| Papers [313-324] of 1386 :: [Page 27 of 116] | | Go to page : <— 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 —> | |
|
|
Unemployment in Europe, 2006.
This paper explores the effects of the free market revolution which took place in the 1980s and the resulting mass of unemployment still plaguing Europe and the former Soviet Union in particular.
2,877 words (approx. 11.5 pages), 3 sources, APA, $ 85.95
»
Click here to show/hide summary
Abstract
This paper focuses on the rising unemployment in Europe. With approximately 35 million unemployed in the industrialized countries and uncounted millions more in the developing world, the issue of joblessness has finally reached the top of the global political agenda. This paper details the results of the free market revolution of the 1980s which consisted of collapsing industrial economies, deepening poverty, homelessness, crime and a rising tide of racism. The writer of this paper contends that unemployment and job creation are finally being given top priority in the global agenda. This paper discusses the various plans and strategies that are being implemented to combat unemployment, including the establishment of job-switching schemes. Job-switching, which has been piloted in Denmark, provides for long-term unemployed people to be trained and educated specifically in order to substitute for employed workers while they are on paid educational leave or vocational training. This well-researched paper contains unemployment statistics and relevant information of various countries in Europe, including Hungary. While unemployment has been in existence in Hungary for only a few years, it has become the main cause of increased social tension. This paper also details the situation in the former Soviet Union, in which the unrestrained free market economics has brought about an economic catastrophe.
From the Paper
"Why not combine the two problems in one solution? This is the basic and simple principle of job-switching: unemployed people take over the vacancies of the employed, while the employed are at the same time engaged in further education. AOF in Denmark had tried out this job-switching model for a couple of years and it has proven to be a success, and the activities are spreading all over Denmark in companies and in the public sector as well, and now all over Europe as well. The main target group for AOF is employed with short education and long-term unemployed. The job-switching model operates with education, training courses and work-experience for the unemployed, before he or she is actually going in to the company in the vacancy. The further education of the employed stresses general and also creative qualification, but also more traditional skills may be part of the further education."
| |
|
Occupational Socialization and Organization Change, 2006.
This paper defines and examines the relationship between occupational socialization to organization change in corporate America.
2,842 words (approx. 11.4 pages), 14 sources, APA, $ 84.95
»
Click here to show/hide summary
Abstract
This paper defines organizational socialization as the process through which individuals are transformed from outsiders to participating, effective members of organizations. While organizational change is defined more simply as either down-sizing or reengineering within the corporation, which both constitute the same radical corporate transformation within a business or corporation. The writer of this paper contends that the success of today's organization depends on unleashing and maximizing the talents of its workforce. The overall purpose of both occupational socialization and organization change is to help managers and supervisors achieve better results by identifying when and how to be participative. It is based on the premises that participative management and leadership practices are essential to building commitment. This paper details the various scenarios which require businesses to make drastic cutbacks or structural changes in the set up of the company as well as the reactions from both management and the workforce. Some of the more positive reasons for a company to change are in a shift of how to do business, manage complexity as well as the ability to transcend existing inertia and become more effectively competitive. Some of the more negative effects of change are that it can distract from the basic company goal, changing just to increase team spirit. The writer of this paper discusses several models in organizational socialization methods, including the Schein method which dictates that socialization to higher levels of management includes socialization to more central roles and influence within the organization.
Table of Contents:
What is Occupational Socialization?
Organizational Socialization Techniques
What is Organizational Change?
What Are the More Positive and Negative Aspects of Organizational Change?
What Happens When a Company Decides to Change?
How Does Occupational and or Organizational Socialization Affect Organizational Change?
Occupational Socialization Footnotes and Bibliography
Bibliography
From the Paper
"Some formal socialization techniques include orientation programs, new employee training, and employee handbooks and for on going socialization, job rotation. On the other hand informal socialization may include on-the-job training from a supervisor or coworkers, word of mouth and upending or transformational experiences. One of the better known organizational socialization models is Schein's which states that socialization to higher level of management includes socialization to more central roles and influence in the organization. One informal method of doing this is through personal mentoring. The Schein method describes that some of psychosocial functions of mentoring include role modeling, acceptance and confirmation and friendships."
| |
|
The Glass Ceiling, 2005.
This paper discusses issues of the glass ceiling, a theoretical level beyond which women and minorities are unable to advance in the workplace.
1,850 words (approx. 7.4 pages), 7 sources, APA, $ 59.95
»
Click here to show/hide summary
Abstract
This paper explains that major signs of the existence of glass ceilings are that (1) virtually all women have lower mean incomes when compared to their male counterparts and (2) most minority men earn less than non-Hispanic, white men with the same education at the same occupational level. The author points out that specific company actions to avoid being the target of a potential lawsuit are using the neutral systems of merit or seniority based pay and focusing their strategic business plans on achieving workforce diversity. The paper stresses that, to break down the glass ceiling, employers should realize that they need the input of women and minorities in their businesses to better address the changing consumer markets, workplace demographics and competition in today's economy.
Table of Contents
Introduction
Background
Pertinent Employment Laws
Recommendations
Conclusion
From the Paper
"Further, Redwood lists internal structural barriers and business barriers such as: Outreach and recruitment practices that do not reach or recruit women and minorities; corporate climates that alienate and isolate; pipeline barriers that restrict career growth because of poor training, inadequate mentoring, biased rating and testing systems; few or no internal communication networks; limited rotational job assignments that lead to the executive suite and institutional rigidity that deny the fragile family and work balance. Often, qualified people are denied from reaching their full potential because they do not have access to mentoring, developmental assignments, training, and other career enhancing activities."
| |
|
Residential 2002, 2006.
An evaluation of Residential 2002, a team development process for Masters degree students.
3,200 words (approx. 12.8 pages), 15 sources, MLA, $ 92.95
»
Click here to show/hide summary
Abstract
This paper evaluates a team development simulation, known as the Residential. The paper describes the development of the particular team during the 2002 cycle. The paper evaluates the development of the team using the "Tuckman's wheel" model. The paper applies this particular model based on the assumption that it clearly reflects the development of crucial factors such as leadership, motivation and communication. The paper also refers to other theories of organizational behavior and the researcher's empirical experience. The paper concludes by illustrating the nature of organizational behaviour within an integrated management module.
Table of Contents
1 Introduction
2 Environment of Residential 2002
3 Stages
3.1 Forming Stage
3.1.1 Leadership
3.1.2 Communication
3.1.3 Motivation
3.2 Storming Stage
3.2.1 Leadership
3.2.2 Communication
3.2.3 Motivation
3.3 Norming Stage
3.3.1 Leadership
3.3.2 Communication
3.3.3 Motivation
3.4 The Change of the Teams's Composition
3.4.1 Leaders
3.4.2 Communication
3.4.3 Motivation
4 Positive View of Learning During Residential 2002
4.1 Leadership
4.2 Communication
4.3 Motivation
5 A Learning Organization
6 Conclusion
7 References
8 Bibliography
From the Paper
"Before briefing teams on tasks objectives, tutors, who acted as senior managers, held a short introduction on level of performance being expected from participants and on several aspects of future environment. This briefing was designed to introduce friendly atmosphere within teams, reduce stress of team members and to help teams to duly apply different models and theories in managing team development. Each teams consisted of 7 members of different genders with various cultural and educational backgrounds. Except for the last task the composition of teams was constant. When teams were defined, the special team names were introduced to support the fast establishing of teams's self-identity. Teams were given number of tasks to do within teams: baskets and water, maze, minefield, eggs, ballista and exhibition. The fact that senior managers wrote down task objectives on paper helped participants to clearly understand their tasks. During task-related activities team members were supposed to develop group related skills such as relationship building, leading, helping, delegating, planning, setting and accomplishing goals, taking actions and applying entrepreneurship skills. The successful task accomplishment required the specialization within the team according to the perceptive abilities of its members. During the briefing session senior managers put on the board the team roles of team members within "Belbin's model" (Belbin, 1994) helped team members to get the primary idea of their team composition."
| |
|
Working in the Late 1800s, 2006.
An overview of the poor working conditions that the lower class was exposed to in the late 19th century.
1,780 words (approx. 7.1 pages), 4 sources, MLA, $ 57.95
»
Click here to show/hide summary
Abstract
Many historians have celebrated the positive side effects of rapid industrialization, citing such favorable consequences as medicinal advancements, housing advancements, steam engines, electrical engines, gas powered engines, automobiles and planes. This paper shows, however, that what lay in the shadows of industrialization was a story of heart wrenching poverty, 16-hour workdays, physical beatings, starvation, unsafe and unhealthy factories, child labor, increased mortality rates, disease and low wages. Few realize the hardships that new urban families had to endure in order to survive. The paper argues that while political leaders and the wealthy upper class drenched themselves in the profits of industrialization, the lower class was forced to carry out the backbreaking work that paid so little.
Paper Outline:
Introduction
Women
Children
The Impact and Today
Conclusion
Bibliography
From the Paper
"Families had little choice but to place their children in the factories, the family required the income to make ends meet. Realizing the growing problem of child labor during the Industrial Revolution, Britain's Michael Sadler headed a parliamentary investigation in 1832 which showed similar results to the plight in American factories. The investigation found that children were woken as early as four in the morning by their parents, and were at work by five a.m., at which time they would work until they received a 40-minute break at noontime. After this break the child was expected to work until dusk, usually seven or eight p.m., at which point they were allowed to go home."
| |
|
Japanese Women in the Workforce, 2006.
Addresses historical trends in women's work and wages in Japan and closes with prospects for the future.
1,895 words (approx. 7.6 pages), 5 sources, MLA, $ 60.95
»
Click here to show/hide summary
Abstract
This paper takes a look at the changing nature of women's employment in Japan. The paper examines traditional roles of Japanese society, traditional societal attitudes about the role of women in Japan and how Japanese women themselves have largely seen their role in society. The paper also examines how, slowly, these roles and attitudes are changing and looks at the factors that have contributed to these changes. The paper concludes with a look at what Japanese women and society can do to help promote the prospects of women in the future.
From the Paper
"As the female share of the labor force rises, the labor force overall may appear to respond less flexibly to changes in aggregate demand, and Japan may witness an initial slowing of productivity growth, since many of the women who enter the labor force will have less experience and training than their male counterparts. The male-female wage gap has recently begun to widen, partly as a result of the changing composition of the female labor force. However, as more and more women become permanently attached to the workforce, increases will probably occur both in their productivity and in their relative wages."
| |
|
Ethan Kapstein?s ?Worker in the World Economy?, 2005.
This paper is a critical review of Ethan Kapstein's article "Worker in the World Economy" in "Foreign Affairs Magazine", 1996, and includes ripostes against his treatise.
1,060 words (approx. 4.2 pages), 11 sources, MLA, $ 37.95
»
Click here to show/hide summary
Abstract
This paper explains that Mr. Ethan Kapstein's treatise on the "Worker in the World Economy" offers many effulgent observations but fails to validate universal resolution of the global worker's plight. The author points out that Kapstein suggests that economic policies and programs supported by international policy coordination do not take into account the complexity of individual infrastructure, social priorities or, in many countries, the political dogma workers sustain in earning a living. The paper relates that, in a fully employed economy, the unemployment rate will not equal zero; in this case, unemployment is classified as either frictional or structural unemployment.
Table of Contents
Easing Pressure on the Losers
Economies Vary for Different Reasons
Technology in the Workplace
Competitiveness Is Healthy
"Hanging Together" or Hanging Ourselves?
From the Paper
"Mr. Kapstein is rectified in his view that governments should assist in re-training and education for displaced workers, Even Mr. Lawrence agrees. Mr. Kapstein is short sighted in his verge upon "tight money and lose fiscal policies." Lose money or lower interest rates encourage growth, but we cannot forget about inflation. Federal and state governments offer such relief in the form of JPTA. This program has successfully re-trained thousands of displaced workers for entry into technical job markets. Third World economies are largely oblivious to job training/re-training, in some cases even unemployment relief. Compulsory elementary education together with a two-track secondary system of academic and vocational schools can produce a generally well-educated population in these economies."
| |
|
Roman and Germanic Laws Regarding Slavery, 2006.
A comparison and contrast of the Roman and Germanic laws regarding slavery.
2,468 words (approx. 9.9 pages), 11 sources, MLA, $ 75.95
»
Click here to show/hide summary
Abstract
This paper is a study of the contrasts and comparisons of the laws regarding slavery adopted by the Roman and Germanic culture. The paper identifies how the idea of slavery was started and how it developed in both the Roman culture and the Germanic culture. It identifies how in fact, the Dark Ages were considered not so much a time of the end of a culture as they were a time where divergent cultures and peoples were migrating into each other's territories and enforcing the exchange of land and goods all derived from the merging of the Roman and Germanic ideas regarding slavery.
From the Paper
"In order to compare and contrast how the Ancient Romans and the Ancient Germanic peoples saw slavery, we must first understand why each culture practiced slavery. The ancient Romans had a complex civilization based on slavery. There were two levels of citizenship, patricians (aristocrats) and plebeians (the common people). At the height of its civilization Rome Empire had three slaves for every free person. Except for the poorest farmers living in country, slaves performed almost all-agricultural work."
| |
|
Labor Unions in the US: 1790 to the 1820s, 2006.
This paper contains an historical overview of the U.S. labor movement between 1790 and the 1820s and discusses the birth pangs of the early efforts which gave way to greater and more secure victories for workers.
1,185 words (approx. 4.7 pages), 4 sources, APA, $ 40.95
»
Click here to show/hide summary
Abstract
This paper examines the vital role of labor unions in the U.S. which existed long before the signing of the Declaration of Independence. The writer of this paper gives a detailed historic overview of the U.S. labor movement during which time significant innovations and advancements were made to provide the foundation for today's thriving network of unions. The paper also discusses the last decade of the 18th century that saw the institution of unions in its infancy in which new bands of workers united to protect each other and their interests despite being met with much opposition by their employers.
From the Paper
"The 1820s saw several potential routes to progress on the labor front. A rush of utopian fervor and a desire to avoid some of the industrial hells of Europe prompted the establishment of the Lowell Experiment in 1820, providing a safe, hygienic, clean environment for female textile mill workers in Lowell, Massachusetts. The mill also paid extremely high wages and such benefits as library privileges and sitting rooms. A utopian community was also formed by Robert Owen in Illinois and Indiana in 1825; however, this organization failed after three years.
The women's labor movement was also felt in 1824."
| |
|
Management, 2006.
An overview of the developments in theoretical concepts and research methodology pertaining to management.
1,925 words (approx. 7.7 pages), 5 sources, APA, $ 61.95
»
Click here to show/hide summary
Abstract
This paper discusses the consequences, from a social science perspective, of various developments in theoretical concepts and research methodology pertaining to management. The theories of Frederick Winslow Taylor, John B. Watson, B.F. Skinner and Abraham Maslow are discussed and analyzed with particular attention paid to the damage caused to the labor force by the theories of Frederick Winslow Taylor.
From the Paper
"What is fascinating in unraveling how management has tried to understand and use human behavior is to look at the first time that when Frederick Winslow Taylor observed how people behaved and broke those behaviors down into small increments that could be shaped and controlled for the benefit of industry and eventually society. In doing so he became the first Behavioral Manager in history. His work predated the Behavioral Psychologists Watson and Skinner by decades. Unfortunately, Taylor, like Watson and Skinner, was a reductionist. The most brilliant philosopher social scientists had been observing man's behavior for thousands of years and had not reduced man's essence to a few measurements or behaviors. Even though Taylor's work helped bring about the Industrial Revolution, his reductionist elitism cost the world thousands of hours of innovation and creativity that soured under robot like working conditions."
| |
|
Approaches to Team Based Performance Appraisals, 2006.
A study of 360 degree evaluation, a new team-based appraisal system.
7,000 words (approx. 28.0 pages), 85 sources, APA, $ 157.95
»
Click here to show/hide summary
Abstract
This paper is a research-based study on the newest methodology in team based appraisal, called 360 degree evaluation. The paper addresses the pro and cons of this new system, in which employee and manager simultaneously evaluate one another. The author of this paper begins with an overview of the literature on approaches to appraisal and performance review. Then the paper details the role of 360 degree evaluation within personnel assessment and explains why the system developed and what needs it addresses. The paper concludes with the author's opinions on the future usefulness of 360 degree evaluation and its applications in a variety of work forces.
Abstract
Introduction
Review of the Literature
Discussion of Assessment and 360-Degree Feedback
The Downside to 360-Degree Feedback
Future of 360-Degree Feedback
From the Paper
"The database at University of California San Diego, Human Resources Department, "Overview of Performance Management", states that the evolution of the concept of performance management as a new Human Resource Management model reflects a change of emphasis in organizations away from command-and-control toward a facilitation model of leadership. This change has been accompanied by a recognition of the importance to the employee and the institution of relating work performance to the strategic or long-term and overarching mission of the organization as a whole. Employees' goals and objectives are derived from their department's, which in turn support the mission and goals of the University."
| |
|
Understanding Developmentally Challenged Workers, 2006.
An analysis of difficulties in hiring developmentally challenged workers.
970 words (approx. 3.9 pages), 7 sources, MLA, $ 34.95
»
Click here to show/hide summary
Abstract
The paper identifies some of the potential problems a company may have in hiring developmentally challenged workers, and makes recommendations for addressing those problems. It assesses corporate obligations under government regulations. The writer concludes that there is a place for handicapped workers in the business world, under certain conditions.
From the Paper
"When it comes to integrating, training, supervising and empowering the more developmentally disabled, one mistake that could easily be made is to separate them, and isolate them from the rest of the work force. It is important that company guidelines, an employee handbook of regulations, and a staff meeting resolve the problems when a developmentally disabled person is hired and assigned to a specific group or division. The goal must be to create an effective work environment. Yes, some supervision may initially require lengthier training and adjustment time, but the eventual goal of any company willing, able, even anxious to give developmentally challenged workers an opportunity is to create an atmosphere of "human value management". "Human value management can be described in one short phrase: create value through and with people." (Fitz-Enz, 1990, p. 45) It must be clearly understood by managers, supervisors, as well as "ordinary" workers, that developmentally challenged co-workers are not being given job opportunities merely out of charity. They are able and willing to contribute. They are not "dummies", perhaps only slower to learn and adapt. It is important to communicate to every worker that these people were hired because they can contribute, but may need some help in "getting up to speed". It would be a good idea for the Human Resources Department to appoint one staff member to meet with the developmentally challenged workers on a regular basis as a means of listening to their problems, trying to solve them, and to praise them for valuable contributions to the overall product or services output. More than others, these workers need reassurance and the knowledge that management cares about their feelings, their problems, and their accomplishments."
|
|
|
