Affluenza Essay Example | Topics and Well Written Essays - 1000 words

Affluenza - Essay Example Therefore, this is an apparent indication that the problem of affluenza has a rich history in human life. Greed is a major constituent of Affluenza, since individuals persistently possess a materialistic mindset. However, the exaggerated possessions initiate negative ramifications in society. it amounts to health hazards, economic stagnation, environmental pollution, amongst others. Evidently, this is an ancient social problem that requires remedies. Johnson is an anthropologist who conducted a study in a hunting and gathering society called Machiguenga. According to his findings, the society enjoys more merit than the modernized society. The people of this society practice subsistence, and they are content with the resources that are at their disposal. They are never in a hurry, and they are much cohesive in their inter-personal relationships. Different philosophers such as Aristotle, Jesus Christ, Jerome Segal, amongst others assert that more possessions bring more struggles than h aving enough. Affluenza definitely brings much decadence to the society. Affluenza is a persistent social problem that has four major solutions.... Excessive consumption is a key mannerism that manifests amongst the affluent individuals. Academic adjustments in schools would offer profound recommendations against affluenza. Consequently, children will achieve awareness about the ramifications of affluenza. The knowledge system would also inculcate a change in parent’s lifestyle. Parents would not have to invest immensely on snacks and soft drinks. Therefore, the parents’ culture of overconsumption would take a diminishing trend. Evidently, the curriculum adjustments towards environmental science in schools would be an outstanding remedy for affluenza. The government has a major role in curbing affluenza. It would do this through its strict regulations to protect the natural environment. Social vices such as pollution, resource exploitation, and recycle issues would be effectively tackled. Affluenza entails a materialistic mindset in an existent population. People are pre-occupied by the persistent ambition to attai n more possessions. Factory owners therefore focus on maximizing production and profits. They do not have a major consideration towards the environment. In an affluent society, factories pollute the environment due to their materialistic mindset. Manufacturing industries also exploit natural resources. They do not implement recycling techniques. Such business entities have no regard towards the ramification of depletion. In this scenario, massive consumption and material possession are the applied principles. The government ought to implement clear-cut policies that oversee the preservation of all resources. Violation of the policies ought to attract legal consequences on the offenders. Legal limitations of advertisement ought to be

Establishing a Planned Giving Program Essay Example for Free

Establishing a Planned Giving Program Essay Charitable institutions play an important role in society, now more than ever, as socio-economic issues mount. The essence of charitable institutions is to facilitate the sharing or transfer of resources from those with excess to those who are wanting. The culture of giving emerged as a means of ensuring overall social welfare by pulling excess resources to segments of the population having more than they need to people without resources. Charitable institutions develop fund raising activities and schemes to encourage philanthropy as well as manage funds to translate this into programs for the targeted beneficiaries to fulfill this role effectively and continuously. The philosophy of fund raising for charitable work is that philanthropy plays an important role in democratic societies and fund raising is inevitable to philanthropy so that fund raising becomes an absolute necessity to democratic societies. (Kelly, 1998) Over the years, charitable institutions developed many fund raising processes or systems to ensure the short and long-term flow of funds necessary to support their important function. Planned giving is one long-term fund raising program that emerged. This works by providing donors with the option, other than outright giving, to defer giving to charitable institutions years after expressing the giving behavior, usually upon the death of the donor. This then focuses on assets instead of income as the measure of the capacity of donors to give. (Kelly, 1998) The rationale for this option is to facilitate the passing of assets from one generation to another through a system that allocates assets from their estates to charitable institutions upon their death according to their preference (Harrington, 2004). If people elect to pass their assets to charitable institutions then they can do so through planned giving. This also finds support in the governance system by providing incentives to philanthropy in the form of tax exemptions. II. Review of Literature A. Important Concepts and Definitions in Planned Giving Kelly (1998) conceptualized planned giving as the managed effort by charitable institutions to raise funds from gifts of assets of donors utilizing estate and financial planning processes and tools. The purpose of planned giving is to generate major gifts by offering donors with another option aside from outright giving. This fund raising scheme expands the prospect pool of donors by centering on assets, instead of income, as the determinant of the capacity to give. The sole concern of planned giving is facilitating the philanthropy of individual donors as compared to the other fund-raising efforts directed at the public. Previously, this fund raising method was known as deferred giving because financial benefits for the recipient charitable institution usually are postponed until years after the donor has set-up the gift, usually upon death resulting to the appropriation or management of the estate. The description explained planned giving in terms of the implications to charitable institutions and donors of the benefits from financial planning and incentives for planning giving. Weinstein (2002) defined planned giving, also known as charitable gift planning, as the giving of charitable contributions with some level of professional guidance. Most planned gifts have the effect of reducing the estate taxes, income taxes, and/or capital gains taxes of the donor. Charitable gift planning supports the charitable intentions of the donor while at the same time helps donors better manage their assets for their families and loved ones. Usually, planned gifts are bequests, which mean deferred actual receipt by charitable institutions. Non-profit organizations receive the bequest after the death of the donor. There are also other planned gifts, such as donations of appreciated stock, which accrue current contributions for the charitable institution. This definition focuses on planned giving as a process or system and the manner this works in supporting the fund raising activities of charitable institutions and asset management of donors. Hopkins (2005) explained that planned giving ideally concerns â€Å"long-term capital gain property† (p. 245) that is likely to increase in value. The greater the increase in value, the greater would be the charitable deduction as well as the income from tax savings. Value appreciation comprises a core concept in planned giving so that a planned gift is essentially interest in money or an item of property of the donor. Planning giving involves the transference of partial interest in property based on the concept of property as having two interests, which are income and remainder interest. The income interest from an item of property depends on the income generated by the property at the current time while the remainder interest from an item of property pertains to the projected value of the property, or the property produced by reinvestments, at some future date. As such, the remainder interest is the amount equal to the present value of the property when received at a subsequent point in time, which is higher than the income interest assuming that the property is appreciating. Measuring these two types of interest in property is through the consideration of property value, donor’s age, and the period when the income interest will exist. An income interest or a remainder interest in property could be subject to charitable donation. However, a deduction is almost never available for a charitable gift of an income interest in property. By contrast, the charitable contribution of a remainder interest in an item of property will likely give rise to a charitable deduction with compliance of all technical requirements. This provides an explanation of the manner that the system works and serves as an elaboration of the previous definitions. The explanation also provided a rationale for planned giving since remainder interest, which accrues in the future is usually always subject to charitable deductions when compared to income interest accruing at present. Hopkins (2005) further explained the two basic types of planned gifts. One is legacy or charitable giving contained under a will. This is a gift coming out of the estate of a deceased as a bequest or devise. Planned giving in the form of a legacy works through the inclusion of a charitable institution as a beneficiary of the estate of the donor with entitlement following the death of the donor. As such, this perpetuates the philanthropy of individual even in death. The amount assigned to the charitable institution comprises a tax exemption that decreases the estate tax. The other is a gift made during a donor’s lifetime, using a trust or other agreement. An example is charitable gift annuity that commences when a donor gives a charitable institution a certain amount of money that the institution can use, similar to a premium paid for insurance, but with the condition that a beneficiary receive payment of a certain amount every year. The amount given by the donor is subject to tax exemption. After the payment of annuity ceases such as with the death of the beneficiary, the charitable institutions gains the amount paid and all other interest accruing from its appropriation. This explains the options available to donors, with options supporting the charitable intentions of donors and providing them with convenient options for financial planning. B. Basic Steps in Establishing Planned Giving Program for a Non-Profit Organization Establishing planned giving program for a non-profit organization should involve some basic preparatory steps similar to a business plan in profit organizations. The first step is preparation. This involves an assessment of the capability of the organization to manage a planned giving program to determine areas requiring improvements to accommodate the program. Another must do is obtaining the feedback from the board over the development of the planned giving program since the board’s support determines a successful program. This step also involves a feasibility study to determine whether the intended program meets two criteria. One is whether the leaders and members of the organization together with donors believe in continuing its existence in the long-term and the other is whether donors express their belief in the longevity of the organization through significant gifts. (Barett Ware, 2002) In satisfying these criteria there is a higher probability of success. Second step is planning. This step covers the identification of goals and specific objectives of the program, the changes in organizational structure including the creation of committees and sub-committees and assignment of leadership positions and tasks, the plan for staffing such as part time or full time, the budget to cover all aspects of the program, and the timetable for the phases of the planned giving program. (Dove, Spears Herbert, 2002) These areas should receive focus to cover all planned program to support viability. The third step involves the identification of the program’s core and specific features. The idea of planned giving is to provide givers with various options on the ways through which they prefer to actualize their charitable intentions and manage their assets in the process. This means the need to identify the particular planned giving options that the non-profit organization would make available to its donors together with the details of how these works. (Ashton, 2004) This is for the benefit of the staff who would be directly dealing with donors and for the benefit of donors wanting to learn more about giving options offered by its preferred charitable institution. The fourth step is policymaking. Guidelines and protocols are inevitable in actualizing the planned giving program. Policies should cover issues such as legal advice, confidentiality of information, conflict in interest and authority in negotiations. Guidelines should also thoroughly explain procedures in executing and accepting planned gifts, valuation of donations, according of credit for planned gifts, investing managing and administering of planned gifts, and limitations and terms of planned gifts. Lastly, the policies should also establish the functions and roles of the committees and administrators. (Barett Ware, 2002) The fifth step is promoting the planned giving program to individual potential donors as well as the community in general. There are a number of ways for non-profit organizations to promote their planned giving programs including the handouts or leaflets, newsletters and other widely distributed publications, hosted events, seminars, and personal testimonials or referrals. The important thing is to introduce the program to people as a means of developing interest in planned giving and reaching out to existing donors who could be interested in different options. (Reiss, 2000) The sixth step is prospecting. This involves a two-fold consideration. On one hand, this involves the determination of the likely uptake of the program by considering potential donors including the involvement in planned giving by members of the board themselves. This results to identification of anticipated long-term fund raising position of the organization. On the other hand, this also involves the determination of the impact of the program including the possible issues and problems to support contingency planning. (Rosso, 2003) C. Establishing Goals and Objectives for Planned Giving Program Goals comprise statements of the position or outcome that the organization wants to gain while objectives set out the manner of achieving this position or outcome (Lewis, 2006). Establishing the goals and objectives of the planned giving program also goes through a series of interconnected cyclical processes. The first process is communication and clarification of issues, problems, challenges or opportunities that provide a context for establishing the program. These support the determination of goals. If a challenge is giving options then the goal would be diversified giving options for donors and the objective is the development of a planned giving program. (Lauer, 1997) The second process is evaluation of alternative solutions to express needs and requirements into goals and objectives through measures of success that would also constitute the criteria for evaluating the extent of fulfillment of the goals and objectives. (Lauer, 1997) The third process is articulation by drawing the participation of all stakeholders in providing perspectives over the areas for improvement and drawing consensus on actions (Lauer, 1997).

Business process management (BPM)

Business process management (BPM) Literature Review 2.1 Definitions 2.1.1 What is Business Process Management? Business Process Management (BPM) was influenced by concepts and technologies from business administration and computer science. BPM had its root in process-oriented trends and was treated as a management philosophy since mid 1990s (James F. Chang, 2006; Mathias Weske, 2007). Studies investigating BPM had been carried out several management principles and practices were associated. Most of these concepts were identical to Business Process Reengineering (BPR) and Total Quality Management (TQM) concepts. In the book Business Process Management: Concepts, Languages, Architectures, Mathias Weske had quoted from Davenport, who defined business process as: a set of logically related tasks performed to achieve a defined business outcome for a particular customer or market. And a specific ordering of work activities across time and place, with a beginning, an end, and clearly identified inputs and outputs. However, Mathias Weske (2007) had adopted definition as: A business process consists of a set of activities that are performed in coordination in an organizational and technical environment. These activities come together to make a business goal became achievable. Every single business process is performed by a single company, but it may interact with business processes performed by other companies. From the business process definition, Mathias Weske (2007) had defined the concept of BPM as: Business process management includes concepts, methods, and techniques to support the design, administration, configuration, enactment, and analysis of business processes. The basis of BPM had explicit representation of business process with their activities and execution constraints between them. When BPM defined, people could analysis, improvement and enactment with BPM. In traditionally, business process had manually executed as usual by knowledge personnel, regulations of company, and installed procedures. Nowadays, company had more additional benefits by apply Information Technology like Business Process Management System (BPMS) when coordinating activities involved by business process. 2.1.2 What is Business Process Management System (BPMS)? According to definition of James F. Chang (2006), BPMS is a new class of software that allows organizations to devise process-centric information technology solutions. Process-centric means BPMS solutions are able to integrate people, systems, and data. BPM fills the gap between the wide-open, unstructured world of collaboration and the precise transaction processing of enterprise applications. It has become widely realized that important enterprise processes routinely cross the boundaries of enterprise applications. Processes like order-to-cash or procure-to-pay may involve several enterprise applications such as taking orders in CRM, ERP creating invoices and purchase orders, and managing production and fulfilment in SCM. BPM, especially in combination with services that can move data in and out of enterprise applications and other information sources provide a way to clear define, manage, and automate processes that span enterprise applications. BPM also allows processes that bring in people and systems from outside the company to the defined process. In this way, BPM supports processes that take place across an extended business network. The personalities of processes currently automated by BPM are as follows: They are more structured than the loose collaboration based on email and other such mechanisms They are more flexible than the transactional processes in enterprise applications They are wider in scope than processes in enterprise applications, crossing both application and company boundaries Their flow is explicitly defined, managed, and automated 2.1.3 What enabling standards and technology support BPMS? When evaluating and adopting BPM technology, two standards are referenced over and over: BPMN and BPEL. To fully understand what BPM technology does, it is important to understand the role of these and other standards, which provide a common infrastructure for process modeling and automation. Business process modeling notation (BPMN) is a standard for the visual definition of business processes. Most of the modern tools for business process modeling support BPMN or are based on it. BPMN defines the primitive constructs that are used to represent business processes, such as starting points, ending points, process steps, decision points, and so on. Business process execution language (BPEL) is a standard for expressing the steps required to execute a business process by invoking a series of web services. BPEL is more like a programming language for carrying out a business process than a modeling system for describing the process flow. Web services technology standards are vital to BPM because they enable web services to communicate with enterprise applications and other systems using appropriate mechanisms for security, self-discovery, versioning, and other important matters. Industry standards for web services define specific sets of services that are used to automate communication between two companies in a particular industry. BPMS frequently makes use of such web services when creating systems that cross company boundaries and incorporate partner companies into a process. 2.1.4 What is Business Process Modelling? Business process modelling is the art of describing how work is done in a company at the appropriate level to achieve the desired communication. The typical goals of business process modelling are to capture a process so that it can be better understood and improved or to describe a process in detail and associate it with technology so that it can be automated. A business process model in general is simply a description of a business process. Visual business models are description of the steps that take place during a process and frequently represent in flowcharts such as the one shown in Figure 3, although other forms of models such as numerical equations or systematic procedures are also sometimes used. 2.2 Main functions of BPMS Here is a list of the most common components and management mechanisms that are involved in application assembly. Web services. BPM needs SOA. The act of creating executable business process models is the start of creating new applications to help automate and support business processes. To allow each business process step to interact with the world, web services are needed to create a two-way communication with enterprise applications and to reach out to other sources of information and functionality on the Web. Business rules. Process steps can involve the application of sets of business rules that determine some sort of result, based on the inputs passed in and the rules in effect. Rules could be used to determine the routing of a document, the credit score of an individual, or a suggestion for a product to upsell. User interfaces. When process steps need to interact with people to collect information or to define a task that must be performed manually, a user interface is needed. In this way, a user interface is a component that is included in the set of parts that are assembled into a working application by the BPM process automation technology. User interface components can be generated automatically, based on interactions implied by web services, business rules, or data required by process steps. User interface components can also be created by users and developers using a variety of tools. Modeling and orchestration tools. Modeling and orchestration tools are used at many different levels of a BPMS. The center of a BPMS is usually an environment for modeling used to define business process models or the orchestration of services. Modeling can be used to create services and user interfaces. Modeling also can be used to define the integration and mapping of data from one source to another. Simulation tools. In order to understand the flow of work through a proposed business process, simulation tools may be employed. Assumptions are made about the amount of inputs to each process and the amount of time it takes to perform each process step. In this way bottlenecks or key areas for optimization can be found. These key areas can be closely monitored to find problems early on in implementations or to confirm the validity of assumptions. Model and process repositories. When models are created, they must be stored in repositories, which allow them to be accessed and shared by large groups of people. In any large program of BPM adoption, some processes are used over and over. These process components must be stored in a central location and reused in other business process models. Web services repositories. To link business process steps and user interfaces to the invocation of services, it is important to be able to find services, understand what they do, and identify the data sent and retrieved through them. Web services repositories contain information about the interfaces and functionality of the services and the underlying applications the services are connected to at runtime. Integration tools. It is not uncommon for a business process to require two systems to work together in specific ways. Perhaps a purchase order must be transferred from the CRM application to ERP. Frequently, the BPMS does not contain the capability to perform such integration and so other integration tools must be used to create the needed functionality. The BPM tools then invoke a service that performs the integration defined by the integration tools. In this way, specific integrations become components used by BPM technology. Centralized task management. One of the most important transitions in a business process model occurs when a software application asks a person to perform a task. It is vital that the task to be performed be adequately described and that the results of performing the task be recorded. A single user may be getting requests to perform tasks from many different business process applications. Centralized task management components create a single inbox into which all requests from business process applications are sent, which streamlines monitoring and executing those tasks. Process and activity monitoring tools. Once an application has been created using a BPMS, it is important to monitor the business process model during execution. By monitoring the activity of specific steps, it is possible to monitor not only the technological activity of the system such as database reads and writes or network traffic, but also the progress of the business process, that is, number of purchase orders created or customer service requests handled. Systems created based on business process models take a large step toward achieving the promise of the field of business activity monitoring, complex event processing, predictive analytics, and simulations. These main functions would provide the basis for evaluation of BPMS platforms. 2.3 BPMS platforms evaluation From the main functions of BPMS, the author has evaluated four platforms to support the implementation stage. These four platforms were Drools 5, jBPM 4.3, OSWorkflow 2.8, and ARIS. The critical evaluation framework has been discussed in the main functions of BPMS within this chapter. The evaluation framework included: Web services Business rules User Interface Widgets Modelling and Orchestration tools Simulation tools Model and process repositories Web service repositories Integration tools Centralized task management Process and activity monitor tools The marking guidance has included at appendices. The guidance provided descriptions for each mark from 0 to 10.The investigation of BPMS has marked these platforms base on the evaluation framework and marking guidance then ploted to charts. 2.3.1 Drools 5 Business Logic Integration Platform Drools was a open-source business rule management system (BRMS) with a forward chaining inference based rules engine, more correctly known as a production rule system, using an enhanced implementation of the Rete algorithm. Adapting Rete to an object-oriented interface allows for more natural expression of business rules with regards to business objects. Drools is written in Java, but able to run on Java and .NET. Drools has been supported by JBoss since 2005 and renamed to JBoss Rules. Drools 5 have been released on May 2009. The main goals of this release were introducing Complex Event Processing (CEP) engine (in Fusion module) and workflow capabilities (in Flow module). On the release of Drools 5, it has changed name from Business Rule Management System (BRMS) to Business Logic integration Platform (BLiP) with modules: Drools Guvnor (BRMS/BPMS) Drools Expert (rule engine) Drools Flow (process/workflow) Drools Fusion (event processing/temporal reasoning) Advantages: The platforms had Drools Expert; it was an excellent rule engine, developed as the first-class module in mind. The platform received ten marks for business rule function because it had long time development and matured enough for production environment. Drools Guvnor combined with Drools plug-in on Eclipse were outstanding at BRMS and editor. The combination help user easily draw; manage models on both Web and desktop IDE (integrated develop environment). It helped the platform received eight marks for modelling tools, nine marks for model repository, and eight marks for centralized task management. Disadvantages: The documentation of platform did not have any mention about web service on whole platform. That meant the platform did not support web service either BPEL standard. According to the official user guide at Drools website, the integration ability with OpenBravo ERP and OSWorkflow were still under developing at time this report conducted. The platform received one mark for integration function. 2.3.2 jBPM 4.3 jBPM is a platform for executable process languages ranging from business process management (BPM) over workflow to service orchestration. jBPM supports three different process languages. Each one is targeted towards a specific function and environment. *jBDL*BPEL*Pageflow jBPM builds all these process languages natively on top of a single technology: the Process Virtual Machine (PVM). Even as the BPM industry converges towards new standards, the investment in jBPM is protected; the PVM foundation will remain stable. Advantages: The supporting of BPEL has gave jBPM a good marks (eight) at web service function. Support BPEL has also meant this platform good in integration with legacy systems. The ability of generate form for human interaction workflow was the good function that included in jBPM. This ability contributed seven marks for user interface widget function. Modelling, repositories, and centralized task management were the advantages of jBPM. This platform developed some plug-in for Eclipse to create the Graphical Process Designer. This approach gave the power of Eclipse to business process on both graphical modelling and debugging. Disadvantages: The investigation shown the weakness of jBPM was the lacking of simulation tools. Simulation tools helped process designer in bottle-neck solving. The simulation function of jBPM was under developing at time of this report conducted. 2.3.3 OSWorkflow 2.8 OSWorkflow is a mature open-source Java workflow engine. It is mainly aimed at the programmer and not an end user or business analyst. For the end user or business analyst, it includes a user-friendly visual workflow modeller designed only for basic usage. Advantages: The strength of OSWorkflow showed at modelling tools and Disadvantages: 2.3.4 ARIS Advantages: Disadvantages: 2.3.5 Conclusion 2.4 Summary

Groundwater Pollution and Drinking Water Scarcity :: Freshwater Essays

Ground water! What is it? Well it's basically self-explanatory and is any water that is held under ground. That is only a very simple definition of it though and well in fact ground water is very critical to every ones life locally and worldwide. Most of the water that you drink comes from ground water and not from lakes and rivers even though those are considered as a part of ground water components. Ground water has many components that it can be divided into and this paper will explain what ground water is, that negatives and positives of it, where is it and how it gets there. I will also explain how it affects people locally and worldwide.   Ã‚  Ã‚  Ã‚  Ã‚  Like I said ground water is any water under the ground. Water is in almost everything on this earth and approximately 70% of this earth is covered with water on it's surface. Ground water locations can take on may forms such as in caves to lakes. Sure it is very easy to understand the significance of water from rivers lakes streams and oceans. But how much do you know about all of the water that exists below the surface of our earth. I'm sure that you think that groundwater is kind of like an underground river or lake. If you do your somewhat right but that not just quit it. Only in caves or near lava flow does the underground rivers and lakes occur. Instead ground water is usually held within pours of soil or rock material. An good example to show how the water is held is to fill a sponge with water that is kind of the way that ground water is held in these underground materials.   Ã‚  Ã‚  Ã‚  Ã‚  Groundwater is very beneficial to human life for several reasons. First, humans withdraw at about 40% of the public water supply on earth for everyday uses. Of that 40% that is withdrawn for everyday use 22% of it is fresh water that is sanitary enough to drink. One of those uses is very helpful for farmers and their irrigation systems to make crops, to help mankind be fed each and every day. In fact 34% of ground water is used to help irrigation on farms so farmers can grow their crops. Where do you think that water comes from your local home faucet? Well odds are it's from ground water because 53% of the American population's drinking water comes from groundwater.

One process theory of motivation Essay

Motivation is great part of today’s management. However, â€Å"most organizations don’t give it much thought until something starts to go wrong. Pain gets people’s attention.† _(Sanjeev Sharma)_ Therefore it is important to motivate because motivation is force behind all human actions _(Sanjeev Sharma)_. Manager must be able to realize and fulfil the most urgent needs of employees as well as other needs to keep than satisfied, free from stress, and highly motivated. Satisfied and motivated employees are value because they will be less likely to quit the job therefore reducing staff turnover and cost of employee training as they will have gained all the necessary skills and experience, so their performance will be good, therefore companies overall performance can rise as well. This essay is focused on the exploration and comparison of Alderfer’s and Adams’ theories. It seeks the answers to what makes them fall in different category and yet what are the similarities between them and, furthermore, how they can be used together to achieve greater efficiency and to leave less for the chance of error or uncertainty when motivating the employee. Many people have studied needs and ways of motivating the employees. Theories on this subject can be very different and are divided into two categories – content and process theories. Content theories stress that every one of us has same set of needs, which must be satisfied. One of the first and most influential content theories is Maslow’s Hierarchy of Needs (1954). This theory states that human needs are formed similar to pyramid with 5 levels, where bottom level must be completed to move to the next level. Five levels are: 1. Psychological (food, shelter, clothe), 2. Security needs, 3. Social needs, 4. Self-esteem (recognition and self-belief), 5. self-actualization (develop one’s full potential). (R. Fincham, P Rhodes, 2005 p.195) One similar to Maslow’s is ERG (Existence, Relatedness, and Growth) theory  developed by Alderfer (1972). Alderfer’s theory says that everybody has 3 sets of needs. Existence, which includes food, shelter, clothes, need to feel safe and similar (Maslow’s 1st and 2nd levels). Relatedness – social activities, family, friendly working environment, etc (Maslow’s 3rd and 4th levels). Growth – recognition from supervisors and managers, occasional bonuses or rise in salary, promotion, etc (Maslow’s 4th and 5th levels). Although it looks like the Maslow’s Hierarchy of Needs with less and more compact sets of needs, there is one important difference – there is no order specified in which these needs must be satisfied. _(Fincham, Rhodes, 2005)_ However, as Kotler et al 2005, points out if one has unsatisfied need, one will try to find something that satisfies it or tries to get rid of the need. This relates to the Frustration – Regression principle in Alderfer’s theory while when the need has been satisfied it also is strengthen ed (as illustrated in chart below) _(12manage.com_). However, with the passage of time and possible changes in lifestyle or other circumstances can force one to come back to needs that have been satisfied in past and set new, more demanding needs to meet the needs of current situation. Companies has limited influence on Existence set of needs, other than providing rates of pay which enables worker to pay all the bills and supply family with enough food, and still have some extra spending money left (there are cases where ‘worker villages’ have been built in order to provide workers with accommodation and everything necessary, as to provide for existence needs and ultimately have some control of workers lives as well). However, there are many possible ways of satisfying Relatedness and Growth sets of needs. Relatedness could be satisfied by ensuring friendly and open working conditions, possibly non-work related social activities with co-workers, extra holidays to spend with families. Growth is arguably the most important and the most work related one. Growth is almost entirely dependant on supervisors, as for example rise and promotion. Also praise and recognition from supervisor will be much more effective than ones from co-workers, although being rec ognized as unofficial leader by co-workers is strongly motivating and satisfying. Process theories however, admit that we all are different and therefore have different needs. Further more they focus on way employees see themselves in the company, the way they are treated in respect of the other employees in regard of their effort and performance. Adams’ Equity theory explores inputs and outputs of a worker and tries to set the balance between them. Inputs represent the effort and performance worker puts in his job like dedication, long hours, high efficiency and outputs on the other hand, represent all he wants to receive for that like recognition from supervisors in form of praise or rise in salary, promotion, bonuses and similar. Adams stresses that keeping balance between inputs and outputs is very important as in case of imbalance worker can loose self-esteem, motivation or come under pressure to perform better, therefore coming under stress, which will inevitably lead to fall in performance. Although feeling of being overpaid is not widely studied it is believed that the negative effect of the feeling wears of shortly and has little effect on the worker, _(SIOP)_ however has impact on other workers who might feel underpaid or undervalued. Therefore, all extra inputs must be balanced with extra outputs. Nevertheless one must not forget that first of all employees will compare themselves to co-workers. If one employee will have high rewards, for example have a rise, than others will look for justification for that. In case that none is found others will feel neglected therefore their performance will drop or they will ask for the rise, or encourage other (the one who receives higher rewards) to work harder, or convince themselves that they are not worth the higher reward _(SIOP)._ Some of these outcomes are potentially mentally dangerous therefore create stress in the workplace or even worse crate tension between workforce which can lead to different unwanted outcomes even such as strikes out violence outbursts. This inevitably means that overall performance of the company will drop. _(Fincham, Rhodes, 2005)_ The main difference between these theories lies in the fact that Alderfer’s one focuses on satisfaction of needs whereas Adams’ one focuses on creating good and balanced relationship between inputs and outputs of the worker and more importantly good relationship and equality between co-workers, and fairness from the supervisor. It is not specified in Alderfer’s theory  exactly how to determine when is the best time to motivate the employee nor why, while on the other hand Adams’ theory is more concerned about when and why to motivate the employee. This shows clearly that these two theories are completely different in their basis. Furthermore part of Alderfer’s theory is Frustration – Regression principle in which an unsatisfied need is being regressed and made up by satisfying more other needs. In some respects similarly with Adams’ theory – if balance is unfair than employees will feel discomfort. Both of these will take empl oyees mind of the duties of work which will lead in fall of performance. Alderfer’s and Adams’ theories both point out the need of balance between things, however each theory puts stress on different things. Alderfer suggests that needs of employee must be equally satisfied between each of the three sets, therefore no need are neglected. However, as mentioned before, a need can be neglected if it has been recently satisfied. On the other hand if one need or set of needs is recently satisfied, it stands above others in level of satisfaction, which therefore makes it reasonable for it to be neglected until other needs reach same level of satisfaction. This process can take up some time and does not require immediate levelling of scales, however Adams’ scales should be levelled at all times. Longer the process of the levelling takes, longer the employees feel the discomfort of injustice which will inevitably lead to employee’s satisfaction or motivation dropping or level of stress rising. In fact Alderfer’s theory could easily become a part of Adams’ theory as a way of determining outputs, for example friendly relationships in workplace is part of Relatedness set of needs and output, which management has provided. Alderfer does not relate to inputs in his theory. This fact makes Adams’ theory more sophisticated and better suited for understanding when and why employee should be awarded. Because if manager is looking to improve worker motivation and job satisfaction he/she can see on one scale the inputs worker has done from where in comparison to co-workers inputs and outputs an appropriate output can be made. However in order to do the comparison of employee’s past and co-worker present performances, they have to be constantly monitored and records kept of the of the information. Using  Alderfer’s theory, however, requires manager to understand employee’s needs and situation to see which needs must be satisfied and what wou ld be the best way to satisfy the need, therefore bringing greater understanding of how and why to award or motivate employee. Adams’s theory is good theory to be using for large companies with many users which all have to be motivated. With help of large and detailed database of workers and their inputs, such as working time, are they late for work or not, their performance, etc and outputs their wages, ways of recognition, etc one can compare workers. Special program can be easily made and adjusted to record and analyse data for independent, non favouring, information on workers which would help to make decisions on their extra outputs. On the other hand Alderfer’s theory would more go for managerial level or smaller companies as it requires in-depth understanding of employee and his situation. If one would put these two theories together the outcome could be a theory in which workers activity is constantly monitored and recorded for purposes of comparison with previous performance and performance of co-workers, therefore, determining the inputs as by Adams’ theory. However, the outputs would be determined according to the needs specified in Alderfer’s theory. Alderfer’s theory could also be substituted, for example, by Hertzberg’s two-factor theory. Although content and process theories are different in their basis, they both work for the same goal and in times can be combined or as in this case content theory can be a part of process theory to explain it more fully and efficiently or just to bring the highest level of efficiency. However, besides the fact Alderfer’s theory can be used to compliment the Adams’ theory, one must not forget that most important part of Adams’ theory is far from just motivating the employee but is based on equality among workers and their inputs/outputs, because too much outputs can produce feeling of overpayment therefore creating stress for employee as he/she tries to increase inputs to level the scales. â€Å"Alderfer’s theory explores which need to satisfy and how while Adams’ theory explores when and why to satisfy the  need.† Previous sentence is very good way of explaining the difference between two theories and seeing that in order for each theory t o work in best way possible – both theories must work together. REFERENCES Books: P. Kotler, V. Wong, J. Saunders, G. Armstrong, _Principles of Marketing,_ (2005 4th European Edition) p. 8, published by Pearson Education Ltd, Harlow, England R. Fincham, P. Rhodes, _Principles of Organizational Behaviour,_ (2005, 4th Edition) Published by Oxford University Press, New York, United States Online: Sanjeev Sharma, A right way to motivate an employee, is to win his heart!!! [online] url:http://www.bpoindia.org/research/win-heart.shtml Accessed: 24/11/05 12manage.com _ERG Theory (Alderfer)_[online] url:http://www.12manage.com/methods_alderfer_erg_theory.html Accessed:24/11/05 Society for Industrial and Organizational Psychology inc. (SIOP), _Justice lecture notes 4,_[online] url: http://siop.org/Instruct/Justice/Justice%20Lecture%20Notes%204.doc Accessed: 26/11/05

The Proud and the Prudish

The Proud and the Prudish The Proud and the Prudish The Proud and the Prudish By Mark Nichol This post discusses two words that because of their disparate meanings are not easily recognized as cognates, as well as a couple of others that are, as a result of disguised spelling, perhaps equally unlikely to be associated. The words detailed here derive ultimately from the Latin verb prodesse, meaning â€Å"useful,† by way of prode (â€Å"advantageous†). The descendant French adjective prud, meaning â€Å"valiant,† was borrowed into English as proud but came to refer not only to esteem of oneself or another but also arrogance. It also pertains to exultation or spirited behavior or to magnificent display. (By extension, it also refers to a raised or swollen prominence, such as when referring to a scar.) The state of feeling proud in the senses of both reasonable and excessive esteem is called pride, and one considered to have too much pride is called prideful and suffers from pridefulness. (In addition, inspired by the regal bearing of lions, a group of these animals is called a pride.) Meanwhile, prowess, meaning sometimes â€Å"bravery† but usually â€Å"skill† (generally in physical feats), derives from prud. Prude, referring to a person of excessive modesty, also stems from prud. In that word’s sense in French of â€Å"brave,† it became part of the compound prudhomme, or â€Å"brave man.† The feminine equivalent, prudefemme, referred to noblewomen, who were expected to demonstrate propriety, but the first element came to pertain to an excess of that quality to the point of priggishness. The quality of being a prude is prudery or prudishness, and such behavior is described as prudish. A related word not easily recognized as such is improve, stemming from prode and meaning â€Å"make better† or â€Å"make good use of.† An act of improving, or something improved, is an improvement, and something that can be improved is improvable. Self-improvement, meanwhile, is an act or process of attempting to improve one’s circumstances in life. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Vocabulary category, check our popular posts, or choose a related post below:50 Idioms About TalkingYay, Hooray, Woo-hoo and Other Acclamations20 Classic Novels You Can Read in One Sitting

Juveniles in the Adult System essays

Juveniles in the Adult System essays If a twelve-year-old child murdered a person, what should be his/her punishment? If a thirty-year-old adult murdered a person, what should be his/her punishment? Should there be a difference in punishment? Should one be more strict then the other? Should one be more lenient then the other? These are all questions that most people have thought about. With all the youth crime talk in the media, these questions have been asked many times, and we always get the same outcome; DEBATE. One side of the story is that of the juvenile correction system. This system is about a hundred years old and has been revised before. This system has a positive outlook on what youths in trouble can become. They believe that one can be rehabilitated and taught differently. They believe that pre-adolescent children do not know the difference between reality and fantasy. They believe that they do no know the difference between right and wrong. The juvenile system was started in England after they opposed to the killing of young convicted felons. The English invented a juvenile correction system that would re-teach values and morals to the young, rehabilitate them, and give them a second chance at a happy life. They also set up a separate court system from that of adults. In this system, there was to be no sort of media, no jury of peers, and no lawyers, there would only be a judge and the accused party. The judge would listen to the accused and decide for him/herself the correct punishment. This punishment could include lock up in a juvenile correction facility, probation, foster care, and community service or any combination of. In this system, the young adult could only be kept until the age of twenty-one. At this age, the young adult would be released and he/she would be able to start a new life. This system was started because the citizens of England thought that children were being punished to harshly. They thought that ch ...