Does Each Country Have A Unique Style Of Leadership Essay

Does Each Country Have A Unique Style Of Leadership - Essay Example The unique style of leadership is useful in transforming the potential into reality. It is the ultimate action which brings into success all the current potentials that an organization and the allied people have into reality. Leadership is about changing the mindset of the people to accomplish the desired goals and to move the organization or the country forward. Nevertheless, it is important to explore the fact that there is no one best way of leadership. The need of every area is different and the style of leadership depends on various factors. An organization might be effective by following a democratic style of leadership and the other by the transformational approach. This is because the demographics of every country and organization are different with dissimilar objectives. Hence, the similar form of leadership might not be effective and lead to the failure of the organization. Furthermore, leadership is based on strong effective pillars which include commitment, character alon g with increasing the level of consciousness. Leadership is unique and effective only when it brings about desired results for the enrichment of the people. Leadership is about building interpersonal skills, competencies, along with influencing and building teams for the accomplishment of the desired level of standards. The uniqueness of leadership is of significance for the effective performance of an organization. The evaluation of the unique traits of the leaders can enable to reach a justified conclusion regarding whether each of these countries demonstrates a unique style of leadership.

Moses And Jesus Essay Example | Topics and Well Written Essays - 1500 words

Moses And Jesus - Essay Example The birth of Moses came under the oppressive rule experienced by the Israelites while serving as workers in Egypt. They were under Pharaoh2. The aspect of external powers (Not Israelite rulers) that controlled Israelites at their births makes their lives different. The two leaders’ births occurred during oppressive regimes of the leaders controlling the Israelites at the different moments. During the birth of Jesus there was a decree running that ordered the oppression of all male new born children, should they be males. The decree was among the reasons as to why the information on the birth of Jesus remained secretive to many. The birth of Jesus, therefore, occurred at a time when there was fear of the possibility that the child may face the law and, therefore, subjected to death at a young age. After the birth of Jesus, his parents had to find avenues of hiding the child to avoid the child from facing the wrath of the law that required that he dies at a young age, being a ma le child and a Jew3. The birth of Moses, likewise, occurred under circumstances when the regime was oppressive to male Israelites who were just born. The mother of Moses feared that the child would be killed4 because of the oppressive regime of pharaohs that required that all boy children born to the Israelites face death at a tender age. The decision by Moses’ mother was similar to that of Jesus’ parents since she hid the child to escape the provisions of the rule. The two, Moses and Jesus, were lucky to survive despite the strict provision of the law that required their killing at their young ages. Since the parents of the two newborn male children had to escape the killing of their children, they sorted for refuge. The mother of Moses hid her baby in the same country where she gave birth to him, Egypt. The parents of Jesus however, sort refuge in a foreign country. They flew the child to Egypt where they hid the baby for three months. This makes Egypt a common place in the life of the two as a country from which the parents sort refuge. Hence, the life of Jesus and Moses share a commonality since they survived when they sort refuge from Egypt. At birth the two children’s’ parents used a manger and a basket where they placed the babies. Mary wrapped her baby and placed him in a manger since they had little space to accommodate the child at the place where the birth occurred. The manger protected the new child. The wrapping of Moses and the decision to place him into a basket by his mother was to protect him from any external attack at the place where they positioned the child. The proficiency and leadership skills of the two were identifiable from their young ages. Both had traits that displayed efficient leadership skills that turned effective when they started their roles of salvation as well as leadership. A commonality in the lives of the two relates to the favor of God that they had during their early stages of life. Mosesâ⠂¬â„¢ early life experienced the favor of God when the daughter of pharaoh saved5 him from the place where his mother hid him, near the river bank. He brought the child out of the hiding place and elevated him to adopt the royal life at the pharaohs. This came as a sign of favor of God since his stay at the pharaohs played a core role in nurturing leadership characters in him. Jesus experienced God’s blessings at his early life stages. At the age of

Ethics Program for Nonprofit Management Consulting Services Essay Example for Free

Ethics Program for Nonprofit Management Consulting Services Essay Our clients are placing a high level of trust in us and we must honor that commitment by ensuring no confidential information is disseminated outside our company or to those inside the company who may have a conflict of interest. Above all else we will be professional with our clients and work to the best of our ability to provide them with unrivaled service. Since we specialize in working with nonprofit companies the majority of clients we work with will have an Ethical Code as well. When available we will take their Code of Ethics into account for any work we will be doing where we act on their behalf. Since we work with many nonprofit and volunteer based organizations we encourage everyone to volunteer and donate time as they see fit with the following guidelines; 1) Volunteering will not be done to curry favor with the business before they are a client. 1) Volunteering will not be done during an active consulting project with the company you are consulting with. 2) It is up to you to determine if volunteering for one of our clients will result in a conflict of interest. Training Program All New-Hire employees will receive a minimum of Four (4) hours of Ethics training during their first week with the company. At a minimum the following will be covered; 1) Code of Conduct 1) Actual ethical situations that have arisen with the company in the past a. Bribes / Gifts b. Conflicts of Interest c. Relationships with Clients 2) Who to talk to if an ethical situation or question arises d. Owners e. Ethics Point Hotline At the end of the training you should be able to understand the following items (Ferrell, Fraedrich amp; Ferrell, 2008); 1) Recognize Situations that might require ethical decision making 1) Understand the values and culture of the organization ) Evaluation the impact of your ethical decisions on the company 3) The difference between your ethical values and those of the companies. During your training if you have any suggestions to add or have ethical situations you’d like to discuss please do not hesitate to bring it up with the trainer. We understand that everyone has had experiences in personal life and when working with other companies. Those experiences can help us expand and improve upon on our existing training and update our Code of Conduct as required. Training Program – Yearly Refresher At a minimum of once a year, the entire company will convene for an Ethical Situations Round Table. Topics will include newsworthy stories of other companies and any closed ethical issues within the company. This is a time not only to discuss ethical situations but to work as a group in finding the ideal solution to how the company should handle similar issues. We want to be a step ahead and be prepared for events that could affect the company. Reporting/Monitoring of Discussing an Ethical Situation During your time with the company you may run into situations that you would like guidance on. The Owners of the company have an open door policy for talking about these issues. It is better to talk about them before they happen than after they happen though. The Owners will work with you on the situation for the best outcome for the company. They are invested in the company and ensuring the company makes ethical decisions ensures long term growth and profitability. Alternatively we have contract with Ethics Point to provide a hotline for reporting or discussing ethical situations if you do not feel comfortable talking with the owners about the situation in question. Your call to Ethics Point (Hotline Reporting -, 2012) will be confidential but information about the situation will be reported to the owners so they can work through the situation. The company also leverages Microsoft Exchange for monitoring E-mails of all Employees to proactively deal with potential ethical issues that may arise while working with our clients. Due to this type of monitoring we highly recommend that personal issues are not dealt with using your business e-mail address. Investigating Ethical Issues or Situations The company has contracted with Ethics Point to handle the investigation of any serious Ethical situations. Due to the nature of Ethics Violations it can be a conflict of interest in our small company if the Employees or Owners were tasked with these investigations. We also do not want to create a hostile atmosphere during or after the investigation. During an investigation your cooperation with Ethics Point is required. Failure to cooperate with the Investigation will lead to disciplinary actions that may include termination of employment. Disciplinary Action for Ethics Violations While we hope that we are able to provide you with enough training, reinforcement and the cultural atmosphere to be able to avoid an ethical issue, it does happen. Violations of the Code of Conduct will be handled by the CEO with recommendations from Ethics Point if they are if they are handling the case. Action will be based on the following items: 1) Damage of reputation or character of the company 2) Loss of Clients 3) Actions taken by the company to remedy the situation Action taken will be one or more of the following: 1) Additional Ethics Training 2) Leading one of the Yearly Ethical Discussions 3) Volunteer time with the Nonprofit of your choice 4) Time off w/ out Pay or use of vacation 5) Transfer of Account(s) to another consultant 6) Termination of Employment Reviewing and Improving our Ethical Culture At the end of each year after the yearly discussions all aspects of the Ethics code will be reviewed and updated as required. With the ever changing business environment and new situations that are constantly popping up in the media it becomes mandatory that we do our best to keep the Ethics program relevant. With all things relating to the Ethics Program we encourage feedback and suggestions throughout the year, not just at the yearly meeting. All suggestions received throughout the year will be discussed by the owners frequently and any changes to the program will be made. The ethics program belongs just as much the Company as it does the employee. The employees will rely on it as a frame of reference for how to work through difficult situations and the company will rely on it to guide the employees in their daily activities. If the company is successful the employees will be successful. In addition to the yearly meetings and annual review of the Ethics Program, every 3 years Ethics Point will audit the program and supply recommendations that may be implemented.

Igor Primoratz and Radical Feminists Sexuality Essay Example for Free

Igor Primoratz and Radical Feminists Sexuality Essay Rape is to be quite frank, the lowest and most demeaning act a man can do to a woman. Most would say that rape is physically forcing a woman to engage in a sexual act against her will. Radical feminists take a hard stance against this and believe most â€Å"normal† sex is to be included when discussing rape. Feminists argue that the very social fiber of our society in which there is inequality of men and women needs to be changed. Men use sex as a form of control, a way to oppress women. Consent becomes irrelevant as women are not on equal ground. Feminists, who want legitimate sex, say that to have such would require major change in the social position of women. Catherine A Mackinnon says that’s in our society sexuality is â€Å"a social construct of male power: defined by men, forced on women, and constructive of the meaning of gender.† She believes that all sex ranging from normal consensual sex, prostitution to pornography, and sexual harassment and rape is all showcasing the dominance of women by men. Women are often engaging in sex that they do not feminists argue that even with consent women will agree to sex for the purpose of pleasing a man, or to improve social acceptance.   When a woman has sex with a man and does not want it, when she acts under compulsion, Feminists argue that this is rape. Morgan states â€Å"Rape exists any time sexual intercourse occurs when it is not being initiated by the woman out of her own genuine affection and desire.† Feminists claim that sure they may not be under the threat of a knife to the throat but they are nonetheless threatened and as such these situations can be called rape. Such acts may not fall under the same umbrella as what is known as traditional rape, it is rape just the same. Wertheimer points out that a sexual offense is basically nonconsensual touching or bodily contact. This type of touching does not necessarily have to be violent and does not need to involve one penetrating the other. Another form would involve a violent assault or battery. Thirdly would be threats of violence. Finally a sexual assault may be from a fear of harms from penetration. These are all real forms of rape, not the type of rape that is expressed by the views of Radical Feminists. One must ask, are these statement made by Radical feminists truly in line with what is a sexual offense? Feminists also state, that woman who are coerced into sex albeit not physically threatened but by means of say threats to end a relationship, threats to find another lover, threats about how he feels about her and such are all forms of coercion. Thus, they are all forms of rape. In order for women to feel completely comfortable and make sex moral, they must be free of all forms of coercion. The problem with all this is that in our lives we are constantly coerced into things we may not want to do. Is this to say that all judgments or situations, in which one is coerced is therefore morally unacceptable? Primoratz says quite nicely that â€Å" every extrinsic consideration that gets us to do something is to count as coercion into doing it, and if we are truly free only in those actions we do for own sake, then we are all coerced in most of what we do and unfree most of the time.† Another problem is that sex that can used for the purposes of monetary gain, power, or social stature can all be seen as immoral even if both parties have agreed on consent. But this is not merely a problem blamed on the males of today, females do it too. For all sorts of different reasons than the ones Primoratz listed. Some may do it for drugs, alcohol, clothes, or other petty items. Point is, sex is a tool used by both men and women alike. So all sexually activity can not be morally acceptable while men and women are socially and economically unequal? So all people should be on equal ground before they can engage in a legitimate sexual relationship? It is near impossible to achieve such a situation in a capitalistic society. It is not unreasonable to have sex for the simple enjoyment of it. Why must there be a deeper meaning? It is ok to objectify both him and her in the act of sex, for the sole purpose of mutual ends. Wertheimer tells us when one should consent to sexual relations and uses Susan Moller Okin to state â€Å"justice applies to some interfamilial issues, such as the control of economic resources and the distribution of household labor, does justice also apply to sex?† Wertheimer implies that is acceptable for a husband to want sex and that it may not be something the wife wants at that time or that often but is she obliged to serve her man? Are his needs and her wanting to satisfy his needs more important than her need to not want sex? He sort of tip toes around it and doesn’t give a definitive answer. The argument as it pertains to movies is quite obvious, sure the wife or husband may be willing to put aside their urge to watch a certain movie but would the same issues be relevant to sex? Wertheimer describes what most of us refer to as â€Å"make-up sex†. That couples sometimes use such a moment to reaffirm their desire to demonstrate that their relationship is strong and not succumbing to the issues of a meaningless fight. Wertheimer definitely objectifies women and makes it seem as though they are the ones who must comply with their man’s needs. He uses his words wisely and states at the end â€Å"It might be argued that it is not merely that love can coexist with justice, but that to love another person is to want to be fair to them, or, more precisely, to ant to not to be unfair to them, for to love someone is typically to want to be more than fair to them, to be generous.†

Analysis Of Four Different Generations In The Workforce Commerce Essay

Analysis Of Four Different Generations In The Workforce Commerce Essay For the first time in history, the workforce has become a melting pot of four diverse generations. Not only is the workforce now more multi-generational it is also more multi-national (Johnson Lopez, 2008, p. 31). While diversity is increasingly common in the workforce, usually it is only considered in differences of race, religion, sex, nationality, education, and skill level. While each of these traits can contribute to an employees perception of work and preferences in the workplace, generational differences will also have an effect. When organizations try to understand and cater to differences in generations, they will experience benefits both for the organization and the individual employees. By offering more of what employees want, an organization can begin to see the benefits of a multigenerational work force. Generations Currently, there are four prominent generations in the workforce. A generation is defined by demographics and key life-events that shape, at least to some degree, distinctive generational characteristics (Bell Narz, 2007, p. 56). Since the 1920s, key historical events have shaped society. It is argued that these same events have affected the people who lived through them by shaping their values, attitudes, behaviors, expectations, habits, motivational buttons, views of authority, and expectations of leadership (as cited in Crampton Hodge, 2007, p. 16). Generations are formed by grouping these people in similar time periods with similar personal attributes. Due to economic reasons, many employees are working past retirement age which is causing the median age of the current workforce to increase. The Bureau of Labor Statistics reported a median age was 41.2 in 2008 with an anticipated growth at 42.3 by 2018 (Toossi, 2009). According to 2009 Bureau of Labor Statistics projections, the baby-boom generation is expected to remain in the labor force longer than previous generations. As this group ages, the number of people in the labor force aged 55 to 64 is expected to grow by 33 percent between 2008 and 2018, and the number of people aged 65 and older is projected to grow by 78 percent. (Bureau, 2009, Â ¶ 2) According to Nelson and Quick (2009), the number of younger workers is declining, as is the number of older workers (over age sixty-five) (p. 47). Even with conflicting data about workforce projections for older workers, it is apparent that there are more people staying in the workforce for longer periods of time. Wilson (2009) states, Younger workers will continue to arrive, and, with the way the economy is going, a lot of the older workers are not going anywhere soon (p. 54) All of this has led to a multigenerational workforce. Matures The oldest generation currently in the workforce has many names, but for the purposes of this paper, they will be referred to as the Matures. This group also has been called the Veterans, Traditionalists, and the Silent Generation (Bell Narz, 2007; Crampton Hodge, 2007; Giancola, 2006). Just as there are differences in the name of this generation, there are differences in the exact dates of this generation. Depending on the source, the Matures were born anywhere between 1900 and 1945. Currently, these employees are retired or nearing retirement age, yet continue to be in the workforce due to the economic climate and personal choice. While the Matures only make up about 5% of the current workforce, they are still a valuable part of an organization (Giancola). According to Nelson and Quick (2009), this group usually encompasses most organizations top managers. Giancola (2006) claims the Matures tend to be thrifty and adaptive because of their experience during the hard economic times of the Great Depression. During that time, husbands typically worked in an office from 8am to 5pm while nonworking wives tended to the family (Bell Narz, 2007). The Matures are thought to be disciplined and have a strong work ethic. They prefer a chain of command and fairness and tend to be very loyal to their organizations. Most Matures have worked at one or two organizations throughout their careers (Bell Narz; Crampton Hodge, 2007; Wilson, 2009). This hard-working dedicated group gave birth the Baby Boomer generation. Baby Boomers The largest generation is known as the Baby Boomers. According to Robbins and Judge (2008), Boomers are a large cohort born after World War II when veterans returned to their families and times were good (p. 119). Giancola (2006) claims this generation makes up 43% of the workforce. Depending on the source, the Baby Boomers were born between 1943 and 1967 (Crampton Hodge, 2007; Giancola). Modeling after their parents, the Baby Boomers also have a strong work ethic and have some of the same values as the Matures. They are ambitious and hardworking with loyalty to their career (Robbins Judge). This generation made the dual career household commonplace. The time period between 1950 and 1970 saw many changes in society. While significant changes happened in society during the Matures time period, the Baby Boomers grew up with the ability to see the changes happen on television. These changes have forced the Baby Boomers to be very receptive to change and expansion. This group was influenced by events such as the civil rights movement, the Vietnam War, and the womens movement (Robbins Judge, 2008). They have a general distrust of authority and do not like rules that were made just for the sake of having rules. Crampton and Hodge (2007) compare the two groups by stating Veterans (Matures) work hard because they think it is the right thing to do while Baby Boomers work hard because they think they have to (p. 17). Their hippie ethic contributes to their need to challenge the status quo. Being so highly competitive, many view them as being self-centered or micro-managers (Robbi ns Judge; Wilson, 2009). Generation X As with any age group, Generation X workers inherited some of their characteristics from their parents. Generation X, also called the Baby Bust generation, encompasses a group born anywhere between 1961 and 1981, making up roughly 42% of the workforce (Giancola, 2006; Nelson Quick, 2009). As children of the Baby Boomers, Generation Xers saw the toll that having both parents trying to have it all took on the family, and they are working to change it (Bell Narz, 2007, p. 57). Generation X strives to achieve balance in their work and family lives. Like their parents, Generation Xers question authority and are highly competitive (Robbins Judge, 2008). They are flexible and embrace change. This is was especially important with the development of the personal computer (Crampton Hodge, 2007). The use of computers was an important change for the workplace and Generation X was the first to use them. Acquiring technological skills is important for this generation. Generation Xers lack loyalty to an organization so they must possess a variety of skills to make them marketable. They value education, independence, and parenting above work (Sutton Bell, 2007, p. 57). This attitude is especially prevalent in Generation Xers children. Generation Y The fourth generation currently in the workforce is Generation Y, also known as Gen Yers, Nexters, Millennials, the Internet Generation, and Echo Boomers, who were born anywhere from 1980 to 1999 (Crampton Hodge, 2007; Bell Narz 2007). For the purpose of this paper, they will be called Gen Yers. According to Robbins and Judge (2008), this generation is very self-centered and concerned with becoming rich and famous more than any other generation. While other generations lived to work, Gen Yers work to live (2007). Much like their parents, Gen Yers are concerned with having a work/life balance. They question everything and put other things above work (Nelson Quick, 2009). While they are very high-maintenance for an employer (Robbins Judge), they are also predicted to be the highest performing in the workforce (Nelson Quick). Crampton and Hodge (2007) claim that Gen Yers are the most educated, well-traveled, and technologically sophisticated generation (p. 18). They are more comfortable with diversity than any other generation simply because they were taught at an early age to respect other races, sexual orientations, and ethnic groups (Bell Narz, 2007). Gen Yers like to have a challenging work environment and take ownership of their assignments. Perhaps the Gen Y trait most different than any other generation is their technological knowledge. While Generation X was the first to use technology in the workplace, Gen Yers grew up with it surrounding them. Theyve lived much of their lives with ATMs, DVD, cell phones, laptops, and the internet (Robbins Judge, 2008, p. 120). Technology, as well as their ability to multi-task, has given Gen Yers an advantage in the workplace. They are consistently high performers (Wilson, 2009). Technology has also exposed them to more at an earlier age than any other generation. They tend to have a strong sense of morality, to be patriotic, willing to fight for freedom, are sociable, and value home and family (Lowe, Levitt Wilson, 2008, p. 46). Opposing Views Some research suggests that the generation gap is more of a myth than an actual problem in the workplace. Giancola (2006) suggests that the focus on generational gaps may be more popular culture than social science (p. 33). Several factors have led him to this conclusion. The foremost factor is the inconsistencies of defining a generation. Some define a generation by the US Census Bureaus definition of that time period while others define a generation by shared formative experiences. Experts generally have identified four generations on this basis, but others believe there are five and cite an anomalous subgroup in the Silent Generation, The Swing Generation, which is comprised of activists and free thinkers who were born in the latter years of the Silent birth period (Giancola, 2006, p. 33). Giancola also mentions another generation called Generation Jones which overlaps two other generations. The reality is that many people identify with at least two generations (p. 34). Another problem with the generational way of thinking is the broad range of ages in each generation. Age is a factor that influences how individuals perceive events. In a time period of 20 years, the oldest will be entering adulthood while the youngest will be babies. An event will not affect the two ages in the same way. The Baby Boomers in particular are an example of how there are many differences in the same generation. Giancola (2006) suggests that the Baby Boom generation must be segmented into smaller groups to understand and predict the behavior of its members with precision (p. 34). Another argument against a generational gap causing conflict is each generations core values. Giancola (2006) quotes a report by the American Association of Retired Persons (AARP) that indicates that core values are not very different among generations. The differences are so slight that AARP refers to a vanishing generation gap (p. 34). Perhaps the most overlooked argument against the generational way of thinking is all of the other causes of differences in people. Numerous factors in addition to birth era also shape how others think and behave, such as race, gender, ethnicity, geographical considerations, and socioeconomic background (McDonald, 2008, p. 63). Each of these characteristics can play a role in how a person is affected by something. With the US now being so diverse, many organizations are employers to many different types of people. While there is much research stating the differences in generations cause problems in the workplace, other research shows that generations in the workplace are not all that different and are not an issue that needs special consideration. Regardless of the reasoning behind the differences, organizations need to embrace these differences in their employees and learn how best to nurture their needs. Baldonado and Spangenburg (2009) claim understanding generational diversity will improve the competitive edge of an organization, increase recruitment, and retention, and ultimately create a stronger organization (pp. 99-100). Bridging the Gap Whether the differences are generational or just individual, it is apparent there are differences in people in the workplace. This is not altogether a bad thing. By examining the differences in employees, an organization can utilize these differences to their advantage. McDonald (2008) states there are indications that workers from each generation respond to different sets of motivators and rewards and seek to derive varying experiences and benefits from their jobs (p. 62). The following table (Table 1) shows the differences core values and expectations of members of each generation. Matures Generation Y Table 1 (Adapted from Patota, Schwartz, Schwartz, 2007) These differences can be a huge benefit to an organization. When most organizations think about knowledge transfer, they think in terms of veterans of the organization mentoring the new hires, younger people with little experience (Wagner, 2009, p. 6). A manager will be successful in realizing that knowledge transfer can be reciprocated. The differences not only affect how management interacts with employees, but also how employees interact with each other. For example, an employee who has been at an organization for 15-20 years may not be very receptive to a younger counterpart (Cocheo, 2008). These younger employees bring along a wealth of knowledge and a new perspective to an organization. Negative Perceptions As with any stereotype, there are negative perceptions about a particular group. Each generation describes the next as having an easier time of it all, with less work ethic, less respect for its elders, and wearing ugly clothes and listening to awful music (Wilson, 2009, p. 50). Each generation feels like they had to work harder to achieve what appears to be given to the next. Jones (2009) points out that some feel Gen Yers havent earned their opportunities as Gen Xers and the Boomers did (p.1). To demonstrate how people can work together effectively in a multigenerational environment, Patota et al. (2007) distinguish two types of people: the Super Manager and the Super Employee. Super Manager Patota et al. (2007) list four characteristics of the Super Manager: Identifies competencies necessary to be successful in each task/job/project; Recognizes what makes each generation tick in the workplace; Blends competencies and the generational qualities in a way that inspires, motivates, and leads employees to achieve the universal company goals (strategic imperatives); Provides rewards to employees that are consistent with each generations motivations, expectations and values. (pp. 3-4) If managers possess the qualities of a Super Manager, they will effectively lead their employees to success. By knowing what motivates their employees, Super Managers can help them achieve greatness in their individual positions. Another important part of individual success is becoming a Super Employee. Super Employee Patota et al. (2007) identifies the following as characteristics of the Super Employee: Recognizes generational differences; Respects differences in generational outlooks; Becomes a more valuable employee as a result of being able to work with multiple generations. This is similar to a bilingual person who can easily shift from one language (paradigm) to another. (p. 4) Acceptance is the key to becoming a Super Employee. By abandoning preconceived ideas of their coworkers, employees can have effective knowledge transfer and become indispensable to their organization. Having Super Managers and Super Employees is important for any organization. In order to have both, the organization must become attractive to prospective employees. There are a variety of ways an organization can do this. Most organizations attempt to offer competitive pay and benefits, but specialty benefits really differentiate one from the other. Employee Retention through Specialty Benefits As seen in Table 1, each generations priorities vary, as well as their views regarding work. As time has progressed, it seems more recent generations want to see what an organization can do for them. With such a highly educated workforce, the job market has become more competitive. It is increasingly important as time moves forward that organizations offer more of what future generations want. EAP Employee Assistance Programs (EAPs) appeal to all generations. Initially, in the 1970s, EAPs were enacted as an alcohol intervention for employees. Now EAPs include family members and offer counseling within a broader scope, including topics such as finance and marital problems (Clark, 2007). As the employees personal problems are dealt with, the result is not only a healthier employee, but also a healthier workplace (p.50). Though underutilized, this is an attractive benefit for an employee and beneficial to the organization. Work/Life Balance An extension of the EAP, work/life balance programs have become a staple requirement for younger generations. As seen in Table 1, Gen Xers require a work/life balance. Employees are making their personal lives more of a priority and work less of one. Households in which both parents work full-time have less time to care for family members, take care of personal family business, or deal with any other lifestyle issues. Some benefits of a work/life balance program include child care, continuing education, pet care, bereavement services, and additional time off for personal holidays (Clark, 2007). As employees are able to worry less about taking care of personal business, the more productive they will be at work. While this may be more attractive to younger generations than older ones, there are benefits for all generations within a work/life balance program. Wellness Programs Wellness programs concentrate on personal health and preventative services. As health insurance premiums have increased, wellness programs have increasingly become important to all generations (Clark, 2007). Some services included in wellness programs are personal trainers, exercise coaches, attention to disease prevention and management, and help for quitting anything that is unhealthy (2007, p. 51). Like EAPs, wellness programs help to reduce absenteeism and promote a healthier workforce. Stock Ownership Some organizations have formed an Employee Stock Ownership Program (ESOP) to help retain employees. Cocheo (2008) claims an ESOP gives employees more pride in what they do. Their work directly affects their organizations return on equity, which ends up being more pay for them. They understand that they can make decisions that affect the customer, that affect the company (p. 24). Having an ESOP spans across all generations, from satisfying the Matures loyalty to an organization to Gen Yers need for immediate gratification. Future of the Workplace Recruitment In order to attract future employees, organizations need to focus on younger generations as they enter the workforce. In order to become an employer of choice, organizations must create a compelling vision of the future for both the organization and the employee; behave in a way that makes employees proud; ensure employees are in jobs that match well their skills and abilities; and provide the human resources needed to get the work done. (Streeter, 2007, p. 14) Whitacre (2007) explains that there are certain common standards that most people look for in an employer: challenging work, stability, nonthreatening environment, and fair compensation. These are especially important to Gen X and Gen Y, which are the future of the workplace. Because both generations are technologically savvy, keeping up with the latest technology will help increase productivity (Auby, 2008). In order to get the most benefit from current and future employees, organizations should pair up younger workers with veterans in the company. Gen X and Gen Y like to collaborate and work in teams as seen in Table 1. This will ensure knowledge transfer and will make older generations feel respected and valued. Work schedules are an important change in the workplace. Older generations are accustomed to the usual five day workweek but younger generations want more time away from work. Organizations will need to turn the focus on productivity and away from hours at work (Auby, 2008). By showing younger generations that productivity is more important, they will be more loyal to the organization. Another attraction to organizations for younger generations is their interest in public service (Trahant, 2008). Philanthropy is an important trait of an attractive organization. Younger generations want opportunities to volunteer, especially on company time (Lowe et al., 2008). Appealing to peoples sense of public service is clearly important in attracting a new generation of young people (Trahant, p. 37). While large salaries, stock options, and appealing to special interests like the ones mentioned above are important in hiring younger generations, speed is the most critical factor in recruitment and hiring the best talent (Trahant, 2008). These younger generations do not want to wait for a long time to be hired. Job fairs and other recruiting events are helpful by giving organizations the opportunity to hire people on the spot. While this is helpful now, history shows that future generations will likely change priorities and organizations will need to adjust their offerings to cater to the interests of the next generation. The Next Generation While there is not much research on the next generation, natural progression would indicate that the next generation would possess characteristics like their parents and characteristics based on perceived mistakes that their parents made. Also, historic events that they have lived through and experienced will give them similarities to recent generations. It is apparent that dependence on technology only continues to increase. The next generation will be more technologically savvy than those before them. Organizations will need to keep up with current times and constantly get feedback as to what prospective employees are looking for if they want to attract the best employees. Conclusion No two people are exactly the same, nor do they have the same expectations or priorities. The only way to satisfy the needs of a group of people is to try to find some commonalities between them. Diversity is inevitable, but if an organization can determine what its employees want the most, it can begin to understand what direction it needs to go to attract quality employees. It seems that members of the four main generations do have many similarities when it comes to how they behave in a work environment and what they expect from an organization. Whether they are separated out into groups or not, people who live through the same events are going to have similar experiences and views. By separating them into groups, such as generations, organizations can narrow their focus on a particular type of employee. Rather than trying to please each individual, an organization can make changes based on the majority of each group. This will result in making fewer changes and recruiting and retaining happier employees. While looking at generational differences can give an organization a better idea of what to offer, the best way is to just ask the employees themselves. Moving forward, organizations should try to elicit feedback from the employees to determine what is important to them. By giving them the opportunity to speak up, an organization is more likely to offer what good employees are looking for. It is counterproductive when an organizations focus is primarily on productivity. Instead, the focus should be on motivating the employees. This theory spans across all generations and is mutually beneficial to the employee and the organization. More motivated employees will be more productive and more loyal regardless of what generation they were born into.

My Philosophy :: School Education Teaching Essays

My Philosophy I believe that there is not one philosophy of education that fully characterizes my views; however, the one that characterizes my view the most is functionalism. I like functionalism because it stresses an importance of schools to provide an equal opportunity for all children to learn in order to be successful. I agree with the instruction of the class being based on student interest, ability, and needs. As a teacher, I want my classroom to be like a second home. I feel that this may be achieved by allowing student involvement. The students should make choices concerning classroom rules, regulations, and opinions on subject matters in which to be studied. By allowing the students to participate in these important aspects of education, I believe the class will be better behaved. I do not believe that the teacher should make all the decisions without consulting the students. I agree with four theories of Rousseau as follows: 1. We need to set up environment, to create a desire for learning 2. The learning environment is very important 3. Let the children think they are in control, but actually you control the environment 4. Children should be happy A school should have a warm, friendly atmosphere where the students can feel comfortable. To make the environment welcoming and comfortable, I would make the classroom look both curious and fun. The walls would be colorful and have many educational pictures, which would give hints to what will be studied, just to let their imagination run wild. The bookshelf should be large and full. I believe that the students should not be persuaded to particular points of view. Each individual student should be treated as an individual mind. They should be encouraged to have their own view point of views and not be afraid to show their feelings and opinions, and I want my students to be open minded to others feelings and opinions. They should also not be afraid to ask questions. The second philosophy I find compatible is progressivism. I like progressivism because it is based on a democratic society; which means that teachers and students work together. When they work together, every student has the opportunity to learn the same as every other student. As a teacher, one of my goals will be to make learning exciting.

Computers and the Internet :: Computers Technology Technological Essays

Computers and the Internet For most of my high school career, I have used the Internet for my research. My method relied on printing out the material, highlighting the important sections and trying to interpret these sections into my own words to incorporate this research into my papers. I feel that the Internet has made it harder for students to use research in their work. Copy and paste are two of the best tools in the computer. When you do take information, there is no typing at all. With two clicks of a mouse, you could have a complete term paper after only a few minutes of searching. The temptation is there and with the increased academic pressures at college, many students succumb. The web is always available. In the middle of January, you don’t have to bundle up to go to the library all you have to do is type in a few â€Å"search† words and instantly you have all the information at your fingertips. Resources, when readily available, often get abused. This is the case with the Internet. Most college students feel that they are invincible. Who would be able to catch them cheating? No one. They go ahead and do it. Any person who cheats and gets away with it may feel a â€Å"high† of some sort. This might tempt them to try it again. The student then does it and gets caught. The ramifications could throw their life into shambles. What about a job or getting into another college? If a stricter cheating, copying and plagiarizing policy were in effect from middle school on, I believe that the problem may be cut in half. College may be the first place where a student is under a lot of stress to produce for him/herself and their families. If that student were confident in the writing and researching abilities, then they would have less of a chance to â€Å"crack† and plagiarize. Tough and earlier enforcement of plagiarizing consequences would help to cut back on the student’s temptation to plagiarize. Many people don't know about copyright laws. Therefore no one understands the term â€Å"copyrighted† According to Open Spaces magazine, â€Å"the core purpose of copyright laws as expressly stated in the constitution is: to promote the process of knowledge and learning.