Drama in literature Research Paper Example | Topics and Well Written Essays - 500 words

Drama in literature - Research Paper Example entral idea of a drama or its theme is manifested through dialogue or action in the play or something which can be determined at the end of the entire show. Plot, as another significant element, pertains to the logical sequence of events within which distinct characters are connected. While the plot establishes the integral part of the play, the characters convey how plot should communicate the meaning or essence of drama, especially the theme being endorsed, to the target audience (Elements of Drama). Music which consists in the background score through songs and the sound effects the rhythm and melodious content of which serve as an ingredient element to enhance the quality of presentation, functions with the dialogue to stimulate further the intellect and sentiment of the viewers. Since drama is intended to be seen and heard at the same time, audio-visual aspects collaborate such that the visual element in costumes, props, and other visual effects make up the chief component that measures the extent to which the play is appealing to the each watcher (Elements of Drama). For the characters to develop the theme in drama, the actors playing distinct roles as such ought to assume them in a manner that displays realistic motives, thoughts and actions. As protagonist or the main character is met by the antagonist, there is in conflict a discovery of epiphany or revelation or anagnorisis, a truth signified through the pertinent acts being carried by the characters. On the other hand, the dimension, the type of atmosphere or setting in which the author or playwright locates the plot is showcased through differing background or physical environment to coincide with the progress of action. The setting includes lighting, paraphernalia as props, and gestures or movements that might contribute to animate and bring the play to achieve the life which is expected to flow with the drama and theme under development (Drama Guidelines). Essentially, the play is developed to

Starbucks Corporation Essay Example for Free

Starbucks Corporation Essay Starbucks founded in 1987 as a modest nine-store operation in Seattle, Washington and quickly became the premier roaster and retailer of specialty coffees in the world with over 17,400 store locations in more than 55 countries (Thompson, Peteraf, Gamble, Strickland, 2014). The company first got its start in 1971 when three academics all decided upon opening a coffee store in touristy Pikes Place Market in Seattle. The three academics; Jerry Baldwin an English teacher, Zev Siegel a History teacher and Gordon Bowker a writer were all coffee aficionados (Thompson, Peteraf, Gamble, Strickland, 2014). They all enjoyed, love and shared a passion for fine coffees and exotic teas as they believed they could build a clientele in Seattle that would appreciate the best coffees and teas. The case tells us that the store was an immediate success, with sales exceeding expectations. The company ordered its coffee bean supplies from a specialty coffee retailer in Berkeley, California but towards the end of the year the partners purchased a used roaster from Holland, set up roasting operations in a nearby ramshackle building, and came up with their own blends and flavors (Thompson, Peteraf, Gamble, Strickland, 2014). The case tells us that by 1980s the company had four Starbucks stores in the Seattle area and had been profitable every year since opening its doors. A few decades on, April 2012, annual sales were expected to exceed $13 billion in that fiscal year (Thompson, Peteraf, Gamble, Strickland, 2014). Howard Schultz who was vice president and general manager of U.S operations for a Swedish marker of stylish kitchen equipment and coffeemakers, decided to pay Starbucks a visit (Thompson, Peteraf, Gamble, Strickland, 2014).  The case tells us that he was awed by the violinist playing at the door, the powerful and pleasing aroma of coffees, and the wall displaying coffee beans. After just three sips of the brew, Schultz was hooked and he began talking to the owner and was intrigued by the business philosophy of the partners. After tough negotiations, Schultz was finally hired as head of marketing and oversing retail stores. Schultz was overflowed with ideas for the company and how to move the company forward (Thompson, Peteraf, Gamble, Strickland, 2014). A trip to Milan Italy allowed him to explore coffee bars and learned an immense deal about the Italian passion for coffee. The trip showed him the potential of Starbucks as he then approached the owners hopefully of improving the company. The owners reject Schultz ideas as they felt it would put the core values of the companies in shadows however they did allow him to test an espresso bar which became a huge success. At the time the owners did not share similar view with Schultz so he decided to leave to start his own coffee and espresso bar named II Giornale Coffee Company. This venture became a huge success and expansion across the United State happened immediately. After much success Schultz went back and acquired Starbucks and had numerous improvement plans for the coffee company. The first of the improvement strategy was going public, followed by making Starbucks a third place where customers could enjoy coffee, surf the internet, read, or catch up with friends (Thompson, Peteraf, Gamble, Strickland, 2014). Another Strategy was to make Starbucks a great place to work. This strategy in my opinion was one of the key strategies in the turnaround of the company. After years of success, Schultz relinquished his role as CEO and retained his position as chairmen of the companys board of directors and assumed the role of chief strategic officer. The sharp economic downturn in late 2008 and early 2009 that affected much of the worlds economy hit the coffee company hard. The company began experiencing slow customer traffic and a decline in stock prices, Schultz was asked to return to his role as CEO and lead a radical restricting and revitalization initiative. This case study focuses on Starbucks, with respect to human capital and resources in the pursuit of strategy  implementation. There will be an analysis of how effectively the company implemented its turnaround strategy and how effectively Starbucks utilized human capital to implement its strategy. In conclusion of this paper, there will be recommendations for effectiveness in future implementations at Starbucks. Implementation of Starbuck’s Turnaround Strategy The return of Schultz saw him focus on three different themes; strengthen the core, elevate the experience and lastly, invest and grow. The implementation included various strategies which involved; slowing the pace of opening new stores, closing underperforming stores, restructuring the companys store operations in Australia, creating new designs for future Starbucks stores globally, enhancing the customer experience, providing additional resources and tools for employees, undertaking a rigorous cost-containment program, and renewing attention to employee training and reigniting enthusiasm on the part of employees to customer. The case tells us that 800 underperforming stores in the United States and 100 additional stores in other countries were closed. The company even trimmed its workforce by about 6,700 employees. From further analysis it was clear to see that Schultzs investment in growth played a huge part in the turnaround. The company implemented this strategy by choosing to open new stores in Asia with Japan and China being the primary destinations (Starbucks Corporation, 2012). Japan became the biggest foreign market while China was seen as the most significant growth opportunity (Starbucks Corporation, 2012). With the implementation process in action, the company was on the path to profitability once again and long term growth. In 2010 Sales at Starbucks operated stores worldwide improved in the most recent five quarters, customer traffic increased by 3% in United States, net revenues increased by 8.6% and net income increased from $25 million in 2009 to $217.3 million in 2010 (Thompson, Peteraf, Gamble, Strickland, 2014). Utilizing Human Capital at Starbucks In any business the concept of human capital can be interpreted in many ways. One of them could be looking at the person or employees as an asset; as a resource that belongs to the company and from which they can demand all  its capacity and commitment (Marimuthu Arokiasamy, 2009). In this case it is without a doubt clearly evident that Starbucks greatest asset was Howard Schultz and through him the employees. Schultz was able to make the company profitable on a few different occasions which the case explains thoroughly. Schultz understood the concept of what coffee means to coffee drinkers. A trip to Italy where he saw how passionate Italians were when it came to coffee shops made him understand that the success of any coffee shop depended heavily on customers experience. With this in mind, he made sure that part of the companys values was to ensure every employee is well educated and knowledgeable about the companys products. They employees paid close attention to detail when preparing espresso drinks, eagerly communicated the companys passion for coffee, possessed the skills and personality to deliver consistent and outstanding customer service. The employees within the company all received at least 24 hours training on topics like coffee history, drink preparation, coffee knowledge, customer service, retail skills, and Brewing the perfect cup workshop to better prepare them for their day to day task. He was able to utilize the employees further by rewarding employees in a manner that would make them want to work for the company and generate a level of enthusiastic commitment and high levels of customer service which he felt was key to the turnaround strategy. He created a highly motivated workforce and emphasized the fact that employees can put their trust on the management team. The case gives many examples of why winning employee loyalty and commitment to the companys mission would retain employees. In one situation, he heard an employee requested to extend health insurance benefits to part-time employees which were turned down by pervious management team. He personally proposed to the board that a reduction in turnover would reduce the cost of hiring and training, the plan was then approved and part-time employees were offered health insurance. Schultzs next plan was to pursue a stock option plan for employees as he believed that it would have a positive, long-term effect on the success of Starbucks (Starbucks, 2012). The idea behind this was turning employees into partners invested in companys performance. The employees were offered stock options awards based on the success and profitability of the financial year, and the size of the employees base for the purchase of  stock through regular payroll deductions (Starbucks, 2012). He ultimately had a clear understanding that happy employees provide exceptional customer service to customers which in turn gains customer loyalty and brings in revenue. Recommendation Based on the brief analysis which was carried out on this case study it was somewhat easy to come up with recommendations which Starbucks may wish to consider for future implementation effectiveness. The companys growth strategy and objects have proven to be a huge success. I am a big believer in if it is not broken do not fix it. However with that said no matter how good a strategy may be it can always be improved upon. The company should continue to focus on customer satisfaction and ensuring customers have a positive store experience. This is what has given the company so much success over the years so a suggestion will be to build on this strategy. The company could survey customers to gain a better understanding of how they can improve customer experience within the various stores (Marks, 2014). Starbucks could even go deeper with their products by having a customer data base that allows consumers to quickly get their daily coffee once in a Starbucks. This data base can be something whereby once a customer gives their phone number a list of previous coffee which they have bought would appear to the employee (Marks, 2014). I believe this will speed up the process for some customers who would like a Starbucks but do not want to wait for it. Another recommendation will be for Starbucks to create a mega store in some big cities (Koehn, n.d). This mega store can geared towards strictly customer experience and educating customers where their coffee is from, showing how it is made and even amusement centers where customers and children can interact. This recommendation may seem unrealistic however I feel in order to maintain a competitive advantage a company must continue to think outside the box and beyond what their competitors are doing. References Koehn. N (n.d) Whats next for Starbucks. Retrieved from http://www.businessweek.com/videos/2013-04-25/what-s-next-for-starbucks Marimuthu, M. Arokiasamy, L (2009). Human capital development and its impact on firm performance. Retrieve from

Change during the introduction of new system to control attendance

Change during the introduction of new system to control attendance The control of staff attendance has been a problem for Co-operative Food, a UK retail organisation, and it has been looking to improve its systems to monitor attendance of its employees. Co-operative Food wants to bring effectiveness in their work, e.g. through procedures and systems, for actively delivering their services to the consumers. That is why it is ensuring that they are efficient enough to do that. In order to pursue this, Co-operative emphasises on time management of its staff by bringing in a new system for the control of staff attendance. In the UK retail sector, Co-operative is one of the pioneers to introduce such a new generation system for control of staff attendance as compared to other big supermarkets like Asda, Tesco, Sainsburys and Morrisons. More specifically, Co-operative has introduced a biometric system which became operative in 2010, and requiring Co-operative staff to touch their finger at identification points to get verified. The new attendance recording system is a technological change to monitor employees attendance, when they start and finish their shift, by giving their finger print. If an employee leaves the premises of the company he signs out and then sign in again when he returns to the premises. This system has benefited the company to control its wastage of time and labour cost. Originally, an older system was being operated at Co-operative Food till two years ago by signing manually the attendance register. This register was usually placed near the managers office and the employees had to sign in and out before and at the end of their shift. This system was seen as a failure as employees gave little importance to this system. For example, they got paid even if they missed to sign in by requesting the manager at the next day that they forgot to sign in. This manual system was replaced in 2008 by a swipe card system to monitor staff attendance, which also had some drawbacks. In the swipe card system someone else, other than the employee, could also swipe it for him/her, without the knowledge of the supervisor. This is an important issue because such a change affects employees to a great extent if it is not planned and implemented properly. For example, due to the frustration employees could abuse the system by taking long tea or lunch breaks. Or they might waste companys time to do unnecessary activities e.g. they could go up in the canteen and sit there hiding without the knowledge of the managers or supervisors. Or if they havent accepted the change their way of work could be slackened, which will affect the performance of the organisation. It will be studied in the dissertation how this change has affected employees attitude towards their organisation. The research will look into employees perceptions of this change. Do they feel a sense of distrust from the organisation being monitored in a way that they have to give the finger prints to get recognized by the system or are they happier than before due to this innovation? 1.2 Research aim This study will focus on the effectiveness of change management practices and procedures in the organisation and will find out how these have helped in smooth implementation of this system. This research will help to understand how new staff management system was implemented in the Co-operative organisation, and if any issues like dissatisfaction or behavioural problems among employees have occurred and how these issues were dealt with. 1.3 Objectives 1: To find out at what extent has Co-operative achieved the objectives planned with the introduction of a biometric staff attendance system. 2: To analyse what issues evolved among employees. 3: To study the effectiveness of the implemented change. 1.4 Research Questions What are the issues that a new staff attendance system brings in the organisation? How can change management procedures deal with those issues? To what extent has Co-operative achieved the objectives planned with the introduction of a biometric staff attendance Chapter 2. Literature Review This chapter will review literature about change management procedures and implementation issues. 2.1 New technology and the related issues There is a major issue of human resistance attached to the introduction of new system. Gregson(1994, p. 23) gives an example of the introduction of new technologies and the human resource issues related to the implementation process. He depicts that when automatic teller machines (ATM) were launched in banks, it gave huge benefits to customers but at the same time the bank employees were discouraged by this new technology and its usage by the staff posed a threat to their job by this new technology. 2.2 Resistance to Change Skarlicki (1999, p. 36) has defined resistance to change as, employee behaviour that seeks to challenge, disrupt, or invert prevailing assumptions, discourses, and power relations. Deloitte and Touche has carried out a study of 400 companies about the resistance to change which is cited by Prochaska (2001). They found out that resistance to change causes the change process to fail or not completing. Hauschildt (1999) carried out a study of 151 companies in Germany which concludes that the resistance or opposition to innovation in these companies benefitted the organisations. This benefit includes the criticism of the new system by pointing out the defects of the system which is a way forward for organisations to improve it. Employees by pointing out defects in the new system get more involved in the organisations. Proctor and Doukakis (2002, p. 268) point out that resistance to a change could be because employees fear the new change will put their job safety at risk, or they fear of unknown, or it might be the lack of information and knowledge about the advantages attached to this change. Another example of innovation in organisations and its effects is the Bemmels and Reshef study in 1991 which is cited by Zwick (2002). Bemels and Reshef studied 206 Canadian companies which introduced innovation over a specific period, and found out that the employees generally accepted and supported the innovations, but it was resisted from personnel just because of the presence of Union and the technological advancement clauses in the employees contract. Another main concern of employees regarding innovations in organisation is that it could lead to the reduction in staff. Effective innovations could cut down the staff in the organisations. 2.3 Biometric System A biometric system is an automatic system which requires the physical characteristics of a user to recognise him/her. These physical characteristics could be finger prints, hand prints, facial expressions or iris pattern of eyes. According to Braghin (1998), the biometric system performs authentication process in two different stages. 1: Enrolling stage In this stage a specific biometrics characteristics is given to the system data base which could be located centrally or distributed. The scanning of the biometrics is performed, and then the system creates a digital representation called template, which is then recorded into the data base. This process is performed only once. 2: Identification stage In this stage the system scans the biometric characteristics and then creates an optimized digital representation, which it then matches to the template to identify the person. Biometric system is a new technology which also brings issues that are linked to this system. Braghin (1998) depicts that a biometric system is not good at handling problems. If someones template is stolen, the system cant provide any help for that. These are the characteristics of a person which is not easy to get back if lost and biometric system is not helpful in order to deal with the problem. It is not like a password which you can change. So it means if you lose it, you lose it forever. Advantages of biometrics OGorman (2003, p. 2037) highlights the advantage of the biometric as, the details are hard to get stolen of a user using the system as compared to other authentication system, like ATM. The token system which stores the identity of a user should also be a used by a user as a second option to make it more secure against stealing and thefts of the details. 2.4 Change Management Kotter and Schlesinger (2008, p. 4) have explained how to diagnose resistance (2008, p. 4) caused by the change. They point out that every change brings some human resistance to the change process. In order to deal with the resistance it is important to find out about the causes of potential resistance. By analysing the situation managers can come across the factors of resistance when the change is being introduced. 1: Parochial self interest People can be resistant to change because they feel less concerned about the organisation and see their interests coming first before the interest of the organisation. 2: Misunderstanding and lack of trust Misunderstanding can develop among employees if they dont understand the implications of the change. Or if they perceive it wrongly. It is essential for change to be effective that all employees understand the change process and its implications, and for managers or change agents to interact with employees to clear potential misunderstandings. 3: Different assessment Employees could assess the change differently than the change agent or managers due to lack of information. Because both the employees and the change agent think that the information that they have is right and they assume about each other of having the same information. So it is very important that both the change agent and employees have up to date information because otherwise this could lead to resistance. 4: Low Tolerance Sometimes it is very hard for people to give up their old habits or working style which they are used to. For example, if the implemented change requires some new skill and behaviours and employees are not catching up with those behaviours or skills it would be problematic. 5: Old beliefs People are reluctant to change because they dont want to be disturbed in their daily routine. For example an employee working 9 am to 5 pm shift, who is required to change shift from 3 pm to 11 pm two days a week will be resisting because it will disturb his/her daily routine. Kotter and Schlesinger (2008, p. 6) have suggested several ways of how to deal with resistance when it emerges as a reaction to change. 1: Communication Communicating about the desired change could really be helpful as it will make employees to embrace the change. Communication both with individuals and to a group is very essential as employees want to know about activities in the organisation. If the employees are put in dark about their organisation they feel a sense of ignorance. All sources like audio or video can be used to communicate. 2: Support Organisations can offer training about new skills or support to the employees where the managers find the employees are struggling to overcome resistance. This training can be in the organisation or out of the organisation as well. 3: Involvement Employees involvement in designing and implementation of the change process is another way to stop resisting powers being emerged. Involvement of employees will make employees feel that they are a value to the organisation. 4: Negotiation Negotiation is a way to offer benefits to resistors to accept the change. Its a process of luring the employees who are resisting. For example negotiations could involve dealing with unions as offering them pay rise in the lieu of acceptance of change. Negotiations are an expensive way of dealing with resistance as the change initiator has to give something to resistors for the acceptance of the change. The disadvantage of the negotiations is that people who take part in the negotiation process could use it as blackmailing. 5: Manipulation or Co-optation This process is also called Co-optation, when employees who are potential resistors are given an attractive role of their choice to involve them in the change process. This is not considered as participation of employees because the employee who is co-opted, his/her advice doesnt mean much to the change initiators. 6: Coercion Here the employees dont have many choices as if they dont accept the change they are threatened or warned of taking disciplinary action against them or being fired or by stopping their promotion. In this way they would worry about their job security and would show the acceptance of the new changed system. Caluwe and Vermaak (1994, p. 49) explain that the change process is a step by step process of learning. It cant be enforced on someone as it takes time and learning cant be enforced. According to Bovey and Hede (2001) change in an organisation is often implemented in a way that the whole process of planning and implementation takes all the time and the human factor who will be dealing with this change after implementation is ignored. They argued that the consideration of a new system and its rationalization for the company gets importance leaving behind the people who will be affected by this new system. Aladwani (2001, p. 268) gives a comparison of marketing and implementing an information system based change. He holds the view that both marketing and implementing change in the organization are change processes and reflect the exchange process between two parties. Therefore, as the marketing policies and procedures are developed and communicated, organizations should communicate with their employees for the required results and to overcome the resistance to change. In marketing these communications are between seller and buyer, while in an organisation it should be between employer (the person who is brining the change) and the employees who are getting affected by this change. The above literature has discussed about introduction of staff attendance measurement in organisations and related issues, biometric system and related human-resource issues, and finally change management. Kotters(1996)Change management model Create sense of urgency Create a guiding coalition Develop a vision and strategy Communicate the vision for change Empower broad-based action Generate short-term wins Consolidate gains and produce change Anchor new approaches Source: Kotter 1996 Kotters model (1996) is the 8 phase change management model which deals with the change through a systematic way. It takes the top down approach from creating a sense of urgency to anchoring change in the culture. It produces good results by dealing with the resistance issues caused by the change. Kotters model deals with the resistance in the best way for smooth implementation of change. Although this model has met with a lot of criticism as in its step 5 encourages risk taking and not traditional ideas and activities, and change in the structure of organization but Kotter explains that it is the essential part of the organizational change. As he explains that the structure which undermines the change vision by becoming a hurdle needs to be rid off. Kotters model is focused on communicating the vision to employees and provides good guidance. I like to use Kotters model for my research because it is a systematic method, a top down approach and is more effective than other models. It deals with the issues of resistance properly. Chapter 3. Conceptual Framework The literature review in Chapter 2 is a critical activity resulting in a conceptual framework. This research will use the change model of Kotter (1996) as a conceptual model. It is assumed that the eight phases proposed by Kotter are a useful model to compare the change at the case company. The following table shows in an exemplary way how the phases of change at the Co-Operative can be mapped on Kotters eight phases. Phases of Change at the Co-Operative 1 2 3 4 5 6 1. Create sense of urgency 2. Create a guiding coalition 3. Develop a vision and strategy 4. Communicate the vision for change 5. Empower broad-based action 6. Generate short-term wins 7. Consolidate gains and produce change 8. Anchor new approaches Table 1: Mapping Change at the Co-Operative on Kotters Leadership Steps Source: Kotter 1996 Each of the eight phases has its own dynamics and challenges. For example, in the first phase, organisations need to look at the competitive market, trends are traditions which need to be updated, profit margins to start the change process, if enough urgency is not established there is a risk of process to fail. The 2nd phase is appointing a team to carry out the change process together energetically. Then comes the 3rd phase which is about the development of proper vision and strategy to implement the change. It is about, where would the change lead to and how. The 4th phase is about communication of the vision to all employees by interaction. The 5th phase is to remove barriers which are obstructing the process of change. The 6th phase is about bringing more improvement in the performance, and rewarding the employees who maintain the required standards. The 7th phase is about producing more change by promoting the employees or hiring new one to carry out the change process with more determination and persistence and the final one is about to make the change permanently stick to the organisation. These phases will be tested to analyse the change process which Co-operative food has carried out by comparing the eight phases of Kotters model. Kotter (2007, p, 99). All the phases of the model from establishing a sense of urgency, Kotter 2007, p,97) to anchoring change in the culture (2007, p,103) will be compared to find out, have they been taken into the account for successful change at the case study company. Chapter 4. Research Design A deductive case study approach will be applied for this research. This case study is deductive because it uses existing concepts in the field of change management and theory about resistance caused by the introduction of new staff attendance control system. Furthermore a qualitative case study will help to attain insights and detailed viewpoints of the employees and managers. Yin (2003) suggests using a case study approach when How and why questions are being addressed and it tells about what could be extracted from a single situation. According to Bryman (2001) case study approach is used for in depth findings and to associate it with the theory. A case study approach is suitable for the interpretation of this subject because it will investigate the change management processes in the organisation by the help of existing theory of Kotters model in the case study organisation. Qualitative approach I intend to use a deductive qualitative approach for this case study. Bryman (2001) highlights the characteristics of the qualitative approach as dealing with issues by exploring them, e.g. through counter questions to understand the phenomenon. Kaplan and Maxwell (1994) give a briefing of qualitative approach that it is the study of a particular situation by exploring peoples attitude in which they react by means of interviewing, observing or documenting rather than by a data of numbers. As this research is about the perception of employees about this change, the philosophy that will be used in this research will be constructivist. This philosophy has been selected because I intend to test the Kotters model of change management in Co-operative case study. Chapter 5. Methodology For this research, the following case study organisation was chosen: the Hackney Branch, London, of the Co-Operative Food unit of Co-operative Group Limited, Manchester/UK. Furthermore employees and managers are accessible for interviews that are essential for accomplishment of the study. Data will be collected with the help of semi structured interviews by mono method. Semi structured interviews are flexible in approach, and are good in finding the insights of peoples. An understanding will be developed in the perspective of employees natural settings, about perceiving change in the organization by employees, their behaviour towards this change, and their thinking about change management practices in the organisation to minimize the effect of this change. I have talked already with the local branch managers, and they have told about their interest to take part in this research. An official letter will be written to the case company when the research starts, e.g. in September 2010. The interviews will be conducted after the work is assigned or the proposal for the research is accepted in the Hackney branch of Co-operative food. Interviews will be conducted by asking all type of questions like open question, Probing or specific questions, closed questions to cover all the aspects of the aim and objectives of the research. Employees will be asked about their point of view about change, their participation, experience and effects of the change on them. Moreover a comparison to Kotters change model will be developed by looking into eight phases of the model. Pattern matching technique will be used to analyse the data. Because I am using Kotters conceptual framework for this research, I will test the adequacy of the Kotters framework to reveal the findings. Pattern matching is the method which involves two variations, depending on the dependent and independent variables. In the first variation we relate the proposition from the relative literature to the results of data collection and analysis. If it matches to the predictions then we confirm the theory. At this moment the researcher has no pre defined variables, but when the work is assigned. If one or more outcomes that have not been predicted by the explanation, there is a need to seek an alternative one. (Yin, 2003) In the second variation the variables are independent of each other. Here we put forward a number of alternative explanations to explain the pattern of outcomes that we expect to find. When the predicted explanation matches with the pattern of outcomes it provides evidence that it is indeed an explanation of the findings. The method will be chosen when the work is assigned after the acceptance of proposal. 5.1 Limitations This research will set its limits by contacting Co-operative Food employees in the case study organisation, Co-operative Food which is a supermarket or a retail industry in the Hackney branch London. The employees contacted will belong to the Co-operative. Therefore the findings of this research can not be generalised outside the case study organisation. 5.2 Ethics The ethical issues involved in this research could be the fear of employees about their names being used in this research. If the employees dont understand the purpose and aim of the research, it is also an ethical issue. Employees could also have discomfort or stress in answering the questions. Employees will be provided the information about the purpose of this research, and its aims, and the issue of anonymity that that their names will be kept anonymous if they wish. The data collected will be used by the consent of the employees. I will inform the employees by speaking to them about their right to withdraw from the interviews and also about withdrawing their permission to use this data before I finish the interview. The collected data will be analysed by the researcher and the dissertation will be submitted by honest means. 5.3 Resources The resources that will be used to conduct semi structured interviews are audio and video equipment. Before conducting the interviews I will get the consent of employees. Should there be any rejections about being recorded, then I will make notes of the interviews. 5.4 Transcription I will document the interviews in text processing files with interview numbers, like 01ME, and 02FE, and so on, where 01 represents 1st interview and M is for male, F is for female and E is for employee. RQ1, and RQ2 will be used for myself representing the first and second of the researchers questions and MEA1 or FEA 2 would be used for male employee answer 1 and female employee answer 2 respectively. 6 Appendix 6.1 Time Table Gantt chart for a research project Activity September October November December January week number 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Review Literature Meeting with supervisor Read Methodology Literature Data Collection Analysing data Enter data in computer Update literature reading Complete the remaining part Submit to supervisor Revise the work Holidays Print, bind Submit

Federalist Policies :: American America History

Federalist Policies After the establishment of the constitution, the Federalist administrations faces many significant challenges when dealing with the economics of the United States; much of the country was divided over issues such as how to raise money, establishing a public credit system, how to pay the national debt, and whether or not a national bank should be established. Leaders like Alexander Hamilton, Thomas Jefferson, and James Madison came to represent the ideas of the people and as these ideas became more solid, debate and opposition rose. The Federalists saw multiple ways to resolve these issues, and the resolutions established that leadership in the United States would be successful. Raising revenue for the United States was the first economic issue the Federalists faced. This was the first and most important need they saw for the country. At first, James Madison proposed a small tax on imports, however, the high demand for money quickly increased the taxation. Also, the Tonnage Act of 1789 was passed, taxing American and foreign ships. American ships were not taxed as much as foreign ships, however. The issues of taxation and raising money also brought into play bigger issues, such as whether the United States should favor Britain or France in their economic policies, whether they should maintain taxation even at the expense of farmers, and whether the interests of northern manufacturers should be their biggest concern. The Tonnage Act was the beginning of increased revenue in the America, but a sound fiscal discipline was far from having been created. Another issue that was controversial was the establishment of a public credit system and paying the national debt. Alexander Hamilton was the main activist in this issue. He wrote several reports to the House of Representatives offering solutions to the problem. In his first report, he suggested that citizens who had government bonds should be able to turn them in for new, interest-bearing bond. He also thought that the government should make the states pay their debt to the government, which would be about $21 million. The problem with his ideas was that, in financial crisis, many farmers had sold their bonds at very low prices to speculators, and that with this plan, only the speculators would benefit, because they could trade in all of the bonds they bought very cheaply. The citizens argued that the they should be they should be paid back for their losses. Federalist Policies :: American America History Federalist Policies After the establishment of the constitution, the Federalist administrations faces many significant challenges when dealing with the economics of the United States; much of the country was divided over issues such as how to raise money, establishing a public credit system, how to pay the national debt, and whether or not a national bank should be established. Leaders like Alexander Hamilton, Thomas Jefferson, and James Madison came to represent the ideas of the people and as these ideas became more solid, debate and opposition rose. The Federalists saw multiple ways to resolve these issues, and the resolutions established that leadership in the United States would be successful. Raising revenue for the United States was the first economic issue the Federalists faced. This was the first and most important need they saw for the country. At first, James Madison proposed a small tax on imports, however, the high demand for money quickly increased the taxation. Also, the Tonnage Act of 1789 was passed, taxing American and foreign ships. American ships were not taxed as much as foreign ships, however. The issues of taxation and raising money also brought into play bigger issues, such as whether the United States should favor Britain or France in their economic policies, whether they should maintain taxation even at the expense of farmers, and whether the interests of northern manufacturers should be their biggest concern. The Tonnage Act was the beginning of increased revenue in the America, but a sound fiscal discipline was far from having been created. Another issue that was controversial was the establishment of a public credit system and paying the national debt. Alexander Hamilton was the main activist in this issue. He wrote several reports to the House of Representatives offering solutions to the problem. In his first report, he suggested that citizens who had government bonds should be able to turn them in for new, interest-bearing bond. He also thought that the government should make the states pay their debt to the government, which would be about $21 million. The problem with his ideas was that, in financial crisis, many farmers had sold their bonds at very low prices to speculators, and that with this plan, only the speculators would benefit, because they could trade in all of the bonds they bought very cheaply. The citizens argued that the they should be they should be paid back for their losses.

Ragpickers: Recycling and School Essay

A.What is ragpicking? India’s booming urbanization brings the problem of waste management. As more people are migrating towards the cities, the amount of waste is increasing at a high pace and waste management is likely to become a critical issue in the coming years. Ragpickers play an important, but usually unrecognised role in the waste management system of Indian cities. They collect garbage in search of recyclable items that can be sold to scrap merchant (paper, plastic, tin†¦) This activity require no skills and is a source of income for a growing number of urban poors. There are two types of scrap-collectors: the ragpickers, mostly women, who collect garbage on dumping grounds, in residential areas or in street bins, and the itinerant buyers who purchase scrap directly from households, offices and shops. Most of the itinerant buyers are male and they typically require a certain amount of capital to purchase scrap. The informal waste sector Most of the ragpickers are not independent but work for middlemen or contractors who purchase segregated rag from them on pre-decided rates. Waste picking is rarely recognized or integrated in the official Waste Management System despite its large contribution to it. According to the NGO Chintan, ragpickers â€Å"are unrecognized and have almost no rights to work, despite the fact that they save almost 14% of the municipal budget annually. In Delhi, the army of almost 80,000 estimated wastepickers save the city at least Rs. 6 lakh daily through their work.† B.Who are the ragpickers? In India, over a million people find livelihood opportunities through waste picking. Chintan’s research shows that â€Å"as many as one in a hundred persons in a large city in India could be employed in waste recycling, starting from waste picking to operating small junk shops and even operating reprocessing factories. Of these, most are marginalized wastepickers and small waste dealers.† Ragpickers are mostly women who come from the most marginalised groups of the population and often live in unauthorised slums in the poorest neighbourhood. Studies also show that ragpickers are most of the time migrants who had fled their city or village because of hard living conditions. The vast majority of the ragpickers are Dalits or belong to minorities (muslims in Kolkatta). In UP, Assamese and the Biharis have by and large dominated the profession in the last two decades. The fact that they are migrants and often seen as temporary residents can explain why few governments have designed policies to improve their situation. Most of them don’t have identity cards or birth certificate and therefore don’t have access to basic governmental facilities (social assistance, enrolment of their children in municipal schools†¦) C.Some improvements in their work conditions Many NGOs are supporting the ragpickers to gain access to these basic services (health care, health insurance, education and vocational training). They also provide legal support or counselling sessions and help them form unions to speak up for their rights. In some cities, their work has been partly recognized and their situation thus improved. In Pune for example, thanks to the scrap-collectors union, the municipal corporation now issues identity cards to ragpickers and offers a limited health insurance plan, recognising their contribution to recycling waste in the city This acknowledgement can have a positive impact on reducing child labour by increasing the parent’s income therefore reducing their dependence on the money their children earn. II.Child labour and ragpicking A.Background of the child ragpickers Many children begin working as ragpickers at the young age of five or six years. In Lucknow, the majority of the ragpickers are between 8 and 10 years old. Most of them never attend school and don’t have any formal education. Their families are generally in need of extra incomes from their children. There are two categories of child ragpickers: the street pickers, who collect garbage in street bins or residential areas, and dump pickers who work on dumping grounds. These two categories of children do not have the same living conditions and characteristics. Street pickers, mostly boys, share many characteristics with other street children: they are extremely mobile and it’s therefore difficult to gain access to them. What they usually need is a shelter or reintegration with their families. In most cases, the children work for a middleman who takes the major share of the sales and pays only a small amount to the children. On the other hand, the dump pickers often live with their families, in a relatively more stable environment. They usually work with their parents in or around the dumping ground. Girls were traditionally more involved in ragpicking than boys, but a survey in Pune shows that the trends are changing and that more boys are now engaged in the trade. Adolescent girls are less involved in ragpicking because it is believed to be unsafe for them to be out on the street. They are involved in taking care of the house chores and help in sorting the collected garbage from home. Some of the child ragpickers go to school and work the other part of the day or during holidays. Some girls are found working as ragpickers in the morning, sometimes attending school in the afternoon and coming back home in the evening to help their mother with the household chores or to care for their younger siblings. B.State of the legislation In 2001, waste-picking was included among the hazardous occupations banned under the Child Labour (Prohibition and Regulation) Act, 1986. But apart from this very brief mention, ragpicking is ignored in legislation regarding child labour. Contrary to most child labourers, ragpickers are self-employed or working with their parents and therefore not answerable to any employer. III. Impact of ragpicking on the life of children A.Health issues 1.Long working hours Normally children work in one shift only but some of the children are collecting rag two to three times in a day. Those who are involved in collection of empty bottles work late in the night. In Lucknow, younger children, especially girls, start their work early in the morning and till 12-1pm. Teen age boys start working around 8-9 am till 2-3 pm. Case Study – Lucknow Fazila, 11 years old, has 3 brothers. Her father died some year back and her mother is weak and gets sick very often. She and her 12-year-old brother are the two most responsible person of the family. Fazila’s day begins early morning, she cooks rice, prepare tea and goes with his brother to Dalibagh, Hazratganj and Lalbagh for rag picking. She returns home when sun is high in the sky. After taking bath and meal she looks after her younger brother. Around 3 pm she starts second round of rag picking and comes back around 7 PM. She cooks the evening meal and does other house hold work. She dreams to become teacher but hardly find any time to go to school. She wants to play with the doll, which she found during her daily rag collection. She is growing up and has lots of questions but no one to answer them. She dreams of collecting lots of money and going back to Assam and think of the days when no one forced her for rag picking and she would play with dolls and friends. 2.Hazardous work conditions Ragpicking is probably one of the most dangerous and dehumanizing activity in India. Child ragpickers are working in filthy environments, surrounded by crows or dogs under any weather conditions and have to search through hazardous waste without gloves or shoes. They often eat the filthy food remnants they find in the garbage bins or in the dumping ground. Using the dumping ground as a playing field the children run the risk to come upon needles, syringes, used condoms, saline bottles, soiled gloves and other hospital wastes as well as ample of plastic and iron items. They suffer from many diseases, such as respiratory problems, worms, anaemia, fever and other problems which include cuts, rashes, dog bites†¦ B.Education issues A large majority of the child ragpickers are out of school children, despite the presence of schools in their neighbourhood. But rag picking and 12 to 13 hours In Lucknow for example, 98% children of the school going of working is reality and she has to age group are not going to school. work hard for supporting her family. In the M-East ward of Mumbai, there are 15 municipal schools but the number of out of school children is yet very high. Most of the children are withdrawn from school at the average age of 12-13 years. The boys often work in their parents’ business while the girls are made to take up the household responsibility. Different reason can explain why the children are not going to school. The following table gives details about the situation in Lucknow: 79% children are out of school because neither their parents nor the contractor [for whom they are working] are interested in sending them to school. Moreover, many children are already making quite a lot of money by ragpicking and don’t see the point of going to school. 12% say that they are responsible for their family and have to work. 5% children left school because they do not found anything interesting in the school and they feel that teachers are not teaching properly and they cannot afford private school fees. 4% of the children are not going to school because their school hours didn’t allow them to go to work. Language is also a big barrier, as migrant children often don’t speak the language of the city they work in. In a study conducted in Pune, migration, quality of school, corporal punishment in school, not interesting, failed more than twice in the class, bad health, economic hardship of the family, loss of a parent are some of the reasons also cited for school dropouts. IV.Pratham’s intervention: the case of Govandi (Mumbai) A.Situation in Govandi According to the SSA Survey Data 2004, 60% of working and out of school children are in the M/E ward of Mumbai city. The M/E ward is divided broadly into two main slum communities – Bainganwadi and Shivaji nagar. These are like any other slum communities. There is a gathering of closely built homes, unmaintained roads, overflowing drains, freely roaming cattle and groups of people chatting at each corner. The approximate population in these communities is around 5 lakhs and majority of the population are followers of Islam. Another main characteristic of this community (though negative) is its closeness to Mumbai’s largest dumping ground – The Deonar Dumping Ground. Mumbai generates waste of approximately 7,025 tonnes per day. The management of waste in the city comes under the Municipal Corporation of Greater Mumbai (MCGM). The prevailing approach is that of collection of garbage from the communities by the municipal authorities and disposing it off at the three main dumping sites that are currently servicing the city. Deonar is the largest dumping ground in Mumbai. It starts from the Deonar creek and ends at Baba Nagar. This dumping ground area has added on to the developmental and infrastructural issues faced in M/E. For years Deonar has been the largest garbage bin for the entire Mumbai city and today is also is a home for thousands of migrants who live in very hard conditions, lacking even the most basic amenities and earning their living on the dumping ground. In July 2008, Pratham conducted a survey in and around the dumping ground to assess the situation of the children living there. There are approximately 1300 children living in and around the dumping ground today on a regular basis. All of them are living with their families and have either migrated or been displaced from other parts of Mumbai. 636 are working as ragpickers, of which half are going to school. The majority of the children earn up to 100 rupees a day while 2 or 3 of them are making as much as 800 rupees a day. (476 earn 100 or less than 100 rupees a day, 111 earn between 100 and 400 rupees a day and 5 earn 400 rupees or more) The objective of Pratham’s intervention is to provide educational opportunities to child ragpickers, as well as relief from their routine work in a safe, caring environment and to generate their interest in school-related activities. B.Educational classes There have been joint initiatives with the Government so as to tackle the issue of child rag pickers. One of the major programs through which these children are covered is the Transitional Education Centres (TEC’s) run under the INDUS program of the Government. There are 11 TEC’s surrounding the dumping ground in Govandi reaching about 450 children, many of which work part time as rag pickers. C.Vocational skill training The objective of the vocational training is to provide vulnerable children with employable or business skills and allow them to be able to survive / support themselves and their families after reaching an employable age. Pratham offers vocational training or refer children to other organizations that provide training. Two vocational skill training classes are organized for adolescent girls and provide them with basic life skills such as mehendi or tailoring. D.Mainstreaming these children into school In December 2006 Hindustan Lever Limited adopted 45 children from Govandi area under their Scholarship drive to support the education of underprivileged children. Under this project the company is sponsoring their school education as well as a support class run by Pratham. Pratham’s teachers relentlessly worked to convince the parents to send their children to school and to Pratham’s support classes. They organized parents meetings, counselling sessions and home visits to tell them about the importance of education. Many parents argued that sending their children to school was a loss of revenue but the teachers gave them advice on how to manage without their children’s additional revenue. Slowly the parents began taking an interest in their children’s education and supporting Pratham’s initiative. Pratham started with a four-hour class aimed at raising the children’s interest for educational activities. Once the children and the parents were ready, they contacted the school and managed to enrol the children. The support class was set up to provide the child with educational support for retention in school. E.The Drop-in-centre model Alongside its education program, Pratham also started the first drop in centre for the children working on the dumping ground. The Drop in centre is the major strategy and a non controversial entry point program to tackle the issue of working children on the dumping ground. It is a low cost and replicable model which caters to the immediate needs of the working children on the dumping ground. This safe point of contact for children is key to their reintegration into education and vocational training, and a first step toward a better future. 1.What is a Drop In Centre A place within the radius of 1 km of the workplace wherein the children working on the dumping ground (who do not have a fixed routine or schedule) can drop in between 10.00 am and 5.00 pm. It would be a place which would cater to the child’s recreational needs and the need

Hawthorne Studies: Impact on Modern Management Essay

The Hawthorne Studies is one of the most frequently debated phenomenons in modern work management. Evolved in the 1930’s this represents a progression from pure scientific management determined by Taylor to introduction and influence of behavioral sciences in the management of work, workers and work places. Given the long time that the theory has been in vogue and the intense research in management sciences, Hawthorne effect has provided varying interpretations briefly summarized in three main streams of thought. One group of researchers considers that the Hawthorne effect has an impact on productivity due to the effect on people’s behavior when they know they are a part of an experiment. (Champoux, 2003) (Nelson & Quick, 2003). Some others deem this to be the changes brought about due to special attention to behavior at the work place. (Jewell, 1998) (Newstrom & Davis, 2002). While yet another interpretation is that it is an effect caused by a novel change in the work environment.  (Jex, 2002) (Schultz & Schultz, 2000). These however appear to be limited explanations of the Hawthorne effect. The most significant impact of the experiments is in establishing correlation between human psychology, behavioral sciences and scientific management. (Franke & Kaul, 1978). This integration has resulted in overcoming the overly simplistic principles of scientific management by Taylor (1911). In as much as modern management is concerned the Hawthorne experiments established principles for organizing small group processes which remain relevant to this day. (Franke & Kaul, 1978). Thus the impact of these experiments have to be examined in relation to linkages established between worker productivity and social groups at work, attention to individuals and groups and finally creation of a conducive work environment within the group. These three key parameters can be applied effectively in modern management practices in concurrent spheres which results in improvement in work output once workers feel that management is interested in their welfare and devotes attention to them, increased productivity through a sense of responsibility and discipline which comes from within a group rather than from higher authority, and finally production enhancements resulting from an ideal social environment for the work group. (Mayo, 1933). Welfare of the worker through greater involvement of management is an important derivative of the Hawthorne Experiments which has applicability in modern management. The focus of the Hawthorne studies in worker welfare was determined by factors such as providing adequate breaks for rest, manipulating work hours and creating ideal environment for productivity through control of humidity and temperature. (Roethlisberger & Dickson, 1939). The implied meaning of such measures was that the management was concerned about and interested in the welfare of the worker. The workers were not as much concerned of the issue of genuineness of interest or productivity related needs of the management in their welfare. In the modern management context however large scale mobility of the work force is related to two spheres, availability of greater opportunities and a perceived sense of selfish rather than proportionately altruistic interest of the management in welfare of the work force. Where workers feel that the management is interested in their welfare only as a measure of productivity, it may not have a singular impact. Creating intrinsic sense of responsibility within a group is one of the prime motivators at work which can result in increased productivity. The Hawthorne experiment proved this dictum by manipulating experiments in various ways and also by creating a sense of permanency in the work groups. The groups seem to select themselves and enhance their commitment and productivity. (Mayo, 1933). In modern management creating sense of responsibility may be considered a function of effective group formation as well. This will result in a sense of purpose creating accountability of individuals to the group. Ironically the John Henry effect, frequently considered as the opposite of the Hawthorne effect supports this premise. Here a control group which is devoid of interventions enhances its efficiency by benchmarking performance based on the experimental group. (Zdep & Irvine; 1970) Thus implying that creation of group cohesion and a sense of responsibility towards productivity may lead to incremental improvements independent of interventions per se. However mere creation of a group may not sustain productivity, this will have to be supported by a conducive community atmosphere within the group. Social environment of the work group surely has an impact on worker productivity. (Mayo, 1933) (Gillespie, 1991). While work place manipulation has become a norm for greater productivity in modern production houses, it is the management of groups which is critical to the same rather than provision of physical improvement of work place beyond a certain limit. Social environment of the work group has impact at two stages in the modern work place. One is the repetitive nature of work performed by groups similar to those in Hawthorne studies. The other more complex form is work frequently carried out in a series, where an error in the chain could compound or negate the entire process. Thus the need may be to build much deeper social networking amongst groups to support not just productivity but also creativity and emotional bondage. Some of the areas which could be envisaged in this sphere are software development where relay chain nature of work would imply need for positive social environment within the work group for completion of the task with minimum errors. A critical examination of the study would reveal that most examinations have focused on the nuances of conduct of experiments rather than the overall impact of these trials. While Elton Mayo had good reason to deliberate on the experiments as this was the first time such scientifically controlled experiments were being undertaken linking behavioral sciences with industrial management, there is a tendency in subsequent works to focus more on the experiments per se rather than findings of the research derived from manipulating the processes of work. Thus critics are restricted to the integrity of the process of experiments thereby missing the essence of the argument of Hawthorne Experiments. This anomaly would be evident in the argument of novelty at the work place. (Jex, 2002) (Schultz & Schultz, 2000). The case of innovation is seen by some writers as incongruent with the conclusions as it was considered difficult to maintain novelty over a period of two years. Yet recycling newness could create conditions in the experiment which to the workers could bring about change thereby resulting in productivity improvements brought about by transformations in small work groups. A second critique of the Hawthorne experiments involves political interpretation of exploitation of workers by capitalists. (Rice, Nd). The argument that the management was interested in workers welfare has been interpreted in a way that it was not interest in the employee per se that had involved the management but the need to increase productivity. This may have relevance when attempting to understand the phenomenon of industrial polity in the modern workplace; but will not be relevant to the issue of application of the conclusions as given above in improving worker productivity. However given the extensive interpretation of the Hawthorne experiments over the years, it can be assumed at this stage that the political bias if any has been removed through the rigor of analysis by a vast body of researchers. One final critique of the Hawthorne studies in relation to modern management would be the underlying lack of importance to the group leader which is implicit in the experiments. The small group was allowed to manage through processes which do not seem to have entailed evolution of a group leader. This appears highly unusual given the natural proclivity of a primate to emerge in a group of people. In a modern setting of say software development, given the serial nature of work and equity in capability, yet importance of nominating a group leader for work group coordination has been highlighted. Nonetheless despite these and other infirmities, Hawthorne studies will continue to remain significant in modern management for the linkage provided for the first time between scientific managing, behavioral sciences and development of potential through principles of human resources.