Make Natural Plastic From Dairy Products

Plastics are generally produced from petroleum, but they can come from other sources as well! All that is really required is the ability to join molecules containing carbon and hydrogen together, which you do whenever you curdle milk. This takes about 30 minutes. What You Need 1/2 C milk or heavy creamvinegar or lemon juicesaucepan Instructions Pour 1/2 cup milk or heavy cream in a saucepan and heat to simmering over low to medium heat.Stir in a few spoonfuls of vinegar or lemon juice. Continue adding vinegar or lemon juice until the mixture starts to gel.Remove from heat and allow to cool.Rinse the rubbery curds with water. The curds are plastic! Play with your cool creation :-) Useful Tips Adult supervision please - hot stove!The plastic is formed as a result of a chemical reaction between the casein in the dairy product and the acid (acetic in the vinegar, citric and ascorbic in the lemon juice).

The Discarded Factory, A Tale Of Three Logos - 1556 Words

In the chapters, â€Å"The Discarded Factory† and A Tale of Three Logos, Klein explains the globalizing effects on brand name multinational corporations? In the first chapter, â€Å"The Discarded Factory,† Klein tells about how corporations are putting much less of an emphasis on the production side of their business and more of an emphasis on the brand name they build. In the second chapter, â€Å"A Tale of Three Logos,† Klein talks about how three large corporations, Nike, Royal Dutch Shell, and McDonalds grew their brand. Klein, in â€Å"The Discarded Factory,† provides many examples to show that corporations are much less concerned about production and much more about their brand name. The statement he uses to help explain the reason behind why they are doing this is, The difference between products and brands is fundamental. A product is something that is made in a factory; a brand is something that is bought by a customer,† (Peter Schweitzer). Many companies believe that while their products and factories are temporary and require upkeep, respectively, their brand will live on for much longer. Because of this, they shift towards outsourcing their production to keep costs as low as possible. The companies then use this extra money to help build their brand using sponsorships and marketing campaigns. In addition to sponsorships and marketing campaigns, companies will also improve their packaging, distribution, and retail channels, and they will expand. A quote once said by Nike’s Show MoreRelatedTo Investigate the Branding Importance in Food and Beverage Industry20652 Words   |  83 Pagesrunning. In case of food and beverage Food and beverage industry the branding becomes very limited but it has to be very effective in order to achieve the organisation’s objectives (sicco, 2005). A strong brand is not limited up to make an image or a logo, or job done by its CEO and HR department. In other words, brand is the responsibility of every employee of the organization in current scenario. 2.3.1 Brand development strategy It is adopt for to launch a new product in the market, it work asRead MoreOrganisational Theory230255 Words   |  922 Pagesorganization culture Creating a culture that gives meaning to work Developing understanding of culture Developing a ‘practical theory’ of organizational culture The vehicles of culture The processes of the communication of culture The ‘heart of culture’ A tale of two cultures How neo-modernist organization theory develops challenges in the design of organizations The processual perspective Design and development Conclusions: does neo-modernist organization theory exercise challenges for new visions of theRead MoreManaging Information Technology (7th Edition)239873 Words   |  960 PagesAutomation 206 Videoconferencing Electronic Mail 207 208 Groupware and Collaboration 209 An Example Groupware System: Lotus Notes 210 vii viii Contents Intranets and Portals 213 Factory Automation 215 Engineering Systems 216 Manufacturing Administration 216 Factory Operations Robotics 217 217 Supply Chain Management Systems 217 Review Questions 219 †¢ Discussion Questions 220 †¢ Bibliography 220 Chapter 6 Managerial Support Systems 223 DecisionRead MoreAccounting Information System Chapter 1137115 Words   |  549 Pageswould probably be part of the claims information submitted by the insured parties. Therefore, the only significant cost would be to store the data and process it. USAA passes the data on the parts to parts manufacturers, suppliers, and the Big Three automobile manufacturers. These companies use the data to improve their parts. Some use the data to determine which new products to offer. For example, one supplier may see that other suppliers are producing low quality products and determine thatRead MoreIgbo Dictionary129408 Words   |  518 Pagesbased on the Onitsha dialect, and in 1907 Zappa published a French-Igbo dictionary based on a Western Igbo dialect. Northcote W. Thomas devoted four of the six volumes of his Anthropological report on the Ibo-speaking peoples of Nigeria to language, three of them being essentially lexicographic. Part II (1913) consists of an English-Ibo and Ibo-English dictionary, based on the Awka and Onitï€ ¬sha dialects. It has a rather complex and non-phonemic transcription of the vowels; tone is partially marked.

O.B Case Studies Free Essays

|VALUES, ATTITUDES, AND JOB SATISFACTION | LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Contrast terminal and instrumental values 2. List the dominant values in today’s workforce 3. We will write a custom essay sample on O.B Case Studies or any similar topic only for you Order Now Identify the five value dimensions of national culture 4. Contrast the three components of an attitude 5. Summarize the relationship between attitudes and behavior 6. Identify the role that consistency plays in attitudes 7. State the relationship between job satisfaction and behavior 8. Identify four employee responses to dissatisfaction CHAPTER OVERVIEW Why is it important to know an individual’s values? Although they do not have a direct impact on behavior, values strongly influence a person’s attitudes. Knowledge of an individual’s value system can provide insight into his/her attitudes. Given that people’s values differ, managers can use the Rokeach Value Survey to assess potential employees and determine if their values align with the dominant values of the organization. An employee’s performance and satisfaction are likely to be higher if his/her values fit well with the organization. For instance, the person who places high importance on imagination, independence, and freedom is likely to be poorly matched with an organization that seeks conformity from its employees. Managers are more likely to appreciate, evaluate positively, and allocate rewards to employees who â€Å"fit in,† and employees are more likely to be satisfied if they perceive that they do fit. This argues for management to strive during the selection of new employees to find job candidates who not only have the ability, experience, and motivation to perform, but also a value system that is ompatible with the organization’s. Managers should be interested in their employees’ attitudes because attitudes give warnings of potential problems and because they influence behavior. Satisfied and committed employees, for instance, have lower rates of turnover and absenteeism. Given that managers want to keep resignations and absences down—especially among their more productive emp loyees—they will want to do those things that will generate positive job attitudes. Managers should also be aware that employees will try to reduce cognitive dissonance. More importantly, dissonance can be managed. If employees are required to engage in activities that appear inconsistent to them or are at odds with their attitudes, the pressures to reduce the resulting dissonance are lessened when the employee perceives that the dissonance is externally imposed and is beyond his/her control or if the rewards are significant enough to offset the dissonance. WEB EXERCISES At the end of each chapter of this instructor’s manual, you will find suggested exercises and ideas for researching the WWW on OB topics. The exercises â€Å"Exploring OB Topics on the Web† are set up so that you can simply photocopy the pages, distribute them to your class, make assignments accordingly. You may want to assign the exercises as an out-of-class activity or as lab activities with your class. Within the lecture notes the graphic will note that there is a WWW activity to support this material. The chapter opens introducing Marge Savage, a Microsoft marketing analyst who is gathering information about the â€Å"Nexters† generation—people born after 1977. They are the first group of people to never know a world without computers and the Internet. She found that this group values integrity, teamwork, moral support, responsibility, and freedom to pursue their dreams. They want to work for a company that supports their needs, and where they can have significant influence in shaping society. They see technology and the Internet as a major force for changing the world—good news for Microsoft. CHAPTER OUTLINE |Values |Notes: | |Values represent basic convictions that â€Å"a specific mode of conduct or end-state of existence is personally or | | |socially preferable to an opposite or converse mode of conduct or end-state of existence. | | | | | |There is a judgmental element of what is right, good, or desirable. | | | | | |Values have both content and intensity attributes. | | | | |The content attribute says that a mode of conduct or end-state of existence is important. | | |The intensity attribute specifies how important it is. | | |Ranking an individual’s values in terms of their intensity equals that person’s value system. | | | | |Values are not generally fluid and flexible. They tend to be relatively stable and enduring. | | | | | |A significant portion of the values we hold is established in our early years—from parents, teachers, f riends, | | |and others. | |The process of questioning our values, of course, may result in a change, but more often, our questioning acts | | |to reinforce the values we hold. | | |A. Importance of Values | | |1. Values lay the foundation for the understanding of attitudes and motivation because they influence our | | |perceptions. | | | | | |2. Individuals enter organizations with notions of what is right and wrong with which they interpret behaviors| | |or outcomes—at times this can cloud objectivity and rationality. | | | | |3. Values generally influence attitudes and behavior. | | |B. Types of Values | | |1. Rokeach Value Survey (Exhibit 3-1) | | | | | |It consists of two sets of values, with each set containing 18 individual value items. | | |One set—terminal values—refers to desirable end-states of existence, the goals that a person would like to | | |achieve during his/her lifetime. | |The other—instrumental values—refers to preferable modes of behavior, or means of achieving the terminal values. | | | | | | | | |2. Several studies confirm that the RVS values vary among groups. | | | | |People in the same occupations or categories tend to hold similar values. | | |Contemporary Work Cohorts | | |1. The unique value of different cohorts is that the U. S. workforce can be segmented by the era they entered | | |the workforce. (Exhibit 3-3) | | |Contemporary Work Cohorts (cont. ) |Notes: | |2. Veterans—Workers who entered the workforce from the early 1940s through the early 1960s | | |Influenced by the Great Depression and World War II | | |Believe in hard work | | |Tend to be loyal to their employer | | |Terminal values: Comfortable life and family security | | | | | |3. Boomers—Employees who entered the workforce during the 1960s through the mid-1980s | | | | | |Influenced heavily by John F. Kennedy, the civil rights and feminist movements, the Beatles, the Vietnam War, | | |and baby-boom competition | | |Distrust authority, but have a high emphasis on achievement and material success | | |Organizations who employ them are vehicles for their careers | | |Terminal values: sense of accomplishment and social recognition | | | | | |4. Xers—began to enter the workforce from the mid-1980s | | | | | |Shaped by globalization, two-career parents, MTV, AIDS, and computers | | |Value flexibility, life options, and achievement of job satisfaction | | |Family and relationships are important and enjoy team-oriented work | | |Money is important, but will trade off for increased leisure time | | |Less willing to make personal sacrifices for employers than previous generations | | |Terminal values: true friendship, happiness, and pleasure | | | | | |5. Nexters—most recent entrants into the workforce. | | | | |Grew up in prosperous times, have high expectation, believe in themselves, and confident in their ability to | | |succeed | | |Never-ending search for ideal job; see nothing wrong with job-hopping | | |Seek financial success | | |Enjoy team work, but are highly self-reliant | | |Terminal values: freedom and comfortable life | | | | | |Individuals’ values differ, but tend to reflect the societal values of the period in which they grew up. This | | |can be a valuable aid in explaining and predicting behavior. Employees in their 60s, for instance, are more | | |likely to accept authority than coworkers 15 years younger. | | | | | |7. Workers under 35 are more likely than the other groups to balk at having to work overtime or weekends, | | |and are more prone to leave a job in mid-career to pursue another that provides more leisure time. | | | | OB IN THE NEWS – American Workers Rethink Priorities Values are relatively permanent, but dramatic shocks can realign them. For example, the terrorists’ attacks on September 11 may have significantly reprioritized many Americans’ values. The initial response to the terrorist attacks for many people was a reevaluation of choices related to jobs, family, and career success. In some cases, this led to a rethinking of career paths, cutting back on grueling schedules, and deciding to pursue work that might pay less b ut seem more meaningful. For instance, in California, young workers who once talked of dot-com millions are now asking: â€Å"Is it worth it? † Some employees appear less concerned about putting in face time, making deadlines, and getting on the fast track. They seem more concerned about family and worry less about time at the office. CEOs say some of their employees are talking more earnestly about work/life balance, mortality, and other questions once considered taboo in the office. Said one consultant, â€Å"The event de-emphasized what most people value—the money and the luxuries. People are questioning what’s really important; they’re questioning work. It’s happening across the board. † It has now been more than a year since the terrorist attacks on New York and Washington D. C. That provides a more meaningful perspective on whether this event has had long-term implications on workplace values, or whether any reprioritizing was merely a knee-jerk reaction to a traumatic event, followed by a return to â€Å"business as usual. † Do you think a significant portion of Americans have permanently reprioritized their values as a result of 9-11? Class Exercise: 1. Have students break into small groups to discuss the question: â€Å"Do you think a significant portion of Americans have permanently reprioritized their values as a result of 9-11? † Ask them to list examples of why or why not they think the way they do. 2. As a class, share what was discussed in the small groups. 3. Ask if they think America’s values have changed, or were they just reawakened? 4. Ask if they think organizations’ values have changed or reprioritized as a result of the events. 5. Ask them to relate this question to themselves. Have they reprioritized their lives as a result of the 9-11 events? (They may not want to share this information with the entire class—its purpose is just to get them thinking. ) |A. Values, Loyalty, and Ethical Behavior |Notes: | |Many people think there has been a decline in business ethics since the late 1970s. The four-stage model of | | |work cohort values might explain this perception. Exhibit 3-2) | | | | | |Managers consistently report the action of bosses as the most important factor influencing ethical and unethical| | |behavior in the organization. | | | | | |Through the mid-1970s, the managerial ranks were dominated by Veterans whose loyalty was to their employer; | | |their decisions were made in terms of what was best for the employer. | | | | |Boomers entered the workforce at this time and by the 1990â₠¬â„¢s had risen into the majority of management | | |positions. Loyalty was to their careers. Self-centered values would be consistent with a decline in ethical | | |values. Did this really happen? | | | | | |Recent entrants to the workforce—Xers—are now moving into middle management. Loyalty is to relationships, | | |therefore they may be more likely to consider the ethical implications of their actions on others around them. | | Instructor Note: At this point in the lecture you may want to introduce the Ethical Dilemma: Is it a Bribe or a Gift? Exercise found in the text. The purpose of the exercise is to provide the opportunity for students to understand that ethical situations are not always black or white and must be given consideration as business decisions are made. |B. Values Across Cultures |Notes: | |Values differ across cultures, therefore, understanding these differences helps to explain and to predict | | |behavior of employees from different countries. One of the most widely referenced approaches for analyzing | | |variations among cultures has been done by Geert Hofstede. | | | | | |Hofstede’s A framework for assessing cultures; five value dimensions of national culture (Exhibit 3-4): | | | | | |a. Power distance: | | | | | |The degree to which people in a country accept that power in institutions and organizations is distributed | | |unequally. | | | | | |Individualism versus collectivism: | | | | |Individualism is the degree to which people in a country prefer to act as individuals rather than as members of | | |groups. | | |Collectivism equals low individualism. | | | | | |Quantity of life versus quality of life: | | | | | |Quantity of life is the degree to which values such as assertiveness, the acquisition of money and material | | |goods, and competition prevail. | |Quality of life is the degree to which people value relationships and show sensitivity and concern for the | | |welfare of others. | | | | | |Uncertainty avoidance: | | | | | |The degree to which people in a country prefer structured over unstructured situations. | | | | |Long-term versus short-term orientation: | | | | | |Long-term orientations look to the future and value thrift and persistence. | | |Short-term orientation values the past and present and emphasizes respect for tradition and fulfilling social | | |obligations. | | | | |Conclusions: | | | | | |Asian countries were more collectivist than individualistic. US ranked highest on individualism. German and | | |Hong Kong ranked highest on quality of life; Russia and The Netherlands were low. China and Hong Kong had a | | |long-term orientation; France and US were low. | | | | |3. Hofstede’s work is the basic framework for assessing cultures. However, it is nearly 30 years old. In | | |1993, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) has begun updating this research | | |with date from 825 organizations and 62 countries. | | | | | |a. GLOBE Framework for Assessing Cultures: | | | | | |Assertiveness: The extent to which a society encourages people to be tough, confrontational, assertive, and | | |competitive versus modest and tender | | | | |Future Orientation: The extent to which a society encourages and rewards future-oriented behaviors such as | | |planning, investing in the future and delaying gratification | | | | | |Gender differentiation: The extent to which a society maximized gender role differences | | |Values Across Cultures (cont. |Notes: | | | | |Uncertainly avoidance: Society’s reliance on social norms and procedures to alleviate the unpredictability of | | |future events | | | | | |Power distance: The degree to which members of a society expect power to be unequally shared | | | | | |Individualism/Collectivism: The degree to which individuals are encouraged by societal institutions to be | | |integrated into groups within organizations and society | | | | | |In-group collectivism: The extent to which society’s members take pride in membership in small groups such as | | |their families and circles of close friends, and the organizations where they are employed | | | | | Performance orientation: The degree to which society encourages and rewards group members for performance | | |improvement and excellence | | | | | |Humane orientation: The degree to which a society encourages and rewards individuals for being fair, | | |altruistic, generous, caring, and kind to others | | | | | |b. Conclusion: The GLOBE study had extended Hofstede’s work rather than replaced it. It confirms Hofstede’s | | |five dimensions are still valid and provides updated measures of where countries are on each dimension. For | | |example, the U. S. in the 70s led the world in individualism—today, it is in the mid-ranks of countries. | | Instructor Note: At this point in the lecture you may want to introduce the Team Exercise: Challenges in Negotiating with Chinese Executives found in the text. The purpose of this exercise is to give the students an opportunity to develop awareness of how to effectively work with another culture when doing business. |C. Implications for OB | | |Americans have developed organizational behavior within domestic contexts—more than 80 percent of the articles | | |published in journals were by Americans. | | | | |Follow-up studies continue to confirm the lack of cross-cultural considerations in management and OB research. | | |From a cultural perspective this means: | | | | | |Not all OB theories and concepts are universally applicable. | |You should take into consideration cultural values when trying to understand the behavior of people in different| | |countries. | | |Attitudes | | |Attitudes are evaluative statements that are either favorable or unfavorable concerning object s, people, or | | |events. | | | | | |Attitudes are not the same as values, but the two are interrelated. | | | | |Three components of an attitude: | | | | | |Cognition | | |Affect | | |Behavior | | | | |The belief that â€Å"discrimination is wrong† is a value statement and an example of the cognitive component of an | | |attitude. | | |Attitudes (cont. ) |Notes: | |Value statements set the stage for the more critical part of an attitude—its affective component. Affect is the | | |emotional or feeling segment of an attitude. Example: â€Å"I don’t like Jon because he discriminates again | | |minorities. | | | | | |The behavioral component of an attitude refers to an intention to behave in a certain way toward someone or | | |something. Example: â€Å"I chose to avoid Jon because he discriminates. † | | | | | |Viewing attitudes as made up of three components helps with understanding of the potential relationship between | | |attitudes and beh avior, however, when we refer to attitude essentially we mean the affect part of the three | | |components. | | | | |In contrast to values, your attitudes are less stable. Advertisements are directed at changing your attitudes | | |and are often successful. | | | | | |In organizations, attitudes are important because they affect job behavior. | | |A. Types of Attitudes | | |OB focuses our attention on a very limited number of job-related attitudes. Most of the research in OB has been |Notes: | |concerned with three attitudes: job satisfaction, job involvement, and organizational commitment. | | | | | |Job satisfaction | | | | | |Definition: It is an individual’s general attitude toward his/her job. | | | | |A high level of job satisfaction equals positive attitudes toward the job and vice versa. | | | | | |Employee attitudes and job satisfaction are frequently used interchangeably. | | | | | |Often when people speak of â€Å"employee attitudes† they mean â€Å"employee job satisfaction. | | | | | |Job involvement | | | | | |A workable definition: the measure of the degree to which a person identifies psychologically with his/her job | | |and considers his/her perceived performance level important to self-worth. | | | | | |High levels of job involvement is thought to result in fewer absences and lower resignation rates. | | | | | |Job involvement more consistently predicts turnover than absenteeism. | | | | |Organizational commitment | | | | | |Definition: A state in which an employee identifies with a particular organization and its goals, and wishes to| | |maintain membership in the organization. | | | | |Research evidence demonstrates negative relationships between organizational commitment and both absenteeism and| | |turnover. | | | | | |An individual’s level of organizational commitment is a better indicator of turnover than the far more | | |frequently used job satisfaction predictor because it is a more global and enduring response to the organization| | |as a whole than is job satisfaction. | | | | |This evidence, most of which is more than two decades old, needs to be qualified to reflect the changing | | |employee-employer relationship. | | |A. Types of Attitudes (cont. ) |Notes: | |Organizational commitment is probably less important as a job-related attitude than it once was because the | | |unwritten â€Å"loyalty† contract in place when this researc h was conducted is no longer in place. | | | | |In its place, we might expect â€Å"occupational commitment† to become a more relevant variable because it better | | |reflects today’s fluid workforce. | | Instructor Note: At this point in the lecture you may want to introduce the exercise Point-Counter Point: Mangers Can Create Satisfied Employees exercise found in the text. The purpose of the exercise is to replace popularly held notions with research-based conclusions. |B. Attitudes and Consistency |Notes: | |People sometimes change what they say so it does not contradict what they do. | | | | |Research has generally concluded that people seek consistency among their attitudes and between their attitudes | | |and their behavior. | | | | | |Individuals seek to reconcile divergent attitudes and align their attitudes and behavior so they appear rational| | |and consistent. | | | | |When there is an inconsistency, forces are initiated to return the individual to an equilibrium state where | | |attitudes and behavior are again consistent, by altering either the attitudes or the behavior, or by developing | | |a rationalization for the discrepancy. | | |C. Cognitive Dissonance Theory | | |Leon Festinger, in the late 1950s, proposed the theory of cognitive dissonance, seeking to explain the linkage | | |between attitudes and behavior. He argued that any form of inconsistency is uncomfortable and that individuals | | |will attempt to reduce the dissonance. | | | | |Dissonance means â€Å"an inconsistency. † | | | | | |Cognitive dissonance refers to â€Å"any incompatibility that an individual might perceive between two or more of | | |his/her attitudes, or between his/her behavior and attitudes. | | | | | |No individual can completely avoid dissonance. | | | | | |The desire to reduce dissonance would be determined by: | | | | | |The importance of the elements creating the dissonance. | | |The degree of influence the individual beli eves he/she has over the elements. | | |The rewards that may be involved in dissonance. | | | | |Importance: If the elements creating the dissonance are relatively unimportant, the pressure to correct this | | |imbalance will be low. | | | | | |Influence: If the dissonance is perceived as an uncontrollable result, they are less likely to be receptive to | | |attitude change. While dissonance exists, it can be rationalized and justified. | | | | |Rewards: The inherent tension in high dissonance tends to be reduced with high rewards. | | | | | |Moderating factors suggest that individuals will not necessarily move to reduce dissonance—or consistency. | | |C. Cognitive Dissonance Theory (cont. ) |Notes: | |Organizational implications | | | | |Greater predictability of the propensity to engage in attitude and behavioral change | | |The greater the dissonance—after it has been moderated by importance, choice, and rewards factors—the greater | | |the pressures to reduce it. | | |D. Measuring the A-B Relationship | | |Early research on attitudes and common sense assumed a causal relationship to behavior. In the late 1960s, this| | |assumed relationship between attitudes and behavior (A-B) was challenged. Recent research has demonstrated that| | |attitudes significantly predict future behavior. | | | | |The most powerful moderators: | | | | | |Importance | | |Specificity | | |Accessibility | | |Social pressures | | |Direct experience | | | | | |Importance: Reflects fundamental values, self-interest, or identification with individuals or groups that a | | |person values. | | | | | |Specificity: The more specific the attitude and the more specific the behavior, the stronger the link between | | |the two. | | | | |Accessibility: Attitudes that are easily remembered are more likely to predict behavior than attitudes that are | | |not accessible in memory. | | | | | |Social pressures: Discrepancies between attitudes and behavior are m ore likely to occur where social pressures | | |to behave in certain ways hold exceptional power. | | | | |Direct experience: The attitude-behavior relationship is likely to be much stronger if an attitude refers to an | | |individual’s direct personal experience. | | |E. Self-perception theory | | |Researchers have achieved still higher correlations by pursuing whether or not behavior influences attitudes. | | | | |Self-perception theory argues that attitudes are used to make sense out of an action that has already occurred | | |rather than devices that precede and guide action. Example: I’ve had this job for 10 years, no one has forced | | |me to stay, so I must like it! | | | | | |Contrary to cognitive dissonance theory, attitudes are just casual verbal statements; they tend to create | | |plausible answers for what has already occurred. | | | | |While the traditional attitude-behavior relationship is generally positive, the behavior-attitude relationship | | |is stronger particularly when attitudes are vague and ambiguous or little thought has been given to it | | |previously. | | |An Application: Attitude Surveys | | |The most popular method for getting information about employee attitudes is through attitude surveys. See | | |Exhibit 3-5) | | | | | |Using attitude surveys on a regular basis provides managers with valuable feedback on how employees perceive | | |their working conditions. Managers present the employee with set statements or questions to obtain specific | | |information. | | | | |Policies and practices that management views as objective and fair may be seen as inequitable by employees in | | |general or by certain groups of employees and can lead to negative attitudes about the job and the organization. | | | | | |Employee behaviors are often based on perceptions, not reality. Often employees do not have objective data from | | |which to base their perceptions. | | | | |The use of regular attitude surveys can aler t management to potential problems and employees’ intentions early | | |so that action can be taken to prevent repercussions. | | |G. Attitudes and Workforce Diversity | | |A survey of U. S. organizations with 100 or more employees found that 47 percent or so of them sponsored some | | |sort of diversity training. | | | | |These diversity programs include a self-evaluation phase where people are pressed to examine themselves and to | | |confront ethnic and cultural stereotypes they might hold. This is followed by discussion with people from | | |diverse groups. | | | | | |Additional activities designed to change attitudes nclude arranging for people to do volunteer work in | | |community or social service centers in order to meet face to face with individuals and groups from diverse | | |backgrounds, and using exercises that let participants feel what it is like to be different. | | |Job Satisfaction | | |Measuring Job Satisfaction | | |Job satisfaction is â€Å"an indivi dual’s general attitude toward his/her job. | | | | | |Jobs require interaction with co-workers and bosses, following organizational rules and policies, meeting | | |performance standards, living with working conditions that are often less than ideal, and the like. This means | | |that an employee’s assessment of how satisfied or dissatisfied he or she is with his/her job is a complex | | |summation of a number of discrete job elements. | | | | |The two most widely used approaches are a single global rating and a summation score made up of a number of job | | |facets. | | | | | |a. The single global rating method is nothing more than asking individuals to respond to one question, such as| | |â€Å"All things considered, how satisfied are you with your job? | | |Measuring Job Satisfaction (cont. ) |Notes: | | A summation of job facets is more sophisticated: | | | | | |It identifies key elements in a job and asks for the employee’s feelings about each one ranked on a standardized| | |scale. | | | | |Typical factors that would be included are the nature of the work, supervision, present pay, promotion | | |opportunities, and relations with co-workers. | | | | | |Comparing these approaches, simplicity seems to work as well as complexity. Comparisons of one-question global | | |ratings with the summation-of-job-factors method indicate both are valid. | |How Satisfied Are People in Their Jobs? | | |Most people are satisfied with their jobs in the developed countries surveyed. | | | | | |However, there has been a decline in job satisfaction since the early 1990s. In the US nearly an eight percent | | |drop in the 90s. Surprisingly those last years were one’s of growth and economic expansion. | | | | |What factors might explain the decline despite growth: | | | | | |Increased productivity through heavier employee workloads and tighter deadlines | | |Employees feeling they have less control over their work | | | | | |While some segments of the market are more satisfied than others, they tend to be higher paid, higher skilled | | |jobs which gives workers more control and challenges. | | Instructor Note: At this point in the lecture you may want to introduce the exercise found in the MYTH OR SCIENCE: How Satisfied Are People in Their Jobs? box found in the text. The purpose of the exercise is to replace popularly held notions with research-based conclusions. MYTH OR SCIENCE? – â€Å"Happy Workers Are Productive Workers† This statement is generally false. The myth that â€Å"happy workers are productive workers† developed in the 1930s and 1940s, due to the Hawthorne studies at Western Electric. A careful review of the research indicates that, if there is a positive relationship between happiness (i. e. , satisfaction) and productivity, the correlations are low; no more than two percent of the variance in output can be accounted for by employee satisfaction. The evidence, however, is for the reverse—productive workers are likely to be happy workers. That is, productivity leads to satisfaction rather than the other way around. If the organization rewards productivity, these rewards, in turn, increase your level of satisfaction with the job. Class Exercise 1. Brainstorm with students about situations where they knew workers/employees were unhappy with the company or their jobs, but still did a reasonably good job. Perhaps have them share insights into their own feelings about their school, or a particular class they disliked but still tried very hard. 2. Discuss why someone who is unhappy with his/her job might work hard at it and do good work. 3. Why would someone who is happy with his/her job not perform at a higher level than the disgruntled worker? 4. Students should come to realize that most effort comes from internal drive, not external motivation. As a result, a highly internally motivated individual might perform well in any circumstance whereas his/her organizational environment would not positively affect a non-internally motivated individual. |C. The Effect of Job Satisfaction on Employee Performance |Notes: | |Managers’ interest in job satisfaction tends to center on its effect on employee performance. Much research has| | |been done on the impact of job satisfaction on employee productivity, absenteeism, and turnover. | | | | |Satisfaction and productivity: How to cite O.B Case Studies, Essay examples

Health Care System for Medical Hierarchy- MyAssignmenthelp.com

Question: Discuss about theHealth Care System for Medical Hierarchy. Answer: Introduction According to Drath et al (2008), leadership is the ability of a chosen individual to be able to direct and control a group of people to a given direction by use of the power and authority bestowed upon her or him. Directions and control given by the individual who is also the leader are in relation to the set organization objectives and regulation that is meant to enhance agreement among the people involved to deliver as expected for development. Hierarchy and power in the modern health care system is basic and requires adequate and appropriate directions given through leadership and is meant to enhance positive development in the sector. Commitment through power in the medical sector is important as it ensures that everyone is accountable to her or her own responsibilities to ensure success. To enhance high-quality medical service and safety in the health care system effective leadership should be put in place. In Australia, the health sector has been faced with many challenges that are interrelated and that block the ability to achieving improved quality, innovative and affordable health care. Medical hierarchy in the system is basic and developed in a way that ensures the set objectives are achieved as required. The clinical care unit has its set of leadership, the nursing docket as well as the doctors. This is an important setting that ensures the right procedures are followed and all the rights are observed as the regulations state to ensure shunning off the many challenges that are facing them. Among the many challenges in the system is the increasing rate of aging population, rising unaffordable health care cost that only the high-class people can afford it leaving out the middle and low-class people. Among the people affected by the many problems in the Australian health care system are the Aboriginal and the Torres communities mainly due to the increased technological advancement th at results in increased inequality and lack of accessibility means to any given form of health care. The need to improve and enhance equality among the people has been an ongoing priority carried out through the effectiveness of improving the uncertainty in the economic sector and the challenges facing the nursing and clinical workforce. The Australian government together with other health care organization in the world are also working around the clock to ensure that the challenges facing the health care system are restored and maintained in a way it assists the people. With modern technology today, the health care system in Australia has a role to make sure that the level at which the care is given to the people is in line with the technical advancement. Example, in fighting the increasing rate of the effect on chronic diseases, the sector should adopt the machines in the market that are useful in detecting the viruses at an early stage before they massively develop to affect a la rger number. The cost of treatment also rises with the increasing rates of disease affecting the people thus an increase in the cost of treatment as well as increased cost of leaving. In the Australian medical system, the hierarchy in which power is distributed among the different health officials is basic and controlled by the set health regulations and objectives to be achieved. The nursing docket is very valuable and has the power that is important in implementing the health policies put in place by the countrys constitution that is also enforced by the relevant body instructed by the government. Here the nurses that are leaders in the docket are important people with mandates to ensure that, the healthy policies are relevantly put in place and with an aim of achieving the set national goals in the health care system. They can be found in the senior government offices as well as in other senior advocacy offices as they fight to protect the safety of the people at all levels. They can bring well enhanced and developed experience in the in their system as they are believed to have broad and related knowledge. Both the social and economic context are important in shaping the health care system and being in Australia it has been vital for safety measures to be enhanced all along the sectors. The nurses understand the various challenges and main constraints to achieving effective health care and the important measures or strategies that can be put in place to solve them for effective and efficient care across all the citizens. The nurse leadership in the health care system in Australia acts as the main avenue to fight poor care by working together with the political, economic as well as the societal sector for positive and effective health care outcomes. Health care being one of the crucial social institutions in the society and should be controlled and coordinated by the right personnels as people require the services throughout their lifes. In every culture, the health care system is viewed differently and carried out in different ways but the ultimate goal is to ensure the safety of the people involved. Every culture has subgroup setting that needs to observe the proceedings of the main group thats the cultural group that views the health sector in different ways (Dickson Tholl, 2014). Especially by the sociological perspectives, the system is viewed as an interactive, functional and also full of conflicting issues that relate to the measures that can enhance the development of safety care of the people. The major sociological theories with the basic medical care system concepts are the functionalist theory, interactionist theory, and functionalist theory. These concepts are important to help understand how the various societies are structured and how the various structures are related to the health care systems. Functionalist theory. This is a perspective that gives a sociological approach elaborating on how the various societies are structured to ensure stability of the developed and improved health care system with an aim of achieving the set health care goals and following the health care regulations. The theory illustrates that people must be sought and the only way to manage the sicknesses in the society is by controlling it to help ensure that not many people are affected (Bergman, 2014). This results in too many people from being released from their duties thus affecting the economy at large thus affecting the societal stability level. According to Parsons, when people are sick they tend to withdraw from their normal duties a situation that is considered dormant in the sector of development as no work that goes on. The sick are obligated to seek medical help so that they can get well and get back to work (De, 2010). If the sick do not strive to get better in their daily basis, this me ans that the factors of production remain dormant in that nobody is trying to be careful enough to produce. In such a case, the doctors or the physicians role is to ensure that he or she checks if the individual in question is sick or is just a cover up. In the cases where the person is found not to be sick, he or she is instructed to go back to work, where the person is sick, the doctor is obligated to help the sick person get better if he accepts the doctors help by following instructions given to help get better. In the health care system in the modern society, this is important to help the medical practitioners, as well as the economic stakeholders, understand that the sick role does always apply to everyone. The leaders should ensure creative means to help identify the sick people and those who are not but only putting a cover up. Conflict theory. This is a sociological perspective or approach that illustrates the way social behavior illustrated by different social groups can be best elaborated or understood in the manner that the tension between them is illustrated over the power of the allocated resources. These includes mainly the level at which one can access the basic services and adequate political representation (Koutoukidis, Stainton, Hughson Tabbner, 2013). As in the health care system, the level of conflict that enhance inequalities in the means of delivery of the care services in Australia where some marginalized communities are not treated like others. Throughout the world, the research has clearly indicated that the level of which inequalities exist in the health care system is very high and needs to be controlled. This is a social behavior that has been slowly developing without much tension but the effects are great and have increased tension. The means by which the health care services are del ivered is by disowning the right regulations set apart to ensure equality at all levels. The high-class people will be treated with a lot of care and dignity while the less fortunate in the society are treated with no honesty. Members from the lowly developed and disadvantaged backgrounds are more likely to get sick as they are faced with unfavorable and mostly unhealthy conditions that put them at risk to contracting diseases. At this point, the poor health care treatment they are subjected too makes it even more difficult for them to get even better that the cause of illness and in a very short period. In other poorer countries and with poorly developed medical care leadership, there is no viable or accessible health care treatment provided to the people. In the modern society today, medical care leadership should be basic and well developed to ensure equality as all sick people are important and in need of good care (Duckett Willcox, 2011). The rich, as well as the poor, should be given equal attention enhanced to help achieve the set goals of health care. Interaction theory. This is an approach in the sociological setting that gives a general view of the various practices of social interaction used in the societal setting on a daily basis. According to the interaction perspective, the sick or rather the patients are not passive but they actively seek the services offered by the health care practitioners in order to get better. The theory also gives a view on the process that the physician goes through to acquire knowledge and skills then qualify and gain the power to be called doctors or health practitioners (Gantz Sigma, 2010). They are respected personnels in the system and patients tend to follow all the instructions they give them. In other times, some patients defy the instructions given thus failing to get better. In the modern healthcare system, the medical doctors should ensure that they follow up their patients to get better as they have power and authority to give directions. Impacts of the health care sociological theoretical concepts to a health practitioner As in the functionalists theory of Parsons, medical practitioners have a role to take on and deliver. One is that as a medical physician I have to diagnose the individuals illness after listening to the ailments he or she describes. Analyze the symptoms and make a decision on the form of treatment that can be administered to help the patient get better as well as the type of instructions that would appropriately fit the illness. As a health care practitioner, I should also ensure a productive relationship with the patient as the union is hierarchical. The doctor gives orders as the patient follows them strictly as they are given. Being a healthcare practitioner, I should ensure that there is equality in the system and all patients whether in low class or high class are treated equally (Bartos, Wehr, 2002). Social inequities along the line of social classes should not be encouraged at all. As a leader in the health care system, I should ensure that the health care institutions are evenly distributed to help offer services to all members of the society. From the theory of interactionist, its important for a medical practitioner to develop a healthy and productive relationship. The doctors or rather the medical practitioners are skilled and qualified enough to offer the help required to the patients (SMITH, 2017). This can only be successful if the relationship between the two is healthy and appropriate.as a health care practitioner in my field, I will listen to the patients and also establish interactive relationships, important to pass and acquire information. This is also important to help convince the patient on the importance of taking medication. Conclusion Leadership in the health care system is very important to help control all the measures put in place in providing health care services. The hierarchy of power involves the levels at which power is distributed where the nurses are believed to be the most versed with medical information. They have the power to control their activities from all corners human advocacy as they are meant to carry out services that enhance the safety of the people. All the medical practitioners are obligated to ensure the safety of all the patients equally without discrimination. The three sociological perspective have different views on health care system but are all after the wellbeing of the people and the system at large. The theories do not only give a varied view of the system that has the very important mandate of the people but it also helps to get a way of viewing the many issues that affect the system. The sense at which the issues need to be corrected also is clear from the theories and its impor tant if implemented. All health practitioners whether leaders or not have mandates to ensure the safety of the people. The medical care units should be evenly distributed and also enhanced to offer the appropriate services to the sick by following the set goals and regulations. References Dowton SB. Leadership in medicine: where are the leaders? Med J Aust[serial online] 200418111/12[3 screens].Availablefrom:URL:https://www.mja.com.au/public/issues/181_11_061204/dow10543_fm.html Accessed January 14, 2008. Duckett, S. J., Willcox, S. (2011). The Australian health care system. South Melbourne, Vic: Oxford University Press. Dickson, G., Tholl, B. (2014). Bringing leadership to life in health: LEADS in a caring environment : a new perspective. In Gantz, N. R., Sigma Theta Tau International. (2010). 101 global leadership lessons for nurses: Shared legacies from leaders and their mentors. Indianapolis, IN: Sigma Theta Tau International. SMITH, M. A. R. K. (2017). WORKFORCE DEVELOPMENT THEORY AND PRACTICE IN THE MENTAL HEALTH SECTOR. HERSHEY: INFORMATION SCI REFER IGI. Koutoukidis, G., Stainton, K., Hughson, J., Tabbner, A. R. (2013). Tabbner's nursing care: Theory and practice. Chatswood, N.S.W: Churchill Livingstone. Bergman, M. (2014). Global health perspectives in prediabetes and diabetes prevention. Schwartz RW, Pogge C. Physician leadership: essential skills in a changing environment The American Journal of Surgery[serial online]20001803[6 screens]. Available from: URL: https://www.sciencedirect.com/science?_ob=MImg_imagekey=B6VHS-41NK86K-9-5_cdi=6074_user=458507_orig=search_coverDate=09%2F30%2F2000_sk=998199996view=cwchp=dGLbVtb-zSkWWmd5=29543c3200e2d1892e1f95e62e4c526cie=/sdarticle.pdf Accessed January 24, 2008. De, M. F. (2010). Health and social theory. Houndmills, Basingstoke: Palgrave Macmillan In Allen, D., In Braithwaite, J., In Sandall, J., In Waring, J. (2016). The sociology of healthcare safety and quality. Greenhalgh, T. (2013). Primary Health Care: Theory and Practice. New York, NY: John Wiley Sons. Bartos, O. J., Wehr, P. E. (2002). Using conflict theory. New York: Cambridge University Press.