SWOT Analysis Essay Example | Topics and Well Written Essays - 1500 words

SWOT Analysis - Essay Example The organization appears to have outgrown a vast majority of its present systems, and is presently faced with the challenge of having to layoff at least 500 workers. In order to sustain its tradition of not laying off any of its employees, BigTime will need to tackle the issues identified in the SWOT analysis presented in this report. The key issue lies in the company’s view to revolutionize its operations in order to integrate additional product offerings. This paper will provide a comprehensive SWOT analysis that will inform BigTime’s adoption of comprehensive marketing and organizational structure strategies. The SWOT analysis will be indispensable in helping BigTime take full advantage of its increasing customer base. BigTime SWOT analysis An organization’s SWOT analysis matrix is essential since it facilitates the realization of various factors concerning the organization, for instance, its strengths, weaknesses, opportunities and threats. These benchmarks a re valuable in ascertaining the overall efficacy of the company’s business operations and realizing probable problematic areas and devising viable systems to tackle the problems. Strengths One of BigTime’s greatest strengths is its reputation of producing appropriate product offerings that are not only pertinent to the markets at different times, but are also tailored for each customer. In fact, the organization has been able to garner massive market presence and share based only on its name and reputation. The company is renowned for providing superior quality virtual management services to its customers. This positive reputation has been sufficient in creating opportunities for the company is diverse areas of the market. Question 1 This means that BigTime relies on its customers’ views or word of mouth as a form of marketing to other companies. Additionally, BigTime bases its marketing strategy solely on its website, which was developed 4 years ago by the vice president’s son. Through this marketing strategy, the business has attained major strides in enhancing its sales records, ultimately realizing a 20% increase in its reported profits in one year. Brand image is one of the most vital elements of an organization’s overall attractiveness. Therefore, BigTime’s good reputation and the name has a positive impact on its brand image, making the organization’s product and institutional brands quite appealing to the market. Furthermore, having operated in the virtual management market for 20 years, BigTime has in-depth knowledge of the market, which enables the company tailor its products based on market demands. Additionally, BigTime has superior infrastructure that continues to facilitate access and exploitation of applications needed to facilitate successful delivery of virtual management systems. These systems and applications are critical since they facilitate the organization’s provision of a holistic virtual experience to its customers. At present, BigTime boasts of a massive proportion of the virtual management market. BigTime’s operations in the country are approximately one-third of the market as BigTime is one of three companies that dominate the virtual management sector. Another key strength inherent in the organization is its wide array of products. BigTime offers an array of virtual services including management, organizational change, management, organizational leadership, and business. These products allow the organization to participate

HEARTS AND MINDS (1974) Essay Example | Topics and Well Written Essays - 500 words

HEARTS AND MINDS (1974) - Essay Example Besides, he also shot much new material and footage. This documentary relies on interviews of many common and important people related to the Vietnam War, interviews of a number of soldiers and policy makers, and many important civil and military leaders directly linked to the Vietnam War. Right from the start the movie tries to analyze and showcase the rise of the US as a superpower after the World War I and the American insistence on exercising dominance over nations and political groups unacceptable to it. The movie unravels the utter militarization of the American political thought and culture which made the nation arrogant enough to engage in senseless military adventurism as the Vietnam War. The essential thing about the movie Hearts and Minds is that it tries to extend to people an insight into the mindset, beliefs, goals and ideology of a generation of political leaders, military policy makers and soldiers who envisaged, carried out and justified the Vietnam War. It exposes the prejudices and biases of the American civil and military leadership that managed and conducted the Vietnam War. For instance, one finds it really shocking to hear American general William Westmoreland saying that â€Å"The Oriental doesn’t put the same high price on life as a Westerners†, in the back ground of clips showing Vietnamese fathers, children, mothers and wives weeping and wailing by the graves of their loved one’s lost to war. In one other footage the movie shows US Lieutenant Coker, a prisoner of war, expressing his views about Vietnam as â€Å"If it wasn’t for the people, it was very pretty. They just make a mess of everything.† The movie shows as to how many of the American military generals, officers, pilots and soldiers harbored a highly dehumanized view of the Vietnamese military opposition and common people. One is surprised to find the pilots and technicians who

Exposure - creative personal writing Essay Example for Free

Exposure creative personal writing Essay A quick, stealthy character moves across the office, photocopying top secret files. The information was very damaging stuff. He leaves as quickly as he enters. Who is this person? Why does he want this information? Will the press get hold of it? The Rayman walked down an alley, on the way to his hide-out. He was a short man, who had brown hair with flecks of grey. In places he was going bald, he had shaven his hair very short. He had a well shaven beard. His face was an average face with brown eyes. He wore brown trousers, with black shoes. On the top he wore a brown, well-ironed polo shirt. Over it he wore a leather jacket. When he was around people he walked with a limp. This hid his true identity. He got to his house, flicked on the televison to the news. He now heard about a break in at 10 Downing Street. Also he heard about the top secret documents that have been stolen. The next day he decided he wants these secret documents. He needed a team of mastermind criminals to work with. He got one of his closest colleagues, Rumbo. His plan was to get arrested with all these other mastermind criminals. He and his colleagues have been informed about a truck transporting guns around for the army. The Rayman and Rumbo were on the trail of the truck. The truck took a left down a empty road. The Rayman put his foot on the accelerator and zoomed past the truck then did a handbrake turn straight in front of the truck. The two of them jumped out of the car with their balaclavas on. They were both holding automatic shotguns, with the barrels sawn off. The Rayman opened the door on the drivers side and blew the drivers head off. Rumbo did the same to the passenger. The Rayman put the bodies in the back and started the truck up while Rumbo drove the other car off. The two of them met up again on the edge of the of the river. Here they moved all the guns from the truck into the car. Quickly they set light to the truck and pushed it into the river. Next, they drove back to the Raymans warehouse and offloaded the guns and hid them under the floor boards. Now they blew their car up. There was now no hard evidence on them. One of the biggest police investigations took place to find the murders. The police arrested the Rayman, along with Peat, The Accountant and Amen. The four were put in a cell together. It was here the Rayman put the proposal to them of getting the document. Peat and The Accountant thought it was a great idea. The problem was that Amen was going straight. Over the next two hours they tried to explain that it was good idea to get the documents. Amens girlfriend was a very good lawyer and got the four of them out quicker than the Rayman expected. Once out the Rayman cornered down Amen. At first Amen was reluctant to join the group. After a few slaps and a good two hours Amen was persuaded to join the group. Amen went home told his girlfriend that he was going to London to get these files. She decided to leave him. This filled Amen with rage against the Rayman. The next day the four of them went on a road trip to London. In London the four of them met up with some of their contacts. They met up at Ventura Hill at 8pm. Jack and Jill had followed them here from Liverpool and were watching them. The contacts told them of this up and coming gangster, the Shadow. He was one of the best thieves in England. The group were informed by Rumbo about a drug shipment, to a rival gang leader Jack the Hat. They contacted the Shadow and ask him to help them steal the drugs. The shadow was extremely keen to work with the hardcore gangsters. Jack and Jill found out about their plans and had the police lined up to arrest everyone, at the ship. Meanwhile Rumbo had come down to help and supply the guns. They were ready to attack the ship and infiltrated the ship through the cargo hole. The Rayman told Amen to stay out of the action and hide in the boxes. The Shadow shot the first person. Soon after that the gunfight opened up and it was a dangerous place. The Rayman followed the Shadow. When they where alone he attacked the shadow and got him to tell him where the secret documents were. Tell me where the documents are before I blast you to the pearly gates says the Rayman. Theyre in a sailing boat says the Shadow. WHICH ONE? says the Rayman. Enterprise K40421, at the mariner says the Shadow. Bang! the Rayman shoots the Shadow in the head. Then the police turn up and arrest everyone who is alive. The only person left is the Rayman, who got out and hide near the ship. When the Rayman was arrested he used his real name David Edwards. The good thing was that David Edwards had no criminal record to give the police a harder time. The only witness left was a dying captain and all he could say was Rayman, Rayman. The polices first question was, What happened. The story David Edwards told goes something like this. Have you heard of the Shadow? Well he was the one who stole the secret documents. The Rayman had the idea of getting them off him. He told us the idea when we all were arrested. says David Edwards. So who was the Rayman? says Jack. Amen, he said he was going straight so it would be less likely it was him. Anyway, I went along because I had no choice in the matter. The plan was to attack this ship bringing in drugs. While doing this the Rayman will get the secret documents and a lot of drugs. While doing this I hid behind some boxes so as not to get involved says David Edwards So you just got mixed up with the group because we arrested you? Well, I only have one choice, to let you go, says Jack. David Edwards walks out the police station. Then straight away stops walking with a limp. He gets into a cab and goes to the mariner. Here he finds Enterprise K40421. Under the front he finds a brief case. There is no code to put in. He presses the two buttons, Click, Click. On the top of the brief case in big writing is a sign, which says Have a nice day. Kaboom.

Effect of Organisational Support on Job Satisfaction

Effect of Organisational Support on Job Satisfaction Abstract Purpose: The purpose of this research is to test the effect of Perceived Organisational Support on Job satisfaction and to determine the effect of mediation of Trust on Job Satisfaction in the two different sectors of employment- Public and Private. Here Sector of Employment acts as a moderator and Job Trust as the mediator. Design/methodology/approach: A questionnaire was prepared and administered to 182 employees working in the public and the private sector in different industries like Banking, Mining, Power Generation and Information Technology. Findings: The research has established positive relationships between the three constructs of perceived organizational support, job satisfaction and job trust for the overall model and public sector employees, whereas these relations are not significant in case of private sector employees. The mediation effect of Trust is significant at 10% for the overall model sans separately in the private and public sector. Research limitations/implications: The respondents have varied profiles in terms of age/ years of experience, seniority level and the industries that they work in. These results may not be generalizable to all employees in other organisations in different industries and geographic areas. Also, a large percentage of responses have been collected through the internet which is not an entirely accurate and reliable form of data collection. Practical implications: The research findings are expected to help the existing organizations in the public and private sector to figure out reasons for decreasing job satisfaction of the employees and devise ways to improve the perception of organizational support. Originality/value: This paper studies the difference in the relationships exhibited between Perceived organisational support, job trust and job satisfaction in the private and public sector in the Indian context. This is one of the first attempts towards studying the employment sectors on a comparative basis. Keywords: Perceived Organisational Support, Job Trust, Job Satisfaction, Public Sector, Private Sector Introduction: Job Satisfaction is a measure of how content an individual is with his job. Quite a few models have been developed in order to explain causes and effects of job satisfaction, for example, affect theory, dispositional theory, two factor theory and the job characteristics model. For years researchers have been trying to establish relationship among various parameters affecting the job satisfaction, job commitment, job dedication and job performance of the employees in the organizations. This is particularly important for organizations in order to improve working conditions, figure out the motivating factors and thus increase employee productivity by creating a healthy work environment. Job Satisfaction is an indicator of employee perceptions and feelings about their jobs. It can also predict work behaviours like organisational citizenship,absenteeismandturnover.Another important and relevant research finding is the relationship between life satisfaction and job satisfaction which is fo und to be reciprocal. It means that a person who is satisfied with his job may be quite satisfied with his life and vice versa. Job satisfaction is believed to positively affect the productivity of the employee which is vital to business units that are aiming to increase outputs. Perceived organizational support is usually thought to be a dynamic relationship between the employer and his employees. According to Rhoades and Eisenberger(2002) the stakeholders share a reciprocal relationship where higher POS is related with sincere efforts put in by the employee to achieve organizational goals. Research findings suggest that professional employees were more likely to perceive higher organizational support when they strongly identified with their workplace and a positive correlation was observed between job performance and POS (Heckman et al., 2009). Our research aims at analyzing the relationship between perceived organizational support and job satisfaction. Trust acts as a mediator in our model. Perceived organizational support is the degree to which employees believe that their organization values their contributions and cares about their well being. Trust is to believe the person who you trust to do what you expect and job satisfaction describes how content a n individual is with his or her job. This research attempts to study and establish relationships between the constructs for the public and private sector employees in India. There are various standard scales available to measure each of these parameters. In this study we have mostly used the shortened version of the scales. Research background and Hypothesis Perceived Organizational Support: The concept of organizational support has generated enough interest in order to study its impact on performance of the employees. The perception an employee develops about his/her organization valuing his contributions and caring about his interests and well being is termed as Perceived Organizational Support (POS)(Eisenberger and Rhoades,2002). A meta-analysis has indicated that three major categories of expectations that an employee has from his work organization are associated with POS. They are evenhandedness of procedures, support of the immediate superior and performance related rewards and favorable job conditions. Taking into account the employers expectations from their employees, they value dedication and loyalty. Emotion centric view of organizational commitment underlines that the sense of unity felt by the employee and the values that he shares with the organization determine the performance and absenteeism levels, probability of quitting his job (Mathieu Zajac, 1990;Me yer Allen, 1997; Mowday, Porter, Steers, 1982). Social Exchange theorists state that employment is a give and take relationship of dedication and loyalty for tangible rewards and social benefits (e.g., Bateman Organ, 1983; Brief Motowidlo, 1986). The antecedents of POS and its outcomes are explained by the organisational support theory which (Eisenberger, Huntington, Hutchison, Sowa, 1986). This theory assumes that to determine organisations readiness to reward employee efforts and meet their socio emotional needs, employee forms general beliefs about the concern shown and expected in future by his organisation towards him. POS is also considered an assurance of the assistance that will be available to the employee in times of distress (cf. George, Reed, Ballard, Colin, Fielding, 1993). Actions taken by the agents of the organisation are representative of its intent and are not personal motives. The personification of the organisation is supported by its moral and legal respon sibilities, culture, norms and policies. Employees form perceptions based on the above indicators about the support they get from their work organisation (Levinson, 1965). This theory also states that POS should develop some kind of an obligation in the employee to perform for the organisation and help reach its objectives. The role discernment of employees is assumed to depend on the activities that the organisation sees as necessary for successful job performance (Porter Lawler, 1968). Performance is expected to increase with higher efforts put in by the employee and the perception that such fruitful efforts will be rewarded (Campbell, Dunnette, Lawler, Weick, 1970; Katz, 1964). Job Trust Trust is one of the most important fundamentals on which an employer-employee relationship is based. This relationship goes a long way in instilling confidence and destructing fear by creating a work environment free of worry and suspicion (Zeffane et.al, 2003). Trust has also been suggested to be a psychological state according to which it is measured on the basis of perceived vulnerability or risk due to the uncertainty involved (Kramer, 1999). In our research work we are concerned with the trust within the organization i.e. the extent of trust the employees have in the organization they work for, basically between employees and managers or supervisors. Thus in an organizational context trust is based on the social exchange theory mainly (Whitener et al., 1998), which explains trust to be an outcome of exchange of benefits between the two parties involved. The underlying concept involved here is â€Å"reciprocity†, which establishes the fact that investment in the employees in an organization in terms of recognition, empowerment, justice, support and other favours will always be returned and not go waste (Gouldner, 1960). According the research done by Prusak and Cohen (2001), it is possible for managers to develop an environment of trust in the organization by encouraging mutual trust, and support. This in turn increases the level of perceived faith in the organization by the employees. It has also been argued that this trust (McAllister, 1995) is the key to organizational trust and control. It leads to increased level of employee participation which involves decision making power in the hands of the subordinates which would inevitably lead to increase in mistakes. Thus, by delegating this power to the subordinates the organization increases the risk factor but at the same time, since this delegation needs a bond of trust (Yukl, 1994), gives a clear indication that organization believes in its employees and thus the individual perceives this organizational trust and in turn contributes effectively and positively towards the organization. It is also true that each individual perceives the level of trust differently. So, it is futile to hold common assumptions across all work relationships and thus context based analysis is required. The trust levels also vary on the basis of who is participating in the relationship i.e. at what level of the organization (Graham et al., 2006). Thus, this trust e xisting in an organization determines to a large extent an organizations culture and work dynamics, by influencing factors like organizational structure, job satisfaction and commitment (Zaffane et. al, 2003). Hence, we have taken this as one of the constructs (as a mediator) in our analysis of the relationship between perceived organizational support and job satisfaction. Job Satisfaction Job satisfaction was attributed to greatest possible earnings with the least amount of work done (Taylor, 1970). This controversial theory encouraged a number of other studies to prove the significance of other factors in determining job satisfaction. These factors were identified as communication apprehension, perceptions of immediate supervisors and employee esteem (Falcione, 1977). Also, job satisfaction was determined to be influenced by the returns or rewards expected by the individual and the extent to which she was able to achieve them in the job. (Jorgensen, 1973). Employee perceptions were considered more important in determining job satisfaction than physical evidences like pay (Brayfield et al., 1951). The short form version of Brayfield and Rothes scale was developed to measure employee perceptions about their job and organization (Algho et al., 1992). A lot of research has been targeted at job satisfaction and the turnover rates in the organizations or the employees inte ntion to quit. (Spector et al., 1997). In this regard, job satisfaction was proved to be related to job identification. Both of them were determined to be organizational anchors and were used to predict the turnover within organizations (De Moura et al., 2009). A precedent to job satisfaction was identified as job insecurity (Reisel et al., 2010) and an antecedent was found to be role conscientiousness and performance of extra-role tasks (Nathan et al.). Job satisfaction has often been positively linked to training and development opportunities in the organization. A significant positive relationship was observed between employer provided training satisfaction and overall job satisfaction of employees. Satisfaction with training and development significantly affects career decisions and is a valued factor among employees, thus significantly impacting job satisfaction (Schmidt, 2007). Also, job satisfaction was conceptually established as a mediator between perceived organizational s upport and job commitment. Empirically, a positive relationship was established between perceived organizational support and job satisfaction (Chiu et al., 2010). In a recent study on job satisfaction, a total of nine factors grouped under four headings were considered as precedents of job satisfaction. The four headings included organizational change, organizational support, job characteristics and managerial role. It was empirically proved that decentralization, informal communication, support from supervisor, participative organizational culture, autonomy and empowerment of employees and the type of role in the organization significantly influenced the job satisfaction of employees (Lee et al., 2008). The role of supervisory or immediate boss support was determined to be significant. As per the study, supervisors were perceived as the representatives of the organization by employees and are responsible for acting as the interface between organization and employees. Thus, they nat urally build a relationship with employees. Quality of this relationship was the significant determinant of employee perceptions and job satisfaction (Ladebo, 2008). The use of information systems in the organization has been observed to have a positive impact on employee job satisfaction. In the evolving workplaces of present, the ability to work flexibly and efficiently is observed to have a major impact on the technologically advanced employees. Thus, the installation of an efficient Information System, which provided easy access to information was observed to increase the job satisfaction scores significantly (Chen et al, 2008). The relationship between POS and Job Satisfaction POS is related to, yet different form the constructs like job satisfaction. POS is determined to have a strong influence on employee reactions to their jobs on various dimensions, including job satisfaction, job involvement and job commitment (Rhoades, 2002). As per the norms of reciprocity, an employee would react positively to good treatment from the supervisor or immediate boss. As the immediate boss is the direct representative of the organisation, a fair treatment from him would be seen to be organisational support and would encourage employees to go beyond their normal call of duty to reciprocate the good treatment (Rousseau, 1989). POS is defined as the perception which employees have of how much the organization values them, their contributions or cares about them. High POS would meet psychological needs of employees, e.g. approval, esteem and social identity needs. It would also motivate the employees by raising the expectations of rewards on above average or above expected performance (Eisenberger et al., 1986). Percieved organisational support has a positive relationship with psychological well being which is defined in terms of job satisfaction and life satisfaction. This relationship is mediated by effective commitment (Meyer et al., 2002). POS is most often observed to be positively related with organizational commitment (Shore et al., 1991). However, POS is still distinct from organisational commitment because while POS measures the extent to which organisation cares about its employees as per their perceptions, organisational commitment measures the extent to which employees see themselves as being committed to the organisation and thus satisfied (Shore et al., 1993) Without POS, employees may be unhappy with the tasks associated with their jobs and may be dissatisfied. POS is affected by the various aspects of an organizations treatment of its employees (Tansky et al., 2001). Organizational support is measured in terms of customized training op portunities and options of flexible working hours. Career satisfaction acts as a mediating variable for relationship between perceived organizational support and employees intentions to continue in the organization (Armstrong et al., 2009). Training and mentoring before special assignments has been seen to be a strong indicator of organisational support. These initiatives give a sense of security to employees and reassure them and organization will help them meet challenges. Thus, they identify more with the job and do it more efficiently (Cuplan, 2002). Many senior women managers have complained of the managements failure to recognise their talent and lack of support and advancement opportunities within the organisation. Women form only a tiny fraction of males in senior positions (Wellington et al., 2003). Such perceptions often lead to quitting the job, which is a significant indicator of reduced job satisfaction at negative perception of organisation justice (Jawahar et al., 2008). Both POS and JS are observed to be having significant relationship with organisation commitment, which shows the presence of a correlation between these variables. Organisational identification is seen to have a strong positive effect on outcome variables like job satisfaction (Abrams et al., 2001). Organisational support however indicates how well organisation takes care of the OID for their employees. POS theory suggests that if organisation takes good care of employees, they will develop a stronger attachment to the organisation (Rhoades et al., 200 1), hence being more satisfied and committed (Rhoades et al., 2002). Based on the above discussion, hypothesis H1 is proposed: H1. Perceived Organizational Support (POS) has a significant positive influence on Job Satisfaction (JS) The relationship between Job Trust and Job Satisfaction: Theoretically it seems quite obvious that job trust leads to job satisfaction in employees. Measuring the job trust implies probing into how the individual views the organization and also the bond he has with the organization (Perry et al., 2007). Many researchers have reported a positive relationship between job satisfaction and job trust. According to a research analysis aimed at studying the antecedents and outcomes of trust (Derks et.al 2002) found job satisfaction and job commitment as the major consequences. The level of trust existing in an organization determines to a large extent an organizations culture and work dynamics, by influencing factors like organizational structure, job satisfaction and commitment (Zaffane et. al, 2003). Thus, by building a high trust relationship with the subordinates, managers can increase organizational effectiveness through improved levels of job satisfaction. But once this trust is broken, it leads to a never ending cycle of mistrust and conse quently an organizational environment, where employees are distressed, insecure and unsatisfied (Zaffane et. al, 2003). And since job satisfaction and job commitment are strongly related to trust, job commitment being the antecedent of job satisfaction (Mowday et.al 1974), such a situation is really alarming for organizations. The job trust is mostly perceived as the trust between the employees and their managers or the superiors. It has been further proven that if the employees show trust in their superiors then the superiors have greater influence on them (Goris et al. 2003). The reason being the superiors are responsible for many duties which shape the career of their subordinates like performance evaluations, guidance in terms of job responsibilities and training. Thus if the trust on the basis of such parameters in a manager increases then as a result job satisfaction also increases (Dirks et al. 2001). Also, this increased level of trust encourages cooperation, reduction in conflicts and thus improved job satisfaction. Hence the Hypothesis H2: There exists a positive relationship between Job Trust and Job Satisfaction The relationship between POS and Job Trust Many studies have been conducted on measuring the levels of job trust (Dietz and Den Hartog, 2006) and POS in organisations. Trust between two entities is stated as the readiness of one (Trustor) to be susceptible to the actions of the other (Trustee). This readiness of the trustor is basically his expectation that the one he trusts will act in his favour irrespective of exercising control and supervision (Mayer et al., 1995). Job Trust is considered of high importance in todays organisations because it has been empirically established that when trust levels are high, organisation commitment is high (Brockner et al., 1997). As per the definition of trust used above lack of trust means a higher need of monitoring (Handy, 1995) and increased trust levels suggests lower need for supervision (Bradach and Eccles, 1989; Ouchi, 1979). POS as defined above is believed to affect Job Trust though there is not enough empirical evidence available. There is enough research available on the antece dents of POS and its outcomes but none talks about the Job Trust with specific mention. POS is has its theoretical roots in the social exchange relationship (Allen and Brady, 1997), in which the employee is obliged to reciprocate to the organisation like he feels about it (Eisenberger et al., 2001). If employees believe that their organisation or for that matter immediate superior is truly interested in their well being then trust will develop (Doney et al., 1998). Researches indicate that increased perception of organisational support results in increased efforts jointly put in by the employees to achieve the organisations objectives (Eisenberger et al., 1986). Research conducted by Cook and Wall(1980) noted that there is a positive correlation between trust and involvement with the work organisation. Similarly studies reveal a positive relationship between POS, affective attachment and expectations of performance related rewards (Eisenberger et al., 1990). According to a research conducted by Florence et al., (2006), the relationship between procedural justice and tru st is partially mediated by POS. Also trust has been found to mediate the relationship between procedural justice and organisational citizenship behaviour (Konovsky and Pugh, 1994), POS is also a mediator of the link between the above two (Moorman et al., 1998). Thus we can expect a possible linkage between trust and POS. Hence the Hypothesis H3: There exists a positive relationship between POS and Job Trust Employment sectors moderating role on the model In this research we have taken into account the moderating effect of the dichotomous moderator: the employment sector of the respondent i.e. public and private sector. The definition of employment sector in the Indian context refers to the government owned and operated organisations which come under public sector and privately owned entities which are termed the private sector organisations. Employee job satisfaction has been studied extensively on various occasions but a research aiming to bring out differences in the levels of observed POS, Trust and Job Satisfaction and the relationships between them in Public and Private sector have not been studied in depth. Since the work culture of these two sectors are very different and so are the job factors. The work environment in the private sector is more competitive, open and result-oriented while in public sector its conservative, less open to new ideas and generally plunged by stagnation in the long run. So, we aim to analyze the var iables of POS, trust and job satisfaction in these two sectors and try to find the differences in perception due to the way the system works. 0.322* 0.553* 0.253* 0.184/ 0.441* 0.439*/ 0.642* 0.096/ 0.412* In the above figure Number 1/ Number 2: Standard beta coefficient of Public sector/ Standard Beta Coefficient of Private sector Methods Sample In all 183 respondents employed in managerial capacity in public and private sector establishments in India were administered this survey asking their perceptions about the job, organisational support and satisfaction. The questionnaires were electronically mailed to the target group which constituted equal number of respondents from both sectors and a wide arena of industries like banking, information technology, power generation etc. Measures Unless otherwise stated all the following constructs have been measured by Likert scales with responses ranging from strongly agree to strongly disagree. Perceived Organisational Support: Employees perception of organisational support has been measured using an 8 item and a 5 point scale developed by Eisenberger (2001). A sample item is, My organization strongly considers my goals and values. Job trust: Trust that the employee has in his or her organization has been measured using a 7 item and a 5 point scale developed by Tyler (2003). A sample item is In my organization, my views are considered when decisions are made. Job Satisfaction: The contentment that the employee derives from the nature of his job is measured by a 7 item and 7 point scale developed by Brayfield and Rothe (1951). A sample item is . I feel fairly satisfied with my present job. Limitations and Conclusion One of the limitations of this research proposal is the diversity in the years of experience of the respondents. Public sector employees who were administered this survey had a higher average years of experience while the private sector employees were new entrants into employments. The difference in expectations and parameters on which their perceptions are based may have affected the results of the research. Second, the respondents in the public and the private sector work in entirely different industries. For example, the respondents from the public sector undertakings are mainly from the banking and power generation sector whereas private sector respondents belong to information technology, consultancies etc. Direct comparison of public and private sector employees working in the same industry has not been brought out clearly. Third, the method of data collection through the internet is not entirely accurate and reliable. References Allen, M.W. and Brady, R.M. (1997), ‘‘Total quality management, organizational commitment, perceived organizational support, and intraorganizational communication, Management Communication Quarterly, Vol. 10 No. 3, pp. 316-41. Bateman, T. S., Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee â€Å"citizenship.† Academy of Management Journal, 26, 587-595. Bradach, J.L. and Eccles, R.G. (1989), ‘‘Price, authority, and trust: from ideal types to plural forms, in Richard Scott, W. and Judith Blake (Eds), Annual Review of Sociology, Annual Reviews, Palo Alto, CA, pp. 97-118. Brief, A. P., Motowidlo, S. J. (1986). Prosocial organizational behaviors. Academy of Management Review, 11, 710-725. Brockner, J., Siegel, P.A., Daly, J.P. and Martin, C. (1997), ‘‘When trust matters: the moderating effect of outcome favorability, Administrative Science Quarterly, Vol. 42, pp. 558-83. Campbell, J. P., Dunnette, M. D., Lawler, E. E., Weick, K. E. (1970). Managerial behavior, performance, and effectiveness. New York: Mc- Graw-Hill. Cook, J.D. and Wall, T.D. (1980), ‘‘New work attitude measures of trust, organizational commitment and personal need non-fulfillment, Journal of Occupational Psychology, Vol. 53, pp. 39-52. Dietz, G. and Den Hartog, D. (2006), ‘‘Measuring trust inside organizations, Personnel Review, Vol. 35 No. 5, pp. 557-88. Doney, P.M., Cannon, J.P. and Mullen, M.R. (1998), ‘‘Understanding the influence of national culture on the development of trust, Academy of Management Review, Vol. 23 No. 3, pp. 601-20 Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P.D. and Rhoades, L. (2001), ‘‘Reciprocation of perceived organizational support, Journal of Applied Psychology, Vol. 86 No. 1, pp. 42-51. Eisenberger, R., Fasolo, P. and Davis-LaMastro, V. (1990), ‘‘Perceived organizational support and employee diligence, commitment, and innovation, Journal of Applied Psychology, Vol. 75 No. 1, pp. 51-9. Eisenberger, R., Huntington, R., Hutchison, S. and Sowa, D. (1986), ‘‘Perceived organizational support, Journal of Applied Psychology, Vol. 71 No. 3, pp. 500-7. Eisenberger, R., Huntington, R., Hutchison, S., Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71, 500-507. Florence, S., David, C., Liesbeth, M., V. (2006) â€Å"Perceived Support as a Mediator of the Relationship Between Justice and Trust†, Group and Organisation Management George, J. M., Reed, T. F., Ballard, K. A., Colin, J., Fielding, J. (1993). Contact with AIDS patients as a source of work-related distress: Effects of organizational and social support. Academy of Management Journal, 36, 157-171. Katz, D. (1964). The motivational basis of organizational behavior. Behavioral Science, 9, 131-146. Konovsky, M.A. and Pugh, S.D. (1994), ‘‘Citizenship behavior and social exchange, Academy of Management Journal, Vol. 37 No. 3, pp. 656-69. Levinson, H. (1965). Reciprocation: The relationship between man and organization. Administrative Science Quarterly, 9, 370-390 Linda Rhoades and Robert Eisenberger, â€Å"Perceived Organizational Support: A Review of the Literature†, Journal of Applied Psychology, 2002 Vol. 87, No. 4, 698-714 Mathieu, J. E., Zajac, D. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108, 171-194. Mayer, R.C., Davis, J.H. and Schoorman, F.D. (1995), ‘‘An integrative model of organizational trust, Academy of Management Review, Vol. 20 No. 3, pp. 709-34. Meyer, J. P., Allen, N. J. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage. Moorman, R.H., Blakely, G.L. and Niehoff, B.P. (1998), ‘‘Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behaviour, Academy of Management Journal, Vol. 41 No. 3, pp. 351-57. Mowday, R. T., Porter, L. W., Steers, R. M. (1982). Organizational linkages: The psychology of commitment, absenteeism, and turnover. San Diego, CA: Academic Press. Porter, L. W., Lawler, E. E. (1968). Managerial attitudes and performance. Homewood, IL: Irwin. Yukl, G.P. (1994), â€Å"Leadership in Organizations†, Englewood Cliffs, NJ: Prentice Hall Dietz, G., Deanne, N. (2006), â€Å"Measuring trust inside organizations†, Personnel Review, Vol. 35 No. 5, pp. 557-588 Zeffane, R., Connell, J. (2003), â€Å"Trust and HRM in the new millennium†, International Journal of Human Resource Management, Vol. 14 No.2, pp.1-9. Kramer, R. M. (1999). â€Å"Trust and distrust in organizations: Emerging perspectives, enduring questions†, American Psychological Review, 50, 569-598. Whitener, E.M., Brodt, S.E., Korsgaard, M.A. and Werner, J.M. (1998) ‘Managers as Initiators of Trust: An Exchange Relationship Framework for Understanding Managerial Trustworthy Behavior, Academy of Management Review, 23(3) July/August: 513-30 Gouldner, A.W. (1960) â€Å"The Norm of Reciprocity: A Preliminary Statement†, American Sociological Review, 25: 161-79 McAllister, D.J. (1995) â€Å"Affect- and Cognition- Based Trust as Foundations for Interpersonal Cooperation in Organizations†, Academy of Management Journal, 38(1): 24-59 Ronald, W., Lawrence, D. (2007) â€Å"Organizational Trust, Trust in the Chief Executive and Work Satisfaction†, Public Personnel Management, Volume 36 No. 2 Dirks, K.T., Ferrin, D.L. (2002), â€Å"The role of trust in organizational settings†, Organization Science, Vol. 12 No.4, pp.450-67. Mowday, R.T., Porter, L., Du

Doctor Faustus - Analysis Essay -- essays research papers

I. The play Doctor Faustus by Christopher Marlow was first published in Manchester by Manchester Publishing in 1588, no information about the play’s first production date was found. II. Doctor Faustus is contrived of the following: Faustus, a man well learned in medicine and other knowledge’s known to man is dissatisfied with where his life is heading so he calls upon the Lucifer and His accomplice, Mephistophilis, to teach him the ways of magic. They agree to be his tutors only if Faustus will sell his soul to Lucifer and be His after 20 years. Faustus agrees and goes through trying times where he is unsure of his decision and considers repenting but then is persuaded again and again that the magic powers of the Devil are far more satisfying than the powers of Heaven. III. Faustus is portrayed as a very individual character. He changes and is shaped by the events that happen all around him. Everything he does affects his future outcome. For example his decision to give up his studies of medicine were very un-stereotypical of a character that is studying to be a doctor to do. Even more so is his decision to take upon the necromantics of the devil. He says, â€Å"Then read no more; thou hast attain'd that end: A greater subject fitteth Faustus' wit.† (1.11) He believes that he has learned enough information about all the great things of the world and there is nothing left to study that will intrigue him as much as magic will. His curious personality affects the play because his decisions determine the plot. For example the Seven Deadly Sins entice him so he becomes convinced not to repent his sin. This characterizes him as gullible, curious and adventurous. He becomes obsessed with his magic and he absolutely loves having the powers to do any thing he pleases. An example of this is when he conjures up Helen. He knows he can do whatever he wants without reservation so he chooses to conjure the woman who launched a thousand ships. This shows that not only is he gullible, curious and obsessed but also Faustus only wishes for the best in whatever he does; the best that will please him. Mephistophilis is the opposite of Faustus. Mephistophilis is the stereotype of the typical conniving Devil’s assistant. He is always pressuring Faustus to listen to his â€Å"bad angel† and act upon his desires instead of his intellect. Mephistophilis’ personality influences the entire pl... ...ing. If it were to be produced in a modern setting it should not stray to far from the playwright’s original intentions. I went to see this play produced at UMASS last semester; it was what prompted me to read the play for this analysis. I walked out of the theatre totally confused about what had just saw and so did the person that I went to see it with. The director changed so much of the script and altered the playwright’s intentions so much that the entire production was a fast whirlwind of confusion with random things thrown in. It was not until I read the play did I understand what some of those things were. I believe if this play is to be produced modernly the language can be changed to modern English but the plot should stay the same without many alterations. We need to see the entire story in order to understand exactly what is going on. We can do this by changing some of the characters to more modern people of today’s society that the audience can re late to; such as instead of Faustus conjuring Helen he could conjure a popular supermodel instead. Modernizing in this way would give a better understanding to the audience of what the play is about and what the story line is.

Bilingual Education: Social Justice for All Essay -- Argumentative Per

  Ã‚  Ã‚   To be honest, I didn't know very much about the legal status and specific methods involved in bilingual education. Researching bilingual education helped me develop a broad understanding of the controversy and sufficient knowledge to be able to defend which method I think is the most effective. The biggest challenge in presenting my argument was focusing on a topic, because bilingual education is a broad topic with many ramifications. After considering many possible angles, I finally chose to write about two-way bilingual education because it is an effective method that has not been implemented very frequently in the educational system. The front doors of Chamberlain Elementary School in Goshen, Indiana are plastered with advertisements for GED courses for Spanish speakers and bilingual memos reminding parents of the upcoming parent-teacher conferences. Colorful posters in either Spanish or English, with the corresponding translation posted alongside them, deck the hallways. Over a third of the student body belongs to a linguistic minority group, with Spanish being by far the most common language. Thus, Chamberlain administrators and teachers face the daily challenge of meeting the needs of a diverse student body within the context of an English-speaking public institution. The school is well known throughout the area for its efforts in embracing diversity, projecting itself as a multicultural institution, and connecting with families regardless of their cultural background. However, in meeting the linguistic needs of its diverse population, Chamberlain falls sadly short. Volunteers or trained teachers pull students out of their classrooms for a brief lesson each day in English as a Second Language (ESL). Language minor... ...eadership (Dec.99-Jan.00): 62-67. Porter Pedalino, Rosalie. "The Benefits of English Immersion." Educational Leadership (Dec.99-Jan.00): 52-56. Quezada, Maria S., Terrence G. Wiley, and J. David Ramirez. "How the Reform Agenda Shortchanges English Learners." Educational Leadership (Dec.99-Jan.00): 57-61. Rippberger, Susan J. "Ideological Shifts in Bilingual Education." Comparative Educational Review (Feb.93): 50-61. Rodriguez, Roberto. "The Politics of Language." Hispanic (Apr.96): 53. Rothstein, Richard. "Bilingual Education: The Controversy." Phi Delta Kappan (May 98): 672-678. Thomas, Wayne P., and Virginia P. Collier. "Accelerated Schooling for English Language Learners." Educational Leadership (Apr.99): 46-49. Thomas, Wayne P., and Virginia P. Collier. "Two Languages are Better Than One." Educational Leadership (Dec.97-Jan.98): 23-26.

Did the New Deal Prolong the Great Depression?

Did the New Deal Prolong the Great Depression? Yes: Burton W. Folsom, Jr. * The Cabinet head had personal connections with the President. Made him bias towards FDR’s ideas * Unemployment was higher in 1939 than in 1931 after hoover left office * Govt went from running a surplus to a deficit * Seven Years of trade deficits cursed American GDP over the span of the New Deal * Welfare and Social Security kept lazy people lazy and made hard working people take pay cuts * The economy is self regulating and self healing; it would have fixed itself in time(not 12 years though) * IT was â€Å"Constraints School† The US economy was in a nose-dive for the first 6 years of FDR’s presidency, but he kept the Ether up and promised progress * Roosevelt Raised taxes across the board†¦ Sounds familiar to what is going on now†¦ damn Obama * If the war did not come about, FDR would not have lasted the 4 terms. NO: Roger Biles * FDR believed Taking a method and trying it un til it worked or didn’t. It it did, then keep doing it; if it didn’t admit that defeat and try something else. He used the Federal Gov’t to â€Å"help† regulate the economy(kind of like genetically engineering which also doesn’t work 100% of the time) * Unemployment decreased over the first 5 years of FDR’s presidency * The FDIC insured everyone’s money that is in the bank which is something that the US needed in 1929 * FDR created hope for everyone with Social Security, Welfare and Section 8 housing * He created the US postal service, rural electrification act, and rural mail act * Roosevelt changed the form of Gov’t in a short 12 years * He created â€Å"Wealth Tax† (sounds familiar AGAIN! which â€Å"affected Very few taxpayers† * He then Repealed the â€Å"Wealth Tax† because it didn’t work FDR’s new deal was a great idea in theory(so is Marxism), but wasn’t the best idea for the ti me. What he did is kind of what we are going through today: Promising change but not saying when, Increasing taxes and hoping it will help your deficit, and tried to intervene with the self regulating economy. The New Deal DID work, but only because WWII brought the need for production back to America; without that, the New Deal would have taked much much longer to work.