Australian Prime Ministers-Sir John Kerr Essay Example for Free

Australian Prime Ministers-Sir John Kerr Essay Sir John Kerr was an eminent lawyer. He was the 13th Chief Justice of the Supreme Court of New South Wales and the 18th Governor-General. He is best known for being the controversial figure at the centre of the dismissal of the Labor government of Gough Whitlam on 11 November 1975, an event which sparked the most significant constitutional crisis in Australian history. On that day Kerr dismissed Prime Minister Whitlam and appointed Malcolm Fraser to form a caretaker government, pending elections. The dismissal was the most dramatic event in the history of Australian federal politics. For the first time since Federation, the unelected representative of the Queen had removed a government which commanded a majority in the House of Representatives. The Dismissal, as it is known, remains a highly controversial event in Australian political history. Kerr was born in 1914 in Balmain, a then working-class suburb of Sydney, where his father was a boiler-maker. After studying at Fort Street High School he graduated in law from the University of Sydney and became a barrister in 1938. At Fort Street, Kerr met Dr H V Evatt, later to become a High Court judge. As a prominent lawyer, Kerr was known for representing trade union clients and had strong ties to the Australian Labor Party. At one stage, in the 1950s, he even intended to stand for parliament as a Labor candidate. In the 1960s Kerr was promoted to other judicial positions (as well as working for a government intelligence agency), and in this period his political leanings became more conservative. He became close with Sir Garfield Barwick, the Liberal Attorney-General who had become the Chief Justice of the High Court in 1964. Kerr was appointed Chief Justice of New South Wales in 1972, and when Sir Paul Hasluck retired as Governor-General in July of 1974, Prime Minister Whitlam recommended to the Queen that Kerr take up the position. It has been said that Whitlam seemed to have faith in Kerrs political reliability due to his former membership in the Labor Party. However, Kerrs political views had changed over time and he had come to see the role of governor-general in a different way from Whitlam. The Whitlam Labor Government had come to power in December 1972 after 23 years of Liberal/Country Party coalition rule. Campaigning on the slogan Its Time, the ALP seemed to have the support of the nation, although in reality their margin of victory was relatively narrow. Whitlam was the first of a new type of Labor prime minister. He put in place a number of progressive legislative proposals, implementing free education policies, reaching out to Asia and breaking with the US on foreign policy. His approach, however, did meet with some resistance. The Senate, with great determination opposed and rejected some of Whitlams key legislative proposals. This included Bills designed to institute a free health insurance system; to provide Senate representation for the Australian Capital Territory and the Northern Territory; to reform the organisation of electorates; and to allow the government to oversee the mining of oil and minerals. The repeated rejection of Whitlams bills led to the calling of a double dissolution election, in which all members in both Houses are up for re-election. A political scandal also forced the election. Prior to the double dissolution election, Whitlam maneuvered to create an extra Senate vacancy in Queensland by offering a sitting senator, Vince Gair, an ambassadorship. Whitlam hoped Labor could win the vacant seat and take control of the Senate. The so-called Gair Affair infuriated the Opposition, who threatened to block supply in the Senate, which meant exercising its power to reject or defer appropriation or money bills. It is a constitutional necessity that the government be allocated money by the parliament through the passing of annual appropriation bills. These bills give the government the money it needs to govern the country and to run parliament for the financial year. In response to these blockages and hoping to secure his position with a strong re-election, Whitlam went to the then Governor-General Hasluck, and gained the double dissolution election which was held in May of 1974. The Whitlam government was re-elected, although with a reduced majority, and the Senate continued to present an obstacle the agenda of the government. During 1975, the Government also was involved in the Overseas Loans Affair. The Whitlam government had a number of plans it needed funded. These included the construction of a natural gas pipeline, the electrification of interstate railways and a uranium enrichment plant. Some of Whitlams ministers seeked to raise an overseas loan of $4 billion to fund these projects, but rather than go to the usual American and European sources, they seeked financing from the oil-rich Middle East. A Pakistani broker was used to secure the loan and the entire process was considered questionable by members of the government, media and public. In the end, no loan was ever gained and no broking commissions paid, but Whitlams government was made to look reckless and foolish. In the face of economic difficulties and the political impact of the Loans Affair, Whitlam remained vulnerable throughout 1975. After a series of resignations in 1975, Opposition Leader Malcolm Fraser announced that the Opposition would use its numbers in the Senate to block supply until Whitlam called another election. Whitlam refused, and this confrontation was followed by several weeks of constitutional crisis, which raised a number of crucial questions about Australian democracy and the roles of the House of Representatives and Senate in the Australian system. Governor-General Kerr took an active interest in the crisis and became convinced of the need to dismiss Whitlam from office. In a later statement, Kerr said he believed that it was the democratic and constitutional solution to dismiss a prime minister who could not guarantee supply and to let the Australian people decide the conflict. Kerr sought the advice of his friend Chief Justice Barwick, who endorsed the legality of the action on Monday, 10 November 1975. On Tuesday 11 November 1975 (Remembrance Day), Whitlam proposed calling a half-Senate election, but the Governor-General rejected this proposal and instead, officially dismissed Whitlam from power. Fraser was asked to step in as a caretaker prime minister. A double dissolution election was held on 13 December of that year. Although the House of Representatives passed several motions of confidence in the Whitlam Government and instructed the Speaker, Gordon Scholes, to send this message to Kerr, the governor-general was steadfast in his decision. Scholes subsequently wrote to the Queen, who replied that there was no place for her involvement or interjection in an internal Australian political conflict. At the 13 December election, Frasers Liberal-National coalition was elected with a large margin. For Whitlams supporters the events of November 1975 were shocking and an abuse of the governor-generals power. In Kerrs statement of reasons for the dismissal, he made the case that he was simply doing his job to uphold democracy, stating that The decisions I have made were made after I was satisfied that Mr Whitlam could not obtain supply. No other decision open to me would enable the Australian people to decide for themselves what should be done. In the wake of the Dismissal, Kerr remained a controversial figure for the rest of his life. Due to a public problem with drinking he was later forced to resign as the Australian Ambassador to UNESCO (United Nations Educational, Scientific and Cultural Organization). He lived in England for some years and died on 7 April 1991. After another defeat in 1977, Whitlam resigned from parliament. Malcolm Fraser went on to be Prime Minister for almost eight years until his defeat by Bob Hawke in 1983. The Dismissal remains a controversial subject in the history of Australian politics, and is particularly relevant to happening debates about Australia becoming a republic and further empowering the Head of State. The constitutional and political effects of the Dismissal remain of importance to anyone interested in Australian politics and the structures of power in Australia.

The Turning Point of World War II - The Battle of Midway Essay example

World War II, along with its numerous battles, brought great tension between two of the strongest countries during the 1940s: the United States and Japan. Conflict between these two countries started with Japan’s push past Chinese borders into Manchuria in search of the natural resources Japan lacks. At first, the United States avoided military action with Japan by waging economic warfare on them. This economic pressure included the passing of the Neutrality Act, which prohibited the sale of weapons to nations at war (Nash 513). Additionally, the United States placed oil embargoes on Japan hoping it would force Japan to shut down military operations in China. Japan, at a critical decision point, decided to bomb the American naval base at Pearl Harbor. On December 7th, 1941 at 6 a.m., Japan pilots bombed the naval base at Pearl Harbor, taking out the United States’ strongest battleships, killing thousands of people, and destroying hundreds of planes (Sherman). The day a fter Pearl Harbor, the United States declared war on Japan. Over the next few years, the United States and Japan fought fierce battles for dominance in the Pacific Ocean. One of the most important battles during the United States and Japanese war was the Battle of Midway. Japan was destroying the United States at sea, until the Battle of Midway gave the United States Pacific Fleet an edge on Japanese forces. The Battle of Midway was the most important naval engagement of World War II: it was a decisive battle that allowed the United States to be the dominant naval power in the Pacific and it marked a turning point in World War II for the United States. The motive for Japan’s plan to attack Midway Island was to claim dominant power over the Pacific Ocean and to... ...ary B. American Odyssey: The United States in the 20th Century. New York, 2002. 513. Print Newark, Timothy. Turning the Tide of War: 50 Battles That Changed the Course of Modern History. London: Hamlyn, 2001. 112-15. Print. Nicholas, Walter. Interviewed by Lewis G. Schmidt. Interview with Walter Nicholas. 10 October 1989. Web. 14 March 2014. â€Å"Now It’s the Japanese Who Will ‘Remember Pearl Harbor’.† Daily Boston Globe 7 June 1942: D1 ProQuest. Web. 13 March 2014. â€Å"Pacific Situation Declared Eased by Battle of Midway.† Los Angeles Times 10 June 1942: 2 ProQuest. Web. 13 March 2014. Sherman, Frederick â€Å"Sherman Tells Inside Story of Midway Battle.† Historical Newspaper. ProQuest Historical Newspaper. ICONN. Web. 17 March 2014. Symonds, Craig. â€Å"Mitscher and the Mystery of Midway.† June 2012: 46. History Reference Center. EBSCOhost. Web. 18 March 2014.

Eastern Tobacco Company Essay

Introduction Why the Eastern Tobacco Company in Egypt is an example of monopolistic competition? Eastern Tobacco Company is known as the largest tobacco producer in Egypt. The company produces different products such as cigarettes, molasses tobacco, pipe tobacco and cigars (Oxford Business Group, 2008). Additionally, it produces other products that are related to cigarettes. These may include homogenized and filter rods tobacco (Owen & Pamuk, 1998). Their entire products are divided into two categories. These may include local and export products. The company is known as the largest company producing large amount of tobacco in Egypt Thus, it faces stiff competition by local and international companies that produces tobacco. Eastern Tobacco Company is an example of monopolistic competition (Owen & Pamuk, 1998). This is due to the fact that all tobacco industry is categorized in monopolistic competition. One of the viable reasons that make Eastern Tobacco Company to be categorized in monopolistic competition is the fact that there are quite a large number of companies that are producing the same products; however, they have differentiated them. This means that all companies under tobacco sector are satisfying the market demand for tobacco (Solow, 1999). Another reason that makes Eastern Tobacco Company to be a good example of monopolistic competition is the fact that it brings out differentiated products that are reasonably close substitutes for each other (Oxford Business Group, 2008).   For instance, the company brings into the market different types of cigarettes. These may include homogenized and filter rods cigarettes. It also produces different types of tobacco, for instance, molasses tobacco, pipe tobacco. Thus, the company has one of the characteristics of firms that are categorized in the group of monopolistic competition. Due to the fact that products are of close substitutes, there can be any reduction of price. This can be seen in Eastern Tobacco Company as they can be in a position to reduce the price of their products (Owen & Pamuk, 1998). This helps them to attract large number of customers and thus, they are perceived as the largest company in Egypt producing tobacco. One of the major characteristics of monopolistic competition is the fact that there are a large number of sellers (Solow, 1999). They tend to sell differentiated products. This can be evidenced in tobacco industry, as there is quite number of sellers that sell different types of tobacco. For instance, many local companies are selling same products as Eastern Tobacco Company. Thus, there is a different seller that sells tobacco like Eastern Tobacco Company. This means that Eastern Tobacco Company have achieved this characteristics of monopolistic competition where many sellers selling differentiated products dominate the industry. Eastern Tobacco Company does not have price competition. This is due to the fact that the company has the freedom to win over its entire customers. For instance, large number of customers prefers Eastern Tobacco Company as they offer after sales services. This is a situation where a buyer purchases large tonnes of tobacco and the company offers to take them to his or her home. Offering after sales services is one way that Eastern Tobacco Company uses to attract large number of customers. From the above point of view, it is clearly evidenced that Eastern Tobacco Company has all characteristics that monopolistic competition is associated with. Thus, it can be classified as a good example of monopolistic competition. For instance, the company has similar products but has differentiated them to different brands. These may include molasses tobacco, pipe tobacco (Oxford Business Group, 2008). Therefore, it is an example of monopolistic competition. References Owen, E. R. J., & Pamuk, S. (1998). A history of Middle East economies in the twentieth century.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   London: I.B. Tauris Publishers. Oxford Business Group. (2008). The Report: Emerging Egypt 2008. London: Oxford Business Group. Solow, R. M. (1999). Monopolistic competition and macroeconomic theory. Cambridge [u.a.:   Ã‚  Ã‚   Cambridge Univ. Press.   

Critically Comment On Some Of The Various Forms Of Commitment To The Organization - Free Essay Example

Sample details Pages: 8 Words: 2492 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Critical essay Level High school Did you like this example? A key aspect of the management task is to secure employee commitment to the organisation. Critically comment on some of the various forms of commitment and outline the problems involved in gaining employee commitment to an organisation. Introduction Employee commitment is a crucial ‘work attitude (Morris et al, 1993:22). It has been defined in several similar ways to emphasise its behavioural and psychological moorings. Don’t waste time! Our writers will create an original "Critically Comment On Some Of The Various Forms Of Commitment To The Organization" essay for you Create order For instance: a stabilizing force that acts to maintain behavioural direction when expectancy/equity conditions are not met and do not function (Locke, 1976: 1298) and; â€Å" a psychological state that binds the individual to the organization (Allen Meyer, 1990:4). The level of commitment relates to several aspects such as satisfaction, turnover, cognitive resonance between different hierarchical levels, and performance on the job (Kreisman, 2002). The complexity in and importance of understanding employee commitment thus makes it a key feature of managerial task. This essay examines the body of knowledge from past research to reflect on such commitment and issues in harnessing it. Forms of Employee Commitment There has been extensive work in the area of dimensionality or typology of employee commitment (e.g. Vandenberg and Scapello, 1994; Williams and Hazer, 1986; Johnson and Yang 2010). This is drawn from, and has also in turn informed the understanding difficulties in gaining managerial commitment. Employees maybe committed for different reasons and thus different forms of commitment need to be contextualised. There is considerable overlap in the ‘architecture of forms posited by different writers as they have come to grips with this concept that is crucial for organisational performance (e.g. Bennett, 2000; Meyer et al., 2004). The three dimensional framework presented by Meyer and Allen (1997) and taken further the workplace model of Meyer and Herscovitch (2001), are central to most conceptualisations presented in extant research. The three dimensional framework posited the following as dimensions based on employee mind-sets: 1. Affective commitment: Is understoo d as the employees constructive emotional bonding to the organisation. Such an employee strongly associates himself/ herself with organisational goals and seeks to stay with the organisation because he/she wishes to do so. 2. Continuance commitment: Here the emotional quotient is largely moot and the employee perceives it to be very costly to lose organisational membership. This could be for a host of reasons right from financial costs of salary and benefits to social costs of ties and reputation. Such an employee stays with the organisation because he or she is tied in. 3. Normative commitment: There is an obligatory notion at play here. The employee feels to return the value commitments made in him/ her by the organisation. The loyalty aspect is strong- either due to individualised value perceptions that direct behaviour or due to social norms that apply to the context and relate with the environment the organisation belongs to. The fundamental basis of distinguishi ng between these is that they have very contrasting impacts on/ implications for behaviour (Meyer et al, 2004). This behaviour in turn has very important implications for the work environment and subsequent performance. Extant research indicates that affective commitment is strongly associated with not only job performance, but also with organisational citizenship, and often is a precursor to normative commitment. Continuance commitment is negatively associated with these aspects and usually needs to be moderated in favour of the other two forms of commitment (Johnson and Yang, 2010; Morris et al, 1993). This assertion also suggests that while all three forms of commitment are useful to operationalise they need to be scoped and balanced carefully. Employee commitment: The Pillars of Conceptualisation Another significant development in understanding employee commitment has been the approach to directing commitment towards specific targets or â€Å"foci†, that relate to employee behaviour at workplace (Johnson and Yang, 2010:230; Meyer et al, 2004:998). The theorisation in the area of employee commitment thus stands on two pillars- that of form and of focus. There is an arguably third pillar that is about the â€Å"bases of commitment† (Allen and Meyer, 1990: 3). These bases refer to factors that lead to development of the aforementioned forms of commitment. For instance, affective commitment can seem to be developed based on alignment of individual values with organisational values, and extent of personal involvement. On the other hand, normative commitment can be seen to be a function of social processes and cultural orientation that orients individuals towards reciprocation (Bennett, 2000). Continuous commitment which is a contrast to these two more constru ctive forms of commitment is a function of stakes that an employee builds in, or employee investment in a course of action (Meyer et al, 2004). The essence of conceptualisation around employee motivation is thus about variables of ‘form, ‘foci and of ‘bases. Recent work has tried to integrate commitment and motivation theories. This is to posit that there is a recursive and mutually enabling relationship between the two (Johnson and Yang, 2010). The contribution of this research has been to embed commitment as a subset of motivation and explain how â€Å"employees relationships with social foci influence behaviour relevant to the foci† (Meyer et al, 2004: 1003). Such integration provides for levers to augment commitment by providing variables such as goal choice, self-efficacy and goal directedness. It is particularly useful in developing the directional paradigm that is associated with commitment towards tasks or ‘foci (Johnson and Yang, 2010 ; Lawson and Price, 2003). Good Practice Prescriptions for Managers Such recent research has also followed up on Meyer et al, (2004) call for examining the motivation and commitment nexus to operationalise and deliver practice relevant levers for employee commitment. Johnson and Yang (2010) provide a perspective in this light by explicitly pinning down different motivations that influence the different forms of commitment. Their empirical analysis provides a model that can predict behavioural response to initiatives directed towards augmenting, reinforcing or balancing the different forms of motivations. Based on work that seeks to identify levers behind employee commitment the following practice relevant aspects can be identified for improving commitment (e.g. Vandenberghe et al, 2007). †¢ Clarity in communication about how organisational goals align with individual goals. This calls for the right-kind of â€Å"capacitated middle managers (Shibata et al, 1991). †¢ Building a legacy, and working on developing value based pr actices that see the organisation as a function of its members. †¢ Developing a trusting environment where communication is seen, heard and decisions are perceived as being fair. †¢ Building a community structure around work processes and across disciplinary areas- where people share and relate to their team and the broader organisational context. †¢ Enrich employee development on the job and through the job. This is by a reward and challenge environment -where developmental needs are encouraged to arise from the employees themselves Barriers to/Problems in achieving Employee Commitment The barriers or difficulties in eliciting employee commitment stem from several sources. The most cited one is that of organisational focus on achieving short term performance goals at the expense of long term employee development, and low investment in building shared vision and community like schemas (Breukelen, 1996). This barrier is manifested more specifically in the role description and performance assessment criteria of middle managers that are both highly measurable and short term oriented. The leadership role that the middle manager needs to play in aligning individual goals with the organisational goals is often on a back burner (Shibata et al, 1991; Locke, 1976). Another barrier that follows is the potentially low importance given to: internal signals about reputation; managements demonstration of concern for employees vis-à  -vis concern for performance and; willingness of top management to be inclusive of views and opinions of employees. Such signals directly affect employee perception of their position in the organisational scheme of things. In context of the forms of commitment discussed before this can be about: being an integral part of the organisation contributing to something they value; feeling gratitude for what the organisation has offered to them and/or being tied in only for the direct benefits they receive from what is they perceive as their best choice as an employer given the risks of disassociation (Lawson and price, 2003; Johnson and Yang, 2010). It is clear that poorly managed signals can lead to lower levels of commitment or a sub-optimal balance between favourable and less favourable forms of commitment. Still another difficulty relates to the right kind of employees and the right kind of mix of employees that is created overtime. Lack strategic thinking on recruitment policies to align with the requirements of the organisation as a social milieu and as an economic entity may also create a mismatch betwee n the organisation and its employees (Allen and Seinko, 1997). The organisational appeal to the employees for contribution and performance is usually leveraged on explicit or implied tangible outcomes for the employee. This is a barrier in itself as it leads to sub-optimal performance outcomes. Psychological attachment led on the job performance by employees improves overall organisational performance. This is because the employee feels to have shared the outcome in a more socio-cognitive manner by having a feeling of belongingness (Bennett, 2000; William and Hazer, 1986). This right kind of commitment is also compromised by a legacy of rewards to tangible outcomes and target achievement vis-à  -vis say good citizenship behaviour (Wright, 2001). Barriers to or difficulties in employee commitment are also contextual, and have been of particular interest in extant research with reference to management of change (Strebel, 1996)*). In the case of the turnaround undertaken a t Lufthansa in early 1990s research has identified the emphasis on communication and capacitated middle managerial roles as crucial to sustaining and garnering employee commitment during the turnaround. A similar emphasis on employee commitment was seen at Saatchi and Saatchi for regaining a focus on its creative businesses portfolio albeit with a drive on aspects to do with the right signalling mechanisms to create greater trust (Mintzberg et al., 1990) getting it had been seen at Saatchi and Saatchi but with an emphasis (Mintzberg et al, 2003)change. The difficulties identified in light of the above instances, because of which the relevant drivers of commitment were focussed upon, fall under what are identified as generic barriers to employee commitment in times of change. These are ‘disruptions to relationship; threat of statuses; the desire to retain status-quo and; ‘tangible benefits related adverse consequences (Bennett, 2000:127,128). Different forms of c ommitment are affected differently in times of change, and overall commitment and its impact on change itself is a function of existing levels and combination of the different forms. The nature of business and industry culture also influence such an impact. However, there is some consensus in research that the initial levels of commitment, if not overtly led by the form of ‘continuance commitment, tend to contribute affirmatively to change (Zell, 2001:78; Caldwell, 1990). Conclusions It has been clearly established that the different forms of commitment demand a balancing act by managers so that a right mix is arrived at. While ‘continuance commitment is one form that is not seen in very positively light- it is also a lever to be engaged when an organisation wants quick and organisation-wide uptake and sanction for initiatives. That affective and normative commitment should lead the mix is irrefutable. However, initial dispositions of the employees, the legacy of organisational human resource strategy, and the social and culture milieu influence and pre-ordain a lot of what can be done to influence such a mix (Caldwell, 1990). Garnering employee commitment is a process that requires time and conscious effort, and because it is not (usually) subjected to measurement, managerial roles and tasks oriented towards it suffer because of the â€Å"objectivity of performance parameters† that are set for managers (Allen and Meyer, 1990: 4). Advanc es in measurement of employee commitment, and in predictive models that provide a cause effect relationship to inform the highly socio-cognitive arena of employee commitment, have changed this scheme of things. A better interface with the field of motivation, task mandates (foci), and understanding of the bases behind forms has also matured in research. This has bridged the gap between theory and practice. Middle managers are becoming very central to employee commitment related initiatives. The ever important top management sanction for investment in time and resources towards employee commitment is also at an all-time high. This is particularly because of the present recessionary times where the pressures of change and adaptation have amplified the difficulties in and importance of harnessing and sustaining employee commitment. References Allen, N.J. Meyer, J.P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63: 1-8. Allen, P. Seinko, S. (1997). A comparison of contingent and core workers perceptions of their jobs characteristics and motivational properties. S.A.M. Advanced Management Journal, Summer 1997, 62 (3): 4-12 Bennett, H. (2000). The effects of organizational change on employee psychological attachment. Journal of Managerial Psychology, 15: 126-148. Breukelen, J.W.M. Van (1996). Organizational commitment in perspective. Gedrag en Organisatie, 9:145-166. Caldwell, D.F., Chatman, J.A. OReilly, C.A. (1990). Building organizational commitment: A multi-firm study. Journal of Occupational Psychology, 63: 245-261. Johnson, R.E. Yang, Liu-Yang (2010). Commitment and Motivation at Work: The relevance of employee identity and regulatory focus. Academy of Management Review, 35(2): 226-245. Kre isman, B. (2002). Insights into Employee Retention, Commitment and Motivation [Online] Available at: https://www.insightsvancouver.com/PDFs/Employee%20Commitment-Retention%20White%20Paper%5B1%5D.pdf [Accessed 31 October 2010]. Lawson, E. Price, C. (2003). The Psychology of change management. McKinsey Quarterly, 2: 30-36. Locke, E. A. (1976). The nature and causes of job satisfaction. In M, D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand-McNally, 1297-1349 Meyer, J.P. Herscovitch, L. (2001). Commitment in work-place: Towards a general model. Human Resource Management Review, 11:299-326. Meyer, J., Becker, T. Vandenberghe, C.(2004). Employees Commitment and Motivation: A Conceptual Analysis and Integrative Model. Journal of Applied Psychology, 89(6): 991-1007 Mintzberg, H., Ahlstrand, B. Lampel, J. (1998) Strategy Safari: A guided tour through the wilds of strategic management, The Free Press, New York, 1998, 234-321. Mo rris, M., Lydka, H. OCreevy, M.F. (1993). Can commitment be managed? A longitudinal analysis of employee commitment and human resource policies. Human Resource Management Journal, 3 (3): 21-29. Shibata, G. TSE. D., Vertinsky, I. Wehrung, D. (1991) Do norms of decision-making styles, organisational design and management affect performance of Japanese firms? An exploratory study of medium and large firms. Managerial and Decision Economics, 12(2): 135-146. Strebel, P. (1996). Why do employees resist change? Harvard Business Review, 74: 86-88. Sugarman, B. (2001). A learning-based approach to organizational change: Some results and guidelines. Organizational Dynamics, 30: 62-77. Vandenberg, R. J. Scarpello, V. (1994). A longitudinal assessment of the determinant relationship between employee commitments to the occupation and the organization. Journal of Organizational Behavior, 15: 535-547. Vanderberghe, C., Bentein, K., Michan, R., Checat, J., Tremblay, M. Fils, J. (2007). An examination of the perceived support and employee commitment in an employee-customer encounters. Journal of Applied Psychology, 92: 1177-1187. Williams, L. J. Hazer, J. T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A re-analysis using latent variable structural equations models. Journal of Applied Psychology, 71, 219-231. Wright, B. (2001). Public-Sector Work Motivation: A Review of the Current Literature and a Revised Conceptual Model. Journal of Public Administration Research and Theory, 11 :(4). Zell, D. (2001). Overcoming barriers to work innovations: lessons learned at Hewlett-Packard. Organizational Dynamics, 30: 77-87.

Police Integrity And Ethics Law Enforcement - 1127 Words

The Criminal Justice System is just like every other agency or corporation ever. Police integrity and ethics are fundamental to effective policing and helps with building trust within communities. Sound conduct by police improves the community interactions, enhances communication, and promotes shared responsibility for addressing crime and disorder. (USDOJ, 2014) Restoring ethics starts from the beginning, and that is too look harder into the employees or officers that you are going to hire. The thing is that it is much harder than it sounds. People can change or lie on their interviews. So you will never be able to fully prevent every person who might break ethical codes from entering into law enforcement. What you need to do first is let all new officers be aware of what they are getting themselves into. New officers need to know that no profession demands a higher ethical standard than law enforcement. Whether or not there are other careers that require a similar dedication to doing the right thing, it is undeniable that there is a tremendous degree of expectations placed upon police officers. Every officer knows, or at least should know by now, that they live in a fishbowl. Friends, relatives, neighbors and strangers watch every move law enforcement officers make, both on and off duty. The fact is that the public scrutinizes police officers more than most other professions, either because they are cynical or hope to catch them screwing up or because they are hopefulShow MoreRelatedCriminal Justice: Ethics and Integrity676 Words   |  3 PagesEthics and integrity are important to a police chief or county sheriff in a number of ways. First, ethics and integrity assist a police chief or a county sheriff to recruit the best officers who can work in their departments. 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Ethical standards determine moral conduct. No matter where one looks, the erosion of ethics and basic moral principles of right and wrong have taken us to the point where trust in our institutions and the very systems that make our society work are in imminent danger of oblivion. Ethical dilemmas are not clear choices between breaking the law and being law -abiding; they are at times complex moral mazes with no easy answers (Luftig Ouellette, 2009). The law often incorporatesRead MoreEthics and Law Enforcement: Ethical Conduct for Police Officers676 Words   |  3 PagesEthical Conduct for Police Officers Ethics among police officers is critical to maintaining law and order in a democratic society. Whether responding, investigating, interrogating, interviewing, or handling evidence, police interface directly with citizens and possess a great deal of power (Borello, 2012). 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There was a case where a police officer conduct affected his job.Read MoreEssay on Ethics in Policing824 Words   |  4 PagesEthics in Policing CJS/210 November 1, 2009 William Whitlatch, Instructor Ethics in Policing According to Webster’s Dictionary, ethics is defined â€Å"as the discipline dealing with what is good and bad and with moral duty and obligation† (Merriam-Webster Online). This concept is prevalent in the world of police work since police officers are supposed to be the â€Å"good† in whatever is considered a â€Å"bad† situation. Many police departments offer training in ethics during the time in whichRead MorePolice Codes Of Conduct And Police Code Of Ethics1560 Words   |  7 Pages Police officers are held to a higher standard than most members in society and the community they serve. Not only must they observe and abide by the common law of the land, there are additional rules and principles they must abide by. This is illustrated in the police officer s code of conduct and police code of ethics. Many police departments have their own code of conduct which are to be followed by the officers. Just like any other profession, there are no fool p roof rules and standards.

Radio Frequency Identification ( Rfid ) - 1582 Words

Table of Contents Introduction 2 What is RFID? 2 RFID in Supply chain management 2 How has RFID implementation improved Supply chain performance at Wal-Mart 3 Impact of RFID technology on SCM Effectiveness – Food Industry in Iran 3 Short comings of RFID 5 Future of RFID 5 References 6 Introduction In this paper we will discuss how Radio Frequency Identification (RFID) influences the role and importance of supply chain management in organizations. This paper will also discuss the prospective evidence that use of RFID will be widespread throughout the industry. What is RFID? Radio Frequency Identification (RFID) uses Radio Frequency electromagnetic energy that can be transmitted and can be used to read the†¦show more content†¦Supply chain activities include product development, sourcing, production, logistics as well as the information systems to coordinate and manage these activities. It is the management of flow of goods, storage of raw materials, work in process inventory and finished goods from point of origin to point of consumption. Few companies that deal with supply chain management are Walmart, Unilever, McDonald’s, Amazon, Procter and Gamble, Samsung Electronics, Cisco, Intel among others. In any industry, new technologies are employed in order to reduce the burden in terms of cost and wastage. This is the sole purpose of Supply chain management. Before selecting or implementing any technology the organization has to verify its feasibility from the starting point to the ending point. RFID has created a wave of speculation as it has dramatically reduced the cost in supply chains as well as rise in rendering unique services. Customers love it when the products delivered are intact in quantity and quality. And organizations can benefit only if the customers are happy and can be retained. Supply chain management becomes especially difficult when it is with respect to perishable goods and goods with short term expiry. Challenges faced are specifically due to the variety in the number of products in terms of keeping track of the products and providing essential control to maintain temperature during the supply chain process and maintaining

Management concept free essay sample

Management is a worldwide phenomenon and is therefore a popular and widely applied term. Management involves all kinds of organizations, whether they are political, business, social or cultural because it aids and provides directions for reaching a specific goal through the efforts of the people working in an organization. Management is an activity with a definite purpose or aim. It is an activity which gives direction to the people’s endeavors for accomplishing specific set aims in an organization. It is a method of working jointly with your own efforts and through others in an organization in order to accomplish its goals by utilizing minimum reserves in this transforming world. There are plenty of chances that these goals may change from one organization to another. For instance, new products may be launched by one enterprise through market analysis whereas the other enterprise may try to maximize their profits by reducing their rates. Management is an art of knowing what to do, when to do and see that it is done in the best and cheapest way. Management involves creating an internal environment and hence, it makes use of different aspects of production. Hence, it is the management’s duty to make the environment favorable so that the people can put in their best efforts in order to do their jobs effectively and capably. This involves the easy access of raw materials, resolving the issue of wages and salaries, forming certain rules and regulations and so on. Hence, good management involves working effectively and efficiently too. To work effectively denotes doing the task properly i. e. , matching the square pegs and round pegs in their respective holes. To be efficient signifies ensuring the task is done properly with minimum cost and wasting resources. Management as a Process Generally, those processes which are performed by managers are called management processes. Management refers to a sequence of functions which are related with each other. It is the procedure through which management can operate, direct and also create a goal-oriented organization by carrying on human efforts systematically, in a synchronized manner and through great cooperation with each other. Managers are commonly involved in planning, organizing, directing, motivating, controlling and decision-making. These processes are also termed as organizational processes because they go beyond an individual manager and affect the entire organization. The term management is explained in different ways. For example, it is said that management is what management does. Here, management is explained with reference to its basic functions which include planning, organizing, coordinating and controlling. Similarly, management is described as a process which involves various elements. Management process is a continuous one and is run by the managers functioning at different levels. Management is now recognized as a distinct process in which managers plan, organize, lead, motivate and control human efforts in order to achieve well defined goals. In fact, process means a series of activities/operations undertaken/conducted for achieving a specific objective. Process is a systematic way of doing things. For example, in a factory there is a production process. Similarly, in the management process, resources and human efforts are used in an orderly manner for achieving specific objectives. The management process suggests functions to be performed by the managers. Definition of Management Process 1. According to D. E. McFarland, Management is the distinct process by which the managers create, direct, maintain and operate purposive organization through systematic, co-coordinated and cooperative human efforts†. 2. According to George R. Terry, â€Å"Management is a distinct process consisting of planning, organizing, actuating and controlling, performed to determine and accomplish stated objective by the use of human beings and other resources† 3. According to Henry Fayo, To manage is to forecast and plan, to organize, to command, to co-ordinate and to control. 4. According to Lawrence A. Apply, Management is the development of people and not the direction of things. Management is the personnel administration. 5. According to Horold Kanontz, Management is the art of getting things done through and with the people in formally organized groups. 6. According to Stanley Vance, Management is simply the process of decision making and control over the action of human beings for the express purpose of attaining pre-determined goals. Functions of Management The essential elements/components of Management Process are- a. Planning and decision making b. Organizing c. Staffing d. Motivating e. Leading f. Controlling management in organization. The elements in the management process are actually the basic functions of management these functions constitute the management process in practice. Management process is in fact, management in practice. This process suggests what a manager is supposed to, do or the basic functions that he has to perform while managing the job assigned to him. The following figures show the management process and the elements involved: Planning in Management Planning is deciding in advance what to do, how to do, why to do, where to do and who will be responsible for doing is planning. Determination of the objectives of business, splitting of objectives into goals for each department of the organization and formulating policies, programs, procedures rules and regulations and budget are the important steps involved in planning. Planning is a process which involves the determination of future course of action, i. e. why an action, how to take an action, and when to take action are main subjects of planning. Planning Definition Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen. -Koontzon and ODnel. Planning may be broadly defined as a concept of executive action that embodies the skill of anticipating, influencing, and controlling the nature and direction of change. McFarland Importance of Planning 1. Planning increases the organizations ability to adapt to future eventualities: The future is generally uncertain and things are likely to change with the passage of time. The uncertainty is augmented with an increase in the time dimension. With such a rise in uncertainty there is generally a corresponding increase in the alternative courses of action from which a selection must be made. The planning activity provides a systematic approach to the consideration of such future uncertainties and eventualities and the planning of activities in terms of what is likely to happen. 2. Planning helps crystallize objectives: The first step in planning is to fix objectives which will give direction to the activities to be performed. This step focuses attention on the iesults desired. A proper definition and integration of overall and departmental objectives would result in more co-ordinate inter-departmental activities and a greater chance of attaining the overall objectives. 3. Planning ensures a relatedness among decisions: A crystallization of objectives as mentioned above would lead to a relatedness among the decisions which would otherwise have been random. Decisions of the managers are related to each other and ultimately towards the goals or objectives of the enterprise. Creativity and innovation of individuals is thus harnessed towards a more effective management of the company. 4. Planning helps the company to remain more competitive in its industry: Planning may suggest the addition of a new line of products, changes in the methods of operation, a better identification of customer needs and segmentation and timely expansion of plant capacity all of which render the company better fitted to meet the inroads of competition. 5. Adequate planning reduces unnecessary pressures of immediacy: If activities are not properly planned in anticipation of what is likely to happen, pressures will be exerted to achieve certain results immediately or a in a hurry. Thus adequate planning supplies orderliness and avoids unnecessary pressures. 6. Planning reduces mistakes and oversights: Although mistakes cannot be entirely obviated, they can certainly be reduced through proper planning. 7. Planning ensures a more productive use of the organizations resources: By avoiding wasted effort in terms of men, money and machinery, adequate planning results in greater productivity through a better utilization of the resources available to the organization. 8. Planning makes control easier: The crystallization of objectives and goals simplify and highlight the controls required. Planning enables the identification of future problems and makes it possible to provide for such contingencies. 9. Planning can help the organization secure a better position or standing: Adequate planning would stimulate improvements in terms of the opportunities available. 10. Planning enables the organization to progress in the manner considered most suitable by its management: Management, for example, may be interested in stability and moderate profits rather than huge profits and risk of instability. In terms of its objectives, the plan would ensure the actions are taken to achieve such objectives. 11. Planning increases the effectiveness of a manager: As his goals are made clearer, adequate planning would help the manager in deciding upon the most appropriate act. Features of planning Planning is a primary function of management Planning is pervasive Planning is continuous Planning is a mental exercise Planning focuses on achieving objectives Planning is futuristic Planning involves decision making Planning Process Setting objectives: Objectives may be set for the entire organization and each department or unit within the organization. Developing premises: Planning is concerned with the future which is uncertain and every planner is using conjecture about what might happen in future. Identifying alternative courses of action: Once objectives are set, assumptions are made. Then the next step would be to act upon them. Evaluating alternative courses: The next step is to weigh the pros and cons of each alternative. Selecting an alternative: This is the real point of decision making. The best plan has to be adopted and implemented. Implement the plan: This is concerned with putting the plan into action. Follow-up action: Monitoring the plans are equally important to ensure that objectives are achieved. Management Planning Principles Planning is a dynamic process, it is very essential for every organization to achieve their ultimate goals, but, there are certain principles which are essential to be followed so as to formulate a sound plan. They are only guidelines in the formulation and implementation of plans. These principles are as follows: 1. Principle of Contribution: The purpose of planning is to ensure the effective and efficient achievement of corporate objectives, in-fact, the basic criteria for the formulation of plans are to achieve the ultimate Objectives of the company. The accomplishment of the objectives always depends on the soundness of plans and the adequate amount of contribution of company towards the same. 2. Principle of Sound and Consistent Premising: Premises are the assumptions regarding the environmental forces like economic and market conditions, social, political, legal and cultural aspects, competitors actions, etc. These are prevalent during the period of the implementation of plans. Hence, Plans are made on the basis of premises accordingly, and the future of the company depends on the soundness of plans they make so as to face the state of premises. 3. Principle of Limiting factors : The limiting factors are the lack of motivated employees, shortage of trained personnel, shortage of capital funds, government policy of price regulation, etc. The company requires to monitor all these factors and need to tackle the same in an efficient way so as to make a smooth way for the achievement of its ultimate objectives. 4. Principle of Commitment: A commitment is required to carry-on the business that is established. The planning shall has to be in such a way that the product diversification should encompass the particular period during which entire investment on that product is recovered. 5. Principle of Coordinated Planning: Long and short-range plans should be coordinated with one another to form an integrated plan, this is possible only when latter are derived from the former. Implementation of the long-range plan is regarded as contributing to the implementation of the short-range plan. functional plans of the company too should contribute to all others plans i. e. implementation of one plan should contribute to all the other plans, this is possible only when all plans are consistent with one another and are viewed as parts of an integrated corporate plan. 6. Principle of Timing: Number of major and minor plans of the organization should be arranged in a systematic manner. The plans should be arranged in a time hierarchy, initiation and completion of those plans should be clearly determined. 7. Principle of Efficiency: Cost of planning constitute human, physical and financial resources for their formulation and implementation as well. Minimizing the cost and achieving the efficient utilization of resources shall has to be the aim of the plans. Cost of plan formulation and implementation, in any case, should not exceed the organizations outputs monetary value. Employee satisfaction and development, and social standing of the organization are supposed to be considered while calculating the cost and benefits of plan. 8. Principle of Flexibility: Plans are supposed to be flexible to favor the organization to cope-up with the unexpected environments. It is always required to keep in mind that future will be different in actuality. Hence companies, therefore, require to prepare contingency plans which may be put into operation in response to the situations. 9. Principle of Navigational Change: Since the environment is always not the same as predicted, plans should be reviewed periodically. This may require changes in strategies, objectives, policies and programmers of the organization. The management should take all the necessary steps while reviewing the plans so that they efficiently achieve the ultimate goals of the organization. 10. Principle of Acceptance: Plans should be understood and accepted by the employees, since the successful implementation of plans requires the willingness and cooperative efforts from them. Communication also plays a crucial role in gaining the employee understanding and acceptance of the plans by removing their doubts and misunderstanding about the plans also their apprehensions and anxieties about consequences of plans for achievement of their personal goal. Types of Plans Objectives: Objectives are very basic to the organization and they are defined as ends which the management seeks to achieve by its operations. They serve as a guide for overall business planning. Strategy: strategy is a comprehensive plan for accomplishing an organization objectives. This comprehensive plan will include three dimensions, (a) determining long term objectives, (b) adopting a particular course of action, and (c) allocating resources necessary to achieve the objective. Policy: They are guides to managerial action and decisions in the implementation of strategy. Procedure: Procedures are routine steps on how to carry out activities. Procedures are specified steps to be followed in particular circumstances. Method: Methods provide the prescribed ways or manner in which a task has to be performed considering the objective. It deals with a task comprising one step of a procedure and specifies how this step is to be performed. Rule: Rules are specific statements that inform what is to be done. They do not allow for any flexibility or discretion. Programmer: Programmers are detailed statements about a project which outlines the objectives, policies, procedures, rules, tasks, human and physical resources required and the budget to implement any course of action. Budget: It is a plan which quantifies future facts and figures. It is a fundamental planning instrument in many organizations. Organizing in Management Organizing is the process of defining and grouping activities and establishing authority relationships among them to attain organizational objectives. Organizing Definition Organization is the process of identifying and grouping of the works to be performed, defining and delegating responsibility and authority and establishing relationships for the purpose of enabling people to work most efficiently. Louis A. Allen Importance of Organizing Organizing is generally followed after the planning stage and is considered an important function of management. Management involves synchronizing and using the physical, human and fiscal resources effectively in order to succeed in an organization. Hence, in order for a concern to function properly, it is important that the organization functions well too. The organizational functions are performed well by a manager by the following methods: Specialization: The work of an organization is separated into units and departments through an organizational network of associations. This helps in getting specialization in different areas of work in an organization. Well-defined jobs: Organizational structure aids in getting the right people to do the job by choosing people in accordance with their skills, knowledge and qualifications for working in different departments of the organization. This aids in properly defining the work of an organization which further aids in explaining the responsibilities of each person. Clarifies authority: Organizational structure aids in helping the manager to understand each person’s role. This can be achieved in the manager being able to understand clearly how he has to use his powers. This aids in an increase in production as jobs and responsibilities that are well defined make the manager’s jobs much more efficient. Co-ordination: Organization is a process of establishing co-ordination amongst various departments and it also aids in defining relations amongst various positions and individuals assisting each other. If the managers at a higher level implement their power over the network of activities of managers at lower levels, it can bring about efficiency in work. Effective administration: The organizational structure aids in clarifying the positions of the jobs. The roles and responsibilities of different managers are well-defined and by dividing the work it is easy to achieve specialization. This further aids in an organization that is well-organized and efficient. Growth and diversification: A company’s development depends largely on its smooth functioning and efficiency. This can be achieved by defining clearly the roles to all the managers, achieving co-ordination between power and duties and focusing on specialization. Additionally, a company can expand if its capability increases and this is possible only through a well-defined organization and a formal pattern. Sense of security: Organizational structure defines the positions of the job and the manager’s roles. Only then, it is possible to achieve co-ordination. Hence, well-defined powers aid in inevitably augmenting mental fulfillment and a concern’s safety and this factor is very vital for fulfillment of any job. Scope for new changes: A manger can flourish his experience and knowledge only when the person’s roles and responsibilities are well-defined and he becomes independent. A manger can decide independently and this can effectively lead to adapting new methods of production. New changes in the working of an organization can be brought about only through a pattern of its structure. Organizing Process Division of work: The first process of Organizing includes identification and division of work which shall be done in accordance with the plans that are determined previously. Departmentation: Once the work of identifying and dividing the work has been done those are similar are to be grouped. Linking departments: When the process of departmentation was completed, linking of departments has to be done so that those departments operate in a co-ordinate manner which gives a shape to overall organization structure. Assigning Duties: On completion of departmentation process assigning duties i. e. defining authority and responsibility to the employees on the basis of their skills and capabilities has to be done, which in consequence magnifies efficiency with regard to their work. Defining hierarchal structure: Each employee should also know from whom he has to take orders and to whom he is accountable/responsible. Organization Structure Organization structure is the pattern of relationships among various components or parts of the organization which prescribes the relations among various activities and positions. An effective structure will result in increased profitability of the enterprise. whenever an enterprise grows in size or complexity it needs an adequate organization structure. Line Organization Structure: Hierarchy derived from a scalar process. Organization is quite simple in understanding and implementation. this does not offer scope for specialization. Line and Staff Organization Structure: Staff personnel generally specialists in their fields advice line managers to perform their duties. Staff personnel have right to recommend, but have no authority. Functional Organization: Grouping of activities on the basis of functions required for the achievement of ultimate objectives. Divisional Organization Structure: Several fairly self-contained autonomous units were created. Each unit was headed by a manager and is directly accountable to the organization. Staffing in Management Staffing is that part of the process of management which is concerned with acquiring, developing, employing, appraising, remunerating and retaining people so that right type of people are available at right positions and at right time in the organization. In the simplest terms, staffing is ‘putting people to jobs’. Staffing Definition Staffing is the function by which managers build an organization through the recruitment, selection, and development of individuals as capable employees McFarland Importance of Staffing Filling the Organizational positions Developing competencies to challenges Retaining personnel professionalism Optimum utilization of the human resources Staffing Process Analyzing Manpower requirements: It is making an analysis of work and estimating the manpower requirement to accomplish the same. Recruitment: It is identifying and attracting capable applicants for employment. it ends with the submission of applications by the aspirants. Selection: It is choosing the fit candidates from the applications received in the process of recruitment. Placement: This may be on probation and on successfully completion of the same the candidate may be offered permanent employment. Training and Development: It is concerned with imparting and developing specific skills for a particular purpose. Performance Appraisal: Systematic evaluation of personnel by superiors or others familiar with their performance so as to rank employees to ascertain their eligibility for promotions. Staffing Principles Principle of the purpose of Staffing: Qualified personnel who are able and keen to carry on organizational roles is the main purpose of managerial staffing. It is proved that lack of the said qualities leads to failure. Principle of Staffing: High managerial quality depends on clarity of defining organizational roles and human needs, good methods of managerial assessment and the training given to employees. Organizations without recognized job descriptions, efficient appraisals or any methods for training and development have to depend on outside resources to fill the managerial positions. Alternatively, organizations using individual’s potentials effectively in the enterprise are doing so by utilizing the systems methodology of staffing and human resource management. Principle of job definition: Precise identification of the managerial results is needed to define the magnitude of their positions. Organizational roles of people have different features such as pay, status, power, direction and the likelihood of achievement that makes managers to function well. Principles of Managerial Appraisal: Identification of the managerial activities and clarity of various objectives are needed for precise managerial appraisal against these criteria. The principle implies that the performance of managers is determined by the measurement of verifiable goals against the standards of managerial performance. Managerial appraisal takes into account the main managerial jobs such as planning, organizing, staffing, directing and controlling. Principle of Open Competition: Encouragement of open competition amongst candidates for management positions depends entirely on the full commitment of an enterprise on quality management. Many firms have chosen managers with insufficient abilities because of breach of these principles. Good candidates who can be chosen from outside must be preferred rather than promoting candidates within the enterprise because of social pressures. Simultaneously, by using this principle, the enterprise is obliged to correctly evaluate its people by providing them with chances for growth. Principle of Management Training and Development: For achieving effective development programs and activities, it is important to integrate more managerial training and development with the management methods and objectives. According to the systems approach, the managerial functions, goals of the enterprise and the managers’ professional requirements are correlated with the training and growth efforts. Principle of Training Objectives: The training objectives must be stated correctly in order to achieve them. To aid the effectiveness of training efforts, it is necessary for analyzing training needs as the foundation for giving direction to development. This principle focuses on the importance of training for the needs of the enterprise and individual development. Principles of Ongoing Development: Managers must practice self-development as an ongoing process for fulfilling the commitment of an enterprise towards managerial excellence. This principle states that managers must continuously learn in the present day competitive environment. Managerial knowledge and approaches must be continuously updated and reexamined and their skills must be enhanced in order to get positive results in an enterprise. Motivation in Management Motivation is a means of inspiring people to perform in order to achieve their targets. In relation to work, some emotional factors that affect people’s attitude are the need for money, fame, appreciation, success, team work etc. The need to create eagerness in employees to perform well in their tasks is of utmost importance. Hence a leader’s job is to create performance related interest in employees to accomplish their tasks. Motivation in management describes ways in which managers promote productivity in their employees. It is the process through which managers build the desire to be productive and effective in their employees. Motivation Definition â€Å"Motivation is something (as a need or desire) that causes a person to act† -Websters dictionary Importance of Motivation Motivation is a very important for an organization because of the following benefits it provides:- Puts human resources into action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. Improves level of efficiency of employees The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into- a) Increase in productivity, b) Reducing cost of operations, and c) Improving overall efficiency. Leads to achievement of organizational goals The goals of an enterprise can be achieved only when the following factors take place :- a) There is best possible utilization of resources, b) There is a co-operative work environment, c) The employees are goal-directed and they act in a purposive manner, d) Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation. Builds friendly relationship Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: a) Monetary and non-monetary incentives, b) Promotion opportunities for employees, c) Disincentives for inefficient employees. In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: a) Effective co-operation which brings stability, b) Industrial dispute and unrest in employees will reduce, c) The employees will be adaptable to the changes and there will be no resistance to the change, d) This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, e) This will result in profit maximization through increased productivity. Leads to stability of work force Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. The skills and efficiency of employees will always be of advantage to employees as well as employees. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, â€Å"Old is gold† which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise. From the above discussion, we can say that motivation is an internal feeling which can be understood only by manager since he is in close contact with the employees. Needs, wants and desires are inter-related and they are the driving force to act. These needs can be understood by the manager and he can frame motivation plans accordingly. We can say that motivation therefore is a continuous process since motivation process is based on needs which are unlimited. The process has to be continued throughout. We can summarize by saying that motivation is important both to an individual and a business. Motivation is important to an individual as: 1. Motivation will help him achieve his personal goals. 2. If an individual is motivated, he will have job satisfaction. 3. Motivation will help in self-development of individual. 4. An individual would always gain by working with a dynamic team. Similarly, motivation is important to a business as: 1. The more motivated the employees are, the more empowered the team is. 2. The more is the team work and individual employee contribution, more profitable and successful is the business. 3. During period of amendments, there will be more adaptability and creativity. 4. Motivation will lead to an optimistic and challenging attitude at work place. Types of Motivation Some of the important types of motivation are as follows: Achievement Motivation: It is the drive to pursue and attain goals. An individual with achievement motivation wishes to achieve objectives and advance up on the ladder of success. Here, accomplishment is important for its own sake and not for the rewards that accompany it. This motivation is more important for professionals. Affiliation Motivation: It is a drive to relate to people on a social basis. Persons with affiliation motivation perform work better when they are complimented for their favorable attitudes and co-operation. This motiv