Crime control strategies Essay Example | Topics and Well Written Essays - 250 words

Crime control strategies - Essay Example In the current justice system, leverage can prevent an individual from going to prison. The penalty system is one of the major flaws with the current justice system. Criminals’ abilities to meet their penalties instead of serving time in prison places people with the capacity to pay at a much added advantage as compared to the poor individuals in the society (Hartley 2008). As such, rich people can just pay for their crimes, with the money that they already have in excess instead of doing hard time. Secondly, considering law as one of the highest grossing occupations, most reputable lawyers are only affordable to rich people. The poor and middle class population is then left with the inadequately reputable lawyers who, despite their efforts will never get a deal as appropriate for their clients as the exceptional highly paid lawyers always do (Hartley 2008). The unfairness exhibited by the justice system has led to protests in the contemporary society, with more people demanding the equitability of crime punishment despite the ability of lawyers to get their clients off their punishment course, or the fines that substitute punishment and predetermined courses of action with a few dollars from their bank account. This is ironic because this system brings equality to the society, justice, only further oppresses the already oppressed individuals

Liquidity Problem Is An Important Strategic Issue To Run Business Enterprises Economics Essay

Liquidity Problem Is An Important Strategic Issue To Run Business Enterprises Economics Essay Liquidity problem is an important strategic issue to run business enterprises. Small enterprises are realising the importance of such problems to reduce losses arises from this. Liquidity problems arise from shortage of working capital that require to maintain daily operations of the enterprise. If this problem persists for long-time, entrepreneurs are bound to stop their business. But it is difficult for small enterprises to get right support at the right time from banks and insurance companies due to certain terms and conditions imposed by them. So a study in this field will be helpful for both entrepreneurs and financial institutions to know current scenario of enterprise level management of liquidity problems and the role of financial institutions to solve this problem. Intelligent forecasting of the future trend in market conditions is a preventive measure to solve liquidity problem whereas, bank support through different financial products is a curative measure in management of liquidity problem. This study has been initiated to identify and analyse entrepreneurs view towards liquidity problems of small enterprises and role of bank to solve this problem. Categorically the major objectives of the present study are: To identify various reasons of liquidity problems of small enterprises; To uncover the views of entrepreneurs regarding the research topic in light of their age, education, invested amount of capital, enterprise life, location and nature of business; To assess the risks identified by the entrepreneurs arises from liquidity problems of their enterprises; To identify and analyze the role of bank in terms of available financial products to manage liquidity problems; To suggest probable solutions to solve liquidity problems of small enterprises. Hypothesis: H 1: There is no impact of small enterprises length of life on the size of liquidity problems. H 2: Amount of investment has no influence on liquidity problems. H 3: Nature of business has no impact on liquidity problems. H 4: Banks facilities are enough to solve liquidity problems of small enterprises. 7. Sources: Broad Subject Area: Business Finance Books and Journals: Alsbury, A. (2001), Quick Answers to Small Business Questions, Series Editor Jay, Prentice Hall, London. Allen, F. and Gale, D. (2007) Understanding Financial Crisis. Oxford: Oxford University Press. Bygrave, W. D. (1994), The entrepreneurship paradigm 1: a philosophical look at its research methodologies, Entrepreneurship theory and practice, Vol. 14, No. 1, pp 1- 26.   Bhaduri, R., G. Meissner and J. Youn (2007). Hedging Liquidity Risk. Journal of Alternative Investments, Winter 2007.   Cecchetti, S. (2008), Monetary Policy and the Financial Crisis of 2007 2008. Available at: http://fmwww.bc.edu/ec-j/sems2008/Cecchetti.pdf [Accessed: 11 November 2008]. Cohen, W. (2005), The entrepreneur and small business problem solver, 3rd edition, Published by John Wiley and Sons. Dawson, J., Findlay, A. and Sparks, L. (2006) The Retailing Reader. London: Routledge. John L. Knight, Stephen Satchell (2003). Forecasting Volatility in the Financial Markets. Butterworth-Heinemann. Dorfman, Mark S. (2007). Introduction to Risk Management and Insurance (9th Edition). Englewood Cliffs, N.J: Prentice Hall. Douglas Hubbard (2009) The Failure of Risk Management: Why Its Broken and How to Fix It John Wiley Sons. Hisrich D. R. Peters P. M., (2002) Entrepreneurship, 5th edition, Pub., Tata McGraw-Hill. Hawkins, M. (2008) How to Benefit From Consumer Behaviour During a Financial Crisis. EzineArticles. Available at: http://ezinearticles.com/How-to-Benefit-From. Hannon, P.D. and Atherton, A. (1998), Small firm success and the art of orienteering: the value of plans, planning and strategic awareness in the competitive small firm, Journal of Small Business and Enterprise Development, Vol. 5 No. 2, pp. 102-19. Islam N. Mamun Z. M., (2002) Entrepreneurship Development, An Operational Approach, Pub., The University Press Limited,. Leaf, W. and Sykes, E. (2009), Banking, 3rd edition, T butterworth Ltd. McConnell I. (2009), Economic output posts biggest quarterly decline since 1980, The Herald (Glasgow), January 24th Issue, Final Edition, p. 26. Simpson, M et al. (2006), marketing in small and medium size enterprises, International Journal of entrepreneurial behaviour and research, Vol. 12, Issue-6, pp 361-387. Available at:www.emeraldinsight.com [Accessed: 15 November 2009] Stoltz A, Viljoen M (2007) Financial Management: Fresh Perspectives, Published by Pearson South Africa. Websites: Small business banking, (2009) available at http://www.bytestart.co.uk/content/banking/banking-guides/business-banking-the-basics.shtml, [Accessed: 15 th November 2009] Office for National Statistics (2008), Unemployment rates rises to 5,7%.. Available at: www.statistics.gov.uk [Accessed 14th November 2009]. Number of enterprises, employment and turnover by number of employees and industry division, UK, start 2004, Available at www.statistics.gov.uk [Accessed: 14th November 2009] HSBC and Barclays news, , 10th November 2009, Available at: www.news.bbc.co.uk, [Accessed 12th November 2009] SME Academy London [online] Available at: http://www.smeacademy.co.uk/, [Accessed 13 November 2009] Banks Websites: www.barclays.co.uk www.hsbc.co.uk www.natwest.com www.lloydstsbbusiness.com 8. Literature Review: The economic recession that hit the UK in the second half of 2008 caused the retail industry to experience certain difficulties (McConnell, 2009; Kollewe, 2009). The credit crunch and growing unemployment reduced consumer income and spending levels and causes uncertain flow of cash for business enterprises. In such conditions, small enterprises are experiencing irregular cash flows, look at the cost cutting strategy, excessive burden of debt, reduction of buyers and uncertain profit margins or losses. As a result shortage of short term capital creates liquidity problems to small enterprises. In business, liquidity refers to the financial ability of an enterprise to meet its short term obligations to bear day to day expenditures. The liquidity of retail sector specially small enterprises are greatly affected by macroeconomic factors. These factors are divided into two: direct and indirect factors. The direct factors can be recognised as the decreasing disposable income, job insecurity and credit financing hurdles (Office for National Statistics, 2008). The indirect factors are challenges of credit financing and investment capability which commercial organisations face and which make these organisations unable to continue with producing high quality products and customer service (The Economist, 2008). Other macroeconomic factors that are related with small enterprises financial crisis are house price, house rent, and employment rate, and inflation rate, availability of bank loan, interest rates and changes of consumers behaviour. Storey [1994] notes that small firms, however they are defined, constitute the bulk of enterprises in all economies in the world. In the latter half of the last century the increasing important roles of small firms and entrepreneurship cannot be in any way understated [Bygrave 1994; Timmons 1994;]. Small firms are now a complex subject matter of research because of its huge number of limitations. These features of small enterprises are supported by Robinson and Pearce [1984] who focused on the issue of resource limitations of small firms. These limitations are best summarised by Carson and Cromie [1989] who suggest that small firm is actually characterised by three types of limitations, those of: their impact on markets; finance; physical resources; It is obvious that among these three limitations, finance is one of the most important one what is equally important for promoting products and services of small enterprises in the markets and acquiring physical resources. But undoubtedly these three limitations are in a cycle and interdependent. Liquidity problem is not only the result of shortage of fund, this problem is the consequences of other two limitations too. Definition of small enterprises of European Commission Enterprise and Industry [europa.eu] refers to maximum number of employees are 49 and maximum annual turnover is 7million Euro for small enterprises. As per EU definition, there are 4,267,555 small enterprises in UK where 11,441,000 employments exist [UK Bureau of Statistics: Start 2004]. It is undoubtedly important to find out immediately the problems of such a large sector and solutions of the problems. As noted by Hill and McGowan (1999), there is no agreed definition or clear understanding, in view of the large literature that exists, of who the entrepreneur is or what it is they do. Entrepreneurship is probably best understood as a process, the constituents of which are the entrepreneur, their persistent search of opportunities, usually grounded in the market place, and efforts to marshal the resources needed to exploit these opportunities; hence the concept of the entrepreneurial SME (Hill and Wright, 2001). How entrepreneurship is vital and important for small enterprises? Hill and McGowan (1999) answer this question by adding that, without entrepreneurial commitment, determination, vision, energy, tolerance of risk, and ambition, the entrepreneurial process in small and medium enterprises would not happen. Entrepreneurs making decision in various circumstances must be sure to learn as much as possible about the situation, and approach the decision from a logical and rational p erspectives (Ricky W. Griffin, 2002). The financial crisis, which transmitted internationally and caused disturbances in a wide range of powerful economies, many countries are seen to be on the brink of recession if not already plunged into it (Deutche Welle, 2008). Todays financial crisis what causes liquidity problems of business enterprises could be recognised as a major challenge for the survival of millions of small enterprises. The wide scope of the crisis caused a downturn in many industries, the bankruptcy of leading organisations and overall economic recession to countries like the UK, Germany and France (Deutche Welle, 2008; Hopkins, 2008; Office for National Statistics, 2008). Many EU countries including UK experienced the shock in their banking sectors as the provision of credit financing became a great challenge. Banks were suffering from lack of liquidity, which caused both business and non-business consumers financial hardships (The Economist, 2008). Though few banks like HSBC and Barclays [BBC, November 2 009] claimed that they are now in profit with enough liquidity to lend, most of the banks are in problem. Bank has short term and long term loan facilities, mortgage facilities, interest free bank overdraft facilities for small business enterprises [Small business banking, 2009]. There is a well-known idea that such facilities for small enterprises are very limited and process is very complex. Though various researchers carried out so many research to find out various factors that have direct and indirect impact on operations of small enterprises, relationship between entrepreneurship and small enterprises, buyers behaviour, marketing strategies, family and non-family business trends in this sector, there is still gap in research regarding liquidity problems and role of bank to solve this problem in terms of entrepreneurs perspective. Specially at the time of current economic down town there is a necessity of new research in the mentioned field. 9. Intended Methods of Data Collection: Assumptions of the study: Small enterprise: This study considers EU [maximum employee: 49] definition to select small enterprises. Scope and limitations of the Study: The study will focus on randomly selected 40 small enterprises of different sectors like hospitality, grocery, fashion and stationary from UK (London Area: Zone 1-4). Since the study will cover only the mentioned area, it will not reflect the exact UK scenario as a whole about the research. Data Collection Procedures: The proposed study is an empirical one. Both primary and secondary data will be used during the study. For collection of primary data self completed questionnaire will be used to collect information from entrepreneurs and executives of business enterprises. Observations and interview will be conducted in several cases to confirm more authentic information from the entrepreneurs. Secondary data will be collected from available literatures in form of books, journal, magazines, published materials, research articles, and online materials. To identify available financial products of banks to solve liquidity problems of small enterprises, banks websites will be used as a source of data and information. The researcher will also call the respondent to ensure timely feedback about questionnaire. In case of necessity, personal contacts will be used to support the research process. Methods of Data Analysis: Some parametric and non-parametric tools and techniques of statistics (like average, percentage, test of hypothesis, sampling distribution, etc); will be used to analyze data and information related with the study.

Dyslexia :: essays papers

Dyslexia The problem that effects one out of every ten kids in the United States of America is dyslexia. Although to some people this disorder may be very noticeable, it can really sneak up on you. Most of the time kids with dyslexia aren't recognized until they are about eight or nine. The most important thing to remember is that is takes time to solve, and sometimes cannot be cured at all. Dyslexia develops during the first six months of gestation . Neurons are churned out in the brain's ventricular zone. Attached to fibers, the neurons travel to the cerebral cortex, which contains the language centers. Here they hit a barrier, stop and take their place in layers above previously deposited neurons, (which is normal). In the brains of dyslexics, how-ever, there are breaches in the barrier and the neurons enter them, leaving clumps of nerve cells called ectopias, which appear to interface with the brain's ability to receive and transmit certain messages. They are now finding that dyslexia can run in the family. If you or your other relatives have dyslexia that means that there is a chance that your own child could have it. Unlike what most people think, dyslexia is not to be blamed on the parent for negligence in teaching reading and writing. Dyslexia is not any ones fault it simply occurs when the barrier in the language center of you brain cracks. In some experiments done by the University of Montreal, they are comparing good adult readers to dyslexic adult readers. In most cases the adult dyslexics were at about the high school level. When the adult dyslexics were compared to third graders in matching sounds with letters, they scored below the eight and nine year olds that were tested. It's not just a visual problem, actually they can see the letters fine, it is more of a comparing problem. Dyslexics usually cannot spell simple words by just hearing someone speak them to them. Some of the most confusing words for them are cat and dog. Although over time the symptoms can be fine-tuned, they never go completely away. As said before dyslexia is not a disease it cannot be cured with any pill or medicine. The only cure so far is many long and slow classes of multisensory sessions. These sessions go through each letter, sound, syllable, etc. until other parts of the brain help the person to recognize the letters in another helpful way.

Personal and Professional Ethic

1. List 2 examples of legal issues affecting healthcare and describe how you determined your choices to be legal issues. 2. Give 2 examples of ethical issues affecting healthcare and describe how you determined your choices to be ethical issues. 3. Give 2 examples of moral issues affecting healthcare and describe how you determined your choices to be moral issues. 4. Describe the impact your own personal ethics may have on your practice as a healthcare professional. 5. List 3 ideas that you have for keeping your personal and professional ethics separate: . How does diversity (ethnic, social and cultural) play a role in providing patient care for your chosen profession? Unit 9 Project Questions: Part II (NOTE: you may need to refer to chapter 3 and/or Unit 2 for this section) 7. What is the name of the professional organization related to your chosen career? (NOTE: a list of professional organizations can be found in the Code of Ethics and Professional Organizations module in the Read ing section of Unit 2) 8. How will your professional Code of Ethics help to guide you in making decisions on-the job? NOTE: a link to your Code of Ethics can be found in the Code of Ethics and Professional Organizations module in the Reading section of Unit 2) 9. How does your professional Code of Ethics differ from the American Medical Association Code of Ethics? 10. Does your professional organization offer a credentialing exam for your career? If so, what is the name of the credential you can receive after passing the exam? 11. For most allied health professionals, a certification can be preferred but is optional. Why is this? 12. Name two healthcare professionals in which a license would be required to practice.

History of Management Information System Essay

A management information system (MIS) provides information which is needed to manage organizations efficiently and effectively. Management information systems involve three primary resources: people, technology, and information or decision making. Management information systems are distinct from other information systems in that they are used to analyze operational activities in the organization. Academically, the term is commonly used to refer to the group of information management methods tied to the automation or support of human decision making, e. g. decision support systems, expert systems, and executive information systems. Kenneth and Jane Laudon identify five eras of MIS evolution corresponding to five phases in the development of computing technology: 1) mainframe and minicomputer computing, 2) personal computers, 3) client/server networks, 4) enterprise computing, and 5) cloud computing. The first (mainframe and minicomputer) era was ruled by IBM and their mainframe computers, these computers would often take up whole rooms and require teams to run them, IBM supplied the hardware and the software. As technology advanced these computers were able to handle greater capacities and therefore reduce their cost. Smaller, more affordable minicomputers allowed larger businesses to run their own computing centers in-house. The second (personal computer) era began in 1965 as microprocessors started to compete with mainframes and minicomputers and accelerated the process of decentralizing computing power from large data centers to smaller offices. In the late 1970s minicomputer technology gave way to personal computers and relatively low cost computers were becoming mass market commodities, allowing businesses to provide their employees access to computing power that ten years before would have cost tens of thousands of dollars. This proliferation of computers created a ready market for interconnecting networks and the popularization of the Internet. As the complexity of the technology increased and the costs decreased, the need to share information within an enterprise also grew, giving rise to the third (client/server) era in which computers on a common network were able to access shared information on a server. This allowed for large amounts of data to be accessed by thousands and even millions of people simultaneously. The fourth (enterprise) era enabled by high speed networks, tied all aspects of the business enterprise together offering rich information access encompassing the complete management structure. The fifth and latest (cloud computing) era of information systems employs networking technology to deliver applications as well as data storage independent of the configuration, location or nature of the hardware. This, along with high speed cellphone and wifi networks, led to new levels of mobility in which managers access the MIS remotely with laptops, tablet pcs, and smartphones.

Alred Hitchcock essays

Alred Hitchcock essays Alfred Joseph Hitchcock was born in London on August 13, 1899. His father, William Hitchcock, a grocer, and his mother, Emma Whelan Hitchcock, brought him up. As a young boy he loved to travel, and by the time he was eight he had ridden every bus line in London and explored all of its docks and shipping terminals. His parents were devoted Catholics and made sure their son had a proper upbringing. He attended St. Ignatius College, a Jesuit preparatory school in London, where he started on a course that would prepare him to become an electrical engineer. He eventually was forced to give up his courses at the University of London to help support his family by working as a technical clerk in a cable-manufacturing company. Not to be deterred, he rose from the lowly job to the advertising department. But Alfred had a love for movies. He set out for a job in the filmmaking industry. In 1920, his first break came. With help from an actor, he was able to get a job as a title designer and before long he became head of the titling section of a newly organized American firm. By 1923, he was a scenario writer for Gainsborough Pictures in Islington, England, and that same year he saw his first credit as art director for a film called Woman to Woman. This came after he had tried his hand at directing a comedy about London low-life called Number Thirteen in 1922. The star of the picture, Clare Greet, put up some of the money for the project. However, it wasnt enough to sustain it and the film was never completed. He later became co-director on the film Always Tell Your Wife after the films original director became ill and could not complete shooting. He then acted as designer, script collaborator, and assistant director for two different films, The White Shadow (1923) and The Passionate Adventure (1924). A year later Hitchcock got his first break. He was asked to direct The Pleasure Garden, which would be his first c...

Nanta essays

Nanta essays I had heard that the Korean play Nanta was a very popular play, Nanta literally means crazy cooking chef. I was fortunate enough to get a seat directly in front of the stage. I was astonished at the crowed that had shown up to see the show. The play opened with the stage being illuminated by three candles, the candles were held three figures, a woman, a muscular man, and a tall slender man. The figures placed the candles on oriental tables which had already been placed on stage. Along side the candles there were small aluminum rice bowls and chopsticks. The figures began tapping the bowls slowly and steadily the tempo picked up, creating a eerie sound. The figures blew out the candles. The tempo slowed down from all the figures tapping to just a single person The stage lights were turned on and we were thrown into a restaurant scene, where the restaurant manager had given his three best chefs the task of preparing a feast for a wedding ceremony and also help is nephew become a Nanta chef. Each chef had is or her own cutting utensil. The first, I called young boy, was the managers nephew, was a younger, smaller chef. He used razor sharp carving knives. The second, I called strong boy, was young and had a muscular build. His specialty was two hatchets. The third, I called young girl she was short and slender and used two slim narrow knives. The last I called old boy, was the oldest and tallest of the three. He also had caring knives. Thump, thump, thump, chunks of cucumber, carrot, onion, and cabbage were flung through the air. As each chef began cutting, chopping and slicing the vegetables on their mini gas stoves. The stoves not higher then the chefs waist, were equipped with wooden chopping boards, cymbals and a burring eye for cooking. The chefs began moving the stoves around the stage as if they were synchronized swimm ...

Free Template How to Format a Romance Novel

Free Template How to Format a Romance Novel A new romance book template... that's made for you Earlier in the year, we sent out an April Fool's email suggesting that we were turning Reedsy into a dating service for lovelorn authors. From the kind replies we received, it became clear that more than a few of you have a soft spot for romance...If you're one of the 10% of Reedsians currently writing romance, we've prepared a little surprise: a belated Valentine's gift, you could call it.Typeset your love story for free, with our new romance export  template for the Reedsy Book Editor! I hope you'll enjoy this new EPUB and print-ready PDF template. The team and I really look forward to seeing the books you create with it. Why not launch the Reedsy Book Editor  and export your book to check it out!But what even is the Reedsy Book Editor? And how do I access it?Great question! The Reedsy Book Editor is a free, but  advanced book production tool. Import your manuscript then typeset it  to beautifully formatted print-ready PDF and EPUB files. Liberate your prose  from Word and give our typesetting tool a spin. Exporting your book with the romance book templateOnce you are happy with the formatting of your book, hit the  export button located in  the top right-hand corner of the Reedsy Book Editor. Then hit export! Simple, your files will be available to download within seconds.  You'll be on your way to the romance hall of fame in no time!To learn more about the Reedsy Book Editor check out our post on how to format  your book.  Ã‚  Alternatively, if you can stand the sound of my voice check out this short video:

The Definition and Knowledge on Youth Culture Research Paper

The Definition and Knowledge on Youth Culture - Research Paper Example Today, the youth engage in too much activity and have access to a lot of information that they refrain from following the advice of their elders; in fact, they believe they are old enough to make their own decisions even at early stages of adolescence (Harvey 228). As a result, the culture of the youth has vastly changed over a short period as compared to customary practices when people had to attain self-sufficiency and follow the right path in order to survive. Assertively, this essay entails a comprehensive assessment of facts supporting the notion that the culture of the youth continues to change over time. These facts will be a general evaluation of the journey from adolescence to adulthood that dictates the culture that the youth adopt. Significantly, the youth culture was not a topic of discussion until late in the 20th Century where it became a historical phenomenon based on an evaluation of past practices relative to the adolescence to adulthood experience. Since then many p rofessionals have come up with theories on the evolution of the youth culture based on the core influential factors i.e. history, economy and psychological traits. According to some of these theories, the changes in youth culture emanated from the introduction of schools as a compulsory way of education. The overall idea is that this isolation of the youth created a completely new experience of the adolescence to adulthood mostly because it led to limited interactions with adults. Contrary, problems such as those identified in the ‘How Long Will I Cry?’

Program Improvement Research Paper Example | Topics and Well Written Essays - 2500 words

Program Improvement - Research Paper Example Therefore, by improving the program, we would be expecting to have a program that is more useful, of higher quality and easier to implement. As a result, we would be increasing the capability of the program to achieve its key objective and goal of ensuring that all education professionals become effective in research undertaking and management. The ‘training the trainers’ program, as earlier proposed, could either use coordinated multidisciplinary units or adapt integrated, interdisciplinary units. However, the effects of these types of units would be different when applied in the program. In our case, the ones that would best serve the needs of the program are the integrated, interdisciplinary units. According to Swango and Steward (2002), an integrated, interdisciplinary unit incorporates the entire core subjects learners need to learn. In this kind of units, an educator administers to learners concepts tailored towards different disciplines. These kinds of units would revolve around different subjects and, thus, they would be involving different concepts that can be applied by all the learners regardless of their field of expertise. There are various reasons that make integrated, interdisciplinary units to serve the needs of this program better than the other types of units. ... This would make all the learners involved in the program gain equally regardless of their area of specialization. Moreover, we can teach several interdisciplinary concepts within a unit. This saves both time and resources while still achieving the required goals and objectives. Therefore using this kind of units in the program would make the process of implementation much easier. However, integrated, interdisciplinary units also have some disadvantages. One of the disadvantages is that in this kind of units, the concepts taught are unified. This makes it difficult for the learners to distinguish concepts that belong to a specific discipline. Another disadvantage is that in this type of units, learners are taught some concepts that do not fit their area of specialization. Such concepts might not be useful in their professional undertaking hence learning those concepts make no difference in their career. As the program team, we thought that it is better to give people additional inform ation instead of giving them inadequate information. This is why we decided to use this type of units despite knowing these two disadvantages of this type of units. A very good example is a unit designed to teach how to design an educational research. Such kind of unit could include several concepts some of them designing a survey, designing an experiment and designing a psychometric research integrated in one unit. It could also include the moments of how to design a research in different disciplines of education like science education, language education or social sciences education. The unit would integrate different concepts, as well as explain their various applications in different disciplines. As a result, the unit would have a greater capability of

Campus Culture, Vision, Conflict Resolution, or Campus Improvement Essay

Campus Culture, Vision, Conflict Resolution, or Campus Improvement - Essay Example The key points in the article â€Å"Conflict Ð ¡oaching: Conflict management strategies and skills for the individual† are the two methods of solving problems which are the coercive and the noncoercive methods. It enhances the fact that, most of the conflicts come up as a result of institutions or organizations having individuals from different cultures and working towards the same goal or vision. Biasness is what causes conflicts and can either lead to improved campuses with the best vision. It brings out the notion that solving conflicts through noncoercive method is the best method. As a leader, the researcher is called to solve different conflicts that occur on campuses. Therefore, the knowledge on different types of conflicts and how to resolve them is an added advantage for my leadership skills. No biases can be involved in the process of conflict resolution. The researcher would recommend this article to all the leaders who do not know how to handle conflicting issues since it gives guidelines on how to manage a conflict through different stages and gives accurately the possible outcomes of each step carried out. The article â€Å"Continuous school improvement† talks about administration qualities which can lead to enhancing the vision of campuses. It gives direction on how to integrate different scenario in the effort of achieving the vision of an institution. The key point from the article is that all the proposed ideas must be integrated to fit into the vision of an institution. All factors must be considered for a vision to be achieved in the right manner, hence the need for integrated systems. The researcher would recommend this article to all the administrators who need tips on how to work towards a vision and achieve it. This is because; most of the ideas brought out are very handy for administrators as they look into the qualities of a good administrator and the ways administrators should handle different situations in order to ach ieve a particular goal. The article â€Å"Building the academic deanship: Strategies for success† has new ideas that campuses have not yet discovered especially in offering the best academic practices in more practical ways. The practical way of learning is the best form of getting more skilled personnel in the professional industries and work sector.

An Age-Old Challenge to Organisational Change Essay

An Age-Old Challenge to Organisational Change - Essay Example This paper illustrates that organisations normally structure their basic operations along with traditional paradigms, or patterns, in their field. These patterns are a guide for managing organisational behaviour that put emphasis on organisational goals and structure and embody a unique value system. For instance, law and accounting organisations have customarily applied patterns that stressed equality among groups and individual self-reliance. A number of patterns are quite recurring and permanent throughout an organisational domain that people think this pattern is the appropriate and most effective organisation approach. But organisations at times discard such patterns, deviating from traditional paradigms in their domain, which consequently brings about organisational change. The Force of Innovation Innovative activities diverge radically from existing activities. Innovations may alter the current technology, norms, routines, skills, and outcomes in an organisation. Innovations a re prone to generate major cognitive difficulties when they contain a new basic knowledge or new connections among basic concepts, indicating that novelty in relation to the knowledge of the core organisation may create the problem of acceptance or change. Organisations with well-built procedures and activities confront the challenge of integrating change in the midst of stability. A traditional procedure has slight uncertainty in implementation and a substantiated history of successes, whereas an innovation has extremely ambiguous future successes. Moreover, organisations have a tendency to stick to practices that brought good outcomes in the past and are arranged to take advantage of the activities they regard to be competencies or competitive advantage. Thus, the preference of many organisations is to carry on with their existing practices or routines. Innovations are uncommon, yet when they take place, the outcomes for the competitors and the adopter are normally crucial. Organi sations perform product and/or service innovations to advance into other businesses, experiment with new technologies, or carry out process innovations to gain higher profits or acquire leverages over competitors. Organisations exploit innovations as means to obtain resources, as witnessed most evidently in the launching of groundbreaking technologies that weaken the existing technological structure. Such technologies are usually not launched by the major companies but by novice competitors. These innovations heighten the research and development activities of current companies and new competitors, as they try to gain knowledge of and become proficient in the technology and for its repercussions for businesses. Only when organisations have opted for a particular way of exploiting new technologies, a governing pattern, does the exhaustive research and development efforts end. This theory of interrupted continuity in technological development has been broadened to encompass other form s of changes in capacities, like changes in organisational structure and market approach.

The importance of having enough knowledge about Testing Essay

The importance of having enough knowledge about Testing - Essay Example For this purpose, second language teachers must not only possess adequate knowledge of regarding appropriately ‘testing’ their students but also must have On the basis of my extensive research on the subject, I can safely state that ‘bilingualism’ and ‘testing’ are closely related – particularly in terms of second language studies. The accurate evaluation of a student’s performance entails the adoption of an appropriate method of testing. In the absence of such an awareness, the instructors may not be able to develop an effective test. There are various types of testing or assessment procedures. While evaluating the progress of a student in a certain skill, the teacher must develop an effective method of testing which is both reliable as well as valid.I lacked adequate knowledge regarding such crucial issues as ‘assessment’ and ‘testing’, and my experience as a second language teacher at various schools as well as at a university failed to offer the much-needed guidance and awareness on such issues. I encountered various difficulties in testing different levels of students. However, after participating in this course and the Practicum course, my knowledge and understanding of these crucial concepts have widened and helped me in appropriately evaluating the performance of my students irrespective of their levels. I strongly recommend this course to all the second language teachers who have too often deal with bilingualism and testing.

Restaurant Industry Research Paper Example | Topics and Well Written Essays - 1750 words

Restaurant Industry - Research Paper Example gross domestic product. The overall economic impact of the restaurant industry is expected to exceed $1.5 trillion in 2008, including sales in related industries such as agriculture, transportation and manufacturing. In addition to being highly competitive, the restaurant industry is often affected by changes in consumer tastes and discretionary spending patterns; changes in general economic conditions; public safety conditions; demographic trends; weather conditions; the cost and availability of raw materials, labor and energy; purchasing power; and government regulations. The restaurant industry faced several economic challenges in 2007, including rising food and labor costs and escalating gasoline prices that caused the revenue growth to remain sluggish. The cost of food and beverages account for approximately 33 cents of every dollar of restaurant sales and is one of the most critical items on their income statements (along with labor costs, which also represent about one-third of restaurant sales). Rising corn prices are a matter of concern as it serves as a primary ingredient in most food items and its steady increase sets off a rippling effect that tends to affect all food prices. The rising gas prices remain the biggest concern for the industry which threatens to strike the budget conscious consumers and their dining preferences. The dining-out i The dining-out industry has also fallen prey to the flood of merger and acquisition activities that creates an instability within the industry. The industry is forecast to under perform the broader market over the next several months and hence potential investors are hesitant and may focus on other sectors. However, long term prospects are excellent with increasing exposure to international markets and the mounting popularity of dining out. The Cheesecake Factory The Cheesecake Factory was the realization of a dream for Oscar and Evelyn Overton who started their business with baking and selling cheesecakes in Los Angeles. The company began operations in 1972 as a baker and distributor of cheesecakes and other bakery products. They opened the first restaurant in 1978 in Beverly Hills, California and thus started the growth of a global chain of restaurants. Currently the company operates 139 dining restaurants under The Cheesecake Factory mark in 34 states and the District of Columbia and 13 under the Grand Lux Caf mark in nine states. The Cheesecake Factory is an upscale dining restaurant that offers over 200 menu items including pizza, seafood, steaks, burgers, salads, sandwiches and desserts, and over 40 varieties of cheesecake and other baked desserts. The restaurant concept strives to provide a distinctive, high quality dining experience at moderate prices by offering an extensive, creative and evolving menu in an upscale, high-energy casu al setting with efficient, attentive and friendly service. Some of their popular cheesecakes include the Original Cheesecake, Godiva Chocolate, Key Lime Cheesecake, Carmel Pecan Turtle, White Chocolate Caramel Macademia Nut and Fresh Strawberry. Corporate Growth Strategies The business strategy is focused on a prudent allocation of capital intended to enhance overall earnings per share growth and increase returns on invested capital. Operationally, the company strives to improve productivity and efficiency through the use of technology and a

The importance of having enough knowledge about Testing Essay

The importance of having enough knowledge about Testing - Essay Example For this purpose, second language teachers must not only possess adequate knowledge of regarding appropriately ‘testing’ their students but also must have On the basis of my extensive research on the subject, I can safely state that ‘bilingualism’ and ‘testing’ are closely related – particularly in terms of second language studies. The accurate evaluation of a student’s performance entails the adoption of an appropriate method of testing. In the absence of such an awareness, the instructors may not be able to develop an effective test. There are various types of testing or assessment procedures. While evaluating the progress of a student in a certain skill, the teacher must develop an effective method of testing which is both reliable as well as valid.I lacked adequate knowledge regarding such crucial issues as ‘assessment’ and ‘testing’, and my experience as a second language teacher at various schools as well as at a university failed to offer the much-needed guidance and awareness on such issues. I encountered various difficulties in testing different levels of students. However, after participating in this course and the Practicum course, my knowledge and understanding of these crucial concepts have widened and helped me in appropriately evaluating the performance of my students irrespective of their levels. I strongly recommend this course to all the second language teachers who have too often deal with bilingualism and testing.

Week 5 assignment Example | Topics and Well Written Essays - 1000 words

Week 5 - Assignment Example The cultural change that was introduced in the company turned around its near bankruptcy position with the assumption of Ricardo Semler, Antonio Semler’s son, a Harvard educated man. He implemented drastic change upon assumption as the new CEO of Semler. Upon assumption as the new CEO, Ricardo Semler fired two-thirds of the top management of Semler & Company and that included many close friends of his father. This would not have been possible under his father because Antonio Semler did not separate work from his personal relationships. The new set-up of the company was also a socially responsible to do to save the company and to introduce a new kind of company culture which is a total departure of the old autocratic style of leadership of the company. The young Semler felt that the old autocratic leadership thwarted people’s motivation and creativity. Thus, he decided that the authority to make decisions at Semco to be more evenly distributed to be more responsive and competitive in a globalized economy. In the process, he dismantled the rigid bureaucracy and structure of the company to make it more flexible based on the new three values of the company – employee participation, profit sharing and free flow of information. And to emphasize the change, even the name of the company was changed from Semler & Company to Semco. There were a lot of changes that can be considered drastic if it will be compared to the old leadership. Strategy wise, among them product was product diversification and the creati on of Nucleus of Technological Innovation (NTI). Leadership and ethical perspective was also changed to democratic and participatory to the point that employees can already direct themselves- set their own budget, even their own salaries and even the hiring and firing decision of both employees and managers and above all to make the company a professional and ethical business

Literature Review of the Industrial Wireless

Literature Review of the Industrial Wireless Industrial wireless infrastructure goes beyond a hand full of WSN in the field sending back information to a localised host system, the broader picture of a truly industrial wireless infrastructure envisages a system where the entire oil and gas facility is integrated wirelessly and all arms of the organisation can wirelessly access data from approved wireless devices from any location in the world. This provides a wireless platform for more efficient management, operation and maintenance of the oil and gas facility. This review focuses on WSN in the oil and gas industry, WSN resides in level zero of the ISA 95.01 hierarchy model. The oil and gas industry have utilised WSN for a number of years, up until the release of industry specific wireless technologies i.e. Wireless HART and ISA 100.11a, all of the oil and gas WSN install base were based on vendor proprietary technology, as a result there several operability issues with other vendors device and host systems [13]. Oil and gas facility operators and maintenance teams found themselves requiring multiple vendor devices and systems to meet the process application needs, resulting in high maintenance and operational costs defeating the purpose for having WSNs. The vast majority of the first generation WSN were based on basic office wireless technologies, as a result the first generation WSN where plagued with a number of issues namely; signal reliability, power usage, device processing capabilities, coverage area, suitability for use in hazardous areas, security and data latency issues. All these issues were a cause of major concern in the oil and gas industry towards the deployment of WSN. [14] Communication in the oil and gas industry demands the selected technology provides high availability, reliability, can coexistence with other networks on the plant, conform to an international standard, can operate in hazardous area, can transmit data in real time, is easily interoperable and is secure to outside intrusion and is cost effective [25]. All these requirements plus the ever changing RF environment and high levels electromagnetic noise from heavy duty machinery on an oil and gas facility has made it difficult over the years for WSN to prove successful and be considered the norm when considering communication technologies. The release of process industry specific WSN technologies like WirelessHART and ISA 100.11a, has significantly increased the interest in WSN in the oil and gas industry, it is estimated that investment in wireless infrastructure in the oil and gas industry will more than double from 1.2 million devices to over 3 million device between 2009 to 2015 [30]. With the advances in WSN technology, the potential of WSN to deliver a reduced CAPEX and OPEX cost savings, and possible health and safety and environmental benefits [25], is proving too attractive to be overlooked by oil and gas industry looking to reduce cost and improve plant safety. WSN are primarily based on the IEEE 802.15 family of technologies, which are designated as WPAN, WPAN typically consist of low data rates and a short coverage area [17]. WSN utilise a range of frequencies in the ISM band of frequencies i.e. 900 MHz, 2.4 GHz and 5.8 GHz, these frequencies propagate through office cubicles, drywall, wood and other materials found in homes and offices but tend to bounce of large object like steel and concrete. Due to the high density of steel structures in an oil and gas facility, the first generation of WSN where plague by signal echo or multi path fading , high levels of signal echo and multipath fading lead to transmissions been cancelled [14]. Some of the wireless technologies used in Industrial applications include; Bluetooth, ZigBee, WirelessHART, ISA 100.11a etc. IEEE 802.15.1 AKA Bluetooth is a short range radio technology which operates in 2.4 GHz ISM frequency band; it was first introduced by the telecom vendor Ericsson in 1994 as a wireless alternative for RS232 communication [18]. Bluetooth is relatively low-power, low-rate wireless network technology, intended for point-to-point communications [19]. Bluetooth operates with three different classes of devices namely Class 1 devices which have a range of about 100meters, class 2 devices which have a range of about 10 meters, and class 3 devices with a range of 1m [20]. Bluetooth operates based on the features of Adaptive Frequency Hopping (AFH) and Forward Error Correction (FEC), AFH detects the potential for channel interference and blacklists channels found to have interference, to handle temporary interference the scheme re-tries the blacklisted channels and if the interference is no longer present channel can be used [31]. For security and authentication purposes an acknowledgement is sent by the receiver to the transmitter before a connection can be made between devices, Bluetooth also uses FHSS which adds an inherent level of security, the hop sequence switches channels 1,600 times per second making capturing a single hop extremely difficult. Data transmitted using Bluetooth is encoded before transmission increasing the security of the transmission also password protection ensures only devices with identical passwords can participate on the network. Bluetooth also utilises a controlled device pairing process to determine which products can co mmunicate, making devices invincible so they cannot be discovered by other devices [22]. Bluetooth is limited to eight devices per network and also has a limitation on the packet sizes [21]. This limitation in the number of device per network makes the Bluetooth technology an impractical solution for WSN in the Oil and gas industry. Typically the quantity of nodes in an oil and gas application would be in the hundreds which would mean have several Bluetooth networks on the facility. ZigBee is based on the IEEE 802.15.4 and originally developed for home automation. It is a low-cost, low-power, short range, wireless, mesh network technology which operates in the 2.4 GHz ISM band and uses DSSS modulation. All nodes in a ZigBee network share the same channel and frequency hopping is not permitted, at start-up of a ZigBee network scans are carried to establish a channel with little or no interference, this channel is then used for its data transmission [23]. A ZigBee network is capable of supporting hundreds of devices, the network architecture can be star, tree or mesh topologies. The technology uses three different types of devices namely ZigBee end devices, ZigBee router and a ZigBee coordinator. ZigBee supports both non beacon and beacon enabled networks, non-beacon networks are allowed to transmit any time that the radio channel is open and idle. This creates a ‘free-for-all’ environment in which collisions occur regularly when two or more devices try to transmit at the same time. In this mode, the co-ordinator and routers must be active at all times, and so it is best suited to mains powered devices [24]. A beacon enabled network can transmit only in its designated time slot; this regulates transmissions making collisions less likely. All nodes in the network are expected to synchronize their on-board clocks to this frame. Each node is allocated a specific time-slot within this super-frame during which it, and only it, is allowed to transmit and receive its data [24]. ZigBee utilizes the security mechanisms defined by IEEE 802.15.4, it using counter with cipher block chaining message authentication code (CCM) and AES-128 encryption, giving the option to use encryption-only or integrity-only [23]. The technology permits the use of three keys namely Network key, Link key and Master key. To join the network the master key is required, for end-to-end data encryption the link key is required and provides the highest level of security, the network key is shared between all devices on the network and provides a lower level of security [23]. ZigBee networks offer no diversity in frequency since the whole network shares a single static channel, this makes the network highly susceptible to signal jamming. Frequency selective fading due to the high density of concrete and steel structures present in an oil and gas facility is also a major concern as this can stop all ZigBee communication. The use of a single static channel increases the chance of interference from other systems and increases delay as the network size grows. In non-beacon enabled networks collisions forces retransmissions and this increase latency time making the technology unsuitable for critical monitor or control applications [23]. ZigBee has existed for some time now and has been updated a number of times to improve features like reliability, latency and security which are of uttermost importance but ZigBee has still not been able to cope with the stringent requirements needed for reliable and secure data transmission on an oil and gas facility. Wireless HART is one of only two released open wireless technology specific for process measurement and control applications [25]. It is modelled on the OSI model with its physical layer bases on the IEEE 802.15.4 for low rate WPAN, it operates in the 2.4 GHz ISM frequency band. The application layer is based on the oil and gas industry wide accepted HART protocol. The technology was released in 2007, and was developed on a set of fundamental requirements namely: it must be easy to use and deploy, it should be a self- organising and self- healing network and it should be scalable, reliable and secure [23]. Wireless HART employs TDMA where all devices on the network are time synchronised and communicate in a prescheduled 10ms fixed time slot, this reduces data collision on the network and also reduces the power consumption of network devices [23]. The Wireless HART network is made up of different devices which include field devices, network gateways which include network and security managers. Field devices are organized in either mesh or star topology with the gateway acting as a bridge between the field device network and the host system [20]. Mechanisms like DSSS, FHSS, CSMA/CA, channel hopping, channel black listing are adopted by the technology to improve coexistence with other wireless networks in the environs. WirelessHART adopts two routing mechanisms to ensure data reliability and availability these routing mechanisms are called graph and source routing. During graph routing the network manager establishes the different routes which form the graph, each device on the network stores these routes and uses the predefined routes to identify the next device to forward data to during data transmission. During source routing a definitive list of the devices from the source device through to the destination which the data is to be routed is included the data packet header [20]. Graph routing gives the WirelessHART the ability to self-heal if predetermined routes on the graph is unavailable an alternate route can be taken. WirelessHART adopts a mandatory security requirement, both the sending device and receiving device uses counter with cipher block chaining message authentication code (CCM) together with AES-128 as the underlining encryption methods. Session keys, joint keys and network keys ar e generated by the security manager and network manager to prevent intrusion and attacks against the network [23]. WirelessHART since its release has proven to be a reliable technology, it is well researched in both the academic and industrial fields with reputable instrumentation suppliers investing heavily the production and continued research and development of devices operating on the technology. The features and capabilities of the technology are addressed in more detail in section 4.1 of this report. ISA100.11a is the second of the two open wireless technology’s specific for process measurement and control applications, ISA 100.11a is a Low data rate wireless mesh network technology operating in the 2.4 GHz ISM frequency band, it is modelled on the OSI model and adopts IEEE 802. 15.4 as its Physical layer. The technology was released in 2009 and is suitable for process applications where delays of up to 100ms can be tolerated [27]. ISA 100.11a technology aims to deliver Low energy consumption devices, easy scalable networks, interoperability with legacy infrastructure and applications, a secure and robust wireless network which is capable of coexisting with other wireless devices in the industrial work space [29]. An ISA-100.11a network is made up of non-routing and routing field devices, a system manager, a security manager, backbone routers and gateways. Non-routing devices are the field sensors / actuators, while routing devices could also act as field sensor/actuator or a router. Routing devices are important in the mesh network, data is transmitted from the source to the destination through a number of hops, with the routers responsible for routing the data to the right destination. They can also use alternative paths to improve reliability similar to WirelessHART network. Data packets are routed from one subnet over the backbone network to its destination, the backbone router is responsible for this routing function, the routing destination can be another subnet or the gateway. Thegatewayis the physical interface between the field network and the plant host network. The system manager is responsible for the administrative functions and communication configuration of the network [29]. ISA 100.11a supports frequency hopping and channel blacklisting, this eliminates faulty frequency bands and improves robustness against interference. The technology also uses DSSS modulation technique which divides the signal into small fragments and spreads it over the available frequency channels, this disguises the signal making it appear as noise to the other wireless technologies with in the range as a result overcoming interference and increasing communication reliability [28]. ISA.100.11a is a very robust technology, in addition to DSSS, the technology utilises three different diversity techniques, namely space diversity, frequency diversity and time diversity [28]. ISA100.11a utilises integrity checks and optional encryption to guarantee the security of the network, the technology also utilises AES-128 bits, message authentication and encryption codes. In addition to this a shared global key, a private symmetric key or certificate are required in order a for a sensor node to be permitted to join an ISA100.11a network [28]. The technology provides a synchronizing sampling mechanism, this mechanism provides reduction of reporting rates and transmissions can be configured to take place when the rate of change of the measured data exceeds a certain defined threshold. Adaptive transmission power control is also adopted by ISA 100.11a devices, this provides field devices the ability to dynamically select a transmit power level, thereby optimizing the power used by the device. Finally the routing capability of field devices can be turned on or off depending on the location of a device here by reducing the power demands of the device to suit the design requirements [28]. The application layer of ISA 100.11a is flexible and has tunnelling capabilities, this permits the user to maintain compatibility with oil and gas facility legacy protocols like Fieldbus Foundation, HART, Profibus, Modbus, and others [29]. ISA.100.11a adopts 6LoWPAN protocol for its network and transport layers, this offers interoperability with internet based hosts and sensor nodes in other WSN networks with IPv6 compatibility [20]. ISA 100.11a has proven to be a reliable WSN in the oil and gas industry, monitoring and alerting, asset management, predictive maintenance, condition monitoring are the application areas which have specific requirements and performance characteristics that can be covered by ISA.100.11a technology. ZigBee and Bluetooth are some of the technologies which have not really been accepted by the oil and gas industry as a means of wireless communication for process monitoring due to some shortfalls such as, ZigBee cannot provide the required QoS support for handling latency and message flow determinism required by industrial applications, ZigBee only utilizes DSSS hence its performance can easily degrade in case of continuous noise in the environs. Bluetooth on the other hand, isn’t sufficiently scalable to handle the vast number of measuring points on an oil and gas facility. However, WirelessHART and ISA100.11a technologies have been adopted for industrial applications due to their ability to deterministic data transmission, reliability, security, reduced data latency and low-cost features. WirelessHART does not support multiple protocols as ISA100.11a does, the transmission of HART messages are the only information specified and supported by WirelessHART while ISA 100.11a support most of the oil and gas legacy communication protocols like Foundation fieldbus, MODBUS, Profibus, HART etc. [28]. The extreme environments experienced on an oil and gas facility i.e. high temperatures, high level of EMI, large steel and concrete structures and constant movement of heavy machinery makes wireless communication highly unreliable in this environment. The release of industry specific technologies i.e. Wireless HART and ISA 100.11a has somewhat addressed the concerns over reliability, security, signal latency of a WSN, compliancy to the standards by wireless device vendors has also lead to operability across multiple vendor devices. Confidence has grown in the use of WSN since the release of industry specific technologies with a hand full of vendors and end users championing the way on WSN. The install base of WSN is continually increasing and this will aid the industry gain a better understand the technology. Till date majority of the install base are on purely monitoring only points due to latency concerns with WSN, further academic and industry based research is required in the use of WSN for fast acting closed loop control and safety critical applications with the aim resolving the latency issues associated with WSN.

Great Political Leaders of the Twentieth Century :: World History

Great Political Leaders of the Twentieth Century The history of the 20th century can be defined by the biographies of six men: Franklin Delano Roosevelt, Winston Churchill, Vladimir Lenin, Adolf Hitler, Mao Tse Tung, and Josef Stalin. Each of these men had a lasting significant involvement in world affairs. This essay will focus on the significance each individual had on the ideologies of Democracy and Totalitarianism. Four of the six individuals were leaders of a totalitarianistic state, and three of these led a communist country. Also four of the six leaders were in power during the Second World War. The profiles of these six men formed the world that we live in today. Vladimir Illich Lenin was the first individual to put Marxist ideologies to work. In April 1917 Lenin returned to Russia from his exile in Switzerland to give his 'April Theses.' It was here that Lenin outlined how his revolution was to take place, the Bolshevik Revolution began on November 6 1917. Within a week the Bolsheviks were in control of most of European Russia, and immediately Lenin ordered that the Russians abandon the war against Germany. After abandoning her allies in World War One the Russians were hurled into a civil war. It is here that we first see the ideologies of Totalitarianism and Democracy clash. The democracies of Britain, France, and the United States all sent troops to Russia in the support of the 'Whites,' or enemies of the Bolsheviks. Lenin took the poor country of Russia and turned it into the Union of Soviet Socialist Republics or U.S.S.R. Through his policies of War Communism and its replacement the NEP Lenin was able to stand the newly formed U.S.S.R. o n its own two feet. One of Lenin's ideas was 'International Socialism,' it was under this idea that he set up the Comintern with the purpose of spreading communism throughout the world. His successor, Josef Stalin took a different approach in his ideas of 'Socialism in one country." Josef Stalin led the U.S.S.R. from the death of Lenin to his own in 1953. Stalin led the Soviets through the betrayal of the Germans in the Nazi-Soviet Pact, he turned back the Nazis on the Eastern front, and brought the U.S.S.R. out of the Second World War as one of the only two superpowers in the world. After the end of the World War Two Stalin spread the Soviet sphere of influence to include East Germany, Bulgaria, Hungary, Alabania, Poland, and Czechoslovakia.

The American Nurses Association Code of Ethics Essay -- Ethics

The American Nurses Association (ANA) is an organization with a strong ethical foundation. Nurses in general are known as an honest and trustworthy profession in the United States. This reputation was created because of nursing organizations like the ANA. In this paper the ANA’s goals are described and tied to their ethical principles. The role and importance of the ANA’s ethical values are explored. A discussion of the ANA’s culture and ethical decision making is described. The ANA’s ethical values and how they support author’s ethical views is explained and last the ANA’s social responsibility to the community. ANA’s goals and ethical principles The ANA’s goals are to provide a unified focus of professional, competent, and ethical care to all patients. To treat every patient with dignity, respect, and compassion free from any personal judgment of race, social or economic status, personal disparities, or disregard to health status. The Nursing organization strives to provide equal care to all individuals with their primary focus on the patient, without regard to outside influences, such as the media, family, or the community. Nurses are accountable for the best welfare of the patient while in his or her care. They must respect professional boundaries, to include the privacy and confidentiality of the patient and family. Nurses must maintain a respect for human dignity, and hold in highest regard the importance of the patient’s best interests. The nurse’s duties include the responsibility to follow guidelines and regulations, acting only on duties within the scope of the professional practice. The nursing organization also has responsibilities to the public in maintaining awareness and knowledge regarding the health and welf... ...unity education and wellness and especially to the response efforts during disasters. The ANA is there for the wellbeing and ethical treatment of all mankind. Works Cited American College of Healthcare Executives. (2011). Creating an ethical culture within the healthcare organization. Retrieved from http://www.ache.org/policy/environ.cfm International Institute for Sustainable Development. (2012). Corporate social responsibility. Retrieved from http://www.iisd.org/business/issues/sr.aspx Rakichevikj, G., Strezoska, J., & Najdeska, K. (2010). Professional Ethics-- Basic component of organizational culture. Tourism & Hospitality Management, 1168-1177. Wright, D., Brajtman, S. (2011). Nursing Ethics, relational and embodied knowing: Nursing ethics within the inter-professional team. Vol.18 Issue 1, p20-30. Sage Publications at EBSCO Host

Effectiveness Of Therapeutic Play Health And Social Care Essay

This chapter dealt with literature mention sing curative drama and painful processs and surveies related to Gate Control Theory. This chapter besides dealt with conceptual model of Melzack and Wall ( 1965 ) Gate Control Theory. CHAPTER-III RESEARCH METHODOLOGY This chapter deals with the methodological analysis selected for measuring the effectivity of curative drama on degree of hurting during endovenous canulation. The function of methodological analysis consists of processs and techniques of carry oning a survey. ( Sharma,1990 ) Methodology is a important portion of the research under which the research worker is able to project a bluish print of the research undertaken RESEARCH APPROACH The subdivision of research attack is the basic process for carry oning a research question. In position of the nature of the job selected and aims to be accomplished, a quantitative appraising research attack was considered appropriate to measure the effectivity of curative drama before making endovenous canulation among kids admitted in selected infirmary, Salem. RESEARCH DESIGN Research design is the overall program for turn toing research worker ‘s inquiries including specification for heightening the survey ‘s unity. ( Polit and Beck, 2004 ) Choice of design is based on the intent of the survey. The research design adopted for the survey was Non-equivalent Post trial merely control group design. Group Day 1 Experimental group X O1 Control group O1 Fig-3.1: Conventional representation of research design Keies: Ten: Intervention on curative drama. O1: Post-test merely to measure the degree of hurting during endovenous canulation. VARIABLES UNDER STUDY: A variable is a mensurable or potentially mensurable constituent of an object or event that may fluctuate in quality or measure from one person, object or event to another single object or event of the same general category. ( Basavanthappa, 1998 ) The variables under the survey was the followers, Independent variable: Harmonizing to Polit and Hungler, ( 1999 ) the independent variable is believed to care or act upon the behavior and thoughts. In this survey the independent variable refers to curative drama before making endovenous canulation. Dependent Variable: The dependant variable is the variable, the research worker is interested in understanding, explicating and predating. ( Polit and Hungler, 1999 ) In this survey the dependant variable refers to the degree of hurting during endovenous canulation among kids. Extraneous Variable: The variables that are present in research environment which may interfere with research findings by moving as unwanted independent variable. ( Woods and Khan, 1994 ) In this survey it refers to selected demographic variables such as age in old ages, gender and behavioral response to endovenous canulation. Setting OF THE STUDY: The scene of the survey is the physical location and status in which information aggregation takes topographic point. ( Polit and Hungler, 2009 ) The survey was conducted in Pranav Hospital, Salem. It is located near to New Bus Stand and about 2kms distance from the establishment, where the research worker is analyzing. The infirmary is 150 stratified multi forte infirmary with 30 bed in Paediatric unit. Population: Harmonizing to Polit and Beck. , ( 2004 ) population is the full collection of instances in which a research worker is interested. Population may be of two types, accessible population and mark population. In this survey two are described. Target Population: It refers to the population that the research worker wishes to do a generalization. In this research the mark population was kids acquiring admitted in Pranav Hospital. Accessible Population: It refers to the sum of instances which confirm to the designed standards and which is accessible to the research worker as the pool of topics or objects. In this survey the population consisted of kids acquiring admitted in Pranav Hospital who were undergoing endovenous canulation during the period of survey. Sample: Harmonizing to Polit and Beck. , ( 2004 ) sampling is the procedure of choosing a part of population to stand for the full population. Sample is the subset of population elements. In this survey the samples selected from kids of age group 3-6 old ages undergoing endovenous canulation in Pranav Hospital who fulfil the inclusion standards. Sampling TECHNIQUE AND SAMPLE SIZE Thomas. , ( 1990 ) defines trying is the procedure of choosing units for survey from a population. In this survey Purposive sampling technique was used to choose sample. Sample size was 20 for control group and 20 for experimental group. CRITERIA FOR SAMPLE SELECTION Inclusion Standards: The topic was selected based on the preset standards, aˆ? Children between the age group of 3-6yrs. aˆ? Children who had admitted in pediatric ward for the intervention through endovenous canulation. Exclusion Standards: aˆ? Mentally challenged kids. aˆ? Children with critically sick or of exigency admittance. DESCRIPTION AND INTERPRETATION OF TOOLS The instrument selected in research must be vechile that obtain best informations for pulling decision to the survey. ( Treece and Treece, 1986 ) The tool developed based on the information gathered from relevant literature reappraisal. The content cogency of the demographic informations and independent variable was established by obtaining sentiment from 5 experts ( 3 Nursing experts and 2 Medical experts ) . Tool -1: Demographic informations: It includes age in old ages, gender, behavioral response to endovenous canulation of the kid. Demographic information of the instrument was non scored but used for descriptive analysis. Tool-2: Wong-Baker Faces Pain Rating Scale: This evaluation graduated table is recommended for kids of ages 3and older. It consists of mark 0,2,4,6,8,10. During the clip of endovenous canulation the facial look of the kid was assessed by the research worker with this hurting graduated table. Face 0-no injury, Face 2-hurts merely a small spot, Face 4-hurts a little more, Face 6-hurts even more, Face 8-hurts a whole batch, Face 10-hurt every bit much as we can conceive of. Based on the hiting the hurting degree was assessed. Development of curative drama for direction of painful processs: A curative drama on direction of painful processs was prepared to diminish the degree of hurting during endovenous canulation. The stuffs used were venflon without stillet, plaster, stuffed doll with endovenous injection site, splint. The presentation was done by the research worker utilizing the needed stuffs and so the kid was allowed to pattern the endovenous canulation for the doll. This method was done before making endovenous canulation to the kid by the staff nurse. VALIDITY OF THE TOOL AND INDEPENDENT VARIABLE: The content was validated by the same 5 experts who validated the tool ( demographic variable ) and independent variable as per the standard. Harmonizing to experts suggestions the necessary images were included in the independent variable. It was translated in Tamil and once more retranslated in English by the linguistic communication experts severally. PILOT STUDY: Pilot survey is the little scale version or a trail tally done in readying for major survey. ( Polit and Hungler, 1999 ) The Pilot survey was conducted in SKS Hospital at Salem. After acquiring the written permission from concerned authorization, researcher conducted survey from 4.08.2010 to 11.08.2010 among kids who underwent endovenous canulation. The intent of the survey was explained to the samples and their parent every bit good as written consent was obtained from them. The entire size was 2 for control group and 2 for experimental group. Purposive sampling technique was used for sample choice. For the control group without giving intercession, the degree of hurting was assessed. A concise information analysis done by utilizing descriptive and illative statistics. The consequence of the survey showed the average station trial degree of hurting for control group as 90 % and for experimental group as 50 % . After that the ‘t ‘ value was calculated to happen out the important difference between the degree of hurting for control group and experimental group at P & lt ; 0.05 degree of significance. No important difference was seen between the control group and experimental group. No association was found between station trial degree of hurting and their age, gender and behavioral response of the kid. Since the sample size was merely 2 for control group and 2 for the experimental group. so the survey was non found as important in ‘t ‘ trial and chi-square trial. DATACOLLECTION PROCEDURE: Harmonizing to Polit and Hungler. , ( 1999 ) , â€Å" Data aggregation is the assemblage of information needed to turn to a research job † . Data aggregation for the survey was done from 18.08.2010 to 05.09.2010 in Pranav Hospital at Salem. Initially the research worker got the permission from the concerned authorization. Then the population were identified from the kids who have got admitted in the infirmary were selected by utilizing purposive sampling technique based on the inclusion standards. The sample size was 20 kids as control group and 20 as experimental group and the intent of the survey was explained to the samples and their parent every bit good as willingness to take part was assured by taking written consent of the parent of each sample and giving confidence for maintaining their information confidentially. At first the control group was selected and no intercession was given. On the twenty-four hours of admittance the hurting degree was assessed, during endovenous canulation by utilizing Wong-Baker Faces Pain Rating Scale. After the control group got finished, the experimental group was selected by purposive sampling technique. On day-1, after the kid got admitted, the parents and the kid were introduced by the research worker. The intercession on curative drama given. A particular room was provided to them in the presence of playthings. The research worker clearly explained and taught about the curative drama by utilizing a stuffed doll and the other needful stuffs. The research worker demonstrated the curative drama. Then the research worker made the kid to pattern the endovenous canulation on the doll by doing an unreal endovenous canulation site utilizing a venflon without stillet. After the intercession the research worker identified that the kid got relaxation from the emphasis of hospitalization. The continuance of the intercession was 20 proceedingss. After the intercession the kid was made to be ready for endovenous canulation. The endovenous canulation was done by the staff nurse. The post-test degree of hurting was assessed during the endovenous canulation by utilizing the same tool. Plan FOR DATA ANALYSIS Collected informations were planned for analysis by utilizing the frequence distribution, descriptive ststistics ( mean, SD, average mark per centum ) and illative statistics ( pupil ‘t ‘ trial, Chi-square trial ) .This was done to happen out the effectivity of curative drama degree of hurting among kids who underwent endovenous canulation. Summary This chapter dealt with the methodological analysis of how the research worker had planned and organized for the informations aggregation, the method of hiting and description of tool, pilot survey, informations aggregation process and program for informations analysis.

Customer perspectives revisited Essay

When a business loses the drive to pursue and retain customers, it loses its soul and therefore the right to exist. No business can function, thrive or prosper without a reliable customer base. In the customer perspective theory BSC makes it clear that it is not only essential to know who the target customers are and how a business can better serve that customer base. The BSC identifies three primary ways of providing services to customers in the Balance scorecard system. Operational excellence emphasizes low prices, and convenience ( Nevin 2003). Product leadership focuses on providing the  best product in the market. In customer intimacy the business stresses the development of long term relationships with the customer, doing whatever is necessary to know what it is that the customer truly wants. It does so while maintaining as much knowledge as possible of its customers. The reason for these efforts in acquiring superior customer knowledge comes down to the point that the businesses are attempting to provide as much satisfaction to the customers as possible. The other reasons include customer loyalty and the need for more market share. (Balancedscorecard. org. ) INTERNAL PROCESS PERSPECTIVE REVISITED: This area focuses on identification of the things that would need to be done in order to continue to add value to the customers and ultimately to the shareholders (Nevin 2003). The internal process aims to serve the customer and increase the total value of the organization, as well as keep record of the companies progress. The team’s objective is primarily to develop better products, to find better ways of manufacturing better products. To find better ways of delivering their products, and to find better ways of delivering better services after the products had been delivered. LEARNING AND GROWTH PERSPECTIVE REVISITED: This may actually be the most important aspect of the entire process. Organizations would get as far as their employees could take them. A team that lacks knowledge may not be able to provide the necessary services required by the customers. Therefore genuine effort must be made to keep employees abreast of necessary information. And that is what the learning and growth perspective tries to define. It emphasizes that information be made available to the employees. It requires the employees skills be as sharp as necessary. It does not want employees to be ignored. Again the key here is that any organization would only go as far as the employees could take it. With adequate care and education, employees can only do better for the company. It is important to point out that the BSC system does not ignore the financial perspective. But the key is that when a company has satisfied the other objectives, that company stand a pretty good chance of doing well financially. BALANCE SCORECARD AS A STRATEGIC MANAGEMENT SYSTEM: Obviously putting a business and management strategy is important, but no strategy will function if it does not actually get implemented. So the first step in resolving the  issue of non-implementation, is to identify what the potential problems towards implementation may be, and then address those issues. According to fortune magazine (1999) about 70% of strategies are poorly executed, so how can it be executed better. Both the team and the management must pay attention to the four barriers: the vision barrier, the people barrier, the resource barrier, and the management barrier. (1) VISION BARRIER: To overcome the vision barrier, employees must not be kept in the dark. The BSC wants management to be very clear as to what the vision is. When possible place a figure on the  vision . For instance if the goal is to manufacture products without defects 90 % of the time, then it may be made clearer by stating exactly that. That figure of 90% translates the vision to a level that could not be misunderstood. Give the employees the appropriate knowledge base and strategic structure, that makes the entire strategic objective easier to follow. Management should facilitate a total understanding of the strategy and the whole structure in order to enable all the team members to fully understand the strategy and therefore work towards achieving it as a unit. (Kaplan & Norton).

Organizational Culture and Leadership Style on Job Satisfaction Level of Managers in SME, Penang Essay

The complex society today has its benchmark of goals and fulfillment that should be achieved by individuals. This set of goals and fulfillment includes securing a good job, preferably with a good pay and hopefully, with job satisfaction. What is job satisfaction? Job satisfaction is how content an satisfaction? Small and Medium Enterprise Corporation Malaysia, SMECORP census report show in 2011, total have 645,136 SMEs in Malaysia. Penang occupied 6.3%from the total. In Malaysia SME total have 3.6million employees, which Malaysia, mployees, contributed a lot of job opportunities to Malaysians. 6.3% of 3.6million is about 3.6million 230,000 employees working in Penang SME. SMEs play an important role in all economies in the world by contributing 80 percent of global economic growth (Jutla, et al., 2002). The importance of SMEs in developing a nation must not be taken lightly and be underestimated (Ragesh et al., 2010; Noor Hazlina & Seet, 2009). The contribution of SMEs on the various Asian nations’ Gross Domestic Product (GDP) is significant as shown in the Table 1 as follows: As indicated in Table 1, more than 90% of the business establishments (except Singapore) are mainly SMEs. These SMEs provides job opportunities for more than 40% of their workforce. Table 3: International SME Development and Growth Source: Malaysia SME Annual Report 2007. Research Gap From the pass many studies (Aria Hassan, 2010; Block, L. 2003; Daft, R. L. 2005; Drucker, P.F. 1999; Harris, L. C. and Ogbonna, E. 2001), it showed some significant relationship between organizational culture and job satisfaction; leadership style and job satisfaction. Not easy to find direct study three variable relationships together. However, another gap to be observed job satisfaction research mainly is oversea research. Even in Malaysia research also didn’t find a very specific research on Penang, SME manager on their job satisfaction base on two independent variables, organizational culture and leadership styles (Harris, L. C. and Ogbonna, E. 2001; Hsu, H. Y. 2009; Kim, S. 2002; Lee, H. Y. 2008; Lee, T. W. and Mowday, R. T. 1989; Li, Y. C. 2004; Rashid, M. Z. A., Sambasivan, M. and Johari, J. 2003 )    Research Problem In facing a variety of challenges, knowledge generation and dissemination are more critical than they had in the past. Drucker (1999) pointed out that personal know-how and tacit knowledge are not stored within an organization; in contrast, this knowledge is maintained by employees. According to past research, managers presented a high turnover rate in the SME industry, for example, Hu et al. (2005) found that the managers in electronics SME had the second highest rate of turnover among all managers in other industry and the rate of turnover was 42% of SME managers expected to remain in their current job for 3 years, 28% anticipated that they would keep the same job for 3-6 years and only 6% planned to remain in the same job for over 10 years. Past studies show that a positive corporate culture and effective leadership styles can enhance organizational commitment and job satisfaction (Ogbonna and Harris, 2000; Lok and Crawford, 2004). With a fit between positive organizational culture and suitable leadership style in the organization, a lasting success in business performance can be achieved. Very few attempts have been made to examine the three variables (organization culture, leadership styles and job satisfaction) in an integrated way. Therefore the fundamental issue guiding this study is to look more specifically on organizational culture and leadership styles and their effect on the job satisfaction of SME managers working in local Penang SME organizations in Malaysia. Research Questions This research attempts to examine the influence of organizational cultures and leadership styles on job satisfaction of SME managers in Penang, Malaysia. In examining the relations, the main research questions are: 1. What is the job satisfaction level of managers in the SME, Penang? 2. Are they satisfied with their current job? 3. To what extent the 2 factors affect job satisfaction of managers in the SME, Penang? 4. What is the moderating effect of age in the job satisfaction? Objectives of the Research The objectives of this research are to examine the association between different types of organizational cultures and leadership styles on job satisfaction of SME managers in Penang. The specific objectives of this research are to: To assess the job satisfaction level of managers in SME Company in Penang. To study the impact of these 2 factors affects the job satisfaction of the managers in SME Company in Penang. To examine whether age has any moderating effect on the job satisfaction of the managers in SME company in Penang. Significance and contribution of the study This study intends to contribute to the existing knowledge base, in particular the influence of organizational cultures and leadership styles on job satisfaction of the SME Manager in Penang. It is noted that even with the literature found from various databases, only a handful looked into the relationship of organizational cultures and leadership styles on job satisfaction of professionals. Very few attempts have been made to examine the three variables in SME Penang (Organizational culture, leadership styles and job satisfaction) in an integrated way. With increasing globalization, greater knowledge of the interaction of these factors on SME managers working in small and medium industry organizations can be beneficial. Thus, upon gathering the data, finding effective methods in managing SME managers are crucial in order to achieve a high level of innovation performance by SME organizations in Penang. The significance of this research can be summarized per below: 1) Contribute to the literature review on the relationship of organizational cultures and leadership styles on job satisfaction SME in Penang. 2) Able to identify types of organizational cultures and leadership styles adopted by SME in Penang. 3) Determine job satisfaction level of SME manager in Penang. 6 4) Identify effective cultures and leadership styles in managing SME managers in Penang. Definition of terms 1.7.1 Organization Cultures There are a number of definitions of organizational cultures that refer to norms of behavior and shared values among a group of members in an organization. According to Conner (1992), organizational cultures can be defined as the â€Å"interrelationship of shared beliefs behaviors and assumptions that are acquired over time by members of an institution†. In fact, cultures dominate in a way that impacts employee interaction, organizational functioning and eventually influences all decision making (Graham &Nafukho, 2007). Schein (1985) integrated the concept of assumptions, adaptations, perceptions and learning and then comprehensively defined organizational cultures as patterns of basic assumptions invented, discovered or developed by a given group as it learns to cope with the problems of external adaptation and internal integration that all works well enough to be considered valid and therefore to be taught to new members as the correct way to perceive, think and feel in relation to those problems. Culture can also be expressed through the organization’s myths, heroes, legends, stories, jargon, rites and rituals. Corporate culture is a key component in the achievement of an organization’s mission and strategies, the improvement of organizational effectiveness and the management of change 7 (Samuel, 2006). A corporate culture can work for an organization to improve performance or against it by creating barriers that prevent the attainment of goals. However, it can be corrected by providing guidance on what is expected by conveying a sense of identity and purpose of unity to members, facilitating the generation of commitment and shaping behavior. 1.7.2 Leadership & Leadership Styles According to Stogdill (1963), different people will interpret leadership differently based on the individual perspective; there are almost as many definitions of leadership as there are persons who have attempted to define the concept. Stogdill stated that the term leadership is a relatively a recent addition to the English language and it was used only for about two hundred years ago, although the term leader from which it was derived appeared as early as A.D1300. Leadership has been defined in terms of individual traits, behavior, influence over other people, interaction patterns, role relationships, occupation of an administrative position and perception by others regarding legitimacy of influence. (Yukl, 2006). Leadership is an interaction between two or more members of a group that often involves a structuring or restructuring of the situation and the perceptions and expectations of members. Some other definitions are as follows: 1) Leadership is â€Å"the behavior of an individual when he is directing the activities of a group toward a shared goal.† (Hemphill & Coons, 1957). 8 2) Leadership is â€Å"an interaction between persons in which one presents information of a sort and in such a manner that the other becomes convinced that his outcome will be improved if he behaves in the manner suggested or desired† (Jacobs, 1970). 3) Leadership is â€Å"the initiation and maintenance of structure in expectation and interaction† (Stogdill, 1974). Job Satisfaction Locke (1969) defining job satisfaction as â€Å"the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job values†. Spector (1985) defined it as â€Å"how people feel about their jobs and different aspects of their jobs. It is the extent to which people like or dislike their jobs. Schmidt (2007) stated that job satisfaction is a reflection of an individual’s behavior that leads to attractive outcomes and is typically measured in degrees of multiple perceptions using multiple constructs or categories. Overall, job satisfaction is associated with an employee satisfaction from both psychological and physical perspectives. Thus, job satisfaction is recognized as a complex construct that includes both intrinsic and extrinsic factors. (Herzberg, 1959). He also identified the intrinsic as derived from internal job-related rewards such as recognition, achievement, advancement and responsibility. Extrinsic factors result from external environment-related rewards such as salary, policies, and interpersonal relations in supervision and working conditions. Spector (1985) identified nine subscales for the Job Satisfaction 9 Survey (JSS): pay, promotion, supervision, fringe benefits, contingent rewards, operating conditions, co-workers, nature of work and communication. 1.7.4 SME Manager SME manager can be explained in 2 parts- SME and the manager. SME is the industry and manager is the position in an organization. Small and medium enterprises or SMEs, also called small and medium-sized enterprises and small and medium-sized businesses, SMBs. SMEs are companies whose headcount or turnover falls below certain limits. The manager is an individual who is in charge of a certain group of tasks, or a certain subset of a company. A manager often has a staff of people who report to him or her. Job Satisfaction underpinning theory 1.8.1 Herzberg Job Satisfaction Theory: Herzberg developed his theory that there are two dimensions to job satisfaction: motivation and â€Å"hygiene†. Hygiene issues, according to Herzberg, cannot motivate employees but can minimize dissatisfaction, if handled properly. In other words, they can only dissatisfy if they are absent or mishandled. Hygiene topics include company policies, supervision, salary, interpersonal relations and working conditions. They are issues related to the employee’s environment. Motivators, on the other hand, create satisfaction by fulfilling individuals’ needs for meaning and personal growth. They are issues such as achievement, 10 recognition, the work itself, responsibility and advancement. Once the hygiene areas are addressed, said Herzberg, the motivators will promote job satisfaction and encourage production. (Christina M. Stello, 2011) 2.0 Literature Review In this chapter, a literature review on the independent variable, organizational culture and leadership styles, also the dependent variable, job satisfaction. 2.1 Independent variable – Organizational Culture Organizational culture is generally seen as a set of key values, assumptions, understandings and norms that are shared by members of an organization and taught to new members as correct (Daft, 2005). It is argued that organizational culture may be the critical key that managers can use to direct the course of their firms (Smircich, 1983). A culture creates distinctions between one organization and others, conveys a sense of identity for its members, facilitates commitment towards the organization’s goals, enhances the stability of the social system, reduces ambiguity and serves as a control mechanism that guides and shapes the attitudes and behavior of employees. However, a culture can also become a liability when it becomes too strongly entrenched within the norms, values and mindsets of the employees and resist changes. A culture can also become a barrier to change, diversity and other transformations required for the organization to adapt in today’s dynamic, 11 globalized business environment. The study of organizational culture can take on a multitude of aspects. Robbins (2005) elaborated that there are seven primary characteristics that, in aggregate, capture the essence of an organization’s culture: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness and stability. Each of these characteristics can exist on a continuum from low to high. Daft (2005) discussed on the three levels of corporate culture, with each level becoming less obvious, i.e. visible, expressed values and underlying assumptions and deep beliefs. Culture can also be determined by its strength, which is the degree of agreement among employees about the importance of specific values and ways of doing things. A strong culture is one which core values are both intensely held and widely shared, and hence have greater impact on employee behavior. Research has found that a strong culture is linked to high agreement among members, increases behavioral consistency builds cohesiveness, loyalty and organizational commitment and more importantly, reduces turnover (Robbins, 2005). According to Wallach (1983), an organization’s culture can be a combination of three categories – bureaucratic, innovative or supportive – to varying degrees. Wallach’s (1983) framework is adapted for the purpose of this study. Wallach (1983) states that the Organizational Culture Index (OCI) profiles culture on the three stereotypical dimensions and can be derived from the combination of these three dimensions. 12 A bureaucratic culture is hierarchical and compartmentalized. There are clear lines of responsibility and authority. Work is organized and this culture is usually based on control and power. Such organizations are stable, cautious, usually mature, power-oriented, established, solid, regulated, ordered, structured, procedural and hierarchical. An innovative culture refers to a creative, results-oriented, challenging work environment. It is characterized as being entrepreneurial, ambitious, stimulating, driven and risk-taking. A supportive culture exhibits teamwork and a peopleoriented, encouraging, trusting work environment. These places are warm and people are generally friendly, fair and helpful to each other. Supportive cultures are characterized as open, harmonious, trusting, safe, equitable, sociable, relationships-oriented, humanistic, collaborative and likened to an extended family. Wallach (1983) further elaborated that an employee can be more effective in his or her current job and realizes his or her best potentials, when there is a match between the individual’s motivation and the organizational culture. For instance, by using McClelland’s three social motivators: a person with a high need of achievement will thrive in an innovative culture, an affinitive person will fare well in a supportive culture and a power-oriented person will perform best in a bureaucratic culture. This has significant implications in recruitment, management, motivation, development and retention of employees. Few published studies describing the corporate culture of Malaysian companies, which are generally more or less similar to other fast-growing, competitive, 13 developing Asian countries. Government offices are generally considered to be bureaucratic, while publicly-listed and private companies are more entrepreneurial in nature. This is exemplified in a study done by Rashid et al. (2003), where companies listed on the Kuala Lumpur Stock Exchange were found to be predominantly competitive and value risk-taking, demanding goals and market superiority. Another study by Rashid et al. (2004) showed that among manufacturers in the country, many had mercenary culture, which emphasized on strategy and winning in the marketplace. To balance this, there exists to a lesser degree consensus, network and supportive cultures within Malaysian companies, consistent with the cultural values of Malaysian managers. Tradition, loyalty, teamwork and personal commitment are among some of the values prevalent in Malaysian companies. Independent variable – Leadership styles Daft (2005) defined leadership as an influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. Over the course of time, a number of dimensions or facets of leadership behavior have been developed and applied as researchers continue to discover what contributes to leadership success and failures. These included, among others, autocratic versus democratic, task-oriented versus peopleoriented, and the contingency approaches. The first studies on leadership styles conducted by Kurt Lewin and his associates in 1970s, identified the autocratic, democratic and delegative leadership styles. An autocratic leader is one who centralizes authority and derives power from position, control of rewards, and coercion. A democratic leader style involves the leader including one or more employees in the decision making process but the leader maintains the final decision making authority. A delegative leader style, on the other hand, delegates authority to others, relies on subordinates’ knowledge for completion of tasks and depends on subordinate respect for influence. Subsequently, a series of studies on leadership styles (e.g. By Ohio State University, University of Michigan and University of Texas) were designed and conducted in the 1950s. This resulted in the development of reliable questionnaires (e.g. Leader Behavior Description Questionnaire, LBDQ) and models (e.g. Leadership Grid by Blake and Mouton) that would, in time, dominate much of leadership-related research and literature for years to come. Overall, the research into the behavior approach culminated in two major types of leadership behaviors – people-oriented and task-oriented. People-oriented leadership, which is equivalent to the consideration (Ohio State University), employee-centered (University of Michigan) and concern for people (University of Texas) focuses on the human needs of subordinates, respects their ideas and feelings and places importance on establishing mutual trust. Task-oriented leadership, which is equivalent to initiating structure (Ohio State University), job-centered (University of Michigan) and concern for production (University of Texas), focus on directing activities towards efficiency, cost15 cutting, and scheduling, with an emphasis on goal achievements and work facilitation. Theories of leadership then evolved to adopt a contingency approach when researchers failed to find universal leader traits or behaviors that would determine effective leadership. Following this school of thought, research focused on the situation in which leadership occurred. Leadership styles can be contingent upon situational variables, the nature of the followers and the leaders themselves. Many theories have been put forward, including Fiedler’s contingency theory, Hersey and Blanchard’s situational theory, the Vroom-Jago contingency model, Leader-Member Exchange theory and the Path-Goal theory. Depending on the researcher’s conceptions and preferences, most leadership studies have been carried out in various ways. Nearly all leadership research can be classified into powerful influence, behavior, trait approach and situational approach. Currently, the most influential contingency approach to leadership is the Path- Goal theory (Robbins, 2005). This theory was developed by Robert House and extracts the key elements of the Ohio State leadership research on initiating structure and consideration, and the expectancy theory of motivation. The theory states that the main goal of the leader is to help subordinates attain the subordinates’ goals effectively and to provide them with the necessary direction and support to achieve their own goals as well as those of the organization (Silverthorne, 2001). In this theory, the leader increases follower motivation by either; (1) Clarifying the follower’s path to the rewards that are available or 16 (2) Increasing the rewards that the follower values and desires. Path clarification means that the leader works with subordinates to help them identify and learn the behaviors that will lead to successful task accomplishment and organizational rewards. Increasing rewards means that the leader talks with subordinates to learn which rewards are important to them, i.e. whether they desired intrinsic rewards from the work itself, or extrinsic rewards such as promotions. The leader’s job is to increase personal payoffs to subordinates for goal attainment and make the paths to the payoffs clear and easy to travel. The Path-Goal theory suggests a fourfold classification of leader styles: directive, supportive and participative styles. It is assumed that leaders are flexible and that the same leader can display any or all of these behaviors depending on the situation. Directive leadership tells subordinates exactly what they are supposed to do. Leader behavior includes planning, making schedules, setting performance goals and behavior standards and stressing adherence to rules and regulations. Mehta et al. (2003) added that this leadership style provides specific direction to subordinate work activity by organizing and defining the task environment, assigning the necessary functions to be performed, specifying rules, regulations and procedures to be followed in accomplishing tasks, clarifying expectations, scheduling work to be done, establishing communication networks and evaluating work group performance. Directive leadership behavior is similar to the initiating structure or task-oriented leadership style. 17 Supportive leadership shows concern for subordinates’ well-being and personal needs in which the leaders are open, friendly and approachable. The leader creates a team climate and treat subordinates equally. Mehta et al. (2003) further elaborated that a supportive leadership style is one in which the leader creates a facilitative task environment of psychological support, mutual trust and respect, helpfulness and friendliness. Supportive leadership is similar to the consideration or people-oriented leadership described earlier. Participative leadership consults with subordinates about decisions. Leader style includes asking for opinions and suggestions, encouraging participation in decision making, meeting, discussion and written suggestions, similar to the selling style in the Hersey and Blanchard model mentioned previously. Various studies in organizational behavior have found that allowing subordinates to participate in decision-making leads to increased motivation (Mehta e t al., 2003). Achievement-oriented leadership sets clear and challenging goals for subordinates. Leader behavior stresses high-quality performance and improvement over current performance. Achievement-oriented leaders also show confidence in subordinates and assist them in learning how to achieve high goals. The two situational contingencies in the Path-Goal theory are the personal characteristics of group members and the work environment. Personal characteristics can include subordinates’ locus of control, experience, perceived ability, skills, needs and motivations. Work environment contingencies can include the degree of task structure, the nature of the formal authority system and the work group itself. Task structure describes the extent to which tasks are defined and have explicit job descriptions and work procedures. The formal authority system includes the amount of legitimate power used by leaders and the extent to which policies and rules constrain employees’ behavior. Work group characteristics consist of the educational level of subordinates and the quality of relationships among them. The outcome of matching the right leadership behavior with the right situation while taking into consideration the various subordinate and work environments contingencies will result in favorable outcomes such as increased effort, improved satisfaction and performance (Daft, 2005). The study of leadership behaviors as conceptualized under the Path-Goal theory has been applied in many types of researches and has been generally accepted as a good measure of subordinate’s perceptions of leadership style based on participative, supportive and directive. For example, in the context of international marketing channels (Mehta et al., 2003), small and middle-sized firms (Li, 2004), company managers (Silverthorne, 2001), steel industry (Downey et al. 1975), automotive industry (Chang et al., 2003) and market orientation of UK firms (Harris and Ogbonna, 2001). Researchers of marketing channels in the distribution and logistics industry have attempted to show the path-goal theory’s usefulness as a strategy to 19 secure the compliance of channel members and have conceptually and empirically linked it to channel related phenomena such as manifest conflict, cooperation, channel efficiency and effectiveness, role clarity, role conflict, role ambiguity, and channel member satisfaction (Mehta et al., 1996) Not everyone agrees that a particular style of leadership will result in the most effective form of organizational behavior. Different styles were needed for different situations and each leader needs to know when to exhibit a particular approach. No one leadership style is ideal for every situation since a leader may have the knowledge and skills to act effectively in one situation but may not emerge as effectively in a different situation (Rad and Yarmohammadian, 2006). Leaders affect their subordinates both directly through their interactions and also through the organization’s culture (Li, 2004). Past research on corporate leadership in Malaysia frequently focused on its unique, multi-ethnic, multi-cultural and collectivist society. It is acknowledged that leadership in Malaysia is deeply entrenched and connected to its diverse Asian culture, traditions and values. Hence, commonly-accepted leadership theories from the west and how it is thought to affect other organizational behavior factors may not be directly transferable to the Malaysian context. Organizational success in obtaining its goals and objectives depends on managers and their leadership style. By using appropriate leadership styles, managers can affect employee job satisfaction, commitment and productivity.       Many factors related to turnover have been identified by previous research to be significantly correlated with job satisfaction (Chang, Choi, & Kim, 2008; Moore, 2000). In a review of past literature, Rad and Yarmohammadian (2006) justified the need to investigate job satisfaction is exemplified in the seemingly observed relationship between the levels of job dissatisfaction, absenteeism, grievance expression, tardiness, low morale and high turnover. Thus, job satisfaction is an immediate antecedent of intention to leave the workplace and turnover. Unsatisfied workers will leave their jobs more than their satisfied colleagues. Furthermore, more satisfied employees have more innovative activities in continuous quality improvement and more participation in decisionmaking in organizations. 21 2.4 Relationship between organization culture, leadership styles & job satisfaction Research involving two or all three subjects of organizational culture, leadership styles and job satisfaction has attracted considerable interest from both academics and practitioners. Examples of a few key studies in the area are: (1) Corporate culture and leadership style in United Kingdom (Ogbonna and Harris, 2000), Canada and Korea (Dastmalchian et al., 2000). (2) Organizational culture and leadership style on job satisfaction and commitment (Lok and Crawford, 1999, 2004). (3) Leadership style and organizational culture to effect change (Brooks, 1996; Smith, 2003). (4) Leadership and organizational culture in a private organization toward performance (Block, 2003). Despite numerous references to a relationship between organizational culture and leadership styles in many parts of organization theory and research, little systematic research has been conducted to investigate the link between the nature of the relationship of these two concepts and their effect on job satisfaction. Since these two concepts are important in the functioning of an organization (Lok and Crawford, 2002, 2004; Ogbonna and Harris, 2000; Fiedler, 1996; Schein, 1992), further research is required to provide the insight information to the leaders and organizations. 22 On the other hand, previous research on corporate culture in Malaysia (Kamal, 1988; Jaina, Md. Zabid, Anantharaman, 1997) focused more on different ethnic backgrounds (Malays, Chinese, and Indians) and used Hofstede’s model of organizational culture (Hofstede, 1980). Job satisfaction is recognized as an important topic in organizational culture because of its relevance to the physical and emotional health of employees (Oshagbemi, 1999). Although a considerable number of researchers have argued that there is a constant interplay between organizational culture and leadership, there are limited empirical studies examining the relation between leadership and culture as well as their joint effect on important organizational outcomes (Trice and Beyer, 1993). More importantly, research has found that the harmonious combination of appropriate leadership styles with certain types of organizational cultures can positively influence employees’ performance (Harris and Ogbonna, 2000). According to Yousef (2000), the relationship between leadership styles and job satisfaction has received a lot of attention in the past research however findings have been mixed (Savery, 1994; Yousef, 2000). Research therefore does not directly link employee satisfaction to a specific leadership style. Instead, many suggest that leadership style needs to adapt to the culture or situation as it attempts to reduce employee dissatisfaction. Based on a comprehensive literature review by Yousef (2000), several researchers have also looked into the relationship between leadership styles and job performance. The findings were inconsistent as well. A couple of 23 studies in the steel industry and electronic meeting systems reported higher satisfaction and performance levels under directive leadership style when given a highly structured task, while supportive leadership style is preferred for unstructured problems (Kahai et al., 1997). Results from investigations of the antecedents of commitment have not been entirely consistent (Yousef, 2000).   Organizational culture plays an important role as well in generating commitment and enhancing performance (Lok and Crawford, 2001). In particular, studies in various industries and countries showed that innovative and supportive cultures had strong positive effects on commitment and job satisfaction, while bureaucratic cultures had a negative impact (Lok and Crawford, 1999; Rashid et al., 2003; Wallach, 1983). Results from various organizations in the United Arab Emirates suggest (in support of many western studies) that those who perceive their superiors as adopting consultative or participative leadership behavior are more committed to their organizations, more satisfied with their jobs and their performance is high. When employees are dissatisfied at work, they are less committed and will look for other opportunities to quit. If opportunities are unavailable, they may emotionally or mentally â€Å"withdraw† from the organization. Thus the job satisfaction is an important attitude in assessing the employee’s intention to quit and the overall contribution of the employee to the organization. 24 Rashid et al. (2003) surveyed over 200 companies listed on the Kuala Lumpur Stock Exchange. Combining these findings with studies from other countries, both western and non-western, it is reasonable to expect that different types of leadership styles and organizational cultures do affect organizational commitment, which in turn, influences both job satisfaction and employee performance. Samad (2005) studied 584 managerial-level of employees in Telekom Malaysia and reported that job satisfaction did play a positive moderating role in the relationship between organizational commitment and job performance. However, Leong et al. (1994) found a weak correlation between the two variables, Lee and Mowday (1989) found negligible relationship and Wright (1997) reported a negative relationship between the two. In summary, many studies across different industries and geographical regions revealed strong correlations between organizational cultures with job satisfaction. There are very few relevant studies in the Malaysian context have been published to date but through our findings, no research being done on the relationship of organizational cultures, leadership styles and job satisfaction of SME managers working in SME industry, which has significant contribution to the Penang. 2.5 Theoretical Framework For the purpose of this research proposal, Hsu (2009) conceptualization of the relationships between organizational culture, organizational commitment and job satisfaction together with Lee (2008) study on â€Å"Association between 25 organizational culture and leadership behavior and organizational commitment, job satisfaction and employee performance- A Malaysian Perspective† performance are partially adapted. Based on the literature review, the theoretical framework per Figure 1 below; igure Figure 1: Research Framework From the literature and framework above, the following research hypothesis derived. H1: Organizational Culture affects Job Satisfaction of the employees. Job H2: Leadership Style affects Job Satisfaction of the employees. H3: Age has a moderating effect on the level of Job Satisfaction Research Methodology Research Instrument This study adopts a quantitative approach and the data solely depends on the primary data. The instrument to be used to collect the data in this research is a set of questionnaire. The questionnaire consists of two main sections – Section A and B. Section A is regarded respondent’s profile, such as Gender, Age Group, Position in this organization, Highest Level of Academic Qualification and Total Year of Working Experience in this company. Section B is pertaining to the measurement of variables under studied. There are total three variables in this study – one dependent variable which is Job Satisfaction, and two independent variables which are Perceived Organization Culture and Perceived Leadership Style. The Job Satisfaction is measured with ten items, and Organization Culture and Leadership Style, they are assessed by 20 and 15 items respectively. This is self-administered questionnaire. Respondents will be asked to indicate their agreement on each item on a 5-points Likert scale. The scale points are 1=Strongly Disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly Agree. A set of questionnaire is appended in Appendix A for reference.    Population and Sample The population for this study composed of all managers in the SME in manufacturing sector companies located in Penang. A two layer sampling method will be employed in selecting the respondents for this study. In the first layer, the companies that formed the respondents will be selected using a simple random sampling method. The list of all the SME in the manufacturing section publishes on the SME website will be used as the population. Each company will be assigned a number and random numbers will be generated to select 380 companies to form the participants. In the second layer, 5 sets of questionnaire will be given to the Human Resources managers of the 380 companies selected. The questionnaire will then be distributed to the managers in their company. The selection of managers is at the discretion of the Human Resources managers. 3.3 Pilot Test Test Pilot is a trial run of procedures and instruments that you plan to use. Pilot test will be conducted with 50 managers of SME in the manufacturing sector randomly picked from the population to ensure that the instrument used is reliable. The returned data on the questionnaire will be entered into the SPSS statistical software. A reliability test will be run and Cronbach’s Alpha coefficient value will be examined. It is suggested that Cronbach’s Alpha value of 0.7 and above is considered good reliability of the measure. However, if the Cronbach’s Alpha value below than 0.7, then we will look further into the value of 28 â€Å"Cronbach’s Alpha if item Deleted†. We will screen through all the items to determine which item if this item deleted will improve the Cronbach’s Alpha value. If necessary, we will add in additional items to enhance the reliability of the measure. In addition, we will also examine the value of â€Å"Corrected item-Total Correlation†. The value of 0.4 to 0.6 is considered acceptable. This statistic can be used to test validity of the measure. If the value is too small such as 0.05, it means this item is no correlated to other items. In other words, this item is not relevant in this measure. Contrary, if the value is too high such as 0.8, then it means this item is too correlated with other items or it is duplicated with other items. The pilot test will be repeated to achieve the acceptable level of reliability and validity. 3.4 Method of Analysis This study will employ descriptive statistic and an inference statistic approach to test the hypothesis and achieve the objectives of this research. However, before we begin any actual data analysis, we will perform the goodness of measure test. 3.4.1 Goodness of Measure Reliability is one of the elements to ensure the goodness of measure. It is suggested that Cronbach’s alpha coefficient should be above 0.7 for reliability to consider the scale as consistent scale. As presented in the Pilot Test, the 29 reliability will be assessed and enhanced before the actual data collection and analysis. In other words, the goodness of data has been pre-assessed. 3.4.2 Descriptive Statistic A descriptive statistic table will be generated using the SPSS statistical software. The table will report the total numbers of respondent and the demographic statistics, mean values and standard deviation of Job Satisfaction, Organization Culture and Leadership Style. These are the basis statistics to describe the samples. From this descriptive statistics, specifically from the mean score of Job Satisfaction, we will know the satisfaction level of managers of the SME manufacturing section in Penang. This statistic is able to achieve the first objective of this research – To assess the job satisfaction level of managers in SME companies in Penang. 3.4.3 Inferences Statistic Various statistical analysis techniques will be employed in this study. These techniques are multivariate analysis and hierarchical multiple regression analysis. Each technique has its own purpose in related to the objective of the research and hypothesis testing. To test the following research hypothesis, multivariate analysis will be carried out. 30 H1: Organizational Culture affects Job Satisfaction of the employees. H2: Leadership Style affects Job Satisfaction of the employees. The outcome of this data analysis will help us achieve the second objective – To study the impact of these 2 factors affects the job satisfaction of the managers in SME companies in Penang. To test on the following hypothesis, we will carry out the hierarchical multiple regression analysis. H3: Age has a moderating effect on the level of Job Satisfaction. With the outcome of this test, the third objective of this study will also can be achieved – To examine whether age has any moderating effects in the job satisfaction of the managers in SME companies in Penang. The above data analysis plan and its purpose of each test in regards to the research objective can be summarized in the table below.    Dastmalchian, A., Lee, S. and Ng. I. (2000). 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