Learning Team Reflective Article Essay Example | Topics and Well Written Essays - 500 words

Learning Team Reflective Article - Essay Example The principles of teamwork often exploit the social care theory and practices. The first advantage of teamwork is that it usually improves communication since it is a platform of increasing sharing of ideas, hopes, feelings, and desires among parties who respect and trust each other. Additionally, teamwork encourages flexibility that often depends on willingness to adapt, change, and learns skills of being open minded. The social care theory expects a good care worker to be flexible enough to be able to change in the light of new knowledge since it is the opportunity to acquire new knowledge and skills (Löwstedt, 2007). Team work is also advocated as a means of improving negotiation that is usually considered as the willingness to discuss issues through consultation with clients, management, and colleagues as a means of solving a problem towards discussing to an amicable solution to issues and problems. It should be noted that teamwork sometimes calls for comprise, collaboration, and or confrontation between the involved parties (Löwstedt, 2007). Therefore, teamwork often instills good negotiation skills and must be ready to compromise and relinquish their stand whenever necessary. Teamwork often encourages the growth of skill and ideas due to sharing ideas from different people who are believed to have a different understanding and knowledge in different fields and aspects that the team is involved. Therefore, it is clear theta teamwork increases the productivity of the persons or parties involved in the team work. Team members are often encouraged to work together and share most of the available resources in the implementing the task ahead of them thereby allowing each team member to have a subordinate concern (Löwstedt, 2007). This enables them to contribute their individual knowledge, skills, and resources are meeting the set goals. The collective

Safeways Human resources management Essay Example for Free

Safeways Human resources management Essay Introduction I will be looking at the way Safeways Human resources management is run, Safeway is one of the leading grocery retailers in the UK with annual sales of around à ¯Ã‚ ¿Ã‚ ½9 billion, 90,000 employees and nearly 480 stores nationwide. Their stores attract around 8 million shoppers every week. Originally they were a US owned company called Safeway Food Stores Ltd. Their first UK store was opened in Bedford in 1962. Over the next two decades the companys portfolio of stores rose to 133, establishing it as a serious player in the booming UK food retailing market. This success reflects the radical changes they have made in the way they do business and their strategy is based on four key objectives which is focus on product and price, best at fresh, best at availability and best at customer service Argyll was formed in 1977 by James Gulliver and named after his Scottish birthplace, the company grew rapidly through acquisition, and during the 80s Argyll focused its retailing operation on the Presto brand while also operating a range of other food and drinks businesses. By 1987, Argyll had the necessary financial muscle to make a bid for the Safeway name and estate. In February 1987 Argyll bought the UK arm of Safeway for à ¯Ã‚ ¿Ã‚ ½681m and with it came a distribution network and the Safeway name, a programme was launched to integrate the best systems and processes from each company and convert many of the larger Presto stores to the Safeway fascia. As its food retailing operations became more important, Argyll began to sell its non-core businesses and invested in a massive store opening programme. In 1996 the company name was changed to Safeway plc and all stores reframed under the Safeway identity. Their human resources support management in recruitment, induction and training. HR policies on terms and conditions of pay and benefits, performance management, training and career development apply to all Safeway people. It believes that by building sustainable advantage over our competitors it can only be done through Safeway people. We are creating a business culture in which our people are passionate about our products, our stores and everything we do. If their employees have an unbreakable will to compete and have the skills, knowledge and resources to do their best every day. The Human Resources operation within Safeway affects all departments and impacts on all members of staff. Human Resources Managers are responsible for attracting, developing and retaining people who are great assets to the stores. They provide expert advice on a range of employee issues and work to help people achieve their full potential. Their HR strategy has been broadened to ensure they prepare both their business and people for the future and will continue to develop managers in the key areas needed to support this phase, e.g. change. Leadership will be a requisite skill to support their people and managers will receive ongoing development in this area. Safeways entire Supply and HR Divisions recently became Investors in People accredited. In the case of the Supply Division this achievement was unique as they employ both permanent employees and contractors at third party depots. Human Resources Planning The function of human resources within a business is considered to be one of very important elements in running private and public enterprises besides the financial capital. It envisages manpower planning which focus on the various ways of attracting sufficient candidates with the right qualifications. Broadly speaking, the role of human resources include among others manpower planning, recruitment and selection, training and development and performance of management so that a business can have the best people for jobs who are able to perform their respective tasks to the highest level possible. Other responsibilities also include designing jobs that are interesting, keeping within the law on issues such as health safety, equal opportunities, sex race discrimination and termination of employment. Another responsibility also include dealing with trade unions, staff association, disputes, industrial tribunals and other legal actions, also ensuring that organisational structures and procedures allow employees to express their views, ideas, complaints and worries. If a business is expected to be effective and efficient it needs to manage its employees or human resources well. If workers are well managed they will be happier, better motivated, more responsive and more productive. Badly managed employees are more likely to be less enthusiastic, less willing to show initiative and likely to miss work. and finally less productive. The external labour market is also considered to be a very important factor when dealing with human resources. It is made up of potential employees whether they are locally, regionally or nationally that may have the skills and experience required for a particular business. Manpower planning should cover the analysis of both internal staffing resources, and the monitoring of the availability of labour from external resources. If a business fails to analyse the pool of recruits within the working population both local national then it runs the risk of not being able to satisfy any additional manpower requirements from external sources. There are many different factors that affect the size and nature of the labour market. Labour Market The Labour market is defined as the combination of labour demand and labour supply. Labour demand refers to the total number of workers or even working hours required by employers and is usually measured by the number of jobs plus vacancies. Labour supply refers to the total numbers of hours that labour is willing and able to supply at a given wage rate. It can also be defined as the number or workers willing and able to work in a given occupation or industry for a given wage. National Labour Market A business must consider its ability to meet its manpower requirements so that it can operates efficiently and at the same obtain profit or at least cover its running costs in the short run. Overall a national labour market is influenced by the following factors: * Trends in the size of the working population. * Competition for labour within businesses industry. * Overall level of economic activity. * Education and training opportunities. * The effect of government legislation. A national external source also has to be considered, these include national policies, demographics trends and developments which can affect the ability of a business to recruit certain types of labour. Similarly all these factors can have an implication of salary levels and the conditions of employment. We can easily say that manpower planning must also take into account the following factors: * Economic trends which will affect the demands for different types of labour e.g. in todays environment there is a greater demand for people with technology skills. * National demographic trends may have particular implications for the growth of the working population. * Education and training trends which change the structure and emphasis of university courses and the provision of technical and vocational education in schools and colleges. * New legislation including government policies and European Union directives on wage and salary negotiations, the role of staff associations and trade unions, equal pay, sex discrimination, employment protection, working time and industrial relations. Local Labour Market Business needs to be aware of the labour supply in the location they are operating, they need to know about future and current supply trends. In order for a business to gain a clear understanding of the local supply conditions they must have access to such statistics. Other information can be obtained by local employment offices and job centres which have details of unemployment figures for their particular area, local employers also want information on local wage rates and income levels in order for them to pitch an appropriate wage level to recruit or attract the right sort of employees. The types of information a business needs to know about local employment trends are the following: * Local employment gives an indication of the general availability of labour and state how easy or difficult it will be to recruit. * Local Skills shortage, there are job roles that go into decline because the skills required for certain jobs are becoming redundant. * Competition for employees, it is in a business best interest to know whether its competitors are expanding. * Availability of labour. Local external sources have to be looked over when assessing future manpower requirements and how it can be satisfied by local labour markets and manpower planning should take into account the following: * Developments in the local transport system that determine the effective catchments for labour area. * Demographic trends paying particular attention on the overall size and age structure of the local working population, e.g. if there a lot of graduates in the area they might consider recruiting them. * Housing and the availability of different types of accommodation. * Environmental developments that influence the attractiveness of the area as a place in which to live, more homes and people. * The local effect of any changes in the governments regional and urban development policies, e.g. if a new retail park opens, there will be more jobs. * Unemployment rates and the availability of workers with particular skills, qualifications and experience for example higher labour market available for work higher demand for certain jobs then wages get higher. * The availability of part time and casual labour, e.g. students and mothers. * The quality of local education and training providers, people will be more skilled which means higher wages. * Local competition for labour and its impact on pay rates and fringe benefits e.g. one company might look at what benefits another company offers. Manpower planning and internal staffing resources The purpose of manpower planning within different organisations will vary and it is important to identify this purpose i.e. why your organisation needs to do manpower planning. Once the purpose is clear, then it is important to develop a consistent approach to meet these needs. Manpower Planning is the process by which an organisation determines its human resource management needs and issues, and develops and implements plans to address them, it also gives a clear picture of the supply of labour available to a business internally for example skills, attributes and the potential of the current employees. At this level the manpower planning function deals with understanding the staffing requirements necessary to implement the organisations overall plans. The focus here is on the wider implications of the organisations manpower plans in terms of, for example, skill mix and development programme requirements, as they affect the organisation as a whole. Manpower planning at an operational level deals with specific programmes defined as necessary by management to meet their objectives. Research and experience shows that workforce planning fails when it is applied in a manner which is inconsistent with the needs of the organisation. If it is viewed as too complicated, lacking serious senior management support or focused on issues which are not important to the organisations success, it may be perceived as just another personnel procedure. However, when it involves managers in meaningful and significant ways, when it provides useful information and stimulates effective decision making and when it addresses important issues before they become expensive problems, then workforce planning is seen as a valuable process of management. This should be based on a manpower inventory consisting of computerised personnel records on each employee which cover the following: * Age, gender and martial status. * Date employment commenced, the first day of their work. * How the employee first heard of the vacancy with the business, whether it was recommended. * Job title. * Department, section and job location. * Employment status (hourly, full-time, part time, shift). * Previous job titles within the organisation, whether they were once a checkout assistant and now a manager, we know that skills are there. * Previous work experience with other employees. * Performance and attainment, their ability. * Qualifications. * Training and development, what type of training they have and if they need more strengths. * Potential for transfer or promotion. Information from manpower planning can be analysed to help determine the resources that an organisation possess, and also identify important trends that may have implications for its future labour requirements. This plan should include records of employees that are no longer within the business and the reasons why these employees left for example if it was the companys fault or employee personal reasons. It gives an opportunity for measuring and analysing: Labour Turnover Labour turnover occurs when workers leave an organisation and need to be replaced by new recruits. The main reasons that workers leave are: à ¯Ã‚ ¿Ã‚ ½ Resignation (both voluntary and due to incapacity pregnancy, ill-health, etc) à ¯Ã‚ ¿Ã‚ ½ Dismissal (including redundancy). à ¯Ã‚ ¿Ã‚ ½ Retirement. It is calculated in percentage terms using the following formula: Labour turnover = number of employees leaving over specific period x 100 Average number of people employed A labour turnover ratio of 25% is generally considered acceptable, however when the rate reaches 30% or more, an organisation will need to pay attention to this particular area. High labour turnover can be expensive, although the actual costs are difficult to estimate. To get some indication, organisations can start by adding up the most obvious expenses those of advertising, recruitment and training, together with the cost of associated management and supervisory time. The annual total could well convince the organisation that time and effort spent reducing labour turnover is cost-effective. Increased expenditure on recruitment and training represents only a small proportion of the total cost of labour turnover. Much greater costs may be incurred through: * Poor recruitment with the wrong people being selected for the job, perhaps interviewer did not select the right person. * Low levels of motivation within a department. * Employee dissatisfaction with unfavourable wage rates or working conditions maybe not getting enough for their use and may introduce fringe benefits to keep their employees. For example Safeway offer a competitive salary and an employee can look forward to a range of benefits including: * Generous holiday entitlement. * Contributory pension scheme. * Staff discount card. * Subsidized meals and drinks. * Share save scheme to become a Safeway shareholder. * Safeway Lifestyle Voluntary Benefits which are a wide range of discounts on services including mortgages, electrical services, personal travel services and fitness. * Bonus scheme. * Staff uniform. * Premium payments for Sunday working. Safeway employees become eligible for further benefits such as medical cover as their career progresses, and their store social committee organizes different number of activities like theatre trips to Christmas parties. * Failing induction process and employees are not made to feel comfortable. It is also important that Safeway measure the labour turnover rate to warn of potential problems, so that the management can take appropriate action. The replacing of employees can cause a lot of disruption in the efficiency; it can also create costs for recruitment and training. For Safeway to meet its manpower planning it is important that it minimises labour turnover. Labour stability index This outlines stability because it emphasizes the employees that stay within the business rather than those that leave, this is another important ratio that is used and a measure which is more suitable is the labour stability index, as the labour turnover is generally measured. The labour stability index is measured by this formula: Labour stability = number employed with more than 12 months service x 100 Total number of staff employed one year ago The labour stability for Safeway is: 157 x 100 196 Labour stability = 80 The index stability represents stability because it emphasizes those employees that stay rather than leave. The labour stability, which is 80, means that only 20% of workers leave, so this is a very good employment for Safeway. Sickness and accident rates Absences are bad for companies as work is not done, and sickness rate is measured using the following formula: Sickness rate = number of working days lost per year due to illness x 100 Total number of available working days Due to the Health and safety at work act 1974, an organization is required by law to investigate a keep a detailed record of its accident rates, accidents can be caused by factors such as: * Insufficient safety training. * Stress, caused by too much to do. * A lack of safety equipment. * Poor motivation, money related perhaps due to unhappy with their work surroundings. These factors can result in ineffective working practices and reduced efficiency, keeping records allows an organization to protect itself from legal actions and will help identify and deal with causes of accidents before problems occur. Safeway circulate an annual health and safety report to employees in order to illustrate where we are and actions underway to improve our health and safety performance. They are always encouraging employees to consider key health and safety challenges facing Safeway and how they can make a difference: * Protecting members of public and visitors visiting Safeway premises. * Reduction in stock handling injuries to staff. * Motivation and training of staff in health and safety. * Improving the safety of contractors during construction and maintenance operations. Age Structure This information is useful for several reasons, it will help highlight a potential staff shortage that may be caused by a large number of employees all reaching retirement age, mostly students are most willing for jobs. When deciding the allocation of training opportunities a detailed analysis of the age structure of the workforce is needed, for example who is in need of training and you would not give training to pensioners, elderly as they are not in need of it. Succession This analysis identifies any managerial and supervisory posts that face a weak replacement position and for this reason the assessment of employees must be a continuous process, the manpower plan allows plans to be made for the effects of retirement or resignation among supervisory and managerial employees. An organization needs to know if it has the appropriate employees in order to promote and transfer them to the managerial positions. Safeways are committed to the provision of a full outplacement and career-coaching service at all levels. This will be supported by the development of their own internal re-deployment framework. They also plan to further enhance their system provision, enabling automated succession planning and competency modelling, which will support the above. To support improved communication across their Business. In October 2002 the ten year old Human Resources System was replaced by a new, more efficient management information system (People soft). This manages the companys and facilitates our performance management and succession planning processes:- * Recruitment administration. * All personal and job details. * Information about absence, discipline and grievances Recruitment and Selection The ultimate success of a business depends upon the quality and contribution of its workforce, businesses recruit staff for a variety of reasons. Before recruiting it is essential to ensure that there is actually a need to recruit workers. External influences such as technological developments can change job roles within the business creating a need to recruit new people with specific skills. Other reasons why businesses recruit include the following: * The growth of the business When existing jobs are being expanded human resources management simply needs to copy existing practice on a larger scale. In creating new jobs more detailed thought is required particularly if the jobs are quite different from those that already exist within the organisation. * Changing the job roles within the business Due to the rise in information and communication technology, there has been a change in businesses job structures. When developing new jobs requires considerable amount of research, which is often done by examining best practice in businesses or by looking at the development of new jobs in other countries. * Filling vacancies created by resignation, retirement or dismissal In all businesses people move on, they become older they either hand in their notice or are dismissed. So it is necessary for employers to replace their employees. * Internal promotion In any successful business there will be opportunities for internal promotion, this allows an employee something to aim towards in a business rather than looking elsewhere for something better. When one employee is promoted, sometimes they need a replacement. The recruitment process as illustrated is a tried and tested process that aims to reduce the risk of selecting the wrong person. It can be costly in terms of resources devoted to the process and costs associated with recruiting poor performing employees, it is important to select people accurately for interviews. Businesses need to be very clear always about the requirements of the job and about the kind of person they are seeking for. The following ways can be achieved through: * Job descriptions A job description is used as a job indicator for applicants, it is also used by managers to identify their roles and responsibilities within the business. This also can be used by businesses to provide information to be used in making a vacancy advert and for briefing interviews. A job description normally follows a similar pattern of headings: * Title of post, this should give a good indication of what the job is. * Position within business structure, state who the post holder is accountable to and who is accountable to them. * Duties and responsibilities that need to be performed by a job holder and the skills and qualities required. * Responsibilities for assets and materials, the rage of materials and physical assets the job holder will be responsible for. * Person specifications this describes the characteristics and attributes which a person needs to be able to do the job to the required standards. It can also be used to make sure a job advertisement conveys the qualities that prospective candidates should have and check candidates have the right qualities. * Achievements, what education, qualifications and experiences does the applicant need? * Personal attributes they have e.g. works well in teams or on their own. * The amount of experience in the business industry or related areas. * Carefully planning how and when to advertise This process is to attract only those people who fit the companys person specification Advertisements must reach those who have the qualities to fill the vacancy, the business needs to be aware of who there target audience is(manager, supervisor, etc) and also where the advert will be placed(on a notice board, broadsheet paper, local job centre).The presentation of the advert is very important as it gives prospective employees a first impression of the business. A good advertisement needs to contain the following information: * Job title, details about the business and who would I am working for. * Job description, what would I be doing. * Location, where would I be working. * Salary, what financial reward would I get and an indication should always be given. * Qualifications needed for the business must be stated clearly. * Address and contact, so that the applicant can contact the business for further information. * Fringe benefits, additional things an employee will receive other than pay. * Organisational identity, this may be in the form of a logo. Safeway as a Company undertakes a positive and proactive approach to equality and diversity. They recognize the benefits of providing a working environment in which everyone feels valued, respected and able to contribute to the success of the business and also wish to employ a workforce that reflects the diverse society of which they live in and serve. To ensure that all colleagues remain committed to and involved in promoting diversity, it undertakes the following activities:- * Dignity and respect training entitled Appreciating Differences is provided for managers throughout the Company. * Conduct diversity profiling across their workforce and this information is fed back to each of their stores, to ensure that the workforce in each location reflects the profile of their local community. * They advertise vacant positions both within their stores and through the distribution of fliers to local communities. * Use both internal and external posters and recruitment materials targeted at workers of different ages. * They also utilize the Age Positive and 50 Plus websites when advertising positions. * Springboard is used to target school leavers. * They are accredited to use the Positive about Disability symbol on our recruitment literature. * They are committed to interviewing all disabled people who meet the minimum job requirements. * They make any reasonable adjustments required to meet the needs of disabled applicants and colleagues. * We have developed partnerships with around 40 external providers such as Re-employ and the Shaw Trust. In 2002/3 we employed approximately 140 people on supported placements. * Identify the strengths and weaknesses of job application: CSVs and letters of application A CV is a document usually prepared by the job seeker, it is similar to an application form. It supplies an employer with the job seekers details. It must be truthful and positive and should have the following information: * Personal details. * Education. * Qualifications. * Work experience. * Interests. * Ambitions. Letters of application should be written to support a CV, it should have A clear structure, with beginning, middle and an ending. Which should state the following: * The reason applying for the job. * The contribution that can be made to the business. * The developed capabilities through training and education. * The skills and knowledge acquired that will help in the job. * Short listing candidates This process involves looking through the completed applications to narrow the number down to a manageable number, it helps eliminate all the applicants that do not meet the job requirements. * Taking references Most businesses an applicants reference will be considered by the employer before a contract of employment is agreed. It is an opinion usually in writing of a persons character, ability, honesty and reliability. Some employers tend to not even consider the job applicant until they have seen a reference from a college or previous employer. * Job analysis The first stage is to conduct a detailed analysis of the job, which may involve questioning the current job holder at work. It might be obtained through discussions with the job holders manager or supervisor. The job analyst compiles a description of the main responsibilities of the job by asking: * What are the main tasks of the job and how often do they need to be completed. * What mental processes are required to do the job. * Is the job holder required to take decisions and use initiative. * Is the output from the job a part or a whole. * Does the job holder have to work with others or control the work of others. * What are the required performance standards. Recruitment and selection are linked, selection interviews also present candidates with a realistic picture of what the job entails and what it will like to work for the business. Selection interviews are well organised they must be arranged at convenient locations and times. The selection should attempt to get the best people within the existing budgets i.e. candidates with the most appropriate skills, experience and attitudes. It should also select people who will stay with the business for a reasonable time and minimise the costs of recruitment and selection relative to returns. In Safeways selection depends on the position you have applied for, one of the following selection processes will apply: At this level, we call our store recruitment process Selecting for Excellence. It usually consists of 2-3 stages depending on the position youve applied for. Selection Process * Completion of the Application Form. * You may be required to complete a pencil and paper test, followed by a short practical exercise which measures a range of skills and abilities. * Attend a selection interview. The recruitment process in Safeway is highlighted below: * During 2002/3 they created 1500 net jobs (permanent roles only), principally in stores across the Company. * This year they have centralised recruitment centre in Warrington became fully operational, and received a weekly average of 11,300 phone calls to their recruitment hot line. * They advertise vacancies for all stores on-line in the Careers section of their website and receive approximately 820 job applications via the Internet each week. * 32 graduates have joined the business this year, 12 on the new store specific graduate programme. * The retention of people is a key part of their HR strategy on an ongoing basis. Safeways work with other External organizations concerned with diversity or are members of include:- * The Employers Forum on Disability. * The Disability Rights Commission. * The Retail Employment Development Group (RED Group). * Diversity Network. * Re-employ. * The Employment Services (Job Centre Plus). * Age Positive. * Commission for Racial Equality (CRE). * DEXTRA, Diversity Network Group. * The Employers Forum on Age. The Employment Rights Act 1996 states that the employees should receive certain information within the first two months of starting their employment. All contracts of employment should include the following: * The names of the employer and the employee. * The name and address of the place of. * The date when employment began. * The job title. * Employment conditions e.g. full time, part time, permanent, temporary. * The salary. * The intervas in which the employee will be paid e.g. monthly or weekly. * Any terms and conditions relating to holiday entitlements (including public holidays, sick pay and pensions). * The length of notice required from either party. * If the employment is temporary, how long it is expected to continue. * Any disciplinary rules to which the employee may be subject. * Signatures. Training and Development Training envisages all types of planned learning experiences and activities aimed at making positive changes to the performance of the employees and other behaviour, which will help them gain new knowledge, skills, beliefs, values and attitudes. As the technology develops and advances with a very high speed, it is necessary for the business to acquire these new innovations which will be available in the market and provide appropriate training to its human resources so that it will be in a position to operate efficiently and be able to compete with other business of the same nature. The training programme for a business is part and parcel of manpower planning which require a through analysis and continuous adjustment over time in relation to the existing and the new technology. Safeway believes that its employees are its best assets, they are provided with knowledge, skills and tools to be the leading retailer in our markets. Whether its providing customer service, offering exceptional products at a competitive price or learning the latest in merchandising and display. The companys training program provides the individual with a solid foundation to achieve their best. There are different forms of training, namely; * Induction Training It is when employers introduce new employees to the business. Employers also have to make sure the employees are aware of the new environment and have the necessary information on specific areas of the business so that they can perform their tasks. The new recruit is sometimes given an induction pack by the employer, also an overview of Health and Safety, Security and Equal Opportunities. * Mentoring It is used by businesses so that employees can develop a good working relationship and it also provides employees a chance to learn new skills. Mentoring is mainly when a trainee is allocated to a more experienced employee. If and when the trainee faces any difficulties or problems with their duties, they must seek advice from the mentor. * Coaching This is when an employees performance is assessed by the manager, which helps the manager to identify the employees strengths and weaknesses which intern they will need to work together to develop their skills. The manager needs to develop their coaching skills, otherwise this will affect the success of any coaching programme. The manager coaching has to have the appropriate skills and sufficient time should be allocated so that the time could take place. * In-house training This is when a business builds its own training department, which provides employees with training and development using resources within the business. * External training External training always takes place away from the real working environment, which is an external course that employees are sent on. * The national training system: * Training enterprise councils This is sponsored by the government and led by local people, which helps businesses to identify their own training needs. * Investors in People The initiative is that investing in people is the most effective way of improving the performance of the business. The Tecs help to asses businesses that want to be recognised publicly as investor in people. * Individual learning accounts This is a sort of bank account which the government, the employer and the individual all contribute money which is then used to buy training and education. * Modern Apprenticeships- Modern Apprenticeships have been designed for people whose learning styles are more suited to a job with training, most of your training is done while you are at work, and lasts for around three or more years. It is very flexible which can be structured to meet different needs of employers. * National vocational qualifications the national vocational qualifications are indicators which show occupational qualifications. It is the ability of an employee to reach a specific kind of skills or competence in carrying out a specific job. An NVQ is awarded to an employee after an assessment done by the appropriate institution or work place. Additionally, 210 Bakers have completed the craft baking NVQ and over 7,000 colleagues have received craft skills and systems training at one of Safeways three Regional Training Centres. The NVQ is a vital part of management training, awarded by city guilds it is nationally recognised and on successful completion they will become a qualified NVQ assessor in their own right * National learning targets the national learning target is set by the government and it is expected that every business institution in the private or public sector to achieve those targets. These targets for example includes target for young, adults and for a businesses as a whole. Training and development is a continuous process helping Safeway to deliver its goals and benefits to its colleagues as their skills, competence and capability grow. Training for skills remains critical, and this year they launched apprenticeship programmes for Butchers, Fishmongers and Florists, with over 200 colleagues attending the Fishmonger course and 116 the Meat course. They have continued to provide support to the growing Non food offer by delivering training to support our 6 Mega stores and 50 Home Entertainment centres. Driving improvements in customer service continues to be critical and their Star Service programme was broadened this year to include Friendliest Store in Town. To support this, their Selecting for Excellence recruitment tool was extended to assess this key area. By Safeway building sustainable advantage over our competitors can only be done through their people, they create business culture in which their people are passionate about their products and have unbreakable will to compete and have the skills, knowledge and resources to do their best. Purpose of Performance Management The purpose of performance management is to achieve objectives of the business, to provide better customer service, to increase market share (volume, units, and value). Also to maximize profit, to motivate employees (encourage hard work and set targets) and to improve competition within the business. To make the purpose of performance management understandable along with my businesses approach it is important to understand how the HR manager measures performance. * Performance Management The performance management process provides an opportunity for the employee and performance manager to discuss development goals and jointly create a plan for achieving those goals. Development plans should contribute to business goals and the professional growth of the employee. The planning process must also involve consideration of the emerging business environment, for some performance managers the changing environment offers many new challenges and opportunities. Performance managers and their employees are increasingly being asked to become generalists who step outside of traditional narrowly-defined job descriptions in support of team objectives and goals. These changes are resulting in the development of new approaches to human resource management. * Management by Objectives This is a system in which specific performance objectives are jointly determined by managers and their employees, the progress toward objectives is reviewed periodically and rewards are allocated on the basis of this progress. The principles of management by objectives are specific objectives for each employee, performance evaluation and feedback and explicit time period. All objectives should be discussed with both managers and employees, this process is used and is likely to be successful if the businesses objectives met the SMART criteria. These are known as the following: S Specific M Measurable A Agreed R Realistic T Time related * Monitoring Performance This process requires the measurement of performance which then needs to be linked with these performance measurements against the achievement of objectives. What needs to be taken into account when comparing performance with targets is the general context that a particular operation is taking place. * Individual Performance Review This process is for individual employees, which is usually implemented with the following review systems: All Safeway colleagues have a performance review at least once a year, although more frequent reviews may be requested by individual colleagues. The progress of new colleagues is reviewed at six, twelve, eighteen and twenty-six week intervals after appointment. * Appraisal This system is used by the employer to help them review the standard of work being done by employees within the business, and also assess the value or contribution of individual employees. It is used by employers to reinforce company goals, identify training needs and career opportunities, recognise good performance and review and set targets. Appraisals can be expensive and time consuming, but good appraisals have positive effect on employees motivation. Instead of appraising employees by rating their performance, which could intern discourage employees involvement and will not help overcome weaknesses. Some managers may use personal performance interview, which should cover a review of performance objectives over the previous year, an assessment of an employees strengths and weaknesses based upon key job related criteria and a personal job improvement plan. * Self Evaluation This is when an employee is asked to review their own performance before attending a performance review interview, this enables employees what their objectives are and identify training and development needs. * Peer Evaluation Peer evaluation can be a useful and valuable tool in helping employees to develop their critical skills and insight into the evaluation process. By making a critical appraisal of another employees work or performance, they can begin to understand the requirements of the business and what it entails. The only problem with this objectivity is that some employees might be in competition for a promotion or perhaps favour a friend to promote their own personal interests. * 360 Degree Evaluation This is one of the instruments that is used to evaluate the performance appraisal based on data collected from all around employee, such as customers, supervisors, peers and sub-ordinates. This evaluation provides feedback on abilities, skills, knowledge and effectiveness of the employee with the business. Based on the findings of the evaluation it can be highlighted the areas that need to be improved and type of training that needs to be undertaken to further develop the skills and the knowledge of the employees, further more the data collected will serve as a basis for any future improvement of the business activities as well as giving a new guideline for the management. This kind of evaluation will also help deal with emergency situations and build up a strong relationship between management and employee. * Managing performance in the modern business environment The business environment is subject a continuous changes and it is the most critical aspect of effective management. The performance management has to reflect these constant changes which have an extensive and complex impact on business. Managing Change These changes are of different nature, and the response varies with the situation. If these changes are badly handled can lead to serious consequences, which may include: * The frustration of sound strategies and the lack of its implementation. * The costs of implementation may rise. There might be unnecessary delays, spoilt work and emergency action to reduce the impact of delay all add to costs. * Benefit of the market may be lost due to the inability to compete with businesses in the market. * The human consequences of the change may be high. For example when people lose their jobs due to change or when the change is handled carelessly or without adequate planning. * Motivation reduced or lost within the business as people become confused due to poor management. * Resistance to future change may increase when they see their worst fears about the change are justified. The management has to adapt new methods in response to the changes in the labour, consumer, world and technological markets. The management has also to ensure that all measures in response to the changes should be smooth and effective with minimum damage to the employees and the business itself. Employee Welfare Any organization has the obligation to provide its employees with suitable and safe working environment and abide by the employees rights and interests. An organization has also the obligation of abiding by new government legislation and regulation and if it fails to do so it can face prosecution or financial costs. Some employers and business organizations are of the opinion that the recent legislation on working hours has limited their ability to operate flexibly and made it more difficult to improve their performance. Working Time Directive In October 1998 the UK government has introduced a new Working Time Directive as a measure designed to protect the health and safety of employees. This Directive covers seven areas: * Maximum working weekly hours- it should exceeds 48 hours, but it leaves the option for an employee to increase if he or she wishes. * Employees are entitled to have 11 consecutive hours in each 24hr period of daily rest. * An employee that has worked six hours is entitled to a 20 minute rest break. * In each seven day period employees are entitled to an uninterrupted rest period of 24hrs. * An employee must get at least four weeks paid annual leave by their employer. * An employer should make sure that employees take regular breaks and are not subjected to high risk tasks. * An average of eight hours in any 24hr period should be worked by night workers but if they should get sick they then must have the option to move to day jobs. Maternity and paternity leave According to the Sex Discrimination Act 1975 and the Employment Rights Act 1996 have entitled pregnant employees, maternity leave regardless their length. The maternity leave has been extended from 14 to 18 weeks, under the 1999 legislation. Employees are entitled to their statuary and fringe benefits during their leave period, and are free to come back to work after maternity leave. The earliest time that can be taken is 11 weeks before the baby is due. Many employers do not grant paid maternity leave, and there is no legal legislation for it. Although some companies and local councils grant paid leave, and the average leave period for paternity is ten days. Safeway aims to assist both male and female colleagues in managing their individual work-life balance, through a wide range of employment policies and practices in areas such as maternity and paternity leave and flexible working, many of which offer benefits over and above any minimum legal requirements. The Minimum wage In order to protect employees from exploitation this law was introduced in April 1999, it covers any UK employee who is aged 18 or older. The legislation covers agency workers, home workers, casual and temporary employees, and people on fixed term or freelance contracts as well as full and part time employees. Currently there are three bands for minimum wage: * A rate of à ¯Ã‚ ¿Ã‚ ½3.60 per hour for those aged 22 and over. * A rate of à ¯Ã‚ ¿Ã‚ ½3.00 per hour for those aged 18 to 21. * A rate of à ¯Ã‚ ¿Ã‚ ½3.20 per hour for those who are 22, and are within the first six months of a new job. * Improving performance through raising employee motivation * Motivation A strong team needs individuals who are dedicated to giving their best at work. Highly self-motivated, committed, ambitious employees give the most to their company and get the most from their work. But if employees are lacking motivation the effects can be dramatic, such as low team morale, lack of initiative, lack of energy, mistakes and high staff turnover. Motivational experiences improve employee attitudes, confidence and performance. Good leadership demands good people-motivation skills, motivational methods are wide-ranging, from inspirational quotes and poems, to team building games and activities, as ice-breakers or warm-ups and exercises for conferences, workshops, meetings and events which are great for staff motivation. When you break down barriers such as misunderstandings, prejudices, insecurities, divisions, territories and hierarchies you begin to build teams. If you take a group of people in a room having fun with juggling balls or spinning plates and barriers are immediately removed, teams unite and work together when they identify a common purpose. It can also be generated by a pay increase, by promotion or by simply by the status and satisfaction associated with possessing a new skill using the most up to date machinery or equipment. Managers can use non financial and financial means to motivate employees. This year the key areas for them to focus on with regards to their colleagues will be retention, development, motivation and maintaining morale. They will need to do this whilst preparing for and responding to any changes which the business may face. * Hertzbergs two factor theory Hertzbergs two factor theories is a simple but powerful way to understand an employees needs. Hertzberg believed that Hygiene and Motivator are two levels of needs which are as equally important for job satisfaction even though they worked in different ways. If the lower needs are inadequate workers will quickly become dissatisfied, however, as these needs are satisfied trying to motivate staff by just adding more hygiene factors such as wages or work hours is an inefficient and short term solution. A better way would be to appeal to their higher level needs by giving them more responsibility or giving them greater scope for advancement, in this way the individuals goals are satisfied as well as those of the business. The two factors are the following: Hygiene Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: * Company policy and administration. * Wages, salaries and other financial remuneration. * Quality of supervision. * Quality of inter-personal relations. * Working conditions. * Feelings of job security. Safe has implemented its own hygiene management, a review of cleaning standards within stores has commenced with the objective of building on existing cleaning procedures. This has involved a comprehensive review of their cleaning procedures assessing developments in the cleaning industry to enable the best and most effective use of consumables and equipment used to clean their stores. Motivator Motivator factors are based on an individuals need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: * Status * Opportunity for advancement * Gaining recognition * Responsibility * Challenging / stimulating work * Sense of personal achievement * Personal growth in a job * McGregors theory X and theory Y Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 1960 book The Human Side of Management, he suggested that there were two types of employees each with different needs. McGregors X-Y theory is a simple reminder of the natural rules of managing people, which under the pressure of day-to-day business are easily forgotten. He also argues that the type of employee a person will become is influenced by the management style they are under. Theory X It conveys negative view of human nature, but is the primary source of most employee motivation. A Theory X manager assumes the following: * Work is inherently distasteful to most people, and they will attempt to avoid work whenever possible. * Most people are not ambitious, have little desire for responsibility, and prefer to be directed. * Most people have little aptitude for creativity in solving organizational problems. * Motivation occurs only at the physiological and security levels of Maslows Needs Hierarchy * Most people are self centred and must be closely controlled and often pushed to achieve business objectives. * Most people resist change. Theory Y This argues that employees gain reward from the job itself and are not money motivated, a theory Y manager makes the following assumptions: * Work can be as natural as play if the conditions are favourable. * People will be self-directed and creative to meet their work and organizational objectives if they are committed to them. * People will be committed to their quality and productivity objectives if rewards are in places that address higher needs such as self-fulfilment. * The capacity for creativity spreads throughout organizations. * Most people can handle responsibility because creativity and ingenuity are common in the population. * Under these conditions, people will seek responsibility. * Maslow`s hierarchy of needs Maslow`s theory consisted of two parts the classification of human needs and consideration of how the classes are related to each other. The classes of needs were summarized by Maslow as follows: A person starts at the bottom of the hierarchy and will initially seek to satisfy basic needs (e.g. food, shelter).Once these physiological needs have been satisfied, they are no longer a motivator. The individual moves up to the next level which is safety needs at work could include physical safety (e.g. protective clothing) as well as protection against unemployment, loss of income through sickness etc. Social needs recognize that most people want to belong to a group, these would include the need for love and belonging (e.g. working with a colleague who supports you at work, teamwork, communication) Esteem needs are about being given recognition for a job well done, they reflect the fact that many people seek the esteem and respect of others even perhaps a promotion at work might achieve this. Self-actualization is about how people think about themselves which often measured by the extent of success or challenge at work. Maslows model has great potential appeal in the business world. The message is clear if management can find out which level each employee has reached, then they can decide on suitable rewards. * Taylors principles Frederick Taylor in his 1911 book Principles of Scientific Management intensified the view that employees are motivated by money. Taylor discussed what he called a struggle for control of production between management and labour. In order to control production he developed methods for the measure and design of machining methods as part of a general plan for increasing the planning functions of management. By management planning and providing the support to show the workforce how best to do the job. It showed this clear line and staff organisational structure, productivity would increase because the employee recognizing the higher output would lead to higher pay. Taylors principles would support the use of these three pay systems, which are as follows: * Performance Related pay (PRP) Performance related pay has been much advocated by governments as a means of promoting labour market flexibility and generating higher productivity, this links output and performance to pay. Due to employee ability to reach specific targets they receive bonuses, PRP rewards good performance so it should motivate. Small increases can prevent feelings of dissatisfaction but to create motivation in a person who will be motivated by money it is necessary for the amounts to be large. Some think that this demotivating employees because it categorises them as good and bad performers because they fail to achieve their targets. * Piece rates Employees are encouraged to produce as much output as possible and maximize productivity, this allows employers to identify good performers. It provides employees with a variable income and payment is directly linked to output. Although by paying for quantity not quality, standards can be sacrificed as employees strive to gain rewards. * Commission based pay Is for sales staff and employees and are paid a percentage of the value of goods they sell. This motivates employees because due to the level of their salary is determined by their own performance ad help sell the company products. There is no doubt that the human resources management constitutes one of the important elements which contributes to the success of a business. Besides capital, the element of human resources management requires proper utilization, planning and investment. Investing in human resources includes staff training and development, motivation, recruitment and their wellbeing so that they can be retained in order to carry out their tasks and avoid the unnecessary turnover. Promotion, improvement of staff working conditions, better salaries all contribute to the high standard of production and to the high level of competition in the market. The healthier way of using capital is positively related to the better human resources management. Qualified human resources improve the competitiveness of business and allow it expansion. As the production technology develops and improves almost on daily basis, it is necessary to have staffs who are properly training to use the new technology. The use of new technology will allow competing with other businesses, reducing costs of production and increasing business profits. Safeway works very hard to maintain their competitive edge, but there will always be times when products are cheaper in one supermarket chain than another. In fact there are often times when Safeway are cheaper and they aim to stay ahead of their rivals by offering the best balance of quality and value and they trust that customers feel that in general they succeed. Here are some of their pioneering initiatives in this area: * Every week they offer customers great value promotions in Safeway Mega-Deals leaflet. * They were one of the first to introduce an economy range, Safeway Savers, which offers low prices. Conflicts may arise between different human resources management within the same business activities due to lack of coordination, understanding and proper planning. Activities need to be coordinated before undertaking. Conflicts can cause lost time, resources, and efficiency in any work team. But when managed well, conflicts can result in new ideas, more informed decision making, and better performance. But managing conflict effectively requires skill, knowledge and experience. These days every organization must train its employees to effectively manage conflict and resolve issues that block performance. If this were to occur at Safeway they should again need to use communication skills to avoid this problem, because this is a simple conflict that can be resolved by simple communication with the two human resources functions. If this was done they will see that the employee was the one who was not following his training techniques. However the member of staff may have not been trained and the performance management team may think he has and think his performance standards are not acceptable. These tools will help training and human resources professionals to provide members of their organizations with critical Conflict Management capabilities. These training programmes include workshops on management, leadership, communication, negotiation and diversity. Conclusion Effective Human Resources management is critical to the success of any firm. Human resources practices will contribute to the greater financial performance and productivity as well as reduced employee turnover. The changes expected in the next twenty years will cause many challenges to human resource professionals. Therefore, in order to facilitate these changes, many roles and competencies must be developed and the necessary tools such as information technology should be sought to aid along with the process. Over the last 20 years, the workplace has changed in more ways that one could have ever imagined, resulting from the increase in technology, innovation and globalization. The next decade will bring even greater change, impacting all facets of the workplace, including major changes for the Human Resources Department and human resource managers. In order to respond to the demands of globalization, HR managers will require new skills and competencies relating to language and culture, technological capabilities to facilitate overseas communication, methods to measure and quantify effectiveness and evaluate strategies and return on investment. Evidently, these new skills and competencies will result in an emerging new role for HR managers, requiring them to be strategic business partners, supportive of the overall corporate strategy. The future of role of human resources professionals will change from a less administrative role to more of a strategic role (Workforce, January 1998, 89). HR managers will continually be required to prove their effectiveness and their existence. They will be expected to understand international business practices and promote cultural diversity within the organization. They will need to understand the core business of the organization and become partners with line managers. They will need to prove that their initiatives and programs are results-oriented, providing specific measurable results in terms of business competitiveness that contribute positively to the bottom-line of the organization. They will be required to stay current with leading-edge as more and more organizations are faced with the demands of globalization and strategic alliances with other organizations around the world

The relationship between leadership and followership

The relationship between leadership and followership Leadership is a person or group of people who have taken on the position of assisting others through motivation, good decision making, and a strong commitment to promoting change. Leaders are considered as one of the key success of management of organizations and companies. While establishing goals, an effective leader addresses clear direction, delegates their team against achievement, and leads by exemplar. Leadership and motivation styles vary from individual to individual, it is essential for managers to know and understand leadership, and particular how leadership affects countries and the workplace. However, followers are just as important, without followers there would be no leaders. Leadership has changed a great deal over time. The historical views of leadership differ dramatically from the views of modern times. In the past, leaders were seen as powerful and authoritative. Historical leaders were usually dictators, kings, prophets, or priests. They were not any average person and no one could learn to be a leader, it was an innate characteristic. Almost all historical leaders were male as well. They were rulers and used force and manipulation to get their point across and to get individuals to follow them. Historically leadership began with the trait approach. This approach is what brought about the theory that leaders were born and never made. Another name for this approach is the great man theory. Much of the research about the trait approach was conducted in the 1930s, 40s, and 50s. This theory did not look at the impact that situations may have on leadership, only traits. There were no empirical findings from the trait approach so the research ultimately ended in the 1950s (Barnett, 2003).   Ã‚  Ã‚   Modern leaders are very different from historical leaders. Over the years, a great deal of research and scientific studies were conducted. Through that research, individuals views of leadership have changed and evolved. While there is still debate, the universal view is not that leadership is inherited. People have come to think that leadership is taught and some people even believe that all individuals possess the potential to be a leader.   Ã‚  Ã‚   After the trait, theory proved an ineffective way to determine who would be an effective leader researchers began to look at the behaviors of a leader rather than the traits. Most of that research was done in the 1940s and 50s. The behavioral theory began to look at what leaders actually do instead of just looking at their inborn traits and characteristics. The behaviors of effective leaders are different from the behaviors of ineffective leaders. Two major classes of leadership behavior are relationship-oriented behavior and task-oriented behavior. This theory put into motion the thought that leaders are created and a person can learn to be a leader. This theory also put leadership development into action.     Ã‚  Ã‚   In the 1960s and 70s another leadership theory was introduced, the contingency theory. This theory put forth the idea that factors unique to each situation determine whether specific leader characteristics and behaviors will be effective. In essence, this theory states that a leadership style that works well in one place may not be effective in another. How a leader performs is contingent on their situation and placement rather than just their style.   Ã‚  Ã‚   In the 1970s and 80s even more research was being conducted and through that emerged both the theories of leader-member exchange and charismatic leadership. The leader-member exchange theory states that leaders form high-quality relationships with some of their employees but not others. The quality of those relationships can lead to many different outcomes in the workplace because people are being treated differently. Charismatic leadership theory proposes that effective leaders inspire their employees to commit themselves to goals by communicating a vision, displaying charismatic behavior, and setting a powerful personal example.   Ã‚  Ã‚   In light of the research that formed the modern views of leadership, followership came into the forefront. My first thought when I think of being a follower is negative. I think that most people automatically think negative when they hear of the word follower. In the beginning, I pictured an individual who had no sense of self-worth who goes along with what anyone says; however, is not the case. There is a clear relationship, which takes place between leaders and followers, and the dynamic, which forms the relationship, is essential to the function of both parties. Without followers, leaders would not exist. Leaders need their followers and they need the respect of their followers as well. A leader could have many followers or subordinates in the workplace but if the leader is not respected or accepted that means nothing. According to Gardner (1987) a leader can be given subordinates, but they cannot be given a following. A following must be earned. Leaders and followers must be able to collaborate and work together. It is important for leaders to assist their followers in independent thinking and judgments so that they are able to contribute to the workplace effectively. A leader sees possibilities in individuals and figures out what it takes to motivate them. Aside from the relationship that is essential between leaders and followers there are also people who are considered good followers. According to Kelley (1988), many roles are attributed to an effective follower. Followers are able to think critically and think both inside and outside the box. They are able to manage themselves when they are called upon to do so and they show incredible commitment to the job. Many organizations are cultivating effective followers by instituting training programs and leaderless environments. Overall, a follower is not just a mindless drone who does whatever they are told to do. Effective followers are not only necessary, but also essential, to the functioning of any organization. There is a clear relationship between leadership and followership and the differences between the two are relatively clear. The differences between leaders and managers are not quite as clear. Ideally, a manager can also be a leader as well. Managers are thought to be authoritative and transactional while leaders are charismatic and transformational. Some qualities that are attributed to managers that they are reactive, use routine, are tactical, and are controlling. Qualities that are attributed to leaders are that they use strategy, have a vision, are passionate, and are proactive. Managers seek stability while leaders seek change. While some attributes between the two are interchangeable, the main differences are the ways in which they handle situations. According to Pascale (1990), Managers do things right, while leaders do the right thing. As mentioned, managers are thought to be transactional. Transactional and transformational leadership are two more types of leadership styles. Transactional leaders use a system of reward and punishment. The chain of command is clear and employees are expected to do what they are told. There is also a clear structure in place as well as a system for disciplinary action. Transactional leadership is based on contingency where rewards or punishments are contingent on the performance of the employee or subordinate. Subordinates are usually responsible for their own work and they are held personally responsible for anything that may go wrong even if they did not have the proper resources to carry out the task. Transformational leadership is almost the opposite of transactional. A transformational leader creates trust within their organization and with their employees. They give a sense of energy and enthusiasm to the workplace. This type of leader is caring and not only cares about the bottom line but also about the individual and their success. They have a vision and take the time for others to see that vision as well. While maintaining focus on their primary objectives, leaders must be agreeing enough to listen to other peoples opinions, and ideas. The debate over whether leadership is inherited or learned has been going on for a long time; many people have taken a stand on this topic, and are firm in their beliefs. One view is that we are born with the characteristics to be a leader. People are not made into leaders or taught to be leaders, they just are leaders. They were born with the skills and abilities to lead. The other view is that leadership can be learned. This view believes th at with the proper tools, education, and discipline anyone can learn to be a leader. According to Resnick (2003), leaders must be able to create a vision, build alignment, and effect deployment. He claims that not all individuals are able to achieve all of those things and become leaders. He further states that there are two main reasons why an individual may not possess the qualities of a leader. The first reason comes from our DNA. We are all born with capabilities and inherent characteristics and at some point in our life; some of our skills may develop to the limit of our potential. Some people may be more intuitive then others or some individuals may be extreme extroverts. Those characteristics influence a person to become what type of leader they will be. The second reason is seen as embedded into our character. Our sense of right and wrong, of fairness and justice, and of honesty and integrity is deeply rooted and unlikely to change. Those elements are likely to come from our families, culture, religion, and schooling. There is a chance that an extreme experie nce in life could affect those elements, but overall they usually stay the same. Some individuals, however, believe that anyone can be molded into a leader. Mohr (2000) believes that some of the greatest leaders were created and molded into leaders that they eventually became. Effective and strong leaders consist of government, military, and corporate CEOs, which must be strong enough to get the job complete. Some of those leaders were Abraham Lincoln, Winston Churchill, Martin Luther King, Ronald Reagan, and Sam Walton of Wal-Mart. They are considered educated leaders and became great leaders through hard work, vision, and a laid out plan to succeed. With the proper training, anyone in the business world can become a great leader. Leadership balances strong, forcefulness with accommodation to achieve successful outcomes.   Ã‚  Ã‚   There are many issues surrounding leadership, especially in recent times. I believe that America has become bitter about leadership. Much like the dictators and authoritarians of the past, we have come to fear and not trust our leaders. Many people feel let down by our recent leaders. While we hold on to the hope that things will soon get better, the fact that we are in a very bad situation due to poor leadership is very apparent and still in the forefront.   Ã‚  Ã‚   I believe that the crisis in leadership stems from many areas. The most apparent is the businesspersons who build peoples trust in them only to rob them blind. One of the most recent cases of that is the 50 billion dollar fraud case of Bernard Madoff. Many people, mostly wealthy, put their trust in him and he ripped them off. Another case of that was the entire Enron scandal where so many people lost everything. Those individuals were viewed as powerhouse leaders. People wanted to trust them since they were at the top and promised great things. So many people were let down. The individuals did not have to be personally affected by those incidences, the fact that they happened and are still happening makes people wary of trusting anyone in an authority position, especially in business.  Ã‚  Ã‚     Ã‚  Ã‚  America is in a crisis due to poor leadership. People are losing their homes, retirement accounts are dwindling, the unemployment rate keeps getting higher, and people are living paycheck to paycheck. Those are just a few of examples of the extreme crisis we are in. Our leaders have taken a part in creating that crisis and have done nothing to remedy it. We talk about a crisis in leadership however; I see it as a crisis in lacking an effective leadership. It may sound the same but I think the two are different. Ineffective leaders did not create the entire crisis in America but they have done little to help it either. I think there is a crisis in leadership but I think our leaders are in crisis as well.   Ã‚  Ã‚  I believe there will always be a crisis in leadership, even if the government was liked and the economy was not in a recession, I think the answer would still be yes. We live in an imperfect world and there are no perfect people. There will always be someone, somewhere who has been let down by a leader, whether it be a global leader or their own leader at their place of employment. Leadership will never be perfect because we, as human beings, will never be perfect. For that reason, alone I believe there will always be some sort of crisis in leadership. I believe that leadership can be both inherited and learned. I think that many people are born to be leaders. Their personalities are mapped out in a way that they just happen to possess all of the qualities of a great leader. I do not believe, however, that all people who are born to be leaders actually realize that potential. Their environment or upbringing, just to name a few, could stifle that potential and they may become followers after all. On the other hand, I think that people can learn to be leaders, but I do not think this applies to everyone. It is not universal. I do not agree with the notion that every person can be taught to be a leader. I feel as though some people just do not fit into the leadership personality type or they are so comfortable not taking the role of leader that they cannot learn any other way.

Frail Males in Margaret Laurence’s A Bird in the House :: Bird House

Frail Males in Margaret Laurence’s A Bird in the House Kristjana Gunnars suggests that â€Å"Canada is an unhappy country. No, better still, the Prairies are unhappy. Canadian women are especially unhappy† (Gunnars 122). In Margaret Laurence’s A Bird in the House, the women are indeed unhappy. In the end, however, it is the women who triumph because of their solidarity. The men, due to their solitary states, are unable to maintain their traditionally powerful roles. In these short stories, the men appear to be the leaders of the household, but the women have the greater but subtler power. The men do not lend each other support, while the women are often willing to lend each other a shoulder to cry on. Thus, because of their bluntness and solitariness, the men in A Bird in the House are dethroned from their traditional seats of power in male-female relations, male-male relations, and in female-female relations where their absence is not missed. An imposing character in A Bird in the House, Grandfather Timothy Connor’s power over his household is also a sign of his weakness. The house that he built is â€Å"part dwelling place and part massive monument† (Margaret Laurence 3). Grandfather Connor, a pioneer in Manawaka, is a monument himself and is often associated with his architectural feat. The title of Margaret Laurence’s novel is A Bird in the House; Grandfather Connor is the house that both shelters and entraps the people – especially the women – in his life with his actions. With a stranglehold on his household, Grandfather seems to fit into the traditional male role as the authoritarian but is plagued by guilt and loneliness. He uses his anger as a shield and a mask; he â€Å"demands strength because he is afraid of weakness† (Jon Kertzer 43). Early in his marriage, Grandfather Connor had an affair with a girl in Winnipeg but his wife Agnes â€Å"never told him she’d considered leaving him† (Laurence 85). This places Agnes in a position of higher power: she is virtuous, and Timothy knows that she may be too good for him. As Uncle Terence remarks: â€Å"Another person’s virtues could be an awful weight to tote around. We all loved her. Whoever loved him?† (86). Because his family loves Agnes and will happily obey her, Timothy attempts to reassert his power by being strict and demanding.

Vocabulary Words APUSH

William Crawford – he ran as a Democratic Republican candidate for Preside .NET of the United States in 1 824; his greatest political enemy was John C. Calhoun, who was initially in favor of the protective e tariff, internal improvements, & the national bank; he returned to Georgia and was appointed judge of the northern circuit court in 1827 6. Andrew Jackson – he was the first President from the West; he was like Thou magnifiers, he sought to reduce role of federal government in favor of states' rights; he did not like Henry Clays â€Å"American Sys stem† 7. John C. Calhoun -? he served as secretary of war under James Monroe.In the e Election of 1 824, he was elected vice president under John Quince Adams. In the Election of 1828, he retained the vice preside once, this time under Andrew Jackson 8. Revolution of 1828 – balance of power shifting from the East to expanding west. America, until now, had been ruled by educated wee Itty elites -? Federalist s hippers and Jeffersonian planters 9. Spoils System – the method of employing and promoting civil servants who are friends and supporters of the group in power. President Jackson made more staff changes than any previous president, firing g many people and replacing them with his own 0.Tariff of Abominations – In 1828, the United States government increased the prices of their imported goods by as much as 50 percent. South Carolina asserted that these taxes on imports were unfair a s a tax on Southern agriculture for the benefit of Northern industry 11 . Denmark Vessel – He was a free black slave who lived in the Carolinas and led a slave rebellion in Charleston in 1822. This slave rebellion was part of what led to the anxieties of the South especially in South Carolina. The Missouri Compromise and the slave rebellion caused the South to worry about Federal government interfere CE in slavery 12.South Carolina Exposition & Protest – It was drafted secretly by Episodes .NET John C. Calhoun, and presented to the state's House of Representatives on December 1 9 by a special committee charged WI the formulating a response to the federal protective tariff passed earlier that year. Although not adopted by the House, 4,000 coop sees of the states' rights manifesto were printed and distributed at state expense; it proposed that each state in the union counter the tyranny of the majority by asserting the right to nullify an unconstitutional act of Congress 3.Nullification – the streetlights doctrine that a state can refuse to recognize e or to enforce a federal law passed by the United States Congress 14. Tariff of 1832 – it lowered duties to 35% from about 50%, or the 1824 level ; it fell far short of meeting all of the Southern demands; South Carolina called upon state legislature to make necessary mil tart preparations if President Jackson tried to send troops to enforce this act 15.Tariff of 1833 -? it was authored by Henry C lay, and it was a compromise o n duties; it defused the sectional crisis and set out timetable for staged reductions in import duties that put these taxes on a d onward path until 1 860 16. Force Bill – it would allow the President of the United States to enforce a f deader law without permission of Congress; it also gave humorists to use the navy to board ships and collect duties before the eye reach S. C. 17.Five Civilized Tribes – the Indian nations (the Cherokees, Chickasaws, Choc scats, Creeks, and Seminole) that lived in the Southeastern United States until the 1 8205, most of whom were removed to the Indian Territory from 183042; most of them had et up formal governments before removal modeled after the U. S. Government NT 18. Indian Removal Act – Congress orders that all indigenous people living in t he southeastern part Of the country be relocated to a newly designated territory west of the Mississippi River 19.Trail of Tears – the forcible reloc ation and movement of Native Americans , including many members of the Cherokee, Creek, Seminole,and Choctaw nations among others in the United States, fro m their homelands to Indian Territory (present day Oklahoma) in the Western United States 20. Bureau of Indian Affairs – a division of the Department of the Interior that administers federal programs benefiting Native Americanization. 21 . Black Hawk – the leader of a faction of Auk and Fox Indians. Antagonistic to whites settling in his people's territory, he joined the British in several battles in the War of 1812.In 1832, he led his pep plea across the Mississippi to resist further white encroachments. The Illinois militia began attacking Black Hawk and his people in 1832, and Black Hawk was taken prisoner the following year. 22. Solaces – rose to prominence during the Second Seminole War, where his brilliant guerrilla tactics in the Florida swamps earned him the admiration and respect of the many United S tates Army office RSI who tried to capture him. Solaces and other Seminole refused to sign the Treaty Of Fort Gibson, which would have ceded their Florida homeland.In December 1835, during what became known as the Second Seminole War (183542), Solaces and a baa ND followers ambushed and killed a government agent, Wiley Thompson, and several others. Army troops arrested him in Cot beer 1837, while under a flag of truce. He was imprisoned, first at Fort Marion in SST. Augustine, Florida, and later at Fort Mom letter, near Charleston, South Carolina 23. 2nd Bank of the US – was the most powerful bank in the country. Its pres dent, Nicholas Fiddle, set policies that controlled the country's money supply. President Jackson disliked the bank. He thought t had too much power.He felt that the bank's policies favored wealthy people and hurt the average person. To operate, the bank needed a charter from the federal government. Its charter was scheduled to expire in 1836. But Fiddle ask ed Congress to Rene ewe it in 1832. That was an election year. Fiddle thought that Jackson would agree to the renewal and not risk being defeated. But Jackson took the risk. Jackson vetoed Congress's renewal of the bank's charter. He said the bank was unconstitutional al. The Supreme Court had ruled that the bank was constitutional. But Jackson claimed that elected officials could judge whether a law was constitutional for themselves.They did not have to rely on the Court. Jackson's opposition to the bank was a major sis u in the 1832 election. The people agreed with Jackson. After Jackson worn, he set out to destroy the bank. He took federal m none out of the national bank and put it in state banks. As a result, the national bank went out of existence 24. Nicholas Fiddle – became president of the Second Bank of the United Stats sees in 1823, vowing to create an actual national currency and to achieve â€Å"a more enlarged development of its resources and a wider extension o f its sphere of usefulness. 25. Bank Charter – Searching for an issue to use against Jackson in the preside initial campaign of 1832, Clay forced Jackson's hand on the Bank. Clay convinced Fiddle to apply to Congress for a new chart err, even though the current charter would not expire until 1836. Confident of congressional approval, Clay reasoned that he had Jackson trapped. If Jackson went along with he new charter, Clay could take credit for the measure. If he vetoed it, Clay co old attack Jackson as the enemy of a sound banking system. Clay's clever strategy backfired.Jackson turned on him and t he Bank with a vengeance. As he told his heir apparent, â€Å"The bank, Mr.. Van Burden, is trying to kill me, but I will kill it! † Jacks n and his advisers realized that the Bank was vulnerable as a symbol of privileged monopoly, a monstrous institution that d prided common Americans of their right to compete equally for economic advantage. Moreover, many of these adviser s were also state bankers and local developers, who caked Jackson precisely because they wanted to be free of federal restraints on their business activities. 26.Bank Veto – On July 10, 1832, Jackson vetoed the recharging bill for the B ann. in a message that appealed both to state bankers and to foes Of all banks. He took a ringing â€Å"stand against all new grants Of monopolies an d exclusive privileges, against any prostitution of our Government to the advancement of the few at the expense of the many. † 27. Intimations Party – It was based on distrust and dislike of the secretive Freemasons. Outrage reached a fever pitch in the I ate asses and early asses, fueled by the 1826 disappearance of William Morgan, a bricklayer who had written a book about the society's alleged secrets.The Masons were rumored to have murdered him. In 1831, the is party became the first to select its presidential nominee at a national convention, and the first to issue a party platf orm. Thee r candidate William Wire carried Vermont in 1832 but could not even come close to ousting Andrew Jackson from the presidency y. The party soon died out, and many members became Whig. 28. Democratic Party – Favored local rule, Favored Limited Go Vermont, Favored Free Trade, Favored Equal Economic Opportunity for White Males, Opposed Monopolies, Opposed a National Bank, Opposed High Tariffs, Opposed High Land Prices. 9. Pet banks – On September 1 0, 1833, Jackson removed all federal funds from the Second B ann. of the U. S. , redistributing them to these various state banks 30. Specie Circular -? in 1836, Prestidigitation authorized the Treasury to issue a decree that required all public lands to be purchased with â€Å"hard,† or metallic, money. This drastic SST pep slammed the brakes on the speculative boom, a kneecapping change of direction that contributed to a financial panic and CRA h in 1837. 31.

Book Title Ideas 6 Actionable Steps to Choose a Book Title That SELLS

Book Title Ideas 6 Actionable Steps to Choose a Book Title That SELLS Book Title Ideas: How to Choose the Perfect Title for Your Book I get how frustrating it can be.Writing the book might seem like the most difficult partand then you have to actuallytitle the darn thing!When it comes to writing a book,coming up with reasonable book title ideas is surprisingly one of the hardest parts to complete. It’s difficult because titles are essentially short hooks that advertise your book using the fewest words possible.It’s also what readers look for first whenthey discover new books, and can take less than 5 seconds to make a decision.This is why it’s so crucial to craft a perfect name. Heres how to come up with book title ideas:Write down the problem youre solvingCreate a subtitle to clarifyMake it memorableMake sure its genre-appropriateCreate it to stir intrigueInclude your character in the titleTo help spur your creative process, we’ve created a few essential guidelines for you to follow as you craft the perfect book title ideas for your masterpiece.Since there are different title considerat ions for fiction and non-fiction, we broke these two topics down separately into:How to Choose a Book Title for Non-FictionHow to Choose a Book Title for FictionLet’s create your selling title!NOTE: We cover everything in this blog post and much more about the writing, marketing, and publishing process in our VIP Self-Publishing Program. Learn more about it hereHow to Choose a Book Title for Non-FictionAs you begin crafting your book title ideas for your non-fiction book,the key is knowing that non-fiction readers are looking for solutions.Whether it’s losing weight, becoming a master in sales, or becoming better at fostering relationships, they’re simply looking for a book that will solve their problem. To leverage this idea, here are a set of rules to consider:#1 Your Title Must Include a Solution to a ProblemYour title should be crystal clear on what your readers will achieve by reading your book. Experts say that a title with a clear promise or a guarantee of results will further intrigue your readers.Here are some questions to consider when creating your title:Are you teaching a desirable skill?Can your personal discoveries impact someone’s life?Can your book solve a very difficult problem?Here are our favorite book titles that offer a clear solution to a problem with promising results:Asperger’s Rules!How to Make Sense of School and Friendshipby Blythe GrossmanHow Not to Die: Discover the Foods Scientifically Proven to Prevent and Reverse Diseaseby Michael GregerThe 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Richby Tim FerrissBook Title Ideas Action Plan:Write down the best solutions or teachings your book offers and form these into potential book title ideas.#2 Use a Subtitle for ClarityA great non-fiction title employs a subtitle to clarify what the desired outcome will be from reading yourbook.In this video clip, Chandler explainsin 5 simple steps how to create a compelling subtitle:Here are some questions to consider when creating your subtitle:How can your subtitle further expand on achieving a desirable outcome?What are the biggest pain points that yoursubtitle can provide a solution for?How can you further address your innovative solution in the subtitle?Here are our favorite book subtitles that spell out what their readers can expect from reading their books:The Crossroads of Should and Must:Find and Follow Your Passionby Elle LunaBetter Than Before: Mastering the Habits of Our Everyday Livesby Gretchen RubinWork Rules! Insights from Inside Google That Will Transform How You Live and Leadby Laszlo BockBook Title Ideas Action Plan:Make a list of 10 attention-grabbing subtitles that promise big outcomes and other positive benefits.#3 Make Your Title UnforgettableCatchy titles are memorable, boring titles are not. So make an effort to be more creative and fun with your book title! Use alliterationsto make your title easier to read and remember. A memorable and light-heart ed title adds additional character to your book and is also a great way to attract readers.Here are some questions to consider when creating your memorabletitle:Will a fun title turn a normally boring subject into something more interesting?Will adding humor to your title further entice readers?Will a cleverly written title stand out from other books in this genre?Here are our favorite books that engaged us with clever titlesand subtitles:Me Talk Pretty One Dayand Let’s Explore Diabetes With Owlsby David SedarisTrust me, I’m Lying: Confessions of a Media Manipulatorby Ryan HolidayFreakonomics: A Rogue Economist Explores the Hidden Side of Everythingby Steven D. LevittBook Title Ideas Action Plan:Experiment with different types of styles and poll your audience to determine whether a comedic, shocking, or even bizarre title will be the most appealing to your target audience.No matter which method works best on creating a compelling title for nonfiction books, a good thin g to remember is to always test multiple titles with different audiences to determine which book title generates the biggest response.Getting good feedback is the only way to know for certain which title is perfect for your book.How to Generate Book Title Ideas for FictionGenerally, fiction titles are allowed more creative wiggle room than their non-fiction counterparts. That being said, an effective fiction title must still pique your readers’ attention. And while it’s true that you can title your fictional book with random names, it still mustcatch the reader’s attention.Here are some key guidelines to keep in mind:#1 Your Title Should be Appropriate to Your GenreYour novel title should use language that resonates with both your genre and target audience. For example, a romantic book can call for dreamy language whereas an action book can warrant strong and powerful words.This means that you mustknow your books genre and words that best fit the style of title .Here are some questions to consider for appropriate genre titles:What genre best fits this story?Which are the perfect choice words for your genre?Here are our favorite fictional titles based on genre:Ready Player Oneby Ernest ClineThe Great Gatsbyby F. Scott FitzgeraldThe Godfatherby Mario PuzoBook Title Ideas Action Plan:Based on the genre of your book, pick out a few keywords that best suit its category and evoke strong emotions in your readers.#2 Your Book Title Should Pique YourReader’s InterestA great fiction title teases and leaves your audience wanting more. You want your audience to read your title and think, â€Å"I must read what’s behind that great book cover!†Create fictional titles intriguing enough tocapturethe imaginations of your readers, and get to them to read your story.Here are some questions to consider on how to pique interest with your title:Which key components of your story best captivatesyour readers?What emotions do you want your re aders to have once they read your title?Here are our favorite fictional titles that drew our attention:Fahrenheit 451by Ray BradburyThe Da Vinci Codeby Dan BrownFear and Loathing in Las Vegasby Hunter S. ThompsonBook Title Ideas Action Plan:Choose a theme that will best draw your reader’s attention. Come up with 5 titles that will catch your reader’s attention and pique their curiosity.#3 Look to Your Characters for Book Title InspirationA great book title captures the spirit of the protagonist. Some authors simply use the hero’s name for their  title.Others have combined the names of their hero along with their special qualities to inform the audience about their protagonist’s accomplishments like Charlotte’s Web by E.B. White.On the flip-side, a formidable antagonist can also be an amazing book title.Asinister name can convey a sense of dread and expectation for what’s to come like Doctor Sleep by Stephen King. Both choices are great ti tle ideas and should be seriously considered for your fictional book.Here are some questions to consider when including a character as a title:Between the hero and villain, who impacts the story more?Are there any stunning qualities from your characters that will draw a reader’s emotion?Can the plot of the story be summed up as a title?Here are our favorite fictional books that use characters for its title:Harry Potter(Literary Series) by J. K. RowlingBridget Jones’ Diaryby Helen FieldingEnder’s Gameby Orson Scott CardBook Title Ideas Action Plan:Determine which character best conveys what the story will tell in your title. You may also include creative words or themes to further showcase the character’s unique qualities or the journey itself.Your Next StepsUltimately, the title of your book depends on you, the author. By following these constructive guidelines, you will be able togenerate a number of book title ideas you can use to find the perfect one t hat grasps the attention of readers and soon become an Amazon bestseller in no time!#1 Join your FREE training!This training was created just for you. Make sure to save your spot and sign up right now so you can learn exactly what it takes to write and publishyour book within 90 daysor even less!You wont find this guide anywhere else. Take advantage of this offer so you can spark multiple book title ideas in as little as an hour!