Family Adaptation on Pregnancy Essay

THE PROBLEM AND ITS BACKGROUND 1.1 Introduction and Background of the Study Based on latest Census of Population and Housing, which was conducted last May 1 2010, the household population of the Philippines reached 92,097,978. From this number, the total population of City of Muntinlupa, Barangay Tunasan is 51,033. Family works together and how well it can organize itself against potential threats depends its structure (who its members are) and its function (the activities or roles family members carry out). (Crea, Barth, & Chintapalli, 2007). Pregnancy is such a huge change in a woman’s life that is brings about more psychological changes than any other life event besides puberty (Rojas, Wood, & Blakemore, 2007). A woman’s attitude toward a pregnancy depends a great deal on psychological aspects such as the environment in which she was raised, the messages about pregnancy her family communication and others. (Darby, 2007). For many families, the stage at which children leave to establish their own households is the most difficult stage because it  appears as like breaking up the family. This stage may represent a loss of self-esteem for parents, who feel themselves being replaced by other people in their children’s live. As well as the feelings of siblings, they feel some jealousy and less able to cope up. To support the statement above, a nurse can serve as an important counselor to such as family. He or she who is planning to have an own family is what they have spent a long time preparing them to do, or that leaving the home is positive, not a negative, step in family growth. Muntinlupa City is composed of 9 Barangays and one of these is, Barangay Tunasan, with an estimated land area of 950 hectares, a population of more or less 75,000 inhabitants residing in the barrio proper and in different Subdivision, Puroks and Sitios. It has 13 Subdivisions and Villages, 7 Puroks and 12 Sitios and 1 Industrial Complex, housing 25 factories and business establishments. With that, the focus of this study is to determine how the families adapt to pregnancy considering that based on a study, the chosen community which is the barrio proper, found out that there are insufficiencies in their Health Center and medical supplies are inadequate. 1.2 Statement of the Problem The study aims to answer the following questions: 1) What is the demographic profile of respondents when grouped according to: a. Gender b. Religion c. Educational attainment 2) What is the type of family adaptation of respondents as to: a. Type of Family b. Family Finances c. Health d. Spiritual Growth e. Emotional Support f. Level of coping g. Stress Management 3) Is there a significant relationship between the demographic profile variables and the concept of family adaptation of the respondents when grouped according to: a. Gender b. Religion c. Educational attainment 1.3 Hypotheses Ho1: there is no significant relationship between gender of the respondents and the concept of family adaptation on pregnancy Ho2: there is no significant relationship between religion of the respondents and the concept of family adaptation on pregnancy Ho3: there is no significant relationship between educational attainment of the respondents and the concept of family adaptation on pregnancy 1.4 Significance of the study Community: In the chosen community, the study will serve as a guide to the family on how to adapt on pregnancy and for the Barangay Health Workers to be able to assist the family and have a deeper understanding to the said program and do appropriate health actions in line with the perceived adaptation on pregnancy. Nursing Students: this study will help students understand on how the family adapts to pregnancy and for them to apply their skills and knowledge, to be able to carry out appropriate interventions utilizing the nursing process. School of Nursing: this study will serve as basis for improvements and enhancement of teaching content for the family Future Researchers: this study will serve as a guide and reference and baseline information to further develop studies. The study can also open in development of the study. Participants: this study will help participants to improve their health promoting behaviors according to the least frequent healthy behavior. Researcher: this study will help the researcher gain knowledge on how to properly make a research paper according to its process. 1.5 Objectives of the study Main purpose: The study is aim towards describing the family adaptation on  pregnancy. Specifically, it is aimed to: 1) determine the demographic profile of the respondents  2) determine the type of family adaptation on pregnancy of the respondents 3) determine the significant relationship between the demographic profile variables of the respondents and their adaptation to pregnancy 1.6 Scope Delimitation and Limitations of the Study This study is focus on the adaptation among selected families living in Barangay Tunasan, Arandia Street, Muntinlupa City.   As subjects of this study, complete enumeration was utilized according to the criterion. Family with ages 18 and above living in Barangay Tunasan, Muntinlupa City regardless of their gender and socio-economic status. This study is limited only on assessment of the family adaptation on pregnancy of families of the chosen community. The study does not cover interventions to be given whether the result showed need to improve their adaptation on pregnancy. References: http://www.muntinlupacity.gov.ph/index.php?target=barangaydetails¶ms=request_._barangay_.._id_._2 http://www.census.gov.ph/sites/default/files/attachments/hsd/pressrelease/National%20Capital%20Region.pdf

World Com Case

WorldCom: internal audit lessons to be learnt On June 9 2003, the U. S. Bankruptcy Court of New York issued a report on the WorldCom accounting fraud that expands on the court's earlier findings of mismanagement, lack of corporate governance, and concern regarding the integrity of the company's accounting and financial reporting functions. Supervised by former U. S. Attorney General Richard Thornburgh, the study was commissioned by the court to investigate allegations including fraud, mismanagement, and irregularities within the company.One section of the more than 200-page report, â€Å"Accounting and Related Internal Controls,† details WorldCom's weaknesses in internal and external audit processes. It also expands on the failings within the internal audit reporting structure, where the tone at the top â€Å"fostered an environment to allow the fraud to go undetected. † The report cited a lack of independence in the company's internal audit reporting structure, which w as not challenged by the audit committee or external auditors.Observations on internal audit reporting and processes Internal auditing mission and scope According to Thornburgh's report, internal auditing was focused primarily on maximizing revenue, reducing costs, and improving efficiencies. The group performed audits and projects that would be seen as adding value to the company, rather than monitoring the adequacy of internal controls to reduce risk. It did not, for the most part, trace transactions to the general ledger or verify journal entries that supported financial accruals.Internal controls with an impact on accounting policies were not systematically evaluated or monitored by internal auditing, and findings were not communicated with the external auditors. Thornburgh's report noted that this was a serious weakness in the internal control evaluation process that was not questioned by the audit committee or external auditors. He indicated that internal auditing's narrow foc us may have contributed, in part, to the company's failure to detect some of the accounting improprieties.Management's influence over The internal audit department's mission and scope was not internal auditingtruly independent. In spite of the dual reporting line to the audit committee, the internal audit group reported and answered to senior management, including the chief financial officer and chief executive officer, who were both implicated in the fraud. Thornburgh indicated that the viability of the internal audit department was dependent on the â€Å"whim† of senior management.For years, internal audit leadership sought to gain company acceptance by focusing on value-added audits and projects rather than monitoring the sufficiency of internal controls. Management would assign special, non-audit projects using unscheduled resources, and the internal audit department did not meet its audit plan objectives, in part, because of the time and resources devoted to these projec ts. Lack of budgetary resources seriously Internal audit resources were insufficient in comparison to impacted the internal audit function peer companies.The audit committee failed to follow through on discussions with internal auditing about the adequacy of staff. WorldCom's internal audit department was half the size of internal audit departments in peer telecommunication companies, according to the 2002 Global Auditing Information Network study, conducted by The Institute of Internal Auditors. The Thornburgh report concluded that internal auditing's limited resources were inappropriate from an internal control perspective, given the international breadth and scope of the company's operations and challenges.Lack of substantive interaction with After 1997, internal auditing had little interaction with the external auditors company's external auditors, other than at quarterly audit committee meetings where both gave presentations. The external auditors did not receive internal audit reports and did not rely on internal audit work in their audits. Even though internal auditing identified internal control weaknesses in its final reports, there was no coordination with the external auditors to ensure that those weaknesses were not material, because the external auditor would report no material weaknesses in its own audits.No one confirmed whether or not the internal and external auditors were communicating about such issues and analysing the materiality of the weaknesses identified by internal auditing. Deficiencies were noted in the annual The risk assessment used during the internal audit planning internal audit planning process process did not involve quantitative factors to measure risk with respect to internal control weaknesses or prior audit findings. The level of risk was determined by assessing whether or not the audit would add value, i. . , enhance revenue or detect significant cost savings. If an audit area's level of risk did not meet these criteria, the audit would be considered low risk and would not be performed. Deficiencies were noted in the Thornburgh was concerned by the influence of management internal audit process and on the conduct and scope of internal audits as well as the the completion of audit reportsfinal reports. From the inception of the internal audit department — in or about 1993 — until January 2002, nternal auditing did not have uniform internal procedures relating to the conduct of audits, preparation or retention of reports and associated work papers, compilation and dissemination of management's response to recommendations, conduct of follow-up audits, or steps to address repeated failure to take corrective action. Thornburgh found no explanation why uniform procedures were not developed prior to January 2002. In addition, he found unwarranted influence by management in the preparation of final audit reports and recommendations.He felt that the language of many audit reports appeared to b e negotiations between the internal auditors and management. In addition, management's responses were not always presented to the audit committee. The report did note that internal auditing appeared to have performed its responsibilities diligently, given its limited resources and management pressures. Most internal audit reports identified internal control weaknesses, and many highlighted weaknesses identified in prior audits that ere not corrected to the satisfaction of the internal audit department. Internal audit improvements The internal audit department made several changes to improve the internal audit function in the company since the 2002 financial restatement and the adoption of the Sarbanes-Oxley Act of 2002. Internal audit management: †¢Increased staff by adding 12–15 auditors who are licensed certified public accountants, and anticipates hiring approximately 10 additional auditors. Strengthened training by requiring each professional staff member to obtain 8 0 hours of continuing education annually. †¢Added financial audits to the audit schedule, in addition to operational audits. †¢Created an internal audit team to task with the external auditors in connection with financial audits, communication, and planning. †¢Strengthened the risk assessment methodology to include an evaluation of materiality, audit frequency, changes in internal controls, and concerns by management, the audit committee, and the external auditor.

Management Models

Assessment Task One | Understanding the First Five Topics Competing Values Framework & The 4+2 Formulae The Competing Values Framework and the 4+2 Formulae are models that represent the management research perspective of balancing outward and inward development, and how important the equilibrium of both areas is, in the success and continued success of a business. The Competing Values Framework has been developed over 100 years of theoretical management models, with with each era having developed its own theories and practices born out of the period’s socioeconomic conditions.The Competing Values Framework is split into four main quadrants which re? ect the four main periods of prosperity and economic challenges. The quadrants re? ect the period’s dominant philosophy of management and represents the relationship within management, in regards to the degree of control and whether that control is projected internally or externally. In the extended research, the understandi ng of an inverse relationship of competing values has developed into an integrated management model. The inverse relationship between values represents the ‘push-and-pull’ of a successful management concept.The balance of each idea or value keeps the entity open to development of new concepts but also retains the checks and balances and inward e? ciency. The CVF represent a dichotomy of management values that in equilibrium are highly e? ective. In contrast to the Competing Values Framework the 4+2 Formulae was developed though the study of 160 companies over a 10 year period working with 50 academics and consultants with well recognised research tools. Their study of these companies was to determine what made them successful or what made them fail.The research into these companies was retroactive, starting starting in 1986 and selecting a variety of businesses with similar scale, scope and ? nancial means. The 4+2 formulae is a structured two tiered model, with the mai n principles of business; Strategy, Execution, Culture and Structure and the selection of two secondary business practises; Talent, Innovation, Leadership and Mergers & Partnerships. The 4+2 Formulae is a representation of the best practices of a successful business, it outlines the core components and practices these companies developed to become successful.This is formulae representation of a ‘recipe for success’. The formulae expresses that concept of the four main core values of a business and integration of a pair of focused expansion concepts into which new prospects can be developed. The di? erence between the research of the Competing Values Framework and the 4+2 Formulae is shown in how di? erent the concepts are. The CVF is a consolidation of four management models built over the last century and expresses the careful balance in values that lead to success.The concept of this framework is to express the sensitivity of a business in the amount of control applie d and the balance of further growth with management of e? ciency. The research of the CVF also focused on the models of management and the theoretical concepts of each era, developing and contrasting each theory with the next to develop a diverse understanding of the paradigms in which management is based. In contrast to the 4+2 formulae which focuses on the growth or recession of a business though it core business practices and varying practices in growth.The 4+2 formulae is structured to be set of core values with an integration of two secondary business practices primarily focused on growth. The research into the companies showed that the each successful company excelled at the four core practises and incorporated any two of the secondary. In summary the research of each model di? ers in that one focuses on model and theorem based argument (the ideas and concepts of business) and the other focuses on the execution of core values and the incorporation of secondary growth orientate d practices (the application of ideas). Although these models are di? rent in the way they express the concept of success the main core values of both are very similar. For example; the 4+2 formulae calls for the exemplarily execution of Strategy, Execution, Culture & Structure, these fall into the main quadrants of the CVF and also inversely linked to each other exhibiting the relationship between each. Strategy, re? ects the Rational Goal model of direction and clarity, the roadmap. Execution, re? ects the Open systems model of growth, innovations and adaptation. Culture is core of the Human Relations model, it represents the embodiment of people and the empowering of sta?.Structure re? ects the Internal Process, of control, the checks and balances, the re? nement of e? ciency. The similarities of the Competing Values Framework and the 4+2 Formulae is not surprising, they both come from the study of business values. The comparisons of the core values in the 4+2 formulae and the CV F show how closely related they are. The 4+2 formulae is a study of business practices and contrasting that to the CVF which is a study of business models throughout the last century, we can see that the models are sound being proven in theory and practice.The CVF a theoretically based model and the 4+2 a practice based model have overlapping values, making it a very sound model, as the theory is proofed by the practice. What makes these concept more concrete is the study of business in practice in a current economic period and applying a historic study of theories to that study, showing major similarities in those core values. This would substantiate soundness of both the Competing Values Framework and the 4+2 Formulae. The Compering Values Framework gives us the tools to develop and check our progress.It is a compass in giving us the direction required, while the 4+2 formulae is the roadmap, its structure allows us to progress through each stage and ? nd new avenues for growth and innovation. Using the CVF we can always check our performance and rede? ne our direction. Personal & Professional Leadership : Exploring informative detail & Key Concepts The comprehensive model of leadership expressed in ‘The importance of personal and professional leadership’ (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004), outline the e? ectiveness of a leader at an organisational level through the understanding of parallel leadership practices.Professional leadership and Personal leadership qualities run parallel to each other and both support and enhance the others ability to in? uence and cultivate willing cooperators. The article motif shows that leadership behaviour and actions are important in determining the e? ectiveness of the leader, and that a successful leader must be concerned with both task and peoplerelated issues. Professional and Personal leadership in the model is expressed as a integrated practice, as each component lends itself to the other; suc h ideas are expressed in the articles ‘The Theory of the Business’ (Drucker, P. 994) & ‘Trends that could shake up your business’ (Ofek, E. and Wathieu,L. 2010) . These articles express how e? ective leaders in? uence individuals to work cohesively towards organisational success. Leadership is as much about in? uencing others with a comprehensive understanding of business and business direction as well as in? uencing them though interpersonal relationships. Both articles place leaders in a position where knowledge of business practices, having a perspective and vision for organisational success, and growth are important in an individual’s perception of trust in a leader’s expertise.Individuals will more likely trust a leader who has the expertise, the insight and vision of growing and developing the organisation. Trusted leaders should have a more expansive way of thinking to engender changes within the organisation and the marketplace. The ma in concept of these two articles express that a leader requires the ability to have forethought and the ability to adapt to di? erent situations. Professional leadership requires leaders to be clear on direction, be able to develop strategies to follow and coordinate the uni? d energies of individuals toward organisational success. Followers require this foundation of expertise as re? ected by; Professional leadership is an essential step in the leadership process. It provides a foundation that leads to willing cooperation. ( Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page 446) Druker, Ofek and Wathieu also hint that the e? ectiveness of these leaders are interrelated to the perception of the leader as a knowledgable and trustworthy person. Therefore the Professional leadership quality is symbiotic with the perception of the leader, which is also re? cted in our model: When an organisation has created a direction that promotes both individual and organisational success, values continuous improvement, makes it clear to employees their role is in helping achieve organisational success†¦ will likely lead to perceptions of expertise, trust, caring, sharing & morality. – (Mastrangelo. A. Eddy, e. and Lorenzet, S. 2004, page442) This gives a more informative depth to the model, as we can see how interactions of the personal side of leadership can a? ect the e? ectiveness of leaders. Personal leadership is an important re? ction of the person who is leading, ‘Discovering Your Authentic Leadership’ (George, B. Sims, P. McLean, A. and Mayer, D. 2007. ) details how the personal narrative can feed how genuine a leader is perceived. The story of David Pottruck former CEO of Charles Schwab shows us that one sided use of professional leadership is ine? ective. David saw his hard work and long hours as a positive way to ensure success and achieve results, however this only intimidated his colleges and lead to a mistrust between himself and his f ollowers. In this instance a leader who did not realise his e? ct on his followers or chose to ignore them was in the end ine? ective at leading. His pursuit of results and success alienated him from others and created an environment devoid of willing cooperation. In ‘Why should Anybody Be Lead By You? ’ (Go? ee, R. and Jones, G. 2000) the article asks why as a leader, do you have the privilege of leading? The article questions why and how a leader is successful and expresses that there are four qualities that successful leaders possess. This article’s concept re? ects trait theory to an extent, the article points out key traits that all successful leaders possess have but also speci? d that each quality is di? erent from one leader to the next. Go? ee and Jones argue that leaders need to bridge the gap between professional leader to personal leader. The article argues that the nature of using only professional leadership will lead to a perception of a ? awlessne ss, a leader who is ? awless in work would not need help or want it, thus alienating him from a cooperative environment. The article suggests that leaders bridge the gap, by selectively revealing ? aws, ‘Sharing imperfection is so e? ective because it underscores a human being’s authenticity’- (Go? e, R. and Jones, G. 2000, page 65). Showing your follower that you are genuine and approachable – human and humane’ – (Go? ee, R. and Jones, G. 2000, page 66). These ideas of allowing your followers to see a chip in your armour shows that you are willing to take one for your team and are as just as human as they are, building trust between you and others. These ideas are echoed in our model; Organisational members must have con? dence in the expertise of their leaders , and must trust that the leaders are doing what is best for everyone. – (Mastrangelo. A. Eddy, e. and Lorenzet, S. 004, p441) The willingness to rely on another† has als o been found to be an important factor in establishing trust (rousseau et al, 1998). Trust in this perspective has as its basis reliability, which is enhanced consistency and predictability. (Cook & Campbell, 1979; Deming, 1982; Kerlinger, 1986) Personal leadership incorporates the sharing nature of humility and the ability for individuals to care for each other. Becoming a more genuine leader allow for greater interaction between leader and follower, creating a support team which allows them to keep you on track.Selectively admitting faults and limitations on knowledge and experiences would only enhance a leaders humility. As seen from; Researchers have have suggested that leaders should move beyond the hero myth or â€Å"great man† perspective on leadership(Murrell,1997), show their humanness by being open about their limitations in knowledge and experience(Weick,2001), and focus more on how followers in? uence the process of leadership(Uhl-Bien,2006). – (Owens, B. & Hekman, D. 2012, ‘Modeling how to grow: an inductive examination of humble leader behaviors, contingencies, and outcomes’ Academy of Management Journal, 2012, Vol. 5, No. 4, 787-818) Ideas from the ? ve main articles elaborate on the e? ectiveness of a leader though the incorporation of personal characteristics of the leader. Each article has its own way of developing the concept that professional leaders are e? ective only when they are perceived as good leaders in their own right. Trust, care, sharing and morals are valued highly by individuals who follow these leaders and are developed through personal leadership qualities. The foundation for leadership is the understanding of business practices (professional leadership) develop the foundations of personal leadership around it.Becoming a successful leader calls for a more developed and in depth practice in personal leadership. George et al, calls for the use of personal narrative to enrich the values and become a mo re authentic leader, authentic in a sense that the leader believes in what he/she is doing. Authenticity relies on the leader being passionate about what they do and in e? ect caring about it. Go? ee et al. & Owens et al argue that the admission of faults and limitations in ability when selectively done will bene? t a leader in that becoming more genuine.A leader who is able to admit faults shows that they are able to be empathetic and fosters a sharing informative environment. These ideas are all matched in our model by Mastrangelo et al. though three theorems: 1. Professional Leadership (providing direction, process and co-ordination will be positively related to willing cooperation 2. Personal leadership (ie. demonstrating expertise, trust, caring, sharing and morals) will be positively related to willing cooperation. 3. Personal Leadership will mediate the relationship between professional leadership and willing cooperation.Mastrangelo et al. expresses that these three concepts lead towards willing cooperation and are explored in depth when you layer the other 5 articles. Firstly as outlined, the professional leadership provides the direction, process and coordination, the basis of business practice, which is echoed by Drucker in ‘The Theory of Business’ and by Ofek & Wathieu in ‘Trends that could shake up your Business’. These articles concentrated on the professional leadership skills of being able to provide direction for the organisation, but also outline the importance that each individual understands as well.The articles give detail on how leaders must be able to make others understand and also be able to think outside the box, to have a way of forward thinking. Secondly, Personal leadership requires the demonstration values of the person. The foundation of professional practice where the expertise is expressed if followed by the understanding and comprehension of the follower, and their acceptance and trust leader’s expertise. The development of further values goes on to build this trust. As George et al. , Go? ee et al. and Owens et al. examines, the development in the character, the authenticity of a leader is the expression of their personal values and to show that they are also human. The idea to let go of the heroic leader perspective and adopt a more humble approach, to allow your followers to connect on an interpersonal level. The development of a fostering relationship that allows though the understanding of individuals, to care for each other to understand that each person has their own faults and short comings, developing a larger and more complex investment in their leader.Thirdly, the quality of the personal leadership will mediate the e? ectiveness of the professional. As individuals develop a more complete and authentic perspective of a leader the e? ectiveness of professional leadership will progress. As leaders become more aware of both their own and followers strengths and weak nesses their development into becoming a more e? ective continues to grow. When they reinvest what their followers have invested in them, they start to empower others to lead.They not only inspire those around them , they empower those individuals to step up and lead. – (George, B. Sims, P. McLean, A. and Mayer, D. 2007). The degree in which e? ectiveness is measured is by the depth and willingness of others to help and follow a leader, based on their personal leadership. These articles give a detailed view of the model, as its expresses both real world and theoretical concepts that both elaborate and embellish Mastrangelo et al. focus on the importance of personal and professional leadership.

HRM Models

This report is about human resource management. Betcherman et al. (1994) defined human resource into three aspects: organizational and job design, organizational culture, and personnel policies and techniques as to ensure that the workers full prospective or potential can be achieved. According to Storey (2001:5) Human Resource management is defined as ‘a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an integrated array of cultural, structural and personnel techniques. Marchington and Wilkinson, (2002) identified through research that people really do make the difference in human resource management. The truth behind this is that it’s supported on ‘high-commitment’ model which ensures that investing in people/human resource makes good business. This lay a foundation for the human resource professionals to make point that people rea lly are their most important resources to the organization which now leads to work out how principals can be then turned into practice. This report will show how human resource works in sports industry and there will be critical examine on hard and soft model followed in the Bolton Wanderers case study and which model is more prevalent and successful in day to day operations and management activities. Human resource management is the most important department in any organisation to improve their knowledge and increase a good strategy towards employees. Mainbody According to Storey (1992) there are two ideal and essential models of Human resource management one is ‘hard’ also known as Michigan model and other one is ‘soft’, i. . , Harvard model. The hard model of human resource management highlights the term ‘resource’ which adopts a logical approach in the management of employees in which people are taken as financial factor where cost must be controlled. Whereas, the soft model accentuate ‘human’ and hence training and development is given more emphasis in this model on a closer look to ensure the employee development and that the employees are adopting the strategies and policies so that a high level of staff can be achieved who can deliver their skills and give a better turnover in the competitive environment. Bratton and Gold, 1999) Michigan Model Legge (1995) states that in hard model there is a trend to see employees as to be supervised and mastered following quantitative, intellectual and calculative approach to get ensured that the work force is expeditiously positioned to get the maximum advantage. It is concerned with the no of employees and whether every single person is meeting the goals of the organisation. (Fombrun et al. , 1984). While planning the policies one part of hard model; administration need to know what is the turnover rate and is based more on statistics rather than behavioural science of human being (employees) and is more appropriate in sports sector where pressure of work is much more. Furthermore Michigan model is the human resource cycle, which starts from development, move forward to selection, performance, and appraisal and than back to development or to Reward. Related to Bolton Wanderers football club case study The development of the football club is the important part, but at Bolton Wanderers, it was not a good situation, because those were posted financially and have a high debt burden. The reason was a newly formed football stadium, when in 1999 Sam Allardyce was appointed as manager with the premises to promote the club from First Division to Premier League and to establish there with given opportunity. Moreover Bolton Wanderers ensure that every member was feeling to be a part of Bolton ‘family’. Furthermore the heavy debt burden effected on selection highly, because they could not attract the best players with huge salary. Thereby they decided to expand their scouting network and academic facilities to afford their own youth to be selected for the first team and prepared to play in a high level. So that many players, who was playing in first team came from their own team. So the club was trying to gain the commitment and goals of the players. The purpose of managing the system of rewards within the organisation is to attract and retain the human resources the organisation needs to achieve its objectives. To retain the services of players and maintain a high level of performance it is necessary to increase their motivation, commitment and flexibility by a variety of means, including appropriate management style, competitive compensation package and supportive culture (Armstrong and Murlis, 1994). This way clubs align their player and organisational objectives while the reward management is highlighted. Rewards not only comprise of just wages or salaries, bonus, commission, profit sharing but also non-financial rewards like for e. g. opportunities for career development. McKenna and Beech, 2002) Bolton Wanderers offered pay and a reward package to players and coaching staff, which was one of the some lowest costs within the Premier League. In addition the high investment in sport science was made that the player should be fit and can play and also the performance should be good. This technique was attracting some outstanding players because through the operation of these technique was for them possible to expand their playing careers. In addition players could advertise themselves for best club due to good performance. According to Cowling and mailer (1998) appraisals are essential to get a brief idea about the course of information which constantly elucidates the purpose and aims in pursuit of mutually agreed target between managers and subordinates. There are contradiction like people who support limiting its use, argues that linking it to pay can demoralize attempts to provide genuine criticism and an emotion-free review of strengths and weakness while the others who do think that the pay should be linked to appraisals debate that it helps in motivation and the employee involvement. In the sports context, employees in those cases receive appraisal from the news-channel, radio, newspaper and public. The satisfaction of the public is very important so they try to receive a good appraisal, which sometimes are not possible. A 360-degree performance based feedback can be done to obtain a collective review of the individual’s performance. A 360 degree, also known as multi-ratter feedback, is an appraisal technique in which ratings from numerous people like peers, boss, customers, team members, staff and self is taken and then from that feedback appraisals are done for the individual. Stone, 1998) Harvard Model In soft model alternative approaches through which problems can be solved are followed. (Beer et al. , 1984). The organisation attempts to balance the needs of the employees with the organisational requirements. The feelings of the employees are kept in mind rather than just thinking them as a mode of earning profit. The employees consent is seen notably. Staff dedication towards work is increased when they are involved in decision making and job design process. Furthermore Harvard model is the human resource system, where employees influence on human resource flow, reward and work system. Related to Bolton Wanderers Football Club case study As we can find out in the Bolton Wanderers case study training and development has been focused; to understand and learn about the organisation, their policies and implement them in the right way. Training comes under the soft model of human resource management. Training basically means learning the skills that are required in the organisation which is generally structured by the policy makers in such a way that it will develop the individual for the required work. There are two types of learning- learning as acquisition in which qualifications and skills attained are from formal structured courses; and learning as participation in which learning takes place while participating within the set of fellow workers. (Bach, 2005) Moreover the players and coaching staff influence the work system, through the decision if the player or the coach will work with each other. In Bolton Wanderers was the operation that the player from the youth has not any chance to choose the coach, because the still need a chance to play in first team and think afterwards to move to another club if there is any offer. Furthermore the reward is influenced by players to deliver a good performance, e. g. Bolton Wanderers was playing in season 2004-5 since 4 Years in Premier League and they also was attend in UEFA cup. Human resource flow conduced to motivated players from other players or coach. It is a high impact of employee staff such as coaching staff and players. Due to it increase the team work and every one is for each other there. Talking about hard model and soft model in the report, when we apply hard model which just focuses on placing skilled people required for the organisations objectives. Application of this model to the Bolton Wanderers which aims at reducing the costs ultimately leading to control and decrease the debt by following feedback method tells us that even when its important, applying Hard model does help in this case, as skills are required, rather than production. Finding right applicant for the right job is necessary rather than getting them in the job. Right recognition of an applicant is also very important as it saves the time for another recruitment it turns fail and thus, adds up to another cost in the accounts of an organization. Millmore et al. 2007) Conclusion To conclude the report it is better understood and observed that the applications of different models, practices and strategies have different implications depending on which industry we analyse the working and performance of the employees. Industries like banking or financial sectors have different set of rules to handle their employees inclining more on hard models of human resource mana gement. Where the sport industry also being success oriented centring the employees through their performance is inclined towards hard models.

The Greatest Challenge Facing Organizational Behavior Research Paper

The Greatest Challenge Facing Organizational Behavior - Research Paper Example Creating a diverse workforce in a company with an existing culture and belief system can be a dilemma. Management has a reasonable desire to bring in people of different ages, gender, and ethnic backgrounds. It is also desirable for the new diverse workforce to accept the organization's existing values. Failure for the new employees to accept these values can result in the new employee not being accepted into the mainstream corporate core. Yet, for the employee to limit their diverse behavior, or act in the traditional corporate model, reduces the effectiveness and the value of the diversity. It is incumbent on the organization to assure that these new employees can be accepted and valued for their diversity within the existing system. The outdated concept of a melting pot culture no longer holds validity in today's world. The melting pot approach assumed that people would blend their differing cultures, ideas, and beliefs into a new and unique community. This previously held system eliminated the positive effects of diversity by demanding conformity. People of diverse backgrounds were forced to set aside their differences and in doing so limit their opportunity to effect positive change. Organizational management has an increased responsibility to bring in these new cultures and backgrounds into the existing system without disruption of the current system and create recognition of the need for change. Bringing these changes into the workplace and workforce is a major challenge for management. Thirty years ago the workforce was dominated by white males who supported a family and were the primary wage earner.  

Consumer Behaviour Essay Example | Topics and Well Written Essays - 1250 words - 1

Consumer Behaviour - Essay Example In today’s world, most wives are much educated and employed. So surely while deciding on the attributes of TV sets, the husband and wives would have more equal dominating power. The sex-role structure orientation would leave the women with more dominating power than the men in the family. The family life cycle would have an affect on the dynamics of decision making. In the young married stage the decision would be dominated equally by the wives and husbands. In the later stages husbands are supposed to be more dominated. A TV advertiser would could make an advertisement for a high end expensive TV to attract more men than women. As per the opinion leadership theory, an opinion leader is the person who is quite accustomed to media and advertisement. He tends to interpret the meaning of those advertisements to the lower end users of the same. An opinion leader, mostly, is an expertise in a particular field. Sometimes viewers are more inclined to get influenced by the opinion lea ders as they believe that they know more than the consumers. In such a case companies use such leaders in the advertisements.

Analyse some of the consequences that mobile phones have for everyday Essay

Analyse some of the consequences that mobile phones have for everyday life - Essay Example The social consequences of such an amazing technology have yet to be felt, and it is likely that we will be coping for decades. One of the most obvious impacts that mobile phones have on everyday life is the extreme temptation to talk on the phone while driving. Even when this doesn't reduce the hands someone has available for driving, it tends to distract. Many jurisdictions in America and the UK have created or are debating the drafting of laws that ban the usage of mobile phones in cars except for the usage of hands-free headsets. The fact that this would even be a problem was impossible to anticipate until recently: Mobile phones were once known as car phones, and in the UK they still often are. But mobile phones also have had more subtle effects. The ability to be contacted at any time has increased time pressures on people. In one Calvin and Hobbes comic, a comic from two decades go, Calvin's father complains that fax machines and other electronic devices don't increase leisure time by making work more efficient but decrease it by making people have expectations for faster service: Something that used to take a week and be considered a rush job would be considered unbelievably tardy. Mobile phones amplify this pressure. If they have GPS features, they can be used by the government or by parents to monitor someone's location, which can have wide-reaching privacy implications, as well as implications for criminals and police. But it might be possible, if an employee doesn't monitor auto-updating features that tell a server where someone is, to be caught lying to a boss about being sick, raising further privacy implications. Employers can call employees or text them constantly. This can cause employees to have even less time that they can perceive as their own. A mobile phone becomes an imposition sometimes, and people seeking out vacation or time off often try to turn off the phone so as not to worry about harassment. Another problem can be cyber-stalking o r, less intrusively, bothering by friends, family, spouses or loved ones. Being constantly available allows people to monitor people, or to exert relationship control, or to nag. Mobile phones have also transformed the ways we've communicated with each other. This is a step in a longer process of world-shrinking. When the only way to communicate with someone even a few hundred miles is a letter, one carefully considers what one has to say, knowing that the nearest response might be days, weeks or months away. But now that people can communicate not only through the mail but also on the phone, mobile phone, texts, e-mails, and instant messaging, communication can become trite or irrelevant. People can use Twitter to update each other on where they're going, what they're doing or how a sandwich at a local pub tastes. It often seems deplorable how communication is degraded and people speak to each other about trite, trivial, unimportant things. It has also degraded grammar and spelling : People use text speak in e-mails, instant messaging and texting, with acronyms and misspellings being ubiquitous. Ironically, however, the complaint that this is