brief, the evidence seems to indicate that corporate takeovers generate positive gains, that target firm shareholders benefit, and that bidding firm shareholders do not lose. Moreover, the gains created by corporate takeovers do not appear to come from the creation of market power. Finally, it is difficult to find managerial actions related to corporate control that harm stockholders; the exceptions are those actions that eliminate an actual or potential bidder, for example, through the use of targeted large block repurchases or standstill agreements. Jensen and Ruback (1983), p. 43. The quotation below is taken from: Renneboog and Zhao (2014) Director networks and takeovers, Journal of Corporate Finance, Vol. 28: 218234. In this paper, we focus on how the connections of bidder and target firms impact on various aspects of mergers and acquisitions (MAs) in the UK. In a network context, we study the frequency of takeovers, the MA process (in particular, the duration of the negotiation and the success versus failure at the end of the negotiation process), the means of payment (all-equity, all-cash or mixed offers), the retention or attraction of directors of the target firm on the board of the merged firm, and whether there is a difference in terms of abnormal returns at the announcement of connected and non-connected MAs. Renneboog and Zhao (2014), page 219. Question QC1.b: Do takeovers increase the value of the target, or the bidder company, and/or aggregate market value? NB: 1) Understanding the notions in articles is more important than an entanglement with the advanced math in many articles; and Do not plagiarise the article content, instead cite or better yet, paraphrase it and always give full references. This shows that your opinions are informed opinions. Answer: The expected return on the portfolio would be dependent on the following factors. Stock Selection for the portfolio If the portfolio consists of stocks that tend to offer higher returns, then it will have an impact of the portfolio returns as well. However, on the other if the constituent stocks have lower average returns, then the expected return on the portfolio would diminish (Damodaran, 2008). Consider there are two portfolios X and Y. X has equal share of both A and B whose average returns are 10% and 20% respectively. However, Y has equal share of both A and C whose average returns are 10% and 5% respectively. Expected returns on X = 0.5*10 + 0.5*20 = 15% pa Expected returns on Y = 0.5*10 + 0.5*5 = 7.5% Hence, higher return stock should be selected while accounting for underlying risk. Weights of the stocks In order to enhance the expected returns, maximum weightage must be given to the stock that has be highest expected return. For instance, assume another portfolio Z is in place now which constitutes 25% of A and 75% of B (Petty et. al., 2015). Hence, expected returns on Z = 0.25*10 + 0.75*20 = 17.5% pa Thus, superior returns are delivered by altering the weight of the individual stock. Stock Selection refers to the traditional approach to portfolio management where the aims and objectives of the underlying investor were taken into consideration and thus the stocks were selected so as to ensure that these objectives of the investor are met while respecting the constraints in the process. The various aims and objectives dealt with requirement of income at specific time periods along with the requirement of liquidity and returns. Hence, those securities are included in the portfolio which tends to serve the objectives of investment without any regard to efficiency (Brealey, Myers and Allen, 2008). The Stock allocation approach to portfolio management is a modern approach which is based on Markowitz theory and takes into consideration the risk return features of the various asset classes and available securities and based on this an optimum portfolio is chosen which tends to maximise the return per unit risk rather than the focusing on the individual objectives of the given investor. This is a superior approach since the emphasis is on selection of optimum portfolio from the aspect of efficiency which augers well for the investor (Parrino and Kidwell, 2011). PART B The various forms of market efficiency are illustrated below. Weak Form of market efficiency As per this form, the future stock prices follow a random walk and thus are independent of the past price trends. The future prices of the stocks would essentially be driven by the information flow in the future and no such pattern can be derived from any analysis of historical prices. As a result, this argument renders technical analysis as useless while giving some utility to the fundamental analysis (Petty et. al., 2015). Semi-Strong Form of market efficiency As per this form, the stock prices tend to adjust to any new information in the public domain in such a swift manner that market participants cannot initiate trades based on this information in order to consistently beat the market. As a result, this form of market efficiency renders both technical and fundamental analysis as useless as the price adjustment is so quick that no trade can be made by the market participants (Damodaran, 2008). Strong Form of market efficiency As per this form, the market price of a stock tends to build in all the private and public information that may be available with regards to the stock. Further, any deviation from the intrinsic price is so quick that the it cannot be used to beat the market on a sustainable basis. This form is not true in any stock market as it makes glaring assumptions with regards to the information symmetry and lack of taxes and incidental costs (Shim and Siegel, 2008). A) Capital Asset Pricing Model (CAPM) The CAPM is a theoretical framework which aims to establish a linear relationship between risk and the expected returns on the stock. While it is a simple and useful model, it has certain shortcomings indicated below (Brealey, Myers and Allen, 2008). The risk free rate and the market returns are not constant values and are dynamic on a daily basis. The underlying assumption that the money could be lent and borrowed at the risk free rate is not true and essentially would depend on the underlying risk profile of the borrower and lender. There are concerns with regards to the beta not being able to faithfully capture the systematic risk. B) Arbitrage Pricing Model As per this model, there is a relationship between the underlying risk and return of the stock which can be predicted by multifactor analysis such as macroeconomic variables (inflation, unemployment GDP) along with factors that may be specific to a particular industry. Unlike CAPM which is a single factor model, APM tends to focus on multitude of factors so as to spot short term arbitrage opportunities by finding the difference between intrinsic price of stock and the actual market price. The main shortcoming of this model is the underlying complexity and limitation with regards to accounting for every variable that may impact the stock price (Damodaran, 2008). C(a) The various patterns in equity returns are highlighted below (Petty et. al., 2015; Parrino and Kidwell, 2011; Damodaran, 2008). Size effect As per this effect, typically firms that are smaller in size tend to outperform the companies that are larger in size in terms of returns. Book to Market Effect As per this effect, the stocks having higher book to market value are cheaper and value stocks and must be invested into as compared to the ones with comparatively lower book to market value. Earnings to Price Effect As per this effect, the stocks having higher earnings to price ratio tend to outperform the stocks with lower earnings to price ratio in terms of return in the long run. Cash flow to Price Effect - As per this effect, returns on those firms which tend to generate higher cash flows per unit of price is lower as compared to those firms which tend to generate lower cash flows per unit of price. Leverage Effect As per this effect, the underlying valuation of any stock in the market is dependent on the underlying leverage present in the capital structure as typically high volatility in stock price is associated with high leverage and hence companies having low leverage are considered to be relatively safe bets with lower price volatility. Liquidity Effect Typically higher the liquidity on a given stock, lower would be the return expected on the stock as the bid ask spread would be lower. Hence, for stocks having low spread, it is likely that they would be held for longer periods as compared to those with higher spreads. b) The various anomalies that are seen in case of equity returns are not able to get an explanation from the traditional CAPM approach which is essentially a single factor model based on beta. Hence, it makes sense to use modern approach suggested by Fama French which takes into consideration multiple parameters to accurate determine the returns on the stock. There have been numerous research studies in the context of anomalies of stock return specific to Australian market and evidence has been found with regards to the existence of liquidity effect, size effect and B/M effect to various degrees. However, the given study takes into consideration the Fama French approach which has been successfully deployed in the US market. The given research finds that the larger portfolios tend to have lower returns as compared to those with smaller portfolios that tend to have higher returns (Damodaran, 2008). Hence, the presence of the size effect is confirmed in the study which is in line with e mpirical observations collected from other studies conducted in the Australian context. With regards to B/M ratio, it is apparent that the returns of those stocks that have a higher B/M ratio tend to be higher than those stocks that have a lower B/M ratio. This is in line with the empirical evidence collected from previous studies in the Australian market and lends support to the existence of B/M effect as per which value stocks tend to outperform growth stocks. Additionally, it has been found in the study that a U shaped relationship tends to exist between the underlying leverage levels and the returns on stock. As a result, portfolio which either have low or high leverage tend to outperform those which have leverage in the middle range. This does hint towards the presence of a leverage effect but the result obtained is contrary to that obtained by previous research conducted in the US context which concluded the relationship to be of inverted U shape. Hence, further research is required on this aspect in the Australian concept (Gharghor, Lee and Veeraraghavan, 2009). With regards to existence of liquidity effect in the Australian context, the researchers are divided as the current study fails to establish its presence but previous studies in this regards have indicated the presence of various premiums associated with liquidity associated with investment in different time horizons. Hence, it would be fair to conclude that no consensus exists in this regard. The current study indicates the existence of a mild C/P effect and it is in line with the understanding of this effect that as C/P value increases, there is a downward trend in terms of returns. Also, a E/P effect is quite visible on the basis of the given research that has been conducted and it tends to support the empirical observations that have been observed in the US market. It is noteworthy in this regard that the E/P effect is comparatively more strong for stocks have negative earnings that for those which display a positive earnings. Future research in these regards could bring more cla rity on the difference in strength of the E/P effect (Gharghor, Lee and Veeraraghavan, 2009). Part C 1a. The various motives behind mergers and takeovers are as follows (Brealey, Myers Allen, 2008). Synergies The most common motive is this as it is widely believed that merged entity would be bigger than the sum total of two individual entities due to savings in cost or enhanced revenues by ensuring cross selling of products in newer markets that can be accessed through this route. Diversification Another common reason which is adopted by conglomerates is diversification of strategic business units so that the business risk could be adequately hedged and also the various lucrative businesses could be acquired in line with the existing market conditions. Market Power The merger of two big companies can potentially be motivated through the desire to increase the market clout as the formed entity would be big enough so as to impact the prices and cause a change in the market structure for the benefit of the merged entity. Rapid Growth With regards to achieving growth, a company has two alternatives and the takeover route is the inorganic route where the related business investment is made perhaps in a geography or product line where the company intends to enter and therefore enhance the presence. Acquisition of specific skills or capabilities Typically, firms that are lacking in a particular aspect or skill tend to look for specific targets so as to make up for the skill deficiency through the acquisition route. This is especially the case when the same cannot be developed using the internal capabilities in a time bound manner. b) One of the key topics of research with regards to mergers and acquisitions has been the concept of value creation in such deals. There has been wide debate with regards to the value creation from such deals with studies yielding contradictory results. In order to summarise the value creation in corporate takeovers, there are various studies that have been conducted from various perspective considering a host of variables that tend to impact the value created. The key data in this regard is provided by various event studies that tend to measure the abnormal returns that are witnessed when the announcement regarding the takeover or merger is first made (Petty et. al., 2015). With regards to target firms shareholders, studies have indicated double digit monthly returns ranging from 16 % to 29%. However, the returns have been comparatively less spectacular in case of merger target firms although they have been positive (Brown and Warner,1980). But, certain researchers estimate that the reaction of shareholders to the initial news tends to underestimate the extent of value creation since it does not consider the share premium that has been paid by the acquirer even before the takeover has taken place (Dodd and Ruback, 1977). Further, it has also been empirically observed that there is no difference in the potential gains realised by the shareholders of the target firms irrespective of whether the bid goes through or not. However, in such cases, if no bidder gets attracted within a period of two years, then all the potential gains that the stock realised at the time of the offer would be lost in a gradual manner. With regards to shareholders of the bidding firm, it has been empirically observed in various event studies that for successful bids, there is creation of some shareholder value as represented by increase in the share price but it is significantly lower than that created for the target firm. However, the above is limited only to tender offers as in case of mergers due to mixed nature of observations. But more evidence in this regards, hints that in case of mergers, the gains for the bidding firm as reflected by the immediate movement in the stock price tends to be almost zero (Asquith, Bruner and Mullins, 1983). The negative perception of mergers in the minds of the investors is also supported by certain empirical studies which indicate that the news of the unsuccessful bids in case of mergers typically leads to a mild positive response from the market (Asquith and Kim, 1982). However, there is considerable debate between researchers with regards to utility of abnormal returns by the bidding firms accurately capturing the creation of value as it might be anticipated to some extent and also because the gains for the bidder firms may be gradual as compared to the target firm which is able to cash out at the time of the merger or takeover (Jensen and Ruback, 1983). Also, there are computation issues for estimation of precise gains for the bidder firm. One of the contributory reasons in this regards is the difference in size due to which even if the absolute gains are evenly split, in percentage terms, the gains for the target firm would significantly outweigh the bidder firm. This effect is confirmed by the study done by Asquith, Bruner and Mullins (1983) who based on event studies, concluded that the returns for bidder firms are significantly greater when the target is more than 10% of the size of the bidder as compared to when it is lesser. Also, certain studies also indicate post-merger correction in the bidder stock which can be explained on the basis of error in estimation of merger related gains which may not actually transform. Further, it is likely that regulatory changes and other issues related to integration of the firms may also have an effect on the likely efficiency gains which are reflected in the stock price only when these are unfolded (Jensen and Ruback, 1983). A logical conclusion of the above impact is that on the whole value is created since neither of the party is ending up losing although the gains are comparatively higher for target firms in comparison to bidders. Further, there is evidence to support that gains in case of merged entities do not arise necessarily from synergies or cost savings but from the change in the corporate control which essentially leads to higher valuation for the companies (Bradley, 1980). Considering the complex landscape where a plethora of players and legal regulations are involved, it would be nave to expect that the value creation is as simple as transfer of wealth from the target that is being acquired or merged with. The exact gains are in actuality dependent on a host of factors ranging from level of information available in the public domain about the merger/takeover, antitrust violations and also the issues of corporate control (Jensen and Ruback, 1983). Further, it is estimated that the level of connection of directors also has an impact on the frequency of takeovers and the mode in which it is executed which in turn could influence the process and amount of value creation. Typically, the companies that have well connected directors tend to have more access to information and are able to forge better trust with the top management of the target firm which ensures the above average activeness of these firm with regards to mergers and acquisitions (Liu, 2014). Further, research in this regard indicates that the probability of implementation of a successful takeover tends to enhance in a statistical significant manner, if atleast director is common to both the firms Also, in case of networked firms led by their CEOs there is a drastic decrease in the amount of time used for negotiation irrespective of the fact whether they proceed with the takeover or not. Besides, in takeovers where there is relation between the firms, equity is compar atively more often used for compensation rather than cash which is reflective of the greater transparency and also information premium gained through such access (Wu, 2011). Also, another advantage associated with connected MAs is the fact that there is a significantly greater chance that the key management of the target firm would be retained. It is apparent that all the above factors hint towards the process of MA being completed in a more efficient manner which in the long term should enhance the overall value creation. However, with regards to creation of value, the market does not seek to believe that better networked CEOs and directors tend to work out better deals and hence thus no superior returns are derived for these. This is rather strange and unpredictable and hints to the continued research in this field so as to understand as to capture the exact parameters that tend to drive the value generation in case of mergers and acquisitions (Renneboog and Zhao, 2014). References Asquith, P. and Kim, E.H. (1982), The impact of merger bids on the participating firms security holders, Journal of Finance, 37, 1209-1228. Asquith, P., Bruner, R. and Mullins, D.W.(1983), The gains to bidding firms from merger, Journal of Financial Economics, 11(April), 45-67 Bradley, M. (1980), Interfirm tender offers and the market for corporate control, Journal of Business 53, 345-376. Brealey, R., Myers, S. and Allen, F. (2008), Principles of Corporate Finance (Global edition), New York: McGraw Hill Publications Brown, S. and Warner, J. (1980), Measuring security price performance, Journal of Financial Economics, 8, 552-558. Damodaran, A. (2008), Corporate Finance, London: Wiley Publications Dodd, P. and Ruback, R. (1977), Tender offers and stockholder returns: An empirical analysis, Journal of Financial Economics 5, 351-374. Gharghor, P., Lee R. and Veeraraghavan, M. (2009), Anomalies and stock returns: Australian evidence, Accounting and Finance, 49, 555 576. Jensen,M.C. and Ruback R.S. (1983), The Market for Corporate Control, Journal of Financial Economics, 11(April), 5-50. Liu, Y. (2014). Outside options and CEO turnover: The network effect, Journal of Corporate Finance, 28, 201217 Parrino, R. and Kidwell, D. (2011), Fundamentals of Corporate Finance, London: Wiley Publications Petty, J.W., Titman, S., Keown, A.J., Martin, P., Martin J.D. Burrow, M. (2015), Financial Management: Principles and Applications, Sydney: Pearson Australia, Shim, J.K. and Siegel, J.G. (2008), Financial Management, New York: Barrons Renneboog, L. and Zhao, Y. (2014), Director networks and takeovers, Journal of Corporate Finance, 28, 218234. Wu, Q. (2011). Information conduit or agency cost: top managerial and director interlock between target and acquirer. Working Paper, Arizona State University.

Management Styles free essay sample

Management Styles Take a quiz: PowerPoint In many management text books the three most talked about management styles are democratic, autocratic and consultative. Selecting the correct management style may lead to greater motivation and productivity from your staff. However, it is not as easy as just picking a style. Managers personalities and characteristics will influence the type of style adopted. For example a timid manager will find an autocratic management style difficult to adopt. Democratic Management Style A democratic manager delegates authority to his/her staff, giving them responsibility to complete the task given to them (also known as empowerment). Staff will complete the tasks using their own work methods. However, the task must be completed on time. Employees are involved in decision making giving them a sense of belonging and motivating individuals. Because staff feel a sense of belonging and are motivated the quality of decision making and work also improves. We will write a custom essay sample on Management Styles or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Although popular in business today, a democratic management style can slow decision making down because staff need to be consulted. Also some employees may take advantage of the fact that their manager is democratic by not working to their full potential and allowing other group members to carry them. Autocratic Management Style In contrast to the above an autocratic manager dictates orders to their staff and makes decisions without any consultation. The leader likes to control the situation they are in. Decision are quick because staff are not consulted and work is usually completed on time. However this type of management style can decrease motivation and increase staff turnover because staff are not consulted and do not feel valued. Consultative Management style A consultative management style can be viewed as a combination of the above two. The manager will ask views and opinions from their staff, allowing them to feel involved but will ultimately make the final decision. Laissez Faire Management style A laisses faire manager sets the tasks and gives staff complete freedom to complete the task as they see fit. There is minimal involvement from the manager. The manager however does not sit idle and watch them work! He or she is there to coach or answer questions, supply information if required. There are benefits, staff again are developed to take responsibility which may lead to improved motivation. However with little direct guidance from the manager staff may begin to feel lost and not reach the goals originally set within the time frame. Diagram: Different forms of management styles [pic]

How Can the Objective of Equality at Work be Promoted through Recruitment and Selection

How Can the Objective of Equality at Work be Promoted through Recruitment and Selection Introduction There is a new breed of human resource management that is relatively a recent entrant in business expanse due to the globalization of business that allows multi-nationals and corporations to conduct business worldwide. This is advanced business management strategized in congruence with strategic human resource management policies (Gibbon 1992).Advertising We will write a custom essay sample on How Can the Objective of Equality at Work be Promoted through Recruitment and Selection? specifically for you for only $16.05 $11/page Learn More It is a harmonized blend between strategic management and international business and aims at developing world wide strategies mindful of international laws and global market trends for global corporations. This requirement for a global approach to business management is necessitated by ground breaking shifts that continue to shape global business to which management strategies must resonate in tandem with to rema in relevant and competitive in the market. Such shifts that include information revolution and arrival of environmental ethic are revolutionary and cannot be ignored. This is a human Resource Management essay that seeks to address the question of how objective equality at work place can be promoted through recruitment and selection process of personnel. Goals and objectives The following are the objectives and the goals that this paper seeks to address and meet as it discusses how objective of equity can be attained and aided by the process of recruitment and selection. To investigate the effect of equality at work place during selection of personnel. To determine ways in which equality at work place can be promoted through the exercise of recruitment and selection of personnel. To investigate the relationship that such equality has with Human Resource Management practices To given insights on the mechanisms through which the objective of equality at work could be promoted through recruitment and selection The Concept of Recruitment and Selection For there to be a specific study of how objective of equity can be improved by recruitment and selection, it is imperative for there to be a concise consideration and assessment of what constitutes recruitment and selection first. Recruitment is a central concept in the act f Human Resource Management and one that stands alone in its pursuit of determining the best qualified and best suited personnel to be employed for specific areas of a company’s operation.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The whole process of recruitment and selection if it were to be defined the definition would have to incorporate the process of making predictions concerning behaviours of prospective personnel on which the basis of their selection would be predicated (Newell 2005). The kind of predictions that is involve d in recruitment is a unique one; more like the one that is witnessed in actuaries when it comes to determining insurance premiums rather than the kind of prediction that is observed in crystal ball gazers. This is so because the kind of prediction that is employed during recruitment is one that is based on professional judgments which requires that there is a systematic assessment of what makes the individual under scrutiny outstanding in capacity, personality and overall contribution as well as assessment of the given requirements of the organizational post seeking to be filled by such a person (Newell 2005). Newell (2005) in his article Recruitment and Selection gives further incredible insights as regards the central role that recruitment has in human resource management and how it directly may help in assisting attain and improve objective of equality. One of the key insights that is brought out in this article is the fact that recruitment and selection has traditionally been v iewed as a process that helps organizations to accurately match a given individual applicant to the jobs that are outlined needing filling. This process is what the author calls a ‘Psychometric Model’ which focuses on the job as the intended end for which selection and recruitment is a process that helps meet this end by systematically coming up with the correct person with the required qualifications and capacities that is rightly qualified to meet that vacant place in an organization (Newell 2005). Here the author further adds that the key element to watch here is the employment of a specific selection method that is appropriately relevant and appropriate to predict ‘good’ employees for a given job correctly separated from ‘bad’ employees. This requires that these methods that are chosen have sound psychometric properties that depict them as both valid and reliable (Newell 2005).Advertising We will write a custom essay sample on How C an the Objective of Equality at Work be Promoted through Recruitment and Selection? specifically for you for only $16.05 $11/page Learn More The UK Chartered Institute of Personnel and Development shade further light to this concept of psychometric approach of recruitment and selection practice while talking about the importance of the approach recommends that â€Å"Care should be taken to use techniques which are relevant to the job and the business objectives of the organization. All tools used should be validated and constantly reviewed to ensure their fairness and reliability† (Newell 2005, p. 116). This is the approach that has been taken and adapted by the current employment structure where as opposed to the importance that was given to the physical skills of the applicant in previous models, this approach places greater emphasis on social skills which is due to the fact that current market trends and requirements indicate that there is greater importa nce of one’s social competencies as regards interpersonal, communication, and social skills for the benefit of the employee and the customer (Watson 1994). In fact to authenticate this surmise, a case study by Callaghan and Thompson (2002) as recorded by Newell, realized that in fact in the Call Centre Recruitment that was studied, the criteria that was used for selection and recruitment of personnel was based on the following factors in order of priority: personality trait, verbal communication skills, interpersonal skills and technical skills (Callaghan 2005, p. 117). With the foregoing assessment and discussion, it is clear that the objective of equity can be to a large extend be promoted through the practice of recruitment and selection. Torrington, Hall and Taylor (2005) claim that organizations can achieve objective of promoting equality at work through development of recruitment and selection processes that satisfy and conform to regulations and legislation on equality and inclusion strategies on human capital management (Torrington, Hall and Taylor 2005). For an organization to demonstrate compliance with equality legislation, the organization has to demonstrate availability of ongoing reviewed working practice documentation on organizational commitment and values of diversity.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The capacity of organization to demonstrate commitment should be based on capability to demonstrate capacity to improve organizational processes and performances subject to human capital participation and involvement in diversity and inclusion strategy development with regard to equality in human capital selection and recruitment (Torrington, Hall and Taylor 2005). Employee participation in development of strategy for equality recruitment and selection results into employee increased awareness on the organizational business model and business case that makes it possible for employees to understand and take active role in implementation and promotion of the equality in selection and recruitment. This provides environment for employees to demonstrate organizational citizenship behavior and develop organizational identity hence increased organizational employee ownership. In addition to this, for there to be appropriate reinforcing of objective of equity Watson (1994) suggests that rec ruitment and selection procedures should be structured towards capacity for demonstration of organizational values on equality as a function of recruitment and selection strategy through development of a work environment that is meaningful and relevant to diverse workforce (Watson 1994). The work environment should promote capability of employees to exploit their full potential without regard on social identity as a function of employee gender (Walby 1988); employee race and ethnicity; employee nationality, disability and age (Thornley 2003); employee sexuality, beliefs, traditions and marital status (Kirton and Greene 2000) and employee political affiliation (Adnett 1996, p. 61). The capability of an organization to develop a structured equality and diversity objectives via recruitment and selection should satisfy different legislations and regulations. The organization ought to ensure ongoing evaluation and assessment of the equality in selection and recruitment by contracting an agency to be conducting equality analysis of the organizational selection and recruitment processes to identify position of the organizational equal opportunities policies and diversity and inclusion strategies towards promoting different facets of equality. The organization could develop internal equality monitoring programs that should be structured towards fostering fair employment and treatment order 1998 and race relations (amendment) act 2000. The organization should invest in internal analysis of organizational capacity to ensure equality programs satisfy Disability Equality Duty 2006 and Gender Equality Duty 2007. The organization could achieve objective of equality by conducting equality monitoring data on age, religion, beliefs and sexual orientation towards management of homophobia and employee harassment on basis of gender, marital status, race, traditions and color (Walby 1988). The organization should monitor efficiencies of its equality monitoring programs through ong oing reporting on equality monitoring. Monitoring ensures organizational practices conform to regulations and legislations with regard to employment equality (age) regulation 2006, Employment Equality (Sexual orientation) regulation 2003 and Employment equality (religion and beliefs) regulation 2003) and equality acts. Another approach to the topic question is to view equality objectives as an avenue to demonstrate procedures that are followed during recruitment and selection (Campbell et al. 1996). Organization ought to document procedures for selection and recruitment, develop framework for policy adjustment and capability for addressing employee concerns through development of equality policy on employee management and conduct. The equality policy should demonstrate capacity for equal opportunities for employees and future employees, through a documented framework for training, recruitment and promotion. As a result, the organization should demonstrate compliance with codes of pr actice with regard to equality legislation and capacity to satisfy statutory provisions on equality objectives on recruitment and selection (Gibbon 1992). This means, equality regulations should be complied with to ensure minority groups are represented. The equality objectives should clarify and illustrate rationale for managing discriminatory behavior and incidents through increased awareness on standards of equality policies and non-tolerance to sexist and racist behavior (Aube and Rousseau 2005, p.193). Equality Objectives Foundation for Recruitment and Selection Newell (2005) advanced an argument that equality objectives towards recruitment and selection should demonstrate conformity to theoretical framework on recruitment and selection best practices. As a result, recruitment and selection standards should conform to essentialism theory and system theory through demonstration of equal opportunities through development of objectives towards elimination, prevention and control o f employee harassment and victimization. The foundation of equality objectives are provided for by different equality regulations and legislations that seek to protect employment on basis of the following factors: Age Disability Gender Reassignment Race Pregnancy and Maternity Partnership Sexual Orientation Sex Religion or Belief Marriage and Civil Equality Objective Alignment to Organizational Culture Cockburn (1992) indicates that equality objectives on selection and recruitment practices should demonstrate organizational culture and mechanism culture is aligned to values that govern processes and operations. As a result, equality objectives should be structured towards promoting values of equality objectives and rationale for development of procedures for achieving values of equality objectives. This means, equality objectives should clearly define rationale of implementing equality rights and capacity for aligning organizatio nal systems on equality objectives to essentialism and system theory. Principles for Recruitment and Selection Gibbon (1992) claims equality objectives should be structured towards utility of principles of recruitment and selection. Adoption of equality objectives should not translate into failure of recruitment and selection processes to contribute into acquisition of organizational positions without consideration for employee competencies with respect to experience, qualification, attitudes on team work and innovation. As a result, equality objectives should be structured towards compliance with employee recruitment and selection legislation and regulations on service equality and diversity and inclusion policies. This means eligible candidates for a given organizational position should have access to vital information on the position in order to enhance cross-gender participation. Gibbon (1992) argues that equality objectives should demonstrate â€Å"enforcement of policies and procedures that are fit for selection and recruitment goals† with increased emphasis on â€Å"clarity and transparency of communicated information on the organizational vacant position† (Newell 2005, p. 126). In addition, Kirton and Greene (2000) indicate that recruitment and selection should satisfy organizational identified requirements for equality and diversity without merely fulfilling equality objectives at the expense of organizational performance. Torrington, Hall and Taylor (2005) advanced argument that equality objectives should demonstrate capability for the organization to achieve culturally diverse workforce; adopt strategies that could contribute into delivery of psychological contract, enhance employee involvement and engagement hence capability for increased employee retention. Competencies of an Equality Objective on Workforce Diversity Gibbon (1992) argues that equality objectives should be structured towards realization of a committed diverse workforc e and should enhance capacities for employee citizenship behavior. The organizational equality objectives should provide a reflection of integrated diverse workforce that should identify requirements for diversity and profile of employees towards achievement of a diversity and inclusion strategy (Damanpour 1991). Equality objectives on recruitment and selection should demonstrate organizational technical competency development through use of social networks to communicate on organizational equality objective statement. Employees have increased awareness on rationale for equal opportunities as work environment that doesn’t compromise on discrimination subject to need for fair and equal treatment. Contrary, organizations ought to identify limitations to attainment of equality objective through compliance with regulations on equality with regard to race, sex, and disability acts which has created environment where positive approaches to diversity and inclusion management could n ot be accounted for (Watson 1994). The rationale for implementation of equality objectives on recruitment and selection ought to be a continuous process subject to ongoing measurements and results assessment. Aube and Rousseau (2005, pp.192-196) claims that equality objectives should be structured towards achievement of organizational learning culture, development of workplace equality roles and responsibilities and alignment of equality objectives to organizational or business strategy (Newell 2005). In addition, Gibbon (1992) claims that success of equality objectives towards sustainable recruitment and selection policies depend on management support for equality culture. As a result, management ought to demonstrate commitment to equality objectives through increased input towards increased equality accountability, ownership of equality schemes and governance. The equality objectives sustainability is dependent on organizational investment and documented performance metric measure s for recruitment and selection. The equality objectives with regard to selection should provide foundation for employee participation, rationale for employee professional and personal development, management of cultural barriers to equality objectives and development of supportive diversity and inclusion strategy (Baron et al. 2006). Newell (2005) argues that equality objectives towards sustainable recruitment and selection should be supported by a functional business case and model that supports equality objectives. Business case that supports equality should form benchmark for achievements of equality objectives with regard to recruitment and selection strategy. An equality strategy has capability to decrease employee victimization, productivity and performance index that contribute into gradual decrease of legal cases arising from employee suits on discrimination and harassment (ILO 2009). Equality objectives ought o outline rationale for employee dispute management; contribute into development of employee relations programs, employee referral programs and employee rewards programs. Using Equality policy to Develop Roadmap for Recruitment Newell (2005) claims that organizations should structure equality objectives for recruitment through use of pro Mosaic II assessment tool towards capacity for realizing equality in the workplace. Pro Mosaic II assessment tool provides an organization with opportunity for creating a roadmap that could be used to develop framework for base-lining equality, diversity and inclusion strategy. This means an organization equality policy should provide rationale for determination of status of equality objectives, communication of measurements of individual employee performance and productivity as well as teamwork performance. Thus, equality policy should provide objectives for recruitment that should be used towards internalization of organizational diversity and inclusion strategy (Damanpour 1991). Equality policy should inform on rationale for organizational self assessment and objectives deliverable towards implementation of diversity and inclusion strategy, improvement of recruitment and selection strategic planning, and implement initiatives that enhance and create value to diversity and inclusion strategy and identify what could create value to the equality policies and strategy based on the organizational cultural mix. Outcomes of Pro Mosaic II surveys should help organizational equality policy and objectives towards realization of continuous improvement in terms of benchmarking capacity to deliver sustainable framework for equality, diversity and inclusion strategy which positions the organization to achieve employee ownership and gain from employee retention rate and value. Organization could utilize collaboration model in order to exploit values of equality strategy. Incorporation of collaborative model enhances capacity to gain from organizational networks and transfer of knowledge. The Element o f Leadership in Recruitment and Selection Goffman (2006, pp.131-3) claims equality objective should be structured towards achievement of objective of equality in employee skills and competencies. Thus, equality objective should demonstrate a working framework where recruitment and selection contributes into attraction of competent leaders to tasks. The equality objective based on leadership capabilities should contribute into provision of equal opportunities of employees for training and development that should result into capacity for internal promotion of employees. Thornley (2003) advanced argument that equality objectives should be structured towards development of employee development support programs that should prepare employees for future organizational opportunities hence equality objective should demonstrate capacity for alignment to motivational theories (Thornley 2003). The equality objective should highlight leadership programs, mentorship programs and coaching strategi es towards improvement of employee competencies. The equality objectives with regard to recruitment and selection should provide multi-entry paths or qualification to a given employment position (Walby 1988). According to Torrington, Hall and Taylor (2005), the organization should implement work placement programs that should help the organization to identify best candidates for different emerging positions in the firm. Work placement provides a knowledge pool that the organization could use to develop its human resource competencies (Adnett 1996). Conclusion From the preceding discussion, it is clear that the goals of the research were achieved and its objectives justifiably met. This has been shown through a detailed determination of the various mechanism through which objective of equality could be promoted through recruitment and selection. To summarize the above discussion, there are two models that clearly indicate the areas through which recruitment can promote equality of eq uity. The paper has also appropriately met the four objectives and goals that it set out to achieve. Firstly, in the course of the discussion, it has been overtly shown that the objective of equality at work place takes the center stage in the current recruitment procedures as they play an important role in this process. Also, there have been different ways, no less than seven, ways in which objective of equality can be enhanced and promoted by the process of selection and recruitment of personnel into organizations to fill specific vacant posts (Damanpour 1991). It has also been shown in the preceding discussion that there is a clear relationship between equality and Human Resource Management since among the central aims of HRM strategies and policies, equality, fair representation, defense for employees’ rights and privileges are the issues that are central to it therefore tying object of equality closely to Human Resource Management practice. Finally, the paper has also ad equately given much insight to mechanisms through which objective of equality at work can be promoted through recruitment and selection. This in finality therefore, indicates that indeed object of equality can be promoted in a number of ways through the process of selection and recruitment of personnel into different job positions in different organizations. References Adnett, N., 1996. European Labour Market. Harlow: Addison Wesley Longman, pp.60- 62. Aube, C. and Rousseau, V., 2005. Team Goal Commitment and Team Effectiveness: The Role of Task Interdependence and Supportive Behaviors. Group Dynamics: Theory, Research, and Practice, 9(3), pp. 189-204. Baron, et al., 2006. The Impact of Emotional Intelligence on Performance. In: V. U. Druskat, F. Sala, and G. Mount, eds. Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Mahwah: Lawrence Erlbaum Associates, pp.3-19. Campbell, et al., 1996. The Substantive Nature of Job Perf ormance Variability. In: K.R. Murphy, ed. Individual Differences and Behavior in Organizations. San Francisco: Jossey-Bass, pp. 258–299. Cockburn, C., 1992. In The Way of Women. London: Macmillan, pp.16-45. Damanpour, F., 1991. Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators. Academy of Management Journal, 34(4), pp. 555-590. Gibbon, P., 1992. Equal Opportunities Policy and Race Equality. In: P. Braham, A. Goffman, E., 2006. The Presentation of Self. In: D. Brissett, C. Edgley, D. Brissett and C. Edgley, eds. Life as Theater: A Dramaturgical Sourcebook. 2nd ed. New Brunswick: AldineTransaction, pp.129-139. ILO, 2009. ILO Standards on Occupational Safety and Health. Geneva: ILO. Kirton, G. and Greene, A-M., 2000. The Dynamics of Managing Diversity-A Critical Approach. Oxford: Butterworth-Heinemann, pp. 13-42; pp. 99-120. Newell, S., 2005. Recruitment and Selection. In: S. Bach, ed. Managing Resources. 4thed. Oxford: Blackwell, pp.115 œ147. Rattansi, R. and Skellington, eds. Racism and Anti-Racism: Inequalities, opportunities and policies. London: Sage, pp.235-251. Thornley, C., 2003. Labour Market Policy and Inequality in the UK. In: D. Coffey and C. Thornley, eds. Industrial and Labour Market Policy and Performance: Issues and Perspectives. London: Routledge, pp.83-108. Torrington, D., Hall, L. and Taylor, S., 2005. Human Resource Management. London: FT Prentice Hall, pp.120-138. Walby, S., 1988. Gender Segregation at Work. Milton Keynes: Open University Press, pp.22- 23. Watson, T., 1994. Recruitment and Selection. In: K. Sisson. Personnel Management. Oxford: Blackwell, pp.185-216.

Favorite Spanish Proverbs With English Translations

Favorite Spanish Proverbs With English Translations The Spanish language is rich with refranes, sayings or proverbs that often become a shorthand way of conveying a thought or expressing a judgment. Here you will find a collection of a sayings, one for each day of the month. Of the literally hundreds of sayings that are a part of the language, this list includes some of the most common as well as a few others that were chosen simply because they are interesting. Refranes espaà ±oles  / Spanish Sayings Ms vale pjaro en mano que cien volando.  A bird in the hand is worth more than 100 flying. (A bird in the hand is worth two in the bush.) Ojos que no ven, corazà ³n que no  siente.  Eyes that do not see, heart that does not feel. No por mucho madrugar amanece ms temprano.  Not through much awaking early does the dawn come earlier. El amor es ciego.  Love is blind. Perro que no camina, no  encuentra  hueso.  The dog that doesnt walk doesnt find a bone. (You cant succeed if you dont try.) Dime con quià ©n  andas  y te dirà © quià ©n eres.  Tell me with whom you walk and I will tell you who you are. (A man is known by the company he keeps.) El diablo sabe ms por viejo que por diablo.  The devil knows more due to being old than by being the devil. A la luz de la tea, no hay mujer fea.  By the light of the torch there is no ugly woman. Haz el bien, y no mires a quià ©n.  Do the good, and dont look at whom. (Do what is right, not what will gain approval.) El que nacià ³ para tamal, del cielo le caen las hojas.  The leaves fall from the sky for him who was born for the tamal (a traditional Mexican food made from corn leaves). No hay mal que por bien no venga.  There is no bad from which good doesnt come. Quien no tiene, perder no puede.  He who doesnt have is unable to lose. (You cant lose what you dont have.) No todo lo que brilla es oro.  Not all that shines is gold. (Not everything that glitters is gold.) Perro que ladra no muerde.  The dog that barks doesnt bite. A caballo regalado no se le mira el diente.  Dont look at the tooth of a horse that was given. (Dont look a gift horse in the mouth.) A Dios rogando y con el mazo dando.  To God praying and with the mallet using. (God helps those who help themselves.) Eso es harina de otro costal.  That is wheat from a different bag. (Its a bird of a different feather.) De tal palo, tal astilla.  From such a stick, such a splinter. (A chip off the old block.) Para el hombre no hay mal pan. (O, para el hambre no hay mal pan.)  There is no bad bread for man. (Or, there is no bad bread for hunger.) Las desgracias nunca vienen solas.  Misfortunes never come alone. (Bad things happen in threes.) De buen vino, buen vinagre.  From good wine, good vinegar. El que la sigue, la consigue.  He who follows it attains it. (You get what you work for.) Saliste de Guatemala y te metiste en Guatepeor.  You left Guate-bad and went to Guate-worse. A quien madruga, Dios le ayuda.  God helps the one who arises early. (God helps those who help themselves. The early bird catches the worm. Early to bed, early to rise, makes a man healthy, wealthy and wise.) Camarà ³n que se duerme, se lo lleva la corriente.  The shrimp that falls asleep gets carried away by the current. Del dicho al hecho, hay mucho trecho.  From the saying to the act, there is much distance. (Saying something and doing it are two different things.) Si quieres el perro, acepta las pulgas.  If you want the dog, accept the fleas. (If you cant stand the heat, get out of the kitchen. Love me, love my faults.) De noche todos los gatos son negros.  At night all cats are black. Lo que en los libros no est, la vida te enseà ±ar.  That which isnt in books, life will teach you. (Life is the best teacher.) La ignorancia es atrevida.  Ignorance is courageous. Cada uno lleva su cruz.  Everyone carries his cross. (We each have our own cross to bear.)

Signal Processing and Communication Essay Example | Topics and Well Written Essays - 1000 words

Signal Processing and Communication - Essay Example I feel that as our next-door neighbors, India and China, have experienced in recent years, information technology is one of the most important triggers of economic and social development. My personal conviction is that I can give my family and my country a better future by pursuing this vocational path. I was attracted to your University because your graduate program in engineering enjoys a positive reputation in my country. Your modern research facilities, qualified faculty, and industrial partnerships with some of the most well-known companies in the world made me think that studying at the University of Delaware will give me the competence and flexibility I need to excel in such a vast and rapidly changing field. I plan to undertake research and coursework in Electrical Engineering to enhance my competencies in this field, with the goal of completing a Master's degree in your University. I am most interested in going more deeply into the field of electrical and electronic control systems, and signal processing and communications (SPC). I have been fascinated by this field, which has made possible many of the technological wonders that are benefiting so many people in the world. SPC has allowed better and greater communication, improving human and cultural relationships within nations and across continents, helping economies grow and escape from poverty, and opening up new business opportunities for young people like me who dream of a brighter future for us all. I have checked the University's website (UD, 2006) and was attracted by the ongoing research areas, most specifically digital imaging and communications, wireless communications, and image and video digital signatures. I realize that once I get accepted, I will have to be more specific with my choices, but this is something I hope to finalize as I learn more about the potentials of the different areas of research. What I appreciate most is having a wide range to choose from and having an idea of what to expect when I (hopefully) get there. I believe that becoming part of a research team in your University will help me influence the future in a positive way. Are there special circumstances related to your academic record that you feel we should know about I completed my Bachelors degree in Electrical Engineering from the Chittagong University of Engineering and Technology in Bangladesh. I did very well in my courses in (here, you can list down 4 or 5 courses, or maybe even more, where you got the best marks, e.g., Calculus, Physics, Electronics Communications, Signal Processing, and Engineering Electives in Analog Electronics and Engineering Electromagnetics). I had excellent professors (it might be good to mention if one of them graduated from a U.S. university, or maybe even the University of Delaware) who taught us very well and motivated us to excel. I did not do as well in two subjects (here you can give an explanation of subjects where you received low marks),

Philiosophy Essay Example | Topics and Well Written Essays - 1250 words

Philiosophy - Essay Example It was a burning issue at that time and did not end until 1998. The environmental damage done became a source of great disturbance in the area and remained unsolved until 1998. Generally, Hooker Chemicals and Plastics Company who brought this parcel of land for dumping chemical wastes are the ones, blamed for this whole contamination and the harmful effects it imposed on the people living in the areas nearby and it is not wrong at all to put blame on them. (Michael Harold Brown, 1980) Did Hooker know the damage it has caused to the canal area over the years? Had the company done it intentionally or unintentionally? How much responsible is the government itself and public who got affected in this scenario? The company did know about the hazardous facts and also was aware of what it had done before closing the landfill in early 1950s. Otherwise, it did not have protested against its excavation. Further noticed, it removed itself from any kind of liability at the time of selling the lan d to the local government. This makes it evident without a doubt that the company knew what damage it has posed to the whole area. Both these reasons conform to the deduction that Hooker knew what he had done to Love canal. (Hooker Chemicals & Plastics Corp. Public Affairs Dept.; 1980) Before closing the landfill in 1950s, the company took no necessary precaution but kept dumping its dangerous chemical wastes in the landfill, for who was going to raise a question on them. It was not after closing the landfill that Hooker started taking some precautionary actions. This time Hooker really worked and rather diligently to contain the wastes. It lined the canal with impenetrable concrete, and placed a waterproof ceramic cap over the chemicals to prevent rainwater from entering. There precautions far exceeded common practice at the time. Emphasis being on far exceeded. Why was the company so conscious about taking precautions at that time when it had not even bothered to take one before? Answer is again the same. Hooker knew the damage the contamination has done and for the same reason it had protested against the excavation of Love canal. The precautions were merely to hide the gruesome effects of its activities from the masses and government. Had there been no removal of the ceramic caps and concrete walls, no one would have known the damage company had done. (Hooker Chemicals & Plastics Corp. Public Relations Dept.; 1980; Seebauer & Barry 2000) In addition, the company did not disclose the details about the content of the landfill. There are great many facts that reach to the same conclusion: Hooker was the only one who was responsible for the environmental damage in Love canal and the nearby areas. It might be so that just to escape the heavy fine and charges for the violation of laws, the company did all the necessary dramatic performance to hide what they had done to the environment. The fact that public did not complaint about the health damage due to the dis astrous chemical wasting in the Love canal except some very few owes to another fact. Hooker was the major employer in the area and had some great influence. This was enough to stop them from speaking against the company. Their own jobs would have been in danger if they even thought about bringing the matter up to the Government’s consideration. Hooker Chemicals was in no way a socially responsible company, also witnessed by numerous citizens.

Describe marketing situations in which the use of qualitative research methods would be appropriate Essay Example for Free

Describe marketing situations in which the use of qualitative research methods would be appropriate Essay Describe marketing situations in which the use of qualitative research methods would be appropriate. According to Zikmund, Ward, Lowe, Winzar, Babin Qualitative research is a methodology that elaborate interpretations of phenomenal of interest without depending on numerical measurement ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, pg 65 ) . It is characterised by its aims, which relate to understanding some aspect of social life, and it’s methods which generate words, rather than numbers, as data for analysis ( Patton, Cochrain, 2002 ) . In terms of marketing situations, qualitative research methods are appropriate to be used when the organization root for new product idea generation and development, strength and weaknesses of products/ brands and studying emotions and attitudes on societal and public affairs issues (qrca. org). To maximize understanding on the situation, there are two qualitative research methods that can be consider is Focus Groups and Questionnaires. With these methods, we identify the benefits as well as limitations of using these research methods. Focus groups can be define as an unstructured, free-flowing interview with a small group of people ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, p71) . An approximately 60 to 90 minute discussion is led by a trained moderator with 8 to 12 relatively homogenous but unacquainted individuals who are brought together to discuss a specific topic ( Gunn, 2004) . Focus groups allow people to discuss their feelings, anxieties and frustrations, as well as the depth of their convictions, in their own words ( Zikmund, Ward, Lowe, Winzar, Babin, 2011, p72 ) . The benefits of focus groups can be presented for an in-depth exploration of new ideas, opinions, perceptions, and reactions to concepts and messaging. Focus groups often serve as exploratory research to assist survey design of subsequent quantitative research methods. Similarly, they can also be useful in validating and/ or clarifying results garnered from previous quantitative research and can be use to elicit â€Å" in their own words descriptions of products, services or issues being discussed. Conferences and other events present relatively low-cost opportunities to conduct focus groups with target audiences. There tend to be few interviewer effects on dialog because individuals tend to be influenced more by the group discussion than by the moderator. Participants are usually enthusiastic and spontaneous in their responses and groups tend to naturally cover more questions, opinions and comments than researchers could have anticipated. The disadvantage of the focus group however shows that the results from focus groups are qualitative and nonprojectable to larger populations. They require well-trained moderators to manage discussions, maintain focus, and minimize affects of the personalities and behaviours of individual participants on others and/or the entire group. Logistical and cost considerations include room and food set-up, and incentives are typically needed to encourage response. Questionnaires are not among the most prominent methods in qualitative research, because they commonly require subjects to respond to a stimulus, and thus they are not acting naturally. However, they have their uses, especially as a means of collecting information from a wider sample than can be reached by personal interview. Though the information is necessarily more limited, it can still be very useful. For example, where certain clearly defined facts or opinions have been identified by more qualitative methods, a questionnaire can explore how generally these apply, if that is a matter of interest. Ideally, there would then be a qualitative check on a sample of questionnaire replies to see if respondents were interpreting items in the way intended. Alternatively, a questionnaire might be used in the first instance, followed by qualitative techniques on a sample as a check and to fill out certain features of the questionnaire replies. Interaction among techniques in this way is typical of qualitative research.

The Power of Biofeedback Essay -- Biology Essays Research Papers

Mind Over Matter: The use of Biofeedback to control stress, pain, and other bothersome problems Having a bad day? Well, I am. I have too much work to do, like always, but I want and have to graduate. I think I'm happy about that, about putting an end to all the pressure I have felt in these last four years. Then again I am not sure what to think. I will miss my friends, especially all those people with whom I was briefly acquainted and liked enough to sense the possibility of friendship but will never know now. On top of these worries are more general fears of the uncertainty of the next few years, not to mention the rest of my life. Going home to a place I've never really liked simply because I can't think of anything better to do scares me; the possibility of getting stuck there scares me even more. I need to find a job. I need to find a career. I want to go to graduate school at some point, but my grades after this semester will not make admission easy. Needless to say, there is a lot on my mind. This morning I went in for a doctor's appointment, just a quick check-up becaus e I've been sick. As is routine, the nurse took my blood pressure. Then she turned and frowned at me. Seems that the pressure I'm under is not just weighing down on my mind. My body is responding to my higher level worries by sending my blood slamming through me with alarming force. We like to think of stress as a purely higher level function which only effects us on that level, and generally ignore the effects it might have on us on a more biological as opposed to psychological level, i.e. on the level of our voluntary and autonomic response systems. We hear Doctors on TV and DJs on NPR warning us that stress can kill, but we disregard them until we see ... ...y and promise of a more complete understanding of just what our minds can do. Perhaps the nurseÕs frown is a needed wake up call. I may feel like my life is out of control, but the one thing I always do is think positive. It will not only improve my mental state, but my physical well being as well. Besides, things are looking up; I've just finished another paper. References: From Medline: (1) www.healthy.net (2) www.healthy.net/hwlibraryarticles/biofeedback/biofeedbackwhatis.htm (3) www.healthy.net/hwlibraryarticles/mindbodyconnectio/mbbiofeed.htm (4) www.healthy.net/hwlibrarybooks/mind.htm From Neuroguide: (5) www.aapb.org/index.htm (6) www.biof.com/biofeedbackdef.html (7) www.biof.com/lsfaq.html (8) freud.tan.ac.il/~biosee/msr.html (9) freud.tan.ac.il/~biosee/defin.html (10) freud.tan.ac.il/~biosee/prob.html The Power of Biofeedback Essay -- Biology Essays Research Papers Mind Over Matter: The use of Biofeedback to control stress, pain, and other bothersome problems Having a bad day? Well, I am. I have too much work to do, like always, but I want and have to graduate. I think I'm happy about that, about putting an end to all the pressure I have felt in these last four years. Then again I am not sure what to think. I will miss my friends, especially all those people with whom I was briefly acquainted and liked enough to sense the possibility of friendship but will never know now. On top of these worries are more general fears of the uncertainty of the next few years, not to mention the rest of my life. Going home to a place I've never really liked simply because I can't think of anything better to do scares me; the possibility of getting stuck there scares me even more. I need to find a job. I need to find a career. I want to go to graduate school at some point, but my grades after this semester will not make admission easy. Needless to say, there is a lot on my mind. This morning I went in for a doctor's appointment, just a quick check-up becaus e I've been sick. As is routine, the nurse took my blood pressure. Then she turned and frowned at me. Seems that the pressure I'm under is not just weighing down on my mind. My body is responding to my higher level worries by sending my blood slamming through me with alarming force. We like to think of stress as a purely higher level function which only effects us on that level, and generally ignore the effects it might have on us on a more biological as opposed to psychological level, i.e. on the level of our voluntary and autonomic response systems. We hear Doctors on TV and DJs on NPR warning us that stress can kill, but we disregard them until we see ... ...y and promise of a more complete understanding of just what our minds can do. Perhaps the nurseÕs frown is a needed wake up call. I may feel like my life is out of control, but the one thing I always do is think positive. It will not only improve my mental state, but my physical well being as well. Besides, things are looking up; I've just finished another paper. References: From Medline: (1) www.healthy.net (2) www.healthy.net/hwlibraryarticles/biofeedback/biofeedbackwhatis.htm (3) www.healthy.net/hwlibraryarticles/mindbodyconnectio/mbbiofeed.htm (4) www.healthy.net/hwlibrarybooks/mind.htm From Neuroguide: (5) www.aapb.org/index.htm (6) www.biof.com/biofeedbackdef.html (7) www.biof.com/lsfaq.html (8) freud.tan.ac.il/~biosee/msr.html (9) freud.tan.ac.il/~biosee/defin.html (10) freud.tan.ac.il/~biosee/prob.html

Not Legal, Not Advisable

Matthew is planning to open a manufacturing facility. He is considering a â€Å"Christian-only† hiring policy whereby he would determine to hire only professing, evangelical Christians to work in the facility. He asks you for your advice on the following questions: 1. Would such a policy be legal? If so, under what terms and what might the restrictions be? 2. From a Great Commission perspective, would this policy be advisable? 3. How would your answers change, if at all, if they planned to open a Christian school rather than a manufacturing facility? Not Legal, Not AdvisableThere are few organizations that are allowed to consider the faith of employees when hiring. Manufacturing facilities is not one of them. Our Civil Rights Act prohibits discrimination of religion. As U. S. Equal Employment Opportunity Commission (n. d. ) states, the Title VII of the Civil Rights Act of 1964 â€Å"prohibits employment discrimination based on race, color, religion, sex and national originâ⠂¬  (para. 1). Organizations such as faith-based schools and some charitable organizations are not able to use government funding to assist in their activities if the result advances religion.Education Law Center (2010) states that the First Amendment to the U. S. Constitution â€Å"prohibits Congress and all levels of state and local government form enacting laws respecting an establishment of religion. † Public funds can only be used to support the non-religious services they provide. Opening a manufacturing facility that discriminates against race is also not advisable from a Great Commission Perspective. Romans 2:11 states that â€Å"God shows no favoritism† (NIV). God has created the governing facilities for us to use as needed. Christians would not want others to discriminate against them.There also should not be laws that prohibited the teaching of religious beliefs, therefore I think allowing certain organizations and schools to teach their religion should con tinue to be allowed. Education Law Center. (2010, June). Integrating Faith-Based Organizations into State-Funded Pre-K Programs. Retrieved from http://www. edlawcenter. org/assets/files/pdfs/publications/IntegratingFaithBasedOrganizations. pdf U. S. Equal Employment Opportunity Commission. (n. d. ). Title VII of the Civil Rights Act of 1964. Retrieved November 23, 2012, from http://www. eeoc. gov/laws/statutes/titlevii. cfm

Case Assignment Essay

a. How did data analysis enable agility/flexibility? Conducting analysis provided SEJ with the opportunity to strategize locations of stores and deliveries of the right products at the right times. b. How did data analysis reduce leftover goods that were perishable? Through the identification of product type, time and frequency, SEJ was able to reduce leftover goods that were perishable. Also, considering weather, local area events, and holidays they were able to adjust their ordering. c. How did electronic data acquisition reduce ordering/delivery lead times? The orders were instantly sent and received by the vendor so the turn-around time was reduced. Trending these orders also allowed the vendors to be prepared with the items. d. What statistics did Seven-Eleven find that determined the success of a new store? They used several data points including, demographics for age, population, income etc. They considered local foot traffic, nearby schools, buildings and subways. They also balanced it with impacts of other local stores. e. How did Seven-Eleven share data electronically with its supply chain partners? They used their handheld terminals in each store to order directly through to the vendors. This data was also captured for analysis and transportation. 3. If you were to design an analogous information and data analysis system for DCMA to oversee contractors and subcontractors: a. What would the goals of that system be? For me trending issues with sub-tier suppliers should be addressed. Currently we are very poor at sharing information within our offices and across the organization. A large scale supply chain mapping, rating and tracking system with feedback from all employees would help in being predictive about potential delivery and quality issues. b. What data would you want to collect and how would you want to â€Å"data mine† it, or analyze the data to improve the performance of the contractor network and become aware of problems earlier? I would include both subjective and objective observations. Tracking delayed deliveries, their reasoning, CARs, Supplier CARs and supplier ratings or actions against their sub-tier would be the first step. I would also include subjective analysis by supply chain specialist to identify other areas of potential concern that may not have developed to the point of SCARs or delays.

Application of ethical theory to a case study vignette

Application of ethical theory to a case study vignette Critics argue that the principles of business ethics are only theoretical since they are conceived within scholarly boundaries and thus not applicable to real life business. Regardless of this, there are numerous ethical theories which describe the process of ethical decision making. These include the social contact theory, the stakeholder theory, Kantian ethics, among others.Advertising We will write a custom case study sample on Application of ethical theory to a case study vignette specifically for you for only $16.05 $11/page Learn More These theories have different assertions, all of them relevant to modern business ethics. To illustrate their usefulness in the development of modern business ethics, two of these theories are analyzed against the James Company vs. town council scenario. The concept of business ethics varies from one society to another. While an aspect maybe considered as unethical in a given society, the same might be ethically acceptabl e in a different society. Regardless of this, Ostas (2007) argues that the motivation for violating business ethics is multifaceted, more so by pecuniary self interest, which is further complicated by conflict of interest. There are numerous factors which need to be considered in determining whether a situation portends conflict of interest. These include the nature of affiliations between parties in a business contract, employment issues as well as legal and social obligations by firms towards the local community and business partners. Ostas’ (2007) arguments illuminate a number of key issues relevant to this case study. To begin with, the nature of affiliations between James’ Company and the town council portends conflict of interest. James’ Company had previously won tenders fairly. However, the fact that a third of employees in James’ Company come from the town pose crucial questions on the reason why the town council overpaid the Company in the lates t tender. Since this is a fixed price contract, extra payments portends breach of contract agreement, and is likely to be perceived as kickbacks or rewards to James’ Company for providing employment to members of the town’s community. This argument lends itself to the fact that there are three major stakeholders in this case: James’ Company, the town council and the company employees.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More These stakeholders are likely to benefit from such unethical practices. Additionally, the dilemma is compounded by the fact that the town council, which is the client, adamantly maintains that the extra unauthorized payments are correct. There are a number of business ethics theories which can be used to analyze this case. Since this case study involves conflict of interest regarding major stakeholders, the stakeholder theory o f business ethics seems relevant. According to the stakeholder theory, business managers have the obligation to manage resources only for the purposes for which they are intended. This implies that there exist fiduciary relationships between major stakeholders, which must be maintained without violating business ethics. The social contract theory is a set of ethical sub theories, which recognizes that business ethics are governed by social contract between a recognized business and the society served by the firm. As such, firms should serve both their interests as well as those of the community without violating normative ethics (Hasnas 1998). In addition to these, while Kantian school of thought is one of the most complicated ethical theories, it postulates that business practices can only be moral if they are motivated by duty as well as goodwill. Additionally, Kantian ethics are based on universally acceptable maxims (Bowie 1999a). All these theories provide plausible bases to an alyze this case. However, the stakeholder theory as well as Kantian ethics override others due their close relationship with issues relevant to this case. The case of James’ Company and the town council revolves around the relationship between major stakeholders and how resources are managed. This relationship portends conflict of interest since all stakeholders are seen as benefiting from unethical business transactions. Using the stakeholder theory, it is evident that the town council violated normative business ethics by paying the contractor over the amount stipulated in the contract.Advertising We will write a custom case study sample on Application of ethical theory to a case study vignette specifically for you for only $16.05 $11/page Learn More According to the stakeholder theory, business managers are the principle custodians of capital extended by stakeholders. As such, managers are obliged to ensure that money is only spent for the purpose s stipulated in a business agreement (Hasnas 1998). Hasnas’ (1998) argument should be considered against the requirements American business contract law which criminalizes making payments especially in cases that portend conflict of interest. The extra $ 10000 seems a reward to the company for employing the towns’ people, and thus illegal. Based on this argument, the town council management breached the contact terms by paying more than the amount agreed in the contract. The stakeholder theory further asserts that stakeholders extend capital to business managers and as such, managers are obliged to cater for the wishes of stakeholders (Hasnas 1998). Since the town council is a major stakeholder, its wish is to use any means to protect jobs for the local population. In this case, the extra $ 10000 seemed to have been paid to maintain trust between the three major stakeholders, but is not part of the business contract. But as Hasnas (1998) asserts, the use of capital for any purpose contrary to contract agreement, despite it being for the best interest of stakeholders becomes unethical. Furthermore, the stakeholder theory postulates that managers are obliged to use business capital for the interest of all stakeholders. In this context the term stakeholders refers to any group or individual who can affect or is affected by the corporation (Hasnas 1998). Thus, the local community, James’ Company, the company employees and the town council become major stakeholders. It is logical to argue that the source of council capital is taxation and rates imposed on the local community. Thus, making such unauthorized payments amounts to misuse of public funds, and is not for the best interest of the public. While the stakeholder theory seems to focus on fiduciary relationship between stakeholders, Kantian ethics focus on categorical imperativism. In this case, an individual must have the will and is duty bound to act on maxims that are universally accepta ble. Therefore, only those actions motivated by universally acceptable maxims are morally permissible (Bowie 1999b).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As indicated earlier, an act portends conflict of interest depending on the nature of affiliations, legal and social obligations as well as issues of employment, which seems to underlie The James’ Company town council scenario; the town council made extra $ 10000 payments to James’ Company, arguably based on profits that would be accrued by all stakeholders. Following Kantian ethics, making extra payments follows the maxim that it is morally permissible for a client to make extra payments to sustain fiduciary business relationships. Thus, the council management ought to ask itself whether making unauthorized payments to a contractor to sustain fiduciary relationships follows a universally acceptable maxim. Kant further argues that people have free will and thus have the ability of follow the law based on reasonable virtues rather than self interest. As such, Kant requires business managers to treat other stakeholders as ends, rather than means to an end. Following this argument, it is evident that the management at the town council treated James as a means to a greater end. Additionally, Kant argues that a business enterprise is part of the moral community. Like the stakeholder theory, Kantian ethics proposes that for moral reasons, all the genuine interest of all stakeholders must be upheld if a business practice is to be considered moral (Bowie 1999b). Making extra payments amounts to breaching the initial contract agreement. This led to misappropriation of public funds. Thus, the town council failed to uphold the interests of one of the stakeholder, the taxpayer. Using the stakeholder theory and Kantian ethics, it is evident that the management at the town council violated normative business ethics. In addition, James seems to have noted the anomaly arising from extra payment and alerted the town council, which remained adamant that the correct payment was made. The fact that the previous contract had lost James’ Company an equivalent v alue to the extra payments made, puts James in a moral dilemma. Choosing to accept the payments compensates the company against previous losses and thus increases company profits. However, according to the stakeholder theory managers do not have the moral obligation to increase company’s profits at the expense of the interest of other stakeholders. This implies that there are ethical constraints which require managers to only increase profitability through honest dealings (Hasnas 1998). Therefore, there are ethical constraints that do not allow James to accept the extra payments. In addition, Kant argues that businesses are moral communities, with stakeholders having a moral duty towards each other (Bowie 1999b). Based on this, James has a moral obligation to maintain honest dealings with other stakeholders and as such cannot accept dishonest payments. Furthermore, Kant’s categorical imperativism asserts that where there are principles that cannot be universalized, it is immoral for businesses to make exceptions for themselves (Bowie 1999b). Thus James cannot make exemptions for his business by accepting illegal payments. According to Duska (2007) parties within a business contract are bound by the contract agreement. As such, any decision that contravenes the contract is unethical. In view of Duska’s (2007), Bowie’s (1999b) and Hasnas’ (1998) assertions, James is bound by the contract agreement which is worth $ 50000. Therefore it amounts to breach of contract if he accepts extra $10000. To abide by the contract agreement, James ought to accept $ 50000 but return the extra $10000 to the client. Additionally, contractors have the right to investigate contract breaches (Summerford 2001). Thus, James should conduct further investigation to reveal the extent of the fraud to determine whether legal action is necessary. Modern business management is complicated, especially with regards to business ethics. This is compounded by the fact that societies have different ways through which ethics are perceived. In this regards, ethicists have developed numerous ethical theories, which form the basis of modern business ethics. These theories have varied assertions, but as evidenced in James’ company vs. town council case study, a business practice is only ethical if it follows laid down agreements. Thus, business managers have an obligation of adhering to established rules since most of the business failures emanate from unethical business practices. When adherence is consistent it sets precedence for successful businesses ventures. Reference List Bowie, N., 1999a. Business ethics: a Kantian perspective. Oxford: Blackwell Publishers. Bowie, N., 1999b. Business ethics and normative theories. [online]. Duska, R., 2007. Contemporary reflections on business ethics. Boston: Springer. Hasnas, J., 1998. The normative theories of business ethics: a guide for the perplexed. Business Ethics Quarterly [online]. Ostas, D., 2007. When Fraud Pays: Executive Self-Dealing and the Failure of Self- Restraint. American Business Law Journal [online]. Summerford, R., 2001. Reserving the right to audit the suspicious vendor [online].