Microbes are everywhere Essay Example for Free

Microbes are everywhere Essay The experiment performed in the Lab was isolation of microbes taken from us and the environment. We used Nutrient Agar which is a growth medium used to culture microorganisms or small plants and Sabourand Dextrose Agar plates used to cultivate moulds and yeasts. The objective of it was to demonstrate that microbes are everywhere. We expected to find a variety of bacteria, moulds and yeasts. We were introduced to aseptic techniques as they help ensure that only certain microorganisms are present in the plate. These methods also guarantee that microorganisms do not escape from the specific petri dish, contaminating the laboratory and possibly causing disease. Describe features of colonies. Materials required: Nutrient Agar plate (N. A. ) Sabaround Dextrose Agar plates (S. D. A. ) 4x sterile Swabs 1x Diluent (universal bottle) Method: Firstly, NA plate was exposed to microbes from me using sterile swabs. The swab was scrubbed inside my nails and then rubbed over ? of the plate. Secondly, for the environment- the swab was dipped in diluent to moisten and then applied to the drainage pipe from the laboratory. This swab was rubbed over the second half of the plate. NA plates were incubated inverted at 37oC for 48 hours. We repeated the procedure with the SDA plate at 22oC for 5 days. All plates were labelled with our initials, part of the body/environment swabbed, incubation temperature and media used. Results obtained: Moulds are actually fungi, and they often appear whitish grey, with fuzzy edges. They usually turn into a different colour, from the centre outwards. Examples are shown below: On the right hand side we can see a circular green mould colony and round yeast colonies. Left hand side of the plate shows round bacterial colonies. The dominant colour is cream. However, we can appreciate a round colony in a pinkish colour. We can see mould colonies in a yellowish colour at the top. However, the handle’s side appears to have a darker colour and a green patch. It is interesting the way the mould has divided so rapidly that we can barely differentiate the two halves of the plate. The mould from the air conditioner could have contaminated the handle section. We can also notice small pinkish colonies in the centre of the air conditioner’s sample. The bottom of the plate has black, yellowish and light green patches. In the sample taken from my nails we could see an agglomeration of a larger number of bacterial colonies. Colonies appeared punctiform with a wavy form and cream in colour. Unfortunately we could not see any sign of growth in the sample taken from the drainage pipe. We aimed to see microbial growth of each sample with a variety of bacterial colonies with several shapes and colours. Perhaps microorganisms taken from the drainage pipe were in the lag phase of growth and needed a longer or different type of incubation. As per sample taken from the cheek we can distinguish several bacterial colonies circular in shape. Each distinct circular colony should represent an individual bacterial cell or group that has divided repeatedly. Some fungi and moulds can cause a variety of skin diseases such as athletes foot, jock itch, and ringworm. They can also cause pulmonary and internal infections. However, others are beneficial such as Penicillium which produces the antibiotic penicillin and Saccharomyces is the yeast used to make bread rise and to brew beer. Many bacteria are dangerous pathogens such as Salmonella (food poisoning), Bacillus anthracis (anthrax), MRSA responsible for many serious infections. Nevertheless not all bacteria cause diseases. Lactic Acid bacteria enhance health and protect us against pathogens and carcinogens. There are many different types of bacteria in our mouth and intestines that produce some vitamins and ferment fiber to produce short-chain fatty acids. Microorganisms are essential on Earth. On the other hand, we can appreciate the importance of hygiene in our daily lives to avoid harmful levels of pathogenic bacteria and fungi.

Analysis of the Star Wars Films

Analysis of the Star Wars Films A change in the force When I think of the term A Heros Journey the first image that comes to mind is Luke Skywalker standing proudly holding an outstretched lightsaber pointing to the stars with Princess Leia kneeling at his feet clutching a blaster as depicted on the cover of the 1978 movie Star wars IV: a New Hope. Like millions of other children, this film was, unknowingly, my first introduction into the idea of heroic archetypes. It was a story of a heros awakening and the struggle between the forces of light and dark, with glorious space battles, cocky space pirates and a pretty princess. I would watch the VHS tape multiple times a day. It had a very profound impact on my young mind and although the concept was used many times before, its sci-fi themed setting was more than enough to attract the attention millions of other kids and adults alike. It is well documented that George Lucas was heavily inspired by joseph Campbell (1904-1987) and his work, The Hero with a Thousand Faces (1949). In this Campbell outlines what he calls the heros journey; this is a motif of adventure and personal transformation that is used in nearly every cultures mythical framework. This is mirrored in A New Hope where in act one of the heros journey we meet Luke Skywalker who lives on the desert planet of Tatooine and works on his uncles moisture farm. It is soon after we learn of Lukes dreams of becoming a pilot but is bound by his obligations to his uncle to help with the harvest which will be ripe soon. When he receives the message contained within the R2-D2 droid from a princess in obvious distress it serves as his call to adventure and inspires his first steps on his journey which will lead him to Obi Wan Kenobi, his future mentor. Luke initially denies the call only changing his mind when his family and home are destroyed, only then accepting the first stage of his journey which is to rescue the princess. The second act is generally when the hero meets allies, enemies, undergoes life and death conflict and completes the main task in his journey. This can be seen when Luke and Ben enlist the services of rogues Han and Chewbacca and experience their first confrontation with the evil empire. As Luke escapes Tatooine in search of the princess on the planet Alderaan it is truly the beginning of his journey as he ventures into space on his quest. Luke receives training from Obi Wan and bonds with Han during this time and eventually meets the princess by the end of act two. Luke is also portraying similar characteristics of the epic hero during this time, starting in his humble beginnings as a farm boy to completing a task meant only for him and displaying many ideals of the epic hero such as morals, strength, faith, intelligence and bravery. While all these characteristics are vital to fulfil the epic hero role, it is faith that Luke must find in the force before he can truly achieve his heroic status. When Luke and the crew of the Millennium Falcon are captured by the death star, the audience is unsure if they will succeed in escaping and weather they rescue the princess along the way. Of course our hero finds the princess and achieves the goal while nearly being killed along the way. Luke escapes the death star and his task is achieved. Over the course of the second act Luke begins to displayÂÂ   the qualities of an epic hero, Luke is seen as morally positive intelligent man, optimistic about his mission and displays strength and bravery in a number of ways. His faith in the mystical force also develops as he preservers to continue forward after the death of his mentor Obi Wan. In the third act Luke displays what he has learnt over the course of his journey. It is only then that the hero can gain the true reward -in Lukes case this is knowledge. Lukes final task is to aid in the destruction of the Death Star and will only return if his mission is a success otherwise he will be killed and his journey will be over. During the final assault Luke displays growth as a hero, his belief in the force and his alliance with friend Han Solo further shows his hero status. Luke uses his new knowledge gained from his journey and the force to destroy the Death Star and save the rebel alliance from total destruction. It is at this point Luke Journey comes to an end for a New Hope but is continued by Lucas over the course the trilogy, this even continues into the latest instalment, The Force Awakens released in 2015. Although I have focused on Lukes role up until this point is also important to note the other archetypes present in The Star Wars movies.Firstly is Han Solo who is possibly the most beloved character in the original trilogy. This is mostly because of his bad boy image and that he is a cynical anti-hero figure and a bit of a cowboy who relies mostly on courage and the use of his blaster to escape tight situations. He is an independent and strong character as his name SOLO would suggest. In the first film Han can be seen as a shape shifter, perceived by the main character as someone he is unsure of trusting. Hanss intentions are hidden as well as his loyalties as he doesnt want to care about the rebellion or their struggle against the empire. He only wants to care for himself and problems directly affecting him. In the final moments of the battle at the end of Episode IV Han comes to Lukes aid and ends up joining the struggle with the rebels. Hanss journey is more about learning to car e for others rather than just about himself, this journey continues throughout the second and third films as Han the proven warrior now learns to love. Han is accompanied through the trilogy by his trusty companion Chewbacca. It is common for a hero to befriend a beast along the way as this helps the hero to be reminded of the natural world. Lukes main companions include the droids C3PO and R2-D2. They mostly serve comic relief and the everyman archetype. They react to situations much like the audience would if they were thrown into the action. They cower and flee from danger but are also the heralds who issue challenges to the hero as well as announce the coming of change in the heros future. R2-D2 also serves as the Catalyst of the story. He is passionate and helpful, and is completely dedicated to the cause, he delivered the first call to arms to Luke and eventually accompanying him to his next stage of training with the last remaining Jedi master Yoda. Yoda, similar to Obi Wan before him is the old man mentor archetype, although he also embodies multiple archetypes also. When Yoda first meets Luke in the swamps of Dagobah, he is the trickster who is pretending to be a senile old creature, later it is revealed that he is a threshold guardian who is protecting the wisdom and secrets of the Jedi order until the hero proves himself worthy of such gifts. These secrets also contain the truth about Lukes family and the eventual downfall of his father, Anakin Skywalker. Yoda is also represents the oracle that possesses the ability to see beyond the present to future possibilities. Lukes father Anakin Skywalker experiences a true Visionaries arc throughout the series. From a simple slave on Tatooine to becoming one of the last Jedi knights, he remained committed to the order until a vision of his dying mother and death of his beloved wife lead him to the dark side only to be reborn as the tyrannical Darth Vader. Vader is committed to the vision of the empire and remains its most staunch supporter until the undeniable force of change returns him to the light side of the force. This happens as a result of this long lost son Luke who he sacrifices himself to save from the emperor and herald in a new era in the process, which would be led by his children Luke and Leia. Princess Leia represents the feminine in the otherwise male dominated Star Wars universe. In the original trilogy she is firstly depicted as a damsel in distress who is captured by the empire and has to be rescued by the heros. She then reveals herself to be a warrior as she fights to escape the Death Star. Later in the series she takes on a leadership role in the rebel alliance and also a romantic role with Han Solo. In the final film of the original trilogy she is revealed to be the twin sister of Luke Skywalker, thus becoming a female counterpart to Luke with the same strength and potential he has. Leia and her mother Padme are also good examples of what may be perceived as gender bias in the original and prequel trilogies. Aside from these characters the Star Wars universe is practically devoid of female characters. Similar to the society we live in, the Star Wars universe is predominantly patriarchal with characters such as Luke Skywalker and Obi Wan Kenobi garnering more attention with the female characters usually taking a back seat to the action when they are around. Characters such as Luke and Obi Wan show qualities such as loyalty, integrity and bravery in the face of overwhelming odds, while the females are mostly submissive with very few opportunities to be heroic themselves. While the male characters mostly fill the role of the archetypal male hero that the audience is used to seeing, they do have some differences. Han Solo for example is good looking, adventurous with a bad boy attitude while at the same time being irresistible to the opposite sex. Luke Skywalker is also adventurous but is different in that by the end of the original trilogy does not win the girl and forgoes the stereotype of ladies man in favour of the serious hero with a solemn nature similar to the samurai found in the Kurosawa films that originally inspired Lucas. The Jedi from the prequels follow much the same archetypes, female Jedi are present in these movies but are mostly relegated to the background in scenes with no input of value coming from them during the course of the movies. Female villains are also noticeably missing from the films and females in general and are nowhere to be found in the ranks of the Galactic Empire, with the addition to the noticeable lack of alien creatures as well. Although, this may have been a product of the times of the original films production as women in general would not be viewed as legitimate villains. Regardless of the real reasons for this the Star Wars universe is practically devoid of female heroes and villains alike. also worth noting is that the female characters do little to further the cause of the heros and will often get in the way, requiring the heros take time to rescue them. Leia may be an exception to this; she is the most influential female character by far in the Star Wars universe and after the release of Episode IV in 1977 lead to a noticeable uprising in strong female leads in film. Two years later we would see possibly the most heroic female character ever, Ellen Ripley appears in the hit horror movie Alien. With Linda Hamiltons Sarah Connor furthering the cause in 1984s The Terminator a few years later. How much influence Princess Leia had over these characters is easy to see. Leia is headstrong and cocky and when we are first introduced to her she is perceived by the audience as an authority figure being no way over sexualized. Even in the face of her captures she is fearless which is uncharacteristic of the damsel in distress idea. Episode IV is basically a story about a princess who needs to be rescued from the villains stronghold. Women are seen to be on a lower threshold than men and require rescuing as they cannot do so themselves, interestingly, as soon as the male heroes rescue Leia, she takes control of the situation telling the heroes what to do, even rescuing them in the process. At one point she even takes the weapon from Luke to open up a pathway to escape. When they finally escape the Death Star, Leia is also the only one to realise that their escape may have been too easy with the real reason being that they would be used to track the location of the rebel bases. As part of the Rebellion, Leia is also regarded as an authority figure. She orders the all-male rebel pilots around throughout the original trilogy. She is seen as an important and influential strong female protagonist.ÂÂ   Gwendolyn Glover, a noted feminist blogger writes, I know that for many, Princess Leia is a sex symbol. The unattainable and perfect woman. For me, Princess Leia is my feminist icon. She was my first (and pretty much only) female role model for feminism. In a male dominated universe, she stood out as a force to be reckoned with. Tough, smart, and outspoken, she typified everything that I wanted to be,(Glover, 2009). Leias role in Episode IV does a lot for female protagonists in the film industry. With the release of Episode V: The Empire Strikes Back in 1980 Leias character conforms more to the traditional female character roles seen up until then in film. Her romance with Han Solo is a stark contrast to her disinterest in the male leads in the first film and she quickly becomes useless for the majority of the film. In the first 15 minutes of Episode V Han is required to rescue her from the crumbling ruins of the rebel base on Hoth while she displays fear of rodents and requires a male to kill them for her. Which all seems out of place for such an independent character who, in the previous film required none of this attention from her male counterparts and spends the majority of this film falling in love with one of them. One scene in particular stands out in Episode V: The Empire Strikes Back. When Leia is confronted by Han, she is backed into a corner and asked about her true feelings, the male character takes her hands preventing her escape. The scene ends as she succumbs to her feelings and passionately kisses her capture. This scene can easily be construed as disturbing as it may teach men that borderline violent behaviour or intimidation is a viable way to a womans heart. This trend continues in Episode VI: Return of the Jedi when after rescuing Han from Jabba the Hutt, Leia is herself captured and forced to wear a gold bikini and lie at the foot of Jabbas bed with a collar around her neck, waiting to be rescued by a man. in this we see leias change from the first film where she is dresses from head to toe in white to the final film where we see her practically naked creating one of the most iconic images of male fantasy ever to be seen on the big screen. After she is rescued by Luke she succeeds in killing Jabba (who resembles a giant phallus) with the chain that was previously used to hold her. Towards the end of the film, Leia redeems herself by saving Hans life by shooting attacking Stormtroopers in the films final battle. Thus, although Leia conforms to the traditional gender roles, she does project some positive traits throughout the course of the original trilogy. With the release Star Wars: Episode VII The Force Awakens in 2015, popular culture was still lacking adequate female representation and role models. When a woman was cast as the lead character in the latest instalment of the Star Wars Saga it was a regarded as a big deal. Rey, played by Daisy Ridley was both a protagonist and a hero, she has no romantic interests, wears combat outfits and fights villains just like Anakin and Luke in the trilogies before her . Starting out as a scavenger on Jakku she combines some of the best traits of Luke Skywalker, Leia Organa and Han Solo and is both a relatable and believable female lead which is rare to see in films even today. This leads to breaking the stereotype which is present in the earlier films and reinforces the gender balance. Young girls growing up with these new films will have a role model to look up to, while boys will see Rey as a hero regardless of gender. Rey, and her companion Finn mirror well-known initiation myths from mythology: While Finn draws from various Biblical folktales and Celtic myths, Reys story is a updated version of one of the oldest myths, The Epic of Gilgamesh, while adding a feminist interpretation (Glen Robert Gill, 2016). Reys struggle with the main villain Kylo Ren, who is later revealed to be the son of Han Solo and Leia Organa, resembles mythic themes of relations and rivalries between siblings. Although Reys lineage is kept secret from the viewer, the idea that she is a Skywalker would make perfect archetypal sense. When we are introduced to Rey we quickly realise she will follow much of the same traits as J.J. Abrams previous leading female characters such as Jennifer Garner of Alias and Anna Torv of Fringe. Rey is a solitary hero who resides in the desert. Her name evokes ideas of light or solar heroism (Ray) and royalty with Rey meaning King in Spanish. Rey however starts at the bottom of the social hierarchy unlike Gilgamesh. While stranded on the planet Jakku we see her scavenging parts from crashed Imperial ships as a means to survive which may be a forecasting of her future as a rebel. Rey is an inverted feminist version of Gilgamesh that will have to be trained and moulded with the martial tradition of the Jedi order to become a Jedi and possibly even becoming immortal during the course of the new films. Rey is also an orphan similar to Finn that reminds us of many female examples such as Daenerys Targaryen from Game Of Thrones, Jane Eyre or even Annie.ÂÂ   This can have special feminine implications as the search for her family is not just about parental affirmation but also about overcoming social vulnerabilities and inequities. Similar to the first meeting between Gilgamesh and his companion Enkidu, the first time Rey and Finn meet they begin fighting and arguing with each other, only to later find a common purpose. Just as Rey is an inverted feminist Gilgamesh, Finn is an inverted version of Enkidu, Enkidu can be seen as a representation of the natural or uncivilized side of humanity. As Finn is spurred to escape the soulless structure of the First Order to the natural environment of the Resistance by the cold toughness of Captain Phasma, who is the negative projection of the maidenly anima. Phasmas chrome covered armor projects the mythological idea of the mirror, as this symbolizes self-contemplation and self-examination. As Finn and Rey grow closer as friends, we see in them less as deserters (Finn deserted the First Order, Rey was deserted on the desert planet by her family) but an updated version of the archetypal friendship between Gilgamesh and Enkidu. The friendship that develops between Rey and Finn during The Force Awakens reminds us that friendships born in the midst of battle do not need to be exclusively masculine, and do not have to be endorsed or convoluted by a romantic element. When Rey and Finn escape the planet Jakku they are introduced to Han Solo and Chewbacca, the original trilogys version of the same archetypal characters. Han Solos return also brings with it the Jungs archetypal figure the wise old man. Just like Obi-Wan Kenobis role to Luke in A New Hope, Han becomes a mentor figure to our main characters. Han also affirms the existence of the Force to Rey in the exact same location on board the Millennium Falcon as Obi-Wan Kenobi tutored Luke. Soon after our four heroes meet they must work together to escape gangsters who are attempting to capture Solo, the archetypal significance of this is found in the pursuing groups destruction by the hideous rathtars that escape their cages during the course of the action, these snake-tentacled creatures are reminiscent of the mythical Medusa that is itself a demonic incarnation of the yonic symbol that Freud called the vagina dentata(Leah12. 2012) In relation to Reys journey, this can be seen as a parallel of Gilgameshs battle with the monstrous Humbaba. In a archetypal sense monsters are generally projections of the negative self or extensions of the viewers self-image, it is also worth noting that while Gilgamesh decapitates his monster in an egoistic search for prestige, Rey only dismembers her monster to aid her companion, Finn. It is also notable that during Reys martial induction, she generally only uses her developing abilities for defence and enemy persuasion just as the Jedi code demands, and only time she is openly aggressive is when Finn is cut down during his battle with Kylo Ren in the films climax. Rey is basically the 21st century version of Luke Skywalker, a young 20 something character who is possibly the last hope for the Jedi order. Early in the film when Rey first meets Finn and they are fleeing from pursuing Stormtroopers, Finn repeatedly reaches for Reys hand to aid in her escape. Rey snaps at him I know how to run without you holding my hand. She also outmatches the main villain Kylo Ren both mentally and physically during the course of the film. One of the more notable scenes involves Han Solo recognising that Rey is somebody who can handle herself, in one scene in particular he offers to show Rey how to use a blaster to which she replies I think I can handle myself, his agreement reminds the viewer of how Leia saved his life at the end of Episode VI. He then continues to approve of her proficiency without coming across a patronising, even offering her a job alongside him and letting her fly his beloved Millennium Falcon. Rey is also an example of the young, maidenly aspects of Jungs term anima, which describes the archetypal feminine. Like much of Abrams previous work it shows an understanding that the anima does not need to be a companion or object of the masculine self which presumes the perspective of the audience, instead being a representation of that perspective. It has also been claimed that Reys character is whats described as a Mary Sue type anima archetype (Zulai Serrano, 2015), which claims the character can do no wrong, making her a character too unrealistic for some viewers. The rich feminine dimension of The Force Awakens makes itself very apparent with the first appearance of the droid BB-8, who serves as Reys heroic token just as R2-D2 served as Lukes. The figure eight body shape of BB-8 resembles that of theNeolithic Venus, which contrasts against the small phallic structure of R2-D2. BB-8 is what is called ayonic symbol, this is the archetypal image of female embodiment (the chassis of BB-8 houses the reward of the quest which is the map to finding the missing Luke Skywalker, this can also be seen as a sort of rebirth for the character in the process). As stated earlier, the original trilogy had only one main female character and although the Prequels had more female characters their representation was even worse, even going as far as to have Padme (Leias mother) dying of a broken heart in Episode VI. The new film takes steps to address this by having several women in key roles. General Leia is the leader of the resistance and has been allowed to age gracefully on screen, she is seen as the role of leader while still being a mother figure throughout. Over the course of the films Leia has moved from a Princess to a General and from a lover to a leader of the Resistance. Leia also functions independently without either Luke or Han which is very different than the last time we seen her in Return of the Jedi. Leia also conforms to the mature pole of the anima archetype, named by Jung as theGreat Mother. This marks a major archetypal change for Leia from the original trilogies, where she often functioned as the pure aspect of the anima, a role now taken by Rey. Leia still remains a positive representation of the anima as she continues to oppose the negative aspects of the anima, which Jung calls theTerrible Mother. This figure is not represented by one character in particular but by a vast destructive power such as the Death Stars of A New Hope and The Return of the Jedi, and its most recent incarnation Starkiller base in The Force Awakens. Where the Great Mother supports and upholds, similar to what Leia does, the Terrible Mother consumes all, as shown in the Death Stars ability to destroy planets from afar. We are also introduced to the character of Maz Kanata an old, wise mother figure who has been referred to as a female Yoda. It is Maz who gives Rey Luke Skywalkers lightsaber and Awakens the force in her. The fact that this character has been given Yodas role is very noticeable and can be seen as a major step in the gender balance issue. To a lesser extent Captain Phasma as a woman under the Stormtrooper suit is completely new to the Star Wars universe. It is also the first time we see female pilots at the controls of the X- wings during the final assault on Starkiller base which was unheard of before the release of the film. The Force Awakens is a game changer in many respects. It honors and updates the themes and tropes fans expect to find in the Star Wars universe by reiterating and reinterpreting compelling characters and symbology from known mythology. While still retaining its traditional values and fearlessly putting a female character such as Rey as the main protagonist and keeps a healthy mix of old and new characters that continue to transcend their archetype roles. The The Force Awakens can also be seen as more of a reboot than a sequel that builds on the best elements from the previous films and what it promises in the future.Whether the story of the Skywalker family continues throughout the course of the new trilogy is still to be determined but with the inclusion of Rey as the hero a new generation of fans (Male or Female) will look up to promises to bring us in new, fascinating directions. References Andrew Yang. (2015). The Archetypes Of Star Wars . Available: https://www.archetypes.com/the-archetypes-of-star-wars/. Last accessed 04th Jan 2017. Glen Robert Gill. (2016). Star Wars: The Force Awakens: An Archetypal Review. Available: http://brightlightsfilm.com/star-wars-the-force-awakens-archetype-gilgamesh-joseph-campbell-hero-mythic-myth-deepens/#. Last accessed 13th Jan 2017. Gwendolyn Glover. (2011). Women Role Models. Available: http://anna-reinertson.livejournal.com/. Last accessed 04th Jan 2017. John Paul Pianka. (2013). THE POWER OF THE FORCE: RACE, GENDER, AND COLONIALISM IN THE STAR WARS UNIVERSE. Available: http://wesscholar.wesleyan.edu/cgi/viewcontent.cgi?article=1040context=etd_mas_theses. Last accessed 14th Jan 2017. Kristen Brennan. (2013). Star Wars Origins. Available: http://www.moongadget.com/origins/myth.html. Last accessed 7th Jan 2017. Laura Hudson. (2013). Leia Is Not Enough: Star Wars and the Woman Problem in Hollywood. Available: https://www.wired.com/2013/02/opinion-star-wars-females-media/. Last accessed 04th Jan 2017. Leah12. (2012). The Monstrous Feminine. Available: http://monstrous-fem.blogspot.ie/. Last accessed 11th Feb 2017. Lucas Seastrom. (2015). Mythic Discovery Within the Inner Reaches of Outer Space: Joseph Campbell Meets George Lucas Part I. Available: http://www.starwars.com/news/mythic-discovery-within-the-inner-reaches-of-outer-space-joseph-campbell-meets-george-lucas-part-i. Last accessed 8th Feb 2017. Samuel James. (2015). How does Star Wars: The Force Awakens represent women ?. Available: http://screenprism.com/insights/article/what-does-star-wars-the-force-awakens-tell-us-about-its-representation. Last accessed 04th Jan 2017. WD TR. (2016). Star Wars : The Heroines Journey Of rey. Available: http://www.starwarsintheclassroom.com/content/hj/rey_hj.asp. Last accessed 16th Jan 2017. Zulai Serrano. (2015). Star Wars: The Force Awakens: Is Rey A Mary Sue? Twitter Sparks Fanboy Debate. Available: http://www.idigitaltimes.com/star-wars-force-awakens-rey-mary-sue-twitter-sparks-fanboy-debate-499248. Last accessed 20th Feb 2017.

Identity Regulation as a Form of Organizational Control

Identity Regulation as a Form of Organizational Control Introduction I have decided to opted â€Å"Identity regulation in organisations is a form of control that needs to be acknowledged in order to encourage the emancipation of workers†. But before starting my assignment i would like to go through that what Organization is and what’s the real truth behind Organizational Behaviour. Organizations are inescapable features of modern social experience for all human beings. From the remotest village high in the Himalayan foothills to life in a lager metropolis, organizations impact on all aspect of human experience. Now we come to that what organizational behaviour actually is:- Organizational behaviour provides one of the mainstream approaches to the study of management and organizations. Its main sphere of interest is anything relevant to the design, management and effectiveness of an organization, together with the dynamic and interactive relationships that exist within them. Hawthorne studies This theory was directed by Elton Mayo during the late 1920s and early 1930s. These studies first highlighted the complexity of human behaviour in an organizational setting. This on turn led to recognition of the importance of the social context within which work occurred and of the ways in which groups become a significant influence on individual behaviour. Ref: organizational behaviour and management john martin third edition The Meaning of Organizational Behaviour Organizational behaviour is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central, its concern with invidual and group patterns of behaviour makes it an essential element in dealing with the complex behaviour issues thrown up in the modern business world. Ref: (Financial times Mastering management series) First we are going to start with the Management as an integrating activity;- Management as an integrating activity Management is the cornerstone of organizational effectiveness, and is concerned with arrangement for the carrying out of organizational processes and the execution of work. According to Drucker, it is the management that enables the organization to contribute a needed result to society, the economy and the invidual. Ref:-management and organizational behaviour 5th edition â€Å"The fact is that management ultimately depend on an understanding of human nature.I suggets it goes much further than that. In the first place, good management depends upon the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent which provides the greatest challenge to managers. Ref: HRH The Duke of Edinburgh, Institute of Management Patron. The psychological contract One significant aspects of the relationship between the invidual and the organization is the concept of the psychological contract. This is not a written document, but implies a series of mutual expectations and satisfaction of needs arising from the people-organization relationship. It involves a process of giving and receiving by the invidual and by the organization. The psychological contract covers a range of expectations of rights and privileges, duties and obligations, which donot form part of a formal agreement but still have an important influence on people behaviour. Invidual`s Expectations Provide safe and hygienic working conditions Make every reasonable effort to provide job security Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work. Adopt equitable personnel policies and procedures. Treat member staff with respect. These expectations are notwithstanding any statutory requirement placed upon the organization. Instead they relate more to the idea of social responsibilities of management. The organization will also have implicit expectations of its member, for example:- To accept the ideology of the organization To work diligently in pursuit of organizational objectives Not to abuse goodwill shown by the management To uphold the image of the organization To show loyalty. The organization side of the psychological contract places emphasis on expectations, requirement and constraints which often differ from, and may be in conflict with ,an Invidual`s expectations. Ref:-Laurie j Mullins management and behaviour The case study below shows the true picture of the psychological contract and it s nature:- Case study: Disgruntled mice turn on fat cats Rhetoric about employee being vital corporate assets is sounding increasingly hollow writes John Plender. After years of downsizing, delaying and re-engineering, a punch-drunk British workforce hardly looks ready for a return to confrontational industrial relation. Yet the strike at British Airways, complete with management pressure and inter-union rivalry, raises question. Is this the first sign of a shift in power back to the workers as labour market condition tightens? And have managers become complacement in their attitudes to the workforce? The British Airways saga admittedly looks more of a throwback than a forward indicator. Most occupants of British boardrooms would vehemently reject charges of complacency or macho management. Yet there is evidence that business leaders are failing to carry employee with them as they continue to restructure. The standard rhetoric about `empowered` employee being vital corporate assets rings increasingly hollow. Consider recent data from International Survey Research (ISR), a leading consultant whose employee opinion survey covers 450 companies in 18 countries. Some finding in its survey, such as the free –fall in feelings of employment security throughout Europe, are predictable enough. Nor is it surprising that stakeholders-type economics like Switzerland, Norway and the Netherlands tend to have the the most contented workforces. The UK`S ignominious position- second only to Hungary at the bottom of the league for employee satisfaction- will no doubt be dismissed as British workers enjoying a moan. And the fact that UK management is judged less favourably by employee than managers are rated elsewhere will prompt a similar response. Yet when ISR`s work is looked at over a period of years, it is easily brushed aside. Take the progressive year-on-year collapse in the morale of the UK workforce since 1990. The trend is odd because it defies the logic of the economic cycle. Recovery has brought deterioration, not improvement. Also odd is the workforce’s view of management, at the depths of the recession earlier in the decade, UK employee, though generally dissatisfied, were still taking quite a favourable view of the managers compared with the rest of the Europe. Today, despite a marked increased in the rate of UK earning growth, disillusionment appears total. The clue with the ISR survey published at the end of 1995.This revealed that workers attitudes had suffered `the most prepitate decline` of any European country over the previous 10 years. Motivation and commitment to the company were lower than in the strife-torn days of the mid-1970s. The timing is significant because this was the first survey after the notorious British Gas Annual General Meeting at which the investment institute sanctioned a much increased pay-package for Mr.Cedric Brown-this when profits were substantially below their five years earlier, customer service was deteriorating and employee were being shed in larger numbers. The message is clear enough. Far from being a little local difficulty in the privatised utilities, the `fat cat` pay saga had a much wider demoralising impact which is still being felt. It does not follow that British workers are about to the picket lines en masse. As long as insecurity is endemic, and the main legislative reforms of the past 18 years remain intact, the union will not resume their former mantle. Nor does the government of Mr Tony Blair, a personal friend of BA chief Executive , Mr Bob Ayling, appear keen to take an active role in the dispute at BA. There is also a wide spread view that employee satisfactions a key performance indicator. Yet survey feels dimishing loyalty. In effect a contract which views the employee as assets and a cost has an innate tension. If it operate operates against the back ground of ever widening pay differentials between shop floor and board, or runs into the BA style of management, it may become untenable. There is a growing recognition among economist that trust is a valuable commodity. At national level- as in the stakeholder’s economics metioned earlier- it can enhance growth. When it exists between the various stakeholders in a business it reduces transaction costs and enhances competitive advantage. If British business wants to achieve the highest standards of quality in internationally tradable products and services on a sustainable basis, it badly needs to absorb this lesson. Source-Financial times, 12 July 1997. Critically Analysing the meaning of Work, Motivation and Commitment Work organizations can be understood not only as environments in which people produce work, but also â€Å"places where work produces people†. Hence, any discussion of what people want or need out of work (particularly paid employment) cannot be isolated from the context of that work environment. The experience of working in a particular organization can itself produce wants and needs in the worker. Unfortunately, the personality and the motivation theories described everywhere are based on much simpler models of human behaviour. These tend to view the person as possessing a certain set of psychological characteristics which are brought into work each day. The idea that these change through interaction with others in the organization is rarely touched on. Another aspect of the two-pronged approach to the analysis of Invidual`s behaviour by organizational psychological is a tendency to restrict the subject matter to more less quantifiable elements of behaviour and to those aspects of behaviour which are predictable and controllable from a managerial point of view. Ref: J martin Corbett Baritz,1960 and Hollway , 1991 and indeed, Thompson and McHugh (1990) argue that â€Å"the true paradigm of the organizational psychologist is that of ensuring `effective resource use`: supplying advice, recourses and training which are aimed at assisting organization in efficiency managing the conflict and resistance which is a predictable consequence of hierarchically organised production.† Ref: Baritz, L (1960) Servants of power, Middletown: Wesleyan University Press Hollway, W (1991) Work Psychology and Organizational Behaviour, London: sage Thompson, P. and McHugh, D. (1990) Work organizations: A Critical Introduction. London: Macmillan Employee Commitment: on becoming a torturer What kind of person becomes a torturer? For many people it would seem obvious that only psychopaths and cranks would wish to pursue such a career. Yet, torture is currently practised by one government in three and these governments experience little or difficulty in recruting torturers. Are there really sufficient numbers of sadist ready, able and willing to take on such a job, or are there other factors which contribute to the creation of a torturer? There is no hard evidence that torturers are psychopaths or sadist. On the contrary, there is evidence that such people are usually screened out during the selection and recruitment process. Thus, to some extent at least, torturers are selected and recruited from ordinary people: â€Å"A deranged person who receives gratification primilary from feeling of power or from personally inflicting pain on other is usually too unreliable to be counted on by authorities to follow orders†. Ref: J. Martin Corbett Based on the studies of torturers employed by the State during 1967-74 military dictatorship of Greece, the psychologist Haritos-Fatoutos argues that three situational factor foster the creation of a torturer, namely: training, incremental participation and socialisation, and economic and symbolic reward. Training The first phase of training involves group bonding and isolation from the outside world. In case of the torture, this is achieved by placing recruits in remote training camps and putting them through numerous initiation rites. Haritos- Fatoutos describe how the use of euphemism by the trainers helped Greek recruits reinterpret their behaviour. For example, â€Å"tea party† referred to a â€Å"beating with fists and â€Å"tea party with toast† described a â€Å"beating with heavy wooden clubs†. The use of such euphemistic language is , of course, common practice in organizations to put a gloss on unpleasant reality- from the Nazi Party’s â€Å"Final Solution† , through the CIA’s `executive action`, to the `downsizing ` and ` rationalisation` of contemporary business organizations. Training also requires the recruit to develop a world view that divides people into torturable and non-torturable. Through a programme of seminars the recruits comes to believe that the act of tortures is a defence of â€Å"good â€Å"values against the â€Å"bad† values. Recruits are trained to be loyal not only to the state but to the organization, which is semi-secret and will protect them. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. Incremental Socialisation Such a moral shift, or disengagement, is made easier by the gradual introduction of the recruits to the brutal act of torture. A typical process of incremental socialisation and desensitisation goes through the following chronological sequences: Recruits act as guards while other carry out torture. Recruits carry food to the prisoners in there cells Recruits fully participate fully in torture. Hence the recruits are pulled inexorably into the torturing process. Having gone through the first two steps in the socialisation process recruits find it very difficult to protest about the use of full torture as there have been corrupted by tacit acceptance of earlier (less extreme) examples of torture. Rewards Once fully socialised, obedient torturers benefit in both symbolic and economic ways. Training fosters in-group bias. The finding of numerous social psychological studies suggested that participation in strenuous initiation rites makes group membership more desirable. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. There are some more aspects which really effect of employee performance. Inter-group relations Individual’s allegiances to, and identification with, various social groups can have an important influences on their attitudes and behaviour. The notion of employee commitment can over-generalise the nature of such allegiances and hence overlook the fact that you can be committed to your work, to your collegues, to your department, to your occupation or to the company you work for. But these commitments will vary and will often conflict with each other. There are many groups within even the smallest of organizations. It is not only the varying degrees of commitment each group commands amongst its members that can have a significant impact on organizational functioning. The relations between these groups and the relative power each commands can be more curial in shaping organizational behaviour. Hence, a psychological analysis alone is insufficient to understand fully the complexities of inter-group relations. Organizational design and design The variety of ways in which organizational are structured and managed and how they change over time, provides the basis of much organizational behaviour research. Also it is the domain of almost all so-called â€Å"Management Gurus†. For instance, Salaman (1983) observes that â€Å"organizations are structure of control†. Given that organizational structures include management and worker organization, control and reward systems, and job design, they clearly involve political issues, as well as decisions and strategic choices. Despite this, much of the conventional organizational behaviour literature on organizational structure and design concentrates, somewhat uncritically, on information flows, work structure, job design and cultures as entities designed and controlled by a management elite. Ref:-Salaman, G (1983) Class and the Corporation. London: Fontana. Technology and organization Scarborough and Corbett (1992) describes technology and organization as â€Å"far from containing or controlling the technology process, the formal boundaries and managerial hierarchies of organization may themselves restructure by it†. Similarly, sole resources to a unilateral deskilling process (at a societal level), in which technology developed under capitalism inevitably leads to the deskilling and control of labour, does little to convey the uncertainties and interaction of the technology process, nor account for the key role played by Invidual`s and groups: Indeed, on occasion the transformational power of technological knowledge may escape the intentions of the powerful and undermines, and not simply reproduce, existing social and economic structures. To better understand technology and organization I think its good to go through this case study. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Case study: New technology and the Skolt Lapplanders Introduced in the early 1960s, the snowmobile was adopted by the Skolt Lapp people to replace reindeer sleds as a means of transportation. This technology brought easier access to trading posts, more sophisticated health care and a more varied diet and recreation. Yet, within a few years the introduction of this technology had made a profound impact on the Skolt Lapp community. The Skolt Lapp community, like many traditional communities, was organised around a patriarchal power structure, so that the old man held all the positions of status and authority. However, unlike the younger members of the community, these man lacked the muscular strength and dexterity to ride and maintain the heavy snowmobiles. Given that the new technology symbolised progress and the promise of economic prosperity to many Lapps, this result in a decline in the status of the elders relative to the younger, stronger men. Of even greater significance, and as the snowmobiles replaced the reindeer sled as the dominant means of transportation, this status shift was accompanied by the decline in the importance of the `elders` knowledge and wisdom concerning the care and use of reindeer herds. Such a shift was encouraged all the more by the rapid drops in calf births that resulted from the effects of the frightening noise of the snowmobiles` engines on pregnant reindeers. Indeed, within 3 years, a majority of the domesticated reindeers herd had returned to the wild. The impact of this should not be under-estimated as for generations; the reindeers had been of great symbolic and cultural significance of the Skolt Lapps. Most important of all, the Skolt Lapplanders quickly found themselves dependent on outside suppliers of imported petroleum and spare parts for the snowmobiles. Also, many of the physically ill Lapps became psychologically (and sometimes physically) dependent on the constant supply of non-introduction of the snowmobiles. Thus, an apparently neutral technology brought about significant (and largely irreversible) cultural changes to a community. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Egan, G. (1993) Quarantine. London: Legend Books Organizational Culture Culture as a concept has had a long and checked history. It has been used by the lay person as a word to indicate sophistication, as when we say that someone is very â€Å"Cultured†. It has been used by anthropologists to refer to the customs and rituals that societies develop over the course of their history. In the last decade or so it has been used by some organizational researchers and managers to indicate the climate and practices that organizations develop around their handling of people or to refer to the espoused values and credo of an organization. A deeper understanding of cultural issues in groups and organizations is necessary to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created in part by leaders, and one of the most decisive functions of leadership is the creation, the management, and sometimes evens the destruction of culture. Ref:-Edgar H. Schein (1997) Organizational Culture and Leadership. John Wiley sons, Inc. A cross- cultural comparison of work values Numerous motivation theorist outline the importance of certain characteristics of work and the work environment in promoting job satisfication. But to what extend do the motivation theories of Maslow, Herzbed, Mc Clelland, Hackman and Oldham, etc. reflect what motivates a particular, possibly unique, sample of the working population, namely the average â€Å"American employee†. Can we really generalise such theories to the global working population? Mainstream organisational behaviour textbooks certainly imply as much. But if we cannot generalise from the US experience there are obvious implications for the human resources management policies of multi- national corporations and for international post-merger management. Ref: Maslow, A. (1971) The further reaches of human Nature. New York: Viking Press. Herzbed, P.G. (1976) Non- hierarchical organization vol-2. Harmondsworth: Penguin. In 1989, Don Elizur and colleagues was to collect data by questionnaire from samples of managers and employee from a variety of countries. The average sample size was 285. The author owns UK sample comprised 148 respondents. The age range and gender mix of the samples were similar. The questionnaire was designed to represent the major perspectives outlined by basic theories of motivation. 24 items were selected and respondents were asked to indicate for each item the extent to which it is important. (using response categories ranging from â€Å"very unimportant† to â€Å"very important†). The items included the following. Job interest, to do work which is interesting to you. Achievements in work. Advancement, opportunities for promotion Self-esteem, that you are valued as a person Use of ability and knowledge in your work Job security, permanent job Autonomy, independence in work. Supervisor, a fair and considerate boss. Pay, the amount of money you receive Co-workers, fellow workers who are pleasant and agreeable. This selection of items is listed in tables. They also indicate the survey results from the US, the UK, Germany, the Netherlands, Taiwan, Korea, Hungary and China. The major similarities and difference between these work population samples can be more clearly comprehended by considering the rank order of the item based on the managerial distributions as represented in table. So we see, for example, that interesting work was considered to be the most important work values by respondents from the US, Germany, and the Netherlands. Yet the same items were considered to be much less important from the point of the Hungarian and Chinese respondents. Also, interesting cross-cultural disparities are in evidence for the last three items; good boss, good pay and friendly co-workers. Table: Rank ordering of work values for a sample of eight countries USA UK Germany Netherland Taiwan Korea Hungary China Interesting work 1 2 1 1 2 3 6 5 Achievements 2 6 7 2 1 1 2 1 Advancements 3 7 10 5 4 7 10 6 Self-esteem 4 5 9 9 3 9 7 3 Use abilities 5 4 6 6 8 4 5 2 Autonomy 6 9 5 4 7 10 9 4 Job security 7 8 4 8 5 2 8 10 Good boss 8 10 3 7 6 6 1 7 Good pay 9 3 8 10 10 8 4 9 Co-workers 10 1 2 3 9 5 3 8 Ref:- Elizur , D.,Borg, I., Hunt, R. and Beck, I. K. (1989) The structure of work values: A cross-cultural comparasion.`journal of Organizational Behaviour, 12,21-30 Conclusion It is a truism to claim that people are an organisational resource -indeed, for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength. Identity Regulation as a Form of Organizational Control Identity Regulation as a Form of Organizational Control Introduction I have decided to opted â€Å"Identity regulation in organisations is a form of control that needs to be acknowledged in order to encourage the emancipation of workers†. But before starting my assignment i would like to go through that what Organization is and what’s the real truth behind Organizational Behaviour. Organizations are inescapable features of modern social experience for all human beings. From the remotest village high in the Himalayan foothills to life in a lager metropolis, organizations impact on all aspect of human experience. Now we come to that what organizational behaviour actually is:- Organizational behaviour provides one of the mainstream approaches to the study of management and organizations. Its main sphere of interest is anything relevant to the design, management and effectiveness of an organization, together with the dynamic and interactive relationships that exist within them. Hawthorne studies This theory was directed by Elton Mayo during the late 1920s and early 1930s. These studies first highlighted the complexity of human behaviour in an organizational setting. This on turn led to recognition of the importance of the social context within which work occurred and of the ways in which groups become a significant influence on individual behaviour. Ref: organizational behaviour and management john martin third edition The Meaning of Organizational Behaviour Organizational behaviour is one of the most complex and perhaps least understood academic elements of modern general management, but since it concerns the behaviour of people within organizations it is also one of the most central, its concern with invidual and group patterns of behaviour makes it an essential element in dealing with the complex behaviour issues thrown up in the modern business world. Ref: (Financial times Mastering management series) First we are going to start with the Management as an integrating activity;- Management as an integrating activity Management is the cornerstone of organizational effectiveness, and is concerned with arrangement for the carrying out of organizational processes and the execution of work. According to Drucker, it is the management that enables the organization to contribute a needed result to society, the economy and the invidual. Ref:-management and organizational behaviour 5th edition â€Å"The fact is that management ultimately depend on an understanding of human nature.I suggets it goes much further than that. In the first place, good management depends upon the acceptance of certain basic values. It cannot be achieved without honesty and integrity, or without consideration for the interests of others. Secondly, it is the understanding of human foibles that we all share, such as jealousy, envy, status, prejudice, perception, temperament, motivation and talent which provides the greatest challenge to managers. Ref: HRH The Duke of Edinburgh, Institute of Management Patron. The psychological contract One significant aspects of the relationship between the invidual and the organization is the concept of the psychological contract. This is not a written document, but implies a series of mutual expectations and satisfaction of needs arising from the people-organization relationship. It involves a process of giving and receiving by the invidual and by the organization. The psychological contract covers a range of expectations of rights and privileges, duties and obligations, which donot form part of a formal agreement but still have an important influence on people behaviour. Invidual`s Expectations Provide safe and hygienic working conditions Make every reasonable effort to provide job security Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work. Adopt equitable personnel policies and procedures. Treat member staff with respect. These expectations are notwithstanding any statutory requirement placed upon the organization. Instead they relate more to the idea of social responsibilities of management. The organization will also have implicit expectations of its member, for example:- To accept the ideology of the organization To work diligently in pursuit of organizational objectives Not to abuse goodwill shown by the management To uphold the image of the organization To show loyalty. The organization side of the psychological contract places emphasis on expectations, requirement and constraints which often differ from, and may be in conflict with ,an Invidual`s expectations. Ref:-Laurie j Mullins management and behaviour The case study below shows the true picture of the psychological contract and it s nature:- Case study: Disgruntled mice turn on fat cats Rhetoric about employee being vital corporate assets is sounding increasingly hollow writes John Plender. After years of downsizing, delaying and re-engineering, a punch-drunk British workforce hardly looks ready for a return to confrontational industrial relation. Yet the strike at British Airways, complete with management pressure and inter-union rivalry, raises question. Is this the first sign of a shift in power back to the workers as labour market condition tightens? And have managers become complacement in their attitudes to the workforce? The British Airways saga admittedly looks more of a throwback than a forward indicator. Most occupants of British boardrooms would vehemently reject charges of complacency or macho management. Yet there is evidence that business leaders are failing to carry employee with them as they continue to restructure. The standard rhetoric about `empowered` employee being vital corporate assets rings increasingly hollow. Consider recent data from International Survey Research (ISR), a leading consultant whose employee opinion survey covers 450 companies in 18 countries. Some finding in its survey, such as the free –fall in feelings of employment security throughout Europe, are predictable enough. Nor is it surprising that stakeholders-type economics like Switzerland, Norway and the Netherlands tend to have the the most contented workforces. The UK`S ignominious position- second only to Hungary at the bottom of the league for employee satisfaction- will no doubt be dismissed as British workers enjoying a moan. And the fact that UK management is judged less favourably by employee than managers are rated elsewhere will prompt a similar response. Yet when ISR`s work is looked at over a period of years, it is easily brushed aside. Take the progressive year-on-year collapse in the morale of the UK workforce since 1990. The trend is odd because it defies the logic of the economic cycle. Recovery has brought deterioration, not improvement. Also odd is the workforce’s view of management, at the depths of the recession earlier in the decade, UK employee, though generally dissatisfied, were still taking quite a favourable view of the managers compared with the rest of the Europe. Today, despite a marked increased in the rate of UK earning growth, disillusionment appears total. The clue with the ISR survey published at the end of 1995.This revealed that workers attitudes had suffered `the most prepitate decline` of any European country over the previous 10 years. Motivation and commitment to the company were lower than in the strife-torn days of the mid-1970s. The timing is significant because this was the first survey after the notorious British Gas Annual General Meeting at which the investment institute sanctioned a much increased pay-package for Mr.Cedric Brown-this when profits were substantially below their five years earlier, customer service was deteriorating and employee were being shed in larger numbers. The message is clear enough. Far from being a little local difficulty in the privatised utilities, the `fat cat` pay saga had a much wider demoralising impact which is still being felt. It does not follow that British workers are about to the picket lines en masse. As long as insecurity is endemic, and the main legislative reforms of the past 18 years remain intact, the union will not resume their former mantle. Nor does the government of Mr Tony Blair, a personal friend of BA chief Executive , Mr Bob Ayling, appear keen to take an active role in the dispute at BA. There is also a wide spread view that employee satisfactions a key performance indicator. Yet survey feels dimishing loyalty. In effect a contract which views the employee as assets and a cost has an innate tension. If it operate operates against the back ground of ever widening pay differentials between shop floor and board, or runs into the BA style of management, it may become untenable. There is a growing recognition among economist that trust is a valuable commodity. At national level- as in the stakeholder’s economics metioned earlier- it can enhance growth. When it exists between the various stakeholders in a business it reduces transaction costs and enhances competitive advantage. If British business wants to achieve the highest standards of quality in internationally tradable products and services on a sustainable basis, it badly needs to absorb this lesson. Source-Financial times, 12 July 1997. Critically Analysing the meaning of Work, Motivation and Commitment Work organizations can be understood not only as environments in which people produce work, but also â€Å"places where work produces people†. Hence, any discussion of what people want or need out of work (particularly paid employment) cannot be isolated from the context of that work environment. The experience of working in a particular organization can itself produce wants and needs in the worker. Unfortunately, the personality and the motivation theories described everywhere are based on much simpler models of human behaviour. These tend to view the person as possessing a certain set of psychological characteristics which are brought into work each day. The idea that these change through interaction with others in the organization is rarely touched on. Another aspect of the two-pronged approach to the analysis of Invidual`s behaviour by organizational psychological is a tendency to restrict the subject matter to more less quantifiable elements of behaviour and to those aspects of behaviour which are predictable and controllable from a managerial point of view. Ref: J martin Corbett Baritz,1960 and Hollway , 1991 and indeed, Thompson and McHugh (1990) argue that â€Å"the true paradigm of the organizational psychologist is that of ensuring `effective resource use`: supplying advice, recourses and training which are aimed at assisting organization in efficiency managing the conflict and resistance which is a predictable consequence of hierarchically organised production.† Ref: Baritz, L (1960) Servants of power, Middletown: Wesleyan University Press Hollway, W (1991) Work Psychology and Organizational Behaviour, London: sage Thompson, P. and McHugh, D. (1990) Work organizations: A Critical Introduction. London: Macmillan Employee Commitment: on becoming a torturer What kind of person becomes a torturer? For many people it would seem obvious that only psychopaths and cranks would wish to pursue such a career. Yet, torture is currently practised by one government in three and these governments experience little or difficulty in recruting torturers. Are there really sufficient numbers of sadist ready, able and willing to take on such a job, or are there other factors which contribute to the creation of a torturer? There is no hard evidence that torturers are psychopaths or sadist. On the contrary, there is evidence that such people are usually screened out during the selection and recruitment process. Thus, to some extent at least, torturers are selected and recruited from ordinary people: â€Å"A deranged person who receives gratification primilary from feeling of power or from personally inflicting pain on other is usually too unreliable to be counted on by authorities to follow orders†. Ref: J. Martin Corbett Based on the studies of torturers employed by the State during 1967-74 military dictatorship of Greece, the psychologist Haritos-Fatoutos argues that three situational factor foster the creation of a torturer, namely: training, incremental participation and socialisation, and economic and symbolic reward. Training The first phase of training involves group bonding and isolation from the outside world. In case of the torture, this is achieved by placing recruits in remote training camps and putting them through numerous initiation rites. Haritos- Fatoutos describe how the use of euphemism by the trainers helped Greek recruits reinterpret their behaviour. For example, â€Å"tea party† referred to a â€Å"beating with fists and â€Å"tea party with toast† described a â€Å"beating with heavy wooden clubs†. The use of such euphemistic language is , of course, common practice in organizations to put a gloss on unpleasant reality- from the Nazi Party’s â€Å"Final Solution† , through the CIA’s `executive action`, to the `downsizing ` and ` rationalisation` of contemporary business organizations. Training also requires the recruit to develop a world view that divides people into torturable and non-torturable. Through a programme of seminars the recruits comes to believe that the act of tortures is a defence of â€Å"good â€Å"values against the â€Å"bad† values. Recruits are trained to be loyal not only to the state but to the organization, which is semi-secret and will protect them. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. Incremental Socialisation Such a moral shift, or disengagement, is made easier by the gradual introduction of the recruits to the brutal act of torture. A typical process of incremental socialisation and desensitisation goes through the following chronological sequences: Recruits act as guards while other carry out torture. Recruits carry food to the prisoners in there cells Recruits fully participate fully in torture. Hence the recruits are pulled inexorably into the torturing process. Having gone through the first two steps in the socialisation process recruits find it very difficult to protest about the use of full torture as there have been corrupted by tacit acceptance of earlier (less extreme) examples of torture. Rewards Once fully socialised, obedient torturers benefit in both symbolic and economic ways. Training fosters in-group bias. The finding of numerous social psychological studies suggested that participation in strenuous initiation rites makes group membership more desirable. Ref: Haritos- Fatoutos, M. (1988) The official tortures: A learning model of obedience to authority of violence. Journal of applied social psychology, 18, 1107-1120. There are some more aspects which really effect of employee performance. Inter-group relations Individual’s allegiances to, and identification with, various social groups can have an important influences on their attitudes and behaviour. The notion of employee commitment can over-generalise the nature of such allegiances and hence overlook the fact that you can be committed to your work, to your collegues, to your department, to your occupation or to the company you work for. But these commitments will vary and will often conflict with each other. There are many groups within even the smallest of organizations. It is not only the varying degrees of commitment each group commands amongst its members that can have a significant impact on organizational functioning. The relations between these groups and the relative power each commands can be more curial in shaping organizational behaviour. Hence, a psychological analysis alone is insufficient to understand fully the complexities of inter-group relations. Organizational design and design The variety of ways in which organizational are structured and managed and how they change over time, provides the basis of much organizational behaviour research. Also it is the domain of almost all so-called â€Å"Management Gurus†. For instance, Salaman (1983) observes that â€Å"organizations are structure of control†. Given that organizational structures include management and worker organization, control and reward systems, and job design, they clearly involve political issues, as well as decisions and strategic choices. Despite this, much of the conventional organizational behaviour literature on organizational structure and design concentrates, somewhat uncritically, on information flows, work structure, job design and cultures as entities designed and controlled by a management elite. Ref:-Salaman, G (1983) Class and the Corporation. London: Fontana. Technology and organization Scarborough and Corbett (1992) describes technology and organization as â€Å"far from containing or controlling the technology process, the formal boundaries and managerial hierarchies of organization may themselves restructure by it†. Similarly, sole resources to a unilateral deskilling process (at a societal level), in which technology developed under capitalism inevitably leads to the deskilling and control of labour, does little to convey the uncertainties and interaction of the technology process, nor account for the key role played by Invidual`s and groups: Indeed, on occasion the transformational power of technological knowledge may escape the intentions of the powerful and undermines, and not simply reproduce, existing social and economic structures. To better understand technology and organization I think its good to go through this case study. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Case study: New technology and the Skolt Lapplanders Introduced in the early 1960s, the snowmobile was adopted by the Skolt Lapp people to replace reindeer sleds as a means of transportation. This technology brought easier access to trading posts, more sophisticated health care and a more varied diet and recreation. Yet, within a few years the introduction of this technology had made a profound impact on the Skolt Lapp community. The Skolt Lapp community, like many traditional communities, was organised around a patriarchal power structure, so that the old man held all the positions of status and authority. However, unlike the younger members of the community, these man lacked the muscular strength and dexterity to ride and maintain the heavy snowmobiles. Given that the new technology symbolised progress and the promise of economic prosperity to many Lapps, this result in a decline in the status of the elders relative to the younger, stronger men. Of even greater significance, and as the snowmobiles replaced the reindeer sled as the dominant means of transportation, this status shift was accompanied by the decline in the importance of the `elders` knowledge and wisdom concerning the care and use of reindeer herds. Such a shift was encouraged all the more by the rapid drops in calf births that resulted from the effects of the frightening noise of the snowmobiles` engines on pregnant reindeers. Indeed, within 3 years, a majority of the domesticated reindeers herd had returned to the wild. The impact of this should not be under-estimated as for generations; the reindeers had been of great symbolic and cultural significance of the Skolt Lapps. Most important of all, the Skolt Lapplanders quickly found themselves dependent on outside suppliers of imported petroleum and spare parts for the snowmobiles. Also, many of the physically ill Lapps became psychologically (and sometimes physically) dependent on the constant supply of non-introduction of the snowmobiles. Thus, an apparently neutral technology brought about significant (and largely irreversible) cultural changes to a community. Ref: Scarborough, H. and Corbett, J.M. (1992) Technology and Organization: Power, Meaning and Design. London: Routledge. Egan, G. (1993) Quarantine. London: Legend Books Organizational Culture Culture as a concept has had a long and checked history. It has been used by the lay person as a word to indicate sophistication, as when we say that someone is very â€Å"Cultured†. It has been used by anthropologists to refer to the customs and rituals that societies develop over the course of their history. In the last decade or so it has been used by some organizational researchers and managers to indicate the climate and practices that organizations develop around their handling of people or to refer to the espoused values and credo of an organization. A deeper understanding of cultural issues in groups and organizations is necessary to decipher what goes on in them but, even more important, to identify what may be the priority issues for leaders and leadership. Organizational cultures are created in part by leaders, and one of the most decisive functions of leadership is the creation, the management, and sometimes evens the destruction of culture. Ref:-Edgar H. Schein (1997) Organizational Culture and Leadership. John Wiley sons, Inc. A cross- cultural comparison of work values Numerous motivation theorist outline the importance of certain characteristics of work and the work environment in promoting job satisfication. But to what extend do the motivation theories of Maslow, Herzbed, Mc Clelland, Hackman and Oldham, etc. reflect what motivates a particular, possibly unique, sample of the working population, namely the average â€Å"American employee†. Can we really generalise such theories to the global working population? Mainstream organisational behaviour textbooks certainly imply as much. But if we cannot generalise from the US experience there are obvious implications for the human resources management policies of multi- national corporations and for international post-merger management. Ref: Maslow, A. (1971) The further reaches of human Nature. New York: Viking Press. Herzbed, P.G. (1976) Non- hierarchical organization vol-2. Harmondsworth: Penguin. In 1989, Don Elizur and colleagues was to collect data by questionnaire from samples of managers and employee from a variety of countries. The average sample size was 285. The author owns UK sample comprised 148 respondents. The age range and gender mix of the samples were similar. The questionnaire was designed to represent the major perspectives outlined by basic theories of motivation. 24 items were selected and respondents were asked to indicate for each item the extent to which it is important. (using response categories ranging from â€Å"very unimportant† to â€Å"very important†). The items included the following. Job interest, to do work which is interesting to you. Achievements in work. Advancement, opportunities for promotion Self-esteem, that you are valued as a person Use of ability and knowledge in your work Job security, permanent job Autonomy, independence in work. Supervisor, a fair and considerate boss. Pay, the amount of money you receive Co-workers, fellow workers who are pleasant and agreeable. This selection of items is listed in tables. They also indicate the survey results from the US, the UK, Germany, the Netherlands, Taiwan, Korea, Hungary and China. The major similarities and difference between these work population samples can be more clearly comprehended by considering the rank order of the item based on the managerial distributions as represented in table. So we see, for example, that interesting work was considered to be the most important work values by respondents from the US, Germany, and the Netherlands. Yet the same items were considered to be much less important from the point of the Hungarian and Chinese respondents. Also, interesting cross-cultural disparities are in evidence for the last three items; good boss, good pay and friendly co-workers. Table: Rank ordering of work values for a sample of eight countries USA UK Germany Netherland Taiwan Korea Hungary China Interesting work 1 2 1 1 2 3 6 5 Achievements 2 6 7 2 1 1 2 1 Advancements 3 7 10 5 4 7 10 6 Self-esteem 4 5 9 9 3 9 7 3 Use abilities 5 4 6 6 8 4 5 2 Autonomy 6 9 5 4 7 10 9 4 Job security 7 8 4 8 5 2 8 10 Good boss 8 10 3 7 6 6 1 7 Good pay 9 3 8 10 10 8 4 9 Co-workers 10 1 2 3 9 5 3 8 Ref:- Elizur , D.,Borg, I., Hunt, R. and Beck, I. K. (1989) The structure of work values: A cross-cultural comparasion.`journal of Organizational Behaviour, 12,21-30 Conclusion It is a truism to claim that people are an organisational resource -indeed, for some organisations, they are the key resource, without which the organisation would be unable to deliver any meaningful product or service to its customers. Like any resource, however, people may be used wastefully: they may be employed at well below their potential, performing tasks which do not stretch their capabilities and which are ultimately alienating in their psychological impact on the employees involved. Alternatively, people may be managed and led in ways which inspire them to be highly motivated and to demonstrate long-term commitment to both their roles and the organisation which employs them. When this is achieved, the performance of its people becomes a major differentiator for the organisation and a source of long-term competitive strength.

Essay --

Cassidy Eidse Mr. Pickett Language Arts 3rd Period March 12 2014 Gandhi â€Å"You must be the change you wish to see in the world†-Gandhi.Gandhi changed the world not by violence but by a nonviolent method that changed the way, not just India but, the whole world treated people. Gandhi always tried to attain equality and peace for the people of India. He was nominated for the Nobel Peace Prize in 1937, 1938, 1939, and 1947,but never got it. Some believe because he was a politician was the reason he did not receive it, while others believe that the work Gandhi did was not universal just in India was the reason He did not get the award("Mahatma Gandhi"). Gandhi was the fourth and last child born into his family. Gandhi’s childhood and adulthood were very different from this generation because we do not have segregation. Gandhi’s influence on the civil rights movement and his death had a big impact on the way we live today. Gandhi was born October 2, 1869 in Portbandar India. Gandhi’s full name was Mohandas Karmchand Gandhi("World Biography").Some of his nicknames later on in his life were Mahatma, father of the nation and Bapu which means, father. Gandhi’s mother was a strong hindu. His mother’s name was Purtlibai. Gandhi’s father was Karamachand Gandhi Gandhi’s father was a prime minister to a lot of Indian princes. He was born into Hinduism,and was also a vegetarian("Mohandas Gandhi").His father wanted him to study law, so Gandhi went to England to study law in 1888. Gandhi became a lawyer in 1891("World Biography"). Gandhi finished high school after getting married. Gandhi was married at the age of 13 due to his families religion. Gandhi was married to Kasturbai who was about the same age as him. Child marriage was part of Hinduism.... ... to Gandhi’s ideas. Nathura tried, but failed to shoot himself after the assassination. For the ceremony Gandhi was wrapped in a sheet and laid on a pyre of wood and burned. His ashes were scattered on lake Jumna’s waters.(Trumbull, Robert.) Gandhi’s life was different from ours because we do not have higher and lower castes. Gandhi’s impact on the civil rights movement and assassination changed the way we live our lives today.Gandhi’s childhood and early life lead up to his desire for better treatment for the people in India. Gandhi’s life had an important impact on how the people in India were treated. His influence on the civil rights movement helped the leaders of the civil rights movement become inspired. His assassination was a hard time for the people in India. Gandhi inspired a lot of people not just in India, but all over the world as well.

Job Searching in the 21st Century Myths and Realities no. 14 Essay

Job Searching in the 21st Century Myths and Realities "Find your dream job online!" "Electronic job search revolution!" Of all the hype surrounding the Internet, one of the biggest claims may be how information technology is changing the way people look for jobs. A huge number of electronic job resources are available: resume posting sites, job vacancy databases, employer websites, discussion boards and newsgroups, industry salary and information sites, and general career information sites. The Internet gives job seekers access to vast amounts of information about vacancies and employers, 24-hour availability, broader geographic reach, networking, career development advice, and simplified resume distribution (Dikel 2001). For recruiters and employers, the Internet can speed up the hiring process, provide a large pool of applicants, and reduce advertising and other costs (Pearce and Tuten 2001). But how effective is online job searching? Are traditional methods now a waste of time? Like everything else in cyberspace, online job hunting i s constantly changing. For example, a 1999 Fortune magazine cover announced "I got my job online-and soon so will you" (Useem 1999). Now a 2001 article advises: "Enjoy being unemployed? Keep job hunting online" (Fisher 2001). And measuring any kind of Internet use is a perilous process--a variety of conflicting statistics can be found. This publication investigates some myths and realities of job searching in the 21st century. Out with the Old? Are job seekers flocking to online search methods? Approximately 100,000 sites offer resume posting and classified ad services; estimates of the number of resumes on the Web range from 2.5 million (Pearce and Tuten 2001) to 20 million (Corsini ... ...e." December 13, 2000. http://cyberatlas.internet.com/markets/professional/article/0,,5971_534601,00.html Kuhn, P., and Skuterud, M. "Job Search Methods: Internet versus Traditional." Monthly Labor Review 123, no. 10 (October 2000): 3-11. Li, C.; Charron, C.; and Dash, A.. "The Career Networks." Cambridge, MA: Forrester Research, 2000. http://www.forrester.com "Net Playing Role in Job Searches." May 15, 1999. http://cyberatlas.internet.com/markets/professional/article/0,,5971_153281,00.html Pearce, C. G., and Tuten, T. L "Internet Recruiting in the Banking Industry." Business Communication Quarterly 64, no. 1 (March 2001): 9-18. Useem, J. "For Sale Online: You." Fortune 140, no. 1 (July 5, 1999): 66-78. "Web Expands Role in Corporate Recruiting." March 29, 2000. http://cyberatlas.internet.com/markets/professional/article/0,,5971_330331,00.html

Impact of Law Changes on Tourism Industry Essay -- Business Policy

This essay will discuss how recent changes in the law may impact the tourism industry, as it is extremely vulnerable when it comes to these emendations in regulations and that is why politics contributes to these impacts. Governments introduce different laws and regulations which every individual and business must follow or adapt to, organisations often have to change the way they operate due new policies, and these alterations cost a lot of capital and if they fail to follow the rules, organisations can face court for example if customers feel that the facilities doesn’t meet their needs e.g. wheelchair user in a shop with not lift to access the upstairs section. There are plenty of acts that that are opposed such as the equality act 2010, the taxation act 2010, and the environmental protection act 2006 that I will mainly focus on. The purpose of laws in the society is to protect the public and organisations as it allows to distinction in what is right and wrong, it also gives the authority to take actions against wrongness. According to Soanes and Stevenson (2006) law is a rule or system recognised by a country or community as regulating the actions of its member and enforced by the imposing of penalties. Howlettt (2010) stated that there are two types of laws: Criminal law which is concerned with offences against society at large crimes persecuted by the states, and these cases, if of non serious nature, are heard in magistrate court but if of serious nature, they will be heard in the crown courts and tried by jury. Civil law in the other hand is concerned with disputes between private parties, for example consumers and supplies, injured party, issue damage or injunction, and these cases are heard in county court. Laws ha... ...st-body-is-slated-for-role-in-sacking-1.1024158 [accessed: 11 November 2010] Wallop, H. (2010) Tax rise will end benefits brought by air travel, warns BA. The telegraph [Online]. Available at: http://www.telegraph.co.uk/travel/travelnews/air-passenger-duty/8095665/Tax-rise-will-end-benefits-brought-by-air-travel-warns-BA.html [Accessed: 09 November 2010] Poulter, S. (2010) passenger hits with 55% rise in air passenger duty form Monday. Mail online [Online]. Available at: http://www.dailymail.co.uk/travel/article-1324858/Air-Passenger-Duty-rise-Tax-increase-slammed-travel-companies.html [Accessed: 09 November 2010] Soanes, C and Stevenson, A. (2006) concise oxford English dictionary 11th edition, revised. United estates: Oxford University Clements, P and Spinks, T. (2009) The equal Opportunity hand book, 4th edition, rev, London: Kogan Page 2009

Harriets Hats Essay

1. A year-end physical count of office supplies on hand reveals supplies worth $1,800. The balance sheet reflected a balance in the office supplies account of $3,700 before any year-end adjustments were made. What is the amount of supplies expense that will be included on the current year income statement? 2. On December 1, 20Y1, Nelson collected rent of $7,200 (for December, January, and February rent) from a tenant renting some space in its warehouse and credited Unearned Rent Revenue for the entire amount. What is the balance sheet value of Unearned Rent Revenue on 12/31/Y1? 3. On July 31, 20Y1, Smith Company paid $10,200 to rent warehouse space for the period 7/31/Y1 to 7/31/Y2. This warehouse space was also rented from 7/31/Y0 to 7/31/Y1. Smith’s 1/1/Y1 balance sheet reflected a balance in the Prepaid Rent account relating to this warehouse of $5,775. Determine the amount of rent expense that would appear on Smith’s 20Y1 income statement. EXAM 1 REVIEW | PAGE 1 Reporting Special Income Items Plush Textiles had a beginning balance in its retained earnings account of $580,000 on January 1, 20Y1. Income from Continuing Operations (before-tax) was $225,000 for 20Y1. The company’s tax rate is 30% for all years presented. Following is a list of special items that have not been considered in the amounts above. All amounts are before taxes: Extraordinary gain Correction of a 20Y0 revenue understatement Loss from operations of a discontinued textiles division Gain on sale of the textiles division Omission of depreciation charges from January and February 20Y1 $31,000 $50,000 $22,000 $60,000 $10,000 Prepare a partial income statement for 20Y1 starting with Income From Continuing Operations before Taxes. What is the 12/31/Y1 balance in the Retained Earnings account? Change in Accounting Principle Tom Zuluaga Company began operations in 20Y1. In 20Y1 and 20Y2, the company estimated its bad debt expense by using the percentage of credit sales method. During 20Y3, the company’s management decided to change to the aging-ofreceivables method for determining bad debt expense. Yearly bad debt expense using the two methods is presented below. Tom Zuluaga has a 35% tax rate. 20Y1 20Y2 20Y3 % of Credit Sales $450,000 $300,000 $320,000 Aging-of-Receivables $380,000 $270,000 $290,000 How much bad debt expense will be reported on the 20Y3 Income Statement? What is the dollar value (if any) of the 20Y3 adjustment to the beginning balance of Retained Earnings to reflect this change in accounting principle? Debit Credit What Balance Sheet account other than Taxes Payable and Retained Earnings needs to be adjusted in 20Y3? By how much? Account Change in Accounting Estimate $Â  Debit Credit Tom Zuluaga Company placed an asset in service on January 2, 20Y1. Its cost was $1,350,000 with an estimated service life of 6 years. Salvage value was estimated to be $90,000. During 20Y3 the company’s management determined, due to technological obsolescence, the asset’s remaining useful life is 2 years, and the salvage value is estimated to be $45,000. The company uses the straight-line method of depreciation. Assume a 35% tax rate. How much depreciation expense will be reported on the 20Y3 Income Statement? How much depreciation expense will be reported as an adjustment to the beginning balance of Retained Earnings? $Â  Debit Long-Term Contracts On July 1, 20Y1, Tribe Construction Company Inc. contracted to build an office building for Moser Corp. for a total contract price of $2,500,000. On July 1, Tribe Construction estimated that it would take between 3 and 4 years to complete the building. On December 31, 20Y4, the building was completed. Following are accumulated contract costs incurred, estimated costs to complete the contract, and accumulated billings to Moser for 20Y1 – 20Y4. Contract costs incurred to date Estimated costs to complete the contract Billings to Moser to date Collections to date At 12/31/Y1 $ 250,000 1,750,000 325,000 200,000 At 12/31/Y2 $ 1,300,000 1,100,000 2,000,000 1,800,000 At 12/31/Y3 $ 1,800,000 750,000 2,300,000 2,000,000 At 12/31/Y4 $ 2,650,000 -02,500,000 2,500,000 Complete the following information regarding the amount of profit/loss Tribe will recognize each year of the contract: At 12/31/YI At 12/31/Y2 At 12/31/Y3 At 12/31/Y4 Percent Complete Method Completed Contract Method Prepare a 12/31/Y2 partial balance sheet related to the above contract, assuming Tribe uses the percentage of completion method.