Free Essays on Sharon Olds

Sharon Olds is a relatively modern poet. Born in 1942 in San Francisco, she attended Stanford and Columbia Universities. Little has been written about Olds, since she has only been published since 1980. She is a teacher at New York University and manages their workshop program for the Goldwater Hospital in New York, and she has enjoyed praise in her short career. Olds has won the San Francisco Poetry Center Award for Satan Says (1980), the Lamont Poetry Selection and National Book Critics Circle Award for The Dead and the Living (1984), and the T. S. Eliot Prize for The Father (1992). (Olds, Wellspring) Sharon Olds has been the recipient of endowments from the National Endowment for the Arts, a fellowship from the Guggenheim Foundation, and she has published widely in periodicals such as The New Yorker, Poetry, The Atlantic Monthly, and others. (Olds, Living) Since little is known about Olds’ life, she presents an opportunity to be read without the nuisance or baggage of other critics’ opinions or preferences. Fortunately, Olds’ speakers are intensely personal, and much can be inferred about the author through them. Sharon Olds’ work is dominated by her relationship with her family, especially her father. Although only sparse biographical evidence is available, the firm grasp her relationships have on her writing is undeniable. In her early poems, Olds clearly defines her work as very personal and outspoken. The theme of Olds’ speaker’s brutal relationships becomes much stronger as her works progress; perhaps this is Olds’ response to her father’s prolonged death. In The Dead and the Living and The Gold Cell, Olds seems to be focused on her relationships with her children, and on remembering herself as a child. In The Takers, her speaker describes her grotesque experiences with her older sister: Hitler entered Paris the way my sister entered my room at night, sat astride me, squeezed me with her knees,... Free Essays on Sharon Olds Free Essays on Sharon Olds Sharon Olds is a relatively modern poet. Born in 1942 in San Francisco, she attended Stanford and Columbia Universities. Little has been written about Olds, since she has only been published since 1980. She is a teacher at New York University and manages their workshop program for the Goldwater Hospital in New York, and she has enjoyed praise in her short career. Olds has won the San Francisco Poetry Center Award for Satan Says (1980), the Lamont Poetry Selection and National Book Critics Circle Award for The Dead and the Living (1984), and the T. S. Eliot Prize for The Father (1992). (Olds, Wellspring) Sharon Olds has been the recipient of endowments from the National Endowment for the Arts, a fellowship from the Guggenheim Foundation, and she has published widely in periodicals such as The New Yorker, Poetry, The Atlantic Monthly, and others. (Olds, Living) Since little is known about Olds’ life, she presents an opportunity to be read without the nuisance or baggage of other critics’ opinions or preferences. Fortunately, Olds’ speakers are intensely personal, and much can be inferred about the author through them. Sharon Olds’ work is dominated by her relationship with her family, especially her father. Although only sparse biographical evidence is available, the firm grasp her relationships have on her writing is undeniable. In her early poems, Olds clearly defines her work as very personal and outspoken. The theme of Olds’ speaker’s brutal relationships becomes much stronger as her works progress; perhaps this is Olds’ response to her father’s prolonged death. In The Dead and the Living and The Gold Cell, Olds seems to be focused on her relationships with her children, and on remembering herself as a child. In The Takers, her speaker describes her grotesque experiences with her older sister: Hitler entered Paris the way my sister entered my room at night, sat astride me, squeezed me with her knees,...

Ghostwriting A Lesser Known Career Path that Pays Big

Ghostwriting A Lesser Known Career Path that Pays Big Graduating with an engineering degree, I had no clue I would end up being a freelance writer. I chose to be one, as it best suited my life during the recession period back in 2009. Like many other writers who get stuck with low paying content mills like Elance (now Upwork), I started my career earning peanuts. That changed when I did research for a blog post in 2013 about how much ghostwriters earn. That research taught me that I was highly undercharging at $1 per page. The first eBook I ever ghostwrote for a client was over 50 pages long and paid only $50. And that included Elance’s and PayPal’s fees, too! Today, in 2018, I charge as much as $1-$2 per word. I charge more for creative work or fiction than for nonfiction. If the work requires extensive research, the rate runs higher. This means ghostwriting a 10k words novella would easily earn me $10,000. Now, imagine what a full-length novel of 60,000 to 100,000 pays. Ghostwriting is a lucrative niche that many writers don’t know much about. Why Ghostwrite? The truth is: I have tried self-publishing. This requires time to market and sell your books. Ghostwriting is a lot easier, less stressful, involves less marketing, and pays well. When I started my career as a freelance writer, I was trying to raise a family while still being a ‘good’ housewife. I needed, at this point in my life, to work from home. Ghostwriting seemed to fit my lifestyle perfectly. How I Land Ghostwriting Gigs Ghostwriting just fell into my lap, but logically it is a small leap from freelance writing. I was writing blogs and articles when one of my repeat clients asked if I’d be interested in ghostwriting ebooks. I ultimately wrote a large number of them for the same client. He was kind enough to spread the word to his peers which landed more work. As the owner of a writing business now, I acquire most of my work through my Facebook page. It’s not that my clients are too lazy or inept to write their own work. They are just too busy with careers or family to create the work they wish to market, which is the norm in today’s world. Networking helps me too. When I meet someone new and introduce myself as a ghostwriter, people are keen to share brilliant ideas or stories for their books and have me jot them down for them. So many people have a story, but not the skill nor time to bring them to fruition. Is Ghostwriting for You? If you are attached to your writing, probably ghostwriting isn’t a good fit for you. However, if you enjoy playing with others’ ideas and molding them into your own words, it might just be your niche. Does Ghostwriting Pay Better than Traditional writing?   It sure does, but you don’t get rich overnight. There are some freelance ghostwriters claiming six figures a year. They do earn that amount, but they didn’t right away. Build upon your portfolio and reputation first. Initially, ghostwriting will pay your bills; your ghostwriting money. I enjoyed my first holiday to the south of France and then in the States in 2015 and 2016 respectively. In 2017, my family went to Spain and Pakistan. For 2018, I’ve planned a special surprise as we will be celebrating our 10th wedding anniversary in December. All thanks to ghostwriting, I am enjoying a life that many just dream of. Brief

Famous trials Essay Example | Topics and Well Written Essays - 500 words

Famous trials - Essay Example The investigations asserted collected evidence from Frank Leo partners, such as Jim Conley to nail him during the trial. The investigations were based on the evidence collected at the scene of the crime. The notes found at the scene were used as leads to finding the murderer. However, the notes were discarded as they were considered a cover up. Consequently, a sweeper, Jim Conley was used as a witness to recount the happenings at the material day when the victim was murdered. The witness recounted how Leo Frank requested that Conley   keeps the door locked for him to make out a sexual activity with Paghan. The witness disclosed to the court that he kept the doors locked so that no one could access the room. He and Leo had made an arrangement on how they would communicate. The prosecution used the witness to assert that the suspect, Mr. Leo admitted to Conley that he hit the victim and called for his help in dumping the body. The prosecution also took issue with the conduct of the suspect in regard to female workers. As Conley and several women witnesses stated, Leo was a pervert who lured girls into having sex with him. Upon completion of the hearings, the amount of evidence availed by the prosecution was sufficient to hand a death sentence by hanging. The trial jury held that the suspect, Frank Leo was indeed the murderer and would be executed by hanging. The defense was dissatisfied and sought to appeal in the supreme court of Georgia. The appeal was based on availability of new evidence. However, the court dismissed the case on a 4-2 vote. The then governor of the state of Georgia, John M. Slaton, believed in the innocence of Leo Frank and reduced the sentencing into a life sentence. The defense was categorical that the case was racially motivated and biased. Despite the widespread cases of child labor in the state, the murder, especially committed by a Jew, was supposedly the most influential issue in the case. The

What are the Psychological effects of the amount of violence portrayed Research Proposal

What are the Psychological effects of the amount of violence portrayed in movies - Research Proposal Example The case of violence against a specific ethnic group shows some psychological variance with movies such as Catch a Fire or Munich since they may shift the observers political viewpoint towards the individuals against which violence is perpetrated even if such a shift is short lived (Koopman and Butler, 2007). The researchers also note that â€Å"Research to date indicates that political films have a variety of discernible short-term effects on political beliefs and attitudes, behavior and behavioral intentions, emotions, and other psychological variables (Koopman and Butler, 2007, Pg. 1)†. However, when dealing with violence and the problem of violent films, it may be possible that the effect measured is less than the effect which actually takes place. For example, if a person has existing viewpoints about a certain political thought, violence for or against that political thought may only go to heighten and reinforce the political ideas rather than weaken them (Koopman and Butler, 2007). In essence, if a violent person sees violent behavior being rewarded in a film, it may go to reinforce their ideas about violence in general whether it is sexual violence or physical violence (Malamuth and Briere, 1986). The psychological effects of watching violent films become clear when we understand that individuals who habitually watch violent movies may be more likely to be violent with their peers and exhibit the same the kinds of behaviors even when their social conflicts could be resolved without violence (Bandura et. al., 1963). The same can be said to be true of sexual aggression since a viewer who sees violent sexual portrayals repeatedly may be more likely to enact them in his/her real life. The association between sexual arousal and violence may become a cue for some individuals to readily make violence a part of sexual arousal (Malamuth and Briere, 1986). Of course,

Critical Thinking and Ethics Essay Example for Free

Critical Thinking and Ethics Essay Critical thinking entails the ability to think clearly and rationally. The reason is that even though the conclusion may seem logical every individual has different ethics. For instance, if an individual needs a job in order to acquire money quickly, then it makes sense to do is needed to make the most money the quickest. Let us say the logical job would be to obtain and sell scrap copper because the one can make a large amount of money in a little amount of time. While another individual may say this is a logical way to make money quickly, ethically it is wrong. Critical thinking is one’s form of judgment that has a particular purpose and reflective judgment. When individuals use critical thinking, one reaches a decision or solves an issue. Reaching this conclusion and judging what to believe or what to do in a thoughtful way. Critical thinking is a tool that individuals can use to evaluate incoming information. Critical thinking is being able to learn new material with an open mind and having a heightened level of self-awareness of our biases and how our biases impact the analysis of information. Business ethics are very important when solving moral problems in a business is concerned. I do believe critical thinking can be at odds with moral decision making. One should be good simply because only what is good is to be done. Being good often brings a reward in a way or the other but it is not always the case. This is why sets of rules known as ethics have been created. Critical thinking entails the ability to think clearly and rationally.

Tamales: History, Regional Differences, and Family Cultural Interpreta

Tamales: History, Regional Differences, and Family Cultural Interpretations Introduction: Tradition has been said to mirror a way of life. Observation has concluded that participants in tradition â€Å"actively construct as well as reflect culture and community† (Sacks 275). For most people in the 21st century, tradition only reveals itself during special times or certain seasons. For others it is simply a way of life. The foodways of Mexicans and Native Americans are of particular interest in this study because of the food that grew from necessity and is maintained as sacred or reserved for only special occasions. The tamale is one such food. Significantly changed and altered throughout history it has remained a food of commonality and prestige at the same time. The tamale represents a nation that thrived as a people and has continued to live on through the traditions created hundreds of years ago by women who strive to better their community, their men, and the general way of life and welfare of their people. Native American people are the backdrop of southwestern history and as such we often look to them for answers regarding the past. The ‘past’ provides acts as vault filled with a wealth of information concerning a great number of cultural artifacts. My personal history with tamales is filled with thoughts and memories of family, fun, love, and laughter. I began making tamales with my mother, grandmother, and aunts at a very early age. In the beginning, I was not allowed to participate too deeply. As I grew older and began to appreciate the delicate balance of spreading, filling, wrapping, and steaming, my hands and my soul became sincerely imbedded in a tradition so deep it almost ove... ...s attachment to each other is created through the events that occur in the kitchen. Works Cited Bensinger, Ken. â€Å"Hot Tamales vs. â€Å"Happy Meals.† Art News: Art in America. 101:10 (2002): 56. Girardin, Carmen. Personal Interview. 11 July, 2007. Gutierrez, Nieta. Personal Interview. 11 July, 2007. Lasater, Nicole. Personal Interview. 11 July, 2007. Martinez, Melanie. â€Å"The Molino.† Fourth Genre: Explorations in Non-Fiction. 7.1 (2005): 1-8. Sacks, Maurie. â€Å"Computing Community at Purim.† The Journal of American Folklore. 102.405 (1989): 275-291. Sanchez, MaryEllen. Personal Interview. 11 July, 2007. Soto, Gary. Too Many Tamales. New York: Putnam and Grosset, 1996. Tapp, Alice Guadalupe. Tamales 101: A Beginners Guide to Making Traditional Tamales. California, Ten Speed, 2002.

Opening the Books for change at Norwest Labs Essay

Change at Norwest Labs In 1991, Jean Crà ¯Ã‚ ¿Ã‚ ½pin, the CEO of Norwest Labs initiated a series of events which would significantly alter the face of his company. Norwest had reached a point where it could no longer grow without becoming prohibitively inefficient. The decision-making responsibilities, which up to now had been centralized in the hands of its CEO, would now have to be delegated to subordinates in order for Crà ¯Ã‚ ¿Ã‚ ½pin to address issues of a more strategic nature. With the help of external consultants, Crà ¯Ã‚ ¿Ã‚ ½pin went on to modify his organisation with the hope of creating a decentralised, business-oriented company of empowered individuals. Unfortunately, by 1994, it was becoming quite clear that the transformation had not been entirely successful. The Symptoms Via the change process, Crà ¯Ã‚ ¿Ã‚ ½pin had hoped to redirect certain behaviours to bring them more in line with his new company objectives. While the process did modify behaviour, it did not, unfortunately, lead to the desired ones. Worse, it even brought about undesired behaviours that had previously been absent. The clearest sign of the unsuccessfulness of the change process expressed itself in employee disorientation. Several behaviours attested this state including, confusion about the bonus system, new job descriptions, and Norwest’s relationship with a former partner turned competitor. There seems to also have been clear apprehension as to the future of the company and confusion as to interdepartmental as well as hierarchical relationships. Perhaps the most disturbing sign that things were not going according to plan was the appearance of animosity at Norwest. Following the company’s restructure, conflicts began erupting between the CEO and general managers who were clearly angry about losing some of their independence. Conflicts also appeared between the more business-oriented staff hired after the reorganization and the more technically oriented staff hired previously. At a broader level, the company even began to experience tensions across departments. The change process also seemed to have brought about increased employee apathy, as can be seen from declining morale, the indifference displayed towards any goals that gain sharing might serve beyond handing out pecuniary rewards, and the continued apathetic tolerance of an opaque bonus system, whose favouritism and unfairness had been widely criticized and yet accepted. Perhaps the most striking evidence that the change process had not reached its goals can be seen in the poor performance displayed by the employees who were promoted as a result of it. There seemed to have been a collective inertia among them as they refused to be empowered and continued to rely on Crà ¯Ã‚ ¿Ã‚ ½pin for decision-making. They even went as far as being cynical of the new employees who were more in line with company objectives. The Causes In order to correct the behavioural challenges identified in the previous section it is imperative that we determine what caused them. To that effect, we will analyse the situation at Norwest using the tools provided by the organizational behaviour theories of change, culture, leadership, motivation and empowerment. The Change Process As mentioned previously, Norwest underwent important changes in 1992. These changes, unfortunately, did not bring Norwest to the point where its CEO had planned that they would. We will examine the change process in two parts. First, we will try to get an understanding of why the change process failed. Later, we will try to see how the changes could have caused the undesirable behaviours currently taking place at Norwest. By understanding the direct causes of the undesirable behaviours we hope to be able to stop them. By understanding how the change process failed we hope to be able to devise a new course of action for Norwest that will allow it to become the kind of company its CEO had hoped it would become. Lewin’s Change Model Lewin provides us with a concise model for managing change. It consists of three steps: unfreezing, moving and refreezing that must be consecutively followed in order to maximize the chances for success. It is this model that we will use to understand what went wrong at Norwest during the months in which the changes were implemented. The unfreezing phase, according to Lewin, is the stage where the organisation is readied for the upcoming changes. In the case of Norwest, it appears that this stage was, at the very least, hurried through. It is unclear whether Crà ¯Ã‚ ¿Ã‚ ½pin even conducted a readiness assessment. While he clearly, had a good idea of what the driving forces of the changes were (increasing competition, desired growth and regulation changes), he neglected to consider what restraining forces might be working against him. Many of these resistance factors might have successfully been predicted, like the fact that some employees would reject empowerment and attempts to change the existing bonus program. Finally, Crà ¯Ã‚ ¿Ã‚ ½pin clearly failed to arouse dissatisfaction with the status quo and to involve employees in the decision-making process. The second phase of Lewin’s model, the moving phase, is the stage where the actual changes are implemented. While Crà ¯Ã‚ ¿Ã‚ ½pin clearly had his own mental blue print for the upcoming changes, he failed to establish specific goals for the initial changes and, as a result, created, in his employees, unnecessary confusion about the company’s future direction. Most importantly, Crà ¯Ã‚ ¿Ã‚ ½pin did not institute small, incremental changes. Instead, he created, all at once, a corporate services division where accounting, marketing, information systems and quality assurance were rounded up. This department was staffed by the promotion of employees and by externally hiring. Unfortunately, it soon became evident that many of the promoted employees were out of their element. Outside of corporate services, lack of openness and two-way communication led to significant conflicts between Crà ¯Ã‚ ¿Ã‚ ½pin and the general managers of the labs. The final stage of Lewin’s model, the refreezing stage, is the stage where changes are stabilized. In Norwest’s case, this stage was entirely skipped. Targets for change and company focus to meet them were not established and, as a result, no successful experiences were built. No system was put in place to reward behaviours that reinforce the changes, instead the old bonus system, which was seen as arbitrary at best and biased at worst, was kept. Finally, no structures, such as regular and objective performance reviews, were developed to institutionalize the changes. Overall, it seems clear that the change process at Norwest gave unsatisfactory results because it failed to address several significant steps of Lewin’s model for change. As a result, the changes Crà ¯Ã‚ ¿Ã‚ ½pin had hoped would occur never did and employees continued to come to him for decision-making. The Human Side of Change We saw in the previous section how the change process at Norwest was fundamentally flawed. We also quickly examined how its inherent weaknesses could have caused the undesirable behaviours we now see. We will now explore this link in more details. In this context, Kanter’s framework for managing the human side of change provides us with a powerful tool for understanding the mechanisms that triggered the employees’ reactions to the change process. In 1992, the creation of centralized corporate services at Norwest was a major source of conflict between Crà ¯Ã‚ ¿Ã‚ ½pin and the general managers. Research indicates that change is exciting when it is done by someone but threatening when it is done to someone. In the case of Norwest, while some general managers may have been involved the consultant’s review process of the organization, they were never involved in the recommendation process. As a the implementation of the consultants’ recommendations got under way, the general managers naturally started to feel that they were losing control over their position and responsibilities. This feeling of powerlessness leads people to try to reassert their control by rejecting other people’s ideas and even sometimes by behaving in â€Å"petty, territorial ways†, something that undoubtedly would fuel tensions with Crà ¯Ã‚ ¿Ã‚ ½pin. Another interesting dimension of Kanter’s model that may shed some light into this conflict is the idea of loss of face. The notion that the organization has to change and that general managers will lose authority can be inferred to mean that general managers were not up to the job. Resistance therefore becomes a way for them to oppose this conclusion and to save face. One of the major reasons why Crà ¯Ã‚ ¿Ã‚ ½pin’s culture change seems to have failed is because individuals who were promoted to corporate services did not want to be empowered. Kanter tells us that very often people tend to â€Å"resist change because of personal concerns about †¦ future ability to be effective after the change.† This seems particularly relevant in the context of Norwest whose scientists, according to Maurice, were â€Å"strong technical people, not strong business people† and who ‘did not consider â€Å"business empowerment† as being part of their job.’ Scientists may understandably have felt inadequate when entrusted with responsibilities for which they had no background or training. To a more limited extent, the more work factor is also interesting in explaining the outcome. Promoted employees may have resisted the change in their work description simply because it increased their workload beyond what they were willin g or capable to achieve. Unfortunately for Norwest, after gain sharing was introduced, the situation reached such a point that some employees began worrying that â€Å"Jean was taking the company down a path that would lead to its end.† This mistrust in Crà ¯Ã‚ ¿Ã‚ ½pin may have been the end result of too long a period of what Kanter calls excess uncertainty. Employees in companies undergoing changes need to be kept up-to-date at every step of the change process. They need to clearly know where they are heading. Although Crà ¯Ã‚ ¿Ã‚ ½pin may have clearly known where he wanted to lead his employees he may not have communicated that plan well enough. As a result, employees came to the conclusion that the continuous surprise changes were a symptom of improvised management and lost faith in their president. There seems to be a clear dichotomy at Norwest between the few employees embracing the changes (most of whom were hired after 1992) and those who do not (hired before 1992). Worrisomely, this dichotomy has led to tensions between the two groups. Tensions can, of course, be caused by the conflicting goals of both groups. It is also, however, an inevitable by-product of the differences brought about by change that has been studied and identified as the difference effect. When â€Å"different† individuals are introduced in a rather homogenous group, they make the group feel self-conscious and cause it to question its habits. This effort is burdensome and leads to irritability, which in turns leads to tensions. It is tempting to jump to the conclusion that employees are not interested in gain sharing from the reaction they displayed when first confronted with the possibility. However, a better understanding of the reaction can be achieved when studied in the light of Kanter’s past resentment factor. According to Kirk, there was clearly â€Å"a great deal of negativism surrounding [past] bonuses.† We know from research that people are more likely to resist change when they harbour unresolved past grievances. Culture and leadership In addition to the change process, it appears quite clear that culture and leadership played a significant role in the how the situation at Norwest unfolded. In a large sense, culture and leadership are bonded together by corporate blood. On the one hand, the leader impacts the company and its culture with his/her unique personality and leadership style; on the other hand, different forms of organizational culture demand and breed relevant and compatible leadership as well as resist and expel the outdated or incompatible ones. In Norwest’s case, the lack of supportive culture and appropriate leadership certainly share part of the responsibility for the failure of its first reform in 1992 and, could lead to the failure of the coming one in 1994. Looking at Norwest from a cultural perspective, we can see that it has deeply-rooted technical norms, values and beliefs. This culture was implanted and encouraged by Crà ¯Ã‚ ¿Ã‚ ½pin over the years and adhered to by Norwesters, most of whom were scientists. Because of the early success Norwest gained, we may deduce that this culture, if not supportive, was at least not obstructive to Norwest’s objectives. However, after the organizational changes were brought about, we can see that the old culture was now more or less obsolete. First, apart from Crà ¯Ã‚ ¿Ã‚ ½pin, few focused on the external environment and what it meant for Norwest. Second, Crà ¯Ã‚ ¿Ã‚ ½pin’s long-term plans alienated the employees’ whose focus was on the short-term. Third, morale was low. Fourth, cynicism was growing. Fifth, group relations deteriorated as animosity and conflict among departments appeared and finally, Crà ¯Ã‚ ¿Ã‚ ½pin, as the leader and the founder for Norwest and its culture, failed to play his role of being the hero of Norwest culture and, therefore, was objected and isolated by his subordinates with their negative reaction. Simply put, Norwest’s culture was, considering the degree of resistance, disadvantageously strong. It failed to support the mission, goals and strategy of the organization and, thus, became a liability. In order to successfully bring about changes in an organisation, effective leadership is absolutely necessary. Unfortunately, in the case of Norwest, Crà ¯Ã‚ ¿Ã‚ ½pin failed to achieve this. Not only did his leadership fail to mitigate the resistance to change, it may even have to some extent led to the undesirable behaviours currently displayed at Norwest. What Crà ¯Ã‚ ¿Ã‚ ½pin possessed was good business sense and charm derived from his personality and experience; what he lacked was the ability to selectively and discriminatively project his objectives/goals onto Norwest and its employees. To be fair, Crà ¯Ã‚ ¿Ã‚ ½pin’s leadership was not always inadequate for Norwest. Considering that most Norwesters were scientists with little business sense and skills, Crà ¯Ã‚ ¿Ã‚ ½pin tended to be more task-oriented and to tell them what to do instead of promoting self-leadership through empowerment and training. This pragmatic leadership style worked well until Crà ¯Ã‚ ¿Ã‚ ½pin himself realized its limit, as Norwest grew larger and larger. Unfortunately, Crà ¯Ã‚ ¿Ã‚ ½pin could not adapt his leadership style to effectively implement his changes. Sadly, he failed in four major aspects of successful leadership. He could not inspire employees by creating a clear and understandable vision. He could not communicate effectively, especially in crucial moments. He could not empower his employees and finally, he turned a blind eye to his own personal weaknesses and, when others pointed them out, refused to acknowledge them and change. Unfortunately for Crà ¯Ã‚ ¿Ã‚ ½pin, despite somewhat practicing a higher, more advanced form of leadership, he failed because he was not aware of the vulnerability of such leadership. Crà ¯Ã‚ ¿Ã‚ ½pin unintentionally differentiated Norwesters by their business skills. He told most old Norwesters what to do, while he allowed more business-oriented people, such as Maurice and Kirk, to participate in policymaking and even delegated to them some decision-making power. This form of situational leadership, which balances between a task and relationship orientation, could have been beneficial to Norwest had Crà ¯Ã‚ ¿Ã‚ ½pin realized what he was doing and communicated it clearly to his employees. However, his inability to do so isolated the employees with whom he shared values and attitudes through spontaneous leader-member-exchange from the rest of the company who simply took Crà ¯Ã‚ ¿Ã‚ ½pin’s attitude towards these employees as â€Å"obvious favouritism†. Another element of Crà ¯Ã‚ ¿Ã‚ ½pin’s style that produced negative results was his quiet leadership. Crà ¯Ã‚ ¿Ã‚ ½pin never seemed to bother to explain the reasoning behind some of his decisions, such as how he handed out bonuses, his corporate empowerment or gain sharing attempts. Although Crà ¯Ã‚ ¿Ã‚ ½pin was evidently being nobly selfless and, with hindsight, was leading Norwest the right way, his opaque style couldn’t help but spawn scepticism about his impartiality and professional capability. Needless to say, such doubts were devastating for morale at Norwest. Interestingly, Crà ¯Ã‚ ¿Ã‚ ½pin was quite aware of the close relationship between culture and leadership. In fact, one of his main goal was what is called leader substitution, an attempt to have a new culture, as defined by rules, policy and values take over some of the work that was accomplished by his leadership. In that way, Norwest would stand more chance to survive were something to happen to him. Unfortunately, the culture change was not a complete success and ironically Norwest now finds itself in a situation where more than ever it needs strong leadership. Motivation By all accounts, the change process at Norwest exacerbated the decreasing employee motivation. Poor performances, general disinterest and, most of all, declining morale are all symptoms of this. Because motivation is so complex and because it is so crucial for the health of a company, it will be studied independently here. Employee motivation can be clearly explained by the individual process designed by Handy (Understanding Organizations, 1993, p.38). The process is based on the idea that we are self-activating organisms and can, to some degree, control our own destiny and our response to pressure, that we can set our goals and choose the path toward them. Each of us has some needs and some desired results (our own personal objectives). The decision to do or not to do something, and the energy we put into it (the ‘E’ factor), derives from a calculus we interiorise. Each calculus, however, depends on our personality and is operated within the limits of a psychological contract (coercitive, calculative or co-operative) – between the company and the individual. What exactly is missing then at Norwest Lab that prevents the motivation calculus from operating? If we apply Hertzberg’s two-factor theory prior to the first change in 1992, we see that hygiene factors were already not completely satisfied because of problems with bonuses that people felt were arbitrarily handed out. However, satisfaction from motivating factors compensated this shortfall. After the change, however, the motivating factors once satisfied no longer were, thereby deteriorating an already fragile situation. Not only did the change impact the employees’ satisfaction, but by changing the actual scope of the job, it also somehow modified what the desired or obtainable results were. It is even possible to go further in the analysis and see how the change impacted the contract itself, passing from a calculative to a slightly more co-operative one where the calculative contract is a voluntary one, with an explicit exchange of goods and money for services rendered, while the co-operative contract requires a major identification of the employee with the organization. In addition, while Crà ¯Ã‚ ¿Ã‚ ½pin changed the company’s people orientation (as defined by Holland) from realistic (practical jobs) to enterprising (business-oriented jobs), employees maintained a realistic people orientation. It is not surprising then that employees, finding themselves structured in an unknown contract, with different goals and low motivation, responded by reducing the ‘E’ factor in th eir job. A second element further complicates the situation. While it wouldn’t be fair to say that Crà ¯Ã‚ ¿Ã‚ ½pin did not truly do his best for both his company and its employees, he clearly failed in his application of theory Y. He presumed that his employees possessed those traits that make theory Y applicable: that they want job satisfaction, that they would seek responsibility and be self-starters. Unfortunately, he simply required them to be business-oriented and self-sufficient without providing them with adequate coaching and training. In order to increase performance and morale and to reinstate a sense of team-identity, Crà ¯Ã‚ ¿Ã‚ ½pin must figure out a way to instil new confidence and motivation in his employees. There are two major activities to which Crà ¯Ã‚ ¿Ã‚ ½pin should devote his energies: 1) modify the employees’ motivation calculus variables to increase their resulting ‘E’ factor and 2) smooth his Theory Y approach to be more supportive. Though not an easy goal, this is certainly achievable if well planned and given the required efforts and resources available. Recommendations We have seen how the change process at Norwest was fundamentally flawed and how it triggered undesirable behaviours. We also saw how Norwest’s leader and culture not only failed to support the change process, but further aggravated the situation. Finally, we saw how motivation, as a result, was deeply affected. Fortunately, the situation is far from hopeless. Below are detailed a series of steps that will both reduce the actual conflicts and redefine a successful path for the company. Become a Transformational Leader Obviously, Norwest is not on course to reach the objectives set out by Crà ¯Ã‚ ¿Ã‚ ½pin. Therefore, any recommendation we will bring will involve further changes at Norwest. Crà ¯Ã‚ ¿Ã‚ ½pin must learn from past mistakes. He must adapt his leadership style to facilitate the transformation. Not surprisingly, being a transformational leader involves the application of Lewin’s change model and therefore every recommendation that follows is done in this spirit. Improve Communication with Employees The first stage of Lewin’s model involves arousing dissatisfaction with the current state. Things cannot go on the way they are and Crà ¯Ã‚ ¿Ã‚ ½pin must communicate this to his employees. Given the current state of things at Norwest, it should not be too difficult. As a transformational leader, Crà ¯Ã‚ ¿Ã‚ ½pin needs to form a vision and a plan for his company and he needs to explain them to his employees. As Lewin’s moving phase suggests, his plan must be made up of small incremental steps so that the change is less disturbing. It is important to underline how the implementation of the plan requires extra efforts from everybody and how, at the same time, it offers new excitement and opportunities for those willing to take them. A two-way communication channel should be defined during the change period, maintained and improved afterwards as an efficiency and transparency tool. This is absolutely necessary to counter the uncertainty created by change. Involve Employees in the Change Process Employees need to be aware of the change, of its reasons and of its goals. They must also see themselves as active agents in the change process. This is necessary to counter the loss of control that employees feel in times of change. It is also an integral part of Lewin’s unfreezing phase. For those employees willing to, a chance should be given to take part in change teams. The empowered teams, and the individuals that make them up, must be given well-defined goals and coached in how to accomplish these tasks. Doing this would increase motivation by matching results, needs, contract and orientation in each employee’s motivation calculus. A one-to-one communication will make the change process more effective and smooth and as a result establish more trust across the whole company. Enhancing the participation and cooperation will also boost the moving phase of the change process. Finally, the leadership role would be reinforced, implanting the idea of the leader as a chief advisor, chief guardian of principle, chief accountability officer and chief encourager of Norwest. Give Employees Greater Control over their Careers Employees should be given greater freedom in defining their role within the company. Forcing R&D guys to be business-oriented will help neither business development nor R&D. A driving message should be the empowerment of those wishing it, underlining that all the others will be able to continue their job as they did before. In such way Norwest would enhance motivation, allowing employees to retain their desired position inside the company. Following this approach and, again, communicating it to the employees will pinpoint the source of resistance and minimize it prior to change Provide Training to Employees In the change process, employees will be required to face new responsibilities and new challenges. It is absolutely necessary for them to be trained and coached; otherwise, as we saw earlier, employees will resist the change because of concerns about their ability to perform new duties. A good way to do this is through team building is to train the whole change-process team together. Training would enhance motivation, help employees understand gain-sharing more and generally smooth the overall change process. Rely on internal hiring External hiring should be limited to some few individuals recognized as bringing outstanding expertise in a field until such a time that unity and culture have been recreated. The few new-hires should be given a clear message about the culture of the company and should be trained on the internal policies and rules. Relying on internal hiring has the advantage of retaining top performers by giving them the chance for promotions. Internal hiring will also reduce the difference effect felt by employees. Define goals and performance evaluations Lewin’s third phase, the refreezing phase, involves building success experiences by setting change targets and having everyone work towards them. Consequently, each change-process team or any empowered individual should be given clear and objective goals. Goals should be set slightly over the reachable level and bonuses should be proportionate to the effort. Most important is that whatever bonus is defined for teams and/or individuals; strict rules must be set to let everybody know when and how they are evaluated. To implement such a change, coaching and evaluating processes that reinforce desirable behaviours with clear verbal and material messages must be defined. In such processes Crà ¯Ã‚ ¿Ã‚ ½pin could even credit the work that has been accomplished during the first change in 1992. Setting an appraisal and coaching process enhances corporate culture and cohesion; it helps to stabilize changes and to keep everyone on the right track in the new system. Define a Reward System Lewin’s refreezing phase also encourages the rewarding of the desired behaviour. In the case of Norwest, an inadequate bonus program is presently in effect. Crà ¯Ã‚ ¿Ã‚ ½pin should first address the issue of the old bonus plan and recognize its major flaws. Doing so will address the past resentment of employees. Discussions concerning the timing and approach to a new reward system could be handed over to the change-process team. Gain sharing could certainly be an option. The important idea is that the choice of the reward system should involve the employees. In the end, the bonus plan could even be inserted in a cafeteria-style benefit plan, where employees can choose to opt-out or not in exchange for higher salaries.

For profit and non profit organization Essay

Both not for profit and for profit companies have many similarity and differences. A lot of companies start with the intent of making a profit. These companies also pay taxes and are called profit or for profit companies (Rodwell, & Teo, 2013). Other companies, while they can make a profit begin with the intent of helping others. These companies are not for profit or non-profit organizations. Nonprofit organizations are not allowed to make a profit, and do not pay taxes, but they might generate income. Any income generated by a nonprofit must be returned to the organization to accomplish the goals for which it was established (Anand, 2008). Regardless of its status, many companies like Goodwill Industries International and BP P.L.C. are faced with challenges that threaten the company ethically and morally. Part One: Goodwill Industries International (Not-for-Profit) Profile of Goodwill Industries: Goodwill Industries International is a nonprofit 501(c)(3) organization. Donations and gifts are fully tax-deductible to the degree acceptable by law. Goodwill Industries International is a worldwide social services initiative that creates opportunities for people to attain financial constancy and build durable families and lively communities by offering job training, employment assignment services and other community-based programs for people who have incapacities, those who do not have the education or job experience, and others who face difficulties finding employment (Goodwill Industries International, 2014). Goodwill supports the operations of about 165 individual Goodwill chapters in the US and Canada. Founded in 1902, Goodwill is one of the world’s leading benefactors of such services, as well as one of the largest employers in the world of the disabled (Hoovers, 2014). Areas of Interest: While it is most recognized for its 2,800 thrift stores, Goodwill concentrates on offering rehabilitation, job preparation, placement, and employment servi ces for people with disabilities and others. The company helps people to find and keep good jobs (Hoovers, 2014). Goodwill offers programs for young people, senior citizens, veterans, and people with disabilities, criminal backgrounds and other specialized needs (Goodwill Industries International, 2014). Mission statement: Goodwill works to improve the self-worth and value of life of individuals and families by reinforcing communities, removing obstacles to opportunity, and helping people in need achieve their full potential through learning and the power  of work. Goodwill strives to enhance the dignity and quality of life of individuals and families by helping people reach their full potential through education, skills training and the power of work (Goodwill Industries International, 2014). Summary of activities: (Based on 2013 Data) Last year, Goodwill assisted more than 9.8 million people prepare for careers in industries such as banking, IT and health care, and to get the backup services they needed to be successful (Hoovers, 2014). Last year the company served 9.8 million through employment and training programs, 44 million through mission services, 261, 875 received a job with Goodwill’s assistance and its estimated that those people earned $4.4 billion (Goodwill Industries International, 2014). Funding Sources: Support for Goodwill programs is produced mainly from the sale of contribution of goods, both at the retail stores and through an online auction site, and from contract work and government grants (Goodwill Industries International, 2014). The total profits produced by Goodwill organizations was $5.17 billion of which 83% was spent on programs. There are 87 million donors. Retail stores generated $3.79 billion, industrial and service contract work produced $647 million, $90 million came from government grants and $27 million from corporate and foundation grants. Individual gifts, donations and fees for services generated $46 million and government support foe mission services produced $455 millio n (Goodwill Industries International, 2014). History: Goodwill was founded in 1902 in Boston by Rev. Edgar J. Helms, a Methodist minister and early social visionary. Helms gathered old domestic goods and clothing in more affluent areas of the city, then taught and hired those who were underprivileged to fix and restore the goods (Goodwill Industries International, 2014). Goodwill Structure: Goodwill International’s CEO is Jim Gibbons. Cindy Cho Kim is the Director of International Development and currently there are two spokespeople Organization expert Lorie Marrero is the face of the Donate Movement. ABC reporter Evette Rios united with Goodwill’s cause in 2012 to help to plead to the Latin American market. Goodwill stores are self-governing organizations headed by a charitable board of directors (Goodwill Industries International, 2014). Goodwill has a connection of 165 independent, community-based Goodwill stores in the United States and Canada. Each local Goodwill must be accredited, request participation and meet specific standards created by Goodwill Industries  International (GII) (Goodwill Industries International, 2014). The GII Member Services center, is located in Rockville, MD. There are 2,900 total retail stores. Goodwill Industries of the Columbia, Inc. was initially recognized as a branch division of the Seattle Goodwill in 1961. Goodwill also has an online auction site at www.shopgoodwill.com (Goodwill Industries International, 2014). Values statement: The goods were then resold or were given to the people who fixed them. The system worked, and the Goodwill value of â€Å"a hand up, not a hand out† was established. (Goodwill Industries International, 2014). The value statement includes respect, integrity, stewardship, innovation and excellence (Goodwill Industries International, 2014). Problems: One problem that Goodwill Industries has is their view in the public eye. Many Goodwill stores are viewed as exploiters of disabled citizens. Some stores used a federal law under the Special Wage Certificate Program, to employ disabled workers at rates of 22, 38, and 41 cents per hour (Gibson, 2 013). The law allows nonprofits and companies to get a certificate that lets them to employ disabled workers â€Å"based on their abilities† at whatever salary they find suitable, with no minimum. This is compared to the $729,000 in salary and deferred compensation that the CEO, Jim Gibbson makes. The CEOs of Goodwill organizations across the U.S. mutually earned $30 million (Gibson, 2013). The problem exists because there are numerous disabled adults who still need to support themselves but cannot get hired by normal means. Management and upper administrators have the ability to ensure that all their employees work in a safe and equal working environment which proper accommodations for their disabilities. Goodwill’s response was that disabled workers would not be hired anywhere else and should be appreciative for any amount they make even if it is 22 cents. Goodwill is against eliminating the program because it would cause more harm than good (Gibson, 2013). Support for Goodwill programs is produced mainly from the sale of contribution of goods, both at the retail stores and through an online auction site, and from contract work and government grants (Goodwill Industries International, 2014). Another problem that Goodwill faces is criticisms for ripping off customers. The prices of items are for a donated used article. Goodwill has been accused of taking the better donated items and selling the products on eBay or keeping them for themselves, or calling family members to come in and purchase the items. They also sell the less desirable items in stores and price them at ridiculously expensive prices for used and donated items. According to Smith, selfishness is a fundamental driving force of human conduct (Fieser & Moseley, 2012). Companies such as Goodwill accumulate wealth through a system that presents good intentions but are driven by greed. The company has become very wealthy off of items that were completely free. Company Impact: One report indicates a decrease in donations (Begam, 2010). Donations for several local charities are at an all-time low this year. Goodwill says their donations are down 25% in their stores across the region (Begam, 2010). Many consumers are urged not to donate to Goodwill because of their treatment of disabled employees and pricing donated goods at high prices. Part Two: BP P.L.C (For-Profit) Although BP P.L.C. is a profit organization, it faces many challenges that also threaten the company ethically and morally. Profile of BP, P.L.C.: BP is one of the world’s leading international oil and gas companies. We provide customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging (BP, 2014). Areas of Interest: BP’s area of interests includes finding and extracting oil and gas to producing fuels, lubricants and petrochemicals (BP, 2014). Mission Statement: Although not specifically labeled a â€Å"mission statement,† BP has a published statement of â€Å"What We Stand For†: â€Å"BP wants to be recognized as a great company – competitively successful and a force for progress. We have a fundamental belief that we can make a difference in the world. We help the world meet its growing need for heat, li ght and mobility. We strive to do that by producing energy that is affordable, secure and doesn’t damage the environment (BP, 2014). Summary of Activities: In 2013 BP completed 17 exploration wells and made seven potentially commercial discoveries in 2013. It was the most successful year for exploration drilling in almost a decade. They started three major projects in 2013 and another three in January and February 2014. They completed the commissioning of all major units for the Whiting refinery upgrade, transforming it into one of our advantaged downstream assets in our portfolio (BP, 2014). Funding  Sources: In 2013 BP had several areas of funding. Sales and other operating revenues totaled 379,136 million dollars. Earnings from joint ventures – after interest and tax totaled 447 million dollars. Earnings from associates – after interest and tax totaled 2,742 million dollars. Interest and other income totaled 777 million dollars. Gains on sale of businesses and fixed assets totaled 13,115 million dollars. Total revenues and other income totaled 396,217 million dollars and BP shareholders totaled 23,451 million dollars (BP, 2014). BP’s History: BP’s history begin with innovations, starting in 1908 with oil found in a rugged part of Persia after a long and difficult search. Since then, discoveries large and small have fuelled the company’s progress. Back in England, William D’Arcy gambled his considerable fortune on oil, and was on the verge of losing everything. It seemed that the geologists and experts who had wagged their heads encouragingly at him since 1901 had all been wrong about the oil beneath the sands of Persia. By the early morning of 26 May 1908, the whole camp reeked of sulphur. At four o’clock the drill reached 1,180 feet and a fountain of oil spewed out into the dawn sky. Within a year, the Anglo-Persian Oil Company, which would one day become BP, was in business (BP, 2014). BP’s Values: Our values of safety, respect, excellence, courage and one team align explicitly with BP’s code of conduct and translate into the responsible actions necessary for the work we do every day. Our values represent the qualities and actions we wish to see in BP, they guide the way we do business and the decisions we make (BP, 2014). Structure: BP’s businesses are organized to deliver the energy products and services people around the world need right now. It has 102,498 locations and its international headquarters in located in St James’s Square, London Its Upstream segment is responsible for activities in oil and natural gas exploration, field development and production. Its Downstream segment focuses on fuels, lubricants and petrochemicals. BP is one of the world’s leading international oil and gas companies. They provide customers with fuel for transportation, energy for heat and light, lubricants to keep engines moving, and the petrochemicals products used to make everyday items as diverse as paints, clothes and packaging (BP, 2014). Problems: One problem that BP faces results from the oil spill in the Gulf of Mexico in 2010. The company faces many lawsuits. BP is front and center because of  its high-profile role in the disaster, not to mention its deep pockets and its reputation as a global business power. Current estimates have BP setting aside about $32 billion to cover cleanup, legal claims, fines, and other costs related to the spill. So, clearly BP is planning on taking the brunt of the legal blame — and the biggest financial hit, for contributing to the worst oil spill in the nation’s history (Nolo, 2014). Another problem the company faces is the mandated cleanup fines that the government is requiring the company to pay. According to Smith, selfishness is a fundamental driving force of human conduct (Fieser & Moseley, 2012). Companies such as BP accumulate wealth by using resources from the Earth. The company is subject to lawsuits and cleanup fines because of the numerous livelihoods that were damaged and the damage cause to the environment as a result of the oil spill the government requires the company to supply. Recently, BP Oil and Gas filed a petition with US Supreme Court Justice Antonin Scalia seeking review of a lower court’s decision to have BP continue making payments to the affected parties related to the 2010 Gulf of Mexico oil spill and stop payments to claimants while litigation continues (Matthew, 2014). Impact to Company: Initially, BP had a negative public view and maintained its stock. However, by late June, BP was trading in the $27 range. Fewer analysts recommended buying BP and a few recommended that investors sell. Coincidentally, this was all about the same time as or shortly after BP agreed to put $20 billion into an escrow account to pay for spill-related damages and announced it would not pay stock dividends in 2010 (Lawyers.com, 2014). In addition as of 2013, BP spent $26 billion on response efforts. Part Three: Personal Ethical Evaluation Goodwill Industries International Goodwill’s primary response was driven by selfish motives (Fieser & Moseley, 2012) and morally irresponsible. The company’s response that the people should be grateful and not complain about their wages brings a negative view upon the company. According to Fieser and Moseley (2012), the moral subjectivist thinks that right and wrong is decided by what, the subject of the situation, thinks or feels is right or wrong. However the average person  working in the United States expects to receive minimum wage for working, because it is the norm or culturally relative (Fieser & Moseley, 2012). The culture of the United States would view Goodwill as taking advantage of already limited people. Ethical egoism implies that people act so as to maximize their self-interest (Fieser & Moseley, 2012). Goodwill felt that it was doing a greater good by hiring those who would not normally have gotten employment. Morally speaking, they were within the confines of the law to operate as su ch. Because Goodwill used the Special Wage Certificate Program, to employ disabled workers at rates cents per hour (Gibson, 2013) they were legally justified in their actions. The law allows nonprofits and companies to get a certificate that lets them to employ disabled workers â€Å"based on their abilities† at whatever salary they find suitable, with no minimum. On the other side of this coin is that Goodwill receives grant money from the government for operating as a nonprofit organization and actually helping people in the community. Even though the attempt was noble, they could have done more to improve the situation. Though they hired a demographic of people that would normally remain unemployable, they could have offered a salary that demonstrates a level of equality, fairness or self-worth. In many cases these people were working for less than eight dollars a day. They spent more money in expenses getting to work than they actually made at work. Some of the people complained about that very issue also, that they did not make enough money to cover rent. This is compared to the $729,000 in salary and deferred compensation that the CEO, Jim Gib bson makes. The CEOs of Goodwill organizations across the U.S. mutually earned $30 million (Gibson, 2013). The company received 90 million dollars government grants and $27 million from corporate and foundation grants in 2013. Goodwill offered a potential solution to a difficult situation. In doing so, the company created a problem for themselves. It could have been prevented had they offered an acceptable wage compensation to the disable employees. One way Goodwill can address the issue with the treatment of its employees is to consider the triple bottom line, which implies that successful companies must pursue three distinct values: people, the planet, and profit (Fieser & Moseley, 2012). There should be social benefit to workers and the community, environmental benefit with the implementation of sustainable ecological practices, and economic benefit only after all hidden  environmental costs have been factored in. In doing so, if Goodwill hires employees, then they should pay them minimum wage and accommodate their job assignments according to their ability regardless of their level of ability. They should also offer opportunity for raises and promotion. This ensures that everyone gets equal pay and fair treatment. One solution for the issue of greed is to put into place quality assurance representatives and to create a price list for different categories of items. This ensures that all items are priced the same across the country. The price list should have a price range, which includes the lowest and highest prices that items can be priced within their category. For example, a lamp can be priced from $3.00 to $5.00 depending on quality. This solution is possible but would require extreme communication across the nation. It would also require store representatives to ensure that these policies were followed and to ensure that all donations are inventoried properly. BP P.L.C BP’s primary response was utilitarian driven (Williams, 1973) and morally responsible (Fieser & Moseley, 2012). The company was motivated by the idea to make things right. The company’s response to set finances aside for the cleanup efforts and to assist those affected by the oil spill was their way of taking responsibility for the harm that their operations and property caused on the environment and lives in the Gulf area. The oil spill was a direct result of the company drilling in the Gulf. The thousands of gallons of oil that flooded the area affected animal life and eventually the livelihood of fishermen. BP plc was faced with managing the crisis and examining the causes of its organizational failure. At the core of the issue is a failed organizational culture. The problem could have been prevented had BP ensured that all safety measures for drilling were being used. As time passed, BP became more driven by ethical egoism. They began to act so as to maximize their self-interest. They no longer wanted to pay the families who were affected and wanted courts to reevaluate the situation to determine if they were still obligated to pay these families for the oil spill that killed and poisoned wildlife, animals and fish (Matthew, 2014). Even though the company’s initial response was admirable, they came back with an actions that demonstrated that they are truly a profit company and wanted to stop all obligation to pay those who were affected by the oil  spill. The company agreed to put $20 billion into an escrow account to pay for spill-related. They eventually paid $26 billion in issued related to the oil spill (Gibson, 2013). BP could have do more to help the situation analyzed the damage caused by the oil spill to determine lasting effects on fishermen’s livelihoods. The company can set aside more money to assist in future cleanup efforts, provide funding to local environmental services for testing and cleanup efforts. BP can also settle all reasonable lawsuits. This will help its public image and provide closure for families who lost their livelihood. The company can set aside money for environmental service agencies to test toxicity levels, population and regeneration of different animal species and any future cleanup efforts. These solutions are possible because eventually BP will have to pay more in legal fees, lawsuits or fines. These solutions offer them the chance to get ahead of the problem and be proactive Part Four: Critique of Company’s Actions Goodwill Industries International Goodwill’s actions and motivation seem to reflect self-interest and at times down right greed. The company’s response that the people should be grateful and not complain about their wages brings a negative view upon the company. According to Fieser and Moseley (2012), the moral subjectivist thinks that right and wrong is decided by what, the subject of the situation, thinks or feels is right or wrong. Even though Goodwill’s administration would have viewed the hiring of disabled people at such a low wage as acceptable, many would not. The average person working in the United States expects to receive minimum wage for working, because it is the norm or culturally relative (Fieser & Moseley, 2012). The culture of the United States would view Goodwill as taking advantage of already limited people. Ethical egoism implies that people act so as to maximize their self-interest (Fieser & Moseley, 2012). Goodwill felt that it was doing a greater good by hiring those who would not normally have gotten employment. Morally speaking, they were within the confines of the law to operate as such. Because Goodwill used the Special Wage Certificate Program, to employ disabled workers at rates cents per hour (Gibson, 2013) they were legally justified in their  actions. The law allows nonprofits and companies to get a certificate that lets them to employ disabled workers â€Å"based on their abilities† at whatever salary they find suitable, with no minimum. The company’s response should have been response was utilitarian driven (Williams, 1973). This approach would have allowed the company to view the disabled as people worthy of the respect of being treated and paid equally. Just because they â€Å"can† legally pay these employees less does not mean that it is the correct thing to do. Right and wrong could have been determined by a cost-benefit analysis. Because the company receives so many millions to help fund programs like employing disable people, they would not have lost anything financially to pay the people at least minimum wage. There could have been several benefits, such as a more positive public view, sustained donations from the public and a developing a program that actually helps the community. BP P.L.C. BP’s primary response was utilitarian driven (Williams, 1973) and morally responsible (Fieser & Moseley, 2012). The company was motivated by the idea to make things right. The company’s response to set finances aside for the cleanup efforts and to assist those affected by the oil spill was their way of taking responsibility for the harm that their operations and property caused on the environment and lives in the Gulf area. As time passed, BP became more driven by ethical egoism. They began to act so as to maximize their self-interest. They no longer wanted to pay the families who were affected and wanted courts to reevaluate the situation to determine if they were still obligated to pay these families for the oil spill that killed and poisoned wildlife, animals and fish (Matthew, 2014). (1) Moral Subjectivism In its common form, Moral Subjectivism amounts to the denial of moral principles of any significant kind, and the possibility of moral criticism and argumentation. In essence, ‘right’ and ‘wrong’ lose their meaning because so long as someone thinks or feels that some action is ‘right’, there are no grounds for criticism.à  If you are a moral subjectivist, you cannot object to anyone’s behaviour (assuming people are in fact acting in accordance with what they think or feel is right).à  This shows the key flaw  in moral subjectivism — probably nearly everyone thinks that it is legitimate to object, on moral grounds, to at least some peoples’ actions.à  That is, it is possible to disagree about moral issues. (2) Cultural Relativism Right and wrong is determined by the particular set of principles or rules the relevant culture just happens to hold at the time. Cultural Relativism is closely linked to Moral Subjectivism.à  It implies that we cannot criticize the actions of those in cultures other than our own.à  And again, it amounts to the denial of universal moral principles.à  Also, it implies that a culture cannot be mistaken about what is right and wrong (which seems not to be true), and so it denies the possibility of moral advancement (which also seems not to be true). (3) Ethical Egoism Right and wrong is determined by what is in your self-interest.à  Or, it is immoral to act contrary to your self-interest. Ethical Egoism is usually based upon Psychological Egoism — that we, by nature, act selfishly.à  Ethical egoism does not imply hedonism or that we ought to aim for at least some ‘higher’ goods (e.g., wisdom, political success), but rather that we will (ideally) act so as to maximize our self interest.à  This may require that we forgo some immediate pleasures for the sake of achieving some long term goals.à  Also, ethical egoism does not exclude helping others.à  However, egoists will help others only if this will further their own interests. An ethical egoist will claim that the altruist helps others only because they want to (perhaps because they derive pleasure out of helping others) or because they think there will be some personal advantage in doing so.à  That is, they deny the possibility of genuine altruism (because they think we are all by nature selfish).à  This leads us to the key implausibility of Ethical Egoism — that the person who helps others at the expense of their self-interest is actually acting immorally.à  Many think that the ethical egoist has misunderstood the concept of morality — i.e., morality is the system of practical reasoning through which we are guided to constrain our  self-interest, not further it.à  Also, thatà  genuine altruism is indeed possible, and relatively commonly exhibited. Utilitarianism Utilitarianism is a very simple view that matches common sense – right and wrong can be determined by a cost-benefit analysis. We must consider all the good and bad consequences when deciding if an action is right. Utilitarians disagree about what counts as â€Å"good† or â€Å"bad.† Some think that fulfilling desires is good and thwarting desires is bad, classic utilitarians think that happiness is good and suffering is bad, and pluralists believe that there are multiple â€Å"intrinsic goods† that are worth promoting. An action will then be said to be â€Å"right† as long as it satisfactorily causes good consequences compared to alternative actions, and it will be â€Å"wrong† if it doesn’t. Utilitarianism doesn’t discriminate or encourage egoism. It is wrong to harm others to benefit yourself because everyone counts. What counts as â€Å"satisfactory† will not be agreed upon by all philosophers. Originally some philosophers suggested that only the â€Å"best† action we could possibly perform is â€Å"right,† but this is an extreme, impractical, and oppressive view. Why? Whenever you are taking a shower or spending time with friends it would probably be better to be doing something else, such as helping the needy, but it is absurd to say that you are always doing wrong whenever you are taking a shower or spending time with friends. Additionally, it isn’t clear that there is a â€Å"best† course of action always available to us. There might be an unlimited number of actions we can perform and at least one of them could be better than what we choose to do. Corporate sustainability includes many normal business practices. The oil spill in the Gulf of Mexico provides a classic example of how failure to be sustainable can lead to an overall organizational failure of mandate, and a failure to serve stakeholders. BP plc was faced with managing the crisis and examining the causes of its organizational failure. At the core of the issue is a failed organizational culture. This paper examines what events and  organizational values have led to the crisis and what changes to organizational culture would be required, to avoid a repeat event and begin to create a sustainable organization. Reference: Arnold, D. H., & McKay, R. (2013). Sustainable Enterprises: Crisis Management and Culture Transformation for BP. Business and Management Research, 2(3), p16. Chicago Anand, S. (2008). Not†for†Profit Organizations. Essentials of Corporate Governance, 163-177. Matthew, J. 2014. BP Asks US Supreme Court to Halt Gulf of Mexico Oil Spill Payments Retrieved from http://www.ibtimes.co.uk/bp-asks-us-supreme-court-halt-gulf-mexico-oil-spill-payments-1450360 Rodwell, J. J., & Teo, S. T. (2013). STRATEGIC NRM lN FOR-PROFIT ANO NON-PROFIT ORGANIZATIONS IN A KNOWLEDGE-INTENSIVE INDUSTRY. Human Resource Management in the Public Sector, 9. Williams, B. (1973). A critique of utilitarianism. Cambridge/UK.

Working Mothers Negative Effects On Young Children Social Work Essay Essay Example

Working Mothers Negative Effects On Young Children Social Work Essay Essay Example Working Mothers Negative Effects On Young Children Social Work Essay Paper Working Mothers Negative Effects On Young Children Social Work Essay Paper Working female parents have negative effects on their immature kids. This paper is used to demo that why female parents who normally working outside have bad effects on their immature kids and what are the effects. It explores a series of articles, diaries and experiments on the web sites to demo the bad effects of working female parents to their kids by the undermentioned four chief points, early developmental effects, mother-child barriers, psychological harm for kids and female parent s over-indulging cause kids deficiency of self-denial. In decision, the consequence of working female parents is still a controversial subject for presents, but both the common thought of people and the studies show that working female parents have farther negative effects to kids. Mother is the individual who gives a child life and love, so she is the most of import individual for a kid. Children can non populate without their female parent during babyhood which is based on homo s inherent aptitude. Mothers can give chest milk for kids to do them alive. And female parents can fulfill every small ask from kids because of female parent s love which is the basic homo s replete exist on every portion of homo s civilization and society. If people populating in the manner of against the homo s inherent aptitude, such as female parent normally outside so that do non hold adequate clip to remain with her kid, it will do jobs. Therefore, working female parents may hold negative effects on their immature kids. First of wholly, working female parents may doing bad early developmental effects. The kids will hold slower emotional development and mark less good in reading and math s trials, if their female parents return to work full clip in the old ages before they start school ( Carvel, 2003 ) . In this article, it talks about the working female parent s bad effects to their kids who show on the kids s ability of instruction. By the research, Prof Francesconi said that Even the kids of extremely educated female parents who go back to full-time work early will hold lower educational attainment. But the disadvantage will non be every bit much as it is for less educated Dendranthema grandifloruoms . This statement supports the thought of female parent who working outside truly has negative consequence on her kids. Parents are the first instructor of a kid, particularly the female parent. Imitate others action is the basic inherent aptitude of larning. In add-on, a research survey that receiv ed national attending in Britain found that kids whose female parents worked fill-time were twice every bit likely to neglect their high school go forthing tests as those whose female parents stayed place to raise them ( Anonymous, 1999 ) . This illustration besides shows that working female parents have negative effects to their kids on instruction. As a consequence, if female parents working outside for long clip, so the kid will has cipher to copy so that has less opportunities to larn abilities. This is the basic ground of why the kids with working female parents have low early instruction degree. As a consequence, early instruction is a really of import measure to act upon people s IQ and EQ for their whole life. Nowadays, escalating competition between people becomes harder and harder, so kids can non lose from the get downing line. Therefore, female parents should non work outdoors for long clip during the childhood of their kids. Second, working female parents will easy do mother-child barriers. In most of eastern states particularly in China, most of people believe that merely the people with the relationship of blood ties can truly swear each other, and the relationship between female parent and kids is the closest 1. However, if the female parent is working outside during her kids s childhood, there must be some estrangement being created. This will do barriers the communicating between female parent and kids, so that may organize domestic contradictions and go a concealed problem in future. A research survey that received national attending in China a twosome of old ages ago shows that convey up boies to back up parents in their old age is a common thought around people in low public assistance, so, if there is a job between female parent and kids on their household love, that will do a immense problem in a household, even the whole society. Pure close relationship normally built from childhood. When pe ople get older, the relationship will go complicated. Therefore, if people want to maintain the relationship of blood ties more credible, so this relationship should be built every bit early as possible. If people can non swear in the female parent s love, they will hold few opportunities to have others love. Love is the force of aid from others and no 1 can acquire a successful consequence without any aid. The female parents who ever work outside will do their kids start to discredit in love and do mother-child barriers even the barriers with the whole universe ( Wax, 2004 ) . Peace can non be kept by force. It can merely achieved by understanding is a well-known expression by Albert Einstein, but the apprehension between people demands clip and forbearance. Working female parents do non hold adequate clip to pass on with their kids and construct this apprehension, so barriers may easy be created. Peoples can non win with barriers in their household and the female parents who ev er work exterior is one of the grounds to do this happened. Therefore, working female parents have negative consequence to immature kids. Third, working female parents has the effects of psychological harm for kids. Young kid is really weak on both their organic structure and head, and female parent is the dearest individual of her kids. There was an experiment for a long clip ago shows that when people is confronting immense jobs, particularly the job is threating to life, the first individual they think is ever their Dendranthema grandifloruom. This is an look of homo s inherent aptitude of belong to and swear in female parent s love. Therefore, if female parent ever working outside and do non hold clip to remain with her kids, this will easy doing kids experiencing helpless and go unsociable, bizarre and have an inferior outlook. There are many illustrations around me, such as some schoolmates with individual parent household, or, some schoolmates whose parents ever really busy, normally have less assurance and less communicates with others. This is the immediate effect of kids with less of love. In this instance, t he kids with less female parent s attentions will demo different jobs in their behaviour ( Brindle, 2000 ) . Peoples may besides hold psychological unwellness or do visible radiation of their ain life ( Wax, 2004 ) . Peoples can non win without assurance and bravery, but these two of import individualities are the looks of people in love, particularly in the great female parent s love. Therefore, the kids with working female parents will acquire much less love than the kids whose female parent can ever remain with them. This will act upon the whole life of a kid. Fourthly, Working female parents may do female parents over-indulging and makes their kids deficiency of self-denial because of if the female parent work outside for long times, they will seek their best to do their kids happy in the limited clip of stay together and with less control. For illustration, many people who had has less attention because of their parents are excessively busy during their childhood, after they leave their place and get down to populate by their ain, such as abroad pupils, they normally weak to confront any seducement, and easy be addicted to take drugs, gambles, and intoxicant. They become to pass the money from their household extravagantly, so, eventually broken up the whole household and give up their calling. There is a study shows that working female parents normally have fatter kids. The working female parents has less attending to take attention every individual parts of their kids s day-to-day live, and they may utilize whatever the manner which c an do their kids happy to make full their guilty of did non pass adequate clip with kids ( Hawkes, 2007 ) . If hardworking can assist people to successful, so the spirit of unremitting and neer give up is the key to win. However, if people can non command themselves, they will neer to the full win. Therefore, immature kids need their female parents to remain with them and the female parents who ever work outdoors will hold negative consequence on their personality. Last but non least, people normally think that working female parents may hold negative effects to their kids as an inherent aptitude. There was an experiment has shown that approximately 60 % of work forces and 70 % of adult females agreed that a adult female s demand for self-fulfillment through work is merely every bit of import as her kids s demand for the best child care , and this study represent that in most of people s head, particularly in working female parents head, they want to pass more clip with their kids and give a best childhood to them ( WORKING Mothers: Consequence ON CHILDREN , 1983 ) . Mothers want to remain with their kids and kids want to remain with their female parents is the inherent aptitude of human being or animate beings. If people live in the manner which is against their inherent aptitude, so it has to be at least a really small influence to their life. However, for many grounds, there are so many studies try to demo the opposite consequence of pe ople s common thought that there is no difference between the kids with working female parents or non, but few of them has supported that the working female parents can assist their kids to turn up. Therefore, these articles may make by the authoritiess or the people who want adult females continue to work so that keeps the societal productiveness non diminishing. This is merely a courageous speculation, but still seems possible and sensible. In decision, In decision, based on the methods of above, working female parents may hold the undermentioned negative effects to their kids, such as early developmental effects, mother-child barriers, psychological harm for kids and female parent s over-indulging cause kids deficiency of self-denial. Therefore, female parents are better to pass more clip with their kids instead than working outside for long-run.

Theodore Roosevelt and the New York Police Department

Theodore Roosevelt and the New York Police Department Future president Theodore Roosevelt returned to the city of his birth in 1895 to take on a task that might have intimidated other people, the reform of the notoriously corrupt police department. His appointment was front-page news and he obviously saw the job a chance to clean up New York City while reviving his own political career, which had stalled. As the president of the police commission, Roosevelt, true to form, vigorously threw himself into the task. His trademark zeal, when applied to the complexities of urban politics, tended to generate a cascade of problems. Roosevelts time at the top of the New York Police Department brought him into conflict with powerful factions, and he did not always emerge triumphantly. In one notable example, his widely publicized crusade to close saloons on Sunday, the only day when many workingmen  could socialize in them, provoked a lively public backlash. When he left the police job, after only two years, the department had been changed for the better. But Roosevelts time as New York Citys top cop had been raucous, and the clashes he found himself in had nearly brought his political career to an end. Roosevelts Patrician Background Theodore Roosevelt was born into a wealthy New York City family on October 27, 1858. A sickly child who overcame illness through physical exertion, he went on to Harvard and entered New York politics by winning a seat in the state assembly at the age of 23. In 1886 he lost an election for mayor of New York City. He then stayed out of government for three years until he was appointed by President Benjamin Harrison to the United States Civil Service Commission. For six years Roosevelt served in Washington, D.C., overseeing the reform of the nations civil service, which had been tainted by decades of adherence to the spoils system. Roosevelt was respected for his work reforming the federal civil service, but he wished to return to New York City and something more challenging. A new reform mayor of the city, William L. Strong, offered him the job of sanitation commissioner in early 1895. Roosevelt turned it down, thinking the job of literally cleaning up the city was beneath his dignity. A few months later, after a series of public hearings exposed widespread graft in the New York Police Department, the mayor came to Roosevelt with a far more attractive offer:  a post on the board of police commissioners. Enthused by the  chance to bring much-needed reforms to his hometown, and in a very public post, Roosevelt took the job. The Corruption of the New York Police A crusade to clean up New York City, led by a reform-minded minister, Rev. Charles Parkhurst, had prompted the state legislature to create a commission to investigate corruption. Chaired by state senator Clarence Lexow, what became known as the Lexow Commission held public hearings which exposed the startling depth of police corruption. In weeks of testimony, saloon owners and prostitutes detailed a system of payoffs to police officials. And it became apparent that the thousands of saloons in the city functioned as political clubs which perpetuated the corruption. Mayor Strongs solution was to replace the four-member board that oversaw the police. And by putting an energetic reformer like Roosevelt on the board as its president, there was cause for optimism. Roosevelt took the oath of office on the morning of May 6, 1895, at City Hall. The New York Times lauded Roosevelt the next morning but expressed skepticism about the other three men named to the police board. They must have been named for political considerations, said an editorial. Problems were obvious at the outset of Roosevelts term at the top of the police department. Roosevelt Made His Presence Known In early June 1895 Roosevelt and a friend, the crusading newspaper reporter Jacob Riis, ventured out into the streets of New York late one night, just after midnight. For hours they wandered through the darkened Manhattan streets, observing the police, at least when and where they could actually find them. The New York Times carried a story on June 8, 1895 with the headline, Police Caught Napping. The report referred to President Roosevelt, as he was president of the police board, and detailed how he had found policemen asleep on their posts or  socializing in public  when they should have been patrolling alone. Several officers were ordered to report to police headquarters the day after Roosevelts late night tour. They received a strong personal reprimand from Roosevelt himself. The newspaper account noted: The action of Mr. Roosevelt, when it became known, made a sensation throughout the department and as a consequence, more faithful patrol duty may be performed by the force for some time to come. Roosevelt also came into conflict with Thomas Byrnes, a legendary detective who had come to epitomize the New York Police Department. Byrnes had amassed a suspiciously large fortune, with the apparent help of Wall Street characters such as Jay Gould, but had managed to keep his job. Roosevelt forced Byrnes to resign, though no public reason for the ouster of Byrnes was ever disclosed. Political Problems Though Roosevelt was at heart a politician, he soon found himself in a political bind of his own making. He was determined to shut down saloons, which generally operated on Sundays in defiance of local law. The problem was that many New Yorkers worked a six-day week, and Sunday was the only day when they could gather in saloons and socialize. To the community of German immigrants, in particular, the Sunday saloon gatherings were considered an important facet of life. The saloons were not merely social but often served as political clubs, frequented by an actively engaged citizenry. Roosevelts crusade to shutter saloons on Sundays brought him into heated conflict with large segments of the population. He was denounced and viewed as being out of touch with the common people. The Germans in particular rallied against him, and Roosevelts campaign against saloons cost his Republican Party in the city-wide elections held in the fall of 1895. The next summer, New York City was hit by a heat wave, and Roosevelt gained back some public support by his smart action in dealing with the crisis. He had made an effort to familiarize himself with slum neighborhoods, and he saw that the police distributed ice to people who desperately needed it. By the end of 1896, Roosevelt was thoroughly tired of his police job. Republican William McKinley had won the election that fall, and Roosevelt began concentrating on finding a post within the new Republican administration. He was eventually appointed an assistant secretary of the Navy and left New York to return to Washington. Impact of Roosevelt on New Yorks Police Theodore Roosevelt spent less than two years with the New York Police Department, and his tenure was marked with nearly constant controversy. While the job burnished his credentials as a reformer, most of what he tried to accomplish ended in frustration. The campaign against corruption proved essentially hopeless. New York City remained much the same after he left. However, in later years Roosevelts time at police headquarters on Mulberry Street in lower Manhattan took on legendary status. He would be remembered as a police commissioner who cleaned up New York, even though his accomplishments on the job didnt live up to the legend.

Women Consumers, Lifestyle Trends and the Red Experience Essay

Women Consumers, Lifestyle Trends and the Red Experience - Essay Example Red production team realized that their target group was mostly women in established careers and with children and therefore they have high demands due to their roles. Stevens, Maclaran and Brown (2003, p. 37) explains that since this group had little time for themselves, the marketing strategy of Red was emphasizing the experience and indulgence of reading the magazine. The campaign also stressed on the value of having time for oneself and coined the slogan ‘Red Time is Me Time’ as described by (Rainey, Kelly, Campbell, Roalfe/Y&R 1999). EMAP Elan Annual Report (2000) note that Red was successful in capturing the new market with its circulation increasing by 12 % in 2001 to 174,000 copies per month. Its TV advertisement is composed of three short commercials ‘Defining Moments’, ‘Me Time’ and ‘The Strip’. Stevens, Maclaran and Brown (2003, p. 36) observe that the Defining Moment was intended to capture the attention of women while t he other two pieces of advertisement brought out the fact that reading the magazine brings a pleasurable feeling. Stern (2000, p. 58) argues that the method used in the Red Magazine Campaign stressed on the experimental dimensions of reading the magazine and the gratification of self-indulgence. There is increased use of experimental appeals in marketing where the target market is invited to have a personal experience in the use of a certain product. O’Donohoe (2002, p. 103) argues that from the beginning, modern marketing relies on gender to understand and describe consumers and their trends. Kerwin (2000) asserted that the new strategy in marketing of women’s products is simplicity. In perfume market, there are so many products and understanding the attitudes and lifestyle of the target group determines ones success in capturing the market. Stevens and Maclaran (2007, 36) describe the marketing of Touch of Pink which is a new fragrance produced by Lacoste. Â  The advertisement features a young beautiful woman with blonde hair wearing a short pink dress. Stevens and Maclaran (2007, 36) further notes that the advertisement points that the perfume is for genuine and spontaneous women with true zest for life. In the advertisement, the perfume is described as fre sh, intriguing, floral and fruity fragrance. Stevens and Maclaran (2007, 36) argue that this campaign centers on femininity as both joyous and energetic.