Campaign for Philippine Independence Essay Example for Free

Campaign for Philippine Independence Essay Balanced diet and Physical work out has a major role in attaining long healthy life. The increasing awareness of effects of foods on health has made us diet conscious and left us confused in the land of nutrition. We want to satisfy our palate and eat healthy as well. This often restricts our food choices. The major nutrients for the body are protein, carbohydrate, and fat. These provide the body with energy for various functions like beating of heart, activity of muscles and brain. In addition the body needs vitamins, and minerals for it’s optimal functioning. The importance of balanced diet are: * Optimal macronutrient intake * Total macronutrient intake * Hydration * Eat varied diet Picture of balance diet What is good posture? Posture is the position in which you hold your body upright against gravity while standing, sitting or lying down. Good posture involves training your body to stand, walk, sit and lie in positions where the least strain is placed on supporting muscles and ligaments during movement or weight-bearing activities. Proper posture: * Keeps bones and joints in the correct alignment so that muscles are being used properly. * Helps decrease the abnormal wearing of joint surfaces that could result in arthritis. * Decreases the stress on the ligaments holding the joints of the spine together. * Prevents the spine from becoming fixed in abnormal positions. * Prevents fatigue because muscles are being used more efficiently, allowing the body to use less energy. * Prevents strain or overuse problems. * Prevents backache and muscular pain. * Contributes to a good appearance. Proper Posture Requirements Accessories A woman’s wardrobe can have an endless list of accessories, but there are few basics which cannot be missed out for anything. A classy narrow or broad leather waist belt for formal occasions and a fabric belt for casuals is a must. Footwear comprising of a pointed toe dress shoe in stiletto pattern, a semi-casual peep toe with medium heels, knee high boots, pair of sneakers in feminine shade and funky flip flops will suit every activity you plan to indulge in. B. Fashion and finesse considers the visual languages, politics, and poetics of personal appearance. Dandyism has been most closely associated with influential caucasian Western men-about-town, epitomized by the 19th century style-setting of Oscar Wilde and by Tom Wolfes white suits. The essays collected here, however, examine the spectacle and workings of dandyism to reveal that these were not the only dandies. On the contrary, art historians, literary and cultural historians, and anthropologists identify unrecognized dandies flourishing among early 19th century Native Americans, in Soviet Latvia, in Africa, throughout the African-American diaspora, among women, and in the art world. Moving beyond historical and fictional accounts of dandies, this volume juxtaposes theoretical models with evocative images and descriptions of clothing in order to link sartorial self-construction with artistic, social, and political self-invention. Taking into consideration the vast changes in thinking about identity in the academy, Dandies provides a compelling study of dandyisms destabilizing aesthetic enterprise. Example of Fashion and Finesse The Color Of Summer Revenge Fashion C. Perfume or parfum is a mixture of fragrant essential oils or aroma compounds, fixatives, and solvents used to give the human body, animals, objects, and living spaces a pleasant scent. The odoriferous compounds that make up a perfume can be manufactured synthetically or extracted from plant or animal sources. Perfumes have been known to exist in some of the earliest human civilizations, either through ancient texts or from archaeological digs. Modern perfumery began in the late 19th century with the commercial synthesis of aroma compounds such as vanillin or coumarin, which allowed for the composition of perfumes with smells previously unattainable solely from natural aromatics alone. Cologne is a toiletry, a perfume in a style that originated from Cologne, Germany. However, it has come be a generic term for scented formulations in typical concentration of 2-5% essential oils, or a blend of extracts, alcohol, and water.

Theories of Health Change Behaviour

Theories of Health Change Behaviour Introduction To understand the processes and causes of change in health related behaviours still represents a challenging process for health professionals (Orleans, 2000). People’s decisions to engage in such behaviours are affected by factors such as attitudes and beliefs and psychosocial variables (i.e. demographic, psychological or cognitive) which impact the decision-making process of planning behaviours. Thus, it is important to understand the interrelationship between these factors and their influences of adopting and maintaining healthy behaviours. Researchers have attempted to understand and predict health behaviour through the lenses of models and theories of behaviour change. Within the framework of a theory, the researchers get to understand what variables are most important and how to measure them, to formulate research questions based on the understanding of the variables, to test hypotheses regarding behaviour change, and lastly to guiding behaviour change interventions throu gh planning, actions, and maintenance of preventative behaviours (Noar Zimmerman, 2005). Theory-based predictors (i.e. cognitive factors) would provide an organized framework that helps understand and predict health behaviour in a systematic manner (Glanz Maddock, 2000). Theories based on processes of cognitions and thoughts are part of the collection of social cognitive models (SCMs) and focuses on influences of social-cognitive characteristics on decision-making processes. The present essay distinguishes two of SCMs, highly used in understanding the adoption and maintenance of healthy behaviours: the Theory of Reasoned Action (TRA; Ajzen and Fishbein 1980) and the Common Sense Model of Self-Regulation (CSM-SR; Leventhal, Diefenbach, and Leventhal (1992)). Both theories suggest that the motivation to change behaviour is driven by social-cognitive beliefs/representations of the health threat and the willingness to avoid adverse outcome. Research applying both theories has a rich history describing their uses in a wide range of behaviours including health (TRA: Cooke and French (2008); CSM-SR: Hagger and Orbell (2003)). Further, both models are based on a set of theoretical constructs and have been used to successfully explain and change behaviours. N evertheless, very little research has concerned empirical comparison of the two (Hunter, Grunfeld, Ramirez, 2003; Orbell, Hagger, Brown, Tidy, 2006) and there is still no consensus that one model is more accurate than the other. Aim This essay’s aim was to review two theories of health change behaviour – the Theory of Reasoned Action and the Common Sense Model of Self-Regulation – with special emphasis on the similarities and differences and the data needed to critically compare and contrast them. Lastly, the aim was to determine which aspects of the frameworks were most successful at predicting and explaining behaviour. What is health behaviour? It is the goal of many researchers to understand the causes, determinants and processes of health behaviour change (Doll Hill, 1964). The most common study looking into the causes of death is the Alameda County Study conducted by Belloc and Breslow in 1972 which identified seven aspects of lifestyle which predicted mortality: smoking, alcohol consumption, sedentary lifestyle, sleeping more or less than 8 hours per night, being either underweight or overweight, skipping breakfast, and eating snacks (Belloc Breslow, 1972). A later British study, the EPIC-Norfolk prospective population study associated similar behaviours with lower risk of mortality (Khaw et al., 2008). Kasl and Cobb attempted the first definition of health behaviour as â€Å"any activity undertaken by a person believing himself to be healthy for the purpose of preventing disease or detecting it at an asymptomatic stage† (Kasl Cobb, 1966). Although this definition includes only preventive health behaviours there are other types of behaviours. Ogden (2007) described illness behaviour as a behavioural action aimed to seek treatment and sick behaviour as a behavioural action aimed to get well (p. 13). There are factors such as individual differences, which influence the change of health behaviours and contributed to the prediction of health behaviours (Baum Posluszny, 1999; Sherman Fazio, 1983). The cognitive factors received the most attention because are considered to cause changes in behaviour and because they are modifiable factors in comparison to, for example, personality. The characteristics of social cognitive factors (e.g. knowledge, attitudes, and beliefs) are involved in the process of decision-making and behaviour control (Fiske Taylor, 1991). SCMs focuse on psychological and social factors and how they influence behaviour change, with a focus on the self-regulation processes and how these relate to behaviour (Conner Norman, 2005). These models are used to ensure a positive change in individual’s behaviour (e.g., changing food intake or increased physical activity) through intervention (Anderson-Bill, Winett, Wojcik, 2011). A very known model used to examine individual’s reactions to illness threats is Leventhal’s (1992) the common sense model of self-regulation (CSM-SR). Another theory focused on motivation to perform health-enhancing behaviours by examining aspects of the cognitions to predict health outcomes is the theory of reasoned action (TRA) designed by Fishbein Ajzen (1975). The models mentioned and many other pr ovide a basis for interventions designed to change health-related behaviours through the emphasis of the rationality of human behaviour. Thus, the prediction of behaviour is considered to be the outcome of the intended behaviour based on a rational decision–making process. Overview of commonly used models Theory of Reason Action (TRA) TRA has been used to predicting the likelihood of performing a specific health-related behaviour based on the compatibility and behavioural intention (Fishbein Ajzen, 1975; Ajzen Fishbein, 1980). The model uses cognitive processes of attitudes toward the behaviour (i.e., feeling positive or negative toward the action) and social normative perceptions (i.e., beliefs of significant others about the individual performing the behaviour) to predict intention of a behavioural action through a rational decision-making process. The theory has been used in a wide range of fields such as information technology (Mishra, Akman, Mishra, 2014), software piracy (Aleassa, Pearson, McClurg, 2010), cyberbullying (Doane, Pearson, Kelley, 2014), hazing (Richardson, Wang, Hall, 2012), domestic violence (Sulak, Saxon, Fearon, 2014), but also in health related behaviour such as substance-abuse (Roberto, Shafer, Marmo, 2014), physical activity (Plotnikoff, Costigan, Karunamuni, Lubans, 2013), diet (Middlestadt, 2012), smoking (Lorenzo-Blanco, Bares, Delva, 2012), HIV prevention behaviours (Jemmott, 2012). Description of the model The design of TRA looks at behavioural intentions of an individual in social context, while investigates the relationships between attitudes, intentions and behaviour. Attitudes toward the behaviour are considered to be a comprehensive gathering of evaluations of the behaviour. As a determinant of intentions, attitudes influence people’s perception, thinking and behaviour. Fishbein and Ajzen (1975) have proposed that attitudes should be measured at the same specific level as the behaviour. Thus, a high level of specificity in behaviour with regard to action, target, context, and time, will result in a high prediction of outcome behaviour. Individual’s attitudes can be explained through the set of beliefs about an outcome of the behaviour and the evaluations (favourable or unfavourable) of the expected outcome. The relationship between salient beliefs and attitudes is based on the Fishbein’s (1967) model of summative attitudes, which assumes they influence individ ual’s attitude. The research of Van den Putte (1991) and Armitage and Conner (2001) proved a strong link between attitudes and salient behavioural beliefs. Subjective norms are the second determinant of behavioural intention (Ajzen Fishbein, 1980; Fishbein Ajzen, 1975). This factor is the representation of the individual’s perception of the social pressures from significant others (i.e. family, friends, work colleagues, etc.) about whether he/she should perform a specific behaviour. This is quantified as the product of the normative beliefs (i.e., individual’s perceived behavioural expectations of important others regarding the performance of the behaviour) and individual’s motivation to comply. Once more, the research of Van den Putte (1991) and Armitage and Conner (2001) identified strong correlations between subjective norms and normative beliefs. Empirical support The TRA has been applied to the prediction of a wide range of different behaviours, including health-related behaviours, with varying degrees of success. There are a number of narrative reviews (Albarracin, Johnson, Fishbein, Muellerleile, 2001; Blue, 1995; Cooke French, 2008; Godin, Belanger-Gravel, Eccles, Grimshaw, 2008; Hagger, Chatzisarantis, Biddle, 2002; Hausenblas Carron, 1997; Sheeran Taylor, 1999) as well as a quantitative reviews of the TRA focusing on general and specific behaviours (physical activity: (Blue, 1995; Hagger et al., 2002; Hausenblas Carron, 1997); screening program (Cooke French, 2008), healthcare professionals (Godin et al., 2008), condom use: (Albarracin et al., 2001; Sheeran Taylor, 1999); and ). and general reviews: (Sheppard, Jon, Warshaw, 1988); van den Putte (1991)). The model has been tested by Sheppard et al. (1988), who reported multiple correlations between intentions and behaviour, and attitudes and subjective norms and intentions to be 0.53 and respectively 0.66 (k= 87, and k=87). Similar results were found by van den Putte (1991). These early studies results constituted the basis of the predictive validity of the TRA framework. In their reviews, Hausenblas and Carron (1997) found a medium effect size for the relationship of intention and behaviours of 0.47, in 31 studies with a sample size of 10,621. In addition, Albarracin et al. (2001) and Hagger et al. (2002) found the same higher correlation between intention and behaviour (r=0.5). In the most recent review to date, Cooke and French (2008) computed a lower value of r=0.42 in 19 tests of the relationship between intention and behaviour, which is slightly larger than the meta-analytic reports by Godin et al. (2008) (r=0.31, k=15, N=2,112). In conclusion, research provides evidence that there is a considerable consistency between TRA variables and their intention to predict behaviour change. Common Sense Model of Self-Regulation (CSM-SR) Description of the model The CSM-SR integrates environmental factors and individual beliefs about illness around individual’s common-sense representations of health (Leventhal et al., 1992). The framework outline is based on parallel-processing pathways (Leventhal, 1970). The model is based on two constructs of a) cognitive or objective perpetual pathway with its coping mechanisms and appraisal process; and b) affective or subjective pathway which represents the emotional response to the illness representation with its own coping mechanisms and appraisal processes. The cognitive pathway is based on individual’s beliefs or representations of illness threat and comprises five dimensions: identity, timeline, cause, consequences, and cure/control. Moss-Morris et al. (2002) explored the extent to which individuals can evaluate the coherence of illness representations, or how much individuals comprehend their condition. The pathway uses individual’s beliefs to shape the selection of appropriat e coping strategies (i.e. approach or avoidance), which in turn are appraised in a repetitive process over time. The self-regulation process implies selection and monitoring of behaviour aimed at controlling threat conditions and the illness representations are formed through symptoms perception and social messages from exposure to a wide range of social and cultural factors. A similar process takes place with the subjective or emotional pathway in parallel and in association with the cognitive process just described. The representation of illness triggers the activation of emotional responses regarding health-related behaviours. For example, fear is activated when a woman discovers an unusual lump thinking it might be cancer resulting in states of worry and distress. The efforts of controlling the emotional responses are appraised in terms of their success and lead to refinements of the representation of new coping strategies. Empirical support Up to date research provides empirical support for the interrelationship between the constructs of identity, timeline, cause, consequences, cure/control, emotions, and coherence and health outcomes (coping: (Heijmans de Ridder, 1998; Moss-Morris, Petrie, Weinman, 1996; Scharloo et al., 2000) and adherence to professional recommendations (Albert et al., 2014; Nicklas, Dunbar, Wild, 2010)). A series of meta-analyses have now been supported the validity of the CSM-SR framework, including narrative reviews (Hoving, van der Meer, Volkova, Frings-Dresen, 2010; Kucukarslan, 2012; Lobban, Barrowclough, Jones, 2003; Munro, Lewin, Swart, Volmink, 2007) and those focused on specific chronic conditions (diabetes: (Hudson, Bundy, Coventry, Dickens, 2014; Mc Sharry, Moss-Morris, Kendrick, 2011); acute myocardial infarction: (French, Cooper, Weinman, 2006); and mixed chronic diseases: (Hagger Orbell, 2003)). French et al. (2006) in a review of eight studies which predicted attendance at c ardiac rehabilitation interventions following acute myocardial infarction reported the constructs of identity (r=0.13) consequences (r=0.08), and cure/control (r=0.11) to be positively significantly associated with attendance behaviour. In addition, Mc Sharry et al. (2011) located nine cross-sectional studies and four RCTs examining the relationship between illness constructs and the HbA1c, and found a similar result for identity (r=0.14) but higher effect size estimates for consequences (r=0.14). Other significant associations were found for timeline cyclical (r=0.26), concern (r=0.21), and emotions (r=0.18). The most recent meta-analysis conducted by Hudson et al. (2014) included nine cross-sectional studies and found that individuals with high levels of constructs of timeline cyclical (r=0.25, depression; r=0.31, anxiety), consequences (r=0.41, depression; r=0.44, anxiety), and seriousness beliefs (r=0.38, depression) and lower perceptions of personal control (r=-0.27, depression ; r=-0.20, anxiety) are more likely to have poorer emotional health. Lastly, Hagger and Orbell (2003) review (N=45) addressed the validity of the model and the average correlations of illness representation dimensions were significantly positive for identity-consequences (r=0.37, p Comparison and contrasting of the models Research focused on comparing and contrasting theories of health-related behaviour change assesses the utility of those theories to advancing understanding of behaviour change processes. The two theoretical models outlined above show a number of similarities and differences. Several observations can be made in comparing the similarities of the models. First, CSM-SR and TRA are both social cognitive models concerned with how cognitive determinants are influencing each other in the regulation of behaviour and how these are applied to the understanding of health behaviours. Second, some constructs are common to both models, for example both CSM-SR and TRA are interested in how social-cognitive representations of health threat can motivate an individual to comply with his/her recommended treatment to avoid an adverse health outcome. Third, the models are used to analyse the influence of perceived factors external to individual on clinical-related behaviour. Moreover, both models explain behaviour change in terms of modifiable variables and support the importance of symptom attribution (Waller, 2006). Forth, CSM-SR and TRA are based on dynamic causal processes. In the CSM-SR, the individual regulates the interactions representations, coping mechanism and appraisal in an attempt to maintain coherence among them. In the TRA framework, changes in attitudes are influenced by changes in behavioural beliefs which ultimately produces changes in behaviour (Sutton, 2001). Lastly, both theories are used in developing intervention strategies, for example, related to help-seeking behaviour, by targeting modifiable variables (Waller, 2006). In contrasting the TRA and CSM-SR theoretical basis, the CSM-SR proposes that for a better understanding of individual’s behavioural adherence, the researcher needs to make reference to individual’s attitudes toward the threatening condition. In contrast, TRA proposes that the motivation needs to be understood through individual’s attitude toward the action of going to the appointment/ treatment (Orbell et al., 2006). The CSM-SR emphasizes the importance of assessment of the likelihood of adherence through the evaluation of illness beliefs constructs (i.e. identity, timeline, cause, consequences, and cure/control), while in the TRA model only a single attitude is used to evaluate outcomes. Another distinctive contrast between the two models lies within the constructs of the framework. While the CSM-SR takes account of the impact of emotional variables, the TRA is almost entirely rational and does not account for emotional factors. Another aspect is that CSM-SR do es not take account of the social influences that might shape illness beliefs or decision-making process, which is assessed by the TRA framework through subjective norms factor. The models also differ in the way they are applied in research literature. The cognitive and emotional constructs of CSM-RS were designed specifically for understanding illness perception and adherence. (Leventhal et al., 1992). By contrast, TRA was designed to predict volitional behaviours, thus it can be applied to various behaviours, for example information technology (Mishra et al., 2014), software piracy (Aleassa et al., 2010), cyberbullying (Doane et al., 2014), hazing (Richardson et al., 2012), and domestic violence (Sulak et al., 2014). Looking at the differences in measuring the components of the models, CSM-SR uses a well-validated set of constructs developed by Weinman and colleagues (Weinman, Petrie, Moss-morris, Horne, 1996). In contrast, the TRA models do not have a method per sei to measure its constructs. Thus, Ajzen Fishbein (1980) provides an extensive details of the constructs for research to develop theory own measures. In conclusion, the TRA and CSM-SR are both social cognitive model and their design is based on interpretation of cognitive factors in relation to behaviour change and each of them have their own weaknesses and strengths. Their contribution is significant and productive in the research literature because researchers can explore and test the theories to increases the understanding of health-related behaviours and help in the development of behaviour change interventions.

Head of Single Party State Essays -- Essays Papers

Head of Single Party State â€Å"Syngman Rhee: Key South Korean Politician† 1875- 1965 A. Plan of Investigation The presence of Syngman Rhee’s regime in South Korea after World War 2 was essential for preventing South Korea (ROK) from becoming part of the Soviet Communist bloc. The validity of this statement shall be addressed and analyzed in great detail within this investigation. The primary sources chosen for this investigation shall consist of Top Secret US Documents which include an evaluation of Syngman Rhee and a memo from US Secretary of State to Rhee. They are attached in the Appendix (G). The secondary sources used are numerous and will be included in the bibliography. The main secondary source will be State Security and Regime Security : President Syngman Rhee and the Insecurity Dilemma in South Korea, 1953-60 book by Yong Pyo-Hong. B. Summary of Evidence The United States, Britain, and China had agreed that Korea would be allowed to become independent after the Allied victory, at the Cairo Conference of December 1943. The Soviet Union agreed to this principle in its declaration of war against Japan. On August 15, 1945, President Harry S Truman and Marshall Stalin agreed to divide Korean spheres of influence at the thirty-eighth parallel. Their foreign ministers met in Moscow on December 7, 1945 in order to create a 5 year â€Å"trusteeship† during which a joint United States-Soviet government would create a "provisional Korean democratic government." (1UpInfo, 2002) The trusteeship proposal was immediately opposed by the majority of Koreans (communists excluded), especially by the Korean right-wing politicians, led by Syngman Rhee’s Liberal Party , who used the discontent to form his base of support. Rhee ca... ...t 2003. <http://www.ahrchk.net/charter/mainfile.php/east/12/>. Eisenhower.com 13 Apr. 2000. â€Å"Assessment of Rhee† Oct 4, 2003. <http://www.dwightdeisenhower.com/koreanwar/Maj.%20Gen.%20Dean%27s%20assessment%20of%20Rhee.gif>. Eisenhower.com 13 Apr 2000. â€Å"Memo to Rhee† Oct 4, 2003. <http://www.dwightdeisenhower.com/koreanwar/Message%20from%20Dulles%20to%20Rhee,%20pg.%201.gif>. Hong, Pyon-Yow, State Security and Regime Security : President Syngman Rhee and the Insecurity Dilemma in South Korea, 1953-60, New York: St. Martin’s Press, 1999. Kim, Q.Y. Fall of Syngman Rhee. 1983. University of California. Oliver, Robert. Syngman Rhee: The Man Behind the Myth. 1973. Greenwood Pub. Group. †Rhee, Syngman." Britannica Concise Encyclopedia. 2003. Encyclopedia Britannica Premium Service. 26 Aug, 2003 <http://www.britannica.com/ebc/article?eu=402134>.

The Controversial Issue of Capital Punishment Essay -- Death Penalty E

The Controversial Issue of Capital Punishment Since the execution of James Kendall in 1608, capital punishment â€Å"has been an accepted form of justice† in what is now the United States (Smith 2). Capital punishment can be defined as â€Å"the penalty of death for the commission of a crime† (Dictionary.com 1). In colonial America, both violent and non-violent crimes could merit the death penalty. Murder was not the only crime punishable by death. Criminals responsible for committing any crime against God would be executed. While our society does not execute individuals supposedly practicing witchcraft or committing other sins, there is still a need for capital punishment. Not only should the death penalty be condoned, but improved upon to give criminals punishments comparable to the brutal crime responsible for their prosecution. The methods of executing criminals have evolved greatly since colonial times. Our government now uses the method of lethal injection, which causes the criminal to lose consciousness before he is injected with a poisonous substance. Preceding lethal injection was the gas chamber, the electric chair, the firing squad, and the hanging. The death penalty has been improved upon not only to execute the criminal faster, but to be as humane as possible. As with all controversial issues, capital punishment is no stranger to opposition. Activist groups have gathered and published information pertaining to the inability of capital punishment to deter crime and of the United States justice system’s tendency to be prejudice in executions. The Moratorium Campaign, an anti-capital punishment group, posts information on their website regarding the flaws of capital punishment. Anti-capital punishment topics such as... ...e. It is with these imperfections that our legal system is constantly being improved upon in order to avoid convicting innocent people. While the validity of anti-capital punishment arguments is evident, the validity of pro-capital punishment arguments is also evident. Criminals who have murdered other human beings have, in their actions, forfeited their rights as Americans as well as their right to live their lives. The punishment for taking a human life should be the loss of life for the perpetrator. Sources Smith, Sharon. â€Å"Capital Punishment in the United States†. Close Up Foundation. 1999. 14 Nov. 2002 â€Å"Capital Punishment†. Dictionary.com. 2000. 14 Nov. 2002 â€Å"General Statistics about the Death Penalty in the United States†. The Morotorium Campaign. 2001. 14 Nov. 2002 Anderson, Kerby. â€Å"Capital Punishment†. Probe Ministries. 1992. 14 Nov. 2002

abuse :: essays research papers

Its natural for children to be raised in a warm and loving home and growing up in a nice environment ,but in todays society that is not what our children get to experience. On Feb. 14th,Albany police removed three unattended children from a home on Sheridan Ave.. Conditions in the apartment included rats and mice running around. Feces clogged the bathtub and squalor throughout the apartment and endangered the safety of the children. The children were taken and removed quickly from the apartment and placed in a caring household. Police told reporters that they had been at the house for three months earlier on November 4th, however, caseworkers found conditions better than what they were on the 14th. The apartment was warm and clean and also had food. The mother told caseworkers she was to get foodstamps the next day but caseworkers insisted on getting some more food . On Dec. 6th, the mother visited the office of child protection services with her children. She was offered assistance and told them she needed some help. At no time, however, the caseworkers note the condition in the house that justified the removal of the children. The county is required to do everything possible to keep a family together . This story is still being looked into, but as of now the children are staying in a warm home. This is strictly child abuse, not much as hitting but neglect. These children were left for days without food, water, baths, or a place to use the restroom. It is said each day in the United States, more than three children die as a result of child neglect and/or abuse. Most of the children who die are younger than the age of five. These children are innocent and have done nothing wrong, but the mother seemed not to be able to take care of them. Child abuse is reported on average every ten seconds, and these types of abuse are as follow, Neglect- 53.5percent, Physical Abuse- 22.7percent, Sexual Abuse-11.5percent, Emotional Abuse-6percent,and Medical Abuse 6percent. The statistics say that neglect is the number one abuse that children experience. Parents are not understanding when a child is abused, it effects their whole life, and it will stay with them forever. Men and women who today are serving time in jail and prison have incidence of

Groups and Teams Essay

Many organizations require their employees to work in teams but offer them no specific training. Research who offers such training in South Africa and what it aims to achieve. Use at least 3 sources and explain what they offer.[15] Planning and competency is deciding the tasks that need to be done, determining how to do them, allocating resources to those tasks, and then monitoring progress to ensure that they are done. The three sources which offer team building in South Africa are High Africa, Dream Team Catalyst and Movers and Shakers. These three sources aim to improve communication, co-operation, leadership skills and motivation. High Africa which is situated in Worcester, Cape Town. They offer corporate team building activities, packed with activities to increase confidence and trust within a group as well as a venue for conferences to be held. Participants learn to work in a group and improve communication and co-operation. These can be improved through a variety of stimulating activities that participants are involved in. All the activities that are done at High Africa ensure that participants have to communicate and depend on each other in order to succeed in the activity. As companies started demanding more value and measureable results the team building organisation, Dream Team Catalyst saw an opportunity to meet these companies demands and partnered up with Catalyst Global and Hercules Trophy to ensure that they are able to offer their clients the best team building solutions available worldwide. The approach of Dream Team is to offer structured interventions that address specific needs and achieve measurable outcomes as well as high energy events that will simply delight and astound even the most jaded participants. DreamTeam believes it is all about the people, the facilitators and participants. Their events have a unique style. Teambuilding Events, Conferences, Training Programmes, Incentives, Celebrations & Fun Days all take on a fresh look and feel when we are involved. Movers and Shakers have more than 15 years experience in organizational development teambuilding interventions and the training arena. Their motivational activities & exercises and team building programs & events make an unbelievable difference to your company or organization. Movers and Shakers are the international non-stop shop based in South Africa for motivation and team building. They are passionate about raising people to new heights in performance and motivation through our team building events, motivational activities and corporate team building exercises. A company relies immensely on people, they should be focused on continuously grown and empowered, and have the appropriate team building strategies in order for them to excel. The key function of any leader is to rise up other leaders. Any teambuilding ideas have to be effective, different and stimulating. 2) There is a trend to introduce teams into the workplace. Explain why this is the case. Describe the skills required in individuals to be effective in teams. Do you think all jobs should be designed around teams? [10] Strategic action competency is, understanding the overall mission and values of the company and ensuring that your actions and those of the people you manage are aligned with the company’s mission and values. It is a key managerial skill for top level and middle level management. A managerial competency in general is a set of knowledge, skills and behaviors that allows a manager to perform his duties effectively and at low costs. Strategic action competency is one of six core competencies necessary to be a good manager. The other five are communication competency, planning and administration competency, teamwork competency, multicultural competency and self-management competency. Teams have become increasingly popular in the workplace. A team-oriented organisational structure means companies rely on small work groups or teams to manage various products or tasks. Work teams offer some benefits because of the cooperation of several employees, but challenges also exist when work teams replace more individualized work. Some of the few things which team work encourage are better solutions and betterproduction. Better solutions are the main reason why companies opt for team work. Team work also results in better quality work and a more thorough and more creative solutions to problems or situations. People in a group that are from different backgrounds and perspectives working together, they tend to derive the best solution possible. Team members working together enhance benefits of the best solution by continuing to work together to enact it. Better production – along with better quality, well-managed workplace teams often produce more results as well. Members in a team can hold each other accountable and drive each other to more efficient work. By setting individual goals to go along with team goals, the employees within work teams can create some friendly competition and use the peer-pressure influence to keep each other motivated to reach goals. Effective team members need the following basic skills: * Communication and Negotiation – Team members need the ability to state ideas or questions clearly, listen to others attentively, and to resolve disagreements in a non-confrontational manner. * Analytic and Creative Skills – Team members need to evaluate information and propose creative solutions. * Organisation – The team needs to be able to track and complete all its tasks on time. Tensions can often arise if deadlines are missed * Listening – Employees need to listen to each other’s ideas. * Questioning – Employees need to ask each other questions, to ensure clear lines of communication. * Persuading – Employees will try convincing each other which alternative to choose. * Respecting – Employees will respect each other’s opinions. * Helping – The employees will help each other n work as a team. * Sharing – Employees need to share their ideas with each other, in order to choose the best idea. * Participating – Employees need to participate in activities and discussions. Jobs should be designed around teams because groups are the ideal building blocking for an organisation. There are at least six reasons for designing all jobs around groups. First, small groups are good for people. They can satisfy social needs and they can provide support for employees in times of stress and crisis. Second, groups are good problem solving tools. They are better than individuals at creativity and innovation. Third, in a wide variety of decision situations, groups make better decisions than individuals do. Fourth, groups are very effective tools for implementation Groups gain commitment from their members so that group decisions are likely to be successfully carried out. Fifth, groups can control and discipline individual members in ways that are often extremely difficult. Group norms are powerful control devices. Sixth, groups are a means by which large organisations can fend off many of the negative effects of increased size. Groups help to prevent communication lines from growing too long, the hierarchy from growing too steep, and the individual from getting lost in the crowd. 3) Think about whether you prefer to work on a problem or task individually or as part of a team. Motivate your preferences by appealing to your personality and character. Describe the experience (if any) you should now obtain to develop your teamwork competency and have evidence to convince potential employees that you have developed this competency. [10] I would say I do prefer to work in a team, as the team can always solve problems more efficiently and effectively than working individually. My personality is suitable to be part of a team, as my leadership qualities can be enforced and I can also take part in discussions and feel free to give my opinion when it is needed. A team needed committed team members who are able to work through any challenge and is still able to think logically. It important to not give up even if the group might be struggling or not communicating and it is important to be committed to every task that the team has to execute. My ability to work well with people will give me edge when working in a group, I will be able to listen to their opinions and also give my opinion. A high tolerance level will be of a benefit to the group as there are many group members from different backgrounds and personalities working together, personality clashes happen often in teams and members need to tolerate each other’s personalities and work with people from different backgrounds. I have had many opportunities to work in a team, which all were not pleasant. When working with team members you not familiar with it could be more difficult to get to know them and find common ground. Starting on the project and discussing ideas could be difficult because personalities would start to show and team members have to learn to tolerate each other’spersonalities. Team work can also be very pleasant, working with team members you familiar with can make an immense difference to the outcome of the project. As team members have previously worked together it would be easier for everyone to work together and execute the project. Team members gain team work competency if they worked in a number of teams. Team work competency would be creativity, communication, negotiating skills, helping each other, sharing and listening. Working in a number of teams I would say I have acquired those skills, and I would be able to work in most teams. I also believe that every project needs to be consulted with another person in order to achieve the best results. The team leader needs to consult with his team and gather information, their ideas and point of view of the project. I would have to say that team work is more efficiently and effectively than individual work. Team work allows you to be more creative and it can achieve better results than working on your own. 4) Explain how your teamwork competency is likely to effect employee’s evaluations of your candidacy for a job irrespective of where you work. Visit http://www.pmforum.org. Using the site as a starting point, explore the resources available to project managers. If you were to become a professional project manager, how could you use the resource available to improve your ability to manage a global virtual project management team? List the steps that you could take to prepare for serving as a leader of a virtual global project. [15] Global Awareness Competency is when an organisation carries out its managerial work by drawing on humans, financial, information and material resources from multiple countries. My teamwork competency will affect the employer’s evaluation by looking at he wants from the employee. If he wants someone that will be able to work in a group and is able to work with others then a teamwork competency will be in my favour. Your team competency will greatly affect the type of job you will have to do, if you work well in teams you will be working in teams a lot. If the organisation only works in teams, it makes you a good candidate. Your team competency can also lead to many other positions. Employers value an employee that is motivated, innovative and creative, they must also be able to lead and work well with others. Good communication skills are also a very important skill to have when your employer evaluates you as a candid, it will allow work to run smoothly and the lines of communication will always be open. The ability to listen to others and take instruction is key factors to working in a team, you have to listen to everyone’s ideas and be able to understand what they want you to do when you given a task. Guidelines which apply to virtual work teams: * Whenever possible, use a variety of communication technologies * Pay attention to the quality of the communication transmission keep the team as small as possible – preferably no more than seven to eight people * To the extent possible, take similarities and differences in time zones into account when assembling the team * Encourage the team members to discuss cultural differences * Be sure that someone is responsible for facilitating the communication process * Encourage team members to interact one on one, without feeling obligated to copy every email message to the entire team * Train team members to match their choice of technology to their task * Hold an initial face to face meeting to discuss the team’s purpose and clarify the roles and responsibilities of each team member * Whenever possible, individual team members should visit each other * Schedule periodic face to face meetings Managing Global Virtual Teams is a one of a kind, action-based programme that will show you how to manage geographically scattered and culturally diverse teams and achieve maximum results. Through the use of simulations, frameworks, video-taped exercises, and group coaching you will develop the ability to design and manage a global team in a way that encourages collaboration, improves intra- team communication, builds cohesion and leverages your team’s cultural diversity. Every employee must have work team competency, it will give them that edge when employers evaluate them. It also makes working in a group so much easier and great communication skills are an important aspect. 5) In your small group of two members that did this assignment, what were your experiences? Using the model of teamwork functioning, analyze what helped you and what hindered you in doing this assignment. Identify what you need to do differently next time. [15] We expected this assignment to go smoothly, and we would be working well together. This assignment would be very lengthy and we had to meet a lot. We expected each other to do what we were supposed to do and meet the due date. We both worked well together and executed the assignment as planned. The model of work team functioning is a general model of team functioning. The four key components are the external support system, team design, internal team processes and criteria for assessing team’s effectiveness. These four components work interrelated, and considered they provide a full understanding of how well a particular work team functions. The model helps identify work team problems, key contingency factors and provides guidance to managers interested in assessing whether a work team is achieving all of the various outcomes that are possible. 6) External context 7) Societal culture Organisational culture Organisation design Human resources management system 8) Effectiveness criteria * Team * Individual Internal process * Stages of team development * Feelings * Norms Team design * Team size * Team proximity 9) 10) External system The external system comprises outside organisational conditions and an influence exists before and after the team is formed. These influences may consist of societal and organisational culture, organisational design, and the human resources management system. Culture The societal culture in which the work team operates is one of the major external factors. All team members have different cultures and the team needs to be able to work with all the team members and they need to work well together. In collective cultures people are very comfortable working in teams. Organisational design Organisational design also directly influences the formation and functioning of the work team. A lot of the work our group did was from own, on our own time, which could either be a good or bad thing, as there was no one to watch over them. The work also had to be done at different locations where the group was able to meet up for a meeting or to discuss the progress of the assignment. The amount of work the each of us had to do was more than a bigger group, because of this we had to allow for extra time and had to do majority of the work on our own time. Human resources management system Organisations have quickly recognised that practices designed to enhance individual performance can be detrimental to teamwork and have established that new performance management systems are needed. Team based organisations may also change their basic procedures used to assign people to jobs. Some self management work teams have to make their own decisions, in this case employees must be trained to make valid human resources decisions and adhere to legal constraints. In our group there were no major decisions that had to be made, as group worked very well together and there was no member that we needed to take action against. Team design The design choices involved in creating a team are numerous. Factors that need to be taken into consideration are team duration, team goals, and team membership. Two additional design choices are time size and team location. Team size As the number of team members increases, the internal decision making process changes. We are only two in a group so the workload would be more and we would have to make decisions that would the suite a group with two members. If we had another group member our workload would be less and our decisions would have been different. The size of a also affect the quality of work a team produces, the optimal amount of members per group is 12 depending on the task at hand. It is known that smaller groups always seem to outdo the bigger groups. Members in larger groups have difficulty communicating directly to each other, as in a smaller group there is more face to face interaction. As a result of this smaller groups have less trouble with getting their message across and there are less communication barriers or miscommunication. If the task at hand is one that needs creativity and innovation it is best that the team is smaller, this allows for not too many opinions getting in the way and clear thinking can take place. Team location (team proximity) Team proximity refers to the location of a team’s members. Two aspects of proximity are relevant when designing a team are the team’s proximity to other work teams and the members of the organisation, and team members proximity to each other. When many teams are working on a single project, team members benefit from being near to each other. This helps team members if they need advice on a specific area and it allows for the competition to be tighter among the members. Members from different teams can meet and discuss their developments with each other. Problem solving occurs when it is readily needed; members can ask each other for ideas, tips, or hints on a specific problem. We worked very closely with the other groups and consulted with them regularly, this allowed us to ensure that we on the right track with the project. Is also helped to clear any, misunderstandings were dealt with immediately and we also got to hear how other groups went about doing their project. Virtual work teams A virtual work team is simply one that meets and does its tasks without everyone being physically present in the same place or at the same time. Virtual work teams can be functional, problem solving, multidisciplinary or self managing. New communications are allowing virtual workplaces to extend the reach of organisations fare beyond their traditional physical and cultural barriers. Our team has become a virtual work team at times where we cannot physically be at the same place at the same time. Technology helped us to finish our project when we acted at a virtual work team. We could learn a lot from this project and how to deal with a team, the project did however meet our expectations but the leadership could have been better. On our next project we will have to make a few changes in the way we went about doing the assignments. We would have to assign work to the team members more effectively, have regular meetings and, motivate each other to meet deadlines. 6) How was the level of communication of your group members? Were instructions clearly given and understood? Was there any form of miscommunication between you and your group members and your lecturer? Were individual tasks given and completed on time? [10] Communication is a very important aspect of a team, good communication is the key to your team members working well together and projects getting the results your hopes you would achieve. Our level of communication in the group was very good, we understood what we had to do and all work was executed as per planned. If there were any problems that needed to be handled they were dealt with, without delay, team members gave their opinion on certain issues and everyone had a fair chance to say what they wanted to, if something was not understood it was brought to the team members attention and questions were asked if team members were not clear about instructions. Each team member was given work that needed to be completed and when the work was assigned to them, they were given clear instruction on what needs to be done. Team members made sure that there was no miscommunication amongst each other. The lecturer thoroughly explained the assignment which was easy enough for all team members to understand. Work was assigned to each team member and they were given a deadline, not all deadlines were met as we still had to do last minute finalising. The project was done at a later date than expected and it put back the whole schedule. Team members who did not meet the deadline, were given a final deadline that had to be met, which was the final cut off date. In the end the project met the overall due date and the team worked well together. Our team worked very well together there were no communication problems and everyone completed their tasks. The lines of communication were always open which made it a very pleasant team to work with and the assignment was executed successful. * SECTION B 1) What are the advantages and disadvantages of organizing employees into work teams? Explain these advantages and disadvantages. [9] It is proven that performing a task in teams can achieve outcomes that could not be achieved by the same number of individuals working in isolation. There is that sense of support from your team members which encourage others to work more effectively and efficiently. The reason for organizations’ having employees work in teams are as follows: * To improve on-time delivery of results * To improve customer-employee relations * To assist improvement on products and services * Essential for career and management-employee growth * Improve understanding of the organization * Reduce costs and improve efficiency * Improve quality * Increase the commitment, ownership and motivation of employee The advantages of working in teams are as follows: * Creativity increases – Each individual has their own knowledge, personal attributes and skill. By using these different traits of each individual team member, more ideas for a task can be generated; making more solutions available for better results. * Speed – Team work allows a task to be completed quicker and more effectively as well as efficiently; work can move forward in parallel with the ultimate goal being achieved much faster than the task being done by one individual. As the saying goes â€Å"many hands, make light work†. * Effect on worker morale – Being able to work in a team allows for a close relationship between individuals, increasing good relationships in the working environment. It also helps people’s self-esteem, having the knowledge that they contributed towards the task and achieving self-satisfaction. * Effect on individual and shared responsibility – All team members should always feel obliged to deliver to their best ability. Each member knows that they have a responsibility for a specific task and that the team depends on them to deliver work of good quality. * Self-awareness to reach full potential – Your profile is developed and gives you a better understanding of the strengths you can contribute to a team. * Balance – Each member may have a specific area in which they excel and by utilizing these strengths, the team will be able to cover the key team role functions, the team will remain effective and there will be no friction of role duplication. * Increased productivity * Improved service * Shared vision – There is a common goal, so team members will thrive in achieving it. It keeps everyone moving forward. The disadvantages thereof are: * Struggling with teams – Some people prefer working in teams while others loathe even the thought of it. If your team members rebel in respecting your authority or any effort to form cooperative working units, team work will not be an effective solution for your organization. Therefore, it is important to assess your employees’ feelings towards teamwork before dividing them into teams. * Decrease in creativity – The â€Å"Group Think† tendency may occur. If one team member voices their opinion, while the other has another opinion in mind but opts to go with the majority of the other members to avoid conflict or tension. Novel ideas could be missed out on. * Free-riding – This is a very frequent term not only used in primary or tertiary education but it occurs in organizations as well. Team member refuse to be productive, flying under the radar to avoid work. This also leads to a decrease in productivity within the entire team. * Conflict may develop – In most teams, there are likely to be dominating overbearing or reluctant participants, resulting in disagreements between members therefore it is vital to monitor the performance of teams. * Present evaluation and reward challenges – It is rather difficult to assess the team effort of each individual group member therefore workers are usually asked to complete group member evaluations which assesses each member’s helpfulness and productivity in the task being completed. Though this method is not as reliable, as some members may demote others for reasons which are not related to the task. 2) Describe the stages of group development. Which stage is the most crucial? [15] The development of work teams is illustrated below: This development of work teams model shows the maturity on the vertical axis ranging from low to high, also known as ineffective and inefficient, versus the continuum of time together on the horizontal axis ranging from start (first encounter) to end (adjournment). There is no specific time period in which a team progresses from stage one to the following. The team can be discontinued at any time by the authority that created it, however the speed of team development reflects the team’s deadlines. If there is a deadline for a task, the team will feel more pressure to perform, setting aside their personal differences and working together in order to complete that task. This model also shows how a team can move back to a previous stage if the possibility of the team’s end arises – this is called recycling. This may result from a loss in members, rotations, promotions or retirements, thus the repetition of the previous stage to be surpassed once again. There are 5 stages, namely: * The Forming Stage: This stage focuses on orientation of the team’s goals and procedures as each team member is anxious about what each member is supposed to do while others may be excited. During this stage team members are usually positive and polite, some concerned about who will dominate team discussions; others may feel intimidated and not participate as freely as the others. This stage is fairly short and may only last until after the first meeting or discussion. Leadership roles need to be discussed and getting acquainted with fellow member will facilitate team development. If team members still feel uncomfortable within the group, team-building exercises would be recommended to ease the tension and establish a comfort zone, allowing the team to progress to the next stage. * The Storming Stage: Competitiveness and strained behaviours begin to emerge during this phase. This stage may involve resistance and impatience if progress is not made with a task; the authority of one team member may be challenged as others jockey for their position. As a leader, they have to take the pressure that their team members are under into consideration; they may even be uncomfortable with the approach being used for the task. A few members will even begin to force an agenda without regard for the needs of other members, or isolate themselves from group discussions. During this stage, conflict may arise but it is the group’s duty to resolve it through conflict resolutions. This is the stage where many teams fail. * The Norming Stage: Team members become positive about the team as well as the position of the team leader during this stage – where a hierarchy is established. Others may show leadership in other areas while respecting the leader’s authority. The mindset during this stage is â€Å"We are in this together, like it or not. Let’s make the most of it.† A sense of belonging and commitment starts to develop within the group; members communicating freely, cooperating, and accepting mutual respect. Rules of behaviour are enforced by team members and one will notice how towards the end of this stage, there is a sense of enjoyment about being involved. At the end of this stage the oneness syndrome may emerge, which results in needed task-related conflict not being optimally resolved, in turn causing the quality or quantity of performance to slip. * The Performing Stage: Hard work leads directly to progress towards the shared vision of the team’s goal but some teams never reach their full potential, regardless of how long they have been together. By this stage, team members have usually come to trust and accept one another, where diversity, opinions and viewpoints are encouraged and supported; making room for â€Å"wild† ideas without the feeling of being inferior to others. Feedback and listening adds to the team members being focused on and reinforce a sense of clear and shared goals. Leadership can also be shifted from member to member depending on the problem which needs to be resolved. The team now accepts each other’s differences and disagreements and works on them cooperatively and willingly, where internal politics is avoided when trying to solve an important issue. The following characteristics will lead to a high level of team performance: * Energy is spent on completing tasks and building interpersonal ties * Developing procedures for making decisions (including leadership) * Trust and openness among one another * Ask and offer help from one another * Sense of belonging and freedom within the team * Accept and deal with conflict * Members know how to assess and deal with their own functioning If one or more of these characteristics are absent, the team will be likely to prevail ineffective. The forming stage of any team is important as the team members get to acquaint them therein, exchange personal information with others and it is also an opportunity to observe how each member works individually and how they respond to pressure. The most crucial stage of Tuckman’s stages of development however, is the storming stage as it is necessary for the growth of the team. For team members who are averse to conflict may find this stage unpleasant, contentious and painful. Tolerance is a must and should be emphasized, because without it the team will fail. This phase can be destructive to the team and lower motivation if things get out of control and some teams do not even pass this stage. * The Adjournment Stage: Teams usually assembled for a long period of time, go through the adjournment stage. This stage involves the termination of task behaviours and disengaging from work relationships. A planned conclusion usually includes recognition for participation, achievement and an opportunity for team members to say their farewells. This can also create some apprehension. The termination of a team is a regressive movement from giving up control to the team to giving up inclusion in the team. It focuses on wrapping up activities and can happen at any time as it is not planned and could even be abrupt. However, change in members could result in recycling instead of adjournment. The most crucial stage of group development is the storming stage. Most people understand this stage as thestage where conflict arises and how to avoid it. Conflict is impossible to avoid but team members should handle and channel that conflict into effective individual and team development. The approach to conflict is crucial in successful team building and it would be advisable to enlighten the team about everyone not always going to agree all the time – it is normal, necessary and part of team development. During this stage, most members will rebel and even leave the team due to these misunderstandings and this is the mostly likely stage that most teams to do not progress through. 3) Raj Kashdish describes his workplace as â€Å"friendly, just great. All the people get along together, and we play bowls and action cricket after work†. Quality records show that Kashdish’s team produces high-quality results but the team’s cost are high and the output of work is low. Is this an effective work team? Explain your response. [10] There are specific criteria called effectiveness criteria which measures the outcomes achieved by team members and the team as a whole. Some teams may be effective in some aspects but ineffective in others. If a team takes longer than expected to make a decision, on speed and cost criteria, they may seem ineffective but if the decision is creative and achieves customer satisfaction the team will regarded as effective. This can be an effective work team with regard to individual effectiveness as relationships between individuals are heightened due to Kashdish’s team doing other activities other than work together; but it could also be regarded as team building. Their decisions and work are costly in terms of speed but effective in terms of customer satisfaction. Even though this team produces high-quality results, their costs and outputs are still low. They are not effective in terms of team effectiveness but more so individual effectiveness. 4) What are the primary differences between functional work teams and multi-disciplinary jn work teams? Outline these differences. [8] * Functional Work Teams – This type of team includes members from a single department, such as marketing, finance or human resources, who in cooperation solve issues pertaining to their area of expertise and responsibility. Their goals could be to minimize costs or to ensure continuous supplies. For goals to be achieved, team members need to constantly coordinate activities, sharing information on price changes and products. * Multi-disciplinary Work Teams – Depending on its goals or tasks, this type of work team can be temporary or permanent and consists of 5 to 30 employees from various functional areas and organizational levels with the same goal-oriented tasks, such as designing and introducing process reforms and technology. For example, your team consists of a civil engineer, an architect, a mechanical engineer and a quantity surveyor for the planning of the construction of a pump house on a major irrigation scheme. A caesarean section to deliver a baby also requires a multi-disciplinary team. A product development team will exist for the period of time which is required for the product to be brought to the market, varying from months to years. For example, Microsoft brings together multi-disciplinary teams consisting of experts with a variety of knowledge and backgrounds to generate ideas, which may include representatives from marketing and eventual end-users in order for the products to appeal to the customers. This type of work team provides competitive advantages such as speed aand creativity, if properly formed and managed. 5) What are the differences between problem-solving work teams and self-managing work teams? Describe these differences. [10] * Problem-solving Work Teams – This type of work team is usually made up of 5 to 20 employees, all from different areas of a department who consider how something would or can be done better. A meeting would take place for one or two hours every week on a continuous basis for discussion of ways which can improve quality, safety, productivity, morale – or they might meet intensively for the first week or so and disband thereafter. There are two forms of problem-solving work teams, namely: Task forces and quality circles. Task forces are the most common type of this work team. For example, a marketing group conducting a feasibility study of a product. A quality circle is a team which meets regularly to identify and analyze the different types of workplace problems and propose solutions. * Self-managing Work Teams – It consists of 5-15 employees who work together on a daily basis to make an entire product or render an entire service. They may all be from a single functional area, but more so they are multi-disciplinary. Various managerial tasks are performed by these teams such as rotating job tasks and assignments, ordering materials or deciding on team leadership. To sum things up, what needs to be done and how to do it are decided by them. They are sometimes called high performance teams as they are composed of highly skilled individuals fully capable of accomplishing major tasks, such as an emergency trauma unit. These individuals submerge their egos and fully commit to the team and its goals. 6) You have an opportunity to take a job as new team leader in an organization. Before you accept the offer, you want to assess whether the organization is likely to provide a supportive environment for the team. What are the questions you would ask about the organization to determine whether the environment is supportive? [15] * Can you tell me about the executive’s management style? * Can you describe the work environment in the workplace? * What do you consider to be your organization’s strengths and weaknesses? * What is the state of the equipment being used within the workplace? * What is the particular ambience the employees exude when at work? * Is there any prejudice, stereotyping or discrimination in the workplace? * If any, what are your conflict resolutions which are used when there is conflict between employees? * Are the organization’s supervisors and managers equipped with leadership and diversity training? * Is the working environment safe? * What are the incentives being offered to the employees, if there are any? * Are there processes and procedures used for violations of the employment acts? * Do employees have access to rich information and resources? * Are there appropriate procedures for safety, operation and security?

Does privacy actually exist online

Google is set to make a major change to their Terms of Service that will allow the company to use the user name and profile pictures of its Google Plus account members in reviews, advertising, and â€Å"other commercial contexts. † This, coupled with Facebooks recent announcement that they are removing a setting that previously allowed users to be undiscoverable through their Graph Search, raises the question†¦ oes privacy actually exist online? In the case of Google, the company says it plans to only share user names and profile hotos in conjunction with content users have chosen to help curate. For example, they may use the +1 you gave your favorite local bakery in an ad that the bakery runs through Google, or your rating of an album on your favorite band's Google Play page may she shared with those in your Google Plus circles.Although users will be able to opt out and control whether their image and name appear in ads via the Shared Endorsements setting, this is a majo r change for the platform that puts it more closely in line with Facebooks much scrutinized privacy policies. It's also a move that s likely to perturb users who flocked to Google from Facebook because of privacy concerns and raises the question of what Google may be planning for the future.Not to be outdone, Facebooks announcement that everyone will be searchable after the removal of an old privacy setting is raising many eyebrows†and rightfully so. â€Å"We're removing the setting because it isn't as useful as it was before,† read an announcement from Facebook when I recently logged in to my personal account. So, naturally, choosing to remove the setting altogether is better than attempting to mprove this tool which would enable account holders to control who can view their profiles? Apparently so.Both companies seem to be using the argument that users are in control of what they share, and therefore are presenting an implied endorsement of sorts that they believe the y have the rights to use for monetary or promotional gain. While it is true that status updates about a restaurant you like, a snapshot at an event you went to, or what you're listening to, watching, or reading are put there by the users themselves, shouldn't it also hold true that the information we hare about ourselves should still remain our information?Although there are laws, both state and federal, currently in place that are supposed to safeguard internet users, these controls are not assurance that we are sheltered from companies using our personal information in ways we did not intend. Frequently these laws, and most frequently the privacy policies of internet companies, put an increasing amount of control in the hands of internet users, who unfortunately, often have inadequate training in and knowledge of the digital landscape.This puts teens, the elderly, and other marginal web users at risk, as they are uninformed and uneducated to make the appropriate choices needed to protect their personal information on the internet. Even for more advanced internet users such as myself, it often difficult to understand my online privacy rights†not to mention that internet companies are not always transparent. As social media becomes more, well, social, companies like Google and Facebook should be taking the needed steps to make their privacy measures easier to comprehend and user friendly.In the example of Facebooks most recent privacy privacy shortcuts. † Okay, sure, but how? With the ambiguous nature of online privacy now and the Jargon of its top providers, digital literacy is an increasing must. Who should be responsible though? Should the command be placed on internet companies? Should it be left to the online user? Without a precise solution, the future of online privacy is clouded and the sole fix for the time being is to stay enlightened and precautious†otherwise your semi-private musings may turn up in a not-so- private place.