ShantanuT01/DACTYL-Pretraining huggingface dataset:
Introduction This paper is aimed at showing that in most cases, the management of employees’ emotions and cultural values is ineffective and unethical even despite the fact that this idea appeals to many business administrators. In order to elaborate this argument, it is first necessary to discuss the concept of organizational culture and explain how the values of employees are formed. In particular, I will try to demonstrate that people’s attitudes toward an organization depend mostly on the nature of their work and their long-term experiences with the company. Moreover, they are dependent on their cultural background. The main task is to show that they cannot be shaped through a planned initiative. These issues will be discussed in Section One. Furthermore, in Section Two, I will try to show that the management of workers’ values and emotions can result in conformist thinking in the organization and inability to critique other people. Finally, Section Three will be aimed at examining the ethical aspects of managing cultural values and emotions of employees. In particular, I will try to demonstrate such attempts can encroach on the ethical integrity of a person. These are the issues that I would like to address in this paper. Factors influencing cultural values and emotions of employees Overall, organizational culture is one of the first concepts that should be discussed. In their article, Shahzad et al. (2012) provide several definitions of this notion. First, they define culture as a set of assumptions or values that differentiate a particular organization (Shahzad et al. 2012, p. 976). Moreover, in this context, this term can be understood as beliefs and feelings that employees have about their job, the company in which they work, its goals, and its principles (Shahzad et al. 2012, p. 976). These attitudes depend on a variety of factors, for instance, the nature of work, the rewards that employees receive, the relations between managers and employees, career prospects and the social status that a person receive due to his/her work. Therefore, a manager who strives to change organizational culture will have to manipulate these factors. The problem is that this task is hardly possible. This person would have to change the compensational policies of the company, its structure, and probably the attitude of the community toward a certain profession. For example, the study carried out by Stephen Ackroyd and Phillip Crowdy (1990) shows that the values and behaviour of workers often depend not on organizational, but occupational culture (p. 4). These authors examined the behaviour of those
Introduction Over the years, globalization has resulted in increased movement of people from one part of the globe to another (Milner & Tingle, n.d.). As a result, immigration is today a significant political concern in most countries. Demonstrations have been witnessed in some cities in the world as a result of discontent among citizens due to immigration. While some people felt that inviting immigrants was a good thing, others saw them as a threat to both their economy and the society. This paper looks at various aspects of immigration. The issues discussed include the reason for immigrants preferring in large global cities over other cities, hostility toward immigrants by nationals, and mechanisms that have helped immigrants to become powerful political groups. Immigration and Challenges Faced by Immigrants Over the years, immigration has been a major concern for major cities in the world. While there are many places where immigrants can move to, large global cities are often preferred. Drawing from a study by Ray (2003), large cities across the world are characterized with cultural diversity. Consequently, this is one of the key reasons why immigrants will prefer settling in such places. Global cities also provide a very strong foundation for international business (Bauder, 2012). Large cities in the worl
Introduction The theory of organizational change is evident in the proactive behaviour and careerist orientation of employees. This directly relates to the duties of the human resource of dealing with career development opportunities, fairness and procedures in recruitment, and commitment of employees to the organization. The negative effects of these elements reflect resistance to change in the organization resulting in workplace stress. This article discusses the issues and implications of human resource management as related to career development opportunities, proactive behaviour, and careerist orientation. It also covers how they relate to resistance to change in the organization. Critical Assessment of the Article Organizations can only operate smoothly by retention of highly skilled employees who have vast experience, or through the development of new and willing employees. Some organizations have put up measures to improve the existing workforce to be in line with the organizational changes such as revising job descriptions, dealing with redundancy, implementation of short contracts, or outsourcing for consultants The employees get their career satisfaction, which in turn improves their attitudes and behaviors at work, amounting to stress in the workplace and resistance to change. These strategies have been largely overlooked with limited reports of their implementation, despite the salience of behaviour that is proactive (Aryee & Chen, 2004). There is usually a relationship between procedural justice perceptions and positive results in a system of decision-making. These perceptions come out well when employees receive proper working terms. The study, therefore, proposed a three-way interaction in determining the interest of employees in proactive behaviour and career orientation that is related to stress at work. The interaction involves perceptions of procedural justice, opportunities for career development, and commitment to the organization (Crawshaw, Dick & Brodbeck, 2011). Summary of the research methods and findings The study focused on a UK high street financial services provider having over 15,000 employees in their 700 retail branches, call centres, and head office. The professions explored were accountancy, management, human resource, retail, marketing, and information technology. This company qualified for
Martin Luther King Junior and Malcolm X were key figures who went down in history of the United States due to their unprecedented efforts in fighting for civil rights and elimination of racism in America. Each of them had a different method and view of struggling against the social injustices against the blacks. Martin Luther King was a Christian, while Malcolm X was a Muslim, that is why their views were based on their religious backgrounds, and the way they had been brought up by their parents. Martin Luther King originated from a bourgeois class family, thus he was an educated person, while Malcolm X had been brought up from a humble background, which made him drop out of school and engage in drugs. Martin Luther King Jr. had a peaceful approach towards fighting against social injustices as he believed that they could be eradicated through a dialogue. On the contrary, Malcolm X had a different view, which could be traced back to his upbringing. He acquired a bitter attitude towards the whites who he believed were the source of his problems. While Martin Luther King insisted on nonviolent resistance or integrationist philosophy, Malcolm X had a strong believe in nationalist and separatist doctrines. Their philosophies resulted in forming contrasting views in the people’s minds in terms of sensibility. Martin Luther King’s philosophy of nonviolence appealed to Americans of the 1960’s the most. Martin Luther King’s philosophy of handling the social injustices was aimed at bringing together blacks and whites as a union. This doctrine had six underlying principles, which guided it. One of them stated that nonviolent protestors should not discredit the opponents but instead look for their understanding and friendship. He had a strong believe that the only way to overcome a devil was by befriending him. Fighting, according to his view, could not solve the problem but would intensify hatred between the two parties. Violence might murder the murderer, but it would not murder the murder itself; it could kill the liar, but it would not eliminate lie, and violence may murder the dishonest person, but not dishonesty (King, “I Have a Dream Speech”). Violence will never be a way out as it will only intensify the problem. Malcolm X believed in the doctrine of separation as a solution to social injustices. In his speech, he said that by working separately, the sincere white people and sincere black people would actually be working together. He proclaimed, “Let the sincere whites go and teach nonviolence to white people” (Malcolm X “The Homecoming Rally of the OAAU”). He further put more emphasis on the doctrine of separation by saying that when money was taken out of the neighborhood in which one lived, the neighborhood in which a person invested his/her money became wealthier and wealthier (Malcolm X “The Homecoming Rally of the OAAU”). Therefore, in order for the blacks to control their economy, money should be spent within the neighborhood. Furthermore, according to M
Academy of Management The academy of management is the most significant and the largest professional association in the world whose main goal is facilitating and equipping scholars with information about management and organization. It was established in November 1936 by Professor Chares L. Jamison and William N. Mitchell of the University of Michigan and the University Chicago respectively thus making it the oldest management association worldwide. It is located on the Briarcliff manor campus of New York University (AOM, 2003). The Academy of management was established on the basis of advancing the philosophy of management. As the organization continued developing, its original founding members saw the rising need for scholarly research in management. This resulted to making the academy wholly academic. Today, the Academy of management hosts 18, 518 members from 104 different countries as compared to its ten members during it formation. The academy’s efforts to involve members form various countries is based on its efforts to share management information as well as giving people from different communities a chance to participate in the organizations. Among its affiliates are Asia, Iberoamerica and five management academies of the USA which include “the Eastern, Midwest, Southwest, the Western Academy of management as well as the Southern management association” (AOM, 2003, p. 1). The operations management division of the Academy of management deals with change management in the process of producing goods and services regardless of whether it’s a profit or a non-profit making organization. The major topics in management include “operations strategy, products and service development, supply chain management, project management, quality management and issues facing operations such as international, human resources, environmental and IT” (AOM, 2003, p. 1). Some of the sponsors that took place in this program in 2009 include “Platinum, Project Management Institute, BGSU college of Business Administration, University of Manchester-Manchester Business School, Kelly School of Business, Gold, College of Business-University of Illinois, Stanford University, Portland University, Wake Forest University” (AOM, 2003, p. 1) among others. Operations Strategy The topic of operations strategy in management deals with the strategic decisions that chief executive officer in the operations department of a company come up with. It links the strategic decisions and the products or the results of these decisions (Waters & Waters, 1999). Operations strategy differs from the corporate and Business st
Unpredictable economic conditions have greatly affected the labor market. Managers face a challenge of creating organizational commitment among the employees, especially those who belong in generation X and Y. Managers wish to increase employee commitment because it encourages loyalty and maintenance of organization values and traditions which are inducted in new entrants. Managers can put in place the following strategies to increase employee commitment: Managers should implement incentives for employees to guarantee job satisfaction. By job satisfaction, the managers need to go beyond the traditional ways motivating employees like salary increment or other financial benefits, and create tasks which can be completed after a short period of time without compromising the long term objectives of the organization. Breaking up the task is not only a way of improving employee morale but also a way of self evaluation. Managers should also create an environment where employees can develop a sense of self control and empowerment. An environment which makes employees feel insecure demoralizes and makes them feel vulnerable. This makes them hold back and fail to exercise their creativity. Research has shown that employees who feel more secure at the place of work are creative and can come up with cheaper and easier ways of completing tasks compared to those who experience job insecurity. A part from job security, management needs to put in place a team of supportive supervisors, create possibilities of growth (e.g. promotion) and fair treatment for all employees. Research has demonstrated that even in times of hard economic conditions, employees keep searching for opportunities where their desire for growth and fair treatment can be met. Unlike in the past when people were satisfied by holding same position for their entire working years, the current labor force is not patient enough to hold same job for a longer period of time just because they get a salary at the end of the month. Traditionally, this would be called job security, but nowadays it would be referred to as stagnation. The current labor force wants to know the future of their careers ten or more years to come. If there are no prospects for promotions, then they are more likely to begin exploring other opportunities. Fluctuating economic conditions have also shown that organizations will
The world is characteristic of seven major ancient wonders of the world. They are; the Pyramid of Giza, Statue of Zeus, Hanging Gardens of Babylon, the Temple of Artemis, Colossus of Rhodes, Light House of Alexandria and Mausoleum at Halicarnassus (Braley 79). All these spectacular structures have not only been useful in the historical context. Rather, some like the Pyramid of Giza are still important in the tourism industry. In Egypt for instance, the booming tourism industry is primarily due to the presence of the Khufu’s Great Pyramid. This paper gives an outline of four of the Seven Wonders of the World. The Khufu’s Great Pyramid is located in Giza, Egypt. The construction period dates back to around 2560 BC. It is one of the greatest pyramids in the world. It is one of the most significant pyramids among three pyramids located in Giza. It is characterized by a height of 146 meters, 2,300,000 blocks of stones, and length of 756 feet. The structure is symmetrical and has a perfect compass orientation (Carrington 47). The fact that it is the most massive building on Earth made it one o the greatest wonders o the world. Herodotus of Halicarnassus regarded the pyramid as one of the greatest wonders of the world. He considered the structure to be the tomb for Pharaoh Khufu, hence the name. The realization that the structure was constructed by 100,000 oppressed slaves was also noted. According to the Egyptian subjects, pharaoh was considered a living God, rather than a mere king. The structure was primarily composed of limestone. It was the tallest building in the world or the periods 1311 AD, and 1647-1874 (Braley 82). The fact that it stands undestroyed to date makes it one of the most important tourist attractions. Gaza city remains one of the preferred places for tourists. The Hanging Gardens of Babylon are characterized by a stair-like structure. Strabo, a Greek philosopher described the gardens as having vaulted terraces (Carrington 50). Baked brick and asphalt are used to construct the pillars, the vaults and terraces. The gardens were characterised by a length of 56 miles, thickness of 80 feet, and a height of 320 feet. The gardens are located in City State of Babylon, modern Iraq. The gardens were constructed in 600 BC. It was regarded one of the most spectacular sites that was destroyed in the year 2 nd Century BC. The cause of its destruction was an earthquake. The construction material was primarily mud brick (Campbell 90). In addition, lead was used to achieve the waterproof effect. The gardens were considered royal. It is however important to note that the archeological verification of the wonder has not occurred. The Statue of Zeus is yet another wonder that carries with it important characteristics. The Greeks conducted the Olympic Games after every four years (Romer 46). The Games were conducted in honor of Zeus, King of
Introduction Hobbes and Locke were both natural law theorists and social contract theorists. However, both Hobbes and Locke arrive at different conclusions regarding the existence of justice in the state of nature. Hobbes indicates that in the state of nature, “nothing can be unjust… Where there is no common power, there is no law; where no law, no injustice” (Hobbes 78). Locke, on the other hand, contends that even in the state of nature, human beings are inclined toward justice. Locke writes, “The state of nature has a law of nature that determines how it is governed, which obliges every one” (Locke 9). This paper explains why Hobbes and Locke reach such different conclusions about the existence of justice in the state of nature. The paper will also give a personal opinion on why Hobbes is more compelling than Locke. The differences in their views First of all, it is fair to mention that the different comprehension of the human nature of both theorists is the main aspect of their conflicting studies. Whilst Locke sees people as creatures of reason, Hobbes considers human beings as creatures of desires. Another reason for their different conclusions is the fact that they understood the aspect of rights differently. In fact, when the view of Locke is considered, it is found that Locke viewed certain rights as autonomous of the state or government (Locke 10). Hobbes, on the other hand, viewed rights as emanating from the state. In the end, both Hobbes and Locke come to agree on a rather plan ground that, in the state of nature, human behaviors are supposed to be guided by the laws of nature. They only agree on plan ground, not in totality as Hobbes’s laws, as it has already been mentioned, are far less secure when compared with Locke’s studies. In fact, this is also another explanation or reason as to why in Locke’s school of thought, people seek to have greater security. The belief of Hobbes that justice does not exist in the state of nature No doubt, the concept of justice is one of the most litigious aspects of the Leviathan. In fact, Hobbes does not ascribe to the view that there are some moral higher values introduced by a supernatural being (Hobbes 80). There is no right or wrong in the state of nature, according to Hobbes. He further argues that there is justice only where there is no shared power. In other words, no injustice exists where there is no law. Hobbes’s argument here is pegged on the assertion that something unjust only exists in the situation where it has been advanced by the sovereign. These words, the concepts of unjust and just, are just employed by people when making known their distastes and desires (Hobbes 81). According to Hobbes, these concepts (injustice and justice) refer to something only under the control of the state. Hobbes further asserts that, because there is no control in ‘The State of Nature,’ it, therefore, goes without say
Standards and procedures/ code of ethics The business has realized the need to have an ethics and compliance program in order to reduce the risk of misconducts, detect wrong doing, demonstrate the company’s ethical stand, and enhance the reputation of the company (Ferrel, 2010). General business conduct in management consultancy This section assures clients and users of our consulting services that the company is focused and committed to offering high quality services. The employees and all parties associated with the company subscribe to the general code of ethics for management consultancy firms. With regards to our clients, the company is committed to servicing with objectivity, competence, and integrity. Personal and sensitive records pertaining to our clients’ engagement will be treated with utmost confidentiality (Ferrel, 2010). Before use of such information, the company will first consult the client and seek for their permission to use the information. There shall be no particular moment when the company shall engage confidential information in order to gain benefits as a company without the permission of the client. The company shall first disclose to clients, the prospective conflicts of interest with regards to any action before undertaking any engagement. The company shall also respect the intellectual rights of the clients, and other management consulting firms. The company shall not be part of any deceptive advertising and will encourage reporting of standard violation. With regards to engagement, the company shall only accept engagements which it is qualified and certified to undertake. Our competence and experience are the two bases upon which the company shall know whether or not to undertake an engagement. Our staff members shall only be assigned an engagement based on their experience, knowledge and competency. Once the company gets an engagement, we shall clearly state the nature of influences that are likely to impair our competency, objectivity, and integrity. Incase our integrity is impaired the company is not obliged to proceed with the engagement. With regards to fees, the company will be reasonable and only charge based on the nature of service provided. The fees and charges expected from the company shall be disclosed to the clients in advance prior to signing of any deal of engagement. Employment practice conduct The company generally expects that everyone associated with it as staff members, employees, trustees will conduct themselves in a manner that is in accordance with the standards of business practice. The company expects all associates to behave ethically and comply with the standards and legal procedures of business ethics. The company Conflict of interest Conflict of interest refers to the clash between personal interest and company interest during official engagement of company by its employ