George Eliots Slias Marner a book review Essay Example

George Eliots Slias Marner: a book review Essay Nyle Isaac Arcayan HS4-6 George Eliots Silas Marner It is hard to imagine the kind of pain and betrayal felt by Silas Marner in George Eliots most memorable classic novel, Silas Marner. The story is set in the early 1900s, during the beginning of the Industrial Revolution. It recounts the life of Silas Marner, a weaver by trade who was accused of theft by his closest friend, William Dane, and excommunicated by the Calvinist congregation he once Joined. Betrayed and abandoned, the embittered Silas moves to Raveloe, a village on the verge of industrialization, and isolates himself, becomes a miser and recluse, his only source f security being in his hoard of money. However, even his prized gold is taken away from him by Dunstan Cass and replaced by a little girl named Eppie, the neglected child of Godfrey Cass. Without others to turn to, Silas and Eppie find solace in one another. And for sixteen years, despite grave revelations of Eppies origins and threats for their separation, they persist together as a family and Silas is reminded once again of the redemptive power of love. We will write a custom essay sample on George Eliots Slias Marner: a book review specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on George Eliots Slias Marner: a book review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on George Eliots Slias Marner: a book review specifically for you FOR ONLY $16.38 $13.9/page Hire Writer In Silas Marner, George Eliot is able to vividly portray the characters of Silas, Eppie, and Godfrey uniquely, and through their truggles and moments of sorrow, the themes of love, hope, and retribution are made evident. The first half of the book reflects upon the themes of materialism and greed; this is often reflected in the lives and actions of Silas, Godfrey, and Dunstan. Ever since his arrival in Raveloe, Silas has been shutting people out of his life. Without any friends and confidants, Silas finds security in his hoard of gold. This carnal love for money becomes a detriment to Silass life and impairment to his well-being; the gold unfortunately becomes his primary source of depression and loneliness. In the ituation of the Cass family, greed and pride reign over the family household. Dunstan, the brash abrasive brother, frequently chooses to do things his own way, showing sheer contempt for authority while doing so. His unethical Judgment and obstinate nature always instigate dire consequences, often at the expense of others. Dunstans theft of Silass money not only impairs Silass lifestyle, but also weakens the bonds in his family. His unscrupulous act of theft even lead to his own, unforeseen death. Godfrey, on the other hand, is a man cursed with his past. He regrets ever marrying the drug-addicted Molly, becoming the father of Eppie. His desperation to move on to what he believes to be a better life causes him to make various detestable, selfish decisions in the story. The corruption and avarice evident in the Cass family perfectly expresses the destructive nature of greed and selfishness; however, they too experience loss and grief. Such as the case is with the Casss, the misery they undergo often comes as a consequence or reprisal for their actions. The second half of the book takes a lighter tone as themes and events in the story renect tne Teellngs 0T love ana nope, Teellngs tnat tne cn110 Epple symoollzes. Epples nexpected entrance into Silass life becomes the first major emotional turning point in the story. When Eppie stumbles into the home of the linen weaver, he immediately feels a strong obligation to keep her as his own, stating that, Its (Eppie) come to me IVe a right to keep it. They live together under the same roof, depending in each other as father and daughter. Slowly but surely, both of their lives gradually become brighter and happier as the days pass by and they grow together as a family. Silas, through the influence of Eppie, finally learns to open himself to the world he once hid from. Furthermore, Silass cataleptic fits, once a symbol of his afflictions and misfortunes, no longer become a detriment to his life. Finally, Silas learns to live his life with a new air, a purpose, and a reason now, he has a family. However, the situation of the Cass family is quite the opposite. Godfrey, though now married to Nancy, has become the last survivor of the Cass lineage, and although he previously disowned his own daughter sixteen years ago, Godfrey, childless and without heir, now seeks reconciliation with Eppie and Silas. Godfrey personally undergoes great levels of guilt and loneliness. These feelings, as he believes, have become the reprisals he deserves after abandoning his previous family for so long. Cass familys misfortunes as well as Silass new-found Joy near the end of the book become the core of the theme of retribution; the novel develops these things like a form of poetic justice, giving resolution and Justification in the end. The characters in Silas Marner are all very vivid as well as descriptive, giving the story a unique literary feel not found in other books. As usually the case in other books, the characters and their respective conflicts may become somewhat buoyant, isconnected, and mismatched. Oftentimes these characters blindly react to the events happening around them, resulting in highly predictable or mechanical personalities. But George Eliots characters incredibly believable and human. All the characters in Silas Marner behave and adapt differently to the situations thrown at them, showing George Eliots true creative mastery. However, many readers may find the book rather hard to swallow, as the story tends to drag along in some sections of the novel. Other readers may find some difficulty in comprehending the rural dialect sed by the people of Raveloe, as was the case with my first run through with the book. But otherwise, none of these affect the overall artistry achieved by George Eliot. George Eliots amazing proficiency in creating a rich story abundant with themes and morals only further emphasizes the concepts of love and family togetherness in a world drawn by materialism. Silas Marner might as well be one of the most inspirational books I have ever read. It presents an amazing story full of hope, humor, and light-heartedness a classic tale that will surely last for many generations to come.

My Bondage My Freedom essays

My Bondage My Freedom essays There is not, beneath the sky, an enemy to filial affection so destructive as slavery. (Douglass, 60) Its remarkable how one little sentence can describe the hatred and animosity that a single man has for a way of life. As a young boy in Tuckahoe, Maryland, Douglass saw the effect that slavery had on his family and friends. Born in approximately February of 1817, Douglass was raised by his grandmother and grandfather due to his mother being hired out to a Mr. Stewart. Douglass description made his childhood seem carefree and joyful. Up until the age of seven or eight, the slave children were able to run and play in the dirt, swim in the streams, and explore the lands of their master. This is where things started to take a change for the worse. In this paper, I hope to let Douglass speak through me in order to delineate his triumphant story ranging from childhood, through slavery and into freedom. Even though Douglass did not agree with the concept of slavery and dreamed of being an abolitionist, he knew that slavery was going to be his way of life. Douglass questioned why God would subject him to such hatred. By asking around he came up with several theories which did not satisfy his thirst for knowledge. Some of the theories included, God made white people to be masters and black people to be slaves, (Douglass, 89) and God was good and knew what was best for them. (Douglas, 90) Douglass finally came up with the solution it was not color, but crime, not God but man. (Douglass, 90) He knew that the weakness was not on the shoulders of God but on the shoulders of man. Slavery was a crime that could be changed through the education of slaves and giving them the tools to uprise. Because he stated, what man can make, man can unmake. (Douglass, 90) Slavery was divided into three classes slaveholders, overseers and slav ...

American Nursing Idol Research Paper Example | Topics and Well Written Essays - 2000 words

American Nursing Idol - Research Paper Example The paper will include description and discussion of different aspects of this contest that will allow a comprehensive understanding of nursing theorists and theories in an innovative manner. JUDGES I do not know you or your group members so you will have to fill out this section. THEORISTS IN FINALS Dorothy Johnson First finalist of the American Nursing Idol contest is Dorothy Johnson, a famous nursing theorist who has played a significant role in defining the field of nursing and especially, the role of nurses. In particular, Dorothy has put enormous efforts in indicating the significance of care of nurses on patients with her model of nursing care in the year 1968. She defined nursing as â€Å"the efficient and effective behavioral functioning in the patient to prevent illness" (Basavanthappa, 2007). In addition, she stated that nursing was â€Å"concerned with man as an integrated whole and this is the specific knowledge of order we require† (Basavanthappa, 2007). ... Dorothy (Basavanthappa, 2007) has indicated that a nurse’s behavior should be in accordance with requirements of a society, and secondly, a nurse should be capable of bringing an alteration in the behavior of patients that may subsequently result in support to the biological components. Thirdly, a nurse’s goal is to ensure benefits to the patients during the period of sickness with the application of knowledge and expertise of physicians (Basavanthappa, 2007). Lastly, behavior of nurse should not in any way cause unessential shock or suffering to the patient during the same period. Virginia Henderson Virginia Henderson is second finalist of the American Nursing Idol who has given huge competition to her opponents with her concept of nursing. In particular, Henderson’s work is inductive, and a derivation of her education and experience (Timby, 2008). One of the significant characteristics of her concept is emphasis on independence of patients while they are in the healthcare settings, as she indicated that such independence enable patients to recover soon and adjust to normal settings after the process of hospitalization. According to her, nursing is â€Å"assisting individuals to gain independence in relation to the performance of activities contributing to health or its recovery† (Basavanthappa, 2007). In addition, her concept is a categorization of fourteen constituents that she believed essential for the fulfillment of human needs. Besides fourteen components, Henderson identified the role of nurses in three aspects: â€Å"substitutive (doing for the person), supplementary (helping the person), and complementary (working with the person)† (Klainberg & Dirschel, 2009). Moreover, it is an observation that before Henderson, there was no distinction

British Airways Essay Example | Topics and Well Written Essays - 1250 words - 1

British Airways - Essay Example Apart from scheduled airline, the organisation also operates both domestic and international carriage of mail and freight and ancillary services (Brownsell 2010). BA flies to over 300 destinations carrying over 33 million passengers in its 238 aircrafts (British Airways 2013, Table 1). From the time of its privatisation in the year 1987, the company has beaten the competition in the market to grow worldwide. The entry of its former Chief Executive, Willie Walsh in 2005 saw BA complete Terminal 5 at Heathrow in addition to various other accomplishments. In spite of suffering from the global economic recession, the airline looks forward to being the most responsible airline globally. As such, the firm dedicates much effort to the development of strategic direction and guiding principles to enable it attain its objectives. Key among them includes efforts geared towards the development and sustenance of effective marketing. With the ever changing marketing environment (Haberberg & Rieple 2007), there arises the need for continuous detailed and structured analysis of core dimensions. With the increase in complexity and frequency of terrorist attacks such as the September 11 New York attacks and the July 2005 London attack, there has been unprecedented political instability. As such, deregulated firms like BA need systems that enhance quick decisions. The open skies agreement has significantly changed the regulatory framework. Considering legal factors, BA suffers from Trade Unions’ actions including numerous strike actions in 2004 and 2005. As such, the firm has to consider various legislations on employee rights, environmental concerns and customer rights. Economically, with demand for air travel being highly income elastic, there exists a positive correlation between global economy and air travel demand. The rising cost of oil due to the political climate

In light of the fact that tourism is one of the most important service Essay

In light of the fact that tourism is one of the most important service sectors of global economy, debate the current issues that need to be incorporated into the tourism planning process - Essay Example (WTO(a), 2001). A standout amongst the most urgent parts of universal tourism is the cross-fringe development of purchasers. (WTO(a), 2001). This grants even untalented specialists in remote territories to end up administrations exporters — for example, by offering specialty things, performing in social shows, or working in a tourism lodge. (WTO(a), 2001). Travel & Tourism is one of the heading job inventors in the world. The business utilizes more than 98 million individuals directly, speaking to in excess of 3 percent of all vocation. (Turner & Sears, 2013: 63). At the point when backhanded and impelled effects are incorporated, the business helps around one in every eleven jobs worldwide. (Turner & Sears, 2013: 63). The share of world vocation in Travel & Tourism is more than that for the vehicle assembling and chemicals producing businesses joined together, over every locale of the world. Moreover, the standpoint for the business is moderately positive: job development in Travel & Tourism is conjecture to normal 1.9 percent for every year throughout the one decade from now, contrasted and 1.2 percent yearly development conjecture for aggregate jobs in the worldwide economy. (Turner & Sears, 2013: 63). Throughout the most recent two decades, Travel & Tourism has played a more essential part in the financial advancement of numerous nations. Expanded travel over the globe has been determined by development in genuine earnings; more amazing measures of relaxation time; enhanced and very open transportation frameworks; continuous globalization of business linkages, including supply chains; very viable correspondence frameworks that encourage advertising; and countless tourism administrations. Albeit starting foundation venture is required, as more individuals travel, extra tourism framework is constructed and individuals are utilized to administration the needs of the vacationers. The more guests go to a goal, the more lodgings,

Principles Underpinning A Rewards Strategy

Principles Underpinning A Rewards Strategy Various scholars/writers contributed to the study of reward management strategy, by providing a wealth of information to increase the body of knowledge. This section therefore contains the views of them on the subject reward management strategy and the various method adopted. The views of these authors will be related to this current study. This Literature Review will be divided into the five main parts of the study: Reward Management Performance Management Motivation Staff Retention Labour Turnover The areas being analysed will aid in understanding whether the organisations reward management strategy is effective, which is reflected in labour turnover and the ability of the organisation to retain and motivate staff of the organisation. This literature therefore sought to ` critically analyze other views on the main areas of the research title, compare and contrast them and use the views/perspectives of the published work by other accredited authors to guide and inform this present study. 2.2 Reward Management What is Reward? Bratton and Gold (1999, p. 238) defined reward in the following terms, Reward refers to all forms financial returns and tangible services and benefits employees receive as part of an employment relationship. According to Thompson and Martin (2005, p. 229) reward are an important motivator, but it is important to appreciate that an individual may feel rewarded by things other than money or promotion. The demands and responsibility of a job, and the freedom that people are given to decide how to do things, can be rewarding. Berry, J. (2000, p. 45-46) as cited in Henley Management College (2000, p. 23) advocates that reward may very well be more than just pay and benefits, but will increasingly be base on skills and knowledge and will be innovative. In the context of the studies Philbean and Corbridge (2002, p. 204) argues that reward encompasses pay, remuneration and compensation. It represents a portfolio of managerial practices where financial and non financial elements are flexibly directed at enabling and rewarding employees who add value in the interests of competitive advantage, he went further to say that reward is total remuneration concept of pay and benefit together with non- financial recognition and motivation applied in a contemporary context. What is Reward Management? Reward Management is about how people are rewarded in accordance with their value to an organisation. It is concerned with both financial and non-financial rewards and embraces the philosophies, strategies, policies, plans and procedures used by organisations to develop and maintain reward systems. Armstrong (2001, p. 126) This statement underlines the importance of reward management to an organisation success. According to Beardwell and Holden (2004, p. 501) reward management has often been viewed as the poor relation of human resources management concerned with systems, figures and procedures. Another definition states Reward Managements is one of the central pillars of human resources management. While the term reward management is problematic, we consider that the term best captures the current changes in management assumptions and practice about pay. Bratton and Gold (1999, p. 238) Principles Objectives of Reward Management The three principal objectives of reward management as cited in Bratton and Gold (1999, p. 238) are to: Attract and retain suitable employees Maintain or improve levels of employee performance Comply with employment legislation and regulations These objectives have to be achieved within an agreed budget for rewards. First, the new and must be competitive to encourage membership of the organisation. In other words, it must attract and retain qualified and competent people to the organisation. Reward that are perceived by prospective members to be inadequate or inequitable will make it difficult for the organisation to attract the types of people necessary for success. Second, reward systems are designed and managed to improve productivity and control labour cost. The question of what motivates employees to perform effectively is difficult to answer. Among practising managers there is a wide spread conviction that pay alone motivates workers. In comparison to this Thorpe and Homan (2000, p. 12) advocates that the principal objectives of reward management are to: Minimize expenditure on wages and salaries over the long term; Attract and retain staff of the desired calibre, experience and qualifications; Motivate the workforce so as to maximize organisational performance; Direct effort and enthusiasm in specific directions and to encourage particular types of employee behaviour; Underpin and facilitate the management of organisation change; To help us examine the complexities of pay, we have developed a framework of reward management. Figure 2.1: illustrates a model for reward management that contains three basic elements, internal equity, external competitiveness, and the objectives. Our model shows two broad areas that any organization must consider in reward management, internal equity and external competitiveness. Internal equity refers to the pay relationship among jobs within a single organisation. This is translated into practice by the basic techniques of reward management, job analysis, job evaluation and performance appraisal. The focus is on comparing jobs and individuals in terms of their relative contributions to the organizations objectives. Reward Management Strategies According to Stephen Taylor (2000) as cited in Thorpe and Homan (2000, p. 11), there are two key questions, which an organisation has to ask when formulating reward strategies and policies, they are: how much should be paid to each employee and what form should that payment take? There is nevertheless a large choice of payment systems and methods available for management to choose from and many methods of determining pay levels available for manages to choose from. However, Taylor (2000) as cited in Thorpe and Homan (2000, p: 12) states the principal determining factor when deciding on rewards for employees of the organization are the objectives the organization has for their HR policies and reward systems in particular. In the context of the studies Armstrong and Lybrand (1992, p. 41) states that reward strategy is concerned with: developing a positive, performance orientated culture; underpinning the organisations values, especially those relating to excellence, innovation, performance, teamwork and quality; conveying a message to prospective high-calibre employees that the organisation will satisfy their reward expectations; ensuring that the right mix and level of reward are provided inline with the employees and the environment in which the business operates; linking reward policies, systems and procedures to the key business and human resources strategies for innovations, growth development and the pursuit of excellence; also developing a strong orientation toward levels of performance throughout the organisation by recognising successful performance and increase in levels of competence, thus contributing to the processes of empowering, enabling and energising all employees; and indicating to existing employees what types of behaviour will be rewarded and how this will be place, thus increasing motivation and commitment and improving performance. In the same vein, Armstrong (2001) also states in order for organisations to achieve their strategic objectives it must have a skilled, competent, committed and well motivated workforce which is supported by a reward strategy that: flows from and fits the business strategy; links reward to performance; aligns individual and organisational competencies; integrates with other human resources management and development strategies; and evolves from consultation with key stakeholders. A useful way of conceptualizing different reward philosophies is provided by Rajan (1997: 75). Figure 2.2 shows how reward can be categorized along two dimensions, identifying rewards that are money-related and non money-related; and rewards that are group-related (available to all or most staff) or individual-related. Thus Rajan (1997) argues that there are four types of approach to reward. 1) Types of reward Group-related 2) Security -driven Tradition-driven Lifetime jobs Cost of living increases Corporate prestige à ¢Ã¢â€š ¬Ã‚ ¢Perks Non-money-related Money-related 3) Employability-driven: Contribution-driven Training and development Performance-related pay Personal career plans Merit bonus Individual-related Source: Rajan (1997: 75). Reproduced with the permission of Eclipse Group Limited cited in Beardwell, and Holden, (2001), Human Resources Management, A Contemporary Approach, Third Edition, Pearson Educational Limited p. 511 Types of reward are important in terms of motivation where by different types of reward may motivate an individual; the diagram above illustrates this by highlighting different elements. Motivation can take the form of money-related or non-money related an individual may become motivated by security driven knowing that they have a lifetime /permanent job as compare to those that prefer to become motivate by money-related issues such as cost of living or perks offered by the organisation. On the other hand their are employees whose motivation stems from employability driven that is motivated through the use of training and development or personal career path, in comparison to those that are contribution driven, believing performance related pay or merit bonus are better form of motivation. Best Practice versus Best Fit Approach to HR Management The best fit approach stresses significantly on the strategic alignment of HR policies and ensuring that it fits the objectives of the organization, while the best in terms of attracting, retaining and motivating human beings. Taylor 2000 as cited in Thorpe and Homan (2000, p. 15). There are however significant challenges to the best fit approach to HRM. According to Walton, 1985; Guest, 1987 as cited in Thorpe and Homan (2000, p. 16) There is nothing new about challenges to the best fit perspectives from those arguing that some form of best practice approach to HRM is more likely to lead to performance improvements at the organizational level in most all circumstances. Maund (2002) states there are a number of words used to describe what employees receive for their efforts at work. All the words  commonly used can be housed under one word; payment. Foot and Hook (1999, p. 123) defines Payment as the most straight forward of à ¢Ã¢â€š ¬Ã‚ ¦Ãƒ ¢Ã¢â€š ¬Ã‚ ¦ terms and seems to be the most appropriate terms to use. It can include monetary or non-monetary payment. New Pay and Old Pay Systems In addition to reward, Lawler, 1995; Armstrong and Murlis, 1998; Lewis, 1998) as cited in Philbean and Corbridge (2002, p. 205) reveals that New pay and its juxtaposed stereotypical opposite of Old pay are concepts which are used to distinguish between contemporary and traditional reward practices. Old pay is characterized by bureaucratic salary administration, organisational hierarchy, rigid job evaluation and grading system, incremental progression, lack of horizontal integration with other HR activities and the detachment of pay from the strategic objectives of the organisation. The primary concerns of old pay are fairness, consistency, equity and transparency. This is arguably more compatible with the traditional organisation structures and employment relationships of the 1970s and 1980s. In the twenty-first century old pay, it is alleged, will inhibit organisational responsiveness and development in more turbulent organisational environments. New pay can be viewed as a functional adaptation to change in the external context and increasing competitive pressures. There have been significant changes in the reward strategies adopted by organizations in Europe, moving from the traditional based payment system to Wheat Howler (1990) called new pay. This new pay has introduced more flexible and variable rewards systems. This consisted of: Bonuses; Performance Related pay; Promotion and Career Advancement; and Performance Related Pay pay based on performance at work, based on the acquisition of new skills and knowledge. Maund (2002) argues that new pay is seen as being more suitable for fast moving organizations of the 21st Century. This will form the analysis of the organization as to determine whether the organization uses new pay as compared with traditional forms of pay. In comparison Stacey (1996), states if the rewards are suitable it will stimulate individuals to make actions which are directly relevant to the strategy of the organization Stacey 1990 as cited in Maund (2002, p. 439) implies this will result in the aims of the organization being realized through employees. Bowey and Thorpe as cited in Thorpe and Homan (2000, p. 81) in order for remuneration systems to be effective there needs to be a sound understanding of how people at work are motivated. This forms the basis of the next section of the literature review, which focuses on method used to encourage motivation of employees that is performance. Performance Management Baron and Armstrong, (1998: 38-39) as cited in Beardwell and Holden (2001, p. 538) states that performance management can be defined as a strategic and integrated approach to increasing the effectiveness of organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors, and also can be seen as a continuous process involving reviews that focus on the future rather than the past In the same vein, Bartol and Martin (1998, p. 529) states that performance management focus on ensuring that specific goals that have been set are achieved. Henley Management College (2000, p. 25) states that performance management is about people and motivation the system can get in the way, it further states that performance management is a management process and the key if the relationship between a manager and his her people performance management system are often an elaborate way to foul that up. Hendry et al., (1997) as cited in Beardwell and Holden (2001, p. 538), advocates that performance management is not simply the appraisal of individual performance: it is an integrated and continuous process that develops, communicates and enables the future direction, core competences and value of the organisation, and helps to create an horizon of understanding. It identifies who or what delivers the critical performance with respect to business strategy and objectives and ensures that performance is successfully carried out. Effective performance ensures that employees and managers understand each other expectations, and how corporate strategy and objectives impact on their own context- their roles, behaviours, relationships and interactions, reward future. Performance management is a holistic process that ensures that the following are developed and effectively carried out: setting of corporate, department, team and individual objectives; performance appraisal system; reward strategies and schemes; training and development strategies and plans; feedback, communication and coaching; individual career planning; mechanisms for monitoring the effectiveness of performance management system and interventions. Thus performance management incorporates the effective day to day management and support of people, and is not simply concerned with appraisal forms, procedures and interviews or the paternalistic evaluation by superior of a subordinates performance. Employee commitment and performance are secured through a mutually supportive strategy of reward-driven integration, developmental integration and culture management. Figure 2.3: outlines the steps of systematic and integrated performance management. Figure 2.3: The performance management cycle Business Strategy Training and development 1. Setting direction and planning Resourcing 3.Reviewing 2. Coaching and support Reward decision Employee relations Source: Beardwell and Holden (2001), Human Resources Management, A Contemporary Approach, Third Edition, Pearson Educational Limited  p. 538 However it is argued that for performance management to be effective these activities should be carried out throughout the year as normal part of the interaction between employee and manager, and not simply through the annual performance appraisal. All these activities should involve joint problem solving and the acceptance of joint responsibility for action. Linking Performance appraisal with Pay Performance appraisal is seen as a major element that forms the bases of any performance management system. Foot and Hook (2002, p. 241) states performance appraisal basically entails trying to reward employees for their past work, while hoping that the incentive of a reward will encourage other employees also to strive to work harder in the future. Bartol and Martin (1998, p. 331) defines performance appraisal as the process of defining expectations for employee performance, measuring, evaluating, and recording employee performance relative to those expectations; and providing feedback to the employee. The link between individual behaviour and organisational performance, effectively linking rewards to a performance management system requires a clear line of sight between individual behaviour and corporate performance. It also requires a view of corporate performance which looks at ends as well as means, and which is not limited to accounting measures. Foot and Hook (2002, p. 242) further states that it is difficult to imagine that a person being appraised is likely to admit to any development need, or be willing to accept any help in their performance, if their salary increase depends on a good appraisal. It is therefore recommended that employers should in general try to keep reward considerations separate from the other areas of appraisal. In spite of this advice and research evidence which suggests that performance rated pay (PRP does not always motivate everyone in a work force, many employers think that the offer of an incentive or reward is the only way to motivate employees to work harder, and this is often their main reason for introducing performance appraisal. However Foot and Hook (2002, p. 242) also went further in stating that great care needs to be taken if appraisal systems are linked to pay. It will be especially important to ensure that the criteria being appraised are objective and free of unfair bias, and that there are genuine opportunities for all employees to be rewarded for their efforts. Therefore the link between performance and pay is considered Performance Related Pay Torrington and hall, (1996) as cited in Philbean and Corbridge (2002, p. 219) states performance related pay is some attempt to relate pay to performance is the dominant feature of current reward strategies. According to (Swabe, 1989: 17) as cited in Beardwell and Holden (2001, p. 523) performance related pay can be defined as: a system in which an individuals increase in salary is solely or mainly dependant on his/ her appraisal or merit rating. The critics of performance related pay (PRP) cited several advantages and disadvantages, Beardwell and Holden (2001 p. 523) states the possible reasons for introducing performance related pay (PRP): to increase the motivation of employees; to encourage certain behaviours; to help in recruitment and retention; to facilitate change in organisational culture; to encourage the internalisation of performance norms; to weaken trade union power; increased role of the line manager; greater financial control and value for money; a moral justification; encouragement of flexibility. Hague (1996) argues that performance related pay can demotivate staff rather than reward performance. Beardwell and Holden (2001, p. 526) states the possible problems with performance related pay (PRP): it is not a guaranteed motivator; it is difficult to produce realistic performance measures and as a result, ratings may be unfair, subjective and consistent; it places undue emphasis on individual performance which can be damaging to teamwork; it can produce poor quality performance as people concentrate on achieving quantitative targets; it leads to short-termism in the pursuit of quick results to the detriment of longer term strategic goals; reinforcement of status, control and power differences; financial constraints; crowding out intrinsic motivation. The underlying theoretical basis for performance related pay is motivation theory. Content theories, such as those of Maslow (1943,1987) and Herzberg (1959), draw attention to pay as one of many sources of human need. The satisfaction of this need can contribute to motivation at work, but the relative importance of pay as a motivator will vary with individual circumstances. More specific to performance related pay are the process theories of equity (Adams, 1965) and the expectancy theory (Porter and Lawler, 1958; Lawler, 1973; Vroom, 1964) and it is useful to have an understanding of these. This will form the basis of the next section of the literature review, which will focus on the motivation of employees. Motivation As a consequence of competitive pressure, organisations encourage their employees to increase the added value and also increase their performance beyond the acceptable standard, As a result, the study of employee behaviour and more particularly, motivation, remains a real managerial concern. Maund (1999, p. 87) defines motivation as the process by which an individual wants and chooses to engage in certain specified behaviours. Cole (1995: 119) as cited in Cole (2000, p. 28) states Motivation is the term used to describe those processes, both instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and personal goals, which trigger human behaviour. There are several theories that help us to identify specific factors that motivate people including the content or needs theory, the two-factor model and the cognitive theory. The underlying assumption is that individuals have needs that must be satisfied. Motivational Concepts Motivation as revealed by Abraham Maslow (1943) is highly individualistic and is either determined by intrinsic or extrinsic factors. According to Maslow human beings are motivated by different motivators at each stage of there life. Maslow presented a Hierarchy model of motivation which consisted of Physiological needs at the lowest point, next was the safety needs, then love needs, esteem needs and finally the highest needs was the self actualization needs as depicted in Figure 2.4 below. By Managers understanding the physiological, safely, love, esteem and self actualization needs, they can therefore appeal to the individual employees present needs in life therefore motivating them. Douglas Mc Gregor (1960) has identified the theory X and theory Y worker, this theory differs significantly to Maslow (1943) theory in that Maslows theory focuses on the needs of individuals, while Mc Gregors theory focused on the behaviour of employees at work. According to Mc Gregor the theory X worker has an natural dislike for work and will avoid it at any time possible on the other hand the theory Y worker as conductive to problem solving techniques and given the opportunity will not only take but desire responsibility. In order for mangers to put theory Y worker into practice they must use the four basic aspects of the theory Y worker, they are: Decentralization and Delegation this would give employees a sense of freedom to act. Job Enlargement this would encourage employees to accept responsibilities. Participation and Consultation Management this would allow employees to voice there opinions of matters affecting them and encourage creativity. Performance Appraisal this should be done to assess management abilities. Frederick Herzberg presented a theory similar to Mc Gregor, which focused on the needs of employees at work, Herzberg presented a two factor theory that identified two sets of needs of individuals at work the need to avoid pain and discomfort and the need to develop Psychologically, he identified two areas that are of concern to the organization, first was hygiene factors such as job security, working condition, status and administrative concerns, the second area of concern to mangers was motivators; recognition from supervisors, the opportunity for growth and advancement, if managers were able to avoid pain and discomfort such are by fostering good employees relations, providing safe and comfortable working conditions, managers will be able to motivate employees. However, this study gives little insight into how managers can motivate manual or unskilled workers. Adams (1965) brought forward the Equity theory of motivation, this theory of motivation differs significantly as it attempts to show how individuals determine the amount of effort that needs to be exerted. According to Adams an employee desires to be treated fairly by the organization, they wish to be treated fairly compared to others and to avoid inequity. Employees evaluate rewards by a comparison with others, if an employee perceives his contribution to be the same as the person they compare themselves with (referent) then a state of equity is perceived, if an employee however sees there self as being unequal, a state of inequity arises. In the context of the studies Bartol and Martin (1998, p. 397) states that equity theory is a theory that argues that we prefer situations of balance, or equity, which exists when we perceive the ratio of our inputs and outcomes to be equal to the ratio of inputs and outcomes for a comparison other. Thorpe and Homan (2000, p. 22), the major determ inant of satisfaction at work is the extent to which workers judge the outputs that accrue from their work (such as pay levels, pay increases, promotions) to be distributed equitably. We are less interested in how far these outputs equate to our inputs (effort, skill, experience, qualifications) than we are in the extent to which the ratio between the two compares with that achieved by others. Rensis Likert (1976) also saw extrinsic rewards as most important in motivating employees to achieve organizational rewards. According to Likert (1976): Motivation is by economic rewards based on goals which have been set in participation. Likert claimed that in order for organizations to achieve maximum profit, good labour relations and high productivity, every organization must make best use of their human assets. It is through effective human resources management that productivity will be increased. Likert identified the participation group system which is the optimum solution, were leadership is by superiors who have complete confidence in their subordinates. Fowler and Lawler (1968) modified Vrooms (1964) expectancy theory and developed process theories of motivation as they consider the relationship between effort, performance and reward for each individual. The principles of the Fowler and Lawler model are as follows: Employees value intrinsic arising from the work itself as well as extrinsic motivation such as bonus or rewards; Effort will be increased if employees believe that good performance will lead to the achievement of desired rewards; Employees must have the opportunity, resources and effective management to carry out tasks; Expectations and objectives need to be communicated so employees know what is expected of them; 2.5 Staff Retention Browell (2003, p. 64) simply defined staff retention as keeping those members of staff that one wants to keep and not loosing them from the organization, for whatever reasons, but especially to competitors. According to Browell (2003), Wages and Salaries are insufficient to maintain staff successfully within an organization in the long term, organizations in retaining staff must introduce a successful staff retention strategy, as there failure to do so can result in demotivated staff and a high level of labour turnover. Hannagan (2003, p. 176), states A successful staff retention plan must contain a competitive rewards strategy, proper recruitment standards must be set and there must be an effective appropriate selection process, the training and development process must include a good induction process and must have room for development for both the organization and the individual employees. There must be flexible working conditions and ensure the leaders of the organizations have the skills necessary to manage effectively. Training and development is seen as an important implementation tool by many authors, according to Hussey (1991) as cited in Maund (2002, p. 440) training and development acts as a motivator and provides the skills necessary for strategy implementation, In the same vein Buckingham (2000), cited in Hannagan (2003, p. 176) employees are more likely to remain with an organization if they believe that their managers show interest and concern for them. Browell (2003) states, organizations need to compare the costs of staff going with the cost of them staying and determine whether it will have an adverse effect on the rest of the organization if they leave. Henley Management College (2000, p. 21), recent IDS study showed the average turnover rate with considerable variation between industries and sectors are high, however the financial costs of this turnover can be up to 150% of salary for key staff. Add in the non-financial costs, including loss of key skill morale and the overall price of a departure to an organisation can be considerable. Because of these cost companies should carry out external benchmarking, and gather information on internal factors affecting turnover, such as monitoring wastage rates, and carrying out exit interviews and attitude surveys. The following measures may help to improve staff retention: pay competitive rates and consider other types of compensation such as retention bonuses and share-options schemes; put together an attractive employee benefits package; recruit the right people in the first place; pay more attention to induction processes, especially in the critical first few weeks; provide career paths, more interesting work and support for personal development; offer more flexible work options and implement family friendly policies as work-life balance issues come to the fore; provide good line management; evaluate the effectiveness of the measure taken. Not all employee turnover, though, is a bad thing. An acceptable level, dependant on the organization and the labour market, allows the entry of new blood and ideas, and creates new opportunities for careers, staff development, and restructuring. Maund (2002), there are three (3) particular areas that an organization must monitor in order for them to maintain motivated and loyal staff, they are: The Terms and Conditions of employment must be such that employees feel valued by the organization, these terms and conditions of employment includes both the remunerations and conditions at work w

Victoria Climbie Case Essay examples -- Legal Issues, Abuse

Throughout this essay, the health, safety and welfare policy and practise that came about after the Victoria Climbie case will be reviewed and evaluated. After arriving in England in November 1991 from the Ivory Coast, eight-year old Victoria Climbie suffered abuse from her great-aunt, Marie-Therese Kouao, and her great-aunts partner. The anguish and eventual murder of Victoria in 2000 from hypothermia, caused by malnourishment and damp conditions, provoked ‘the most extensive investigation into the child protection system in British history’ as described by Batty (Macleod-Brudenell, 2004). The high media profiled incident exposed a clear lack of precision and communication between all professionals and agencies involved. This is shown by the fact that the mistreatment Victoria was suffering had gone unnoticed by the social services, police and NHS staff, who failed to make each other aware of the clear danger signs. Within the Lord Laming Inquiry into Victoria Climbieâ €™s death (2003), it can be seen that some features recur time after time in child abuse cases; inadequate resources to meet demands, inexperience and lack of skill of individual social workers. In addition, it can also be seen that crucial procedures were evidently not being followed. The procedure that was established after this case included the recommendations made by Lord Laming such as the Green Paper of Every Child Matters (DfES, 2003) and the Children Act (DfES, 2004). These ensure that all children have the fundamental right to be protected from harm and abuse. In addition to this, it also certifies all adults who come into contact with children and families have a duty to safeguard and promote the welfare of children. Subsequent to this horrific case, an of... ...is shown in the Ian Wathey and Craig Faunch case of 2006 where social workers believed that it was wrong to probe the couple about their family histories and Judge Sarah Cahill (2006) explained how she was appalled that the police were not involved at an earlier date. In addition to this, the case of baby Peter Connelly illustrates how some practitioners can get too emotionally involved and compassionate towards clients. The NSPCC’s Ten Pit Downfalls (2010) suggests that this specific case illustrates how unfamiliar society is culturally with the idea that mothers can be perpetrators of physical abuse. Therefore, it can be seen that compassion was shown towards Peter’s mother during in depth questioning when practitioners decided she merely needed support, as explained by the Independent (2010) where Tracey Connelly seemed fairly caring but inadequate as a mother.

Consumer Psychology and Marketing Communications Article Analysis Essay

Consumer Psychology and Marketing Communications Article Analysis Consumer Psychology is the art of determining consumer requirements through study and analysis of consumer spending and purchasing habits relating to products or services advertised for sale. The analysis portion focuses on consumer motivation concerning products and mood relative to purchasing products. The Cherry (2012) website Consumer Psychology is a specialty area that studies how our thoughts, beliefs, feelings, perceptions influence how people buy and relate to goods and services. One formal definition of the field describes it as the study of individuals, groups, or organizations, and the processes they use to select, secure, use, and dispose of products, services, experiences, or ideas to satisfy needs and the impacts that these processes have on the consumer and society. Psychological variable associations with buyer behavior represent a very significant part of what researchers study about consumers. Historically, the emphasis has been on several important areas: needs and motivation, perception, learning, attitudes, and psychographics. Many investigations into psychological characteristics and buyer behavior ultimately emphasize the existence of market segments and how well those segments predict differences in consumer activities, examining the intrinsic qualities of individuals and how those identifications facilitate targeting consumer groups (McDonald, 1994). According to the Society for Consumer Psychology, division 23 of the American Psychological Association, consumer psychology employs theoretical psychological approaches to understanding consumers. Consumer psychologists study a variety of topics, including how consumers choose businesses, products, and services, the thought processes, and emotions behind consumer decisions. Other factors considered are how environmental variables such as friends, family, media, and culture influence buying decisions, what motivates people to choose one product over another, how personal factors and individual difference affect people’s buying choices and what marketers can do to reach effectively out to their target customers (Cherry, 2012). Consumer behavior consists of studying buyer’s trends and the processes they use to choose, consume, and dispose of products and services. A more in-depth definition will also include how that process affects the world. Consumer behavior incorporates ideas from several sciences, including psychology, biology, chemistry, and economics. Mood of the consumer can affect buying habits. The line between an emotion and mood is frequently difficult to draw, but often by convention involves conceiving of a mood as longer lasting from a few hours up to days and lower in intensity than an emotion. Still another distinction between emotions and moods is that the former typically is intentional, that is, it has an object or referent, whereas moods are generally nonintentional and global or diffused. Marketing communications are messages and other media that used to communicate the promotion part of marketing that consisting of pricing, products, promoting, and placing. Marketing communications is what drives us to buy, whereas consumer psychology studies how or why we buy. It is the study of why we buy certain products and not others, and the process of what we go through to use, select, secure, and dispose of these products or services. It delves into the reasons of how we satisfy our needs and the impact these processes have on society and the consumer. The study of consumers helps firms and organizations improve their marketing strategies by understanding issues, such as the psychology of how consumers think, feel, reason, and select between different alternatives, e. g. , brands, products, and retailers. Several other psychological factors also considered are how the consumer is influenced by his or her environment, e. g. culture, family, signs, media; the behavior of consumers while shopping or making other marketing decisions; limitations in consumer knowledge or information processing abilities influence decisions and marketing outcome. Finally, how consumer motivation and decision strategies differ between products that differ in his or her level of importance or interest that they entail for the consumer, how marketers can adapt and improve their marketing campaigns and marketing strategies to more effectively reach the consumer (Perner, 2010). Consumer psychology studies human characteristics (feelings, thoughts, perceptions, and beliefs) and how these characteristics governs our thoughts, influence how we relate to, and buy goods and services. It studies why we purchase desired products and not others, and the process of what we go through to use, select, secure, and dispose of these products or services. It delves into the reasons of how we satisfy our needs and the impact these processes have on society and the consumer.

Oka Crisis, 1990 essays

Oka Crisis, 1990 essays Frequently in Canada, Aboriginal peoples rights and title to land have been disregarded as the government forces compliance from them. They are dealt with unfairly by the administration that directs this country as several of their claims to land and resources go unnoticed or are retracted when the government chooses. It is treatment like this that harvests frustration in a person, which in turn, leads to fanatical behaviour and violent outbursts similar to the one that transpired in the Municipality of Oka in 1990. When various levels of government failed to come to terms with the issue of land claims with the Mohawk people of Kanesatake and a golf course expansion was planned to go on their land, they decided to take action. It seemed unlikely that these residents of Oka would be able to achieve any results by using conventional methods of participation, so they decided to take a more radical approach. Many feel that this manifestation of anger was a logical and inevitable out come of five hundred years of inequality, but what did it accomplish? The events of the Oka crisis can be viewed as a success on some levels, but also as a failure on others. Several Aboriginals believe that the standoff was successful in drawing attention to Aboriginal issues on land rights, as others that watch the events from the outside feel that the serious issues that provoked the Oka crisis have not been resolved. This essay will examine what led up to and occurred that frightful summer, as well as describe the organization of the event and analyse how it succeeded and how it failed. The crisis began in the community of Kanesatake, where the Mohawk people live. The area is located west of Montreal in Oka, Quebec, with this small municipality only having a population of 1549 people and the Aboriginals making up a great segment of it. The Mohawk community does not officially have claims to the land ...

Corruption and Nepotism Essays

Corruption and Nepotism Essays Corruption and Nepotism Essay Corruption and Nepotism Essay Corruption in India is a consequence of the nexus between Bureaucracy, politics and criminals. India is now no longer considered a soft state. It has now become a consideration state where everything can be had for a consideration. Today, the number of ministers with an honest image can be counted on fingers. At one time, bribe was paid for getting wrong things done but now bribe is paid for getting right things done at right time. In India, corruption attacks the fundamental values of human dignity and political equality of the people and hence there is a pressing need to formulate a fundamental human right to corruption-free service. The development of a fundamental human right to a corruption-free society will be observed initially from an international perspective so as to elevate the violation of this right to the status of an international crime. This would provide the comparative basis to elevate the right to corruption-free service to the status of a fundamental right within the framework of the Indian Constitution. One of the definitions of the term corruption is giving something to someone with power so that he will abuse his power and act favoring the giver. Another definition is the offering, giving, soliciting or acceptance of an inducement or reward, which may influence the action of any person. It includes bribery and extortion which involve at least two parties, and other types of malfeasance that a public official can commit alone, including fraud and embezzlement. The appropriation of public assets for private use and the embezzlement of public funds by politicians and bureaucrats have such clear and direct adverse impact on Indias economic development that their costs do not warrant any complex economic analysis. There are many myths about corruption, which have to be exploded if we really want to combat it. Some of these myths are: Corruption is a way of life and nothing can be done about it. Only people from underdeveloped or developing countries are prone to corruption. We will have to guard against all these crude fallacies while planning measures to fight corruption. The significance of corruption as a factor that adversely affects the growth of a country is being increasingly recognized. Corruption, in the words of Indira Gandhi, is a world phenomenon. It exists in developed countries too. Corruption is institutionalized as a part of the democratic process in the USA as lobbying and public relations activities and the country prides in its mushrooming lobbying and public relations firms with major foreign governments inter allies as its clients. The firms are nothing but mammoth business houses indulging in legal corruption. This no how justifies corruption other where. Indian corruption has special characteristics that make it far more damaging than corruption in other parts of the world. First, people in India being poor and largely dependent on the Government for decent living and even survival, and limited by its excessive laws, rules, regulations and largess in almost all activities of life with high rates of taxation on every conceivable items and services, corruption literally sucks life out of their existence unlike those in developed countries whose dependence on the Government is relatively not so deep and prelate. This renders corruption in India an extremely dangerous phenomenon with terminal consequences on the culture, value system and the quality and the content of the life of the people. Second, corruption in India flows down from above. Corruption at the top affects key decisions and policies with sweeping implications while core decisions in developed countries are taken on merit through transparent competition. The chief economic consequences of corruption are the loss to the exchequer, an unhealthy climate for investment and an increase in the cost of government-subsidized services. India still ranks in the bottom quartile of developing nations in terms of the ease of doing business, and compared to China and other lower developed Asian nations, the average time taken to secure the clearances for a startup or to invoke bankruptcy is much greater. Nepotism Introduction: Nepotism is the act of favoring relatives over other employees. The word nepotism is derived from the Latin word ‘nepote’ which means grandson or nephew. Nepotism in the workplace arises when employers favor relatives in their employment decisions, with little consideration for the requirements of a position. Skill and experience are excluded creating a corrupt environment in the workplace. Nepotism is considered almost everywhere as an unfair practices though common in many small companies and non-profit organizations. There is no strict law in writing stating that nepotism is prohibited, but there are a number of anti-nepotism policies† that shield the government agencies and public institutions only. Anti nepotism policies prevents relatives, whether by blood or marriage to work in the same firm or department. Many consider this as unfair treatment and even some states consider employer anti-nepotism policies to be discriminatory on the basis of marital status, if they avert qualified married couples from working together and many a times both the man and the woman are too valuable for a company to choose one of them. In many family owned businesses, nepotism is considered very favorable and a synonym for success since costs can be cut if the family members are trained in various sectors of management to ensure continuity of the firm. Nepotism does not take into consideration whether the person they are about to hire is fit for the job, fit for the culture, would make immense positive changes or not, but they hire nonetheless as a favour to that person unaware that his/her lack of competence can cause the business grave losses financially and productivity wise. As and when a job vacancy occurs the recruiter must follow the correct, legal and fair procedure of recruiting to avoid legal hassles and employee turnover. Corruption and Nepotism at Organization level: Corruption as a competitive disadvantage is reflected by dishonesty and untrustworthiness, which both hurt a firm’s competitive position in the market. An exchange partner worthy of trust is one that will not exploit other’s exchange vulnerabilities. Although trust is an attribute of a relationship between exchange partners, trustworthiness is an attribute of individual exchange partners. Credibility is an important resource that creates competitive advantage and distinguishes a firm from other rivals. Corruption and bribery, however, precipitate dishonesty and dissipate credibility. When a firm is involved in corruption and bribery, other firms will perceive it as unreliable and avoid it. Dishonesty and unreliability thus destroy, rather than stimulate, business networks. The illicit nature of corruption mirrors an individual or organizational untrustworthiness. Being law-abiding is a prerequisite element for corporate reputation and Trustworthiness. Because organizational trustworthiness is, in large part, embedded in top Managers’ credibility and honesty, corruption has an enduring effect on the firm unless these managers are removed from the organization. In an increasingly competitive environment, long-term relationships with suppliers, buyers, distributors, and other firms affecting a firm’s backward or forward value chain become fundamental. A break in such long-term relationships as a result of corruption longitudinally and fundamentally hampers a firm’s market reputation and competitive advantages. Restoring old relationships and initiating new networks might take years if an incidence of corruption or bribery occurs. Moreover, unreliability and untrustworthiness arising from corruption reduce consumer confidence in a firm’s service and erode consumer loyalty. This further inflates a firm’s competitive disadvantage in the market. In the perception of most consumers, corporate bribery or corruption implies organizational illness and operational deficiency. It violates business ethics and arms-length business principles. Since top managers are more or less involved with corrupt activities, corruption implies problematic organizational leadership and ill business morality. Under such leadership, it is realistically impossible for a firm to have an innovative culture, efficient administration, transparent communication, effective information flow and productive collaboration across departments or divisions within a firm. Corruption is an organizational pathology that results from impediments created by the bureaucratic structure . Its essential theme is the inability of bureaucratic organizations to accomplish public purposes because there are certain inherent characteristics in every administrative system that is detrimental to honest behavior. It is clear that the bureaucracy is not so pure from the very inside. So it is not surprising to find that organizational officials are motivated to create informational networks of friends, favor recipients, contracts, and communication links based on primarily personal, rather than official relationships with others. Nor is it unusual that organization that cannot charge money for their services must develop nonmonetary costs to impose on their clients as means of rationing their outputs.

The Alignment of Emerging Technologies with Businesses Research Paper

The Alignment of Emerging Technologies with Businesses - Research Paper Example The role of managers is clearly stated in the alignment process, citing various articles from journals on information technology. Â   Alignment is stated as a process which is supposed to be flexible in order to allow amendments to suit the changing business environment. Consumer needs are of utmost importance and are described as vital in the planning process. Other role players in the business enterprise are also given priority in the planning process. The time factor is also portrayed as very important for alignment in order for a business to reap maximum benefits from a business enterprise. Many businesses are facing the challenge of managing information in order to get maximum output. Managers have the obligation of ensuring information gathering, analysis and dissemination are successful in business. This forms the backbone of any enterprise. In order for a business to thrive, managers need to adopt the information technology that can assist them to achieve their goals. According to Paul A. Strassmann, "aligning information systems to corporate goals has emerged as the number one concern over the last five years in surveys of information systems executives". Aligning information technology with business is establishing a constructive connection between a business and tools of information technology in order to augment performance. Most of the consumers of industrial products prefer services which help sustain expenditure that is in line with their preferences. Consumers' preference is of utmost importance in the business industry. Businesses in a competitive market try to ensure that up-and-coming technologies are utilized before other competitors put them in to use. These are normally aimed at adding value to their product before any other player in the business field adapts to the new technology and that which increases production or sales volume. Many businesses tend to carry out market research in order to establish customers' needs. Most of the customers expect better products from their suppliers every day. It is therefore important that the management teams of various business enterprises ensure that they introduce commodities of a higher value each time in order to retain their consumers. An industry that is able to satisfy the needs of its customers builds confidence in them. Most businesses fail in alignment due to their ignorance of the roles of the information technology experts and business experts. As much as it is an information technology issue, the business aspect is of major concern. Without the business aspect, there exists no avenue for alignment. It is the business managers who decide when and why to venture in alignment. It is routine in most cases for managers to combine business experts with information technology technicians. This ensures that the business needs are catered for by business experts while the information technology field is left for the experts. ' Â  

Applied Microbiology Article Example | Topics and Well Written Essays - 500 words

Applied Microbiology - Article Example The barrier prevents the antimicrobial from acting on the intended cells. The cells within the biofilms differ from planktonic cells metabolically and biochemically due to their increased expression of beneficial genes, phenotypic changes in the colony morphology and the in the production of extracellular polymers (Khan, p45). Examples include the streptococcus spp. in dental caries, the Fusobacterium in chronic wounds and the PAH are products of incomplete combustion of materials like fossil fuels that are highly hydrophobic in nature and resistant to environmental degradation posing health risks. It is possible to breakdown PAH using the ability of microorganisms and to remediate contaminated soils. Degradation can be either biological or chemical. Biological process involves degradation by microorganisms, biodegradation and metabolism and factors like PH, moisture, temperature, oxygen and molecular weight get considered. Chemical degradation involves altering the PAH nomenclature through chemical processes by the use of UV rays and reactions aimed at oxidation-reduction with factors such as sunlight exposure, PH level, and PAH structure in consideration. BTEX have highly soluble characteristics and are made up of contaminants that make up petroleum products. The solubility of the petroleum components makes it the predominant agent in ground water contamination. Bioremediation relies on biodegradation a ctivity of soil microorganisms that involves the indigenous bacteria and fungi. Microorganisms break down organic components to water and carbon dioxide to help in the remediation. For the process to be successful, it is important to ensure that the contaminated materials get detoxified to prevent recontamination and to establish the effectiveness of the remediation. Several tests including the daphnia-based, algae and bacteria based