Strategy vs Structure in Strategic Management

Strategy vs Structure in Strategic Management Strategic analysis: Strategy versus Structure for International Competitiveness Introduction The strategy structure relationship, that was previously considered reciprocal, is now recognized as being considerably more complex, and there is some agreement that structure can and does have a profound impact on strategy through its direct effect on the strategic decision making process (Bourgeois Astley, 1979; Burgelman, 1983; Fredrickson, 1986). In understanding the role of strategy and structure in international business, one must understand that what has essentially changed is the context within which business operations take place. The well developed and complex associations between structure and strategy in classical studies of firms are also central to research in international business, but the nature of business has changed, and so have the relationships. As such, issues have arisen over the best way for international firms, operating in global marketplaces, to best align their strategy and structure to serve numerous distinct markets, whilst maintaining a global identi ty. This paper looks at the development of business strategy and structure over time, highlighting how the relationships have changed, the implications for organisational behaviour, and how firms can alter their behaviour to best gain competitive advantage in international markets. International Strategies Business strategy refers to how firms compete in an industry or market (Varadarajan and Clark 1994; Walker and Ruekert 1987). The two historically dominant frameworks of business strategy are the Miles and Snow (1978) model, which focuses on intended rate of product-market change, and the Porter (1980) model, which focuses on customers and competitors. Miles and Snow (1978) developed a comprehensive framework that addresses the alternative ways that organisations define and approach their product-market domains and construct structures and processes to achieve competitive advantage in those domains. Miles and Snow identify four archetypes of how firms address these issues: â€Å"prospectors† continuously attempt to locate and exploit new product and market opportunities, â€Å"defenders† attempt to seal off a portion of the total market to create a stable set of products and customers, â€Å"analyzers† occupy an intermediate position by cautiously following prosp ectors into new product-market domains while protecting a stable set of products and customers, and â€Å"reactors† do not have a consistent response to the entrepreneurial problem. In contrast, Porter (1980) proposes that business strategy should be viewed as a product of how the firm creates customer value compared with its competitors, and how it defines its scope of market coverage. Walker and Ruekert (1987) observed that though each of these strategy typologies has inherent strengths, i.e., Porters external focus and Miles and Snows internal focus, each is also limited. To address this, Walker and Ruekert proposed a hybrid model that synthesizes the two foci in a typology that consists of prospectors, low-cost defenders, and differentiated defenders. However, although Walker and Ruekert’s article has been frequently cited in the marketing and management literature, the distinctions between low-cost defenders and differentiated defenders have only recently been supported in empirical analysis (Slater and Olson, 2001). Following on from these initial developments, over the last few years researchers have quite successfully addressed and explicated the various forms of international strategy, and these forms are generally well accepted in the literature. There is now considerable agreement among international business scholars that most firms embarking upon or undertaking international business operations are cognizant of the twin pressures of global integration and local responsiveness. To this end, the integration-responsiveness framework suggested by Prahalad and Doz (1987) has provided a valuable theoretical tool to better understand international strategic behaviours of firms. More recently, we have seen many successful applications of globally integrated strategies (Parente, 2003; Parente Kotabe, 2003). According to Yip (2003), global companies have developed more sophisticated and flexible versions of international strategies and organisational processes, which successfully embraced globaliz ation. Organisational Structures Organisational structure refers to an organisation’s internal pattern of relationships (Finley, 2000). Structure has been characterized by a number of dimensions and illustrated by using a variety of types, like functional or divisional (Fredrickson 1986), however, there are three dimensions of structure: centralization, formalization, and complexity, which have received more attention than any others (Fry, 1982; Fry Slocum, 1984). Each of these dimensions appears to have great implications for strategy and strategic decision making, and are dominant characteristics of the well known structural types (Fredrickson, 1986). Centralization refers to the degree to which the right to make decisions and evaluate activities is concentrated (Fry Slocum, 1984; Hall, 1977). A high level of centralization is the most obvious way to control and coordinate organisation decision making, but places significant cognitive demands on those managers who retain authority (Fredrickson, 1986). Min tzberg (1979) has discussed this issue by suggesting that an individual does not have the cognitive capacity or information that is needed to understand all the decisions that face a complex organisation. The degree of formalization specifies the extent to which an organisation uses rules and procedures to prescribe behaviour (Hage Aiken, 1969; Hall, 1977). Therefore, formalization has significant consequences for organisational members because it specifies how, where, and by whom tasks are to be performed (Fredrickson, 1986). A high level of formalization has the benefit of eliminating role ambiguity, but it also limits members’ decision making discretion. Complexity refers to the condition of being composed of many, usually, though not necessarily, interrelated parts. Hall (1977) suggests that there are three sources of complexity: horizontal and vertical differentiation, and spatial dispersion. Therefore, an organisation that simultaneously has numerous levels, broad spans of control, and multiple geographic locations would be considered as highly complex (Fredrickson, 1986). The Interaction Between Strategy and Structure Whilst strategy and structure have been studied in isolation for a great many years, and are now relatively well understood, what is less understood is the international role of organisational structure and its relationship with international strategy (Finley, 2000). International strategies are the forms and types of actions firms follow to fulfil their long term business objectives. Organisations involved in international business activities usually have two major forces impinging on them. One is the need to standardise products on a global basis, and the other is to respond to local country or local market demands. International strategies may be characterized in different ways, and the integration-responsiveness framework developed by Prahalad and Doz (1987) has extended the conceptualization of industry pressures to incorporate generic strategic responses. The framework suggests that organisations develop their strategies and structures based on the emphasis they place on either one or both forces. At the most basic level, organisational structures are established to coordinate work that has been divided into smaller tasks. Mintzberg (1981, p. 104) noted, â€Å"How that coordination is achievedby whom and with whatdictates what the organisation will look like.† Walker and Ruekert (1987) further hypothesized that firms that follow different generic business strategies adopt different structural designs. Vorhies and Morgan (2003) studied the relationships among marketing organisation structure, business strategy, and performance in the trucking industry. Both of these studies demonstrated that different marketing organisation characteristics are more or less appropriate for different business strategies. The forms of structures typically defined by formalization, centralization, and specialization, which as Walker and Ruekert (1987 p. 27) noted â€Å"seem particularly important in shaping an organisation’s or departments performance†, are also applicable in d ifferent ways to different strategies and geographic factors. For example, in studying the development of America’s dominant industrial organisations, Chandler (1962) observed that major increases in unit volume, geographic dispersion, and vertical and horizontal integration were eventually followed by changes in structural form. Several studies following Chandler’s work confirmed an association between these two variables, in that structure generally followed strategy (Fouraker Stopford, 1968; Rumelt, 1974). In spite of the wide spread acceptance of the structure follows strategy relationship, there is a significant body of literature that suggests that structure has a significant and major effect on strategy (Fredrickson, 1986). Bower, for example, characterized structure broadly as the context within which decisions are made, and observed that â€Å"structure may motivate or impede strategic activity† (1970, p. 67). This view is also supported by other researchers who contend that structure constrains, or in another set of circumstances, enables, strategic choice (Bobbitt Ford, 1980; Duncan, 1979; Hedberg, Nystrom Starbuck, 1976). To understand why it is logical for strategic action to be affected by structure, one must understand the relationship between decision making and structure (Fredrickson, 1986). March and Simon (1958) addressed this critical aspect of the relationship by suggesting that an organisation’s structure imposes boundaries of rationality that accommodate members’ cognitive limitations. By delimiting responsibilities and communication channels, structure allows organisations to achieve organisationally rational outcomes despite their cognitive limitations (Simon, 1976). Structure also allows management to control the decision making environment and facilitate the processing of information (Fredrickson, 1986). The structure-strategy relationship is well explained by Bower when he states that â€Å"when management chooses a particular organisational form, it is providing not only a framework for current operations but also the channels along which strategic information will flow † (1970, p. 287). As a result, the relationships between business strategy and organisational structure become massively complex when considered in the international context, and thus require organisations to strategically examine their fundamental behaviours in order to best align their strategy and structure, without becoming lost in the complexity. Strategic Organisational Behaviour Organisational behaviour refers to organisational members’ work-related activities (Ouchi 1977; Robbins 2002) and, according to Snell (1992), management attempts to influence organisational behaviour through the use of control systems. Control is any process that helps align employees actions with the firm’s interests (Snell 1992; Tannenbaum 1968). Control theory (Snell 1992) identifies three major categories of control mechanisms: behavioural control (e.g., establishing and monitoring of sets of actions), output control (e.g., goal attainment measures), and input control (e.g., training). When applied within an organisational context, control theory posits that management attempts to direct employee behaviour to enhance the probability of desired outcomes. As Snell notes (p. 292), â€Å"Advocates of the behavioural perspective posit that different strategies require different behaviours.† Snell also notes that this view of the link between strategy and behaviour is useful because it provides a clear explanation of why behaviour should be linked to strategy and because it posits a testable set of behaviours. As a result, strategic behaviours have the potential to create superior performance through enhancing the execution of business strategy and identifying the relevant organisational structure (Slater and Narver 1995). There are four behaviours which are all claimed to offer potential competitive advantage to firms. These are customer-oriented behaviours (Deshpandà ©, Farley, and Webster 1993), competitor-oriented behaviours (Armstrong and Collopy 1996), innovation-oriented behaviours (Hurley and Hult 1998), and internal/cost-oriented behaviours (Porter 1980). It is important to understand that these strategic behaviours are not mutually exclusive and that it is common for firms to engage in multiple sets of behaviours simultaneously (Slater and Narver 1995). Furthermore, different combinations of emphases will likely prove more or less beneficial for firms that adopt different business strategies. Customer-Oriented Behaviours Firms with a strong customer orientation pursue competitive advantage by placing the highest priority on the creation and maintenance of customer value. As such, these firms engage in the organisation wide development of and responsiveness to information about the expressed and unexpressed needs of both current and potential customers (Deshpandà ©, Farley, and Webster 1993). Because of the constantly refined market-sensing and customer-relating capabilities of the customer-oriented firm, it should develop strategies and a structure to anticipate customer need evolution and to respond through the development of new customer value-focused capabilities and the addition of valuable products and services (Day 1994). Competitor-Oriented Behaviours A different perspective on competitive advantage is simply to beat the competition (Day 1994). This orientation places a priority on the in-depth assessment of a set of targeted competitors, focusing on targeted competitors goals, strategies, offerings, resources, and capabilities (Porter 1980) and on the organisation wide dissemination of the information generated from this assessment. The result is that managers develop competitor-oriented objectives rather than economic or customer-oriented objectives (Armstrong and Collopy 1996). The behavioural goal of the firm is to match, if not exceed, competitors strengths, both in strategy and structure. Innovation-Oriented Behaviours Another perspective is that firms build and renew competitive advantage through radical or discontinuous innovations. An innovation orientation indicates that the firm not only is open to new ideas but also proactively pursues these ideas (Hurley and Hult 1998) in both its technical and administrative domains An innovation orientation encourages risk taking and enhances the likelihood of developing radically new products. March (1991) argues that firms must be aware of the possibility that an innovation orientation may not allow for the follow-through that is necessary to reap the benefits of earlier innovations fully, unless their strategy and structure are aligned with both the generation and utilisation of innovation. Internal/Cost-Oriented Behaviours Porter (1980) argues that there are two basic sources of competitive advantage. The first is the differentiation advantage that a firm derives from the customer-, competitor-, or innovation-oriented behaviours. The second is the cost advantage that a firm derives from internal orientation and structure, with internally oriented firms pursuing efficiency in all parts of their value chain (Porter 1985). They attempt to reduce costs in primary activities, such as logistics, operations, and sales and marketing, and also attempt to reduce costs in support activities, such as procurement, research and development, and administrative functions. These firms pursue operational excellence, through their strategy and structure, that they can translate into higher sales through lower prices or higher margins. Whereas experimentation is the hallmark of firms with an innovation orientation, exploitation is the hallmark of internally oriented firms (March 1991). Conclusion International business has produced some incredibly competitive and complicated markets, with numerous potential problems for organisations, but also numerous opportunities for firms that can best adapt to their marketplace. However, such is the level of complexity in these markets, that firms who try to engineer specific, rigid strategies and structures will likely find themselves left behind by the latest shift in the market or technology. As a result, firms competing in international markets would be best advised to focus on the organisational behaviour, or behaviours, that best match their capabilities, and let these behaviours drive their strategy and structure to provide the most sustainable competitive advantage possible. Unfortunately, there is currently a paucity of available academic evidence on the most relevant behaviours for firms to best secure competitive advantage under the myriad market conditions, and this should be a key area for future research, as it may soon bec ome a strategic issue of significant importance. Equally, organisational behaviour as a field of study is vastly complex, with ongoing debates between theorists around organistic versus mechanistic structures, the role of teams, and the best styles of leadership needed in an organisation. In particular, organisational behaviour tends to suggest that organistic structures will be required in uncertain, rapidly changing markets, however mechanistic structures will be required in markets where the pace of technological developments is slower (Burns and Stalker, 1961). Thus, more research is needed into the consequences of an organisation in a relatively fast moving market making strategic organisational behaviour choices which would be better facilitated by a more hierarchical, mechanistic structure. Similar research would be recommended into the roles of leaders, and teams within organisations, in implementing and driving these behaviours forward. However, regardless of the need for further research, it is clear that firms can no longer merely define a strategy, focus strongly on it, and expect their strategic focus to guarantee success. Likewise, in the international business world, firms should no longer focus on having a well defined structure, regardless of whether it is organistic or mechanistic. Instead, a key recommendation of the strategic organisational behaviour approach is that firms should concentrate on best aligning themselves to the most appropriate behaviour for their industry. In manufacturing, this is likely to be more internal, or cost oriented, in technology it will tend to be primarily innovation oriented and in professional services a strong customer, or client, orientation would be best. However, it is vital that firms do not neglect the other behaviours: those that are not their primary focus, as these remain important, and can help maintain a balance approach to strategy and structure, offering sustained competitive advantage in international markets. References Armstrong, J. S. and Collopy, F. (1996) Competitor Orientation: Effects of Objectives and Information on Managerial Decisions and Profitability. Journal of Marketing Research, Vol. 33, May Issue, p. 188. Bobbitt, H. R. and Ford, J.D. (1980) Decision maker choice as a determinant of organisation structure. Academy of Management Review, Vol. 5, p. 13. Bourgeois, L. J. and Astley, W. G. (1979) A strategic model of organisational conduct and performance. International Studies of Management and Organisation, Vol. 6, Issue 3, p. 40. Bower, J. L. (1970) Managing the resource allocation process. Cambridge, MA: Harvard University Press. Burgelman, R. A. (1983) A model of the interaction of strategic behaviour, corporate con-text, and the concept of strategy. Academy of Management Review, Vol. 8: p. 61. Burns, T. and Stalker, G (1961) The Management of Innovation. London: Tavi-stock. Chandler, A. D. (1962) Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge, MA: MIT Press. Deshpandà ©, R. Farley, J. and Webster Jr. F. E. (1993) Corporate Culture, Customer Orientation, and Innovativeness in Japanese Firms: A Quadrad Analysis. Journal of Marketing , Vol. 57, January Issue, p. 23. Day, G. S. (1994) The Capabilities of Market-Driven Organisations. Journal of Marketing, Vol. 58, October Issue, p. 37. Duncan, R. (1979) What is the right structure? Decision tree analysis provides the answer. Organisation Dynamics, Vol. 7, p. 59. Finley, P. (2000) Strategic Management. Prentice Hall. Fouraker, L. E. and Stopford, J. M. (1968) Organisation structure and the multi-national strategy. Administrative Science Quarterly; Vol. 13, p. 47. Fredrickson, J. W. (1986) The strategic decision process and the organisational structure. Academy of Management Review; Vol. 11, Issue 2, p. 280. Fry, L. W. and Slocum, J. W. (1984) Technology structure, and workgroup effectiveness: A test of a contingency model. Academy of Management Journal; Vol. 27, p. 221. Fry, L. W. (1982) Technology-structure research: Three critical issues. Academy of Management Journal, Vol. 25, p. 532. Hage, J. and Aiken, M. (1969) Routing technology, social structure and organisational goals. Administrative Science Quarterly, Vol. 14, p. 368. Hall, R. H. (1977) Organisations: Structures and processes. Englewood Cliffs, NJ: Prentice- Hall. Hedberg, B. L. T. Nystrom, P.C. and Starbuck, W. (1976) Camping on seesaws: Prescriptions for a self-designing organisation. Administrative Science Quarterly, Vol. 21, p. 41. Hurley, R. F. and Hult, G. T. M. (1998) Innovation, Market Orientation, and Organisational Learning: An Integration and Empirical Examination. Journal of Marketing; Vol. 62, July Issue, p. 42. March, J. G. (1991) Exploration and Exploitation in Organisational Learning. Organisation Science, Vol. 2, Issue 1, p. 71. March, J. G. and Simon, H. A. (1958) Organisations. New York, NY: Wiley. Miles, R. E. and Snow, C. C. (1978) Organisational, Strategy, Structure, and Process. New York: McGraw-Hill. Mintzberg, H. (1981) Organisation Design: Fashion or Fit? Harvard Business Review, Vol. 59, Issue 1, p. 103. Mintzberg, H. (1979) The structuring of organisations. Englewood Cliffs, NJ: Prentice-Hall. Ouchi, W. G. (1977) The Relationship Between Organisational Structure and Organisational Control. Administrative Science Quarterly, Vol. 20, Issue 1, p. 95. Parente, R. (2003) Strategic modularization in the Brazilian automobile industry: An empirical analysis of its antecedents and performance implications. Doctoral Dissertation, Temple University, August 2003. Parente, R. and Kotabe, M. (2003) Strategic modularization, evolution of sourcing strategies, and performance implications. Proceedings Academy of International Business; Monterey, CA. Porter, M. E. (1980) Competitive Strategy. New York: The Free Press. Prahalad, C. K. and Doz, Y. L. (1987) The multinational mission. New York, NY: Free Press. Robbins, S. P. (2002), Organisational Behavior, 10th ed. Upper Saddle River, NJ: Prentice Hall. Rumelt, R. P. (1974) Strategy, structure and economic performance. Cambridge, MA: Harvard University Press. Simon, H. A. (1976) Administrative behaviour (third edition). New York, NY: Free Press. Slater, S. and Narver, J. (1993) Product-Market Strategy and Performance: An Analysis of the Miles and Snow Strategy Types European Journal of Marketing, Vol. 27, Issue 10, p. 33. Slater, S. and Olson, E. M. (2000) Strategy Type and Performance: The Influence of Sales Force Management Strategic Management Journal, Vol. 21, Issue 8, p. 813. Snell, S. (1992) Control Theory in Strategic Human Resource Management: The Mediating Effect of Administrative Information. Academy of Management Journal, Vol. 35, Issue 2, p. 292. Tannenbaum, A. S. (1968) Control in Organisations. New York: McGraw-Hill. Walker, O. C. and Ruekert, R. W. (1987) Marketing’s Role in the Implementation of Business Strategies: A Critical Review and Conceptual Framework. Journal of Marketing, Vol. 51, July Issue, p. 15. Varadarajan, P. R. and Clark, T. (1994) Delineating the Scope of Corporate, Business, and Marketing Strategy Journal of Business Research, Vol. 31, Issue 2, p. 93. Vorhies, D. W. and Morgan, N. A. (2003) A Configuration Theory Assessment of Marketing Organisation Fit with Business Strategy and Its Relationship with Market Performance Journal of Marketing, Vol. 67, January Issue, p. 100. Yip, G. S. (2003) Total Global Strategy II. Upper Saddle River, NJ. Prentice Hall.

Capital Punishment :: essays research papers

Capital punishment is an act of executing, killing, or putting one to death for committing hideous crimes. In the state of Georgia, crimes such as treason, murder, and aircraft high jacking, can cause conviction of the death penalty. Race, wrongful convictions, and the costs of executions are some of the controversial issues surrounding capital punishment.   Ã‚  Ã‚  Ã‚  Ã‚  Race plays an important role when determining the death penalty. In a study conducted by the General Accounting Office found that 82% of the population who murdered Caucasians is more likely to be convicted than those who murdered African Americans. Since 1976 there have been several interracial murders in the United States. The number of white defendants vs. black victims has represented 12 executions in the U.S. since 1976. However, there have been 192 executions of black defendants vs. white victims in the United States, which is more than quadrupled in number. The current U.S. death row population by race includes 1,457 (42%) African Americans, 353 (10%) Hispanics, 1, 580 (45.5%) Caucasians and 81 (2.3%) accounts for other races.   Ã‚  Ã‚  Ã‚  Ã‚  According to the General Accounting office, the United States can not prevent accidental executions of innocent people. This is primarily due to wrongful identification of defendants in many cases. Crimes are often solved with the most convenient suspect rather right or wrong, which also leads to wrongful death of innocent people. Additionally, many convicts are blamed merely because they â€Å"fit† the description of the intended suspect, which leads to erroneous convictions. Within the last century, recent studies show that more than four-hundred innocent people have been convicted of crimes caused by others. Twenty-three of the four-hundred blameless people were put to death. The death penalty has been reinstated and there have been 96 men and women found innocent minutes before their execution. This is an unjustifiable mistake that can not be corrected due to irreplaceable circumstances with life. Once life has ended, it will never be replaced.   Ã‚  Ã‚  Ã‚  Ã‚  It costs taxpayers twice as much to execute an inmate than to incarcerate him/her for life. The study mentioned above states the death penalty costs 48% more than the costs of a court trial in which the prosecutors seek life imprisonment for the defendant.  Ã‚  Ã‚  Ã‚  Ã‚  These are outrageous figures that utilize taxpayer’s dollars uselessly. The same study shows that each case ranges from 1-1.25 million dollars than the average murder case without parole.   Ã‚  Ã‚  Ã‚  Ã‚  Some people insist that the death penalty be utilized as a preventive measure against crime.

A Description of the Issue or Area of Public Concern Raised Essay

Unit 201 Principles of communication in adult social care settings Outcome 1 Understand why communication is important in adult social care settings 1.1 -Create and maintain relationships -To teach and to learn – To share opinions – Feelings and emotions -getting to know each other’s 1.2 Effective communication is essential in building a meaningful relationship between the resident and the carer as it can help build trust and respect. Effective communication is fundamental in regards to the resident’s needs and preferences and to ensure they are met. Effective communication can get positive results. 1.3 In face-to-face communication, the person listening may not always indicate verbally if they have understood or if they agree. Observing body language helps the speaker understand if the other person understand, agrees Outcome 2 Understand how to meet the communication and language needs, wishes and preferences of an individual 2.1 It is important to find out an individual’s communication and language, needs, wishes and preferences to: Enable effective communication, understand what an individual is trying to express, understand an individual’s beliefs, culture, and values. To stop an individual becoming stressed out, frightened or frustrated. To be able to support an individual in their daily life. 2.2 Non-verbal communication: -written words -facial expressions – eye contact – touch – physical gestures – body language – behaviour – gestures – visual aids e.g. flash cards, pictures, symbols Verbal communication: – vocabulary – linguistic tone – pitch Outcome 3 Understand how to reduce barriers to communication 3.1 Barriers may include: – not understanding or being aware of an individual’s needs, wishes, beliefs, values and culture – not making communication aids available or checking they are working – not allowing sufficient time to listen -being dismissive and nonresponsive -a noisy environment -an uncomfortable environment e.g. lighting, temperature – a lack of privacy 3.2 To reduce barriers to communication you have to ensuring the support for individual’s, be available for others. Establishing the individual’s needs, wishes, beliefs, values and culture . Also seeking advice from others. If necessary change the environment. 3.3 At the end of the conversation you can ask the individuals if understand everything you was saying to him. To make yourself sure. 3.4 -Translation services This service can help with changing the written text from one language to another. -Interpreting services This service can help with converting spoken language to another language. -Speech and language services This service can support people who have had a stroke and have problems with their speech. -Advocacy services This service can support people who are unable to speak up for themselves. This service tries to understand the needs, wishes and preferences of people, and will argue on their behalf. Outcome 4 Understand confidentiality in adult social care settings 4.1 Confidentiality means keeping information private and keeping information safe. Passing on private information only with the individual’s permission . Only passing on information without the individual’s permission to others who have a right to it or need to know it. 4.2 If you wants maintain confidentiality you have to be aware of bringing up personal information re: patients/residents. Think before you share information as it may be confidential. Do not share more than is necessary. You have to check the identity of the person before passing on information. Do not discussing personal information about individuals outside of work, you never know who may be listening. 4.3 Sometimes confidential information disclosed by a client may need to be passed on to others: If there is a risk of danger or harm to the client, or other people, if abuse is suspected, or if there is suspected misconduct of a colleague, in respect of care of a client, (Whistle-blowing). You must inform the client why the information needs to be passed on to others, and that it is your responsibility to do so. 4.4 The only time you seek advice when adult has spoken to you in confidentiality is when that person is in danger. For example. If being sexually abused, physically abused, threatening to kill themselves etc.

Importance of the Benefit Package for Employees

Importance of the Benefit Package for Employees A benefits package is necessary for the well being of employees in an organization. Employee benefits can be defined as non-monetary rewards which employees gain apart from their salaries and wages. These benefits are meant to improve the quality of life of employees working in an organization.Advertising We will write a custom proposal sample on Importance of the Benefit Package for Employees specifically for you for only $16.05 $11/page Learn More Some of the benefits offered will be either mandatory or discretionary. Mandatory benefits are benefits which an employer has an obligation to provide to his employees as stipulated by the law. Discretionary benefits are those benefits an organization offers its employees out of its own volition. The benefits packages offered will fall in the two categories. They are meant to improve the welfare of all employees working in this organization. The first category of benefits to be offered will be in form of retireme nt benefits. These benefits are mandatory by law because the government values social security of all working people. All employees in the firm employed on a permanent contract are required to remit monthly payments in specific retirement schemes. Employees will have a specific amount of money deducted from their monthly earnings depending on the amount of salary each individual earns. The money will be held in a pension fund from which an employee will be able to obtain his savings upon retirement. Health insurance is important because workers need to have adequate medical cover whenever they fall sick. Workers who have families will have four of their nuclear family members covered by the health scheme. Employees’ salaries will be deducted and the funds obtained will be remitted to health service providers. This benefit is mandatory because an organization with healthy employees has the ability to produce high levels of output. Sick employees will be granted sick leave to a llow them to get treatment. The company will also offer maternity leave to pregnant female employees. Health benefits will improve the living conditions of employees that work in this firm. Housing benefits will also be offered to all employees in the organization. These benefits are discretionary. The criteria to be used will influenced by the level of status an employee holds in the organisation. Employees in a specific pay grade will be offered a uniform housing allowance every month on top of what they earn. All employees will get additional monetary compensation on top of the salaries they earn monthly.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More A transport allowance will be offered to interns at the organization to help them reduce their commuting expenditure. This is a discretionary allowance which will ease the burden of commuting costs on interns about to become f ull time employees. Employees will be encouraged to join optional life insurance plans with various insurance providers. These plans will be easily transferable and will offer compensation depending on the length of time an employee is willing to subscribe to them. The insurance plans offered will yield annual interest depending on the amount of premiums an employee contributes. An insurance risk cover for employees working in hazardous environments will be introduced. The company will also implement safety measures which guarantee the wellbeing of employees. Employees who get injured accidentally while performing their duties will be offered monetary compensation for injuries sustained. This benefit will only apply to employees who get injured inside the company. They will have to provide evidence that shows the injuries they sustained were accidental. The compensation offered will be commensurate to the type and severity of the injury suffered. Employees who are found to have used intoxicating substances in the form of alcohol and drugs at the work station will not qualify for compensation. Other benefits to be offered will depend on the individual situation of each employee. These benefits will be offered depending on the performance appraisals of each employee in the company. There will also be benefits that will be offered to employees going through difficult times to help them recover and continue with their duties at work. These benefits make the organization to be responsive to the needs of its employees. The recruitment and staffing policy in the organization will focus on hiring competent individuals who are suitable for the organisation’s staffing needs. The organization will be divided into four departments all of which will coordinate closely. These departments are: finance, sales and marketing, production and human resource. The production department is critical for the company’s survival and it will have the largest number of staff . The sales and marketing department will also need several support staff that will represent the company in its target markets. The finance and human resource departments do not require large personnel teams.Advertising We will write a custom proposal sample on Importance of the Benefit Package for Employees specifically for you for only $16.05 $11/page Learn More The company is to be headed by a Managing Director who will oversee the operations of all departments headed by their respective managers. This position fits a person with a long term growth strategy for the firm and good leadership skills. The finance department will be under the finance manager who will be responsible for computing and analyzing financial issues in the firm. A person with good book keeping skills combined with good financial analytical skills will be suitable for this position. Seven accountants and an IT officer working under him will be responsible for maintaining and updatin g the firm’s financial records. The production department will be headed by a production manager. This will suit a person with effective technical knowledge on suitable equipment and production processes to be used by the organization. The production manager will be responsible for planning work shifts for staff under his department. He will liaise with the marketing department to determine the level of output which needs to be produced to satisfy existing demand in the market. He will work with three line managers who will supervise support staff in the firm. The support staff will be operating production machines. Employees in this department will be offered a risk cover because of the hazards they are exposed to in their working environment. The human resource department will be headed by a human resource manager. A person with a thorough understanding of labour issues and efficient human resource practices will be suitable for this position. The human resource manager wil l be responsible for recruitment, staffing and preparing organizational procedures to be followed by the firm’s employees. He or she will work closely with other support staff including front office staff, drivers, secretaries and security officers. These employees will assist the organization to run its operations smoothly. A marketing manager will watch over sales and marketing functions in the organization. A person that can effectively analyse existing market opportunities and their potential will be suitable for this position. He will be responsible for initiating marketing strategies and plans that help to increase the company’s market share.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More He will be assisted by sales executives who will be liaising with distributors to meet the set sales targets. Sales executives will also be required to conduct market research to gather important information and data which reveal more about the market. The recruitment criteria for employees to fill these positions will be influenced by their skills, suitability and experience. All recruited candidates will have to undergo rigorous interviewing processes to determine their suitability. The finance, production and marketing departments need employees who have college education. The interviewed employees will have to do aptitude tests to evaluate their skills, personalities and knowledge. Employees selected to work in production will undergo induction programs to make them conversant with technical procedures involved. The organization has a clear communication structure which all employees are required to follow when they are performing their duties. Cafeteria plans will be included i n the benefits policy being formulated. Employees will be able to purchase meals during lunch and tea breaks. The cafeteria program will be subsidized and employees will pay a small fee for the service which will be deducted from their gross salaries. There will be schemes that reward employees who surpass established performance parameters. These individual incentives will be influenced by impressive performance outcomes. These employees will be given bonuses, holiday benefits and gifts to motivate them. A study leave paid for by the company will be offered to talented employees who desire to acquire more skills and knowledge in their areas of expertise. In conclusion, these benefits will help to improve the welfare of all employees who work in the organization. All employees will be made aware of these policies to make them conversant with organizational procedures.

Why Squirrel Monkeys dont make good Pets

Why Squirrel Monkeys dont make good Pets Free Online Research Papers Imagine this, your sitting on the coach, watching TV, and a cute furry animal pops up in front of you. Are you wondering what the cutest, shyest, and most common animal in the jungles of Central and South America is? If you answered a squirrel monkey, you are correct. It is a fact that they don’t make good house pets, and simply put, they will never adapt to living in a home. The closest it will get to be a pet will be after 1-2 years of training, with a lot of space and the proper diet. Monkeys may look cute and cuddly, but it takes a lot of work to take care of them. After humans, they are the most intelligent animals on Earth. However, they often bite and are very territorial, so if they feel in danger, they will most likely get aggressive. This means it will take longer to tame them. It usually takes about 2 years for a monkey to start getting used to an indoor home. So you need to be very patient if you want a squirrel monkey, or any monkey for that matter. It a squirrel monkey doesn’t get enough space, it wont be happy, and upsetting it is the last thing you want to do. The only way for it to have enough space is to get a big enough cage, which includes the following items: at least 2 trees to sleep, climb, and jump from one to the other. Also, the cage needs food and water, a heater to maintain a warm temperature, and a cozy floor to avoid having the monkey scratch itself. Be careful with the bars of the cages, because they could be sharp and hurt the animal. A monkey’s skin is very sensitive. Monkeys need a many different types of food each day in order to satisfy their nutritional requirements to avoid getting sick and possibly dying. You need to give them commercial primate food mixed with fruits, cooked or raw vegetables, seeds, nuts, wheat bread, boiled eggs, and insects such as grasshoppers. It will take a lot of your time just to look for what they need. You can easily compare a squirrel monkey to a spoiled child because it will always get what it wants, or you will suffer the consequences, because it will get sick. Once a monkey is sick, that means more work for its owner. Unlike other animals, baby squirrel monkeys are usually carried on the mothers back for the first few months after they are born. The breeding season is in spring, and a squirrel monkey couple can only have one baby per season. Try to keep baby monkeys away from small children because they bite at that small ages, and if a child is bitten, he or she will cry and scare the baby monkey. If the monkey is scared it will go crazy. In conclusion, squirrel monkeys are hard to take care of, so only get one if you are patient and can fully satisfy their needs. If you think Im trying to persuade you not to get one, you’re right, not just because of the tremendous care they require, but also because they are an endangered species, and their numbers are being threatened by taking them as house pets. Do yourself and Mother Nature a favor: get a cat or a dog instead. Thank you for your time. Research Papers on Why Squirrel Monkeys don't make good PetsPersonal Experience with Teen PregnancyThe Spring and AutumnGenetic EngineeringThe Effects of Illegal ImmigrationThe Hockey GameNever Been Kicked Out of a Place This NiceLifes What Ifs19 Century Society: A Deeply Divided EraArguments for Physician-Assisted Suicide (PAS)Hip-Hop is Art

Essay on Pathophysiology Type 2 DiabetesEssay Writing Service

Essay on Pathophysiology Type 2 DiabetesEssay Writing Service Essay on Pathophysiology: Type 2 Diabetes Essay on Pathophysiology: Type 2 DiabetesType 2 diabetes is metabolic disorder characterized by the high level of hyperglycemia in the context of insulin resistance and relative lack of insulin. This is a serious health problems that undermines the quality of life of patients, may trigger serious complications and eventually result in the death of patients. Therefore, the accurate diagnosis and effective treatment of type 2 diabetes is crucial for the survival of patients and maintenance of high standards of living, but patients should be collaborative and responsible to make their treatment effective.Type 2 diabetes is traditionally viewed as the diseases that is triggered by heredity of patients. Genetics is one of the major factors that increases the risk of the development of type 2 diabetes in patients. Patients inherit the health problem from their parents and ancestors but it does not necessarily mean that patients will develop type 2 diabetes. Instead, the impact of genetics implies that patients are inclined to the development of type 2 diabetes but the higher vulnerability of the disease can trigger the development of the disease in patients.At the same time, environmental factors are also important for the development of type 2 diabetes to the extent that they may trigger the genetically predisposed disease in patients. In fact, insulin resistance may be caused by an insulin signaling defect, glucose transporter defect, or lipotoxicity, and ÃŽ ²-cell dysfunction is postulated to be caused by amyloid deposition in the islets, oxidative stress, excess fatty acid, or lack of incretin effect (Bostock-Cox, 2014). The impact of environmental factors leads to the development of type 2 diabetes. In fact, environmental factors are very important factors that cause the disease. The insulin resistance becomes a serious threat to the health of patients.The impact of type 2 diabetes on the health of patients and their quality of life can hardly be underestimated. The morbidity related to the type 2 diabetes is high. To put it more precisely, the morbidity level is high since over 25 million of Americans had diabetes in 2010 and over 29 million in 2012. At the same time, the risk of the development of the disease differs depending on the racial background of individuals. To put it more precisely, the highest level of morbidity is marked among Native Americans and comprises 15,9%; the African American community has 13,2% of patients with diabetes; Hispanics have 12,8% of cases of diabetes; Asian Americans have 9,0%; and whites have 7,6% of diabetic population (Casey, 2011). Therefore, the high morbidity rate proves the negative impact of type 2 diabetes on patients.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Moreover, the mortality rate 7-7.9% per year is the high rate of death among patients with type 2 diabetes. At the same time, many researchers (Kahn, et al., 2014) insist that cases of type 2 diabetes often remain under-reported. This is why the mortality rate 7-7,9% may be inaccurate and underestimated. On the other hand, even this level of mortality is very high because patients with type 2 diabetes have the high risk of the consistent deterioration of their health condition and serious complications may lead to death.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In such a context, the understanding of the major risk factors can help to prevent the development of type 2 diabetes in patients. In this regard, genetics is one of the main factors that cause the development of type 2 diabetes. At this point, it is worth mentioning the fact that genetics is important but not determinant factor that causes the development of type 2 diabetes. In fact, genetics is a serious risk factor that increases the risk of the development of type 2 diabetes but what causes the development of the diseases are environmental factors mainly, including the lifestyle of people, their medical conditions, and other factors. For example, bein g exposed to the same environmental risk factors, individuals, who are genetically predisposed to the development of diabetes, are more likely to develop the disease compared to individuals, who are not genetically predisposed to the development of the disease.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Another risk factor is the lifestyle of patients. In fact, the lifestyle is a very important factor that contributes to the development of type 2 diabetes. The problem of the lifestyle causes the development of type 2 diabetes, if individuals have the genetic predisposition to the development of the disease. The diabetes results from the sedative lifestyle, irregular nutrition, poor food culture, the excessive use of alcohol, drugs, tobacco and other negative environmental factors. In the course of time, the negative environmental impact can trigger the development of type 2 diabetes in patients.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Furthermore, the medical condition of patie nts is another important factor that contributes to the development of type 2 diabetes. In this regard, many researchers (O’Shea, 2010) place emphasis on the high risk of the development of type 2 diabetes as the complication of diabetes and some other health problems. In this regard, hypertension, unstable insulin level, and other factors can be indicators of the development of type 2 diabetes. At the same time, the treatment of serious health conditions may trigger the development of type 2 diabetes as the result of the complication or side-effects of the medication and treatment of other serious health conditions.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The development of the disease evokes considerable changes in patients. Type 2 diabetes is characterized by a combination of peripheral insulin resistance and inadequate insulin secretion by pancreatic beta cells (Spollett, 2014). The insulin resistance becomes a serious challenge for the normal functioning of human bod y to the extent that it may lead to the lethal outcome, unless the level of insulin is balanced.  Insulin resistance and ÃŽ ²-cell dysfunction are known to be the major pathophysiologic factors driving type 2 diabetes; however, these factors come into play with very different time courses. Insulin resistance in muscle is the earliest detectable abnormality of type 2 diabetes. In contrast, changes in insulin secretion determine both the onset of hyperglycemia and the progression toward insulin therapy (Casey, 2011). The combination of insulin resistance and ÃŽ ²-cell dysfunction can cause the development of disease and deterioration of the condition of the patient’s health.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Reversal of type 2 diabetes to normal metabolic control by either bariatric surgery or hypocaloric diet allows for the time sequence of underlying pathophysiologic mechanisms to be observed. In reverse order, the same mechanisms are likely to determine the event s leading to the onset of hyperglycemia and permit insight into the etiology of type 2 diabetes (O’Shea, 2010). In such a way, the development of the disease starts progressing fast and its manifestations should draw the attention of health care professionals, who should address the obvious symptoms of type 2 diabetes to start its treatment at the early stage of its development.Within 7 days of instituting a substantial negative calorie balance by either dietary intervention or bariatric surgery, fasting plasma glucose levels can normalize. This rapid change relates to a substantial fall in liver fat content and return of normal hepatic insulin sensitivity (O’Shea, 2010). Over 8 weeks, first phase and maximal rates of insulin secretion steadily return to normal, and this change is in step with steadily decreasing pancreatic fat content (O’Shea, 2010). In such a way, 8 weeks period leads to the full phathophysiological development of type 2 diabetes. In such a wa y, patients face considerable health problems and need the immediate assistance of health care professionals.The glucose metabolism occurs in the course of the development of type 2 diabetes and is the major factor leading to the development of the disease. In the progression from normal to abnormal glucose tolerance, postprandial blood glucose levels increase first. Eventually, fasting hyperglycemia develops as suppression of hepatic gluconeogenesis fails (Spollett, 2014). In such a way, patients develop type 2 diabetes in the result of the abnormal glucose metabolism.Researchers (Spollett, 2014) distinguish the following genomic factors that determine, to a significant extent, the pathophysiology of type 2 diabetes:Decreased beta-cell responsiveness, leading to impaired insulin processing and decreased insulin secretion (TCF7L2)Lowered early glucose-stimulated insulin release (MTNR1B, FADS1, DGKB,GCK)Altered metabolism of unsaturated fatty acids (FSADS1)Dysregulation of fat metabo lism (PPARG)Inhibition of serum glucose release (KCNJ11)Increased adiposity and insulin resistance (FTO  and  IGF2BP2)[Control of the development of pancreatic structures, including beta-islet cells (HHEX)Transport of zinc into the beta-islet cells, which influences the production and secretion of insulin (SLC30A8)Survival and function of beta-islet cells (WFS1)These factors are crucial for the development of type 2 diabetes, but the problem is the difficulty associated with tracing the change and impact of the aforementioned factors on the physical condition of patients.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In face of such risk factors, patients and health care professionals should be able to diagnose type 2 diabetes at the early stage of its development to minimize the negative impact of the disease on the health and life of patients. Researchers (Phillips, 2014) distinguish the following symptoms, which are distinct symptoms of the type 2 diabetes: frequent urination, increased thirst, increased hunger, weight loss, blurred vision, itchiness, peripheral neuropathy, fatigue, frequent infections of skin, urinary tract, or vagina.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To diagnose type 2 diabetes, health care professionals use either blood tests or Zinc transporter 8 autoantibody test/ Blood tests are the most widely-spread types of tests, which are applied to diagnose type 2 diabetes. These tests are accurate, fast to conduct and easy to manage. Zinc transporter 8 autoantibody test is applied in the most complicated cases of type 2 diabetes, when health care professionals face difficulties with the diagnosis of the disease with the help of blood tests. As a rule, this test is applied, when patients have already had some problems and face serious complications.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   On diagnosing the disease, health care professionals starts the treatment of patients with type 2 diabetes. The injection of insulin is the tr aditional treatment of type 2 diabetes which focuses on stabilization of the level of insulin in patients. This treatment is accompanied by medication, which may vary depending on the patient and specific case of type 2 diabetes. Often physicians prescribe metformin  lowers blood glucose mainly by decreasing the amount of sugar (glucose) (Phillips, 2014). Sulfonylurea medicines also increase the amount of insulin made by pancreas of patients (Phillips, 2014). Nateglinide  and  repaglinide  have a similar action to sulfonylureas and they books the insulin level fast that discourage health care professionals from their frequent use (Phillips, 2014).  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In addition to medication, physicians may and normally do recommend their patients to change their lifestyle because the wrong lifestyle is one of the major causes of the development of type 2 diabetes. In this regard, diet, weight control and physical activities are key factors contribut ing to the overall decline of the physical shape of patients and increase of the risk of the development of type 2 diabetes.  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Thus, type 2 diabetes is extremely dangerous disease but its complications are even more dangerous. Possible complications of type 2 diabetes include retinopathy, kidney damage, poor blood circulation, nerve damage, HHNKC, which involves the severely high glucose level leading to the coma of the patient and requires the immediate medical care. This is why health care professionals should diagnose the disease accurately and at possibly early stage to conduct the treatment effectively.

Media Manipulation Essay Example | Topics and Well Written Essays - 1500 words

Media Manipulation - Essay Example Those people oppose to the media argue that the media has failed to play its designated role in society. Nonetheless, today, it is clear that the media as shifted from its role as a tool for information, and has become a major tool for manipulation in society. The advancement of technology has allowed for the widening of the media. Today, there is media forms include books, newspapers, television, radio, internet, and movies, among many others. Therefore, people today are exposed to a variety of information sources; hence, there is a flood of information from different media, directed to the public. Furthermore, since the media is in business, the different media forms are in a competition. This competition has contributed to the divergence of the media from its ideal role as a tool for information. Although there is an overflow of information in society, people are hungry for the truth. This is because, the media, which should ideally be a source of true information, is owned by ind ividuals, who are only interested in pursuing their interests through the media. For this reason, the media ceases to be a tool for information, and becomes a tool for manipulation. There is a high level of manipulation and bias in the media today. According to the Centre for Research on Globalization