Leadership Organization Development at RCDP

One of the most notable aspects of a contemporary living in Saudi Arabia is the fact that, as time goes on; people are being exposed to the exponentially increased amounts of information about what appears to be the discursive essence of the surrounding natural, social and cultural reality.Advertising We will write a custom essay sample on Leadership Organization Development at RCDP specifically for you for only $16.05 $11/page Learn More This situation has been predetermined by the recent breakthroughs in the field of IT – particularly, by the rise of Interment, which is the main driving force behind the process of this planet becoming increasingly ‘flat’, in the allegorical sense of this word (Globalisation). In its turn, this has a strong effect of the qualitative dynamics within Saudi society – something that is being reflected by the fact that more and more citizens come to realise that there is a strong call for the qual itative reformation of the country’s system of education. The actual objective, in this respect, is to make it more adjusted to the worldwide discourse of post-modernity, which presupposes that it is essential for people to be able to understand the overall discursive significance of their professional careers. In plain words, there is the objectively predetermined need for a number of Saudi colleges/universities to be transformed (by the mean of organisational change) from being the places where students acquire knowledge (often socially irrelevant), into the places of helping them to grow wise about the actual ways of the world. In this paper, I will illustrate how it can be accomplished, in regards to the Riyadh College of Dentistry and Pharmacy (RCDP). RCDP was founded in 2004. As of today, it offers post-secondary courses (lasting 3 years) in the pharmacy/dentistry-related disciplines, such as dental surgery, dental hygiene, pharmaceutical science, nursing, etc. The numb er of this College’s students is estimated to account for about a thousand, with the annual number of graduates ranging from 100 to 150 (Rahman, 2011).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Even though RCDP is being commonly referred to as such that does provide high-quality education in the affiliated fields of specialisation, many of its graduates have shown the lack of competence in defining the most effective approaches towards disease-prevention. According to the Rector Abdullah Al Shammery, â€Å"Students must be encouraged to become more adept in preventive dental care than treatment† (Jara-Puyod, 2015, para. 4). This, of course, suggests that RCDP is the legitimate subject of organisational change. The sub-sequential phases of this change (expected to be implemented within the matter of twelve months) are as follows: The expansion of the College’s curr iculum to include the so-called ‘liberal sciences’, such as history, art and politics. In its turn, this will result in elevating the overall rate of the graduates’ intellectual refinement – hence, increasing their value as healthcare professionals. The elimination of the College’s ‘Ethical Review Committee’ (consisted of individuals with the degrees in theology), which currently assess the ethical appropriateness of field-practices, associated with every particular course. This initiative aims to ensure that graduates would be able to adopt a proper professional stance, within the context of addressing real-life situations. The establishment of ‘College Council’, as the institution’s main governing body, the members of which will be in the position to partake in the making of executive decisions, concerned with the College’s functioning. The members of this Council are to be selected (by the College’s owners) out of the most academically successful students and most distinguished educators. The proposed establishment is meant to increase the extent of the RCDP’s functional flexibility, as an educational organisation. It is understood, of course, that the wished-for organisational change will have a considerable effect on both: professors and students, in the sense of requiring them to adjust to the College’s newly adopted operational philosophy.Advertising We will write a custom essay sample on Leadership Organization Development at RCDP specifically for you for only $16.05 $11/page Learn More Consequently, the likelihood for this change to be successfully implemented, will positively relate to the ability of the change-agents to benefit from understanding what account for the affiliated change-driving and change-restraining forces, which can be outlined as follows: Change-driving forces The stakeholders’ (students and professo rs) understanding of the fact that there are indeed a number of fully objective reasons for RCDP to undergo a qualitative transformation. The rational realisation of the would-be affected parties that, in the aftermath of having proven themselves capable of coping with the proposed change, the measure of their professional adequacy will reach a new height. The fact that RCDP enjoys the reputation of having its teachers and students endowed with the sense of corporate loyalty, which in turn presupposes that they would be willing to adapt to the organisational change in question. Change-restraining forces The stakeholders’ awareness that, as the integral part of their adjustment to change, they will be required to apply an additional effort into ensuring that they do qualify for being associated with RCDP. This perspective, however, can hardly be considered utterly encouraging – at least, as seen by most students and teachers. The fact that the proposed change does not quite correlate with the main principle of educational philosophy in Saudi Arabia – the requirement for the deployment of just about any educational strategy in colleges and universities to be assessed from the theological perspective. This, of course, will cause some of the would-be affected professors and students to resist the proposed organisational restructuring. The above-mentioned implies that the most appropriate approach towards ensuring that RCDP does succeed in adopting the suggested principle of functioning would be concerned with increasing the discursive relevance of change-driving forces, on the one hand, and reducing the acuteness of the change-restraining ones, on the other. The main methodological guidelines, as to how this can be accomplished, are as follows: Holding informal conversations with professors and students about the sheer importance of the intended change, which in turn should help them to grow emotionally comfortable with the change-imposed re quirements. Encouraging students to reflect (in either written or verbal form) on what they believe should be the change’s career-boosting implications. Educating participants that it is in their best interest to adapt to the proposed change, as the main precondition for them to be able to remain on the path of attaining a social prominence. Thus, it will be fully appropriate to define the suggested strategy for implementing change, as such that is being concerned with facilitation/support, on the one hand, and negotiation/agreement, on the other. The conceptual essence of this strategy is predetermined by the actual premise behind the functioning of the places of post-secondary learning – while in the process of designing educational strategies (teachers) and coping with their academic assignments (students), the College’s affiliates proceed with doing it in the largely autonomous manner. What it means is that it would be utterly inappropriate to apply any coe rcive action, as the mean of inducing change.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More My change-related proposal draws heavily from Lewin’s theory of what accounts for a proper strategy to induce the organisation’s functional restructuring. The theory’s central provision is concerned with the assumption that the functioning of just about any organisation is highly systemic, which in turn implies that it would be wrong to think that this organisation’s overall quality is summative of the qualities of its integral elements (Rosch, 2002). The reason for this is that the factor of the mentioned change-facilitating and change-restraining forces never ceases to affect the structural integrity of such an organisation – hence, justifying the soundness of the ‘dynamic’ outlook on change. What it means is that it is specifically the change-agents’ aptness in convincing the would-be affected individuals to be willing to adapt to change, which should be deemed the main prerequisite for the planned action to prove effective. According to Kritsonis (2004), the key to success, in this respect, is, â€Å"Persuading (change-participants)†¦ to agree that the status quo is not beneficial to them and encouraging them to view the problem from a fresh perspective† (p. 2). The adoption of Lewin’s theory of change, as such that provides us with the circumstantially adequate methodological framework for tackling the subject matter in question, correlates perfectly well with the post-modern outlook on quality in education. As Alnaweigah (2013) noted, â€Å"The education quality is a series of communications with customers (students), with a view to providing them with knowledge, skills and attitudes that enable them to meet organizations’ expectations† (p. 56). Because the proposed change-approach emphasises the importance of providing teachers and students with both: the emotionally-charged and rationale-based incentives to adapt to change, it can also be discussed within the discur sive framework of the ‘symbolic-interpretative’ conceptualisation of organisational change, as the instrument of bringing the would-be affected organisation to a new operational level. According to Hatch (2013), â€Å"Symbolic theorists see (organisational) structures as human creations, they are dynamic works-in-progress that emerge from social interaction and collective meaning-making† (p. 113). This, of course, presupposes that instead of being defined in terms of a rigidly defined structure, just about any modern organisation should be perceived as a continually evolving ‘organism’ – especially if it is concerned with the matters of education. The reason for this is that such an organisation is especially sensitive towards the philosophical implications of the currently prevalent socio-cultural discourse. The proposed organisational change also implies that, in order to be successful, it must be sustainable, in the sense of never ceasing t o appeal to the potentially affected stakeholders. Consequently, this presupposes that, in order to implement it, its agents will be required to convince the former that the intended restructuring is indeed objectively predetermined. In its turn, this can only be achieved if the change-agents choose in favour of the circumstantially sound leadership-model. In light of what has been said earlier, it is specifically the Transformational model of leadership, which appears to be most consistent with the proposed change’s actual goal. This model is based upon the assumption that the main precondition for a particular organisation to remain functionally effective is the sense of a corporate solidarity, experienced by this organization’s affiliates, regardless of what happened to be their hierarchical status within it (Weiss, 2011). The model’s another essential provision is that, in order for the agent of change to be able to ensure the stakeholders’ compliance , he or she would have to convince them that their change-related cooperation will help them to achieve the state of self-actualisation (Pedler, Burgoyne Boydell, 2010). This once again confirms the legitimacy of the suggested change-plan, as such that depends on the change-agents’ ability to win conscious support of students and teachers at RCDP. The appropriateness of the proposed plan for reforming RCDP can also be illustrated, in regards other theoretical considerations, which clearly apply in our case. One of them has to do with the fact that the realities of post-modern (Globalised) living presuppose that, while in the process of designing its educational policies, a particular college or university must remain one step ahead of the currently predominant social discourse. This idea correlates with Leithwood’s (2008) suggestion that, within the realm of education, the ‘next’ (consistent with the ways of the future) practices represent a higher value, as compared to the ‘best’ (as seen by their contemporaries) ones. The reason for this is that, as it was implied earlier, in the near future the actual worth of a highly trained professional will not only be assessed, in regards to the extent of his or her de facto professionalism, but also in regards to the measure of the concerned individual’s ‘quick-mindedness’. What it means is that, along with studying the dentistry-related and pharmacology-related disciplines, students must also learn how to relate their would-be acquired technical knowledge to the humanity’s overall historical legacy – hence, making them emotionally comfortable with the idea that in the field of their specialisation, ‘prevention’ is just as important as ‘treatment’. What also justifies the proposed organisational change is that its format is consistent with the idea that the key to ensuring the successfulness of such a change, is making it thoroughly participative. This, however, can only be achieved if throughout the process’s entirety, the affected stakeholders are being kept fully informed, as to the actual reason why the organisation’s restructuring needed to be undertaken, in the first place. As Self and Schraeder (2009) pointed out, â€Å"Management must provide evidence that the current ways are no longer acceptable or appropriate if the organization is to remain successful or regain success† (p. 171). What makes the adoption of my change-plan especially appropriate, in this respect, is that the sub-sequential phases of its practical implementation are highly interactive, which in turn will ensure the integrity of the informational transactions between the agents of change, on the one hand, and the potentially affected second and third parties, on the other (Syed, Azhar Shahid, 2013). Essentially the same line of argumentation can be applied, when it comes to justifying the establishme nt of ‘College Council’, as the crucially important phase of the proposed organisational change. After all, one of its primary functions will be concerned with providing teachers and students with the opportunity to socialise informally, which in turn will allow it to act as the mediating body between the former and the latter. Given the fact that, as it was implied earlier, communication is the actual ‘force’ that binds the organisation’s structural elements together, there can be only a few doubts that RCDP will indeed benefit from the institutionalisation of ‘College Council’. One of the reasons for this is quite apparent – the adoption of the mentioned initiative should result in inducing the state of mutual understanding between teachers and students, which will have a positive effect on the measure of the College’s systemic resilience. This simply could not be otherwise, because as Branson (2007) noted, â€Å"The cur rently acknowledged widespread resistance to organisational change is caused by a failure of current organisational change strategies to attend to a values alignment process for all those people affected by the desired change† (p. 376). There is, however, even more to it – the uninterrupted functioning of this semi-legislative body within the College, will create the objective preconditions for RCDP to become ever more competitive, as an educational organisation. There are two objective reasons for this to be the case. First – the initiative’s implementation will pave the way for teachers to be prompted to act as ‘participative’/Transformational leaders (who are willing to take into consideration the feedback from their followers), within the context of how they would go about designing a particular educational policy. This, in turn, will necessarily result in making RCDP a ‘change-friendly’ organisation – something that ma y only have a strong beneficial effect on the College’s ability to be perceived as a thoroughly legitimate academic establishment in the future. Second – the founding of ‘College Council’ will set RCDP on the path of becoming a ‘proactive’ (rather than merely ‘reactive’) educational organisation, which should come in particularly handy through the times of economic instability. I believe that the provided line of argumentation, as to what are the main indications that the proposed plan for organisational change at RCDP is indeed discursively appropriate, correlates well with the initially outlined rationale for this change to take place. References Alnaweigah, A. (2013). Total quality management role in organizational change and development – case study: Taif University. International Journal of Business Administration, 4 (4), 55-67. Branson, C. M. (2008). Achieving organisational change through values alignment. Journal of Educational Administration, 46 (3), 376-395. Jara-Puyod, M. (2015). Curriculum in Arab dental colleges needs overhaul, says  specialist. Retrieved from https://www.gulftoday.ae/ Kritsonis, A. (2004). Comparison of change theories. International Journal of  Scholarly Academic Diversity, 8 (1), 1-7. Leithwood, K. (2008). Should educational leadership focus on best practices or next practices? Journal of Educational Change, 9 (1), 71-75. Rahman, G. (2011). Use of computers among students of dental college in Saudi Arabia. Journal of Education Ethics In Dentistry, 1 (1), 12-17. Rosch, E. (2002). Lewin’s field theory as situated action in organizational change. Organization Development Journal, 20 (2), 8-14. Self, D. Schraeder, M. (2009). Enhancing the success of organizational change. Leadership Organization Development Journal, 30 (2), 167-182. Syed, S., Azhar, S. Shahid, M. (2013). Strategic orientations and organisational types: A theoretical link. Journal of Organisa tion and Human Behaviour, 2 (3), 17-31. Weiss, J. (2011). An introduction to leadership. San Diego, CA: Bridgepoint Education, Inc. This essay on Leadership Organization Development at RCDP was written and submitted by user Kaliyah S. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Hobbes and Locke essays

Hobbes and Locke essays Thomas Hobbes was interested in why people allowed themselves to be ruled and what would be the best form of government for England. In 1651, Hobbes wrote his most famous work, the Leviathan. In it, he argued that people were naturally evil and could not be trusted to govern. The constant state of war is what Hobbes believed to be mans original state of nature. According to Hobbes, man should not be trusted in the state of nature and limits must be put on freedom and inalienable rights. Hobbes lived in the 17th century, and wrote during the English Civil War, therefore; his political views were most likely influenced by the war. Hobbes thought that by bringing back the monarch, or any other sovereign, there would be an end to the civil war and it is necessary to peace and depending on sovereign power (415 Leviathan). Men are in competition for honor and dignity, according to Hobbes. Envy and hatred arise, eventually causing war. With this view that only selfish interests motivate hu mans, Hobbes argues that people are better off living in a world where the government has control over all the people and their actions. Hobbes believed that an absolute monarchy-a government that gave power to a king or queen was the best type of government. He interpreted government to be a single governing body, made up of the power of the masses. Hobbes wrote that if there was no power to keep people in fear, they would continually fight against each other. Hobbes believed that the need for government is to protect us from our other fellow citizens. For this reason, the power of the sovereign must be supreme. He also felt that nations, like people were selfishly motivated which would result in war. In conclusion, through moral acts of giving up ones rights, one can hope to end the state of natural war between people, and reach a state of peace where defending oneself isnt a constant struggle. Hobbes percepti ...

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Twelve Angry Men | Film Analysis

Twelve Angry Men | Film Analysis The jury of twelve angry men, entrusted with the power to send an uneducated, teenaged Puerto Rican, tenement-dwelling boy to the electric chair for killing his father with a switchblade knife, are literally locked into a small, claustrophobic rectangular room on a stifling hot summer day until they come up with a unanimous decision either guilty or not guilty. The compelling, provocative film examines the twelve mens deep-seated personal prejudices, perceptual biases and weaknesses, indifference, anger, personalities, unreliable judgments, cultural differences, ignorance and fears, that threaten to taint their decision-making abilities, cause them to ignore the real issues in the case, and potentially lead them to a miscarriage of justice. The Prosecutions Case: At the beginning of the play, eleven of the jurors believe that the boy killed his father. They summarize the compelling evidence of the trial: A 45 year old woman claimed she witnessed the defendant stabbing his father. She watched through her window as the citys commuter train passed by. An old man living downstairs claimed that he heard the boy yell Ill kill you! followed by a thump on the floor. He then witnessed a young man, supposedly the defendant, running away. Before the murder took place, the defendant purchased a switchblade, the same type that was used in the murder. Presenting a weak alibi, the defendant claimed he was at the movies at the time of the murder. He failed to remember the names of the films. Finding Reasonable Doubt: Juror #8 picks apart each piece of evidence to persuade the others. Here are some of the observations: The old man could have invented his story because he craved attention. He also might not have heard the boys voice while the train was passing by. Although the prosecution stated that the switchblade was rare and unusual, Juror #8 purchased one just like it from a store in the defendants neighborhood. Some members of the jury decide that during a stressful situation, anyone could forget the names of the movie they had seen. The 45 year old woman had indentations on her nose, indicating that she wore glasses. Because her eyesight is in question, the jury decides that she is not a reliable witness. Characters: Juror 1 (Foreman; coach)Martin Balsam Non-confrontational, Juror #1 serves as the foreman of the jury. He is serious about his authoritative role, and wants to be as fair as possible. Juror 2 (Bank clerk; inexperienced juror)John Fiedler He is the most timid of the group.Juror #2 is easily persuaded by the opinions of others, and cannot explain the roots of his opinions. Juror 3 (Angry gentleman with photo of son)Lee J. Cobb In many ways, he is the antagonist to the constantly calm Juror #8. Juror #3 is immediately vocal about the supposed simplicity of the case, and the obvious guilt of the defendant. He is quick to lose his temper, and often infuriated when Juror #8 and other members disagree with his opinions. He believes that the defendant is absolutely guilty, until the very end of the play. During Act Three, Juror #3s emotional baggage is revealed. His poor relationship with his own son may have biased his views. Only when he comes to terms with this can he finally vote not guilty. Juror 4 (Stock Broker)E. G. Marshall A logical, well-spoken stock-broker, Juror #4 urges fellow jurors to avoid emotional arguments and engage in rational discussion. He does not change his vote until a witnesss testimony is discredited (due to the witnesss apparently poor vision). Juror 5 (Grew up in the slums)Jack Klugman This young man is nervous about expressing his opinion, especially in front of the elder members of the group. He grew up in the slums. He has witnessed knife-fights, an experience that will later help other jurors form an opinion of not guilty. Juror 6 (Painter)Edward Binns Described as an honest but dull-witted man, Juror #6 is a house painter by trade. He is slow to see the good in others, but eventually agrees with Juror #8. Juror 7 (Sports fan)Jack Warden A slick and sometimes obnoxious salesman, Juror #7 admits during Act One that he would have done anything to miss jury duty. He represents the many real-life individuals who loath the idea of being on a jury. Juror 8 (Architect; Man who doesnt know)Henry Fonda He votes not guilty during the jurys first vote. Described as thoughtful and gentle, Juror #8 is usually portrayed as the most heroic member of the jury. He is devoted to justice, and is initially sympathetic toward the 19-year-old defendant. At the beginning of the play, when every other juror has voted guilty he is the only one to vote: not guilty. Juror #8 spends the rest of the play urging the others to practice patience, and to contemplate the details of the case. A guilty verdict will result in the electric chair; therefore, Juror #8 wants to discuss the relevance of the witness testimony. He is convinced that there is reasonable doubt. Eventually he persuades the other jurors to acquit the defendant. Juror 9 (Nice older gentleman)Joseph Sweeney Described in the stage notes as a mild, gentle old man, defeated by life and waiting to die. Despite this bleak description, he is the first to agree with Juror #8, deciding that there is not enough evidence to sentence the young man to death. Also, during Act One, Juror #9 is the first to openly recognize Juror #10s racist attitude, stating that, What this man says is very dangerous. Juror 10 (Prejudiced older gentleman with cold)Ed Begley The most abhorrent member of the group, Juror #10 is openly bitter and prejudice. During Act Three he unleashes his bigotry to the others in a speech that disturbs the rest of the jury. Most of the jurors, disgusted by #10s racism, turn their backs on him. Juror 11 (Foreign watchmaker)George Voskovec As a refugee from Europe, Juror #11 has witnessed great injustices. That is why he is intent on administering justice as a jury member. He sometimes feels self-conscious about his foreign accent. He conveys a deep appreciation for democracy and Americas legal system. Juror 12 (Advertising Executive; doodler)Robert Webber He is an arrogant and impatient advertising executive. He is anxious for the trail to be over so that he can get back to his career and his social life. EFFECTIVE LEADERSHIP BEHAVIOUR Juror 8 In this movie, Juror 8 emerged as a leader because he gains respect by other jurors. At the beginning of the movie, he is the only one to vote not guilty during the jurys first vote. It is because he is convinced that there is a reasonable doubt. He wanted to talk about seriousness of the case without emotionally pre- judging the 18 year old boy. He showed empathy by asking other jurors to imagine themselves in the boys shoes awaiting death sentence, physically abuse by his father, growing up in the slums and etc. Juror 8 convince the other jurors that the boy isnt guilty by persuading them in a calm manner .He stay calmed and talked over the evidence presented by the prosecution and finding flaws in it. Juror 8 analyzed every detail of the evidence with the other jurors. He was presenting calm and used logical theories about why he has doubt that the boy didnt kill his father. As Juror 8 always stay calm, polite and respectful, many of the other jurors are persuaded easier and prefe r to side with him rather than juror 3 and 10. He persuaded almost half of the jurors to vote not guilty towards the middle of the movie. He elaborated what every juror was trying to say and making suggestions to keep the group focus even thought it was a long and tedious process. Juror 8 focus on task oriented approach .He does not seek status or ego enhancement. In this movie, he used a lot of questioning skill and able to lead other juror to analyze the evidence in a concrete manner. He encourages the jurors to think in bigger picture: defendants background, witnesss credibility, defending attorneys motives and etc. He asked jurors to put aside their personal biases, and stressing the importance of resuming their responsibility seriously. He aims for group success. As time passes, other jurors adopt his strategies. Together, they synergistically find flaws in the trials evidence and reached informed conclusions eventually. Juror 8s interpersonal style is classified as open receptive and objective. This leadership trait is extremely effective in questioning other jurors motives and their views .It helped bring out an efficient jury in this case. Throughout the movie, he openly admitted that he did not know if the boy indeed killed his father. Instead, he solicited feedback from other jurors in order to make an accurate decision. He encouraged others to discuss their doubt on the case and he was ready to receive feedback. He guided other jurors to make decision based on facts and conscience, and not using rush judgment and personal prejudice. Task Oriented Behaviour Juror 8 has throughout this movie, at various occasion, showed consistency in clarifying the objective that is expected of the group. Where most jurors started with the notion that the task at hand was simply to determine whether the accused is guilty or not and based their judgements on various reasons and emotions, juror 8 clarified that the objective of the group was to establish whether or not there exist reasonable doubt with the evidence and arguments presented during the court hearing. The first 15 minutes of the movie sees Juror 1 exhibiting promising leadership potential. In the beginning when the jurors first came back to their room after the deliberation in court, he was the first to organise the group. Juror 1 showed many examples of task-oriented behaviour. He organised ballots, organised seating arrangements and called for a start. These are example of organizing work activities to improve efficiency, and short-term operations planning. Relations Oriented Behaviour In the beginning, Juror 8 did not seem to show much of relations oriented behaviour, and therefore did not seem to make much of an influence. Many other jurors seemed to display more extrovert personalities and socialized more among their peers. At this time, Juror 1 already showed significant amount of relations-oriented behaviors. For example, he suggested a 5 minutes break in consideration for the gentleman in the washroom. He also consulted with other jurors, asking them for their suggestions on how they wanted to start, whether to discuss or to take a quick vote first. He provided support and encouragement to Juror 12 when Juror 12 seems to lack the confidence after he suggested the idea for the 11 jurors to convince Juror 8 of their arguments why they think the boy is guilty. Change Oriented Behaviour Juror 8 showed by far the most and strongest change oriented behaviours throughout the length of this movie. The first instance of this is after the first vote where he alone votes for a not guilty verdict. When he was asked to clarify his decision he encouraged the other jurors to view the case at hand differently. He articulated that its a big decision that they have to make since its a life at stake and that he is not comfortable to make such a decision in less than 5 minutes. Juror 8 also took some risk and experimented with a creative approach to make a point across to the other jurors. First he asked to view the knife again. When the knife was made available and all the other jurors were convinced that the knife was quite unique, Juror 8 took out an identical knife that he bought and manages to grab everybodys attention. Although owning a switch blade knife is illegal, he took this risk in return for a firm foothold into challenging the pre-conceptions of the other jurors. Afte r this event, he gained a vote for not guilty. INEFFECTIVE LEADERSHIP BEHAVIOUR Juror #3 Juror #3 has been informed to be a juror via mail like everyone else for this case. As he is the most important counterpart to juror #8 we will have a closer look at him. In the following we will characterize him and point out important scenes. This will be supported by a look at the body language and rhetoric. We will show inwhich leadership style juror #3 can be categorized and what mistakes have been done. In the end we will point out how juror #3 could have avoided his ineffective leadership style. We will begin with characterizing juror #3 and explaining his role within the jury. He is used to having authority from his work, because,as the owner of a messenger service, he has 37 subordinates that listen to him.At the very beginning he is pointing this out and shows that he is proud of his achievement. In the discussion he behaves like he is at his workplace where he can order people around and has the authority to do so. The only time he shows respect to anyone is when he is speaking about his father and how he used to call him Sir. In this scene he also shows how preoccupied he is about the youth and therefore also about the defendant. Juror #3 thinks that the youth shows no respect nowadays and is reminded of his own son. When his son at an early age was running away from a fight, he swore that he would make a real man out of him. After a couple of years this behavior has led to a fight where he got hit by his son. Since 2 years there was no relationship between them and it is very clear that the relationship to his son is affecting the decisions of juror #3. From the start juror #3 has expressed disrespect, aggressiveness and ignorance, but all these attitudes were becoming worse when he saw that more jurorswere changing their minds and more jurorswere openly showing dislike towards him. The later it gets, the louder he speaks. Of course this results in the fact that other jurors like him even less.Juror #8 uses this and provokes him to isolate him even more. A crucial point in the play is when juror #8 is attacking juror #3 verbally. #8 calls him a sadist and being confronted like that he tries to attack #8 physically. The other jurors hold him back so that he cannot reach #8. In this scene he also cries out that he will kill #8, which supports one the argument of juror #8 that you do not always mean what you say and do not necessarily act accordingly. After this incident juror #3 tries to change his tactics a little bit. He is still loud and disrespectful, but in two situations he tries to influence other jurors while speaking to them alone. In the first instance he tries to justify the attacking of juror #8 and in the second one he tries to convince everyone to call for a hung jury. His new behavior shows that he is realizing that his position within the group has changed. He tries new methods in order to turn the situation around. It does not succeed because he has lost all trust among the other jurors. In the end he is the last of the jurors to plead guilty. At the first pressure to defend his arguments he crumbles. A last outburst of his anger shows his hidden agenda. He is not able to change his mind and admit that he has been wrong. Looking at the picture of him together with his son he realizes that he has done wrong with him and he tears the picture apart. Immediately he regrets his action as it is probably the only picture of them together. The action lets him admit what to him looks like a defeat. He pleads not guilty as well. Finally he breaks down crying on the table. Juror #3 can be described best as an authoritarian/autocratic leader. He tries to use his authority to make the decision basically on his own. Of course this has to fail, because he does not have the authority in the first place and has not the ability to gain the authority as well. As already mentioned he does not listen to other arguments and positions except for his own. Additionally he is not willing to discuss his own points as well. When asked about his reasons for pleading guilty, he states that the facts are clear and cannot be questioned. He sticks to this point right until the end. Another aspect is that he does not support other juror even when they argue for him. Here he shows that he does not trust other members of the jury to help him and he does not think he needs their help (at least not in the beginning). Rarely does he agree with stated points, and when he does, he only states this in a short sentence without explaining why and especially without adding any content or arguments to the discussion. The last point to be mentioned here is that he tries to dictate the procedure and the methods of the discussion in an autocratic way. The other jurors are screamed at, bullied and insulted by him in order to pressurize them into his way of working. All this is supported by his body language and his rhetoric. There is an observable development regarding his behavior and communication during the movie. First he seemed structured, calm and self-confident. He talks with a normal voice and his mimic and gesture are serious but not angry. After the first vote, when it turned out that not everyone supports `guilty ´,his behavior changed. He got angrier which is expressed with his face and body language. Especially when a juror changes the vote, he showed humiliating behavior. When that happened, there was always the same, non-verbal reaction observable: He stands up, walks straight to the juror and stands at the jurors back, with his hand on the hips, screaming and shouting at them. This shows that he tries to bring himself in the stronger position and awe the others by looking down at them. He is directly addressing them, trying to make them feel uncomfortable. That particular behavior occurred three times during the movie. His angry and loud voice appeared when he got the feeling that he lost the power over the situation, when jurors changed their vote or the others have better arguments. It is hard for him to keep his countenance when he has weaker arguments and tries to get his self-confidence back in treating the others disrespectfully. That happens with laughing at others ´ arguments or shouting at them. Especially juror #8, as he is the activator of the whole discussion itself, is the target of his disrespect. When juror #8 wanted to make a point, juror #3 played `Tic Tac Toe ´ showing obviously his disinterest. The situation between juror #8 and him heated up first, when juror #3 tries to re-enact the stabbing of the victim. That gesture showed clearly the dispute of the two and the attitude of Juror #3. Now, the communication skills will be discussed. The character used several phrases that support the statements about him made before. At one scene he said to juror #2: `Be quiet for a second. ´ Thisjuror is a very shy and unconfident person. Addressing to him in that way shows that juror #3 has little knowledge of human nature. By discussing the testimony he said once: ` [à ¢Ã¢â€š ¬Ã‚ ¦] and I say it ´s not possible ´. This undermines that he is self-centered and not open for other opinions. His disrespect against juror #8 gets clear when he addressed to him by pointing at him and saying: You over there ´. This impolite communication is present during the whole time. Also when the last man changed his opinion, he asked: What ´s the matter with you? The verbal and non-verbal traits align with the leadership style reviewedin the first part of the analysis. In the following the reasons for the failing of juror #3 will be outlined. Therefore we will check if the different sources of failure fit to this situation. One reason here is a poor character. His inappropriate behavior is based on his character. As mentioned early in the movie, he had a strict father what may influence his traits as an adult. When a leader shows disrespect, little knowledge of human nature and no concern about others he will fail sooner or later. No interest in different opinions, suggestions or the person itself creates less or no followership. The second reason for his failure is the poor communication skills of juror #3. As described before, he shows verbal and non-verbal lacks of an adequate behavior. He doesn ´t listen actively and doesn ´t know how to address at different personalities in a right way. He is not able to communicate effectively what is undermined by his unsuccessful chain of argumentation. A leader, who can ´t convince or influence his followers and can ´t express himself well, will fail. A leader will also fail, when he puts own interest above the interests from those he leads. The consequences are no trust, no confidence and therefore no loyalty. The leader views himself or herself as superior to everyone else, refusing to accept other arguments.Juror #3 doesn ´t build a connection to the others and always insists on his point of view without even listening to several opinions. That is why it was not possible for him to create a relationship to other members of the jury. He is not interested in the needs of a person and is therefore unsuccessful with his leadership style. His arrogance and self-centered behavior made him stand alone at the end of the movie. The final reason why he failed is because he had no clear vision. He voted for `guilty ´, even when all the facts showed the opposite. During the movie it got obvious that he is personally affected regarding the case and that leads to situations where he got unconfident and insecure. Now that the problems are clear we suggest how to avoid ineffective leadership. Ineffective leadership comes along with several improper traits and behaviors. The challenge is to avoid these and adapt the leadership style individually to the organization and the followers. First of all: People are the key. A good knowledge of human nature facilitates to be the leader of a group. That is why an effective leader is able to listen and respond to his followers in a proper and satisfactory way. The ability to treat different characters in the right way is necessary. `One leadership-style fits to all ´ is not helpful. Therefore a good leader can identify how capable and self-confident a person is and react in the adequate way. The way of how a person behaves towards a team and tasks requires different leadership styles.Of course, some followers need an autocratic leadership style. So authority, as showed by juror #3, is not always wrong. The problem was that it was too much and that this kind of leadership doesn ´t fit to all of the jurors. The ability to show authority and do it with respect is the key. This trait will only lead to success when the leader owns the respect of the followers.Hence a leader don ´t have to be `everybody  ´s darling ´but has to know how he should appear in particular situations and to particular kinds of people. An absolute mistake is bullying in an organization. That is what juror #3 showed in some of his behavior patterns and it creates a defense attitude of the others.To avoid immediate failure, a leader should never bully the people in the organization. To succeed in the relationship to the followers a leader should know how to communicate. Influencing people and bringing the vision of the business to them requires good skills and techniques in communication. Therefore to avoid ineffective communication a leader should clearly, effectively and respectfully communicate to followers as well as to the external environment of an organization. Another point, to avoid ineffective leadership, is to learn from own mistakes as well as from mistakes of others. Learning effects are valuable for a leader,adapting to situations and not repeating the same unsuccessful behavior over and over again.Realizing the current behavior is unsuccessful and promptly changing it would have been the right solution for juror #3. Being a good leader is also about actively avoiding wrong decisions not only about making the right ones. Analyzing the past and project it properly to the future will create a good result.Therefore it is also important that the leader knows what business the company is in to avoid misguided efforts and lead his team appropriately. A clear goal is necessary to give the direction and creating trust of the followership. As well as for the leader to come up to expectations regarding performance. An effective leader is also able to keep his emotions and concerns under control. In contrast to that juror #3 showed that he was personally affected and had an emotional breakdown at the end of the movie. That should absolutely be avoided if a leader don ´t want to lose the trust, loyalty and respect of his followers. A good leader can react calmly in turbulent times as well when stress and tensions are present, like it was at end of the movie.

Database privacy and Legal Issues :: essays research papers

Database privacy and legal issues Data privacy law regulates data management, and information systems manage data. Therefore, data privacy assurance must consider system assurance. An IT department should streamline its functions with the industry standards and privacy regulations in order to avoid any disruption. In order to achieve those objectives, the IT department should assess the risks, design a strategic plan to achieve privacy compliance, implement required policies and procedures, and monitor and audit the procedures to ensure privacy compliance. Gavison, in his article "Privacy and the Limits of the Law", describes privacy in terms of controlling access to our physical person, and to our information. In one phrase, it is the "protection from being brought to the attention of others" struck us as particularly relevant to the census problem (1995). In his article "creating the Privacy Compliant Organization", Parker mentions that there are other forms of privacy to consider, includes: privacy of persons, privacy of personal behavior, privacy of personal communications, privacy of personal information, and privacy of territory (2001). Risk Assessment An IT department should identify and document the information systems that are subject to privacy requirements includes computer files, databases, archives, microfilm, personal records and copies wherever located. Moreover, it should perform a risk assessment and gap analysis of controls and procedures that are in place. The gap analysis will reveal the deficiencies between the current status and the legislative requirements and regulations under which the organization must operate. Additionally, the risk assessment must be applied to the likely risks that an organization may experience from a breach in privacy which include damage to the corporate reputation, damage to business credibility, financial loss, negative publicity, and fines and criminal records for employees. The result of this phase will be the basis for developing a strategic personal information privacy plan (Parker, 2001). Design a Strategic Plan Designing a privacy plan involves planning, and implementing a set of direction, methodology, and tools to address number of issues in order to achieve privacy compliant, which includes: †¢ Establishing the required infrastructure, including the required positions and appointing key privacy personnel. †¢ Establish the methodologies, which include team members, deliverables, activities, critical path, resources, skills, timelines and approaches to addressing the privacy gaps †¢ Introduce the privacy policies, standards, guidelines and procedures required to meet compliance requirements. †¢ Identify the changes required in the systems, procedures, forms, etc. †¢ Formulate the changes required to address the gaps, and †¢ Train the individuals to ensure that they fully understand the requirements of the legislation and the organization's objectives and deliverables to be created (Parker, 2001).

Job Motivation Differnce Ampong Male and Female Employees

Introduction to Motivation There are countless books, seminars, and videos on the subject of motivation, particularly with regard to motivating employees. As businesses continue to try to find ways to squeeze more and more productivity out of a shrinking number of workers, motivating those employees is a critical factor in the business' success. Being in a management position is not easy, and not always fun. The position comes with much responsibility and can prove very stressful.Holding a management position often means you are put in charge of large numbers of people, all with different attitudes, moods and dispositions; whose performance you are held accountable for. That is the bad news. The good news is even if things are not optimal; you can do something about it. Learn to motivate your employee's and you can turn things around for everyone. You may be thinking that the change needs to come from the individuals when really the change begins with you. Being in a management posit ion by default makes you a leader.Others are looking to you for guidance and support. You must rise to the occasion. Your management style can greatly improve the general attitude in the workplace. Positive messages coming from you as a manager will go a long way towards improving your productivity and the work performance of your employees. As a manager the small ways you interact with the workforce everyday greatly impacts how they carry out their duties as individuals. So may be you have not been so positive in the past, it's never too late to change. Start anew. Start with you.Women and men holding managerial posts do not differ in the way they rate individual motivation factors, an analysis of motivation according to superiority in the workplace reveals. Gender differences were found only among rank-and-file staff. This finding supports the notion, often cited in specialist literature, that women in management adapt to ‘male’ thinking and conduct, whether knowingly or not, and internalize the values prevailing in a male-dominated labor market. As certain public opinion surveys have shown, female managers are not universally accepted by the Czech public. The fact that Czech society still egards women in management as unusual may result in a greater likelihood of these managers encountering prejudice or discrimination. For this reason, it might be beneficial for female managers to assimilate behavior patterns typical for men in the same positions. This kind of behavior will more likely enable them to meet the general expectations associated with the role of manager. One of the trends today is taking care to be sensitive when dealing with employees, but once again a good idea has been corrupted by political correctness run amok. Sensitivity didn't get the pyramids, or the transcontinental railroad, or Rome built.It wasn't sensitivity that beat the Kaiser, Hitler, and Saddam (twice). It was hard work, appropriate rewards, and a team effort. Consi deration Point Of Differences In Motivation Among Genders†¦.. Motivation and achievement are concepts that are closely related. Motivation is the force that drives a person toward wanting to achieve certain goals and levels of excellence. Research into gender differences in motivation and achievement between males and females has been a common study by researchers and psychologists. These differences manifest themselves in different areas of life such as at work, in school and in extracurricular activities.Performance †¢ Achievement-motivation theory relates to the desire to perform well in a certain area and to attain success. Different factors motivate people to achieve success. According to a survey carried out by the Czech-based Research Institute of Labor and Social Affairs, male and female workers have different motivations for good performance at work. The survey indicates a good basic salary and bonuses motivate males to perform well, while the driving work force f or female employees is healthy interpersonal relations at work, flexibility to balance work and family and proper treatment by other employees and the employer.This shows that different factors inspire males and females to achieve and perform well in their areas of work. According to the research, males are more motivated by â€Å"instrumental values† such as remuneration, compared with women. Expectations †¢ The beliefs and expectations held by parents, peers and the school environment greatly influences the behavior patterns of males and females. Society grooms parents, peers and teachers to expect females and males to derive motivation from different things and to have different levels of achievements in certain areas.For example, teachers expect boys to excel better than girls in math and sciences, while girls are expected to excel better in languages. Additionally, society expects girls to be agreeable and expressive, while boys are expected to be aggressive and ass ertive. Children of both genders grow up and internalize these expectations and beliefs with a certain perception that they are more competent in certain areas than in others. This socialized view causes females and males to derive inspiration in those different areas, and thus, they may achieve success in these specific areas.Employers who use money to motivate employees may find that the overall response from both men and women is nearly the same. Raises, bonuses and other monetary rewards may only be a short-term motivator for both genders, according to a 2011 article from the University of Phoenix business school. An employee's motivation may rise for a brief time after he receives a pay increase. However, the article notes studies that show employees often increase their spending after receiving a raise, which consumes their additional pay. That potentially lowers their motivation to its previous level because their financial situation remains unchanged.Effort and Ability †¢ The attribution theory explains how achievement and motivation in both genders is determined by perceptions of effort and ability. This theory relates the gender differences in achievement and motivation on how individuals attribute their achievements. In areas such as math, science, technology or sport, males attribute their achievements to ability while females may attribute their success in these fields to effort. Unlike females, males are therefore able to show a higher level of motivation due to attributing their achievements to ability because they believe that their talents in these areas are natural attributes.The differences resulting from attributing achievements to ability rather than effort between the genders are that males attribute their success in areas such math, science and sport to ability and therefore show high motivation toward these areas. Females attribute their achievements to effort and their failures in fields such as math and sciences to lack of abilit y and thus tend to show lower motivation in these fields. Self-Efficacy †¢ Self-efficacy is the belief in your capacity to achieve certain goals, whether through effort or ability.A strong sense of self-efficacy motivates a person to achieve highly, but lower self-efficacy dampens motivation and achievement. Like attribution, the level of self efficacy a person has is often influenced by parents, peers and teachers. According to research findings published in the Center for Positive Practices site, notable differences exist in how males and females students chose their majors in college. Self-efficacy toward subjects like mathematics is often higher in males than in females, whose self-efficacy is usually higher in subject areas such as reading.Male and female workers ‘differ in approaches' †¢ The opinions and approaches of male and female employees tend to differ when it comes to work-related matters, it has been found. According to the Randstad Work monitor for the third quarter of 2011, respondents stated that they prefer to co-operate with the opposite sex rather than their own. However, India, Singapore, Japan and Greece saw little difference in gender preferences among workers. Perception of Rewards †¢ Men and women differ in their perceptions of what is important and motivating for good work performance, a Czech survey reveals.The distribution of both intrinsic and extrinsic rewards should, therefore, be tied to the specific needs or preferences of men and women. †¢ In Perception of reward systems, women think that regard reward systems as unfair and unrelated to their performance more frequently than men do. Each female employee is convinced that they are not remunerated according to their performance; just one in five male employees thinks so. More women than men feel undervalued compared with male/female colleagues in the same position in the company.When respondents compared themselves with colleagues in the same position, 57. 2% of men and 51. 6% of women rated their remuneration as fair. More women than men also believe that they work in companies where they are paid less than employees in other firms in the same locality. This suggests that, in the subjective opinion of respondents, there still exist a number of companies where equal and transparent, performance-related pay is not a matter of course. †¢ Focusing solely on women, the logical consequence of the previous conclusions is the emergence of two different employee categories.Compared with other female employees, women in management are more motivated by: the nature of the work (67%, compared with 61% of female employees who stated that the particular aspect of work/reward is extremely or very important); the chance of promotion (48%, compared with 29%); and long-term career growth (47%, compared with 31%). Female managers are also more likely than other working women to regard as motivating the chance of acquiring new skills and opport unities for personal growth (57%, compared with 37%).Gender as Key drivers of motivation and commitment †¢ From a gender perspective, men place a higher value than women do on the so-called ‘instrumental values’ (basic salary and bonuses) as motivational factors in their work performance and identification with the employer. Women, on the other hand, place more importance than men do on inter-personal relationships at the workplace, respectful treatment by the employer, and the possibility of reconciling work and family life.Thus, it is clear that women place more value on so-called ‘soft issues. Gender gap in key drivers of motivation and commitment. Possibilities to work part-time †¢ The quarterly report is created by recruitment specialist Randstad Holding and revealed that women are more likely to believe it is possible to work part-time in a management role, while men more often think that such employment can damage careers, although there is little difference between genders in most nations regarding part-time positions.Almost half of those polled (46 per cent) stated they feel it is a bad career move to work part-time, with 51 per cent of men claiming this. Workers in Greece (69 per cent) were most likely to hold such views, in addition to those in Belgium, Italy, Luxembourg, Denmark and Sweden, while workers in Turkey, Japan and the Czech Republic are least likely to agree. †¢ Globally around 15 per cent of individuals in employment work part-time, with the highest rate found in China (35 per cent) and ten percent discovered in the Czech Republic, Slovakia, Hungary, Belgium and Sweden.Entitled Opinions on part-timework & gender diversity – job market trends around the globe, the publication highlighted that countries including Germany, Sweden, Turkey, Slovakia and Luxembourg believe an equal balance of male to female members of staff produces the best results within their firm. Acknowledgment †¢ Acknowledgm ent from the boss motivates men and women, but women may respond more favorably to frequent acknowledgment.For example, â€Å"Incentive Magazine† columnist Roy Saunderson notes advice from a training consultant who indicated that women like to get verbal and written forms of acknowledgment for their work more often than men do. However, workplace recognition that seems bias hampers motivation for male and female employees. In such cases, Saunderson indicates some workers see certain employees consistently recognized for their work when they feel they're just as deserving of such acknowledgment, but they don't receive it. Training Opportunities †¢ Educational opportunities that can help employees improve their job erformance and advance their careers are motivating to both genders. Nonetheless, Saunderson notes that women may need to have such opportunities structured differently for them to raise their job motivation. That's because women who are parents or who take care of elderly parents may have too many care-taking responsibilities to participate in college courses or other training opportunities. Therefore, Saunderson indicates that women may be more motivated by skill-development days that allow employees to spend the workday honing their job skills at classes or workshops.Training during the workday would prevent women from having to take extra time away form care-taking duties. Respect Level †¢ Expressing respect for employees is another workplace motivator. Saunderson notes that women generally want their employers to show consistent respect for them and the work they do. However, an article by Karen Haywood Queen on the Bankrate website draws no distinction among men and women concerning how respect motivates them to do good work. For example, asking all workers for their suggestions on improving business operations demonstrates respect for their input and may increase their overall job satisfaction.Trends relating to mobility, †¢ It examined trends relating to mobility, motivation and job satisfaction among the global workforce and discovered that in many nations, where there is no difference in suitability between candidates, male bosses are more likely to favor men rather than women when hiring. Although there has been a slight decline in the Mobility Index in recent months, most indicators of labor market strength, including trust, fear of job loss and employment searching have remained relatively stable compared with the second quarter of this year.In addition, there were no significant changes between the periods in question in terms of job satisfaction, with those in Norway (81 per cent) reporting their roles and current employer are most acceptable, while personal motivation was highest outside Europe in Mexico and India during the third quarter of 2011. Trends Relating to work nature, The majority of employees around the world reported having male immediate superiors and men were more likely than women to state this.Covering 29 nations worldwide, the survey includes responses from the Americas, Asia Pacific and Europe, finding those believing that the performance of their organization would be improved with more female senior managers were in the minority. Entitled Opinions on part-timework & gender diversity – job market trends around the globe, the publication highlighted that countries including Germany, Sweden, Turkey, Slovakia and Luxembourg believe an equal balance of male to female members of staff produces the best results within their firm.Key Factors To Motivate Female Employees†¦.. Employers know that there is a difference in the needs of male and female employees. Males are often driven by a paycheck, whereas women are more inclined to take a pay cut in exchange for a desirable work environment. While men look to excel by moving up in their companies and developing their careers, many female employees (although not all, of course) are concerned with g aining a position that simply allows them more freedom and flexibility, as well as the opportunity to make a difference and display their talents.This being true, employers can no longer rely on antiquated motivational tactics, which were originally developed for men, to get the most productivity from their female employees. It's not always clear whether certain things motivate male and female employees differently. For example, money and other financial rewards potentially have the same effect on both genders, according to some workplace studies. Nonetheless, motivational differences may appear among men and women based on how employers handle the objects of motivation.The key to getting a female to give her all in the workplace is to understand what it is that really spurs her on, and how to use that to your advantage. FIRST PHASE†¦.. †¢ You must understand how extremely vital a good working environment is for your female employees. †¢ Minimizing stress and creating a friendly atmosphere are a must. While men are able to zero in on their breaking points, women have a habit of working so hard that they wear themselves out. †¢ Add unnecessary stress to the mix, and what you'll find is an office full of disgruntled, moody, and unproductive women. Sound familiar?To avoid, or alleviate, this problem, create an office that is well run and effectively maintained on your part. †¢ Minimize office supply shortages, create well structured deadlines and schedules, and remember to keep your commitments to the staff. †¢ Not only should you avoid similar mistakes, but you might even go that extra mile to create a serene environment. †¢ Think along the lines of relaxation CD's, meditation areas, and aromatherapy. †¢ These are small additions that many corporations have learned can greatly increase productivity, especially among female workers. SECOND PHASE†¦Ã¢â‚¬ ¦ Consider using recognition, rewards, and competition to motivate your workers (this works well for male employees, also). †¢ Women need to display their talents and know that they are being appreciated. †¢ Working for a boss that overlooks those needs is degrading, especially when females today are working with the knowledge that their mothers and grandmothers were forced to work without any respect, and that many places of employment still offer little in these areas for women. †¢ As mentioned before, men work for a paycheck, which works as a tangible piece of evidence that lets them know that they are appreciated.Women, even in this modern world, have their families and homes on the mind first. That means they often forgo advancement opportunities that would offer higher paychecks but place greater demands on their already limited time. †¢ Employers can greatly benefit by offering their workers competitions, either against their own previous performances or against others, that offer incentives for completion. For example, y ou might offer a half day off of work near the holidays in exchange for meeting a high sales quota that month. †¢ Get creative, and ask for input from your employees as to what incentives would be best. Be ready to compromise, because they will initially ask for more than you are ready to give, but that's to be expected. †¢ Be flexible and come to a middle ground. THIRD PHASE †¦.. †¢ Consider providing opportunities for self-advancement for your female employees. †¢ Free courses, certificate programs, and incentives for completing higher education requirements are excellent ways to not only keep your female employees loyal, but also to refine the skills of your workforce. †¢ You see, women are extremely pressed for time as it is.We often neglect to further advance our knowledge because it is not a necessity to keep our jobs, even though we would like to. †¢ Give your female employees paid opportunities to sharpen their skills, increase their knowle dge, and become more valuable to you. FOURTH & FINAL PHASE†¦.. †¢ Create an environment that is family friendly and you will have loyal female employees forever. †¢ Most men aren't usually worrying about meetings, baking cookies for a Girl Scouts meeting, picking up the kids from daycare, etc. For whatever reason, women still perform most of these chores.Whether that's fair or not is irrelevant. It's simply a fact. †¢ Therefore, providing daycare vouchers (or, even better, daycare within the office itself). †¢ Flexible schedules and being lenient when being asked for time off to tend to family duties are steps you can take to ensure your female employees work hard for you. †¢ These opportunities don't exist everywhere, and even female employers often aren't compassionate toward their employees' family issues, so being family-friendly will make you a highly desirable employer, regardless of what you pay. †¢ If you hire mostly females, make this your first priority.What you shell out in added expenses will come back to you forever in increased productivity and happier, healthier employees. †¢ Keeping the aforementioned tips in mind can decrease the number of sick days used, increase work ethic, improve company morale, and, finally, spur the financial growth of your company. Savvy employers are catching on to the fact that females are dominating the general workforce, and the needs of that workforce are very specific. What you do to cater to your female employees can determine your own success. |Brains of Male and Female Worms Work Differently†¦.. |Scientists have determined that our gender impacts our brains, making them predisposed to particular smells. In a recent press release, researchers | |released details of their study. They used worms that had characteristics of both females and males. Why do more girls suffer from depression and | |autism than boys? Why do more boys suffer from ADD than girls? | | | |Researc hers hope that this study will open the door for further research into fundamental differences in how the brain functions, and its impact on | |diseases, including ADD, autism, and depression.While it's not a popular subject, there is no doubt that women are diagnosed with depression far | |more than men, and men are diagnoses with ADD far more often than women. | | | |†For so many diseases, like autism or mood disorders, it's clear that they either are more prevalent in one sex than the other, or they manifest | |themselves differently. But no one really knows why. We think that sex differences in the brain may play a role.If we can understand these | |differences, it may give us some clues about how we can diagnose, prevent, and treat these diseases more effectively,† said Geneticist Douglas | |Portman, Ph. D. , and an assistant professor of Biomedical Genetics at the University of Rochester Medical Center. | |Researchers at the University of Rochester Medical Center u sed worms that were hermaphrodites (female worms who can reproduce alone, since they can | |produce both egg and sperm) to see what smell these worms were attracted to.When researchers changed their brain cells into thinking they were the | |opposite sex, the worms gravitated toward the other item. | | | |Worms that thought they were male gravitated to the buttery popcorn smell. Those who thought that they were female gravitated to the smell of fresh | |green vegetables. To see whether or not this was just coincidence, researchers changed a genetic switch in the brains of these worms. | |When they did this, the worms didn't change at all, but they sensed that they were the opposite gender. | | |Did the smell that the worms were attracted to change? Yes. After tricking the worms to think they were the opposite gender, male worms had a | |definite preference for buttery popcorn and female worms had a definite preference for fresh green vegetables. | | | |Researchers hope to continue t o study how sex chromosomes influences differences in brain function and the diseases and disorders that people | |develop. |The organization Autism Speaks, which is dedicated to autism research and awareness, provided funding for this program. | †¢ Beat out the competition for well trained employees by starting small, and continue adding to your arsenal of female-friendly incentives over time. Social Method to Motivate Employee †¦ Keeping in mind the current labor laws, here are a few suggestions on how to â€Å"gently† motivate your employees: Start a program where the lowest-performing employee each week is mocked mercilessly over the intercom system by their peers.Contrary to what the experts will tell you, people will work just as hard to avoid ridicule as they will to gain praise. This is also a great team-building exercise. Begin performance evaluations with the statement: â€Å"I hope you've enjoyed your time here. † Then sit silently, because in any negotiation the first one to speak loses. After a sufficient period of time, tell the employee you have reconsidered and are giving them one last chance. Their relief will increase productivity dramatically. Declare one day per month as â€Å"Come As a Clown† day. This has little to do with motivation, but is entertaining because many people, and probably ome of your employees, are terrified of clowns. And who wouldn't be? Clowns are creepy. Start each staff meeting with a list of companies in your industry that have recently downsized. Follow this by saying â€Å"If things don't start picking up around here†¦ † and then let your voice trail off menacingly. You should see a noticeable up-tick in your employees' self-motivation. Many companies have enthusiastic male and female employees who work as cohesive and productive teams. The benefits of having employees such as these or numerous and may consist of achieving accomplishment, company receiving a great reputati on and longevity.The companies also have great teamwork in which boosts the employee's enthusiasm as well as they have less absenteeism and also maximize productivity. These companies know that†¦Ã¢â‚¬ ¦. You can’t motivate others but can create the environment for motivation. So these firms simply provide following services to their employees 1. For career growth, development and learning 2. Exciting work as well as a challenge 3. Meaningful work by making a difference 4. Great people such as co-workers 5. Being a part of a team 6. Having a great boss 7. Recognition for work that is well done 8. Having fun on the job . Sense of control over their work 10. Flexibility in dress code and/or working hours Motivating Employees a Key Factor To Success†¦Ã¢â‚¬ ¦ If you have employees, chances are good that you want them to be happy, productive and motivated. Motivated employees work more efficiently and produce better results. Productive and happy employees lead to success. Unfortunately, there's no secret formula for motivating employees. In fact, motivation can be as individual as the employees who work for you. Some employees may be motivated by money, while others may be motivated by personal recognition.In order to better understand how to motivate employees you must first understand how motivation works. Psychology tells us that motivation can only come from within. Motives are what drive human attitudes and behavior. Motives are internal, and they work from the inside out. Motivation is that little push or nudge that people need to keep working toward a desired goal. It works in many ways and for nearly any situation; you simply need to find the right motivational tool to achieve the desired results. To motivate employees you need to find out what your employees want and find a way to give it to them or enable them to earn it.One of the keys to being a successful manager is the ability to motivate employees and help them achieve their goals. On e way to accomplish that is to provide added incentive. It's a proven fact that if people like their job, they will be more productive. Generally, employees are willing and able to work if they feel their job is important and they are appreciated. The following are motivational techniques used by successful entrepreneurs. Power of praise. A simple â€Å"Good job† or â€Å"Thanks a million† can do more to motivate people than just about any other method.The vast majority of employees yearn for recognition. Pausing to offer praise or words of encouragement can truly make someone's day and motivate them to greatness. Money talks. It's a well-known fact that money makes people happy. Traditional ways to reward performance include pay raises, bonuses and promotions. However, gift cards are quickly becoming the incentive of choice for many organizations. Pump up the perks. Staff members always appreciate perks. These can include extra vacation days, use of a company vehicle, or an exclusive club membership.Be creative in finding unique ways to celebrate success. In the spotlight. Everyone enjoys being in the spotlight. Considering featuring top performing employee's on the company Web site or talk about their achievements in the company newsletter. Present workers with an attractive certificate that can be posted in their work area. Host an awards ceremony. If you want to pump somebody up, acknowledge their hard work in front of their peers. Awards ceremonies can be a simple event that takes place in the office, or can be an annual event that everyone looks forward to, especially those to be recognized.Let them eat. Food has a way of bringing people together and can be a fun way to motivate employees. Host a company picnic or cater a company dinner. These types of gatherings make perfect opportunities to invite family members to join in celebration of employee recognition and the company's success. All of us enjoy recognition of our efforts to be succe ssful. Take time to help your staff feel honored as you guide them along the road to success and glean the benefits of company loyalty. What Factors to be Considered For Motivation of Employees†¦Ã¢â‚¬ ¦ Don't expect things to change overnight.If the environment is now negative – implement these ideas over time and you will see attitudes start to turn. It may take people a while to adjust to your new attitude and behaviors. It's ok. You are a mirror for their workplace experience, if you remain positive and implement positive behaviors sooner or later they will too. Motivation must start with you. Start off with hiring a diverse group of individuals. Give them generously your full attention. You must be willing to listen to them to create an open and receptive environment. Be pleasant and motivated yourself thus offering harmony.Be sure to use respect when dealing with others. As a leader you must create intention of being successful in reaching the companies goals. Help visualize the goals to your employees. You as well as your employees must actively work at the goals. People are the most comfortable when you are in touch with their environment. Be sure to provide opportunities for them to be who they are so that they feel and realize that they can grow within the company. Provide opportunities for them to be what they are. Allow them their space and safety. Give them inspiration. Employees must feel like they belong to the team.Employees really want to be valued for a job. It means even so much better done by those in which they look up to. Motivation begins in stages. Motivation begins first as a physiological form. This is when benefits are greatly analyzed and appreciated such as retirement plans, health benefits, job security, paid leave, vacation, vending and break areas, parking garages and even clean restrooms and to know â€Å"I could go on and on with this stage but I am sure that you get the idea. † The next stage is safety in wh ich is the protection from harm stage. This stage is assessing the companies’ security.This includes security guards, on site parking, evacuation plans, employee security badges, maintenance, policies, health benefits etc. Following is the social aspect which is acceptance and friendship. This stage is includes the surrounding of co workers. Day care options, being involved in team decision making and opportunities to learn new skills for advancement are all examples of this stage. Self esteem which is also known as the self respect. Offering the employees knowledgeable and experience training and growth opportunities are a part of this stage. Rewards are great for this as they are great self esteem booster for employees.Rewards such as bonuses or employee appreciation weeks can really make a difference within a company. Self actualization is the stage which is the goal stage which is doing the things in order to achieve your goals. The benefit of this stage is growth and adv ancement. This could begin as a trainee or a coach for the company or department. Training or career planning can also help reach these goals. Recognizing your employees is essential! As the leader you have a lot of responsibility to stay on top of to begin and maintain a motivated atmosphere for you and your employees.Lift your employee’s spirits thru kindness, compassion and caring. Create individual goal plan and continue to evaluate plans for continuous progress. Friendly competition leads the success. Emphasize success rather than failures. If failures must be addressed then use praise, constructive criticism and the praise again. Recognize and reward selected employees in an open and publicized way. Be sure to address this in honest and personal manner. Continuously say thanks and good job in anyway you find possible. Praise helps develop the behavior expected from employees.Your team must be there for one another in order to make great team players. Make a positive dif ference by being fully present. Praise and recognition, study after study show that employees perform their best at higher levels of praise and recognition. Recognize, reward and promote your selected employees based on their performance. The marginal performers will a choice to either improve or leave. Obtaining attainable goals is very important for any reward program. All rewards must be clear and well communicated. The most meaningful and memorable rewards are the best.Timing is crucial for recognizing your employees. Always celebrate success for employees as well as the company for reaching goals. Allow your employees to see their contributions to the end goal or product. Many leaders get nervous when change is happening within the company. It is important to be positive, honest and give information to the employees as soon as possible. Silence can backfire. Sharing information with employees is more important during a change even more than when everything is stable. Keeping co mmunication is a must. When information is given early and honestly the employees feel more valued.The productivity will remain high. Share your thoughts, ideas and even excitement with all staff not just the superiors. Allow employee involvement in decision making especially when it affects their work. Whether it is bad or good new, remain honest. Encourage initiative and creativity thru out the employees. After giving news about a change you must allow the employees to have some time to think and plan. Encourage questions and encourage those who take risks to do so. Learning different personality styles and using these by applying what you have learned is very powerful.I encourage you to learn more about them for maximum results in motivating others. Motivating employees is a Hard Task but some TIPs can solve the issue†¦ Motivating employees is just about as difficult as retaining them, so how do you go about motivating them without using financial incentives , rises, bonuses and so on. Here are a few tips, ways and ideas which might help you just get the best out of your employees. Give more breaks. Motivate your employees by giving them more time off throughout their working day. More short breaks should help motivate your employees, give them a quick boost and get them back on track.Organize and Hold competitions, awards and so on. Give your employees something to aim towards, for example employee of the month. Motivate those using competitions. Everyone loves a competition and everyone loves to win. Hold and organize team days, teamwork during days and training sessions. Get all your employees together on training days, events or similar and get them motivating and inspiring each other. Create a nice place to work in. Help motivate your staff by creating a clean, friends, and workable workplace. If staff dread coming into work then they wont do there best for you.If they enjoy coming into work or into the office then you will see there natural motiv ation come out. Don't push your employees too hard. You don't want them to shut down and not work, so don't pile on all the pressure if you want to see positive results. Give them something to work towards. By this I mean, set staff tasks, aims, goals and targets, get staff and employees to work together to help and motivate each other and themselves. Recognize and reward. Start recognizing and rewarding good employees, hardworking and motivated employees and soon others will not want to be left out and will follow suite.Reward with a longer lunch break or similar. Tell your employees they are valued. Just like you treat your customers as king you must also treat your employees as kings and queens as without them your business probably wouldn't exist. Employees need to know they are valued and appreciated; it boosts self esteem, self worth and morale which in the end result in you’re getting more hardworking and motivated employees. The main Tip Remember to treat employees as you would like to be treated yourself and you should see positive results. Motivate Your Employees with These Four Ideas†¦Ã¢â‚¬ ¦Business owners know how difficult it can be to motivate employees both male and female. No matter how great a potential employee may seem in a job interview, many end up â€Å"working for a paycheck† instead of truly caring about the company and the products or services it produces. However, if you're a business owner, you don't have to resign yourself to employees that simply punch a time clock and sleepwalk through the day. Instead, try motivating your staff with a few of these ideas: Offer performance rewards: Use your imagination to figure out which performance reward best suits your business and employees.You could also base performance rewards on the number of new customers that sign up for your newsletter or mailing list, or the total amount of sales or targets the employee rings up for the week. If, for example, you run a music store, offer a cash bonus for every 100 CDs an employee sells. So if the employee receives an additional $25 per 100 CDs sold, they'll earn an extra $50 if they sell 200 CDs and $75 if they sell 300 CDs. Offer profit-sharing: Profit-sharing allows employees to feel as if they have a vested interest in generating as much profit as possible.Not only does this encourage them to manufacture or sell more products, it also encourages them to recruit new customers and limit loss. Many different companies offer profit-sharing, so model yours after a tried-and-true method. Let your employees know that profit-sharing is part of the package when they start working for you, and they'll be motivated to succeed at the very beginning! Offer commission: If your business involves the target, plan or sale of a product or service, you may want to offer your employees a commission based salary.Although not everyone prefers this type of pay method, it does serve as an incentive for your people to generate inc reased end result. Alternatively, you could offer commission only on certain products or only for certain departments in your business. Choose the best method for your company and your employees. Offer a friendly competition: If you don't have the high budget or flexible finances required for the other employee motivators, you may still be able to motivate your employees inexpensively if you make it a competition. Have your employees compete to see who can sell the greatest number of widgets per week, for example.Or have them compete to see who can get the most customers to sign the mailing list. Your prize to the winner can be anything from a gift certificate to the local movie theater to a cash bonus. To truly motivate your employees, you need to cultivate employee loyalty by being an honest and fair employer. But a little extra incentive in the form of a prize or cash can help win and give your employees a reason to increase profits. For Employer Tips for Motivating Employeesâ₠¬ ¦Ã¢â‚¬ ¦ Being in a management position is not easy, and not always fun. The position comes with much responsibility and can prove very stressful.Holding a management position often means you are put in charge of large numbers of people, all with different attitudes, moods and dispositions; whose performance you are held accountable for. That is the bad news. The good news is even if things are not optimal; you can do something about it. Learn to motivate your employee's and you can turn things around for everyone. You may be thinking that the change needs to come from the individuals when really the change begins with you. Being in a management position by default makes you a leader. Others are looking to you for guidance and support.You must rise to the occasion. Your management style can greatly improve the general attitude in the workplace. Positive messages coming from you as a manager will go a long way towards improving your productivity and the work performance of your emp loyees. As a manager the small ways you interact with the workforce everyday greatly impacts how they carry out their duties as individuals. So may be you have not been so positive in the past, it's never too late to change. Start anew. Start with you. You will be amazed with the overall outcome. Smile – A lot. It is a simple thing but contagious.Even if you think people will not smile in return. Do it every day. Just give it a try and see what happens. Praise – Try to accentuate the positive no matter how small. If someone cleans up a spill or picks up something off of the floor, it may be their job to do so but, you can still use that as an opportunity to praise them. Say â€Å"Thank you for taking care of that, someone could have gotten hurt† just this simple action will create a positive feeling in the person and make them want to do better every day. People want validation that they are contributing in positive ways and that their efforts are not going un-n oticed.First Names – Make a concentrated effort to learn everyone's first name. Even if the name is hard to pronounce, ask and repeat until you get it right. You interact with these people frequently and knowing their names conveys that you are interested in them personally and, care about them as individuals. Be willing to pitch in – People will work harder for someone if they know that when the chips are down, you will jump in the trenches with them. If they are really struggling and you pitch in and help them get to the finish line – you earn their respect.If you stress out or panic instead of taking a hands on approach that permeates the crew and the task will suffer. Share the goal – If there is a daily, weekly or monthly goal, let your employees know what that goal is. If they have something to work towards they will work harder to get the job done. It creates a sense of purpose. You could even make a game or a competition out of it for meeting or e xceeding the goal which adds a fun feel to the challenge. You can build on that concept when the goal is met or exceeded by saying â€Å"We did such a great job this month, I can't wait to see what we do next month†Good managers know that the best way to get your employees to perform well is by motivating them. The following are a few tips on how you can motivate your employees to ensure a happier, and therefore more productive work place. Stay Positive, Enthusiastic and Excited Yourself. As a company owner, manager, or boss, your employees will be taking their cue from you. If they find you frustrated, angry, worried or depressed, they are going to follow suit be it consciously or unconsciously. It is important to get people excited about success, just as it is important that they know you have faith and believe in them and the company.Find out what motivates each employee. A common mistake made by many managers is the automatic assumption that all that is needed to motivate employees is money. While this may true in many cases, it certainly isn't true for all. Some employees might simply need more personal recognition or to feel as if they are making a valuable contribution. Others might be interested in having their opinion heard, may want to have more input in the way things are being done, or might be motivated by getting a promotion.While others still might simply be motivated by the promise of more time off to spend with their families. If your goal is to motivate certain employees it is important to know exactly what their priorities are and what they would be willing to worker harder for. Ask for their ideas. Another common mistake made by many bosses and managers is the belief that the way things are currently being done is the only way. It can be very frustrating to an employee if they know of a quicker or more efficient way of doing their job, but simply aren't allowed to because of current restrictions.Check in with your employees once in a while and ask for their input. It can be in a one-on-one meeting, a group lunch or even by a general questionnaire asking for their opinion on any improvements they believe can be made. Most employees will feel more motivated simply by knowing that their opinion counts and that they are having some kind of input. While all their ideas might not be feasible, you might be surprised at how many could actually save the company time and money as well as naturally motivate the employee to do whatever they can to make the new plan work.Give Recognition When and Where It Is Due In many instances recognition is just as important as financial rewards to an employee who probably spends more hours of their life at their job than in their own home. It can be something as simple as mentioning to the employee how much you appreciated a job well done, an announcement in the company newsletter praising an employee or department, a special lunch out or celebration for the group that accomplished a pa rticular goal, or even a letter of commendation in an employee's work file.Sometimes a little praise and recognition is all an employee will need to want to do an even better job in the future. Cash Bonus or Extra Time Off Contests and competitions can also help to motivate your employees. Depending on the nature of your business see if you can start monthly competitions, For example, whoever answers the most phone calls or brings in the most new clients will receive an extra few hundred dollars in their paycheck or a free week’s vacation.As long as it doesn't cause any problems by getting cut throat, this can be another fun way to get your employees excited about producing again. [pic] References to the compiled Data†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 1. The Research Institute of Labor and Social Affairs carried out an analysis on motivations for good work performance under a project entitled ‘Measuring the Quality of Working Life’ (CZ0502SR 01). 2. Sponsored Links Cultural Intelligence—CQ 3. Trainers and Coaches Needed! 2012 Programs – 2013 Global Summit 4. CulturalQ. om -Marti Barletta wrote the book on marketing to women. 5. www. TrendSight. com 6. CLY communication -Berlin creative & professional lifestyle incentives 7. www. cl-y. com 8. wamda. com 9. â€Å"Incentive Magazine†; Top 10 Ways to Motivate Women in Your Workforce; Roy Saunderson; May 2011 10. Bankrate. com; Motivating Employees in Tough Times; Karen Haywood Queen; March 2009 11. University of Phoenix School of Business; Are Employees Motivated by Money? ; May 2011 12. Cultural Intelligence- creative & professional lifestyle incentives ———————– 1