Employee empowerment and direct parcipitation in management

Employee empowerment and direct parcipitation in management In his opening lines Beirne (2007) posits that empowerment is one of the most controversial yet celebrated business subjects of recent years. Several writers have contributed to the ongoing debate about employee empowerment and direct participation in governing and managing todays organisations. To start off this essay, a clear definition of empowerment is in place. Several definitions of empowerment have been advanced. The definitions seem to vary across different socio-cultural and political contexts but certain central themes runs through the literature. These include; self regulatory, self power, the feeling of common ownership, employee advancement, personal and personnel growth and development and nurturing autonomy. Page and Czuba (1999) define empowerment as a multi-dimensional social process that helps people gain control over their own livesà ¢Ã¢â€š ¬Ã‚ ¦ a process that fosters power in people for use in their own lives, their communities and in their society, by acting on issues they define as important (abstract). Another definition advanced by Tan (2010) based on a management context is empowerment is the act of giving power and authority to a person to perform his designated tasks in whatever way he wants, and having the power in decision making. Spreitzer (1995) noted that Thomas and Velthouse (1990) provide a broad definition which factors in many aspects of the multifaceted concept of empowerment. The researchers defined empowerment as increased intrinsic task motivation manifested in a set of four cognitions reflecting an individuals orientation to his/her work role; meaning, competence, self-determination and impact (Spreitzer, 1995, p 1443). These definitions are arguably broad in context but it brings into perspective the arguments that will be made in this essay. Empowerment largely represents power sharing down the hierarchy chain with employees given the leeway to participate in firm decision making. This is in stack contrast to early theories of scientific management (Taylorism) propounded by Frederick Taylor at the turn of the 20th century. The remit of Taylorism was that workers could not be relied upon, lacked talent and intelligence and therefore workers should be told what to do and when to do it (Kanigel, 1997). Empowerment can therefore be seen to have been generated from subsequent schools of thought such as human relations theories of management put forward by writers such as Elton Mayo, Henri Fayol, Victor Vroom and Abraham Maslow amongst others (Kyle, 2006). The next three sections of the essay look at the benefits of empowerment, the challenges of managing innovation at work and the ways in which challenges can be managed and empowerment promoted in the work place. A concluding section surmises the main ideas advanced in the work. The benefits of employee empowerment and participative work redesign programmes An intriguing paper by Malone (1997) showed that empowerment is a response to fundamental changes in the economics of decision making that are enabled by new technologies (p. 141). The argument advanced in this paper is that empowerment (and decentralisation) is actually an efficient way of operating in modern organisations where communication costs are minimal. Malone (1997) argues that as communication costs fall, firms can improve competitiveness by allowing their employees to combine the best information available with their own knowledge, energy and creativity in order to foster and facilitate innovation (p. 142). Management researchers do not generally perceive empowerment as a response to new developments (Malone, 1997) but as an approach to get the most out of their employees. Several researchers have highlighted the need for new management styles that promote employee involvement, employee autonomy, workforce participation and the development of self managing work teams (Paul et al., 2000). The general consensus seem to be that employee empowerment turns to contribute significantly towards improving the commitment of the workforce, improving well being at the workplace, improving employee motivation and therefore improving the performance of employees (Paul et al., 2000; Cohen et al., 2007) Empowerment has particularly been successful in hospital management through primary nursing. The nursing case (discussed in the lectures) illustrates the role of empowerment in improving the quality of patient care and the levels of job satisfaction for nurses. As indicated in this case, this contributes towards reducing worker turnover rates and levels of stress. One way of achieving employee empowerment is through the institution of training and development programs within the institution. Researchers in the management literature have established empirical links between employee empowerment through training and development and performance (See Koch and McGrath, 1996 and Jacobs and Washington, 2003). Empowerment can be expected to improve employee motivation as they feel more valued within the work place. Kominis and Emmanuel (2007) showed that as motivation increases effort exerted increases and this will turn to improve performance. Denton (1994) used the case of Ford Motor Company to illustrate how employee empowerment translates to corporate empowerment. Empowerment turns to humanize the work place. As employees are empowered they feel a sense of belonging, community and ownership and strive to protect the image of their company through their dealings. The result for Ford was the creation of a lasting legacy. Participative work redesign programs are empowerment programs in the wider sense. These are essentially programs which set out to involve employees in the planning and scheduling of their work. Like other empowerment programs, participative work redesign programs have been shown to improve motivation and commitment, increase employee output, reduce employee turnover and reduce absenteeism (Pearson and Chatterjee, 1984). In Kanters (1977) structural theory of power in organisations, Kanter argues that to allow for empowerment employees must be given the right resources, provided with sufficient information, and have access to programs that will enable them develop, improve and enhance their performance. As noted in Ozaralli (2003) for empowerment to work effectively, there must be a culture of trust, mutual respect and commitment in the organisation. This indicates that empowerment is a two way process; senior managers seek to empower employees employees show commitment, developing themselves to effectively manage new powers. Both elements must be present for empowerment to work effectively and this might make the implementation of empowerment programs difficult in practice. On the subject of why empowerment might present a dilemma, Paul, Niehoff and Turnley (2000) argue that empowering employees creates belief about entitlements, once these beliefs are unfulfilled (which they argue, will eventually be the case) there is a breach of psychological contract (between employer and employee) and such as breach leads to counterproductive behaviour on the part of employees. This leads us to the practical challenges of empowerment at work Challenges in managing change innovation at work Current trends in globalisation and development have pushed businesses to continuously adapt by implementing several changes within their work environments. Business leaders are constantly seeking out better ways to do business, ways to cut costs, improve output and eventually improve profitability. Arguably one of managements most colossal challenges will be the management of organisation change. This challenge is significantly amplified by the fact that change is sometimes inevitable. Empowerment can be viewed as one of those change processes or an innovation that can be introduced within a work place. The major huddle here is that change such as the introduction of empowerment schemes involves the alteration of human behaviour- employee behaviour. Change requires that individuals leave their comfort zones and engage in different tasks, take more responsibilities, participate in decision making and reshape their work processes. The effects of proposed changes always affect employees in different ways. Some employees might have to loose their roles and positions for others to be empowered. Because of this resistance can always be expected from those who are affected adversely by proposed changes. This is evident in the position the current coalition government of UK faces. The reduction in the deficit is largely perceived as a good thing for the country but the steps taken to reduce the deficit are opposed (or praised) differently by different groups. University st udents are opposed to the proposals because it will mean they will have to pay higher tuition fees in the future. Most of the working class who do not have to pay such fees and who do not have children at university support these measures. Like all change programs, it can be expected that management will encounter many challenges while seeking to empower employees. The proposals of the UKs coalition government to empower NHS doctors by giving them more powers and control over the management of their clinics have been received with mixed feelings. Certain doctors are concerned that this will mean they will spend more time on management and less time on actually serving their patients. Some doctors welcome such changes arguing that it will cut unnecessary bureaucracy, improve responsiveness and therefore boost their overall performance. Clearly, major challenges will be faced by the government in pushing through such innovation which empowers NHS doctors. Though theoretically sound, empowerment programs are often met with many practical challenges. I will review some of these challenges by asking some pertinent questions which can undermine the success of empowerment schemes. Are the benefits of empowerment to employees clear? The benefit of empower programs to managers is always clear to employees. They see this as a way for managers to get more for their money through increased delegation of responsibility. Sometimes the benefits of such programs to employees are not very clear as they usually do not mean increased wages. Managers can therefore find it challenging to sell the empowerment idea to their employees. Do employees really want to be empowered? Are employees willing to take on extra responsibility? This is major stumbling block to empowerment programs. Usually empowerment results to increased responsibility without an associated increase in financial reward. For employees empowerment means expending some discretionary energy which might not be compensated, acknowledged or appreciated. As such some employees can prefer the status quo where their reward is commensurate to the work they do. Is empowerment the culture of the organisation? This is also important as certain cultures (work or individual) can make empowerment difficult. One of Hofstedes cultural dimensions is high uncertainty avoidance and high power distance. These sorts of cultures do not allow for employee empowerment as employees in these cultures loathe risk taking and therefore decision making, and work well under situations where hierarchy can clearly be identified. Does the work structure actually allow for empowerment of employees? Despite the criticism that has been levelled on Taylors principles of scientific management, these principles are still very useful in many institutions today. Considering a large factory employing hundreds of factory level workers for example, I argue that empowerment might be a difficult concept to implement within such an environment given the organisational structure. When should management hands-off? Empowerment requires that management allow employees to participate in critical decision making and management should delegate responsibility to such employees. The buzz-word around empowerment is trust. The literature advocates that management should trust employees and allow them the leeway to make serious decisions. This could be problematic given that employees could have limited experience in the area despite training. Supervision by senior management might still be required and this in effect constitutes waste. Reference to the nursing case study The case study (nursing case) highlights other potential challenges in an empowerment program in a hospital scene. The case starts by putting primary nursing (a program that empowers nurses, improves their performance and job satisfaction) in a positive light. The case highlights the role of sectionalism and elitism in hampering the success of such empowerment programs. Empowerment in the nursing case meant that nurses took full control of their patients sometimes carrying out simple tasks which were traditionally carried out by trained doctors. This potential blurs the boundaries between the different professions (such as doctors, nurses, hospital managers) involved in administering health care. The case highlights opposition from some medical experts registered in accounts provided by Pearson (1988) and Walby et al., (1995). The case also highlights the potential for segregation and discontentment which might arise from an empowerment program. Not all groups of workers can receive the same treatment in an empowerment program. In the case, the need for primary care meant that registered nurses (RGNs) had to be given preferential treatment (training and development) and provided the resources and support to assist their decision making with respect to the patients under their care. Other junior nurses (grades A, B, F and G) received little attention as no empowerment program was designed for them. These grades of nurses are bound to feel less valued in the work place which might affect their motivation and lead to counterproductive behaviour. This occurrence is potentially not limited to a hospital setting. Empowerment programs are always staged to achieve a certain goal which could be improving the quality of a service or adapting to other changes in the work environment. This means that certain groups of employees will be at the forefront of the program while others will feel less involved and therefore less valued. The challenge therefore is how empowerment programs can be used effectively so that some employees dont feel left out or let down by senior management. Guidance to senior management on how to overcome difficulties and promote empowerment at work The management literature is littered with varying recommendations on how the difficulties of instituting change and promoting empowerment at work can be managed. Several models of change management have been developed and tested over the years. This discussion shall proceed by reviewing recent change models and discussing their implications in practice i.e. how management can manage change successfully. I consider empowerment as a major organisational change and should therefore be approached in the same way organisational change is approached. In an organisation where delegation is not the custom or culture employees might find it unacceptable if the managers starts to delegate duties. This may be looked upon as an unwelcomed shift of responsibility without a corresponding increase in reward. In the subsequent discussion, I will recommend certain measures that can be used to promote empowerment once employees are ready to be empowered. Inspiration for these recommendations will be drawn from ideas presented by different writers (see Beirne, 1999, p. 219, for example). How to manage organisational change in general An early model of organisational change management was presented by Kurt Lewin in his 1951 paper (Clarke, 1994; Okumus and Hemmington, 1998). This model presented the management of change as a simple process involving three stages; unfreezing (à ¢Ã¢â€š ¬Ã‚ ¦the old pattern), change (introducing the new pattern), refreezing (the new pattern) [Okumus and Hemmington, 1998]. Needless to say, this model has been severely criticized for being over simplistic. Several models have been proposed for managing change. What I take from these models is the role of employee readiness and participation in the change processes and its ability to significantly improve the chances of successful organisational change (See Armenakis et al., 1993 and 1999). With respect to the institution of empowerment programs, the employee readiness concept suggests that prior to empowerment staff are made ready through training and development programs, information sessions and participative deliberations etc. If st affs are fully informed and are part of setting up the empowerment program, then there will be little resistance to such programs and its chances of success will be high. Beirne (1999) contends that the literature on empowerment has documented the fact that the initial impetus to empowerment often comes from external factors, including consumer demands, technological innovations, quality audits, and more specifically, the Patients Charter and internal market (p. 221). The implication of this is that several external pressures drive the need for empowerment thus presenting a second agenda and external priorities to the empowerment process. Effectiveness is thus reduced as the focus is on achieving other goals through employee empowerment. Considering for example a situation where there is the need for more front line managers during the Christmas period within a firm. Staffs are empowered through delegation to fill this decision making role. The tendency will be for staff to be pulled back from managerial roles when the peak period is over. This type of ad-hoc empowerment which is common in most institutions can result to counterproductive behaviour. Employee wellbeing, development and empowerment needs to be crafted as one of the core strategies of the company. It should not be an issue that is regarded as discretionary within the firm and it handled differently by different managers. It should be stated as firm policy to increase is seriousness both for management and employees. This will show that the company as a whole values its workforce. John Lewis for example has what I will class as one of the most valued set of employees. The firm officially calls its employees its partners, allowing them to own shares in the firm in order that they can share in its profitability and its losses. This increases the sense of belonging and community and encourages employees to be innovative and hardworking. At this stage management needs to ensure that both management and employees share the vision, mission and objectives of the firm. This could be through periodic publications, staff meetings and conferences to reinforce the visions and objectives of the firm. It might also be important to set out clearly defined goals and guidelines outlining expectations so that employees are aware of set targets and time lines. It is necessary to help staff to be ready for empowerment. It is pointless to delegate duties to staff who are not well trained, qualified or prepared to accept new levels of responsibility. Staff will resist empowerment and share decision making if they dont feel confident that they would be successful or meet the new expectations. Employee training and development can be used to improve staff skills and awareness to ensure that they are ready to take on new roles and make informed decisions. This will also build their confidence and allow them to be innovative. Empowerment will only be successful if management can trust and show that they trust employees. After delegation of duties, management should not spend time second-guessing or doubting employees. Management therefore needs to trust that employees will make the right decisions and perform tasks correctly. Without trust, the whole empowerment framework fails. Management can further foster empowerment through the provision of sufficient information and resources to facilitate employee decision making. Staff should be properly assessed and their capabilities and strengths highlighted. Staff will be more successful if their empowerment process matches their strengths and capabilities. It is tempting for empowerment through delegation to be misinterpreted leading to failure. Management may turn to delegate the more mundane yet demanding tasks to employees. This will reduce employee interest and increase resistance to empowerment schemes. It is recommended that authority and power itself be delegated. Employees should be given the opportunity to participating in high level decision making and interesting tasks such as participating in committees or representing the company at certain events. Again it is important to provide constructive feedback to employees acknowledging their achievements and providing suggestions on how certain aspects of their performance can be improved in the future. It is also important to solicit feedback and employee opinions to understand their concerns in order to make future improvements. Conclusion Several pertinent issues have been discussed in this essay on the subject of empowerment, workplace change and innovation. I have considered the benefits and challenges of empowerment schemes and have made certain recommendations to practising senior management on how employees can be empowered successfully in a corporate context. To surmise, I will reiterate that despite the challenges that managers face in implementing such schemes, the benefits of empowering employees cannot be overemphasized.

Resistance to the Nazis: The White Rose Essay -- WWII, German history

The Nazi Party, controlled by Adolf Hitler, ruled Germany from 1933 to 1945. In 1933, Hitler became the Chancellor of Germany and the Nazi government began to take over. Hitler became a very influential speaker and attracted new members to his party by blaming Jews for Germany’s problems and developed a concept of a â€Å"master race.† The Nazis believed that Germans were â€Å"racially superior† and that the Jewish people were a threat to the German racial community and also targeted other groups because of their â€Å"perceived racial inferiority† such as Gypsies, disabled persons, Polish people and Russians as well as many others. In 1938, Jewish people were banned from public places in Germany and many were sent to concentration camps where they were either murdered or forced to work. Many individuals and groups attempted to resist Nazism in Germany, but were unsuccessful. The White Rose, The Red Orchestra and the Kreisau Circle all advocated non-viol ent resistance to oppose the Nazi regime and even with the high risk of getting caught and potentially killed, the courageous members of these groups went after what they believed was right despite the serious consequences. The White Rose was formed in Munich in 1942 by students at the University of Munich named Hans Scholl, Sophie Scholl, Willi Graf and Alexander Schmorell. These students constantly heard others discuss the atrocities of Hitler’s regime and the disturbing stories of over 200,000 Jewish people being murdered. Hans Scholl, the leader of the White Rose group, decided to take action as he could no longer stay silent while so many civilians were being murdered. The White Rose group strived to raise awareness of Hitler’s actions and to help end Anti-semitism in Germany and ensure... ...ited States Holocaust Memorial Museum. United States Holocaust Memorial Council. Web. 12 May 2014. Sheehan, Sean. Why Did the Holocaust Happen? New York, NY: Gareth Stevens Pub., 2011. Print. Shuter, Jane. Resistance to the Nazis. Chicago: Heinemann Library, 2003. Print. "The Kreisau Circle." Kreisau Circle. Web. 14 May 2014. "The Germans Who Tried to Topple Hitler." BBC News. Web. 21 May 2014. "The Leaflets." White-rose-studies. Web. 20 May 2014. "The Red Orchestra (Die Rote Kapelle)." Berliner Themenjahr 2013. Web. 22 May 2014. ""The Red Orchestra": Actions of Little-known Nazi-resistance Group Are Brought to Light." Movies. Web. 22 May 2014. "White Rose (German Anti-Nazi Group)." Encyclopedia Britannica Online. Encyclopedia Britannica. Web. 12 May 2014. "World War II: The White Rose Resistance Group." About.com Military History. Web. 12 May 2014.

GMOs Essay -- Science DNA Papers

GMOs What is a GMO? A GMO, or genetically modified organism, is a virus, bacterium, or more complex life-form in which the DNA has been altered for a particular purpose. Some of these purposes include: research into the nature of genes and biological processes, manufacturing animal proteins, correcting genetic defects, and making improvements to animals and plants (Natural Environment Research Council). Making improvements to animals and plants is a major motivation to produce GMOs. With a world population on its way to 9 plus billion by the year 2050, a viable option for sustenance production is needed. With this ever-growing world population there is a need for somehow controlling the amount of people born. China is one country which has dealt with their overcrowding problem, but it seems that many of the other countries of the world are not doing much if anything to control their own populations. Because of this lack of action in controlling the world population, the need is shifted to how we will pr ovide for all those people. GMOs are a way in which we as a world population can better provide for ourselves so that everyone will have enough provisions to survive. How is a GMO created? GMOs have been created naturally for millions of years. Agrobacterium tumefaciens is one example of a natural genetic engineer because it is able to alter another organism’s DNA to benefit itself. This species of soil-dwelling bacteria infects plant cells with a piece of its own DNA, and when it is integrated with the plant’s chromosome, it uses the plant’s own cells to proliferate the population of the bacteria. The way in which the bacterium does this is through the use of its bacterial chromosome and a plasmid, which is ... ...info/articles/myths.html Murphy, Paul. (2004, May) Gene firm pioneers desert crops. Retrieved October, 23, 2004 from: http://www.guardian.co.uk/gmdebate/Story/0,2763,1221662,00.html Natural Environment Research Council (n.d.). GMOs and the Environment: Scientific certainties and uncertainties. Retrieved October 3, 2004 from: http://www.nerc.ac.uk/publications/gmo/ Read, Deborah. (2000, December) Use of Antibiotic Resistance Marker Genes in Genetically Modified Organisms. Retrieved October 24, 2004 from: http://www.ermanz.govt.nz/resources/Publications/pdfs/ER-GI-01-1.pdf Shelton, Anthony M. (2000, March) Bt Crops on Trial. Retrieved October 24, 2004 from: http://www.foodsafetynetwork.ca/gmo/pr-bt-crops-on-trial.htm UNFPA. (2004) Population Growth is Still an Issue. Retrieved November 25, 2004 from: http://www.unfpa.org/swp/2004/english/ch1/page7.htm#1 GMOs Essay -- Science DNA Papers GMOs What is a GMO? A GMO, or genetically modified organism, is a virus, bacterium, or more complex life-form in which the DNA has been altered for a particular purpose. Some of these purposes include: research into the nature of genes and biological processes, manufacturing animal proteins, correcting genetic defects, and making improvements to animals and plants (Natural Environment Research Council). Making improvements to animals and plants is a major motivation to produce GMOs. With a world population on its way to 9 plus billion by the year 2050, a viable option for sustenance production is needed. With this ever-growing world population there is a need for somehow controlling the amount of people born. China is one country which has dealt with their overcrowding problem, but it seems that many of the other countries of the world are not doing much if anything to control their own populations. Because of this lack of action in controlling the world population, the need is shifted to how we will pr ovide for all those people. GMOs are a way in which we as a world population can better provide for ourselves so that everyone will have enough provisions to survive. How is a GMO created? GMOs have been created naturally for millions of years. Agrobacterium tumefaciens is one example of a natural genetic engineer because it is able to alter another organism’s DNA to benefit itself. This species of soil-dwelling bacteria infects plant cells with a piece of its own DNA, and when it is integrated with the plant’s chromosome, it uses the plant’s own cells to proliferate the population of the bacteria. The way in which the bacterium does this is through the use of its bacterial chromosome and a plasmid, which is ... ...info/articles/myths.html Murphy, Paul. (2004, May) Gene firm pioneers desert crops. Retrieved October, 23, 2004 from: http://www.guardian.co.uk/gmdebate/Story/0,2763,1221662,00.html Natural Environment Research Council (n.d.). GMOs and the Environment: Scientific certainties and uncertainties. Retrieved October 3, 2004 from: http://www.nerc.ac.uk/publications/gmo/ Read, Deborah. (2000, December) Use of Antibiotic Resistance Marker Genes in Genetically Modified Organisms. Retrieved October 24, 2004 from: http://www.ermanz.govt.nz/resources/Publications/pdfs/ER-GI-01-1.pdf Shelton, Anthony M. (2000, March) Bt Crops on Trial. Retrieved October 24, 2004 from: http://www.foodsafetynetwork.ca/gmo/pr-bt-crops-on-trial.htm UNFPA. (2004) Population Growth is Still an Issue. Retrieved November 25, 2004 from: http://www.unfpa.org/swp/2004/english/ch1/page7.htm#1

Charles Manson Essay -- essays research papers fc

"Mr. Scott, Ms. Maddox? Here's your baby boy!" These were the first words that Kathleen Maddox heard when she gave birth to a healthy baby boy, to whom she would later give her maiden name. Charles Milles Manson, born in Cincinnati, Ohio, on November 11, 1934 (FAQ's 1), seemed to be a normal child, when, in fact, he was trouble from the start. The two had not planned to have a child, and certainly did not expect him to end up being the most notorious killer of the 20th century. In the summer of 1969, Manson made the residents of California afraid to leave their homes (Fillmer 2). Charlie Manson committed grotesque crimes, controlled his trials, and now resides in the California State Prison (FAQ's 1). Manson had a rocky childhood and family life. Some experts say that he was a bad seed because of the fact that he did not know his father (Bugliosi 28). Kathleen Maddox was considered by some to be a teenage whore. About his mother, Manson says, "For Mom, life was filled with a never-ending list of denials†¦In her search for acceptance she may have fallen in love too easily and too often, but a whore at that time? No!†¦In later years, because of some hard knocks and tough times, she may have sold her body some†¦" Charlie lived with his mother until the age of 5, when she was arrested for armed robbery (FAQ's 1). She was released from prison in 1942. Manson, after living with various relatives, such as a religious aunt and a sadistic uncle who called him a sissy and made him wear girl's clothes on the first day of school ("Charles"), moved back in with his mother for five more years. At that time, she placed him at the Gibault School for Boys in Indiana. After escaping from the School, he committed several burglaries and was placed into the famous Boys Town in Nebraska (FAQ's 1). After being arrested several more times, one of which he was caught in a stolen car at a roadblock (Fillmer 2), he was married to Rosalie Willis in 1955. Lamb 2 Charles' marriage was only the beginning of his "family." Charlie tended to lure in young women, by saying he could "make them feel like they were on top of the world, like they were floating (Fillmer 3)." Manson used sleep deprivation, sex, food control, and drugs to gain complete control of his followers ("Charles"). The Family tended to ... ...ne, when asked what he would do if he ever got out of jail, he said, "I'm already out" (FAQ's 2). WORKS CITED Bardsley, Marilyn. "Charles Manson." http://www.crimelibrary.com/manson.htm (24 Jan. 2000). Bugliosi, Vincent, and C. Gentry. Helter Skelter. 16th ed. New York: Bantam Books, 1974. "Charles Milles Manson." <http://www.geocities.com/Area51/Corridor/5321/manson.html> (13 Feb. 2000). "Charlie." <http://www.geocities.com/Area51/Dreamworld/1681/charles.htm> (13 Feb. 2000). Fillmer, Deborah K. "Forensic Science and the Charles Manson Murders." < http://www.cris.com/ ~dfillmer/manson.htm > (20 Jan. 2000). "Frequently Asked Questions about Charles Manson." < http://www.atwa.com/faq.htm > (20 Jan. 2000). Gilmore, John, and Ron Kenner. The Garbage People. Los Angeles: Omega Press, 1971. Klinghoffer, David. "True Crime." National Review 5 April 1999: 56-57. Nelson, Bill. Manson Behind the Scenes. California: Pen Power Publications, 1997. Sanders, Edwin. The Family. 1st ed. Toronto: Clarke, Irwin, and Company, 1971. Terry, Marcus. The Ultimate Evil. 2nd ed. New York: Bantam Books, 1989.

Methods of intervention Essay

Any form of restraint, for example leg or wrist restraints, should only be introduced after a multidisciplinary assessment, which includes consultation with service users their families and advocates. If used, they should be selected carefully to impose the least restriction of movement required to prevent harm while attempts should continue to be made to achieve the desired outcomes with less restrictive interventions. Carers who have received specific training in their usage should only use such devices. The rational for using any devices and the circumstances in which they may be used must be clearly recorded within an individual’s care plan/ Positive Handling Plan. The Scottish Social Services Council have their own codes of practice for social service workers and employees. A quote from their handbook states; â€Å"Social Service workers must: Respect the rights of service users, whilst seeking to ensure that their behaviour does not harm themselves or others† This is following a pattern from the previous values and standards mentioned, which stated clients can only really go so far, before a method of intervention has to be used. In the mid nineties, a form of intervention was introduced in Scotland, which is now widely practiced in the care industry. C.A.L.M (Crisis and Aggression Limitation Management) Various systems use a prone position in which to restrain. This can be face up, or face down. In this country, the face down position is usually used. In the case of CALM the prone restraint is only one of a hierarchy of responses. There has been growing anxiety about the use of prone restraint. It has been associated with deaths due to positional asphyxia, although other positions also have this risk associated with them. In the US, some states have banned face down prone restraint; others have banned face up prone restraint. It is a method, which can compromise the dignity of both young person and staff. However, there is anxiety in some quarters that the removal of prone restraint may make methods  less effective. CALM Training Services are considering removing the prone restraint from their system. Certain methods of physical restraint include techniques, which include the deliberate use of pain to ensure compliance – CALM does not. CALM is a training package which covers the management of difficult behaviour, and which contains, as one of its components, strategies for physical intervention, including physical restraint. In addition, when staff have been trained by CALM Training Services, they are then assessed as to how competently they can carry out the physical elements, and thereafter, if they reach an acceptable standard, they receive accreditation, which has to be updated annually. CALM is now the method of choice of a significant number of employers in Scotland and beyond, and is used in child care services, learning disability services, and mental health services.  ·Physical restraint devices–such as safety vests and jackets, lap and wheelchair belts, and fabric body holders–may be beneficial to patients and their caregivers when used properly in settings ranging from nursing homes and hospitals to private homes.  ·Used properly, restraints have many benefits for patients and caregivers in both institutions and homes. Restraints may help protect the elderly from falls, which could result in injury or even death. If absolutely necessary, restraints also can help make medical treatment easier if a patient is temporarily uncooperative or highly agitated. If a patient is dangerous, restraints can protect other patients and staff from possible harm. Some patients feel safer and more secure, and need not worry about falling, if they use physical restraints. The method of restraining can be beneficial for many clients, depending on state of mind/health and situation at present time. A warning though; putting a restraint on certain patients may actually worsen their condition. For example, a chronically agitated patient may become more agitated with a restraint.

Food Procurement Essay

Mang Inasal Chicken BBQ is the Philippine’s fastest growing barbeque fast food chain, serving chicken, pork barbeque and other Filipino favorites, was first established on December 12, 2003 in Iloilo City. Currently, there were 445 branches nationwide and with over 10,000 employees system wide. Mang Inasal is doing its share in alleviating the unemployment burden of the country. The presence of every Mang Inasal in a certain area provides not only employment but also opportunities to community members including suppliers of kalamansi, charcoal, banana leaves, vegetables, bamboo sticks, and other ingredients. It also indirectly gives income-generating activities to many. In keeping with the mission to consistently provide its customers a great Pinoy dining experience, Mang Inasal, the Philippines’ fastest growing barbecue fast food chain branches out again, this time in Turbina, Calamba, Laguna adding to its more than 300 branches nationwide. Marco Sison and Nonoy Zuà ±iga graced the opening last Nov. 19. The Brothers Band provided the entertainment and back up. First established in Iloilo City on December 12, 2003 by Edgar â€Å"Injap† Sia serving grilled chicken, pork barbecue and other Filipino favorites, Mang Inasal Turbina in Calamba is a franchise owned by Ikemada Resources, Inc., a holding company, which aims to have ownership of different outlets/branches in the food industry. Ikemada’s choice of Turbina in Calamba as the next site for Mang Inasal is its strategic location which is between the two bus terminals ferrying passengers from Manila to the southern provinces of Quezon, Batangas, Bicol and Mindoro. Turbina is ju st 30-minutes’ drive from Makati. This is also in line with Mang Inasal’s vision to be the preferred quick service restaurant of every Pinoy everywhere. Mang Inasal endeavors to adhere to elements that bear a distinctly Pinoy stamp-grilling with charcoal, rice wrapped in banana leaves, marinade concocted out of local spices and herbs, bamboo sticks for skewers, and the ambience that encourages kinamot (the Ilonggo term in eating with the hands) whenever chicken inasal is served. All these evoke a rush of nostalgia for tradition, culture, and most of all, home. Grilled chicken isn’t the only fare that Mang Inasal offers. They have Sisig, Grilled Pork, Bangus, Chicken Feet, Wings, Pecho, Liver and Baticulon, Fish and Pork Sinigang, Batchoy, Bihon, Pancit Molo, Pinoy Burger, Pinoy Mirienda, Pinoy Panamis, Pinoy Pampagana, and more. Mang Inasal’s Vision is to be the preferred quick service restaurant of every pinoy everywhere. Their mission is to consistently provide their customers a great pinoy dining experience. Objectives of the Study -To determine the purchasing and ordering procedures of Mang Inasal, Petron Turbina. -To identify the receiving procedures of Mang Inasal, Petron Turbina. -To determine the storage procedures of Mang Inasal, Petron Turbina. -To identify the inventory procedures of Mang Inasal, Petron Turbina. -To know the sanitation procedures of Mang Inasal, PetronTurbina. Significance of the Study This study of the food procurement in Mang Inasal Chicken BBQ including The actual food purchasing, receiving, storing, inventory and issuing procedures will serve as a reference to the students researching and studying about food procurement of a food establishment. This will also serve as a guide for other establishments if they are following the right procedures in food procurement. This study will help inform the consumers if this food establishment is safe to eat from. Lastly, the study will help other future researchers if the traditional way of these activities were still practiced today. Methodology Research Locale Mang Inasal chicken BBQ Corporate Office (Head Office) is located 2316 Aurora Boulevard, Tramo St., Pasay City. Mang Inasal is operating at the following areas: Bacolod, Iloilo, Roxas, Laguna, Bicutan, Metro Manila, Davao, Cagayan De Oro, Koronadal, Cavite, Cebu, Boracay, Baguio, Pangasinan, Tuguegarao, La Union, Pampanga, Bulacan, Mindoro, Agusan, Zamboanga, Ozamiz, Iligan, Surigao, General Santos, Pagadian, Batangas, Lucena, Naga City, Davao del Norte, Davao del Sur, Tagaytay, Palawan, Tacloban, Ilocos Sur and Tarlac. Mang Inasal is targeting to open 500 stores by 2012. The researchers focused on Mang Inasal Chicken BBQ located near PETRON (Gasoline Station) in Turbina, Calamba City, Laguna which was opened last November 19, 2011 and the opening was graced by Nonoy Zuà ±iga and Marco Sison. This franchise branch is owned by Ikemada Resources Inc., a holding company. Research Design The descriptive method of research was used for this study. To define the descriptive type of research, Creswell (1994) stated that the descriptive method of research is to gather information about the present existing condition. The emphasis is on describing rather than on judging or interpreting. The aim of descriptive research is to verify formulated hypotheses that refer to the present situation in order to elucidate it. The descriptive approach is quick and practical in terms of the financial aspect. Moreover, this method allows a flexible approach, thus when important new issues and questions arise during the duration of the study, further investigation may be conducted. The researcher opted to integrate the qualitative approach in this study due to its significant advantages. The use of qualitative data gathering method is advantageous as they are more open to changes and refinement of research ideas as the study progresses; this implies that qualitative data gathering tools are highly flexible. Moreover, no manipulation of the research setting is necessary with this method; rather than employ various research controls such as in experimental approaches, the qualitative data gathering methods are only centered on understanding the occurring phenomena in their naturally occurring states. Aside from these advantages, researchers use qualitative data-gathering tools as some previous researchers believe that qualitative data are particularly attractive as they provide rich and well-grounded descriptions and explanations as well as unforeseen findings for new theory construction. One of the notable strengths of the qualitative instruments is that they evoke a more realistic feeling of the research setting which cannot be obtained from statistical analysis and numerical data utilized through quantitative means. These data collection methods allow flexibility in conducting data gathering, research analysis and interpretation of gathered information. In addition, qualitative method allows the presentation of the phenomenon being investigated in a more holistic view. Research Instruments a. Interview An interview can be undertaken to collect data, there are two types of interviews and they include face to face interview and telephone interview, a face to face interview will involve collection of data whereby the respondent and research administrator sit together, a telephone interview on the other hand will involve calling the respondent and answers obtained over the phone, a face to face interview is considered more expensive given that the research administrator may be required to travel and also this process may be time consuming. (Fowler, 2008) Interview are further subdivided into structured and unstructured interview, structured interview involves setting up a set of questions that will be administered while unstructured involve asking the respondent to elaborate on certain issues. (Fowler, 2008) b. Observation Observation is another method of collecting data, this method involves observing participants and recording data, for example collecting data on the number of vehicles that use a certain highway will involve the observation method of collecting data. (Fowler, 2008) c. Analyzing documents This is secondary data collection method that involves collecting data from published documents example journals and a book, other sources include online databases which are relatively cheap methods of obtaining data, this method is preferred given that it is less time consuming and also less costly. This method however have a disadvantage given that it may given rise to accuracy problems, data accuracy will depend on the purpose of the data collected and that there may rise problem when data may unavailable and therefore a researcher will be required to use primary sources of data which include interview and questionnaires. (Fowler, 2008) When designing the research data collection methods it is important that the researcher takes into consideration the respondent attitude, data collection methods such as questionnaires should be designed taking into consideration the reaction of the respondents when a certain question is directed to them, also the research questions should be clear and simple and should not be leading questions. The other factor that should be taken into consideration is the cost, when selecting the data collection method one should take into consideration the cost associated with that method and whether there exist ways to reduce such costs, face to face interview sometimes may be costly and time consuming and therefore questionnaires that are relatively cheap may be preferred, also the questionnaires may be more appropriate given that they are less time consuming given that a lot of data can be collected at once, for example a study that involves participants from different regions and the respondent sends the questionnaires to the respondents. (Fowler, 2008) Data Gathering Procedures The researchers used interview and guide questions to gather the needed information. (See Appendix A) Key Informants The researchers interviewed Mr. Jayson Pizarra, the former manager of Mang Inasal – Turbina, and Ms. Mary Ann Papio, the present manager. The researchers have undergone two interviews with each manager. The first interview was done with the former manager, Mr. Pizarra, in January 2012. The second interview was done with the present manager, Ms. Papio last March 12, 2012 at Mang Inasal – Turbina. The researchers wished to speak with their purchasing agent to gather the correct information because food procurement is handled mostly by the purchasing personnel of a food establishment; unfortunately, Mang Inasal doesn’t have purchasing personnel. The managers and assistant managers act as the purchasing personnel and handle the food procurement of their establishment.

Pan’s Labrynth Newspaper Article Essay

Yesterday night, police took in 13 suspects who could have been related to the brutal murder of a child. A young female, roughly aged 8 – 10 years was found murdered outside the famous Labyrinth, El laberinto del fauno. Police have asked around the local area of Bilbao, but have asked the townspeople to come forward, as they might hold the vital information of this case. Policà ¯Ã‚ ¿Ã‚ ½a Juan Marà ¯Ã‚ ¿Ã‚ ½gon states that â€Å"We want to finish this case within 4 – 6 weeks, we need the key to solving this murder, but someone out there holds it, not us.† Police have told the public, with help from the forensics, they have found fingerprints of the future suspects. The 13 men who are kept in for indepent interviews Have released information about who they are and that they are part of the Spanish Maquis guerrillas. The man and his sister have also revealed a quote from behalf of both of them; â€Å"We knew the girl, she was very close to us both.† Once alone, the woman said â€Å"The girl was like my own daughter. I used to look after her as my own. I hope the police find out who done such a thing.† Later on, Detective Felipà ¯Ã‚ ¿Ã‚ ½ Romerez revealed the names of the woman and her brother. The woman, Mercedes Julientos, and her brother, Frederico Julientos are both suspects themselves. Whilst on the crime scene, forensics had discovered another body, one of a man, who is seemed to be aged 40 or over. During each interview, Mercedes and Frederico have both denied seeing a man at the time of the killing. At the time of the police arriving, Mercedes was holding a very young baby, who forensics say, after eximaning the body of the male, could be related to the male. The 13 suspects, along with Mercedes Julientos, and her brother, Frederico Julientos are all going under for custody of the police. They all will later be taken to court to be proven innocent or guilty. A later date wil be published for the court hearing. If more than 8 of the suspects are found guilty, each could be facing a minimum of 7 years in jail. Other suspects that have been interviewed and released on bail are many who were at the crime scene. 2 of the 13 main suspects have tried to escape, but the cheif of the Spanish police caught both red handed. They have been told that their stunt could effect their hearing and their trial. Police and forensics have partially identified the body as Ophelia Llimero, aged 8. The brother of Ophelia Llimero, is now left orphan, but will be staying with Mercedes Julientos for the time being. Sailinda Hugamos, the neighbour of Videl Llimero, said â€Å"Ophelia and I were so close. She used to come to my house everyday to eat my homemade famous Salsa. My husband and I will be extremely devestated.† The area around the great big fig tree in El laberinto del fauno will be closed off until forensics have fully analysed the whole area, and until further notice. All of the area has been closed off to local people and tourists. Dates for the hearings for the 13 suspects, excluding Mercedes Julientos, and her brother, Frederico Julientos are yet to be decided.