Baseball and American Popular Culture :: Baseball Sports Athletics American Culture Essays

Baseball is an integral part of American pop culture. Many Americans grow up with baseball, playing it before they can even count all the bases. It is glorified, taught, and fed to us. When we play baseball, we find a respect for the game. The respect we gain from playing it has turned the game into a tradition of American culture. It has formed itself into the business of professional baseball, namely major league baseball. Professional players have become recognized all over the world. They are sought out and admired by fans. Because of their popularity, these players have written books, endorsed commercial products, and found successful and rewarding careers by playing a game. According to Wallup, author of Baseball: An Informal History, baseball has been apart of our culture since the mid to late nineteenth century(Wallup, p16). Our great grandparents, grandparents, and parents have been brought up with it and our parents teach the sport to us. When the notion of baseball comes to mind, a feeling of nostalgia and tradition come to me. Many of my feelings and memories originate from my childhood. I remember a beautiful summer day. My dad and I arrived at the baseball stadium to watch the game. We walked up the concrete walkway inside the stadium. The concrete walls and floors made my surroundings drab and grey. Finally, we made it to entrance into the stadium. I came out of the dark tunnels into the bright sunlight. The first thing to catch my eye was the vivid rush of color. Underneath the fluffy white clouds and their deep blue canvas, I could look down and see players in vibrant red and blue uniforms warming up for the game. The well-watered grass on the field was a brighter green than any other grass I had seen. The outfield seemed to be so perfect. It appeared that each blade had been cut by hand. The edge of the infield, where the dark, watered-down dirt met the intensely green grass was a precise and well-defined cont rast. We sat down and I took in my surroundings. There were men walking up and down the stairs selling various concessions. They had peanuts, beer, soda, ice cream, popcorn, and many other tempting treats. The players soon finished their warm-ups and the crowd became frenzied with excitement. The game was about to start. Baseball has its own traditions in America and playing the national anthem is one of them.

Sonic Case Study :: essays research papers

Executive Summary Beginning with one restaurant, Sonic has become the largest drive-in chain in the United States. While they are smaller than their competitors, they are still leading in sales growth, customer loyalty and customer satisfaction. Sonic restaurants saturate the southern U.S. This gives them the opportunity to expand to other area. However, Sonic is reluctant due to the colder climates and their basis as a drive-in restaurant. Sonic should look at adding or combining capabilities to it’s restaurants to increase competitiveness and make it easier for them to expand into other areas without limiting themselves. Situational Analysis In 1953, Troy Smith, the founder of SONIC and World War II veteran, was living in Shawnee, Oklahoma. Troy dreamed of owning his own restaurant business. In fact, he had already tried twice. Troy first owned a small diner called the Cottage Cafà ©. The income he received was barely enough to make a living for himself and his family. Troy sold the Cottage Cafà © and bought a bigger restaurant. His next business, the Panful of Chicken, was so successful that he tried opening more. Unfortunately, fried chicken didn't do well in early 1950s Oklahoma and Troy closed his Panful of Chicken restaurant. Troy then owned a steak house that had a root beer stand attached. This root beer stand, called The Top Hat proved more profitable and eventually outlasted the steak house. While traveling to Louisiana, Troy saw some homemade intercom speakers in use at a local hamburger stand. He contacted the innovator in Louisiana and asked him to make an intercom for the Top Hat. He then hired some local electronics wizards to install the system. He then added a canopy for cars to park under and servers to deliver the food right to customers’ cars. During the first week after the intercom was installed, the Top Hat took in $1750. With his new partner, Charlie Pappe, four more Top Hats were opened. However, their lawyers informed them that the Top Hat name was copyrighted. They changed the name to Sonic to go along with the restaurant slogan of "Service With the Speed of SoundSM."1 In 1973, a group of ten principal franchise owners became the officers of the company. Shares were offered to each store owner. Because of the amount of stock offered, Sonic became a publicly traded company with 165 stores in the chain. Between 1973 and 1978, Sonic grew tremendously. 800 new stores were opened and a Sonic School that formally trained new managers was established.

Analyse on “Broken boat” by John Galsworthy

Good time management is essential for coping with the pressures of modern life without experiencing too much stress.If you never have enough time to finish your tasks, better time management will help you regain control of your day.Good time management doesn't mean you do more work. It means you focus on the tasks that matter and will make a difference. Whether it’s in your job or your lifestyle as a whole, learning how to manage your time effectively will help you feel more relaxed, focused and in control.â€Å"The aim of good time management is to achieve the lifestyle balance you want,† says Emma Donaldson-Feilder, a chartered occupational psychologist.Here are her top tips for better time management: Work out your goalsThis first step towards improving your time management is to ask yourself some questions. â€Å"Work out who you want to be, your priorities in life, and what you want to achieve in your career or personal life,† says Donaldson-Feilder. â€Å" That is then the guiding principle for how you spend your time and how you manage it.†Once you have worked out the big picture, even if it's quite general, you can then work out some short-term and medium-term goals. â€Å"Knowing your goals will help you plan better and focus on the things that will help you achieve those goals,† says Donaldson-Feilder.Make a listA common time-management mistake is trying to remember too many details, leading to information overload. A better way to stay organised and take control of your projects and tasks is to use a to-do list to write things down.â€Å"Try it and see what works best for you,† says Donaldson-Feilder. She prefers to keep a single to-do list, to avoid losing track of multiple lists. â€Å"Keeping a list will help you work out your priorities and timings, so it can help you put off the non-urgent tasks.† Work smarter, not harderGood time management at work means doing high-quality work, not high quantity. Donaldson-Feilder advises concentrating not on how busy you are but on results. â€Å"Spending more time on something doesn’t necessarily achieve more,† she says. â€Å"Staying an extra hour at work at the end of the day may not be the most effective way to manage your time.†You may feel resentful about being in the office after hours. You’re also likely to be less productive and frustrated about how little you’re achieving, which will compound your stress. Have a lunch breakMany people work through their lunch break to gain an extra hour at work, but Donaldson-Feilder says that can be counter-productive. â€Å"As a general rule, taking at least 30 minutes away from your desk will help you to be more effective in the afternoon,† she says.A break is an opportunity to relax and think of something other than work. â€Å"Go for a walk outdoors or, better still, do some exercise,† says Donaldson-Feilder. â€Å"You’ll come back to your desk re-energised, with a new set of eyes and renewed focus.†Planning your day with a midday break will also help you to break up your work into more manageable chunks. Prioritise important tasksTasks can be grouped in four categories:urgent and important not urgent but important urgent but not important neither urgent nor importantâ€Å"When the phone rings, it seems urgent to pick it up but it’s not necessarily  important,† says Donaldson-Feilder. â€Å"It may be more important to continue with what you were doing rather than be distracted by a phone call. When it is appropriate, it may be more effective to let your voicemail pick up the message.†Donaldson-Feilder says people with good time management create time to concentrate on non-urgent, important activities. By so doing, they minimise the chances of activities ever becoming urgent and important.â€Å"The aim is to learn how to become better at reducing the number of urgent and important tas ks. Having to deal with too many urgent tasks can be stressful,† says Donaldson-Feilder. Practise the 4 DsWe can spend up to half our working day going through our email inbox, making us tired, frustrated and unproductive. A study has found that one-in-three office workers suffers from email stress.Making a decision the first time you open an email is crucial for effective time management. To manage this burden effectively, Donaldson-Feilder advises practising the 4 Ds of decision-making: Delete: half of the emails you get can probably be deleted immediately. Do: if the email is urgent or can be completed quickly.Delegate: if the email can be better dealt with by someone else. Defer: set aside time at a later date to spend on emails that require longer action.

The Sociology of Health

The Sociology of Health The socio-medical model of health The socio-medical model of health focuses on the social factors which effect an individual’s health and well-being. They believe each person should be treated in accordance to their own personal circumstance and situation surrounding there illness, rather than be treated as a member of a group suffering from a particular illness, and should be treated the same as each person within that group. The socio-medical model concentrates on social factors contributing to the standards of health.Social inequality and living standards are important influences on the standards of health. The socio-medical model suggests that the wealthy are more likely to have good health and suffer from less illness, and the poor are more likely to have bad health and suffer from more illnesses than the wealthy would. Things which could be factors contributing to ill health within societies with poor living standards, according to the socio-medic al model are; damp or cold houses, lack of exercise, poor diet, lack of education and health awareness etc.The socio-medical model also suggests that the standards of health varies across different cultures, and that what is considered an illness in one society might be not be seen as an illness in another society. For example the contagious skin disease ‘yaws’ was so common in sub-Saharan Africa early this century that it was not considered a disease at all, it was considered normal because most of the population had the disease. The socio-medical model thinks that some societies also treat people with an illness differently from other societies.For example Australia does not allow anyone with HIV into the country, which is seen by most other countries as morally wrong and contrasts with the way people with HIV are treated in the majority of societies around the world. Time is another factor which the socio-medical model believes influences the standards of health. For instance cigarettes were promoted as being positive over 60years ago, whereas today smoking cigarettes is a well-known health threat.Socio-medical treatments for illnesses include looking at an individual’s personal situation, identifying the factors which have contributed to their illness or disorder, and removing these factors in order to correct or resolve the problem. For example a young man who has gone bald, from a socio-medical point of view, would be assessed and factors in his life such as great stress at work would be identified, this stress would be seen as the cause of his premature baldness, and they would try to help the man find a health way to vent his stress – in order to improve his condition.The biomedical model would view this man in a different way, they would concentrate on genetic factors such as premature baldness in his father, and put this forward as the cause in contrast to the socio-medical model. The biomedical model of health The biomedic al model emerged after the industrialisation of the western world. New scientific discoveries and methods were being used to produce a new model of health which used new technologies and tests such as x-rays, biopsies and electroencephalographs in order to monitor people’s health.These tests aim to show ‘biological malfunction or irregularity’ in order to diagnose illnesses, which are then treated using biological methods such as drugs, operations, hospitalisation etc. (Ross Clarke, 2012). According to the biomedical model the individual is not responsible for their illness or condition, and think that illness is caused by; a biological breakdown within the individual (this can be things such as infections, genetic malfunctions, broken bones and so on) or by external factors invading the body – such as virus’s and disease etc.They believe every single illness has ‘one single observable cause’. (Mike Harris, 2008). The biomedical model b elieves that the cause for a certain illness in one person has the same cause of that illness in another person – so all people with that illness should be given the same treatments, no individual cases are usually taken into account. (Ross Clarke, 2012). The biomedical model refers to ‘good health’ as having no illness. If you have ‘bad health’ you are considered to be ill, or to have an illness.Treatment is given with the aim of correcting a malfunction within the body and once this malfunction is corrected, you will be considered to be healthy again. (The Open University, 2012). The biomedical model is the dominant model of health in the modern western world. It treats illness and ‘malfunction’ with the use of medication, operations, radio and chemo therapy, transplants etc. Some socio-medical methods of treatment, however, are used alongside the biomedical model treatments, such as the use of therapy. (Unknown Author, 2012).The diffe rent approaches to mental health and illness Mental health and illness can be defined and viewed in many different ways according to many different factors including; the models of disability, the culture, gender, social class, the time period, religion etc. (Ross Clarke B, 2012). The biomedical, or medical, model of health would describe mental illness in the same way they describe any other illness; that it is caused by one single physical/genetic cause. This could be things such as genes passed down from your parents, a bump or bang to the head etc.They believe that symptoms are caused by a physical problem within the person or in the brain and they group these symptoms together in order to diagnose an illness or syndrome. The medical model uses two classification systems of mental illness in order to diagnose a patient. These two systems are the DSM IV and the ICD-10. The DSM identifies the patient’s symptoms in order to give a diagnosis for their disorder, while the ICD- 10 not only identifies the disorder and relevant symptoms, but it also tries to identify a cause. Andrews, G. , Slade, T. , Peters, L. 1999). The medical model of mental health describes people with mental illnesses as victims of their disorder, they see them as being unable to control their own actions and place no blame on the patient. The medical model uses drugs and therapies in order to treat people with mental illness, these could be things such as antipsychotic drugs, antidepressant drugs, mood stabilisers, sectioning, institutionalisation, ECT (Electro compulsive therapy), psychosurgery etc. (Saul McLeod, 2008).The socio-medical model’s approach to mental health is a total contrast to that of the medical model. It believes that many of the treatments used by the biomedical model are inhumane and unnecessary, and that mental illness is a result of social and personal factors surrounding an individual, rather than as a result of a biological cause. The socio-medical mod el would use therapies such as CBT (cognitive behavioural therapy), client-centred therapy, family interventions, self-help groups, social and individual learning skills sessions and vocational training.The therapies used by the socio-medical model aim to give insight into the patients personal problems which could be causing the mental illness, they aim to give the patient unconditional positive regard, boost self-esteem and confidence (which may be low due to the negative perceptions of mental illnesses in most societies) and try to promote an independent life for the patient so that they can live in society safely, whilst still getting the care and treatment they need from community carers etc. (Coppock and Dunn, 2009).They believe the society you live in, your quality of life and your social class has a great influence on an individual’s mental health. They would say that due to the financial stresses and low life quality of the lower classes, this would make them more li kely to suffer from mental illness. They will use the client centred therapy to identify the personal problems in an individual’s life such as marital problems, financial problems, problems in the work place etc. The socio-medical model believes that the medical model stigmatizes patients by treating all patients suffering from a particular mental illness the same.They believe that society has a negative perception of mentally ill people and that they should not be labelled as it is not their fault they are suffering from that condition. (Ross Clarke B, 2012). Besides the different medical models, there are also other approaches to the study of mental health. Sigmund Freud, and others who follow the psychodynamic theory, would say that mental illness is due to an unsuccessful completion of a psychosexual stage or due to a trauma in a person’s childhood, and that bringing their unconscious thoughts to the surface of the conscious mind (using psychotherapy) will eliminat e the problem. Unknown Author B, 2011). Different time periods have also had different approaches to the study of mental illness. Early this century, for example, people suffering from mental illness were seen as being inadequate to the rest of society, a danger to their-selves and others and unable to live ‘normally’ within society. They treated these people inhumanely, carrying out horrendous treatments which often resulted in patients becoming emotionless and ‘zombified’.Before the 1950’s ECT was carried out without the use of anaesthetic, which was very painful and uncomfortable for the patient. Around this time people with mental illnesses were being institutionalised on a regular basis, and by the mid 1950’s there was a total of around 150,000 people across the UK in mental institutions. (BBC, 2010). People were institutionalised for a variety of different reasons, ranging from sufferers of depression, to violent outbursts (mostly among women) and then extreme things such as murder or suicide attempts.These institutions at the time thought they were providing the best form of treatment for their patients, but people in more recent times think that the institutions had an unpleasant ‘prison-like atmosphere’ and that they totally took away people’s rights, freedom, independence, social skills and self-esteem and confidence and that the treatments they used were unnecessary and inhumane. (BBC, 2010).In the late 1950’s – early 1960’s a more humane approach started to be taken to the study of mental health. The start of the NHS in 1948 meant that mental health would now have a more modern and humane view from society, the NHS started to introduce new treatments and therapies in the asylums/institutions such as ‘programmes of activity’ including craft and sewing classes ect, and also introduced an ‘open-door policy’, aiming to give the patients more indep endence and freedom.This new approach recognised that asylums were not necessary for all mentally ill patients and in 1961, a man named Enoch Powell tried to change societies vision of mental ill health and, as the health minister of the time, he vowed to close all mental asylums/institutions and to instead, release patients into society, providing treatment and care for them at home and in the community via community carers. (Adam McCulloch, Michael Fitzpatrick, 2011). It wasn’t until the 1970’s however that people stopped being admitted into the asylums and still took until the 1980’s for the first asylum to close.By 1990 100,000 patients had been released into society and mental hospitals started to become extinct. This was the start of care in the community for the mentally ill, as we know it today. (BBC, 2010). The modern approach to mental illness is that there could be a number of causes, whether that be genetic, organic, personal, social or a combination of either, and that sufferers should not be labelled, should not be considered ‘abnormal’ and that they should be treated just like any other ‘normal’ member of society. Ross Clarke B, 2012). They should receive sufficient care via GP/hospital appointments, care in the community and by alternative therapies such as family interventions, self-help groups etc. ‘User movements’ have also quite recently been introduced, this is a system which encourages the patient to work with a professional such as a doctor/psychiatrist to help choose the treatments they receive in order to make them feel more in control of their illness or disorder and to help them feel more confidence that the chosen treatment will work. BBC, 2010). People with mental illnesses are no longer stigmatised or labelled and a majority of the western world have now accepted mental illness as a genuine problem which needs to be solved, rather than seeing it as a condition which needs to be locked away from society like in the early 50’s. References Mike Harris. (2008). Sociology of health and illness. Available: http://www. slideshare. net/Bias22/sociology-of-health-and-illness-presentation#btnNext Last Accessed: 06/12/2012Unknown Author. (2012). What is the biomedical model? Available: http://www. wisegeek. com/what-is-the-biomedical-model. htm Last Accessed: 06/12/2012 Ross Clarke. (2012). Booklet 3 – the different constructions of health and illness. The Manchester College, 2012 The Open university. (2012). Models of healthcare: the biomedical model. Available: http://openlearn. open. ac. uk/mod/oucontent/view. php? id=398060§ion=1. 6 Last Accessed: 06/12/2012 Andrews, G. , Slade, T. , Peters, L. (1999).Classification in psychiatry: ICD-10 versus DSM-IV. The British Journal of Psychiatry. v. 174. no. 1. p. 3 – 4 Ross Clarke B. (2012). Booklet 4 – approaches to the study of mental health and illness. The Manchester College, 201 2. Saul McLeod. (2008). The medical model. Available: http://www. simplypsychology. org/medical-model. html Last Accessed: 06/12/2012. Coppock and Dunn. (2009). Understanding mental health and mental distress. Available: http://www. sagepub. com/upm-data/30675_02_Coppock_&_Dunn_Ch_01. df Last Accessed: 06/12/2012. Unknown Author B. (2011). Psychology 101. Available: http://allpsych. com/psychology101/personality. html Last Accessed: 06/12/2012. BBC (2010). BBC4 video – mental history of the mad house. Last Accessed 27/11/2012. Adam McCulloch, Michael Fitzpatrick. (2011). Mental institutions, Enoch Powell and community care. Available: http://www. communitycare. co. uk/blogs/social-care-the-big-picture/2011/09/mental-institutions-enoch-powell-and-community-care. html Last Accessed: 06/12/2012. The Sociology of Health The Sociology of Health The socio-medical model of health The socio-medical model of health focuses on the social factors which effect an individual’s health and well-being. They believe each person should be treated in accordance to their own personal circumstance and situation surrounding there illness, rather than be treated as a member of a group suffering from a particular illness, and should be treated the same as each person within that group. The socio-medical model concentrates on social factors contributing to the standards of health.Social inequality and living standards are important influences on the standards of health. The socio-medical model suggests that the wealthy are more likely to have good health and suffer from less illness, and the poor are more likely to have bad health and suffer from more illnesses than the wealthy would. Things which could be factors contributing to ill health within societies with poor living standards, according to the socio-medic al model are; damp or cold houses, lack of exercise, poor diet, lack of education and health awareness etc.The socio-medical model also suggests that the standards of health varies across different cultures, and that what is considered an illness in one society might be not be seen as an illness in another society. For example the contagious skin disease ‘yaws’ was so common in sub-Saharan Africa early this century that it was not considered a disease at all, it was considered normal because most of the population had the disease. The socio-medical model thinks that some societies also treat people with an illness differently from other societies.For example Australia does not allow anyone with HIV into the country, which is seen by most other countries as morally wrong and contrasts with the way people with HIV are treated in the majority of societies around the world. Time is another factor which the socio-medical model believes influences the standards of health. For instance cigarettes were promoted as being positive over 60years ago, whereas today smoking cigarettes is a well-known health threat.Socio-medical treatments for illnesses include looking at an individual’s personal situation, identifying the factors which have contributed to their illness or disorder, and removing these factors in order to correct or resolve the problem. For example a young man who has gone bald, from a socio-medical point of view, would be assessed and factors in his life such as great stress at work would be identified, this stress would be seen as the cause of his premature baldness, and they would try to help the man find a health way to vent his stress – in order to improve his condition.The biomedical model would view this man in a different way, they would concentrate on genetic factors such as premature baldness in his father, and put this forward as the cause in contrast to the socio-medical model. The biomedical model of health The biomedic al model emerged after the industrialisation of the western world. New scientific discoveries and methods were being used to produce a new model of health which used new technologies and tests such as x-rays, biopsies and electroencephalographs in order to monitor people’s health.These tests aim to show ‘biological malfunction or irregularity’ in order to diagnose illnesses, which are then treated using biological methods such as drugs, operations, hospitalisation etc. (Ross Clarke, 2012). According to the biomedical model the individual is not responsible for their illness or condition, and think that illness is caused by; a biological breakdown within the individual (this can be things such as infections, genetic malfunctions, broken bones and so on) or by external factors invading the body – such as virus’s and disease etc.They believe every single illness has ‘one single observable cause’. (Mike Harris, 2008). The biomedical model b elieves that the cause for a certain illness in one person has the same cause of that illness in another person – so all people with that illness should be given the same treatments, no individual cases are usually taken into account. (Ross Clarke, 2012). The biomedical model refers to ‘good health’ as having no illness. If you have ‘bad health’ you are considered to be ill, or to have an illness.Treatment is given with the aim of correcting a malfunction within the body and once this malfunction is corrected, you will be considered to be healthy again. (The Open University, 2012). The biomedical model is the dominant model of health in the modern western world. It treats illness and ‘malfunction’ with the use of medication, operations, radio and chemo therapy, transplants etc. Some socio-medical methods of treatment, however, are used alongside the biomedical model treatments, such as the use of therapy. (Unknown Author, 2012).The diffe rent approaches to mental health and illness Mental health and illness can be defined and viewed in many different ways according to many different factors including; the models of disability, the culture, gender, social class, the time period, religion etc. (Ross Clarke B, 2012). The biomedical, or medical, model of health would describe mental illness in the same way they describe any other illness; that it is caused by one single physical/genetic cause. This could be things such as genes passed down from your parents, a bump or bang to the head etc.They believe that symptoms are caused by a physical problem within the person or in the brain and they group these symptoms together in order to diagnose an illness or syndrome. The medical model uses two classification systems of mental illness in order to diagnose a patient. These two systems are the DSM IV and the ICD-10. The DSM identifies the patient’s symptoms in order to give a diagnosis for their disorder, while the ICD- 10 not only identifies the disorder and relevant symptoms, but it also tries to identify a cause. Andrews, G. , Slade, T. , Peters, L. 1999). The medical model of mental health describes people with mental illnesses as victims of their disorder, they see them as being unable to control their own actions and place no blame on the patient. The medical model uses drugs and therapies in order to treat people with mental illness, these could be things such as antipsychotic drugs, antidepressant drugs, mood stabilisers, sectioning, institutionalisation, ECT (Electro compulsive therapy), psychosurgery etc. (Saul McLeod, 2008).The socio-medical model’s approach to mental health is a total contrast to that of the medical model. It believes that many of the treatments used by the biomedical model are inhumane and unnecessary, and that mental illness is a result of social and personal factors surrounding an individual, rather than as a result of a biological cause. The socio-medical mod el would use therapies such as CBT (cognitive behavioural therapy), client-centred therapy, family interventions, self-help groups, social and individual learning skills sessions and vocational training.The therapies used by the socio-medical model aim to give insight into the patients personal problems which could be causing the mental illness, they aim to give the patient unconditional positive regard, boost self-esteem and confidence (which may be low due to the negative perceptions of mental illnesses in most societies) and try to promote an independent life for the patient so that they can live in society safely, whilst still getting the care and treatment they need from community carers etc. (Coppock and Dunn, 2009).They believe the society you live in, your quality of life and your social class has a great influence on an individual’s mental health. They would say that due to the financial stresses and low life quality of the lower classes, this would make them more li kely to suffer from mental illness. They will use the client centred therapy to identify the personal problems in an individual’s life such as marital problems, financial problems, problems in the work place etc. The socio-medical model believes that the medical model stigmatizes patients by treating all patients suffering from a particular mental illness the same.They believe that society has a negative perception of mentally ill people and that they should not be labelled as it is not their fault they are suffering from that condition. (Ross Clarke B, 2012). Besides the different medical models, there are also other approaches to the study of mental health. Sigmund Freud, and others who follow the psychodynamic theory, would say that mental illness is due to an unsuccessful completion of a psychosexual stage or due to a trauma in a person’s childhood, and that bringing their unconscious thoughts to the surface of the conscious mind (using psychotherapy) will eliminat e the problem. Unknown Author B, 2011). Different time periods have also had different approaches to the study of mental illness. Early this century, for example, people suffering from mental illness were seen as being inadequate to the rest of society, a danger to their-selves and others and unable to live ‘normally’ within society. They treated these people inhumanely, carrying out horrendous treatments which often resulted in patients becoming emotionless and ‘zombified’.Before the 1950’s ECT was carried out without the use of anaesthetic, which was very painful and uncomfortable for the patient. Around this time people with mental illnesses were being institutionalised on a regular basis, and by the mid 1950’s there was a total of around 150,000 people across the UK in mental institutions. (BBC, 2010). People were institutionalised for a variety of different reasons, ranging from sufferers of depression, to violent outbursts (mostly among women) and then extreme things such as murder or suicide attempts.These institutions at the time thought they were providing the best form of treatment for their patients, but people in more recent times think that the institutions had an unpleasant ‘prison-like atmosphere’ and that they totally took away people’s rights, freedom, independence, social skills and self-esteem and confidence and that the treatments they used were unnecessary and inhumane. (BBC, 2010).In the late 1950’s – early 1960’s a more humane approach started to be taken to the study of mental health. The start of the NHS in 1948 meant that mental health would now have a more modern and humane view from society, the NHS started to introduce new treatments and therapies in the asylums/institutions such as ‘programmes of activity’ including craft and sewing classes ect, and also introduced an ‘open-door policy’, aiming to give the patients more indep endence and freedom.This new approach recognised that asylums were not necessary for all mentally ill patients and in 1961, a man named Enoch Powell tried to change societies vision of mental ill health and, as the health minister of the time, he vowed to close all mental asylums/institutions and to instead, release patients into society, providing treatment and care for them at home and in the community via community carers. (Adam McCulloch, Michael Fitzpatrick, 2011). It wasn’t until the 1970’s however that people stopped being admitted into the asylums and still took until the 1980’s for the first asylum to close.By 1990 100,000 patients had been released into society and mental hospitals started to become extinct. This was the start of care in the community for the mentally ill, as we know it today. (BBC, 2010). The modern approach to mental illness is that there could be a number of causes, whether that be genetic, organic, personal, social or a combination of either, and that sufferers should not be labelled, should not be considered ‘abnormal’ and that they should be treated just like any other ‘normal’ member of society. Ross Clarke B, 2012). They should receive sufficient care via GP/hospital appointments, care in the community and by alternative therapies such as family interventions, self-help groups etc. ‘User movements’ have also quite recently been introduced, this is a system which encourages the patient to work with a professional such as a doctor/psychiatrist to help choose the treatments they receive in order to make them feel more in control of their illness or disorder and to help them feel more confidence that the chosen treatment will work. BBC, 2010). People with mental illnesses are no longer stigmatised or labelled and a majority of the western world have now accepted mental illness as a genuine problem which needs to be solved, rather than seeing it as a condition which needs to be locked away from society like in the early 50’s. References Mike Harris. (2008). Sociology of health and illness. Available: http://www. slideshare. net/Bias22/sociology-of-health-and-illness-presentation#btnNext Last Accessed: 06/12/2012Unknown Author. (2012). What is the biomedical model? Available: http://www. wisegeek. com/what-is-the-biomedical-model. htm Last Accessed: 06/12/2012 Ross Clarke. (2012). Booklet 3 – the different constructions of health and illness. The Manchester College, 2012 The Open university. (2012). Models of healthcare: the biomedical model. Available: http://openlearn. open. ac. uk/mod/oucontent/view. php? id=398060§ion=1. 6 Last Accessed: 06/12/2012 Andrews, G. , Slade, T. , Peters, L. (1999).Classification in psychiatry: ICD-10 versus DSM-IV. The British Journal of Psychiatry. v. 174. no. 1. p. 3 – 4 Ross Clarke B. (2012). Booklet 4 – approaches to the study of mental health and illness. The Manchester College, 201 2. Saul McLeod. (2008). The medical model. Available: http://www. simplypsychology. org/medical-model. html Last Accessed: 06/12/2012. Coppock and Dunn. (2009). Understanding mental health and mental distress. Available: http://www. sagepub. com/upm-data/30675_02_Coppock_&_Dunn_Ch_01. df Last Accessed: 06/12/2012. Unknown Author B. (2011). Psychology 101. Available: http://allpsych. com/psychology101/personality. html Last Accessed: 06/12/2012. BBC (2010). BBC4 video – mental history of the mad house. Last Accessed 27/11/2012. Adam McCulloch, Michael Fitzpatrick. (2011). Mental institutions, Enoch Powell and community care. Available: http://www. communitycare. co. uk/blogs/social-care-the-big-picture/2011/09/mental-institutions-enoch-powell-and-community-care. html Last Accessed: 06/12/2012.

Human Resources Functions Essay

Human resources or personnel function fulfils a number of needs. It is responsible for the hiring and firing of employees, for staff training and development, and for dealing with matters relating to industrial relations. In this report I will be analysing each of the functions related to human resource and then take one of them and make an in depth analysis of it. Once I collect the information I need regarding the responsibilities of the human resources and how they should be carried out, my next step will be to compare them with a medium or large size company to see how they carrying out the responsibilities and what alterations they have made to suit their particular needs. To do this I have chosen Tesco. Below I will briefly look at the four functions of human resource and how they affect Tesco: 1. Human Resource Planning Human resource planning can be defined as: â€Å"The activity of management which is aimed at coordinating the requirements for and the availability of the different types of employee† In simplicity, this means to make sure that the organisation has the right number of employees and of the right quality. For the human resource to achieve their targets they need to have a good understating of the labour market in the local area. When planning human resources Tesco need to take into account the following factors: a) Local employment trends Local employment trends tells Tesco about the levels of employment in the area and gives them a general idea of the type of jobs people are getting and the type of jobs that there are a shortage in. b) Local skills shortages Local skills shortages is an important aspect to Tesco’s human resource because it informs them about the lack of people with certain qualities in the local area. This is important as it can be used to compare against the Tesco’s skills criteria for new employees. If they are looking for certain skills from people and theses are not available then they will either need to compromise or look elsewhere. Also, if they know the general skills of the people then when they advertising for a job, it will reduce the chance of them asking for qualities which are absent in the people, which might keep very suitable people from applying and few applicants might mean that further advertisements are needed, costing time and money to Tesco. c) Competition for employees There may be very few people with top qualities willing to work for a company like Tesco. It would be in the best interest of Tesco to seek and take theses enthusiasts on board. If they don’t, then other similar retailers will recruit them and then they will become rivals to Tesco. Competition for employees may even be on the lower skills end where there may be a shortage for cashiers, for example. Tesco will need to provide suitable incentives to attract these key people. One simple way in which to attract the mass of people is to increase their wage. This is not always the case due to the financial constraints on a business. d) Availability of labour Availability of labour is an important factor for Tesco. They need to make sure that they are aware of the quantity and quality of workers available when recruiting. This understanding will allow them to make right decision when employing people. If there are very few suitable candidates then they will have to choose someone amongst those. However, if there are many people suitable for the job then they can carry on with their search until they come across some one who fulfils all the requirements. It is important for Tesco to know the availability of workers in their locality as this will enable them to prepare and make back up plans for when there is a shortage of suitable people willing to work for Tesco. Human resource planning also involves looking at how labour is organised within a business. The factors that Tesco must take into account are as follows: a) Labour turnover This is about forecasting supply of labour. It asks the question ‘how many employees will we have in the future?’ It therefore means looking at internal and external sources of labour. When Tesco is looking at the total supply of labour in its organisation it is important for them to look at labour turnover. Below is an example of one of many ways of working out employee turnover: This is sometime called the ‘percentage waste rate’. It tells Tesco what percentage of workforce left in a year. There are also other indexes which deal with stability, which give a good idea of how long employees are staying with the organisation. If employees are not staying very long in certain departments of Tesco, then this can be pinpointed and investigated. b) Sickness and accident rates A high level of sickness absence will affect the supply of labour very badly. If genuine then Tesco can do very little in the short term. If they are bogus then moral within honest workers will be low and confidence in managers can sink. There are many ways in which the human resource team can monitor performance against: o Performance in the previous year o Trends in other organisations in the same industrial sector o National sickness absence figures Accident rates can be lowered and kept to a minimum if health and safety guidelines are followed properly. c) Age, skills and training This is also known as stock taking. It asks the question ‘what is the quantity and quality of staff available in the organisation?’ It uses the following techniques: o Job analysis involves gathering information about all employees. It collects information regarding their duties and skills required to fulfil those duties. o Skills audit is a survey of the skills, qualifications and experience of all existing staff. o Performance review involves looking at the performance of all employees in order to: o identify potential staff o identify where staff have more training needs This information will give an idea to the rest of the company about the skills and training of their employees. Weakness can be tackled using these information and strengths can be built upon. d) Succession This really only applies to employees at supervisor/line manager level and above. Succession planning enables the organisation to ensure that staff with potential to fill top jobs are given extra training or wider experience so that when the time comes they will be able to fill those positions. Without this type of planning Tesco would see good employees leaving for better opportunities elsewhere. This will make it harder for Tesco to fill gaps at a later date. Conclusion on Human Resource Planning Humans are the most important resource to Tesco and they will need to make sure that they plan properly to ensure that they employee the best people who are best suited to the job. This will ensure they have an advantage over their rivals, as rivals can copy products but not staff. 2. Recruitment and Selection Tesco recruit staff for a number of reasons. Initial recruiting is needed when a new store opens and after that there will be a constant need for recruiting due to the changing needs of Tesco and the needs of he employees. o The growth of Tesco is usually seen with the opening of new stores. The opening of stores means that they need to recruit so that the employees can run the store. o Changing job roles within the business o Resignation, retirement, dismissal also means that recruitment needs to take place in order to replace these workers and keep the business running as before o Internal promotion means that new recruits are needed when existing employees are being promoted to higher positions, which leads to vacancies which can be filled by internal candidates. Promotion usually means that there are now gaps at the lower skill level in the store and this creates jobs for external candidates with less experience. Extra costs are always frowned upon by businesses and recruitment, if not properly done can cost a business a lot of money and time. This means that it is very important for a business to recruit accurately and this will mean that the recruiting team have a clear idea of what sort of person the business is looking for and what is expected from them. The team can save the business money and time by: o Preparing person specifications and job description which clearly outline what kind of person they are looking for and with what qualifications. The job description will clearly linked with what they are expected to do once recruited and what is expected of them. o Carefully planning how, when and where to advertise as this will save time and money for Tesco. Tesco need to weigh out the costs and benefits of different methods of advertising (e.g. using internet or the local newspaper), when the best time for advertising is (in the summer holidays or beginning of the school year) and where to advertise (e.g. in the stores or at the job centre). o Identifying the strengths and weakness of job applications, curriculum vitae and letters of application. The recruiting team will need to be very experienced at electing candidates. Their experience in recruiting will be reflected in the quality of candidates they recruit. o Short-listing candidates involves selecting a small number of applicants for the next stage. This may well be training or more tasks to lower the number of people for the next stage. This selecting will carry on until the right numbers of candidates are found with the desired quality. The recruiting team need to be able to distinguish easily the strong applicants from the weak as there may be hundreds of applicants. When recruiting every applicant deserves and expects the same opportunity as their rivals. There are many legal and ethnic responsibilities relating to equal opportunities which Tesco must uphold so that they don’t break the government law and trust of the public. Below are a few acts passed by the government which will govern the recruiting method and process. o Equal Pay Act 1970, requires employers to pay same rate of pay to men and women if they are doing the same job. o Sex Discrimination Act 1975 states that employers may not discriminate on grounds of gender. This act makes it illegal to discriminate against a particular sex when: o Advertising to fill jobs available o Appointing employees for those jobs o Promoting staff into better jobs o Determining the terms and conditions of the ob o When offering employees opportunities for training and development There are Exceptions to this act where this act does not apply. However, these exceptions do not apply to Tesco and this means that the whole act is to be followed by Tesco. o Race Relations Act 1976 makes discrimination on grounds of race illegal in the same areas as the Sex Discrimination Act 1975, i.e. advertising jobs, appointing staff, promoting staff and providing staff benefits. Again there are exceptions which do not apply to Tesco which means the whole act is to be followed by Tesco. o Disability Discrimination Act 1995 updates the protection for disabled persons and places it onto a similar basis as for other forms of discrimination. Key aspects of the Act warn against discriminating when advertising jobs, appointing staff, promoting staff and providing staff benefits. It also states that reasonable steps must be taken to ensure that a disabled person can work on the premises. This act does not cover organisations employing fewer than 20 people. It is therefore correct to say that this act is to be followed closely by Tesco as their employees’ number thousands. However, Tesco only have to do what is reasonable. If modifications are very expensive then this would be deemed unreasonable. There is some government financial assistance available for modifications to buildings. To ensure that only suitable candidates are chosen and to make the selecting process easier and less time consuming, there are testing method and techniques available to the recruiting team. Aptitude tests It has become increasingly common for employers to expect job applicants to carry out tests to give a fuller picture of their ability to do the job applied for. They are appropriate or manual work where there is some skill involved and also for office work. These types of tests are appropriate for Tesco to use as they will allow them to find out more about the applicant before selecting and will allow the applicants to show their full potential. Psychometric tests These types of test assess the intelligence and personality of applicants. They are much more sophisticated then aptitude tests and Tesco must have properly trained staff to carry out and analyse the tests. The producers of such test argue that they are unbiased and that they can sow, for example, if a candidate would work well in a team. Human resources department must have good interviewing techniques and the interviews must adopt these methods and techniques when interviewing to ensure they reach out comes in the best interest of Tesco and its entire staff. Tesco must make sure that recruiters are aware of all the criteria for evaluating the recruitment process and must ensure that all the guidelines and methods are followed carefully. Many employers now use their employees in a ‘flexible’ way so that they can get the most value form them. Tesco must understand the importance of recruiting and maintaining a flexible workforce if they are to remain competitive. There are different bases for recruiting people for a flexible workforce, and below I have mentioned a few: o Different modes of employment o Different terms and conditions Just as methods of working have changed, so have the terms and conditions under which people are employed. People may be employed full-time or part-time under a number of contractual arrangements. o Core employees are highly paid workers who offer ‘firm-specific’ skills which are hard to acquire form anywhere else. Often such skills will have been acquired within the organisation itself. They provide functional flexibility because they do a range of tasks. Because they are so ‘firm-specific’ they have high job security. o Part-time, temporary and contract labour Sometimes temporary staff are required for short periods of time either to replace employees who are absent or to help out in busy times. When labour is plentiful the short-term contract enables firms to meet present staffing needs without making a long-term contract. Tesco use this type of recruitment when there is a shortage of staff or when there s a busy period (e.g. Christmas) which demands more assistants in the shop floor. Conclusion on Recruitment and Selection Tesco must ensure that their recruiting team is the properly qualified as a good team will lead to good recruits. Tesco must ensure that they use the best and fair methods suited to their environment to select the right candidates. This will ensure the best people are working for them to create the top company. 3. Training and Development A general definition of ‘training’ is: ‘the acquisition of a body of knowledge and skills which can be applied to a particular job’ Training can be divided into two main categories: ‘on the job’ training or ‘off the job training. ‘on the job’ training This means that the employees acquire their training or development in the workplace itself. An example of this in Tesco is when they recruit a school leaver who has little work experience. One of the supervisors will show the new recruit what they have to carry out and may show them how this is done. ‘off the job’ training This means attending courses which may be in a collage or training centre away from the work place. This usually applies when there are insufficient facilities or people to train the trainees. Tesco may want its entire senior staff to have a high degree of understanding in health and safety and for this they may send their seniors to a course where they would acquire this knowledge from experts. Induction This is an introduction to the organisation for new employees. It is designed to familiarise new recruits with the organisation, its rules, facilities, policies and key staff. Usually an introductory pack containing the main details will be provided. In Tesco this would be carried out once a recruit starts working or when they are being promoted and new responsibilities are put on them. The induction is very important to both Tesco and their new employee. Tesco need to ensue that they give the best possible start to the recruit and the employee needs to be satisfied that this it is in their best interest to work for Tesco. Tesco will also get their first impression of their recruit so this stage is important for Tesco. Mentoring This can take a number of forms. It may involve an experienced member of staff supporting a new recruit through initial stages after joining the organisation. The aim is to give a new member of staff a point of contact where problems can be taken and advice given. The meetings are usually informal and supportive and the mentor is often someone at the same level in the organisation as the new recruit. Mentoring will allow the new member to pick up new ideas quickly and will be more beneficial for the company. Coaching Coaching is a term which is becoming increasingly used in association with training in business. It involves an expert helping employees to develop specific skills through explanation, practice and encouragement. Coaching is becoming popular as a means of developing the skills of senior managers. This is important as it targets employees at the higher end of the chart. Their success will be passed on to the juniors and this will mean that better managers will mean better staff. Apprenticeships Traditionally, an apprenticeship involved a trainee working for a period of time with a craftsperson in order to learn a trade. In-house raining This is where employers run courses inside their own organisation. Courses run ‘in house’ will be ones where it is impractical and unrealistic to offer any other alternative – an oblivious example would be the organisation induction programme. This type of training is very useful to Tesco because this means that they can easily gather all their employees and teach them new methods or make them aware of surrounding situations. This will give them advantage over rivals as it will mean that all their staff are always up-to date with the latest knowledge, skills and methods. External training Sometimes it is necessary to send staff to do courses elsewhere. This may be at a factory of a n equipment supplier (when an organisation buys new equipment the supplier will usually run training programmes at its own factory to get employees accustomed to using it). This type of training will make the employees more efficient as they won’t be wasting valuable time on the shop floor trying to figure out what certain buttons on a machine do. Transferable skills These are skills that, once learnt, may be applied in many different situations. The key skills of Application of Number, Communication and Information Technology are transferable. This could be for example cashing up the till. Non-transferable skills These are narrow skills that are job specific; they apply only to a particular situation. This for example could be the procedure of dealing with out of date food. Conclusion on Training and Development Knowledge and skills of staff are vital to the success of Tesco. Therefore, they must ensure their employees are best trained and that they are always developing. 4. Performance Management A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance – perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. A number of methods may be used to check performance the choice will depend upon the business in question. Performance reviews including appraisals An increasingly important way of getting feedback on employee performance is through appraisal. Appraisal may be closed, in which case the report remains confidential. More usually the process is open, in which case the appraisee takes an active part in the review process and discusses the results. The appraisal essentially looks at what an employee’s job is, how well it is being performed, and what action should be taken for the future. Self-appraisals Self-appraisals involves employees assessing themselves against a series of criteria. These results can then Peer evaluations This involves employees on the same level within the organisation assessing each other. This may mean that managers in different of Tesco observe each others and write a report. Target setting for individuals and groups All employees should know just what’s expected of them on the job. When setting targets the Human Resources department for Tesco must make sure that their targets meet these criteria: o They should be specific. Every person doing a job should know exactly what he or she is expected to do. o They should be measurable. Tesco should have a touchstone against which performance can be measured. o They must be attainable. Unless the targets can be met, staff will consider them unfair and Tesco may find that their staff, resist working towards them. Measuring individual and group output/production Tesco employ staff in order to help the organisation sell the products and provide its customers with quality service. The efforts of the human resources managers will be towards improving the performance of employees and thereby enabling the organisation to achieve its objectives. Performance can be measured in a number of ways: o Performance through profit This may mean comparing its profit for different years or against its other stores. o Performance through quality Today, quality is a word used in all organisations, those providing services as well as those providing goods. This means that Tesco can use methods such as suggestion box for customers to praise customer service or to make complaints against staff. This will enable management to work with the employee in question or to reward them. o Performance through productivity In Tesco, sales representatives, for example, keep records of sales they make. Tesco can for example, compare two staff at the checkouts working the same shifts to see how fast they are serving the customers, by analysing how many customers they have served. They can use this to determine training needs. After setting these performances, the staff will be monitored and their results analysed. In order for Tesco to prosper amongst their rivals they must use the performance results as a way to find and solve problems. For example, the results may show that a particular employee or a group of employee lack certain aspects of knowledge in their jobs. Using this information Tesco can target these employees and send them on training programmes so that they are more developed. Motivation It may seem obvious that staff should be motivated; however, from the point of human resources management this is only true if motivation leads to improvements in the work. Over the years a number of management theories have been put forward in an attempt to explain the nature of motivation and suggest ways in which it may be improved. Frederick Taylor’s principles of scientific management Taylor’s belief was that complex tasks should be broken into separate operations so that little could go wrong. Each operation would be performed by a separate employee. The whole job could then be completed in a series of stages by a number of employees working together. This theory can be seen if one aspect of Tesco is looked in to detail. For example, when a delivery comes one employee doesn’t unload the truck, check them off, and put them on the shelves. This process of getting goods from the truck on to the shop floor is done by a number of employees working in team so that once one stage is completed the second can be tackled by another set of employees. This way each set of employees knows exactly what they are required to do and chance of something going wrong is decreased. Fredrick Herzberg’s two factor theory Herzberg’s theories, produced in the 1950s, concern job design and satisfaction. From numerous interviews with accountants and engineers he concluded that two sets of factors are important. o Hygiene factors, which include reasonable pay, satisfactory conditions of work and benefits such as sick pay. o Motivators, which include responsibility, challenge and self-improvement. Hertzberg believed that properly designed jobs provide satisfaction and personal development for the employee. The workers become motivated, perform well and are less likely to be absent. To Tesco this theory is very important. They have taken advice from such theory and adapted their policies where possible to suit their employees. Tesco pay competitive rates, their working conditions are of top quality and they have many benefits. These are a result of understanding this theory and implementing them so that they get the desired results that all companies want. Abraham Maslow’s hierarch of needs Maslow developed his ‘Theory of Human Motivation’ in 1943. He believed that motivation comes from a desire to satisfy needs. He placed these in a hierarchy with the basic needs at the bottom of the pyramid and higher needs at the top. In practice Maslow accepted that a variety of needs will exist at the same time, but suggested that once lower needs are satisfied then higher needs become the strongest motivators. Maslows theory has the same basis of Fredrick Herzbergs’s two factor theory because they both argue that what satisfies a person is the hygiene factors and the Motivators. Fredrick just says that a combination of these two factors leads to better performance where are Maslow goes further to say that they come in a set order where once basic needs are satisfied, higher, more complicated desires will be sought. Both Maslow and Fredrick speak of the same requirements in their theory. Evidence of both these theories can be seen in the day to day running of one of the Tesco stores. One such examples is the promotion of senior managers to managerial positions. In this instance the desire of the employee in question has been fulfilled and soon their desire will advance and they may start looking for further responsibility. Douglas McGregor’s Theory X and Y. In his book , The Human Side of Enterprise, he put forward two extreme views about the way in which organisations manage their employees. He called theses ‘Theory X’ and ‘Theory Y’. ‘Theory X’ states that all employees are lazy unambitious and dislike extra responsibilities. They will always resist change of any kind and are totally uninterested in the future success or otherwise of their employer. They are not interested in how the organisation works and prefer to be told what to do. ‘Theory Y’ is exactly the opposite. Employees are interested in their work and want to be asked for their opinions on how to improve things. They want to be given more responsibilities and will naturally work hard without having to be told what to do all the time. They are also prepared to accept change because they understand it is in everyone’s best interest to move with the times. In practice theses views are extreme ends of the scale and Tesco like most other organisations falls between the two. They have both employees who have the characteristics of ‘theory X’ as well as employees with characteristics of ‘theory Y’. Naturally the more characteristics an employee holds of ‘theory Y’ the more likely that that person will be promoted to higher, more responsible positions as it’s in the best interest for Tesco to make ‘theroy Y’ employees managers key workers. One reason is that ‘theory Y’ employees are more likely to have better attendance and punctuality rates because they are self motivating, and this is a great advantage to Tesco and will help Tesco move further. McGregor’s theories are similar to Muslow’s and Fredrick Herzberg’s. They are all closely related because they all base their theories on the same principle of desire. All their theories show that if a person desires for something and the condition is right then they will work towards it with all their effort. For example, if their s a managerial position and they have the ability to grasp that position then they will, but only if they have the desire to take such responsibility. If however, the conditions are right but the desire is absent then they may not try for such a position or may be promoted with no desire which could lead to chaos. On the other hand, if there is an employee with the desire and no opening is in sight then he/she may decide that the best option for them is to move to another company. Therefore, Tesco endeavours to provide eager, hardworking employees the benefits and promotions they rightly deserve. Relationship between Training & Development and Performance Management Before Tesco can give its staff advance training it needs to know what they lack. It will be very expensive for Tesco to give training to its entire staff regarding all the different aspects of the company. Therefore Tesco needs a way of knowing what their staffs lack knowledge in and which staff or group of staff in particular. As I have mentioned earlier there are many different ways of finding out the training is needs and there is a variety of training programs to suit the needs of the employees. Tesco will set training according to the needs which arise from the performance reviews. Once training is given another performance review will be done to asses its success and further training may be suggested. This cycle of training and reviews will always be part of any company due to advances in technology and constant changes in employees and the attitude of society. The training methods Tesco decide to use and they way in which they review performance will be according to the way in which the person in charge understands and evaluates the A business needs to ensure that its employees are performing effectively. It will wish to: o Identify areas which are unsatisfactory o It may wish to find areas where employees need to be trained and developed o It may wish to encourage and reward good performance – perhaps with performance-related pay in the form of bonuses or pay increases. Performance management refers to the practice of setting targets, measuring performance against these and suggesting courses of action. Conclusion on Performance Management Tesco must ensure that performance of staff are at their very best. They must use suitable methods to find weakness in staff and improve. T succeed they must make certain that the correct attitude is always emanating from their employees and that they are ready for change. Quality of information collected from recruitment documents When Tesco are recruiting people they have set procedures to deal with application forms and there are several key recruitment documents that are used by them to evaluate the quality of the person applying. Before any candidate is given the an interview they must pass the selection process. When Tesco are advertising for a recruit they will provide the person with a job description. A job description lists the main tasks required in a job. The person flicking through the newspaper for example, will decide if the tasks suit them and they will then apply if they do. Along with the Job description, Tesco will also provide what is known as a person specification. This sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job. The best-known method of drawing up person specification is based upon seven separate groups of characteristic: 1. Physique, health and appearance 2. Attainments 3. General intelligence 4. Special Aptitudes 5. Interests 6. Disposition 7. Circumstances This specification clearly sets out the description of the ideal candidate and applicants can be easily measured against this. This makes the job of the interviewer much easier and will ensure that Tesco are recruiting the right people for the right job. One a person has seen the advertisement and they want to work at Tesco, there are many ways they can apply. Below I will list them and analyse the advantages and disadvantages of each: The curriculum vitae (CV) This is the most common way in which applicants let Tesco know that they are interested to work in Tesco. CVs are very useful to Tesco as they advantages Provides an overview of the applicant Easy to produce Taught at school Can be used in the selection process Can be used to compare against requirements disadvantages May not provide vital information Not everybody has easy access to computers The letter of application This is simply a letter asking for the job and explaining why they are suitable it. Human Resources department staff may need to read hundreds of application letters so it is in the applicants interests to pay attention to doing it properly. advantages o Can be used in the sorting process o Provides an overview of the applicant disadvantages o The person taught to write letters well at school will stand out even though their other qualities might no be so good o The letter may miss out information, which is important, and conversely is likely to dwell on factors, which make them look a more attractive applicant. The application Form This is a far more commonly used method of selection. Consultants devote hours to designing a new and better forms which will extract even more accurate information from people. advantages o Specific requirements from the job and person specification can be compared with the application form o Questions, which might otherwise not be answered in CVs or letters, can be asked. o The form can act as a framework for the interviewer, making the interview easier to conduct. o Forms can be kept of all short listed candidates and drawn on them again if another vacancy arises. o The form for the successful applicant will become a very useful part of his/hers personal records. disadvantages o Costly to design and produce. The effects of I.C.T on recruitment documents The advance of I.C.T means that companies like Tecso use their web site to advertise jobs. They also have online application forms that will appeal to a wider range of audience. Their website also facilitates for C.Vs to be sent directly to Tesco. The new ways of capturing information is a great advantage to Tesco. They receive application forms and C.Vs within minutes, which saves them time and money. However initial costs of setting up the websites are very high, but the Human Resources Department doesn’t have to worry about this because Tesco will have a website whether the Human Resource department want to use it or not.

Assess Albert Speer’s contribution to the Nazi war effort Essay

Albert Speer’s contribution to the Nazi war effort started well before the declaration of war. His work for the Nazi regime aided Adolf Hitler in lifting the morale of the German people and consolidating Nazi power which was determined to engage in armed conflict. Speer was an accomplished architect and a highly efficient organiser. Hitler addressed Berlin’s university students at a Berlin rally in 1931, and Speer who was in the audience was so overwhelmed by what he heard that he joined the Nazi party and committed himself to his work. By 1932 he was working independently as an architect and used his party contacts to gain him more work. In 1933, Goebbels asked Speer to renovate the Propaganda Ministry. His next project proved to be even more successful planning and organising massive banners, swastikas and searchlights for the celebration of the Day of National Labour on the Tempelhof Field in Berlin on May 1st 1933. Goebbels was so impressed that he commissioned Speer to design the surround of the Nuremberg Rally later that year. Soon he was renovating Nazi Party offices and through his hard work and enthusiasm he mad a name for himself amongst the Nazi leadership. With the death of Hitler’s architect Troost, Hitler co-opted Speer as his personal architectural advisor. They became personal friends and Speer moved his family to be near Hitler’s mountain lodge. Speer was commissioned to rebuild the Nuremberg Party Rally grounds and due to his success in propaganda architecture Hitler appointed him in 1938 as General Building Inspector for the National Capital. Speer placed his department at the disposal of the Wehrmacht. Among his innovations were quick-reaction squads who construct roads and cleared away debris. Before long, these units would be used to clear bomb sites. As the war progressed, he failed to convince Hitler of the need to suspend peacetime construction projects, so he continued to work on the Berlin and Nuremburg plans. Speer also oversaw the construction of buildings for the Wehrmacht and Luftwaffe, and developed a considerable organization to deal with this work. Speer continued with his duties designing and constructing for the Reich up until 1942. In this period, his ideas and plans were used by Hitler to show the German population how great the nation could be. That year he was appointed Reich Minister for Armaments & Munitions as a reward for his faithful and unswerving loyalty to Nazi Party and Hitler. Hitler also believed that due to his close relationship to Speer and Speer’s loyalty, he could control arm’s production. Speer’s effect was immediate. In the first six months, he increased production of guns by 27%, tanks by 25% and ammunition by 97%. By the end of 1944, production had increased by 300%. This included a rise in the construction of aircraft from 9500 in 1941, to 34300 by 1944. All this was done with only a 30% increase in the workforce. Speer convinced Hitler that many workers should be diverted from producing consumer items for armaments production. He also used foreign workers and prisoners to work as forced labour. When German war production was at its peak in late September 1944, there were over seven million foreign labourers and 400,000 prisoners of war working as slave labourers. This was approximately 20% of the total workforce. Speer was so efficient with his duties, that many historians credit him with prolonging the war for a further twelve months. Speer was a great believer in the V1 & V2 Rocket programs to swing the tide of the war in Germany’s favour. He claimed that the inability of senior Nazi figures to fully comprehend rocket technology led to a delay in overcoming initial problems with the V2. He believed that the V2 would have been operational far sooner if the project had received greater backing. General Eisenhower claimed after the war that if the V Weapon program had been in place in earl 1944, the D-Day landing may have been impossible. In early 1944, Speer was admitted to a clinic as a result of health problems. During the period of his recovery, he had time to reflect and in doing so, realised his growing disenchantment with Hitler and the Nazi regime. In November 1944 in a private conversation with Joseph Goebbels he indicated his belief that a German victory was not possible. The war was going so poorly for Germany that even Speer’s talent and efficiency drives were unable to reverse the oncoming defeat. By the middle of the year, he had disobeyed Hitler’s orders to put a halt of producing aircraft and boost anti-aircraft production. He also refused to engage in Hitler’s ‘Scorched Earth’ policy which meant that all infrastructure, power supplies, records & documents and food be destroyed before it could fall into the hands of the advancing Allied forces. He did this because he had realised that such an action would devastate any possible chance of recovery for the German people after the war had been lost. It is evident that Albert Speer had an overwhelming effect on the Nazi war effort. His ability to organise and plan projects from architecture, which would lift the peoples morale, to the production of arms which enabled the German armed forces to continue the fight against the allies for so long. Without a person of his ability, the German war machine and the Nazi government would have fallen far earlier.

The Impact Of Tourism In The Construction Industry Essay

The Impact Of Tourism In The Construction Industry - Essay Example This type of development is now under the scanner and faces various pressures and challenges like environmental regulations, land-use planning and protocols, local socio-economic forces and other requirements. Under this situation, it makes a good case to assess and investigate the impacts and implications of modern-day tourism on the construction sector. A careful look at any tourist destination reveals the cyclical link between tourism and the construction industry, both capacitating and facilitating each other. Identifying this link, Riera (1999) and Apostolopoulos et.al. (2001) expressed that mass tourism and accommodation construction are inter-woven, accommodations and hotels need tourist to survive and do business and tourism too needs good accommodation facility for attracting tourists (Riera A., 1999; Apostolopoulos et.al., 2001). Thus, the current trend is in favor of exotic destinations and vacation or second home, a home away from the home which is also an investment home for some. The growth of tourism is always welcome as it has the potential of offering multiple benefits (WWF, 2001; UNEP/CI, 2003; WITC, 2005)-economic opportunities, socio-cultural exchanges & integration, international relationship building and many other associated advantages. For any tourist destination or spot, the growth of tourism implies additional influx of tourists which in turn calls for construction of additional accommodations/vacation homes and tourism infrastructures. Under this situation, tourism growth means more tourists, more demands for accommodations and infrastructures and consequently more construction activities. Looking it the other way, good infrastructures and accommodations can also add to the real value of a destination and attract people facilitating tourism in the process. Thus, there seems to be a straight forward interrelation between tourism and the construction industry (Apostolopoulos et.al., 2001). However, this interrelation or interdependence is not as simple as it sounds. Tourism is intrinsically an activity constrained by time and space and construction too is heavily dependent on space or geographical area and land-use configuration (Hall, 2005). Space has limitations and thus, tourism and the construction industry cannot keep on growing or developing indiscriminately and ceaselessly or else, the realities of space constraints and the possible negative environmental consequences are sure to push this industry into the extinction. Construction related to tourism development (hotels, airports, roads, and vacation homes) causes the greatest negative impact to the ecosystem and more so when the destination is rich in biodiversity like the Mediterranean region. Loss of biodiversity and picturesque landscapes already affects a number of tourist destinations throughout the Mediterranean and often, these losses or negative impacts are far greater than the positive outcomes or the associated values of tourism (Paris Chris, 2006). Therefore, balancing the