Law of Life Essay free essay sample

Law of Life â€Å"Live as if you were to die tomorrow, learn as if you were to live forever† (Gandhi). Although this one sentence may not have a very big impact in your mind, it does for me. No, it is not because it was said by Gandhi, but because it has a certain meaning to it that cannot be expressed in words. It is that one meaning that we all strive to find in our own separate laws of life. Many do actually find their interpretation, however what one approves as one’s interpretation of a quote a cheesy way to do so for another. However, for this quote, there is only one proper meaning. Let’s take it phrase by phrase. The first phrase says, â€Å"Live as if you were to die tomorrow†¦Ã¢â‚¬  (Gandhi). When we look at this phrase in retrospectively we can take out many views from it. We will write a custom essay sample on Law of Life Essay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The first and foremost is a common word people all over the nation use every day, YOLO. That’s right, You Only Live Once, aka YOLO. Even with this simple phrase people mistake the true meaning behind it. YOLO does not mean to go around doing whatever you like whenever you want; it means that you should do productive activities that benefit the welfare of society and bring a worldwide issue to an end. When I say this I do not mean that one should solve world hunger one day and find the cure for cancer the next day. Although that would be awesome and you would be the most respected person alive; we know that is very unrealistic. Rather, on should take realistic steps that help in the international effort to solve these problems. A couple of years back, I was in India at my uncle’s house. Every day at around dinnertime, a poverty stricken boy would walk from house to house looking for food. He was given food but he kept me thinking on how his misery could come to an end and have a chance of actually getting somewhere in his lifetime. Someday we will find out and change the world. â€Å"†¦learn as if you were to live forever† (Gandhi). The first thing that popped into my mind is a famous Latin proverb; â€Å"Usus est magister optimus† (Unknown). This translates to, â€Å"Experience is the best teacher†. The phrase is pretty self-explanatory. Whatever we do, there is always a way to go through that one activity more efficiently and have it result in a better outcome. This makes us realize that the next time we do the same activity we should improve the way we prepare and/or perform it and get it as close to perfect as we can. I was reminded of my black belt testing for taekwondo as I wrote this. Two summers ago, I tested for my first black belt. One of the things we had to do is break two boards with two different techniques. One of the boards broke easily and the touch of my arm. The other was a bit trickier. I kicked the board and tried to break it two times and missed. This left me baffled because I had broken them easily when I was practicing. I was called to the judges table and the judges talked to me and told me how I could fix my technique. I listened and followed what they said and I finally broke the board. I eventually did find out what I was doing wrong and made sure to think of doing the opposite when I used that kick for I did not want to go back to the old days. Ever since that day I have never missed a board with that kick. This shows that even after practicing for a thousand times, there is still something to learn in everything you do. (636 words)

Advice to Wolverton Boxing Club on the grounds Essay Example

Advice to Wolverton Boxing Club on the grounds Essay Example Advice to Wolverton Boxing Club on the grounds Essay Advice to Wolverton Boxing Club on the grounds Essay Advice to Wolverton Boxing Club on the evidences it might hold for disputing the lawfulness of the Healthy Lifestyle Sports Council’s determination and the likeliness of the success of any such challenge. Introduction The preliminary advice offered to the Club should get down with saying that the most suited signifier of challenge to the determination made by the Council would be Judicial Review. Judicial Review is the mechanism whereby the tribunals are able to size up the determination doing procedure of public governments and officials ( 1 ) The evidences available come under three separate headers and they are: illegality, unreason and procedural improperness. It is possible to obtain a Judicial Review redress using one or more of these evidences and how these peculiar evidences can outdo help the Club shall be explored in deepness below. Before it is possible to determine the likely success of such challenges, it is imperative to guarantee that the Club will be given leave to use for Judicial Review. Once this has been done, the success or otherwise of the challenge will rest on the mode by which the determination was reached, as: †¦Judicial Review is concerned with the legality of the d etermination made, non with the virtues of the peculiar decision ( 2 ) Evidences for challenge Illegality The most obvious case of illegality is where the determination shaper has made a determination he merely does non hold the power to make ( 3 ) , nevertheless, it is apparently non the instance in this state of affairs, as the determination appears within the range of the statute law. Another land of challenge is the no grounds for a fact. However, the Club would undoubtedly be unsuccessful with this as there is plentifulness of grounds that pugilism is a dangerous activity and this was one of the facts used by the Council to account for their determination. Maltreatment of discretion could be a utile land of challenge, as the Council is under a responsibility to use the powers given to it, for the intents as set out in the Act and non for any different more personal grounds. The success of this land of challenge can be seen in Padfield v Minister for Agriculture [ 1968 ] 1 All ER 694, where the curate in inquiry used his powers for his ain grounds, instead than for the intents for wh ich the powers were given to him. It is surely arguable in this instance that the Council, could be utilizing its powers, to foster the aims of its Chairperson, instead than for the echt publicity of: sports that contribute to good health’ as espoused in the Act itself. In the of import instance of R v Secretary of State for the Enviornment ex parte Brent LBC [ 1983 ] 3 All ER 321 the tribunal judgement stated that The Minister is entitled to hold in his head his policy. To this extent the mention to maintaining an unfastened head does non intend an empty head. His head must be kept ajar. Procedural Impropriety This is possibly the land of challenge, which is most likely to win on the facts of this instance. There are several strands to this challenge, one of which is the presence of procedural prejudice. It has been stated that: ordinary members of legislative bodies†¦ought non to demo personal prejudice, or take part in deliberations in regard of which they have a proprietary interest. ( 4 ) In this state of affairs there are evidences to say the determination shapers in inquiry are slightly biased against the thought of pugilism, as a donee of the Council’s financess. These evidences are foremost, the fact that the Chairperson of the Council is married to a individual closely involved with runing against packaging and most perceptibly the inflammatory linguistic communication used by the Council, in their refusal of the Club’s application, mentioning to packaging as immoral . Another land that could turn out successful, is reasoning that the Council fettered its discretion when it came to its determination. The seminal instance of R v Secretary of State for the Home Department ex parte Fire Brigades Union [ 1995 ] 1 AC 513 shows that: the tribunals will non let a determination shaper to bind’ or shackle its discretion by following a stiff or blazing policy, so that the result of a peculiar instance is decided in progress or without proper consideration ( 5 ) Irrationality This is the land of challenge that trades with stuff defects in the decision-making procedure itself and looks at the factors considered when the determination was being made. Lord Greene in Associated Provincial Picture Houses Ltd 5 Wednesbury Corporation [ 1948 ] described an illustration of a determination, which might fall into this land: a determination on a component affair that is so unreasonable that no sensible authorization could hold come to it One other possible land would be, if it could be proven that the Council acted randomly when coming to their determination. If this could be proved so this instance could follow in a similar mode to that of R v Secretary of State for the Home Department ex parte McCartney [ 1994 ] COD 528, when a determination by the Home Secretary was overturned, due to the fact that it was proven to be slightly irrational in substance and lacked the proper objectiveness required of people who hold public maps. A farther potentially successful chal lenge could be made, presuming it can be proved that the Club either did non burden the factors that resulted in the determination decently, or if the logical thinking in coming to the decision was flawed. The instance of R v Secretary of State for the Home Department ex parte Cox [ 1993 ] Admin LR17, demonstrates that the tribunals are prepared to repress determinations in state of affairss affecting suited weight non being given to of import and relevant standards. In the instance of the determination in manus, it would look that equal weight was non given to the legion wellness and fittingness benefits of packaging developing. Such benefits themselves, would be in line with the aim of subdivision 2 of the Act itself. Likelihood of success of challenge Before one can get down to measure the opportunities of the success of a Judicial Review of the determination of the Council, it is of import to guarantee that leave will be granted in the first topographic point for such a Review. There are certain standards that a claim needs to fulfill before the tribunals will get down a Reappraisal: Are at that place other redresss available? One really influential factor, which the tribunal will see when make up ones minding whether or non to allow go forth to use for Judicial Review, is the presence of alternate redresss via other agencies. In this instance nevertheless, the Act bars any entreaties against the determinations of the Council. Does the Club have Locus Standi? The SCA declares that: No application for Judicial Review shall be made unless the leave of the High Court has been obtained in conformity with the regulations of the tribunal ; and the tribunal shall non allow leave to do such an application unless it considers the applier has sufficient involvement in the matter ( 6 ) In this state of affairs, sing the Club’s direct engagement in the affair in inquiry, it is most likely that such a direct personal involvement will ever represent a sufficient interest. ( 7 )Is the application within the statutory clip bounds? The application for Review must be sought every bit rapidly as possible, as there is a opportunity that undue hold could be fatal to such an application. The SCA provinces: Where the High Court considers that there has been undue hold in doing an order for Judicial Review the Court may decline to allow – leave for doing the application ; or any alleviation sought in the application ( 8 ) An applier may lose his claim to alleviation because his ain behavior has been unmeritorious or unreasonable†¦An applier may hold raised his expostulation excessively late ( 9 ) Rule 54.5 ( 1 ) of the CPR sets the clip bound for applications for Judicial Review at three months, so if the clip bound has expired, the opportunities of successfully disputing the determination are much diminished and rest on the discretion of the tribunal ; normally merely applied in exceeding fortunes. It is even a possibility that an ouster clause’ may be present in the Act, and for this ground before elaborate advice can be given, the Act would necessitate to be studied in great item. Assuming the diction is sufficiently clear, Judicial Review can be excluded all together via a clause of this type. It is evidently really of import to detect the content of the Act, as it will to some extent determine whether a challenge is available in the first topographic point. Is the Council a populace organic structure? Judicial Review is merely available to prove the lawfulness of determinations made by public bodies ( 10 ) In the seminal instance of Datafin, Lord Justice Lloyd asserted For the most portion the beginning of power will be decisive ( 11 ) The Council was set up under an act of parliament, viz. the Sporting ( Healthy Exercise ) Act and if a organic structure is set up under statute†¦then the beginning of power brings the organic structure within the range of Judicial Review. ( 12 ) First, on the balance of chances, it is likely that the Club, depending upon length of clip since the determination was announced, and the contents of the Act itself, will be granted leave to obtain Judicial Review. The concluding behind this, is that the Council is a public organic structure and is hence capable to Judicial Review and the Club has the needed locus standi’ to prosecute the claim and eventually harmonizing to the Act, there is no other signifier of entreaty against the Council’s determination. Trying to turn out one of the evidences of challenge will turn out more hard nevertheless. The land that is likely to be easiest to turn out in tribunal is procedural improperness, as it can be demonstrated reasonably confidently that the Council exhibited marks of prejudice, when coming to the determination to decline the petition from the Club. It is of import to gain nevertheless that: the most active redresss of administrative law†¦are discretional and the tribunal may keep back them if it thinks fit. In other words, the tribunal may happen some act to be improper but nethertheless diminution to intervene ( 13 ) The tribunal may make up ones mind that while determination non to present the Club money under the fund was so faulty no existent unfairness was suffered by the Club during the process. There is ever a certain grade of uncertainness when covering with Judicial Review for this really ground and so the Club could neer be guaranteed to obtain the consequence they are looking for, viz. the reversal of the Council’s determination. Abbreviations Wolverton Boxing Club – The Club Healthy Lifestyle Sports Council – The Council The Civil Procedure Rules 1998 – The CPR The Supreme Court Act 1981 – The SCA R 5 City Panel on Takeovers and Mergers ex parte Datafin Ltd ( 1987 ) – Datafin The Sporting ( Healthy Exercise ) Act The Act Footnotes 1. Graduate Diploma in Law: Constitutional and Administrative Law 2007-8 – BPP Law Courses Ltd, 2007 p218 2. Constitutional and Administrative Law ( 5th edition ) – Hilaire Barnett ( Australia, 2004 ) p707 3. Commercial Judicial Review – Philip Engelman ( London, 2001 ) p28 4. De Smith’s Judicial Review ( 6ThursdayEdition ) – Harry Woolf, Jeffrey Jowell and Andrew Le Sueur ( London, 2007 ) p530 5. Graduate Diploma in Law: Constitutional and Administrative Law 2007-8 – BPP Law Courses Ltd, 2007 p248 6. SCA 1981 s31 ( 3 ) 7. Commercial Judicial Review – Philip Engelman ( London, 2001 ) p23 8. SCA 81 s31 ( 6 ) 9. Adminstrative Law ( Ninth edition ) – Sir William Wade ( Oxford University Press, 2004 ) p702 10. Constitutional and Administrative Law ( 5th edition ) – Hilaire Barnett ( Australia, 2004 ) p710 11. Constitutional and Administrative Law ( 5th edition ) – Hilaire Barnett ( Australia, 2004 ) p711 12. Constitutional and Administrative Law ( 5th edition ) – Hilaire Barnett ( Australia, 2004 ) p711 13. Adminstrative Law ( Ninth edition ) – Sir William Wade ( Oxford University Press, 2004 ) p700 Bibliography Legislation The CPR 1998 Books The Civil Court Practice 2006 ( Vol 1 ) – published by Reed Elsevier ( UK ) Ltd, 2006 Public Law ( 3rdEdition ) – John F. McEldowney ( London, 2002 ) De Smith’s Judicial Review ( 6ThursdayEdition ) – Harry Woolf, Jeffrey Jowell and Andrew Le Sueur ( London, 2007 ) Adminstrative Law ( Ninth edition ) – Sir William Wade ( Oxford University Press, 2004 ) Constitutional and Administrative Law ( 5th edition ) – Hilaire Barnett ( Australia, 2004 ) Commercial Judicial Review – Philip Engelman ( London, 2001 ) Graduate Diploma in Law: Constitutional and Administrative Law 2007-8 – BPP Law Courses Ltd, 2007 Web sites www.lexisnexis.co.uk www.lawtel.co.uk

Describing the leadership style of someone you respect Essay

Describing the leadership style of someone you respect - Essay Example Leadership is about how one overlooks personal interest to satisfy the needs of an organization and its workforce. This is exhibited prominently by Bobbi Quick, the former VP of operations at the Member Service centre where I work. Leadership is about what one thinks of themselves and the self-image one presents. Tracy Brian emphasizes this in the assertion â€Å"If you want to be a leader or a better leader, remember that it’s all up to you. It’s in your hands, or, even more important, in your mind† (Tracy 7). Quick has unceasingly demonstrated the ability to lead effortlessly and exemplary. Firstly, there exists an inherent belief to be a great leader that has in point of fact become a reality (Tracy 56). Self-confidence and the desire to lead are integral components that I admire in Quick’s form of leadership. Bobbi Quick’s approach to governance characterizes transactional leadership. A transactional leader is one who organizes people to realize a set objective. To some extent, a transactional and transformational leader presents similar characteristics. Quick’s basis of power is based on the interests of the workforce and their adaptability to the work setting. She has such high energy and really gets individuals excited to work for her while making one feel their contributions to the business really matter. In the main, it is her personality that fuels the remarkable association she has with the workforce. To a great extent, she reminds me of Groucho Marx’ quote, â€Å"Only one man in a thousand is a leader of men -- the other 999 follow women.† It is nearly impossible to such a leader who not only leads but also inspires and influences the workforce. This sentiment is echoed by Alan Murray, who posits that leadership is about adapting to the situation at ha nd and the requirements of the people involved. The influence that Bobbi Quick has in my life is

Human Resource Management in the Multinational Context Research Paper

Human Resource Management in the Multinational Context - Research Paper Example Alignment of HRM strategy in MNCs is of importance when it comes to strategic implementation (Chew & Horwitz 2004, p. 33). This is the alignment of HHRM systems and policies with the organizational goals and policies in order to achieve the established operational goal and competitive strategy of the firm. HRM system must be deemed as a source of the firm’s competitive advantage in any multination for it to be successful (Sparrow et al 1994, p. 268). IHR function constitutes of corporate HRM group managing the various roles and practices of personnel management. This HRM group has about 500 level managers who carry out the global service program. In line with the company’s philosophy, the HRM group manages the various subsidiaries in line with the markets they operate in, for instance, the company applies varying HR standards in different market operations. Salary standards are applied differently in a different market and the aim is to ensure that their salary scale re mains competitive in the markets. Multinationals like Coca Cola staffs its operations from the local personnel and only engages expatriates where the system demands. According to Caligiuri et al (2010, p. 3), successful MNC companies manage their global staff in ways that match their strategic needs as well as the demands of their markets. Global market offers different external environments and varying skills and capabilities in the global labor market HR plays a critically important role in managing the companies’ global operations and enhancing their competitiveness. IHRM policies and practices play an important role in strengthening interunit linkages in various ways including staffing policies, comprehensive planning of human resource, compensation policies, performance appraisals, and development and training of staff. As the report stresses business today is no longer limited to the countries’ national boundaries. Large multinationals do a significant percentage of their business activities outside their home market and country; this has resulted from continued establishment and strengthening of business in the overseas by multinationals. Competitiveness in these corporations has largely been determined by their effectiveness in the international market, this is in turn determined by the effectiveness of global managers particularly the international human resource managers who can function effectively in the international business activities. IHR practices are critically important in determining the effectiveness of multinationals.

Impact of organizational change on employees commitment

Impact of organizational change on employees commitment IMPACT OF ORGANIZATIONAL CHANGE ON EMPLOYEES COMMITMENT Employee commitment has been an important factor to determine the success of an organization. In the current section we are going to see the influence of organizational change on employees commitment. Many authors and researchers have concentrated on reactions closely associated with the change itself, such as participants openness to change (Wanberg Banas, 2000), willingness for change (Armenakis et al, 1993), confrontation to change (Kotter Schlesinger, 1979), or pessimism toward change (Wanous, Reichers, Austin, 2000). On the other hand few researchers have focused on broader workplace outcomes, such as organizational commitment and absenteeism (Hui Lee, 2000). But, Hercovitch Meyer (2002) investigated individuals support for a single change initiative as a function of both commitment to change and organizational commitment. Judge et al. (1999) argues that if it is known how a change initiative is managed and the consequences of the change initiative can impact organizational commitment as they cause employees to re-evaluate their personal association with the organization. Thus, knowing that organizational change may indicate alterations in the rapport between the employe e and the organization (Caldwell et al., 2004), it is important for management to understand how change initiatives may strengthen or weaken employees commitment to the organization. Coetsee (1999) argues that commitment is one of the important factors involved in employees support for change initiatives. Some aspects of change initiatives may also play important role in the change-commitment relationship. First, attitudinal reactions to change are considered to be focused, in part, by feelings of uncertainty, loss of control, and fear of failure engendered by the change events (Oreg, 2003). As such, the magnitude or extensiveness of a particular change, by affecting the degree of such feelings, provides a context within which fairness and favourableness are evaluated in shaping employees responses to the change (Caldwell et al, 2004). Second, a given organizational change can be conceived as occurring or having different impact at different organizational levels, such as the organizational, work group, or individual levels (Goodman Rousseau, 2004). Fedor et al (2006) suggests that Changes having proximal impact, that is, changes affecting ones own job needs or ones immediate work group should be more salient in shaping the change-commitment relationship than changes having their eff ects at higher levels in the organization. Hercovitch Meyer (2002) defined commitment to a change as â€Å"a mindset that binds an individual to a course of action deemed necessary for the successful implementation of a change initiative†, and argued that this mindset â€Å"can reflect (a) a desire to provide support for the change based on a belief in its inherent benefits (affective commitment to the change), (b) a recognition that there are costs associated with failure to provide support for the change (continuance commitment to the change), and (c) a sense of obligation to provide support for the change (normative commitment to the change)†. Attitudes towards organizational change The role of organizational commitment in a change context is evident from the change management literature (Vakola Nikolaou, 2005). Darwish (2000) says that according to many authors employees appreciation of change is dependent on organizational commitment of that employee. Iverson (1996) ranked union membership and organizational commitment first and second respectively as determinants for attitudes towards organizational change. Lau Woodman (1995) argued that organizational change is supported by highly committed employees if it is supposed to be advantageous. But, Vakola Nikolau (2005) contradicts this by saying that many researchers indicated that highly committed employees may refuse to accept to change if they perceive it as a threat for their own benefit. Influence of organizational commitment on attitudes to organizational change is evident from the above findings. Iverson (1996) supports this as organizational commitment is better predictor of behavioural intentions than job satisfaction within change context, based on previous research. He then adds on that in a change project more effort is put by highly committed employees, as a result positive attitudes towards change are developed among employees. From the above discussion it can be predicted that the relationship between organizational commitment and attitudes to change is positive. Locus of control The concept of LOC was initially proposed by Rotter (1966), which refers to an individuals awareness of his or her ability to employ control over the environment. Internals believe that they have control over their environment, whereas externals view their lives as controlled by external factors. Researchers have proposed that the concept of LOC should be considered a multidimensional construct and thus the internal and external control might be relatively independent as opposed to consisting of opposing ends of a single continuum (e.g., Levenson, 1981). However, most studies of locus of control within organizations have been dominated by Rotters single factor LOC scale (Chung Ding, 2002). Given that change unavoidably places an individual in an indecisive environment (Begley, 1998). An individuals psychological reactions to change will be influenced by his or her control over the environment. According to Judge et al. (1999), some evidence confirms the relationship between LOC and various psychological reactions to a change. Lau Woodman (1995) identified that compared with externals, internals had a more positive attitude toward a change, and could better handle with a change (Judge et al., 1999). However, Chen Wang (2007) argued that internals may resist a change and externals may support a change in some cases. Thus, the relationship between LOC and psychosocial reactions to a change is more complex than it appears. Chen Wang (2007) proposed that the above difference between internals and externals lies in the manner of their support or resistance to a change, which comes from a different psychological mechanism, and thus LOC should be studied in relation to more comprehensively analyzed psychological reactions to a specific change.

The Role of Government in Policy Making

While reading Chapter 2 on The Role of Government in Policy Making, I noticed that in the text it stated that â€Å"all fields of practice are affected by the social and organizational policy made by judicial decisions. † (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon pg. 35). The YWCA provides women and children with several different services. It is vital that the organization is careful of what they are doing with their clients and observe the policies for these social programs.The judicial branch of the government has a lot of power over these social programs and can completely discontinue the program under certain circumstances. This is done in order to keep the organization consistent with court orders. â€Å"The judicial branch restricts or expands the power of government administrators and officials so that they are consistent with past court decisions, with governmental principles, and (sometimes) with the fundamental constitutional rights of citizens. † (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon).The laws that are put in place for this organization or organizations similar to the YWCA can influence the decision making and its day to day operations by a simple change in law. A change in law could mean that the requirements have been altered or changed and in order to service their clients properly, there are guidelines that need to be met. â€Å"The judiciary both creates anew and reshapes old social policy. (Donald E. Chambers and Kenneth R. Wedel. Published by Allyn and Bacon). I found that the YWCA has to only engage in activities related to its mission or purpose.â€Å"The Association may not engage in any activities that do not further the Mission or its purposes as set forth in the Articles of Incorporation and these Bylaws. † (http://www. cortlandywca. org/pdf/ywcabylaws07. pdf) Some of the laws read were very particular about the dos and don’ts of the organization. The information read shows that these laws put in place definitely influences the organizations decision making day-to-day operations. These changes that the judicial branch make keeps the organization on their toes in making sure they follow guidelines.The role that the court system or law played in shaping policies that affect the YWCA is pivotal. The courts are very involved in the evaluative process. â€Å"The public policy values the court is free to evaluate are related to but independent from the political values which motivated the existence or absence of a statute†. The court system benefits the YWCA tremendously considering they provide shelter and protection from abuse. â€Å"Each year the YWCA helps hundreds of individuals obtain protection from abuse orders, and provides victim support in criminal and civil court cases.The YWCA court advocate provides assistance to victims who are involved in the district court system. † (http://www. ywcaofwichita. org/pr ogram-court-advocacy. htm). Knowing that the court system can not only have a negative impact on the organization but also help women who are in an abusive situation, and get away from whatever the problem is, no matter what her financial situation may be. â€Å"Courts can shape and frame social policy in regard to administrative rulings as well as legislation. † (Donald E. Chambers and Kenneth R. Wedel.  Published by Allyn and Bacon).Reading this passage has help me to realize how the judicial system really affects non-profit organizations or organizations in general. Any organization that meets the guidelines of the judicial system are affected by its policies. Keeping organizations consistent with the court orders ensures the organization effective execution when dealing with clients. Whenever a judicial decision has been made it is important for that organization to be well informed so that there is no discontinuation of the program.Although the legislative and executiv e branches are elected by the people, the judicial branch is a presidential pick. It is very important to stick with the policies, and procedures and be prepared for any changes that may arise. Having a preview of how the organization and the government works when it comes to a particular situation helps to help me better prepare for future endeavors. These laws and judicial decisions affect organizations all around the world, it can be a benefit to all, if everyone is well informed on what is going on and what is to come.

Communication competency Essay

1. As you study Henry’s problem, think about what you would advise Henry to do. I would advise Henry to assess the reasons why the supervisors are requesting transfers to other stores. Although Henry does offer his supervisors a pay incentive plan that provides financial rewards to employees who cut cost and increases sales, he does not take the time to communicate with his employees to find out if they have the tools that they need to perform their jobs effectively. Henry should meet with his supervisors once he discovers where he missed the mark. He will then be better prepared to improve his communication methods with his staff of supervisors. Once he makes this necessary change this could mean a world of difference in regaining the trust of his supervisors as this will display to them that he is listening and recognizes that there is in fact a problem and that he intends to right his wrong. 2. What does Henry need to know about communication competency? Henry needs a basic understanding of communication competency, at the minimum. This would be the least amount required for someone in his position. It would be preferable that a manager have an extensive amount of experience in communication competency, but at the minimum, Henry should be able to effectively communicate with his peers and subordinates, including the two managers. In this scenario, Henry has not taken any proactive stand at any time to actually communicate with the managers under his supervision. 3. Discuss the relationship between communication and motivation. There is a strong relationship between communication and motivation. In order for employees and managers to both become and stay motivated, communication is essential. When there is an active dialogue between managers and subordinates, it provides motivation because the employees/managers are aware of exactly what is expected of them, and the lines of communication are open. Employees that know that the lines of communication are open are more likely to make use of the communication process by discussing grievances and other issues with their supervisor. 4. Directly reference the theories of motivation you have learned about in this unit. The rewards theory is predominantly used in this scenario. Henry is using a pay incentive program to reward the supervisors for cutting expenses and/or for increasing sales. By doing so, he is rewarding based on the actions of the supervisors and their ability to accomplish the goals that lead to greater pay through the pay incentive program. According to the Rewards Theory, the actions of the supervisors will continue as long as they are receiving pay incentives which act as a reward for their actions. If Henry ends the pay incentive program, the supervisors will have less motivation to reduce expenses and increase sales, which will likely lead to a decrease in supervisor performance in these areas. The Social Information Process Theory is also predominant in this scenario. This theory is based upon the premise that people’s needs and attitudes are determined by the information available to them at any given time. This can be applied in regards to Henry and the supervisors, each from their own standpoint. Henry has a lack of information as to why the supervisors are requesting transfers. Although it can be reasonably assumed that they are requesting transfers due to a complete lack of communication from Henry, he is unaware of the specific reasons. The supervisors are not receiving information from Henry. His contact with his subordinates is very limited, or so it appears so based on the details of the case. This has created a condition where the lack of feedback and information given by Henry to the supervisors has created attitudes in the supervisors based on the lack of communication, which is a detrimental aspect of the relationship between Henry and the supervisors. 5. Relate the case to the following ten work-related items Be specific about the participants of the case and the work-related items. 1. Sensitivity to personal problems Henry is under the impression that because he is busy and works hard that his complete lack of communication skills should be acceptable. He believes that the managers should be thankful for how hard he works for them, and to benefit them by what he believes to be always considering their best interests. 2. Interesting work Henry believes that because he has given the supervisors a viable means to stay engaged in their work, that they should find the work interesting. This is not directly stated by Henry but is reflected in the intonation of his comments when he reacts to the news that the supervisors have asked for transfers. 3. Salary Henry has added to the pay structure by implementing a pay incentive program for the supervisors. Henry believes that ideally the program should provide enough of an incentive for the supervisors to work hard, and to accomplish the goals of increasing sales and/or decreasing expenses. The managers likely feel that the pay initiative is an added benefit, but still completely lack any real form of communication with Henry. 4. Job security It is apparent that the supervisors enjoy having job security, or they would have terminated their employment instead of requesting transfers. Henry likely has job security as well, but not enough information is given concerning Henry’s position to make an accurate determination or analysis of his position from a job security standpoint. 5. Loyalty of company to employees Although it is evident that Henry believes he is being loyal to the supervisors, there is a complete lack of communication, and the degree of loyalty that the two supervisors believe is taking place would be much less than Henry’s opinion. It also appears that Henry has loyalty to the employer, which is indicated by his comment about working hard for the benefit of the managers. The managers also show loyalty to the company, because they request a transfer and do not terminate their employment. 6. Tactful and constructive criticism Based on the information provided, Henry has not given the supervisors any constructive criticism. The pay incentive program does not constitute any form of tactful or constructive criticism because it is being used as a sole motivator with no feedback or communication. Because there is a lack of constructive criticism between Henry and the supervisors, Henry appears withdrawn and non-communicative with his subordinates. 7. Appreciation for work Henry is under the impression that the supervisors don’t appreciate how hard he works. The supervisors have no indication if they are appreciated, because Henry has been completely non-communicative. The main reason that the supervisors want to be transferred is so that they can receive constructive criticism and feedback regarding their work, which they can then use to increase their knowledge, skills, and abilities for their given positions. 8. A sense of belonging Because Henry has mostly isolated himself from the supervisors, there is likely a predominant feeling on behalf of the supervisors that they don’t belong. Henry has made no substantial effort to include the supervisors in any constructive manner. Henry feels he belongs to the company, which is indicated through his dedication and hard work, but he has isolated himself causing his subordinates to likely feel as if they don’t belong as a viable part of the company. 9. Good working conditions Henry has not advocated good working conditions by his behavior. If the working conditions were solid, the managers would have never requested a transfer to a different location. In order to improve the working conditions, Henry needs to completely restructure his communication methods. 10. Opportunities for advancement There is no indication that any employee, manager, or supervisor can advance from their current positions. Henry would be the main factor in communicating possibilities for advancement to his staff, and there has been a clear lack of communication. This also is hazardous to employee motivation and employee morale.