Broad Classification Of Work Motivational Theories Commerce Essay

Broad Classification Of Work Motivational Theories Commerce Essay The work motivation theories can be broadly classified as content theories and process theories. The content theories are concerned with identifying the needs that people have and how needs are prioritized. They are concerned with types of incentives that drive people to attain need fulfillment. The Maslow hierarchy theory, Fredrick Herzbergs two factor theory and Alderfers ERG needs theory fall in this category. Although such a content approach has logic, is easy to understand, and can be readily translated in practice, the research evidence points out limitations. There is very little research support for these models theoretical basic and predictability. The trade off for simplicity sacrifices true understanding of the complexity of work motivation. On the positive side, however, the content models have given emphasis to important content factors that were largely ignored by human relationists. In addition the Alderfers ERG needs theory allows more flexibility and Herzbergs two-fa ctor theory is useful as an explanation for job satisfaction and as a point of departure for job design. The process theories are concerned with the cognitive antecedents that go into motivation and with the way they are related to one another. The theories given by Vroom, Porter and Lawler, equity theory and attribution theory fall in this category. These theories provide a much sounder explanation of work motivations. The expectancy model of Vroom and the extensions and the refinements provided by Porter and Lawler help explain the important cognitive variables and how they relate to one another in the process of work motivation. The Porter Lawler model also gives specific attention to the important relationship between performance and satisfaction. A growing research literature is somewhat supportive of these expectancy models, but conceptual and methodological problems remain. Unlike the content models, these expectancy models are relatively complex and difficult to translate into actual practice. They have also failed to meet the goals of prediction and control Motivation Theory 1 Adams Equity Theory of Work Motivation The theory explains that a major input into job performance and satisfaction is the degree of equity or inequity that people perceive in work situations. Adam depicts a specific process of how this motivation occurs. Inequality occurs when a person perceives that the ratio of his or her outcomes to inputs and the ratio of a relevant others outcomes to inputs are unequal. Our Outcomes Our Inputs Others Inputs Our Outcomes = Others Outcomes = Equity Our Inputs Others Inputs Our Outcomes > Others Outcomes = Inequity (over-rewarded) Our Inputs Others Inputs Both the inputs and the outputs of the person and the other are based upon the persons perceptions, which are affected by age, sex, education, social status, organizational position, qualifications, and how hard the person works, etc. Outcomes consist primarily of rewards such as pay, status, promotion, and intrinsic interest in the job. Equity sensitivity is the ratio based upon the persons perception of what the person is giving (inputs) and receiving (outcomes) versus the ratio of what the relevant is giving and receiving. This cognition may or may not be the same as someone elses observation of the ratios or the same as the actual situation. If the persons perceived ratio is not equal to the others, he or she will strive to restore the ratio to equity. This striving to restore equity is used as the explanation of work motivation. The strength of this motivation is in direct proportion to the perceived inequity that exists. Research suggests that individuals engage in illegal behaviors to maintain equity in relationships, either with their employing organization or with other people (Greenberg, 1990). The theory was later expanded with the concept of Organizational Justice. Organizational justice reflects the extend to which people perceive that they are treated fairly at work. It identified three different components of justice: distributive (The perceived fairness of how resources and rewards are distributed), procedural (The perceived fairness of the process and procedures used to make allocation decisions) and interactional (The perceived fairness of the decision makers behavior in the process of decision-making). (Copanzano, Rupp, Mohler and Schminke, 2001). Critiques: Equity theory is descriptive and it reflects much of our everyday experience. As a theory however equity is only partial in analysis and as a predictor. There are many societal and institutional variables (inequalities) that we all navigate. The theory ignores peoples natural resilience, their competitiveness, selflessness and selfishness, their ethical dilemmas in decision-making and their passions. It does not adequately explain interactions in close relationships such as marriage or emotional labor where we may provide care to others at a burdensome cost of declining personal well-being and self-denial. Norms of equity and reciprocity are often discounted in close and romantic friendships or where there are deep family bonds. In the social exchanges of business, causal, or stranger relationships, there may be more of a dominant assumption that inputs are offered with the expectation of a like response. There is more of a formal contract of tangible and intangible reward. A promise unfulfilled, without proper reciprocity incurs a debt of honor. A promise is broken. In our community, obligations of reciprocal response operate. We are expected to apply the Golden Rule and to help where we can an act ably demonstrated by the Parable of the Good Samaritan. Social exchange theory assumes rational, calculated action involving an expected pay-off. We do not always act rationally. Many will not be as selfish as rational action may suggest. Indeed our reward may be the inner glow of respecting oneself and living to ones own values. Such altruism, albeit self-referential, does not sit easily under the assumptions of the rational, economic-person model. Implications It is necessary to pay attention to what employees perceive to be fair and equitable. For example: In my company, one of my colleagues was assigned to a project that required him to work during non business hours frequently. He worked three days at the office and two days at home in a week for a month and half. This caused others to start working from home during business hours. Allow employees to have a voice and an opportunity to appeal. Organizational changes, promoting cooperation, etc. can come easier with equitable outcomes. Managements failure to achieve equity could be costly for the organization. For example: One of my technically team members was not very competent. He took double the time to complete any give work when compared to the others. Management failed to take any action; instead the others were given more work. Eventually, even the competent workers took it easy to restore equity causing project delays. Motivation Theory 2 Vrooms Expectancy Theory of Motivation: Expectancy theory provides a framework for analyzing work motivation, which is eminently practical. It provides a checklist of factors to be considered in any managerial situation and it points to the links between the relevant factors and the direction, which these factors tend to follow in their interrelationships. (Tony J. Watson, Routledge Kegan Paul, 1986). Expectancy theory holds that people are motivated to behave in ways that produce desired combinations of expected outcomes. It can be used to predict motivation and behavior in any situation in which a choice between two or more alternatives must be made. (Kreitner R. Kinicki A., Mcgraw Hill, 7th Edition). Vroom gave the following equation of Motivation: Motivation (M) = Valence (V) x Expectancy (E) Valence stands for the preference of an individual for a particular outcome. Thus, when an individual desires a particular outcome the value of V is positive. On the other hand when the individual does not desire a certain outcome, the value of V is negative. The value of expectancy ranges between zero and one. When a certain event will definitely not occur the value of E is zero. On the other hand when the event is sure to occur the value of E is one. Since its original conception, the expectancy theory model has been refined and extended many times. The better know of all is the Porter-Lawler model. Although conventional wisdom argues that satisfaction leads to performance, Porter and Lawler argued the reverse. If rewards are adequate, high levels of performance may lead to satisfaction. In addition to the features included in the original expectancy model, the Porter-Lawler model includes abilities, traits, and role perceptions. Critiques: Vrooms theory does not directly contribute to the techniques of motivating people. It is of value in understanding organizational behavior. It clarifies the relation between individuals and the organizational goals. The model is designed to help management understand and analyze employee motivation and identify some to the relevant variables. However, the theory falls short of providing specific solutions to the motivational problems. The theory also does not take into account the individual differences based on individual perceptions nor does it assume that most people have the same hierarchy of needs. It treats as a variable to be investigated just what it is that particular employees are seeking in their work. Thus the theory indicates only the conceptional determinants of motivation and how they are related. Research studies have confirmed that the association of both kinds of expectancies and valences with effort and performance. The motivated behavior of people arises from their valuing expected rewards, believing effort will lead to performance, and that performance will result in desired rewards. The expectancy theory explains motivation in the U.S. better than elsewhere and therefore may not be suitable for other regions. Implications This theory can be used by the managers to: Â · Determine the primary outcome each employee wants. Â · Decide what levels and kinds of performance are needed to meet organizational goals. Â · Make sure the desired levels of performance are possible. Â · Link desired outcomes and desired performance. Â · Analyze the situation for conflicting expectations. Â · Make sure the rewards are large enough. Â · Make sure the overall system is equitable for everyone. Motivation Theory 3 Maslows Theory of Hierarchy of Need: Maslow believed that within every individual, there exists a hierarchy of five needs and that each level of need must be satisfied before an individual pursues the next higher level of need (Maslow, 1943). As an individual progresses through the various levels of needs, the proceeding needs loose their motivational value. The basic human needs placed by Maslow in an ascending order of importance can be summarized and shown as below: The desire to become what one is capable of becoming. These are the needs to be held in esteem both by oneself and by others. These are the needs to belong and to be accepted by various groups. These are the needs to be free of physical danger. The safety needs look to the future. These are the basic needs for sustaining human life itself, such as food, water, warmth, shelter, and sleep. Maslow in his later work (Maslow, 1954) said: 1. Gratification of the self-actualization need causes an increase in its importance rather than a decrease. 2. Long deprivation of a given need, results in fixation for that need. 3. Higher needs may emerge not after gratification, but rather by long deprivation, renunciation or suppression of lower needs. 4. Human behavior is multi-determined and multi-motivated. Critiques: Part of the appeal of Maslows theory is that it provides both a theory of human motives by classifying basic human needs in a hierarchy and the theory of human motivation that relates these needs to general behavior. Maslows major contribution lies in the hierarchical concept. He was the first to recognize that a need once satisfied is a spent force and ceases to be a motivator. Maslows need hierarchy presents a paradox in as much as while the theory is widely accepted, there is a little research evidence available to support the theory. It is said that beyond structuring needs in a certain fashion Maslow does not give concrete guidance to the managers as to how they should motivate their employees. Implications: The need hierarchy as postulated by Maslow does not appear in practice. It is likely that over fulfillment of anyones particular need may result in fixation for the need. In that case even when a particular need is satisfied a person may still engage in the fulfillment of the same need. Furthermore, in a normal human being, all the needs are not always satisfied entirely. There remains an unsatisfied corner of every need in spite of which the person seeks fulfillment of the higher need. A person may move on to the next need in spite of the lower need being unfulfilled or being partly fulfilled. Conclusion No single motivation theory can suffice in todays workplace. Each motivational theory has its pros and cons. A theory may get the highest performance from an employee but may not from another employee. The organizations workplace has changed dramatically in the past decade. Companies are both downsizing and expanding (often at the same time, in different divisions or levels of the hierarchy). Work is being out-sourced to various regions and countries. The workforce is characterized by increased diversity with highly divergent needs and demands. Information technology has frequently changed both the manner and location of work activities. New organizational forms (such as e-commerce) are now common. Teams are redefining the notion of hierarchy, as well as traditional power distributions. The use of contingent workers is on the rise and globalization and the challenges of managing across borders are now the norm. These changes have had a profound influence on how companies attempt to attract, retain, and motivate their employees. Yet we lack new models capable of guiding managers in this new era of work. As management scholar Peter Cappelli notes, Most observers of the corporate world believe that the traditional relationship between employer and employee is gone, but there is little understanding of why it ended and even less about what is replacing that relationship (Cappelli, 1999). I believe that the existing work motivation and job performance theories are inadequate to cater to the present era of such diverse workforce. New theories of motivation are required to commensurate with this new era.

Lady Macbeth :: Literary Analysis, Shakespeare

The play Macbeth was written by Shakespeare in the early 1600's. There have been many papers and many different thoughts about the play. This paper, though, is over who is the stronger character, Macbeth or Lady Macbeth? Macbeth is the weaker character of the play. The play is about a nobleman of the King of Scotland, Macbeth, who is told by witches that he could possibly become king if he did a terrible deed. They also showed his right hand man, Banquo, a prediction as well. That his bloodline will lead to kings. The deed that Macbeth has to commit is to kill the king and take his place. Macbeth tells his wife, Lady Macbeth, about the prediction the witches and she continues to encourage him until he does kill the king and scared off the king's sons so he can become king himself. He becomes king and the witches that showed him being king came around again and showed Macbeth another prediction. The prediction showed that Banquo's family will become king and will lead to more kings. Macbeth decides to kill Banquo and his son but his son gets away. One of the sons of the now dead king returns with an army and attacks Macbeth at his own castle. Macduff, one of the many people affected by Macbeth's rise to power, engaged Macbeth during the attack and beheaded Macbeth in the end. After the battle, Malcolm, one of the sons of the slain king, took power of Scotland and the play ends. Macbeth, at the very beginning of the play, demonstrated just how weak of a character he is. He lets the three witches who meet him at the start of the play continue to speak there poisonous, twisted words "Stay, you imperfect speakers, tell me more..."(1.3, 70-71). He lets their words fester in the back of his mind until he goes mad with greed. He also shows his weakness by listening and believing the words of the witches, which he knows are not to be trusted "Your children shall be king..."(1.3, 86-88). He tells his wife about the witches predictions, who then continues to press upon him the need to fulfill his, at that time, "destiny". Macbeth finally succumbs to the nags of his wife "Prithee, peace! I dare do all..." (1.7, 45-47). Throughout the continuation of the play, Macbeth continues to show his weakness and lack of a spine.

Critique of the Ramayana Modern Prose Translation Essay

In a just world, Mr. R. K. Narayan’s estate would be responsible for reimbursing seventeen-fifty, plus applicable taxes, to all those who purchased the Penguin Classics 2006 publication of his book, The Ramayana: A Shortened Modern Prose Version of the Indian Epic. Stated clearly on the back of the cover is the promise that R. K. Narayan â€Å"recounts [The Ramayana] with the narrative flair of a master novelist’’. The back cover lied. Narayan’s re-telling condenses the epic poem so much to the point of nearly listing a series of events. No matter the inspiration, Narayan’s The Ramayana is still a story, and should therefore be able to stand on it’s own as a captivating tale—with further literary research or expansion being used to enhance it’s appeal, not explain it. Arguably, the ‘narrative flair’ of this re-telling is little more expressive than unsolicited summaries found on the Internet, and without further literary aide or instruction, does not stand as a solid piece of literature. What is worse, is that instead of allowing a greater breadth of readers to relate and experience tale of the Ramayana, new readers are alienated by it’s convoluted atmosphere. While the task is grand, Narayan’s translation is not listed as an aide to a larger, more in-depth version; it is still a novel and as such needs to be able to stand strong in its own right when evaluated alone. People who have no prior knowledge of the original Sanskrit story, and who have not been raised with the Hindu epic as a part of their life, should be able to pick up this book, read it, and—regardless of how far the tale may go in global history—be able to enjoy one hundred and fifty one pages of literature, without having any prior knowledge, or requiring further research. Having more knowledge, and doing more research on the original epic tale should increase what readers are able to receive from the book, but it should not be necessary in order to understand it. As it stands, without knowing the original tale, new readers are left with very little literary flow and a patchy depiction of what is supposed to be a lush world. At one point, while Bharatha and Rama argue as to who should be the rightful king, their entire episode is related with: â€Å" The argument went on at a highly academic and philosophical level, the entire assembly watching with respect. (Narayan 60) That assertion does not express a deep academic and philosophical argument, but rather states that one was occurring; the reader doesn’t get to experience what transpired between the brothers, or garner any emotion from it. It goes on to almost quite literally depict the event with a he-said/he-said monotony: So be it; if I have the authority—then I confer it on you as the ruler,† said Bharatha at one stage. â€Å"On my command as the ruler, if you desire to think so, you shall be the King. † It went on thus. Rama went on repeating that there could be no word higher than that of a father; no conduct other than obedience to it. Throughout he referred to Kaikeyi in the gentlest terms and always as â€Å"mother†. (Narayan 61) The listed manner in which the plot is unfolded by Narayan’s re-telling is barely more narrative as a piece of literature than an excerpt from that of the free online encyclopedia Wikipedia: Bharatha refuses to profit from his mother’s wicked scheming and visits Rama in the forest. He requests Rama to return and rule. But Rama, determined to carry out his father’s orders to the letter, refuses to return before the period of exile. However, Bharatha carries Rama’s sandals, and keeps them on the throne, while he rules as Rama’s regent. (Wikipedia Contributors) There is very little more efficiency or flair in Narayan’s telling, and in fact, Wikipedia depicts the stages of the long tale with better clarity; if the prose is not going to be linguistically lush and evocative, it may as well be clear (Wikipedia is not only clear, but free of charge as well). It is of course not a simple task to undertake translating an epic poem from a rhythmic language, into prose with a language devoid of the same musicality. However, to the novice reader of The Ramayana, they would not know the difficulty of the task, and thus—however harsh it may seem— should not be a factor in the reviewing of the story as it stands alone. Narayan was by no means an incapable writer, and as winner of numerous awards and accolades—not the least of which being multiple nominations for the Nobel Prize in Literature (Rajnish Wattas), he does not need defending that he has great ability as a writer, yet the bottom line remain that when it is stripped of further discussion, research, and introductions, The Ramayana: A Shortened Modern Prose Version of the Indian Epic just does not stand on it’s own as captivating modern prose. With nearly each new episode of the tale, Narayan prefaces the action with even more listed information, take for example the introduction to the chapter of Vali: The characters in the drama that follows are Vali, Sugreeva, Hanuman, and Rama. The action takes place in the mountainous forest regions of Kiskinda, a kingdom ruled and inhabited by monkeys. In the Ramayana, the articipants are not only human beings, but many others from God’s creation, intelligent, cultured and with their own achievements of spirit as well as physique: Jambavan was a bear, Jatayu was an eagle, Lakshmana—Rama’s brother—was himself a human incarnation of the Great Serpent Adisesha in whose coils Vishnu rested. (Narayan 90) Again, the story is told by listing statements of what is going on. As with the landscape, and even the characters themselves, nothing is depicted in the story-writing of the prose, but stated, as if the entire epic was a news article being reported by Narayan, as opposed to a vivid history with grand escapades and extreme characters. By translating an epic tale from poetic verse into shortened modern prose, the objective is ultimately to enable a broader audience to relate to and appreciate a classic tale. Poetry is a secluded literary world that does not have the mass appeal that modern prose does; yet Narayan’s re-telling is too constrained and overwhelmed by the amount of story condensed into it. By trying to constrain the length of the story to allow for more readers to get through it, Narayan’s ‘master narrative flair’ seems lost, and the epic tale is a heavy list of events that merely occur on the page.

mary reilly essays

mary reilly essays The novel Mary Reilly by Valerie Martin took place in London in the Victorian stage. The story served as the diary of a housemaid named Mary Reilly recording events throughout her time employing at the household of Dr. Henry Jekyll. The other important characters consist of Edward Hyde, the antagonist of the story ; the servants in the house : Mr. Poole, Mr. Bradshaw, Cook, Annie; Mr. Utterson, the solicitor of Henry Jekyll and other different supporting characters. Ever since a child, Mary had had to go through many hardships due to her father being a drunk and abusing her. The diary started out with Mary recalling the time her father had put her in the closet with a mouse. The mouse ended up biting her to serious injuries and it was from then that she was departed from her father. With that, Mary started out her first lines in recording her life at Dr. Jekylls house. Mary right away interested him because unlike other servants she was not only observant and literate, she also had a constant tranquil view of the world around her. Mary began to establish a close relationship with her master as they had a lot in common. Mary also recognized the abnormal habit of her master, who usually spent hours and hours in his laboratory ( a small cabinet in the theatre across the yard) until after midnight and would come in sometimes just before dawn. Day after day, Dr. Jekyll gained his trust in Mary. The mystery began when Mary was sent on an errand to the house of Mrs. Farraday in Soho. After her second trip there, she was confused and frightened as she was shown a room full of blood and in that room laid a handkerchief on which her masters initials imprinted. Her masters explanation of all this confused her more as he said it was just an act of charity but this seemed contrary to what Mary felt. Subsequent to this, Master informed the household that he would be having an assistant, named Edward Hyde and he was to ...

Ancestry of Amelia Earhart

Ancestry of Amelia Earhart One of the worlds most celebrated aviators, Amelia Earhart was born in Atchison, Kansas on July 24, 1897. The daughter of a railroad company attorney, she lived with her maternal grandparents in Atchison until the age of 12. She then moved around with her family for several years, living in Des Moine, Iowa; Chicago, Illinois; and Medford, Massachusetts. Amelia saw her first airplane in 1908 at the Iowa State Fair, but her love of flying lay dormant until Christmas Day 1920, when her father took her to the opening of a new airfield in Long Beach, CA. Three days later, she took her first ride with barnstormer Frank M. Hawks. Amelia Earhart set several aviation records, including the first woman to fly solo across the Atlantic, before disappearing over the Pacific on an around-the-world flight in 1937. Learn about Earharts relatives with this family tree, which is organized by generation. First Generation 1. Amelia Mary EARHART  was born 24 Jul 1897 in Atchison, Atchison County, Kansas, to Edwin Stanton Earhart and Amelia Amy Otis in the home of her maternal grandparents. Amelia Earhart married George Palmer Putman, born 7 September 1887 in Rye, Westchester County, New York,  on 7 Feb 1931 in Noank, New London County, Connecticut. Amelia died after 2 Jul 1937 in on a pioneering flight around the world and was declared legally dead on 1 January 1939. Second Generation (Parents) 2. Edwin Stanton EARHART  was born on 28 Mar 1867  in Atchison, Kansas to the Rev. David Earhart Jr. and Mary Wells Patton. Edwin Stanton EARHART and Amelia  OTIS were married on 18 Oct 1895 in Trinity Church, Atchison, Kansas. After a brief separation during 1915, the Earharts reunited in Kansas City in 1916 and moved to Los Angeles, although  Edwin and Amy eventually divorced in 1924.  Edwin S. Earhart married a second time to Annie Mary Helen McPherson on 26 August 1926 in Los Angeles. Edwin died on 23 Sep 1930 in Los Angeles, California. 3. Amelia (Amy) OTIS  was born about March  1869 in Atchison, Kansas, to Judge Alfred G. and Amelia  (Harres) Otis. She died on 29 Oct 1962 in Medford, Middlesex County, Massachusetts, at the age of 95. Edwin Stanton EARHART and Amelia (Amy) OTIS had the following children: i. Infant EARHART was born and died in Aug 1896.1 ii. Amelia Mary EARHARTiii. Grace Muriel EARHART was born 29 Dec 1899 in Kansas City, Clay County, Missouri and died 2 March 1998 in Medford, Massachusetts. In June  1929, Muriel married World War I veteran Albert Morrissey, who died in 1978. Third Generation (Grandparents) 4.  Rev. David EARHART  was born 28 Feb 1818 on a farm in Indiana County, Pennsylvania. David studied theology and was licensed by the East Ohio Synod in 1844, eventually serving seven different congregations in Western Pennsylvania, three of which he organized, and six for which he was involved in building the house of worship. In January 1845 the  Rev. David Earhart  assisted in organizing the Pittsburgh Synod and  was known for being one of the first Lutheran pastors in the state to use the English language almost exclusively.  He and his family relocated to Sumner, near Atchison, Kansas in early 1860 where they stayed until 1873. At that point, David and Mary returned to Somerset County, Pennsylvania, and then later moved as he  served congregations in Donegal, Westmoreland County (1876) and Armstrong County (1882), also in Pennsylvania. Following the death of his wife in 1893, David moved to Philadelphia to live with his  daughter, Mrs. Harriet Augusta (Earhart)  Monroe. His final years then found him living with another daughter, Mary Louisa (Earhart) Woodworth in Kansas City, Jackson County, Missouri, where he  died on 13 Aug 1903. David Earhart is buried in Mount Vernon Cemetery, Atchison, Kansas. 5. Mary Wells PATTON  was born on 28 Sep 1821 in Somerset County, Pennsylvania to John Patton and Harriet Wells. She died on 19 May 1893 in Pennsylvania and is buried in Mount Vernon Cemetery, Atchison, Kansas. Rev. David EARHART and Mary Wells PATTON were married on 16 Nov 1841 in Trinity Lutheran Church, Somerset, Somerset County, Pennsylvania and had the following children: i. Harriet Augusta EARHART was born on 21 Aug 1842 in Pennsylvania and married Aaron L. Monroe about . Harriet died 16 July 1927 in Washington, D.C. and  is buried in Mount Vernon Cemetery in Atchison, Kansas.ii.  Mary Louisa EARHART was born on 2 Oct 1843 in Pennsylvania. She married Gilbert Mortiere Woodworth, who died in Philadelphia on 8 Sep 1899. Mary died 29 Aug 1921 in Kansas City, Jackson, Missouri.iii. Martin Luther EARHART was born on 18 Feb 1845 in Armstrong County, Pennsylvania, and died 18 Oct 1925 in Memphis, Shelby County, Tennessee.iv. Phillip Melancthon EARHART was born on 18 Mar 1847 and died sometime prior to 1860.v. Sarah Katherine EARHART was born on 21 Aug 1849 and died sometime prior to 1860.vi. Josephine EARHART was born on 8 Aug 1851. She died in 1853.vii. Albert Mosheim EARHART was born about 1853.viii. Franklin Patton EARHART was born about 1855.ix. Isabella Della EARHART was born about 1857.x. David Milton EARHART was born on 21 Oct 1859. He died in Ma y 1860. xi. Kate Theodora EARHART was born on 9 Mar 1863.2 xii. Edwin Stanton EARHART 6.  Judge Alfred Gideon OTIS was born on 13 Dec 1827 in Cortland, Cortland County, New York. He died on 9 May 1912 in Atchison, Atchison County, Kansas, and is buried in Atchisons Mount Vernon Cemetery, alongside his wife, Amelia. 7. Amelia Josephine HARRES was born in Feb 1837 in Philadelphia. She died on 12 Feb 1912 in Atchison, Kansas. Alfred Gideon OTIS and Amelia Josephine HARRES were married on 22 Apr 1862 in Philadelphia, Pennsylvania, and had the following children, all born in Atchison, Kansas: i. Grace OTIS was born on 19 Mar 1863 and  died on 3 Sep 1864 in Atchison.ii. William Alfred OTIS  was born on 2 Feb 1865.  He died from diphtheria on 8 Dec 1899 in Colorado Springs, Colorado.iii. Harrison Gray OTIS  was born on 31 Dec 1867 and  died on 14 Dec 1868 in Atchison.3  iv. Amelia (Amy) OTISv. Mark E. OTIS  was born about Dec 1870.vi. Margaret Pearl OTIS  was born about Oct 1875 in Atchison and  died on 4 Jan 1931 in Germantown, Pennsylvania.vii. Theodore H. OTIS  was born on 12 Nov 1877 and  died on 13 Mar 1957 in Atchison  and is  buried in the citys Mount Vernon Cemetery.viii. Carl Spenser OTIS  was born about Mar 1881, also in Atchison. Sources: Donald M. Goldstein and Katherine V. Dillon.  Amelia: The Centennial Biography of an Aviation Pioneer. Washington, D.C.: Brasseys, 1997. Navy Ends Search for Miss Earhart,  The New York Times, 19 July 1937, page 1, col. 5. Goldstein Dillon,  Amelia: The Centennial Biography, 264.

Development of a measurement model for balance management Research Paper

Development of a measurement model for balance management - Research Paper Example They play an imperative role in motivating the goals of a development-oriented nation (Aaker 2001, p. 56). Additionally, there should be an integration of the tools through critical assessment of both qualitative and quantitative parameters as observed below. There are lots of fundamental links of culture, leadership and strategy in regards to the development of measurement. In other words, the aforementioned tools of development have direct ramifications on the aspects of balanced management especially in spurring the expansion of the economy. For instance, culture is an imperative objective when drafting plans for development oriented projects because it has a direct influence on people (Niven 2005, p. 124). On that account, a balanced scorecard is performance management tool of strategy that is in the form of a report. It is a semi-structured with support derived from design methods and other automation tools. For that matter, it functions in the tracking of duties and activities by workers to enable managers have a control in the actions of the organization. In other words, there is also a link on the context of personal refinement on the areas of education, lifestyle, ideals and national aspirations for future improvement. Therefore, this management tool has been key especially in the annual survey of performance-oriented firms such as Bain & Companies. Therefore, in terms of impacting on the development of the organization, it is crucial to note a few observations. For instance, a balanced scorecard inculcates the mixture of differing presentations that are both non-financial and financial. It has a direct correlation with development in the context of reforming the minds of the employees in balancing their income sheets. This suggests that factors such as traditional material culture of a society come in handy when defining the goals of development and the measurement success (Jacobson & Shepard 2008, p.156). Additionally, there are also other elements o f intangibles such as customs, language, dress code and even acquisition of technology that impacts directly on the balance scorecard on the management of a country. In contrast, culture also influences the strategies of development when stipulating the goals of a community through its leadership. In other words, there is a variable uniformity in the context of informational data imparted upon firms in influencing leading inputs such as physical and human processes. On the other hand, there is also the factor of culture gap strategy that entails a policy approach that affects development in several ways. For example, culture gap strategy plays a key role in affecting the operations of development measurement in the context of finding alternative solutions. Additionally, it brings harmony between the sociological context of the corporate firms and the concern of attaining the goal of a balance management. In other words, it is a grand folly in integrating the culture gap strategy in a society and its leadership in relation to the strategies stipulated. On that case, there is also an imperative need to evaluate the issues of development choices such as the GDP of a work group and inter-generational conflicts that affect the economy (MacKinnon 2012, p. 209). This suggests that cultural change should compliment with the development strategies set by the given leadership of the management in focusing for the future. Alternatively, cultural strategic gaps of development must also take into

Elements of a business plan Essay Example | Topics and Well Written Essays - 2500 words

Elements of a business plan - Essay Example Elements of a business plan Starting a business enterprise is a process that requires concerted efforts in order for the initiative to be a success. As such, this report seeks to critically evaluate the reasons why it is important for a new start up business to create a comprehensive business plan. Basically, a business plan is an outline of a business idea which seeks to justify the reason behind starting that particular business. Internally, the business plan helps to shape direction upon which the organisation will operate and externally, it helps in linking with the stakeholders. In order to establish the significance of a comprehensive business plan in a start up business, it is imperative to begin by explaining the meaning of planning which is regarded as the key term in this discussion in order to gain a full understanding of the whole concept. â€Å"Planning includes defining goals, establishing strategy and developing plans to coordinate activities†. In the same vein, Bates et al (2006) concur with this idea when they state that planning which is concerned with generation of ideas is regarded as the starting point of establishing a business as well as managing it. In actual fact, before starting a business, one needs to determine in advance the goals to be achieved as well as to visualise likely result of the objectives for the business enterprise. Therefore, it can be safely said that planning is a process whereby objectives are decided upon and developing the plans to reach them as well as to coordinate other activities. Planning can be said to be very important in a business venture because it gives people in a particular organisation an idea of the direction in which business will be going. 2. Strategic objectives A comprehensive business plan is very important in every business given that it outlines the objectives of that particular business venture. Essentially, every business is in existence because of a purpose. In most cases, the major aim of business is to generate profits through revenue that is generated from its operations (Armstrong & Kotler, 2004). Basically, the objectives of the business venture are clearly stated in its mission statement and are emphasised in the vision of the organisation. The mission of the organisation clearly outlines the purpose of a particular business and this is where objectives are also stated. The vision of any business enterprise is to detail the plans as well as the measures that can be taken in order to achieve the set goals. This may not be possible without a comprehensive bu siness plan which details the measures as well as the steps that can be taken towards attainment of the set goals. 3. Market analysis Planning is very important because it gives the people in the organisation an idea of the direction in which the business is going (Bates, 2006). However, there are likely problems to be encountered during the operations of the business enterprise given that it operates in an environment that is characterised by various factors. As such, a comprehensive business plans details a critical analysis of the environment in which the organisation is operating. In this case, a SWOT analysis is very important since constitutes the comprehensive plan of the