Human Relationships Have Always Been Dynamic. Change And Essays

Human relationships have always been dynamic. Change and adaptability have gone hand in hand with the passage of time for human society. Systems have been developed to regulate, direct and control the resources of this society. The systems are referred to as governments and the resources as the populace or inhabitants and forces of production. A government must be dynamic in its nature reflecting the change in society. At times these systems have resisted the necessity to adapt with its components (Society) creating a deficit between the system and those it regulates. As the deficits develop, they cause instability, and could lead to revolution.1 Theories have been developed to explain the systemic phenomenon called revolution. This paper will discuss three modern theories and apply them to the English revolution of 1640. The first theory, developed by Carl Marx (Marxism), will address the economic evolution in English society. This theory will emphasize and explain how the shift from a feudal/mercantile system to capitalism affected English society. The second, called the Resource Mobilization Theory (RMT) developed by Charles Tilly, will explain how the English organizations (the Crown and the Parliament) effectively obtained, amassed and managed resources. Samuel Huntington's, "Institutional Theory", will argue that the existing government at that time was unable to incorporate the demands and personnel that the socio-economic changes created. Marxism was formulated in the 19th century. Carl Marx and his associate Frederick Engels observed the socio-economic changes that were transpiring in Britain. England was the dominant world power and had the largest industrialized economy during the 1800's. The development of the factory and the institution of the assembly line created a large demand for workers. This demand was satiated by migrating peasant from the rural areas in England and Ireland to developing urban centers. As these urban centers or cities evolved using industry as the economic backbone for the population, a large number of factory workers were accumulated to operate the machinery in horrid conditions. These workers, which would be termed as the peasantry under a feudal system, were now the working class or proletariat. They entered cities with hopes of bettering their lives and survival. Though revolution never took place in England during this period, it allowed Marx to study industrialization, urbanization and imperialism. The theory of Marxism has three basic concepts: historic materialism, forces of production and relations of production. Historic materialism is defined as a society's past performance and present capabilities of satisfying the basic means of life. Humankind's basic needs of eating, drinking and shelter need to be met properly. The forces of production (technology, capital, the infrastructure of society, etc.) are important for the simple fact of who ever controls them controls the society. The last aspect of Marxism, the relations of production, deals directly with the relationships between classes of people (the aristocracy, the middle-class and the working class).2 Marxism includes a predictive analysis of socio-economic structures. Using history, logic and the dynamic nature of humankind as guidelines, Carl Marx attempts to map out a sequence of events which will eventually lead to utopia (anarchy). In his work, Das Capital, Marx details the six steps. These steps are primitive socialism, feudalism, capitalism, socialism, communism and then anarchy. The evolution of the English economic system during the 16th and 17th centuries points to a shift from feudalism to capitalism. This shift is exemplified by the enclosures. The landlords began to fence their property in the common land areas. The "commons" were large plots of grazing and farmable lands that were used by both farmers and artisans. When the land-owners and manorial lords began to partition these lands the concept of private ownership of property was introduced to the socio-economic system.3 During the time period of the 16th and 17th centuries the crown's economic base began a gradual decline. This economic shrinkage came to a spearhead during the reign of Charles I. The monarchy favored a monopoly market system over a competitive one. The purpose for this position was for taxation and control of the profits. As the artisan and merchant populations increased, the policy of the crown began conflicting with economic growth. This created instability in three areas. First, the English monarchy needed money to support its army which insures social compliance. The second area of contention was the restraints and interference the Crown initiated on the rising middle-class. Thirdly, the rise of the bourgeoisie created competition for the state sanctioned monopolies, reducing its profit. Howard Erskine-Hill refutes Marxism. He states that neither ... "the 'rise of the gentry' ... ideas concerning resistance to rulers ... nor even the narrowing financial base of the Tudor and Stuart monarchy ... determined the outbreak of the

Esaay Vegeta and Man Name Goku Essay

Esaay Vegeta and Man Name Goku Essay Esaay: Vegeta and Man Name Goku Essay Goku vs. superman In a universe, of cartoon were ever thing happen. A man name goku, born on the planet vegeta, and he had massive power, his main objective in his life was to have good fights and take care of family. But the problem was ever few years a super powerful bad guy was after the dragon balls. They will have succeeded if goku wasn’t the good guys. But today a new bad guy came after the dragon balls, by the name of Pikachu. He had destroy a small city. Goku of course came as soon as he heard the news. Pikachu unlike the other, goku saw that Pikachu had different power, Pikachu open a portal behind goku, then blasted him with a ki bomb sending the saiyan hero on to a diffen dimension, goku didn’t know what he was in, but he knew he was going fast. As he entered this dimension over a city know as metropolis, he was still moving a high speed. A women the girlfriend of superman saw what appeared to be a meter when she called superman to go with her to look at meter when they got th ere, something that look like hair glowing and so it was understandable for superman to attack the first thing that even looked like it will cause danger to his girlfriend. at the secand that goku shoot up out of the hole that the meteor made. Hel anded , hair glowing the golden energy of super saiyan and blue energy coming from his fists, looking around for Pikachu to pay him back for the cheap shot. When superman saw this violent alien, he attack first and ask questions later. Goku not willing to go down with out fight no matter who he was fighting, struggled at how well this strange alien man could fight and decided to kicked thing up a few notches. Superman didn’t hold back. Goku not to to be out done decided to bring out the big guns. He jump up into super saiyan two and then three , his hair growing out

Video Games in America Research Paper Example | Topics and Well Written Essays - 1250 words - 22

Video Games in America - Research Paper Example These critics also argue that playing video games encourages violence and leads to addiction even though these allegations do not have any particular basis and evidence. Numerous research on if video games encourage violence has been unsatisfactory and has focused only on the short-term impact. During the periods when playing video games has become a commonplace occurrence in America; the rate of violent crimes has decreased by almost a half. If the games made people become violent, this tendency should be exhibited in the figures considering that half of the American people play either computer games or video games as demonstrated by the graph (Adam 2009). According to research, only three percent of people who play video games play alone as most of them engage in multi-player games in the same rooms or through online connections. It has also been suggested that gaming can be a topic of discussion for both children and adults which creates a foundation for friendships. This social attribute of gaming is demonstrated through teamwork and the sense of collaboration that is evident between the super players and their fans. The professional player's stream videos of their playing through online sites in order to assist other people who wish to play the games to learn and view various techniques. Video games are important in relieving stress as playing involves undivided attention.

Commentary music anlisis of chapter 2 Thesis Example | Topics and Well Written Essays - 3000 words

Commentary music anlisis of chapter 2 - Thesis Example m during the performance of a number of parameters of the composition including the pitch, form, durations and notes of the particular pieces (Salzman, 161). Mobile or open form chance music its roots in the works of previous influential artists like Roman Haubenstock-Ramati who compost a series of polyvalent musical pieces such as his famous piece known as Interpolation in the year 1958. Another good example of the use of mobile form musical composition was seen In Terry Riley’s 1964 composition titled In C which consisted of 53 short sequences allowing each member of the performers to repeat the sequence as much as they liked before proceeding to the next sequence. With a fixed pulsing rhythm, the details of each of the performance in the piece â€Å"In C† was however unique and the overall course was fixed. Composed for 4 clarinets in Bb, I was particularly influenced by the fact from my piece â€Å"Regeneration† that in the end of the piece the performer has to choose between the 2 endings. I have used a number of â€Å"mobile form† chance musical compositional techniques to ensure that the order of the sections and movements in the composition is indeterminate and left to be decided by the performers. Open form in the musical composition is normally vividly used in composition in relation to its mobile nature which involves the nature of movement in this musical composition which is either indeterminate or left in the court of the performer. As evidenced in my compositionâ€Å"Ordinatio†, the concept of open form chance music as used in the 20th century is often associated with giving freedom of choice regarding the movements of the composition and the order of sections to the performers. In this regard, the input of the composer is significantly reduced to merely preparing the elements that are needed to b assembled during the musical performance. I was Inspired from the earlier open and closed chance musical pieces such as Klavierstà ¼cke (Stockhausen) and

Learning Experience Of Partnership Working Social Work Essay

Learning Experience Of Partnership Working Social Work Essay To begin with I would like to focus on the policies and legislation which have identified partnership working. There is a large body of policies and legislation that focuses on collaboration and partnership working; some include duties for statutory organisations in relation to inter-agency working. I have examined only some of the key polices and legislation as there are too many to examine for the purpose of this essay. First of all I looked at the UK wide policies/legislations and then I focused on Welsh policy; these are set out in chronological order. To start with the Seebohm Report (1968) argued for a co-operation across the spectrum of welfare state services and more effective co-operation by different professionals. It proposed a major restructuring of personal social services into a unified social service department. The National Health Service and Community Care Act (1990) gave a duty to local authorities to assess and where applicable meet a persons needs for community care services by collaboration with other agencies. Following this Building Bridges (1995) encourages interdisciplinary and multi-agency care planning. The Health and Social Care Act (2001) aimed to develop partnerships and provide integrated care by building on existing health and local authority powers to develop care trusts. The National Service Framework for Older People (2001) set out standards for care of older people across health and social services. It aimed to remove age discrimination, provide person centered care, and promote independence, fitting services around peoples needs. Means for achieving these aims included the single assessment process and integration in commissioning arrangement and service provision. Valuing people: a new strategy for learning disability for the 21st century (2001) highlighted partnership. Working through local partnership boards and inter-professional/inter-agency co-operation are seen as central to achieving the four key principles; rights, independence, choice and inclusion for people with learning disabilities. National Service Framework (NSF) for Older People (2001) highlighted that pro fessionals should become more engaged in assessments and for agencies to minimise any duplication of work. Community Care (Delayed Discharge) Act (2003) introduced a new dynamic in interagency and inter professional relationships. It made Social Services authorities liable to reimburse the NHS for delays where patients in hospital are medically fit but unable to be discharged due solely to Social Services inability to provide assessment and community care services within a required timescale. Every Child Matters (2003) in response to the Victoria Climbià © inquiry proposed: improved interagency information sharing and co-operation; work in multi-disciplinary teams; a lead professional role; creation of local safeguarding boards. In the long term integration of key services for children and young people in childrens trusts will be under a director of childrens services. Children Act (2004) allowed the creation of database to support professionals in sharing information. The Carers (Equal Opportunities) Act (2004) placed a duty on Social Services to inform carers of their right to an asses sment. It also enabled Social Services to ask other public bodies including the health organizations to provide services to carers. Single Assessment Process Implementation Guidance (2004) sets out how the single assessment process described in the Mental Capacity Act (2005) where social workers and care professionals acting on behalf of someone who lacks capacity, must act in a persons best interest. Working Together to Safeguard Children (2006) addressed to practitioners and managers, sets out how organisations and individuals should work together to safeguard and promote the welfare of children, stressing shared responsibility and the need to understand the roles of others. It described the role of local safeguarding childrens boards (LSCBs), training for inter-agency work and the detailed processes for managing individual cases. These elements are statutory guidance, which required compliance. Mental Health Act (2007) amended the 1983 Act broadening the group of professional practitioners who undertake approved social worker (ASW) functions, to be known as Approved Mental Health Professionals. Concurrently, the code of practice of the 1983 Act was updated, stressing inter-professional collaboration in assessment and after care planning and involvement of patients and carers. Building brighter futures: next steps for the childrens workforce (2008) sets out components of integra ted working as they emerged from Childrens Trusts. It considered the contribution of the Common Core of Skills and Knowledge and the pros and cons of professional identities and boundaries. It looked forward to achieving a broad vision of integrated working that has support across the whole childrens workforce. Now I would like to focus upon the policies that are specifically within Wales. Firstly, The Review of Health and Social Care in Wales, (WAG, 2003) emphasized the importance of multi-agency working. It looked at decision-making processes, the capacity and effectiveness of existing services, the capacity of management, the processes governing standard setting, information management, resource flows, and incentives and sanctions. The Report of the Wanless Committee (WAG, 2004) focuses on shared decision-making between professionals and users and patients. It also highlights that there needs to be integrated thinking across health and social care boundaries. It also highlights the need for a new approach for funding health and social care. Making the Connections: Delivering Better Services for Wales: The Welsh Assembly Government Vision for Public Services (WAG, 2004) policy aims to involve communities and people by putting them in the centre of service planning and delivery, it hopes t o achieve this by having effective and efficient co-operation between public services.. Children and Young People: Rights to Action, Stronger Partnerships for Better Outcomes (WAG, 2005)is paper outlines the expectation from the Assembly Government for local agencies to take a joint approach in planning services to make them as effective as possible. Fulfilled Lives, Supportive Communities: Improving Social Services in Wales from 2008-2018 (WAG, 2006) this focuses on partnership arrangements which put the citizen at the centre and work effectively across sectors and organisations using care pathways to support people. Lastly, Sustainable Social Services for Wales A Framework for Action (WAG, 2011) highlights the importance of developing more integration of health and social services for children, young people, and frail older people, and in respect of re-ablement services. Joining up in this way will help break down barriers that can often get in the way of providing services and d rive out duplication. This sets out the current vision for partnership working within Wales until 2016. As highlighted above there are many key pieces of legislation and policies which focus on the importance of multi-agency working. Since the 1960s there has been a focus on partnership working for social services. The main emphasis is that welfare services could be improved if statutory organisations worked together (WAG, 2003). There appears to be a fastening pace to make partnership working more effective. Perhaps this is down to the increased budget cuts therefore eliminating duplication of work and improving service delivery may be more important than ever before. There are some key principles and ethical issues to partnership working that are highlighted below. Gasper (2010) highlights that partnership working can improve access to services and avoid duplication; this means services can be delivered in more of a cost-effective way. Although Gasper reflects positively on partnership working there are other areas of partnership working that could lead to several dilemmas. Glasby (2004) defines inter-professional working as two or more people from different professions communicating and co-operating to achieve a common goal. Adams et al (2006) highlights the importance of having a professional identity to partnership working. Adams et al (2006) suggests that a professional identity gives a person a set of values, expertise, role and responsibilities; for example, social workers side more with the social model and health more with the medical model. Partnership working can be complex and often brings people together who have different views on wh at is right for a service user with different approaches (Gasper, 2010). Whittington (2003) suggests that if professionals can understand what they have in common, what they can contribute individually, what can be complementary and identify the possible tensions between them; it could improve the effectiveness of partnership working. By identifying these areas clients could benefit to better services. Keeping (2006) highlights a general uncertainty from other professionals around what social workers actually do. Lack of knowledge of what each professional involved, can lead to stereotyping each worker (Lymbery, 2006). There is often no clarity around the roles of voluntary and service users in partnership working (Marks, 2007). This means that it is important for social workers and other professionals to remember what responsibilities lay with them and try to understand other professionals responsibilities to make partnership working more efficient. Seden et al (2011) suggests that social workers are often caught between care and control, finding their way through complex relationships with service users, other professionals, peers and the public. Trust is an important factor when facilitating open discussion and successful role negation, both of which are important features of inter-professional working (Barrett and Keeping, 2005). Where professionals trust each others motives, competence and dependability they are more able to manage risky situations (Lawson, 2004). Trust is an important element of a successful collaborative working relationship. Issues may arise within partnership working when there is a use of specialist language that not everyone understands (Maguire and Truscott, 2006). For example health professionals may have abbreviations that the social workers may not understand and vice versa. Communication across professions can be difficult, especially when they are not in the same location. Not being based in the same location can result in a breakdown and delays in services; this can be seen in hospital discharges for example (McCormack et al, 2008). There may be differences in status between professionals and this must be acknowledged to understand the impacts it can have on communication (Barrett and Keeping, 2005). Some practitioners perceive threats to their professional status, autonomy and control when asked to participate in more democratic decision making forums (Lloyd and Wait, 2006). There may be issues around different resources available across different professionals. Resources can be split into three areas; money, information and time. Issues around money can be acknowledged in numerous areas. One is that there are different funding cycles, separate budgets and financial pressures (Frye and Webb, 2002). Also professionals may be reluctant in funding services if there are pressures on budgets (White and Harris, 2001). Information sharing can pose constraints for partnership working. For example in Health and Social Care there are different ICT systems in place, there is a need for a universal and shared systems between Health and Social Care to improve the exchange of information (WAG, 2003). There is also reluctance around sharing information with different professionals for fear of breeching confidentiality (WAG, 2003). Partnership working also needs a sufficient amount of dedicated time for it to be effective (Atkinson, 2007). Frost and Lloyd (2006) suggest ed that time is needed for relationships to develop and trust to be built. These are key components for agreements to be made around protocols and reflection upon new professional identities (Frost and Lloyd, 2006). Partnership working may involve travelling to meetings, some of which may be long distances; this requires a lot of time (Atkinson, 2007). Currently my practice learning level three is based within the Adult Community Care Team (ACCT) which implements care plans for clients with presenting eligible needs. To ensure that clients needs are met there is a process which involves various professionals within the information gathering and care planning stages; for example social worker, health, brokerage, finance team and carer assessors. ACCT works daily with other professionals; some are within the same location such as occupational therapists and some are offsite, like doctors based in hospitals. There is a wide range or partnership working; some work more successfully than others. I have found those on site tend to be more successful as information exchange is more effective and there is a better understanding of each others roles. One particular experience I would like to focus on is during one unified assessment (UA) when I worked collaboratively with an assessor nurse. Assessor nurses are based within the local health board in another location. The reason for our partnership working was to identify if this particular client was in need of a nursing home rather than a residential home. The expertise of the nurse was vital to complete the assessment. However there were some issues within this process. Firstly we have different ICT systems so we both have access to different information; Health could only see medical records whereas I could only see Social Service records. Having two separate ICT systems also made it difficult to complete the UA and there was a duplication of work. I had to use the Social Service UA documentation and the nursing assessor had to use the health UA documentation. If there was one ICT system only one UA form would have needed to be completed. This would have saved both of us having to complete two different lots of paperwork, which essentially had the same outcomes. There was another issue of understanding specialist language and abbreviations used within Health. I found myself regularly asking for clarification. There was also a reluctance to explore continuing health care from the assessor nurse even though there were triggers. This could be down to the sheer amount of time needed to complete the decision support tool and perhaps budget restraints. There are a few examples of good partnership working that I have experienced on placement but the majority had difficulty around budgets, communication, different ICT systems, difference in languages and a lack of understating other roles. Overall this essay has highlighted the increasing focus on partnership working from a UK wide perspective and a Welsh specific context. Some policies reflect upon the issues mentioned within this essay. There appears to be a faster pace to improve partnership working within a policy context. For partnership working to be positive, there is a need for collaboration from professionals to overcome particular issues and great outcomes can be achieved. Word Count:2,377

Essay --

HEALTHY EATING â€Å"Let your food be your medicine, and your medicine be your food.†- Hippocrates In order to be healthy, it is important to nourish your body with healthy foods. Not only does food create energy for your body to run optimally, but the food you ingest also affects your mood. First suggested by Hippocrates in the 4th century, the healing power of food was not further explored until the medieval ages when people started to discover how certain foods can alter their mood and temperance. Culinary textbooks dating back to this time described the relationships between food and mood. Written in medieval Latin, Hebrew, Arabic, and early English dialects, these textbooks described food items along with the good or bad effects that came from eating them (Prasad, 1998). Over the past century, immense progress has been made in researching the connection between the food we eat and brain structure, chemistry, and physiology affecting mood and performance. It is shown that foods directly influencing the brain neurotransmitter systems have the greatest effects on mood. The relationship between food and mood is very complex and depends on many factors, including the time of day, the composition of food, the amount of food, age, gender, dietary history, and circadian rhythms. However, we are able to draw some conclusions on how different foods generally affect our moods and brain chemistry. Neurotransmitters and neuromodulars are units of chemical communication within our nervous systems. Used by the brain and nerve cells to communicate with one another, neurotransmitters tell us information about our environment and control our moods (Challem, 2007). Without the correct amount and balance of neurotransmitters, the brain wil... ...en they hear spirituality, they are not necessarily synonyms. While the definition is different for everyone, the essence of spirituality is the search to know our real self in order to discover the true nature of consciousness. Developing spirituality can offer many emotional and physical benefits for you, including a more conscious knowledge of your own perception and personality. This is also called self-awareness. Self-awareness allows you to understand other people and your interactions with them. By developing self-awareness, you will be able to make changes in your thoughts in order to have more control over your own emotions. College can be a very stressful and trying time, but if you are persistent in putting your health first and implement some of the techniques we’ve discussed for stress reduction and healthy habits, you are bound to be successful.

Organizational Behavior Essay

With the advancement in technology the operations and scales of most business have become global in nature. Aside from this the target market of the corporations has also increased to include regional as well as international customers. This has requires the culture in most multination enterprises to change and adapt to diversification. Corporations have as a result invested in a diversified workforce that represents the various types of customers it targets and help create a much better understanding about the constantly changing and evolving target market. With the changing market dynamics the companies have also had to change their management styles. The most apparent trend for corporations has been to create a value based culture where the values are derived from the customer and business point of view the procurement training of employees is based on this value system. The best way to do this is by hiring people who have the desired talent and values required by the company. This reduces the cost of training and development for the company in the initial stages and contributes to a much better workforce which is intone with the organizations objectives and value system. However in most cases the new employees do require formal orientations where they are specifically informed about culture in place ion the organization and how the business conducts its operations. Yet again hiring people who share similar values as the organization does provides more harmony and direction for the workforce. Organization and Culture: Before establishing on a code of conduct of devising a formal culture for the organization, it is essential to define what organizational culture is. The culture at any organization is how the operations are performed in the entity and how the employees perform their specific jobs. Whenever the company is formally writing the essence of the culture it is acknowledging the core values of its operations and the company itself. As a result the culture should be representative of everyone in the organization and the values derived from it should benefit the company and its stakeholders as a whole. Therefore it is critically important for organizations to fully comprehend and understand the organizational culture in place in their organization before defining the values for the company or hiring personnel depending on their shared values with the business. Cameron and Quinn have designed a framework for the culture based on competing values. This framework identifies that there are essentially four kinds of cultures in an organization and any company can have either one of them or a combination as their organizational structure. These cultures have been specifically identified as the market culture, hierarchy culture and the adhocracy culture and the clan culture. Companies who have a clan type of a culture are organizations that operate based on their loyalty and relationship with others. Tradition and loyalty count as high priorities here and as a result employee commitment is a strong factor. Examples of organization that have this type of a corporate culture are the Japanese Companies. The market culture is characteristic of supermarkets and those companies operating in the retail sector. These kinds of organizations are result oriented and focus on getting the job done. The people usually employed in this company are competitive and goal oriented. The new hired sought by the company are leaders who can be tough and respond to the demanding nature of the organization. The company deems the pricing policies and intense competition as integral to the business. The vision of such organizations is to attain a large portion of the market share. Another form of an organizational cultures the hierarchy culture which is formalized in nature and structured according to rank and priority. The leaders in the organization are responsible for getting the work done and there is an essence of pride amongst the employees about their positioning the company. These companies are relatively predictable and they focus on hiring employees who are dependable and committed to long term employment in the company. The perfect examples of such organization are government organizations and public institutions. The last type of culture identified in the framework is the adhocracy culture which features entrepreneurship and creativity in the workplace. Organizations have this kind of a culture are usually dynamic and harbor innovation. They seek employees who are risk takers, creative and can be focus on the long term productivity and growth of the organization. The essence of this culture is innovation and commitment to change and diversification. An example of such a company is Google. Discussion: The main hotspots for cultural integration and diversification for Multinational Enterprises exist in the European, Asian and Middle East regions. A recent study was conducted to analyze the cultural orientation of the workforce and the similarities and differences for a multicultural workforce in Oman. The data for this research was conducted from about 700 employees employed in 6 large firms in Oman. â€Å"The results demonstrate a clear link between value orientations and preferences for particular HRM policies and practices. Group-oriented HRM practices are preferred by those who scored high on collectivism and being orientations, and those who scored low on thinking and doing orientations. Hierarchy-oriented HRM practices are preferred by those scoring high on hierarchy, subjugation and human nature-as-bad orientations, and those scoring low on thinking and mastery orientations. Finally, preference for loose and informal HRM practices was positively associated with being, and negatively associated with thinking, doing and harmony orientations. (Aycan, (et al), 2007) The HR employment policies and the recruitment process comprises of job identification and job design. When the specific characteristics of the job have been identified it becomes easier to document the requirements for the job. In market oriented firms companies seek prospective employees who are competitive and willing to embrace the values of the company. Colin Shaw conducted a research in association with the Marketing forum about employment in marketing. The research showed that â€Å"71 per cent of business leaders see customer experience as the next competitive battleground to be fought in a commercial marketplace — yet few are doing anything about it. Seven out of 10 customers say that emotions count for more than half of their customer experience. But most companies have not even thought through the emotions they are trying to evoke and will, therefore, struggle to recruit people who are able to evoke the positive emotions the company has identified. †(Shaw, 2002) Aside form simply managing diversity in the work force by creating a value based culture in the organization and hiring personnel on the basis of their value characteristics, the companies in multinational sectors can also develop relationship with their strategic partners, suppliers and affiliates on the basis of their organizational values. This is formally termed as Supply Relationship Orientation. Using this approach the organization can target a much diverse target market more efficiently and can also internalize most of its operations. The internal and external integration leads to strategic advantage for the company therefore further creating barriers to entry in the industry and making the organization more competitive. Job satisfaction is highly dependent upon the values that the employees have. These values can be cultural in nature or those endorsed by the organization. A study concerning the impact of cultural diversity on the employed job satisfaction showed that it is possible for people from different backgrounds and regions to have different values and work environment expectations. This specific study studied the Chinese nd Taiwanese organizations and depicted that â€Å"’Integration’, ‘Confucian Work Dynamism’ and ‘Human-heartedness’ are significantly different between Taiwanese and Chinese employees, while ‘Moral discipline’ is not; Taiwanese employees have higher ES than Chinese employees; Taiwanese employees view ‘career planning’ is the most important, while Chinese employees think ‘management system’ is most important; For Taiwanese employees, ‘Salary and benefit’, ‘Working load’ and ‘Management system’ have effects on ES; Age and Education have effects on Chinese employees† (Chuan-Cheng & Yu-Chen, 2007) Some cases of prominent organizations taking sides on their HRM and recruitment policies are depicted in the following examples. â€Å"Sears, for example, developed a strong culture based on its successes through the 1960s that kept later CEOs from making radical changes that were needed to respond to shifting consumer preferences. On the other hand, Wal-Mart, which was less restrained by its past, prospered during the same time period. † (Powell, 1998) When hiring new employees the bottom-line is to make way for a cohesive organization which is diversified in nature and its workforce yet is united in its structure, values and objectives. This is what has been termed as a model organization with an effective organizational perspective. Essentially the organization has two roles for an employee when it is hiring prospective personnel. These are that the organization needs employees who can help the organization grow and follow what is already in place in the organization. This is required to bring continuity into the business. However the other goal of the organization when recruiting new employees is to hire those candidates who are entrepreneurial in nature, risk takers and innovative, i. e. are willing to do what has never ever been done in the market or sector. In such situations the company needs to identify what are its core values and how it can attain both of its goals simultaneously. This requires identifying which values of the company fit the personal attributes of the company, and fit the situation the company is in. Then it needs to hire those employees which are suited to the values, goals and the job description in the company. â€Å"Searching for reinforcing fit on pivotal values is a good way for an organization to preserve the key elements of its culture. In fact, adherence to similar process values such as mutual respect, openness, participation, and consideration of alternative points of view facilitates a multicultural approach to diversity. On the other hand, searching for either reinforcing or extending fit on peripheral values seems unnecessary. Employees need to be allowed to express themselves as they wish, as long as they exhibit the pivotal values that support the organization’s mission. † (Powell, 1998) Another view regarding value based recruitment of personnel is that the diversified and multinational corporations can invest in both kinds of employees by hiring those which are essential for the continuum of the organization as well as hiring those who fit the organization’s values and goals. This will enable corporations to have variety in the workplace and will aid in management of the diversified workforce by the use of actions teams. Aside from this there is another view which states that it may not be in the best interests of any organization to invest in the same values and culture over a long period of time. This is because the external and internal environment for the business is constantly changing and this requires the culture, and values of the organizations to also reflect change with the passage of time. â€Å"To be ready to play fundamentally different games at short notice, organizations need to keep themselves from being overly committed to one particular strategy. † (Powell, 1998) One way of adopting diversity in an organization and building a value based culture to sustain objectives is through the sequential process. The reason for using this process for managing diversity is due to the fact that the external environment is in a continuous change and the main stakeholders of any company are also facing similar changes in their lives. This makes the purchase decisions to be made on the basis of the vales of the company and therefore the employees and people in the organization are also required to work in accordance with the values of the company. An article by Steve Schuller in 2005 stated that merging diversification and value based culture the organization requires the company to adopt a focused hiring policy. This means that the company should strive to hire like minded people who share the values of the company. This can require employing on traditionally recruiting methods which can take the form of partnering with similar organization or organizations having similar technology and objectives. â€Å"Hiring is only the first step. Educating employees to understand and appreciate cultural differences and providing them with guidance about what diversity means to the organization is the most effective way to create an inclusive culture. Timing is critical. Don’t make the mistake of marketing to diverse groups before providing your employees with the support and training they need to service these guests, who might have unique needs. Doing so could create negative guest experiences or hurt your efforts in the community. (Schuller, 2005). This text provides answers to the question whether only hiring personnel who share the values of the company is sufficient or should they be trained or not. The article states that even for newly hired personnel who share the values of the company it is essential for the business to provide them with orientation, mentoring and customer service training for leadership development according to the business ethics and the organizational culture in place in the company. Aside from this it is also important to communicate the values of the business and the company to the customers as well as to the employees. â€Å"Values are communicated to employees via overt internal communications, the ripple effect, senior management example/involvement, HR activities and external communications. While for consumers, values are communicated via their holistic experiences of the brand, interactions with employees, external brand communications and the tangible elements of the service offering. (De Chernatony, Cottam & Segal-Horn, 2006) Conclusion: It can be derived from the above illustrated discussion that in order to manage diversity in the workplace and in the operations it is best to manage the company according to its salient nd existing value structure. This is the best recommended method for managing diversity as it does not contain any bias and conforms to the legal laws of the state and the personal values of the employees and the staff in the organization. The best way for establishing a value based organization culture is to first identify the culture for the organization and highlight its main points. The key values which give the company a comparative advantage and a competitive edge can be focused upon and these values can be derived top establish a new culture which is adaptable, innovative and in accordance with the changes taking place in the internal as well as the eternal environment of the business. Most companies seek to retain and manage the value based culture of the organization by hiring those individuals who share the commitment and the values of the organization. However it should be realized that even like minded people can end up having conflicts and as a result a base period of training has to be established in the organization for successfully managing the organization and its human capital. Organizational Behavior Essay 1. What are some of the things managers can learn by walking around and having daily contact with line employees that they might not be able to learn from looking at data and reports? A: this style of management has advantages over typical desk-round approach to management. It is an approach common to several firms that received national awards for being a great place to work. 2. As an employee, would you appreciate knowing your supervisor regularly spent time with workers? How would you knowing to executives routinely interact with line employees affect your attitude toward the organization? A: yes it can strengthens the relationship of the employees with their bosses. The executives will know the strengths and weakness of their employees and recognize them on the problems that they may face during doing their job. Also, this may increase their self-confidence. 3. What ways can executives and other organizational leaders learn about day-to-day business operations beside going â€Å"undercover†? A: there are many ways can the managers follow on, the different ways will provide all the information required by the executives that can develop their departments and the organization as well. 4. Are there any dangers in the use of a management by walking around strategy? Could this strategy lead employees to feel they are being spied on? What action on the part of managers might minimize these concerns? A: the dangers could be happened depend on the executive attitude. And overstated on that may make lose confident of the employees Some managers are exaggerating in doing the walking around strategy which lead employees to feel they are being spied on and it also may lead to loss the confident from some employees and it may decrease their innovation to their job. The action which can be doing by the managers is minimize doing these strategy like give them some tasks from time to time and follow them by themselves or  send trusted person to do that. Case incident 2: Answers 1. To what extent can individual business decisions (as opposed to economic forces) explain deterioration in working conditions for many workers? A: To me it seems the poor economy is what leads to the deterioration in individual businesses. The poor economy is making it difficult for the business to draw in a steady income and therefor they need to make decisions on what to do to keep the doors to the business open. That’s when they start doing layoffs and budget cuts for the business. Employees end up with reduced hours, pay cuts, small pay raises and poor work environments. It seems they will sink to the lowest level that is considered legal just to make sure they can still make a profit within the business 2. Do business organizations have a responsibility to ensure that the employees have secure jobs with good working conditions, or are their primary responsibility to shareholders? A: This is where Corporate Social Responsibility (CSR) comes into play. The concept of corporate social responsibility means that organizations have moral, ethical, and philanthropic responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. CSR compels businesses to implement an extensive view of the obligations that does not include just the shareholders. They also need to include other constituencies such as employees, customers, the local community, all three levels of government, and so on. However, it still does not require them to ensure job security and good working conditions. Many actually are opposed to CSR and believe that corporations only need to worry about the profit for their shareholders and if they take on the social responsibilitie s will have competitive shortcomings. 3. What alternative measures of organizational performance, beside share prices, do you thing might change the focus of business leaders? A: Business performance measurement has a variety of uses. The following reasons companies measure business performance: To monitor and control To drive improvement To maximize the effectiveness of the improvement effort To achieve alignment with organizational goals and objectives To reward and to discipline Looking at the firm as a complex organism seeking to survive or thrive in its competitive environment, performance measurement systems serve as a key contributor to the perceptual and coordination/control capabilities of the firm. 4. What do you think the likely impact of the growth of temporary employment relationships will be for employee attitude and behavior? How would you develop a measurement system to evaluate the impact of corporate downsizing and temporary job assignments on employees?