What motivates employees

What motivates employees Gaining the knowledge of what motivates employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). The literature review on this research intends to discover the current theories and issues in relations to work motivation throughout the literature sources. It is important to understand what motivation actually is, and more specially the term work motivation. The literature review will look at four major motivational theories. They are:- Maslows need-hierarchy theory, Herzbergs two- factor theory, Adams equity theory and Vrooms expectancy theory. They are Maslows need-hierarchy theory, and Herzbergs two- factor theory are needs based motivational theory, commonly known as content theories. These theories explain that human needs change with time. People have certain needs and desires to achieve and those needs and desires change over a period of time. Adams equity theory and Vrooms expectancy theory are collectively known as cognitive theories. These theories will examine the employees behaviour in terms of performance and compare their performance and rewards with others. According to Maslow, employees needs have five levels (Maslow, 1943). It is based on the hypothesis that human needs are capable of being exhaustible. Satisfactory achievement of the first level of needs leads to the next level. Once a particular need has been satisfied, that need will no longer be a driving force of motivation. Herzbergs considered motivation into two factors: motivators and hygiene (Herzberg, Mausner, Snyderman, 1959). According to this theory people are influenced by two factors. These factors are Motivators and hygiene. Achievement, recognition, the work itself, responsibility, advancement and growth were included in the motivation factors and dissatisfying factors largely from non-job related factors such as company policies, salary, co-worker relations and supervisory styles (Steers and Porter 2001). These theories will help to understand the various factors which influence the employees of the organisation. Adams equity theory focuses on peoples reactions to the fairness of outcome they receive in relations to their perception of the inputs they provide, especially when compared to the perceived outcomes/inputs that others receive. (Porter et al., 2001). According to Adams theory equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965). This theory will provide more understanding towards motivational difference between permanent and temporary staff of the organisation. Vrooms theory supports that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). The rewards can be either positive or negative, but the more positive reward will lead the employee to work more motivated and conversely, the more negative the reward the less likely the employee will be motivated. In MS money call centre (MS), permanent and temporary staffs are performing the same duties, expected to meet the same target and trained to perfume the duties in the same way, reword system is different in terms of bonus, pension, company discount card and other non monetary rewards. By taking this into consideration and applying the selected four theories in this environment. Both groups employees must show a difference in motivation in line with Adams equity theory and also will be on different stages in relations to Maslows need-hierarchy theory. The research will also explain what they expect as a permanent / temporary employee working for MS in line with Vrooms expectancy theory. Two factor theory will explain how much influence each motivation factor have on all the employees. 3.3.1. References: Adair, J. (1990) Understanding Motivation. London: The Talbot Adair Press. Adams, J. S. (1965) Inequity in social exchange. In L. Berkowitz. Advances in experimental social psychology. New York: Academic Press. Arkin, A. (1997) People Management, Call Centre Stress, Vol 3 Issues 6, 22-27 Arnold, J., Cooper, C., Robertson, I.T. (1998) Work Psychology, Understanding human behaviour in the workplace, third edition. Essex: Pearson Education Limited Collis, J. Hussey, R (1997) Business research: a practical guide for undergraduate and postgraduate students, second edition. New York: Palgrave Macmillan Fisher, C. (2004) Researching and writing a dissertation: A guidebook for business students, second edition. Essex: Pearson Education Limited. Fletcher, C. (1993) Appraisal: Routes to improved performance, second edition. London: IPD House. Gillham, B. (2000) Developing a questionnaire: Real world research, second edition. New York: Contimuum International Publishing group Hertzberg, F. (1968) One More Time: How do you motive employees? Harvard Business review, 53-62 Hertzberg, F., Manunser, B. and Synderman B (1959), The Motivation in Work. New York: John Wiley and Sons Ltd. Herzberg, F., Mausner, B., Snyderman, B, B. (1959) The motivation to work. New York: John Wiley Sons. Holman, D.J. (2002) Human Resource Management Journal, Employees well being in call centres, Vol 7 Jones, F., Burke, R. J., Westman, M. (2006) Work-Life balance: psychological perspective. Sussex: Psychology press. Katzell, Yankelovich (1975) Compensation Benefits Review, Pay vs Work Motivation and Job Satisfaction, Vol 8, 54-66 Kruger, D.J. (2003) The Community Psychologist, Integrating quantitative and qualitative methods in community research, Vol 36, 18-19 Lindner, J, R. (1998) Understanding Employee Motivation. Vol 36, issue 3, June. Luthans, F. (1998) Organisational Behaviour 8th edition. Boston: Irwin McGraw-Hill Marshall, C,. Rossman, G. (1999) Designing Qualitative Research third edition. London: Sage Publication Ltd Maslow, A.H. (1954) Motivation and Personality. Harper and Row Publishers, New York: New York Miguel, A,. Quinones Ehrenstein, A. (1996) Training for a rapidly changing workplace: application of psychological research. Washington: American psychology association. Mullins, L. J. (2002) Management and Organisational Behaviour, 6th Edition. London: Prentice Hall. Myers, M.D. (2002) Qualitative Research in Business Management. London: Sage Publications. Porter, L. W., Bigley, G.A., Steers R, M. (1975) Motivation and work behaviour. New York: Irwin McGraw-Hill Porter, L.W., Lawler, E.E. (1968) Managerial attitudes and performance. Homewood II: Irwin Rose, E. (2002) The Journal of Industrial Relations, The labour process and union commitments within a banking services call centre, Vol 44, Issue 1, 40-61 Rose, Ed. (2001 Employment relations, second edition. Essex: Pearson Education Limited Saunders, Lewis Thornhill (2007) Research methods for business students, third edition, Essex: Pearson Education Limited Smith, K. Toddd, M. Waldman, J (2009) Doing your undergraduate social science dissertation. Oxon: Routledge Terpstra, D. E. (1979) Theories of motivation: borrowing the best. Personnel Journal, 58. 376. Vroom, V. (1992) Management motivation. second edition. London: penguin books ltd Vroom, V. H. (1964) Work and motivation. New York: John Wiley and Sons Ltd. 5. Outline Methodology: After the literature review and background study of the call centre environment, a positivist approach has been adapted to the research. Even though, motivation is considered as a subjective factor, the background study of the call centre environment is compared and addressed similar to battery- farming condition (Arkin 1997) with characteristic of tailorism. The most important reason for selecting positivist approach is, that this research is testing the four theories of motivation mentioned in literature review in call centre in permanent and temporary employees, which falls in line with Myers, M.D (2002) argument that positivist generally attempt to test theory. The research method used to collect primary data is a semi structured questionnaire with open and closed questions. Secondary data will be gathered from organisation through human resource department on recruitment statistics and also from survey results previously conducted by the organisation. The questionnaire includes open and closed questions, both categorical and quantifiable. All the questions are statistically analysed by using codes and excel spreadsheet and will be presentable through bar charts/pie charts. The positivist approach of testing theory and using quantifiable data collecting methods falls into the deductive approach which falls in line with positivism (Saunders et al. 2007)

A Comparison of Heart of Darkness and The Secret Agent Essay -- compar

A Comparison of Heart of Darkness and The Secret Agent      Ã‚  Ã‚   This essay consists of two separate parts but the intention is that both these parts will prove to be relevant from the point of view of what this essay sets out to study. The first part will present Joseph Conrad's life and some of his works and the latter part will consist of a comparison of two of Conrad's works, Heart of Darkness and The Secret Agent. In this essay I will begin from two assumptions, namely, that both the works mentioned above include clearly identifiable similarities in their narration, theme and method, and, that Conrad's own experiences and views have had great effect on both works.    The method of this essay is firstly to discuss Conrad's life and then to try to find out what kind of similarities and differences Heart of Darkness and The Secret Agent contain and also to try to discover how Conrad's own experiences relate to these works ( and his other works in general). I will also try to relate Conrad's works to some other writers' styles whenever I am capable of doing so despite of my poor knowledge of Conrad's contemporaries and despite of the fact that I was unable to get hold of such works as Conrad and His Contemporaries which surely would have been useful. My sources for carrying out this task are Conrad himself, his critics and my own opinions/interpretations of the two works by Conrad.       Joseph Conrad    In dealing with the life of Joseph Conrad I will focus on the period before he settled in England and started his actual writing career and so I will not present his life after his trip to the Congo and nor will I deal with how it affected him afterwards. I take this approach simply because in my opinio... ...r to be able to understand what is happening.    In conclusion, both The Secret Agent and Heart of Darkness are loosely based on reality; the former on a historical incident and the latter on Conrad's experiences of Congo. Both works have surprisingly much in common and, in my opinion, are also great works of art.    Works Cited    Conrad, Joseph. Heart of Darkness. 1902. New York: Dover Publications Inc., 1990.    Conrad, Joseph. The Secret Agent (1907)   New York: Dover Publications Inc., 1990.    Fleishman, Avrom. Condrad's Politics: Community and Anarchy in the Fiction of   Joseph Conrad. Baltimore, Maryland: The Johns Hopkins Press, 1967.    O'Prey, Paul. 'Introduction', 'Heart of Darkness'. (Harmondsworth: Penguin, 1983).    Warner, Oliver Joseph Conrad Longmans, Green and Co., London, New York, Toronto. 1950.   

The Tv Era :: essays research papers

The TV Era   Ã‚  Ã‚  Ã‚  Ã‚  The 20th century marked the beginning of a new era - 'the modern age.'; Some of the greatest minds the human race has ever witnessed lived and worked during the last several decades. These 'fathers of technology';, who arrived well ahead of their time, created the world as people know it. Car, airplane, rocket, are only few of the inventions that prepared mankind for the 180 turn. Some of the inventions found their usage in every day's life, such as: radio, toaster, washing machine…and finally, TV. The TV industry started its development with the invention of the first TV set, somewhere in the early 1950's, and has never stopped growing since.   Ã‚  Ã‚  Ã‚  Ã‚  Discussion whether or not television is a positive part of modern life, might seem arguable from several different viewpoints. Positively or not, the television has affected the life of almost every human being on the Earth…   Ã‚  Ã‚  Ã‚  Ã‚  First of all, people who lived before 'the television era'; could not hear the latest news at any time. The only source of news was the papers. However, without any significant technology involved, the newspapers could only report on the local events. On the top of that, usually such news offered information not accurate enough and too old to interest greater percentage of the population. All the people lived at the slower pace, by not knowing what was going on around them. For instance, a trading person who worked in the United States could hardly find out how British economy did. In the early presidential elections, the newspapers didn't inform enough those who worked on the farms. Therefore, they did not have credibility to vote. Nowadays, the TV campaigns allow us to know about every candidate's move and his beliefs and opinions towards foreign and domestic politics. More important than anything, with the television, ordinary people have a chance to keep track of world affairs. Today, an average person can come home from work, take off his shoes, lean back in the chair and turn on the TV. Then, he has the access to information about Bosnia and the children starving in Central Africa, both taking place thousands of miles away. On the other hand, the same guy maybe just wishes to watch The World Cup soccer match, or his favorite soap opera. The possibilities go to infinity. And how do we get the picture on the TV sets as the final product?

Whether the Burgess land use model is still relevant in the modern day

Urban land use models are designed to help us understand how towns develop. Although towns and cities have no exact match, the models are designed to show that every urban area has its similarities. Since models rarely take into account things like hills and rivers, there are no guarantees that the model will be completely accurate. I am using the Burgess model because it was one of the most successful land use models- it may well be similarly successful in the modern town. A man called E.W Burgess designed an Urban Land use model, naming it after himself. It was designed in his home country of America, in the city of Chicago. This is what he designed: Burgess' theory was that people competed for limited amounts of space. Only people who that the zones were arranged concentrically, different in age and character. Burgess believed that the housing became newer, and the residents became wealthier, the further they got from the CBD. The people who could afford the best land got it, people like businessmen. The poorest groups were left with the worst locations. Burgess believed that different zones of the city had different functions. These are the sections of the city that he identified: * Central business district – contains the major shops and offices, and is the centre for commerce, entertainment and transport. * Wholesale light industry- This is where the oldest housing in the city is. Such housing is usually deteriorating into slum property. Some areas are also being taken over by light industry. The locals tend to be immigrants or poorer social groups. * Low class residential- Inhabited by people who have managed to escape from the previous zone. They work in nearby factories, and have no choice but to live there so they can get to work quickly and cheaply. * Medium class residential- The housing is of a better quality, and is mostly semi detached and council estates. * High class residential- Occupied by people who can afford the most expensive properties and the high cost of properties, and the high cost of commuting. This zone also includes the commuter villages beyond the edge of the city, although there were few in Burgess' time. The Burgess model is also linked to the bid-rent model. The amount of money different land users are willing to pay for the land depends on their location- the CBD has the most expensive rents. It is the most accessible area as most transport services are focused on the city centre, and main roads meet here. The more accessible a location, then the easier it is to get there. Therefore, people prefer to have work locations that people can access easily, and are also prepared to pay more for them. The Burgess Model also ignores the fact that nearly all towns are affected by physical features such as rivers, lakes and hills. It also ignores heavy industries, and housing redevelopment. Also, in 1924, there was not so much dependence on transport as there is today. Other weaknesses in the model include the criticism that in reality, zones do not just end, and the next one begins. Zones overflow, and the model is designed for highly developed cities such as Chicago, and not 3rd world cities that you might find in Ethiopia and Sudan. Therefore, the model is not universally correct. Hypothesis 1. Land use changes with increasing distance from the centre of Blaydon. This statement fits in with the Burgess model, as Burgess claimed that the land near the CBD will be densely populated and tightly fitted, whilst the land further out of town will have more room for things like gardens. Houses will be terraced near the town centre, and semi detatched on the outskirts. This statement fits in with Burgess' Bid Rent Model, as he claimed that land in the centre of the town was more useful and therefore expensive, so less people would be able to afford big gardens. This hypothesis should be true, because in reality most towns grow from the centre, and will therefore have many buildings squashed into a small section of land near the middle, but towards the countryside there is more free space Hypothesis 2. Housing age will become younger with increasing distance from the centre of Blaydon. This theory fits into the burgess model because the further you are from the city centre the younger the houses will be because the growth of cities are from the CBD so the houses on the outskirts will be the youngest. The CBD was built first in the beginning of the development of Blaydon. This means that houses will be built after the early developments. This process will continue until there is no land to build on. This theory means that houses will be younger as you progress further form the CBD. The hypothesis should be true because the Burgess model claims city growth occurred in the CBD first then grew outwards form there. Hypothesis 3 The quality of life will improve with increasing distance from the CBD of Blaydon. This theory also fits into the burgess model because as you get further away from the CBD the environment qualities should increase and also better housing materials will be available. Hypothesis 2 links with this hypothesis because as the houses become younger, they will become more modern and better building methods will be being used. Quality of life will increase due to the steady increase of size in houses as you progress further from the CBD. Bigger houses mean more money and better quality of life. For example, big gardens and garages accompanied with driveways. In my view this is a better quality of life compared to terraced houses with no gardens. This hypothesis should be true because the house age will decrease and quality of life will increase as you move further form the CBD. Also the environment won't be as bad because the roads and air will be less congested.

Herman Case

Companies† list in both 2008 and 2010. The three high-technology organizations selected for these lists were Microsoft, Cisco, and Google. Unlike most firms, especially those in mature industries and most of its office furniture rivals, Herman Miller had pursued a path distinctively marked by reinvention and renewal. This path had served it well over the decades. It survived the Great Depression early in its history and multiple recessions in the 20th century In the early part of the 21st century, it recovered from the dot. Com bust.In 201 2, Herman Miller once again was facing turbulent and uncertain economic conditions. Would its propensity for using innovation to reinvent and renew its business once again allow the company to flourish and grow? How far and how fast might the company be able to push its annual revenues above the 201 1 level of $1. 6 billion? COMPANY BACKGROUND Herman Miller's roots went back to 1905 and the Star Furniture Company, a manufacturer of traditiona listic bedroom suites in Zealand, Michigan. In 1909, it was renamed Michigan Star Furniture Company and hired Dirk Jan De Pre as a clerk.De Pre, became president in 191 9 and four years later convinced his father-in-law, Herman Miller, to purchase the majority of hares; De Pre renamed the company Herman Miller Furniture Company in recognition of Millers support. In 1 927, De Pre committed himself to treating â€Å"all workers as individuals with special talents and potential. † This occurred after he visited the family of a millwright who had died unexpectedly. During the visit, the widow read some poetry Upon asking the widow who the poet was, De Pre was surprised to learn it was the millwright.This led him to wonder whether the millwright was a worker who wrote poetry or a poet who worked as a millwright. This story was part of Herman Miller's corporate culture, which intended to generate respect for all employees and fueled the quest to tap the diversity of gifts and skill s held by all. In 1 930, the United States was in the Great Depression and Herman Miller was in financial trouble. As De Pre was looking for a way to save the company, Gilbert Rhode, a designer from New York, approached him and told him about his design philosophy.Rhode then asked for an opportunity to design a bedroom suite for a fee of $1 ,OHO. When De Pre reacted negatively to such a fee, Rhode suggested an alternative payment plan-?a 3 percent royalty on the furniture sold-?to which De Pre agreed, figuring that there as nothing to lose. A few weeks later, De Pre received the-first designs from Rhode. Again, he reacted negatively. In response, Rhode wrote De Pre a letter explaining his design philosophy: â€Å"[Horst,] utter simplicity: no surface enrichment, no carvings, no molding, [and second,] furniture should be anonymous.People are Important, not furniture. Furniture should be useful† Rhodes designs were antithetical to traditional designs, but De Pre saw merit in th em and set Herman Miller on a course of designing and selling furniture that reflected a way of life. In 1 942, Herman Miller produced its first office furniture-?a Gilbert Rhode sign referred to as the Executive Office Group. Rhode died two years later, and De Pre began a search for a new design leader. After reading an article in Life magazine â€Å"about designer George Nelson, De Pre hired Nelson as Herman Miller's first design director.In 1 946, De Pre hired Charles and Ray Names, a husband-and-wife design team based in Los Angels. In the same year, Charles Earn sees designs were featured in the first one-man furniture exhibit at New Work's Museum of Modern Art. Some of his designs became part of the museum's permanent collection. Many sources were helpful in providing material for this case, m ¶SST articulacy employees at Herman Miller who generously shared their time and viewpoints about the company to help ensure that the case accurately reflected the company's practices and culture.They provided many resources, including internal documents and stories of their personal experiences. In 1 950, Herman Miller, under the guidance of Dry. Carl Frost, a professor at Michigan State University, became the first company in the state of Michigan to implement a Scansion Plan, a productivity incentive program devised by labor expert Joseph N. Scansion. Underlying the Scansion Plan were the principles of equity and justice for everyone in the company† Two major functional elements Of Scansion plans were the use of committees for sharing ideas on improvements and a structure for sharing increased profitability.The relationship between Frost and Herman Miller continued for at least four decades. During the asses, Herman Miller introduced a number of new furniture designs, including those by Alexander Gerard, Charles and Ray Names, and George Nelson. Specifically, the company introduced the first molded fiberglass chairs and the Names lounge chair and ottoman (see Exhibit 1). The Names designs were introduced on NBC Home Show with Arlene Francis, a precursor to the Today show. Also in the asses, Herman Miller began its first overseas foray, selling its products in the European market. In 1 962, D. J.De Pre became chairman of the board and his son, Hugh De Pre, became president and chief executive officer. D. J. De Pre had served for more than 40 years as the president of Herman Miller. EXHIBIT 1 Names Lounge Chair and Ottoman During the 1 sass, Herman Miller introduced many new designs for both home and office. The most notable design was the Action Office System, the rolls first open-plan modular office arrangement of movable; panels and attachments. By the end of the 1 sass, Herman Miller had formed a subsidiary in England with sales and marketing responsibility throughout England and the Scandinavian countries.The company also established dealers in South and Central America, Australia, Canada, Europe, Africa, the Near East, and Japa n. In 1 970, Herman Miller went public and made its first stock offering. The stock certificate was designed by the Names office staff. The company entered the health/science market in 1 971 and introduced the Oregon chair, its first design eased on scientific observation and ergonomic principles, in 1976. In 1 979, in conjunction with the University of Michigan, Herman Miller established the Facility Management Institute, which pioneered the profession of facility management.The company continued to expand overseas and introduce new designs throughout the asses. By 1 977, more than half of Herman Miller's 2,500 employees worked outside the production area. The Scansion Plan therefore needed to be overhauled, since it had been designed originally for a production workforce. In addition, employees worked at multiple U. S. And overseas locations. In 1 978, an ad hoc committee of 54 people from nearly every segment of the company was elected to examine the need for changes and to make recommendations.By January 1979, the committee had developed a final draft. The plan established a new organization structure based on work teams, caucuses, and councils. All employees were given an opportunity to discuss the new plan in small group settings. On January 26,1 979,96 percent of the employees voted to accept the new plan. After 18 years as president and CEO, Hugh De Pre stepped down; his younger brother, Max De pre, became chairman and chief executive officer n 1980. In 1981, Herman Miller took a major initiative to become more efficient and environmentally friendly.Its Energy Center generated both electrical and steam power to run its 1 -million-square-foot facility by burning waste. 2 In 1983, Herman Miller established a plan whereby all employees became shareholders. This initiative occurred approximately 10 years before congressional incentives fueled employee stock ownership plan (ESP.) growth. In 1 984, Herman Miller introduced the Aqua chair, a second chair base d on ergonomic principles; many other designs followed in the 1 9805. In 1987, the iris non-De Pre family member, Dickered, became chief executive officer.By the end of the decade, Time magazine had recognized the Aqua chair as a Design of the Decade. Also, in 1989, Herman Miller established its Environmental Quality Action Team, whose purpose was to â€Å"coordinate environmental programs worldwide and involve as many employees as possible. † In 1990, Herman Miller became a founding member of the Tropical Forest Foundation and was the only furniture manufacturer to belong. That same year, it discontinued using endangered rosewood in its redrawing Names lounge chair and ottoman, and substituted cherry and walnut from sustainable sources.It also became a founding member of the U. S. Green Building Council in 1994. Some of the buildings at Herman Miller were used to establish Leadership in Energy and Environmental Design (LED) standards. Because of its environmental efforts, He rman Miller received awards from Fortune magazine and the National Wildlife Federation in the 1 9905. Also in the 1 sass, Herman Miller again introduced some groundbreaking designs. In 1 994, it introduced the Aaron chair (see Exhibit 2), which almost immediately was added to the New York Museum of Modern Art's permanent sign collection.In 1999, the Aaron chair won the Design of the Decade Award from Businesslike and the Industrial Designers I Society of America. In 1 992, J. Kermit Campbell became Herman Miller's fifth CEO and president. He was the first person from outside the company to hold either position. In 1995, Campbell resigned and Mike Evolved was promoted to CEO. Evolved, just 39 years old, had been with a company called Meridian for seven years before Herman Miller acquired it in 1990, so when he became CEO he had been with either Herman Miller or its subsidiary for 12 years.At the time, the industry was in a slump and Herman Miller was being restructured. Sales were ap proximately $1 billion annually. EXHIBIT 2 The Herman Miller Aaron Chair In 1 994, the company launched a product line called Herman Miller for the Home to focus on the residential market. It reintroduced some Of its modern classic designs from the asses, asses, and asses as well as new designs. In 1998, it set up a specific website (www. Home. Com) to tap into this market. Attachments took additional marketing initiatives to focus on small and midsized businesses.It established a network of 1 80 retailers to focus on small genuineness and made a 3-D design computer program available to midsized customers. In addition, its order entries were digitally linked among the company and its suppliers, distributors, and customers to expedite orders and improve their accuracy 3 THE FIRST DECADE OF THE 21ST CENTURY The first decade of the 21 SST century started off spectacularly for Herman Miller, with record profits and sales in 2000 and 2001.The company offered: an employee stock option pla n (ESP.) in July 2000, and Time magazine selected the Names molded ply'. Judd chair a Design of the Century. Sales had ore than doubled in the six years that Mike Evolved had been CEO. Then the dot. Com bubble burst and the terrorist attacks of September 1 1 , 2001, shook the U. S. Economy. Herman Miller's sales dropped by 34 percent, from more than $22 billion in 2001 to less than $1. 5 billion in 2002. In the same two years, the company saw a decline in profits from a positive $144 million to a negative $56 million.In an interview for Fascinating magazine in 2007, Evolved said, â€Å"One night went to bed a genius and woke up the town idiot† Although sales continued to drop in 2003, Herman Miller returned to reparability in that year. To do so, Herman Miller had to drop its long-held tradition of lifelong employment; approximately 38 percent of the workforce was laid off, and an entire plant in Georgia was closed. Mike Evolved and Brian Walker, then president of Herman Mill er North America, met with all the workers to tell them what was happening and why it had to be done.One Of the workers being laid off was so moved by Evolved and Walkers presentation that she told them she felt sorry for them having to personally lay off workers. To replace the tradition of lifelong employment, Evolved, tit input from many others, developed what the company referred to as â€Å"the new social contract. † He explained it as follows: We are a commercial enterprise, and the customer has to be on center stage, so we have to first figure out whether your gifts and talents have a match with the needs and wants of this commercial enterprise.If they don't, then we want to wish you the best, but we do need to tell you that I don't have a job for you right now. As part of the implementation of the social contract, the company redesigned benefit plans such as educational reimbursement and 401 (k) plans to be more portable. This done to decrease the cost of changing job s for employees whose gifts and talents no longer matched customer needs. Herman Miller's sales and profits began to climb from 2003 to 2008. In 2008, even though sales were not at an all-time high, the company's profits had reached a record level.Walker became president in 2003 and CEO in 2004. Evolved became chairman of the board in 2004. Then Herman Miller was hit by the recession of 2009. Sales dropped by 1 9 percent, from approximately $2. 0 billion in 2008 to approximately $ 1. 6 billion in 2009. In the same years, profits dropped from $1 52 million to $68 million. In March 2009, Mark Churchman, director of external communications at Herman Miller, predicted that the changes made to recover from the 2001-2003 recession would help the company weather the recession that began in late 2007.HERMAN MILLER IN 2012 Herman Miller had codified its long-practiced organizational values and published them on its website on a page titled â€Å"What We Believe. † Those beliefs, liste d as follows, were intended as a basis for uniting all employees, building relationships, and contributing to communities: ; Curiosity & Exploration: These are two of our greatest strengths. They he behind our heritage of research- driven design. How do we keep our curiosity? By respecting and encouraging risk, and by practicing forgiveness. You can't be curious and infallible.In one sense, if you never make a mistake, you're not exploring new ideas often enough. Everybody makes mistakes: we ought to celebrate honest mistakes, learn from them, and move on. ; Engagement: For us, it is about being owners-? actively committed to the life of this community called Herman Miller, sharing in its success and risk. Stock ownership is an important ingredient, but it's not enough. The strength and the payoff really come when engaged people own problems, solutions, and behavior. Acknowledge responsibility, choose to step forward and be counted.Care about this community and make a difference in it. ; Performance: Performance is required for leadership. We want to be leaders, so we are committed to performing at the highest level possible. Performance isn't a choice. It's up to everybody at Herman Miller to perform at his or her best. Our own high performance-?however we measure it-?enriches our lives as employees, delights our customers, and creates real value for our shareholders ; Inclusiveness: To succeed as a company, we must include all the expressions of human talent and potential that society offers.We value the whole person and everything each of us has to offer, obvious or not so 4 obvious. We believe that every person should have the chance to realize his or her potential regardless of color, gender, age, sexual orientation, educational background, weight, height, family status, skill level-? the list goes on and on. When we are truly inclusive, we go beyond toleration to understanding all the qualities that make people who they are, that make us unique, and most important, that unite us. Design: Design for us is a way of looking at the world and how it works-?or doesn't.It is a method for getting something done, for solving a problem. To design a solution, rather than simply devising one, requires research, thought, sometimes starting over, listening, and humility. Sometimes design results in memorable occasions, timeless chairs, or really fun parties. Design isn't just the way something looks; it sinusitis the way something works, either. ; Foundations: The past can be a tricky thing-?an anchor or a sail, a tether or a launching pad. We value and respect our past without being ruled by it. The stories, people, and experiences in Herman Miller's past form a unique foundation.Our past teaches us about design, human compassion, leadership, risk taking, seeking out change and working together. From that foundation, we can move forward together with a common language, a set of owned beliefs and understandings. We value our rich legacy more for what it shows us we might become than as a picture of what we've been. ; A Better World: This is at the heart of Herman Miller and the real reason why many of us come to work every day. We contribute to a better world by pursuing sustainability and environmental wisdom.Environmental advocacy is part of our heritage and a responsibility we gladly bear for future generations. We reach for a better world by giving time and money to our communities and causes outside the company; through becoming a good corporate citizen worldwide; and even in the (not so) simple act of adding beauty to the world. By participating in the effort, we lift our spirits and the spirits of those around us. ; Transparency: Transparency begins with letting people see how decisions are made and owning the decisions we make. So when you make a decision, own it.Confidentiality has a place at Herman Miller, but if you can't tell anybody about a decision you've made, you've probably made a poor choice. Without tran sparency, it's impossible to have trust and integrity. Without trust and integrity, its impossible to be transparent All employees were expected to live these values. Management Mike Evolved remained chairman of the board in 2012, and Brian Walker was president and CEO. Walker's compensation was listed by Bloomberg Businesslike as $693,969 in 2011. The magazine listed compensation for Coos at four competitors as ranging from $778,000 to $973,000.Walker and our other top executives at Herman Miller took a 10 percent pay cut in January 2009 and, along with all salaried workers, another 10 percent cut in March 2009. The production workers were placed on a work schedule that consisted of nine days in two weeks, effectively cutting their pay by 10 percent as well. That the executives would take a pay cut before salaried workers, and one twice as much as that required by workers, was just one way human compassion was practiced at Herman Miller. However, most employees' pay cuts and furlou ghs were ended in June 201 0 when the company's financial performance began to improve.By U. S. Securities and Exchange Commission (SEC) regulations, a publicly traded Company had to have a board of directors. By Herman Miller's corporate policy, the majority of the 14 members of the board had to be independent. To be judged independent, the individual as a minimum had to meet the NASDAQ National Market requirements for independent directors (NASDAQ Stock Market Rule 4200). In addition, the individual could not have any â€Å"other material relationship with the company or its affiliates or with any executive officer of the company or his or her affiliates. Moreover, according o company documents, any â€Å"transaction between the Company and any executive officer or director of the Company (including that persons spouse, children, stepchildren, parents, stepparents, siblings, parents-law, children- in-law, siblings-in-law and persons sharing the same residence) must be disclosed to the Board of Directors and is subject to the approval of the Board of Directors Or the Nominating and Governance Committee unless the proposed transaction is part of a general program available to all directors or employees equally under an existing policy or is a purchase of Company reduces consistent with the price and terms of other transactions of similar size with other purchasers. † Furthermore, â€Å"It is the policy of the Board that all directors, consistent with their responsibilities to the stockholders of the company as a whole, hold an equity interest in the company. Toward this end, the.Board requires that each director will have an equity interest after one year on the Board, and within five years the Board encourages the 5 directors to have shares of common stock of the company with a value of at least three times the amount of the annual retainer paid to each director. † In there words, board members were held to standards consistent with Herman Mill er's corporate beliefs and its ESP. program. Although Herman Miller had departments, the most frequently referenced work unit was the team. Paul Murray, director of environmental health and safety, explained the relationship between the team and the department as follows: At Herman Miller, team has just been the term that has been used since the Scansion Plan and the De Peres brought that into Herman Miller. And so I think that's why we use that almost exclusively.The department-? as a department, we help facilitate the other teams. And so they aren't just department driven. Teams were often cross-functional. Membership on a team was based on the employee's ability to contribute to that team. As Gave Wing lead chemical engineer for the company's Design for the Environment division, described it, You grab the appropriate representative who can best help your team achieve its goal. It doesn't seem to be driven based on title. It's based on who has the ability to help us drive our init iatives towards our goal. Teams were often based on product development. When the product had been developed, the members of that team were redistributed to new rejects.New projects could come from any level in the organization: One way in which leadership was shared at Herman Miller was through the concept of â€Å"talking up and down the ladder. † Workers at all levels were encouraged to put forth new ideas. Herman Miller environmental specialist Rudy Barrels said, If they try something they have folks there that will help them and be there for them.. That requires a presence of one of us or an e-mail or just to say, â€Å"Yeah, I think that's a great idea. † That's how a tot †¦ In the organization works. Because Herman Miller workers felt empowered, a new manager could run onto some startling behavior. Paul Murray recalled, can remember my first day on the job. I took my safety glasses 0 if . ND an employee stepped forward and said, â€Å"Get your safety glass es back on At [Company X, Company there was no way they would have ever talked to a supervisor like that, much less their supervisor's manager. It's been a fun journey when the workforce is that empowered. The company's beliefs were also reinforced through the Employee Gifts Committee and the Environmental Quality Action Team. True to Herman Millers practice of shared leadership, the Employee Gifts Committee distributed funds and other sources based on employee involvement. Jay Link, manager of corporate giving explained the program as follows: Our first priority is to honor organizations where our employees are involved.We believe that it's important that we engender kind of a giving spirit in our employees, so if we know they're involved in organizations, which is going to be where we have a manufacturing presence, then our giving kind of comes alongside organizations that the/re involved with. So that's our first priority. In addition, all Herman Miller employees could work 16 pa id hours a year with a charitable organization of their choice. The company set goals for the number of employee volunteer hours contributed annually to its communities. Progress toward meeting those goals was reported to the CEO. The Environmental Affairs Team, formed in 1 988 with the authorization of Max De pre, had responsibility for such activities as recycling solid waste and designing products from sustainable resources.One of the team's successes was in the reduction of solid waste taken to landfills. In 1 991, Herman Miller was sending 41 million pounds of solid waste to landfills. That figure was down to 24 million pounds by 1 994 and to 3. 6 million pounds by 2008. Such improvements were both environmentally friendly and costiveness. Herman Miller's beliefs carried over to the family and the community. Gave Wing related, â€Å"I've got the worst lawn in my neighborhood. That's because don't spread pesticides on it, and don't put fertilizer down. † He went on to say that he and his wife had to make a difficult decision in the summer of 2009 6 because Herman Miller had a policy â€Å"to avoid PVC [polyvinyl chloride] wherever possible. In restoring their home, they chose fiber cement board over PVC siding even though the fiber cement board was considerably more costly. Wing said, â€Å"Seven years ago, I didn't really think about it. † Rudy Barrels was involved in a youth soccer association that raised money to buy uniforms by collecting newspapers and aluminum cans. Barrels said, â€Å"When I'll speak they'll say, ‘Yeah, that's Rudy. He's Herman Miller. You should-?you know we're goanna have to do this. â€Å"‘ The company's beliefs carried over to all functional areas of the business. Some of them were obviously beneficial, and some were simply the way Herman Miller chose to conduct its business.

Pop culture

In this 21 SST century, pop culture has become a hot topic among the society. The reasons that the community concerned about it are the pop culture influences the content of media and how we think, dress and act. It's well known that pop culture Is a way of life or normally known as the latest trends and styles of the youthful generation adopt and follow in this 21st century era. Incidentally, the word â€Å"pop† refers more specifically to something containing qualities of mass appeal.Hence, the pop culture Is referring to things that happen around us every day whether on clothes, movies, music, education or entertainment. As we all known, the Influence of pop culture, especially from western country, Is now widespread namely In dressing, mannerisms, food, books, entertainment and even education. The youth of today are affected by pop culture In almost every aspect of life whether It Is music, media, celebrities, fashion, and even literature. These kinds of things have become top priority for youth generation of today's world.In my opinion, pop culture brings more ad than good. This is because pop culture will affect the youth generation whose mind are easily influenced and corrupted like in the way they dress. Many of them will follow the fashion of west, such as clad in low cut tops, low waist jeans and in short very revealing outfits. They mimic western style of clothing as well free intermingling of sexes. This is because they will follow and play in the field of entertainment which is under the influence of westernizes.For example, the youth will visit video arcades, discotheques, nightclubs and other places of entertainment which they find it is exciting and fulfilling. Thus, they will expose themselves to the morally deficient elements at this kind of places. Others than that, they will pick up bad habits such as smoking, drinking alcohol and others behaviors that is unsuitable for people of such a young age. Besides, they will also expose themse lves to abuse and exploitation.Further, the cinema which is a part of the pop culture will also bring the negative influences to the youth generation. As an illustration, youth will tries to imitate, performs different stunts, copying styles, acting in the same way after they had watch the movies. They not only will consider the actor or the film stars as their Gods, but also catch the negative aspects shown in the movies Like violence. This will lead them no interest In their study and discontinue their studies.In conclusion, the Olin addition, the children from these families will also disrespect towards their parent and using slang language In front of their parents because of the western pop culture. The pop culture Is not only affects the youth generation and family, but It's also affects the whole community. For example, a community will radically forget their religious value besides they will slowly lose their heritage and tradition when they are In favor of western pop cultu re.Additionally, the food culture of a community will also be Influenced. For Instance, previously In Malaysia, only the ethnics food was given importance, but now the food culture importance, has drastically changed. Today's pop culture food habits include having Pizzas, burgers, Italian food or Mexican food. While the main focus of food is on fast food culture which is contain of high calories and will lead to obesity and others disease like heart out generation across the world, but it also brings some positive influences to our country.For example, a country which is ethnically and religiously diverse will become a more diversity, racial equality and tolerance with the influences of pop culture. Hence, the war or quarrel among the citizens can be avoided. On the whole, the pop culture is all around us and influences our life and culture. Depending on the day it is, the influence may be a good one. But for me, I still believe that pop culture brings more bad than good influences to us because it will affect the morality of the youth generation who is easily be affect. Pop Culture Position Essay Pop culture is a Plus for Students Every day a great number of good and bad events are happening such advances in technology, weather changes, wars, bad politicalchoices, economics effects, unfair treatments at work, charities, and so on which are researched and transmitted trough media. Media‘s information maybe not always be accurate or freely expressed, sometimes it can be distorted and as a result an entire nation can be guide wrong or good through a few persons’ analysis. Then, Why not push American population to do their own study? Pop Culture would be a plus here. The developing of this new field, pop culture, is a great opportunity to expose million of students to actual events, where they will expand and apply their researches and critically skills and as a result will corroborate media’s information. As students are in the process to learn how to think critically, and express accurately; then enforce them to think independently and make them evaluate if all what is outside is valuable. Actually, there is a fever for plastic surgery, and Wood cites in her essay some reasons like, â€Å"†¦Undergo cosmetic surgery in order to improve their lives. †(119) â€Å"Plastic surgery, he says, is â€Å"a tool. It can be used to customize your appearance in the same way you customize your car, or your pets, or the way you dress in Prada versus Dolce. †(123) I wonder in what moment people learnt to devaluate themselves and became a fake shadow of another person. After a practiced surgery, people is really happy, and all surgery have been successful are topics that matter at the moment of follow the wave. Eventually, if we teach the scholar to think critically the actual topics, they can analyze the negative and positive sides of different subjects and choose their best evaluation by themselves. In brief, Pop Culture is a worthy academic subject matter in this century and for the futures. It encourages being aware of existing events, new tendencies and how they influence in population’s behaviors. As Lee quotes, â€Å"The study of popular culture†¦is the future. †(7) Schools must reinforce it to have future generations which analyze and think critically about their decisions in today’s world, not just influence by media and mass. Works Cited Wood, Gaby. â€Å"Meet Marnie. † Mirror on America. Ed. Mims, Joan T. and Elizabeth M. Nollen. Boston: Bedford/St. Martins, 2006. 118-126. Lee, Eric. â€Å"Sclock Waves Felt across U. S. Campuses. † Mirror on America. Ed. Mims, Joan T. and Elizabeth M. Nollen. Boston: Bedford/St. Martins, 2006. 118-126. However, my concerned is; Medias are free of influences of the big guys in this county, they are really telling us the entire true in all matters. Or journalists are limited to say only what their supervisors allow to them. Medias has a big influence in us because we never take the time to see if what they say is truth. We also and specially students should be more involved in what is happening now. Popular culture is the best ways to develop skills to collect, evaluate, corroborate and inform realities that surround the world. Using this method we’ll be updated, have accurate information, and can formulate logical opinions or solutions.

Knowledge Worker Paper-Terence Essay Example | Topics and Well Written Essays - 1250 words

Knowledge Worker Paper-Terence - Essay Example The comparison includes their responsibilities, function, and their role. Increasingly, the paper defines my experience at Syndicate Marketing Company and how the company reflected the function of knowledge workers (Jemielniak, 2012). Knowledge workers are also referred to as free agents, human capital, or even the knowledge entrepreneurs. They constitute one of the fastest rising sectors of the workforce in the globe. The concept was first introduced by Peter Drucker in 1959, who defined knowledge workers as high-level workers who make use of their analytical knowledge and theoretical knowledge from their formal education to innovate services and products. According to Peter Drucker, knowledge is contagious and grows like an organism. The knowledge itself needs to be served and assimilated but not merely stored. The knowledge innovation created the knowledge management, which underwent revolution in 1990 to support the workers to come up processes and standard tools. Focusing on knowledge is declared as one of the values for human social and economic development. Initially, wealth was measured in terms of land. During the second wave, wealth was measured in terms of capital ownership like factories. Increasingly , the ability to own wealth was measured at the rate in which a person owns knowledge and how he employs the knowledge in creating new goods and services. The innovation was reflected on the security and cost on the product. In the knowledge era, 2 per cent of working population works on land, 10 per cent of them work on industries, while the 78 per cent are knowledge workers. The knowledge worker acquires, manipulates, interprets, and applies information to carry out complex, unpredictable, and multidisciplinary work (Davenport, 2005). The core of a firm is characterized by the knowledge workers. The firms use the knowledge, judgment,