Critically Discuss How Identity Is Successfully Used As A Form Of Organizational Control

Introduction The aim of this essay is to develop an understanding of identity and critically analyze how identity can be successfully used in an organizational control. It will provide a critique of dominant perspectives and frameworks in organizational identity that are obtained by studies in various academic materials, by referring to theories and research in related experiences and case studies. Meanwhile, positive and negative impacts of use of identity in organizational control will be estimated. Finally, a brief conclusion will be conducted and relevant considerations will be presented so as to effectively look at the use of identity regulation as organizational control. In order to better understand identity in organization studies, this essay will firstly aim to distinguish the difference between the terms ‘personality’ and ‘identity’. According to Kenny et al. (2011), personality can be defined as the integration of characteristics patterns of thoughts, emotions and behaviors that form an individual’s unique character. It is usually relatively stable for life; however the term identity, on the other hand, can change and turn into multiplicity as influence by external elements, such as social or cultural situations (Kitay and Wright, 2007). This change is because most people would like to associate themselves with a number of identities, while those significant identities will permit people to better believe in the occupation they do (Kitay and Wright, 2007). This has been further explained by Kenny et al. (2011, p.3) who state that identity can involve identification with factors (local context, culture and history ) that people call ‘our personality’ but can also belong to ‘group membership’, which particularly emerges in the workplace. According to the research of scholars in different sectors, identity has been systemically defined in different theoretical perspectives and is also seen as a social category or ‘label’ in workplaces. Henri Tajfel and John Turner proposed social identity theory as they consider people generally use their experiences to identify themselves in certain social groups and dis-identify with others (Mattewman et al., 2009). In other words, they over-stress diversities with the out-group and underrate diversities within the in-group (O’Conner and Annison, 2002). Similarly, this perspective can be related to the idea of homo-sociability, which considers that people prefer to contact with and accept a person who is more like them, such as same social categories of class, age or religion (Kenny et al., 2011). Moreover, Zuboff (1988) and Brewis (2004) pointed out Foucauldian perspective which states people usually would like to identity with the sounds of thought or dominant discourses, therefore in this regard ‘subjectivity’ becomes the powerful relationship to shape individual identities in society. Foucauldian perspective, to some extent, can be seen as the idea of stereotypes; for example, many organizations will assume managers, especially in senior level, are male rather than female because of the cultural norm (Kanter, 1977). Mead (1934) and Goffman (1969) are two main thinkers in this symbolic interactionism perspective. Mead observes that individuals can constitute of ‘Me’ (how we perceive others to think of us) and ‘I’ (the kinds of attitudes and behaviors we use to interact with others). Similarly, Goffman observes identity as the ‘continuing process of managing how we present ourselves to others’ (Kenny et al., 2011, p.15). Both views can be summed up in that people always establish their self-awareness through social interaction with other people (Gardner and Avolio, 1998). The above acade mic theories contribute a holistic view to allow people to further study ‘identity’ and ‘control’ in-depth. Researchers and management practitioners should seriously consider identity from different perspectives and categories in the society so as to ensure diversity and equality in the organizational management. Identity is a multidimensional concept that can be developed at individual, group and organizational level (Puusa, 2006). Nowadays, there is increasing interest in understand identity in organizational control studies. According to Kenny et al. (2011, p.1), ‘the significance of identity was not simply recognized by management, it was identified as something that could be shaped and controlled by management’. The concept of identity was first looked at from a management point of view by F.W.Taylor in 1911. In his opinion, a person’s identity proves to be a barrier to scientific management (Rose, 1988). As he believed that money was the best and only way to motivate people to work effectively, workers should lose their notion of identity so as to be prepared to fit in to different management models (Kenny et al., 2011). In a lower hierarchy level, Taylor’s theory seems to relatively correct. However, studies have shown that workers resisted these ‘scien tific’ methods as they considered that being a part of the group was more significant than earning more money (Kenny et al., 2011). Thus, it can be deemed that meaningful work is a strong dynamic of motivation and performance, and identity (e.g feeling a part of the group) is one of the important subjective factors that motivate people to work. This is in line with several commentators of the ‘human relation movement’ which states that identity is no longer to be removed by organizational management; for example Maslow’s ‘hierarchy of needs’, and Alderfer’s Relatedness Existence theories. They entirely agreed that employees were stimulated not only by physical factors or money, but also by emotional and social needs in the group (Ross, 1988; Buchanan and Huczynski, 2004). Those needs are strong identification to lead employees to ‘go to extra mile’ (become more flexible and productive) as well as improve their working passi on and enthusiasm (‘discretionary effort’) within the organization (Alvesson and Willmott, 2002). Therefore, it can be asserted that identity is the key engine to driving employees’ internal motivation in the organization. This is also supported by Alvesson and Willmott (2002, p. 621), who argue that identity is definitely ‘a significant, neglected and increasingly important modality of organizational control’. Organizational identity is known as the employees’ view of the organization, which attempts to answer the question of ‘who are we as an organization’ (Kenny et al, 2011). It affords organizations with a feasible framework for understanding their internal behaviors (Whetten, 2006). Albert and Whetten (1985) argue that organizational identity embodies three significant characteristics which are central, distinctive and enduring. Following Albert and Whetten’s (1985) notion, several scholars further identified organizational identity in two different conceptions; realist and constructionist (Gioia and Thomas, 1996; Elstak and Van Riel, 2004). Realists believe that organizational identity is established on the properties of the organization themselves. Conversely, constructionists consider that a set of beliefs is understood by how employees make sense of the organizations. Therefore, through this dynamic, dialectic process it can be proven that employees both shape, and are shaped, by their organizational membership (Puusa, 2006). Meanwhile, it also can further allege that organizations with a strong identity have central attributes, distinctive from other corporations and maintaining that for long-term periods can lead organizations to motivate their employees more effectively and successfully. The positive impacts of organizational identity could appear in several aspects. Firstly, employees will become more self-managing and prefer to approach their jobs with passion and enthusiasm as well as undertaking their responsibilities seriously (Knights and Willmott, 1999). Secondly, it is an essential approach for an organization to attract high-quality employees in order to embrace employees’ desired values and allow them to treat the values as their own (Kenny et al, 2011). Moreover, it can gain and retain employees’ loyalty, commitment and involvement so as to compensate less job security and employment durability in the workforce (Alvesson and Willmott, 2002). Furthermore, managing through shared values, thoughts and feelings have replaced the original ways of managing behaviors (Knights and Willmott, 1999). This has been further explained by Kenny et al. (2011) who stressed that organizations don’t just want to recruit the people who think that they wil l fit into the workplace, but they are now more focused on how to shape employees’ sense of identity after they join. As culture is contingent upon identity, managing ‘corporate culture’ is integral to managing identity, which can be seen as the most common way to shape employees’ self-identity and behaviors (Kenny et al., 2011). On the other hand, organizational identity also brings some problems which organizers have to bear in mind. Firstly, organizational identity attempts to over control employees’ hearts and minds; this can link back to Foucauldian perspective which estimated that employees’ sense of identity can be strongly dominated by ‘enterprise discourse’ (Du Gay, 1996; Kenny et al., 2011). Following this problem, employees’ creativity and innovative skills will minimize or even cannot be discovered in the corporation; therefore it will critically affect organizational improvement and development. Furthermore, employees may feel anxiety or guilty if they attempt to judge or fail to follow the sanctified values of an organization (Schwartz, 1987). Due to the above feelings and matters, ethics has become an ambiguous issue when implementing identity management as organizational control, and it may relate to ‘bureaucratic’ control mechanisms’ probl ems as well (Alvesson and Willmott, 2002). Although there are some negative impacts of using identity as a form of organizational control, there are still many famous companies carefully and successfully designing and advertising their corporate values by managing organizational identity, such as Apple, Alibaba and IKEA (Kenny et al., 2011). Therefore, it can be affirmed that organizational identity is not only focusing on one company or region; it becomes more internationalization and globalization at present. Because of this phenomenon, there are increasing numbers of concentrated issues of identity presented in the workplace as well, such as gender and managerial roles issues; the changing idea of professionalism and the international business activities (Fondas, 1997; Alvesson, 2000; Alvesson and Willmott, 2002). In order to diminish the above issues and manage identity effectively, organizers should provide more opportunity for employees to arrange their agenda and working practices, to maintain a sense of freedom to help motivate people at work, this is classed as ‘micro-emancipation’ (Alvesson and Willmott, 2002). This sense of freedom could be better enforced to show and understand in a new standard form of organizational control, which is called fun organizational identities. This new form not only encourages diversity and allows employees to express their ‘genuine’ feelings in the workplace, but also assists to increase productivity, creativity, inspiration and reduced employee turnover (Fleming and Sturdy, 2009; Ford et al.,2003). For instance, Southwest Airlines is known as a fun organization to work for, which classes employee satisfaction and customer loyalty as more important than corporate profits. They consider people their ‘single greatest streng th and the most enduring long-term competitive advantage’ (Southwest’s Airlines Careers, 2014). Southwest Airlines’ unique identity makes them stand out from all others and delivers benefits to both individuals and the organization. However, there are still a number of disadvantages of having a fun work environment in organizations, such as professionalism at work, reports of sexual harassment and interpersonal conflicts (Ford et al., 2003). Thus, managers should bear those issues in mind and find out solutions as soon as possible so that they can become distinctive to other corporations and reduce the potential risks in the early stage. Organizations should also be conscious of the variation in levels of identification within their workforce (Dutton et al., 1994). Humphreys and Brown (2002) declare that identification is usually a complex and partial procedure, and they defined this process in three categories, which are dis-identification, schizo-identification and neutral identification. And a similar set of classes has been proposed by Collinson (2003) in three levels, these are, conformist selves, dramaturgical selves and resistant selves. Based on these theories, managers should try to use different methods to manage identity so as to stimulate employees to work harder and perform better and also to obtain a high degree of employees who define themselves as a part of the organization (Kenny et al., 2011). According to Kenny et al. (2011), organizations can manage identity in five different ways; these are controlling, concealing, exploiting, faking and shaping. In practice, in order to make employees have a sense of belonging, loyalty and commitment, and be willing to promote the organization’s vision, the organizers should focus on managing their identity in the following ways: a) allow employees to see and know about their career planning in the company, thereby creating hope for them; b) organizations need to explicitly promote the values and vision of the corporation to establish an industry benchmark. For example a hotel brand should treat Accor Hotel Group as their final objective and formulate a long-term, detailed schedule to achieve this goal. This schedule can include how many hotels should open in one year or how this hotel brand can develop in five years or ten years; c) the organization should have strong corporate social responsibility, which includes creating mo re job opportunities, especially for disabled people, environment protection (e.g haze or flood) and good employee welfare (e.g set up a compliant institution so as to protect employees’ benefits). If organizations can accomplish the above steps successfully, employees will feel part of the organization and will be proud of it, and also will put their shoulders on the wheel in order to achieve their career objectives. Additionally, organizations should also manage identity in terms of physical and moral support so as to increase employees’ sense of honor in the group. For example a Japanese senior manager will bow his thanks to the best employees every day, and organizations usually would like to hold some activities to let employees vent outside of their work. In 2010, Foxconn had 18 employees attempt to commit suicide with a total of 14 deaths (Moore, 2012). This example shows the importance of managing identity to motivate employees in an organization. Therefore, managers should take into account Alvesson and Willmott’s (2002) eight methods of regulating identity in organizations, such as knowledge and skills; the rules of the game and hierarchical location, to better understand different ways of managing identity and successfully carry them out in the workplace. Overall, identity is a true essence of who and what the organization is. It is a significant organizing element for everything people say and do in the workplace and it affects the characters, values, communications, decisions and strategies of the organization. Organization with a strong identity becomes easier to make decisions and solve their internal conflicts. Employees can clearly know what is expected of them, understand the company and also feel part of the team. Ethical ambiguities and some other issues still affect the idea of identity regulation in organizational control. Moreover, due to the fast changing pace of business life at present, identity cannot be ‘enduring’ in the organization and it may change with the surrounding environments. For example, the Equality Act 2010 presents a new ‘protected’ status to certain social groups which may influence employees’ sense of identity and identification. Thus, management practitioners have to d eeply understand the different methods of identity management proposed by Kenny et al.’s (2011) and Alvesson and Willmott’s (2002) and then integrate those methods to solve the existing challenges in the working environment so as to successfully use identity as a form in organizational control. References Albert,S. and Whetten,D.A. (1985). Organizational identity. Research in organizational behavior, 7, pp.263-295. Alvesson,M. (2000). Social identity and the problem of loyalty in knowledge-intensive companies. Journal of Management Studies, 37 (6), pp.1101-1123. Alvesson,M. and Willmott,H. (2002). Identity Regulation as Organizational Control: Producing the Appropriate Individual. Journal of Management Studies, 39 (5), pp.619-644. Buchanan,D. And Huczynski, A. (2004). Organizational Behavior. 5th ed. Harlow: Pearson. Collinson,D. (2003). Identities and insecurities: selves at work. Organization, 10 (3), pp.527-547. Du Gay, P. (1996). Consumption and Identity at Work. London: Sage. Dutton, J., Dukerich,J. and Harquail,C.V. (1994). Organizational images and member identification. Administrative Science Quarterly, 39, pp. 239-263. Elstak, M.N. and Van Riel, C.B.M. (2004). Closing ranks: how a collective threat shifts salience from organizational to corporate identity. Best Papers. Proceedings of the 64th Annual Meeting of the Academy of Management. New Orleans. Fondas,N. (1997). Feminization unveiled: management qualities in contemporary writings. Academy of Management Review, 22, pp.257-282. Ford, R. C., McLaughlin, F. S., and Newstrom, J. W. (2003). Questions and answers about fun at work. Human Resource Planning, 26(4), pp.18-33. Fleming, P. and Sturdy, A.J.(2009). Just Be Yourself – Towards Neo-Normative Control in Organizations. Employee Relations, 31(6), pp. 569 – 583. Gardner,W.L. and Avolio,B.J. (1998). Charismatic leadership, a dramaturgical perspective. Academy of Management Review, 23 (1), pp.32-58. Gioia,D.A. and Thomas,J.(1996). Identity, image and issue interpretation: sensemaking during strategic change in academia. Administrative Science Quarterly, 41, pp.370-403. Humphreys,M. and Brown,A.D.(2002). Narratives of organizational identity and identification: a case study of hegemony and resistance. Organization Studies, 23 (3), pp.421-447. Kenny,K., Whittle,A.and Willmott,H. (2011). Understanding Identity and Organizations. Sage publications. Kitay, J. and Wright, C. (2007). From prophers to profits: the occupational rhetoric of management consultants. Human Relations, 60(11), pp.1613-1640. Knighs,D. and Willmott,H.C. (1999). Management Lives: Power and Identity in Contemporary Organizations. London:Sage. Mattewman,L.J., Rose, A. and Hetherington,A. eds. (2009). Work Psychology: An Introduction to Human Behaviour in the Workplace. Oxford: Oxford University Press. Moor, M.(2012). ‘Mass suicide’ protest at Apple manufacturer Foxconn factory. [Online]. (URL http://www.telegraph.co.uk/news/worldnews/asia/china/9006988/Mass-suicide-protest-at-Apple-manufacturer-Foxconn-factory.html). 2014. (Accessed 09 Dec 2014). O’Conner, E.J. and Annison, M.H. (2002). Building trust and collaboration between physicians and administrators. The Physician Executive, 28, pp.48-52. Puusa, A. (2006). Conducting Research on Organizational Identity. Electronic Journal of Business Ethics and Organization Studies, 11, pp. 24-28. Rose,M. (1988). Industrial Behaviour: Theoretical Development Since Taylor. Harmondsworth: Penguin. Schwartz,H.S. (1987). On the psycho-dynamics of organizational disaster: the case of the space shuttle Challenger. Columbia Journal of World Business, 22(1), pp.59-67. Southwest’s Airlines Careers (2014). Southwest’s Core. [Online]. (URL https://www.southwest.com/html/about-southwest/careers/index.html?clk=GFOOTER-ABOUT-CAREERS). 2014. (Accessed 13 December 2014). Taylor, F.W. (2005). The Principles of Scientific Management. 1st ed. First World Library-Literary Society. Whetten,D.A.(2006). Albert and Whetten Revised Strengthening the Concept of Organizational Identity. Journal of Management Inquiry, 15(3), pp.219-234. Zuboff,S. (1988). In the Age of the Smart Machine. New York: Basic Books.

An Effective Teacher Essay

The qualities that define an effective teacher are very complex in my opinion. Everyone seems to have different ideas as to what the key indicators are. They range from; professionalism, communication, professional development, managing, guiding and strategies. There are even those of the opinion that it doesn’t matter what you do, children will always learn. However I have chosen professionalism as I believe that it is an essential attribute to being an effective teacher. Professionalism is defined by Merriam-Webster’s dictionary as â€Å"Characterised by or conforming to the technical or ethical standard of one’s profession. (Belcher). In order to gain and preserve the respect and trust of students, parents and colleagues alike and to provide students with the best education possible it is important to demonstrate professional conduct and practice. The guidelines for professionalism in the teaching profession are provided by Code of Ethics, National Profession al Standards for Teachers and Duty of Care. These define the â€Å"what†. The key however is being or acting professional, this is the â€Å"how†, the effectiveness of a teacher. This is the true measure of professionalism. Some of the primary demonstrable characteristics or attributes of a professional teacher are communication, morals and ethics and professional development. Communication is an essential aspect in education, the means to send and receive clear messages to and from students, teachers, parents and community members. It establishes positive and effective relationships and connections with the involved parties. Communication can be in many forms namely verbal, non-verbal or written and used by teachers to constantly impart new knowledge or important information. The ability for teachers to apply the characteristics of good and effective communication in all its forms, to a diverse audience with different backgrounds and interests and to minimise the barriers, for example noise, misunderstanding or misinterpretation of the messages are the makings of an effective teacher. In the article by Prozesky, he states that the most effectual way to overcome these barriers is to have two-way communication with regular feedback provided by the receivers. Professional ethics is not achieved by only purely applying the ethical codes of practice nor professional standards which embody the core principles but by also applying professional skills and personal skills (caring and nurturing) and ethical behaviour in the form of attitude, intention, words, acknowledgement, respect (inside and outside of the classroom), fairness and equity with regards to individual circumstances, colour, creed, age, social-economic status, to name a few. Brock (1998) says that when dealing with ethics and professional standards there are two questions to ask; what should one do and what one should not do, what is right and what is wrong and what is appropriate and what is inappropriate. These questions result in a number of ethical dilemmas that face the teacher such as truth versus loyalty, individual versus community and religion versus morals. Early Childhood Australia has published a guide to help teachers deal with every day ethical dilemmas. According to Marsh (2010) ethical decisions have been categorised into five different levels of decision making. Open decision making, limited decision making, decisions made by the teacher, security seeking (delegation) and avoidance. Several ethical relationships exist within the dynamics of a school environment; these include ethical relationship between the teacher and the education system for example, the education system restricts teachers on what they should teach. The teacher and the principal, an example being that the teacher and principal have different values and the principal’s values will over ride those of the teacher. The teacher and the students where the teacher develops emotional bonds with his or her students and there is a mutual respect between teacher and student. The third quality that defines an effective teacher is professional development. In order to be a good teacher you need to be a good learner too. The demands on teachers to find new ideas and forms of teaching are increasing. Teachers need to be innovative and therefore attend professional development days which will help them continuously enhance their competencies and provide their students with problem solving skills and advanced thinking thus elevating them to higher levels of achievement. The desire to expand their knowledge base, stay current and gain a broader exposure to information provides this opportunity. Through numerous examples it is clear how important communication, ethics and professional development are to professionalism. These attributes will help teachers to be more effective in imparting knowledge and wisdom to their students. All of these attributes will allow the students to really focus their energies on learning and engaging with their education. Even though all of the attributes are vital for effective teaching one must never forget that the purpose of effective teaching is â€Å"that teachers make a difference†, (Boyd, 2009).

Brand sense Essay

In measuring the Brand Experience of the target segment, companies focus on the response and understanding of their customers and their reactions on the part of the particular five senses while handling the brand in question. Further, this array of experiences of the customer reveals the perception of the user extending the issue to question the self; about the identity or for using a certain brand, what image the customer gets about the self. Speaking strictly, who am I? This is a kind question that seeks the image or the perceived image of the person; thus, the personality. Relating the perceived image of the user and the brand in use; Brand Personality of the brand can be derived. In this entire process the essence of a brand can be identified by using different senses for different kinds of brand with need and experience of different customers, the employees involved with the brand and the particular target segments. To make a cross-section of this marketing idea; the unique presentation of the senses and the allied questions to the brand, can be observed in the brand sensory wheel that segregates the divisions of the total composition of the senses (Brand Sense, 2001). Source: Harvest Consulting Group LLC. The discovery of the sensory approach has enabled companies to unfold the essence of the current service and the possibilities of the future avenues. Author has logisised this that it will enrich the brand loyalty and makes the existing relationship deeper. Behind this happening, the five senses can play a crucial role. To know the fate of a brand conducting the sensory audit is a vital step to forecast the brand’s multiplication power on its sensory touch point. Ascertaining the brand’s stimuli, enhancement, and bonding capabilities, decides the execution of the above knowledge. The essence of this approach is the simple fundamental of including more senses to make the brand base stronger. We also follow this while evaluating the brand and its surroundings too. To explain, a visual encounter of Starbucks retail follows the suite bellow: Sight: Brand logo on building, cups, and bags Sight/Sound: Uniform and customer approach Sight/Sound/Touch: Interior aesthetics (sofa, colors, wall paper, music) Smell/Taste: Distinct aroma of freshly ground coffee This process also unveils the concept of smashability factor, which measures the strength of an individual sense for a brand and hoe much impact it can give. A real-time example of the application of the auditory sense reflects from the recent transformation of the Cadillac brand. For the hard penetration of the European and Japanese car makers into the American luxury car segment, Cadillac Source: brand papers. had to bear the burn of declining sales figure during late 80s and early 90s. To retrieve the brand from the grip of the downward graph, the same has been assessed, disassembled, reassembled, and re-positioned by late 90s. To do so, the brand invested in molecule analysis to create a new meaning to its design and market preference. This entire process has remodelled the brand from its â€Å"grandpa drove into a fast, sexy, and desirable product† concept to the recent Caddy commercial with Led Zeppelin playing â€Å"been a long time† that blaring out from the speaker (Brand papers, 2009). the innovation of the sensory branding has opened a plethora of concepts to associate the brand with the target group and it has no end to create feel factors. This is because, the central theme of this process is entirely depending on the nature, which again is the adobe of the man kind. Reference Brand Sense.(2001). Building Brands with Sensory Experiences. New York: Harvest Consulting Group LLC. Brand papers. (2009). Sensory Approach. Retrieved March 14, 2009, from http://images. google. com/imgres? imgurl=http://www. brandchannel. com/images/papers/272_gm_flagship_cl. gif&imgrefurl=http://www. brandchannel. com/papers_review. asp%3Fsp_id%3D680&usg=__eiohIvWqTVwC7vNmelzj2n_t4JQ=&h=315&w=400&sz=52&hl=en&start=14&um=1&tbnid=Ny3PU6pNRmcVVM:&tbnh=98&tbnw=124&prev=/images%3Fq%3Dbrand%2Bsense%252BMartin%2BLindstrom%26ndsp%3D20%26hl%3Den%26sa%3DG%26um%3D1 Lindstrom, M. (2005). Brand Sense: Build Powerful Brands through Touch, Taste, Smell, Sight, and Sound. New York: Simon & Schuster Adult Publishing Group. Additional Reading Johnson, L. and Learned, A. (2004). Don’t think pink: what really makes women buy–and how to increase your share of this crucial market. AMACOM Div American Mgmt Assn. Ornbo, J. ; Sneppen, C. and Wurtz, P. F. (2008). Experience-Based Communication (illustrated). Springer.

Five Guy's Proposal Preparation Plan Term Paper

Five Guy's Proposal Preparation Plan - Term Paper Example To ensure maintenance of quality food service equipment’s, periodic renovations will be carried out. For taxation purposes and proper maintenance of books of accounts, a professional qualified head cashier will be responsible for the actions of junior cashiers. Insurance policies have to be designed. In the formulation of these policies, fire accidents must be given priority, taking into account the various forms of heat transmission that substitute the term fire. Injury of employees while in work or clients while at the work place must be considered as well. Therefore, in addressing these concerns, sub-contracting of services will be made. Cleaning services will be sub-contracted to a cleaning agency which must ensure the facilities are hygienic at all times. There will be consultations with employment agencies in search of qualified personnel for the different job levels. Consequently, consultations will involve more than one employment agency. In ensuring operator maintenan ce, in additional to the subcontracted maintainer, there will be a technician to keep the system in check who will report to the contracted maintainer. Condensed Proposal Plan Executive Summary My perceived business idea is establishing a quality food joint accessible to all. It will stand out from the neighboring joints in the following ways: Reasonable prices will be charged to accommodate all level of income earners, service will be available for 24 hours every day to cater for those who work on nightshifts, equal treatment of all clients regardless of background, these among others will be facilitated by the fact that all employees are carefully chosen and selected from the employment agencies (Murray, 2008). Thus, quality service will be one of the unique characteristic which will aid progress. The food firm is a cost center itself; customers are the only profit center. Every function will take customer satisfaction into consideration. Costs will be high before the implementati on of this idea; consequently, large amount of finances will be required, and their recovery will be made along the way. Management Team It will comprise of five professionals, who have experience in different fields. This will ensure efficient running of operations and adherence of laws (Finch, 2006). Service Provision of healthy foods to replace junk foods sold in the market. Prices of these foods will be reasonable compared to the current junk food prices in the market. Customer willingness to pay a slightly higher price for healthy cooked foods will increase sales. Market and competition Food is a basic necessity (Freed, 2010). Targeted customers are the general public. There are no major competitors, due to the absence of healthy foods outlet in this locality. The market is wide, eventually, branches will be established. Competitors might enter the market; as a result, patents and rights will be acquired prior to operations to avoid unhealthy competition. We will remain the lea der. Marketing and Sales Initially, print advertising will be employed. Word of mouth advertising will be employed by clients once they visit the joint. Investment in this will be minimal. Sales will be low at the beginning, promotion will be effected, as time progresses they will reach the break-even point with no difficulty. Production Process and System Production will encompass scientific food mixing

Feminism Essay Example | Topics and Well Written Essays - 500 words

Feminism - Essay Example The three theories are symbolic interaction, conflict theorist and functionalism. Of the three theories, symbolic interaction comes closest to supporting feminism.Functionalism is primarily concerned with the role that gender plays in social order. Conflict theorists are focused on the influence of gender in society. Functionalism and conflict theories are far too narrow in their interpretation to encompass all of the issues associated with feminism. Symbolic interaction, on the other hand is broader and far more relevant in its application to feminism. Symbolic interaction focuses on 'gender as socially constructed and how people do gender in everyday life.' (Lindsey. p.18) A combination of both biological differences and cultural beliefs have combined to contribute to the social construction of gender and the treatment of women in general.(Lindsey p.48). As Lindsey pointed out, 'socialization is the lifelong process by which, through social interaction we learn our culture, develop our sense of self, and become functioning members of society.'(p.51) In this vein, gender socialization is a method by which patterned gender roles are delegated as a result of a history of social interaction. Interaction operates to indoctrinate us by dictating our attitudes toward all social classes and groups and the persons comprising respective groups. Interaction is a learned behavior. The oppression of women in the feminist's view, is also a learned behavior. 'Gender roles are learned directly, through reprimands and rewards, and indirectly, through observation and imitation.' (Lindsey p.55) From an early age, children are segregated in play groups where boys take on stronger, more aggressive roles and girls take on the more nurturing roles.

Formal Analysis of theVase, Bottle, and Fruit by Henri Matisse Essay

Formal Analysis of theVase, Bottle, and Fruit by Henri Matisse - Essay Example In 1906, Henri Matisse presented yet another still life masterpiece called ‘Vase, Bottle, and Fruit’. This painting made with oils on canvas reflects post-impressionist style of Fauvism, of which Matisse was crowned the King. As an innovation, Matisse did not place the various 2-D still life objects on top of the table. The still life objects seem to be floating within the painting, and absolutely merged in the atmosphere. Although, the subject matter is reality-based, that is various objects on a table yet we see that Matisse has not produced a slavish copy of reality. Instead of painting the still life objects and background to correspond with reality, he presents distorted images to work out pictorial harmony. In fact, the patterns and shapes in this painting successfully depict his surreal interpretation of the subject matter. He employs a dark palette for the background, combined with vibrant colors for the still life objects. This contrast focuses the audience†™s attention more on the objects than the gloomy, dark background. The interior is absolutely ambiguous, capturing greater attention as a viewer tries to identify the objects and make out the background. The contrasted flat areas do not only add harmony, but also an effect of space to the painting. The clear boundaries of the table combined with the darker colors around it establish the spatial coordinates of the interior. The interior is devoid of shadows and unlike the background is entirely filled with light. The fabric presented here, depicts both, the tablecloth and background, Matisse accentuated the two-dimensional picture surface, which is highlighted even more due to the lack of shadows. He has subjugated the ordinary subject matter to his own artistic desires by constantly evolving the colors and patterns in it. Undeniably this painting is a classic illustration of the rich interplay between forms and colors Paragraph 3: Pure colors and dynamic brushstrokes give life to the painting. He ignores details, and has used vibrant and bright colors and strong lines to produce a feeling of movement. Pattern is the basic philosophy behind the painting. His use of pattern is akin to his use of colors, aimed at in-depth representation of the subject matter, regardless of the elements being still life, figure, and interior. This painting is an evidence of Matisse’s dexterity in the use of bold colors, and organic kinds that is evocatively apparent in it. Essentially, these patterns of the toile de juoy bear resemblance to flora, fauna, and vegetables and are organic. Matisse has used textiles as symbolic depictions and later termed them as ‘signs’. The blue tablecloth presented in this painting is in fact based on a textile fabric, an early nineteenth century printed French fabric made of cotton and linen. Matisse admired this fabric and termed it as his ‘toile de Jouy’. In actual, the fabric comprised of a delft blue design ma de on a white backdrop; however, in the painting, Matisse transformed the white into an aqua and grey shades to enrich the overall harmony. The blue and cyan hues add a powerful and bold edge to the overall painting, yet not an overpowering element. His imaginative makeover of the real life theme prime has enabled him to create oriental fantasies based on patterns. This painting incorporates the decorative element of eastern art and also uses a vast array of colors like the French Impressionists. In addition, Matisse has employed fauvism in this painting, as is evident from the wild brush strokes, strident colours, simplified theme, and abstract interpretation of

Role of ict Essay Example | Topics and Well Written Essays - 1500 words

Role of ict - Essay Example Processing includes management of data (like computing, storage of data in databases, protection and retrieval of data) and its networking. Transfer includes transmission of data from one place/desktop to other using communication techniques. Both technologies are collectively called information and communication technology (ICT) (tutor2u, 2009). The purpose of introducing ICT in education is to enhance the learning and educational activities of students and support the teaching process by means of computers, internet and the latest technologies. According to Saverinus Kaka (2008, July 25), â€Å"education sector can be the most effective sector to anticipate and eliminate the negative impact of ICT. Technology (internet) in another side can be the most effective way to increase the student’s knowledge†. Students can be made familiar with computer aided simulations and educational games. The objectives of ICT in education are to incorporate latest technology based learning in schools, to endorse literacy about newer technologies in students, to support distance education, and to improve the teaching process by using latest techniques supported by ICT. â€Å"ICT has a distinctive contribution to make to the aims of the national curriculum as a whole† (Qualifications and Curriculum Authority, 2009). In the national curriculum, ICT has played its role in planning work sequences and learning and teaching procedures. It has helped students to enjoy their educational activities because they can relate the technology based learning to their everyday lives. Students have been able to develop their own independent thinking regarding research, analysis of problems and decision-making. The national curriculum has put forth such programs of study that use ICT to enable the students to develop self-confidence and think about new ideas. The ICT based study programs in the national curriculum support safe usage of

Mankind Essay Example | Topics and Well Written Essays - 1000 words

Mankind - Essay Example Such an understanding is important for all students of sociology, philosophy as well as psychology since it can show what it means to be human. The viewpoint taken by Aristotle regarding the human being and the soul of a person seems to be rather abstract since he considers the soul to be the essence of anything around him. He uses the example of an axe which is an axe due to the nature of the object and if somehow that nature was taken away from it would cease to be an axe. He also used the example of the eye and took sight to be the soul of the eye because without sight the eye would be lifeless. In this manner, for animals and for human beings, the soul is distinct from the body yet it is connected to the body since it guides the condition of self-nutrition, movement, thinking and sensation. With this definition, animals and human beings can be said to have souls but other living things such as plants or other basic forms of life may not have souls at all as the definition of the soul is applied to higher life forms. Aristotle therefore creates a threshold before allowing anything to have a soul or not since the lower forms of things are more likely to have an essence which makes them what they are. Thus the essence and the soul of a chair could be its utility in terms of comfort and location. The soul of a computer could be the ability of the computer to assist its human owners in performing the tasks they need the computer to perform. The differentiation between the soul and the body also allows Aristotle to suggest that while a person may lose a part of their body they can still retain their soul as a whole. However, the processes which cease to be displayed by a body once the soul has departed i.e. self-nutrition, movement, thought processes and sensation have given the functions of the soul for Aristotle. This is what makes us human and without this soul and its functions

Review about Orientalism by Edward Said Movie Example | Topics and Well Written Essays - 1750 words

About Orientalism by Edward Said - Movie Review Example In the video, Said makes several points about the way our opinions as Westerners about the East are incorrect. The first point he makes is that we as Westerners tend to think of the East as having a single identity. Whether the individual in question is from Egypt, Palestine, Iraq or India, we tend to think of them all as existing under the same identity. Said makes this point by showing a map that has an overlay of three different men, each wearing a different traditional outfit and each associated with a different region of what we consider the ‘East’. Even though these people were obviously very different, the graphic has these images come together so that they are all stacked on top of each other. While it may be common for us to try to blend these people together under a single identity, the graphic keeps this error clear by not allowing the shapes to blend so that they look awkward and incorrect. This identity Westerners have created is relatively well-defined and has very little in common with the reality. This idea is based on ancient conceptions of the East and idealized images provided through centuries of artistic expression. As Said points out, most of the information distributed about the East was information that all referred back to a single source. That single source had given a very limited view of what he understood about a very small segment of the East. In keeping with our ideas that the men of the East are all the same, there is also an idea among Westerners that the women of the East are essentially non-people. Constantly depicted wearing silks and seductive clothing when inside or being completely covered when outside, these women are shown to be nothing more than the toys of the men in depictions in the West. This is pointed out by Said at several points during the video. In the West, we were given the impression that these women are

Compare and contrast between public and private education Essay Example for Free

Compare and contrast between public and private education Essay Since 1983 public education has been an issue in America. The system has been constantly changing every year with reforms. This constant change has been driven by the American people’s perception that education has declined and something should be done about it. First there was an increased emphasis on basic skills, making school years longer and more graduation requirements. Second, many began focusing on increasing teachers professionalism. Third, they began restructuring many things such as how the schools were organized and how the school day was structured etc. Now today the most of the American people believe that not enough money is given to public schooling. They associate academic improvement with the money the school is funded. But I believe otherwise. Spending more on education will not improve academic success but diverse teaching methods will. Public education funding is at an all time high in America. There is no problem with the funding for schools. There is more of a problem on how the money is distributed. To truly understand the problems of education in America,The United States prides itself on its public education system making it a core value of many families. The level of education a person has will influence their career achievements. Americans expect their public system of education to provide a solid curriculum. Most of the people in the United States place their trust in the public school system in which they support through taxes. This trust although is contradicted by the public system of education’s current shape. Much of the schools in the United States are either deteriorating, or failing all together. The drawbacks of public education create an unhealthy environment for student learning. Many people think public school can dip their hands into the public treasury for funding if they are ever in need of money; however many schools do not qualify to get these funds. â€Å"The disparate funding for public schools and between states and within metropolitan areas has turned some public schools into meccas for affluent students and others into decaying infrastructures with overcrowded classrooms and soaring drop-out rates† (

Harley Davidsons Process Of Change

Harley Davidsons Process Of Change Harley Davidson celebrates their 107 years anniversary this year. In their long journey, they have faced many bumps. One of the biggest challenges was in 1980s where Japanese motor cycle company joins the competition in United States. It gaves a huge impact to Harley. The Harley almost becomes history that day. Until some important person came and initiated change of every single aspect.. Rich Teerlink and Lee Ozley were two of the key person behind the change. Rich Teerlink was CEO of Harley Davidson, Inc and Lee Ozley was consultant for the company. In the year 2000, they wrote a book called More than a motorcycle: the leadership journey at Harley. The book tells stories about more than 12 years journey of change. How they analyze the problems, failure they made, challenge to change, until they succeed in changing Harley Davidson become better company. In this research paper, the authors try to see their journey from knowledge management perspective. The authors will draw importan t components that could affect implementation of knowledge management initiative. Leadership, business process, organizational structure, lifelong learning, culture and employee participation, are some components that lead successfulness of Harley Davidson s journey. Keywords: Knowledge Management, Leadership Introduction On the edge of bankruptcy, Harley was acquired by American Machine and Foundry (AMF) in1969, but still not revolving well until 1980. Worse is that the independence of Harley, Inc. put Harley people from honeymoon to hard times because of capital deficit. The arrival of crisis in the early 1980s, when many of Harleys employees lost their jobs or opportunities for career advancement, turned into a driving force of adopting the traditional command-and control hierarchies to remove the crunch. It seemed safe and steady after the crisis, nevertheless, the tree leaders, Rich, Tom Gelb, vice president of manufacturing, and John Campbell, vice president of human resources, started to take into account the survival and prosperity of the company in the long run. Decisive, top-down leadership style no longer could afford the future with limited effectiveness and durability. Commitment, rather than compliance, together with appropriate leadership were put on the agenda in view of Employee involvement (EI). This revolution started with information flow for knowledge sharing within the organization, supported by strategy thrust in stair-step. Leadership played a vital role in articulating a vision of collaboration during the whole business process while emphasis on human capital through awareness expansion, commitment extension and two-way communication helped building the life-long learning culture of the company. Best Practices originated from the Operational Committee the behavior model, also contributed to one of the core advantages of Harleyworld class system. Preparation of Journey Getting There from Here Strategic thrust (Figure 1) for change rises from comparison between where we are today and vision of ideal future with power derives from the stair-step idea (Figure 2), which stimulated the forward information flow in that a shared vision help people on the stair to tolerate the near-term unknowns. Making Change Popular The conceptual framework (Teerlink, 2000) Lee outlined was based on the mathematics of change, providing an approach to making change welcome. Change = (E*M*P) > Resistance E=Engagement, M=Model, P=Process The need to do things differently drives peoples engagement.(E) The Vision of ideal future provides a clear goal with the proper model giving the reality-transformation.(M) Approaches to make change welcome ,stepping toward the clear goal.(P) Structure for Information Flow With the fact that Harley could not afford another three years of only incremental change, management team agreed to adopt the one-year contract that afterwards proved to be beneficial for both the union and management to take the risk. Demanding for establishing the appropriate relationship among the unions, between the union and the company together with feedbacks from the stakeholder, customer, shop floor worker along the tree dimensions: quality, financial performance, interpersonal relations turned into the catalyst of producing the Joint Vision Process. The information flow unfold the process by combining the two perspectives from both union and nonunion together, with negative and positive pressures, limited time but also stimulus to the process, brought by the one-year contract. Joint Vision Process Joint Vision Process (Figure 3) was the first step in the journey. The purpose is to jointly create the company s vision between the Union and Management. Individuals from the two groups formed their own perspectives toward vision for the company and the union-management relationship which then combined into a joint vision. In producing a final Joint Vision, a three-day session called the May Big One was held at the Ramada Inn in May 1988. There is one and only rule that nothing would be included in the final vision statement that wasnt the product of complete consensus. This rewarding process carried out through a continuing dialogue, with participants showing a sense of personal ownership in company matters, enabled this switch, rather than change from Point A (my ideas) to point B(my companys ideas) through a series of steps (my institutions ideas, my sites ideas). The proxy is community since local and specific cannot be generally accepted. The conference committees, set up by ROI with members including the most senior managers and labor leaders from both union and nonunion, aimed to address apparent disagreement. What continued was the setup of the Joint Leadership Group, which was created as a network of temporary structures, composing union and management leaders, to help move the Joint Vision Process forward. And Local Site Committees, responsible for the identification of barriers had three guidelines to decide the work of problem solving, which are 1. Problems and issues would be dealt with by the people most directly affected and knowledgeable. 2. Only the top-level joint group could identify issues as off limits to the Joint Vision Process. 3. Any joint group could form task forces to do pieces of work within the charter of that joint group. Temporary governance structure (Figure 4) of the process was then seated to hunt down barriers, giving fairness to those people who have not yet been directly involved by reaching a numerical balance between unions and management. Modeling Appropriate Behaviors The Operational Committee was established by individuals reporting directly to members of the Executive Committee to make executives actions visible and support a culture of collaboration in the embryonic form of Best Practices, enabling combination of Tacit knowledge interaction from different levels. The two consultants, Bob and Lee, provided a series of recommendation after observing a number of committee meetings. They pointed out that one facilitator was needed in the committee to help train the members with the guidelines and ground rules, and those participants should contribute to the topic only at the meeting, and also third-party attributions had to be avoided. It is troublesome in the late period of identifying and addressing barriers to the Joint Vision and hundreds of barriers lead to the negotiation between the two sidesunion and management, ending with a new two-year labor agreement. The process went well from mid-1988 to early 1990, and then came the unavoidable suspension because of lacking comprehensive training of leaders from both the union and the management sides, following by the discussion based on six specific issues. Margaret Crawford, a member of one of the salaried groups, says that going right to the barriers was probably a mistake and that focusing on opportunities could be a better idea. Since it really takes time to build relationship, active steps should be taken to help people in the organization change. All in all, the Joint Vision Process was a painful process but it did give the right direction, setting the foundation of the whole journey. Leadership involved creating opportunities, Harleys Executive Committee moved forward to expand awareness of senior management of the two separate organizations, Harley and Holiday-Ramble, through activities mainly focus at debate stimulation, learning sharing and organizational cohesion, which was the first time that all top executives from both HDMC and HRC come together in a working session. The learning organization began among the groups with the following six objectives (Teerlink, 2000): Provide insights and concepts to assist senior management in leading their organizations more effectively Demonstrate continuous learning as a way of life Get better acquainted Exchange ideas and information Elicit ideas for the content and process of future sessions Have fun After an effective icebreakerthe Tinker Toy exercise in which the five-member teams comprising purposely mixed employees from HDMC and HRC, in team, design, build, and sell a Tinker toy, all participants came to the next activity, where no challenging ideas were provided by the groups toward the extreme thought given by the guest speaker James Brian Quinn. The participating managers had unexpected flat, one-dimensional reflect in spite that a high level of camaraderie was promoted through the enjoyable experiential learning in which people had energetic and positive responses to the skits. Rich was unsatisfied as peoples habits of getting the answers from on high lead no different new ways and the unawareness of Participation is an important element of Harleys long-term success and must be so recognized by the operating units. (Teerlink, 2000). And Lee compared the awareness expansion to a watershed event, saying that it broke the egg open a little. The Business Process Business process is defined as a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. Taking a process approach implies adopting the customer s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers. (T. Davenport, 1993) As a brushfire of change, the Joint Vision Process received various feedbacks among different level of participants. Problems exist in both pace and process. Channeling energy released through the awareness expansion sessions, the Joint Vision Process, the beginning of organizational learning together with related initiatives called the need of structures. Business Process (Figure 5) is such a device that predated the Joint Vision Process, helping define much about the way Harley does business today. The distinction between Harleys previous improvement programs and the Business Process is that the latter automatically expand and extend the productive programs. Below are the three components of the Business Process: the corporate Umbrella, the operating unit, and the work unit (My Area) Corporate Umbrella In building the umbrella package of ideas including values, issues, and stakeholders, one-word signposts is agreed in the Executive Committee to summarize the following four areas: How will we behave in our interactions with others? (Values) What is truly important to Harley? (Issues) Whom does Harley serve? (Stakeholders) How will we describe success in the future? (Vision) (Teerlink, 2000) The values to determine our interactions with others are based on the short list presented by Dr. Alex Horniman, an ethics professor at the University of Virginia s Darden School, which are to tell the truth, to be fair, to keep your promises, to respect the individual. And to encourage intellectual curiosity was added as a fifth value by the Executive Committee. Five issues including Quality, Participation, Productivity, Flexibility, and Cash flow are focused by the group to determine what kind of company Harley was supposed to be. Stakeholders, whom the Executive Committee defined as anyone inside or outside the company who has an interaction with Harleys products, services, or representatives. comprise six parts: customers, employees, suppliers, shareholders, government, and society. Shareholders were replaced by investors due to its restriction on unfolding all of those who backed Harley with money and other assets. The vision, including key ideas of the importance of relationshi ps, the imperative for action, and the international nature of the companys future markets, was defined together by all senior managers and was proved to be the driving force of the forwarding overwhelming business process. Two sentences captured the vision before 1994: Harley is an action-oriented, international companya leader in its commitment to continuously improve the quality of profitable relationships with stakeholders(customers, employees, suppliers, shareholders, government and society). and Harley believes the key to success is to balance stake holders interests through the empowerment of all employees to focus on value-added activities. and then was changed to To be a leader in continuous improvement in mutually beneficial relationships with all our stakeholders. Operating Unit A three-year plan, as an attachment of a cover note Rich prepared for the December 1987 board of directors meeting, including a mission statement, operating philosophy, and selected strategies, was the foundation of the Business Process. The Executive Committee attached great importance to flexibility on the mission statement: Preserve and perpetuate the Harley institution through continuous improvement in the quality of our goods and services, and achievement of our financial goals, Provide motorcycles, accessories, and services to motorcycles in selected niches, provide the general public brand-identified products/services to enhance Harleys image and attract new customers (Teerlink, 2000). Engage in manufacturing or service ventures that can add value (not only profit) to the motorcycle business (1991) and We fulfill dreams through the experiences of motorcyclingby providing to motorcyclists and to the general public an expanding line of motorcycles, branded products, and services in selected market segments (February 1999) Objectives: How do we measure success? Operating units are guided in general terms by objectives which are traditionally stated in financial like develop the global market potential of 100,000 units by December 31, 1996, and develop the capacity to meet that demand while continuously improve quality. It is suggested by the Executive Committee that no more than five objectives should be adopted in each operating unit within Harley. Strategic plans, guiding operating units in specific terms, are based on a three to five year time horizon, compared with that of objectives, mostly a five to ten year time horizon at Harley and are changed corresponding to different objectives in various periods of time. Work Unit (My Area) The philosophy embedded in the mind of Harleys people is supposed to be doing the right thing naturally and organically but not in response to some external crisis, which can be enabled by tools for individuals and groups to operate independently, without continuous guidance from corporate, balancing local responsibility with the larger needs of functions, divisions, and departments. Three key points here: 1. A work unit, today operating as natural work group, would map out plans annually according to the stages of the annual operating plans. 2. An employee-driven Performance Effectiveness Plan (PEP) was developed for every employee to understand plans, in both strategic and operating level, and then to make personal plans correspondingly. 3. Inside the Two-way communication, managers act as knowers, to whom people provide their information and go for answers. Managing business process enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach. In business process, knowledge is created and transferred throughout the organization by tools such as lessons learn database, best practices and community of practices. And since the transfer of business practices is viewed as a source of competitive advantage in knowledge management strategies (Alexandre P., 2007), business process provides Harley the platform to build the core advantages of the companyworld class system through best practices originated from the Operational Committee the behavior model(Teerlink, 2000). Organizational Structure Organizational design is one of the factors that will greatly influence the implementation of a knowledge management process (Enrique Claver-Corte s, 2007). Organizational structure which have high hierarchy and very bureaucratic tend to have low innovations from the employees. Usually the structure is command-control, not much space for the employees to express himself. Harley s manager and union members found that organizational structure gives huge barriers to realization of company s future. Rich changes Harley s organizational structure from command control decision making into employee-driven and minimal structure. Employees have opportunity to contribute on deciding specifics boxes and lines for the organization and the structure should derive from real organizational functions. Rich and colleagues come up with idea about circle organization. The philosophy behind this circle organization was to get the right people, together at the right time, to do the right work right. (Teerlink, 2000). It represents shared leadership and cross-functionality at work in Harley. The circle organization based on three core processes, Create demand; include marketing, sales, public relations, customer services and styling. Produce product; include manufacturing, engineering, purchasing, logistics, etc. Provide support; include finance, HR, legal, information services, etc. And leadership and strategy council (LSC), its coordinator of other three circles. Figure 6 shows complete picture about the circle organization. Arrows pointing to stakeholders area means it s the external focus for the company. Meanwhile, arrows pointing across the circle indicate recognition of interdependence. The scheme encourages employees to seek the right people to work with in order to get the work done. The command-control position was replaced by the coach or facilitator in each group. Employees communicate and share knowledge inside and between the circles, knowledge buyer and seller change their idea how to solve a problem, new ideas often generate during the discussions. Employee Engagement One of factors influencing successfulness of Knowledge Management initiative is employee s engagement to the organization. When employee feel the organization is belong to them and their contribution is recognized by the company, employee will be encouraged to share their knowledge and actively participate to the company s business strategy. Bob Hayward in his website shares some benefits of employee engagement in the organization (Hayward, 2010): Better performance Knowledge worker whom engage in his job tend to work smarter. They always looking for ways to improve their performance. Work in effective and efficient way. It means better quality, innovations and lower cost. Better communication Engaged employee communicate to share ideas, information and knowledge. Knowledge sharing is in his blood. He actively plays roles in knowledge market. Greater customer satisfaction Customer is a king. Engaged employee will seek how he could meet customer needs. Customer satisfaction is his target. Better team working Employee has personal responsibility to deliver business agenda. He works in the team to achieve organization s vision. Greater commitment Employee has a pride and really cares about the company s future, because company s future is also his future. Lower employee turnover and greater ability to recruit great people One of serious problem in organization is high employee turnover. Without proper knowledge management system, knowledge could walk away out the door together with employee. Organization has to reinvent the wheel every time employee goes out. For engaged employee, they do not easily leave the company. They feel happy working there. Good employee usually has good networking; it will lead them to propose the company great people to join them. Rich and his teams clearly have vision how to engage their employee to the company. Harley did some activities to encourage the employee engagement: Established Performance Effectiveness Process (PEP) PEP gives individual opportunity and responsibility to determine function of his work unit and how he can make difference in company s future. PEP is the smallest participatory process entity of company s vision that will evolve iteratively and it will lead to the creation of whole company business process. PEP can be used for several activities, such as: o Performance Evaluation One purpose of performance evaluation is to see strength and weakness of individual. Harley involved the employee on defining their own performance measure and see individual from other perspective. Employee should know his position based on others judgments and understood how their colleges perceived them and how to improve their performance in the eyes of their college. Based on this evaluation, company will extract strength and weakness of their employee. So the company will know which subject they should concentrate to develop. o Career Development PEP was tailored by the HR department to become basic for career development. Many employees like status quo. When company trying to make major cultural change, they do not want to change and hate to be changed. Integrating career development into PEP, it will insist the employee to change their habit. If they do not want to change, then he will be the first employee who will leave the company when layoff comes. o Maximize employee participation. Individuals know clarity how he can make a difference. It s good for company as well for the individuals. With PEP, employee have to give input how to improve them self as well as the company. In their employee handbook, Harley Davidson commit to create a working environment designed to maximize employee contribution and provide resource and opportunities to develop their knowledge. PEP does not succeed in its first month or even first year of implementation. It emerged over several years, with continuous improvement in all aspects. Compensation The second way how Harley engaged the employee is by giving them compensation. Harley compensates people not only from performance but also on how they demonstrate their capabilities. Harley found that they should not compensate the employee only with money. Because their motivation is not only money, indeed we should have much money to do that, said Lee. Harley has two visions on giving compensation. The first is to make a larger part of employees compensation at-risk or variable and the second is to compensate all employees in essentially the same way by creating standard pay components across the company. Listen to the employees Harley Davidson is an employee driven organizations. They were changing their culture from command control top down company into more participatory. Most people want the same thing from their company. For them working motivation is not only money. What Harley s employee really seeks are rewards and recognition in non-monetary realms. They seek opportunities to be heard, organization s evidence of contribution, involvement in decision making and problem solving process. They want to know every single aspect in organization and understand what is going on. Employee seeks total experience in their working place. The company really listens carefully and takes necessary action to response the employee s need. Harley s facilitate sharing session on what they expect in the organization. The employee proposed 49 things to the company. Some of the items can be done immediately and the others need approve from the board. But Harley really engages to his employee satisfaction, and this will bring the employees to do the same thing for the company. Lifelong Learning Learning organization is organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together. (Senge, 1990) Some benefits of becoming a learning organization are: Maintaining levels of innovation and remaining competitive (McHugh, 1998) Being better placed to respond to external pressures (McHugh, 1998) Having the knowledge to better link resources to customer needs (Wikipedia, 2010) Improving quality of outputs at all levels (Wikipedia, 2010) Improving corporate image by becoming more people oriented (Wikipedia, 2010) Increasing the pace of change within the organization (Wikipedia, 2010) Harley s leaders, both union and management leaders have commitment to encourage and facilitate learning and intellectual curiosity in the organizations. Intellectual curiosity is result of looking somebody else doing the task and reason why he doing in that way. Company serves the employee by providing skills and knowledge they need. The most significant step toward Harley learning culture was Awareness Expansion III. One of participant said We re learning from each other, and we re increasing our understanding of our respective business . Successfulness of AEIII leads to establishment of AEIV. AEIV main purpose is to learning from each other. Employee divided into 5 groups and they present on one particular topic. They change knowledge when the presentation was held. Working together in this way, give them a new experience of learning. Based on Lee opinion, AEIV is a huge step of Harley s journey because the group discussion is led and facilitated by themselves, not by professional. Another achievement in AEIV is, they collaborate with MIT-based Organizational Learning Center (OLC). This Research group headed by Peter Senge, he is an organizational theorist and consultant. Peter Senge was the author of The Fifth Discipline book. Rich and Lee had read the book and interest to implement his idea on how to become a successful organization. Senge proposed five disciplines about successful organization, which are: personal mastery, mental models, shared visions, team learning and systems thinking. Senge s sights were aligned with what Harley s doing lately. By working together with OLC, Harley wants to emphasis lifelong learning for all employees. To support this program, Harley provides some formal learning program to its employee. Harley Davidson Leadership Institute Tuition reimbursement programs at Graduate and Undergraduate levels Degree Program with Marquette University Lifelong Learning Centers Motorcycle U Harley Davidson University On creating the learning concepts, they were involving all the stakeholders. Because the root learning concept built based on old Chinese proverb Tell me, Ill forget Show me and I may remember But involve me, and Ill understand To decide specific training and education, management and labor jointly adopt Learning Maps approach developed by Perrysburg. By using this Learning Maps, the employee come up with four topics that they need to learned: our market, the business process, our processes and the money cycle. All these topics are compelled to help every single employee understand the companys critical business issues in the same way. Communication Achievements reached in Communication As stated by Rich and Lee at the beginning of the journey, the umbrella business process was serving to ensure that everybody had the appropriate level of information as defined, to allow them to do their job for the organization. However, the results from two baseline audit surveys on the employees in 1991 broke the leadership s expectation after their more-than-three-year effort on improving the relationships and communications within the organization. Shocked by the feedbacks from a majority of the employees, the leadership recognized the failure on communication and started to find and fix the problems. Aligning with the organizational strategy, transforming the company from command-and-control model to a totally new way based on good communication, Rich and Lee thoroughly abandoned dictating method and broke the assumptions of some senior managers and supervisors on employees perspectives about information and knowledge. Later, they came up with a new approach to improve organiz ational communication by asking the employees what they need to know and trying to meet the needs. Due to the executive of the new approach and the establishment of Harley communications department (which had a risk of setting the communication situation back to the command-and-control era, as worried about by Rich, but truly facilitated the organizational communication and drove the efforts on better communication), the employees curiosity on information in a big picture By design, they owned the big picture. They therefore took responsibility for figuring out which piece of that big picture they would communicate, to whom, and in what form. (Teerlink, 2000) was dramatically raised and information and knowledge finally began to flow efficiently throughout the company and among plants in different locations. Although the achievement Harley obtained on organizational communication still cannot be regarded as a huge success, it did lead to favorable outcome in the organization s coming partnering project. The roots of partnering, as described by Rich and Lee in the book, can be traced back to the crisis in the late 1970s and 1980s.During the hard time, Harley s union leaders and members worked collaboratively with management to save the company. However, once the crisis was gone, the collaborative work began to fade, which was obviously not likely to the company continuous improvement in the new marketing environment. And in the year of 1994, the increasing marketing demand urgently called for an expansion of manufacturing capacity which was not possible to be realized without partnering. Due to the endeavors mainly made by Harley s leadership, Joint Partnership Implementation Committee (JPIC) was founded and Kansas City plant started up as a great outcome of partnering. Factors Leading to Success of Communication According to Thoma

Organisational Equality and Diversity: Māori and Non-Māori

Organisational Equality and Diversity: MÄ ori and Non-MÄ ori Lonita M. Tejano INTRODUCTION According to Lis Ellison-Loschmann (April 2006), outlined the benefits of health care status of the native peoples worldwide relevant to the underlying historical, socio-economic and political processes. The Maoris and non-Maoris health care status in the time of colonization by the British in New Zealand. The differences involve a variety factors in terms of accessibility of health care and racism. Improvement to the access to care is critical to address health disparities and increased information of Maoris and non-Maoris in terms of primary and secondary health care services. Alternatively according to the recent study Lis Ellison- Loschmann (April 2006) they use 2 principles on how Maori people improved their health care services seeking to improve health and quality of life for Maoris. According to Ramsden (1997), health status of indigenous peoples a variety factors that effect of historical, political, and social characteristics of environments their relation with the nonindig enous populations of the countries they lived. They direct on the health concepts of this common society in the effects on Maori health care services assemble in regard to their attitudes toward and social life of non-Maori population. Based on Lis Ellison-Loschmann (2006 April) outlined the benefits of life expectancy in New Zealand in this two group of people. They have a big impact in health care promoting and minimizing the indifferences that has been observed and seen by the researchers lately. According to Lis Ellison- Loschmann (2006 April) observed that Maori health in the country of New Zealand’s during the British colonization can give information in health status between the Maori ad non-Maori indifference. The government play the important role to access health care facility. The government provide two possible principle on how to promote the quality and easy way to access health care for the indigenous people firstly, how to develop the health care principle to the services secondly, and initiation of cultural safety education. BODY In a recent study, King (2003) showed that the Treaty of Waitangi and settlement that the Maoris in Aotearoa from the Pacific about 1000 years ago. According to Pool (1991) informing maybe a hundred of indigenous people arrived in New Zealand on the period of time some stories said that subsequent settlement patterns and become larger population from different version of information like verbal information and demographics recording. The expedition of James cook’s in 1769 the first encounter recorded to the Maori people and European settlers to New Zealand. Meanwhile, during the signing of Treaty of Waitangi in 1840 there was a written agreement between the Maori people protection of interest for the invaders and British settlements and they gather together with some of the Maori chiefs and representative of British crown. In this time there was 80 000 Maori population and 2000 settlers. After the signing of the Treaty of Waitangi a huge group of British immigrant and Maori population become decreased and settlers doubled the population. In 1901 New Zealand population significantly reduced to 770 313 settlers whereas the Maoris by 16.5:1.3. Based on Purie (1998) indicated that the British settlers introducing to the Maori people like the infectious diseases and the usage of guns there is major impact to mortality rates to Maoris population. Furthermore, historically the socioeconomic of Maori mortality rate after invading New Zealand the most important thing the Maoris’ loss of land, mortality rate increased from the disease to the extent among those indigenous peoples who wanted to keep their lands. By this time there was a big changes to their economic status like food supplies, and social networking as a whole country. According to Purie(1998) observed that from the land confiscation from the Maori population there was a huge impact of the legislation law like the Maori rights not used language in school as Maori which lead to disparities to health in Maori society. Based to Te Ropu Rangahau a Euro Pomare (2000) found that it has been argument that has been continued a differences in indigenous and non-Maori i n health care sectors and rights of indigenous community not being treated and protected by the said treaty of social, cultural, economic, and political factors cannot be noticed in terms contributory to their health care status as a whole. However, the Maori self-determinant to seek help for health. Based on Pool (1991) in addition to that, Maori health status in New Zealand the government started implementing health care services to Maori community provide services like health promotion programs, health inspectors to work and help gradually to the economy recovery. At this time decreases in mortality rate due to implementation of national health care scheme and community welfare system by the given year 1938 through the treatment methods. Maori community lived in rural areas then they moved to urban for employment opportunities in these areas subsequently led to big population to urban migration. According to Pool (1991) indicated that significantly changes in this country’s economy from their usual way of life like cultivating lands to producing manufactured goods. Due to According to Kunitz (1994) life span significantly increased among native groups of people in this country and western world including neighboring country like Australia, whole part of Unites States of America and Canada on this given time. In comparison of the nonindigenous populations of these countries. During this period of time population become reduced due to diseases like respiratory from the changing of weather, tuberculosis and hepatitis, heart diseases due sedentary lifestyles and diabetes, different types of cancer and accident like vehicular injuries due to reckless driving much higher among Maoris than non-Maoris. A recent study (Ajwani, Blakely, Robson, Tobias Bonne, 2003) mortality rates decreased as a period of time, in regard to the differences between the two groups of people in New Zealand still the same. Based on Te Ropu Rangahau Hanuora (2000) an explanations for health disparities are numbered and said not being equal in terms of health among the two groups of people in New Zealand some said that inequalities is that genetic underlying factors influenced. Nevertheless, not significantly to race and ethnic group that genetic factors about 85%. There are factors contributed to the disparities between Maori and non-Maori like lifestyle in each individual group, the socioeconomic like not having a good job and proper place to live and easy access to health care facility and racism. The explanations are not significant but it is useful to consider them as a precipitating factors that influenced that they linked together. The first studies to help to determine the significant role of socio-economic factors and health status in two group of people there was a research about the mortality rate in men at aged of 15-64 years. Based on Sporle, Pearce, Davis (2002) found that in the most recent years researchers said that Maori men doubled the figure unlikely to non-Maori men at the very young age maybe due to socioeconomic status as a whole and ethnical social community differs the mortality rate among this group of men. A good example the level assessments of socioeconomic deprivation by the usage of census data by the New Zealand deprivation Index. Russell, Parnell, Wilson (1999) found that smoking is a lifestyle factors that can lead to socioeconomic influence to health status. Furthermore, give more importance to consider the difference between Maori and non-Maori in their own lifestyles. The latest survey by the national said that Maori smoke tobacco is higher rate than non-Maoris (53% vs. 20%).Maori men and women are obese and they have some diseases like hypertension due to sedentary lifestyles. According to Lurie (2004) observed that the access to health care is very important role to decrease mortality rate of Maori the root of this ailments promoting effective health care accessible to this group of people. In this idea access to health has been described in terms of both â€Å"access to† and â€Å"access through† health care principles making a quality of health care services that being taken by. United States of America developed a framework for measuring disparities to access health care need of people and promoting quality of service that will includes broader environmental and societal factors example is racism that can effect to access to health care needs. A recent study (Sporle et al., 1991) found that in past 20 years being discriminated and racist is very alarming in health care settings tendency minority people will not seek health care services in the primary health care facility . The Maori Asthma reported that those educated and an educated health care workers to the illness contributed to the Maori people reluctant to seek medical care for their illness until if necessary. According to Krieger (2003) observed that Maori has bad experience first encounters with health care professionals and disempowerment like to access the checking blood sugar to distinguish diabetes diseases. According to Matherson (1992) in addition, to change in health environment to New Zealand’s country the government formulated in 1930s to provide free medical care given by working medical professionals. Thus, health care system specified subsidiary to a government facility services with a secondary care controlled funding whilst in primary care funded by individual doctors. However, Maori initiates concerned on how to promote health care access to their peoples firstly, to provide Maori health care services secondly, the development of cultural safety education. The Maori health care provider’s initiative beyond the services implemented. When the time which being implemented there was a problem with budget of the government funding. In 1991 health reforms being implemented to the development of Maori health care services provider. Blaiklock AJ., Ciro A., Davenfort E., Hassal IB.,Low W., they make reforms of health care and social services that can give more gap in ineq uality as a result of self-determination regarding to education, employment of the individual, types of housing and health status. In addition to that health reforms for Maori effect to health especially the children. According to Ramsden (2002) observed that cultural safety education is playing a golden role of Maoris health care services improvement like cultural safety being implemented to protect the health care professionals and evaluate the relationship between Maori community. Nursing and Midwifery body required Nurses and midwifery to take the registration examination in New Zealand. International Council of Nurses implemented the guidelines for cultural safety for nursing student and to practice all in 118 councils. CONCLUSION Therefore I conclude, disparities in health care status between Maoris and non-Maoris contributed most likely in British colonization in New Zealand. For the past 140 years ago there was an improvement as evidenced by the overall gap in life span between the two groups of people in New Zealand. Even though their differences include the variety influences in regard to socioeconomic and lifestyle factors and discrimination to seek health care delivery system. Maori society implement to improve health care access and have two principles to help between the development of Maori provider services and encouragement of the service through cultural safety education for the health care provider. It started with the people in the community how the response to the purpose like for instance the self-determinant of Maori community in health care services and to evaluate how to improve the health care services. The government of New Zealand provide organizations and cultural safety education an examples to initiates in the government policies that have been shown either for promotion or prevention to health status of indigenous peoples. REFERENCES Ajwani S, Blakely T, Robson B. Tobias M, Bonne M. Decades of Disparity: Ethnic Mortality Trends in New Zealand 1980-1999. Wellington, New Zealand: Ministry of Health; 2003. Blaiklock AJ, Ciro CA, Belgrave M. Low W, Davenport E, Hassall IB. When the Invisible Hand Books the Cradle: New Zealand Children in a Time of change. Florence, Italy: Innocenti, Research Centre; 2002. Working Paper 93. King M. The Penguin History of New Zealand. Auckland, New Zealand: Penguin Books: 2003. Krieger N. Does racism harm health? Did child abuse exist before 1962? On explicit questions, critical science, and current controversies: an Eco social perspective. Am J Public Health. 2003; 93: 194-199. (PMC free article) (PubMed). Kuritz S J. Disease and Social Diversity: The European Impact on the Health of Non- Europeans. New York, NY: Oxford University Press Inc.; 1994. Lis Ellison- Loschmann, and Neil Pearce,: Improving Access to Health Care among New Zealand’s Maori Population. New Zealand. Doi: 10.2015/ AJPH. 2005.0707680 PMCID: PMC 1470538, Am J Public Health; 96 (4): 612-617, 2006. Lurie N. Measuring disparities in access to care. Available at: http://www.nap.edu/openbook/0309085195/html/1.html. Accessed January 8, 2004. Matheson D, ed. Health where it hurts: The story of the Newtown Union Health Science. Wellington, New Zealand: Roger Steele; 1992. Pool DI. Te iwi Maori: A New Zealand Population, Past, Present and Projected. Auckland, New Zealand: Auckland University Press; 1991. Purie M. Te Mana, te Kawanatanga: The Politics of Maori Self-Determination. Auckland, New Zealand: Oxford University Press Inc.; 1998. Ramsden I. Cultural Safety and Nursing Education in Aotearoa and Te Waipounamu (dissertation). Wellington, New Zealand: Victoria University of Wellington; 2002. Ramsden I. Culture safety: Implementing Concept. The social force of nursing and midwifery. In: Te Whaiti P, McCarthy M, Durie A, eds. Mai Rangiatea: Maori Wellbeing and Development. Auckland, New Zealand: Auckland University Press; 1997: 113-125. Russell D, Parnell W, Wilson N, et al. NZ food: NZ People. Key Results of the 1997 National Nutrition Survey. Wellington, New Zealand: Ministry of Health; 1999. Sporle A, Pearce N, Davis P. Social class mortality differences in Maori and non-Maori aged 15-64 during the last two decades N Z Med J. 2002 ; 115 : 127-131 ( Pub Med). Te Ropu Rangahau Haura a Euro Pomare. Counting for nothing: understanding the issues in monitoring disparities inn health. Soc Policy J N Z .2000; 14:1-16.

Americas Crime Fighters Need DNA Fingerprinting Essay -- Genetic Argu

America's Crime Fighters Need DNA Fingerprinting Deoxyribonucleic acid (DNA) is a chemical structure containing a base sequence. Base pairs are genetic codes made up of four chemicals (Adenine, Guanine, Cytosine and Thymine) and each sequence differs in every person. Because DNA is so complex and varies immensely in individuals, it can be used like a fingerprint, hence the name DNA Fingerprinting. DNA can be found and analyzed in blood, semen, saliva, hair and skin--even decades old if properly stored. The process takes longer than simple fingerprinting and is very expensive, but the results are almost perfect in determining identity. While these tests are very accurate, there is a 1 in 50 billion chance that two people will have an identical match. According to Kate Brinton and Kim-An Lieberman, the applications of DNA Fingerprinting are mainly Criminal Identification and Forensics, Paternity and Maternity tests, and Personal Identification (Applications link). Many court cases have been resolved through DNA testing , and because of today’s technology, it should be used more often in all necessary circumstances. Thomas H. Murray from Case Western Reserve University stated in 1987, â€Å"The moral significance of humankind is no more threatened by peeking at the underlying musical notation, the base sequences, than is the score of Beethoven’s last symphony diminishing to that piece of work.† In other words he is saying that analytical results from a base sequence should not affect someone’s moral views on DNA testing. As to who should be able to analyze your DNA and how long it remains on record, results should be as available as any other form of identification. DNA testing was first developed in... ...cation of many people possible. Finally, when a person is monitored or screened in the workplace for possible illnesses, they must understand that it is beneficial for them as well as other employees in the workplace. Results relate to the presence of mutated DNA strands and should be reflected on the person’s current physical condition as well as their past. This makes any changes to the workplace environment more accurate and logical. If any instance calls for DNA testing, results should be filed when the issue is resolved. People need to know of any concerns with their DNA to determine possible solutions. These solutions can be preventative medications or a recommendation to work in safer environments. Whether it needs to be viewed by doctors, researchers, or for criminal investigations, results should be as available as any other form of identification.

Free Will in Anthony Burgess A Clockwork Orange Essay -- Free Will Bu

  Ã‚  Ã‚  Ã‚  Ã‚  Is it better to be a man choosing wrong than a man who is forced to choose right? In the classic novel, A Clockwork Orange by Anthony Burgess, a theme emerges. This is the theme of free will. Through the main character, Alex, Burgess is able to convey his ideas about free will and the oppressive nature of establishments such as governments and the media. Aside from these suggestions made by Burgess the question persists: When a man ceases to choose, is he still a man?   Ã‚  Ã‚  Ã‚  Ã‚  Free will is one of the features that separates us as humans from animals and allows us to attain intelligent thought and reasoning. Of course, all of the features mentioned are unique to humans; the ability to exercise free will enables us to engage in all other aspects that are unique to human life. For example, if we were not given free will, then we could not choose to act upon our reasoning achieved through intelligent thought. We see this when a priest in the book makes the statement â€Å"when a man ceases to choose, he ceases to be a man† (Burgess 67). So the answer to the question at hand, according to Burgess, is yes. A man does lose his personhood when his free will is taken. In the novel, a totalitarian rehabilitation is forced upon the main character and he is unable to choose whether or not to participate in the violent behavior he once adored.   Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Å"A human being is endowed with free will. He can use this to choose between good and evil. If he can only perform good or only perform evi...

Left Brain vs Right Brain Learning Styles Essay

People learn in many different ways, but do you ever wonder why that is. Why are we so different and learn so differently? The brain is the answer to that question. The brain gives us what we need to determine what and who we are as people. Because of the human brain’s complexity, professors and teachers are starting to see that one way of teaching is not always the best way from everyone. â€Å"Each child processes new information in ways are related to environmental, emotional, sociological, physiological, and psychological elements† (Green, 1999, p. 684). When it comes to the process of learning and thinking, the average person has two sides of the brain that determines how they learn. The two main halves of our brain are the right brain and the left brain hemispheres. Each hemisphere performs different functions and communicates information differently. One hemisphere is not more important than the other but they do determine how we see things and interpret them in our mind. With the left brain hemisphere, the characteristics are mathematical and analytical and with the right hemisphere the characteristics are more creative and imaginative. The brain is very complex to understand. Once we learn how the left side brain learns and how the right side brain learns, then we can better develop a way of learning for all types of students and people. The left side hemisphere of the brain include characteristics such as language skills, mathematical concepts, analytical skills, and logic and reasoning. Those individuals that have this brain hemisphere dominance are good with letters, numbers and words (Sousa, 1995, p. 88). The concepts of learning for the left side brain hemisphere is based on step by step instructions. A person who is dominant on their left side hemisphere learns better by having a plan to follow with organization. Learning facts and solving problems are some of the many ways to teach people with a dominant left side. Those people do not like surprises and they don’t like to learn courses that have no connection to the real world. They tend to want to deal with things the way they are in real life, not in a fantasy world. Left side learners are affected by their environment and have a hard time adapting to changes in their environment. Some of the other things that left side dominant learners are good at over the right side is they are better at memorizing facts and doing hands on work. They are list people and process things in a linear manner. Everything must be in sequential order to make things easier to learn. This is why math comes so easy for them because that is all math is a sequential order of steps to get to a solution. Left side learners do have trouble expressing themselves in words which makes the right side learner more dominant in that area. The right side hemisphere of the brain is quite different. The right side dominant people prefer to discover the possibilities and are good at grasping new concepts. They are more comfortable with abstractions and do not like courses that involve a lot of memorizing and routine calculations. The right side learner usually needs background information before a lecture or to have an abstraction before they read a book or chapter. This helps them better prepare for their class or what they are about to begin. They want to see, feel, or touch the real object. They have a need for things to be concrete, not theory. The right side learner does not like repetition unlike the left side learner. They need to see words and how a formula works in order to grasp the concept of how it works. Creative arts, music, and facial recognition are the dominant portions for the right side learner. Because they are color sensitive, right side learners try to use color to learn sequence. For example how to get to the grocery store from where they live. They would try to match up places and how they looked to where they might need to turn or go to. It is known as the Artist Brain because it is in charge of creative talents. Since both sides of the brain are not equal in the way that a person learns things, each side serve their purpose. For everyone, one side of their brain is more dominant than the other but no one is just right side or left side alone. â€Å"When learning is new, difficult, or stressful we prefer to learn in a certain way† (Hopper, 2007, p. 2) . Both sides of the brain are needed to function and communicate with each other through the corpus callosum which sends messages back and forth to each other between the right and left hemispheres. So now that we know that not everyone learns the same due to the left or the right hemisphere being more dominant than the other for those people, how do we become better teachers to provide a better learning environment for both sides. â€Å"While brain research alone can’t tell us how to teach people, understanding the brain leads to uncovering underlying learning mechanisms† (Worden, Hinton, & Fischer, 2011, p. 10). With this understanding of how both sides of the brain work, teachers and researchers can better train and teach students how to do things based on what side brain they use the most. There should not be just one way of learning something. Teachers have a hard job, but with knowledge and understanding they can better equip today’s leaders with the right tools to success. In conclusion, both sides of the brain are powerful in their own ways. The left side hemisphere learn by logical process and right side hemisphere learns by more creative ways. With understanding what each side does and how both sides might work together, we can come up with better ideas on how to teach students better for all types of learners. There is no one right way to teach someone something. It is finding that way to get them to understand things that poses as a challenge for us today. Each side serve their purpose and help each other along the way. With this understanding, we can become better teachers for the average person to the mentally disabled. References Green, F. E. (1999). Brain and Learning Research: Implications for Meeting the Needs of Diverse Learners. Education, 119(4), 682. Hopper, C. (2007). Learning Styles. Retrieved March 3, 2013, from Learning Styles: http://frank. mtsu. edu/~studskl/hd/learn. html. Sousa, D. R. (1995). How the brain learns. Reston, VA: NASSP. Worden, J. M. , Hinton, C. , & Fischer, K. W. (2011). What Does the Brain Have to Do with Learning?. Phi Delta Kappan, 92(8), 8-13.