Organisational Behaviour Essay Example | Topics and Well Written Essays - 1500 words - 4

Organisational Behaviour - Essay Example It is expected that not any kind of people, but only a few with certain work personalities can become effective in particular kinds of jobs. This fact about employee types is attributed to five major personality types or characteristics found to be predominant among workers, namely: extroversion/introversion; emotional stability/instability; agreeableness/hostility; conscientiousness/heedlessness; and open-mindedness/closed-mindedness (Barrick and Mount, 1991). Depending on the line of work, there may be observed imbalances between the levels of each personality type, and this accounts for the predominating personality type among individuals in a particular work setting, which in turn dictates their success or failure in particular work settings or careers. ... ality types in each individual could affect the relative success or failure in each kind of job or work, thus it is important that aside from knowing the personal strengths and weaknesses of each individual, it is also relevant that the company’s goals be clear and concise enough to be understood (Bruck and Allen, 2003). With this in mind, the workplace must be able to create an environment that cultivates the individual’s skills in various levels and areas while at the same time relying on each person’s predominating work personality type. Different personality types go well with certain kinds of work. Person-job (PJ) fitting and person-organisation (PO) fitting has been used to assess what kind of work would make particular types of people excel, as well as predicting those that may prove to be difficult for them (Ryan and Kristof-Brown, 2003). People rating high in extroversion levels are reported to be suitable to careers with greater public exposure such as sales, those which rate high in emotional stability are more suited to law-enforcement work lie in security or police work, conscientiousness is linked with meticulous and detailed work such as engineering and architecture, agreeableness goes well with public service work such as foundations or public health work, and openness is one trait that is lauded in the academics or in research work (Mullins, 2005; Touze, 2005). When the PJ or the PO rating is good, this implies that the person is able to reconcile personal beliefs, attitudes and work goals with the organisation’s own objectives, which increases the person’s chances of staying in the organisation and achieving personal satisfaction. However, when the PJ or PO rating is bad or low, chances are that the individual’s personal preferences simply

Strengths of the biological model Essay Example for Free

Strengths of the biological model Essay Anti-depressants usually take a few weeks to have an effect and divided into three classes the first being Monoamine oxidase inhibitors (MAOIs) which include phenelzine (Nardil), the second are Tricyclics which include amitriptyline (Elavil) and have generally have fewer side effects than the monoamine oxidase inhibitors and the third class are Selective serotonin reuptake inhibitors (SSRIs) which are the newest class of antidepressants, include paroxetine (Paxil), fluoxetine (Prozac), and sertraline (Zoloft). Antidepressants are typically prescribed for depression, anxiety, phobias and obsessive-compulsive disorders. Monoamine oxidase inhibitors and Tricyclics increase the level of the neurotransmitters norepinephrine and serotonin in the brain whilst Selective serotonin reuptake inhibitors increase the level of serotonin only. Whilst antidepressants are not addictive, they often have side effects such as headache, dry mouth, constipation, nausea, weight gain, and feelings of restlessness. Of the three classes of antidepressants, MAOIs generally have the most side effects, many people who take MAOIs also have to restrict their diet, because MAOIs interact negatively with foods that contain the amino acid tyramine, such as beer and some cheeses and meats. SSRIs have fewer side effects than the other two classes of antidepressants. However, SSRIs can cause sexual dysfunction and if they are discontinued abruptly, withdrawal symptoms occur. Antipsychotic Drugs: Antipsychotic drugs are mainly used to treat mental health conditions such as schizophrenia and other psychoses, agitation, severe anxiety, mania and violent or dangerously impulsive behaviour. They include chlorpromazine (Thorazine), thioridazine (Mellaril) and haloperidol (Haldol) and usually begin to take effect a few days after they are administered. Antipsychotic drugs reduce sensitivity to irrelevant stimuli by limiting the activity of the neurotransmitter dopamine. Many antipsychotic drugs are most useful for treating positive symptoms of schizophrenia, such as hallucinations and delusions. However, a new class of antipsychotic drugs, called atypical antipsychotic drugs also help treat the negative symptoms of schizophrenia. They reduce the activity of both dopamine and serotonin. Atypical antipsychotic drugs include clozapine (Clozaril), olanzapine (Zyprexa), and quetiapine (Seroquel). Atypical antipsychotic drugs can sometimes be effective for schizophrenia patients who have not responded to the older antipsychotic drugs, however side effects include drowsiness, constipation, dry mouth, tremors, muscle rigidity and coordination problems. These side effects often make people stop taking the medications and this frequently results in a relapse of schizophrenia. A more serious side effect is tardive dyskinesia, a usually permanent neurological condition characterized by involuntary movements. To avoid tardive dyskinesia the dosage of antipsychotics has to be carefully monitored. The atypical antipsychotics have fewer side effects than the older antipsychotic drugs and are less likely to cause tardive dyskinesia. In addition, relapse rates are lower if people continue to take the drug. However, the relapse rate is higher with these drugs if people discontinue the drug as they assume they are now well and therefore do not need to take them. Lithium: One drug used in the treatment of bipolar disorders is lithium, it prevents mood swings in people with bipolar disorders. Researchers have suggested that lithium may affect the action of norepinephrine or glutamate. As with all drugs there are side effects, lithium can cause tremors or long-term kidney damage in some people. Doctors must carefully monitor the level of lithium in a patient’s blood. A level that is too low is ineffective, and a level that is too high can be toxic. Discontinuing lithium treatment abruptly can increase the risk of relapse. Recently developed alternatives to lithium include the drugs carbamazepine (Tegretol) and divalproex (Depakote). Electroconvulsive Therapy (ECT): ECT is a treatment for a small number of severe mental illnesses. It was originally developed in the 1930s and was used widely during the 1950s and 1960s for a variety of conditions. It is now clear that ECT should only be used in a smaller number of more serious conditions. ECT consists of passing an electrical current through the brain to produce an epileptic fit – hence the name, electro-convulsive. The idea developed from the observation that, in the days before there was any kind of effective medication, some people with depression or schizophrenia, and who also had epilepsy, seemed to feel better after having a fit. Research suggests that the effect is due to the fit rather than the electrical current. Electrodes are placed on the patient’s head over the temporal lobes of the brain. Anaesthetics and muscle relaxants help minimize discomfort to the patient, while an electric current is delivered for about one second. The patient has a convulsive seizure and becomes unconscious, awakening after about an hour. The typical number of ECT sessions varies from six to twenty, and they are usually done while a patient is hospitalized. The National Institute of Health and Clinical Excellence (NICE) have looked in detail at the use of ECT and have recommended that it should be used only in depression, resistant mania or catatonia. They say ECT should be considered for acute treatment of severe depression that is life threatening and when a rapid response is required, or when other treatments have failed. It should not be used routinely in moderate depression, but should be considered for people with moderate depression if their depression has not responded to multiple drug treatments and psychological treatment. Psychosurgery: As a last resort when drugs and ECT have failed psychosurgery is an option, it basically involves either cutting out brain nerve fibres or burning parts of the nerves that are thought to be involved in the disorder while the patient is conscious. The most common form of psychosurgery is a prefrontal lobotomy. Unfortunately these operations have a nasty tendency to leave the patient vegetablised or ‘numb’ with a flat personality, shuffling movements etc. due to their inaccuracy. Antà ³nio Egas Moniz discovered the lobotomy in 1935 after successfully snatching out bits of chimpanzee’s brains. It didn’t take long for him to get the message that his revolutionary treatment was not so perfect, in 1944 a rather dissatisfied patient called his name in the street and shot him in the spine, paralysing him for life. As a consolation he received the Nobel prize for his contribution to science in 1949.Surgery is used only as a last resort where the patient has failed to respond to other forms of treatment and their disorder is very severe. This is because all surgery is risky and the effects of neurosurgery can be unpredictable and there may be no benefit to the patient and the effects are irreversible. Strengths of the biological model: The main strength of the model is that drugs have been successfully used to treat a wide variety of mental disorders, they have allowed people the chance to live independently and as normal life as possible without having to stay in hospital which prior to drug treatment was the only option. Where other therapies have failed, drugs have been successful, it has revolutionised the treatment of people with schizophrenia. Drugs have helped people improve sufficiently to allow psychotherapy and allow them a chance to gain insight into their illness. Drugs have also removed the stigma surrounding people with mental health issues so they are not blamed for being ill or accused of being possessed. Another strength of the biological approach is that it is very scientific, as the experiments used are measurable, objective and can be repeated to test for reliability. Also, the researcher has more control over the variables which is evident in Selyes study of rats which led to him developing the theory of General Adaptation Syndrome. The biological approach is also deterministic and increases the likelihood of being able to treat people with mental issue and provides explanations about the causes of behaviour, this understanding can then be used to improve peoples lives. Weaknesses: One of the major weaknesses of the model is the side effects associated with drug or chemotherapy, as previously mentioned when outlining the different classes of drugs available. Most of these drugs can also cause dependency where people cannot cope without them and in some cases tolerance where the drugs actually have little or no effect. It’s also important to note that some other therapies may be ignored as busy doctors will prescribe medication rather than seek alternative means of helping the patient cope, in some cases people suffering from the stresses of daily life may be prescribed medication when exercise or relaxation could be more effective. Drug therapy also does not work for everyone such as people suffering from negative symptoms of schizophrenia where they have motivation or as it is more commonly known as Flatness of affect Another weakness of the biological model is that it focuses too much on the nature side of the nature v nurture debate. It argues that behaviour is caused by hormones, neurotransmitters and genetics. One theory is that schizophrenia is genetic, however, Bouchard and McGue (1981) twin studies show that it is not completely genetic and the environment has a part to play. Another weakness of the biological approach is that it develops theories about disorders and generalises them to apply to everyone. It does not take into account the view that humans are unique. An example of this is that General Adaptation Syndrome assumes that everyone responds in the same way to stress but does not take into account that some people have more support than others. Szasz criticised drug treatment as inappropriate, rather people had a problem with living and therefore pills weren’t the solution. Conclusion: Whilst all the approaches have been criticised, they all offer some form of therapy which has positive benefits for the patient and more importantly in some cases have worked hand in hand with other therapies to help people live better lives. None of them can be overlooked as they are beneficial to some extent. References: McLeod, S. A. (2010). Behavioral Therapy. Retrieved from  http://www.simplypsychology.org

HIV and X-ray Crystallography Essay -- Biology AIDS

WHAT IS AIDS? AIDS stand for Acquired Immune Deficiency Syndrome ACQUIRED, how? The blood, vaginal fluid, semen, and breast milk of people with the AIDS virus contains enough of the virus to transmit it to another person. Most people who have acquired the AIDS virus have done so by having sex with an infected person, sharing a needle with one, or being born to a mother who is infected. IMMUNE DEFICIENCY? Catching the AIDS virus can be lethal because it affects the immune system, which is the system in the body that fights against diseases. A person with the AIDS virus has lower levels of CD4+ cells. These cells, commonly called "T-helper" cells are an essential part of the immune system. Normal people usually have between 500 to 1,500 CD4+ cells in a milliliter of blood. SYNDROME, what syndrome? A syndrome is a health related problem that accompanies a disease. Acquiring AIDS has many side affects. As the CD4+ levels in an AIDS patient decrease, side affects including fevers, night sweats, diarrhea or swollen lymph nodes increase. Some frequently asked questions Q: What's the difference between AIDS and HIV? A: AIDS is caused by the virus called the Human Immunodefiency Virus or HIV. HIV is a retrovirus. Initially when your body is infected with the virus, it takes time for it to take its toll on the immune system. At this point its affect may not be apparent for years. HIV becomes AIDS when one has less than 200 CD4+ cells per milliliter in their blood. Q: Can you tell whether a person has AIDS just by there physical appearance? A: No. You can't tell by simply looking at someone. They may appear completely healthy. Q: Is it possible to get AIDS by the transmission of fluids such as tears or saliv... ...osure of the gp41 ectodomain. Thus, the HIV virus invades a human cell and causes infection. Implications of this experiment Although the isolation and crystallization of the gp120-CD4 complex is a milestone for HIV research, there is still much work to be done. With further research of this nature, we can learn even more about the initial interactions between HIV and the human lymphocyte cells. The more we learn about these interactions, the closer researchers will come to developing some type drug to prevent infection. In this case the ultimate goal is to discover some type of chemical that will bind to gp120 and keep it from binding to CD4. However, as there is currently no cure for AIDS, and the drugs to ease the disease's symptoms tend to be quite expensive, it is crucial that each and every person be properly educated about AIDS prevention.

Greek Philosopher Plato

Plato is one of the popular and widely read philosophers in the world. His thoughts have greatly influenced the western political mindset and discourse. Born in Athens around 427 BCE Plato accomplished a lot by writing a different treatise that shaped the world's political thoughts before his death around 347 BCE. He was a student to a great philosopher, Socrates and a teacher to a famous philosopher scholar Aristotle, who also taught Alexander the great. He was greatly influenced by his teacher, Socrates who always remains the profound character in his works. In other words, his thoughts are greatly influenced by Socrates while on the other hand, he also influences Aristotle. His thoughts are significant historically and intellectually in the western political and social infrastructure.One of the popular works of Plato is the Republic. It is popularly known as the Socratic dialogue, which Plato sought to address the issues of justice. Plato was more infuriated with the way Socrates was treated before the authority. On the same pedestal, Plato is concerned about justice and the city-state. His main investigation is whether the just man is happier than the unjust in Athens. In his argument, Plato proposes a state of the philosopher kings. He asks the society to promote education among young boys and girls so that leading them becomes easier. In other words, Plato only trusts educated leaders. He is very uncomfortable with uneducated leaders since they would not be in a position to handle the intricacies of leadership. He identifies different sets of â€Å"constitutions that promote injustice in the society, which include democracy, oligarchy, timocracy, and tyranny.† Among the four, Socrates through Plato argues that tyranny is the worst regime. Tyrants are harsher and know no language of diplomacy, but rely on wrath to instill fear in order to rule. His classical thoughts until influences political decisions in the contemporary society, not only in the west but in other parts of the world as well.From the Republic, readers are exposed to some of the social injustices fuelled by poor leadership. Plato makes it apparent that justice has been frequently used as an instrument to lure people to follow certain leaders while on the other hand, they are duped and manipulated. He relates justice as it is communicated to the person led to a bull that is well fed, not for its welfare, but for the benefit of the owner. It is blinded to believe that the good care is meant to take care of its welfare. However, the truth of the matter is that the owner gives it good feeding in readiness for slaughter. The owner wants it to be fat so that it can produce a greater amount of meat. From this standpoint, it means that the feeding is nothing meant to benefit the bull, but for the grander interest of the owner who intends to slaughter it. The same way, when people believe in justice as pronounced by their leaders, they sell themselves cheap for manipulation and tyranny. Plato is against justice that accused and executed Socrates falsely. Through his thoughts, the world has been on the lookout to shun bad leadership and dictators of history. Therefore, his arguments have been promoted in different spheres of life to promote virtue and ethics among the people living together.

Specific Investment Decisions

SPECIFIC INVESTMENT DECISIONSQ1. If a company leases rather than buy an asset, which of the following will not be a benefit to the purchaser? (MCQ)Avoiding Tax exhaustionExploiting a low cost of capital Attract lease customers Potential future scrap(2 marks) Q2. Willow Co has already decided to accept a project and is now considering how to finance the project. The asset could be leased over three years at a rental of $23,000 per annum, payable at the start of each year. Tax is payable at 25%, one year in arrears. The post-tax cost of borrowing is 8%. Calculate the net present value of the leasing option. (FIB)Years Cash flows ($)0 – 2 Rentals (23,000)2 – 4 Tax relief 5,75041084542545000NOTE: Negative answer should be shown with a negative sign (-)$(2 marks) Q3. Select the correct Lease option based on the statements given. (HA)It is a rental agreement OPERATING FINANCEMaintenance & Servicing cost of Lessee OPERATING FINANCEAgreement for the useful life of the asset OPERATING FINANCEIncluded in the balance sheet of the Lessor OPERATING FINANCE(2 marks) Q4. Tango Co. needs to decide about an asset that will be used in a project. The company has an option to either Buy the asset or Lease it. If Tango Co. opts for Buy option the following information is given: The asset is bought using a bank loan for $400,000 for a time period of three years. The scrap value of the asset is $30,000 & annual maintenance cost will be $12,000 per annum. Calculate the present value for year two using a cost of borrowing of 5% (ignoring taxation)? (MCQ)$30,000$(11,424)$(10,884)$15,552(2 marks) Q5. What are the relevant cash flows for Buy option? (MRQ)Investment and Disposal proceedsRepair & Maintenance costTax allowable depreciationTax saving on Servicing cost(2 marks) Q6. Beamer Co. wants to replace a Dyeing machine on 31st December 2017. The machine is expected to cost $360,000 if purchased immediately, payable on 31st December 2017. After four years company expects technological changes in the market making this machine redundant and leaving a scrap value of $20,000 on 31st December 2021. Capital allowance on 25% reducing balance basis. A full year allowance is given for acquisition but no writing down allowance in the year of disposal. If the maintenance cost is $15,000 per year payable at each year end & tax rate is 30%.What will be the Balancing Charge/Allowance? (MCQ)$28,172 Balancing Charge$27,000 Balancing Allowance$11,391 Balancing Charge$28,172 Balancing Allowance(2 marks) Q7. Putin Co has decided to invest in a new machine which has a ten-year life and no disposal proceeds. The machine can either be purchased now for $55,000, or it can be leased for ten years with lease rental payments of $10,000 per annum payable at the end of each year. The cost of capital to be applied is 11% and taxation should be ignored. What should be done? (MCQ)Purchase the machineLease the machineSale or LeasebackDo nothing(2 marks) Q8. A machine is leased using operating lease & the annual lease rental for six years will be $67,000 payable at each year-end. The first rental will be payable at the start of year one. Calculate net present value using a cost of capital of 13%? (FIB) 3816353683000$(2 marks) Q9. A machine is leased using finance lease & the annual lease rental for three years will be $95,000 payable at each year-end. The first rental will be payable at end of year zero in advance. The maintenance cost is $10,000 per annum for three years. Calculate net cash flow for year two using tax save rate of 30% recording in the year cash flow arises? (MCQ)$(66,500)$(73,500)$(7,000)$28,500(2 marks) Q10. â€Å"Assets with unequal lives cannot be compared to a comparison will not be like with like†. Which of the following option relates to the above statement? (MCQ)Equivalent annual costProfitability indexAsset Replacement decisionProbability analysis (2 marks) Q11. Project A with an NPV of $4m with six-year duration. Project B with an NPV of $5m with seven-year duration. Project C with NPV of $6m with a three-year duration. Cost of capital is 12%. Which of the following will be ranked second? (MCQ)Project AProject BProject CNone of the above(2 marks) Q12. The net present value of the costs of operating a machine for the next three years is $10,437 at a cost of capital of 16%. What is the equivalent annual cost of operating the machine? (FIB)4114806477000$ (2 marks) Q13. KD Co. is deciding to replace cargo planes every year or every two years. The initial cost of the plane is $200,000. The maintenance charges are as follows: First year it's Nil ; $25,000 at the end of the second year. The second-hand value would fall from $110,000 to $90,000 if it held on the plane for two years instead of a one year. KD Co. cost of capital is 4%. How often should KD Co. replace their cargo planes % what will be the equivalent annual cost of the option they choose? (MCQ)Replace every 1 year $(94,180)Replace every 1 year $(97,900)Replace every 2 years $(139,875)Replace every 2 years $(48,450)(2 marks) Q14. Which of the following statements is/are a limitation for Asset Replacement Decision? (MRQ)Replacement made every time is better than the previous assetAssets replaced have same cash inflows every yearAssumed that Machines replaced have different operational efficiencies than the previous assetIt ignores environmental damage(2 marks) Q15. Capital Rationing is the restriction on organizations ability to invest in all projects due to insufficient funds. Select the relevant statements whether they are true or false. (HA)Hard Capital Rationing is the limit on the amount of finance available imposed by the lending institutions TRUE FALSESoft Capital Rationing is the limit on the amount of finance available imposed by the lending institutions TRUE FALSEProfitability index is a solution applicable to divisible projects only TRUE FALSETrial ; Error method is the solution applicable to divisible projects only TRUE FALSE(2 marks) Q16. Riddle Co. is appraising three investment projects but is experiencing a capital rationing in Year 0. No capital rationing is expected in future, but all the projects are important for the company and cannot be delayed ; a decision needs to be taken. Riddle Co. cost of capital is 6%. Which order should the projects to be ranked? The following information is available: (MCQ)Project The outlay in year 0 ($) Present Value ($) Net Present Value ($)Jeremy 115,000 121,900 12,190James 43,000 45,580 13,674Richard 75,000 79,500 47,700Jeremy, Richard, JamesJames, Jeremy, RichardRichard, James, JeremyJeremy, James, Richard (2 marks) Q17. What is an indivisible project?It is the ratio of the NPV of a project to its investment costIt is the project that must be undertaken completely or not at allIt is the project that must be undertaken completely or partiallyIt is the project restriction due to insufficient funds(2 marks)The following information relates to Q18 ; Q19.Schneider Co. is facing a capital constraint of $150m immediately available for investment. The investments in possible projects are: Project Initial Cost ($m) NPV ($m)W 30 7X 70 12Y 60 12Z 40 16 Q18. If the projects are divisible, what is the NPV generated from the optimum investment programme? (FIB)35115524765 00 $ Million(2 marks) Q19. If the projects are indivisible, what is the NPV generated from the optimum investment programme? (MCQ)$19m$24m$28m$35m(2 marks) Q20. Place the calculation steps of Profitability index in the correct order. (P;D)Monitor the investment made in the project 1Calculate profitability index of each project 2Allocate the funds 3Rank the project 4(2 marks)SPECIFICINVESTMENT DECISIONS (ANSWERS)Q1. AAvoiding tax exhaustion is a benefit for lessee rather than the purchaser. Tax exhaustion is when a business has negative taxable income so cannot benefit from tax saving.Exploiting a low cost of capital is a benefit for the purchaserAttracting lease customers is a benefit to a lessorPotential future scrap is a benefit for the purchaser as the lessee is not entitled to future scrap proceeds Q2. $-50,289Years Cash flows ($) Discount Factor (8%) Present value ($)0 – 2 Rentals (23,000) 1 + 1.783 (64,009)2 – 4 Tax relief 5,750 3.312 – 0.926 13,720NPV (50,289) Q3. CIt is a rental agreement OPERATING Maintenance ; Servicing cost of Lessee FINANCEAgreement for the useful life of the asset FINANCEIncluded in the balance sheet of the Lessor OPERATING Q4. Year 0 1 2 3Investment / Scrap value (400,000) 30,000Maintenance (12,000) (12,000) (12,000)Net Cash flow (400,000) (12,000) (12,000) 18,000DF 5% 1 0.952 0.907 0.864Present value (400,000) (11,424) (10,884) 15,552 Q5. All cash flows are relevant for Buy option Q6. DYear 2017 2018 2019 2020 2021 2022Investment / Scrap value (360,000) 20,000 Tax save 27,000 20.250 15,188 11,391 28,172Workings:2017 (360,000 Ãâ€" 25%) = 90,000 Ãâ€" 30% = 27,0002018 (90,000 Ãâ€" 0.75) = 67,500 Ãâ€" 30% = 20,2502019 (67,500 Ãâ€" 0.75) = 50,625 Ãâ€" 30% = 15,1882020 (50,625 Ãâ€" 0.75) = 37,969 Ãâ€" 30% = 11,391Balancing Allowance (113,906 – 20,000) = $ 28,172 Q7. APresent value of leasing costs PV = Annuity factor at 11% for 10 years Ãâ€" $10,000 = 5.889 Ãâ€" $10,000 = $58,890 If the machine was purchased now, it would cost $55,000. The purchase is therefore the least-cost financing option, hence choosing the purchase option. Q8. $ – 267,866$67,000 Ãâ€" 3.998 (annuity factor for 6 years) = $ – 267,866 Q9. BYear 0 1 2 3Lease rentals (95,000) (95,000) (95,000) Maintenance (10,000) (10,000) (10,000)Tax save 30% (LR) 28,500 28,500 28,500 (M) 3,000 3,000 3,000Net cash flow (66,500) (73,500) (73,500) (7000) Q10. CEquivalent annual cost is method of converting asset lives to be like with likeProfitability index is the method to overcome capital rationingAsset Replacement decision is correctProbability analysis is method under risk ; uncertainty Q11. BProject A = $4 à · 4.111 (AF 6 years) = $0.973mProject B = $5 à · 4.564 (AF 7 years) = $1.096mProject C = $6 à · 2.402 (AF 3 years) = $2.498m Q12. $4,647EAC = $10,437 à · 2.246 (AF 3 years) = $4,647 Q13. DYear 1 Year Cash flow ($) DF (4%) PV ($)0 (200,000) 1 (200,000)1 110,000 0.962 105,820NPV (94,180)EAC = 94,180 à · 0.962 = 97,900Year 2 Year Cash flow ($) DF (4%) PV ($)0 (200,000) 1 (200,000)1 – 0.962 -2 (25,000) + 90,000 0.925 60,125NPV (139,875)EAC = 139,875 à · 2.887 = 48,450 Q14. Assets replaced have same cash inflows every year ; it ignores environmental damageReplacement made every time is like with likeAssets replaced have same cash inflows every year (limitation)Assumed that Machines replaced have same operational efficiencies like the previous assetIt ignores environmental damage, It ignores non-financial aspects (limitation) Q15.Hard Capital Rationing is the limit on the amount of finance available imposed by the lending institutions TRUE Soft Capital Rationing is the limit on the amount of finance available imposed by the lending institutions FALSE Profitability index is a solution applicable to divisible projects only TRUE Trial ; Error method is the solution applicable to divisible projects onlyFALSESoft Capital Rationing is the limit on the amount of finance available imposed by the company itself.Trial ; Error method is the solution applicable to indivisible projects only Q16. D. Jeremy, James, RichardProject The outlay in year 0 ($) Present Value($) Net Present Value ($) Profitability IndexJeremy 115,000 121,900 12,190 0.1James 43,000 45,580 13,674 0.3Richard 75,000 79,500 47,700 0.6Jeremy = (12,190 à · 121,900) = 0.1James = (13,674 à · 45,580) = 0.3Richard = (47,700 à · 79,500) = 0.6 Q17. BIt is the ratio of the NPV of a project to its investment cost (Profitability index)It is the project that must be undertaken completely or not at all (Indivisible project)It is the project that must be undertaken completely or partially (Divisible project) It is the project restriction due to insufficient funds (Capital rationing) Q18. $38.4mProject Profitability Index Ranking Investment ($) NPV ($)W ( 7 à · 30) = 0.23 2 30 Ãâ€"0.23 7X ( 12 à · 70) = 0.17 4 20 Ãâ€" 0.17 3.4Y ( 12 à · 60) = 0.2 3 60 Ãâ€" 0.2 12Z ( 16 à · 40) = 0.4 1 40 Ãâ€" 0.4 16Total 150 38.4 Q19. DCombination:W + X Cost $100m NPV $19mW + Y + Z Cost $130m NPV $35mX + Y Cost $130m NPV $24mX + Z Cost $110m NPV $28mY + Z Cost $100m NPV $28m Q20. Monitor the investment made in the project 4Calculate profitability index of each project 1Allocate the funds 3Rank the project 2

How the Depression Affected Literature Outline Essay Example

How the Depression Affected Literature Outline Essay Example How the Depression Affected Literature Outline Essay How the Depression Affected Literature Outline Essay I. Roosevelt’s campaign speech A. The speech first addresses one of the many issues that The great depression brought about 1. â€Å" †¦waste in men and women, in human skill, character and life† 2. He isn’t just discussing the loss of money and jobs as the stereotype of the depression presents, but is going into depth about people as individuals which would appeal to the emotion of the people. (Roosevelt) 3. During The Depression, many people lost their jobs, their spouses, their houses, and many lost their lives as well but each individual had something to contribute to the society they all had skill, and character but employers and government officials had to view them as just another person because the condition of the society as whole was terrible. B. The speech then goes on to highlight the positive aspects of the Depression 1. We have lost, for example, that false sense of values that puts financial success above every other kind of achievement (Roosevelt) 2. Roosevelt is taking the positive aspects of The Depression and making them more distinct and celebrated to take away the main idea that The Depression was such a horrible thing. 3. Although the economy was terrible and many bad things happened, there were many positive things that came out, including the strength that people gained. If they could pull through The Depression as a family then they could get through anything. II. The Great Gatsby A. The carelessness of some lead to the misfortune of others 1. â€Å"I couldn’t forgive him or like him, but I saw that what he had done was, to him, entirely justified. It was all very careless and confused. They were careless people, Tom and Daisy- they smashed up things and creatures and then retreated back into their money or their vast carelessness, or whatever it was that kept them together, and let other people clean up the mess they had made. (Fitzgerald) 2. This quote represents the wealthy people of the time who went around causing mischief and trouble amongst others not realizing what they were doing but had all the money in the world and didn’t care what they did. 3. During the Roaring twenties, people bought what they wanted, did what they wanted, and were overall careless, and the government didn’t want to do anything in fear of ruining the economic boom which led to the stock market crash. B. The American dream isn’t always what it’s shaped up to be 1. â€Å"The truth was that Jay Gatsby, of West Egg, Long Island, sprang from his Platonic conception of himself. He was a son of God- a phrase which, if it means anything, means just that- and he must be about His Father’s business, the service of a vast, vulgar, and meretricious beauty. So he invented just the sort of Jay Gatsby that a seventeen year old boy would be likely to invent, and to this conception he was faithful to the end. (Fitzgerald) 2. Gatsby was an example of someone who actually got the American dream. He had money, and well everything he could want but he failed to grasp ahold of happiness. 3. The stock market crashed in 1929 was so sudden. Half the year the economy was experiencing one of the greatest booms it ever had and the next it was crashing quicker than anyone could image. People lost their prosperity and riches. Gatsby had all the money and material things he could want but wi thout happiness it was all worth nothing.

Cinco De Mayo essays

Cinco De Mayo essays The 5th oF May is not an American holiday or Mexican Independence Day, even though it should be. Cinco De Mayo is in commemoration of the defeat of the French army by the Mexicans. This battle took place in Puebla on May 5, 1862. This holiday is more of a regional holiday celebrated in Mexico especially in Puebla. Celebrating Cinco De Mayo has become popular in many parts of the United States. The Mexican government had accumulated many debts to many nations, including England, Spain, and France. These nations were demanding payments. When Mexico no longer made payments, France became eager to own leadership in Mexico. This invasion required France to send in French troops, lead by, Archduke Maximilian of Austria. The French troops began to march on to invade the Gulf of Mexico. Along the way to Mexico City, the French army encountered a strong resistance by the Mexican army, led by General Ignacio Zaragoza Seguin. This Mexican army consisted of about 4,500 soldiers. The French army consisted of over 6,500 soldiers. Yet, the Mexican army was able to defeat the French militia. This was a glorious victory and is the cause of the historical date of Cinco De Mayo. Todays Cinco De Mayo celebration is of Mexican cultures, food, music and its unique Mexican customs. People enjoy seeing the wonderful entertainment the Mexican culture has. Some are the Mariachis and the Folkloric Dancers. The children also enjoy the breaking of the Pinata, which is filled with many candies, confetti and even many types of nuts. This is a wonderful time when different cultures and races come together and show unity. To the Mexican people, Cinco De Mayo represents freedom and liberty. ...

How to Speak to a Customer Service Representative

How to Speak to a Customer Service Representative At some point, most of us make a telephone call to a companys customer service department. Whether its to place an order or a complaint, dispute a charge, or ask a question, its important to know how to communicate with customer service representatives. In this intermediate-level role-play dialogue, you will get a better understanding of how to interact with a customer service representative. Customer service calls usually follow a standard procedure. The representative will often ask for information such as your address and phone number. After practicing this role-play, you should be able to conduct these types of phone calls with what youve learned. Grab a partner and start practicing. Customer Service Representative: Hello, Big City Electricity, how may I help you today? Mr. Peters: Im calling concerning my electricity bill. Customer Service Representative: May I have your account number? Mr. Peters: Certainly, its 4392107. Customer Service Representative: Thank you, is this Mr. Peters? Mr. Peters: Yes, this is Mr. Peters. Customer Service Representative: Thank you, what can I help you with? Mr. Peters:Â  I think Ive been overcharged for the past month. Customer Service Representative: Im sorry to hear that. Why do you think we charged you too much? Mr. Peters: The bill is 300% higher than last month. Customer Service Representative: Im sorry to hear that. Let me ask you a few questions and then Ill see what I can do. Mr. Peters: OK, Thank you for your help. Customer Service Representative: Of course, thank you for calling this to our attention. Now, how much do you usually pay for your electricity? Mr. Peters: I usually pay about $50 a month.​ Customer Service Representative: Thank you. And how much did we charge on this bill?​ Mr. Peters: $150. I cant understand why.​ Customer Service Representative: Yes, Mr. Peters. Was your usage different in any way?​ Mr. Peters: No, it was an average month.​ Customer Service Representative: Im sorry. There certainly seems to be a mistake.​ Mr. Peters: Well, Im happy you agree with me.​ Customer Service Representative: Ill contact a service representative to come out and check your meter. Whats your address, Mr. Peters?​ Mr. Peters: 223 Flanders St., Tacoma, Washington 94998​ Customer Service Representative: Whats your phone number?​ Mr. Peters: 408-533-0875​ Customer Service Representative: Im terribly sorry about the misunderstanding. Well do our best to change this as quickly as possible. Mr. Peters: Thank you for your help in clearing this up. Customer Service Representative: Of course. Is there anything else that I can help you with today? Mr. Peters: No, thank you. That would be all. Customer Service Representative: Okay. Thanks for calling, Mr. Peters, and I hope you have a good day. Mr. Peters: You too! Goodbye.

One of the most important battles to fight is the right to know what Essay

One of the most important battles to fight is the right to know what is in our food - Essay Example The reason for the knowledge is imperative for determining a good well balanced life. Well-being is strongly supported by mental conditions. When one acknowledges food content, they ingest, a harmonization of psychology conditions together with the biological process following the food attribution to good health (Food Labeling - Consolidation Directive Agreed 1). Whether the food produced is organic or not should be captured in the label. Diseases and human health conditions are another reason manufacturers should label food. Allergies and reactions affect human with varying degrees and dietary supplements, and people should fight to push for labeling as a granted right. To avoid illness and stress setting into one’s life understanding content before they take is paramount. Moreover, financial constraints are becoming a must consider concern in acquiring the food people eat (Gatenby 350). Many eateries do not mind of the side effects of using given spices, components and supplements on the food prepared. Hence, a more reason people should demand to know what they pay for. Finances will be employed in the treatment or paying for food one may never use upon realizing the contents are not enough for their ingestion later (Westminster Food & Nutrition Forum Food Labeling Policy 1). Eating food is a daily must activity in order to be healthy. Business classes have not perceived the need to label the food. Consumer should not purchase food does is not labeled to send a clear message to manufacturers. Being the heart of the production by consuming, human beings should demand their right to understand what they are eating. It will prevent disease spread, financial planning, and psychological satisfaction. Doctors may help keep a tab of health improvement from what is eaten. Should the right to know the content supersede the act of consuming what

King Lear by Shakespeare Essay Example | Topics and Well Written Essays - 1250 words

King Lear by Shakespeare - Essay Example Thesis Art helps the main characters to find the truth, understanding the meaning of friendship and love, and resist chaos and evil. In King Lear, the concept of art is based on binary opposition; good - evil, life - death, chaos - order. Using his techniques, Shakespeare 'teaches' the audience about good and bad, virtues and sins, social and immoral behavior. For instance, actions of Duke of Cornwall and Regandepict low morals of people who act in their own interests only forgetting about human virtues and goodness. Regansarcastically comments: "Which the most precious square of sense possesses, / And find I am alone felicitate / In your dear Highness' love" (Shakespeare 1999). Using binary opposition of good and evil, Shakespeare unveils consequences of selfishness and egoism, aggressiveness and low personal values of people. In opposition to Regan and Goneril, Shakespeare creates a character of Cordelia a loving and sympathetic daughter. The nonsensical action caused sufferings for many innocent people because of dishonor, falsehood, low moral values 'preached' by the society. Evil and sins ruin happiness and art seeing as a constructive force of happiness and love. In contras to her sisters Cordelia truly loves her father and cares about him: "O dear father, / It is thy business that I go about" (Shakespeare 1999). Without this opposition, the audience would be unable to see the differences and contrasts between good and evil nature. Following Eldridge (2003): "conceptual art are "at the service of the mind" in that they are intended to set up in an audience a line of thinking about a subject matter. Most literary works clearly undertake to describe an action, situation, or event" (25). These contrasts and oppositions help Shakespeare to create a story conflict and draw attention to contrasting elements and personal traits. For instance, Earl of Gloucester is a foil of King Lear who commits the same faults as Lear. For while deploying descriptive detail in the conventional realistic way to build up a rich and convincing impression of Earl of Gloucester and the world he creates, Shakespe are uses realism. In contrast to King Lear, Gloucester is not so powerful and stubborn. Gloucester says: "I desir'd their leave that I might pity him, they took from / me the use of mine own house, charg'd me on pain of perpetual/ displeasure neither to speak of him, entreat for him, nor sny / way sustain him" (Shakespeare 1999). Shakespeare compares and contrasts both rulers who suffer the burdens of rule. It is important to note that identifying something as art, then, is indispensable to artistic practices. That something is art signals how and even whether readers are to respond to it interpretively, aesthetically, and appreciatively. King Lear demonstrates that art is an important part of life because it leads to self-knowledge and self-development. What is particularly interesting in the plot of King Lear is its exceptionally broad psychological and sociological scope, involving characters from practically all bands of the dynamic spectrum and social classes. Eldridge (2003) comments: "A work

Analysing media text using the approaches in textual analysis Essay

Analysing media text using the approaches in textual analysis - Essay Example The analysis will focus on the image, the multimodal text and the message it conveys to its readers. In order to more critically understand the image presented on the cover, a brief background on the model is necessary. Miley Cyrus is a former child star on Disney Channel’s Hannah Montana, a character idolized by young girls because of her talent and wholesome personality. Parents were pleased that their children had a good role model in Hannah Montana that they encouraged them to emulate her, patronized her shows and bought her merchandize. However, as Cyrus grew older, she was captured by media in compromising situations that tainted her good reputation as a wholesome character (EOnline, 2013). Her controversial shift in image by exhibiting raunchy acts in public disappointed parents but were helpless in the fact that she was old enough to do what she wants. In March, 2013, she was featured on the cover of Cosmopolitan magazine (see appended image) with short, blond hair wea ring a white outfit with an open jacket showing more than her cleavage. Her image stands out from a plain pink background as the most salient element. Pink is usually associated with softness and femininity, which may not suit Miley’s personality, however, Machin (2007) suggests that flat colours connote simplicity, emotions and modernity. Such a background contributes to the salience of the various elements in the cover. As is common in contemporary women’s magazines, the model is positioned at the center of the page with the magazine title on top and titles of articles featured in the magazine surrounding her. With the background colour of pink as base, varying hues of this colour are used in the main heading, some emphasized words in the titles and highlights of some other titles. Lirola (2006) contends that the colour of the background creates a specific context which gives cohesion in the elements. The written text, being influenced by the background colour now be comes part of the visual. Pink is usually associated with young ladies, which Miley Cyrus represents. Lirola also suggests that the colour pink is used to attract the readers’ attention. Since majority of Cosmopolitan readers are females, the colour encourages interaction with them. The close coordination of colours of the titles, the model’s clothes and other objects in the cover page produces an impression of high stylization and a connotation of modern fashionability (Machin & Thornborrow, 2003) which Cosmopolitan is known for. The image of Miley Cyrus is a metaphor in itself. Wearing a white outfit which connotes purity and wholesomeness, she wears nothing inside so a large part of her breasts are showing. Her shoulders are hunched, and her hands grip at the inner ends of her jacket, a tensed pose indicating discomfort in what she is wearing and wants to break free. Metaphorically, she wants to release herself from the pure mould that the Hannah Montana character h as created for her and unleash her new image of maturity and sensuality. This is complemented by her facial expression which is neutral, neither smiling nor frowning but her eyes look deeply into the readers’ as if letting them know she is serious in what she wants. Goffman (1979) identified the model’s gaze to be important and suggested that women are usually sights to be gazed upon by others in the image. However, when the model herself gazes into the

Final Synthesis Paper Essay Example | Topics and Well Written Essays - 1000 words

Final Synthesis Paper - Essay Example As such, despite taking different paths, ultimately, patronizers of Hinduism aim to achieve a common goal: to achieve liberation and to be limitless. It is also enlightening that for this particular religion, liberation means freedom from the plagues that afflict human experience. This theme is perceived to fit the concepts learned in world religions through the universal goal of being liberated from the bondage of sin and to attain eternal life (Catholic) or from the bondage of plagues (Hinduism); and for one’s religion (Islam), the spiritual goal is to attain this state of peace in the soul. The theme of four paths to the goal, as presented in Hinduism, is unique in its presentation but despite identifying different paths or roads to liberation, it shares the common theme of salvation and freedom from earthly difficulties and challenges that cause pain and anguish to the body and mind. A remarkable theme from Buddhism, as presented by Huston is the â€Å"Four Noble Truths†, to wit: (1) life is suffering; (2) that selfish desire is apparently the cause of pain; (3) that there is hope to be released from suffering; and (4) and that the cure to end pain and suffering is commitment to the Eightfold Path (right knowledge, right aspiration, right speech, right behavior, right livelihood, right effort, right mindfulness and right absorption) (Smith). What is noteworthy with the lessons learned from these particular themes from Buddhism is its clarity and accurateness in defining what needs to be done to prevent the occurrence of pain and suffering. One therefore observed and deduced that just like the theme from Hinduism, these themes relay messages on the techniques and strategies that must be done to release a person from pain and suffering. Therefore, both religions acknowledge the presence of suffering (Buddhism) and plagues (Hinduism). Likewise, for religions like Catholics and Christianity, the cause of suffering

Research paper Example | Topics and Well Written Essays - 1500 words

Research Paper Example Consequently, the innocent young girl encounters an enormous wolf in the woods in the process of delivering food to her grandmother. Thus, the young girl innocently informs the wolf of her destination. The wolf then goes ahead and swallows the girl’s grandmother. Unsatisfied, the evil wolf decides to wait for the young girl in the pretense of her grandmother. However, upon arrival the young girl notices some strange behaviors concerning her grandmother. First, her voice was extremely deep. In addition, her eyes and hands were also immensely enormous. Moreover, her mouth was also enormous. However, before the little girl could unravel the happenings the wolf pounced on her and swallowed her (Zipes 4). With his tummy full, the wolf fell into a deep sleep. However, in his deep sleep a stranger comes to the rescue of the duo. He cuts the wolf’s belly open with a saw to the delight of Little Red Riding Hood and her grandmother who emerge from the wolf’s belly unscathe d. Therefore, in order to teach the evil wolf a lesson the trio fills its belly with stones. Eventually, when the wolf wakes up he decides to run away, however, the stones weigh him down. Consequently, he collapses and dies. Therefore, it is clear that the tale attempts to outline the dangers of the enormous forest. In comparison with forest, the village offers a safe home as opposed to the former. Therefore, the tale was aimed at checking little children from engaging in dangerous practices since they could end up being harmed. COMPARISON WITH OTHER TALES Other tales such as Peter and the Wolf or The Wolf and the Seven Young Kids also employ a similar thematic footing. In both cases, the tales paint a thematic scenario in which an individual emerges unscathed from the belly of an evil wolf. As such, this thematic setting has been embraced by other numerous tales (Meidell 175). This overwhelming semblance to other fairy tales can be attributed to the origin of the tale reason being that the tale embraces a medieval bias that was popular in the ancient times. This similarity can also be associated with the moral lessons learnt from the tale. HISTORY OF LITTLE RED RIDING HOOD TALE Little Red Riding Hood has its origin rooted in various versions of the story in Europe. Consequently, its original versions date back to the 17th century (Iona and Peter 93). However, the tale was also told in both Italy and France in the fourteenth century. Consequently, this version was referred to as The False Grandmother. Therefore, this implies that the title of the tale varied from one region to another. As such, the original versions significantly differ from the present day versions (Tatar 17). For instance, the antagonist of the story needs not necessarily be a wolf. This implies that in other versions of the tale the antagonist is presented as a different character. For instance, an ogre is employed as an antagonist instead of a wolf. Other manuscripts also depict the antago nist in the form of a dragon. Nevertheless, the antagonist is depicted as a wolf in most cases. Since the tale is mainly meant for young audiences, the depiction of the antagonist as a wolf enables the audiences to easily associate and relate with the tale while appreciating its message. Consequently, depiction of the antagonist as an ogre may be effective for African audiences. However, in all these versions, the antagonist is depicted as an enormous and dangerous being. Moreover, the antagonist is

Final Synthesis Paper Essay Example | Topics and Well Written Essays - 1000 words

Final Synthesis Paper - Essay Example As such, despite taking different paths, ultimately, patronizers of Hinduism aim to achieve a common goal: to achieve liberation and to be limitless. It is also enlightening that for this particular religion, liberation means freedom from the plagues that afflict human experience. This theme is perceived to fit the concepts learned in world religions through the universal goal of being liberated from the bondage of sin and to attain eternal life (Catholic) or from the bondage of plagues (Hinduism); and for one’s religion (Islam), the spiritual goal is to attain this state of peace in the soul. The theme of four paths to the goal, as presented in Hinduism, is unique in its presentation but despite identifying different paths or roads to liberation, it shares the common theme of salvation and freedom from earthly difficulties and challenges that cause pain and anguish to the body and mind. A remarkable theme from Buddhism, as presented by Huston is the â€Å"Four Noble Truths†, to wit: (1) life is suffering; (2) that selfish desire is apparently the cause of pain; (3) that there is hope to be released from suffering; and (4) and that the cure to end pain and suffering is commitment to the Eightfold Path (right knowledge, right aspiration, right speech, right behavior, right livelihood, right effort, right mindfulness and right absorption) (Smith). What is noteworthy with the lessons learned from these particular themes from Buddhism is its clarity and accurateness in defining what needs to be done to prevent the occurrence of pain and suffering. One therefore observed and deduced that just like the theme from Hinduism, these themes relay messages on the techniques and strategies that must be done to release a person from pain and suffering. Therefore, both religions acknowledge the presence of suffering (Buddhism) and plagues (Hinduism). Likewise, for religions like Catholics and Christianity, the cause of suffering

How to use organizational communication more effectively Annotated Bibliography

How to use organizational communication more effectively - Annotated Bibliography Example How to use organizational communication more effectively? The deference inherent in approaches can be perceived as in communication the art can be tapped to influence. It has the potential to bring change by driving perception required into organizational workers and be able to pull workforce in a given direction hence achieving efficiency through communication. Consistency in appeasing and the honoring recipient is the way forward because psychologically human beings yield to praise and acknowledgement than open rebuke. Within the aspect of communication are the varying means of communication, which are either nonverbal or verbal communication. It is in itself a variation. Non-verbal communication in a positive manner is the use of constriction, slouching, smiling, and patterns of the eye, which are in tandem with speeches conveyed verbally. There are theories dictating loss or competition expressing deference. It is a functional behavior. In addition to fighting for power, retaining status in a goal that most employees nowadays endeavor to achieve through deference in communication is frequently witnessed. The paper focuses organizational communication that revolves around decision-making. In addition, the art of communication decisions made largely affect how they are made and promoted in an organization. In a bid to improve efficiency in operation and to consolidate the workforce, the paper gives an insight into communication. The efficiency derived from it and much of it how they affected performance.

Health Issues in the Philippines Essay Example for Free

Health Issues in the Philippines Essay Like any other third-world country, the Philippines have been struggling in some health issues and one of it is illegal drug use. A lot of Filipinos are addicted to prohibited drugs. However, the Philippine government has dealt with this issue and although there are still some recorded incidents of drug abuse, the number of drug dependents in the Philippines has gradually decreased. One major health issue in the Philippines, is malnutrition. There have been studies conducted and accordingly, most of the Filipinos that suffer from malnutrition are the poor ones. The Philippine government, thru the Department of Social Welfare and Developments along with the Department of Health has provided projects to help poor Filipinos from starvation. Other health issues in the Philippines are dengue cases, but then, these health concerns are only happening in the rural area of the country. Most of these cases are properly attended to by the Philippine government Health issues in the Philippines The Philippines have been struggling with some healthcare issues, one of the most noticeable being illegal drug use.There are a number of Filipinos who are said to be addicted to prohibited drugs. However, the Philippine governmenthas concentrated on this issue and although there are still some recorded incidents of drug abuse, the number of drug dependents has gradually decreased.Another serious health issue is malnutrition. Unsurprisingly, the poorer citizens are the ones who suffer from thiscondition. The Philippine government, through the Department of Social Welfare and Development and in conjunction with the Department of Health, has initiated projects to help its poorer citizens who suffer from starvation.Cases of dengue are also notable. However, most of these cases are properly attended to by the Philippine government.

Barriers to Early Intervention of Special Needs Pupils

Barriers to Early Intervention of Special Needs Pupils BARRIERS TO EARLY IDENIFICATION AND INTERVENTION  OF PUPILS WITH SPECIAL EDUCATIONAL NEEDS Although tremendous progress has been made in the last thirty years regarding the identification of and intervention for children with special educational needs (SEN), significant barriers still exist. An estimated 1.7 million pupils have special educational needs; however, only 250,000 have statements (Russell 2003, 216). This means â€Å"only a minority of the children (2% nationally) with SEN will have formal statements of SEN, although an estimated 20% of the children will have transient or persistent special educational needs† (Callias 2001, 25). Some of the barriers to identification and intervention for SEN children are more easily addressed; others are quite complex and provide an ongoing challenge for families, educational personnel and authorities, and a number of government entities. It is important to note that whilst some identification and intervention barriers span the scope of SEN children, the type of need presented by the child strongly influences the likelihood of identification and intervention. Children with physical special educational needs, such as visual impairment or noticeable physical handicap, are easily identified and much more likely to receive services than children with less prominent disability (Russell 2003, 220). Similarly, children suffering from extreme mental disability, such as severe mental illness or significant mental retardation, will also be more easily identified and considered for services (Russell 2003, 220). However, the barriers that do prevent identification and intervention for physically and severely mentally disabled children are complex. Some minority and ethnic communities have cultural barriers that prevent their SEN children from receiving early identification and intervention. Sometimes this is on the part of the minority or ethnic family. Some cultures consider disability to be a source of shame or embarrassment for the family, and as a result keep disabled children at home and isolated from the larger community. When this occurs, the child becomes much less likely to be identified as having a special educational need or having appropriate early intervention. In other instances the greater community presents cultural barriers to services provided to the child. Sometimes this is in the form of misunderstanding of the cultural values of the minority or ethnic family. At other times racism becomes an issue. Russell (2003, 217) asserts â€Å"there is widespread evidence of additional disadvantage and social exclusion for disabled children from minority ethnic communities.† Language barriers for minority and ethnic families is also an issue. Typically this is the result of parents with poor English skills misunderstanding the communications of key workers and others, or of key workers and similar service providers misunderstanding or making assumptions based on poor communication by the parents (Fletcher-Campbell and Cullen 2000, 92). School personnel and other service providers must sometimes contend with a large number of native languages in their communities, and often lack the funding and staff to respond to all the potential EAL issues that may present (DfES 2004, 18). The result is a lack of communication between the family and professionals, which may result in a potential special educational need being misdiagnosed or mislabeled as some other issue, and the child not receiving needed identification of potential SEN. The key, according to Russell (2003, 216) is that information must be accessible, both ways, to families and professionals. Often these children have barriers related to the economic condition of their families. Over half the families with a disabled child are living on or below the margin of poverty (Russell 2003, 218). Often at least one parent is unable to work because of the childcare needs presented by the disabled child. Lack of financial resources in the family reduces the child’s access to services, as often transportation needs are unmet. More parents need â€Å"access to good quality childcare and early years provision in their local community (DfES 2004, 10). Poor families also typically live in poor communities, which often suffer a wide array of service deficiencies. â€Å"There are wide regional variations in the quality and coherence of available support† (Russell 2003, 223). Similarly, levels of support vary widely from community to community and even sometimes from pupil to pupil (Russell 2003, 220). This means resources leading to identification or intervention for one SEN pupil may not be available to a similar pupil simply because of where the second pupil lives, with poor children the least likely to have access to needed services. In short, for noticeably disabled children, â€Å"lack of effective information and communication about available services, a shortfall in appropriate family support services and the impact of racism and low income in many communities† often form a barrier to identification and early intervention (Russell 2003, 217). The above issues may affect all children with SEN; however, children with less obvious or visible disability suffer from additional barriers to identification and intervention. Whilst the blind child is easily recognised, the child with a learning disability or emotional issue may suffer for years before his or her needs are identified. For these children, lack of training amongst childcare and school staffs, ineffective sharing of information, insufficient time and resources, and even the child and/or parents’ response to learning difficulties can form barriers to SEN identification and intervention. A lack of training amongst those who interact with the child also leads to reduced identification, and therefore reduced intervention (Fletcher-Campbell and Cullen 2000, 90). Childcare and early years workers have the daunting task of determining whether a child has special educational needs, or is reacting to poverty, cultural differences, neglect, or some other factor. For example, school personnel and the LEA are expected to seek evidence of identifiable non-academic factors affecting statements† before full assessment (Callias 2001, 25). They look for other issues, such as â€Å"health problems interfering with schooling, sensory impairments, speech and language difficulties, poor school attendance, problems in the child’s home circumstances, or any emotional or behavioural difficulties† that may be causing the child’s educational difficulties (Callias 2001, 25). Because of this, children who come from difficult home situations or for whom English is an additional language will often experience delay as personnel try to determine whether these contributing factors or a true special educational need is present. The less trained staff is in these situations, the less likely they are to arrive at a correct, timely decision, or be able to correctly evaluate the child’s special educational needs in light of additional factors. This is compounded by discrepancies regarding what does and does not constitute a special educational need. â€Å"The criteria for identifying children with SEN and especially for thresholds triggering a statutory assessment are very general† (Callias 2001, 30). Because of this generality, â€Å"they remain open to differing interpretations and are likely to continue to be a source of potential difference of opinion† (Callias 2001, 30). Again, the authority or school with less trained personnel is therefore less likely to be able to provide timely and accurate service to SEN children in their care with other potentially contributing factors. The DfES recognises that early childcare workers and early years personnel need additional training in SEN identification, allowing services to â€Å"work on a preventative basis, rather than waiting until crisis point is reached (, 16). The government’s Removing Barriers to Achievement states an area needing improvement is â€Å"the expertise of those working with young children with SEN and disabilities† and advocates â€Å"consistent, nationally recognised training be provide to staff in all settings† (DfES 2004, 17) Another barrier to early identification and intervention is lack of communication and information sharing amongst involved parties. DfES repeatedly recognises this as a barrier to service, and advocates better information sharing and assessments for early intervention (DfES 2004, 10). Russell (2003, 221) similarly concludes it is widely recognised that fiscal, structural and cultural barriers between agencies negatively impact SEN identification and intervention. Schools and authorities facing high staff turnover have additional communication barriers as multiple personnel will often be involved in one identification or assessment. The problem was once much more severe. Fifteen years ago, â€Å"LAPP evaluation showed that staff in some schools were rediscovering the same learning problems in the same students each successive year, with no awareness of what might have been done about them in the past† (Stradling and Saunders 1993, 130). The government recently launched the Early Support Pilot Programme, which provides a single key worker who â€Å"takes responsibility for ensuring that services are coordinated and delivered around the family’s needs† (DfES 2004, 12). This allows for a coordinated, single assessment for the child, better information sharing between agencies, and ongoing reviewing services (DfES 2004, 12). Even the key worker system, however requires that the key worker be able to obtain accurate information regarding the child. â€Å"The criteria for ascertaining special needs begins with evidence that the child’s attainments are discrepant with the majority of children his or her age† (Callias 2001, 25). If the child is reported to be below attainment level by some parties and not by others, it brings into question whether the child’s issues are truly special educational needs or environmental. In some cases information is simply not provided or forwarded by involved agencies, often due to the lack of time and resources as described below. Key workers for children in unstable living situations also have difficulties in obtaining needed information. If a child is not at a given agency for a long enough period, and is constantly transferring from agency branch to agency branch or from school to school, it becomes difficult to gather all the needed information for a ccurate identification and intervention. In such situations parents are also often unable or unwilling to provide information on their child, making the child present without background at each new school or agency. Insufficient time and resources are another barrier to SEN identification and intervention. Lack of funding can cause delay by leading to not enough personnel (DfES 2004, 18). Although specific positions are advocated or required, some vacancies go unfilled for too long a period of time, and other staff are given caseloads in excess of recommendations (DfES 2004, 18). High turnover in the most needy schools and communities compounds this problem. One noted barrier to intervention is a lack of key workers who â€Å"ensure well coordinated services planned to meet individual family needs† (Russell 2003, 216). Poorer communities, as discussed above, often lack the resources and materials that other communities consider normal. Children’s Trusts are working to address lack of access to information and services, and lack of the services themselves in some areas, but discrepancies remain (DfES 2004, 13). Whilst the SEN Code of Practice is a welcomed guidance by many, there is ongoing concern about the time needed to implement the Code, and whether resources allocated to SEN pupils will take away from pupils without special needs (Bowers and Wilkinson 1998, 120). A final barrier to SEN identification and intervention is sometimes the child or parents themselves. A child who appears to not have special educational needs but in actuality does will often develop elaborate coping mechanisms to hide his or her learning difficulty (DfES 2004, 52). Such children often feel â€Å"stupid,† as their parents and teachers tell them to try harder and work to their potential, not realising that they already are. As the child works harder but is still unable to master material presented, feelings of inadequacy are compounded and coping and hiding mechanisms become more prominent (DfES 2004, 52). Sometimes this will be in the form of withdrawing or presenting as shy so as to avoid being asked to contribute. In other children, acting out as the class clown or seemingly rebelling and refusing to cooperate allows the child to avoid confrontation of his or her learning needs. As such, the child may progress through several years of schooling before his or her need for special education is identified. The child with unidentified SEN also sometimes refuses to cooperate with identification and intervention efforts, as there continues to be some social stigma in some schools and communities to learning difficulties. Parents may similarly resist a child’s identification as possibly needing special educational support, or the interventions suggested by the LEA. Parents may not realise that identification of a special educational need does not necessarily require their child be removed from mainstream education or schooled specially, that in fact, children are mainstreamed wherever possible (DfES 2002, 5). They may have issues regarding social stigma, or be in denial that their child has any sort of difficulty. In these situations, parents may refuse to provide information, mislead workers into the true nature of the child’s attainment, causing environmental issues or other factors to be considered. Fortunately, there are many ways that these barriers can be and are being overcome. The cultural issues of some minority and ethnic communities regarding children with disabilities is a complex one, and therefore defies an easy solution. However, increasing awareness and understanding within local people groups, particularly if such is available in their own native languages, is important to removing barriers for SEN children’s identification and for them receiving the services they need. Educating staff at community centres or religious places where people from such cultural background might seek assistance, for instance, on the facts of special educational needs and services available to children might lessen the stigma of disability and provide more accessible information to affected families. Also, translating information or providing written information in a wide variety of languages would be an aid to workers faced with a number of different language groups in their comm unities. These publications could even be available online, allowing easy download and printing of such publications and eliminating the need to keep many different copies of such information on hand and organised, or the chance of running out of materials in a specific language. Parliamentary debate of SEN and various government publications regarding SEN pupils’ needs have led to an increase in funding to LEAs, by which the authorities have begun to address some of the time, resource, and staff training barriers that prevent timely identification and intervention (DfES 2001, iii). In addition, the Code of Practice 2001 contains specific guidance to assist LEAs â€Å"obtain the best value from the considerable resources and expertise they invest in helping children with special educational needs (DfES 2001, iii). Serving more children within the context of regular schools through inclusion and mainstreaming additionally reduces the costs to LEAs, allowing allocation of funds and resources to a greater number of children (DfES 2004, 18). The implementation of a graduated response also makes intervention more economical, and assist staff with perhaps less training than optimum in ruling out the other factors, such as problems at home, that might cause a child to experience learning difficulties (DfES 2001, 26). The revised Code of Practice widens those able to recommend SEN identification, increasing the likelihood a number of barriers are reduced, and encourages or requires additional sharing of information between LEAs, schools, other involved agencies, parents, and the child. The Code now gives schools and nursery education providers a new right to request assessment and intervention (DfES 2001, iv). Parents and other agencies, in addition to schools, also have the ability to request assessment (DfES 2001, 75). Parents access to information is also significantly improved by the revised Code (DfES 2001, iv). Parents are now encouraged â€Å"to contribute their knowledge and understanding of their child, and to raise any concerns they may have about their child’s needs and the provision which is being made for them (DfES 2001, 52). When a child is being assessed, the LEA is now required to send a copy of assessment notice to both â€Å"the designated officer of the Social Services department and the health authority† (DfES 2001, 78). â€Å"They should also copy their own educational psychology service and any other relevant agencies, such as the education welfare service† (DfES 2001, 78). Finally, children’s and parents’ negative perceptions of and reaction to SEN identification and intervention could be reduced. For example, having public service or information campaigns similar to those previously discussed for minority or ethnic communities might make people more aware and informed. Early identification of children prior to them beginning to have negative feelings about themselves and school would in itself be an assistance. Also, children should have a forum and be encouraged to talk about their learning experiences. Having a humanistic approach that values each child’s feelings and concepts of their own learning, which also allows them to provide this information to teachers and others in a position to evaluate for SEN, would further remove barriers. In conclusion, whilst many barriers to SEN identification and intervention have begun to be addressed, more needs to be done. It is detrimental to both the individual SEN child and to the educational system and society as a whole if these children’s needs are not promptly addressed. Child/parents REFERENCES Bowers, T. and Wilkinson, D. 1998. The SEN Code of Practice: is it user-friendly? British Journal of Special Education, September 1998, 25(3):119-125. Callias, M. 2001. Current and Proposed Special Educational Legislation. Child Psychology and Psychiatry Review, 6(1):24-30. DfES 2001. Special Educational Needs Code of Practice. DfES Publications Centre. DfES 2002. Special Educational Needs (SEN): A guide for parents and carers. DfES Publications Centre. DfES 2004. Removing Barriers to Achievement: The Government’s Strategy for SEN. DfES Publications Centre. Fletcher-Campbell, F. and Cullen, M.A. 2000. Schools’ perceptions of support services for special educational needs. Support for Learning, 15(2): 90-94. Russell, P. 2003. ‘Access and Achievement or Social Exclusion?’ Are the Government’s Policies Working for Disabled Children and Their Families? Children Society, 17:215-225. Stradling, B. and Saunders, L. 1993. Differentiation in practice: responding to the needs of all pupils. Educational Research, Summer 1993, 35(2):127-137.

Time Machine by H.G. Wells Essay -- Papers

Time Machine by H.G. Wells Works Cited Missing In 1895, Victorian Britain was very much Great Britain- 'the workshop of the world.' Since the Industrial Revolution technological advancement had changed the face of the country (shape, structure and appearance). Heavy industry demanded fossil fuels and therefore there was a heavy demand for mine workers. Growing transport demands led to new roads being built. Life in 802,701 seemed very different to that of 1895, it was a time of easy going and a very laid back time. Everything about this time was different ' The air was free from gnats, the earth from weeds or fungi; everywhere were fruits and sweet and delightful flowers; brilliant butterflies flew hither and thither.' There were two separate forms of life in this time; they were the Eloi and the Morlocks. The Eloi were the weaker of the two beings, and they were used as food for the Morlocks. H.G. Wells describes them in the book 'He was a slight creature- perhaps four feet high- clad in a purple tunic, girdled at the waist with a leather belt. Sandals or buskins- I could not clearly distinguish which- were on his feet; his legs were bare to the knees, and his head was bare. H.G.Wells was concerned that a two heir society was forming when he wrote this book, these two heirs were the ruling privileged clauses (The Haves) and the working class labourers (The Have Not's), so what Wells did was change the two round when he wrote this book, he made the Eloi, who had previously been the mine o... ... gone, in an instant.' The Time Machine is about a man who is a scientist and he wants to see what the future holds for humans, he builds a time machine. The time traveller stops off at various different points in the future but he ends up in the year 802,701 where he finds that the way of life is extremely different, he finds out that there is two distinct species, the Eloi and the Morlocks. He sees how the Eloi are treated as food for the Morlocks and how the Eloi have a life of luxury on the surface whereas the Morlocks are the hard workers working the machines underneath the ground. The time traveller is disgusted with what he sees and is devastated that this is how humans will live in the future, the time traveller stays and helps the Eloi defeat the Morlocks, as he doesn't like the way things work in this life.

Three Day Road Essay

Elijah and Xavier were always the best of friends. From the day they met at Residential School, they started to bond, and had a connection as strong as two brothers. However, they were eventually split apart, as Xavier had decided to fulfill his role as a bush Indian, and left with his Aunt Niska to live in the wilderness. When years had passed, Xavier got lonely, and the only person he wanted to have by his side was Elijah; thus, their friendship was rekindled. Now, many years later, they still have not left each others side. They consider each other as brothers, and yet, Xavier ends up killing Elijah.In the book Three Day Road, it is clear that Xavier enables Elijah’s actions before and during war that lead to Elijah’s eventual death, causing Xavier to fall ultimately responsible for Elijah’s death. Without Xavier, Elijah would not have succeeded in war. He learned how to shoot, hunt and have killer-instinct from Xavier, turning him into an eventual heartless k illing machine. The first example of Xavier being responsible for the training of Elijah comes from the first scene in the book, when both boys are out together for the first time. After hunting and effectively catching a marten, they suspect it to be dead.As they walk closer to the Marten, it is clear to both characters that it is still quite alive and struggling to break free from the trap that Xavier and Elijah had laid. Panicking, Elijah says: â€Å"What do we do, Xavier? † (2) Xavier quickly responds, without hesitation, by running towards the nearest log he can find, and brutally smashing the marten to death with it. Elijah, in shock, is told that it had to be done by Xavier. He believes him. It is clear that the first example of brutal violence that Elijah was exposed to before the war was both with and produced by Xavier.This one moment is what provoked eventual quotes from Elijah in the novel, such as: â€Å"Killing is in my blood. † (236). Without Xavier, Eli jah wouldn’t have known how to kill an animal, let alone a man, therefore causing the battlefields of Europe to be no place for Elijah Whiskyjack. Xavier is a naturally quiet and passive person, which ultimately resulted in always allowing Elijah to continue on with his inhumane actions during the war. â€Å"He seems to be spending more and more time with Grey Eyes, but I don’t ask much of it† (Xavier, 124). Elijah stating that, â€Å"Scalping Fritz feeds my unger† (312), and sharing that, â€Å"I know you don’t like what happens next, so I won’t give you the details† (Elijah speaking to Xavier about scalping, 286). Each of these quotations are examples in the book of Xavier hearing or witnessing something Elijah saying or doing. Xavier sees Elijah doing things morally wrong all the time, and consistently does nothing about it. He doesn’t even utter a word. When Grey Eyes started spending time with Elijah, Xavier automatically assumed that Elijah wouldn’t try morphine, as it ‘isn’t in his nature’ to do such a thing. He did.When Xavier noticed the scalps piling up in Elijah’s army bag, he feared that something was wrong with Elijah. He feared even more when Elijah stated that scalping Fritz fed his hunger. But surely, thought Xavier, Elijah would not become Windigo; he did. As it is clear to see, Xavier did not voice his opinion at important stages in Elijah’s life. Perhaps if Xavier had simply told Elijah that Grey Eyes was not only a bad influence on him, but a bad person in general due to his heavy morphine use, Elijah would have listened to him and not hung around with Grey Eyes, and never become addicted to the drug.Maybe if Xavier had forced Elijah to stop scalping and take a breath from reality, Elijah would have realized that he was getting out of hand and stop taking Fritz scalps altogether. This way, he never would have turned Windigo. As you can see, ther e are two clear times in the novel where Xavier should have been a true friend and voiced his opinion towards Elijah about his problems, but not once did he do so. This caused Elijah to not see any problems with the things that he was doing or even realize what a terrible person he was becoming. It could have all been prevented.Xavier affected not only the events leading up to Elijah’s death, but literally was the one to kill him. In fact, he attempted to kill him twice. The first time was in an army tent. When Xavier suspected Elijah to be sleeping, he pulled out a needle filled with morphine from Elijah’s army kit. He plunged the needle into one of Elijah’s larger veins, but ended up not going through with the injection, as Elijah woke up confused, asking Xavier what he was doing. Xavier quickly responded, saying that he was giving him morphine, and then â€Å"slowly pulled the needle from Elijah’s arm and placed it back in his kit† (323).This at tempt of killing Elijah went miserably wrong, and caused Elijah to question whether or not he could trust Xavier as a friend anymore. It is clear that Xavier did not have the best track record with Elijah at this point. He trained him for War at a young age and did not speak out about both morphine addiction and scalping enemies. Furthermore, he attempted to kill Elijah with morphine, fearing that he had gone mad. By not going through with killing Elijah in the first place, it lead to him having to deal with him one on one in the middle of a crater on the battlefield (368-372).Elijah, knowing that Xavier would have killed him the first chance they were alone, planned to jump Xavier in the crater. Xavier, at this point, had no choice but to kill Elijah; the war machine that he himself had created. He ended up succeeding in this, only to find himself in a hospital days later. The all-out fight to the death between two best friends could have gone either way, however, it never should h ave occurred in the first place. If only Xavier had made different decisions in respect to Elijah as their friendship progressed, the death of Elijah never would have occurred. Xavier is ultimately responsible for the death of Elijah.

Scientific Management

Course: Bachelor of Business Studies (BBS) Module: Principals of Management Title: Explain Scientific Management. Comment on the contribution of this approach to the development of management thought. What are its limitations? 33 Submission Date: 8th of March 2010 Word Count 2183 â€Å"The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee† (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings: Section 1 An explanation on Scientific Management. Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007: 355) defines scientific management as a process of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century; its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth. The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by â€Å"rules of thumb† methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner. Taylor gained this information with his â€Å"Time and Motion Study†, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible †¦ To determine a really â€Å"fair days work†. (Dale 1963, p155) Taylor’s experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks. Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated â€Å"soldering†, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary worker’s needs. Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylor’s principals were included into a variety of five-year development plans. The most well-known application of Taylor’s principals of scientific management was in Henry Ford’s Model T. Frank Gilbreth (1868 –1924) and his wife Lillian (1878 – 1972), developed variations of Taylor’s scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a â€Å"One Best Way† to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylor’s who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thought Scientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In today’s economic environment scientific management is probably more important in today’s businesses then ever before. The Author will discuss this under the following headings: Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of work The fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled; the sequence of operations, inspections, and methods are determined; tools are ordered; time values are assigned; work is scheduled, dispatched and followed up. A good example of scientific management in today’s society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected. Use of incentives According to Taylor workers were only motivated by money, in today’s workplace Taylor’s piece rate pay may have a different name â€Å"performance related pay† is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should â€Å"pay the worker, not the job†. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the ‘soldiering’ that used to take place. Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank ‘thank you for calling and how may I direct your call? ’ these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism which assumes that workers are dim and lazy. Selection and training of workers Finding the ‘best’ person for the job is still a challenge for many companies. Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption. The objective of the scientific management movement was to increase efficiency by carefully planning workers’ movement in the most efficient way. Taylor’s ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the ‘one best way’ in which every job could be performed. From the late 1920s, a ‘human relations’ school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation. Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009). The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of ‘Taylorism’. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne Studies The Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair day’s work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayo’s results placed focus on the social context of work: in particular, worker motivation, group dynamics and group relations. The workers were joined in there opposition to management and were not motivated by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslow’s Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees’ social needs as the key to better relations and better erformance. This became known as Maslow’s hierarchy of needs, the needs which Maslow identified started with †¢ Physiological needs – food and shelter †¢ Safety needs – the need to feel secure †¢ Acceptance needs – the need to feel accepted by others †¢ Esteem needs – the need for self respect †¢ S elf Actualisation – the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisational success and emphasizes prevention rather than the correction of mistakes. In the Authors opinion TQM is probably the modern day ‘Taylorism’ the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act – Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job. If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the ‘internal customer', that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans. Another central TQM idea is that it's not people who make most mistakes – it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyone's job. Each of these management models teaches us something about the limitations of scientific management. Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylor’s track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recordin g of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution. Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single ‘best’ strategy or style of management. The ‘best’ solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke: Palgrave Macmillan, . Dale, E. (1973) Management, Theory & Practice. New York: McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA: South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York: Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill & Macmillan Scientific Management While this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management. Taylor’s ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an ‘appendage of machinery. ’ Caldari argues (2007: 61) that Taylor’s ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace. While Taylor’s theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the ‘guesswork’ involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007: 58). This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005: 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits. Therefore, although Taylor's contributions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007: 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers. Taylor’s search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995: 2) argues scientific management; primarily Taylor’s thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today. In despite of the above mentioned interest in worker well-being, Caldari (2007: 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price. Caldari cites Marshall (2007: 66) saying that â€Å"trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. † This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive ‘team’ like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees. As Caldari (2007) points out, managers â€Å"can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. † (p. 67) With this impression in mind, although Freeman’s discussion (1996: 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylor’s mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticism’s of Scientific management revolve around it being ‘anti-worker,’ scientific management and ‘democratic’ management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylor’s ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits. Freeman highlights (1996: 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylor’s ideals to transcend time as managers adapt scientific theories and collaborate Taylor’s methods with other theorists that have followed in his steps. Taylor’s scientific management has resulted in both positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target. While these theories were originally implemented in businesses such as Henry Ford’s car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks. It has been highlighted that although Taylor’s scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in today’s management practices, elements of Taylor’s theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce. Taylor was instrumental for creating a new ‘paradigm’ of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007: 1). Caldari, K. (2007). ‘Alfred Marshall’s critical analysis of scientific management. ’ The European Journal of the History of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). ‘Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. ’ AACE International Transactions, 151. Davidson (2008) Management: Core Concepts and Skills in ‘Management', John Wiley, Milton. Freeman, M. G. (1996) ‘Don’t throw scientific management out with the bathwater. ’ _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) ‘Fads, stereotypes and management gurus: Fayol and Follett today. ’ Management Decision, 43(10), 1335. Scientific Management Course: Bachelor of Business Studies (BBS) Module: Principals of Management Title: Explain Scientific Management. Comment on the contribution of this approach to the development of management thought. What are its limitations? 33 Submission Date: 8th of March 2010 Word Count 2183 â€Å"The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee† (Taylor, 1947) Introduction The Author will discuss Scientific Management under the following headings: Section 1 An explanation on Scientific Management. Section 2, The contribution of Scientific Management to the development of Management thought and Section 3 looks at the limitations of Scientific Management. What is Scientific Management? Bratton et al (2007: 355) defines scientific management as a process of systematically partitioning work into its smallest elements and standardising tasks to achieve maximum efficiency. The scientific management approach was developed at the end of the 19th Century; its father is commonly accepted to be Frederick Winslow Taylor (1856-1917) although some variations of the theory have been developed by Gantt and Gilbreth. The scientific management approach was set up to improve labour productivity by evaluating and setting up workflow practices. Taylor was Chief Engineer at the Midvale Steel Company his first-hand experience here led Taylor to recognise that labour productivity was largely inefficient due to a workforce that functioned by â€Å"rules of thumb† methods. In 1898 Taylor was employed as a consultant by the Bethlehem Steel works Company, where he applied his principles of scientific management through evaluating work in a scientific manner. Taylor gained this information with his â€Å"Time and Motion Study†, as Dale explains, Taylor employed a young man to analyse all the operations and the motions performed in each and to time the motions with a stopwatch. From knowing how long it took actually to perform each of the elements in each job, it would be possible †¦ To determine a really â€Å"fair days work†. (Dale 1963, p155) Taylor’s experience at Bethlehem Steel led him to develop four principals of management. The first being substitute rule of thumb work processes with processes based on a scientific study of the tasks. Taylor broke down each part of the production process into individual tasks to accomplish task specialisation. Taylor also used time and motion studies to establish the most proficient technique for performing each work task and giving rest periods. Secondly, managers should select, train, teach and develop the most suitable person for each job. Taylor hated â€Å"soldering†, and by introducing a piece-rate system of pay he eliminated the group process in which workers slowed their speed of work to suit the ordinary worker’s needs. Thirdly, comprehensive training and supervision to each worker must be given by management to guarantee the job is done in a scientific way and finally scientific management principals need to be applied to the planning and supervising of work and the workforce complete the tasks. The Principals of scientific management were widely accepted and spread as far as the Soviet Union where Taylor’s principals were included into a variety of five-year development plans. The most well-known application of Taylor’s principals of scientific management was in Henry Ford’s Model T. Frank Gilbreth (1868 –1924) and his wife Lillian (1878 – 1972), developed variations of Taylor’s scientific management, they were mostly concerned with the elimination of waste and like Taylor thought that a â€Å"One Best Way† to carry out a task could be found. Another contributor to scientific management was Henry Gantt (1856-1915) who was a protege of Taylor’s who designed the Gantt chart a straight line chart to display and measure planned and completed work as time elapsed. The contribution of Scientific Management to the development of Management thought Scientific management does play an important role in the 21st Century. Examples of scientific management can be seen in our car and computer industries, the hospitals and the restaurants we eat in and nearly all function more efficiently due to scientific management. In today’s economic environment scientific management is probably more important in today’s businesses then ever before. The Author will discuss this under the following headings: Scientific Study of work, use of incentives, division of labour and the selection and training of workers. Scientific Study of work The fundamental tools that result in increased productivity are time study standards and work design. For example in the production department of any company materials are requested and controlled; the sequence of operations, inspections, and methods are determined; tools are ordered; time values are assigned; work is scheduled, dispatched and followed up. A good example of scientific management in today’s society is any of the directory enquires numbers, staff read from a script and simple ask what number you want and then a computer reads out the number and even asks if you would like to be connected. Use of incentives According to Taylor workers were only motivated by money, in today’s workplace Taylor’s piece rate pay may have a different name â€Å"performance related pay† is how its new trading name and most of the Multi International companies now pay their workers a very basic pay and only rewards staff who excel at there jobs. According to Taylor one should â€Å"pay the worker, not the job†. In the Authors organisation Eircom all staff from the lines engineers to the managers are all paid by performance and this has helped to eliminate a lot of the ‘soldiering’ that used to take place. Division of Labour Scientific management gives managers control and this can be seen in many of our call centres whether its directory enquires or calling the bank ‘thank you for calling and how may I direct your call? ’ these scripts show us 21st Century management control. Management see these scripts as necessary to keep workers efficient and consistent but it is just modern day Taylorism which assumes that workers are dim and lazy. Selection and training of workers Finding the ‘best’ person for the job is still a challenge for many companies. Many companies now use automated curriculum vitae processing by computers with scientific personality testing to try and match the job to the right person. Employers are looking for employees to work hard, be flexible and to be skilled. It is imperative to get the right people, with the right skills in the right positions and at the right time. Choosing the right people may increase an organisations competitive advantage which is after all central to competitive success of any organisation. Limitations of scientific management Scientific management has been in a state of constant evolution since its adoption. The objective of the scientific management movement was to increase efficiency by carefully planning workers’ movement in the most efficient way. Taylor’s ideas and those of his followers led to time-and-motion experts with their stopwatches and clipboards observing workers, and seeking the ‘one best way’ in which every job could be performed. From the late 1920s, a ‘human relations’ school of thought emerged, challenging Taylorist beliefs in formal work structures and what was considered to be the over-simplification of the concept of motivation. Scientific Management was based on the assumption that workers were driven entirely by economic concerns but Human Relations researchers examined the behaviour of people at work and argued that social factors such as informal work groups and management styles influenced performance. As a result, the personnel management function began to focus on matching the needs of employees with those of management, through the creation of informal structures and managerial styles (Gormley 2009). The Hawthorne Studies conducted by Elton Mayo and his colleagues are exemplary early studies in this tradition and work on motivation by Abraham Maslow although their ideas were built on the original quantitative theories of measuring work as seen in scientific management they also discovered some of the limitations of ‘Taylorism’. The Author will now discuss the limitations of scientific management as discovered by Mayo, Maslow and Deming. Elton Mayo and the Hawthorne Studies The Bank Wiring Observation Room Experiments which involved a group of men being observed in their natural work setting with no changes to their working conditions but with an observer taking notes and interviewing them. The group had set there own standards and restricted their output. They had decided what their daily limit was and what constituted as a fair day’s work and this was not to be exceeded by any worker. The results showed Mayo that workers were dissatisfied with the scientific approach. Mayo’s results placed focus on the social context of work: in particular, worker motivation, group dynamics and group relations. The workers were joined in there opposition to management and were not motivated by the financial incentives offered for higher output. Data gathered at the Hawthorne plant (collectively known as The Hawthorne studies) suggested a positive association between labour productivity and management styles. Abraham Maslow (Maslow’s Hierarchy of Needs) Maslow was concerned with the issue of employee motivation and wanted to explain how workers could be motivated to achieve higher performance. Maslow focused on the paternalistic style of management focusing on employees’ social needs as the key to better relations and better erformance. This became known as Maslow’s hierarchy of needs, the needs which Maslow identified started with †¢ Physiological needs – food and shelter †¢ Safety needs – the need to feel secure †¢ Acceptance needs – the need to feel accepted by others †¢ Esteem needs – the need for self respect †¢ S elf Actualisation – the need for self achievement and fulfilment W. Deming and Total Quality Management Total quality management (TQM) sees quality as a key to organisational success and emphasizes prevention rather than the correction of mistakes. In the Authors opinion TQM is probably the modern day ‘Taylorism’ the four principals of TQM are. Plan Prepare and plan in a structured way by learning from the past and setting benchmarks for change. Do If your goal is far-reaching, start small and evaluate your results before going wider. Study Analyze the results of what you have done and find out how to apply what you have learned to future activities. Act – Do what you need to do to make your process better and easier to replicate In Demings 14 point management plan, Deming wanted everything to be uniform , in delivery times , prices and work practices. . Create constancy of purpose towards improvement. Replace short-term reaction with long-term planning. 2. Adopt the new philosophy. The implication is that management should actually adopt his philosophy, rather than merely expect the workforce to do so. 3. Cease dependence on inspection. If variation is reduced, there is no need to inspect manufactured items for defects, because there won't be any. 4. Move towards a single supplier for any one item. 5. Improve constantly and forever. Constantly strive to reduce variation. 6. Institute training on the job. If people are inadequately trained, they will not all work the same way, and this will introduce variation. 7. Institute leadership. Deming makes a distinction between leadership and mere supervision. 8. Drive out fear. Deming sees management by fear as counter- productive in the long term, because it prevents workers from acting in the organisation's best interests. 9. Break down barriers between departments. Another idea central to TQM is the concept of the ‘internal customer', that each department serves not the management, but the other departments that use its outputs. 10. Eliminate slogans. Another central TQM idea is that it's not people who make most mistakes – it's the process they are working within. Harassing the workforce without improving the processes they use is counter-productive. 11. Eliminate management by objectives. Deming saw production targets as encouraging the delivery of poor-quality goods. 12. Remove barriers to pride of workmanship. Many of the other problems outlined reduce worker satisfaction. 13. Institute education and self-improvement. 14. The transformation is everyone's job. Each of these management models teaches us something about the limitations of scientific management. Scientific Management is often associated with negative consequences both for workers, who may consider themselves to be victims of exploitation and for managers, who may find it difficult to motivate such workers or to deal with poor performance and resistance. Conclusion Considering that Frederick Taylor has been dead for nearly a century and in this time a knowledge explosion has taken place, Taylor’s track record is extraordinary. If Taylor, Gantt, Gilbreth and Lillian were alive today would they be happy with what has become management thought? In the Authors pinion many of the different management styles all share certain similar characteristics of scientific management and the Author believes that they would all find the total participation movement quite acceptable. The Scientific management theories discussed above evolved from the needs of the past to manage mainly the labour force. The needs of the present in the current economic climate may require similar recordin g of procedures as involved with time and motion studies during the Industrial Revolution in the past to regulate the workings of Finance in Banking and related areas mainly facilitated by the IT Revolution. Rest assured that changes in the past and the present and their successful resolution by scientific management will be replicated many times in the future and hopefully the resolutions will improve/maximise the return for the employer (stakeholder) and employee. In conclusion there is no single ‘best’ strategy or style of management. The ‘best’ solution is the one that is most fitting in relation to the particular needs of that organisation. Bibliography Bratton, J, (2007) Work and Organisational Behaviour, Basingstoke: Palgrave Macmillan, . Dale, E. (1973) Management, Theory & Practice. New York: McGraw-Hill. Griffin, R. (2009) Fundamentals of Management. (5th Edition), USA: South Western College Gunnigle, P, and Heraty, N. and Morley, M. J. , (2006). Human Resource Management in Ireland. (3rd Edition) Dublin, Gill & Macmillan. Taylor, F, (1947). Scientific Management . New York: Harper Row. Tiernan, S. and Morley, M. and Foley, E. (2006). Modern Management (3rd Edition) Dublin, Gill & Macmillan Scientific Management While this theory has made many positive contributions to management practice, there have also been negative implications. On a positive note, Taylorism has made an impact on the introduction of the 8 hour working day, minimum wage rates and incentive and bonus schemes, and more importantly, highlighted management as an important area of study, allowing for other theorists to improve on, or provide alternative management theories in response to scientific management such as more worker orientated theories, namely behavioural management. Taylor’s ideals have however been under constant scrutiny as managers highlight the shortfalls of scientific management. While the highly mechanistic way of practice may lead to increased productivity, it essentially works by dehumanising workers and viewing them simply as an ‘appendage of machinery. ’ Caldari argues (2007: 61) that Taylor’s ignorance of social considerations leads to conflict, low worker morale, and low trust between workers and neglect the ability for individual creativity to provide a positive input to the workplace. While Taylor’s theories have been subject to many criticisms, scientific management has made an instrumental contribution to modern management practice across the world. By placing emphasis on the management of workers, Taylor essentially highlighted the importance of management theory and paved the way for further development on management as an important element of business practices. Taylor created a way of replacing the ‘guesswork’ involved in the manufacturing process by replacing it with a scientific way of thinking, strict rules and procedures (Caldari 2007: 58). This form of management practice allows managers to more efficiently control and direct their labour force and similarly it provides space for managers to monitor the workforce, and identify inefficiencies and sources of waste in the manufacturing process. As Parker and Ritson discuss (2005: 1340), this allows managers to observe the labour force and ensure that appropriate work procedures are being followed and appropriate results are achieved. Thus, creating space for managers to correct these inefficiencies early in the manufacturing process and minimise waste, subsequently maximising profits. Therefore, although Taylor's contributions were considered controversial and even radical, his theory and dedication to management practice remains influential on contemporary business management, and he can be held responsible for laying the foundations for current strategic and systematic methods of planning and execution of tasks (Darmody, 2007: 1). Regardless of the benefits that may be gained from scientific work practices, criticism stemmed from the impression that Taylor had little concern with the psychology of workers. Taylor’s search for a healthy and efficient workforce however, stemmed from research conducted on the relationship between long working hours and fatigue. Taylor was concerned with the effect that working hours was having on productivity and upon results of such experiments, proceeded to introduce shorter working hours believing that with fewer hours comes higher efficiency, intensified laboured hours and improved employee wellbeing. It is upon this philosophy, that Nyl (1995: 2) argues scientific management; primarily Taylor’s thinking was instrumental in creating the 8 hour working day of which is still implemented in many businesses today. In despite of the above mentioned interest in worker well-being, Caldari (2007: 64) emphasises that Taylor naively assumed that with less, but more intense hours, increased productivity and wages, well being of workers would automatically improve. However, due to the intensely standardised and restrictive rules and procedures that scientific management brings workers are likely to feel unappreciated leaving the door open to the potential of conflict between workers and managers. In this case, a strict line of command is seen to have connection with low worker morale as high productivity is achieved at a price. Caldari cites Marshall (2007: 66) saying that â€Å"trust, esteem and affection for staff are a valuable business asset, of a kind which machinery cannot achieve. † This emphasis recognises one of the downfalls of scientific management in that it restricts the development of a cohesive ‘team’ like workforce, rather restricting management focus to individuals. The constraints that are placed on individuals prevent any worker initiative and eventually depriving a business of potentially important and vital input from employees. As Caldari (2007) points out, managers â€Å"can miss the opportunity of taking advantage of potential resources but also, and moreover, for society that it is likely to waste its more important kind of capital. † (p. 67) With this impression in mind, although Freeman’s discussion (1996: 2) focused primarily on the effect of scientific management in a Japanese business environment, he makes some interesting observations about Taylor’s mechanistic approach that can transcend cultural barriers. Freeman highlights that while criticism’s of Scientific management revolve around it being ‘anti-worker,’ scientific management and ‘democratic’ management (which pays closer attention to the psychology and respect for workers) do not necessarily have to conflict. It is held that while the needs of workers are of foremost importance, Taylor’s ideal of quality management allowed for reduction in waste and increased production in Japanese business practices. In this context, scientific management was instrumental in improving efficiency and creating quality constraints, which ultimately lead to increased profits. Freeman highlights (1996: 6) that by working with unions with an even handed focus on the interests of workers and productivity, business practice can meet a happy medium between scientific management and human relations in the management of business. This ideal emphasises that although some managers claim that there is no place in modern business practice for scientific management, it is possible for Taylor’s ideals to transcend time as managers adapt scientific theories and collaborate Taylor’s methods with other theorists that have followed in his steps. Taylor’s scientific management has resulted in both positive and negative implications for business practice over the 20th and 21st century. We can see its contribution to modern business management in that many of its principles are still used today for example, minimum wage, rest periods and incentives for workers who reach a specified target. While these theories were originally implemented in businesses such as Henry Ford’s car manufacturing, we can see that these processes continue to benefit managers today both in that very same business, and in the same ways in other industries including, and not limited to the hospitality industry where for example, detailed procedures and rules are enforced by a strict line of autocratic managers in a strict line of command at McDonalds or Hungry Jacks. It has been highlighted that although Taylor’s scientific management incorporates shortfalls with regards to the management of a workforce as far as viewing a workforce as valuable human resources rather than machinery, in today’s management practices, elements of Taylor’s theory are able to work in conjunction with often more palatable behavioural theories in order to control and monitor a successful workforce. Taylor was instrumental for creating a new ‘paradigm’ of management thinking and the scientific management theory does, and will continue impart to influence the way businesses operate and complete day to day tasks and assignments (Darmody, 2007: 1). Caldari, K. (2007). ‘Alfred Marshall’s critical analysis of scientific management. ’ The European Journal of the History of Economic Thought,14 (1), 55-78. Darmody, P. J. (2007). ‘Henry L. Gantt and Frederick Taylor: The Pioneers of Scientific Management. ’ AACE International Transactions, 151. Davidson (2008) Management: Core Concepts and Skills in ‘Management', John Wiley, Milton. Freeman, M. G. (1996) ‘Don’t throw scientific management out with the bathwater. ’ _Quality Progress,_ 29(4), Parker, L. D. Ritson, P. (2005) ‘Fads, stereotypes and management gurus: Fayol and Follett today. ’ Management Decision, 43(10), 1335.