Family Vioelence and Abuse - 2114 Words

Abuse within Families Family violence and abuse is a prominent issue in our society that has maintained its presence throughout our history. Familial abuse has a tendency to be masked by emotions, not being classified as â€Å"abuse† by the victims until it has become a reoccurring issue. In fact, most unreported violent acts are due to the victim’s desire to protect the related offender. The media usually develops news stories and articles revolving around the most sensational cases of family violence; their representation of the sensationalism of the issue is of no uniqueness. But due to the sensual aspect that the media seeks in presenting stories to the public, people are not aware of the commonality and routine violence that occurs†¦show more content†¦In addition in 1866 Massachusetts passed a law permitting judges to interfere with the upcoming of a child if the parents exercised neglect, harm and/or crime (Myers, 2011). Myer’s second era of child protection ranges from 1875 to 1962, the emergence of organized child protection. After the creation of the New York Society for the Prevention of Cruelty to Children, approximately 300 nongovernmental societies sprung up across America with a goal of providing child protection. Although these societies provide a critical factor to child protection the establishment of the juvenile court was the most critical innovation to child protection. The court was initially founded primarily for delinquent juveniles but it later served as a means of intervention for the neglected and abused. Started in Chicago in 1899, it took 20 years to establish a juvenile court in every state but three (Myers, 2011). This was a monumental moment because there was a shift in child protection from nongovernmental societies to government agencies, increasing the state’s role in social services. In addition, the federal government played a significant role in child prot ection in 1912 when it created the federal Children’s Bureau followed by the Sheppard-Towner Act that supplemented mothers and babies with federal money for health services. The formation of the Social Security

Musuis Story - 1634 Words

Musui’s Story: A Transition From Isolation to Interaction The varying social interactions between status groups in Katsu Kokichi’s autobiography, Musui’s Story, convey a shift from the hierarchically strict Heian/Kamakura epochs to the more socially open late Tokugawa period. Throughout the work, Katsu illustrates his various dealings and communications with peasants, merchants, artisans and fellow samurai. While in theory a social hierarchy still presided, Musui’s Story dismisses the notion that social groups remained isolated from each other, as in previous Japanese eras, and instead reveals that people of Japan in the late-Tokugawa-era mingled with one another during their lives, regardless of their social status. Considering the†¦show more content†¦Katsu begins to dabble in selling swords, as well as learning how to do shadow lotteries, deeds clearly at odds with samurai ideals, yet they represent the stark reality of Katsu’s monetary situation (Katsu 74, 84). Katsu evolves into a unique figure beca use, while he does not always follow samurai ideals, he does realize the weight his status holds, and he does not shy away from using it to acquire privileges that he would not receive otherwise. Because of his social standing and his benevolent nature, even Katsu’s friends come to his aid with money, as they create a savings association and place Katsu as the head without even having to put in an initial payment (Katsu 95). Another example would include an incident near the end of the autobiography, where Katsu goes out of his way to bail out his landlord by tricking the villagers that he would use his samurai status to shame them in the eyes of the Osaka magistrate (Katsu 129-142). Essentially, Katsu gains a mastery of using his samurai ideals to help his maligned reality, and through it he can call in favors, rely on his friends for monetary support, and use his status to awe members of society. While ongoing change became the status quo in late-Tokugawa era Japan the ideals of the samurai—and the respect they receive—endured. And, because samurai could still fall back on the prestige their class represented, members of society stillShow MoreRelatedMusuis Story1289 Words   |  6 PagesMusuis Story The time after the fifteen hundreds marked a time of great change in Asian countries. Places like China saw a new dynasty take control of the country. And almost every Asian civilization from India to Indonesia came in contact with people from western nations which changed the way people did business and the way Asians viewed the world. Japan, however, seemed to keep separate from the rest of Asia in the way that they were hesitant to deal with westerners. Despite their separatenessRead MoreMusuis Story1612 Words   |  7 PagesNewsletter for October 6-10 Musui s Story is a samurai s autobiography that portrays the Tokugawa society as it was lived during Katsu Kokichi s life (1802 - 1850). Katsu Kokichi (or Musui) was a man born into a family with hereditary privilege of audience with the shogun, yet he lived a life unworthy of a samurai s way, running protection racket, cheating, stealing, and lying. Before we discuss how Musui s lifestyle was against the codes that regulated the behavior of the samurai, it isRead MoreKatsu Kokichi’S Autobiography, â€Å"Musui’S Story,† Documents1324 Words   |  6 PagesKatsu Kokichi’s autobiography, â€Å"Musui’s Story,† documents the life of a samurai in Japan’s late Tokugawa period who adopted the name Musui in his retirement. Katsu is something of a black sheep within his family, being largely uneducated and deemed unfit for the bureaucratic office s samurai of his standing were expected to hold. As such, he typifies in many ways the lower ronin, or masterless samurai, many of whom famously led roaming, directionless lives and wreaked havoc among the urban poorRead MoreIn Today’S World, Japan Is Up There As One Of The Most1324 Words   |  6 Pageslegendary Miyamoto Musashi and his predecessor, Itto Ittosai, who both boast undefeated records in combat throughout the entire course of their life. Those two samurai are what fit into Most people’s ideas of what a samurai is meant to be. However, Musui’s story provides us with an autobiography of a samurai, Katsu Kokichi, who does not at all fit in with all these generalizations associated with samurai. Our storyteller in fact ascends from quite a high ranked clan evident of their one hundred koku ofRead More Japans Post War Economic Journey Essay1856 Words   |  8 PagesNew York, NY: About Japan: A Teachers Resource. Retrieved from http://aboutjapan.japansociety.org/content.cfm/postwar_japan_1952-1989 Johnson, R. (2005). Six men who built the modern auto industry. Motorbooks. Katsu, K., Craig, T. (1991). Musuis story, the autobiography of a tokugawa samurai. Univ of Arizona Pr. Nakata, Y., Mosk, C. The demand for college education in post war japan. University of Alabama. Retrieved from http://www.cba.ua.edu/assets/docs/efl/WP_114.pdf Murata, S., Stern

Individual Analysis Free Essays

Individual Case Analysis Contents 1. 0Analysis Using Motivation Theories1 1. 1Equity Theory1 1. We will write a custom essay sample on Individual Analysis or any similar topic only for you Order Now 2Expectancy Theory1 1. 3 Three-need Theory†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 2 2. 0Criticisms of the Management Functions3 3. 0Main Problems Defined4 4. 0References5 5. 0Appendices6 5. 1Appendix 1: SWOT Analysis6 5. 2 Appendix 2: Equity Theory Table†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 7 1. 0Analysis Using Motivation Theories 1. 1Equity Theory According to Robbins, Bergman, Stagg and Coulter (2003) equity theory was developed by J. Stacey Adam. Campebell, Dunnette and Miller (1969) states the purpose of this theory is aim at employees’ assimilation from a job situation. Kaplan, Reckers and Reynolds (1986) notes these are outcomes, in relation to the efforts they put in, inputs, and then compare with others. In the case, Lisa compares her input-outcome ratio with Leanne, which seems imbalance and unfair. Lisa feels jealous as Steve decided to go again her suggestion to hand over half of her workload to the youngest team member, Leanne. She also sees that Leanne became more dominant. Lisa was treated unfairly by two other members putting the blames at her who forced Steve to reprimand her. The distraught Lisa’s thinking was to give other members of the team who has more experience to take over some of her work rather than Leanne. In the end Lisa lodged a compensation claim for her nervous breakdown cased by Leanne. Also stated by Robbins, Bergman, Stagg and Coulter (2003), employees’ motivation is influenced by rewards. Base on the above-mentioned, Steve should use the equity method in treatments of staff. Therefore, whenever an employee assess their own equity and perceive inequity, he or she will act to correct the situation rather than lack of motivation. Please refer to 5. 2 Appendix 2 for table showing equity theory. 2. Expectancy Theory According to Montana and Charnov (2000), expectancy theory shows that rewards could motivate employees to increase their efforts. Taylor (1964) notes this encourages better performance leading to a positive outcome. Steve applied the expectancy theory under his management. By doing this, he made an announcement that he will increase employees’ salary base on performance rating. Due to massive increase in training loads, Lisa was overworked and with projects behind schedule. Then Green (1992) states on of the believing is that employees believe if they perform well, they will get the reward. Leanne is an ambitious person that is why she offers help as she believes in good performance could get better outcome and reward. On the other hand, according to Montana and Charnov (2000), an employee can decide on which outcome they prefer. Due to immense pressure from overload and conflict with Leanne, Lisa has made a decision to take stress leave. This reduces the efforts Lisa requires to put into her work. 3. Three-need Theory McClelland (as quoted by anonymous, 2008) states an employee’s motivation and effectiveness are influenced by the following: Need for Achievement – McClelland (quoted by Pattanyak, 2006) notes motivation that influences employees to direct his or her behaviour towards attaining goals. According to the achievement explained, Lisa is not motivated to challenge of orking at a problem and do not accept any personal responsibilities for failure, rather leaving the actions and chance for Leanne to achieve the outcome. Need for Affiliation – Courtney (2002) notes McClelland had suggested that people are motivated by different things. Also, base on the statement stated by Tosi, Mero and Rizzo (2000), McClelland’s theory on affiliation has a need for friendly relationships an d have good interactions with others. These people can co-operate well in a team. Referring to the explanation of affiliation, Lisa’s jealousy and conflict with Leanne had caused friction and resignation in the team. It shows there is a lack of communication skills and co-operate for Lisa in the team. Lisa’s personal attitude problem towards Leanne also caused her relationship problems with colleague and manager. Need for Power – McClelland (quoted by Pattanyak, 2006) notes that people at a high position would want the power to control other people for their own goals. According to Ved (2005) there are: Social – controls the company’s movement, and Personal – influence others to further the desire. Leanne entered InsureCo. as a new team member under Lisa’s leadership in a team. Soon after, Leanne quickly made good relationship with the manager and quick to promote her skills, which lead her over stepped the power of Lisa. Therefore, Lisa felt she was unable to control Leanne to achieve her outcome. Lisa has also lost control of her team when couple of the team members resigned. With the lost control of power, Lisa lost the battle to be promoted. Therefore, she is not motivated. 2. 0Criticisms of the Management Functions The management of InsureCo. has several negative practices, they are: – The way Steve manages the company’s environment The way Steve supervise employees, and – How staff co-operate with each other as a team. According to Bell and Smith (2006), the use of communication and verbal skills for managers is vital in their management work. By listening to employees, companies could improve employees’ job satisfaction. According to Deci and Ryab (1985), the greatest motivation act is managers could do for his or her empl oyee is listening. In this case, Steve does not communicate effectively to his staff about his expectations and resolving problem issues within the working environment. He does not think of the concern that if he recognise the new employee, Leanne, Lisa would complain about the recognition. To prevent the complaining obstacle, Steve should listen to Lisa when she complained about Leanne in regards to her I. T. skills. Steve should act on the complaint and assess Leanne’s ability in the I. T. field. If it does prove that she has the skills, there would not be jealousy in Lisa. Schuler and Jackson (1999) mentioned that fair treatment of employee which will make them more committed in an organisation. It means, Steve should treat Lisa and Leanne equally. It is not where he should reprimand Lisa in front of her colleagues and in a way without her giving reasons. This is an embarrassment for Lisa. This also shows there is a lack of fair treatment within the management system of the company. According to Cook (1999), employees will produce more effort in their work when they are appreciated, valued and understood by the employer. Steve should set up a guide of basic principles to coach employees when there is a problem. Base on the value of Lisa to the company, Steve should not reprimand her straight away without any options for explanation and when he did reprimanded her he should explain his decision. Steve could improve the relationship between Lisa and Leanne by informing them how others feel, how much effect can cause, and suggest them how to improve themselves. Steve’s management at InsureCo. he is committed to the company’s goals, according to Salaman (2001), it sometimes refers to as mission statement. In the case, increase salary was any approach that Steve regarded as important. The aim is to fend off growing competition. The increase of salary could not always motivate his staff. The reasons are mentioned in the previous citations. 3. 0Main Problems Defined |Primary Problems |Secondary Problems | |Poor leadership – New leadership of the firm, lack of managerial |Poor motivational skills | |experience. |Staff lacks motivation | |Poor planning – No technical training system been put in. No specific job description written for employees | |No formal policies written for rewards and punishment |Increase in workloads | | |Lack of co-operation | | |Manager has poor communication skills | | |Ineffective communication of expectations | | |Employees’ value not appreciated | | |Overload work causes delays | | |Multitask been given to employees | | |Management has no understanding of employees’ needs | | |Poor relationship between staff and manager | | |Pressure in the training department | | |Lack of fair treatment for staff | 5 . Appendices 5. 1Appendix 1: SWOT Analysis [pic] 2. Appendix 2: Equity Theory Table by Robbins, Bergman, Stagg and Coulter (2003) Perceived ratio comparisonEmployee’s assessment Outcomes AOutcomes B Inputs A Inputs B (Inequity-under rewarded) Outcomes A=Outcomes B Inputs A Inputs B (Equity) Outcomes AOutcomes B Inputs A Inputs B (Inequity-over rewarded) ———————– Threats ? Exposed weaknesses in the company ? Strong global competitors ? Complaints from staff ? Compensation claim from staff Opportunities ? Government proposed new Financial Services Reform Bill – Make sure entire staff had been trained Weaknesses ? Poor leadership ? Poor planning ? No formal policies for rewards punishments are written ? Poor motivational skill ? Staff lacks motivation ? No specific job description written for employees ? Increase of workload ? Lack of co-operation ? Poor communication skills ? Staff’s value not appreciated ? Overload work causes delays ? Multitask given ? Management has no understanding of employees’ needs ? Poor decision making ? Pressure in the training department ? Lack of fair treatment for employees ? Strengths ? Large finance and insurance company ? Market presence ? Large customer base ? Long profitable history ? Promotions for employees ? How to cite Individual Analysis, Papers

Influence of Globalization on Quality Management Free-Samples

Question: Discuss about the Influence of Globalization on Quality Management. Answer: Globalization is a reality that is seen in all the areas of life and this may call for adapting to a new way of doing things. Globalization has resulted in the integration and interaction of different peoples and cultures as well as governments and economies across the whole world. The main drivers of globalization have been the increased trading between nations and information technology and this has managed to open new windows of opportunity for business. The increased globalization has impacted the traditional way of running organizations as the new paradigm has brought the challenge of managing diversity in culture at the workplace. The increased globalization at the workplace calls for a strategic approach of reviewing quality management theories and principles in their application at the workplace so as to ensure the consistency in the organization. Introduction The principles of management are synonymous with the more famous term of Total Quality Management (TQM) which forms the backbone of management principles across most organizations. The theories that have postulated about TQM are many but for the purpose of this discourse, the theory posited by Deming shall be the main focus (Watkins and Orchiston, 2016). Demings theory is based three suppositions which shall be used as the reference point in relation to quality management and how it is affected by globalization. Deming that the following three pillars are critical for successful implementation of quality management in an organization: variation knowledge, knowledge theory and psychology knowledge and emphasis the Shewart cycle of Plan-Do-Check-act as a system that can be used to monitor the effectiveness of the quality management that is being implemented. Variation Knowledge Variation knowledge refers to the organization, business or company having an awareness and understanding of the variation (Bao, 2015) occurring and the root causes that triggered the change. Globalization is a major cause of variation at the workplace and causes variations in the way business is transacted. The role of variation that will be considered first is the organizational culture which has to vary to adapt (Streun, 2014) to globalization. The organization will increasingly trade with companies from different cultures and practices will employ staff from different cultural backgrounds as well as be expected to adopt international best practices. These changes will affect the organizational culture and necessitate the organizational culture to adapt accordingly. The organizational culture can adapt two principles of Demings fourteen points of management which are to create a purpose which is constant as well as to have the organizational aim of continuous service improvement and production (Neubert and Dyck, 2016). The organization should create purpose that will focus the employees to the targets that are set even in the face of increased global competition. The organization can also adapt the culture and principle of management that will result in a business process that is continuously updated. The variation in the knowledge that is taking place at the market place will require an organization to shift in the way it formulates policy and strategy which becomes the blueprint that drives the company. The shift of the organization must move from being a localized mindset to a global mindset while operating in a local environment. Glocalization would be an appropriate culture to adopt so as to look at the world as the desirable market rather than limiting itself to the national or even regional markets (Cullen and Parker, 2015). Using the Shewart cycle, the organization needs to Plan to formulate new management policies, Do a comprehensive internal audit of its management principles, Check the effectiveness of its current organizational principles and then Act with a new set of principles that will ensure quality in its business process. Knowledge Theory The knowledge theory calls for having an understanding of what can be known about globalization. This will require the customers and business partners investing in acquiring knowledge about the shift in globalization (Pipan, Gomiscek and Mayer, 2012) and specifically companies with which they are interacting with. The customer needs to learn about the management principles of the company they are doing business with and if its management principles are inclusive of other cultures or not. The customer can then suggest to the management to make changes that would make the customer more comfortable in doing business with the company (Harrigan, 2015). The customer would alternatively shift and do business with a company that has embraced management practices that are more universal factoring the globalization that is visible at the work place. The business partners can adapt by learning about the business process of the company they do business with so as to know how to relate with such businesses while transacting with them. The business partner can adapt two principles of Demings fourteen points of management: adapt a new philosophy (Ehiobuche and Tu, 2012) of business that thinking locally to a global outlook as well as the information competitiveness of their business partners and awarding business not on price alone but on companies that have good management principles. The decision with whom to do business should be done from a holistic view of the business and not from the price consideration. The new philosophy will help the business partners not only think globally, but also embrace quality management principles that will cushion it in the face of growing global competition. The new philosophy adapted will help them in developing creativity skill sets of cooperation when negotiating new business. This would require investing in the business training that would inspire creativity, improve communication skills and the interpersonal skills that are necessary to function in a globalized marketplace. This training by the business partners is both at the personal level and as business. Psychology Knowledge The theory of psychology postulates that the use of psychology can be used effectively as a quality management tool by understanding human nature (Springer, 2016). The understanding of human nature within the organization will help the managers and employees to adapt to the globalization that is taking place at the work place. The theory rests on the psychology of identifying human needs and desires which are intrinsic in all people. People are born with traits such as desire to learn, motivation, the need for belonging and freedom as well as the joy derived from accomplishment and creativity. The use of the understanding of human nature will help the following groups of managers and employees to adapt in their interactions at the workplace. Employees The employees need to adapt to a new philosophy that is ceases the old mentality of continuous inspection by the management in order to achieve quality. The employee needs to develop a personal capacity for quality as a value (Schurr, 2015) which will be reflected in the product which will as a result come out with quality. Adapting to team work will help the employees in the workplace and the skill sets necessary to work and thrive in a team. Cross-cultural competence is one set of skills that the employees should learn in interacting with fellow staff, customers and supervisors who may be from different cultural backgrounds. Employees will also need to improve their interpersonal skills individually in order to optimize the intrinsic traits and values they possess. Managers Managers need to adapt to a new style of leadership that will ensure consistency of quality management at the workplace. The managers need to appreciate that the organization is a system that can be optimized by improving the interconnected components of employees, customers, business partners, stakeholders as well as the shareholders. The management of the connections within the system is crucial to maintain quality within the system. The managers need to differentiate during this process the difference between information (Borjigen, 2015) which is transient and knowledge, which is foundational. The management needs to adapt a new philosophy of management that deemphasizes control and command to a more flexible adaptation of driving out fear which is a barrier to employees being innovative at the workplace. The managers should also work on breaking down barriers between various departments which is analogous to the breaking down of geographical barriers as trade deepens across the globe. The whole organization should be seen as one whole team (Sundbo, 2015) and entity in the global market place and teamwork is the paradigm that will ensure quality management and quality products. The managers should also eliminate slogans and exhortations at the workplace but instead focus on directing the employees to work on having a culture of self-directed excellence. The new approach to achieve the above is by substituting leadership for the less effective management approach of the objectivity of management. Conclusion Globalization is a phenomenon that is moving the world towards greater interactions that are not limited by time and space. As the geographical limitation which has been a barrier of trade is rapidly disappearing, globalization has changed the perspectives of management at the workplace. The influences of globalization impact both managers and employees in organizations, as well as customers and business partners (Kyriazoglou, 2012). To maintain quality management in business process in organization, each group needs to adapt accordingly in order to remain relevant and competitive in the global market place. This adaptation is important in a world that is increasingly global in doing business. References Bao, G. 2015, "What theories are needed for strategic management? Nankai Business Review International, vol. 6, no. 4, pp. 433-454. Borjigen, C. 2015, "Mass collaborative knowledge management", Program, vol. 49, no. 3, pp. 325-342. Cullen, K. Parker, D.W. 2015, "Improving performance in project-based management: synthesizing strategic theories", International Journal of Productivity and Performance Management, vol. 64, no. 5, pp. 608-624. Ehiobuche, C. Tu, H. 2012, "TOWARDS THE RELEVANCE OF CLASSICAL MANAGEMENT THEORIES AND ORGANIZATIONAL BEHAVIOR", American Society of Business and Behavioral Sciences, San Diego, pp. 310. Harrigan, K. (2016). Management. In THE FACULTY OF COLUMBIA BUSINESS SCHOOL (Author) THOMAS B. (Ed.),Columbia Business School: A Century of Ideas(pp. 55-80). New York: Columbia University Press. Retrieved from https://www.jstor.org/stable/10.7312/thom17402.6 Kyriazoglou, J. (2012). BUSINESS PERFORMANCE MANAGEMENT FRAMEWORKS. InBusiness Management Controls: A guide(pp. 213-232). IT Governance Publishing. Retrieved from https://www.jstor.org/stable/j.ctt5hh486.16 Neubert, M.J. Dyck, B. 2016, "Developing sustainable management theory: goal-setting theory based in virtue", Management Decision, vol. 54, no. 2, pp. 304-320. Pipan, K., Gomi?ek, B., Mayer, J. (2012). Exploratory study of quality and excellence approaches and continuous improvement from the perspective of new institutionalism.Journal for East European Management Studies,17(3), 313-332. Retrieved from https://www.jstor.org/stable/23281715 Schurr, T. (2015). Human Genetic Diversity in a Global Context. In Spooner B. (Ed.),Globalization: The Crucial Phase(pp. 71-114). University of Pennsylvania Press. Retrieved from https://www.jstor.org/stable/j.ctt13x1n5s.9 Streun, G. (2014). Project Quality Management in Practice. In DINSMORE P. CABANIS-Brewin, J. (Eds.),The AMA Handbook of Project Management(pp. 115-120). New York; Atlanta; Brussels; Chicago; Mexico City; San Francisco; Shanghai; Tokyo; Toronto; Washington, D.C.: AMACOM Division of American Management Association International. Retrieved from https://www.jstor.org/stable/j.ctt1d2qzkc.18 Sundbo, J. 2015, "From service quality to experience - and back again?", International Journal of Quality and Service Sciences, vol. 7, no. 1, pp. 107-119. Watkins, S., Orchiston, N. (2016). A BRIEF HISTORY OF QUALITY MANAGEMENT AND ISO 9001. InISO 9001:2015: A Pocket Guide(pp. 16-19). Ely, Cambridgeshire, United Kingdom: IT Governance Publish