Single Parent Families in Australia

Contents 1. 1Introduction3 1. 2Social Wellbeing3 1. 3Disadvantage, Marginalisation, Power and Privilege4 1. 4Brief Report Outline4 2Research Methodology4 2. 1Reliability of Data and Limitations5 3Presentation and Analysis5 3. 1Housing6 3. 2Income7 3. 3Survey Evidence10 3. 4Survey results – Diagrammed12 3. 5Conflict and Functionalist Theories17 3. 6Functionalist Theory17 3. 7Conflict Theory18 4Conclusion – Evaluation and Decision Making19 4. 1Recommendations and Implications19 5Appendix20 Melissa Zanesco, Adderton 6 Study of Society report Single Parent Families Ms Brown 1 Introduction In a survey conducted over a period of ten years, it has been found that the number of single parent families has nearly doubled, and is continuing to increase [Figure 11 – ABS, 2007]. Despite this, single parent families in Australia face many challenges in terms of marginalisation and disadvantage because they do not have the same income advantage and housing accessibility as coupled families. In particular, research has shown that women are even more so disadvantaged than men and, as such, experience further difficulty in raising children and balancing income and housing affordability. Consequently, these disadvantages lead to a lower chance of having power in society and therefore, not receiving the same level of privilege as those in married couples. 2 Social Wellbeing Social wellbeing comprises a number of contributing factors. The Australian Bureau of Statistics lists areas of concern as being health, education, employment status, economic resources and housing [ABS, 2001]. It is these very factors that directly affect the level of equality shown towards groups in society. In addition, if one’s access to these fundamental indicators is undermined because of their marital status, it can lead to social inequality. Inevitably, this produces unfair rights and opportunities between groups. Inequality arises in societies when individuals or groups within the society do not experience sameness of treatment in relation to class, wealth, education, gender or race [Wikipedia, 2010]. Single parent families are particularly affected by their access to ffordable and maintainable housing and their capacity to earn an adequate income in order to support their families. In 1996, the ABS Census of Population and Housing found that at least fifty percent of single parent home owners or private renters spent at least a quarter of their income on either mortgage repayments or rent [Council of Single Mothers & their Children, 2002]. This claim is further supported by findings from the survey completed – which found that of thirty people surveyed, 87% of single parents were living in rented accommodation compared to only 13% of married couples. These statistics confirm that single parent families are hugely disadvantaged in housing ownership, primarily because the income being earned is not sufficient enough to purchase a house and the absence of a second income limits the level of privilege single parents have. 3 Disadvantage, Marginalisation, Power and Privilege Such disadvantages and consequent marginalisation inevitably produces inequalities in society, therefore hindering their access to power and privilege in the community. Limited power in society results in single parent families receiving inadequate support and privileges [WordNet, 2009]. Power can often be confused with privilege. While the two are interrelated, one’s level of power is determined by their actions and the subsequent status achieved by it. Privilege can be seen as a result of having power. When one achieves power in society, greater privileges are rewarded [WordNet, 2009]. Similarly, marginalisation is also closely related to disadvantage. One is disadvantaged when they are not given equal access to opportunities. Disadvantages are often caused by not having the same level of status as another because of lifestyle circumstances; in this situation it is being a single parent [WordNet, 2009]. Consequently, single parents and in particular single mothers are a minority group in society and as such become marginalised within the community because they are unable to have the same lifestyle a coupled family would have. 4 Brief Report Outline This report will investigate single parent families in Australia and the way in which they are disadvantaged through economic income and housing. As a direct consequence of these disadvantages, single parents are being marginalised in society. From the ABS Social Indicators, housing and income will be analysed as areas of concern in order to evaluate whether single parent families are indeed disadvantaged because of their status in society. It will be investigated as to how these two measures of social wellbeing affect the level of equality shown towards single parent families. In addition, evidence from the survey will be presented to support the information given in the report. Finally, both the conflict and functionalist theories will be considered to explain social inequality in relation to, and which theory is best suited to single parent families. Research Methodology The focus of the research was to locate information from an array of primary and secondary sources about single parent families in Australia. The Australian Bureau of Statistics was the main secondary source used to find official statistics, while the quantitative survey completed was the primary source of data. The survey provided information from thirty participants that would support the information presented and allow conclusions to be drawn. The questions in the survey focused primarily on housing and income and also what the general public’s view was on government assistance for families. The survey was created with convenience in mind, and thus featured primarily multiple choice questions, with one question asking for a written opinion on the government assistance scheme. Information found from secondary sources was presented in a research book and referenced accordingly. Reliability of Data and Limitations There were only three factors which may have played a role in the reliability and validity of the findings. Firstly, and the biggest variable was the survey responses. It is unknown whether every person surveyed gave truthful answers and while it was acceptable, it made it difficult to record accurate statistics if a participant did not want to answer certain questions. Seco ndly, in terms of the survey, only thirty people were questioned, which meant that the sample size was small and confined to Brisbane regions. Presumably, this meant that it did not harness the opinion of a wide variety of people. And lastly, only about half of the survey participants were single parents and it was very difficult to find single parents, so the results were not as comprehensive as would have been preferred. Presentation and Analysis Single parent families consist of a parent whereby they do not live with either a married or de facto partner together with a child of their own that was dependent on the parents [ABS, 2007]. According to the information obtained through the surveys, 9 out of the 18 single parent families were single due to divorce of registered marriage. The other 9 of the 18 single parents stated that they had never been in a registered marriage, but this was single due to separation of de facto couples. It was found that single parent families are most often headed by women, with only a small minority headed by men [ABS, 2007]. This is a significant variable that has been consistent in research and whereby income and housing have shown to differentiate between the two. Single parent families account for twenty two percent of families with children less than fifteen years of age in Australia [ABS, 2007]. This figure is expected to continue to rise, as can be seen in Figure 11, which has shown a steady and continual increase in single parent families from years 1987 to 2003. In 2006, 87% of one-parent families with children younger than 15 years were headed by mothers [ABS, 2007]. Yet, despite this rising trend, single parents continue to be one of Australia’s most disadvantaged groups, with little indication of improvement. 1 Housing In 2007, 14% of single parent families publicly rented their homes, forty percent privately rented and forty percent owned or purchased their homes. While that figure does not seem alarming, it is when compared to the eighty percent of coupled families who owned their homes – double the rate of single parent families [ABS, 2007]. Coupled with this, the survey found that 87% of single parents surveyed were living in rental accommodation, compared to just 13% of married couples [refer to Figure 2]. Between the ABS and survey statistics, this is an average of 70. % of single parents living in rental housing. In addition, women are at a further disadvantage with 62% of single women surveyed living in rented homes and only 38% of single men with the same living arrangements [refer to Figure 3]. In addition, those applying to take out a mortgage must pass a certain criteria; including whether your income has the capacity to afford the repayments. Banks apply certain standards, like capacity to make repayments and many single parents are not earning enough to qualify for this criterion, making it even more difficult for single parents to buy a house. The key trend here is that single parents are marginalised in housing ownership because only those with a high income may be able to afford to take out a mortgage and as such, are restricted in their chances of being able to purchase a house. A recent study by the University of South Australia found that single mothers faced discrimination when trying to secure housing in the private rental market because landlords were unwilling to sign leases for single mothers with children [AHURI, 2002]. Furthermore, Cam Smith from the Victorian Council of Social Service recently discovered that â€Å"rents have also been rising by about 15 per cent a year†, arguing that despite the growing costs of housing, the Government is yet to re-evaluate it’s rental assistance scheme for single parent families, with single parent families still spending more than a quarter of their income on housing [ABS, 2007]. Those eligible for rent assistance must be living in private rental accommodation and must also be receiving social security payments [Centrelink, 2010]. Many have called for a review of this policy because single parents on a low income that are not receiving social security payments are ineligible for rent assistance. This is supported by evidence found in the surveys which showed that half of the single parents surveyed were earning under $30 000 per annum, meaning that $7500 of this income is eing spent on rent alone. In summary, it is evident that in terms of housing access, single parent families struggle to obtain suitable housing that is affordable and maintainable and majority of single parents are unable to purchase a house because their income and other factors do not meet the criteria for home loans. Majority of single parents are living in rented accommodation and still find it difficult to pay rent even with rent assistance. Thus, single parent families are marginalised in terms of home ownership because many do not earn a sufficient income to purchase a home, but cannot work more hours because they must be home to look after their children. Inevitably, single parent families are limited in their access to power and privilege because having dependent children means they are restricted to working less hours and earning a lower income – a key factor in determining the level of power a person has and the privileges attained by it. Income Research constantly shows that single parent families are at a greater risk of poverty than couple families. According to a study by the National Centre for Economic and Social Modelling (NATSEM), in 2001 the proportion of single parent families in income poverty was 18% compared with 6% of married couples with children (refer to Figure 1)[NATSEM, 2001]. The vulnerability of single parents results from the difficulty of balancing employment to earn an income while pr oviding for and raising children alone. The difficulty in this is that single parents who are raising children alone find it almost impossible to work any more than part time and thus, cannot earn the same income as married couples working full time. Single parents are disadvantaged because they are restricted in being able to work only a certain number of hours a week because a lot of time must be spent at home looking after their children. Single mothers are at a greater level of poverty as seen in the surveys; with only 26% of single mothers working full time, compared to 74% of single fathers [refer to Figure 7]. This statistic reinforces the argument that single mothers are not privileged in terms of income because they do not have opportunity to earn that of a full time working parent, and are more disadvantaged than single fathers because women account for the majority of single parents. In 2007, the ABS reported that forty two percent of single parent families were relying on government benefits as their primary source of income compared to six percent of coupled families with dependent children [ABS, 2007]. The disadvantage in this is that many single parents are headed by mothers, and it is widely known that women earn less than men. In fact, surveys showed that 38% of single mothers were earning less than $30 000 per annum compared to just 11% of single fathers earning the same income. Furthermore, just 5% of single mothers were earning over $45 001 per annum compared to 38% of single fathers earning the same amount [Figure 6]. These results highlight the fact that single fathers are less disadvantaged when it comes to income because they are more likely to be working full time than single mothers and as such are less likely to be living in poverty. If majority of single mothers are only working part time and if wealth equals power, single women are limited in their access to power in society because they are unable to achieve power with minimal income. This demonstrates the income marginalisation of single mothers when compared to their male counterparts and the fact the single mothers are one of society’s most underprivileged groups. According to a survey conducted by the Child Support Agency in 2000, seventy five percent of the ninety one percent of single mothers were raising children on incomes below $20 000. Furthermore, these women were earning and average of $295. 00 per week, but research conducted by the University of Canberra found that the weekly cost of raising two children alone was $310. 00 [CSA, 2000; University of Canberra, 2003]. This proves that single mothers are earning less than basic living expenses require and are finding it incredibly difficult to survive, despite child support from the government, it is not sufficient for single mothers to live comfortably. In addition, if they are earning barely enough to support their children, it would be impossible to save any money to put towards possible housing ownership. This reinforces the argument that single mothers are increasingly disadvantaged by only having one source of income and that hinders their access to any privilege in society because they do not have any assets or savings needed to gain a powerful status in society. Further statistics are proving that single parent families are at a disadvantage when it comes to income and child support. The Australian Institute of Family Studies research paper notes that forty one percent of single parents were receiving no child support, due to income deemed too high to be eligible and hours children spent in their custody were not enough. Of those who did receive it, over eighty percent got only one hundred dollars or less per week [AFS, 2003]. In addition, the surveys showed that a huge 89% of single parents were not satisfied with the government assistance they were receiving (refer to Figure 4) and believed the government did not provide enough funds for single parents. The key trend noted here is that even those receiving child support are still only receiving minimal amounts and a low income means their financial disadvantage is at an all time low. An average single parent family spends half its income on rent, household bills, and food while parents who are married spend under one third of the budget on these essentials, further highlighting the fact that married parents do not face anywhere near the level of financial hardship that single parents do [ACOSS, 2005]. The expenses of raising a child do not decrease because one is a single parent, and these statistics are proving that single parent families are becoming financially marginalised because their inevitable low incomes are preventing them from living comfortably. This information has clearly distinguished the extreme disadvantages in terms of housing and income that single parents, and in particular, single mothers face. Single parents on the whole are earning far less than those who are married and as such, are disadvantaged in their ability to buy necessities and have any money remaining to put towards savings or other expenses. It is clear that single mothers are the most marginalised because majority of children in single parent families live with their mother and as such, single mothers must lessen their working hours to ensure that they are home to raise their children. It is clear that single parents with primary custody should be receiving more support from the government to compensate for their inability to work full time and government assistance should be provided with more consideration of the single parent’s situation. 3 Survey Evidence (Notes: *all statistics and figures presented in this section are out of thirty participants surveyed. those who responded as being ‘Never married’ were previously in a de facto relationship that had separated, and those without children in this category were omitted from the results. ) ? Of the single parents surveyed, 44% were male headed and 55% were female headed (Figure 1). The information presented in this report reinforces that single mot hers are at a greater disadvantage than single fathers due to majority of single parent families being headed by women and their limitations in earning a high income because of family commitments, thus making them less likely to achieve any power or privileges in society. Of those who were living in rented accommodation, 87% were single parent families and 13% were married parents (Figure 2). This supports the argument that single parents are marginalised in their ability to afford a mortgage and their low incomes prevent them from being eligible for a home loan. ? Furthermore, of the single parents renting, 62% were single mothers and 38% were single fathers (Figure 3). Single mothers are marginalised in housing ownership because many experience discrimination when applying for a home loan and low incomes make housing ownership almost impossible. Married parents were earning a minimum of $45001 per annum, with 67% earning $75001 or more a year (Figure 5) Married parents have the ab ility to gain power in society because while one parent is raising the children, another can be out working full time and earning good money, which is a determining factor in one’s level of power. Thus, wealth and power means greater privileges are rewarded and married couples are less restricted in achieving this than single parents are. 61% of single parent families were earning under $30000 per annum (Figure 5). This reinforces the fact that low income means limited access to power and privilege in society and wealth in a major disadvantage for single parent families. ? Furthermore, the single parents who were earning $45001 or more (2) were unsurprisingly men (Figure 6) Single fathers are less marginalised than single mothers because they have the capability and time to work longer hours and earn more due to most single parent families being headed by women. 74% of single fathers were working full time, compared to just 26% of single mothers (Figure 7) Single mothers are disadvantaged in their ability to work full time because they must be home to take care of their children, which limits the hours they can work. ? 70% of single parents had children enrolled in state schooling, while just 28% of married parents had children attending state schools (Figure 8). Married parents earn more > can afford private schooling; single parents earn less > don’t have financial opportunity to send children to private school therefore, they are marginalised in their access to education. 65% of married parents were unaware of the current government assistance scheme for parents, while 21% of married parents thought it was unfair and 14% thought it was fair or that single parents should be given counselling (Figure 9). Married couples do not know what single parents are receiving from government and so, that may be preventing them from lobbying for the government to provide single parent families with more assistance. Perhaps better education about government assistance should be given to harness stronger opinions from people. 61% of single parents were unsatisfied with the government assistance they were receiving, while 22% were satisfied with it and 17% were not entitled to it (Figure 10). Single parent families are at a disadvantage of only having one income, but are even more so marginalised because government assistance provided does not compensate for a second income; it is only support. ? Single parents surveyed were not receiving anymore than $200 fortnightly in Government Assistance. Despite being at an income disadvantage, single parents who are desperately in need still receive no more than $200 fortnightly which indicates the limitations they have to afford life essential, let alone save any money to afford to buy a house. 4 Survey results – Diagrammed Figure 1: [pic] Figure 2: [pic] Figure 3: [pic] Figure 4: [pic] Figure 5: [pic] Figure 6: [pic] Figure 7: [pic] Figure 8: [pic] Figure 9: [pic] Figure 10: [pic] 5 Conflict and Functionalist Theories The Conflict and Functionalist theories are concepts developed by theorists looking for a way to describe levels of class in society. Each has key tenets that make them different and why one in particular may be a better explanation of single parent families and their marginalisation and disadvantage in society, which leads to power and privilege shown towards them. 6 Functionalist Theory The Functionalist theory sees levels in society as a comparison to the human body. It sees the social system to be made up of different interconnected parts and if any of these ‘organisms’ break down, the rest of society will malfunction. Functionalists approve of social order and view inequality as natural and necessary where ‘everyone gets their due’. In addition, they see social change as disruptive on the system unless it happens gradually and social stratification is useful in maintaining stability in society. It sees those with special talent as deserving of the social reward and privilege (wealth, power, prestige) but fails to explain the place of those in society where their social status is ascribed or inherited, and not achieved. As such, the Functionalist theory sees single parent families and the disadvantages they experience as necessary to maintain social order and believe they receive what their position in society is worthy of. [Sociology: Australian Connections. 2007] 7 Conflict Theory The Conflict Theory originates from the thinking’s of Karl Marx who studied societies throughout history. Marx believed that social change emerges through the struggle and conflict being played out between social classes. The Conflict Theory sees social stratification as a result of groups becoming rich and powerful then preserving their own interests above those in lower classes. Conflict theorists view tension, hostility, competition and differences as a permanent and inevitable feature of societies. The key idea in the Conflict Theory is that ‘social order is marked by conflict and maintained by force’. It states that life chances are less for members of subordinate and powerless groups who have inferior opportunities, which in the case of single parents, is the limitations in income and housing that their situation has created. It is important to note that Conflict theorists do not see conflict as a negative force, more that it has many consequences bringing about social change. [Sociology New York, 1987; Sociology: Themes and Perspectives, 2000. ] Of the two theories, the Conflict theory more suitably explains the disadvantage and marginalisation experienced by single parent families. The rising number of single parent families is due to their low level of income forcing them into a lower social class and as such, their level of class hinders their access to power in society. Due to their lack of power and marginalisation in comparison to married parents, the opportunities of single parents are limited to those that they can afford and find time for and it has proven to be a vicious cycle that is very difficult to break. The rising number of single parents and disadvantages they experience in comparison married parents has been an issue for some time and so, as the Conflict theory states, these differences are bound to bring about change in the future. For these reasons, the Conflict Theory is a better explanation of single parent families. Conclusion – Evaluation and Decision Making Single parent families are one of Australia’s most underprivileged and powerless groups. In particular, single mothers have shown to be the most disadvantaged group and experience the highest level of financial disadvantage and are most marginalised in their housing accessibility. Because most single parent families are headed by women, single mothers are limited in their access to power because it is a constant struggle to balance earning an income with family duties. As such, single mothers do not receive the same privileges as married parents because they are restricted in their ability to earn a high income which limits the opportunities available to them. Single fathers have shown to be less disadvantaged than single mothers but still experience hardship in relation to home ownership. The research has proven that the disadvantage experienced by single parent families has shown no signs of improvement and married parents continue to have a much greater level of power and more privilege in society. As the Conflict theory states, when there is conflict between two groups in society single and married parents), it is destined to bring about social change. For that reason, the rising number of single parents in Australia is not necessarily a negative force, but one that is demonstrating the need for reform in the Government support and privileges that single parent families so desperately need. 1 Recommendations and Implications It can be seen from the primary and secondary sources of information that single parents experience the greatest disadvantage in their ability to work full time to earn a high income and their ability to purchase a home. Thus, it is recommended that the Government puts in place certain programs and funding to ensure that the marginalisation of single parents is decreased and that the equality between married and single parents is made level. This can be achieved by providing single parents with child care grants that provide single parents with the opportunity to work full time without having the burden of child care costs. In addition, the government should provide single parents with grants to purchase a home to ensure that their single income does not restrict their access to home ownership. Furthermore, grants for everyday necessities such as groceries and fuel should be provided so that single parents have a higher chance of being able to save money. Finally, the government should create some programs for single parents that give them advice on how to handle work and family duties and how they can save money even on a low income. These suggestions may cost taxpayers more money, but at the end of a day, if society wants to live in an egalitarian society, these are the first steps that must be taken in order to achieve this. Appendix Figure 11: [pic] Figure 12: [pic] Figure 13: [pic] Bibliography Article Base. (2008, October 21). Basic Requirements Needed to Receive a Mortgage. Retrieved May 10, 2010, from Article Base: http://www. articlesbase. com/mortgage-articles/basic-requirements-needed-to-receive-a-mortgage-610898. html Australian Bureau of Statistics. (2007, August 7). 4102. 0 – Australian Social Trends, 2007 . Retrieved May 10, 2010, from Australian Bureau of Statistics: http://abs. gov. au/AUSSTATS/[email  protected] nsf/ProductsbyReleaseDate/3550D34DA999401ECA25748E00126282? OpenDocument Australian Council of Social Service. (2005, September). Facts about single parent families and welfare. Retrieved May 9, 2010, from Australian Council of Social Service: http://acoss. rg. au/images/uploads/294__info_380_sole_parents. pdf Australian Government. (2009). Your child support assessment. Retrieved April 29, 2010, from Child Support Agency: http://www. csa. gov. au/ChildSupportFormula/yourChildSupportAssessment. aspx Burke, T. , & Hulse, K. (2002, May). Sole parents,social wellbeing and housing assistance. Retrieved May 12, 2010, from Australian Housing and Urban Research Institute: http://www. csmc. org. au/? q=housingstress Commonwealth of Australia. (2004, March 11). A hand up not a hand out: Renewing the fight against poverty. Retrieved April 28, 2010, from Parliament of Australia Senate : http://www. ph. gov. au/senate/committee/clac_ctte/completed_inquiries/2002-04/poverty/report/ Jureidini, R. (2000). Sociology : Australian connections. In R. Jureidini, Sociology : Australian connections (pp. 83-86). New South Wales: Allen & Unwin. Loxton, D. (2005). What future? The long term implications of Sole Motherhood for economic Wellbeing. Just Policy , 35. Princeton University. (2006). WordNet Search. Retrieved 9 May, 2010, from Princeton University: . Princeton University. (2008). WordNet Search. Retrieved May 9, 2010, from Princeton University: . SAULWICK, J. (2010, January 8). Henry Tax Review. 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Professional and Managerial Ethics Caselet Essay

Limaha Inc. is a world-renowned toilet manufacturer founded in 1967. Limaha led the innovation of advanced bathroom utilities and mainly caters to First Class airports and 5-star hotels. The recent Asian economy boom has led to increased demands of Limaha toilet bowls for the business expansion of their loyal clients. In response, the company has decided call for this unprecedented increase in production that must be met as soon as possible.Jenny Panaguiton, the purchasing manager of Limaha’s main office, was tasked to choose a supplier of premium porcelain to be used in the production of their patented No Pressure toilet bowls. This production will include a big production contract with a new posh hotel in the country’s capital whose construction is about to end with the installation of their bathroom fixtures. After careful analysis from 20 suppliers by the purchasing department, Jenny was presented and left to decide between two suppliers: O Mang China and Teddy B. Solutions. O Mang China offered superior porcelain at a high price. This price along with other costs necessary to deliver the porcelain to the production plants was estimated to exceed the company’s budget. Although Limaha can choose to go ahead and allocate more capital for this transaction, it could result to lower company profits if the previously agreed sales price of No Pressure toilet bowls is not increased. If Limaha decides to charge a higher price on their new product, there is a high possibility that the hotel client would back out from the contract and change to another toilet manufacturer for confirmed business ventures next year. Teddy B. Solutions, on the other hand, offered a lower price for the porcelain materials which is well within the company’s budget. Christopher Barrido, the company’s Vice President for Production even greatly encouraged Jenny on choosing Teddy B, as the really low price of the porcelain would bring significant favorable variances in their division’s costs. Not only would their division have a pretty image in front of the Board, there would even be a possible salary increase. He even promised Jenny of a bright future in the company if she makes the right decision. Jenny, however, doubts their VP’s motives, as Christopher would not normally recommend any supplier and would just leave the Purchasing Department on their decisions. She thinks Christopher’s actions have something to do with the generous gifts Christopher has been receiving recently from his long-time friend and classmate, Teddy B. Teddy B’s proposal is highly attractive when just considering the company’s profits. However, the production team who reviewed the samples from Teddy B showed results that were a far cry from O Mang’s porcelain. Materials from Teddy B produced inferior quality toilet bowls. The production team voiced out their concerns through Pie Bread, the production manager. Pie greatly discouraged the use of Teddy B materials to Christopher Barrido, arguing that the use of such materials would greatly affect their quality, and the name of Limaha Inc. could be tarnished through this. They were also very concerned that the hotel might withdraw previous arrangements with Limaha because of the fact that these inferior toilet bowls were simply not appropriate for the posh hotel. Christopher just won’t have any of Pie’s arguments. He argued that the employees under her department were only exaggerating about the quality of the samples. Teddy B has long been in the business of supplying porcelain, so he argued that the problem is not on the materials, but on the workers handling the production who are not being efficient enough to produce at the expected quality. Pie and Christopher’s debate had been long, and word travelled that Pie was even threatened of demotion if results with the Teddy B samples still would not improve. Needless to say, people from production are now pointing daggers to the purchasing department, as their decisions could cause them their jobs. And so Jenny tried to negotiate the price offer of O Mang China and asked for any other possible alternatives their company could have. Its owner, Osmong, however presented her a very outrageous offer. Osmong is her former lover from a very bad and traumatic relationship.  Osmong, feeling bitter, is still deeply in love with Jenny even after she broke up with him six months ago for a number of undisclosed reasons. Since the breakup, Jenny has vowed to never reconcile with this man again. In a desperate attempt to get Jenny back, Osmong offered to significantly reduce their price to go lower than that of Teddy B, if and only if, she agrees to go back together with him again. This new price would mean that there would be no need for a price increase on the No Pressure toilet bowl, and they could even attract more potential long-term customers because of their high-quality products at a really low price.  To add to the list of her worries, Jenny received a note to come to a private meeting in a nearby cafà © with Bea Wing, Limaha’s Internal Auditor. The meeting had been really stressful, as the topic was Teddy B’s alleged recent romantic interest with Jenny. Teddy has been sending Jenny many gifts and invitations to dinners since the start of the year, and they had gone to a few dates. Jenny, however, just treated their relationship as platonic, and concluded that nothing can come out of their business meetings. Bea however would not believe any of it. Bea had been married to Teddy B for three years. Sadly, a gap in their relationship has formed due to their busy schedules. She noticed her husband’s special attention to Jenny, and thought that a possible divorce could be coming to her soon if Jenny continues to â€Å"lead him on† with her business partnerships. Bea thinks that this new materials supplying contract could be the last straw. She later vowed, that if Jenny makes one wrong move on choosing her husband and destroy her marriage, she would definitely destroy her life. Jenny was visibly shaken, given that Bea really has the power to do so, with a few alterations on her department’s financial statement, and some words with Board of Directors regarding her process of choosing the material suppliers. Jenny really has a lot riding in this decision. The company profits, the production employees, her personal relationships, her co-workers, and her own job are at stake in this one important decision of choosing the supplier of porcelain for the No Pressure toilet bowl model. She could not afford to lose her job now, given that it is the only way for her to pay for the medical bills of her five dogs in the hospital. This one decision could make  or break her life. Even more so, she’s not even sure if it is right. What do you think would be the best action to take?

A Persona Of Renaissance Poet Thomas Wyatt

A Persona Of Renaissance Poet Thomas Wyatt Sir Thomas Wyatt, born in 1503 in at Allington Castle, was fated to become one of English literature’s most important Renaissance period poets. Wyatt’s father, Henry Wyatt, was a Lancastrian who followed a similar life as his son in that he was arrested under the reign of Richard III and was released by Henry VII and rewarded with multiple grants and titles. Wyatt’s father was an executor of Henry VII’s will and a Privy councilor in 1509 and continued to server under King Henry VIII and was eventually knighted. During Watt’s childhood, it is said that he was raising a lion cub when one day the cub turned on Wyatt to which Wyatt stabbed his rapier through the lion’s heart. King Henry VII caught wind of this story and commented â€Å"Oh, he will tame lions†. Thomas Wyatt attended St. John’s College in Cambridge which was well known for its humanism. In 1520 Wyatt married the daughter of Lord Cobham, Elizabeth Brooke, and they had a son for whom had the Duke of Norfolk as his standing godfather. These early life experiences, along with those to come in Wyatt’s future, played a key role in the development of the influences on his works as his relationships with others, his, so called, relationships with Anne Boleyn, and his legal difficulties with arrests and imprisonments (Anne Boleyn Files, â€Å"Sir Thomas Wyatt the Elder†). Through Wyatt’s father, his friend Cromwell, and many other famous poets before him Wyatt was influenced and shaped by these relationships. Sir Henry Wyatt, Thomas Wyatt’s father was not a direct influence on the works of his son but was indeed a direct influence on the life of his son which in turn was a key reason for which Wyatt’s life and works went down the path which they did. The most evident of these influences was Henry Wyatt’s influence on his son to pursue a diplomatic career, leading to Thomas Wyatt’s many important position under King Henry VIII much like his father’s. Along with Thomas Wyatt’s similarities to his father in the diplomatic career, the both of them had arrests and imprisonments. These, along with the happenings in the diplomatic environment led to several of Thomas Wyatt’s most famous works as a poet. Cromwell, Wyatt’s most notable friend, performed the apprehension of Thomas Wyatt. Once arrest ed Cromwell helped Wyatt out by talking to the tower guard and making sure that Wyatt was as comfortable as possible during his imprisonment, promising that Wyatt would be out soon. Thomas Wyatt is believed to have mourned the loss of his dear friend in â€Å"The Pillar Perished† which was written following Cromwell’s execution. However, this was not Thomas Wyatt’s only friend. He wrote about several other deaths of close friends such as â€Å"Weston, that pleasant was and young† for whom â€Å"all we should weep that thou [Weston] are dead and gone† (Lean, â€Å"Sir Thomas Wyatt :†). Elizabeth Brooke, Thomas Wyatt’s wife, cause him much grief and pain throughout their marriage and is believed to have been the reason for which Thomas Wyatt translated Petrarch’s sonnets with an angered and frustrated lover as the narrator of the works (Lean, â€Å"Sir Thomas Wyatt :†). Wyatt was not only influenced by friends and family, but also other writers of his time and times before him. Francesco Petrarch, a 14th century esteemed Italian Poet, was translated by Wyatt. These translations were not mere practice performed by Wyatt to improve his skills, but these translations maintained their same style and form under Wyatt’s pen but they also acquired new concepts and ideas which came together to form a uniquely English style of poetry. These translations; however, seemed to have diverted original questions on severely controversial and significant themes like those of political intrigue and courtly betrayal. Even preceding these translations of Petrarch were Wyatt’s translations of Plutarch. Plutarch wrote chronicles based on the lives of Roman and Greek leaders which used extremely engaging details to communicate the deeds of Plutarch’s characters. Wyatt was also an admirer of the works of Chaucer, with whom he had many similarities, but Wyatt wanted the English Literature to be developed into a more respected and elevated form of literature. Lastly is the famous Plato, who which was mentions in Wyatt’s poem â€Å"Farewell Love† as a source of contemplation and solace (Lean, â€Å"Sir Thomas Wyatt :†). Wyatt is acclaimed to have had fallen in love with Anne Boleyn following her arrival to the English courts in 1522. In fact, George Wyatt, who was Thomas Wyatt’s grandson wrote that his grandfather was â€Å"surprised by the sight there of â€Å"(Anne Boleyn Files, â€Å"Sir Thomas Wyatt the Elder†) when Anne Boleyn was first sighted by Wyatt. Three years after Anne Boleyn’s arrival to the courts in 1522 Thomas Wyatt parted from his wife and his unhappy marriage which is believed to have been partly due to his acquaintance with Anne Boleyn. Even though the love match between Anne Boleyn and Wyatt would nearly have been impossible due to the admiration which the King had for Boleyn, she is still indirectly mentioned numerous times in the works of Wyatt. For this reason the love between Boleyn and Wyatt is considered to have been purely ‘one-way’. However, a story in The Chronicle of King Henry VIII depicts Wyatt visiting the home of Anne Boleyn wher e he found her in bed and they had physical relations until interrupted by the sound of the footsteps of her lover. Yet another story told by Wyatt’s grandson, George Wyatt, tells of Wyatt entertaining Boleyn with his poetry while she performed some needle work. Wyatt had seen a hanging jewel around Boleyn’s neck and snatched it as a trophy. Later on when Wyatt was playing bowls with the King the two were arguing over a shot to which Wyatt took out the jewel he had swiped from Boleyn and used it to measure the shot. The King recognized the jewel and stormed off to question Anne Boleyn about it. Multiple works of Wyatt’s were indirectly attributed to Anne Boleyn including â€Å"What Wourde is that that Changeth not†, â€Å"The Lover Confesses Him in Love with Phyllis†, and â€Å"Whoso list to hunt†, which was developed off the story of Caesar’s deer who bore the collar of Caesar (Anne Boleyn Files, â€Å"Sir Thomas Wyatt the Elderâ₠¬ ). Wyatt compares Boleyn to Caesar’s deer with its â€Å"graven with diamonds in letters plain/there is written her fair neck round about:/Noli me tangere, for Caesar’s I am† (Wyatt, â€Å"Thomas Wyatt Poetry†) in which Caesar represent the King with his jewels being worn around the neck of Anne Boleyn. Thomas Cromwell, one of Wyatt’s dear friends, apprehended Wyatt in 1536 by order of the King. This first arrest is believed to have been in conjunction with Anne Boleyn. Cromwell assured Wyatt that he would watch out for him but that he would have to be imprisoned in the tower for the time being. Wyatt said that he was stainless and had no reason to fear. Thomas Wyatt watched from his window in the bell tower the executions of Weston, Bereton, Norris, Smeato, and George Boleyn. These sights from the tower led to one of Wyatt’s most famous poems, â€Å"Innocentia Veritas† (Anne Boleyn Files, â€Å"Sir Thomas Wyatt the Elder†). These sights, as described in Innocentia Veritas, were said that â€Å"The Bell Tower showed me [Wyatt] such sights that in my head stick day and night†. Thomas Wyatt was promptly released from the tower as he had already regained the favor of King Henry VIII (Academy of American Poets, â€Å"Thomas Wyatt). In conclusion, following Thomas Wyatt’s rather eventful childhood with his ‘taming’ of the lion, he attended the humanism esteemed St. John’s College in Cambridge, went on to lead a diplomatic career much like his father, and married having one son. Through Wyatt’s father, Petrarch, Plato, Chaucer, Cromwell, Anne Boleyn, and the multiple arrests of Thomas Wyatt, his woks developed into some of the first reputable English poetry written and showcased his relationships with others including Anne Boleyn and his arrests and visits to the bell tower which showed him inspiration for one of his most dramatic poems.

Human Resource Management Essay Example | Topics and Well Written Essays - 3000 words - 1

Human Resource Management - Essay Example There is no clear distinction between human resource management and personnel management. The two are used interchangeably by different authors hence the need to draw a line between the two and determine which of the approaches to management of human resources is more effective. This prompts the need to evaluate personnel management and the evolution of human resources management and the functions performed through the two approaches. Personnel Management According to Bach and Sisson (2000: 10), as early as 1945 personnel management was in existence and used to be â€Å"an administrative function concerned with operational matters of the organization†. The personnel managers were entrusted with such functions as; recruiting and selecting new employees, staff appraisal, reward management, negotiating contracts with trade unions, and handling training programmes for employees among other operational issues. Trade unions were widespread and worked in liaison with personnel manage rs to ensure fair work conditions and practices through negotiation of employment contracts. These contracts were the guiding principles of employee behaviour and were strictly observed. The management of human resources was solely the role of personnel specialists through formalised personnel policies such as job description, job evaluation systems and bureaucratic controls. Personnel management was geared towards satisfying shareholder interests of maximising revenue hence bonuses and rewards were major motivation for employees. Evolution of Human Resource Management With growth of industries, there was a lot of competition among organizations hence a new method of managing workforce was required for competitive advantage. The need was also prompted by growth in business education, rapid expansion of business studies courses and MBA which acted as source of information regarding a new management technique referred as human resource management. The HRM involved aligning operational functions of personnel managers with organizational goals (Koster, 2002). The approach was strategic in nature as opposed to personnel management which involved crisis management. High commitment of workforce began to be emphasized and was achieved through worker involvement and participation in management activities such as decision making. HRM introduced teamwork in organizations for better results and devolution of responsibilities to line managers although some resisted due to lack of management skills. Some personnel managers were not willing to give up their operational roles to line managers. Due to complexity and nature of their work the managers are accepting to delegate their roles so as to concentrate on other duties such as offering consultancy services to line managers as well as senior management. Kumar & Mittal (2001) acknowledges the fact that personnel management was about getting better results with collaboration of people hence employees were supposed to make con tribution for business purposes. The HRM on the other hand is

Porter's 5 forces Analysis applied on the business project Assignment

Porter's 5 forces Analysis applied on the business project - Assignment Example In case the current suppliers change prices or block supply, we can always switch to other suppliers without really experiencing switching costs as such. The bargaining power of customers however is quiet significant here. As we know a of paints will be produced, and some might be of high quality and some just normal, so its clear that not all will sale. Those that will sale, their prices would be determined by their demand or how much people are willing to pay. Therefore in this given case, the customers power seems to play a significant role as it is completely up to them to decide what they want to buy and what not to. There are no substitute products to paintings in the UAE market as such besides frames designed with the help of graphics manipulation. However, they cant really even be referred as a substitutes to Creative Minds paintings as the customers view these two medium of art differently and generally hand made painting are valued much more then ones drawn with the help of graphical softwares. Creative Minds dont really face a threat of new entrants since in the UAE market, the concept of helping physically disabled by getting them to make paintings is somewhat new. Even if new entrants come in, the position of Creative Minds wont change as philanthropists, once they start to support a project like lets say Creative Minds, they dont really back out. And there are always new people coming in to help charities. Finally, there is no real competitive rivalry in this industry. Paintings are items whos price is determined by the buys and not by the free market mechanism. Competition would arise when suppliers set prices with regards to each other or play with non price items. However, thats so not the case with the industry Creative Minds works

Hello Kitty - Punishments in Pink Essay Example | Topics and Well Written Essays - 750 words

Hello Kitty - Punishments in Pink - Essay Example Once he has blazed through the intersection, he resumes normal driving with the assurance that his behavior is accepted, albeit angrily, by society because of his powerful position. The Thailand government, on the other hand, takes it seriously when their police officers attempt to place themselves above the law. In Bangkok, whether an officer breaks traffic laws, litters, or just arrives to work late, they are reprimanded. In previous years, these officers were given plaid armbands to make them stand out against their lawful brethren, but the officers treated the armbands like novelties. When Pongpat Chayaphan, the acting chief of the Crime Suppression Division, realized that these bands were not making an impact, he gave them a makeover. The new armbands are now pink and decorated with hearts and the famous Hello Kitty icon. The Hello Kitty armbands may seem humorous and even sweet and adorable to citizens, but Chayaphan claims that this is their purpose. â€Å"This new twist is e xpected to make [the officers] feel guilt and shame and prevent them from repeating the offense [...]. Kitty is a cute icon for young girls. It’s not something macho police officers want covering their biceps (Mydans 1).† If a little girl squeals with glee at the sight of the armband or if a burly motorcyclist sniggers at it, the police officer is humiliated and his sense of masculinity is dropped down a notch. When this occurs, according to Chayaphan’s reasoning, then the armband is a success. The designs on these armbands are an epitome of young girls and sparkly things, which are the last things that macho police officers want to be associated with. The Hello Kitty armbands of shame have yet to be used by Bangkok police departments. While people might think that their lack of use will never reveal how well they can work, the reality of the situation is quite the opposite. Since the implementation of these pretty armbands, disobedience among police officers has significantly declined. During the months of the short-lived plaid armbands, numerous officers found themselves as the recipients of the laughable attire. When the Hello Kitty armbands were introduced and after the police officers fully comprehended what it would mean to their manly reputations to be caught wearing them, the Bangkok officers got their acts together with lightning speed. Even though they are not being used, the armbands are still proving to be effective. I find this strange and intriguing fact interesting because it reveals pride as a cornerstone to a police officer’s work. There may be some officers that might be willing to wear the armbands out of fun or to get a laugh, but when it comes down to it, anything that threatens a man’s masculinity is simply unacceptable to them. A pink armband with a cartoon kitty and hearts is enough to deter Bangkok police officers from thinking that they are above rules, regulations, and laws. When police officers were faced with fines, possible job termination, or even imprisonment, some would simply pay what was due and then return back to their lawless behavior.

Truth Telling Essay Example | Topics and Well Written Essays - 1000 words

Truth Telling - Essay Example There are a number of disciplines that do not encourage lying. Such a discipline as medicine and its related subsets require truthful interaction between doctors and patients in order to achieve the effectiveness of both the diagnosis and treatment. Honesty is a relative concept in the health care ethics. For a long time, medical practitioners had assumed that patients told the truth about their conditions but as studies later proved, the effectiveness of a diagnosis relies on the amount of information that both parties in the process give each other thereby prompting the encouragement of truth from both the doctor and the patient. Just as doctors require as much accurate information from their patients in order to make factual diagnosis, patients also need to know their conditions thereby prompting the doctors to tell their patients the truth. Additionally, some professions within the practice of medicine rely entirely on dialogues between patients and doctors. Such therapeutic prac tices as psychoanalysis thus rely on the truthful interaction between the two in order to develop effective treatment plans. Truth telling in the practice also includes the process of reporting errors. During the practice, doctors are likely just as any other human to make errors. The factuality with which they report such help develops an effective address mechanism thereby preventing or minimizing harm. Most patients sue the organizations in such cases, a truthful account of the error to both the management and the concerned party aids faster mitigation of the errors thereby giving them an opportunity to develop an understanding. Besides the professional obligations in the practice of medicine, a number of reasons validate truth telling some of which include the fact that lying is an inherent wrong. Lying is a social vise that everyone detests. People may therefore lie depending on the relativity of the scenarios but they all consider lying as a social evil, which they therefore d iscourage. Parents strive to develop honesty personalities in their children. Such develop cohesive families in which the members do not hurt one another. Collective responsibility to uphold honesty in people results in the development of an ideal society in which people do not withhold the truth from others. Honesty is relative and infers diverse meanings all of which begin from truth telling1. This way, the society thus becomes one with minimal evil. Patients on the other hand entrust their lives on the professionalism in their doctors. They thus do not expect the doctors to lie to them. Owing to this, patients tell their doctors truths about their conditions and expect their doctors to do the same from the doctors. Acting indifferently by lying in such an essential communication process breaks the trust of either party, thereby impairing the effectiveness of the process. Additionally, lying creates a barrier between patients and their doctors. The diagnosis relies on the factuali ty of the communication process between the two. By each party lying to the other thus hampers the effectiveness of the diagnosis thereby impairing the treatment. Doctors for example are always in charge of the conversation. They therefore need to create an enabling environment for their patients to offer as much information with them about their condition as possible. They can only achieve this by appearing honest with

Alto Chemicals Europe Case Study Example | Topics and Well Written Essays - 500 words

Alto Chemicals Europe - Case Study Example Graaff suggested that the company should focus on its strengths and resort to ‘non-price’ selling. The skillful sales force should highlight superior technical service and ACE’s reputation as a reliable supplier while closing a sales deal. Graaff strongly advocated that the sales force should focus on converting more accounts from Barium to Tin. The intent was to generate business from small and medium-sized firms. Customer segments like wire and cable that were not price sensitive were also to be targeted under the new strategy to prevent price erosion. As a rule, ACE was to adopt the strategy of price leadership and not compete in the market merely by ‘meeting Barium prices’. Graaff envisaged that central coordination would help in regional optimization. Thus the headquarters took on the role of setting price and volume targets for the subsidiaries. In general, ACE was to pay less attention to low price markets and focus on high price markets. Compensation Plan The initial reaction from the sales personnel suggests that they are averse to the changes put forth by Graaff. Therefore a suitable compensation plan is to be devised to motivate the sales force to adopt the new strategy. It is recommended that the sales personnel are given incentive on each account they convert from Barium to Tin. A fixed, upfront amount should also be paid to them when they a small and medium-sized enterprise becomes a customer.

Online Collaboration Vs Face-to-Face interaction Essay

Online Collaboration Vs Face-to-Face interaction - Essay Example Online collaborative tools like video conferencing and net meeting provide an alternative way that allows people to communicate with each other across the countries or even continents. In this essay, an effort will be made to discuss whether online collaboration can potentially replace face-to-face interaction in the organization or not. Subsequently, the essay will also try to explain the limitations of online collaboration. Social presence of media will also be discussed to show the difference between face-to-face interaction and other communication media. By drawing upon Xeon case study, the aspect of trust will be clarified to distinguish between face-to-face interaction and online communication. The essay ends up with the conclusion of the main points and gives an opinion regarding the replacement of face-to-face interaction with online collaboration. There are many potentially important factors that lead to the replacement of face-to-face interaction with online collaboration. To begin with, the increasing globalization of business (Chidambaram and Jones, 1993), team members are located in different countries. So it hardly depends only on face-to-face interaction. ... Meanwhile, development in new technology and infrastructure also smoothens and supports the remote collaborators to communicate in different locations (Tang and Isaacs, 1992). Examples of online collaboration are video conferencing, audio conferencing, electronic meeting systems (EMS), teleconferencing, electronic mail, online chatting, calendaring system, information and knowledge repositories, newsgroups, project management system, telephone conferencing, video whiteboards (Qureshi and Zigurs, 2001). The major benefits of online collaboration tools are saving travel costs and time. People can interact anytime and anywhere, therefore many organizations implement or plan to implement online collaboration tools and expect that it will yield benefits in tune with the investments made in these tools. Thirdly, people change their life style and the way of working. They are very much familiar with the computer systems and the computer seems to have become a part of their life. Some people are addicted to the virtual world to such an extent that they start believing it to be the real one. This therefore leads to the notion that the virtual world has the potential to replace face-to-face interaction in real life. In my opinion, online collaboration plays an important role in today's business world and it is worth to invest in the collaborative technologies because it will eventually lead to more cooperation between different units or companies. In addition, knowledge can be shared freely which in turn would lead to creation of a pro-innovation environment thus resulting in the greatest benefits for the organization. Even though the potential of online collaboration replacing

Organizational culture Essay Example | Topics and Well Written Essays - 3000 words

Organizational culture - Essay Example It also focuses on ways of implementing the concept of organisational culture in its operations so as to ensure optimal performance of the organisation. Recommendations will also be given at the end so as to suggest the best possible ways that can be implemented to ensure that there is compliance between the organisational culture and its stated goals. MSD is a multinational pharmaceutical company with headquarters in USA but it operates in more than 100 countries across the globe. Particular attention is given to MSD in the Arabian Gulf region where I am currently working in the sales field. The company has more than 150  000 employees around the globe and it operates in different areas with people from different cultural backgrounds. In my own country, there are more than 300 employees and of interest is that the organisation has more than 80 years in business now. However, as going to be outlined, the organisational culture needs to be constantly refined in order to meet the changing demands of the environment. There is also need for flexibility where the workers need to be developed and trained to play a part in decision making in areas that affect them and their work. According to Brown (1998), research suggests that strong, adaptable cultures which value stakeholders and leadership, and which have a strong sense of mission are likely to be associated with high performance over a long period of time. Basically, organisational culture is a system that tries to make a distinction between one organisation from the other and there are various definitions of organisational culture that have been developed over the years. â€Å"Organisational culture refers to a system of shared assumptions held by members which distinguishes one organisation from the other,† (Werner 2003: 25). In the case of MSD, it can be noted that there are no espoused values that are clearly stated by the

Ancient Commerce in China Essay Example for Free

Ancient Commerce in China Essay 1- The route The Silk Road, or Silk Route, is the most famous and important historically trading route of ancient Chinese civilization. This historical network of interlinking, with more than 4000 miles, between East, South, Western Asia with the Mediterranean and European world, as well as parts of North and East Africa began to be used under the Han Dynasty (202 BC – AD 220). Originally, the Chinese trade silk occurred internally within the empire, but the caravans were often attacked by central Asian tribes, hoping to find some valuable commodities. In order to protect these caravans, the Han Dynasty extended its military defenses further into Central Asia. Later came the idea to expand the silk trade to central Asia. Silk Road extension: The land routes are red, and the water routes are blue Source: http://en.wikipedia.org 2- Name and Purpose The Silk Road gets its name from the lucrative Chinese silk trade that was the major reason to sustain the route for so wide area. Some scholars prefer the term â€Å"Silk Routes† because of the several network of routes existed there. Trading silk was not the only purpose of the Silk Road, many other commodities were also traded. In addition to silk the route carried other precious goods like gold and other precious metals, ivory, precious stones and glass, exotic animals and plants were trade as well. Indeed the silk was the most remarkable goods, mainly among the Romans, it became very popular in Rome for its soft texture and attractiveness making the Romans sees the route mainly as a Silk Route. Although this fact, the name â€Å"Silk Road† originated in the nineteenth century, coined by the German scholar, von Richthofen. 3- Routes The intercontinental Silk Road had two different overland routes bypassing the Taklimakan Desert and Lop Nur. The northern route started at Changan (now called Xian), the capital of the ancient Chinese Kingdom, which, in the Later Han, was moved further east to Luoyang. The route was defined about the 1st century BCE as Han Wudi put an end to harassment by nomadic tribes The southern route was mainly a single route running from China, through the Karakoram, where it persists to modern times as the international paved road connecting Pakistan and China as the Karakoram Highway. It then set off westwards, but with southward spurs enabling the journey to be completed by sea from various points. Crossing the high mountains, it passed through northern Pakistan, over the Hindu Kush mountains, and into Afghanistan, rejoining the northern route near Merv. From there, it followed a nearly straight line west through mountainous northern Iran, Mesopotamia and the northern tip of the Syrian Desert to the Levant, where Mediterranean trading ships plied regular routes to Italy, while land routes went either north through Anatolia or south to North Africa. Another branch road traveled from Herat through Susa to Charax Spasinu at the head of the Persian Gulf and across to Petra and on to Alexandria and other eastern Mediterranean ports from where ships carried the cargoes to Rome. The Silk Road in the 1st century Source: http://en.wikipedia.org 4- Mongol Age In central Asia, Islam expanded from the 7th century onward, bringing a stop to Chinese westward expansion at the Battle of Talas in 751. Further expansion of the Islamic Turks in Central Asia from the 10th century finished disrupting trade in that part of the world. For a long time during the Middle Ages, the Islamic Caliphate often had a monopoly over much of the trade conducted across the route. Under the command of Genghis Khan, the Mongol Empire rapidly proceeded to conquer a huge region of Asia, the Mongol expansion throughout the Asian continent from around 1207 to 1360 helped to bring political and stability and re-establish the Silk Road. The partial unification of so many states under the Mongol Empire allowed a significant interaction between cultures of different regions. The trading started to happen again and the route became important as path for communication between different parts of the Empire once more. The Mongols, in general, were more open to ideas, more sympathetic to different religions and nationalities promoting the trading. Around 1288, the Venetian explorer Marco Polo became one of the first Europeans to travel the Silk Road to China, he was not the first, however, the most well known and best documented visitor. In his tales, The Travels of Marco Polo, he describes the way of life in the cities and small kingdoms through which his party passed, with particular interest on the trade and marriage customs, opening the western eyes to some of the customs of the Far East. 5- The Peak, Decline and the Sea Route In seventh century, the Silk Route had its height of importance at this time during the Tang dynasty China was a living a relative stability after the divisions of the earlier dynasties since the Han. The art and civilization of the Silk Road achieved its highest poin in the Tang Dynasty. Changan, as the starting point of the route, as well as the capital of the dynasty, developed into one of the largest and most cosmopolitan cities of the time. By 742 A.D its population reached almost two million people and in 754 A.D it had around five thousand foreigners living in the city. During the Mongol Empire as mentioned before, the route established a new good period but despite the presence of the Mongols, the route never reached the heights that it did in the Tang dynasty. Furthermore, with the disintegration of the Mongol empire, that was fairly short-lived, the barriers rose again on the land route between East and West. After the Mongol Empire, the control of the Silk Road became economically and culturally separated. The demise of the Silk Road developed the Silk Route by sea at that time it was becoming easier and safer to transport goods by water than overland (Later however, the sea route suffered a lot of problems like bad weather and pirates). Beside this the sea route passed by promising new markets in Southern Asia at that time. The commerce with China and Asia at that time was very profitable and this situation is significantly important in explaining several factors about the present economy. It was the main driving factor for the Portuguese, and later Europeans, explorations of the Indian Ocean, including the sea of China. 6- Nowadays The last link along the Silk Road was completed in 1990, when the railway connecting Lanzhou to Urumchi was extended to the border with Kazakhstan, providing an important route to the new republics and beyond. Beside this the trade route itself is also being reopened, trading between the peoples of Xinjiang and Russia has developed quickly. The new republics in Central Asia have been contributing much of the heavy industry of the region. Trade with China has also utilized the route it was encouraged by the socialist market economy and its benefits to the market. 7- Conclusion The Silk Road played a key role in the development of the ancient economy in Asia, especially in China, In China it was the main responsible to significantly increase the number of foreign merchants present in China under the Han Dynasty and exposing the Chinese and visitors to their country to different cultures and religions. Buddhism spread from India to China because of trade along the Silk Route. This route was very important in foreign trade, during all history of civilization in the last 1200 years, placing China and India, and all East Asia, in a major role for contact with the western world in a time when this region was isolated by deserts and oceans. During the Mongol Empire, based on the Mongol’s idea of liberty about different religions and cultures, once more, the route had a very important role in the foreign trade and culture exchange between Asia countries and some countries of Europe and Africa as well. Later, the great population and the varieties of products attracted the European interest (economic center of the world at that time), by sea several expeditions in order to explore the commerce in that region change the course of the world, affecting the Americas and Africa as well Asia, being decisive in the current political, economic and social aspects of several countries in these continents.

Comparison Tom and Gatsby in The Great Gatsby Essay Example for Free

Comparison Tom and Gatsby in The Great Gatsby Essay In â€Å"The Great Gatsby,† written by Scott Fitzgerald, Tom Buchanan and Jay Gatsby are two characters that struggle with the idea of losing their shared love interest, Daisy. Tom and Gatsby’s attachment to Daisy is differently justified due to their contrasting views, personalities, attitudes, actions, backgrounds, and other factors, some of which they do share and concur in. Fitzgerald did a great thing here. He created two purposefully different characters- one that is easily despised, the other that although not perfect, is likable- and united them in their love for money, the power that comes with it , and their haunt for the ultimate prize – Daisy. In this essay, we will analyze Tom and Gatsby’s differences and similarities in several areas, and decide whether or not they are perfect foils of each other like they are commonly perceived to be. To describe who Tom and Gatsby are, we must first analyze where they come from. In this area, Tom Buchannan and Jay Gatsby couldnt be more different. Tom comes from an old and wealthy Chicago family, hence his residence in East Egg where the old aristocracy of the country’s richest families reside. Tom symbolizes the idea of being born into a golden crib, a prestigious family name, and into old money. Tom is one of those privileged few who never had to work for anything in his life, but is â€Å"privileged† the right description for him? Fitzgerald says in the story, â€Å"They were careless people, Tom and Daisy—they smashed up things and creatures and then retreated back into their money or their vast carelessness, or whatever it was that kept them together, and let other people clean up the mess they had made.† Tom’s past never allowed him to learn how to own up to his mistakes, accept fault, and deal with difficult situations, but rather made him unable to adapt to the real world. Because of this, I use the term â€Å"privileged† loosely when describing Tom. On the other hand, Jay Gatsby was born into what some of us call â€Å"the other side of the tracks.† Gatsby faced an impecunious childhood in rural North Dakota, but was an ambitious small town boy with big dreams who thought himself to be superior to the farming life, and simply rejected the lot he had been dealt in life. Gatsby’s father says to the narrator, Nick, â€Å"Jimmy was bound to get ahead Do you notice what he’s got about improving his mind? He was always great for that†, and that is exactly what Gatsby did.  Gatsby left his home town and set out to find his fortune, and although some of his actions were not too admirable, James Gatz, the poor farm boy, used his ingenuity to reinvent himself and become Jay Gatsby, the self-made millionaire. Fitzgerald makes Gatsby’s residence in West Egg, where the newly rich reside, a place for a class of vulgar and ostentatious people who will always lack the social grace and taste that the resident s of East Egg possess, and can only be achieved from birth. Although the green light in Daisy’s garden is symbolic for hope, I think it also symbolizes the â€Å"green-eyed monster†. It symbolizes the envy and frustration Gatsby must feel through the realization that even though he achieved an incredible amount of wealth, he will never be an East Egger. Gatsby’s impoverished past makes him unacceptable to this socially elite East Egg society that Tom was born into, and is naturally an accepted part of. Now that we know about their contrasting pasts, let us take a look at their personalities. Tom is an overpowering, large man who uses his presence to intimidate people. It says in the book , â€Å"two shining, arrogant eyes had established dominance over his face and gave him the appearance of always leaning aggressively forward. Not even the effeminate swank of his riding clothes could hide the enormous power of that bodyit was a body capable of enormous leveragea cruel body.† On the other hand, Gatsby seems to be shy and reserved to the point where he is not even acknowledged at his own parties. In my opinion, Gatsby did not do so well when attempting to pull off a defying front during his confrontation with Tom. Tom also comes off as a racist bigot who fears that the Black race will eventually submerge the White race, a sexist, and an abusive, insensitive, â€Å"brute†, like Daisy calls him. Gatsby’s open house parties which contain very colorful characters, on the other hand, seem to show little prejudice or judgment in his persona. Gatsby’s action of waiting outside the Buchannan’s home all night just to make sure Tom would not physically harm Daisy, show just how sensitive Gatsby is to Daisy’s well being. Tom seems to be very blunt and crude, while Gatsby’s distinguishing feature is the enigma that is his life. Jay Gatsby holds himself to high expectations and lived his life chasing a single dream, while Tom Buchanan seems to have no direction, goals, or dreams, other than to waste away his wealth, and please his selfish needs. In my opinion, the fundamental difference between Tom and Gatsby is how Fitzgerald  decided that justice would be served to each concerning part. Tom is the definition of selfishness, arrogance, cruelty, and ultimately, the ugly side of inherited wealth. Despite all his faults, Gatsby is more good than he is bad, and is a clear rags-to-riches success story. However, Tom ends up getting away scot free, never facing any consequences for his actions or immorality, while Gatsby ends up killed for a crime he did not commit, to save a women who did not love him back. As always, the poor man gets the short end of the stick. Now that we stated some clear differences between Tom and Gatsby, lets look at some of their similarities. Tom and Gatsby are both dishonest and deeply flawed men who commit consistent shows of indiscretions. For example, Tom condemns Daisy’s affair, but does not have the decency to be discreet about his own. Gatsby’s shady business dealings with Wolfsheim and illicit ways of acquiring wealth can, without a doubt, compare to Tom’s unscrupulous character. Both Tom and Gatsby lie and cheat, but Tom does it for the sole purpose of self-indulgence, while Gatsby does what he does in pursuance of his dream. Tom and Gatsby both have controlling personalities, and will do what they can to get what they want, regardless of the consequences. Another similarity between Tom and Gatsby is that both men seem to be playing a role when every they’re in public, by putting on a facade for others to see. With his good looks, education, horses, polo shirts, riding pants, and boots, Tom tries to impress and dissemble others, while hiding the monster he really is. On the same token, the ostentatious parties, mysterious past, and made up stories are all used by Gatsby to hide his hum ble beginnings, and corrupt ways of attaining his wealth. Without a doubt, Gatsby and Tom’s most obvious connection is their link to Daisy. Beautiful, educated, and well groomed, Daisy is the personification of feminism in the 1920’s, and women of an elite social class. Although Daisy is the object of their affection, or better yet, desire, I do not think that either Tom or Gatsby are in love with her. Tom is so pompous, that he married Daisy not because he loved her, but because everyone else wanted her. Tom wants to keep Daisy now because he knows how socially unacceptable divorce would have been, and she looks good under his arm. Gatsby is not so much in love with her, as much as he is with the idea of her. Gatsby places Daisy on this pedestal, and wants her to live up to expectations that she neither can, wants, or deserves. In a way, both Tom and Gatsby see Daisy as  a highly desirable prize that will attest to their own self-worth. In conclusion, because Tom and Gatsby do share some characteristics with each other they may not be â€Å"perfect† foils, but looking at the big picture, they are like oil and water. Tom is a despicable character who embodies everything that is wrong with society, and flies through life unpunished. Gatsby is a man who came from humble beginnings, and made something out of himself for the sole purpose of recuperating the one thing that ever made him feel alive – Daisy. Gatsby lied, cheated, and took part in organized crime, so what can possibly him great, you may ask. Well, in my opinion, Gatsby’s never-ending optimism, simplicity of heart, and power to make his dreams into reality is what makes him â€Å"Great†. In reality, Gatsby never cared for the glamorous parties, the nice clothes, or the fast cars. Acquiring these luxuries were only important to him because he felt like they were necessary for him to accomplish his ultimate goal- winning Daisy’s heart back. Daisy embodied Gatsby’s American dream, and unfortunately for him, his search for her was somewhat more of a fatally romantic idealism that seemed to be best suited in a world of fairy tails and happy endings. I agree with Nick when he tells Gatsby, Theyre a rotten crowd youre worth the whole damn bunch put together.

Principles of Managers and Management

Principles of Managers and Management We must understand who is manager before further our study into the aspects of management. Managers have long been responsible for planning, organizing, leading and controlling in such a way as to ensure that the organizations objectives are achieved efficiently. A major change is occurring in many organizations, however Management is increasingly becoming a responsibility of every individual in the organization, not just those who are formally designated as managers. In many organization, all members are managing themselves more than was generally in the past. They are performing some of the functions of management, such as planning, not simply the task assigned to them as part of the organizing process. 1.1.2 Who are managers? Manager can be defined as, A manager is an individual who is directly responsible for ensuring that tasks are performed by people or employees in an organisation. or A manager is a person tasked with overseeing one or more employees or departments to ensure these employees or departments carry out assigned duties as required Practically, managemer is divided into three levels, 1) Senior / Top managemer 2) Middle manager and 3) First level / Lower manager. Top managers, who are responsible for making ornagization decision and establishing the plan and goals that affect the entire organisations. These individuals typically have titles such as Executive Vice President, Vice President, President, Chief Operation Officer (COO) or Chief Executive Officer (CEO). Senior or Top manager commonly consists of a board of directors or shareholders who own the company and are responsible for making key decisions that affect the company. Middle managers include all levels of management between the first level manager and top level of the organisation. These managers manage the work of first-line managers and may have titles such as regional managers, project leader, plant managers or division managers. First-line managers, the lowest level of management, manage the work of nonmanagerial employees who typically are involved with producing the organizations products or servicing the organizations customer. There are three key elements to get to know about the manager. The fuctions performed by managers in the management environment, roles and the skills. This three key elements will be discussed later. 1.1.3 What is management? Self check : In your opinion, what is the definition of management? Management can be defined as follows: Management is defined as the process of overseeing and coordinating resources efficiently and effectively in line with the goals of the organisation. The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources In the simplest of terms, management is all about getting things done. However, it is the way and the process of how one achieves ones target or goals and it is in this respect that management is considered an art and a science as well. Peter Drucker (1993) defined management as Supplying knowledge to find out how existing knowledge can best be applied to produce results is, in effect, what we mean by management. But knowledge is now also being applied systematically and purposefully to determine what new knowledge is needed, whether it is feasible, and what has to be done to make knowledge effective. It is being applied, in other words, to systematic innovation. (Drucker, 1993) From all the above definitions, it is clear that management is a creative as well as a systematic flow of knowledge that can be applied to produce results by using human as well as other resources in an effective way. Management has not been limited to managing human resource; management today has been segregated into various branches like financial management, strategic management, operations management, time management, crisis management, marketing management etc. Each of these is a separate branch that is being handled by managers who specialize in these fields. Today the importance of management from an organizations point of view has increased multifold. It is only through effective management that companies are developing and executing their businesss policies and strategies to maximize their profits and provide with the best of products and services. Management today combines creative, business, organizational, analytical and other skills to produce effective goal-oriented results! Some of the key functions in management includes learning to delegate, planning and organizing, communicating clearly, controlling situations, motivating employees, adapting to change, constantly innovating and thinking of new ideas, building a good team and delivering results which are not just figure -bound but results that also focus on overall growth and development. Management focuses on the entire organization from both a short and a long-term perspective. Management is the managerial process of forming a strategic vision, setting objectives, crafting a strategy and then implementing and executing the strategy. Management goes beyond the organizations internal operations to include the industry and the general environment. The key emphasis is on issues related to environmental scanning and industry analysis, appraisal of current and future competitors, assessment of core competencies, strategic control and the effective allocation of organizational resources. Nevertheless, based on definition number 2, effectiveness is the attainment of goals that enables the realisation of the objectives of an organisation or, briefly, as doing the right thing whereas efficiency is performing a job using minimum effort, cost and wastage or simply put as doing things right. The end result of an efficient and effective management is the success of an organisation. A person can be described as efficient but not effective or effective but not efficient in managing a specific task. Both elements are not interdependent. Lets say a factory worker finds a shortcut to doing a task with lower cost but by doing so, he deviates from the ethical objectives of the organisation. For example, he disposes of production waste by dumping it into the river. But one of the organisations ethical objectives is to preserve local harmony. So, the factory worker, through his action, deviated from the objective although he was efficient. In short, he was efficient but not effective. In contrast, an employee is considered effective but not efficient if he uses an old method to resolve a management issue even if it could have been resolved efficiently without deviating from the objectives of the organisation. For example, in delivering information, the employee sends a letter via post instead of e-mail. Although it does not affect or clash with the organisations objectives, the employee has wasted a part of the resources allocated to him. Both efficiency and effectiveness cannot be excluded from the definition of management as these are essential elements in defining management. 1.1.4 What is organizations? When two or more people get together and agree to coordinate their activities in order to achieve their common goals, an organization has been born. There is really no doubt about the present meaning of organization. Its purpose is to create an arrangement of positions and responsibilities through and by means of which an enterprise can carry out its work. An academic textbook definition of organization can be formulated as follows: a. the responsibilities by means of which the activities of the enterprise are dispersed among the (managerial, supervisory, and specialist) personnel employed in its service; and b. the formal interrelations established among the personnel by virtue of such responsibilities. It must be emphasized that an organization should not be seen as rigid as the term framework implies. In reality, almost all organization structures must be occasionally reviewed due to various changes in the external environment of the organization in question. Moreover, internal changes also occur oftentimes due to the development of various informal relationships. However, in order to develop a so-called science of organizations a conceptual framework of theory and principle must first be developed. It is true to state that principles of management have existed for a long time. These principles were not recorded as scientific truths, but simply applied as practical means to accompany the process of modernization. As societies became more complex, an acceptable framework to encompass the unscientific principles of management was needed. Since the nineteenth century, many writers and researchers have contributed a great deal to existing principles and accepted practices. It is in the formulation of principles that the science of management can be developed. A management principle distils and organizes knowledge that has been built up through experience and analysis. It is highly unlikely that management will ever become an exact science with many laws governing it because personal judgment will always be needed to supplement available knowledge. Unlike principles in the natural sciences, management principles are not fundamental truths, they are only conditional statements which largely depends on many other variables. However, it is still necessary to continue the process of understanding and applying accepted principles to improve the quality of day-to-day management practice. For this reason management will always be an art. 1.2 Who are managers and what they do? There are three key elements to get to know about the manager. Management Fuctions Management Roles Management Skills. 1.2.1 Management Functions Today in most management book, basic management functions The manager is involved in various basic activities. These activities are usually grouped in a concept categorised as management functions. These functions are illustrated as follows. Management functions Planning, Organising, Leading Controlling Referring to the table below, all four management functions elorated. Table 1.1: Management Functions Management Functions Descriptions Planning Defining objectives to be achieved for a given period and what needs to be done to achieve the objectives. All management levels in an organisation need to be involved in planning. Managers need to develop objectives in line with the overall strategies of the organisation. Organising Determining what tasks are to be done; who will implement and co-ordinate them; how the tasks are to be grouped; who reports to whom; and where decisions are to be made. The manager needs to logically and effectively organise the information, resources and workflow of the organisation so that he is able to react positively towards changes in the business environment. Leading This involves motivating subordinates; selecting the most effective communication channels; resolving conflicts; and directing as well as guiding the actions of others with the intention of achieving all objectives. The effective leader of today has to be visionary in foreseeing the future, sharing the vision and encouraging employees in realising the vision. Controlling The measuring of performance in all pre-determined objectives, determining reasons for deviation and taking appropriate actions, where necessary. Controlling is an important function in the management process as it provides ways to ensure that the organisation moves towards achieving its objectives. 1.2.2 MANAGEMENT ROLES Manager can identified by the role they play in the organisations. An expert in management, Prof Henry Mintzberg, did a research by observing what managers did during their work hours. His research conclude that managers not only have 4 elements as discussed in Management Functions, but they have to play another roles as detailed below (Lewis, P.S. et al; 2001). Role as a Figurehead A manager must carry out ceremonial duties. For example, the vice-chancellor of a university must be involved in the opening ceremony of programmes conducted at the university. The head of a department is responsible for entertaining his clients. Role as a Leader A manager indirectly functions as a leader. Each manager must function as a leader in motivating and encouraging his subordinates. The manager steers members of his unit to continuously work effectively to achieve the goals of the unit and organisation besides resolving problems and issues. Role as a Liaison Officer A manager conveys relevant information gathered to individuals outside his unit or to other relevant parties outside his organisation. The manager will allocate time for interacting with people outside his organisation. Thus, a manager acts as a channel for communications between his department and those within as well as those outside his organisation. For example, a human resource manager may liaise with the finance manager to check on funds allocated for the recruitment of new employees by the organisation before embarking on a recruitment drive. Role as a Spokesperson The manager of an organisation usually acts as its spokesperson. For example, a supervisor will usually ensure that the operations manager is furnished with the latest information on the running of his production plant. Similarly, the general manager of a factory will lobby local authorities for a new tender. Role as a Negotiator No organisation is without problems. A manager is compelled to find a solution for each of its problems regardless of complexities. The manager needs to spend a lot of time in discussions as he plays the role of a negotiator. For example, a manager will negotiate with the trade union chief to reach an amicable agreement on salaries. Role as an Initiator Two management experts, Sumantra Ghoshal and Christopher Bartlett (Dessler, G; 2001), highlighted the additional role of a manager as an initiator of corporate actions and transformations. Moreover, an excellent manager is one who cultivates three processes that steer his employees towards achieving initiatives for change. These processes are as follows: Entrepreneurship Process The manager will try to improve his units performance and when he gets a good idea, he will launch a programme to realise the idea. Researches carried out in Japan, the United States and Europe showed that a successful manager is one who focuses a lot of time and effort on steering his employees towards thinking like an entrepreneur. To meet this objective, the manager needs to empower, support and provide incentives for employees to attain self-direction. Capability Development Process In a technology-centred world, conglomerates need to fully utilise their advantage as a large establishment not only in matters of economies of scale but also in the aspects of widening and deepening the knowledge and abilities of its employees. A manager who succeeds will focus on creating a conducive environment that encourages employees to shoulder additional responsibilities. He will also focus on preparing the necessary training and guidance to build their self-confidence. The successful manager will allow employees room for making mistakes without the fear of being penalised while undergoing training and encourage them to learn from their mistakes. Reformation Process A successful manager will identify situations that might pose challenges to the strategies of the organisation and assumptions made. In other words, the manager is capable of cultivating a querying disposition such as why something is done in a certain way and whether there are alternative ways of doing it. 1.2.3 MANAGEMENT SKILLS SELF-CHECK 1.2 When an organisation shortlists employees for the position of a manager, it will usually select individuals with technical, interpersonal and conceptual skills. Therefore, the third approach to understanding the tasks of managers is to analyse the skills required to carry out the tasks. Figure 1.2 shows three types of essential skills required at each level of management. The arrow pointing upwards shows the type of skills that are needed by top-level management. The arrow pointing downwards shows the type of skills that are needed by lower-level management or line managers. Figure 1.2: Skills required of a manager (a) Conceptual Skills Conceptual skills refer to the ability to view the organisation as a whole, and the impact the different sections have on the organisation, as a whole and on each other. It also involves observing how an organisation adapts to or is affected by external environmental factors such as society, economic pressure, customers and competition. An efficient manager should be able to identify, understand and solve the various problems and critical perspectives. The need for conceptual skills becomes increasingly crucial when a manager climbs higher in the management hierarchy. (b) Interpersonal Skills Interpersonal skill is the ability to work well with other people. Managers with good interpersonal skills work more effectively in a group, encouraging other employees to input their ideas and comments as well as being receptive to the needs and views of others. The manager will also, indirectly, become a good listener and speaker. Interpersonal skills are crucial, regardless of the level of management. However, a low-level manager will be more occupied in solving technical problems while a manager at the middle and higher levels will be mainly occupied with dealing directly with others. (c) Technical Skills Technical skills are the ability to apply procedures, techniques and specialised knowledge required in a certain task. For a shoe factory supervisor, the technical skills required will include the steps involved in shoe manufacturing from the beginning until the final product is ready. A housing developers technical skills will include ways to complete the development of a housing estate. Technical skills are crucial for low-level managers as they supervise employees in manufacturing or service sectors. The manager needs to have technical knowledge and the skills to train new employees and assist employees in solving problems. Skills and technical knowledge are required to solve operational problems that cannot be handled by employees. Nevertheless, the higher the position of a manager in a hierarchy, the fewer the technical skills required. SELF-CHECK 1.3 Self check Based on what you have learned, identify the differences between the three levels and tabulate your answers. Exercise Explain each of the management functions that you have learned about. 1.3 HISTORY OF MANAGEMENT Scientific Management Theory (1890-1940) At the turn of the century, the most notable organizations were large and industrialized. Often they included ongoing, routine tasks that manufactured a variety of products. The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the :scientific management theory which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities. Bureaucratic Management Theory (1930-1950) Max Weber embellished the scientific management theory with his bureaucratic theory. Weber focused on dividing organizations into hierarchies, establishing strong lines of authority and control. He suggested organizations develop comprehensive and detailed standard operating procedures for all routinized tasks. Human Relations Movement (1930-today) Eventually, unions and government regulations reacted to the rather dehumanizing effects of these theories. More attention was given to individuals and their unique capabilities in the organization. A major belief included that the organization would prosper if its workers prospered as well. Human Resource departments were added to organizations. The behavioral sciences played a strong role in helping to understand the needs of workers and how the needs of the organization and its workers could be better aligned. Various new theories were spawned, many based on the behavioral sciences (some had name like theory X, Y and Z). General Administrative Theories Administrative theory, Classical administrative theory An early form of organization theory, pioneered mainly by Henri Fayol (1841-1925), which was concerned principally with achieving the most rational organization for co-ordinating the various tasks specified within a complex division of labour (see his Administration industrielle et gà ©nà ©rale, 1916) . The translation of this book into English as General and Industrial Management (1949) implies that Fayol was concerned mainly with business management, although he himself makes it clear that his ideas about management were intended to apply to all formal organizations, including political and religious undertakings. Expressing the French administration as management has also led to the alternative designation of this approach as the classical school of scientific management. More recent exponents include Lyndall Urwick and Peter F. Drucker. Fayol, who is acknowledged to be the earliest advocate of a theoretical analysis of managerial activities, identified the key functions of management as being those of forecasting and planning. The most rational and efficient organizations were, in his view, those which implemented a plan that facilitated unity, continuity, flexibility, precision, command and control. Universal principles of administration were then distilled from these objectives. These include the key elements of the scalar chain (authority and responsibility flowing in an unbroken line from the chief executive to the shop floor); unity of command (each person has only one supervisor with whom he or she communicates); a pyramid of prescribed control (first-line supervisors have a limited number of functions and subordinates, with second-line supervisors controlling a prescribed number of first-line supervisors, and so on up to the chief executive); unity of direction (people engaged in similar activities must pursu e a common objective in line with the overall plan); specialization of tasks (allowing individuals to build up a specific expertise and so be more productive); and, finally, subordination of individual interests to the general interest of the organization. This list is not exhaustive, but illustrates the key proposition of administrative theory, which is that a functionally specific and hierarchical structure offers the most efficient means of securing organizational objectives (see M. B. Brodie , Fayol on Administration, 1967) Classical administrative theory, like its near-contemporary the scientific management approach, rests on the premisses that organizations are unproblematically rational and (effectively) closed systems. In other words, organizations are assumed to have unambiguous and unitary objectives, which the individuals within them pursue routinely, by obeying the rules and fulfilling their role expectations, according to the prescribed blueprint and structure. Moreover, in the attempt to maximize efficiency, it is only variables within that structure that need to be considered and manipulated. The interaction of the organization with its environment, together with the various factors which are external to the organization but nevertheless have consequences for its internal functioning, are systematically ignored. Clearly, both perspectives take a rather deterministic view of social action, since each assumes that individuals will maximize organizational efficiency, independently of their own w elfare, and with no thought for the relationship between the collective goal and their own particular purposes. The Human Relations Movement in organizational analysis, an otherwise diverse group of writers and approaches, is united by its opposition to precisely this assumption. Despite such criticisms, the classical theory of administration has exerted considerable influence on the fields of business studies and public administration, and it still provides the basic concepts which many managers use in clarifying their objectives. Question why they need evolution in the first place? What change the theory, From the start of the 19th century until the 20th century, managers and scholars formed a theoretical framework to explain what they believe to be good practices of management. Their efforts led to five different classes of perspectives on management classical, behavioural, quantitative, systems and contemporary. Each perspective is based on different assumptions towards the objectives of the organisation and human behaviour. Figure 1.3 will help you to understand the chronological sequence of the perspectives. You might be wondering why it is important and necessary to study the historical development or the evolution of management thought. Studying history enables us to learn from mistakes made in the past so as to avoid making them in the future. History also enables us to study past successes that can be emulated accordingly in the future. Most importantly, we must understand the reasons behind such occurrences in order to improve in the future. 1.4.1 Classical Perspective This perspective existed in the 19th century and early 20th century. It focused on the rational and scientific approaches to the study of management and on finding ways to mould an organisation to become more efficient. There are three sub-classes in this perspective, the scientific management, bureaucracy management and administrative management. (a) Scientific Management This approach existed at a time when productivity was deemed critical by businessmen. Businesses were growing rapidly but businessmen were facing a critical shortage of workers. Hence, management was continuously finding ways to improve the performance of its employees. The focus on improving employees efficiency is known as the scientific management approach. A number of researchers contributed towards the findings of scientific management, among them Frederick Winslow Taylor, Frank and Lilian Gilbreth and Henry Gantt. Frederick Taylor (1856-1915), a mechanical engineer, was of the opinion that problems arose mainly due to bad management practices and, to a lesser degree, problems with employees. He stressed that management itself needed to transform and that the transformation method could only be established through scientific research. He suggested that decisions based on rules of thumb be substituted with established procedures, after analysing each situation. Taylors theory, which stated that the productivity of the labour force could be improved through scientifically-based management practices, earned him the title Father of Scientific Management. To improve the work performance of employees, Taylor conducted a research entitled Time and Motions Study. From the research findings, Taylor identified five principles of management that could boost production efficiency. The five principles were: (i) Using the scientific approach to determine best practices and not relying on rules of thumb; (ii) Selecting suitable employees to perform a particular task. Suitability covers mental and physical aspects; (iii) Training and developing an employee so that he is able to perform a given task according to established procedures; (iv) Giving monetary incentives to ensure that employees perform a task accordingly; and (v) Reassigning all responsibilities pertaining to planning and organising to the manager. Taylor was not alone in this research. Henry Gantt (1861-1919), a friend of Taylor, focused on the control system in the scheduling of production. The Gantt Chart is still used today in planning the schedule of a project and has also been adapted in computerised-scheduling applications. The husband and wife team of Frank (1868-1924) and Lillian Gilbreth (1878-1972), also strived to further expand the scientific management approach. Lillian was a pioneer in the field of industrial psychology and contributed greatly to human resource management. She believed that if scientific management was widely utilised, the abilities of each employee would grow considerably. (b) Bureaucratic Management Bureaucratic management is an approach to management that is based on guidelines, hierarchy, clear division of labour as well as rules and procedures. Max Weber (1864-1920), a German social theorist, introduced many bureaucratic concepts. Among the components of bureaucracy are: (i) Authority and clearly defined responsibilities; (ii) Positions in an organisation that are structured according to hierarchy; (iii) Promotions based on qualifications; (iv) Records of all administrative actions and decisions to ensure continuity of organisational rules; (v) Separation of ownership and management; and (vi) Guidelines implemented to all employees without bias. The bureaucratic approach strives to increase efficiency and ensure continuity of overall operations of the organisation. This approach differs from scientific management, which only focuses on the employee as an individual. Nevertheless, this principle, used to improve efficiency, also may cause inefficiency. Rigid guidelines create red tape and slow down the decision-making process, resulting in the inability to change swiftly to adapt to the needs of the environment and, at times, create conflicts in performing a task professionally. (c) Administrative Management The administrative management principle focuses on the organisation as a whole. Among the contributors to this approach are Henri Fayol, Mary Parker Follett and Chester I. Barnard. Henri Fayol (1841-1925), a Frenchman, is considered the pioneer of administrative theory as he introduced the organisational principles and administrative functions. His most relevant contribution was presenting the definition and roles of an administrator. Fayol defined administration and management as planning, organising, directing, coordinating and controlling. He identified 14 principles of management: Division of labour: This is a concept on specialisation of work, based on the assumptions that: No one can do all the work; Each job requires different skills; and Repetition of work will increase efficiency. Authority: The right to give directions and power to be complied with. Here, authority at the office has to be differentiated from personal authority. Discipline: Based on respect and conformity. Unity of command: An employee should receive instructions from one superior only. Unity of direction: One superior and one direction for a particular activity with the same objective. Subordination of individual interests to the general interests: Personal interest should not exceed or precede over common interest. Remuneration: Salary payment based on various factors. Centralisation: The centralisation of work depends on th