Environmental ocean hcom Essay Example | Topics and Well Written Essays - 250 words

Environmental ocean hcom - Essay Example In result, these pollutants indirectly affect humans and other animals that depend on marine resources (â€Å"Ocean Pollution†). One manifestation of an indirect effect of pollutants to humans is beach closings. Beaches that have unsafe levels of bacteria and chemicals are mandated to be closed due to health and environmental concerns (â€Å"Beach Closings). As reported by the Natural Resources Defense Council‘s (NRDC) 2009 annual survey, it has reached a massive amount of 18,000 reports of beach closings (â€Å"Beach Closings†). The causes of beach pollution includes Urban water run-offs, Boat wastes, Beach goers, Leaking sewage pipes and Malfunctioning sewage treatment plants, Wildlife and Pet Wastes, and Agricultural Discharges and Runoffs (â€Å"Beach Closings†). According to Marinelife.about.com, marine pollution affects not just the fishes that shelter in the ocean but also the creatures that feed on these animals. When there are less marine animals for the predators to eat, then there will be more competition for food within that species affecting all organisms in the food chain (à ¢â‚¬Å"Marine Life†). Another effect of marine pollution is the climate change. It largely affects the agricultural croplands and food production making the prices of food to rise. Food crisis is a possibility if this continues (â€Å"Climate Change: Food

The Corporate Governance Model and Corporate Social Responsibility Assignment

The Corporate Governance Model and Corporate Social Responsibility (CSR) Practices of Walmart - Assignment Example This research will begin with the statement that it will be instantly approved if one states that the concept of corporate governance has existed since the existence of any form of organization. The idea of corporate governance serves as a model that encompasses the means through which organizations prepare their conduct of business conduct. Over the recent past, the term corporate governance has come to the vanguard of public attention largely due to the ongoing issues related to governance that have cropped up both at the national level as well as the economic level where it concerns the organization. At the same time governing bodies have also stated the importance of considering the needs and determinants of the society while conducting business. As has been mentioned by Adrian Cadbury, the best way of explaining social responsibility is to state that the sustained prevalence of organizations is supported by a mutual accord between the organization and the community. Sir Adrian C adbury has also argued that the core meaning of the agreement between the business and the society is that organizations should not go after achieving their immediate profit making objectives by compromising with long-term needs and requirements of the community. Therefore it can be seen that corporate social responsibility has gradually become an integral aspect of the mainstream corporate governance. The US being a free market economy has proven to be one of the most favorable business locations for not only the home country organizations but for companies based in other countries as well. However, the institutional and regulatory environment can become very daunting for the businesses that have been established here. The last two decades have been witness to various catastrophic events that not only questioned the integrity of the companies which were involved in those events but also highlighted the loopholes that existed within the US institutional environment. The WorldCom and Enron failure, as well as the financial crisis in 2007-08, revealed the ineffectiveness of the US institutional environment. It is after the unfolding of such catastrophic incidents that the US regulatory and governing bodies decided to make manifold changes in their institutional framework.

Relationship between natural environment, social development, and Essay

Relationship between natural environment, social development, and economic progress - Essay Example He argues that the modern world’s inequalities trace its origin to many centuries ago. He notes that archaeological discoveries and histories show that different continents were experiencing different rates of development from 11, 000 B.C. to A.D. 1500, thus resulting to inequalities that were experienced in A.D. 1500, and to a greater extent in modern times (Diamond 1). He observes that while many Native American peoples and Aboriginal Australians remained Stone Age hunter and gatherers, many Eurasian peoples and most peoples of the sub- Saharan Africa and Americas gradually developed metallurgy, complex political organization, and agriculture (Diamond 2). Environmental/ external conditions are critical for development; this assertion is greatly evident in Diamond’s discussion on Papua and its inhabitants. The inhabitants of Papua were mostly hunters and gatherers and had the simplest technology compared to most people of that time. They did not have shields, specialized stone tools, and could not start fire among other characteristics of â€Å"underdevelopment†. The environment that they lived in seemed to be the main reason leading to their situation at that time. They did not have contact with the rest of the world since the bridge that was initially linking them to the land had been severed. Prior to the coming of Europeans in the mid- seventeenth century, they were completely isolated from other humans. To make the matter worse, Papua inhabitants were not just isolated but they were also the smallest of the human population in the world (Diamond 9). As such, accumulation of innovations could not happen thus inhibit their development. Furthermore, Diamond is of the opinion that man inspired the collapse of civilizations as evidenced by Easter Island. His opinion is informed by the argument that the Europeans invaded Easter Island for slaves, in addition to spreading

Section of a reasearch paper Research Example | Topics and Well Written Essays - 750 words

Section of a reasearch - Research Paper Example As the TACO restaurant wants maximum exposure for its Street Tacos, it should set a reasonable price with the sole purpose of getting maximum exposure and space for its Street Tacos in the given market demand for that product. It can happen when the demand for a given product is elastic and the reasonable price will lure the customers in great number to purchase it, resulting in increased revenue to the restaurant. Other reason of using penetration pricing strategy is the possibility of economies of scale. The reason of using this strategy could be the fear of competitors and a restaurant wants to go ahead with its first mover entry (Pricing Strategy 2010). Penetration tactic is used for entering the generic market where competition is high; economies of scale are possible. It can decrease the demand of competitor restaurants’ Street Tacos. At the same time, the TACO restaurant will get another advantage from the penetration pricing by getting a ready market by inducing customers to try other menu items (Pricing Strategy 2010). For the TACO restaurant it is more important to capture the maximum market share first and then introduce other tactics by offering unique features like no other restaurant is offering. It can add a touch of distinctness by not putting beans and rice sides on the tacos and charging the same rate, as other restaurants are charging. In stead of rice and bean sides, customers can order some more items on the menu, which could be a more satisfying experience. The TACO restaurant should at the same time offer its customers the choice of separately ordering bean and rice sides to the Street Tacos while not letting the price increase in comparison to other restaurants selling tacos with bean and rice sides. Those customers will be tempted to save some dollars who don’t want their Street Tacos with bean and rice sides. This is a sort of

In your professional judgment, what is an example of an outstanding Term Paper

In your professional judgment, what is an example of an outstanding strategic decision or what is an example of a failed strateg - Term Paper Example Include the source(s) of your information within your contribution in the sentences. Be very specific. Use  single  space block form for your contribution with double spacing between paragraphs.   In explaining the strategic approach that you consider a success or a failure, you should answer the following questions:   1. Which of the stages of strategic management in action (page 30 of Coulter) initiated the success or failure of the strategy? Was it a good/bad idea from the beginning?   2. What does the organization perceive as its competitive advantage (page 31 of Coulter)? How was this affected by the strategy in question?   3. What driving force or which driving forces of the new business environment (pages 36-44 of Coulter) assisted or helped defeat the strategy in question?   4. How did external opportunities and threats affect the success or failure of the strategy in question (Chapter 3 of Coulter)?   You may decide to choose a public organization (e.g. unive rsity such as Northwest or a public hospital center). Whether you choose a for-profit organization or a not-for-profit organization, explain the situation clearly and completely as possible. Refer to the Coulter text in your explanation.   This particular instance, the focus was on to find inquisitive insight about a strategy decision that a company had to implement in order to survive in the fast-paced environment of the corporate world. One of the interesting issues relating to this was the decision of Blue Cross Blue Shield demanding a hospital to cut its overhead cost. Without prior knowledge and being subjective, one would think that the insurance company is at fault. However, one cannot make that judgment without understanding the complexity of the issue at hand. Blue Cross Blue Shield was faced with a dilemma. As an insurance business, the company must made essential strategy decisions that impact its future growth. In this particular scenario, the company did benchmark tes ting and determined that the rate the hospital charges the company is too high within the hospitals at its region. Blue Cross determined that the hospital should cut its cost by 10% through any means possible. This is partly due to the fact that the company was losing money as it had an obligation to pay its patient’s premiums. Undoubtedly, the hospital responded by adequately cutting its costs. This was beneficial for both companies as it not only build a solid relationship and enabled the companies to diminish unnecessary costs. Moreover, it enabled Blue Cross Blue shield to give better discount rates to hospitals, doctor groups, members and enabled them to compete in a very competitive environment. If the company did not make the strategic decision, it would have given hospital the leverage to go in a market and attract another insurance company. Since Blue Cross Blue Shield targets large groups, it seemed sufficient for the company to challenge the traditional rates of th e hospital. If it failed to do so, it would have lost a small majority of its members in the network which would have made the company suffer in overall long-term profits. Strategic decision making is defined as set of alternate decisions that affect key factors which impacts the success of an organization’s strategy. Strategic decisions differ from Tactical decisions because tactical decisions are based on day to day implementation which requires several steps to reach a particular strategy. Blue Cross Blue s

Compensation & Benefits Essay Example | Topics and Well Written Essays - 3750 words

Compensation & Benefits - Essay Example Incentive compensation and benefits play an important role in making a company achieve higher levels of employee productivity. Compensation is one of the major motivating sources behind employees’ productivity and if a company offers attractive benefits for its employees as a result of their individual performances, the employees become motivated and inspired to do more for the company. Therefore, we can say that employee productivity directly depends on the compensation and benefits being offered to them by the company. Companies use compensation and benefits programs for various reasons. Some of the major reasons for implementing compensation plans include hiring and retaining talented employees, increasing moral of the employees, encouraging the performances of the employees, achieving quality in every business activity, encouraging employees’ loyalty with the company, reducing the turnover, and making the employees satisfied with the company. These were some of the reasons of why companies design and implement different kinds of compensation and benefits programs for the employees. There are some important factors, which need to be considered while designing and implementing a proper compensation and benefits plan in a company. These factors play an important role in the successful implementation of a compensation plan. If a company wants to develop a compensation plan for its employees, it needs to take into consideration these factors in order to get desired results from the plan. If any of these factors is overlooked, the compensation plan will not be able to produce expected results for the company. Some of those factors include organization’s culture, statement of plan’s objectives, linking performance to organization’s goals and objectives, needs and demands of the employees, discrimination, employees’

Emotional Labour Essay Example for Free

Emotional Labour Essay This report investigates the shop manners and training offered to the floor sales staff at Next compared to that of those who work in the stock room. I would like to know how each environment affects the workers emotions. I think its an important question to ask because the people that work on the shop floor are constantly in contact with customers. It could be said that those that work in the stock room are not part of the stage setting and are more like the stage crew who work behind the scenes. I think it is important then to first address what emotion is. Emotion theory is centred on the relationship of the person and its environment (Lazarus, 1991 p40). This has implications on the question that I am posing as the stockroom workers interact in a different environment to their colleagues on the shop floor. There are two fundamental viewpoints to emotion the organismic and interactionalist viewpoint. The organismic model developing from the work of Charles Darwin, William James and early Sigmund Freud, Defines emotion mainly as a biological process. For Freud emotion affect is libidinal discharge, for Darwin its instinct and for James its the perception of a psychological process (Hochschild, 1983 p205) This leads organismic theorists to believe that there is a basic similarity of emotion across categories of people (Hochschild, 1983). The organismic model brings us to an elicitation-expression model (Hochschild, 1983) Interactionists believe emotion always involves a biological component but adds more points to social factors, which are present before, after and during the experience of emotion. For example why does a customer become violent when refused a refund, what in their cultural environment constitutes their response? If we conceptualise emotion as instinctive we will ignore questions about social entry. (Hochschild, 1983) Emotions are experienced by individuals and through intention or inadvertent communication may be deduced by others who are observing. (Lazarus, 1991 p40) Emotions can be a valuable source of information in determining how people are getting along. However, surface acting can disguise true emotion so you must be wary when reading emotions. Society and biological inheritance creates a pattern of behaviour that shape emotion and expressions of the individual (Lazarus, 1991 p40). I believe this statement relates to the way that shop assistants and customers are expected to behave. As you will see the training offered to the sales staff shows members of the work force how to act in a socially excepted way which is common practice in all chain stores. In a shopping environment how other people feel is a huge factor as to whether they buy something or not. Sales staff to some extent can influence this. I believe that for a customer to feel at home in a shop the sales staff need to be friendly and approachable whereby you feel even if you havent bought any thing this time you are welcome back again. I think that this is the key to the success of stores like Next and Marks and Spencers where staffs have the correct shop manners to keep the customers coming back. From interviews undertaken with staff at Next I have uncovered strict guidelines in training which each new member of staff has to go through. (I will discuss this and whether I think it is appropriate later.) Drawing on my own experience, I have worked in what you would call a downmarket clothes store and no training of shop manners was offered to me. It was my first proper job so I did feel as if I was being thrown in at the deep end. However, the shop was very small and my C.V. demonstrated that I had good people skills as I had worked on a market stall at the weekends and holidays. I assume that management didnt feel the need to train me in what they thought should be the obvious way to behave towards customers. After speaking to senior sales staff at next and sponsors, these are longer standing members of staff who train new staff using the guidelines (see Appendix), I have gathered that management wish the customer to feel that they are the most important thing and that their shopping experience is being made easier by the staff. Next seem to have thought out its training program very clearly and assigns specific amounts of time to each activity. This helps to give the impression that training is viewed as an important part of the job. I think that Next places emphasis on its training as it is a chain store and it often directs customers to local stores if the stock isnt available at the branch at which they are visiting, this calls for a sense of conformity between stores. I evaluated the training sessions which, are appropriate to the questions I am asking, by interviewing staff on how appropriate each session is, how achievable are the actions set out and how they affect emotions. The overall reaction that I had from staff was that they felt the training to be very obvious and many sponsors admitted to skipping through the training as quickly as possible because of this fact. Sponsors felt that by training staff with this obvious manner of behaviour was assuming that the trainee was, when prompted by myself, emotionally incapable of selecting the correct emotions for the customer situation. Training session 1 (Appendix Shop Manners). The trainee is told to be aware and not to get tied down in tasks when I asked staff about the reality of this they said they found it very annoying to be approached by customers when doing a job and often resented customers for bothering them. However, this is where surface acting comes into play the employee hides what they feel and pretends what they dont (Hochschild, 1983). The action is in the body language, for example the put on smile and sweet voice as it is for the people observed by Erving Goffman (cited in Hochschild, 1983 p35). The employee has to think back to their training to pick the right body language. A typical scenario: Now interrupted from a task possibly holding a huge pile of stock in their hand the employees are given a strict formula to follow, eye contact, a smile, appropriate greeting and to be friendly and sincere. This is a hard task when obviously it is inappropriate for the customer to target them and often there is another member of staff nearby doing nothing. However, the surface acting must continue as the corporate motto of The customer always comes first is relayed in your mind, plus I dont want to lose my job if they complain to head office. Company control also works along who fears whom. As with flight attendants the fear hierarchy works indirectly through customers complaining, to head office (Hochschild, 1983). This type of scenario links with the question posed by Hochschild (1983 p89) that when feelings are set by management and where workers have weaker rights to courtesy then consumers do, when deep and surface acting are forms of labour to be sold what happens to the way a person relates to her feelings or to her face? Employees said that when they were the customers they were more aware of the shop assistants emotions and tried to be more courteous. However, they may just feel as though they do this because they wish that people would do this for them. I do believe that this statement does have some truth but surely when the stage setting is different, when they are the customer and not the server they assume the actions of the customer. As on the stage as in life the person is the locus of the acting process. But when an institution is involved various acting elements are taken away from the individual and replaced by institutional mechanisms. In this case the fact that the customer comes first. The locus of acting, of emotional management, moves to the level of the institution. (Hochschild 1983 p49) The people are arranged according to institutional custom and the workers surface act in institutionally approved ways. Training Session 2 (Appendix In-Store Security) This training session makes shop assistants conscious of the need to be aware and the need for acknowledgement of the customers. You can use your training of greeting the customer in a functional way, to help reduce the comfort of shoplifters who are always aware of who is watching them. Senior staff said that it gets easier to spot thieves with practice; you get to learn their tricks of diverting your attention. Even though you have to be suspicious of certain customers you must always remember your training and be polite even if you feel that they are up to no good. Training Session 3 (Appendix Stockroom) As you can see none of the training here is connected to personal conduct, it doesnt attempt to tell you how to act where as the shop floor assistants are told to be friendly, sincere, polite, confident and have a smile. They are even told that conversations must be work related. When questioned on the reality of this last statement floor staff said they do have non-work related conversations but they are of a toned down nature to the way they would speak in private. When I asked the stockroom workers about their conversations they said that if they were in a situation to have a conversation it would be more animated then if having it on the shop floor as they are not in public. Training Session 12 (Appendix Till Service) Customer interaction is crucial at the till point. Again the trainee is told how to act, to be sincere and polite. I asked staff how easy it was to do this. A typical scenario: Its a very busy Saturday and all the tills are in operation when greeted by the customer with comments such as I have been waiting ever such a long time, you know and the like, it is difficult to be sincere and polite as there is nothing the staff can do to make the queue go any quicker. The staff member surface acts with her painted on smile and polite apologies. In the training suggestions of possible conversation are complimenting customers on their choice of purchase. Till operators said they tended to deep act in this case, only saying it if they meant it. Deep acting is a natural result of working on feeling expression is spontaneous (Hochschild 1983). As the Russian director Constantin Stanivlaski puts it a real feeling that has been self-induced (cited in Hochschild 1983 p35). The refund and exchange policy is an important part of training because it is the most likely time for customer conflict. The staff member is instructed to treat the customer in the same way as they would if they were making a purchase, this is easy if the customer has a receipt or is a well-known customer. But if the customer doesnt have a receipt it makes it harder in some cases because you have the suspicion that the customer may have stolen the garment. In this situation the staff member is advised that the best thing to do is get a manager. As formal rules that prop up an institution set limits to the emotional possibilities that staff have to feel (Hochschild 1983). The point that demonstrates this is the manager gets paid more then a shop assistant because their pay package covers them for the emotional insults, which they may receive from refusing to give a customer a refund. I asked the managers how they dealt with abusive behaviour from customers. Managers gain the experience for dealing with inconvenient customers and they assured me that it gets easier as time goes on. You have to detach what you are feeling from the situation and not let your own anger, or in some extreme cases fear get in the way. (Appendix Initial Training Requirement Chart) This gives a summary of all the training offered to the different roles at Next. As you can see all staff members that are present on the shop floor, for any point of their shift, the number one training session is shop manners. This is not part of the stockroom workers training. (Appendix Sponsors Guidelines- 6.Performance Assessment Standards) This table demonstrates that all staff working on floor cover, fitting room, till service or replenishment are those that could possibly come into contact with customers. It demonstrates that shop floor staff members are assessed on their ability to smile and make eye contact with the customer and to be aware of shoppers. Stockroom staff members, on the other hand, are assessed solely on their physical, rather then any emotional objectives. Are our feelings really our own? From the research obtained in this report it is clear to see that the staff working on the shop floor are shown how to act where as in the stock room its much more natural emotion. Institutional practice shapes the way in which shop floor workers are expected to behave. What makes some individuals prefer to work in the stock room compared to the shop floor? I asked the stockroom workers why they liked to work in the stockroom. I received comments such as. You can be more yourself as you dont have to work in uniform. I think that management enforce a strict smart dress policy on shop floor workers to help them get into the role, which they have to play; it is part of the act. In the stockroom you dont have to interact with customers. Some of the stockroom staff said the horror stories they have heard about customers puts them off working on the shop floor. As customers seem to be oblivious to the feelings of shop floor workers and assume that they are there just to serve them. The stockroom has quite a different atmosphere to the shop floor it is more relaxed, you often get shop floor sales staff coming in for a break from the hustle and bustle of the shop floor. The stockroom workers said that on many occasions sales staff come in and tell them about incidents with customers that have just happened. This helps the member of staff to calm down, as the stockroom member often is able to bring them to reality and point out that it is only a customer and not to get wound up. In the surroundings of the back office the sales floor worker is able to put the situation in context of life and go back to the act moments later. Does personality have something to do with whether you like working in the stockroom or the shop floor? From observation and asking the floor staff it seems to me that the quieter people work in the stock room. When I questioned staff members on why they enjoyed working in the stock room I deduced they dont feel the need to be on the stage acting, to them it is false they would rather be left to their own devices. I asked the floor staff whether they minded working in the stockroom as sometimes staff shortages calls for this. They said they didnt mind but preferred the interaction and liveliness of the shop floor this corresponds with previous research, which shows emotional labourers like contact with the customer. Even though customers can be very unpleasant. (MG2076 starter pack: The Survey). Sales floor staff said they wished they could work in the stockroom on days when they were feeling under the weather as the need to act in the corporate superficial way was much harder because their true emotions were harder to suppress. On days when everything is going well staff said it was a pleasure to help customers that are appreciative of their service but a customer who feels it is their right to be served can bring an end to that. This suggests that workers feelings are not their own and shop assistants surface act from day to day. I would like to investigate status and gender differences to see whether men or women are better equipped at working in either environment. Is emotion work as important for men as it is for women? (Hochschild, 1983 p 162) Hochschild believes it is not. Due to firstly lacking other resources women make a resource out of feeling. Secondly, each gender is called on to do different kinds of work, which Hochschild believes to be down to different childhood training of the heart that is given to girls and boys (Hochschild, 1983 p163). I think this gender separation at work is becoming less apparent as equal rights laws are being enforced and changing attitudes of society. At Next there is equality in the work place with men and women being treated equally with both being given the same responsibility. Thirdly, the general subordination of women leaves them more open to abuse. For example, a customer was being very rude to the floor manager on childrensware due to the fact that she refused to give the man a refund, because the garment had obviously been worn. The customer became very rude and abusive, which he thought would give him some hold over the woman. The female manager was about to give in to the customer when the shop manager, a man, noticed the disturbance and came over to assist his colleague. He refused to give the man a refund. I believe that as a man the shop manager saw the customer as a mere man and stood by the initial reaction of the female manager. The customer more intimidated by the act of the shop manager gave in very quickly and left the shop threatening I will let head office know about this. The manager was not browbeaten by this comment, as he knew the customer didnt have a leg to stand on. This situation also lends itself to the fact that a different proportion of the managed heart is enlisted for commercial use. (Hochschild, 1983 p163-164) Women make defensive use of their beauty, charm and relational skills, which due to commercial exploitation can lead them to become estranged from these capacities. For male workers it is more their ability to wield anger and make threats that is used by the company and so this the capacity which they are likely to feel estranged from. (Hochschild 1983) Conclusion Each environment has an impact on the workers emotions. The sales floor is where surface acting takes place throughout most of the working day. The stockroom is a place where deep acting is given more of a chance to occur due to the fact that the company dont suppose emotions upon its workers here. I think the training offered by Next is appropriate as it is what is institutionally expected by society. It is achievable by staff to act this way, as this is what they are getting paid to do. I think it does affect workers emotions being trained how to act because it must be hard to switch off at the end of the day. Eventually it must become instinctive to act in a socially expected way and it must become harder for staff members to express their true emotions when not at work. Bibliography * Hochschild, A. R. (1983) The Managed Heart; the commercialisation of human feeling California: University of California Press. * Lazarus, R. S. (1994) Emotion and Adaptation New York: Oxford University Press * MG2076s Starter Pack MG 2076 Louise Goldstein