Discussion questions Article Example | Topics and Well Written Essays - 250 words - 1

Discussion questions - Article Example I agree with the constituencies who argue that the flag preserves the fallen heroes’ legacy. On the other hand, the heroes represented by the flag were against the civil rights which promote racism in the region. The governor should, therefore, remove the flag to reduce cases of unrest and discrimination in South Carolina (Eugene 2011). Q2. Policy making is one of the toughest process lawmakers, and policy implementers go through in any given region. This is because; there are conflicts with respect to the views of various policy makers. Every person is mandated to personal opinion which leads to conflicting versions in the policy making process. It also clear that, some problems in society are not public problems considering the place the place that experiences the problem (Peter 2001). Q3. Regionalism is an approach in policy making that promotes the idea that some problems in the society are not public issues. This is because, the problem affecting a particular region do not affect other regions equally (Eugene 2011). Regionalism has various benefits in problem-solving across the country. For example, the issue of Marijuana consumption and peddling in the U.S has found a solution through implementing laws that legalize its use in the rampant states of Washington and Colorado. This makes it easier for the government to control the use of Marijuana in the specified states. Regionalism is effective in controlling cartels dealing with distribution of the drugs in Colorado and Washington. This is because it helps in eliminating other criminal activities accompanying illegal sale of Marijuana (Peter

1950's sitcom Essay Example | Topics and Well Written Essays - 500 words

1950's sitcom - Essay Example In the 1950s, America experienced real effects of post wars and one such effect was the speedy economic growth. The effects emerged as a result of the wars that they were involved in and the wars included the cold war and World War 2. The war involved the United States nations and the Soviet Union. The wars were as a result of the nations struggling to gain power and be on the leading. These two wars, through unfolding events deteriorated, that is, after World War 2, America started experiencing a remarkable economic expansion (May, 2008). The level of employment went up. Before, women were major providers for their homes; this is because their partners left to fight for the nations. The post war period brought about the reoccurrence of prosperity and the American states, formerly known as the United States of American, acquired a position of the wealthiest nation in the world. The economic growth of the United States was due to several outnumbered sources. The Americans attained mor tgages in their new suburbs, they got new cars and they used their leisure and talents to the maximum. Due to this, the population in several districts in the United States increased incredibly. Rise in the United States economy after the post war boom led to discrimination, segregation and conflicts to the non-whites. The non-whites were discriminated in job positions, education and housing. The rights that were being granted to the white Americans were denied to them (May, 2008). The white Americans had privileges, they included; voting rights, immigration, getting loans and land acquisition. This discrimination made the Africans to be treated as slaves. The immigrants to the America suffered xenophobic segregations and ethnicity. This discrimination and racism was beyond comprehension, furthermore, no one was in authority to forward their grievances.

Ethics Essay Essay Example for Free

Ethics Essay Essay There are different systems in which an individual or a company could make ethical decisions. They can vary depending on the issue at hand and they relate and different in certain ways. In this writing I will compare the similarities and differences between virtue theory, utilitarianism, and deontological ethics. I will include a description of the differences in how each theory addresses ethics and morality. And I will give a personal experience to explain the relationship between virtue, values, and moral concepts as they relate to one of the three theories. Ethical systems based on abstract values are described as virtue theory. Virtue theory is based on character ethics. It is the viewpoint that in living one’s life one should try to cultivate excellence in all they do and in all that other do. This is the system that would address ethics and morality from the perspective of living with high values and with great character (Boylan, 2009). Quoting Boylan (2009) from our book, â€Å"Utilitarianism is a theory that suggests that an action is morally right when that action produces more total utility for the group than any other alternative† (pp. 153). Utilitarianism focuses on what is best for the group or team as a whole. This theory asks, â€Å"What ethical decision will profit the most for the largest amount of people?† Deontology is a moral theory that emphasizes one’s duty to do a particular action just because the action, itself, is inherently right and not through any other sorts of calculations (Boylan, 2009). Calculations like what the consequences of that action might be. Deontology is a duty-based theory when addressing ethics and morality. In comparing these three, a utilitarian working for ATT might overlook a bad credit report to make a deal because the deal would help the company and the  client. Therefore it’s a win-win. A deontologist might make the same decision based on the fact that the client needs a cell phone to be able to take care of business in order to take of her children. The simple fact that the action is inherently right regardless of the consequences is the bases for the deontologist. And to the contrary only a virtuous worker would have integrity and do what was in the best interest of the company. A personal experience of mine to relate these topics would be a girlfriend of mine just got out of a bad relationship where she was not married, but had a child with this man. She lived with the father of her child for many years although he was abusive and was providing home that was unsafe and insufficient for her and her child. She stayed for many years making decisions as a utilitarian until one day she changed to a deontologist. She chose to leave the state and ignore the rights of the father on the grounds that he was abusing both her and her son. She valued her and her son’s health over anything. She was virtuous in that she rose above the desire to retaliate and pursued only their protection. And all of her actions where based on her moral concepts, according to her beliefs and understanding. In conclusion, there are many different theories and ways to make ethical decisions. I have related and compared the virtue theory, utilitarianism, and deontology. I have also shared a personal experience to relate virtue, values, and moral concepts to one of these theories. Life and business are about making decisions and these concepts and theories are a foundation to a healthy life and a healthy business. References Thompson, S. (2014). What is the relationship among virtue, values moral concepts in individual and business contexts?. Retrieved from http://smallbusiness.chron.com/relationship-among-virtue-values-moral-concepts-individual-business-contexts-69097.html Boylan, M. (2009). Basic Ethics. : Prentice Hall.

The Human Rights Regime Human Rights Essay

The Human Rights Regime Human Rights Essay While the idea of human rights may have a discernible homogeneity, perhaps derived from some kind of natural law theory or social theory, it is nonetheless clear that the implementation of these rights by states lacks a corresponding identity. Davidsons (1993, p.89) analysis of the concept of human rights highlights the chief difficulty that has faced the past generation of human rights regime, namely that it is an international problem that cannot be efficiently policed and guarded against by state law alone. The ubiquitous problem of definition only makes it easier for offending companies or nations to claim that their crimes do not officially come within the official realm of human rights. The current statecentric definition of human rights therefore facilitates evasive tactics and succeeds only in diminishing the significance of the issue on the eyes of statesmen and policy makers. To best tackle the dual problem within the title of this essay we first need to attempt to define the modern human rights regime, place it in its contemporary political context and evaluate its primary obstacles. Then we need to analyse the role of multinational corporations to evaluate in what ways these pose a problem to the human rights regime, posing the question of how these ubiquitous forces can be made accountable for their overseas empires. And finally we will examine the question of whether or not a new generation of human rights activity and organisation is required. The United Nations Charter (1948) is the vehicle for the international ideal of human rights, law and democracy. Article 1 of the Universal Declaration of Human Rights (2000, p.82) sets out a modern definition and has served as the blueprint by which all subsequent interpretations have been measured. All human beings are born free and equal in dignity and rights. They are endowed with reason and conscience and should act towards one another in a spirit of brotherhood. The phraseology is famous for its humanitariancentric ideology but herein lays the problem of the human rights issue within the broader international agenda. In political philosophy, the spirit of the Universal Declaration and subsequent treaties such as the Vienna Convention (1993) are inherently left of centre and imply a cooperative understanding and information exchange between modern states, east and west, north and south that is modelled on broadly socialist ideals. Yet, inevitably, the feeling of responsibility towards all oppressed people of the world, that was a legacy of the horrors of World War II, quickly dissipated. As history has taught us time and again, domestic economic and political concerns soon superseded human rights at the top of the international relations agenda and it is within such an environment that the modern human rights regime must currently work. The postwar international political situation has been exacerbated in recent times by the advent of globalisation as a political and economic reality. The Maastricht Guidelines on Violations of Economic, Social and Cultural Rights (1997) details the enormous change that globalisation has meant to the lives of millions of people across the globe. Since the Limburg Principles were adopted in 1986, the economic and social conditions have declined at alarming rates for over 1.6 billion people, while they have advanced also at a dramatic pace for more than a quarter of the worlds population. The gap between rich and poor has doubled in the last three decades, with the poorest fifth of the worlds population receiving 1.4% of the global income and the richest 85%. The impact of these disparities on the lives of people especially the poor is dramatic and renders the enjoyment of economic, social and cultural rights illusory for a significant portion of humanity. It naturally follows that many human rights lobbyists are also opponents of globalisation, in which they see the conduit through which further human rights abuses will be facilitated as the gulf between the rich and poor of the world continues to widen. And because the concept of globalisation relies heavily on the dynamics of transnational corporations it does not take a great leap in deduction to imagine that human rights abuses will slip further away from the top of the western political agenda if the west continues on its current economic and political course of action. The issue of the increased social and political role of transnational corporations (TNCs), as Jochnick (1999, pp.5679) testifies, is a major problem for the enforcement of the human rights agenda. Most developing countries face TNCs with revenues many times larger than their domestic economies. TNCs account for almost half of the top one hundred economies in the world, and a mere two hundred of them are estimated to control a quarter of the worlds productive assets. Grouped together in trade associations with the active support of their home countries, TNCs exercise an inordinate influence over local law and policies. Their impact on human rights ranges from a direct role in violations, such as abuses of employees or the environment, to indirect support of governments guilty of widespread oppression. The argument to limit the scope of TNCs has been prevalent for the past thirty years. In 1974 the Charter of Economic Rights and Duties of States declared in Article 2 (b) that, each state has the right to regulate and supervise the activities of transnational corporations within its national jurisdiction and take measures to ensure that such activities comply with its law, rules and regulations and conform with its economic and social policies. While the political reality of human rights abuses has altered little due to the above statement and indeed the increased focus on human rights in general, its existence as an ideal and a manifestation of consensus amongst the generation of drafters makes it an important and relevant document for the next generation of human rights activists. In 2003, for instance, the Norms on the Responsibilities of Transnational Corporations and Other Business Enterprises with Regards to Human Rights defined human rights and transnational companies in a bi d to clarify the ambiguities that have existed since 1945. It also specified areas of negligence such as the treatment of children and the provision for providing adequate food and drink for the workforce. This document underscores the continuing strive to hold multinationals to account but it likewise poses as many questions as it answers. Although the accountability of transnational corporations is a commendable course of action it is fraught with problems of perspective. The main theory posited against the legal extension of human rights violations to include TNCs is that multinational corporations are private entities and should not have the same restrictions such as those imposed upon states. TNCs should, from this viewpoint, be responsible only for the proper conduct of their business and should not have to interfere in broader social issues, which ought to come within the jurisdiction of the local national government or the UN. At this point we need to examine the intricacies of the traditional multinational corporation so as to determine the necessity for an increased net of surveillance. Nike is probably the incarnation of a major multinational corporation within the bounds of this discussion. Since the Reagan administration there has been consistent questioning of the role of Nike in Third World countries with particular emphasis on the growing divide between the companys turnover and the lifestyle of the workers in countries such as Indonesia, where many of the firms manufacturing plants are in operation. The specific problem of corporate responsibility for multinationals such as Nike is explained in detail by Daniel Litvin (2003, p.228). The American multinational does not actually own the facilities producing its sports gear around the world; rather, it contracts out its manufacturing to other firms. And it has tried to respond to western criticism over its alleged sweatshop production by setting up numerous systems for monitoring labour practices in these factories, largely involving visit and inspections by outsiders. But just as Cecil Rhodes British South Africa Company seriously misunderstood the cultural dynamics of the indigenous societies of South Africa, and just as Aramco, for all its efforts, found it difficult to predict changes within Saudi society, so Nike has been struggling to track the conditions in its factories. Within the case study of Nike is a problem that affects the entire human rights corporate agenda. Although multinational companies are registered in western countries, much of the grass roots level abuses occur outside of the scope of the executive branch. Clearly human rights lobbyists will state that Nike and other TNCs in its position ought to ensure a more durable form of internal communication but, legally speaking, the fact that the manufacturing is subcontracted shifts corporate responsibility away from the multinational and only creates more legal and political issues for the human rights regime. There clearly is a need for a new generation of human rights regime, one that is not so inherently statecentric in its analysis of the issue. Because of the economic and political climate of dominant western powers, which we have already outlined, much of the work of human rights bodies must take place within the confines of nongovernmental organisations (NGOs). Unlike national governments, who have to deal with a perpetually shifting social agenda, NGOs can dedicate their time and resources to the achievement of individual, secular goals. The work done by human rights NGOs is various and diverse. Much of their remit involves carrying out some form of information gathering and fact finding activities. Furthermore, nonstate parties have learnt, from the conflicts in Africa and Central and Southern America, that networking between organisations is the best way to achieve homogeneity against statesponsored and corporate oppression. As a result, NGOs have helped bring to the attention of the world media human rights abuses that might otherwise have continued undetected. But this is not an end in itself; it is merely a means to an as yet undecipherable end, as highlighted by Hegarty and Leonard (1999, p.283). There is some evidence that overt monitoring by NGOs deters states from committing abuses. But, there are many places in the world where overt monitoring is not possible, and there are many governments that seem able to dismiss easily United Nations criticism of their human rights record. The influence of nongovernmental organisations therefore remains cultural rather than institutional or organisational and there are definite limits to the reach that they have in international relations. Conclusion Human rights, as a creed, are inexorably tied with the political and economic concerns of the west and its programme of globalisation. It thus follows naturally that many of the arguments for and against the role of multinational corporations within the ongoing debate are politically motivated. For example, many of the voices of dissent against TNCs contain the same voices of opposition against globalisation; ditto for supporters of globalisation who seek to cover up the core business excesses of multinationals. We must therefore be aware of hidden agendas and political rhetoric and recognise this as a major obstacle to the advancement of human rights at the beginning of the twentyfirst century. The statecentricity of the contemporary human rights regime has resulted in the suffocation of a social force that would otherwise surely have made more strident inroads into curtailing the power of multinational companies. However, the increased communication and network strategies of nonstate actors has resulted in a more united human rights regime with greater authority in the state political sphere. The future challenge is for the next generation of human rights regime to resist the inevitable challenge of the worlds economic elite, who will naturally fight against all attempts to narrow perceptions of human rights, and to bring multinational corporations to account for their overseas capitalist practices. BIBLIOGRAPHY S. Davidson, Human Rights: First Edition (Open University Press; Buckingham, 1993) D. Forsyth, Human Rights in International Relations (Cambridge University Press; Cambridge, 2000) C. Gearty, Principles of Human Rights Adjudication (Oxford University Press; Oxford, 2004) A. Hegarty S. Leonard (Edtd.), Human Rights: an Agenda for the TwentyFirst Century (Cavendish; London, 1999) M.T. Kamminga F. Coomans (Edtd.), Extraterritorial Application of Human Rights Treaties (Intersentia; Antwerp Oxford, 2004) D. Litvin, Empires of Profit: Commerce, Conquest and Corporate Responsibility (Texere; New York London, 2003) J.W. Nickel, Making Sense of Human Rights: Philosophical Reflections on the Universal Declaration of Human Rights (University of California; Berkeley, 1987) C. Ovey R.C.A. White, Jacobs and White: European Convention on Human Rights: Third Edition (Oxford University Press; Oxford, 2002) P. Plowden K. Kerrigan, Advocacy and Human Rights: Using the Convention in Courts and Tribunals (Cavendish; London, 2002) G. Teubner (Edtd.), Global Law without a State (Dartmouth; Aldershot, 1997) Human Rights in International Law, Collected Texts: Second Edition (Council of Europe Publishing; Strasbourg, 2000) International Treaties and Documents Charter of Economic Rights and Duties of States; GA Res. 3281(xxix), UN GAOR, 29th Sess., Supp. No. 31 (1974) 50 The Maastricht Guidelines on Violations of Economic, Social and Cultural Rights (Maastricht; January 2226, 1997) Universal Declaration of Human Rights (1948), in, Human Rights in International Law, Collected Texts: Second Edition (Council of Europe Publishing; Strasbourg, 2000) Selected Articles and Journals C. Jochnick, Confronting the Impunity of NonState Actors: New Fields for the Promotion of Human Rights, in, Human Rights Quarterly, Volume 21, Number 1 (February 1999) L. Wiseberg, Protecting Human Rights Activists and NGOs, in, Human Rights Quarterly, Volume 13, Number 525 (November 1999)

Loose Tight Dimensions Of Hrm Commerce Essay

Loose Tight Dimensions Of Hrm Commerce Essay HRM is the strategic and coherent approach to the management of an organizations and most valued assets of the organization. In general term used to describe a variety of functions aimed at effectively managing an organizations employees or human resources. HRM is professionals oversee the people side of an organization including benefits, career development, training, hiring, and many other functions. The goal of HRM is to assist organizations to meet their strategic goals by attracting and retaining qualified employees, and managing them effectively while ensuring that the organization complies with all appropriate labor laws. HRM meet the need of business and management, to gain commitment of employees to add value to the business. Dimensions of HRM Approach HRM Focus Hard Treats employees simply as a resource of the business (like machinery). Strong link with corporate business planning what resources need, how to get them and how much will they cost. Identify workforce needs of the business and recruit manage accordingly. Their focus on organizational prospective Soft Treats employees as the most important resource in the business and a source of competitive advantage. Employees are treated as individuals and their needs are planned accordingly. Concentrate on the needs of employees their roles, rewards, motivation etc. Soft HRM focus on interests of the employees. Table Guest model of hard-soft dimensions of HRM HR polices can be categorized as two, tight and loose the different between a system based on compliance and system based on commitment. Compliance; they work because they have to do, for fear of some negative consequence, example; losing their job. Commitment; doing something, one believes that one is doing right thing to do. HRM and personal /IR compared to 27 dimension of storys Story has established a theoretical model based on perception of how organizations have evolved from major personnel and IR practices to HRM practices. This model is based on ideal types and also story emphasizes 27 dimensions of difference between personnel and IR against HRM. It describes four elements, which differentiate HRM such as beliefs and assumptions, strategic aspects, line Management and key levers. C:UsershpDesktopPicture1.jpg Table 27 Dimensions of Storys compared to HRM and personnel/ IR practices Briefly explaining some of 27 dimensions of storys Speed of decision; in personal approach the speed of decision is very slow because they are decision making process is long, they have depend on top level managers decision and some time decision depend upon their subordinates. But in HRM approach the speed of decision is fast, line manager can make decision on time and act on it. Job design; personal approach jobs are design according to their specific task so the employees will be specialist in their field, most of the time they have along and do their task. But in HRM approach they are job designing based on teamwork so employees can shear their ideas and get better solution for problems or task. Communication; personal approach employees cant directly communicate top level employees there will be intermediates or middleman to convey massage. In HRM approach employees can directly communicate to line manager or top level manager so they can talk about their problems or discuss their task with managers. Management role; personal approach management role will be transactional leadership were they known to establish performance specifications and make sure they are accomplished by a given deadline, limit the contentment of employees and create a low amount of employee commitment. In HRM approach transformational leadership as the ability of a leader to motivate employees to surpass their own individual aspirations for the greater good of the organization. Transformational leaders are morally responsible manager who focuses on developing the moral maturity, values, and standards of his or her subordinates and strengthening their devotion to serve the well-being of others, their organization, and society beyond self-interest (Burns, J.1978). Role of the line managers and employees of the organization Line managers are crucial man to the success of HR policies and practices. The respective roles of HR, line management discussion are taken by line manager. Line manager is the person who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks. Responsibility of line managers typically include; Place the right person on the right job Orientate new employees and train employees Improve the job performance of each person Gain creative cooperation and developing smooth working relationships Interpret the companys policies and procedures Controlling labor costs Develop the abilities of each employees Creating and maintain department morale Protect employees health and physical condition Role of the line manager Employee are most powerful aspect of the company, they have different levels of responsible for managing one or more business aspects. In their various roles, employees have the responsibility to manage those processes that they are assigned to. For example, employees working in the financial department are responsible for managing the financials of the company. But top level managers are responsible for managing the decision making processes and overseeing business operations for the best interest of the business. The responsibilities of employees are, Deal with customers Responsible for day-to-days operation of the company Interact relevant managers Involve in planning process Minimize cost and etc. Role of the Employees Section B (Answers for Statements) There are potential benefits for both the individual and the organization from using a proper performance management system Performance management systems is a process which contributes to the effective management of individuals and teams in shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved. The aim of performance management systems is to improve individuals performance and consequently organizational performance to achieve organizational goals. Such system can play a crucial role in managing the performance in an organization by: Increase profits; by increasing employee productivity and quality of work. Equitable treatment of employees; All employees are treated fairly by implementing. Increase employee responsibility; Communicating realistic but challenging job expectations and making employee accountable for their decisions and actions result in noticeable improvements in employee tardiness, absences and organizational commitment. As a HR manager, you need to manage different human resource practices in the workplace Yes as a HR manager he needs to manage different human resource practices in the workplace. HR practices on workplace trust, job satisfaction, commitment, effort and perceived organizational performance. According to Julian Gould-Williams postal survey of UK local government employees, the results support the hypothesis that HR practices are powerful predictors of trust and organizational performance. These findings demonstrate the need for organizations to re-evaluate their current HR practices in an attempt to improve overall performance of organization (Julian Gould-Williams, 2003). This mean HR manager needs to manage various HR practices improve overall performance of employees and organization. There is greater impact of globalization on issues such as human resource planning Yes i agree this statement there is an impact of globalization on issues such as human resource planning. Globalization is which requires organizations to move people, idea, products and information around the world to meet local needs. The main responsibilities is transforming as the modern business faces pressure of globalization. The pressure on traditional HR models taking place can be traced to globalization. The increasing prevalence of globalization is driven by a number of factors, including shortage of talent in developed countries, availability of low cost labor and technological progress. Different national cultures and practices make an influence for making a culturally diverse workforce Culture may be defined as the values, beliefs and behaviors shared by a group of people. A group may be identified by many criteria such as nationality, religion geography or language. Although nationality may encompass several cultures it is the most commonly used notion of culture. Culture plays a significant role in workplace assumptions, behavior and organizational cultures. Cultural diversity within workforce is now the norm as well as an economic necessity. Spurred on by globalization and increased personal mobility, the need for skilled immigrants to fulfill labor shortages has brought many changes to the workplace. In 2005, Forfà ¡s estimated that, in addition to indigenous skilled workers, Ireland would require up to 30,000 skilled immigrants per annum to fulfill their labor shortages over the next decade (Expert Group on Future Skills Needs, 2005). The rapid shift from a predominantly indigenous and homogenous workforce to a culturally diverse one brings challenges and opportunities for organizations. Challenges can be broad ranging from basic communications and language difficulties to complexities in decision-making processes and team management. However, international experience shows that managing cultural diversity in an effective way enables organizations not only overcome such challenges but also to fully exploit the opportunities of cultur al synergy to strategic advantage. Cultural differences remain persistent and present an array of challenges for companies. Firms that manage adaptation effectively are able to achieve congruence in the various cultures where they operate while extending their main sources of advantage across borders, and in some cases even making cultural diversity itself a source of advantage. While this has emphasized cultural differences, which are often underappreciated, its equally important to take note of cultural similarities. High and low power distance cultures, for example, both reflect responses to common challenges around how human beings should properly interact with each other in the face of inevitable differences in the power they hold in particular contexts. Different national, cultural practice influence managing the workforce and understanding of national culture to make better decisions. The basic way is that improving the alignment or congruence between management practices and cultural contexts; Participative management can improve profitability in low power distance cultures but worsen it in high power distance cultures Quick fixes can improve profitability in more short-term oriented cultures but worsen it in more long term oriented cultures Merit-based pay and promotion policies can improve profitability in more masculine cultures and reduce it in more feminine cultures Emphasizing individual contributions can improve profitability in more individualistic cultures and worsen it in more collectivistic cultures The above highlighted key points that can help align business practices to national culture. It often makes sense to structure such analyses around the intersection of specific dimensions of cultural distance and business functions or workforce in order to arrive at a meaningful level of specificity. Task 02 Section A (Answers for Case study) Explain the Audit Firms model of flexibility According to Audit Commission they use mainly three types of flexibility such as numerical flexibility, functional flexibility and place-of-work flexibility. Numerical flexibility; the Audit Commission is always faced with peaks and mangers in the workload. Those situations they increasing or reducing staff to adjust the quantity of labour to meet fluctuations in demand. In Functional flexibility; the Audit Commission developed flexibility by developing skills of its staffs to deal any work. So the nature work changes, employees are easy handle different tasks. Place-of-work flexibility; the Audit Commission uses this way to respond to the challenges within their business environment. This method of working has helped it to meet more closely the needs of its staff. As part of its flexible working arrangements, homeworking has helped to transform the ways in which many people work and improve their work-life-balance. Briefly explain the need for flexibility The need for flexibility is increase due to demographic and social changes the number of people in the paid workforce with caring responsibilities is set to increase. Moreover, increasing competition has placed emphasis on quality, innovation and reducing the unit cost of production job design and the organization of work must both mobilize employees energies for quality innovation and reliable productivity. To having a flexibility policy however isnt enough to satisfy the need of firm to be considered best practice. Flexible workplace can also boost retention, productivity and innovation. According to the given case study the firm is implementing the correct types of flexibility to their employees. The firms believes that its ability to deal effectively with the need for flexibility strengthens its position as an employer of choice and enables the group to deliver levels of service that differentiate from its competitors. Evaluate the advantages and dis advantages of flexible working practices Advantages Disadvantages Less stress Flexible work arrangements are not always appropriate for all people Employers have great freedom to organize their work to finish on time. Some time employees have to take their own time to finish work Homeworking helps an organization to develop family-friendly policies that improve the work-life balance of its staff especially in Audit Commission. Employees have to spend extra time to do work if they do homeworking and unequal pay and benefits Choice of working patterns More and more legislation is being brought forward to enable employees to request flexible working but this legislation is not always necessary, sometimes it just creates an unnecessary administrative burden. Less absence and staff turnover Difficulty of retentive staff development Improves more productivity and efficiency For certain jobs working from home is inappropriate Increased feeling of personal control over schedule and working environment Negative impact on staff productivity and camaraderie. Less training opportunities Table Evaluate the advantages and dis advantages of flexible working practices Section B (Essay) Equal opportunities within the workplace Equal opportunity within the workplace is all about providing a fair workplace and fair procedures for employees. In today most of the companies giving several equal opportunities to their employees but some organization doesnt have equal opportunities. It is recognized that in order to achieve equal opportunity for all, the Force must recognize and address the diverse needs of staff and will ensure that due consideration is given to the impact of all employment activates on staff and make appropriate adjustments to ensure equality of opportunity. Discriminating employees by looking their gender identity, nationality, race, colour, ethnic origin, age, disability, marital or family status, religion or religious beliefs, or any other such thins which rise to unfair or unjustified discriminatory behavior or processes is forms of discrimination. The legislative frameworks of discrimination are direct discrimination and indirect discrimination. Direct discrimination is treating one person less favorably than another in the same or similar situations, or dividing them from others solely because they have for example a disability or illness. Refusing to employ someone who has the required skills because they are, for example deaf, over a certain age or pregnant would constitute such discrimination. Indirect discrimination happens when there is a provision or practice which applies equally to everyone which, in practice, has an adverse impact on a particular group and cannot be justified. For example an unnecessary physical or age requirement can discriminate against women or disabled people. There are several acts against discrimination in work place. Sex discrimination act (SDA) (1975 AND 1986), The SDA makes it unlawful to discriminate against a person, directly or indirectly on grounds of sex and or marriage, in employment or in the provision of goods, facilities or services. Direct sex discrimination occurs when a person of one sex is treated less favorably, on the grounds of sex, than a person of the other sex would be treated in the same or not materially different circumstances. Indirect sex discrimination occurs where a requirement or condition is applied equally to both women and men, but a proportion of one sex which can comply with it is much smaller than the proportion of the other sex which can comply. Discrimination and equal opportunity policy (Maplecroft, 2010) the aim of this policy is to ensure that the entity has activities in place to prevent discrimination and promote equal opportunity within the workplace, enriching the diversity, rights and morale of employees and enhancing the organizations relations and reputation. Equal opportunities basically focuses on management activity by recruiting results it benefits for employees to improve opportunities for disadvantaged employees. Likewise, management diversity focuses on management activity by managing results to benefit for employees to improved opportunities for all managers. At the end if an employees believe that they are treated more fairly and reasonably, the word of mouth will spread that company genuinely and it recruits and promoted on merit and it meet its equal opportunity responsibilities. By doing this company can gain competitive advantage. Moreover, on evaluating the above points it is clear that legislation can be a favor for both the parties such as employee and employer if they are followed legally and practiced inside the organization but however because of many reasons these are not followed in certain areas and organization and the framework is still not followed. By analyzing Current thinking about how diversity works in practice in organizations is developing all the time. Whether you believe diversity should complement or supplement equal opportunities, building these approaches into your volunteering recruitment and development practices will bring benefits, not only to the volunteers themselves, as well as to the organization. Ther efore, everyone is treated equally, ensuring staff are judged on their merits or qualifications. This in turn makes for a happier workplace and provides a sense of trust in the organization. It leads to good staff morale, encourages more objective appointments, and can provide diversity in the workplace.

Physician-Assisted Suicide and Euthanasia are Murder Essay -- Euthanas

Euthanasia is Murder      Ã‚  Ã‚  Ã‚   On June 4, 1990, Janet Adkins committed suicide. She killed herself under the supervision of a man named Jack Kevorkian. Again and again, Kevorkian set up machines and killed patients that were supposedly terminally ill. He escaped punishment for years, but on March 26, 1999, Kevorkian was incarcerated for second-degree murder. (Online,99) He had developed many friends and many enemies. One of his followers was a woman who had developed coronary artery disease. Her name was Donna White. She thought about suicide often, especially when her pain was incredibly intense. Help found her before euthanasia did. A hospice care facility heard about her plot to commit suicide, and they found help for her. They provided therapy for her suicidal thoughts and severe depression, and they also provided her with the medication to keep her pain free. She no longer follows Kevorkian's ideals and is against him instead. (Shapiro and Bowermaster, 94) Over 52 patients were killed in "Dr. " Kevorkian's presence. (Online, 99) What if they could have found the help that they needed?    Euthanasia is ending one's life if one has a terminal disease is an incurable condition, and is done by a lethal injection. Euthanasia and Assisted Suicide began in ancient Rome and Greece. They believed that it was okay in certain situations to allow a person to die or to help a person die. This was often the case with the elderly in these cultures. Certain religions are against euthanasia. The Christian, Jew, and Islamic religions all cling to the fact that life is sacred and should not be taken away. In some cultures, helping someone to die is the same thing as homicide, and is treated so in a court of law. (Encarta, 98)    .. ...ailable: http://www.angelfire.com/al/jefspage/index3.html Barnett, Erin Hoover. "Is Mom Capable of Choosing to Die?". 1999. [Online]. The Oregonian. Date of Download: November 15, 1999. Available: http://www.oregonlive.com/news/99/10/st101719.html Cassel, Eric J. "Euthanasia". Grolier Interactive Inc.. 1998 Euthanasia. Gould, Jonathan and Craigmyle, Lord. Your Death Warrant?. New York: Arlington House, 1971. Mattos, Jennifer and Sachs, Andrea. "Defining the Right to Die". Time. April 15, 1996. Pg. 82 Rosenbaum, Stuart E. and Baird, Robert M. "Euthanasia: The Moral Issues". 1989. Opposing Viewpoints. New York: Prometheus Books. Shapiro, Joseph P. and Bowermaster, David. "Death on Trial". U.S. News and World Report. April 25, 1994. Pp. 31-39. Shapiro, Joseph P. "Expanding a right to die". U.S. News and World Report. April 15, 1996. Pg. 63.

Putting A Price On Life Essays -- essays research papers

Putting A Price On Life (The Health Care Crises) Putting A Price On Life Lately, there has been quite a debate over health care and who should pay for it. Some say that the general public should pay for it. Others say it should be shared between employer & employee. And still others say it should be socialized. Of these three, socialized medicine seems to be the most controversial if not the most misunderstood. Let's look at the dictionary definition of socialized medicine. According to Funk & Wagnall; socialized medicine is "A system proposing to supply the public with medical care at nominal cost, by regulating services and fees, by government subsidies to physicians, etc". The common misperception is that health care will become substandard. If that is true; then mans humanity to man is determined by the almighty dollar. Doctors have taken the Hippocratic Oath to treat their patients equally and ethically. Most people fear that they will be forced into long lines or on waiting lists for medical attention. But that cannot be proven. Besides; most people now have to make appointments to see a doctor, and are accepted on a priority basis in hospitals. There is also the fear that doctors in the U.S. will leave to practice medicine in other countries. If so; they will have a difficult time as most of the industrialized nations have systems of socialized medicine including Canada. And let's be honest; how many of us are go... Putting A Price On Life Essays -- essays research papers Putting A Price On Life (The Health Care Crises) Putting A Price On Life Lately, there has been quite a debate over health care and who should pay for it. Some say that the general public should pay for it. Others say it should be shared between employer & employee. And still others say it should be socialized. Of these three, socialized medicine seems to be the most controversial if not the most misunderstood. Let's look at the dictionary definition of socialized medicine. According to Funk & Wagnall; socialized medicine is "A system proposing to supply the public with medical care at nominal cost, by regulating services and fees, by government subsidies to physicians, etc". The common misperception is that health care will become substandard. If that is true; then mans humanity to man is determined by the almighty dollar. Doctors have taken the Hippocratic Oath to treat their patients equally and ethically. Most people fear that they will be forced into long lines or on waiting lists for medical attention. But that cannot be proven. Besides; most people now have to make appointments to see a doctor, and are accepted on a priority basis in hospitals. There is also the fear that doctors in the U.S. will leave to practice medicine in other countries. If so; they will have a difficult time as most of the industrialized nations have systems of socialized medicine including Canada. And let's be honest; how many of us are go...