Sir Francis Bacon

A selected annotated bibliography on the personal rights apposing authority Michael Taylor. The Secret Bard. Washington Square Press, 1961. The author’s informative personal views make it understandable that the truth can never be reached by listening to the voice of authority. A stand reflecting Bacon’s views are that laws are made to protect the rights of the people, not to feed the lawyers. For instance, he lead many acts towards helping the state’s individualism through the people and not the laws. A good example the author explains about is how Francis pushed for his way in Parliament for union with the people from Scotland to strengthen England against threats from the continent, and pushed for expansion of colonization in America, mainly Newfoundland and Virginia. DePaul University graduate and philosophical researcher David Simpson informs the general public of Bacon’s development of new arts and inventions, whose ultimate goal would be the production of practical knowledge for â€Å"the use and benefit of men† and the relief of the human condition. Simpson showed the many attributes of Bacon’s reasoning for life revolving around knowledge. Bacon states â€Å"Knowledge is power, and when embodied in the form of new technical inventions and mechanical discoveries it is the force that drives history. † This Article explains the motto he lived his life by.

Evolution of Management Essay

As long as there have been human endeavors, there have been people willing to take charge—people willing to plan, organize, staff, and control the work. One might say that nature abhors a vacuum and thus someone will always step forward to fill a leadership void. Probably the natural emergence of leadership grew out of our instinct for survival. In the hostile world of early humankind, food, shelter, and safety needs usually required cooperative efforts, and cooperative efforts required some form of leadership. Certainly leadership was vested in the heads of early families via the patriarchal system. The oldest member of the family was the most experienced and was presumed to be the wisest member of the family and thus was the natural leader. As families grew into tribes and tribes evolved into nations, more complex forms of leadership were required and did evolve. Division of labor and supervision practices is recorded on the earliest written record, the clay tablets of the Sumerians. In Sumerian society, as in many others since, the wisest and best leaders were thought to be the priests and other religious leaders. Likewise, the ancient Babylonian cities developed very strict codes, such as the code of Hammurabi. King Nebuchadnezzar used color codes to control production of the hanging gardens, and there were weekly and annual reports, norms for productivity, and rewards for piecework. The Egyptians organized their people and their slaves to build their cities and pyramids. Construction of one pyramid, around 5000 BC. , required the labor of 100,000 people working for approximately 20 years. Planning, organizing, and controlling were essential elements of that and other feats, many of them long term. The ancient Egyptian Pharaohs had long-term planners and advisors, as did their contemporaries in China. China perfected military organization based on line and staff principles and used these same principles in the early Chinese dynasties. Confucius wrote parables that offered practical suggestions for public administration. In the Old Testament, Moses led a group of Jewish slaves out of Egypt and then organized them into a nation. Exodus, Chapter 18, describes how Moses â€Å"chose able men out of all Israel and made them heads over the people, and differentiated between rulers of thousands, rulers of hundreds, rulers of fifties and rulers of tens. A system of judges also evolved, with only the hard cases coming to Moses. The city-states of Greece were commonwealths, with councils, courts, administrative officials, and boards of generals. Socrates talked about management as a skill separate from technical knowledge and experience. Plato wrote about specialization and proposed notions of a healthy republic. The Roman Empire is thought by many to have been so successful because of the Romans’ great ability to organize the military and conquer new lands. Those sent to govern the far-flung parts of the empire were effective administrators and were able to maintain relationships with leaders from other provinces and across the empire as a whole. There are numerous other ancient leaders who were skillful organizers, at least as indicated by their accomplishments, such as Hannibal, who shepherded an army across the Alps, and the first emperor of China, who built the Great Wall. Many of the practices employed today in leading, managing, and administering modern organizations have their origins in antiquity. Many concepts of authority developed in a religious context. One example is the Roman Catholic Church with its efficient formal organization and management techniques. The chain of command or path of authority, including the concept of specialization, was a most important contribution to management theory. Machiavelli also wrote about authority, stressing that it comes from the consent of the masses. However, the ideas Machiavelli expressed in The Prince are more often viewed as mainly concerned with leadership and communication. Much management theory has military origins, probably because efficiency and effectiveness are essential for success in warfare. The concepts of unity of command, line of command, staff advisors, and division of work all can be traced back at least to Alexander the Great, or even earlier, to Lao Tzu. The Industrial Revolution created a need for new thinking and the refinement of old thinking. Time and motion studies intensified the division of work, as did centralized production and research and development. Modern management theory prevails afterwards. The preceding historical review indicates that thinking about management and leadership is in large part situational and that practices evolved to deal with new situations that arose. It also indicates that yesterday’s principles and theories are surprisingly contemporary and surprisingly sophisticated. Some overlap occurs, of course, and some gaps. Today’s theorists have attempted to fill in the gaps and adapt the theories to current situations. Yet, like in other areas of thought, not much is of recent origin in the field of management theory. The Evolution of Management Changes in management practices occur as managers, theorists, researchers, and consultants seek new ways to increase organizational efficiency and effectiveness. The driving force behind the evolution of management theory is the search for better ways to utilize organizational resources. Advances in management theory typically occur as managers and researchers find better ways to perform the principal management tasks: planning, organizing, leading, and controlling human and other organizational resources. In this paper, we will try to examine how management theory concerning appropriate management practices has evolved in modern times, and look at the central concerns that have guided its development. First, we look into the so-called classical management theories that emerged around the turn of the twentieth century. These include scientific management, which focuses on matching people and tasks to maximize efficiency; and administrative management, which focuses on identifying the principles that will lead to the creation of the most efficient system of organization and management. Next, we consider behavioral management theories, developed both before and after the Second World War, which focus on how managers should lead and control their workforces to increase performance. Then we discuss management science theory, which developed during the Second World War and which has become increasingly important as researchers have developed rigorous analytical and quantitative techniques to help managers measure and control organizational performance. Finally, we discuss business in the 1960s and 1970s and focus on the theories that were developed to help explain how the external environment affects the way organizations and managers operate. At the end of this paper, one will understand the ways in which management theory has evolved over time. One will also understand how economic, political, and cultural forces have affected the development of these theories and the ways in which managers and their organizations behave. Figure 1. 1 summarizes the chronology of the management theories that are discussed in this paper. Scientific Management Theory The evolution of modern management began in the closing decades of the nineteenth century, after the industrial revolution had swept through Europe, Canada, and the United States. In the new economic climate, managers of all types of organizations—political, educational, and economic—were increasingly trying to find better ways to satisfy customers’ needs. Many major economic, technical, and cultural changes were taking place at this time. The introduction of steam power and the development of sophisticated machinery and equipment changed the way in which goods were produced, particularly in the weaving and clothing industries. Small workshops run by skilled workers who produced hand-manufactured products (a system called crafts production) were being replaced by large factories in which sophisticated machines controlled by hundreds or even thousands of unskilled or semiskilled workers made products. Owners and managers of the new factories found themselves unprepared for the challenges accompanying the change from small-scale crafts production to large-scale mechanized manufacturing. Many of the managers and supervisors had only a technical orientation, and were unprepared for the social problems that occur when people work together in large groups (as in a factory or shop system). Managers began to search for new techniques to manage their organizations’ resources, and soon they began to focus on ways to increase the efficiency of the worker–task mix. Job specialization and division of labor The famous economist Adam Smith was one of the first to look at the effects of different manufacturing systems. 7 He compared the relative performance of two different manufacturing methods. The first was similar to crafts-style production, in which each worker was responsible for all of the 18 tasks involved in producing a pin. The other had each worker performing only 1 or a few of the 18 tasks that go into making a completed pin. Smith found that factories in which workers specialized in only 1 or a few tasks had greater performance than factories in which each worker performed all 18 pin-making tasks. In fact, Smith found that 10 workers specializing in a particular task could, between them, make 48 000 pins a day, whereas those workers who performed all the tasks could make only a few thousand at most. Smith reasoned that this difference in performance was due to the fact that the workers who specialized became much more skilled at their specific tasks, and, as a group, were thus able to produce a product faster than the group of workers who each had to perform many tasks. Smith concluded that increasing the level of job specialization— the process by which a division of labour occurs as different workers specialize in different tasks over time—increases efficiency and leads to higher organizational performance. Based on Adam Smith’s observations, early management practitioners and theorists focused on how managers should organize and control the work process to maximize the advantages of job specialization and the division of labour. F. W. Taylor and Scientific Management Frederick W. Taylor (1856–1915) is best known for defining the techniques of scientific management, the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. Taylor believed that if the amount of time and effort that each worker expended to produce a unit of output (a finished good or service) could be reduced by increasing specialization and the division of labour, then the production process would become more efficient. Taylor believed that the way to create the most efficient division of labour could best be determined by means of scientific management techniques, rather than intuitive or informal rule-of-thumb knowledge. This decision ultimately resulted in problems. For example, some managers using scientific management obtained increases in performance, but rather than sharing performance gains with workers through bonuses as Taylor had advocated, they simply increased the amount of work that each worker was expected to do. Many workers experiencing the reorganized work system found that as their performance increased, managers required them to do more work for the same pay. Workers also learned that increases in performance often meant fewer jobs and a greater threat of layoffs, because fewer workers were needed. In addition, the specialized, simplified jobs were often monotonous and repetitive, and many workers became dissatisfied with their jobs. Scientific management brought many workers more hardship than gain, and left them with a distrust of managers who did not seem to care about their wellbeing. These dissatisfied workers resisted attempts to use the new scientific management techniques and at times even withheld their job knowledge from managers to protect their jobs and pay. Unable to inspire workers to accept the new scientific management techniques for performing tasks, some organizations increased the mechanization of the work process. For example, one reason for Henry Ford’s introduction of moving conveyor belts in his factory was the realization that when a conveyor belt controls the pace of work (instead of workers setting their own pace), workers can be pushed to perform at higher levels—levels that they may have thought were beyond their reach. Charlie Chaplin captured this aspect of mass production in one of the opening scenes of his famous movie, Modern Times (1936). In the film, Chaplin caricatured a new factory employee fighting to work at the machine imposed pace but losing the battle to the machine. Henry Ford also used the principles of scientific management to identify the tasks that each worker should perform on the production line and thus to determine the most effective way to create a division of labour to suit the needs of a mechanized production system. From a performance perspective, the combination of the two management practices— (1) achieving the right mix of worker–task specialization and (2) linking people and tasks by the speed of the production line—makes sense. It produces the huge savings in cost and huge increases in output that occur in large, organized work settings. For example, in 1908, managers at the Franklin Motor Company redesigned the work process using scientific management principles, and the output of cars increased from 100 cars a month to 45 cars a day; workers’ wages increased by only 90 percent, however. From other perspectives, though, scientific management practices raise many concerns. The definition of the workers’ rights not by the workers themselves but by the owners or managers as a result of the introduction of the new management practices raises an ethical issue, which we examine in this â€Å"Ethics in Action. † Fordism in Practice From 1908 to 1914, through trial and error, Henry Ford’s talented team of production managers pioneered the development of the moving conveyor belt and thus changed manufacturing practices forever. Although the technical aspects of the move to mass production were a dramatic financial success for Ford and for the millions of Americans who could now afford cars, for the workers who actually produced the cars, many human and social problems resulted. With simplification of the work process, workers grew to hate the monotony of the moving conveyor belt. By 1914, Ford’s car plants were experiencing huge employee turnover—often reaching levels as high as 300 or 400 percent per year as workers left because they could not handle the work-induced stress. 15 Henry Ford recognized these problems and made an announcement: From that point on, to motivate his workforce, he would reduce the length of the workday from nine hours to eight hours, and the company would double the basic wage from US$2. 50 to US$5. 00 per day. This was a dramatic increase, similar to an announcement today of an overnight doubling of the minimum wage. Ford became an internationally famous figure, and the word â€Å"Fordism† was coined for his new approach. Ford’s apparent generosity was matched, however, by an intense effort to control the resources—both human and material—with which his empire was built. He employed hundreds of inspectors to check up on employees, both inside and outside his factories. In the factory, supervision was close and confining. Employees were not allowed to leave their places at the production line, and they were not permitted to talk to one another. Their job was to concentrate fully on the task at hand. Few employees could adapt to this system, and they developed ways of talking out of the sides of their mouths, like ventriloquists, and invented a form of speech that became known as the â€Å"Ford Lisp. † Ford’s obsession with control brought him into greater and greater conflict with managers, who were often fired when they disagreed with him. As a result, many talented people left Ford to join his growing rivals. Outside the workplace, Ford went so far as to establish what he called the â€Å"Sociological Department† to check up on how his employees lived and the ways in which they spent their time. Inspectors from this department visited the homes of employees and investigated their habits and problems. Employees who exhibited behaviours contrary to Ford’s standards (for instance, if they drank too much or were always in debt) were likely to be fired. Clearly, Ford’s effort to control his employees led him and his managers to behave in ways that today would be considered unacceptable and unethical, and in the long run would impair an organization’s ability to prosper. Despite the problems of worker turnover, absenteeism, and discontent at Ford Motor Company, managers of the other car companies watched Ford reap huge gains in efficiency from the application of the new management principles. They believed that their companies would have to imitate Ford if they were to survive. They followed Taylor and used many of his followers as consultants to teach them how to adopt the techniques of scientific management. In addition, Taylor elaborated his principles in several books, including Shop Management (1903) and The detail how to apply the principles of scientific management to reorganize the work system. Taylor’s work has had an enduring effect on the management of production systems. Managers in every organization, whether it produces goods or services, now carefully analyze the basic tasks that must be performed and try to devise the work systems that will allow their organizations to operate most efficiently. The Gilbreths Two prominent followers of Taylor were Frank Gilbreth (1868–1924) and Lillian Gilbreth (1878–1972), who refined Taylor’s analysis of work movements and made many contributions to time-and-motion study. Their aims were to (1) break up into each of its component actions and analyze every individual action necessary to perform a particular task, (2) find better ways to perform each component action, and (3) reorganize each of the component actions so that the action as a whole could be performed more efficiently—at less cost of time and effort. The Gilbreths often filmed a worker performing a particular task and then separated the task actions, frame by frame, into their component movements. Their goal was to maximize the efficiency with which each individual task was performed so that gains across tasks would add up to enormous savings of time and effort. Their attempts to develop improved management principles were captured—at times quite humorously—in the movie Cheaper by the Dozen, which depicts how the Gilbreths (with their 12 children) tried to live their own lives according to these efficiency principles and apply them to daily actions such as shaving, cooking, and even raising a family. Eventually, the Gilbreths became increasingly interested in the study of fatigue. They studied how the physical characteristics of the workplace contribute to job stress that often leads to fatigue and thus poor performance. They isolated factors— such as lighting, heating, the colour of walls, and the design of tools and machines—that result in worker fatigue. Their pioneering studies paved the way for new advances in management theory. In workshops and factories, the work of the Gilbreths, Taylor, and many others had a major effect on the practice of management. In comparison with the old crafts system, jobs in the new system were more repetitive, boring, and monotonous as a result of the application of scientific management principles, and workers became increasingly dissatisfied. Frequently, the management of work settings became a game between workers and managers: Managers tried to initiate work practices to increase performance, and workers tried to hide the true potential efficiency of the work setting in order to protect their own well-being. Administrative management theory Side by side with scientific managers studying the person–task mix to increase efficiency, other researchers were focusing on administrative management, the study of how to create an organizational structure that leads to high efficiency and effectiveness. Organizational structure is the system of task and authority relationships that control how employees use resources to achieve the organization’s goals. Two of the most influential views regarding the creation of efficient systems of organizational administration were developed in Europe. Max Weber, a German professor of sociology, developed one theory. Henri Fayol, the French manager who developed a model of management introduced earlier, developed the other. The Theory of Bureaucracy Max Weber (1864–1920) wrote at the turn of the twentieth century, when Germany was undergoing its industrial revolution. To help Germany manage its growing industrial enterprises at a time when it was striving to become a world power, Weber developed the principles of bureaucracy—a formal system of organization and administration designed to ensure efficiency and effectiveness. A bureaucratic system of administration is based on five principles (summarized in Figure 1. 2). †¢ Principle 1: In a bureaucracy, a manager’s formal authority derives from the position he or she holds in the organization. Authority is the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. Authority gives managers the right to direct and control their subordinates’ behaviour to achieve organizational goals. In a bureaucratic system of administration, obedience is owed to a manager, not because of any personal qualities that he or she might possess— such as personality, wealth, or social status—but because the manager occupies a position that is associated with a certain level of authority and responsibility. †¢ Principle 2: In a bureaucracy, people should occupy positions because of their performance, not because of their social standing or personal contacts. This principle was not always followed in Weber’s time and is often ignored today. Some organizations and industries are still affected by social networks in which personal contacts and relations, not job-related skills, influence hiring and promotional decisions. †¢ Principle 3: The extent of each position’s formal authority and task responsibilities, and its relationship to other positions in an organization, should be clearly specified. When the tasks and authority associated with various positions in the organization are clearly specified, managers and workers know what is expected of them and what to expect from each other. Moreover, an organization can hold all its employees strictly accountable for their actions when each person is completely familiar with his or her responsibilities. †¢ Principle 4: So that authority can be exercised effectively in an organization, positions should be arranged hierarchically, so employees know whom to report to and who reports to them. Managers must create an organizational hierarchy of authority that makes it clear who reports to whom and to whom managers and workers should go if conflicts or problems arise. This principle is especially important in the armed forces, CSIS, RCMP, and other organizations that deal with sensitive issues involving possible major repercussions. It is vital that managers at high levels of the hierarchy be able to hold subordinates accountable for their actions. †¢ Principle 5: Managers must create a well-defined system of rules, standard operating procedures, and norms so that they can effectively control behaviour within an organization. Rules are formal written instructions that specify actions to be taken under different circumstances to achieve specific goals (for example, if A happens, do B). Standard operating procedures (SOPs) are specific sets of written instructions about how to perform a certain aspect of a task. A rule might state that at the end of the workday employees are to leave their machines in good order, and a set of SOPs then specifies exactly how they should do so, itemizing which machine parts must be oiled or replaced. Norms are unwritten, informal codes of conduct that prescribe how people should act in particular situations. For example, an organizational norm in a restaurant might be that waiters should help each other if time permits. Rules, SOPs, and norms provide behavioural guidelines that improve the performance of a bureaucratic system because they specify the best ways to accomplish organizational tasks. Companies such as McDonald’s and Wal-Mart have developed extensive rules and procedures to specify the types of behaviours that are required of their employees, such as, â€Å"Always greet the customer with a smile. † Weber believed that organizations that implement all five principles will establish a bureaucratic system that will improve organizational performance. The specification of positions and the use of rules and SOPs to regulate how tasks are performed make it easier for managers to organize and control the work of subordinates. Similarly, fair and equitable selection and promotion systems improve managers’ feelings of security, reduce stress, and encourage organizational members to act ethically and further promote the interests of the organization. If bureaucracies are not managed well, however, many problems can result. Sometimes, managers allow rules and SOPs—â€Å"bureaucratic red tape†Ã¢â‚¬â€to become so cumbersome that decision making becomes slow and inefficient and organizations are unable to change. When managers rely too much on rules to solve problems and not enough on their own skills and judgment, their behaviour becomes inflexible. A key challenge for managers is to use bureaucratic principles to benefit, rather than harm, an organization. Fayol’s Principles of Management Working at the same time as Weber but independently of him, Henri Fayol (1841–1925), the CEO of Comambault Mining, identified 14 principles (summarized in Table 2. ) that he believed to be essential to increasing the efficiency of the management process. Some of the principles that Fayol outlined have faded from contemporary management practices, but most have endured. The principles that Fayol and Weber set forth still provide a clear and appropriate set of guidelines that managers can use to create a work setting that makes efficient and effective use of organizational resources. These principles remain the bedrock of modern management theory; recent researchers have refined or developed them to suit modern conditions. For example, Weber’s and Fayol’s concerns for equity and for establishing appropriate links between performance and reward are central themes in contemporary theories of motivation and leadership. Behavioural Management Theory The behavioural management theorists writing in the first half of the twentieth century all espoused a theme that focused on how managers should personally behave in order to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. The â€Å"Management Insight† indicates how employees can become demoralized when managers do not treat their employees properly. Management Insight – How to Discourage Employees Catherine Robertson, owner of Vancouver-based Robertson Telecom Inc. , made headlines in February 2001 for her management policies. Robertson is a government contractor whose company operates Enquiry BC, which gives British Columbians toll-free telephone information and referral services about all provincial government programs. Female telephone operators at Robertson Telecom must wear skirts or dresses even though they never come in contact with the public. Not even dress pants are allowed. As Gillian Savage, a former employee, notes, â€Å"This isn’t a suggested thing, it’s an order: No pants. † Brad Roy, another former employee, claims a female Indo-Canadian employee was sent home to change when she arrived at work wearing a Punjabi suit (a long shirt over pants). The no-pants rule is not the only concern of current and former employees. Roy also said, â€Å"I saw some people being reprimanded for going to the washroom. While Robertson denied Roy’s allegation regarding washrooms, she did confirm that company policy included the no-pants rule, that employees were not allowed to bring their purses or other personal items to their desks, and that they were not allowed to drink coffee or bottled water at their desks. The company does not provide garbage cans for the employees. A g roup of current and former employees recently expressed concern with the number of rules Robertson has in place, and claimed that the rules have led to high turnover and poor morale. A current employee claims that many workers do not care whether they give out the right government phone numbers. Robertson said that she knew of no employees who were discontent, and was shocked that the policies had caused distress among employees. She defended the dress code as appropriate business attire. Robertson may have to make some adjustments in her management style. The cabinet minister responsible for Enquiry BC, Catherine MacGregor, ordered an investigation of the contractor after being contacted by The Vancouver Sun about the allegations. She noted that the skirts-only rule for women is not appropriate, and that, â€Å"All of our contractors are expected to fully comply with the Employment Standards Act, Workers Compensation rules and human rights legislation. † Additionally, Mary-Woo Sims, head of the BC Human Rights Commission, said dress codes can’t be based on gender. Thus, an employer can’t tell men they must wear pants (as Robertson does), but tell women they can’t. â€Å"On the face of it, it would appear to be gender discriminatory,† Sims said. The Work of Mary Parker Follett If F. W. Taylor is considered to be the father of management thought, Mary Parker Follett (1868–1933) serves as its mother. 28 Much of her writing about management and about the way managers should behave toward workers was a response to her concern that Taylor was ignoring the human side of the organization. She pointed out that management often overlooks the multitude of ways in which employees can contribute to the organization when managers allow them to participate and exercise initiative in their everyday work lives. Taylor, for example, relied on time-and-motion experts to analyze workers’ jobs for them. Follett, in contrast, argued that because workers know the most about their jobs, they should be involved in job analysis and managers should allow them to participate in the work development process. Follett proposed that, â€Å"Authority should go with knowledge †¦ whether it is up the line or down. † In other words, if workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators—not as monitors and supervisors. In making this statement, Follett anticipated the current interest in self-managed teams and empowerment. She also recognized the importance of having managers in different departments communicate directly with each other to speed decision making. She advocated what she called â€Å"cross-functioning†: members of different departments working together in cross-departmental teams to accomplish projects—an approach that is increasingly utilized today. Fayol also mentioned expertise and knowledge as important sources of managers’ authority, but Follett went further. She proposed that knowledge and expertise, and not managers’ formal authority deriving from their position in the hierarchy, should decide who would lead at any particular moment. She believed, as do many management theorists today, that power is fluid and should flow to the person who can best help the organization achieve its goals. Follett took a horizontal view of power and authority, in contrast to Fayol, who saw the formal line of authority and vertical chain of command as being most essential to effective management. Follett’s behavioural approach to management was very radical for its time. The Hawthorne Studies and Human Relations Probably because of its radical nature, Follett’s work was unappreciated by managers and researchers until quite recently. Instead, researchers continued to follow in the footsteps of Taylor and the Gilbreths. One focus was on how efficiency might be increased through improving various characteristics of the work setting, such as job specialization or the kinds of tools workers used. One series of studies was conducted from 1924 to 1932 at the Hawthorne Works of the Western Electric Company. This research, now known as the Hawthorne studies, began as an attempt to investigate how characteristics of the work setting—specifically the level of lighting or illumination—affect worker fatigue and performance. The researchers conducted an experiment in which they systematically measured worker productivity at various levels of illumination. The experiment produced some unexpected results. The researchers found that regardless of whether they raised or lowered the level of illumination, productivity increased. In fact, productivity began to fall only when the level of illumination dropped to the level of moonlight, a level at which presumably workers could no longer see well enough to do their work efficiently. The researchers found these results puzzling and invited a noted Harvard psychologist, Elton Mayo, to help them. Subsequently, it was found that many other factors also influence worker behaviour, and it was not clear what was actually influencing the Hawthorne workers’ behaviour. However, this particular effect— which became known as the Hawthorne effect—seemed to suggest that workers’ attitudes toward their managers affect the level of workers’ performance. In particular, the significant finding was that a manager’s behaviour or leadership approach can affect performance. This finding led many researchers to turn their attention to managerial behaviour and leadership. If supervisors could be trained to behave in ways that would elicit cooperative behaviour from their subordinates, then productivity could be increased. From this view emerged the human relations movement, which advocates that supervisors be behaviourally trained to manage subordinates in ways that elicit their cooperation and increase their productivity. The importance of behavioural or human relations training became even clearer to its supporters after another series of experiments—the bank wiring room experiments. In a study of workers making telephone switching equipment, researchers Elton Mayo and F. J. Roethlisberger discovered that the workers, as a group, had deliberately adopted a norm of output restriction to protect their jobs. Workers who violated this informal production norm were subjected to sanctions by other group members. Those who violated group performance norms and performed above the norm were called â€Å"ratebusters†; those who performed below the norm were called â€Å"chiselers. † The experimenters concluded that both types of workers threatened the group as a whole. Ratebusters threatened group members because they revealed to managers how fast the work could be done. Chiselers were looked down on because they were not doing their share of the work. Work-group members disciplined both ratebusters and chiselers in order to create a pace of work that the workers (not the managers) thought was fair. Thus, a work group’s influence over output can be as great as the supervisors’ influence. Since the work group can influence the behavior of its members, some management theorists argue that supervisors should be trained to behave in ways that gain the goodwill and cooperation of workers so that supervisors, not workers, control the level of work-group performance. One of the main implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is as important in explaining the level of performance as the technical aspects of the task. Managers must understand the workings of the informal organization, the system of behavioural rules and norms that emerge in a group, when they try to manage or change behaviour in organizations. Many studies have found that, as time passes, groups often develop elaborate procedures and norms that bond members together, allowing unified action either to cooperate with management in order to raise performance or to restrict output and thwart the attainment of organizational goals. The Hawthorne studies demonstrated the importance of understanding how the feelings, thoughts, and behaviour of work-group members and managers affect performance. It was becoming increasingly clear to researchers that understanding behaviour in organizations is a complex process that is critical to increasing performance. Indeed, the increasing interest in the area of management known as organizational behaviour, the study of the factors that have an impact on how individuals and groups respond to and act in organizations, dates from these early studies. Theory X and Theory Y Several studies after the Second World War revealed how assumptions about workers’ attitudes and behaviour affect managers’ behaviour. Perhaps the most influential approach was developed by Douglas McGregor. He proposed that two different sets of assumptions about work attitudes and behaviours dominate the way managers think and affect how they behave in organizations. McGregor named these two contrasting sets of assumptions Theory X and Theory Y (see Figure 1. 3). THEORY X According to the assumptions of Theory X, the average worker is lazy, dislikes work, and will try to do as little as possible. Moreover, workers have little ambition and wish to avoid responsibility. Thus, the manager’s task is to counteract workers’ natural tendencies to avoid work. To keep workers’ performance at a high level, the manager must supervise them closely and control their behaviour by means of â€Å"the carrot and stick†Ã¢â‚¬â€rewards and punishments. Managers who accept the assumptions of Theory X design and shape the work setting to maximize their control over workers’ behaviours and minimize workers’ control over the pace of work. These managers believe that workers must be made to do what is necessary for the success of the organization, and they focus on developing rules, SOPs, and a well-defined system of rewards and punishments to control behaviour. They see little point in giving workers autonomy to solve their own problems because they think that the workforce neither expects nor desires cooperation. Theory X managers see their role as to closely monitor workers to ensure that they contribute to the production process and do not threaten product quality. Henry Ford, who closely supervised and managed his workforce, fits McGregor’s description of a manager who holds Theory X assumptions. THEORY Y In contrast, Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given the opportunity, will do what is good for the organization. According to Theory Y, the characteristics of the work setting determine whether workers consider work to be a source of satisfaction or punishment; and managers do not need to control workers’ behaviour closely in order to make them perform at a high level, because workers will exercise selfcontrol when they are committed to organizational goals. The implication of Theory Y, according to McGregor, is that â€Å"the limits of collaboration in the organizational setting are not limits of human nature but of management’s ingenuity in discovering how to realize the potential represented by its human resources. It is the manager’s task to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction. When managers design the organizational setting to reflect the assumptions about attitudes and behaviour suggested by Theory Y, the characteristics of the o rganization are quite different from those of an organizational setting based on Theory X. Managers who believe that workers are motivated to help the organization reach its goals can decentralize authority and give more control over the job to workers, both as individuals and in groups. In this setting, individuals and groups are still accountable for their activities, but the manager’s role is not to control employees but to provide support and advice, to make sure employees have the resources they need to perform their jobs, and to evaluate them on their ability to help the organization meet its goals. Henri Fayol’s approach to administration more closely reflects the assumptions of Theory Y, rather than Theory X. Management Science Theory This theory focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services. In essence, management science theory is a contemporary extension of scientific management, which, as developed by Taylor, also took a quantitative approach to measuring the worker–task mix in order to raise efficiency. There are many branches of management science; each of them deals with a specific set of concerns: Quantitative management utilizes mathematical techniques—such as linear and nonlinear programming, modelling, simulation, queuing theory, and chaos theory—to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization’s financial capital. Resources in the organizational environment include the raw materials and skilled people that an organization requires to produce goods and services, as well as the support of groups including customers who buy these goods and services and provide the organization with financial resources. One way of determining the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources. The importance of studying the environment became clear after the development of open-systems theory and contingency theory during the 1960s. The Open-Systems View One of the most influential views of how an organization is affected by its external environment was developed by Daniel Katz, Robert Kahn, and James Thompson in the 1960s. 38 These theorists viewed the organization as an open system— a system that takes in resources from its external environment and converts or transforms them into goods and services that are then sent back to that environment, where they are bought by customers (see Figure 1. 4). At the input stage, an organization acquires resources such as raw materials, money, and skilled workers to produce goods and services. Once the organization has gathered the necessary resources, conversion begins. At the conversion stage, the organization’s workforce, using appropriate tools, techniques, and machinery, transforms the inputs into outputs of finished goods and services such as cars, hamburgers, or flights to Hawaii. At the output stage, the organization releases finished goods and services to its external environment, where customers purchase and use them to satisfy their needs. The money the organization obtains from the sales of its outputs allows the organization to acquire more resources so that the cycle can begin again. The system just described is said to be â€Å"open† because the organization draws from and interacts with the external environment in order to survive; in other words, the organization is open to its environment. A closed system, in contrast, is a self-contained system that is not affected by changes that occur in its external environment. Organizations that operate as closed ystems, that ignore the external environment and that fail to acquire inputs, are likely to experience entropy, the tendency of a system to lose its ability to control itself and thus to dissolve and disintegrate. Management theorists can model the activities of most organizations by using the open-systems view. Manufacturing companies like Ford and General Electric, for example, buy inputs such as component parts, skilled and semiskilled labour, and robots and computer-controlled manufacturing equipment; then, at the conversion stage, they use their manufacturing skills to assemble inputs into outputs of cars and computers. As we discuss in later chapters, competition between organizations for resources is one of several major challenges to managing the organizational environment. Researchers using the open-systems view are also interested in how the various parts of a system work together to promote efficiency and effectiveness. Systems theorists like to argue that â€Å"the parts are more than the sum of the whole†; they mean that an organization performs at a higher level when its departments work together rather than separately. Synergy, the performance gains that result when individuals and departments coordinate their actions, is possible only in an organized system. The recent interest in using teams comprising people from different departments reflects systems theorists’ interest in designing organizational systems to create synergy and thus increase efficiency and effectiveness.

Nosocomial infections Assignment Example | Topics and Well Written Essays - 500 words

Nosocomial infections - Assignment Example This report will look at various issues related to HAIs. Nosocomial infections have been a problem for many countries of the world. The challenge occurs as majority of countries are unable to put mechanisms to monitor HAIs. However, a number of countries have systems that could help in surveillance of these infections, but they lack a standard way of establishing infections. These challenges make it difficult to quantify information on these types of infections. However, various studies carried out have been able to establish that there are millions of patients that are affected HAIs in different parts of the world (World Health Organization (WHO) 1). There are worrying statistics concerning these infections in different parts of the world. As noted in the World Health Organization report, HAIs varies between 3.5 and 12 percent in those countries that are perceived as developed (WHO 2). In Europe, the average rate of infections is noted as 7.1 percents. In the region, over four million cases are reported in a very year. On the other hand, the infections have been a serious problem in United States. As it is, about four percent of admitted patients are said to have an infection linked to the hospital care (ODPHP 1). The infections lead to huge spending in the healthcare sector and also cause death. The infection or have huge consequences to individuals involved. In addition, the effects have been found more common in countries with limited resources as compared to those with more resources (WHO 2). There are common types of these infections that occur in the care environment. The most common are listed as urinary tract infections, surgical site infections, and bloodstream infections (ODPHP 1). However, these infections have been reducing in the recent past due to various initiatives that have been taking place in the healthcare sector. On the other hand, there are various factors that put the patients at risk of acquiring HAI.

Peppermint Candy Midterm Essay Example | Topics and Well Written Essays - 1250 words

Peppermint Candy Midterm - Essay Example The director in the film presents the daily South Korean people in a most effective drama. Similarly, the subject matter of the story is hardly alienating for strangers, although it binds the life of Yong with the contemporary history and society of Korean. The narrative is generated with simple realism to turn an ordinary life of a man into a true and common story. The director possibly captures various emotions in this dynamic character ranging from oppressed soul to ambitious teenagers with visions. Therefore, Yong-ho portrayal in the film is mainly an astute reflection of significant influences that these social alterations have on people who are adamant to subscribe to them and therefore brings such changes with time (Soyoung, 12). The viewers slowly start to sympathize with Yong-ho all through the riveting performance of Sol, seeing his problematic acts all through the movie as an outward extension of disastrous environment. Similarly, as growing visions are ruined and relation ships are broken before audience eyes, the movie relentlessly shows the woeful nature of Yong-ho’s existence and how people can be overcome by powerful time conditions. The difference between the ancient political and social South Korean climate and the Yong-ho’s fate that makes the movie as bittersweet as a candy that title imitates ( Soyoung, 22).. The story reverse shows the past of South Korea – poetically shown via the aspect of the falling train. The peppermint Candy movie is mainly a movie whose story is unique in presentation. Through the story of Yong-ho’s life, the story reveals the reasons as to why Yong-ho decided to commit suicide in the initial stages of the film. As much as the film is seen as the study of a character of an awry man, the director of the film designs it to explore political, social, and economic systems dynamics in South Korean between 1979 and 99 (Soyoung, 34). Therefore, Yong-ho is depicted as a main narrative device that Lee Chang utilizes to analyze the negative effects that these changes have on the entire Korean society – for instance, from 1990s economic downturn to 1980s government dictatorship of the military. The movie expounds on tumultuous events that has tailored the societal landscape of South Korea and the Yong-ho’s life. Peppermint Candy is not an easily digestible film – audience mainly sees the unraveling fragility of a man as opposed to the challenges of most disastrous South Korean events. However, through the constantly changing historical flow, Lee clearly investigates the ramifications that these historical happenings have on Yong-ho and the South Korean world at large. In other words, Peppermint Candy just exploring Yong-ho and South Korea’s most disastrous moments in history as well as emotional effects that emanate for such tragic affairs and experiences (Soyoung, 52). The movie started with a horrific scene about the main character Yong-ho's shooti ng incident in the film which may be linked to a historical demonstration of 1980’s students demonstration that led to break out of the Gwangju massacre (Chang-Dong, â€Å"Peppermint Candy†). This made him very traumatized during this shooting incident. The military intensified its grip on the country as it is mirrored by Yong-ho inability to maintain his innocence

Luxury Consumption in China Literature review Example | Topics and Well Written Essays - 4500 words

Luxury Consumption in China - Literature review Example Despite of these challenges, the luxury industry still is becoming highly attractive as the affordability of consumers is also increasing. As the middle class in the world is gaining strength and becoming more loyal to luxury branded goods, luxury industry still have a number of lucrative market segments to be catered. It was estimated in 2003, that the financial returns of luxury goods manufacturing industry globally was $ 90 billion, which crossed the $ 150 billion mark in 2007. By offering services and products to the untapped market segments, the luxury industry is expected to increase the size of its returns by $ 400 billion by the end of year 2015 (Heaney et al., 2005). As the size of luxury branded goods industry is increasing, the format of business is also changing. Now, luxury goods manufacturing businesses are no more privately or family owned business, but transforming into public limited companies. In this manner, the luxury branded goods industry is attracting investments from all around the world which enables them to invest heavily on research and development to understand consumer behavior. Understanding consumer behavior is essential for expanding the size of luxury businesses into untapped international markets. The understanding of consumer behavior has delivered its fruits in recent years, which is evident from the dramatic expansion of industry’s size in India, China, South Africa and Brazil. Especially China has remained the front runner, where consumers are becoming more brand conscious and spending lavishly on purchase of luxury branded goods (Michman & Mazze, 2006). ... Especially China has remained the front runner, where consumers are becoming more brand conscious and spending lavishly on purchase of luxury branded goods (Michman & Mazze, 2006). Being the fastest growing economy in the world, China offers the biggest market place to luxury brands. The increase in the economic development has resulted in the increase in personal incomes of Chinese consumers. Due to this, a large section of the consumers has formed a market segment which is wealthy and social stimulators, which is described as the â€Å"new rich†. This segment of the market has the tendency to live a celebrity lifestyle and satisfy their desire for expensive and sophisticated goods and services (Dubois et al., 2005). According to a research of Ernst and Young, it was estimated that by the end of 2015, China would account for 29% consumption of luxury goods and services in the world. This rate of consumption would cause China to become the 2nd largest consumer of luxury goods and services in the world. This is the reason, that heavy investments are made by luxury brands to understand the consumer behavior of Chinese consumers, so that the product and marketing strategies can be developed accordingly (Ernst & Young, 2005). Keeping in view the lucrative opportunities available to luxury brands in China, a number of these brands has installed production facilities in the country. These include Bally, Gucci, Ferragamo and Luis Vuitton. Other brands like Zara, Jimmy Choo and others are preparing their action plans to enter Chinese market as a local producer of luxury goods, to take full advantage of lucrative opportunities in the country. Beside factories in China, a number of luxury brands have their subsidiaries, operational facilities and stores in

Product Design Assignment Example | Topics and Well Written Essays - 2000 words

Product Design - Assignment Example Although the basic design concept of producing a product in answer to a consumer need has remained relevant and valid, so much has changed in the objectives, processes, methodologies and techniques to arrive at the end product. Kassi reports that in the beginning of the old era some 250 years ago, the focus was more on product quantity than quality as the demand for products was not yet developed and the production processes were crude. Certainly, there was emphasis on cost reduction but this was without regard to the quality of the end product, an attitude that was carried through till the beginning of the scientific era and on to the period when industries began mass producing. The scientific managers carried forward their time-motion studies, process analysis and queuing theories which consequently became seeds for the moving assembly line, linear programming and statistical sampling that were being used in mass production. This mass production system became vogue up to the latter part of the 20th century, by which time the market has fully bloomed and demand has ripened for new products. This heightened demand signaled the beginning of quality in production, but the moving production line was not up to par with the costs it involved. Hence, new methods were sought and thus began the use of computing, automation and lean production systems that ushered in such concepts as just-in-time, CAD design, electronic data interchange and TQM, among other late concepts. (Kassi, 2008). Inside that process of evolution, equally evolving was product design as it is now known. It is the aim of this paper to take a close look at product design and examine its role in the modern configuration of business, particularly as it is being promoted to take on a responsibility in achieving competitive advantage for a business firm. Product Design As a general concept, product design would simplistically refer to the process by which new products are designed and produced. But Achenie et al (2003) look at product design as a series of steps leading to the completion of a product that is ready for use. The steps involved are define the needs, generate ideas to meet the needs, select the best idea and manufacture the product (Achenie et al, 2003). On the other hand, Synthesis Engineering Services may be a biased information source for this research but it would be worthwhile to look at their conceptual presentation of the steps in product design. Their presentation shows a very clear picture of the whole process from identifying the bright idea to defining the requirements to information gathering and planning to design to prototyping to production (Synthesis, 1996). This sequence is, in fact, aligned with what Luecke (2003) offers as a process involving the generation of ideas, evaluation of these ideas, development of the selected ideas and conversion of the ultimately chosen ideas to useful products. It is easy to see that product design is the key process, if not a strategy, in the overall effort of an organization to achieve outstanding end results. Cresswell et al (2004) agrees that it is in product design where new products or product improvements emanate and take form. Looking at it another way, product design is the driving force of a company’s initiative at creativity and innovation. Luecke (2003) believes that, if innovation is what will put the

Giovanni Boldini, Duchess of Marlborough and Her Son 1906 and Gustave Essay

Giovanni Boldini, Duchess of Marlborough and Her Son 1906 and Gustave Courbet, The Young Bather 1866 - Essay Example Giovanni Boldini gained prominence in the late nineteenth and early twentieth centuries as an established portrait painter. Boldini was not able to claim much fame and recognition throughout his life because the subject of most of his works was to document the families of the rich and the famous. His prominence in elite social circles was overwhelming and by the early twentieth century nearly everyone who was someone was looking for Boldini to get a portrait done. Perhaps Boldini’s only remarkable addition to contemporary art was the utilization of his swish style that received wide acclaim. After his death Boldini was also claimed as the â€Å"Master of Swish†1. The distinctive swish present in Boldini’s works was able to attract a number of wealthy patrons including nobility, industrialists and other such patrons. Hence, most of Boldini’s pieces are essentially portraits including the piece currently under scrutiny titled Consuelo Duchess of Marlborough with her son Ivor Spencer Churchill. In contrast to Boldini, Gustave Courbet was more of a maverick both in terms of style as well as the subject of his works. Courbet can be seen as the leader of the Realist movement that was seen in the nineteenth century that took prominence before the Impressionism of Boldini and his contemporaries. While the content of Boldini’s work was documenting the rich and the famous, Courbet instead concentrated on bringing social commentary through his work. Often Courbet’s social commentary was bold and innovative. The current piece under discussion by Courbet also represents somewhat of a social taboo for the time – the nude female figure. Courbet was an early libertarian and his work certainly represented this influence in great detail. While placing the more conventional symbols and techniques in his paintings, Courbet was concentrating instead on the content in order to stir the audiences. This he accomplished through the use o f libertarian ideas that became the subject of his paintings2 which applies equally well to his work under scrutiny. It is equally important to contrast the subjects of the works in order to decipher the intent of the artists. The subject chosen by Bouldini was more commercial in nature than anything else. The commercial success of Bouldini made him a favorite for the creation of portraits in Paris. The current work being studied depicts the Duchess of Marlborough, Consuelo Vanderbilt and her young son Lord Ivor Spencer Churchill lounging around in their daily lives. One look at the painting reveals the pleasant atmosphere being carried in the household of the Churchill family. The painting is more or less an attempt by the artist to depict an affluent patroness and her son as being happy and enjoying their time together. The Duchess is shown in a suggestive manner as she glances across the floor depicted towards the artist. Her son is crouched next to her in a kneeling posture. The Duchess is seated on a sofa and is attempting to get up while her son is trying to hold her down as many children would hold down their mothers when they are being adamant. The smile on the Duchess’ face is only interrupted by her apparent beauty depicted in the painting. Much like modern celebrities the Duchess is represented as a

Accounting writing assignment Essay Example | Topics and Well Written Essays - 500 words

Accounting writing assignment - Essay Example Another merger completed in 1985 saw the name change to Chevron. From 2002 to 2007 Chevron invested an estimated $72 billion to bring improved energy supplies to market. The company adopted name Chevron Corporation in 2005, and later acquired Unocal Corp. (Chevron) enhancing its position as the World’s leader in energy provision. Chevron has over the years demonstrated expertise in deep-water oil exploration. Sales and additional operating revenues decreased from 2012’s $230590 million to $220156 million. Net income profits declined by 18.2% in 2013 from 2012’s $ 26,179 million to $21,423 million. Their dividends per share were $3.90 million, and each share attracted a $1 return. Total assets rose to $253753 million in 2013 from 2012’s $232982 million, followed by a subsequent rise in total liabilities from $95150 million to $103326 million. Chevron’s total stockholders’ equity rose in 2013 to $ 149113 from 2012’s $ 136524 million (Chevron). The Board of Directors of Chevron comprises of an Audit Committee who are not under employment with the firm. This committee has regular meeting with the Management and auditors, both internal and external auditors to ensure conformity with the internal controls and the International Financial Reporting matters. Chevron’s operations have been affected by the altering economic, regulatory and Political environments in the various geographical areas of operations. Some governments have from time to time tried to renegotiate terms of contracts which has led to significant additional costs to the company. Management keenly follows developments in the money markets, the global economic trends and their impact on the enterprise’s fluctuations in oil and Natural gases. In the last quarter of 2011, a development well in the Frade field off the coast of Brazil caused an unforeseen pressure spike resulting in a migration

Civil War Position Paper Essay Example for Free

Civil War Position Paper Essay The American Civil War almost tore early America and its population apart. Still today people debate weather slavery was the primary cause for the war. In this paper I will explain why I believe slavery was not the primary cause of the American Civil War. Also I will point out many other factors that may have played a bigger role in the cause of the Civil War. Southern states believed STRONGLY in states’ rights. States’ rights are the belief that one should be loyal to their state instead of the country as a whole, also they believed that states should be able to make their own laws to their liking without having to answer to the country. This alone created tension between the southern states and the northern states for northern states felt that the constitution clearly stated that states can create laws as long as they do not conflict with the laws of the country. In addition to the tension between the north and south congress placed a tax on goods bought outside of the country otherwise known as tariffs. In 1828 and 1832, congress raised tariffs higher and higher. These taxes were hated by the southern states for they did not have many factories unlike they’re northern counterparts, and thus they paid tariffs more often. In one instance a southern state refused to pay the tariff nullifying the tax congress had placed this event known as the nullification crisis drove the wedge between the north and south further The bloody fighting between northern and southern voters in Kansas was another step in the path of the civil war. Due to the popular sovereignty act suggested by Senator Stephen Douglas the people where able to vote on whether that territory would’ve been a free state or a slave state, this caused voters from both the north and the south to pour into these states hoping to tip the scale in their favor in doing this conflict between the two erupted as homes were burned and people were murdered. In conclusion I do not believe that slavery was the primary cause of the civil war. My reason for thinking this is because of all the events that the country had to push though on top of slavery. For starters states rights, tariffs, nullification crisis, the Kansas Nebraska act, and the bleeding Kansas scare all played a bigger part in the cause of the civil war rather then slavery.

Googles Methods of Motivating Employees Essay Example for Free

Googles Methods of Motivating Employees Essay What is life like at Google? After extensive research I found a wide variety of opinions about life at Google. Google’s website portrays Google as the best of all places to work. They offer many luxuries including on site massages and health clubs in addition to free dining and vending options. The management style of Google is very lackadaisical and far from serious. Their motto is search, search, and search. Googleplex located out of San Jose, California has a unique method of motivating employees vastly different from other corporate America companies. New hires are flabbergasted by Google’s reputation. If they pass the unorganized and exhausting interview process, they will be able to utilize the extravagant perks that attract many to Google initially. Google’s goal is to keep employees focused on work by eliminating anything that might interfere with production. Current employees make use of this concept depending on their length of employment with the company. Ex-employees have a different view of Google’s culture and the driving forces that power it. Many of Google’s old employees feel this atmosphere leads to 24/7 working days with no personal time. They feel overworked and underpaid with little advancement opportunities available. With that being said, my assessment of the working environment at Google is similar to that of former employees. I feel Google is mirroring the college environment by meeting the basic needs of their employees. By making the basic needs readily available within the working environment, they eliminate outside distractions thus hoping to increase production. However, I feel this philosophy is comparable to that of many cults. They entice employees with so-called spectacular benefits and average pay all the while neglecting to tell them how demanding the working environment is at Google. I am surprised that Google does not offer on-site living arrangements too. Robbins and Coulter (2009) state, â€Å"Google has been named the ‘best company to work for’ by Fortune magazine two years running. † I have no doubts they are not a fantastic company to call home, but they are not retaining life time employees. At some point these associates are losing motivation and decide to look for better opportunities. These situations tell me that Google is failing their employees at some point. I believe the break-down begins at the top of the organizational structure within Google. They emphasize their benefits but neglect to explain employee expectations or job demands to their staff. After the orientation phase, employees get the real taste of Google: little time for the perks, exhausting hours, unorganized working environments, lacking management guidance, little advancement opportunities, minimal pay and a child-like atmosphere. This is the perfect recipe for burnout. Sequentially burnout creates Google’s biggest challenge. It has been said that middle management at Google might oversee over 100 people at one time. How can this be effective? Management needs to be involved and become more hands on with their employees. They could start with career plans, training and promotable reviews. Also, I feel Google should balance their perks by offering less on-site and more down time or empathy to their associates on a personal level. The perks offered are great but they are missing the most important factor-a sincere personal touch. If I were managing a team of Google employees I would try to implement a â€Å"hands on† type of approach. I would set up monthly meetings and give my staff appropriate feedback to help them grow and excel. A rewards and recognition program would be beneficial to them as well as a career plan. It would also be helpful to have training sessions when needed. Lastly, I would empathize with my employees by stressing balance between family and working time. Google has a nice platform; however, I feel these few changes could be vital assets to enhancing their working place while keep long term associates.

Diabetes Education: The Increase In Diabetes

Diabetes Education: The Increase In Diabetes Diabetes is becoming a worldwide epidemic. It is one of the biggest health challenges that the United Kingdom (UK) is facing today with one person being diagnosed with diabetes every 3 minutes (Diabetes UK, 2009). The latest data indicates that there are now 2.8 million of people with diabetes in UK and nine out of ten people diagnosed with diabetes are Type 2 diabetes (2.5 millions). According to health experts, UK is now facing a huge public health problem and the figure is set to rise to four million by the year 2025. (Diabetes UK, 2010). The alarming increase in diabetes prevalence is a great cause of concern and has a devastating economic effect. Recent estimate shows that 10% of National Health System (NHS) spending equivalent to 9 billion pounds a year, 1 million pounds per hour goes on diabetes (Diabetes UK, 2008). The direct and indirect cost to the NHS of caring for people with Type 2 diabetes and its complications are staggering and will continue to rise with the increasing incidence of the disease. As a result of this health crisis and significant financial burden, the NHS needs to respond to this massive strain by looking at more effective and efficient ways of providing diabetes care. It is therefore of primary importance for our local primary care diabetes services to identify ways to deliver an effective quality care for people with diabetes to counter this worrying trend. 1.1 Diabetes Education Diabetes education has been considered as one of the key components of diabetes care since the 1930s and has been increasingly recognised as an integral part of the disease (Atak Arslan, 2005). Nicolucci et al (1996) demonstrated that people who have never received diabetes education had a striking fourfold increased risks of developing major diabetes complications. Furthermore, the study done by Rickiem et al (2002), showed that diabetes education has an overall positive effect on the health and psychosocial outcome. It helps to improve patients skills and knowledge on the condition and enables beneficial change in the behaviour. Diabetes education has a profound effect on glycemic control, quality of life and treatment satisfaction (clinical governance support team, 2004). Stratton et al (2000) suggested that improving Hba1c by just 1% through diabetes education can significantly reduce risk of complications. In view of all the evidence, the importance of diabetes education has been highlighted and well advocated by the National Service Framework (NSF) and National Institute of Clinical Excellence (NICE, 2003) . The NSF emphasizes that diabetes education should be made available from the point of diagnosis onwards and proposes that education should involve a structured program for people who have been newly diagnosed. This has been encouraged by NICE which recommends that all patients received structured education at initial diagnosis and then on a regular basis according to need (NICE, 2003). However there is insufficient evidence currently available to recommend a specific type of education or provide guidance on the setting for, or frequency of, sessions. In this context, how best to provide structured education to people with diabetes is an important question. NICE acknowledge the limited evidence to suggest which approach is most appropriate and state that to achieve maximum effectiveness, some principle of good practice should be in place(NICE, 2003). According to NICE criteria, diabetes education should reflect the principle of adult learning, provided by trained educators including a DSN or practice nurse with diabetes experience, and a dietitian, use a variety of techniques to promote active learning, be accessible to the broadest range of people taking into account their ethnicity, culture and beliefs. 1.2 Aim of Diabetes Education The National Institute for Health and Clinical Excellence (NICE, 2003) states that the aim of education for people with diabetes is: To improve their knowledge and skills, enabling them to take control of their own condition and to integrate self-management into their daily lives. Diabetes education should allow people to engage in their own health to put what theyve learned into action. Traditional health education can give them the information they need but the learning experience may not engage and empower them to use what theyve learned in their daily lives. Education was focused on passive didactic format where patients do not interact with the educator and generally use a lecture or print format (Norris et al, 2001). Middleton et al (2006) found that its purpose was often unclear to both patients and health care professionals. The old model of education is outmoded and ineffective (Skinner et al, 2007). Education has now moved towards a collaborative format where patient actively participate in the learning process through small group discussion, role playing and other interactive techniques (Norris et al, 2001). 1.3 Patient Centered Approach and Empowerment The National Service Framework for diabetes (DoH, 2001) standard 3 states that all people with diabetes will: Receive a service which encourages partnership in decision-making, supports them in managing their diabetes and helps them to adopt and maintain a healthy lifestyle. The purpose of diabetes education is clear. It should empower people with diabetes to make informed choices about their condition (Funnel and Anderson, 2003). Anderson et al (1991) at the Michigan Diabetes Research and Training Center (MDRTC) introduced empowerment into patient education in diabetes at the beginning of the 1990s in the US. They implemented empowerment group education programmes in diabetes (empowerment programme) and evaluated their programme. An improvement in self-efficacy and glycaemic control was reported among the patients who had participated in the programme compared to those in the wait-listed control group. Following the valuation of patient educational interventions for people with type 2 diabetes during the 21st century, Deakin et al (2006) showed that there is a trend to actively involve patients in their care in accordance with the empowerment philosophy. The investigator compared group education programmes with routine diabetes care and found that group-based programmes involving patient empowerment has positive effect on biomedical and psychological out come. The concept of empowerment requires an initial understanding of what the treatment pathway is trying to achieve and is continual information sharing process encompassing learning and behaviour change which aims to allow the patient to take responsibility for their own condition. (Meetoo and Gopaul, 2004) For empowerment to be effective it is important for patients to have the appropriate information to enable them to make informed choices, if they have the capability and desire to do so. They need to be able to agree plans and set goals with the support of the care team. To do so, it is important for them to understand their disease.The NSF set to ensure that people with diabetes are empowered to enhance their personal control on a day to day management of the condition. Implications for service planning were highlighted detailing how NHS will need to develop, review and audit education program to empower people with diabetes, (DoH, 2001) People are more likely to make behavioural changes if they are facilitated through patient centered care rather than imposed by care based on the medical model of delivery (DoH, 2001a).The philosophy of practice which support patient centered approached for diabetes education is well documented in chapter 3 of the DoH publication structured patient education in diabetes: report from the patient education working group (DoH, 2005). Specific strategies that grew out of the patient centered model included the following: affirming that the person with diabetes is responsible for and in control of the daily self-management of diabetes; educating patients to promote informed decision making rather than adherence/compliance; learning to set behavioural goals so that patients can make changes of their own choosing; integrating clinical, psychosocial, and behavioural aspects of diabetes self-management; affirming the participants as experts on their own learning needs; affirming the ability of participants to determine an approach to diabetes self-management that will work for them; affirming the innate capacity of patients to identify and learn to solve their own problems; respecting cultural, ethnic, and religious beliefs of the target population; creating opportunities for social support; and Providing ongoing self-management support. Overall the diabetes education must provide knowledge and skills, be tailored to the needs of the individual and include skills-based approaches to education. It should support people with diabetes to adopt and maintain a healthy lifestyle, prevent and manage diabetes related complications that will result in improved quality of life and self-management. Healthcare professionals are encouraged to work in partnerships in the decision-making process to support the individual to manage his or her condition. 1.4 Effectiveness of Diabetes Group Education The manner in which education is delivered can be the subject of much debate. Education can be delivered in a one to one session or in group settings. Diabetes group education has been seen as an effective intervention since 1970 (Mensing, 2003). Traditionally, it was more of a medical model where patients handed their medical problem for the doctors to cure. They are told what to do and expecting good results (Calabretta, 2002). As the process of group education has evolved over time, diabetes education has changed from a medical didactic presentation to more of theoretical, patient centered and empowerment model. Diabetes group education is now seen as a first line approach to improve diabetes outcome. With the increase in number of people diagnosed with diabetes, more education is being delivered now in groups as compared to the past. The environment should support and reinforce self management and patients and their health care should work in collaborative way. Self management can only be successful in a well organised and coordinated diabetes service where patients are supported to make informed choices (Norris et al, 2001). Several reviews and meta- analyses provide valuable information on the effectiveness of group education. Mullen et al( 1985) found that patient knowledge about their medication significantly improved in group education, one to one counselling , written and other audiovisual material. Norris et al (2002) suggest that the literature in diabetes education is divided although there may be more positive effect on group education as compared to the individual one. Deakin et al(2006) showed that there is some evidence to support group-based diabetes self-management education as an effective way to improve knowledge and glycemic control and to reduce BP, body mass index (BMI), and the need for diabetes medication. However, a number of issues arise when reviewing the literature on the relative effectiveness of group education compared to individual ones. Some researchers make comparison difficult by focusing on different outcome rather than the delivery format whereas others compare it with usual program without considering the relative effectiveness (Mensing,2003). Wilson (1997) noted that it is not easy to figure out whether the outcome is from an educational approach based on a specific theory or from intervention applied to a specific setting and population. Given these issues and limitation, it is difficult to draw conclusion about group effectiveness. More evaluation research must be done in this field to answer these questions. NICE (2003) has highlighted the effectiveness of group education sessions .For healthcare professionals, group sessions are considered as the most cost-effective way of delivering education. In the present financial climate, and with the increase in the numbers of people with newly diagnosed diabetes, it could be argued that group education is the only way forward if healthcare professionals are to be able to provide education for the majority of people with diabetes. A group approach to patient education makes sense from what we already know about the positive effects of peer support and the inadequacies of the brief medical appointment. The potential benefit of an effective group education programme for people with type 2 diabetes is to enhance skill and knowledge, to make positive behavioural changes for better metabolic outcome, psychological outcome and improve quality of life. 1.5 The Two National Programs for people with type 2 Diabetes : XPERT AND DESMOND Most people diagnosed with diabetes are offered some sort of education, at least when they are diagnosed (NICE, 2008). However, there is still much debate over the educa ­tional approach that is most effective in delivering such crucial health information in a way that leads to measurable changes in patient behaviour and improved clinical outcomes. The two national group education programs available for adults with type 2 diabetes are (DESMOND) and X-PERT program. Both are patient centered, meet the NICE key criteria, flexible in their content and adaptable to patients educational and cultural background. However, the two structured group varies in their cost implication and duration of the program. Depending upon primary care trust funding funding, avaibility of health care professionals and what best suits patients, either DESMOND or X_PERT are chosen to be delivered by the primary care trust. 1.51 XPERT DIABETES PROGRAM The X-PERT diabetes programme is a six-week professionally-led programme based on the theories of patient empowerment and patient activation. The X-PERT course is designed to be delivered to anyone diagnosed with diabetes It aims to increase knowledge, skills and confidence leading to informed decisions regarding diabetes self-management (Deakin Whitham,2010). Participation in the X-PERT Programme by adults with type 2 diabetes has been shown at 14 months to have led to improved glycaemic control, reduced total cholesterol level, improved body mass index and waist circumference, reduced requirement for diabetes medication, increased consumption of fruit and vegetables, increased enjoyment of food, and improved knowledge of diabetes, self-empowerment, self-management skills and treatment satisfaction (Deakin et al, 2006). Contents of the X-PERT Diabetes Programme include: What is diabetes? The eatwell plate and energy balance. Carbohydrate awareness and glycaemic index. The benefits of physical activity. Supermarket tour and understanding food labels. Possible complications of diabetes and their prevention. Lifestyle experiment. Are you an X-PERT? Game. Care Planning: the lifestyle experiment. There is a one off cost to run X-PERT and this is approximated to  £1400. 1.52 DESMOND The DESMOND programme was launched in 2004, and is currently the most familiar education programme provided in the UK. It was developed as a collaborative project involving a multidisciplinary, multicentre collaborative team which agreed upon a core set of philosophical principles to the use of informed choice as the key to empowerment. They drew the program on three theoretical approaches: the common-sense model of illness, social learning theory, and use of a discovery learning process (DESMOND, 2004). DESMOND aims to educate patients about type 2 diabetes. It provides resources for them to manage their disease, and offer a group-based opportunity to meet and share experiences with others in the same situation .The DESMOND programme is facilitated by two health care professionals who have been formally trained. The course is usually delivered for 6 hours and is based on a formal curriculum. It is offered either as a 1-day or 2 half-day sessions and accommodates 6-10 patients in one group. DESMOND helps to promote the understanding of type 2 diabetes, allowing the patients to be more knowledgeable about the condition and what can benefit their long-term health. It encourages patient to work together with the health care professionals to take an active role in the management of their type 2 diabetes. It helps patients to see their illness in a well define way which drives them for positive changes. The program content includes: Thoughts and feelings of the patients around their condition. Understanding diabetes and glucose: what actually happens in the body. Understanding the risk factors and complications associated with diabetes. Understanding monitoring and medications. How to take control: Food Choices and Physical Activity. Future care plan. DESMOND was piloted in 15 English PCTs between January and May 2004 (Skinner, 2006). Initial abstracts of preliminary research findings were presented at the Diabetes UK annual conference in 2005. Pilot data indicated the DESMOND course for newly diagnosed individuals changed important illness beliefs. At three month follow-up there was a reported improvement in quality of life and metabolic control. DESMOND was revised following feedback from all involved parties. A larger randomised controlled trial was conducted involving 824 adult patients in 207 general practices in 13 primary care sites in the United Kingdom. The results showed that compared to patients who did not undergo the DESMOND programme there were greater improvements in weight loss and smoking cessation and positive improvements in beliefs about illness but there were no differences in haemoglobin A1C levels up to 12 months after diagnosis (Davies et al,2008). The author feels that it is difficult to compare DESMOND to X-PERT because of the different populations (newly diagnosed diabetes compared with established diabetes) and because the study concerned multiple sites and educators. In response to the Hba1c the author commented that it is usual for noticeable reductions to occur in levels shortly after diagnosis and in terms of showing a difference in levels between groups, patients with newly diagnosed type 2 diabetes may be the most difficult in which to demonstrate this(Davie s et al,2008). To investigate this further, a follow-up was carried out three years later. 743 participants were eligible for follow-up at 3years. Biomedical data were collected from 604 (81.3%) and questionnaire data from 536. Those followed up were older, had a higher BMI , higher waist circumference and higher depression score than those who were not. The result indicates a lack of difference in biomedical and lifestyle measure but the author reckoned that this is not unexpected as drift towards pre intervention values is commonly observed (Khunki et al, 2010) . However accumulated effects, which were not significant individually, did manifest themselves as a difference in UKPDS score. The differences in illness belief scores show that attending DESMOND results in positive changes in understanding of diabetes, which are sustained at 3 years.Therefore attending a single course at diagnosis is beneficial, but patients need to continue receiving ongoing support to help them to manage their diabetes. The study done on cost effectiveness for DESMOND found that per patient cost of providing the DESMOND Newly Diagnosed or Foundation programme compares very favourably to the provision of oral glycaemic agents(Gillet et al, 2010). The therapeutic benefit of the DESMOND structured education programme is effective as a once-off intervention to help lower biomedical markers as well as having a positive impact on peoples health beliefs and health outcomes (Gillet et al, 2010). Although it is likely that the one off DESMOND intervention is cost effective, it must be noted that the DESMOND programme was never intended as a one off intervention. Moreover, in the real world, costs of delivering the DESMOND programme are likely to vary considerably across primary care trusts. The main variables affecting the cost are the number of educators trained, the grade of healthcare professional delivering courses, venue cost, ratio of demand to head of population (including participation rate), number of patients per course, and overhead rates. It hopes to promote understanding of type 2 diabetes, allowing patients to be more knowledgeable about what will positively benefit their long-term health as they live with the condition. 1.6 Diabetes Conversation Map: Recently, healthy interaction in collaboration with Diabetes UK, sponsored by Lilly company, has introduced Diabetes Conversation Maps in UK. Diabetes Conversation Maps was created in 2005 in Canada and since then over 60% of diabetes educators has been trained for the program. It was next launched in America in 2006 and now over 20,000 health professionals have been trained. Diabetes Conversation Map serves as a facilitation tool to engage individuals in conversations around their condition and usually last for 2 hours. (Healthyi, 2005) Diabetes Conversation Map is an educational tool which has transformed healthcare education throughout the world by engaging people in meaningful conversations about their health(Healthyi, 2005). The American Diabetes Association (ADA) believes that it is one of the most important innovation in a decade. Conversation Mapà ¢Ã¢â‚¬Å¾Ã‚ ¢ education tools have been developed by Healthy Interactions. They are built on the philosophy that people respond better when they are engaged, empowered, and draws their own conclusions as to why they need to change behaviours (ADA, 2006). In this way, that will be an impact on their overall health as opposed to didactic interventions where patients are told what to do by a healthcare professional. The Diabetes Conversation Map methodology creates an experience whereby patients develop their own self-management solution that accounts for their individual challenges and situation. The patients, in turn, then own the solution because it is theirs. They are subsequently much more likely to embrace and implement the change needed to improve their condition The main philosophy is that people will act on their own conclusions by engaging themselves in an experience(Healthyi, 2005). It allows them to explore health facts through dialogue and enable decision making. Conversation map shapes the way in which people are motivated for positive behavioural change. The 6 components of the map are map visuals, facts, questions, group interaction, facilitator and action plan. The program is delivered to a small group of 3-10. It facilitates discussion, not lectures and must be delivered by trained health professionals. It benefits the patients as people are visual learners and like exploring and discovering their own answers. The map is fun and provides a process that patient use to internalise and personalise health information. For educators, it is simple to use, portable and non technology dependent. The program content includes basic facts about diabetes, healthy eating, self-monitoring of blood glucose, diabetes complications, and gestational diabetes The evaluation done in Enfield showed that Diabetes Conversation Map offers several advantages (Monk, 2009). First and foremost, it enables better use of staff time as it requires one member of the healthcare team to facilitate the session, allowing more time for direct patient contact. In terms of financial implication, to run the education program, cost is very minimal. Hand-outs are provided for free from Diabetes Uk and Lilly company which can be photocopied. Although the non-attendance rate remains high in enfield, it was observed that the number of patients attending Conversation Map is better and most patient who come to the first session the other sessions. It is reported that patient get to know each other during the program which help to break down barriers and improve group dynamics (Monk , 2009). Overall, the evaluations done in Enfield area have been positive. However, the result could have been influenced by the fact that the evaluations were completed at the end of the session and handed to the facilitator. In April 2008 a survey was done to assess the effectiveness of the Diabetes Conversation Map training sessions and initial impact on diabetes self-management education (Grenci, 2010). The survey results indicated that sixty-five percent of diabetes educators attribute improved patient self-management to the Diabetes Conversation Map tools. Eighty percent of healthcare professionals say that the tools make group facilitation more interactive and engaging. More than sixty percent say that there was an increase in patient interest in diabetes education and it boosts their willingness to learn. When asked about the most effective method in helping patients to adopt positive behaviours and achieve good outcomes, forty percent of the diabetes educators believe that Diabetes Conversation Map session is most effective. Only twelve percent report that the traditional education means as effective in this survey. Ninety percent of those who have had firsthand experience with the tools suggest that they would recommend them to their peers (Grenci,2010). In terms of metabolic outcome such as Hba1c, cholesterol, blood pressure, weight and patient satisfaction, so far there is no data available. However there will be an upcoming clinical trial called Interactive Dialogue to Educate and Activate (IDEA), which is sponsored by Merck, to identify outcomes using three separate treatment arms:, patients using the Conversation Map tools, patients using individual intervention without using the Conversation Map tools, patients using no formal diabetes education but the data will only be available in five years time. The data will be gathered on an annual basis over the duration of five years and the study will look into metabolic outcomes (A1C, blood pressure, cholesterol, weight) as well as patient and educator satisfaction, knowledge retention and several other behavioural markers of success(Merck , 2009). Nevertheless, the group-based IDEA education method using the Conversation Map approach was executed as planned and showed promise to improve diabetes self-management behaviours. Clinical and behavioural outcome data are necessary and will be forthcoming. 1.7 Current Diabetes Group Education Program in NHS Bromley To fulfil the NICE criteria and provide a quality diabetes care, the NHS Bromley chose to deliver DESMOND education program for all patients who are newly diagnosed patients. DESMOND has been ongoing for the past four years but the cost implication to deliver DESMOND is  £5000 per year plus ongoing  £5/person for the resources. With a diabetes population of 13,000 and about 10-15 referrals received on a weekly basis for DESMOND, NHS Bromley is striving towards an enhanced Diabetes Service to meet the increased demands and to curb the economic burden. In view of the strong positive feedback from diabetes educators in the US, the short duration of the program and the cost, NHS Bromley feel that Diabetes Conversation Map may be an alternative that could be used. As there is a lack of data for metabolic outcome and patient satisfaction, this study will be undertaken to evaluate which group education is more effective to be delivered at NHS Bromley. 2.0 Aim of the study: The aim of the study is to evaluate the effectiveness of DESMOND Group education program versus Diabetes Conversation Map group education program for people who are newly diagnosed with type 2 diabetes at NHS Bromley. It is a requirement of the NSF for diabetes that education is available to everybody with type 2 diabetes. At present, DESMOND is the most widely used programme available in the community setting, however this may not meet the needs of every local population. The Conversation Map tools may be an alternative or additional tool that could be used. In Enfield these have been used with success. The author is aware of work that has been ongoing to ensure that this method of education is fully compliant with the NICE criteria and is keen to implement this as soon as it is available. 2.1 Objectives: To measure patient biomedical outcome before and 3 months after the delivery of both group educations To assess patient satisfaction before and after the delivery of both group educations. 2.2 Hypothesis: DESMOND and Diabetes Conversation Group Education will have different biomedical outcome DESMOND and Diabetes Conversation Group education will have different patient satisfaction and quality of life outcome. 2.3 Study Design: Questionnaire Survey involving both quantitative and qualitative design analysis.