Municpal solid waste

An open dump is defined as abandoned piles of household garbage, bags of yard waste, appliances, old barrels, used tires, and demolition debris such as lumber, shingles, pipes and asbestos can threaten the health of humans, wildlife, and the environment. (Epa. State. IL. Us, 2014) Open dumps pose the following health, safety, and environmental threats: Fire and explosion Inhalation of toxic gases Injury to children playing on or around the dump site Disease carried by mosquitoes, flies, and rodents Contamination of streams, rivers and lakes Contamination of soil and groundwaterContamination of drinking water Damage to plant and wildlife habitats Decrease In the quality of elite to nearby residents and the local community Open dumps create a public nuisance, divert land from more productive uses, and depress the value of surrounding land. (Epa. State. IL. Us, 2014) Early landfills were made in were made in wetlands, which were thought to be wasteland back then. Early landfills leaked into rivers and lakes and built up gases, like methane. Garbage dumps used to catch fire and even explode, because as garbage rots, it gives off methane, a flammable gas. Experimentation. Rag, 2014) Early landfills have significant problems with the Lactate organization because it was an unconstrained contaminant release, the methane organization did not exist, and incomplete decomposition as well as settle was so high because 8% of waste was secondhand. Modern landfills are carefully designed to contain waste and protect the environmental integrity of the surrounding area – including the air, water and soil. Our landfill incorporates advanced design features, including multi-layer liner construction, gas extraction and lactate removal systems. Multidimensional. M. Com, 2014) This is completely different from early landfill because there was no way to contain the waste. Modern landfills include engineered protective liners, lactate group systems, groundwater nursing and much more. Alton Landfill and Resource Recovery Facility in Livermore, CA has implemented a special program to protect the endangered San Joaquin Kit Fox. The protection program Includes many projects to protect the San Joaquin Kit Fox. Exclusion zones are placed around dens. Limited disturbance of areas adjacent to construction and storage areas must be maintained.

Literature review of Women at workequality versus inequality: barriers for advancing Essay

1. Introduction Women in our days choose to get educated and pursue careers. To do this most of them have to learn to deal with dual roles; the role of the employee and the role of mother/wife. The majority of them have managed to move from working at the traditionally female occupations (such as teachers and nurses) to male-dominated areas such as managers and engineers (Atwater and van Fleet 1997; Chater and Gaster 1995; Krambia-Kapardi 2006). Furthermore, gender equality is a fundamental principle for democratic countries; women and men should participate as equals in the social, cultural and economic life. Even though improvements have been made, gender equality is still not achieved as men and women are not represented and are not treated equally in the workplace. Unfortunately, the increasing number of working women did not bring equal career advancement opportunities. Gender issues in the workplace arise from differences in the way men and women are treated. Women are not treated by the organizations the same way as men do, something that holds women back from advancing the managerial ladder. It is a fact that women are underrepresented in top managerial positions compared with women holding lower and mid-level management positions (Mihail 2006). *Corresponding author. Email: michailidis.m@unic.ac.cy ISSN 0958-5192 print/ISSN 1466-4399 online q 2012 Taylor & Francis http://dx.doi.org/10.1080/09585192.2012.665071 http://www.tandfonline.com M.P. Michailidis et al. Downloaded by [La Trobe University] at 02:53 19 September 2013 Women face numerous obstacles for their career advancement and often, welleducated women, with many years of experience are not promoted at the same rate as their male co-workers of the same occupational level. Women have to work twice as hard as their male colleagues to achieve recognition (Wirth 2001). According to Eagly and Carli (2007), Hymowitz (2005), Wirth (2001), Rhode (2003), Duehr and Bono (2006), Hymowitz (2005) and Dimakis, Krambia-Kapardi and Savva (2006), some of the controversial issues that women face in the workplace are gender discrimination, glass ceiling, stereotypes, work– life balance, lack of mentoring, conï ¬â€šicting roles and pay inequality. These are considered barriers that prevent women from obtaining work equality and furthermore achieving top managerial positions. 1.1. Gender discrimination According to Wirth (2001), a large number of women enter the workforce at similar levels as their male counterparts; however, their careers progress more slowly than their male colleagues. Quite often they are more qualiï ¬ ed than their male counterparts but have to work harder and perform much better to obtain top positions. The discrimination acts toward women can take various forms; they are often treated unfairly at the recruiting and promotion processes and the remuneration policies. In addition, there is a general perception that women are not committed to work as they have or will have family and children (Hymowitz 2005). Furthermore, since this study took place in Cyprus it is worth mentioning that the Cyprus Government has always been interested in promoting equality among men and women and social and economic actions were implemented. The efforts began at the end of the 1970s, as part of the Strategic Development Plans, and aimed at the creation of legal framework that prevents gender discrimination, support work– family balance and enhance the socioeconomic life of women living and working in Cyprus. In an effort to harmonize with the European Union the Equal Treatment of Men and Women in Employment and Vocational Training Law, No. 205(I)/2002 was implemented by the Cyprus Democracy. 1.2. Stereotypes Stereotypes are based solely on perceptions and ‘gender stereotypes inï ¬â€šuence beliefs, behaviors and self-concepts at both conscious and unconscious levels’ (Rhode 2003, p. 7). Perceptions that women’s place is in the house taking care of her husband and children has been haunting women for many centuries. In recent years, companies are recruiting an increasing numbers of women but unfortunately most of them are not promoted as they should and are left at lower and middle level ranks (Ntermanakis, as cited by Mihail 2006). Schein, Mueller, Lituchy and Liu (1996) reported the existence of a psychological barrier for women’s advancement; the ‘think manager –think male’ perception. According to Nichols (1994), the belief is that managerial positions require masculine characteristics and so women are not cut out for this type of job. A research conducted in Cyprus regarding the perceptions of young people in Cyprus (Intercollege’s Research Center 2007) gives several positive outcomes related to relatively low levels of genders stereotypes. Of the people asked, 73.4% disagreed with the statement that women should stay at home while men should be the sole money providers. Another important point is that 58.9% believe that men and women can be equally good managers, and that women should receive the same rewards with their male counterparts (81.1%). A recent study by Duehr and Bono (2006) reported that ‘stereotypes about women may be changing’. Male The International Journal of Human Resource Management managers seem to be characterizing women as less passive and submissive and more conï ¬ dent, ambitious, analytical and assertive. Male managers have simply learned that they are expected to view men and women similarly at work. Women are also being stereotyped because they become mothers. Hymowitz (2005) mentioned that one of the reasons why women are not taken seriously in the workplace is because at some point in their career they will have children and they will not be as devoted to work as they should and they will not be willing to work those long hours needed. Downloaded by [La Trobe University] at 02:53 19 September 2013 1.3. Glass ceiling The number of women working at managerial positions is growing. Even though the number of women in lower and mid-level management positions is greater than ever, the percentage of women holding top managerial positions is disproportionably low (Atwater and van Fleet 1997). Women seem to be banned from executive positions due to the ‘glass ceiling’ effect, which describes the invisible artiï ¬ cial barriers, created by attitudinal and organizational prejudices, which block women from top executive positions (Wirth 2001). According to Wirth (2001), women, although they are well educated, are pushed into a narrow range of occupations, where there is less responsibility, lower pay and few opportunities for advancement. Some of them manage to climb the corporate ladder and achieve middle level positions but the invisible barriers prevent them from attaining top managerial jobs. Toussiant (2010) described the history of the glass ceiling in America. As it talks about how wom en were constantly facing discrimination from male-dominated society. This is accomplished by discussing how everything from various court cases to the ERA would have an impact upon these views. Krambia-Kapardi (2006) examined the existence of the ‘glass ceiling’ effect in Cyprus by looking at women’s participation in committees and the opportunities for being promoted in executive positions, the research states that although women participate in various committees, the percentage participating is limited and there has been no signiï ¬ cant improvement the past 6 years. To describe the current situation in Cyprus the writer states that ‘there is no glass ceiling in participating committees, but a concrete wall and it takes a lot of effort to break through that wall’. When it comes to the existence of glass ceiling in executive positions, women hold 12% of these positions in the private sector and 37% in the public sector. Researchers tried to identify the barriers that prevent women from advancing to higher managerial positions. Some of the barriers mentioned were lack of self-conï ¬ dence, avoiding risk taking because of fear of failure and setting low goals (Krambia-Kapardi 2006). Another term relevant to the glass ceiling is the ‘maternal wall’, which refers to the barriers that women face when they get pregnant as male co-workers and managers assume that once a woman has a baby she will not be committed to her career (Swiss 1996). 1.4. Balancing work and family Women today have multiple roles and are torn between demanding careers and intensive family lives. These conï ¬â€šicting roles require a great amount of time and energy, and quite often women do not know how to deal with this issue. ‘Work– life balance is a state where an individual manages real or potential conï ¬â€šict between different demands on his or her time and energy in a way that satisï ¬ es his or her needs for well-being and self-fulï ¬ llment’ (Clutterbuck 2003, p. 8). The elements that Downloaded by [La Trobe University] at 02:53 19 September 2013 M.P. Michailidis et al. inï ¬â€šuence this type of conï ¬â€šict, according to Parasuraman and Simmers (2001), is the employee’s gender, type of employment (self-employed or organizational employed), work role characteristics and pressures (such as how much autonomy is available in the workplace, time ï ¬â€šexibility, level of job involvement and time commitment to the work itself) and family role characteristics and pressures (such as parental demands, level of family involvement and time commitment to family). Gladen (2007) discussed how women have more challenges in being able to balance their work and personal life. Where, the majority of women will have: a sense of guilt, scheduling conï ¬â€šicts and adjusting to two different worlds. Moreover, to help working women, companies can implement various family-friendly policies, which can make it much easier for them to combine paid jobs with family work. This can be achieved by offering ï ¬â€šexible working hours (permanent or temporary), workin g from home and the creation of childcare facilities in work. Organizations also need to ensure that employees who seek temporary working accommodations do not pay a permanent price (Rhode 2003). 1.5. Mentoring/role models/networking The lack of mentoring, social networking and role models are making advancement of working women harder. Women very frequently are not given high visibility assignments or challenging tasks. Also, frequently they are excluded from marketing and social events that result in professional opportunities. Furthermore, they are not helped in their career progression, therefore they are far away from leadership positions (Nossel and Westfall, as citied by Rhode 2003). 1.5.1. Mentoring Mentoring programs aim at helping participants become successful in the workplace. A mentor gives advices for the unspoken company’s rules, provides information for company policies and decision making, give recommendations on how to avoid explosive situations, and information about who is aligned to whom. Furthermore, a mentor provides  ´  ´ career and psychosocial support to enhance mentee/protege’s-junior colleague, professional and personal development (Swiss 1996; Apospori et al. 2006). To be more effective, mentoring should be incorporated with training and development and succession planning. Thompson (2010) highlights how mentoring programs can help women to address the various issues of inequality in the workplace. The problem is that the majority of employers do not offer any kind of mentoring programs to female employees. As only 28% of women are reporting that their employers have some kind of mentoring program, out of this number 52% of women felt that their employers lacked transparency and understanding when addressing this issue (Thompson 2010). Furthermore, barriers women come across when searching for mentors are that male mentor’s are reluctance to take on the mentoring role, this might be due to fear that the relationship might be misinterpreted. Also, the scarcity of female mentors makes it more difï ¬ cult for women to have access to a mentor (Apospori et al. 2006). 1.5.2. Role models ‘Role models are often said to be key to the successful development of young aspiring managers’ (Singh, Vinnicombe and James 2006, p. 67). According to Shapiro et al. (as citied by Singh et al. 2006), role models are individuals whose style, action and traits are The International Journal of Human Resource Management imitated by others. It is also believed that role models are important for all female employees regardless level and age, but special attention must be given to newly employed females (Swiss 1996). Unfortunately, the small number of women holding executive position limits the number of role models for young female employees. Downloaded by [La Trobe University] at 02:53 19 September 2013 1.5.3. Networking Networking is viewed by Vinnicombe and Colwill (1995) as citied by Singh et al. (2006) as the ‘banding together’ of individuals who think alike, for satisfying their contact, friendship and support needs. Furthermore, Forret and Dougherty (2004) elaborated on the issue of networking and stated that these are attempts made by people to develop relationships with individuals who have the potential to assist them work- or careerwise. Furthermore, Allison (2007) and Singh et al. (2006) refer to networking in terms of the differences of the approaches men and women use. Men are on a ‘mission’ when attending a business networking event, trying to meet people who will help them for professional advancement, whereas women believe that this approach is ‘pushy’ and prefer attending workshops or conferences where they can share ideas and use networking for social support. 1.6. Pay gap Gender pay inequality is consistently and widely observed. Various social and economic causes contribute to the long-established gender pay gap, and much effort has been made to explain the reasons for the discriminatory wage disparities. The article titled, Its Time for Working Women to Earn Equal Pay (2007), talks about the vast disparities that are occurring as far as pay and compensation are concerned. Where, women will earn signiï ¬ cantly less in comparison with their male counterparts for the same amount of work. According to a study that was conducted by the WAGE Now Project, they found that the vast disparities in pay equality are between $750 thousand and $2 million over the course of lifetime (Its Time for Working Women to Earn Equal Pay 2007). Wallace (2010) discusses the issues that women will face in the workplace from: the glass ceiling to overall issues of discrimination. In most industries, this means that women are earning $.80 cents for every dollar that is made by men. This information is important, because it can be used to corroborate other sources about issues of the glass ceiling and equal pay in the workplace. Wage discrimination as Joshi and Paci (1998) explained means that one group is paid systematically less than others with ‘equal productivity-related characteristics’. The remuneration disparities between the two sexes have been ascribed to the narrow number of women holding top managerial levels of organizations, which means they are rewarded with higher pay rates (Alkadry and Tower 2006). The article that was written by Childress (2010) talks about: how various legislation has been created to deal with the issue of inequality in the workplace (the Glass Ceiling Commission). As they were created as part of the Civil Rights Act of 1991 and was designed to deal with the issue of discrimination in the workplace. However, the commission was never successful, because there was not any kind of agreement among members about how to effectively tackle this issue. This is important because it highlights the underlying challenges that are constantly being faced when trying to establish some kind of procedures for addressing gender inequality. As a result, the information from this source is useful, because it is showing how various regulatory failures have contributed to situations of inequality existing. M.P. Michailidis et al. The Cyprus government enforced The Equal Remuneration of Men and Women in Employment and Vocational Training Law, No. 177(I)/2002 to ensure the equal remuneration of both sexes for work of equal value. The Equal Remuneration of Men and Women in Employment states that men and women employees receive the same level of ï ¬ nancial or non-ï ¬ nancial rewards, for the same type of work or for work of equal value. Polachek and Xiang (2006) analyzed data from 40 countries, including Cyprus, between the years 1970 and 2002 on how the gender wage gap varies in relation to the fertility rate, the age gap between the husband and wife, and the female educational achievements. The information collected indicated that the fact the women have the main responsibility for the household and the children, as a result female employees have less job experience and training. On the other hand, men are the main money winners of the family and thus working for more years, with no career breaks and thus more experience and opportunities for vocational training. All these lead to gender pay gap. Despite the fact that various efforts are being made by governments to achieve wage equality, gender pay gap still exist since women are paid less than men for comparable positions (Rhode 1997; Sallop and Kirby 2007). Even though women have equivalent skills to men, nevertheless they are not paid with the same pay rate. Researches believe that perhaps the choice of career might be a reason for the gender pay gap. Alkadry and Tower (2006) reported that even though women have started overcoming some of the barriers for advancing to higher positions, wage disparities still persist and as a result women are rewarded with less money in comparison to their male colleagues. 2. 2.1. Methodology Purpose of the study This study aimed at: (1) identifying the factors that working women in Cyprus are faced with which lead to experience discrimination; (2) examining possible barriers that affect women’s advancement; and (3) identifying organizational practices that assist them in achieving work– life balance. 2.2. The questionnaire The data were collected by the distribution of a six-page questionnaire, which was on a voluntary, anonymous and conï ¬ dential basis and targeted four occupational levels: below ï ¬ rst line, ï ¬ rst line, middle and high-level management women, employees of organizations in Cyprus. The questionnaire was prepared by the researchers and was divided into two sections. Section A coved the demographic data of women participating in the research and in Section B the questions referred to women’s personal experiences, opinions or thoughts related to the workplace. 2.2.1. Section A: biographical information In this section, the participants’ had to respond to questions related to: age, marital status, number of children, educational level, work position, employment sector, type of organization, job title and number of years in the current job. 2.2.2. Section B was composed of ï ¬ ve parts, which are described below: Part I had eight ‘yes’ or ‘no’ questions, here, the participants had to respond to questions related to experiencing any form of work discrimination, gender discrimination, Downloaded by [La Trobe University] at 02:53 19 September 2013 The International Journal of Human Resource Management discrimination during hiring, promotion or career advancement opportunities, and discrimination related to ï ¬ nancial and non-ï ¬ nancial rewards between men and women. Part II had four questions; here, the respondents were asked whether gender is a factor that can limit promotions, compensations, access to clients and access to training. The replies were based on a Likert-type scale of 1 –3 (I do not know, Not much and Very much). Part III had ï ¬ ve questions asking women’s opinion on several statements regarding the way women and men are treated in their organizations, such as equal treatment among men and women, equal opportunities for advancement, childbearing and career commitment. The participants had the option of choosing one of the following Likerttype scale responses: I strongly agree, I tend to agree, Undecided, I tend to disagree and I strongly disagree. Part IV had a set of 21 statements, which asked the participants to rate on a Likert-type scale from 1 to 5 various possible barriers that prevent women’s career advancement. In addition, there was one question asking the participants to add any other factors that were not mentioned in the previous statements but were considered as a barrier for women’s advancement. The 21st question was an open-ended question on other organizational practices that were not mentioned in the 20 statements. Part V had nine questions asking women to rate the importance of various organizational practices that can help women’s career advancement and development. For rating the ï ¬ rst eight questions in this part, the Likert-type scale was used with the following scale: Not helpful, Slightly helpful, Quite helpful and Very helpful. One question asked the participants to add other organizational practices that could be useful to women’s career advancement and development. 2.3. Statistical analysis The statistical analysis was prepared with the use of the Statistical Package for Social Sciences (SPSS). The statistical tabulations included descriptive statistics and crosstabs aimed at examining the statistical signiï ¬ cance of a comparison between women’s occupational level and (a) questions related to equal treatment (Part III) and also (b) questions related to organizational practices which would assist the participants in developing and advancing women’s careers (Part IV). 2.4. Sample The questionnaires were distributed randomly to 250 women working in various private, public and semi-public companies. The distribution and collection of the questionnaires was done either through the Human Resources/Personnel Departments. A total of 154 questionnaires were used for the study, giving a response rate of 62%. 3. Results and discussion 3.1. Biographical data 3.1.1. Section A This research concentrated on 154 women respondents, ages 22– 57. From the sample 61.7% of the participants were married and 59.1% had children. Regarding the educational level of the participants 22.7% were high school graduates; 20.1% had a college diploma; 24.7% had a Bachelor’s degree; 30.5% had a Master’s M.P. Michailidis et al. Downloaded by [La Trobe University] at 02:53 19 September 2013 degree; and only 1.9% had a Doctoral degree. Of the sample, 47.4% stated that their position at work was in the ï ¬ rst line managerial level and 15.6% belonged to the middle management level; 5.2% held top management positions, while the rest 31.8% held positions below ï ¬ rst line management. The results showed that the majority of women are trapped between the ï ¬ rst and middle line managerial levels. Only 8 out of 154 women who participated in the research had top management positions, a number which is not very positive for the career advancement opportunities of women. 3.1.2. Section B 3.1.2.1. Part I. Here, the participants responded to questions related to work discrimination. In the question whether they experienced any form of discrimination in the workplace because they were female, 87.7% replied that they had not experienced any form of discrimination; 89.6% replied that they had not felt that they had missed a promotion or their promotion had been delayed because of their gender; 81.8% stated that male co-workers of similar duties did not receive higher salary than them; and 86.4% replied that they had not experienced differential treatment in the recruiting process because of their gender. Interestingly though, one of the comments made for this question was that at a job interview a participant was asked whether she was engaged to be married or was planning to get engaged soon. Her answer was negative and after she was hired she learned that women with children were rejected as they would not be as ‘committed’ as they should be. Furthermore, 80.5% stated that they had not experienced any differential treatment in career prospects; 90.3% replied that male and female employees of the same managerial level receive the same monetary rewards. Continuing on, 87.7% of the participants do not think that women receive less non-ï ¬ nancial rewards that their male colleagues. Lastly, 81.2% of the participants do not believe that at some point of their career they were not appointed for a job because of their gender. Some discrimination acts that women had experienced and were mentioned in the open-ended questions are ‘Women receive lower pay than men’. ‘Males are treated with more respect’. ‘Another man took my position because I was a woman’. ‘Negative attitudes by male colleagues toward women’. ‘I was not assigned on an important project because of my gender’. ‘I was told that having a baby would affect my job and I was not hired’. 3.1.2.2. Part II. Here, the participants responded to questions related to their gender as a limiting factor in workplace. As regards promotions, 69.5% responded that gender does limit (but at the not much level) promotions. Furthermore, regarding compensation, 67.5% replied that their gender does limit the compensation (but at the not much level). In addition, as far as access to clients is concerned, 71.4% believe that gender does limit access to clients (but at the not much level). Lastly, in examining access to training and development programs, once again the majority, 73.4% feels that gender is an element that limits access to training (but at the not much level). 3.1.2.3. Part III. In this part, the participants were asked to rate their degree of agreement on several statements. In the statement whether women in managerial positions are as Downloaded by [La Trobe University] at 02:53 19 September 2013 The International Journal of Human Resource Management capable as men at similar positions, the majority of the participants (97.4%, 150 women) think that women managers are as capable as male managers. Furthermore, when asked whether women and men are treated equally in their organization, 79.9% of the participants have not felt that they were treated differently at the workplace due to their gender. In addition, when asked whether at the company where they work, women and men are given equal opportunities for advancement to higher positions, 77.3% believed that women receive the same opportunities for advancement in the organization they work for. Furthermore, in the statement on whether women have to perform better than their male colleagues to be promoted to the same position, 42.2% feel that for a woman to be promoted she must work twice as hard as a man would. Lastly, when looking at childbearing, on the statement ‘once a woman has a child, she is considered to be less co mmitted to her career’, half of the respondents (50.7%) agree that there is a perception that working mothers are not committed to their careers as they should be. 3.1.2.4. Part IV. This part the participants had to rate on a Likert-type scale from 1 to 5 various possible barriers that prevent women’s career advancement. The questions measuring the extent to which ‘women’s low level of self-conï ¬ dence’ is a barrier to their career advancement, 69.5% of the participants agreed with the statement that the low level of self-conï ¬ dence women have is a barrier to their career advancement. When questioned about the extent of ‘working hours facilitate parenting’ and if they are considered a barrier to women’s career advancement, the replies received indicated that women would want to have ï ¬â€šexible working hours that will assist them with their childcare obligations, speciï ¬ cally, 68.2% think that working hours do not facilitate parenting. Moreover, when examining the extent of ‘absence of equal career development opportunities for women’, and whether it is considered a barrier to women’s career advancement, 55.2% consider the absence of equal career development opportunities for women as a barrier for their advancement in the workplace. In addition, the statement ‘to what extent insufï ¬ cient women role models in higher organizational levels, is a barrier to women’s career advancement’, 56.5% of the participants stated that having female role models in higher organizational levels would help them develop; therefore, the non-existence of those role models is a barrier for their career development. To the statement ‘to what extent, a non-supportive spouse, is a barrier to women’s career advancement’ appears that having a supporting spouse is a factor that can be very helpful for working women as 68.2% of the participants feel that not having assistance at ho me from their partner would be a barrier for their career. When asked about ‘company’s lack of commitment to gender advancement’ is a barrier to women’s career advancement, 57.8% of the respondents believe that the failure of an organization to be committed to gender advancement is a barrier for their career development. Further on, when asked about the extent to which ‘male domination in senior organizational positions’ is a barrier to women’s career advancement, 63.7% of the participants consider that senior organizational positions are dominated by male employees something that prevents women from advancing to higher positions. In addition, when asked about the extent ‘company’s lack of ability to implement and enforce anti-discriminatory and equality legislation’ is a barrier to women’s career advancement, 62.3% of the respondents feel that companies do not implement anti-discriminatory legislation and this is a barrier for their career advancement. Also, when aske d about the ‘tendency for organizations to assign male employees on high visibility projects’ and whether this is a barrier to women’s career advancement, 120 of the participants (a percentage of 78%) Downloaded by [La Trobe University] at 02:53 19 September 2013 M.P. Michailidis et al. believe that male employees are assigned on high visibility projects leaving female employees behind and such a practice sets barriers for women’s advancement. The statement looking at the extent to which ‘perceptions that women may eventually leave work once they have a family’ is a barrier to women’s career advancement, 61.7% agreed that the perception that women may eventually leave work once they have a family is a barrier for their career as this affects the way women are treated in the workplace and reduce the opportunities given to them. Continuing on, looking at the statement examining the extent to which ‘women’s conï ¬â€šicting roles between work and family’ is a barrier to women’s career advancement? It appears that the conï ¬â€šicting roles between work and family are considered by the majority of the participants (62.3%) as a barrier for their career advancement. When asked to rate the extent to which ‘women’s responsibilities for childcare’ is a barrier to women’s career advancement, 66.2% agreed that since women have the sole responsibility of childcare, this is a barrier for their career advancement. Also, when asked to rate the extent to which ‘career breaks for childbearing, child raising and other family obligations’ is a barrier to women’s career advancement, 66.9% believed that career breaks for childbearing and child raising are a barrier for women’s advancement. Furthermore, when measuring the extent to which ‘perceptions that men make better managers than women’ is a barrier to women’s career advancement, 63.7% of the participants stated agreed. In the question asking women to state whether they believe at the existence of the glass ceiling, 54.6% stated that they did experience these invisible banners which are a barrier for their advancement, 16.2% do not believ e at the existence of those barriers, whilst 29.2% were undecided. And when asked to state to what extent ‘stereotypes regarding women’s roles in society’ is a barrier to women’s career advancement, 53.9% believe that stereotypes about women is a barrier for them as often women are considered weak, sensitive and that they should not be working. Other barriers that prevent women’s advancement in the workplace and were not mentioned in the questions above were the following: ‘Women are judged by their appearance’. ‘Face and body is what they look at’. ‘Lack of acquaintances in comparison to male acquaintances’. 3.1.2.5. Part V. In this part, there were several questions asking women to rate how important various organizational practices were considered in helping women in their career advancement and development. One was on ‘mentorship programs’, 70.8% stated that it would be helpful for their advancement if they received mentoring. Further on, the question related to ‘managerial programs which identify and develop women’s potential’, 86.3% of the participants reported ï ¬ nding managerial programs that would identify and develop women’s potential as helpful. As far as ‘programs that would help women balance their work and family lives’, 93.5% believe that they would be helped by programs that provide assistance to women on how to balance work and family lives. These results show that women feel that they cannot balance work and family obligations and perhaps they need some assistance on how to achieve it. The question related to ‘on-site childcare facilities’, participants replied almost unanimously (93.5%) that it would be very helpful to them if their children could attend an on-site childcare facility. In addition, as far as ‘refresher courses when re-entering the workforce’, the majority of the participants (78.6%) agreed that it would be very helpful if women received refreshing courses when Downloaded by [La Trobe University] at 02:53 19 September 2013 The International Journal of Human Resource Management re-entering the workforce after a career break. The question ‘offering ï ¬â€šexible working hours’ is considered as an important factor for the advancement and development of women as 93.5% agreed that it would be helpful if they could arrange the hours they would be working according to the obligations they have at home. Continuing on as far as the question on ‘women role models in the highest levels of the organization’, 85.1% agreed that having women role models in the highest levels of the organization would be very helpful for the careers. Lastly, 100% of the respondents showed agreement on the statement, ‘helping women to broaden their professional experiences’. This unanimity indicates that women do not feel that they receive help from the companies they are working and consider it to be a huge barrier for their career development. The participants were asked to add any other organizational practices that were not mentioned but are consi dered important for working women. The comments made were the following: ‘Educating and always giving upgraded information to young women through organized seminars and events’. ‘Allowing work to be done at home, this will give work opportunities to women with families’. 3.1.2.6. Part VI. An analysis of the test of signiï ¬ cance – Crosstabs was also performed. This tried to examine the differences between the following: Current position at work: (1) just below ï ¬ rst line management, (2) ï ¬ rst line management, (3) middle management and (4) top management and: Part (A), ï ¬ ve questions, which referred to the degree of agreement on a ï ¬ ve-point Likert-type scale, as far as the: work capability of women compared with men; equal treatment of men and women in the workplace; equal opportunities for advancement; women’s performance and promotions; and family commitment once women have children and Part (B), eight questions, which referred to the degree of helpfulness of several organizational practices which contribute to their career advancement, looking at: mentorship programs; managerial programs that help women identify and develop their potential; programs that would help them balance work and family; the on-site childcare facilities; refreshers courses for the comeback; ï ¬â€šexible working hours; women role models in the highest levels of organizations; and programs helping women to broaden their professional experience. Concerning Part (A) there were signiï ¬ cant differences when examining Chi-square at the 0.01 level of signiï ¬ cance with the following three questions: The question, ‘I believe that women in managerial positions are as capable as men at similar positions’, indicated signiï ¬ cant differences between the categories below ï ¬ rst line management, ï ¬ rst line management, middle management and top management. Women belonging to below ï ¬ rst line management category, ï ¬ rst line management and middle management tend to agree or strongly agree with the statement (97.7%, 98.6% and 100%, respectively). On the other hand, the percentage of women holding top managerial positions and agreeing with the statement is 75%, while 12.5% is undecided and 12.5% tend to disagree. In general 2.5% of all categories are either undecided or they disagree, and 97.4% agreeing. On the question, which stated ‘Women and men are treated equally in the organization’, s howed signiï ¬ cant differences at the 0.10 levels among the categories below ï ¬ rst line Downloaded by [La Trobe University] at 02:53 19 September 2013 management, ï ¬ rst line management, middle management and top management. It appears that women in top management and below ï ¬ rst line management positions (75% and 44.9%) strongly agree with the statement. However, the percentage of women in middle management strongly agreeing is very low only 20.8%, but a higher percentage agreeing (45.8%) however, with a total of 33.3% disagreeing and strongly disagreeing, or undecided with the statement and 12.2% of the below ï ¬ rst line management are undecided. Overall 20.1% of all categories are either undecided or they disagree, and 79.9% agreeing. Next question requested the opinion of the respondents on the statement ‘At the company where I work women and men are given equal opportunities for advancement to higher positions’. Women holding top managerial positions believe that the company they are working for is giving both sexes equal opportunities for career advancement since 62.5% strongly agree and 37.5% tend to agree. This picture is not the same for the other managerial levels. Women in below ï ¬ rst line managerial level agreeing is 81.6% while the remaining 16.4% is undecided. The ï ¬ rst line managers have somehow similar percentages with 75.3% agreeing with the statement, and 13.7% were undecided. For the middle management respondents the results were the following: 56.7% agreed, 4.2% are undecided while 29.2% do not believe that there is equal treatment between men and women in the organization they are working. In Part B of the questionnaire, there were signiï ¬ cant differences when examining Chisquare at the 0.10 levels of signiï ¬ cance, the question concerning the programs which identify and develop women’s potential, here a total of 87.7% of below ï ¬ rst line management, 90.4% of ï ¬ rst line management, 70.8% of middle management and 87.5% of top management reported that such programs are useful. However, a very small percentage of 8.3% of below ï ¬ rst line management, 42.9% of ï ¬ rst line management, 38.5% of middle management 55.6% reported that programs which identify and develop women’s potential are quite helpful. Two open-ended questions allowed the participants to express themselves on other barriers that women face in their development and advancement in the workplace and also other organizational practices not addressed in the questionnaires. It is true that the majority of the sample did not answer those two questions; only 10% of the participants ï ¬ lled in those questions. Looking for other barriers that women face in their work life, the ï ¬ rst barrier mentioned by several participants was that women are stereotyped and are judged only by their looks, appearance and body. Other comments were that women do not belong in social networks, sports clubs like men do, and this affects their careers. In addition, when looking at other organizational practices that might be helpful for women’s career advancement, there were suggestions like work from home which needs to be encouraged, and courses that help young women increase their self-conï ¬ dence, assertiveness training and how to promote and protect their work rights. The last one is very important because many women do not have equal access to their rights because some of these rights are based on ‘male breadwinner model’ and do not consider the fact that females mostly carry the burden of having to bring together family and professional life. 4. Discussion During the past few years, there has been a global effort to eliminate gender discrimination; but we still have a long way to go and a lot of perceptions need to change along the way (Bartram 2005). Women around the globe are being discriminated against in the workplace, they are not rewarded on equal terms as men and do not receive the necessary aids for career advancement. Thus, the purpose of this study was to identify the factors that Downloaded by [La Trobe University] at 02:53 19 September 2013 The International Journal of Human Resource Management working women in Cyprus are faced with which lead them to experience discrimination; also to examine possible barriers that affect women’s advancement; and ï ¬ nally identify organizational practices that assist them in achieving work – life balance. The ï ¬ ndings conï ¬ rm that women enter a company in large numbers, as supporting staff, a minority of them reaches the middle-level management, while a very small number of female managers achieves an executive position (Wirth 2001). Only 8 out of 154 women who participated in the research had top management positions, a number which is not very positive for career advancement opportunities of women. A conclusion that could be drawn, with caution though, is that perhaps women in Cyprus do face a glass ceiling while climbing the corporate ladder, which does not allow them to advance to top management. These ï ¬ ndings agree with the EMPATHY-EDGE research, carried out in 2003– 2006 by the European Union, which reported that 104 out of 156 women had never directly experienced workplace discrimination, even though the majority of those women had experienced some kind of career advancement barrier. Nevertheless, gender discrimination is a global phenomenon and it was not expected to receive such a large percentage of women disagreeing with its existence in Cyprus. The results indicated that for the majority of the Cypriot women, marriage and children did not appear as a big obstacle for developing their careers. Similar to these ï ¬ ndings were the results of a research for female Greek entrepreneurs by Sarri and Trihopoulou (2005), reporting that the majority of the participants were married and had children. The writers continued by saying that women had achieved in ï ¬ nding a way to ‘develop abilities, skills and competencies’ that help them balance their careers and family obligations. However, in this study it has been demonstrated that women have some difï ¬ culty in balancing work and family obligations. In addition, lack of company programs that help women balance work and family obligations 93.5% of the respondents stated that organizational programs would greatly help women balance work and family obligations. Perhaps, the reason why women are gathered in lower organizational hierarchy levels is their low level of self-conï ¬ dence that prevents them from advancing. ‘Company’s lack of commitment to gender advancement’ and ‘lack of ability to implement and enforce antidiscriminatory and equality legislation’ received high agreement ratings. Companies should implement regulations that help the minorities receive the opportunities they deserve. If a company fails to do so then the minorities are not treated equally. Once again these factors have an effect on the reason why women are not represented equally at the executive positions of a company. The results were impressive as a large number of women would want to be assisted by organizational programs. In particular, ‘mentoring programs’, ‘managerial programs which identify and develop women’s potential’, ‘programs that would help women balance their work and family lives’, ‘on-site childcare facilities’, ‘refresher courses when re-entering the workforce’, ‘offering ï ¬â€šexible working hours’, ‘women role models in the highest levels of the organization’, ‘helping women to broaden their professional experiences’ received high ratings and are considered as important for them and their advancement. The lack of women role models, the lack of mentoring and the commitment women have toward their families were identiï ¬ ed by Catalyst and the Conference of Board Europe (Catalyst 2002) as important barriers for women’s career, globally. The eclipse of these barriers by offering programs assisting working women is an important step for the development and advancement of women in Cyprus. From the responses of the above study, it could be concluded that modern Cypriot women do wish to purse a career and have a family at the same time. Since most women M.P. Michailidis et al. still have primary responsibility for childcare and dependents, it is logical that they identify issues related to family and the home as issues, which affect their career development. Furthermore, gender attitudes have been changing throughout history, however, women all over the world are still being rejected during the hiring process, not promoted in higher positions, continue getting unequal pay and frequently faced with invisible barriers which block them from reaching top organizational positions. The roots of this inequality have been proven to be deep and appear to be very difï ¬ cult to prove and even harder to remedy. Achieving equal rights for equal positions is huge, enormous step efforts and a global concern. 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Technology Evaluation - Case Study Example Analysis of its environment identifies diversified issues such as security and technology issues, operational issues, and interoperability issues and development of an application of Oracle database is one of the recommended security measures against the issues. Evaluation of the technology’s capabilities, costs, maintenance requirements, flexibility, and feasibility is however necessary before implementing the technology for Bank Solutions Inc. Version 12c of the Oracle database is recommended for addressing the organization’s identified issues and the technology’s diverse capabilities supports its selection. One of the technology’s features, which also establish its capability to address the issues, is its architecture that allows for cloud operations. With the technology, Bank Solutions Inc. is able to consolidate its data from different data centers, for effective and centralized management. This does not however operate in the construct of centralized management because cloud computing allows for decentralized management with a centralized supervisory role. In addition to the cloud computing capability, the technology has â€Å"inn-memory data processing capabilities† that would facilitate storage and delivery aspect of the company’s scopes of business (Oracle, n.d., p. 1). Oracle Company also explains that performance and security capabilities are major characteristics of Oracle data base 12c. The technology also optimizes operations and ensures real-time enterprise delivery. Oracle’s general grid database architecture also identifies the technology’s ability to integrate data center and central management, on a demand basis, to ensure flexibility in data management (Oracle1, 2014). There are different offers for Oracle 12c technology and these range by product type and services rendered. Major product types are the standard edition,

Personal Career Analysis Research Paper Example | Topics and Well Written Essays - 1000 words

Personal Career Analysis - Research Paper Example Sales people visit different places, identifying opportunities from where they can fulfill people’s needs by offering goods and services at a price. The choice of being a sales person was largely influenced by my personality traits; I am a person who is highly conscientious. Conscientious people are known to possess a strong passion for duty, in this case, they are said to be very responsible as well as reliable (Solis 76). This paper provides an analysis of my career and the things that have influenced my career path. In addition, it also gives an analysis of the sales career and opportunities that one is exposed to be joining this career path. Different careers have different academic and non-academic qualifications, however, having academic qualifications plays an important role in any career; this is because, education provides the medium by which people can communicate and exchange ideas. For a career in sales, the first thing that a person needs to have is the interest and willingness to talk and interact freely with people. People that are extroverts make good sales people; this is because they can interact freely with different people without fear, they are outgoing and willing to try out new challenges and ideas in life (Joyce 67). This is because, careers in sales involve meeting different consumers, one has to have the skill of convincing people; he should not be high-tempered. In addition, sales people are patient; they have to keep doing one thing for a number of times before they can influence buyers to make their decisions to purchase goods and services. Other personality traits that are essential for sales people include being adaptable, here, particular sales people are said to be people who understand the meaning of change effectively. They know how to change and do something else in case they do not meet

Organisation and the people Essay Example for Free

Organisation and the people Essay How does Amnesty International persuade the reader to take an active interest in its organisation and the people it helps? You should consider the structure, organisation and layout of material; the content of the article; and the use of language and linguistic devices. I will be studying a double page spread charity advertisement, obtained from a magazine supplement of a Sunday newspaper. Being advertised is Amnesty International: a charity organisation, which is working worldwide for the release of prisoners of conscience, fair trials for political prisoners and an end to torture, extra-judicial executions, disappearances and the death penalty. By publishing the advert in a Sunday supplement, it is insured to have a very wide circulation. Furthermore, people will have leisure time on a Sunday to be able to sit down and read the whole article, which gives them a chance to become active. If it were printed on a weekday, people would not have had the leisure time to be able read the article and become an active member of Amnesty International. Prudently, this advert has been structured in such a way that it guides the emotional response of the reader as they read through the text. The article has been subdivided into four main sections: Sallays story; the story of Mary; Britains view of refugees; and how the reader can become active and help refugees. The separation of the material into clearly defined blocks of text is very effective, in that it aids the ease and speed of access. Also, by implicating the reader in blame, they are increasingly forced to get involved. The first thing you see when you look at the article is the picture of the woman. This picture draws the reader to the article by the various attributes. Immediately, you are drawn by the shock factor: a picture of a woman who has no hands. In addition, this is an extremely powerful picture, as it is visually emotive, which means that it plays on the readers emotions and generates the readers sympathy for the woman. After looking at the picture, you read the quote beside it, which personalises the article by giving Sallay an identity this makes the reader feel closer to Sallay, and maybe as if they even know her. The large caption reads DONT LOOK THE OTHER WAY. This is imperative, as it is a command to the reader not to turn away from people like Sallay. It forces them to read the article and take an interest. In the leading paragraph the shock factor is used again to inform the reader of the shocking statistic that, Every twenty seconds a refugee is created. This shows the reader how big the refugee problem is, causing the reader to want to read on, as they want to know how Amnesty International will help so many people. Towards the end of the paragraph, the first person plural pronoun us is used. This is very inclusive and involves us all, symbolising how it is everyones responsibility to help refugees. This is then emphasised by the final sentence in the paragraph: Yes, all of us. Sallays story starts off with the phrase, Sallay Goba is a grandmother. This personalises her, as one can I identify with her, as a grandmother. This is because weve all got or had grandmother, so by being a grandmother, we know that Sallays just an ordinary woman. It then goes on to tell of how her life was turned upside down, with a graphic description of the horrific events: the murders of her grandchildren, husband, and son-in-law, her attacking, when her hands were brutally severed. The sheer extent of tragedy suffered by Sallay, persuades the reader to take in interest in the people Amnesty International helps, as the reader feels compassion for Sallay. Also, the phrase, It would have been nice to think that if she had managed to reach Britain, we would have helped her, makes us question whether we would have helped her or not, with the impression given that we probably wouldnt have. This is because of the words, It would be nice to think, as they emphasise the fact that she would have probably been rejected by the British government, as the chance of us helping her is quite slim. Furthermore, once again the first person plural pronoun we is used, in order to make us feel that we are responsible to help people like Sallay. In addition, the negative attitude of the West towards refugees increases the readers level of sympathy, making them feel that if the government is not going to help them, it is up to us. Political buzz words, such as economic migrants and bogus asylum seekers are also used to show the typical British view of refugees, making them seem to be people who only come to England, in order to make some more money. Again, the imperative is used with the word listen, in order to force the reader to read on, so that Sallay being a victim can be stressed again. The paragraph ends with two very powerful rhetorical questions: Do you imagine that she enjoyed being driven from her home, alone, penniless and terrified? Did she ask for her hands to be hacked off? These stress the fact that what the government thinks of refugees is completely wrong, as it outlines the fact that refugees do not intentionally bring hardship and suffering upon themselves and that they honestly need our help. Hence, the reader feels that they have a responsibility to help them. The next section in the article is The Story of Marie, an Ordinary Woman. A second story of an individual refugee is used, in order to emphasise how many different ways different refugees suffer. Also, the second story acts as a comparison to the first story, as it shows what happened even when a refugee who suffered such hardship made it to England. The word ordinary is used to stress the fact that she is just like any of us, so we can relate with her. The first sentence is, Marie was a chemist. This illustrates the fact that she used to be normal, as she used to have a professional career, which most people in this country already do, or aspire to do. In addition, the word was outlines the point that Maries life is no longer what it used to be. As she was a chemist, the reader is told that she is an educated woman, who went to University, thus outlining how many of us can identify with her. This fact also breaks down the stereotype that all refugees are poor and uneducated. When describing her story extremely graphic and horrific language and imagery is used: When they assaulted Marie, her brothers-in-law intervened and were shot dead. Five or six soldiers took it in turns to rape Marie. She lost consciousness. This illustrates the sheer brutality of her experience. This is another example of the shock factor, which not only intensifies the readers compassion for the refugees, but also increases their desire to become an active member of Amnesty International. Furthermore, Marie is shown as a victim of the Home Office, who refused her asylum. This proved the point made earlier in Sallays story: that we wouldnt have helped her even if she had reached Britain, as we did to Marie, despite all her hardship and suffering. This gives the reader a reason for joining Amnesty International. They can make a change and help refugees like Marie gain asylum in this country. The war on refugees section focuses more on refugees in general rather than just on individuals. This is effective, in that it shows the suffering of refugees as a whole. A lot of emotive language, such as people who have lost everything and suffered unimaginable griefs is used, in order to keep the reader interested in becoming active. In addition, a quote from the public is used; Its really tragic, but its nothing to do with us. This shows how people in Great Britain reject refugees, as they feel refugees are not their responsibility. Immediately after the quote comes the phrase, So sorry, but it is. This symbolises how it is our responsibility to help these suffering people. This is then followed by facts, such as, People like Marie have a guaranteed right under the 1951 UN Convention on Refugees to seek refuge in a safe country, if they have a well-founded fear of persecution, which support the fact that refugees should be given asylum in this country. This reassures the reader that if they do join, they are truly fighting for a cause, which is backed up. Rhetorical questions, which are linked to these facts are then used: Was Maries fear well-founded, Should the British Government honour this commitment? This further stresses the points that refugees are the victims and they are justified in seeking asylum. The section ends with the syntactic repetition You decide. This is powerful, in that it is giving the reader a choice of whether it a cause worth fighting for or not. Also the word you stresses that its the readers responsibility. This last section leaves the reader with a strong message, creating a powerful impact. This ultimately persuades the reader to become active in terms of giving money to Amnesty International. A very powerful technique used is that of comparing the reader to the refugees, explaining how neither want hardship or suffering: Nobody wants to be a refugee, People dont want to be homeless any more than you do they dont want to be tortured, murdered or raped any more than you do. Throughout the final section, the pronoun you is used, which outlines that it is aimed directly at the reader, telling them that they are needed to help Amnesty International, explaining how they can join, and describing what they can achieve with their help. Imperatives are used again, in order to encourage the reader to act, such as the phrase, For heavens sake wake up and help them. In addition, emotive language is used again throughout the final section. The article ends with a personal appeal, which seems to be more of a plead for help. This is very personal and acts on both, the readers emotions and the readers wealth, in order to persuade even the reluctant readers to get involved. The subscription coupon is very conveniently placed at the end of the article. This aids the ease and speed of access for the reader, and as a result they will probably become active, as theirs is no hassle involved if it is placed just placed on the page. To conclude, I personally believe that if I had come across this advert in a Sunday supplement, I would have read it and if I had the means to, I would have become involved. I feel that this article is very effective in persuading the reader to take an active interest in Amnesty International, mainly because of the way that it plays on the emotions of the readers, in order to strongly get across the message of the suffering of refugees.

Maximising profits and meeting objectives Essay Example for Free

Maximising profits and meeting objectives Essay J D Wetherspoon owns pubs right across the UK. It is now the UKs fastest growing company. They serve good quality food at knockdown prices. They also clear your plates away quickly afterwards and ask if the food was to your satisfaction. Wetherspoons employs approximately 11,200 staff who work either part or full-time. The company believe that there is a direct link between the high performance of their staff and their approach to staff recruitment, training, development, and motivation. Each pub operates with skilled management, who are fully supported by bar and kitchen staff. Their mission statement is to have by far the best CBSM (cleanliness, beer, service, maintenance) standards in the pub world; to be the best company to work for; and, by doing these things to be the most profitable. McDonalds McDonalds have over 1000 restaurants across the United Kingdom. Three quarters of these are run by managers on behalf of the company and the other quarter being run as franchises. McDonalds is the worlds largest franchising company, with seven out ten outlets being a franchise, and being owned and run by independent entrepreneurs. McDonalds sell burgers and chicken with a variety of different desserts and hot and cold drinks, served by friendly and helpful team members. One of McDonalds stated aims is to provide a friendly service in a relaxed, safe, and consistent restaurant environment. J D Wetherspoon J D Wetherspoon uses Maslows hierarchy of needs as the bases of their motivation techniques. Maslows hierarchy of needs gives the managers clear and useful insights into how best they should motivate their staff. J D Wetherspoon aims to provide each individual employee with the skills and knowledge, which will help them to gradually climb the ladder of hierarchy permanently. Maslows pyramid can help Wetherspoons with this. They believe in creating a work force, which is committed and motivated. This workforce should be made up of people who can achieve personal fulfilment via the freedom that they get through their work. Realising that they will not be able to keep all their employees for all of their working life, J D Wetherspoon wants them to grow a sense of loyalty to the company They promote their staff through the different levels of employment status in the business, from bar/kitchen associates, to pub managers, to general managers to help motivate them. They pay each of the employees more than their competitors are paying their staff, so that the all associates (employees) feel motivated and will stay with the company for as long as possible. They believe that once their employees know that they are being paid more than the minimum wage for their work, they will become more motivated. The company bases its pay on reviews of performance of each of the staff; the better the performance the better the pay. The company also provides a bonus scheme for its workers. Each member of staff receives a bonus depending upon the performance of the pub in which they work. To get each member of staff to work to their full potential, the business runs many incentive schemes. One example of this is a monthly draw for examples of excellent customer care. The winner will receive an all expenses paid holiday for two in New York. Along with this, the business offers a share option scheme to each of its employees, enabling them to buy shares in the company at an assured price. The company do this in the belief that it will make the staff have a sense of belonging in company and will want to see the company succeed. McDonalds McDonalds method of motivation involves using rewards, goals, and promotion prospects for their members of staff. Although the company motivates their staff via reward methods, goals and promotion prospects, they use F.W. Taylors Scientific Management motivation theory. McDonalds splits their staff into teams, so that there is a team of people in each of the areas of the restaurant. There are also team members who walk round the restaurant and clear tables of empty food boxes and drinks cartons. Julie Room, a General Manager from a McDonalds restaurant says that McDonalds are continually hiring new members of staff, as their staff members are always leaving. McDonalds have high promotion prospects for their staff, with all the managers who work for the company once being crewmembers, and 80% of the top managers were once crewmembers. The president of McDonalds Ltd, also worked as a crewmember in a restaurant. This gives the current members of staff aspirations for the future. To help each member of staff, the company trains them in the restaurant that they will work in. Each staff member is trained in all 16 areas of the business including grill, buns, dressings, filets, and pies, drive-thru, front counter, and back room. This is all on the job training. This means that the staff can experience job rotation within their work. This leads to job motivation for the staff. Therefore, the team members are more likely to stay with the company for longer. This is very similar to the motivation theory of Douglas McGregor. J D Wetherspoon J D Wetherspoons management is of a democratic style. The management encourages the staff to take part in decision-making through the multi-channel communication system, which the company has in place. Wetherspoons believe that many of the projects that they adopt stem from the ideas put forward by their associates. This is because they are on the front-line of the company. They can see where things need to be improved and changed. These things tend to obvious to the people who are in contact with customers on a day-to-day basis but are not quite so obvious to the managers, higher up in the business who are very rarely seen by the customers. The changes and improvements that the associates would like to see are communicated to their line manager, who refers them to the pub/restaurant manager. Within a few weeks, the good ideas are put into practice to make to the pub/restaurant appear better to the public and possibly to attract more customers. Every fortnight, they hold a big meeting where over 100 employees attend. This includes people like the company chairperson, company directors, and pub managers and some associates from many pubs/restaurants. Here, all the employees can voice their opinions on the companys over all performance and the ways in which they think it can be improved. Everyone who attends, gets to vote whether a certain route for a promotion of an offer the company is participating in, gets the go ahead or not. Many of the people who work for Wetherspoons carry a high level of commitment and many are proud to work for Wetherspoons. The company strongly believes that one of the key factors, which differentiates the company from its rivals, is the high quality of customer service/care that is achieved, from employing a number of committed employees. McDonalds McDonalds management style is more autocratic. This is because the members of staff are told which part of the restaurant they will be working in and they are told what they have to do. However, some of the approaches that McDonalds use can be seen in McGregors Theory Y. This is people centred and the managers are more democratic. The managers give the teams responsibility for each of the sections, awarding them appropriately, as they meet and exceed targets. They also believe that their staff want to work and are not lazy. However, the members of staff at McDonalds can also come under McGregors Theory X. This is because the teams have to be controlled and monitored. They have to be told what to do and are often watched to make sure that they are performing correctly. They are often seen to slack and to be lazy. Thus, they need some motivation to inspire them to work. It is only the managers that get a say in what the company does. The employees, which are seen everyday, unlike the managers, do not get any input into company and the decisions it makes what so ever. Therefore, the team members feel undervalued. This can then result in the management team lacking in motivation to motivate their staff. J D Wetherspoon Wetherspoons business culture is one orientated around their associates at the lower levels. This is because these people see the areas that can improved. The managers rely on these people to report any problems and successes. Wetherspoons encourages their staff to challenge existing ideas and practices to continually improve the company. The changes that are raised are adjusted little by little rather than in one big change. Many of these changes are suggested by the employees, who base them upon their experience whilst at work. However, these sorts of things can only occur in an open culture. Nothing is disclosed within Wetherspoons approach and is based upon the understanding and the belief in some of the key ideas of human motivation. Their approach to the way things are done resembles Charles Handys Role Culture. This is because of the structure that the company takes; this is much like a pyramid with the chairperson at the top and the associates at the bottom, very rarely speaking to one another (see below). McDonalds McDonalds business culture is orientated around the tasks that the staff have to carry out. This is because without these people the company could not function efficiently. These people also see the day-to-day running of the business, the taking of the money, serving of the food etc. The approach that the company takes resembles Charles Handys Task Culture. This is because of the company structure. The Task Culture is represented by a matrix, which looks like a grid (see right). The company splits its employees into project teams. Within these teams, they have to solve problems, which may arise. In addition, everyone can cross boundaries within the business. This means that they can work in other departments as well as the one they are employed in e.g. some one working on the front counter, could work in the kitchens. This culture also uses individual talents in each area i.e. people on the front counter need to use people skills, need to have good communication skills and confidence, whereas on the other hand, the people who cook the burgers need to be good at time keeping, cooking the burgers, and keeping up with the demands. J D Wetherspoon The company is committed to providing the highest standards of training and development to all employees. They aim to encourage, motivate, and support all the employees to achieve the companys mission statement and to fulfil the personal ambitions. There are different programmes, which the company use to train and develop. Generally, when people start working for the business they start as bar/kitchen associates. They start with the training for this job, as they progress in the business, they receive development training. This is for team leaders, shift managers, kitchen managers and pub managers. Each of the positions have their own set of training programmes. For example, for someone to train as a shift manager, they have to go through twelve types of training; induction, food hygiene, health and safety, kitchen training, customer management, personnel policies and procedures, people skills, interview skills, and stock management. They also have to do a National Licensees Certificate. Whereas to train as a bar/kitchen associate, they have to do food hygiene, health and safety, and kitchen training. J D Wetherspoons develop their staff. They do this because the staff that already work for the company know the way the business works. Also, training staff that already work for Wetherspoons, to higher positions in the company can mean that the costs of recruiting and training new staff will be reduced. It also helps to ensure staff loyalty and can reduce many future uncertainties in the company. This can then, in addition ensure that the company will not run out of skilled people; i.e. a bar/kitchen associate who has been promoted to a shift manager can always help out in the kitchen because they would have had the correct training to be able to work in the kitchens. Therefore, they have the skills and the company has not lost them. Training existing staff can help gain a competitive advantage. This means the company can gain more customers and more customer loyalty. In theory, and in many cases, in reality, this can help to motivate the managers, which in turn will help them to train their staff better, and can motivate them too. The companys training and development programme is a combination of on and off the job training courses. The companys training centres round career development. McDonalds McDonalds hire their staff on a three weeks probationary period. The company have the right to end employment of at any time during these three weeks. It is only after these three weeks, and if their performance has been acceptable, that the member of staff becomes part of the team. It is said that the company takes six months to train a full-timer and 11 months to train a part-timer. This is because of the sixteen areas in which everyone has to be trained on. These include the grill, buns, dressings, filets, and pies, drive-thru, front counter, and back room. They also have a buddy system. This is where a new employee to the company is paired with someone else who has been with the company for a while and have experience. This person will be one of the training squad and will look after the new team member for their probationary period. Eventually the trainer will decide whether or not the new team member is capable of carrying out the work in the area. When this has been decided the staff member would have received a gold star (this system existed in 1999, it no longer exists). The company thought that the teams found this system of rewarding good work, motivational. McDonalds, like J D Wetherspoons like to develop their staff. In the article by Susan Curtis, it says that there is a set hierarchy of jobs for crew members to work their way up: (1) Crew member (2) Five star crew member (3) Training squad member (4) Hourly-paid floor manager (5) Salaried floor manager (second assistant manager) (6) First assistant manager (7) Store manager (8) General manager (only in larger stores). They develop their staff for the same reasons that J D Wetherspoons do. They do it to save money and to give staff more opportunities within the business. J D Wetherspoon J D Wetherspoons encourage their staff to work in teams. This is because team working means that there is a more efficient and effective production team. It is also believed that working as a team, can satisfy the social needs of people. Many managers delegate power among the people who work underneath them. This is in the belief that delegation meets the employees ego and self-actualisation needs from the motivation theory of Maslow. In addition, working as part of a team means that people can job rotate, to give them a bit of variety. This means that they can be more motivated towards their job, knowing that there is a possibility of job rotation within their teams, even if it is cooking a different part of a meal. Wetherspoons encourages this because they want their staff to achieve as much as possible in their work. They also want their members of staff to have a sense of belongingness to the company. Wetherspoons recognise that the feeling of belongingness is an employee need and therefore they set out to meet it. McDonalds McDonalds also encourage their staff to work in teams. This is because they, like J D Wetherspoons, have a more efficient and effective work force this way. McDonalds staff are encouraged to work as teams so that all the work is covered and completed, whether it is morning at breakfast, mid-day at lunchtime or in the evening at tea time. This also helps to satisfy the staff at McDonalds and helps to maximise the involvement of the staff. The teams are usually functional. Also within the teams, the staff can swap jobs with someone else and change department that they work in. Team working means that the staff can become multi-skilled. This makes it easier to do someone elses job. They can also meet shared objectives, i.e. serve each customer within a minute. J D Wetherspoon J D Wetherspoons is a pub/restaurant. They sell both drinks and food. This means that they need enough stock to supply their customers. The company have to ensure that each of their pubs has enough beer barrels in their cellar and enough wines and spirits to last them at least a week. The company will have at least a delivery of beer every few days or so as the beer will go off very quickly once the barrel has been opened. The company always has just enough stock to cater for all their customers, whether they be eating or drinking. They bring many different types of beers to their customers throughout the year via beer festivals. Wetherspoons work along side Cask Marque (a quality standard for real beer) and CAMRA (Campaign for Real Ale). This means that the company brings in new beers and rotates them throughout the year to offer their customers some variety. They also offer many spirits and wines as well. All these alcoholic beverages are kept in stock with strict quality standards, upheld inside the pub. This is to make sure that the customers can enjoy their drinks. This applies to the beers especially. The company offer fifty plus different meals per day, they therefore need to make sure that they have enough ingredients for these meals. They need to make sure that the stock they have does not go out of date to quickly either. They have many meals on their menu, which contain meat (beef, pork, chicken, and lamb) and fish. To keep this from going off they need to put the meats and fish in a chiller. They have to order enough of each ingredient for each of the meals on their menu, as if they are to sell many of the same meal. They do this for both the beverages and food so that they never run out of stock. If they were to run out of stock then there is a possibility of losing customers and future customers. The method of stock control that they use, in my opinion is Just in Case. This is because they can never be sure how much of each meal option they need to make and they never know how much of a particular beer or spirit they are going to sell, so they need enough stock just in case some one buys a meal or a drink. McDonalds McDonalds, on the other hand, operates in a different way. They stock up on all their burgers, salads, deserts, and fries although they use J.I.T. The restaurants are always very busy during the day. Therefore the company gets through many burgers, and fries each day. They have to rely upon their suppliers to deliver in time for rush hours i.e. lunch time as they know they will need more stock. They estimate their level of sales for each item on the menu using previous figures, doing this they can predict how much they need to order. To use J.I.T. McDonalds need to know exactly what they need. They need pretty good knowledge of their customers requirements. They also need to have excellent relationships with their suppliers, and need to have accurate understandings of production requirements. J D Wetherspoon J D Wetherspoon have to assure quality in both food and the drink. They ensure this by buying the highest quality ingredients for their meals from their suppliers. To guarantee this, they make sure that they build strong relationships with the suppliers. They also have a food guru, who works closely with the food team. Once a month he reviews the companys menu and the ingredients which they use, and he gives his personal seal of approval if he believes they are at the highest standard that people would expect from J D Wetherspoons. To ensure that the beer they sell is to the highest standards, they employ beer tasters. These people test the beers on four areas; appearance, aroma, taste and aftertaste. These are usually marked out of 10, so each beer can get a maximum of 40 marks. All of the beers which the company supply must meet their tasting standards, before any orders can be placed. Whilst in stock, there are strict quality standards in place which are maintained within the free house, to ensure that customers enjoy the beer at its best. This process also applies to the wines and spirits. As with the beers, the wines and spirits have to meet the companys high standards. The wines and spirits are also tested for appearance, aroma, taste and aftertaste and again if they dont meet Wetherspoons standards then they are not sold in any of the pubs/restaurants. They also train their staff to a high standard of work to ensure the quality of customer service. They do this by training their staff in customer management and in people skills. McDonalds Serving more than 2.5 million customers each day makes quality a consistent goal. They work with leading suppliers across the UK from potato farmers in Lincolnshire and Norfolk to dairies in the South and Midlands to bring customers the tasty products that customers expect from McDonalds. McDonalds attempt to certify quality from crop to counter. Therefore they require the highest standards and specifications, not just for product ingredients; every detail of production, transport, delivery, preparation and service is carefully monitored. A focus on quality pervades every aspect of the business. Their standards top the food industry, and they continue to work with government and health officials to investigate improvements to their foods. Both companies have their different approaches to maximising profits and to meet its objectives. The way in which each company goes about it is effective to them. Both companies are, although in the same area of trade, are completely different. They operate in different ways, have different kinds of people working for them and generally have different clientele. The people who work for McDonalds are generally those who can work in the conditions that are found in a McDonalds restaurant. They tend to be able to deal with pressure a little easier then those working at Wetherspoons and vice versa. These people have a different kind of objective to aim towards, that is appropriate to the different companies. Again the approach each company uses helps to achieve these very well and can sometimes help them to exceed them. The companies approaches, however, both lead to them maximising their profits. This is because of the efficiency and effectiveness of the staff in both companies.