Psychological Research v. Popular Press free essay sample

An examination of the difference between a popular press article and several psychological research studies on hardiness. This paper takes a popular press article and compares its contents to four psychological research studies on hardiness in college freshmen. The author includes a summary and critique of each. The media is a powerful influence in the lives of every American. It tells us what to where by showing what is considered fashionable, what to eat by telling us what is good or bad for our bodies as well as what tastes good, and what to think. The media does not come right out and tell us what to think, but it does it with the news reported in the newspapers and magazines and the images portrayed in every sitcom, commercial and movie. When someone does not know much about a subject, they tend to rely on the first thing that they learn about it. We will write a custom essay sample on Psychological Research v. Popular Press or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Also, people usually believe what reliable sources tell them as well. So, if someone is reading an article in a magazine that they trust, they are likely to take whatever they read as fact. However, when the time is taken to research studies on the subject, oftentimes, different results are found. Also, the media often leaves out important details, such as factors that might have influenced any statistics that are reported.

Unos vs. Algunos †Spanish Grammar and Word Usage

Unos vs. Algunos - Spanish Grammar and Word Usage When used to mean some, meaning an indefinite number, algunos and unos are usually interchangeable - it doesnt matter which one you use. However, there can be some subtle differences between them. Here is a guide to know where the choice of word might make a difference: Approximations Unos, but not algunos, can be used when making approximations (approximations can be expressed in other ways as well): Tenemos unos mil quinientos discos de mà ºsica clsica. We have some 1,500 classical music discs. With de The phrase algunos de is far more common than unos de to mean some of: Estos son algunos de los monumentos ms extravagantes del paà ­s. These are some of the most outlandish monuments in the country.La compaà ±Ãƒ ­a planea pasar algunas de sus tecnologà ­as a cà ³digo abierto. The company is planning to put some of its technologies into open source.Algunos de mis mejores amigos son espaà ±oles. Some of my best friends are Spaniards. In contrast with otros If a sentence is contrasting some with others (otros), either algunos or unos can be used to mean some:  ¿Por quà © unas personas pueden bailar y otras no?  ¿Por quà © algunas personas pueden bailar y otras no? Why can some people dance and others cant?Las emociones son como el mar, unas veces airado, otras veces tranquilo. Las emociones son como el mar, algunas veces airado, otras veces tranquilo. Emotions are like the sea, sometimes angry, sometimes peaceful.Algunos vieron la pelà ­cula, otros no. Unos vieron la pelà ­cula, otros no. Some saw the movie, others didnt. In contrast with none If the emphasis is on some as opposed to none, algunos is more commonly used. The emphasis in such a case isnt so much on number as on existence: Algunos soldados pueden dormir con cualquier ruido de fondo. Some soldiers can sleep through any kind of background noise.Sà © que algunos me comprenden. I know that some people understand me.Algunos creen que son ms importantes que Dios. Some believe they are more important than God. Sources: As with most lessons on this site, sample sentences are adapted from a variety of sources written by native Spanish speakers. Among the sources consulted for this lesson were: Espacio Latino, Fayerwayer, Foro de Blogger, NIH.gov, Planetanuncios, Tadforo, Yahoo Mà ©xico.

Alzheimer\s Disease Essays - Cognitive Disorders, Free Essays

Alzheimer?s Disease Alzheimer?s disease is named after Dr. Alois Alzheimer who discovered the disease in 1906 after studying the brain tissue of an elderly woman who died of an unusual mental illness. It is a serious disease which causes mental deterioration and eventually death. Alzheimer?s disease is ?a progressive degenerating process of neural tissue? (Black). The symptoms of this disease can be slowed with certain treatments, but cannot yet be prevented or cured. Although not an infectious disease, Alzheimer?s is still very prominent in the world. Forty-five percent of people who are eighty-five and older have Alzheimer?s disease (Alzheimer?s). Also, the number of cases of Alzheimer?s is rapidly increasing. The National Institutes of Health (NIH) states that, ?experts suggest that as many as 5.1 million Americans may have Alzheimer?s disease? and that there are ?200,000 individuals under age 65 who have younger-onset Alzheimer?s? (NIH). Alzheimer?s is also the sixth leading cause of death in the United States. While other diseases? mortality rates are declining, Alzheimer?s mortality rate has gone up by sixty-six percent in the past eight years alone (Alzheimer?s). According to the NIH, scientists do not yet understand what causes Alzheimer?s. However, they do believe that Alzheimer?s develops due to a complicated series of events in the brain. The cause of Alzheimer?s is thought to be a mix of factors having to do with genetics, environment, and lifestyle. It is interesting to note that recent studies have shown that African Americans are actually at a higher risk of getting Alzheimer?s than other races. This may be due to the fact that African Americans have a higher rate of vascular disease, which is one of the risk factors of Alzheimer?s (African). Women also are more susceptible to this disease. As the NIH states, ?Because people differ in their genetic make-up and lifestyle, the importance of any one of these factors in increasing or decreasing the risk of developing Alzheimer?s may differ from person to person? (NIH). This makes finding a cure for Alzheimer?s all the more difficult because so many factors can affect it. Alzheimer?s is categorized in four different levels of severity: Early, Mild, Moderate, and Severe. During the Early Alzheimer?s stage, the patient has a decline in certain aspects of cognition such as word-finding, vision/spatial issues, and impaired reasoning or judgment. Some other symptoms may include: depression, social withdrawal, mood swings, distrust in others, irritability, aggressiveness, changes in sleeping habits, wandering, loss of inhibitions, and delusions, such as believing something has been stolen (NIH). Later, in the Mild Alzheimer?s stage, memory loss and other cognitive abilities worsen. A person with Alzheimer?s may have problems such as getting lost, trouble handling money and paying bills, repeating questions, taking longer to complete normal daily tasks, poor judgment, and mood and personality changes. As it progresses even further into Moderate Alzheimer?s, damage occurs to parts of the brain that control language, reasoning, sensory processing, and consciou s thought. Memory loss and confusion will worsen even more, and the patient will have trouble recognizing familiar people (NIH). The NIH says that, ?[The patient] may be unable to learn new things, carry out tasks that involve multiple steps (such as getting dressed), or cope with new situations. They may have hallucinations, delusions, and paranoia, and may behave impulsively? (NIH). By the time the patient reaches the final stage, Severe Alzheimer?s, the brain tissue will have shrunk significantly. According to the NIH, ?People with severe Alzheimer?s cannot communicate and are completely dependent upon others for their care. Near the end, the person may be in bed most or all of the time as the body shuts down? (NIH). Alzheimer?s vastly affects the daily life of a patient and his or her family. A person with Alzheimer?s will be very limited in the things that most people consider normal, daily tasks. As stated above, they will have trouble communicating with other people, and memory loss will take away most of or all reliability from them. They will also lose the ability to drive safely, as they will be more likely to get lost, will have a harder time turning, or may drift out of their lane more often (Driving). Their family and friends will also be greatly affected

Are Traffic Cameras an Invasion of Privacy Essay

Are Traffic Cameras an Invasion of Privacy - Essay Example Discussion Usually, the traffic cameras can detect an over-speeding car, thereby, enabling the government to take immediate action. For example, in Arizona, the traffic cameras led to the arrest of many law breakers, with 650, 000 tickets given to them, leading to a fine of $37 million imposed for the offence (Morse, 2010). Actually, it is not convincing to argue that the traffic cameras invade the people’s privacy if they commit traffic offences persistently. There are many road accidents resulting from reckless driving such as over-speeding, overlapping among other traffic offences (Friedman, 2007). Therefore, all measures to curb the incidences should not be treated as an infringement of one’s privacy. As a result of limited number of police officers to apprehend the offenders, there is need for technological application that could be used in tracking the offenders on a 24hours basis (Washington Post, 2002). This enhances the vigilance along the major highways in the country and boost the safety both drivers and pedestrians. On the question of privacy, many judges and people agree that there should not be any issue of privacy in a public place (Hankin, 2008). Indeed, the people should not raise privacy concerns when they are out of their homes or in a private office. According to Morse, there are places to be considered as private, including the toilet, bathroom, a person’s own compound, private telephone, personal computer, gym, and a private office (Morse, 2011). For that matter, all actions outside those private domains can be subjected to private scrutiny. In addition, he acknowledges that no law prohibits a driver being observed while on the road (Morse, 2011). Similarly, recording an offence that a driver has committed along the highway does not breach the local and international law. Furthermore, driving is strictly regulated for safety purposes (Morse, 2011). Therefore, those who complain of interference with their privacy misint erpret the Fourth Amendment of the US constitution. The Amendments stress on the need for home safety, thereby, indicating that a doubtless technology can threaten personal privacy and home safety (Morse, 2011). However, this provision should not be misused and taken as a defense for committing crime in the public sphere. When one over-speeds and overlaps on the highway, he/she has to bear the responsibility for the crime, without pointing an accusing finger at the police or the application of technology (Washington Post, 2002). Ideally, the perception that one is being watched might result to decency in public. The person becomes assured that once the camera has captured his/her bad behavior in public, it would not be easy to escape justice (Soda Head News, 2011). For example, if one’s private car was captured overlapping on the road and he/she was in the car, there would be no defense for the crime when mentioned before the law court. Truly, this seems to be a better soluti on to reduce and subsequently eradicate highway crime and improve on the overall safety of all road users. Fundamentally, installing traffic cameras on public places for surveillance is not a crime and does not infringe on the privacy of a person (Friedman, 2007). For example, if

Rock 'n' Roll High School Essay Example | Topics and Well Written Essays - 500 words - 1

Rock 'n' Roll High School - Essay Example Rather, the term might describe a social situation of excessive libertarianism or direct democracy, as we find in the writings of John Cage. Thus, systematic anarchy would add more features to such a social situation. Systematic anarchy cannot lead to chaos, simply because it is systematic. The systemized social state of direct democracy or excessive libertarianism would definitely provide enough room for the individuals to express themselves. The systematic anarchy would culminate at freedom of expression and action in a social state that would lack institutional rigidity but appreciate the good sides of human character. In the context of Rock ‘n’ Roll High School, this is the very social situation of a handful of hilarious students. They break conventions, do things that they should not, challenge our regular thinking, and explore a libertarian environment in the form of systematic anarchy. This systematic anarchy is not chaotic. Rather it is expressionist, combined with the flavors of realism, surrealism, and satire. The very plot of Rock ‘n’ Roll High School sets the backdrop of this certain kind of anarchy. In the Vince Lombardi High School, principals suffer from nervous breakdowns as the students of the school completely disregard education and love rock ‘n’ roll whole heartedly. Through a sequence of exciting and sometimes, funny events, these students invite the ‘Ramones’ (a rock band) and take over the control of their school. In response to this, they face criticism and pressure from their parents and teachers. The parents and teachers even move to police. Finally, in all this turmoil, the activities of the student lead to an explosive climax. Certain interesting scenes and sequences are created in the film. In the scene when the musical number â€Å"Do You Wanna Dance?† is set, we find the rock stars confused, even their instruments not plugged in, and the students jump and bounce all around in excitement and joy.

Discovering philosophy. Structure of Personality Essay Example for Free

Discovering philosophy. Structure of Personality Essay Structure of Personality Introduction The Components The Id            According to Freud, the id is unconscious behavior of human beings which are considered to be primitive as well as instinctive and one is born with id (White, 1996). Under this component, there is the need for satisfaction to the needs to be provided immediately, the desire and the variouswants that human beings have. When one fails to satisfy these needs and wants, it leads to tension and anxiety. Freud observed that id tends to resolve or remove the tension and anxiety brought by the pleasure principle through imagination. The Ego            The Ego is another component of personality in humans and according to Freud; it is involved in dealing with real issues in life of human beings. The ego ensures that the people are able to express the impulse of id in a manner that is considered acceptable and realistic in the real world(White, 1996). The ways through which id impulses are satisfied need to be socially acceptable and realistic based on the principle of reality. The costs and the consequences of the actions in satisfying the pleasure principle are considered before making a decision. Superego            The final component as identified by Freud on personality structure is the superego. This is considered to be the aspect which holds all the ideals and moral standards that human beings possess internally(White, 1996). The moral standards and ideals are acquired from the society and parents, giving human beings the sense of what is right and what is considered to be wrong. The ability of human beings to make judgment on issues in life comes from the guidelines provided by superego and this, according to Freud, starts at about the age of five years(White, 1996). According to Freud, there are two primary parts of superego which include ego ideal as well as the conscience. Ego ideal is concerned with good behavior while conscience is for bad behavior. Reference White, T. I. (1996). Discovering philosophy. Upper Saddle River, NJ: Prentice Hall. Source document

Summary of A Child Called It by Dave Pelzer :: essays research papers

A Child Called 'It' 'You are a nobody! An It!?(Pelzer 140). These were the raw, disheartened remarks that came from the disgusting coldhearted mother's mouth. These painful hurting remarks at her son was how the book got its title and that's what interested me in reading this book. A Child Called 'It', by Dave Pelzer, is a life-changing story about, a young boy who is starved, beat, and tortured by his mother and her cruel games, yet he manages to turn his life around when he grows up. This young boy uses his faith, self-discipline, and will power to overrule his mother's destruction and life damaging obstacles. David was a young boy who got beaten everyday. He was very skinny, bony, and was beaten everyday. David wore threadbare clothing, he looked as if he hadn't changed or washed his clothes in months. This was the truth, his mother starved him and abused him. She never washed his clothes to embarrass him. This worked at first when people started making fun of him, but David got used to it. Bullies started beating the scrawny boy up everyday, it became a routine, but he was so frail and weak from being starved he couldn?t fight back. David looked muddled, he had a very terrible physical journey that made him mentally stronger. Loving God and hating his own mother kept David strong. David loved God, he prayed every night to God. He hated his mother so much he wanted to outthink her tricks, he did. He used different tactics like over exaggerating his pain when he got beat, putting a wet cloth over his mouth when his mother put cleaning products in a room with him. David kept counting time in his head in order to make the time pass faster.

Organic Food Speech Essay

I have a question for you at the beginning of this speech. Who just eat organic food everyday? Obviously! According my research, which I gave the question to my friends. Most of them know about organic food, but only few of them just eat organic food which including the vegetable, meat and eggs and other people don’t take it seriously and eat fast food always. What is organic food? The United States Department of Agriculture (USDA) states that animals raised on an organic operation must be fed organic feed and given access to the outdoors. They are given no antibiotics or growth hormones. Organic crops are raised without using most conventional pesticides and using no petroleum-based or sewage-sludge-based fertilizers. Do ‘organic’ and ‘natural’ mean the same thing? And four main reasons to choice organic food! No, â€Å"natural† and â€Å"organic† are not same. You may see â€Å"natural†, â€Å"all natural,† â€Å"free-range† or â€Å"hormone-free† on food labels. These descriptions must be truthful, but don’t mean they are â€Å"organic. † Only foods that are grown and processed according to USDA organic standards can be labeled organic. According to USDA: Organic food such as fruits, vegetables and meat can make people become healthier and organic farming can protect the environment. Choice organic vegetable! The picture for strawberry: On the right is non-organic and left is organic. For the picture down: one the right is non-organic and the left is organic. Normally, non-organic fruit or vegetable will grow faster and taste not as good as organic food. For the last picture: the right side is organic egg and left side is non-organic. The reason why the color is different is because organic chicken also eats organic feed. Choice organic meat! We also need to choice organic meet. From the picture we see. Organic Meat Comes from Animals Treated Ethically and Humanely. The organic farming looks cleaner and animal form there lives healthier. Here are some of the reasons why you should buy organic animal products. 1. Organic meat comes from animals that were given a pesticide-free diet. 2. These animals may have had some limited access to pasture. 3. They were not loaded with antibiotics, steroids and other poisons. 4. Organic meat has not been irradiated. Therefore, organic meat is not loaded with toxins–that are subsequently passed on to you when you eat them–like conventional meat is. Health and money which one you prefer: Non-organic food can cause lots of disease. Even the organic food is expensive; there is nothing important than our lives and our family’s health. According to the research from Organic Liaison: Because factory-fed cattle eat the ground-up remains of their SAME SPECIES, this can cause mad cow disease, destroying a human’s central nervous system and brain. Also the animal, which grows up in dirty environment, can cause many parasitic disease and diarrhea. Studies also show that grass-fed beef contains more nutritional value, including higher levels of conjugated linoleic acid (CLA) and omega-3 fatty acids, which reduce the risk of heart disease and cancer. Here is another new research from Maryland University: Non-organic Chicken has one kind bacterium, which is resistant to modern medicine. This kind of bacteria that can cause serious and unpleasant disease that becomes a lot harder to cure. Conclusion: We know that eating organic fruits, vegetables, and other produce is the way to go. It’s healthier, it tastes better, and it doesn’t have any nasty toxins or chemicals. Healthy and happy life cannot live without organic food. Now let us choice organic food!

Space meets knowledge The impact of workplace design On knowledge sharing ?

Abstract An examination of the role the physical workplace plays in creating opportunities and barriers that influence knowledge management has become a matter of substantial debate. Design of good workplaces for knowledge sharing is considered a major challenge for any organisation. This study provides an insight into the impact of the design and use of the physical workplace on knowledge sharing. Evidence presented in this study substantiates the position that the physical presence of an employee has the potential to impact performance and knowledge management. This assessment will be of use to researchers seeking to further examine the area of knowledge management. Introduction Knowledge management, described as the intentional management of information has become increasingly important to organisations (Nonaka and Takeuchi, 1995; Alavi, 1997; Garvin, 1997; Wiig, 1997; Davenport and Prusak, 1998; Ruggles, 1998; Hansen, 1999; Zack, 1999a). In large part this has been fuelled by the exponential growth of the knowledge economy and the increasing number of knowledge workers who have become as essential for many firms competitiveness and survival (Tallman and Chacar 2010). For many emerging organisations face to face contact is essential in the dissemination of knowledge within that infrastructure (Ibid). The process of internal knowledge management is a dynamic element that must be maintained in order to produce results. Literature Review Knowledge is defined as a dynamic human or social process that allows a justification of personal belief as regards the truth (Nonaka 2011). Interaction between people, employees and consumers is one of the primary methods of communicating innovative and inspirational progress. Modern studies in the field of knowledge management have begun to shift focus from the importance of the physical workplace to those engaged in knowledge work (Becker 2004). The recognition of inherent value in the employee base adds incentive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With critical insight established through the direct contact of the employees, the means of communication becomes a critical concern (Dakir 2012). International companies are recognizing this same value of face to face interaction as the social interaction between management sections, benefits production and development levels world-wide (Noorderhaven and Harzing 2009). In their discussion of social capital, Cohen and Prusak (2001) emphasise the importance of the physical workplace for the exchanging of knowledge, specifically the distribution of ideas amongst individuals in a situation where they could not assume that others knew what they were required to know. Becker (2004) hypothesises that the choices an organisation makes about how space is allocated and designed directly and indirectly shapes the infrastructure of knowledge networks – the dense and richly veined social systems that help people learn faster and engage more deeply in the work of the organisation. This corresponds with the Dakir (2012) argument that technology is no substitute for live interaction among the members of the organization. Davenport et al (2002) undertook a study among 41 firms that were implementing initiatives to advance the performance of high-end knowledge workers who were regarded as critical to the company’s aims. They focused upon determining th e elements that affected the knowledge work performance. Surprisingly, the issue that was most frequently dealt with by these firms involved the physical workplace – â€Å"the other common ones were information technology and management† (Davenport 2005, p. 166). Davenport (2005) emphasises that the recognition of the importance of knowledge work has grown in recent years, but that our understanding of the physical conditions in which knowledge can flourish has failed to keep pace. The inclusion of emerging communication technology has been argued to provide a better opportunity for employee interaction (Rhoads 2010). This same element of improved long distance communication is credited with diminishing the valued impromptu inspiration that many firms rely on during day to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). According to Davenport et al (2002) workplace design should be seen as a key determinant of knowledge-worker performance, while we largely remain in the dark about how to align ‘space’ to the demands of knowledge work. Davenport (2005) emphasises the point that â€Å"there is a good deal said about the topic, but not much known about it† (p. 165). Most of the decisions concerning the clima te in which work takes place have been created without consideration for performance factors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013). Becker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about office design, and the relative virtue of open versus closed space. Duffy (2000) confirms these views when he admits that early twenty-first-century architects â€Å"currently know as little about how workplaces shapes business performance as early nineteenth-century physicians knew how diseases were transmitted before the science of epidemiology was established† (p. 371). This makes every emerging decision regarding effective knowledge sharing critical to the development of any organisation. Deprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Google’s approach: â€Å"one company that is fully aware of its ‘spatial’ capabilities†. The spatial arrangements at Google’s offices can serve as a useful example of how design can have a bearing on improving the exchange of knowledge in ways that also add value to the company. The Zurich ‘Google engineering’ office is the company’s newest and largest research and development facility besides Mountain View, California. In this facility, Deprez and Tissen (2009) report: â€Å"Google has created workspaces where people literally ‘slide into space’ (i.e. the restaurant). It’s really true: Google Is different. It’s in the design; it’s in the air and in the spirit of the ‘place’. It’s almost organizing without management. A workplace becomes a ‘workspace’, mobilizing the collectiv e Google minds and link them to their fellow ‘Zooglers’ inside the Zurich office and to access all the outside/external knowledge to be captured by the All Mighty Google organisation† (2009, p. 37). What works for one organisation may not work for another and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some valuable lessons in how the workplace can be used to good effect can be gained from Google’s operations. For this precise reason, research was carried out at Google Zurich to provide both theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid). Studies comparing the performance of virtual and co-located teams found that virtual teams tend to be more task oriented and exchange less social information than co located ones (Walther & Burgoon 1992; Chidambaram 1996). The researchers suggest this would slow the development of relationships and strong relational links have been shown to enhance creativity and motivation. Other studies conclude that face-to-face team meetings are usually more effective and satisfying than virtual ones, but nevertheless virtual teams can be as effective if given sufficient time to develop strong group relationships (Chidambaram 1996). This research implies the importance of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is initially forming. Hua (2010) proposes that repeated encounters, even without conversation, help to promote the awareness of co-workers and to foster office relationships. McGrath (1990) recommends that in the abs ence of the ability to have an initial face-to-face meeting other avenues for building strong relationships are advised to ensure the cohesiveness and effectiveness of the team’s interaction. So although interaction alone is not a sufficient condition for successful collaboration, it does indirectly support collaboration. Nova (2005) points out that physical proximity allow the use of non verbal communication including: different paralinguistic and non-verbal signs, precise timing of cues, coordination of turn-taking or the repair of misunderstandings. Psychologists note that deictic references are used in face-to-face meetings on a regular basis, which refers to pointing, looking, touching or gesturing to indicate a nearby object mentioned in conversation (Ibid). Newlands et al (2002) analysed interactions of two groups performing a joint task in either face-to-face or a video conference system. They found that deictic hand gesture occurred five times more frequently in the face-to-face condition the virtual interaction. More recent research has found that extroverts gesticulate for longer and more often in meetings than introverts (Jonnson 2006). Barbour and Koneya (1976) famously claimed that 55 per cent of communication is non-verbal communication, 38 per cent is done by tone of voice, and only 7 per cent is related to the words and content. Clearly non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this basic need, especially in the early stages of team forming or when the team consists of a high proportion of extroverts. The physical co-location of teams also facilitates collaboration (Ibid). A seminal piece of research carried out by Allen (1977) demonstrated that the probability of two people communicating in an organisation is inversely proportional to the distance separating them, and it is close to zero after 30 metres of physical separation. Furthermore, proximity helps maintain task and group awareness, because when co-located it is easier to gather and update information about the task performed by team members (Dakir 2012). A recent survey of workers at highly collaborative companies found that most â€Å"collaborative events† are short (with 34% lasting fewer than 15 minutes) and the majority take place at the desk (Green 2012). It is likely that these impromptu interactions relate to sharing information (perhaps on the PC) or answering queries rather than lengthy intense discussion and development of joint ideas. Interactions at desks may facilitate tacit knowledge sharing by overhearing relevant conversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013). Methodology There are two acknowledged methodological approaches: quantitative and qualitative (Creswell 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to collate numerical data (Ibid). The qualitative research is open to interpretation allowing personal answers to be incorporated into the study (Creswell 2005). The researcher considered both options in order to complete the necessary goals.Types of DataThere are two forms of data: primary, or newly generated data, or secondary, previous data generated within existing studies (Creswell 2005). This study required the acquisition of primary data creating the need for relevant instruments. A survey with 5 open-ended questions has been created and subsequently conducted with centred on 548 employees working at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the environment in which they work with a focus on factors that affect knowledge sharing in the work environment.Methods of Data CollectionThe qualitative data analysis employed a Content Analysis technique to reveal participant perceptions of their work environment. The survey questions were designed to explore employee perceptions regarding the following dimensions: 1) Activities that allow for increased exchange of knowledge; 2) Advantages of frequent interaction with colleagues; 3) Individuals or groups dependent on the frequent interaction with co-workers orgroup members; 4) Factors that facilitate interaction within the workplace 5) Factors that inhibit interaction with others in the workplace. Survey participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was ‘most important’. Using a Content Analysis approach (Creswell 2005; Leedy and Ormrod 2005; Neuendorf 2002), the interview responses were analysed. Content Analysis is a qualitative data reduction method that generates categories from key words and phrases in the interview text; it is an evidence-based process in which data gathered through an exploratory approach is systematically analysed to produce predictive or inferential intent (Creswell 2005). Content Analysis was used to identify themes or common concepts in participants’ perceptions regarding the culturally and environmentally distinctive factors that affect interaction in the workplace (Neuendorf, 2002). This process permitted the investigator to quantify and analyse data so that inferences could be drawn. The Content Analysis of survey interview text was categorically coded to reflect various levels of analysis, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational analysis to determine whether there were any relationships between the responses of the subjects. The analysis was conducted with Nvivo8 ® software which enables sorting, categorising, and frequency counts of invariant constituents (relevant responses). Content Analysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction. Sample Respondent Characteristics The invited population consisted of 675 individuals and a total of 548 individuals participated in the survey resulting in a response rate of 81 per cent. Of these 548 completed surveys, 35 responses were discarded because the respondents only partially completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in Table 4-1.Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh School Bachelor Degree Certificate Degree Master Degree PhD Degree Other:15 118 19 231 121 9 Tenure< 2 years 2-5 years > 5 years153 331 29 Time Building Use< 1 year 1 year 2 years > 2 years140 102 271 0 Time Desk Use< 3 months 3-6 months 7-12 months > 12 months143 159 126 85 Age< 20 years 21-30 years 31-40 years 41-50 years > 50 years0 216 255 35 7 GenderMale Female428 85 MobiltyZurich Office Other Google Office Home Office Travelling Other88.9% 3.9% 3.9% 2.7% 0.5% PositionEngineering Sales and Marketing GandA Other:428 12 14 59 NationalityGermany Switzerland United States France Poland United Kingdom Romania Hungary Netherlands Sweden Spain Australia Russian Federation < 10 respondents73 62 35 33 28 27 24 23 17 16 14 13 12 136 Survey Findings In order to provide an audit trail of participant responses to the thematic categories that emerged from the data analysis, discussion of the findings precedes the tables of data, within a framework consisting of the five survey questions. An overall summary is provided at the conclusion of the discussion of findings. During the analysis of data, common invariant constituents (relevant responses) were categorically coded and associated frequencies were documented. Frequency data included overall frequency of occurrence as well as frequencies based on rating level (5 = most important to 1 = least important). Invariant constituents with a frequency of less than 10 were not included in the tables. Study conclusions were developed through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories.Question 1: Main Activities that Allow Exchange of KnowledgeTable 4-2 provides high frequency invariant constituents (relev ant responses) by survey participants demonstrating themes within the data for Question 1. Thematically, the analysis revealed the following primary perceptions of participants in terms of main activities that allow knowledge exchange: (a) meetings of all types; (b) whiteboard area discussions; (c) video conferencing; (d) email, and (e) code reviews. These elements demonstrated a high frequency of importance ratings, and a moderate percentage of respondents rated these elements as ‘most important’ (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet Relay Chat (IRC), and extracurricular/social activities. All other invariant constituents with a frequency of greater than 10 are shown in Table 4-2.Table 4-2 Data Analysis Results for Question 1: Main Activities Allowing for Exchange of Knowledge Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Informal discussion/face to face mtgs/stand ups35114977603332 Formal planned meetings/conference room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussions/brainstorming5822131094 Video Conferencing (VC)5841620144 Code Reviews515162046 Writing/Reading Documentation476813164 IM/Text Chat/IRC4610161073 â€Å"Extracurricular Activities† (e.g., pool, socializing, Friday office drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 Mailing lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Telephone/phone conversations1203243Question 2: Main Advantages of Frequent Interaction with ColleaguesTable 4-3 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 2. Thematically, t he analysis revealed the following elements representing the primary perceptions of participants in terms of the main advantages to frequent interaction with colleagues: (a) knowledge and information exchange and transfer; (b) staying current on projects and processes; (c) social interaction; (d) learning from others; (e) faster problem resolution; (f) efficient collaboration; and (g) continuous and early feedback. The following themes received a high frequency of importance ratings and a large percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively) included: knowledge sharing, staying in touch and up to date, learning from others, faster resolution/problem solving, better collaboration, and feedback. Although socialising was revealed to be a strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are provided in Table 4-3.Table 4-3 Data Analysis Results for Question 2: Ma in Advantages of Frequent Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 Learning/learning from others/learning new things/increased knowledge base7217281485 Understand problems/needs – faster resolution and quicker problem solving7025241146 Better/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/being part of a team/teambuilding5110121892 Get work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/shared vision/focus on goals of team32109652 Better personal contact and easy interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/getting help (when stuck)26391031 Good/happy atmosphere/work environment2412858 Networki ng2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpoints18210312 Improving quality of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521Question 3: Individuals or Groups that are Dependent on Frequent InteractionTable 4-4 provides high frequency invariant constituents (relevant responses) given by survey participants demonstrating themes within the data for Question 3. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of individuals or groups that are dependent on frequent interaction of the participant: (a) my team/project teammates/peers; and (b) managers. The first theme demonstrated a high frequency of importance ratings with a moderate percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively). Although the theme of managers was revealed to be a relatively strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are shown in Table 4-4.Table 4-4 Data Analysis Results for Question 3: Individual/groups dependent on frequent interaction of participant Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 My team/project teammates/peers12887191435 Managers/PMs484241163 Users/customers/clients357121042 All reports/related teams34717442 Engineering teams (various)28188200 Recruiting team/staffing1753630 Geo Teams1576200 Operations teams1423522 All of them1191010 HQ1133122 Other engineers using my project/peer developers of my tool1015310Question 4: Factors Facilitating Easy InteractionTable 4-5 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 4. Thematically, the analysis revealed the following elements representing the primary perceptions of participants about factors that facilitate easy interaction: (a) common, proximal, and open workspace areas; (b) common functional areas; (c) sufficient and available meeting facilities; (d) excellent communication tools; and (e) video conference facilities. The theme of open and common workspace areas/shared office space demonstr ated a high frequency of importance ratings with a very large percentage of ‘most important’ ratings (rating 5). Other revealed themes, particularly the second listed theme, demonstrated relatively high overall frequency, but these themes did not demonstrate the strength of importance that the first theme did. Other themes and invariant constituents revealed through the analysis are shown in Table 4-5.Table 4-5 Data Analysis Results for Question 4: Factors Facilitating Easy Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/sitting together175103342594 Common shared Areas (e.g., Kitchen, play/game rooms, lounges, library, etc.)173406642178 Enough facilities for meetings/availability of meeting and conference areas90192730122 Great communication tools (email, VC, chats, dist. Lists, online docs, wireless, VPN, mobile†¦)80113014187 Video Conference meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for informal meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 Casual and social environment/open atmosphere36195921 People: easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 Company calendar/planned ops for meeting/ scheduled meetings1937621 Geographic co-location/same time zone1374200 Travel/trips to other offices1212135 Chat (non-specific t ext or in person)1124302 IM/internet chat1051112 MOMA/social networking/wiki pages/company docs1010342Question 5: Factors Inhibiting Interaction with OthersTable 4-6 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 5. Thematically, the analysis revealed a single strong element and several elements with less relevance as inhibiting factors. The physical geographic differences – specifically the time zone differences – were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants perceived their overscheduled and busy work lives, noise levels in their workspaces, and shared work environments to be contributing inhibitory factors with regard to interaction with others. These elements also demonstrated high frequencies of importance ratings with a moderate percentage of ‘most important’ ratings (rating 5). Other themes revealed through the analysis are shown in Table 4-6.Table 4-6 Data Analysis Results for Question 5: Factors Inhibiting Interaction with Others Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/noisy environment/ noise in shared space33196440 Defective VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms available2286620 Too few VC rooms in some locations / lack of available VC rooms1949501 Open Space: no privacy, interruptions/ disruptions1958321 Information overload/ too much email1562610 Large office building/building size and layout/ too many people, difficult to find people15114000 Team split between multiple sites or large distance between team members in same bldg1545420 Need more whiteboards/lack of informal areas with whiteboards1135210 Language barrier: lack of correct English/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone1053200 Discussion Both the literature and the survey have illuminated interesting facets of the work environment and the need for personal communication. The analysis of the 513 participants’ responses to five open-ended questions from the employee perception survey revealed patterns of facilitating and inhibiting factors in their work environment. Nonaka (2011) clearly illustrates this point with the argument that the communal environment promotes a standard of communication not found in the technological alternatives. Further, the shift away from the organization to the person orientation provides a fundamental benefit to every employee (Becker 2004). With a rising recognition of individual value, the organisation is building employee trust. Participants in this study preferred frequent, informal opportunities for the exchange of knowledge. The opportunity for growth was centred on the capacity to exchange concepts in a free and easy manner (Nonaka 2011). The evidence presented in this study demonstrates that these opportunities were more valued by team members with high knowledge exchange needs. This is line with the increased depth of knowledge and ability to meet technical needs through employee communication (Tallman et al 2010). A combination of professional advice can benefit the entire production and development process. In this study, transactions among participants were often brief, and were perceived to require limited space – often just stand-up space – with noise-regulating options not found in open-office environments. Dakir (2012) demonstrates the environment has the potential to add to or detract from employee communication, making this factor a critical consideration. Spontaneous and opportunistic knowledge-sharing transactions were valued, and technology provided a platform for this type of knowledge exchange to occur. This evidence from the survey corresponds with the literature illustrating that increased communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010). The research at Google provides further support for the view of some leading companies who strongly believe that having workers in the same place is crucial to their success (Noorderhaven et al 2009). Yahoo’s CEO Marissa Mayer communicated via a memo to employees that June 2013, any existing work-from-home arrangements will no longer apply. Initial studies theorized that the work at home system would provide a better platform for workers, even on a local level (Dakir 2012). Many points of the memo cited in this Yahoo example, parallel the literature presented in this study. Her memo stated (Moyer 2013): â€Å"To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side.† This is clearly in line with the Coehen and Prusak (2001) assertion that the physical workplace is a critical element of the dynamic business. â€Å"That is why it is critical that we are all present in our offices. Some of the be st decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.† This element of the her reasoning is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting communication and teamwork in the office, the technical alternatives are not enough. â€Å"Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together†¦.Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices† (Moyer 2013). This section is directly in line with emerging studies citing the vital nature of the interaction and face to face employee contact (Heerwagen et al. 2004). This study has clearly demonstrated that Mayer is not alone in her thinking; Steve Jobs operated in a similar fashion as well (Davenport et al 2002). Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. â€Å"There’s a temptation in our networked age to think that ideas can be developed by email and iChat,† he said. â€Å"That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas† (Isaacson, 2011, p. 431). This assertion by Jobs closely resembles the argument presented in the Rhoads (2010) study that found a clear correlation between the communication capacity and opportunity for successful innovation and progress. Following this philosophy led Jobs to have the Pixar building designed to pr omote encounters and unplanned collaborations.Mayer’s former colleague at Google agrees (Ibid). Speaking at an event in Sydney February 2013, Google CFO Patrick Pichette said that teleworking is not encouraged at Google. This reflects the consensus that is emerging that time in the office is not only valuable but necessary to sustained competition in the industry (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff. Companies like Apple, Yahoo! and Google are holding on to (or have started embracing) the belief that having workers in the same place is crucial to their success (Dakir 2012). This appears to be based on the view that physical proximity can lead to casual exchanges, which in turn can lead to breakthroughs for products. Heerwagen et al (2004) illustrates that it is evident that â€Å"knowledge work is a highly cognitive and social activity†. Non-verbal communication is complex and involves many unconscious mechanisms e.g. gesture, body language, posture, facial expression, eye contact, pheromones, proxemics, chronemics, haptics, and paralanguage (Denstadli et al 2013). So, although virtual interaction can be valuable it is not a replacement for face-to-face interaction, particularly for initial meetings of individuals or teams. Furthermore, the increase in remote working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belonging and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009). Conclusion The role of knowledge management in the workplace has become an increasingly valuable segment of a company’s resources. This study examined the practice of working remotely versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to provide the end all to employee work habits have proven less than fully realized. The evidence in this study has continuously illustrated an environment that requires the innovative, face to face interaction in order to maintain a competitive edge in the industry. Further, the very environment that promotes this free exchange of ideals is not adequately substituted by technology. In short, the evidence provided in this study has clearly demonstrated the advantage that the in house employee has over the remote worker. The impromptu encounters between employees are very often the elements needed for progress. What is clear is that in order for a business to capitalize on their full range of available resources virtually requires, face to face personal interaction in order to fully realize the firms full potential. In the end, it will be the combination of leadership, teamwork and innovation that provides business with the best environment, not necessarily how much technology is available. References Dalkir, K. 2005. Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann. Denstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air travel: Do new technologies produce new interaction patterns?. Transportation Research Part C: Emerging Technologies, 29 pp. 1–13. Nonaka, I. and Takeuchi, H. 2011. The wise leader. Harvard Business Review, 89 (5), pp. 58–67. Noorderhaven, N. and Harzing, A. 2009. Knowledge-sharing and social interaction within MNEs.Journal of International Business Studies, 40 (5), pp. 719–741. Rhoads, M. 2010. Face-to-Face and Computer-Mediated Communication: What Does Theory Tell Us and What Have We Learned so Far?. Journal of Planning Literature, 25 (2), pp. 111–122. Tallman, S. and Chacar, A. 2011. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework. Journal of Management Studies, 48 (2), pp. 278–304.

Gloria Steinem - Feminist and Editor

Gloria Steinem - Feminist and Editor Born: March 25, 1934Occupation: Writer, feminist organizer, journalist, editor, lecturerKnown For: Founder of Ms. Magazine; bestselling author; spokesperson on women’s issues and feminist activism Gloria Steinem Biography Gloria Steinem was one of the most prominent activists of second-wave feminism. For several decades she has continued to write and speak about societal roles, politics, and issues affecting women. Background Steinem was born in 1934 in Toledo, Ohio. Her father’s work as an antique dealer took the family on many trips around the United States in a trailer. Her mother worked as a journalist and teacher before suffering from severe depression that led to a nervous breakdown. Steinem’s parents divorced during her childhood and she spent years struggling financially and caring for her mother. She moved to Washington D.C. to live with her older sister for her senior year of high school.    Gloria Steinem attended Smith College, studying government and political affairs. She then studied in India on a post-graduate fellowship. This experience broadened her horizons and helped to educate her about the suffering in the world and the high standard of living in the United States.Journalism and Activism Gloria Steinem began her journalism career in New York. At first she did not cover challenging stories as a â€Å"girl reporter† among mostly men. However, an early investigative reporting piece became one of her most famous when she went to work in a Playboy club for an expose. She wrote about the hard work, harsh conditions and unfair wages and treatment endured by women in those jobs. She found nothing glamorous about the Playboy Bunny life and said that all women were â€Å"bunnies† because they were placed in roles based on their sex in order to serve men. Her reflective essay â€Å"I Was a Playboy Bunny† appears in her book Outrageous Acts and Everyday Rebellions. Gloria Steinem was an early contributing editor and political columnist for New York Magazine in the late 1960s. In 1972, she launched Ms. Its initial publication of 300,000 copies sold out rapidly nationwide. The magazine became the landmark publication of the feminist movement. Unlike other women’s magazines of the time, Ms. covered topics such as gender bias in language, sexual harassment, feminist protest of pornography, and political candidates’ stances on women’s issues. Ms. has been published by the Feminist Majority foundation since 2001, and Steinem now serves as a consulting editor.Political Issues Along with activists such as Bella Abzug and Betty Friedan, Gloria Steinem founded the National Women’s Political Caucus in 1971. The NWPC is a multi-partisan organization dedicated to increasing the participation of women in politics and getting women elected. It supports women candidates with fundraising, training, education, and other grassroots activism. In Steinem’s famous â€Å"Address to the Women of America† at an early NWPC meeting, she spoke of feminism as a â€Å"revolution† that meant working toward a society in which people are not categorized by race and sex. She has often spoken about feminism as â€Å"humanism.† In addition to examining race and sex inequality, Steinem has long been committed to the Equal Rights Amendment, abortion rights, equal pay for women, and an end to domestic violence. She has advocated on behalf of children who were abused in day care centers and spoken out against the 1991 Gulf War and the Iraq war launched in 2003. Gloria Steinem has been active in political campaigns since that of Adlai Stevenson in 1952. In 2004, she joined thousands of other canvassers on bus trips to swing states such as Pennsylvania and her native Ohio. In 2008, she expressed her concern in a New York Times Op-Ed piece that Barack Obama’s race was seen to be a unifying factor while Hillary Clinton’s gender was seen as a divisive factor. Gloria Steinem co-founded the Women’s Action Alliance, the Coalition of Labor Union Women, and Choice USA, among other organizations. Recent Life and Work At the age of 66, Gloria Steinem married David Bale (father of actor Christian Bale). They lived together in both Los Angeles and New York until he passed away of brain lymphoma in December 2003. Some voices in the media commented on the longtime feminist’s marriage with disparaging remarks about whether in her 60s she had decided she needed a man after all. With her characteristic good humor, Steinem deflected the remarks and said she had always hoped women would choose to marry if and when it was the right choice for them. She also expressed surprise that people did not see how much marriage had changed since the 1960s in terms of rights allowed to women. Gloria Steinem is on the Board of Directors of the Women’s Media Center, and she is a frequent lecturer and spokeswoman on a variety of issues. Her bestselling books include Revolution from Within: A Book of Self-Esteem, Moving Beyond Words, and Marilyn: Norma Jean. In 2006, she published Doing Sixty and Seventy, which examines age stereotypes and the liberation of older women.

International Strategies an Oranizational Design Essay

International Strategies an Oranizational Design - Essay Example s the responsibility of the CEO to conceptualize and chart the strategic plan of the business to ensure the health and viability of the organization under his direction. Below him are functional managers whose leadership, -- such as in marketing, finance, production and R&D -- will help enable the company to achieve effective results through division by specialization. Despite lack of general management orientation, they are important role players in the implementation of the overall strategy of the business. Because of the level and intensity of competition in the global markets, the companys international strategy must be prepared carefully and employed dynamically so that the company can survive and earn above-average returns in both the short and long term. The global planning process starts with the CEO taking the initiative or recognizing the need for a global strategic planning. While plans can exist solely in the mind of the CEO, a formal and rational planning process is necessary in order to obtain participation and commitment of those who will execute the plan. The major activities in such planning activity involves the following: 1) defining the mission and major goals and objectives of the organization, 2) analyzing the internal and external environments, 3) choosing the business model and strategies that will align or fit an organizations strengths and weaknesses with the opportunities and threats of the external environment; 4 adopting the organizational design or structures of the organization, and 5) the establishing of control systems to ensure proper implementation, monitoring and evaluation. A feedback mechanism may suggest changes in the components of the plan so that corrective action can be carried out. A SWOT analysis will identify the fit between the existing resources and competencies of the organization and the opportunities and threats in the external environment. What is perhaps of major importance is for the organization

Performance management plan Essay Example | Topics and Well Written Essays - 2750 words

Performance management plan - Essay Example Conclusions and recommendations 11 7. References 13 8. Appendices 15 I. Tables 15 II. Figures 17 Executive Summary: The report is an analysis of performance management system at the multinational IT giant Accenture. The analysis was carried out on the basis of learning from literature related to a comprehensive performance management. Literature teachings highlight following points about effective performance management: 1. Performance management is a comprehensive process of assessing organizational performance with respect to all its stakeholders. 2. The Balanced Score Card system provides a comprehensive and flexible framework to translate organizational strategies to measurable objectives. 3. The Management By Objectives approach provides a good model to manage performance at individual level. 4. Performance measurement is only a part of performance management. 5. Performance management comprises of all activities that enhance employee motivation, commitment, performance and lear ning. Thus, approaches such as performance appraisals, performance development plans, feedback, performance review etc should focus towards enhancing employee commitment, motivation, performance and learning. These points have been applied to performance management system at Accenture in order to assess its, and the same is validated with information obtained from web sources related to the company. 1. Introduction Effective performance management