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Residential 2002, 2006.
An evaluation of Residential 2002, a team development process for Masters degree students.
3,200 words (approx. 12.8 pages), 15 sources, MLA, $ 92.95
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Abstract
This paper evaluates a team development simulation, known as the Residential. The paper describes the development of the particular team during the 2002 cycle. The paper evaluates the development of the team using the "Tuckman's wheel" model. The paper applies this particular model based on the assumption that it clearly reflects the development of crucial factors such as leadership, motivation and communication. The paper also refers to other theories of organizational behavior and the researcher's empirical experience. The paper concludes by illustrating the nature of organizational behaviour within an integrated management module.
Table of Contents
1 Introduction
2 Environment of Residential 2002
3 Stages
3.1 Forming Stage
3.1.1 Leadership
3.1.2 Communication
3.1.3 Motivation
3.2 Storming Stage
3.2.1 Leadership
3.2.2 Communication
3.2.3 Motivation
3.3 Norming Stage
3.3.1 Leadership
3.3.2 Communication
3.3.3 Motivation
3.4 The Change of the Teams's Composition
3.4.1 Leaders
3.4.2 Communication
3.4.3 Motivation
4 Positive View of Learning During Residential 2002
4.1 Leadership
4.2 Communication
4.3 Motivation
5 A Learning Organization
6 Conclusion
7 References
8 Bibliography
From the Paper
"Before briefing teams on tasks objectives, tutors, who acted as senior managers, held a short introduction on level of performance being expected from participants and on several aspects of future environment. This briefing was designed to introduce friendly atmosphere within teams, reduce stress of team members and to help teams to duly apply different models and theories in managing team development. Each teams consisted of 7 members of different genders with various cultural and educational backgrounds. Except for the last task the composition of teams was constant. When teams were defined, the special team names were introduced to support the fast establishing of teams's self-identity. Teams were given number of tasks to do within teams: baskets and water, maze, minefield, eggs, ballista and exhibition. The fact that senior managers wrote down task objectives on paper helped participants to clearly understand their tasks. During task-related activities team members were supposed to develop group related skills such as relationship building, leading, helping, delegating, planning, setting and accomplishing goals, taking actions and applying entrepreneurship skills. The successful task accomplishment required the specialization within the team according to the perceptive abilities of its members. During the briefing session senior managers put on the board the team roles of team members within "Belbin's model" (Belbin, 1994) helped team members to get the primary idea of their team composition."
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Working in the Late 1800s, 2006.
An overview of the poor working conditions that the lower class was exposed to in the late 19th century.
1,780 words (approx. 7.1 pages), 4 sources, MLA, $ 57.95
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Abstract
Many historians have celebrated the positive side effects of rapid industrialization, citing such favorable consequences as medicinal advancements, housing advancements, steam engines, electrical engines, gas powered engines, automobiles and planes. This paper shows, however, that what lay in the shadows of industrialization was a story of heart wrenching poverty, 16-hour workdays, physical beatings, starvation, unsafe and unhealthy factories, child labor, increased mortality rates, disease and low wages. Few realize the hardships that new urban families had to endure in order to survive. The paper argues that while political leaders and the wealthy upper class drenched themselves in the profits of industrialization, the lower class was forced to carry out the backbreaking work that paid so little.
Paper Outline:
Introduction
Women
Children
The Impact and Today
Conclusion
Bibliography
From the Paper
"Families had little choice but to place their children in the factories, the family required the income to make ends meet. Realizing the growing problem of child labor during the Industrial Revolution, Britain's Michael Sadler headed a parliamentary investigation in 1832 which showed similar results to the plight in American factories. The investigation found that children were woken as early as four in the morning by their parents, and were at work by five a.m., at which time they would work until they received a 40-minute break at noontime. After this break the child was expected to work until dusk, usually seven or eight p.m., at which point they were allowed to go home."
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Japanese Women in the Workforce, 2006.
Addresses historical trends in women's work and wages in Japan and closes with prospects for the future.
1,895 words (approx. 7.6 pages), 5 sources, MLA, $ 60.95
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Abstract
This paper takes a look at the changing nature of women's employment in Japan. The paper examines traditional roles of Japanese society, traditional societal attitudes about the role of women in Japan and how Japanese women themselves have largely seen their role in society. The paper also examines how, slowly, these roles and attitudes are changing and looks at the factors that have contributed to these changes. The paper concludes with a look at what Japanese women and society can do to help promote the prospects of women in the future.
From the Paper
"As the female share of the labor force rises, the labor force overall may appear to respond less flexibly to changes in aggregate demand, and Japan may witness an initial slowing of productivity growth, since many of the women who enter the labor force will have less experience and training than their male counterparts. The male-female wage gap has recently begun to widen, partly as a result of the changing composition of the female labor force. However, as more and more women become permanently attached to the workforce, increases will probably occur both in their productivity and in their relative wages."
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Ethan Kapstein?s ?Worker in the World Economy?, 2005.
This paper is a critical review of Ethan Kapstein's article "Worker in the World Economy" in "Foreign Affairs Magazine", 1996, and includes ripostes against his treatise.
1,060 words (approx. 4.2 pages), 11 sources, MLA, $ 37.95
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Abstract
This paper explains that Mr. Ethan Kapstein's treatise on the "Worker in the World Economy" offers many effulgent observations but fails to validate universal resolution of the global worker's plight. The author points out that Kapstein suggests that economic policies and programs supported by international policy coordination do not take into account the complexity of individual infrastructure, social priorities or, in many countries, the political dogma workers sustain in earning a living. The paper relates that, in a fully employed economy, the unemployment rate will not equal zero; in this case, unemployment is classified as either frictional or structural unemployment.
Table of Contents
Easing Pressure on the Losers
Economies Vary for Different Reasons
Technology in the Workplace
Competitiveness Is Healthy
"Hanging Together" or Hanging Ourselves?
From the Paper
"Mr. Kapstein is rectified in his view that governments should assist in re-training and education for displaced workers, Even Mr. Lawrence agrees. Mr. Kapstein is short sighted in his verge upon "tight money and lose fiscal policies." Lose money or lower interest rates encourage growth, but we cannot forget about inflation. Federal and state governments offer such relief in the form of JPTA. This program has successfully re-trained thousands of displaced workers for entry into technical job markets. Third World economies are largely oblivious to job training/re-training, in some cases even unemployment relief. Compulsory elementary education together with a two-track secondary system of academic and vocational schools can produce a generally well-educated population in these economies."
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Roman and Germanic Laws Regarding Slavery, 2006.
A comparison and contrast of the Roman and Germanic laws regarding slavery.
2,468 words (approx. 9.9 pages), 11 sources, MLA, $ 75.95
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Abstract
This paper is a study of the contrasts and comparisons of the laws regarding slavery adopted by the Roman and Germanic culture. The paper identifies how the idea of slavery was started and how it developed in both the Roman culture and the Germanic culture. It identifies how in fact, the Dark Ages were considered not so much a time of the end of a culture as they were a time where divergent cultures and peoples were migrating into each other's territories and enforcing the exchange of land and goods all derived from the merging of the Roman and Germanic ideas regarding slavery.
From the Paper
"In order to compare and contrast how the Ancient Romans and the Ancient Germanic peoples saw slavery, we must first understand why each culture practiced slavery. The ancient Romans had a complex civilization based on slavery. There were two levels of citizenship, patricians (aristocrats) and plebeians (the common people). At the height of its civilization Rome Empire had three slaves for every free person. Except for the poorest farmers living in country, slaves performed almost all-agricultural work."
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Labor Unions in the US: 1790 to the 1820s, 2006.
This paper contains an historical overview of the U.S. labor movement between 1790 and the 1820s and discusses the birth pangs of the early efforts which gave way to greater and more secure victories for workers.
1,185 words (approx. 4.7 pages), 4 sources, APA, $ 40.95
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Abstract
This paper examines the vital role of labor unions in the U.S. which existed long before the signing of the Declaration of Independence. The writer of this paper gives a detailed historic overview of the U.S. labor movement during which time significant innovations and advancements were made to provide the foundation for today's thriving network of unions. The paper also discusses the last decade of the 18th century that saw the institution of unions in its infancy in which new bands of workers united to protect each other and their interests despite being met with much opposition by their employers.
From the Paper
"The 1820s saw several potential routes to progress on the labor front. A rush of utopian fervor and a desire to avoid some of the industrial hells of Europe prompted the establishment of the Lowell Experiment in 1820, providing a safe, hygienic, clean environment for female textile mill workers in Lowell, Massachusetts. The mill also paid extremely high wages and such benefits as library privileges and sitting rooms. A utopian community was also formed by Robert Owen in Illinois and Indiana in 1825; however, this organization failed after three years.
The women's labor movement was also felt in 1824."
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Management, 2006.
An overview of the developments in theoretical concepts and research methodology pertaining to management.
1,925 words (approx. 7.7 pages), 5 sources, APA, $ 61.95
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Abstract
This paper discusses the consequences, from a social science perspective, of various developments in theoretical concepts and research methodology pertaining to management. The theories of Frederick Winslow Taylor, John B. Watson, B.F. Skinner and Abraham Maslow are discussed and analyzed with particular attention paid to the damage caused to the labor force by the theories of Frederick Winslow Taylor.
From the Paper
"What is fascinating in unraveling how management has tried to understand and use human behavior is to look at the first time that when Frederick Winslow Taylor observed how people behaved and broke those behaviors down into small increments that could be shaped and controlled for the benefit of industry and eventually society. In doing so he became the first Behavioral Manager in history. His work predated the Behavioral Psychologists Watson and Skinner by decades. Unfortunately, Taylor, like Watson and Skinner, was a reductionist. The most brilliant philosopher social scientists had been observing man's behavior for thousands of years and had not reduced man's essence to a few measurements or behaviors. Even though Taylor's work helped bring about the Industrial Revolution, his reductionist elitism cost the world thousands of hours of innovation and creativity that soured under robot like working conditions."
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Approaches to Team Based Performance Appraisals, 2006.
A study of 360 degree evaluation, a new team-based appraisal system.
7,000 words (approx. 28.0 pages), 85 sources, APA, $ 157.95
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Abstract
This paper is a research-based study on the newest methodology in team based appraisal, called 360 degree evaluation. The paper addresses the pro and cons of this new system, in which employee and manager simultaneously evaluate one another. The author of this paper begins with an overview of the literature on approaches to appraisal and performance review. Then the paper details the role of 360 degree evaluation within personnel assessment and explains why the system developed and what needs it addresses. The paper concludes with the author's opinions on the future usefulness of 360 degree evaluation and its applications in a variety of work forces.
Abstract
Introduction
Review of the Literature
Discussion of Assessment and 360-Degree Feedback
The Downside to 360-Degree Feedback
Future of 360-Degree Feedback
From the Paper
"The database at University of California San Diego, Human Resources Department, "Overview of Performance Management", states that the evolution of the concept of performance management as a new Human Resource Management model reflects a change of emphasis in organizations away from command-and-control toward a facilitation model of leadership. This change has been accompanied by a recognition of the importance to the employee and the institution of relating work performance to the strategic or long-term and overarching mission of the organization as a whole. Employees' goals and objectives are derived from their department's, which in turn support the mission and goals of the University."
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Understanding Developmentally Challenged Workers, 2006.
An analysis of difficulties in hiring developmentally challenged workers.
970 words (approx. 3.9 pages), 7 sources, MLA, $ 34.95
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Abstract
The paper identifies some of the potential problems a company may have in hiring developmentally challenged workers, and makes recommendations for addressing those problems. It assesses corporate obligations under government regulations. The writer concludes that there is a place for handicapped workers in the business world, under certain conditions.
From the Paper
"When it comes to integrating, training, supervising and empowering the more developmentally disabled, one mistake that could easily be made is to separate them, and isolate them from the rest of the work force. It is important that company guidelines, an employee handbook of regulations, and a staff meeting resolve the problems when a developmentally disabled person is hired and assigned to a specific group or division. The goal must be to create an effective work environment. Yes, some supervision may initially require lengthier training and adjustment time, but the eventual goal of any company willing, able, even anxious to give developmentally challenged workers an opportunity is to create an atmosphere of "human value management". "Human value management can be described in one short phrase: create value through and with people." (Fitz-Enz, 1990, p. 45) It must be clearly understood by managers, supervisors, as well as "ordinary" workers, that developmentally challenged co-workers are not being given job opportunities merely out of charity. They are able and willing to contribute. They are not "dummies", perhaps only slower to learn and adapt. It is important to communicate to every worker that these people were hired because they can contribute, but may need some help in "getting up to speed". It would be a good idea for the Human Resources Department to appoint one staff member to meet with the developmentally challenged workers on a regular basis as a means of listening to their problems, trying to solve them, and to praise them for valuable contributions to the overall product or services output. More than others, these workers need reassurance and the knowledge that management cares about their feelings, their problems, and their accomplishments."
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Employee Privacy Rights, 2005.
This paper explains that, with the rise of technologies in the workplace, employers are continuously finding new ways to monitor their employees on the job.
1,495 words (approx. 6.0 pages), 4 sources, MLA, $ 49.95
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Abstract
The paper relates that, while employers certainly have the right to expect an honest day's work of their employees, employees should have the right to have a certain amount of privacy on the job; most Americans assume that they have a constitutionally guaranteed right to privacy: This is not the case. The author points out that, while monitoring phone calls may be one of the oldest ways in which employers infringe on workplace privacy, by far the most prolific is through the computer terminal even with software, which allows employers to monitor the keystrokes of their employees or the amount of time the computer terminal is idle. The paper stresses that most employees are unaware it is happening because of the clandestine way in which employers have imposed many of their monitoring techniques.
From the Paper
"It is also important for employees to keep in mind that their work-related e-mail is not private. As with the computer terminal itself, because the employer owns the e-mail system, they have every legal right to review the contents of all e-mails sent across it. This includes incoming and outgoing e-mail. Furthermore, this e-mail monitoring does not stop with work-based e-mail accounts. Employers may also have access to private web-based e-mail accounts and instant message communications used by the employee from the work terminal such as accounts through Yahoo and Hotmail. No employee should assume that simply because the account is not owned by the employer, that they do not have a legal right to pour over personal e-mails and instant messages. As deplorable as it is, several lawsuits regarding this very issue have been decided in the employer's favor, including cases against Nissan, Pillsbury, and Epson."
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