Blue Streak Essay Example for Free

Blue Streak Essay What suggestions would you offer to Art to improve his operation? It seems as though, Art prematurely opened the two locations in neighboring states. Because Art was a constant figure in his other locations from inception, the vision that he had for those locations were taught and able to be practiced to his standards. There are at least three areas in which this operation can be improved. It is clear that art believes that the common denominator in the success of all his other locations is his presence. At the locations in neighboring states his managers feel as though, he frequents the locations too much. There is a clear disconnect in his intent and their out look of the situation. His manager likely believe that he doesn’t trust them to effectively manage, and do the job in which they were hired. They likely seem his as a micromanager. I believe that this problem can be solved with simple communication. He explains the reasoning behind his constant visitations and I’m sure his manager will be able to understand his reasoning and that will relieve some of the tension. Also, his managers do not seem to know what Art is expecting of them as managers. This problem can be handled with training. Art may want to think about closing down his locations for a limited period of time in order to teach his managers what is expected of them. When Art visited these locations, it seems as though he never effectively What management skills must Art master if he is to resolve his problems and continue to grow? Conceptual skills may help him to understand that in order for the company to succeed he needs to plan and organize his goals. Using these skills increases the ability to see the organization as a whole. It would help Mr. Benton to understand the relationships among the different offices and see how the organization fits into its broader environment. These skills are cruel for the top management and will the company will grow and it will also allow Mr. Benton to grow as a person. Mr. Benton can apply the skills mastered in his company by realizing how the out-of-state offices are connected to the other offices. By understanding this he can understand the business as a whole and decide on the objectives and then proceeding to plan and organize management task. Therefore, mastering conceptual skills are  recommended to learn since it will help the CEO understand the company as whole making better decisions and resolving the problems at easier way.

Human Heart :: Free Essay Writer

Human Heart Discuss the ways in which a novelist explores the condition of the human heart in a novel you have studied. In the novel â€Å"The great Gatsby†, the novelist F. Scott Fitzgerald explores the conditions of the human heart through relationships that occur in this story. The relationships between Daisy and Tom Buchanan, Myrtle and Tom, Myrtle and George Wilson and Nick and Jordan, all are flawed by the selfishness of individuals and lack of actual love. Fitzgerald compares this to the time era the novel is set in, the 1920’s. This was a time of â€Å"false† security in that the economy was going to stay high forever(the crash soon followed) and false hope in the American dream. The relationships like this false sense of security looked good, but were built on nothing and so â€Å"crashed†. The contrast to this was the relationship between Daisy and Gatsby, although not successful, it was built on something more than the selfish and shallow needs of individuals. The first relationship that is explored in this novel is Daisy and Tom Buchanan. Their relationship is one that looks ideal. Tom is the typical hero, one of the most powerful ends at New Haven, hulking muscle mass (with a personality to match) and very wealthy. Daisy is the very beautiful, soft spoken and witty girl in which everyone loves. Together they perfect examples of the American dream. But as we see at Nick’s first visit to the Buchanan’s, there is a sense of real love lacking from their relationship, shown by their interactions. â€Å"It’s romantic, isn’t it, Tom?† The relationship is based on money and the social scene of the wealthy rather than actual love for each other. But because they are similar characters in the way that their values are built on money and wealth, they do stay together and why Daisy doesn’t marry Gatsby. â€Å"†¦retreated back into their money or vast carelessness, or whatever it was that kept them together,†¦Ã¢â‚¬  Tom feels the lack of love from his relationship with Daisy, but is too stupid to actually realise it, and because that is the relationship he â€Å"should† (according to the American dream) be in, will never realise it. We see this in his restless behaviour. â€Å"†¦Tom would drift on forever, a little wistfully, for the dramatic turbulence of some irrecoverable football game.† This is what makes Tom have mistresses such as Myrtle Wilson. This relationship replaces what lacks from his relationship with Daisy.

Intrinsic and Extrinsic Motivation Essay

Intrinsic motivation has been described in many ways. Amabile, Hill, Hennessey, and Tighe (1994) describe it as â€Å"the motivation to engage in work primarily for its own sake, because the work itself is interesting, engaging, or in some way satisfying† (p. 950). According to Ryan and Deci (2000) intrinsic motivation refers to â€Å"doing something because it is inherently interesting or enjoyable† (p. 55). Pink (2009) defines intrinsic rewards as encompassing three components: Autonomy (the need to direct your own life), Mastery (desiring to get better at something you’re passionate about) and purpose (the longing to be a part of something bigger and better). When all an employer wants from an employee is compliance, the traditional concepts of management will work. In the case that the employer seeks engagement, self-direction is more motivating. Amabile (1996), a professor at Harvard Business School, asserts that â€Å"Without intrinsic motivation, an indiv idual will either not perform the activity at all, or will do it in a way that simply satisfies the extrinsic goals† (p. 7). This statement supports that for an employee to be engaged in what they are doing and satisfied doing it, intrinsic motivators are required. If your employees are only completing the tasks given to them because you are motivating them with extrinsic rewards, it can be expected that when you take the reward away, they will no longer be motivated to complete the work. EXTRINSIC MOTIVATION Extrinsic motivation has been defined as â€Å"Doing something because it leads to a separable outcome† (Ryan & Deci, 2000) or â€Å"the motivation to work primarily in response to something apart from the work itself† (Amabile et al., 1994). An example of an extrinsic reward is when an organisation motivates their workers to perform by rewarding them with money, such as bonuses, increased salaries, stock options or benefits. These rewards are easy to monitor as they stem from results. If an employee is following the organisational procedures and adhering to the rules, the manager can reward. If not, there will be no reward. It’s a very common motivator for organisations as it’s easy to manage. They don’t have to think about how the employee feels or if he/she is passionate about their job. It made sense for extrinsic motivators to work in older generations. Most employees had one job to do, with a simple set of tasks. For example, a bookkeeper’s job was to record all financial transactions in relevant journals, creating profit and loss statements balance sheets etc. They were assigned to those exact tasks. Today, we have programs like MYOB that does all of that work for us. We are no longer working in organisations where our jobs are routine. Our work has become more complex and more interesting. Workers today are looking for ways to use their minds and to be involved in bigger things than just monotonous tasks. Time magazine published an article stating that â€Å"They [generation Y] just want to spend their time in meaningful and useful ways†¦Ã¢â‚¬  (Trunk, n.d.). Extrinsic rewards are not only becoming less suitable for modern times, research has shown that they can also decrease intrinsic motivation. †¦consideration of reward effects reported in 128 experiments leads to the conclusion that tangible rewards tend to have a substantially negative effect on intrinsic motivation. Although rewards can control people’s behaviour†¦.reward contingencies undermine people’s taking responsibility for motivating or regulating themselves. (Deci, Koestner, & Ryan, 1999, p. 658-659) Extrinsic rewards can also cause people to lose interest completely in the activity. Deci’s research concluded that â€Å"†¦when money is used as an external reward for some activity, the subjects lose intrinsic interest for the activity† (1971, p. 114). Furthermore, Amabile (1996) states that â€Å"A number of studies have shown that a primarily intrinsic motivation will be more conducive to creativity than a primarily extrinsic motivation† (p. 7). THE CANDLE PROBLEM The candle problem was a behavioural study developed by psychologist Karl Duncker (1945). He had numerous people that he split into two groups. Both groups were given a candle, matches and a box of thumbtacks. Dunker told them to stick the candle to the wall in such a way that the wax won’t melt onto the table and using only the materials given. The subjects first tried sticking the candle to the wall with the thumbtacks, it didn’t work. Some tried to melt the side of the candle with the matches and adhere it to the wall but to no avail. After a while both groups managed to figure out the solution: stick the box to the wall with the thumbtacks, and put the candle inside it. A scientist named Sam Glucksberg (1962) re-created the candle problem but gave the subjects incentives. The first group were not offered a reward but told they were a part of a study to ‘establish norms’ and see how long it takes the average person to solve the problem. The second group were offered different sums of money depending on how fast they solved the problem. It was recorded that the incentivised group took almost three and a half minutes longer than the non-incentivised group. This research defies every rule that says extrinsic motivators work. In their third edition Organisational Behaviour book, Wood et al. (2013) describe extrinsic rewards as being â€Å"positively valued work outcomes the individual receives from some other person in the work setting. They are important external reinforces or environmental consequences that can substantially influence people’s work behaviours through the law of effect† (p. 131). The candle problem with incentives has been copied for the past forty years and every time the incentivised group solved the problem the fastest. Glucksberg prepared the experiment again but this time he handed his subjects the materials separately. Instead of supplying the thumbtacks inside the box, he put them next to the box. For the first time ever the incentivised group beat the non-incentivised group. The results suggested that when the problem was made simpler, extrinsic motivators worked better. Extrinsic rewards usually only work for problems that have a simple set of tasks and a right answer. Workers today are more creative and conceptual and enjoy solving problems. When we have technology that does most of the simple tasks for us, we spend more time trying to solve problems that have many possible answers. INTRINSIC MOTIVATION IN TODAYS WORKPLACE Contemporary companies are finding and implementing ways to motivate their employees by using intrinsic rewards. The best example would be Google Inc. Google is renowned for their great benefits and modern offices. There are too many benefits to list them all but some include sleep pods, reading areas, swimming pools, free food, free rental cars if you need to run errands, and some even have on-site child care facilities. One motivator that benefited the company and the employee is the 80/20 rule. Google don’t want people to have to leave the company to pursue their personal passions so every employee is to dedicate 80% of their time to their primary job, and 20% of their time working on ‘passion projects’ that can help the company. Half the products released at Google were invented in the 20% time. E.g. Gmail, Chrome, Google News (Mediratta, 2007). Fortune magazine ranked Google as the number one company to work for in the world in 2012 and 2013 (â€Å"100 Best Companies to Work For,† n.d.) It’s not hard to see why this is the case. Besides all of the above, Google has no real hierarchy (Mills, 2007). They have no official channels, only tiny work groups where ideas flow within the group. If an employee wants to work with another team they can without having to ask permission. While the intrinsic rewards are desirable enough, Google also offer very attractive extrinsic rewards such as 100% paid maternity leave for up to 18 weeks. Like Google, Atlassian, an Australian software company, introduced a quarterly system where an individual could use 20% of his/her time to work on their own ideas and present them at a meeting the next day. This was called the ‘ShipIt Days’ (because it had to be delivered by the next day). This one day of autonomy led to 47 internal projects being used within the software company that never would have emerged otherwise, and more than $2 million in sales (Smith, n.d.). Atlassian has also been in the top ten of BRW’s best places to work for the last couple of years. Another example of autonomy in the workplace is ROWE (Results Only Work Environment). (â€Å"What is Rowe,† n.d.) writes how employees are evaluated on their outputs and what they achieve at the company, not how long or when they are working. As long as you get your work done, you can come in anytime, leave anytime, not come in at all and meetings are optional. Companies who have implemented the ROWE human resources strategy have seen their productivity increase by 35% and their voluntary turnover dropped between 50% and 90% (Penttila, n.d.). Not-For-Profit (NFP) Organisations are another good example of how intrinsic motivators work to retain staff when they are being paid much less than people in the same position who are working for private companies. Frey (1997) suggested that once an employee receives a wage that is enough to live off, they begin to seek purpose in their work. A case study by Tippet & Kluvers (2009) researching motivation in NFP organisations showed that most employees were satisfied with their pay. This research shows that because they see their pay as sufficient, intrinsic motivation may be more of an importance. Pink asserts that â€Å"Effective organizations compensate people in amounts and in ways that allow individuals to mostly forget about compensation and instead focus on the work itself† (2009, p. 170). In other words, get the issue of money off the table first so employees aren’t feeling mistreated or de-motivated, then focus on intrinsic motivators. LEADERSHIP APPROACHES Thomas (2009) suggests that to increase intrinsic motivation you should begin to de-emphasise money as a motivating factor. By paying your employees fairly, but not offering monetary rewards, they will begin to achieve goals for the satisfaction. Usually when you offer rewards employees may only just do what is asked of them, rather than going one step further. Organisations not only need to change the way they motivate their employees, they also need to realise that not everyone will be motivated by the same intrinsic reward. Ryan and Deci (2000) state that â€Å"People are intrinsically motivated for some activities and not others, and not everyone is intrinsically motivated for any particular task† (p. 56). As expected, humans do not have the same passions in life and the same goals, therefore we cannot expect them to be motivated by the same rewards. While Google Inc. has a wide range of benefits that should suit most employees, they have also employed a ‘Chief Culture Czar’ whose main job is devoted to making sure everyone is happy. Google have an annual global survey that is focused on finding out how happy their employees are, and what it’s going to take to keep them with the company. The current CCC, Stacey Sullivan, has said of the survey â€Å"†¦career development is more of a focus than giving more stock options or increasing salaries† (Mills, 2007). Thomas (2009) suggests identifying shared passions within an organisation so focus can be on achieving the desired goal. When passions are clarified and identified it’s much easier to pursue them in a systematic way. A team unifies when they discover that passion: â€Å"Aha, that’s what we care about. Now let’s go after it† (Thomas, 2009, p. 155). Teammates are then likely to connect and see each other as partners with a shared purpose. For a leader to be successful in building employee engagement within an organisation, they need to be aware of what drives them and how to manage their own intrinsic rewards. Thomas (2009) declares that â€Å"Developing this skill helps you recognize the intrinsic rewards in your employees, gives you more credibility, and – as a bonus – helps you stay more engaged and energized† (p. 193). Employee Engagement Many people define employee engagement differently, but according to Thomas (2009) employee engagement is the phrase used to describe the motivation needed in organisations today. In the 80s and 90s it was ‘empowerment’ and in the 70s it was ‘enrichment.’ As work becomes more demanding and supervision slackens the need for workers to be â€Å"†¦psychologically ‘engaged’†¦Ã¢â‚¬  (Thomas, 2009, p. 11) when performing their work is essential. Although employee engagement itself can be defined in many ways, Macey and Schneider assert that it â€Å"†¦is a desirable condition, has an organizational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort and energy†¦Ã¢â‚¬  (2008, p. 4). Thomas defines employee engagement as active self-management that has four key intrinsic rewards â€Å"†¦the sense of meaningfulness, the sense of choice, the sense of competence, and the sense of progress†¦. These four intrinsic rewards are the psychological vital signs of an engaged workforce† (2009, p. 192). Employee engagement is valuable for any organisation as it can breed employee loyalty. When an employee is loyal they contribute to moving the company forward and help it reach its goals. Lockwood (2007) emphasizes the link of engagement to business success after a survey of 50,000 employees in 27 countries revealed that â€Å"Organizations that have a highly engaged workforce were found to have almost 10 times as many committed, high-effort workers as those with a low-engaged workforce. The findings point to the manager as the most important enabler of employee commitment to the organization, job and work-teams† (p. 9). CONCLUSION The effects of intrinsic and extrinsic rewards have long been debated and will continue to be examined as psychologists and researches alike try and find the ‘answer’. This paper was intended to provide the reader with a worthy argument as to why intrinsic motivators are becoming a more obvious style of management. There are many examples of organisations focusing on intrinsic motivators and the effect they have on the success of a company. As Pink (2009) suggests, while extrinsic rewards are becoming less relatable in modern times, they should not be thrown out altogether, as one must still be satisfied with their pay to allow intrinsic motivators to work. The evidence readily available today should be enough to convince more organisations to introduce intrinsic motivation and decrease the importance of extrinsic rewards with their companies. REFERENCE LIST Amabile, T.M. (1996) Creativity and Innovation in Organizations. Harvard Business School 100 Best Places to Work For. [n.d.]. Retrieved from the CNN Money Website: http://money.cnn.com/magazines/fortune/best-companies/index.html Deci, E. L. (1971). Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, 18(1), 105-115 Deci, E. L., Koestner, R., & Ryan, R.M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668 Drucker, P. F. (1974). Management Tasks, Responsibilities, Practices. Oxford, England: Butterworth-Heinemann Dunker, K. (1945). On Problem Solving. Psychological Monographs. Washington, DC: American Psychological Association Frey, B.S. (1997). On the Relationship between Intrinsic and Extrinsic Work Motivation1. International Journal of Industrial Organisation, 15(4), 427-439 Glatzeder, B., Goel, V., Meuller, A.C. (2010). Towards a theory of thinking. Retrieved from http://www.yorku.ca/vgoel/courses/3260/Goel_3260_articles/Article_7.pdf Glucksberg, S. (1962). The influence of strength of drive on functional fixedness and perceptual recognition. Journal of Experimental Psychology, 63(1), 36-41. doi:10.1037/h0044683 Lockwood, N.R. (2007). Leveraging Employee Engagement for Competitive Advantage: HR’s Strategic Role. SHRM Research Quarterly Retrieved from: http://198.22.197.80/Research/Articles/Articles/Documents/07MarResearchQuarterly.pdf Macey, W. H., Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 1, 3-30 Mediratta, B. [n.d.]. The Google Way: Give Engineers Room. Retrieved from the New York Times Website: http://www.nytimes.com/2007/10/21/jobs/21pre.html?_r=0 Penttila, C. [n.d.]. Off the Clock: â€Å"Flexibility is the workstyle of the future†. Retrieved from the Entrepreneur Website: http://www.entrepreneur.com/article/177070 Pink, D. H. (2009). Drive. The Surprising Truth About What Motivates Us. New York, USA: Penguin Books Ltd Ryan, R. M., & Deci, E. L. (2000). Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions. Contemporary Educational Psychology, 25, 54-67. doi:10.1006/ceps.1999.1020 Smith, F. [n.d.]. â€Å"Is Atlassian the coolest company in Australia?†. Retrieved from the BRW website: http://www.brw.com.au/p/sections/features/is_atlassian_the_coolest_company_877SCYxXLwl7N9cNiMF6vJ Tippet, J., & Kluvers, R. (2009). Employee Rewards and Motivation in Non Profit Organisations: Case Study from Australia. International Journal of Business and Management, 4(3), 7. Trunk, P. [n.d.]. â€Å"What Gen Y Really Wants?†. Retrieved from the Time Magazine website: http://www.time.com/time/magazine/article/0,9171,1640395,00.html What is Rowe. [n.d.]. Retrieved from the Go Rowe Website: http://www.gorowe.com/main/what-is-rowe/ Wood, J., Zeffane, R., Fromholtz,

Journey by Patricia Grace - 3775 Words

UNIVERSITY OF CAMBRIDGE INTERNATIONAL EXAMINATIONS General Certificate of Education Advanced Subsidiary Level and Advanced Level LITERATURE IN ENGLISH Paper 3 Poetry and Prose Additional Materials: *8973287783* 9695/31 October/November 2009 2 hours Answer Booklet/Paper READ THESE INSTRUCTIONS FIRST If you have been given an Answer Booklet, follow the instructions on the front cover of the Booklet. Write your Centre number, candidate number and name on all the work you hand in. Write in dark blue or black pen. Do not use staples, paper clips, highlighters, glue or correction fluid. Answer two questions, one from Section A and one from Section B. You are reminded of the need for good English and clear presentation in your answers. At the†¦show more content†¦So ditditdit daah for Bill Tuckett. Les Murray 5 10 15 20 25  © UCLES 2009 9695/31/O/N/09 [Turn over 4 WILLIAM WORDSWORTH: Selected Poems 3 Either (a) Wordsworth wrote about ‘spots of time’, key moments in life when ‘our minds/Are nourished and invisibly repaired’. With reference to two poems, discuss ways in which Wordsworth writes about such moments. (b) Comment closely on the language, tone and content of the following poem. To the Cuckoo O blithe New-comer! I have heard, I hear thee and rejoice: O Cuckoo! shall I call thee Bird, Or but a wandering Voice? While I am lying on the grass, I hear thy restless shout: From hill to hill it seems to pass, About, and all about! To me, no Babbler with a tale Of sunshine and of flowers, Thou tellest, Cuckoo! in the vale Of visionary hours. Thrice welcome, Darling of the Spring! Even yet thou art to me No Bird; but an invisible Thing, A voice, a mystery. The same whom in my School-boy days I listened to; that Cry Which made me look a thousand ways; In bush, and tree, and sky. To seek thee did I often rove Through w oods and on the green; And thou wert still a hope, a love; Still longed for, never seen! And I can listen to thee yet; Can lie upon the plain And listen, till I do beget That golden time again. O blessed Bird! the earth we pace Again appears to be An unsubstantial, faery place; That is fit home for Thee! 25 5 Or 10 15 20 30  © UCLES 2009 9695/31/O/N/09 5 BLANKShow MoreRelatedJourney- Patricia Grace, the People Before- Maurice Shadbolt (Lack of Clear Outcome1544 Words   |  7 PagesAnalyse how the lack of a clear outcome in at least TWO short stories you have studied makes the stories successful for you: Journey by Patricia Grace and The People Before by Maurice Shadbolt both look at land confiscation and compensation cases that occurred during the early colonization of New Zealand and their modern relevance today. Although both these authors approach this similar topic differently, both stories lack a clear outcome. 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Jean was second in birth order to her brother, Michael, who would later inspire her in her divine missionary work. The Donovan family resided in upper middle-class Westport, Connecticut where her father provided a comfortable life as an engineer at Sikorsky Aircraft Division for United Technologies (IRTF).Read MoreList of Filipino Novels2107 Words   |  9 Pages[CHICK LIT] __________. [As Claire Betita de Guzman.] Girl Meets World. Summit, 2010. [CHICK LIT] Bobis, Merlinda. Banana Heart Summer. Anvil, 2005. [LITERARY FICTION] Borinaga, Irah B. Distant Echoes. Giraffe, 1998. [LITERARY FICTION] __________. Journey. Giraffe, 2000. [LITERARY FICTION] __________. Nine Faces of Eve. Giraffe, 1996. [LITERARY FICTION] __________. Shifting Sands. Giraffe, 1997. [LITERARY FICTION] Brainard, Cecilia. Song of Yvonne. New Day, 1991. [The Day the Rainbow Goddess Wept,Read MoreRonald Reagan Bibliography Essay3427 Words   |  14 Pagesown accelerating drift to the right (Brinkley). 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