The attitudes of upper-classed people Essay Example for Free

The attitudes of upper-classed people Essay These statements suggest to the audience that Sheila feels responsible for the death of Eva Smith, as she caused Eva to lose a very stable job. The attitudes of upper-classed people at this time, was of power and greed for their own self-confidence, with little respect for lower classed citizens. The lower class were seen as cheap labour, at the service of more important people, which Sheila realised after her interrogation. Gerald Croft, the future son-in-law of the prosperous Mr. Birling, is the next character to reveal his revelation in the death of Eva Smith, but Gerald hides his part in the contact between himself and the young girl, denying he knew this girl, as of the case with Mr. Birling. The Inspector reveals that Eva Smith changed her name to Daisy Renton, which caused Gerald to respond with a startled manner. This response creates dramatic effect within the audience, as the audience convey that Gerald may be responsible also for the death of Eva Smith, creating tension for the characters revelation. Gerald is not open to confess his ordeal with Daisy Renton, denying he had any contact with another women, but Sheila pressurised Gerald to confess due to his startled response. Sheila uses the fact that Gerald did not come into contact with her for several weeks, as he used his business as a cover to see Daisy Renton, instead of his fiance. Gerald confesses to the other characters that he was involved with Daisy Renton, as he met her within the stalls at the Palace bar, in a situation with an unpleasant character named Joe Meggarty. Gerald offered Daisy Renton an escape from this character, with free accommodation in a friends apartment which he was looking after, for a couple of months. This meeting created an involved relationship between these two characters, as Gerald provided her with a strong, reliable source of money and lodgings, with spare time and affection which made Eva feel special, as she believed she had found the perfect man.  I became at once the most important person in her life-you understand? This comment from Gerald creates a sense of misleading on his behalf, as the audience can piece together that Gerald may have been using her loneliness, as a chance to give into temptation, before he was married to Sheila. Geralds involvement in the death of Eva Smith, is a lot more complicated compared to the other characters revelations, as he provided Eva with a new life, but he also used Eva as his mistress, ending the relationship when it suited himself, degrading Evas confidence with the end of the relationship. I didnt feel about her as she felt about me  This comment suggests to the audience that Gerald had no intention of having a long-term relationship with Eva, using her for passion and lust, as a last fling before he got married.  The Inspector reveals that Eva had recorded a statement in her diary, which revealed that she believed Gerald Croft was the right man, with the end of the relationship as the end of her life. The Inspector reveals:  She felt thered never be anything as good again for her  This comment could suggest to the audience, that Gerald was one of the main reasons for the suicide of Eva Smith, as she felt life could never be as happy again without Gerald, causing her to take her own life when life issues continued to go wrong. Eric, the son of the wealthy Mr. Birling, is one of the first characters to be suspected in the involvement of Eva Smiths death, as the audience notice Erics involuntarily response to the Inspectors comment, as a dramatic quality within the drama, as his shocked response displays a link between this investigation.  (Act One)(involuntarily) My God!  This is linked to the anxiety within Eric, as explained in the first part of the essay, as the audience piece together Erics involvement due to his reactions, before his interrogation. Eric first became involved with Eva, at a meeting at the palace bar in the intention of hiring a prostitute. The use of a prostitute at this time was seen as a dreadful sin, an action which would not suit the attitude of the Upper-Class. Eric was under the influence of alcohol when he confronted Eva at the Palace Bar, he used his power and immature attitude to force himself on Eva, creating a short relationship between these two characters. Eric met Eva by appointment, finally becoming Erics mistress, she fell pregnant with Erics baby. This creates a dramatic quality within the play, as Eva is linked to Eric more strongly than any of the other characters, as she was carrying the Birlings grandchild. The audience first examine the fact that Eva was pregnant with Erics child, as she seeks help to a charity committee, which is chaired by Mrs. Birling. Priestly uses the device of dramatic Irony within this confrontation, as the audience know Eva has been in contact with Eric, as she seeks help in a pregnant state. This link between Mrs. Birling and the involvement with Eric, suggests to the audience that Eva is carrying Erics child, a situation which Mrs. Birling would not approve of, in the view of her son. Eric provided Eva with a source of money, as what Gerald Croft had done, but this source was stolen from his fathers business funds, as an attempt to provide Eva with a stable financial background. This factor suggests that Eric cared for Eva, as he tried to support her with the stability and power which he held as a son of a prosperous business man, he did not deceive Eva. Eva ended the relationship, as she found out that Eric had stolen the money, Eric did not let Eva down so the audience feel sympathy for Eric, as he was displaying care for Evas welfare. The blame for Eva Smiths death does not fall on Erics involvement on a large scale, as he tried to support Eva through his wealthy background, to try to resolve his immature input. Mrs. Birling, the wife of Mr. Birling and the mother of Sheila and Eric, finds herself included in the revelation of the death of Eva Smith, as the Inspector reveals to the audience that Eva seeked help to the charity chaired by Mrs. Birling, as Mrs. Birling turned Eva away, due to her prejudiced attitude of the Lower-Class. Mrs. Birling denied her part in the revelation, at the start of the interrogation, with a paranoid response to the Inspectors photograph of Eva Smith.  No. Why should I?  This response from Mrs. Birling suggests to the audience that she is included in the revelation, as her paranoid feelings reveal an un-easy conscience. Mrs. Birling rejected Eva Smiths claim for charity purposes, as Eva addressed herself as Mrs. Birling, which caused Mrs. Birling to reject her claim. This rejection of the claim was caused by Mrs. Birling jumping to conclusions, as she did not analyse the full facts of why Eva Smith needed a charity claim. Mrs. Birling believed her family were the most important part of the society, as she was self-centred around a perfect family, Eva Smith was using the Birling name without respect, causing Mrs. Birling to take action. I think it was simply a piece of gross impertinence-quite deliberate  Mrs. Birling used her views on what should happen to the man involved with Eva Smith, as a contradiction to her views of her own family, as Eric is the man which was involved with the pregnancy of Eva Smith. This is used as a dramatic quality within the play, as Mrs. Birling uses her views to place a verdict on the man, which is known to the audience as Eric. Priestly has used this as dramatic irony, as Sheila tries to persuade her mother not to continue with her statement, Certainly. And he ought to be dealt with very severely-  (Sheila with sudden alarm)- Mother-Stop-Stop!  This statement suggests that Mrs. Birling feels strongly for the punishment of the young man, but she does not realise it is her own son who was involved, with her grandchilds life at risk. The audience convey that Mrs. Birling believes punishment is fit for the young man involved, but she would not punish her own son in this way, creating a one-sided view from Mrs. Birling. In conclusion, I believe Mrs. Birling has the majority of the responsibility for the death of Eva Smith, as she refused a charity claim, which could have prevented Eva from taking her own life, and the death of the Birlings grandchild. Mrs. Birling was the last person to come into contact with Eva Smith, which could have been the main reason for her suicide action, but all the revelations of the characters could have caused emotional pain for Eva, with the responsibility held on all five characters. The characters revelations were caused for different reasons, as the male characters used their power as influential men of society, to use greed and power as a main factor. The female characters used their status as upper-classed women, to use their power over lower-classed people, in an act of revenge and jealousy. The comfort that the audience have when leaving the theatre, is that both Sheila and Eric have learnt from the revelations which caused the death of Eva Smith, unlike Mr. Birling and Mrs. Birling, who feel that their responsibility is not to blame for the suicide of Eva. The audience take on board that the characters are all to blame for the death of Eva Smith, with their own opinion on who is most to blame for the death of this young women.

Knowledge Innovation And Change Management Essay

Knowledge Innovation And Change Management Essay INTRODUCTION Innovation is conceptualized in different ways in the literature, but the main idea is the introduction of a new idea or behavior. Damanpour (1991) gives a dual definition to innovation, referring to its technical (new products or services) and administrative aspects (new methods, procedures and information flows). An innovation orientation, which is an orientation that enables innovation, can have both positive and negative outcomes for organizations (Simpson et al., 2006). It seems, however, that in some knowledge-based organizations, negative implications of innovation can outweigh the positive ones; although they maintain a good level of innovation, they cannot achieve high efficiency. Why does this happen? Can technology help a knowledge-based organization achieve a good balance between innovation and efficiency? This essay aims to answer the previous questions. The first section focuses on knowledge-based organizations, identifying the key characteristics that enable innovation. The next section analyses the contradictory nature of innovation and efficiency and describes some of the potential challenges that knowledge-based organizations face, when an innovation orientation is adopted. This analysis gives an answer to the first question on why although an organization is highly innovative it may not be as efficient. The last two parts describe how knowledge-based organizations can achieve a balance between innovation and efficiency and the role of information technology in this objective. INNOVATION IN THE KNOWLEDGE-BASED ORGANISATION In the knowledge-based organization, knowledge is the key element that leads to efficiently turning inputs into valuable outputs (Teece et al., 1997). A common perception in literature is that knowledge should be privatized and restricted to the organizations boundaries (Argyres, 1996). Its internalization and protection is the key to efficiency; organizations should prioritize exploiting their existing knowledge over creating knowledge (Grant, 1996). On the other hand, Anand et al. (2007) argue that it is innovative knowledge that can help organizations create value. As a consequence, the real challenge for a manager in a knowledge-based organization is not to protect and exploit current possessed knowledge, but to generate knowledge and capability, that is to innovate (Nickerson and Zenger, 2004). Innovation is feasible in knowledge-based organizations for different reasons. First and foremost, in terms of organization structure, it is often either flat with little hierarchical level (Drucker, 1998), or hierarchical but flexible consisting of three levels; bureaucratic, project team and knowledge layer (Nonaka, 1994). A considerable number of authors also state that autonomy is a factor that assists innovation processes (Feldman, 1989). In addition, managements role is to create and promote a vision of knowledge sharing and creativity both internally and in the external environment of the organization and to orient this flexible and less hierarchical structure toward purposeful knowledge creation, as Nonaka (1991) suggests. According to the literature, innovation also requires knowledge acquisition and sharing within the organization. The acquisition depends both on the organizations existing knowledge base (Salavou and Lioukas, 2003), as well as on knowledge and information coming from the external environments (Chang and Cho, 2008). Many knowledge-based organizations innovate because they have the capacity to absorb new ideas and to adjust new external knowledge to their operations (Cohen and Levinthal, 1990). Knowledge sharing is essential, because it is easier to generate and formulate new ideas based on existing knowledge. Knowledge workers are the owners of knowledge, which is the most vital asset in a knowledge-based organization (Neagu, 2008). Knowledge can be explicit or tacit; the former is codified in systems or embedded in processes, while the latter is in peoples heads, highly personal and not easily expressible (Nonaka, 1991). It is therefore hard to capture tacit knowledge or to communicate it to others. Acquiring and sharing knowledge can be achieved in formal (e.g. meetings) or informal (e.g. chats) ways and it is the key facilitator of organization learning, which is the process of developing new knowledge from insights and experience of people in the organization (Jimenez-Jimenez and Sanz-Valle, 2010). Several knowledge-based organizations encourage social networking to enable information and knowledge flow and sharing of tacit knowledge and, lastly, to promote an environm ent of communication, trust and freedom to innovate (Wiig, 2000). Last but not least, information and communication technologies can be both conditions and assisting tools for innovation in knowledge-based organizations, as managing and communicating information is essential to ensure that knowledge can be acquired and generated by knowledge-workers (Maier, 2002). The above aspects help some knowledge-based organizations innovate. But what happens, in terms of efficiency, when emphasis is put on innovation? This question is discussed in the following section. THE IMPACT OF INNOVATION ON EFFICIENCY In literature there are management theories and practices (e.g Porter, 1980) which imply that when an organization tries to pursue multiple strategies at the same time, it is very likely to get stuck in between them. As a consequence, it is implied that an organization should select one of the two aspects to put emphasis on: either efficiency or innovation. However, selecting one of the two to put emphasis on can harm the other one and create long-term problems, leading to management myopia of organizational inertia (Sarkees and Hulland, 2009). In addition, the characteristics of innovation and efficiency reveal a contradiction: an innovation task is based on prior knowledge and offers a solution to an unfamiliar problem, whereas an efficiency task involves repeatedly applying optimal solutions to a problem, focusing on speed and accuracy (Sears, 2006), standardization and economies of scale (Farrell and Saloner, 1985). Knowledge-based organizations that choose to adopt an innovation orientation have to deal with challenges in the management of innovation (Van De Ven, 1986); these problems are often related to inefficiency. For instance, although Simpson et al. (2006) argue that innovative ideas result in the company adopting new processes and producing better products and services, leading to customer benefits and competitor-related advantages, this is not always the case. Innovation can sometimes be novel, but not meaningful (Im and Workman, 2004). Some organizations seem to emphasize on innovation and take too many risks, without extracting profits (Levinthal and March, 1993). For example, several organizations invested heavily in innovation during the late 1990s Internet boom, without achieving any profits or creating efficiencies that would help them gain the long term competitive advantage (Sarkees and Hulland, 2009) Knowledge-based organization can also be innovative but not efficient as a result of inconsistent performance in different levels or departments. For instance, there might be an important time lag between the introduction of an innovation and its utilization, realization or commercialization by the respective department (Maier and Haustein, 1980). As mentioned in the previous section, innovative knowledge-based organizations are based more on autonomy and flexible structures and, as a result, less on hierarchy and control. Lack of control may result to inefficiency; Jensen (1993) highlights the significance of control systems, which can ensure that capital investments lead to real-value added innovations. Another relevant risk is investing on innovations despite past failures and encouraging fast followers to imitate and copy innovative ideas, processes or products, without taking any actual innovation risks. For example, General Motors was one of the first carmakers that invested heavily in hybrid vehicle technologies research and development from the 1960s. However the first hybrid car is yet to be launched (scheduled, end of 2010) as a result of inconsistent business and marketing decisions (Maynard, 2008). In contrast Toyota, known for its capacity to exploit new ideas and realize them before its competitors, managed to be the first to convert hybrid technology innovations into routines, manufacturing processes and products, launching the successful Prius in 2000. Efficiency depends, to an extent, on knowledge workers performance. Although innovation can have a positive effect on their satisfaction and morale, which leads to improved productivity, Simpson et al. (2006) however identify job stress, dissatisfaction and turnover as a potential outcome of innovation that can directly affect individual and team performance and cause inefficiency. As previously mentioned, knowledge-based organizations are often flexible, open and creative and this could form an ideal environment for most knowledge workers to perform well, however there are people who cannot adopt in innovative environments. Lukas et al. (2002) agree that, inventions and new ideas brought into being can increase organizational stress. Another argument is that some organizations become too enamored with the idea of innovations, creating more innovations for the sake of innovation (Simpson et al., 2006). This applies to some knowledge-based organizations that over-emphasize on knowledge exploration and generation and forget their core competencies, fail to achieve cost-effective operations and ultimately forego efficiency. Laursen and Salter (2006) also argue that extensive and in-depth external knowledge search beyond a limit affects performance negatively. Most significantly, activities related to innovation often demand increased substantial resources (Van den Ven, 1986) and involve high costs, which are rarely recovered. By definition, efficiency is the output/input ratio that an organization can realize within the given economic circumstances (Maier and Haustein, 1980); minimizing use of resources (input) contradicts innovation initiatives that mainly rely on organizational slack, which is the pool of resources in an organization that is in excess of the minimum necessary to produce a given level of organizational output (Nohria Gulati, 1996). The same authors also suggest that slack might cause relaxation of internal controls and support of new ideas and projects with uncertain outcome. In addition, Leibenstein (1969) introduces the term X-inefficiency that involves the discrepancy caused by the organizational slack, between the maximum output and the actual outcome for a certain amount of inputs. Finally, we should not forget that knowledge-based organizations are based on knowledge, and innovation is to a large extent based on prior knowledge, experience and lessons learnt. In some knowledge-based organizations though, culture of low trust, competitive subcultures, as well as knowledge barriers and limitations can lead to innovation inefficiency (De Long, 1997). In an example of an electronic engineering company, the engineering teams subculture was open to exploration, tacit knowledge-sharing and socializing, whereas the MIS subculture was based on rules, standardized processes and explicit knowledge (De Long, 1997). Efficient collaboration was difficult; strong subcultures, lack of knowledge sharing across teams and different definitions of knowledge hindered efficiency. Consequently, organizations that fail to acquire, transform and exploit existing knowledge and share it across are likely to be inefficient, as they will keep re-inventing the wheel and waste valuable reso urces. IS IT POSSIBLE TO HAVE IT ALL? A global survey by Accenture (2005) revealed that organizations are continuously struggling to achieve a balance between efficiency and innovation, as a means of gaining the competitive advantage. Despite traditional theories suggesting that innovation and efficiency are incompatible, recent literature supports their compatibility or complementarity. Some authors have defined the ambidextrous organization; an emphasis on efficiency ensures that the organization enhances the utilization of its resources, while an emphasis on innovation involves exploration, experimentation and introduction of new products and services, methods, processes and relationships (Sarkees and Hulland, 2009). In knowledge-based organizations, ambidexterity can be defined as balancing knowledge exploitation and exploration at the same time. Other authors argue that the answer in finding a balance lies in punctuated equilibrium, which suggests cycling through periods of experimentation and exploitation (e.g. Bur gelman, 2002). Nucor is an example of a knowledge-based organization that successfully balances both efficiency and innovation (Sarkees and Hulland, 2009). It is the greatest steel recycling company in the United States, with more than 12 billion dollars in 2005 sales. Nucor pursues a strategy that involves optimizing existing products and operations (efficiency) and revolutionizing the market, introducing new technologies (innovation). For Nucor, it is a priority to continuously explore and acquire new knowledge from the external environment as well as internally. This is also facilitated by its decentralized structure, almost flat hierarchy and team-oriented culture. In the final section of this essay we will discuss how information technology can help a knowledge-based organizations find this balance. THE ROLE OF INFORMATION TECHNOLOGY Information technology (IT) can help knowledge-based organizations find a balance between innovation and efficiency through systems that effectively support innovation business processes, control and decision-making, as well as knowledge management (KM). According to Malone (1997), as communication costs decrease, control becomes decentralized and decision-making is divided among connected decision-makers. This encourages creativity and flexibility, as well as efficiency thanks to reduced costs. In terms of knowledge management, the extent to which IT can assist in balancing innovation and efficiency in a knowledge-based organization depends on the organizations approach; cognitive or community network (Scarbrough et al., 1999). The former emphasizes on static IT-based networks (IT has a crucial role) and information flows, whereas the latter focuses on communication and socializing (IT has an enabling role). Technology offers tools that organize knowledge and resources, enable social interactions internally and externally, encourage organizational learning and help knowledge-workers become more innovative and efficient. Based on the complementarity of innovation and efficiency, Newell et al. (2003) argue that the concurrent implementation of Enterprise Resource Planning (ERP) and Knowledge Management (KM) systems can have a positive effect on both aspects. ERP systems focus on efficiency, integrating business operations and providing a database, in which all transactions are entered, processed, controlled and reported (Umble et al., 2003). On the other hand, KM systems focus on management of knowledge assets, knowledge sharing across the organization and knowledge creating, fostering innovation and flexibility (Von Krogh et al., 2000). Newells et al. (2003) research concludes that implementing ERP and KM technology in tandem can help an organization exploit existing knowledge, increase efficiency, and innovate simultaneously by sharing and creating knowledge. In knowledge-based organizations, this can assist in redressing the innovation-efficiency balance. Lastly, IT should be adopted and shaped by the organization (Barley, 1990) according to its needs and objectives. IT initiatives should deliver business-value and take into account the organizations cultural and socio-political perspectives. Swan et al. (1999) agree that IT-led initiatives aiming in knowledge exploration and exploitation should be combined with the development of a knowledge-sharing culture and social-networking initiatives. CONCLUSION Despite the difficulties involved, knowledge-based organizations can balance the competing nature of innovation and efficiency by addressing problems that an overemphasis on innovation causes: effectively managing knowledge, focusing on meaningful innovations, efficiently utilizing organizational slack and enabling social-networking, as well as culture of collaboration and knowledge-sharing. IT can assist in redressing the innovation-efficiency balance, however IT investments should be targeted and applied appropriately; technology is no panacea for an organizations problems.

The Chosen Health Care Essay -- Health, Breast Cancer

The chosen health care need that this assignment will focus on is Breast Cancer as each year more than a quarter of a million people are diagnosed with Cancer in the United Kingdom, Macmillan (2007). Breast Cancer was chosen as the health care need as people’s awareness of Breast cancer need to be raised. Also through out this assignment the sociological and psychological aspect of breast cancer will be looked at and also the global national and local initiatives will be looked at as well for anyone receiving or caring for someone with breast cancer. Breast cancer develops when a single cell begins to multiply rapidly and forms a tumour; some cells make break away and travel to other parts of the body starting a new tumour cancer research (2004). Breast cancer is the most common cause of cancer in women, Rosto (2009). Even though breast cancer in women is common, there are also 341 men in the United Kingdom diagnosed with breast cancer in 2008, cancer research (2011). In the West Midlands there were 4,222 case of breast cancer in 2009. The number of cancer cases and crude incidence rates continue to increase annually as the population of the West Midlands ages, west midlands intelligence unit (2011). Breast cancer affects mainly 50-64 year olds in the west midlands. However breast cancer still remains the most common form of cancer in females in the West Midlands, it has a strong negative association with deprivation usually found in the more affluent sections of the population, west midlands intelligence unit (2010). In 2009 the five year survival rates were over 80% for breast cancer patients WMIU (2010). The number of deaths to cancer in the west midlands has remained steady over the decade with 13,430 deaths in 20... ...f the absolute benefits and harms of mammography screening for breast cancer remains a subject of discussion. The estimates from individual randomized trials and service screening programmes suggest that between 300 and 500 women need to be screened every 2–3 years for 10 years to prevent one death from breast cancer.1,2 Harms of screening include the anxiety and inconvenience associated with screening and with suspicious screening findings, which do not result in a diagnosis of cancer, and over diagnosis, the last of which has attracted considerable interest recently.3–6 Over diagnosis is defined as the diagnosis of a cancer as a result of screening that would not have been diagnosed in the woman’s lifetime had screening not taken place. Estimates of over diagnosis range from less than 10% of tumours diagnosed in a screening programme to around 50%. Duffy (2010)

Essay example --

Ehud Olmert Ali Purtell Ehud Olmert, a former prime minister of Israel, was motivated to try and make peace among the Israelis and Arabs. Other leaders of Israel used violence to try and resolve the conflict but it only made things worse. Olmert wanted to use peace instead of violence to try and end the Arab-Israeli conflict. His efforts to achieve peace affected the Arab-Israeli conflictbut without long term results. Olmert has worked as the former prime minister of Jerusalem, Deputy Premier, Finance Minister, and Mayor of Jerusalem, giving him many years of experience and knowledge regarding world affairs like the Arab-Israeli conflict. Ehud Olmert met with Palestinian President, Mohamed Abbas, in September of 2008 and assured him that Olmert’s plan for peace would not require any military presence. This allowed Mohamed to see that Olmert really wanted to make peace. Ehud Olmert didn’t always use peaceful means to handle the Palestinians and other countries. When he was elected as Mayor for Israel in 1993, he supported the growth of Jewish settlements around Jerusalem blocking out the Palestinians and other religions. Later, when he was elected as prime minister, he realized the only way to resolve the conflict was to address it peacefully and through negotiations. Israel has been dealing with Palestinian pressures to give back the land that they consider â€Å"theirs† and other leaders have had different views on how to handle aggression from the Palestinians. Ehud Olmert’s views included handling the conflict with peace and not using violence. He suggested to Mohamed Abbas a convergence plan which centered around the idea that the Israeli people would be forced out of the West Bank which is an are... ...m. A part of the problem today in this conflict is the people not willing to change or go along with what their leaders enforce and their ideas. There have been many acts of aggression from the Jews themselves because they didn’t feel Palestine’s should receive land. Civil disobedience and acting out is a cause to making the conflict last longer. Overall, Olmert as a prime minister was successful in being consistent in using negotiations to try to create peace even though long term peace was never gained. He worked hard to come up with plans and agreements, and met with different important figures in the world regarding the Arab-Israeli conflict. Using peace has prevented some violence between the Palestinians and Israelis as well as other countries. While Olmert is not in office anymore, he still believes a peaceful approach is the answer to help end this conflict.

I Know Why The Caged Bird Sing :: essays research papers

Maya Angelo’s, I know why the caged bird sing is an interesting and inspirational story. Although it had many unfortunate situation for Maya it seemed she always overcame her difficulties. As I read the book I stopped and put myself in her place. I felt her pain as she was walking down the isle in the church looking for the all colored bathroom, and she had no choice but to go to the bathroom right there and then. Her embarrassment really made me feel overwhelmed as I compared the situations of my life. In my life’s situation I often feel just like Maya. When I walk into a room and I do not see people of my color. I often feel uncomfortable and afraid to say anything . Her brother Bailey was her role model and support system when she was raped. I felt so sad when I read this portion of the story. I tried to visualize the pain Maya went through, but could not conceive the struggle she was faced as raped by her mother’s boyfriend at the age of eight. Maya kept to herself and was not able to communicate with others, It was when she decided to move back to Stamps that she began to come around. Stamps, for the most part was a very segregated town. In Stamps, her grandmother owned a convenient store. Her husband uncle Willie was crippled at an early age when his babysitter dropped him. Maya felt right at home in Stamps. Her abilities to develop through her hard work and educational values grew day by day. Although being black was often time difficult for her in Stamps, she overcame the hardships by allowing the world of reading and education influence her. I felt really connected with Maya during this period of her life. I figured she wanted to learned as much as she could and to welcome the world with open arms. Her lifestyle of strict discipline and religion was the foundation she had in her life. When Maya moved to St. Louis she felt a part of her stayed in Stamps, she was afraid of the changes that were happening in her life. She felt that St. Louis was a foreign country. She often felt the disconnection with St. Louis and could never get used to the different thing that was happening in her surroundings. As Maya went back to Stamps, she welcomed it back with open arms.

Motivation

Describe, compare and contrast one process and one content theory of motivation. Evaluate how appropriate they are for organisations today. Motivation is the desire or willingness of someone to do something. Craig C. Pinder (1998) defined work motivation as a â€Å"set of internal and external forces that initiate work related behaviour and determine its form, direction, intensity and duration. † Motivation plays an important role in a business environment, as employee motivation is believed to improved work performance.Discussed in this essay are two types of motivation theories; Content theory which tries to identify specific needs that motivate people and Process theories which is based on developing models relating needs, motives and behaviour. In this essay, I aim to asses content and process theories accordingly; Abraham Maslow’s Hierarchy of Needs Theory and Stacey Adams Equity Theory; comparing these theories and highlighting any assumptions, strengths, weakness , positives and negatives individually and comparatively to be able to come to a critical conclusion as to whether these theories are suitable for organisations today.My content theory is based on Maslow’s Hierarchy of Needs theory, published in 1943 by Abraham Maslow. His hypothesis was that â€Å"human needs arrange themselves in hierarchies† as quoted in his publication of A Theory of Human Motivation in 1943 (p. 370). In hierarchical order physiological needs which entails food, water, shelter and warmth. Safety needs refers to security, stability and freedom from fear. Social needs include the need for affection and friendships. Esteem needs refers to ego needs, recognition and respect.Finally, Self-actualisation, realisation of ones full potential ‘becoming everything that one is capable of becoming. ’ â€Å"When one set of needs is satisfied, it ceases to be a motivating factor. Thereafter the next set of needs in the hierarchy order takes places,à ¢â‚¬  (Maslow, 1943) this continually occurs until the assumption of self-actualisation is satisfied, as Maslow stated, â€Å"a satisfied need is no longer a motivator. † Equity Theory, a process theory first proposed by Stacey Adams in 1963 ocuses on people’s feelings on how fairly they have been treated in comparison with the treatment received by others. It is based on exchange theory (Homans 1961) undergoing an exchange process, which involve inputs and outcomes. In ‘Social Behaviour: its Elementary Forms’ by George C. Homans he created the rule of ‘Distributive Justice’: â€Å" a man in exchange relation with another will expect that the reward of each man be proportional to his costs†¦ the greater the investments, the greater the profit,† (Homans 1961 p. 75).Numerous business environments present inequality, however, the acknowledgement of inequality will motivate an individual to decrease or eradicate the inequality. These two theories illustrate a relationship in terms of how they motivate individuals by fulfilling a need that affects them both mentally and physically; for example, Maslow’s theory suggests you will be motivated to the next ‘higher level’ of needs if the previous level is fulfilled satisfactorily, if this is not met, work performance will deteriorate and affect individuals mentally or physically as they cannot advance to the next level.As well as, Adams Equity Theory; Work on Walster, Berscheid and Walster, 1973 was covered by Kingsley, Catherine, Park, Hee Sun and Lee, Hye Eun (2007) where they suggested â€Å"mathematically, equity theory predicts that people will be uncomfortable in relationships in which their own ratio of inputs to outcomes is not equivalent to the other party’s ratio of inputs to outcomes†, in other words, this ‘discomfort’ can lead to further enthusiasm to reach the next goal or increase input to ultimately increas e outcomes to reach satisfaction and eliminate the ‘discomfort’.Furthermore, research has proved that both theories of Maslow and Adams can result in consequential behaviour if their needs are unable to be satisfied. For instance, Maslow’s theory states there are five stages of the hierarchy, considering psychological needs are most important, in having a healthy work relationship, if this is not fulfilled, individuals might resort to criminal activities to satisfy that need in order to survive.Similarly, evidence from research highlight that there are negative ways in which workers can redress inequality; As seen in Organizational behaviour and Work, Wilson, Fiona M, (2010), it highlights the ways in which individuals act negatively towards inequity â€Å"underpayment leads to lowered job performance (Prichard et al. , 1972; Lord and Hohenfeld, 1979). Another form of reaction to underpayment is disruptive, deviant behaviour, such as vandalism and theft (Holling er and Clark, 1983). Theft might be seen as a means to replenish feelings of underpayment inequity.The Hawthrone Studies conducted by Elton Mayo between 1924 and 1932, showed that employees are not just motivated by the money, â€Å"outcomes,† but their attitudes, â€Å"needs† as well. Initiating the human relations approach to management and the needs and motivation of employees was the primary concentre of managers. In short, both Maslow and Adams theories can be considered Equity theories of motivation. In some way, Equity Theory may seem more relatable to organisations today globally, as equity is part of the human rights laws, as compared to Maslow’s theory.Maslow’s theory is unmasked as ethnocentric by Geert Hofstede (1984), he stated, there are ‘cultural limitations’ in the study of this theory conducted by Haire, Ghiselli and Porter (1966) where Haire et al, concluded ‘the only nationality group that ordered their need importanc e almost, and their need satisfaction exactly, in the Maslow order was the U. S. managers. The other nationalities showed more or less deviant patterns. ’ Hoftsede argues that Maslow’s theory is based on an individualistic society seeking self-actualisation as their most important goal/need.However, in collectivist societies such as China seeking â€Å"harmony† or â€Å"family support† or job satisfaction, which are not represented in the hierarchy of needs, are seen as their necessary goals. Nevis (1983) study emphasises that Maslow’s Hierarchy is not relatable to Chinese culture. His main observations were that there was a difference in the cultures in terms of belonging; Individualistic society as opposed to collectivist societies seeks belonging, whereas collectivist societies basic needs only emerge after they have satisfied their need to belong.This indicates Maslow’s theory is not appropriate to all cultures, however, there is a predo minant relationship illustrating the need for equity in business environments. Empirical support for Maslow’s Theory is lacking (Murcell 1976), Maslow himself admitted in 1962: ‘my motivation theory was published 20 years ago†¦ nobody repeated it, tested it, or really analysed or criticized it. ’ Lowry (1982: 63). Another criticism discussed (McLeod 2007) concerning the assumption that the lower needs must be satisfied before a person can achieve their full potential and self-actualise.McLeod (2007) argues that this is not always the case, and therefore the theory is ‘falsified. ’ Many creative people such as authors, musicians and artists have exhibited self-actualisation without meeting the lower needs. Van Gogh, who was poor and considered by many psychotic; Rembrandt, who had no food or majority of the basic psychological needs; Toulouse Lautrec, whose body tormented him; were all engaged in some form of self actualisation. Perhaps the devel opment of uniqueness and creativity in meeting some of the levels, in someway compensates for the lack of having the basics.It is sensible however to state that some people aim for self actualisation even when their physiological needs or lower needs are not fully met. Moreover, Maslow defined self-actualisers as people of great accomplishment such as dignitaries and presidents. This statement makes it complex to understand the concept of self-actualisation. In fact, Muchinsky (1993) states that Maslow’s theory is more philosophical than empirical, which means it is complicated to test.The only way to do so is to say that ‘all people are at different stages of development, and all of them are self actualisers in some form,’ Poston (2009). Another weakness is the arrangement of hierarchy; Bellot & Tutor (1990) argue that the arrangement does not apply to organisations today and modern society. They conclude that ‘self actualisation is a proponent need fo r self-esteem’ implying self-esteem would follow only after self- actualisation, which is clearly not illustrated in the Maslow’s theory model.Equity Theory can be assessed into four basic propositions according to Huseman, Hatfield and Miles (1987). One of the propositions being: Individuals develop their perception of fairness by calculating a ratio of their inputs and outcomes and then comparing this to the ratios of others (Huseman, et al. , 1987). Noticeably some inputs and outcomes are intangible, in the sense that they cannot be measured or quantified such as Inputs: experience, knowledge, ability, qualifications and ambition of the individual (Cory, 2006) and outcomes: recognition or job security.This makes coming to a suitable conclusion for an individual’s input and outcomes ratios more difficult as these concepts are intangible, meaning it is difficult to define or understand, as it is vague and abstract a concept. Another proposition suggests that: a s the difference in inequity increase, the tension and distress felt by individuals will increase (Huseman, et al. , 1987). However, not every person will experience equity or inequity in the same way because people have varying tolerance levels for sensitivity to perceived situations of inequity.Huseman et al. , suggest that there are three types of individuals on an Equity Sensitivity Spectrum: Benevolent (more tolerant of under-reward), Equity Sennsitives (follow the ‘norm’ of equity theory) and Entitled (prefer over-reward situations)(Huseman, et al. , 1987). In my earlier statements about Wilson, Fiona M, (2010) work that highlights the ways in which individuals act negatively towards inequity may be narrowed down using this spectrum, unlike the generic idea that â€Å"underpayment leads to lowered job performance (Prichard et al. 1972; Lord and Hohenfeld, 1979). Using the spectrum, Benevolents, will experience distress and guilt if they are in a situation of over -reward. Equity Sensitives, will experience distress when faced with either type of inequity and Entitleds, experience distress when in an equitable or under reward situation. This structure is useful for addressing and understanding equity theory and individuals behaviour. However, needless to say this is just a broad spectrum. The Equity Sensitivity Spectrum does not account for all individual differences in preferences and behaviour.Individuals might show different equity sensitivities in different contexts (Huseman, et al. , 1987). For instance an individual might be Equity Sensitive in their relationships, favouring an equitable balance. Conversely, they might be an Entitled in business environments and are open to the idea of over-reward. Equity theory in a business environment is said to be less damaging if employees are given a voice, respect and feeling of belonging in a workplace. â€Å" People feel affirmed if the procedures that are adopted treat hem with respect and di gnity, making it easier to accept outcomes they do not like,† Deutsch, 2000, p. 45). Skarlicki and Folger (1997) found that employees that are treated with respect are more likely to tolerate unfair pay. The perception of inequity is more likely to be tolerated if employees feel comfortable, belong and are respected by their employer. This further prevents detrimental behaviour an employee is likely to illustrate, if uncompensated for the inequity at work such as counter-productivity work.These intangible concepts such as respect help maintain or increase motivation and prevent problems that arise from under-reward. Cultural differences influence the equity theory (Fadil, Williams, Limpaphayom, and Smatt, 2005). Research shown on Eastern culture illustrate that, equality as opposed to equity was preferred (Leung and Bond, 1982, 1984; Leung and Park, 1986; Mahler, Greenberg and Hayashi, 1981 as cited in Fadil et al. , 2005). Eastern cultural shows that rewards will be given out equally to all those involved in the group’s performance regardless of individual inputs or personal efforts (Fadil, et al. 2005). This is probably as a result of primary sector being the most occupied sector in these cultures. Equality as opposed to Equity is a good ideology that will benefit the equity theory significantly. The business climate today allows Maslow and Adams theory to be applied, although to a limiting degree. Undoubtedly, both theories have shown weakness, strengths and assumptions, which I have explored widely. Today, Maslow’s model is relatable because people do seek to achieve psychological, safety, social and esteem needs, and to discover the realm of self-actualisation.However, as discussed, Maslow’s theory is a very individualistic model that does not relate globally, in collectivist societies. Thus, proving that Maslow’s theory may not be appropriate to business environments globally, which practice collectivism such as China. A lternatively, Adams theory is more fitting for business environments globally in the present and certainly in the future as equity is seen as a necessity of human rights. Finally, ’one of the difficulties in motivating workers is that they, all are ifferent and react differently to the same kind of change or action. ’(Haleopota, 2005) once this concept is understood, it is much easier to regard these theories individually, monitoring the effects on an individual over short and prolonged periods of time. These theories discussed are outdated and difficult to empirically test, even though they have been published for years now. Businesses evolve over the years and structures rotate as time goes along. Needless to say, some aspects of these theories are relatable today but are quickly diminishing.It is essential to remember ‘the concept of motivation is somewhat abstract, different strategies produce different results at different times, and there is no single strat egy that can produce guaranteed favourable results all the time. ’(Halepota, 2005). Bibliography List of references Bellott, F. K. , & Tutor, F. D. (1990). â€Å"A Challenge to the Conventional Wisdom of Herzberg and Maslow Theories†, Paper presented at the Nineteenth Annual Meeting of the Mid-South Educational Research Association. New Orleans, LA Berscheid, E. , Walster, G. , & Hatfield Walster, E. 1978, Equity: Theory & Research, Allyn & Bacon, Inc. Brain, C 2002, Advanced Psychology: Applications, Issues & Perspectives, Nelson Thrones, Cheltenham. p 131-132. Cory, C. , 2006, Equity theory and employee motivation, Buzzle, retrieved from http://www. buzzle. com/editorials/6-24-2006-100325 Deutsch, M. , 2000, Justice and conflict, In M. Deutsch and P. T Coleman (Eds), the Handbook of conflict resolution: theory and practice, San Francisco: Jossey- Bass Inc. Publishers. Eisenhardt, K. M. , The Academy of Management Review, Vol. 14, No. 1 (Jan. , 198 9), pp. 57-74Fadil, P. A. , Williams, R. J. , Limpaphayom, W. , & Smatt, C. , 2005, Equity and Equality? A Conceptual Examination of the Influence of Individualism/Collectivism on the Cross-cultural Application of Equity Theory, Cross Cultural Management, 12 (4), 17-36 Geare, A 1977, Wage Payment Systems, Methuen, New Zealand. P 80 Greenberg, J. , 1988, Equity and Workplace Status: a Field Experiment, Journal of Applied Psychology, 4, 606-613 Greenberg, J. , 1990, Employee Theft as a Reaction to Underpayment Inequity: The Hidden Cost of pay cuts, Journal of Applied Psychology, 5, 561-563Halepota, H. A. ; 2005 A Motivational Theories and Their Application in Construction, Cost Engineering Vol. 47/No. 3 March, 2005, p. 14. Hallez, T. , Ball, B. , 2010, ‘Stacey Adams Equity Theory', Your Coach, Accessed 12th November 2012, Source: from http://http://www. yourcoach. be/en/employee-motivation-theories/stacey-adams-equity-theory. php Hofstede, G. , 1984, The Cultural relativity of the Quality of Life Concept, Academy of Management Review Vol. 9 issue. 3 p. 389-39 Hollinger, R. C. , & Clark, J. P. 1983, Deterrence in the workplace: Perceived Certainty, Perceived Severity, and Employee Theft. Social Forces, 5, 561-568 Huseman, R. C. , Hatfield, J. D. , and Miles, E. W. , Lawler, E. 1968, ‘Equity theory as a predictor of productivity and work quality’, Psychological Bulletin, vol. 70, pp. 598-610 Maslow, A 1970, Motivation and Personality, 3rd ed. , Harper ;amp; Row, New York. Chapter 2: p. 15-31. Huseman, R. C. , Hatfield, J. D. , Miles, E. W. , 1987, The Academy of Management Review, Vol 12(2), p. 222-234 Maslow, Abraham H. , Lowry, Richard J. 1940-, Maslow, Bertha G, Freedman, Jonathan L. , and International Study Project The journals of Abraham Maslow. Lewis Pub. Co, Lexington, Mass, 1982. McLeod, S 2007, ‘Maslow's Hierarchy of Needs', Simple Psychology, Accessed 11th November 2012, Source: from http://http://www. simplypsychology. org/maslow. html Muchinsky, P. M. , 1993, Psychology applied to work: An introduction to industrial and organizational psychology, 4th edition, Brooks/Cole (Pacific Grove, Calif. ), p. 584 Oleson, M. , Exploring the Relationship between Money Attitudes and Maslow's Hierarchy of Needs.International Journal of Consumer Studies, Vol. 28, No. 1, pp. 83-92, January 2004. Pinder, C. C. 1998. Work motivation in organizational behaviour. Upper Saddle River, NJ: Prentice-Hall Poston, B 2009, ‘Maslow's Hierarchy of Needs', An Exercise in Personal Explorations, Association of Surgical Technologists, p. 347-353 Pritchard, R. , 1969, ‘Equity theory: A review and critique', Organizational Behaviour and Human Performance, vol. 4, issue 2, pp. 176-211 REDMOND, B 2009, ‘Equity Theory',  The Pennsylvania State University, PSYCH 484: Work Attitudes and Job Motivation, pp. -16 Rakowski, N 2011, Maslow's Hierarchy of Needs Model – the Difference of the Chinese and the Western Pyramid on the Example of Purchasing Luxurious Products, GRIN Verlag. Shapiro, D. , Steers, R. M. , ;amp; Mowday, R 2004, ‘INTRODUCTION TO SPECIAL TOPIC FORUM THE FUTURE OF WORK MOTIVATION THEORY', The Academy of Management Review, vol. 29 issue 3, pp. 379-387 The Academy of Management Review, Vol. 12, No. 2 (Apr. , 1987), pp. 222-234 Trevino, A. Javier (2009) ‘George C. Homans, the human group and elementary social behaviour', the encyclopaedia of informal education, p. [Www. infed. org/thinkers/george_homans. htm] WAHBA, M. , ;amp; BRIDWELL, L. , 1976, ‘Maslow Reconsidered: A Review of Research on the Need Hierarchy Theory', ORGANIZATIONAL BEHAVIOR AND HUMAN PERFORMANCE, vol. 15, pp. 212-240 Westerman, C. , Park, H-S. , ;amp; lee, H-E. , 2007, A Test of equity theory in multidimensional friendships: a comparison of the United States and Korea. Journal of Communication, 57, 576-598 Wilson, Fiona M (2010) â€Å"Chapter 6: Motivation†. Organizational behaviou r and work: a critical introduction, (pp. 123-142) Oxford: Oxford University Press Motivation This paper presents the findings with regards to the motivation levels of Officers in the Defense Sector under several parameters. The Indian Army serves as the ultimate instrument for maintaining the unity and the integrity of the nation in the face of external threats and internal unrest and disturbances. Teamwork breeds comradeship which, in turn, leads to pride in belonging to a team and fosters esprit De corps. Motivation thrives on a continuing sense of purpose and it is the Job of the commander to instill this purpose.Skill in the techniques of leadership is the foremost quality in the art of command and contributes very largely to success at all levels of war. The basic structure and motivational ethos of the armed forces in general and the Indian Army in particular, has remained rooted in the colonial context. The entire basis of military motivation has been focused around the Zeta/ honor and martial traditions of the sub-nationality based Regiment. The pride in the â€Å"G uam† (substantiation) has been the primary basis of the military motivational ideology. The history and achievements of the â€Å"Guam† have used to inspire the older.The Indian National Army (NINA) of Subtask Chancre Bose provided a readmes model for the Indian context. It had tried to apply the German and Japanese techniques of military motivation to the Indian context with considerable success. The relation between employee motivation level (dependent variable) with the extent of leadership behavior, organizational culture, team spirit, personal effectiveness and effect of financial motivators (independent variables), as reflected through analysis of data by using Crossbar and Chi-square method is presented as follows: 6. Extent of Leadership Behavior * Level of Employee Motivation Table 6. : Crossbar of Extent of Leadership Behavior * Level of Motivation in Defense Crossbar Level of Employee Motivation Low Medium High Total Autocratic Count 23 11 0 34 % within Exten t of Leadership Behavior 67. 6% 32. 4% 100. 0% Participative Count 6 64 9 79 7. 6% 81. 0% 11. 4% 100. 0% count 18 1937 Extent of Leadership Behavior Charismatic 48. 6% 51 100. 0% Total count 2993 28 150 19. 3% 62. 0% 18. 7% 100. 0% Table 6. 2: Chi Square of Extent of Leadership Behavior * Level of Motivation Chi- Square Tests Value UDF Assam. Gigs. (2-sided) Pearson Chi-Square 94. AAA 4 . 000 Likelihood Ratio 87. 164 4 .OHO Linear-by-Linear Association 65. 070 1 . 000 N of Valid Cases 150 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 6. 35. 124 Fig. 6. 1: Graph for Extent of Leadership Behavior * Level of Employee Motivation Table 6. 1 presents the information related to the extent of leadership behavior and level of motivation of the employees. It is evident that 81% of the employees falling in participative leadership behavior have a medium level of motivation, whereas in al other leadership behavior categories, around 41% of the employees have m edium level of motivation.Autocratic leadership style and behavior has sizeable 68% respondents in low level of motivation, whereas the relative percentage of participative and charismatic leadership behavior is much less. Hence, it seems that as the close-control leadership behavior is increasing, the level of employee motivation is decreasing. To test this association between extent of leadership behavior and level of employee motivation, Chi Square test (Table 6. 2) has been seed, Here, the null hypotheses is that there is no relationship between leadership behavior and level of employee motivation.A high Chi Square value, I. E. 94. 085 confirms this relationship. Asymptotic significance value has been 0. 000, which shows that the relationship is statistically significant at 5% level of significance. Thus, the null hypotheses, stating no relationship between leadership behavior and level of employee motivation stands rejected. Hence, it may be concluded that leadership behavior p lays a significant role in employee motivation. As the close control of dervish behavior increases, the level of employee motivation tends to decrease. 6. Organizational Culture * Level of Employee Motivation Table 6. 3: Crossbar of Organizational Culture * Level of Motivation Crossbar Level of Employee Less count 2429 1 54 Conducive % within Organizational Culture 44. 4% 53. 7% 1. 9% 100. 0% Moderately count 5 37 7 49 10. 2% 75. 5% 14. 3% 100. 0% count 0 27 20 47 Organizational Culture Highly 57. 4% 42. 6% 100. 0% % within 19. 3% 62. 0% 18. 7% 100. 06 Table 6. 4: Chi Square of Organizational Culture * Level of Motivation Chi-Square Tests Pearson Chi-Square 54. 60AAAikelihood Ratio 60. 297 4 .OOOHOinear-by-Linear Association 47. 912 1 . 000 a. O cells (. 0%) have expected c oumountess than 5. The minimum expected count is 8. 77. Fig. 6. 2: Graph for Organizational Culture * Level of Employee Motivation Table 6. 3 presents the information related to the organizational culture and le vel of motivation of the employees. It is evident that 76% of the employees falling in moderately conducive organization culture have a medium level of motivation, whereas in all other organizational culture categories, around 55% of the employees have medium level of motivation.Less conducive organizational culture has sizeable 44% respondents in low level of motivation, whereas the relative percentage of moderately and highly conducive organization culture is much less. Hence, it seems that with more conducive organization culture, the level of employee motivation is increasing. To test this association between organizational culture and level of employee motivation, Chi Square test (Table 6. 4) has been used, Here, the null hypotheses is that there is no relationship between organizational culture and level of employee motivation.A moderately high Chi Square value, i.I. 54. 060 confirms this relationship. AsAsymptoticignificance value has been 0. 000, which shows that the relatio nship is statistically significant at 5% level of significance. Thus, the null hypotheses, stating no relationship between organizational culture and level of employee motivation stands rejected. Hence, it may be concluded that organizational culture plays a significant role in employee motivation. With more conducive organization culture, the level of employee motivation is increasing. 6. 3 Team Spirit * Table 6. : CrCrossbarf Team Spirit * Level of Motivation LOW count 24 24 0 48 within -ream spirit 50. 0% 50. 0% 100. 0% Moderate count 5 48 5 58 % within -ream spirit 8. 6% 82. 8% 8. 6% 100. 0% count 0 21 2344 Team Spirit High % within -ream spspent7. 7% 52. 3% 100. 0% % within -ream spirit 19. 3% 62. 0% 18. 7% 100. 0% Table 6. 6: Chi Square of Team Spirit * Level of Motivation Chi-Square Tests Pearson Chi-Square 80. 60AAAikelihood Ratio 83. 585 4 . OOOHOinear-by-Linear Association 62. 774 1 . 000 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 8. 2 1 . 129 Fig. 6. : Graph for Team Spirit * Level of Employee Motivation Table 6. prPresentshe information related to the team spirit and level of motivation of the employees. It is evident that 83% of the employees having moderate team spirit have a medium level of motivation, whereas in all other team spirit categories, around 49% of the employees have medium level of motivation. Low team spirit has sizeable 50% respondents in low level of motivation, whereas the relative percentage of high team spirit is much less. Hence, it seems that as the team spirit is increasing, the level of employee motivation is increasing.To test this association between team piprintnd level of employee motivation, Chi Square test (Table 6. 6) has been used, Here, the null hypotheses is that there is no relationship between team spirit and level of employee motivation. A high Chi Square value, i.Ie.E80. 607 confirms this hypotheses, stating no relationship between team spirit and level of employee motivat ion stands rejected. Hence, it may be concluded that team spirit plays a significant role in employee motivation. As the team spirit of employee increases, the level of motivation tends to increase. 6. 4 Personal Effectiveness * Level of Employee Table 6. CrCrossbarf Personal Effectiveness * Level of Motivation CrCrossbarOW count 1260 18 % within Personal Effectiveness 66. 7% 33. 3% 100. 0% Medium count 14 564 74 18. 9% 75. 7% 5. 4% 100. 0% count 3 31 2458 Personal 5. 2% 53. 4% 41 100. 0% 19. 3% 62. 0% 18. 7% 100. 01 Table 6. 8: Chi Square of Personal Effectiveness * Level of Motivation Chi-Square Pearson Chi-Square 58. 544aAAAelihood Ratio 55. 162 4 . OOO OHOear-by-Linear Association 44. 284 1 . 000 a. 2 cells (22. 2%) have expected count less than 5. The minimum expected count is 3. 36. Fig. 6. 4: Graph for Personal Effectiveness * Level of Employee Motivation Table . presPresents information related to the personal effectiveness and level of motivation of the employees. It is ev ident that 76% of the employees having medium personal effectiveness have a medium level of motivation, whereas in all other personal effectiveness categories, around 43% of the employees have medium level of motivation. Low personal effectiveness has sizeable 67% respondents in low level of motivation, whereas the relative percentage of high personal effectiveness is much less. Hence, it seems that as the personal effectiveness is increasing, the level f employee motivation is increasing moderately.To test this association between personal effectiveness and level of employee motivation, Chi Square test (Table 6. 8) has been used, Here, the null hypotheses is that there is no relationship between personal effectiveness and level of employee motivation. A moderately high Chi Square value, i. eI 5E. 544 confirms this relationship. AsymAsymptoticnificance value has been 0. 000, which shows that the relationship is statistically significant at 5% level of significance. Thus, the null hy potheses, stating no relationship between personal ffeceffectiveness level of employee motivation stands rejected.Hence, it may be concluded that personal effectiveness plays a significant role in employee motivation. As the personal effectiveness of employee increases, the level of motivation tends to increase moderately. 6. 5 Effect of Financial Motivators * Level of Employee Motivation Table 6. 9: CrosCrossbarEffect of Financial Motivators * Level of Motivation CrosCrossbar count 10 27 1047 Affected % within Effect of Financial Motivators 21 57. 4% 21 100. 0% count 1966 18 103 Effect of Financial 18. 4% 64. 1% 17. 5% 100. 0% Table 6. 0: Chi Square of Effect of Financial Motivators * Level of Motivation Pearson Chi-Square . 12a AAA 736 Likelihood Ratio . 608 2 . 738 Linear-by-Linear Association . 008 1 . 929 a. O cells (. 0%) have expected count less than 5. The minimum expected count is 8. 77. Fig. 6. 5: Graph for Effect of Financial Motivators * Level of Employee Motivation Tabl e 6. 9 presents the information related to the effect of financial motivators and level of motivation of the employees. It is evident that 64% of the employees affected by financial motivators have a medium level of motivation, whereas those unaffected by inanuncialivators, i. eI aEouAround of the employees have medium level of motivation.Of the employees affected as well as not affected by financial motivators, sizeable 20% respondents have low level of motivation. Hence, it seems that there is no much variation in motivation level of the employees affected by financial motivators and the ones not affected by financial motivators. To test this association between effect of financial motivators and level of employee motivation, Chi Square test (Table 6. 10) has been used, Here, the null hypotheses is that there is no elatlegislationween financial motivators and level of employee motivation.A low Chi Square value, i. eI 0E 612 confirms this non-relationship. AsymAsymptoticnificance v alue has been 0. 736, which shows that the relationship is statistically insignificant at 5% level of significance. Thus, the null hypotheses, stating no relationship between financial motivators and level of employee motivation stands accepted. Hence, it may be concluded that financial motivators have no significant effect on employee motivation. Hence, there is no relationship between financial motivators and level of employee motivation.

Insight: the Death of Ivan Ilych Essay

Im young and brand full with breathing ins. Dreams that some cadences disconsolate the truths I film to face. Dreams that argon wishing morphine that departs us from reality. But whats re in ally ironic with most of our dreams is that its non from us still from the purchase order, the club dictates our dreams, what the society thinks is outflank for us is the occasion we dream to be even if some ms it does non correspond our beliefs and values, at least, for me. I am a victim of this disreputable dictator worse than any dictator who have altered the course of the world. I realized that most of my dreams are not my dreams barely the societys. I jut myself in the character of the young Ivan Ilych who is filled with dreams, complacent, and seems to be sure of the future. Together with my dreams is a deep and cunning veneration to ripe deal who have made great achievements in the field Im difficult to pursue. Society, dreams, and influential people, these are things that some sentences pass us from realizing and seeing the truths in look or maybe we receipt them, notwithstanding sightly deny them to tolerate our blind dreaming and career meter.Dreaming is part of accompaniment but nutriment shouldnt be boxed by this dreaming. When was the last time we or I paused to think, think over, and contemplate close the things happening in our life story, about the paths we are taking, and the decisions we are making. I like how Socrates puts it An unexamined life is life not worth living, truth is we beloved where to go and we know what we do but more much than not we taket know why, especially to us, the youth. Most of us stand up according to what the society or the state-supported tells us even if its not what we know we ought to do, I like how an unknown guy puts it We neer grow up, we just learn how to act in e preciseday, I believe it is because most of us lacks purpose in life or maybe we have but it is a very mundane one.In deed, most of us are entangled with the vines of society with venoms that turns us to heartless machines and eventually kills us expiration us with regrets and extreme unhappiness, this is very evident in the life of Ivan Ilych who lived a life with almost nothing but hypocrisy trying to build a strong position in the society through accumulating more wealth, blindly enjoying his luxuries in life and yet he never experienced true love and happiness. I have heard the jointing life is short countless of times but until now I still miss to imbibe this gospel truth.Death is an requisite thing here on earth, all good things even the bad essential come to an end but we last to realize this because of all the worldly things that precludes us busy and departed from what is real, true, and important. Dreams are good but a dream in consonance with reality, with your belief and values, with what our conscience dictates to be good, and what love tells us to pursue is the best dream that would lead us to a life beyond what we have woolgather of. One truth is that we just dont have enoughtime to actualize all of our dreams but I believe it is still important that we dream for it is the thing that keeps us moving and when the time comes where the truth of death is almost sinking in in our consciousness, when we see that shortly this life is about to end, we of course do not want to end up like Ivan Ilych who just realized how belittled his life has been, we do not want to see people around us being indifferent about our at hand(predicate) death especially our family, and we do not want of course that at the time where were already withering overdue to our illness or due to senescent and we now dont have even an iota of energy to say sorry or I love you.Will we wait till were lying at our death beds and we houset do anything now to make this life a little check before we decide to pause and introspect and contemplate how we are living? permit us ask ourselves , if I faint now, are the things happening are rightfully the things that would leave me content and happy? Now, if not lets have the braveness to pay off all the sacrifices and the demanding work in order to rearrange and make this life we are living better. Lets be in-charge of our lives and keep the dictations of the society out of our minds. Life is short, let us love and live OUR dream.