Electronic Health Record Essay

In the proposed scenario, a Clinical Nurse Specialist (CNS) with a Post-Masters Nursing Informatics Certificate has decided that the 100 bed hospital that she works in would benefit from transitioning from paper charting to using an electronic health record (EHR) system. She has done initial clinical research and has a solid foundation of best-patient-practice reasons that support this change. She has also researched and studied the information on the government’s websites HealthIT.gov, and CMS.gov pertaining to the American Recovery and Reinvestment Act and the Health Information Technology for Economic and Clinical Health (HITECH) Act of 2009. HITECH is a stimulus package approved by the US government allowing $19 billion dollars to be divided between hospitals and doctors â€Å" who demonstrate â€Å"meaningful use† of electronic medical records†(ARRA HITECH Solutions, 2015). She knows that the best way to select and institute an EHR is to assemble a team of m embers with various specialties pertaining to the goals outlined in the stages of HITECH. Stage 1- Data capture and sharing, Stage 2- Advance clinical processes and Stage 3- Improved outcomes. Each of these stages has it’s own meaningful use criteria. As seen in the diagram to the  left. The CNS begins by choosing the members of her team from various disciplines in the hospital. Because this will mean corporate wide changes and adoption. Her list includes the following, from the IT department, a Clinical Nursing Informatacist- chosen for a specialty in how nurses interact with software and what is required for nurses to effectively care for patients, and the Director of Clinical Informatics- chosen for an overall knowledge base of the hospitals informatics resources and requirements including what software and hardware is currently available, what has worked or failed in the past and what changes will need to happen to keep the hospital compliant with patient privacy and safety regulations. She will also need a Corporate Project Manager to organize and disseminate information to the various off-site entities related to the facilities that will need to be on board with this change across the corporation. A Chief Medical Information Officer will be key in providing the perspective of the physicians and their particular needs and goals, and to be a liaison for the staff physicians when the EHR rollout occurs. A Chief Information Officer will bring knowledge about the hospital’s day to day functions that will need to integrate into the new EHR along with how those systems currently function. A Chief Nursing Information Officer will have their finger on the pulse of each nursing unit and be aware of the different user interface requirements that will be needed by different departments for the the specific type of flow and care given. Lastly, a Chief Financial Officer will be able to guide the team on topics concerning governmental funding and current assets along with helping to create and maintain a budget as required with the acquisition of new software and hardware, he will also be able to work with each department’s budget makers when the time comes for allocating training hours and equipment purchases. Along the way the team will need to bring in sub-specialists to give information and feedback as they hone the new system, but for now the assembled team will be responsible for researching, choosing and implementing the best EHR for their hospital. A.2 a-e) Choose 2 real-life computerized management systems and analyze them by comparing their advantages and disadvantages, recommend the best choice to meet the ‘MU’ requirements, describe how the features of the recommended system meet the guidelines outlined in the three stages of meaningful use, describe the impact on quality of patient care, documentation and outcomes. The team is aware that currently they have a computerized system that they use for reporting and tracking labs, radiology and scheduling, but all documentation is paper based. They consider the price point involved with adding modules to the existing McKesson software vs purchasing and implementing an entirely new EHR called EPIC. EPIC appears to be user friendly and able to seamlessly connect all of the facilities under the umbrella of their corporation. They make a list of some of the pros and cons associated with each system. McKesson has the upside of being a system they have already worked with and it has different programs that can be pieced together to meet some of the meaningful use (MU) criteria for compliance. They already have a working relationship with this vendor and some experience with the product. Once the discussion gets going, the team realizes that there are many more bad points than good with McKesson. In their experience, the software modules are connected in a piecemeal fashion that makes it difficult for programs to interface. Quite frequently data is just lost and not retrievable. There are different data entry systems for the different types of departments i.e. OR, ER, labor &  delivery, Med/Surge, radiology, and pharmacy. The different systems do not allow for across the board data harvesting and that makes it difficult and time consuming to track reportable nursing and CMS indicators. The aesthetics of McKesson are something that is frequently complained about by the staff, due to lack of distinctive color transition and eye fatigue. Lastly, the group is very reluctant to continue on building their EHR base with McKesson because the PCPs in the area will not be able to access hospital records, and office visit information will not be available to the hospital based staff. Due to the need for increased man hours in servicing McKesson, lack of discrete data sampling, and the poor continuity of care related to PCPs not having access to hospital data and vice versa, the team decides to choose Epic instead. Epic has the down side of being a system that will require a large initial outlay of funds. The hospital will have to purchase software, and related hardware. They will have to expand the IT and biomedical engineering departments to support and maintain the new system and equipment (something that would have been necessary to a smaller degree with McKesson). They will have to address some retrofitting needs related to wiring and computer instillation and lastly training will be a very big issue. Despite the potential down sides, the team comes up with a long list of reasons that EPIC is the right system to choose. To begin with EPIC is all one system. It allows for seamless interdepartmental interfacing. The PCPs in the area already use a version of EPIC and this will allow for easy data exchange and a patient’s information will follow them easily. The EPIC system has a medication reconciliation form that is easily viewable to all care givers and pharmacies in the area, keeping track of each patients reported medication dose and frequency. EPIC has a ‘my chart’ feature that allows patients see labs, after visit summaries , and to interact with physicians about scheduling, medications and lab results. EPIC has  many built in safe guards, including password protection, continuous backup and recovery programs so no dat a is lost, and the vendor provides continuing support as needed. EPIC comes in 3 pre-bundled, customizable templates, each already set up to meet the Meaningful Use (MU) criteria without having to alter the program. The team can look at the three available options and determine if one fits them perfectly, or find the closest one and alter it to fit their specific needs. Some examples of how EPIC will meet the Stage 1 MU criteria are computerized physician order entry, checking for drug interactions and allergies automatically, tracking demographics, keeping current diagnosis, medication and allergy lists, allowing patients to have electronic access to discharge summaries, and it gives patients electronic access to physicians. Once the hospital has used EPIC for at least two years, some examples of how EPIC will help meet the Stage 2 MU criteria are ongoing patient data entry and discreet sampling for report generation. The team will continue to develop the software that demonstrates interoperability in sharing of lab results with other providers and systems. Security risk assessment will be ongoing and built into the system. Smoking status will be tracked on all patients 13 and older and the EPIC software is designed to guide the facility from meeting the Stage 1 criteria to meeting the Stage 2 criteria. Stage 3 MU objectives are projected to improve outcomes. The team is waiting on the final ruling for what the Stage 3 guidelines will be and in the mean time they have a projected goal of focusing on primary prevention measures and improving overall population health. This will include recommended vaccination reminders, smoking cessation assistance, healthy lifestyle and meal planning recommendations, and yearly checkup reminders generated by primary physicians that will crossover to hospital patient charts. Some of the better benefits of EPIC include point and click tabs in the assessment fields, this allows for discrete sampling of information. EPIC utilizes a reporting workbench that will harvest requested, reportable data  and assemble it into a user friendly template. This will benefit the hospita l by reducing former man-hours required to find and collect data for clinical quality measures, public health reporting, and CMS indicators. Discrete data sampling from EPIC will make the hospital a benefit to the community as well by allowing it to track trends and provide information to community health nurses. EPIC comes with the ability to establish hard stops and reminders that allow real-time users to be aware of needs for care coordination and patient specific follow-ups or recommended testing related to treating chronic conditions. It will also allow for symptom driven order entry fields to be immediately available in emergent situations where time taken to look for those things could mean a worse outcome. This is especially important when people present with symptoms of stroke or heart attack. Another EPIC benefit is the different levels of bedside specific PHI protection related to sensitive care. EPIC has a ‘break the glass’ functionality pertaining to all sexual assault and psychiatric admits. This function only allows relevant staff to open and view these patients charts, any others are shown a pop-up warning and a notice is sent to start an investigation of any other person who logs in to theses charts. The team is impressed with the information provided by EPIC concerning scanning patients and medications at the bedside and the reduction in medication errors this causes. The scanners will integrate with the medication dispensing machines already in use at the hospital. One of the major benefits of EPIC is the order entry build. Each physician, with a minimal amount of training, can customize the order entry process to reflect their needs. Medication orders are instantly linked to a pharmacist to double check for allergies, and correct dosing information, and then the medication becomes available, via PYXIS machines on the unit for the RN to administer at the bedside. The bedside dosing requires the patient and medication to be scanned, further eliminating potential erro rs, and provides a pop-up warning if an emergency override is required during any of these steps. While the team acknowledges that training and time to become familiar with the new charting and bedside routine changes will initially impact patient care in a negative way, they have a plan in mind to keep the patients educated on the new system changes and the anticipated better care available to the patients across the board from instituting an EHR system. Having the patients ask questions and give real time feedback will help the team tweek their training and bedside routines to give better, more organized care that results in trackable outcomes. This is just an overview of some of the many functions EPIC has that persuaded the team to choose it as the new EHR system for the hospital. (EPIC and McKesson related information was culled from the authors own experience with the systems and personal interviews with multiple members of the informatics department at St Francis Hospital, Indianapolis campus). A.3 a) Use of Quality Improvement Data EPIC has point and click assessment tabs and a standardized documentation format that links related data. This allows for discrete data sampling related to things like CMS indicators. The hospital will be able to track compliance with things like ‘door to EKG’ times in the emergency department, Foley catheter use and resultant CAUTIs, and the time from when a patient presents with stroke symptoms until a cat scan is done and/or whether the patient receives antithrombolytics as a result. The hospital will also be able to generate reports on errors that occur the via the Risk Monitor Pro incident tracking software. This will allow them to continue researching and improving processes. A. 3 b) Security Standards and Methods EPIC has 24 hour monitoring of staff use while logged in, and the records they access. This is important because hundreds of staff members will be using the system and there has to be accountability if employees were to look up their own records, or the records of friends or family. This  information can be tracked and the employee interviewed and disciplined if needed. EPIC also comes equipped with incident reporting software called Risk Monitor Pro. All staff members are encouraged to use this format to report any incident that might warrant further investigation. It covers every location, type of employee, type of equipment, patient, visitor or vendor. Risk Monitor Pro forms are used to report potential or perceived injuries, faulty equipment, sentinel events and things that have the potential to cause harm or damage. This information can be followed up on by the risk management team, so that process improvement is an ongoing process. The team works with members from the IT department and plans for primary data storage with a redundant back up storage unit that simultaneously updates so if the primary server fails there is no loss of information. They have also planned for a second, off site data storage center that can be used in case of emergency to ensure continuity of services, and keep things up and running while the primary system is off line for upgrades. Lastly back up tapes will be kept at a third site in case both of these areas are compromised, and the system can be rebooted and running again within 72 hours. A. 3 c) Explain how the system will protect patient privacy and meet HIPAA requirements EPIC will protect patient privacy in a number of ways. End User access is limited to only being able to access the information needed to do their jobs. Making the accessible information different for nurses, physicians, registration clerks, radiology technicians, committee members etc. Personnel will only be granted access once they have completed security training and have signed documentation stating that they understand the legal risks and responsibilities when accessing protected health information (PHI). Individuals outside the hospital will have access to EPIC as well, for example nursing home physicians. They will have a read only access granted, but will require multiple patient identifiers to access the information. Also, as mentioned earlier, EPIC will employ security related  chart hard stops like ‘Break the Glass’. A. 3 d) Explain how the recommended system meets HIPAA requirements EPIC helps to meet HIPAA requirements with automated enforcing of access policies, and pro-active alerting that links directly to the risk management department, requiring strong password policies, and automatic logout at end user work stations. EPIC allows providers to protect the integrity of data and recover original data in the case of it being altered or damaged. EPIC users are required to have appropriate training to be able to access the system, and can be locked out in the case of termination. Portable devices carry encryption software that does not allow for third party data extraction or access. EPIC can also quickly generate reports with discrete sampling related to various forms of access. The majority of compliance will be the responsibility of the staff with written policies, documented sanction programs and investigation that is on-going, consistent and documented. A. 3 e) Describe how adopting the system will reduce costs to the organization Instituting this new system will initially generate more costs, but in the long run will save the hospital money in many ways. Meeting the ARRA/HITECH Act requirements will help to offset those cost with financial incentives and avoiding fines and penalties. Having readily available test results will decrease the costs and labor associated with repeating lost or illegible results. With superior organization and data summary tools, the cost for labor associated with studying charts individually and generating reports will be exponentially lower. The need for transcriptionists will be greatly reduced by utilizing dictation software. Facilities for storage of paper charting cost money for upkeep and staffing. An electronic database should make billing and insurance claims easier to process and thereby generate revenue faster. The time it takes for physicians to spend going over complicated medical histories with patients is greatly reduced by  having that information readily available in a database. â€Å"According to a recent study, when hospitals rely on advanced electronic health records they can save up to 10 percent per patient admission† (â€Å"Advanced EHR Cuts Hospital Costs By 10% Per Admission,† 2014). 4. A) Explain why active nursing involvement in the planning, selection, and implementation of the systems is important to the success of the implementation process and meeting meaningful use requirements Active nursing involvement is important to the success of implementing any process that affects care given at the bedside. For the system to be optimized for use, nursing suggestions and feedback are critical. EPIC knows this and has a team of nurses on staff to work with the facility  in developing end-user interface. ‘Nurses’ from the hospital include the advocates, CNS’s, NP’s, LPN’s, managers, and bedside care givers, each with a specific focus and experiences that are valuable when helping to decide how charting should work. Any thing that pulls a nurses attention away from the patient, or is distracting or difficult to work with decreases the perceived level of care and increases the potential for errors. The health care goals of meaningful use include improving efficiency, safety and quality while decreasing discrepancies, involving patients and their families in their care, improving public health outcomes, improving care coordination, and advancing security and privacy of PHI (Gregory & Klepfer, 2010). All of these things are the foundation of every interaction a nurse has with a patient. This is why nursing is one of the most trusted professions, according to the Gallup pole website, nurses come out on top at 80% when people were asked to rate â€Å"the honesty and ethical standards of people† in different given fields (â€Å"Honesty/Ethics in Professions | Gallup Historical Trends,† n.d.). Because standard nursing care already meets the goals outlined for meaningful use, the most important thing the average  nurse can do is to work hard to be competent utilizing the selected EHR software. Advanced users and nurse leaders are important to help guide the EHR selection process in the direction that will improve the bedside interactions and user interface. Clinical nurse specialists have advanced educations and bring the nursing philosophy to the selection and implementation process. All of these roles are vital to the success of any EHR implementation.

The First Presidential Debate in 2000

For the first time face to face the first debate of the 2000 presidential election was held at the campus of the University of Massachusetts. For ninety minutes last night, Democratic candidate Vice President Al Gore and Republican Candidate Governor of Texas George W. Bush battled one another over tax cuts, prescription drugs, Social Security, energy policy, abortion, and education. On issues such as tax cuts, the Vice President proposed a plan, which cut taxes for middle class families, balance budgets every year, and pay down the national debt. He accused the Governor of cutting taxes for only the wealthiest 1% of the population. Gore†s plan was for every $1 given to things like education and health, another $1 would be given for middle class tax cuts, and for every dollar spent there, $2 would be expended to bring down the national debt. Gore felt that it was important to resist squandering the budget surplus. He also felt the prosperity should be used to enrich families and help parents strengthen families, making sure the schools they attended were safe, and preventing exposure to â€Å"cultural pollution.† Governor Bush†s views on tax cuts differed. His proposal was to put one half towards Social Security, one fourth towards important projects and the remaining one fourth to the people who pay the bills. Also accusing Gore of â€Å"Medi Scare,† he said he would make sure all seniors have Medicare and a variety of options to choose from. He also proposed a plan, Immediate Helping Hand, in which seniors could get immediate healthcare if they needed it. Gore opposed his Medicare payment plan saying that it would fail to help seniors for the first four to five years and that Bush†s plan spends â€Å"more money on tax cuts for the wealthiest one percent, than all the spending he proposes for education, health care, prescription drugs and national defense combined.† He also had much to say about the energy crisis. He wants to explore local areas for gas and oil, thus reducing dependency upon foreign sources. Gore agreed that reliance overseas for oil should be reduced but had something else in mind to reduce it. He proposed the idea of new trucks, cars, and machinery that reduces pollution and uses less energy. Bush felt that we should, rather than import one million barrels of oil a day from Saddam Hussein, drill the oil here. He wants to also join Canada and Mexico in exploring the land for oil reserves. Out of all the comments that Bush made about Gore last night, the most prominent one probably was when he kept on asking why Gore†s priorities haven†t been accomplished by now. For example, on prescription drugs, he said, † It seems like they can†t get it done† And on energy policy to prevent future shortages he said,† He should have been tackling it for the past seven years.† Another would be when Gore did the math on Bush†s tax plan and demonstrated why it would not be a good decision, Bush replied that he was doing â€Å"fuzzy math.† and â€Å"phony numbers† They couldn†t even agree on the size of the tax cut. Bush said that he would return $1.3 trillion of the predicted ten-year budget surplus to taxpayers. Gore said it would be $600 billion more than that.

Ancient Greek Theatre Essay Example for Free

Ancient Greek Theatre Essay The Greek theatre history begins with festivals which honor gods. An example of such a festival was ‘City Dionysia’ festival which honored god Dionysus. During this festival, which was taking place in Athens men perform songs to welcome god Dionysus. Plays were also presented. Athens was the main city where these festivals and theatrical traditions were presented. At ancient Greek Festivals, the actors, directors and dramatists were all the same person. Later only three actors were allowed to perform in each play. And this was followed by adding few non-speaking roles to perform on-stage. Because of the limited number of actors, the chorus played a very active part of Greek theater. During the chorus’ delivery of its lines music was often played. The theatrical forms of the ancient Greek theater were tragedy, comedy and satyr. Athenian tragedy, comedy and satyr plays were some of the earliest theatrical forms to emerge in the world. Greek theater and plays have had a lasting impact on Western drama and culture. Satyr plays dealt with mythological subject in comic manner. Tragedy had as an originator, Thespis, who is considered to be the first Greek actor of tragedy plays. Aristotle’s Poetics say that tragedy originates from dithyrambs which were songs sung in praise of Dionysus at the Dionysia each year. Sophocles, Euripides and Aeschylus were three well-known Greek tragedy playwrights. The structure of Greek tragedy consisted of the following: 1. Late point of attack 2. Violence and death offstage 3. Frequent use of messengers to relate information 4. Usually continuous time of action 5. Usually single place 6. Stories based on myth or history 7. Focus on psychological and ethical attributes of characters Comedy plays were derived from imitation. Aristophanes wrote most of the comedy plays. The structure of the comedy consisted of two parts. Part one had the prolog, where chous gives debate or ‘agon’ and parabasis, a choral ode addressing the audience, in which a social or political problem is discussed. Part two consists of scenes which show the result of the happy idea. Theatre buildings were called a theatron. They were large, open-air structures constructed on the slopes of hills. Most of the Greek theatres were constructed in such a way so that the smallest sound could be transmitted to any seat of the audience. They consisted of four main parts: the orchestra, the skene and the audience (theatron) and the parodos. The orchestra was a large area at the center part of the theatre normally circular. It was there where play, dance and acting took place. The earliest orchestras were simply made of hard earth but later in the Classical period some orchestras began to be made of marble and other materials. The orchestra of the theater of Dionysus in Athens was about 60 feet in diameter. The skene was a large building behind the orchestra which was used as a backstage. It was the place where actors change their costumes and masks. It was usually decorated as a palace, temple or other building, depending on the needs of the play. The audience (theatron) was where people were sitting to enjoy the play and it was in the front of the orchestra. It was usually part of hillside overlooking the orchestra. People in the fifth century BC probably sat on cushions or boards but by the fourth century many Greek theaters had marble seats. The parodos were the passageways by which the chorus and some actors made their entrances and exits. The audience also used them to enter and exit the theater before and after the performance. The two masks of the picture represent the symbols for theater. They represent the comedy and tragedy masks which were worn in ancient Greece. They also represent duality. Actors were very far away from the audience that without the aid of costumes and masks they would be difficult to see. Actors wore thick boots to add to their height and gloves to exaggerate their hanks so that their movements would be easy to see by the audience. The masks were made of linen or cork, so none have survived. We however know that they looked like from statues and paintings of ancient Greek actors. Tragic masks carried mournful or pained expressions, while comic masks were smiling. The head of the actor was covered by his mask, which included hair. It is believed that the shape of the mask amplified the actor’s voice, making his words easier for the audience to hear. This mask is associated with the famous ancient Ancient Greek Theatre. (2016, Dec 09).

Strategic management for engineers and technologists Case Study

Strategic management for engineers and technologists - Case Study Example The differentiating factor of Harley Davidson had been its heavy customization offering to customers and its distinctive design (b). INDUSTRY Harley Davidson has been among the leading players in the motorbike industry. Two-wheeler plays significant role in leisure industry in addition to meeting transportation-needs. For instance, sporting bikes and high way cruising bikes are used for leisure and sporting purpose etc (Mason, 2012). Worldwide motorcycle industry accounts for around $63.5 billion in 2010 according to the Report Linker, (2012). The growth status of the industry has been none over the last four years as reported by aforementioned research (Report Linker, 2012). However, the report forecasts growth of around six percent in for 2010-2015 (Report Linker, 2012). KEY SUBSTITUTE PRODUCTS The close substitute of the motor bikes is car. Mintel research reports transportation expenses on the motor bikes, cars both used and new ones. The research reported significant rise old ca rs and two wheelers contribution in expenditure as compared to new cars as given below: 2001 2011 % change ?m ?m 2001-11 Consumer expenditure on new cars 32,200 26,895 -16.5 Consumer expenditure on used cars 25,400 38,165 50.3 Two-wheelers 1,774 2,226 25.5 Petrol, oil & antifreeze 19,391 34,582 78.3 Car & van hire 1,545 2,019 30.7 Other transport & motor vehicle running costs* 15,156 26,200 72.9 Total 95,466 130,087 36.3 (Mason, 2012) KEY COMPETENCIES Possession of key competencies is critical to remain among the dominant or even sustaining position in any industry. Key competencies that that motor bike firms require to develop include: Innovative expertise and research and development: Innovation capabilities have taken crucial role in the firm’s core competencies in every industry and same is the case with this industry. Innovation plays a significant role in motor bike industry as well. For instance, Japanese motor bikes invaded the US industry with innovative capability t o develop smaller, faster, fuel efficient models of the motor bikes (b). HD with its capabilities innovated improved mechanism when European Laws mandated noise control. HD managed to change its core gear production competency that was giving noise output (Modern Machine Shop, 1996). Over the period of time motor bike industry has witnessed significant innovations in form of Razr Scooters, BMW C1, Segway etc (Keller, 2012). Internal Combustion Engine (ICE) being recent innovation is to take significant market in years to come (Report Linker, 2012). Technology, speed, engine, environmental compatibility, weight and design are areas of continuous innovation in the motor bike industry. Supplier and distributor relationship Management: Supplier relationship management is critical for such mechanical products. Components outsourced are required to be strictly in line with specification in order to ensure fine fitting of final product. Similarly distributor relationship management is also extremely important. Consumer’s purchase decision receives strong impact from the distributors’ recommendation as motor bikes require significant investment. Hence, well established distributors relationship management plays dominant role in firm’s position in the market. Information Technology Systems: Technological advancement has significantly impact different industries. Research and development, managing huge manufacturing plants, financials, marketing hence all areas are dependent on effective

ALL WORTHWHILE LEARNING OCCURS IN EDUCATIONAL INSTITUTIONS DISCUSS Essay

ALL WORTHWHILE LEARNING OCCURS IN EDUCATIONAL INSTITUTIONS DISCUSS - Essay Example This is where Lave sets the problem of context by building on the basic premise that not all learning needs to be worthwhile. Translated, in this paper, I have has used the premise to show the effects of positive learning in individual so as to come up with a composite model for worthwhile learning within a person’s experiences rather than simply within the educational institutions. This knowledge base takes a person through a variety of life experiences to help him or her practice a profession, meet people and basically, make a life. This paper discusses the fact that the process of worthwhile learning is not limited merely to educational institutions. The paper has been constructed in terms of a discussion of the determinants as outcomes of worthwhile learning outside the educational institutions. From there, it goes into finer details as far as aspects of those determinants in cognitive development are concerned. These aspects have to do with general and other competencies. Before launching into a discussion of the same, I have separated informal and formal learning so as to better understand the basis on which the determinants of worthwhile learning have been taken. This further leads into the spheres in which these determinants function. What learning is ‘worthwhile learning’? This is decided by the cognitive development of a person in terms of his or her general competencies as demonstrated within and outside the educational institution. It could be argued that any learning that contributes to the overall shaping of a person’s cognitive development for positive interactions within their various spheres of operation are the determinants of what learning is ‘worthwhile learning’. Also, it is decided from his or her social position which affects the criteria of people of what is worthwhile due to the

Management Styles within Large and Small Firms and How These Styles Essay

Management Styles within Large and Small Firms and How These Styles May Impact On the Employment Relationship - Essay Example This adoption of managerial styles has yielded long term workforce commitment and led to sustainable levels of overall organisational success (Turnbull and Blyton, 2004, p22). This statement clearly implies that management styles have a profound and measurable impact on the long run success of firms, although there have been claims that the managerial styles in large firms differ from those adopted in small firms (Longnecker et al., 2000, p75), due to a number of possible reasons. As a result, the employment relationship also differs within large and small firms operating within the same industry. According to the European Commission (2005, p14), a small enterprise is described as a business, which employs less than 50 individuals. The annual balance sheet or the annual turnover for this business does not go beyond the 10 million euro mark (European Commission 2005, p14). On the other hand, a large enterprise is a business, which has more than 250 employees, and has exceeded the limi ts of a medium-sized enterprise (QFinance 2012, p1). Therefore, this study is attempts to critically appraise the management styles within companies of various sizes, in order to ascertain and illustrate the impact that variations in management styles may have upon the employment relationship. Management styles can be defined as the characteristic ways in which decisions are made related to the subordinates. They are the efforts, direction, and strategies used by the manager to develop an efficient workplace, and accomplish organizational goals. There are five management styles and they include autocratic, consultative, persuasive, democratic, and laissez faire management styles (Chartered Technofunctional Institute 2012, p1). This study is informed by reference to relevant examples and case studies drawn from academic literature, seeking to ensure a balanced examination of the issues relating to managerial styles and their relationship to the employment relationship. In order to do so, this study provides a comparison of the managemen t styles within firms with reference to theoretical concepts in order to examine the difference, if any, present in the styles used by small and large companies. This essay also describes how the concepts of ‘Unitarism’ and ‘Pluralism’ influence employment relationships, and moves on to a discussion played by trade unions and whether their presence or absence might affect the way in which employers and employees deal with one another. These discussions will be used to inform an examination of the main area of inquiry, providing an informed appraisal of the way in which management styles might affect the employment relationship in firms of varying size. Management Concepts Underlying the Management Styles within Large and Small Firms An abundance of academic literature has been published in the field of management, with one of the earliest theories on management style being that of Frederick Taylor (Casell et al. 2002, p673). This management style (Taylorism ) advocates the standardization of strict standards for performance, and was therefore widely adopted by large industrialized firms (Marlow and Patton, 2002, p22). Taylorism was based on quantity and time as important standards for the measurement of output (division of labour), meaning that the adequacy of any worker was judged by the capability to meet a particular production quota (Berk and Berk 2000, p91). Casell (et al. 2002, p674) states that critics of this management style argue that it degrades the workforce, treating them as mere factors of production: the emphasis on judging people according to rate of output also meant that the quality of an item did not matter, only

The IndoCaribbean Women's Experience of Indenture Essay

The IndoCaribbean Women's Experience of Indenture - Essay Example The few who dared to revolt or oppose inevitably faced the consequences of their actions. They were ridiculed, humiliated, subjected to the whims of their British masters, at times sexually exploited, and put back in their places for it was not a criminal act in the eyes of the law for the British nationals to exploit their workers. Society then was not as liberal as it is today. It was considered all right by the authorities to kill people at the slightest provocation. Indian women were killed and there was not much enquiry into the incident if it was felt that she had died as the result of her husband's suspicion about her character. Between 1838 and 1917 during the indenture period, Indians lived in poor sanitary conditions. They had to do everything as expected of them. Indian women were not allowed maternity benefits during pregnancy. Women worked carrying their babies in the field until they could leave their babies home under the care of an older child (Janet A. Naidu). The position of the Indian woman in the Caribbean has perceptibly changed now. But the change can hardly be expected to be on the lines of a person living in a free country. It is over ninety years now since the indenture discontinued in 1917. However, social and cultural knots continue to fetter the Indian woman living in the Caribbean. There were few Brahmins in the Caribbe... However, social and cultural knots continue to fetter the Indian woman living in the Caribbean. There were few Brahmins in the Caribbean during the indenture period. They were sought for on religious and auspicious occasions. Indians mostly comprised the agricultural caste or low caste. Since the number of Indian women was few, it became difficult for the Brahmins to seek girls from higher castes making them vulnerable to marry girls from the lower echelons. Transformation of gender relations The Indian women living in the Caribbean can now thank their stars that they did not see the persecutions of their counterparts early in the 20th century or during the greater period of the 19th century. I deliberately use the term 'persecution' because that is what she must have felt in an alien land. The male female ratio did not cross the halfway mark in favor of the male since the time the first Indian landed in the Caribbean. The best that happened was 50 females for every 100 males at that time. This was in 1860. The figure slipped back to 41 females for every 100 males in 1890. The Indian male fared no better with his British master because the working and attitudinal conditions forced on them by the colonizers were slavery and demeaning. The Indians came to work on a 5-year contract as 'indentured laborers'. Up to 1862, they were provided with free travel back home after the completion of the 5-year period. From 1862, they had to pay their own way to the Caribbean or else work 10-years to get a free trip back home (Janet A. Naidu). The Indians contributed significantly to the economy of the Caribbean. Their population although as minority was quite significant. However, they did not enjoy commensurate representation in

Country essay 6 Example | Topics and Well Written Essays - 250 words

Country 6 - Essay Example exico, other sources of pollution that affect Mexico due to the activities of US includes pollution generated through automotive vehicles and pollution generated by residences. According to Chow, the pollution that is created and transferred by US onto Mexico is more than the amount of cross border pollution created by Mexico (Chow 1840). United States has shown rigidity towards export of waste to other nations, but the cost of dumping the waste produced within US is very high, due to this US based companies export their waste to developing nations. For example Intercon Solutions was held responsible for transporting electronic waste to other nations which results in pollution of heavy metal (BAN, 2011). United States have implemented strict rules and regulations regarding the issue of pollution, for example: the Pollution Prevention Act which states that the producers of pollutions are liable to seize the creation of pollution at their factories and organizations (US EPA, 2012). US believe that if pollution is controlled at the source, the organizations can enjoy several benefits such as low cost of dumping of waste. Basel Action Network (BAN) : Toxic E-Waste Exports by Chicago Electronics Recycler Uncovered." Basel Action Network (BAN). N.p., 5 July 2011. Web. 3 Dec. 2012.

Problem based assignment Essay Example | Topics and Well Written Essays - 2500 words

Problem based assignment - Essay Example It is treated as a natural separate person due to which, it is responsible for all acts or liability bound to it. The company therefore can enter into contract on its own name and due to which it liable for any breach of that contract, e.g. the director is considered as a natural person who acts on behalf of the company. The managing director who is working on behalf of company is actually considered as secondary liability in which the company is responsible for the acts of another. the director in this case is working on behalf of company and his acts are directly attributed to the company as he is not the servant or agent of company, he is director with powers to bind the company into contract which clearly states that any guilt or liability arise due to the contract by director will automatically bound the company into that contract , and so the company will be liable for that contract and any breach of that contract can sue the company as a separate legal entity and not the direc tor. ... In the given scenario the director of company entered into the contract of $1 million, but actually the director was only allowed to enter the contract below $ 500,000. The director is exceeding his capacity for entering into the contract. However the company mincoNL will be sued for the wrongful act of the director, and company can fine or charge the director for his wrongful act. So according to the case in Tesco Supermarkets Ltd v Nattrass, in this scenario the same situation applies on company. Step 4: Conclusion if the director enters into the contract, the company according to The corporate criminal liability, company is convicted of a crime committed by directors or employees who are acting as the company`s mind. Under the criminal and civil penalties, the director will be fined or can be banned by the company. Although the company is liable for the contract the company will sue the director for exceeding his authority powers of contractual capacity which he was not permitted by the company. PART B Step 1: Identify Legal Issue/s EquiPtyLtd is facing problems about the legal matters regarding company law and want an advice. The company had a contract to deliver 2 buses of worth $1m to MincoNL. But now MincoNL’s directors refused to take delivery of buses on the basis of following grounds. 1. EquiptyLTD was entered into the contract with jaonne flywell, the managing director of the MincoNL. Jaonne has only the maximum purchasing limit of 0. $5m .As this was written in constitution so Equiptyltd should know about it. The Area of law which deals with this matter is the statutory assumptions described in the company law. The

Workplace learning for novice workers Essay Example | Topics and Well Written Essays - 2000 words

Workplace learning for novice workers - Essay Example Implementation of a learning pedagogy is a kind of strategy that employers adopt to increase employees’ knowledge, talents, and expertise in particular areas they work in. It is important for an employer to create a balance between the employees’ individual career objectives and organizational milestones, in order to achieve successful employee development. Flourishing workplace learning opportunities, programs and strategies guarantee improved employees’ performance, which leads to higher productivity and overall organizational success in the competitive market. The main aim of workplace learning is employee development, which leads to employee motivation and job satisfaction. Opening new opportunities for employees, so that they can develop expertise, makes them stay contented with their jobs. In this paper, we shall discuss a workplace, the expectations and needs of its novice and experienced workers, its learning pedagogies and their contribution in employee development, and recommendations regarding improvement in its learning opportunities. APA referencing style has been used throughout the paper. Workplace Description XYZ is a hospital that has around 500 employees, including higher authorities, doctors, nurses, technicians, lab operators, canteen boys, and so on. There is a long list of positions in the organization. This hospital started its business 20 years back; and, that is why it earns a great reputation in the city. It provides healthcare services to its patients, and has many branches located in other cities. This organization enjoys a strong version of hierarchical structure, because there is a good assignment of positions and authorities at every level. Each level is checked by its senior level, and each upper level is responsible to maintain the lower one. So, it can be stated that there is a tall hierarchical structure in this organization, and not a flat one. Since it is a large business, and controls and maintains many employees and functions, this makes it a tall hierarchy in which the span of control is also large, since there are quite a number of managers, and a small number of employees at every level reporting to every manager. Thus, there is a narrow span of control, because every manager is given a wide control over his employees. The main IT function in this hospital setting is that it maintains specialized electronic health records, which are longitudinal records of patients and their case histories. These EHRs help the physicians share patients’ information among them, which helps them provide improved healthcare to the patients. The EHRs are maintained by skilled technical staff. Patients’ records are secured under data protection rules. Expectations of Novice and Proficient Workers The social environment in which the hospital has to function is greatly changing due to incorporation of technological tools and accessories for communication and collaboration. The demand of health care service by patients is also changing at the same pace. Keeping these changes in view, the hospital authorities have recently started formulating strategies to improve the quality of health care and provision of health related services. Physicians and nurses are expected to stay in constant, to-the-point collaboration among them in order to provide quick and reliable health care to the patients. However for this, there should be association in role concepts and expectations of physicians and nurses in the hospital. The hospital has difference between role concepts and role expectations for novice physicians and nurses, which is not very favorable when it comes to creating a balanced understanding between them via communication and

Efficiency of the workforce Essay Example for Free

Efficiency of the workforce Essay Effective management communication is also attributed to system thinking as team performance and employment relationship highly improves due to implementation of an enterprise decision simulator. The management team is able to coordinate, formulated comprehensive decisions that boost the performance of the organization and implement the necessary resources such as technological advancement further improving the competence of the workforce. Therefore, audit processes are made easier as information required to formulate decision in regards to the performance of the workforce and organization are made. Moreover, intelligent systems that help in knowledge acquisition, representation, inferencing and transfer are also an attribute of system thinking. This system helps the organization to reduce the time consumed by decision making processes as they work faster than the human system; they are reliable because the quality and output of employee’s performance is increased. They can also be used as training aids to increase the competence, confidence and efficiency of the workforce (McFarlan, 2004). The systems also provides fuzzy-logic where the computer are programmed to behaves less logically and conventionally to deal with the uncertainty of human reasoning resulting decision making in gray areas and creative decision formulation. This enables mangers to conduct sophisticated analysis of the decisions availed to them and also reduces the cost spent by gathering information from different sources to managers at different locations. Furthermore, the decision formulated is protected from unauthorized viewers as an appropriate security measure through the use of web based application is enhanced. However, this technology raises ethical issues that affect the managerial process because of a lapse in accountability and privacy guarantee (McFarlan, 2004). Incorporation of System Thinking in McCall Refrigeration In the event of developing the McCall Refrigeration project, I highly relied on the technology incorporated to base my logic and gather information which helped me formulate this project. I incorporated EIS, ODSS and intelligent systems that helped me formulate my decisions. This helped me to further understand the objectives and goals of this project which include staffing highly skilled and prideful workforce which can determine the mission and vision of the organization identify problems and formulate decisions to solve the problem independently. I heavily relied on the concept of systematic view when conducting research for my project, which helped me to conceptualize the processes used by other organizations in system thinking and change management from the formulation, implementation and usage. I also clearly understood the benefits organizations achieve from system thinking which are outlined above. I also used linear thinking opposed to traditional thinking methodology which greatly helped me to analyze the integrative and pragmatic approach of system thinking that enabled McCall Refrigeration organization to accomplish its policies (Carnall, 2006). Application of System Approach in Change Management In planning effective management strategies to control future system changes that are procrastinated to be implemented into the McCall Refrigeration culture, I first focused on the impact the change would have on the workforce, technology and functions of the organization. This helped me to identify appropriate mechanism to implement the change into the system of the organization so as to achieve maximum results by creation of a responsive environment. I also applied management communication and engaged the employees into the organization by establishment of a profound relationship to enable effective utilization of system thinking so as to reduce the time taken in decision making and the overall performance of the organization. I also used current technological advancement in the organizational culture thus effectively incorporate SECI (McFarlan, 2004).

Gloria Steinem Essay Example for Free

Gloria Steinem Essay Gloria Steinem views America as a largely male-dominant culture. In her efforts to speak out and fight against this unbalanced form of society she strongly enforces her views of female anti-submissiveness. Because of the seemingly unfair amount of rights men have deprived American women of, Steinem calls for drastic changes in the way women view themselves and are viewed both in the society and within the home. Steinems biggest problem with our society is the harsh stereotypical views that are laced all throughout the culture. Children are raised with the ideas that men dominate certain areas of life, and women others, and crossing these dividing lines into areas reserved for the other gender is an act seen as both unnatural and taboo. In her essay Life Between the Lines Steinem touches upon the common marital problem of housework. (Steinem, 8) Because of the deeply rooted tradition of females and housework, many women struggle with feelings of helplessness and even embarrassment when trying to get their husbands to help out around the home. In Huston and History, Steinem writes that because of the secondary status women are traditionally seen as having, they are more likely to relate to minorities and those seen as less fortunate. Frederick Douglass recognized this when he stated that the cause of the slave has been peculiarly womens cause. Relating back to the fight to end slavery, which was most enthusiastically fought by the women. The essay Sisterhood presses on this topic as well when it declares that the deep and personal connections among women living under patriarchy often causes them to leap barriers of age, economics, worldly experience, race, [and] culture. (123) Even though society builds many walls between different people, the common goal of subordination remains a very strong uniting factor. Male and female roles in society have always been seen as vastly different. The common childrens poem: What are little girls made of? Sugar and spice, And everything nice, Thats what little girls are made of. What are little boys made of? Snips and snails, And puppy dog tails, Thats  what little boys are made of. (internet: http://showcase.netins.net/web/marys/LittleBoys.htm) is a perfect illustration of the generalizations our country has towards the two genders. Steinem suggests in her essay College Reunion that, through education, the boundaries between the two sexes might start to dissolve. Steinem states that Womens colleges have rarely taught us to fight for ourselves, or for other women. (137) Only in teaching women the skills necessary to break down the walls that tradition has built up, and equality and full humanity of women and men is achieved, can true feminism be accomplished. (5) Another major topic illustrated in this book is the authors concern about the sexual relationships between male and female. According the Steinem, our cultures stereotypical views of the sexes often envelopes all aspects of life, bringing male-dominance even into the bedroom. Three essays focusing primarily upon the sexual dominance of men are Erotica vs. Pornography, I was a Playboy Bunny , and If Men Could Menstruate. Erotica vs. Pornography centers on way the American society frequently sees sex. In America, children are raised with images of female sex symbols strewn all across the media which make women vulnerable for the pleasure of men. Steinem attributes the sexual male-supremacy to this trendy media tool. A common quote illustrating this point is sex will sale anything. Because of the steady moral decline in society, sex is also confused with violence and aggression in all forms of popular culture. (239) Pictures of females are seen in every form of media, from the television to the internet to the paper. This imagery drastically influences the way females think of themselves, and are viewed by others. I was a Playboy Bunny speaks of the time in which the author went undercover to become one of the famed Playboy Bunnies. Once within the Playboy realm the glamour and intrigue quickly started to fade. Steinem saw that the bunnies were used in affect as cheap labor to feed the vastly popular Playboy clubs. Working long hours with no or little pay (54), outrageous regulations on hair, heels, clothing, and even the bunny demeanor all added to the unspectacular life of a Bunny. If Men Could Menstruate is a comical look at how the world would be different if it was in fact the male sex who was on a periodic menstrual cycle. Clearly, menstruation would become an enviable, boast-worthy masculine event: Men would brag about how long and how much, and Sanitary supplies would be federally funded and free. (367) Although the essay is an interesting satire on what could be, no real arguments are held or reinforced. It is in affect an amusing look at how the culture might react if men were given the attributes of the weaker sex. Although many of Steinems arguments are well supported and easily seen as valid, they frequently focus on either to broad, or to narrow a topic. Essays like Men and Women Talking express the communication habits between males and females all over the world, from Europe (193), Australia (194), Japan (203), and the U.S. a very large base from which drawing any solid conclusions becomes drastically more difficult. The other extreme argumental stance occurs in being to narrow. Essays like Ruths Song concentrate on a single instance and circumstance. Because of the narrow focal point it is hard to relate a specific example to a larger, more common instance. In Ruths Song Steinem says that the biggest reason that my mother was cared for but not helped for twenty years was the simplest her functioning was not that necessary to the world. (143) Inferring that because her mother was a female, Steinem suggests that her only role in the economy was to produce and care for her offspring, and that because she no longer could do either one, she was not an important member in society. Although her point may be well made, it relates directly to only those females who have, or are directly effected by a mental breakdown. Because of the illness of one woman, it is hard to conclude that the fate of a single person would be the same for everyone else having a similar fortune. Steinems arguments all have the underlying theme of female limitation in a male-dominant society. To combat this she proposes that women learn to stand up for themselves and take action. Only through active change in every individual, can full and complete equilibrium among the sexes take place.

Intrinsic And Extrinsic Rewards Defined Business Essay

Intrinsic And Extrinsic Rewards Defined Business Essay This chapter will review the academic literature required to study the research topic. The key areas for discussion are on intrinsic extrinsic rewards, rewards schemes strategies and theories on motivation. 2.1 Intrinsic and Extrinsic rewards defined Rewards can be treated as some offerings in addition to pay. Traditional reward systems were based on positions and longevities. But now a days profit sharing, gain sharing and stock option plans are being practiced as a reward. Modern reward systems include stock grants, certificate of appreciation, even personal thank you notes (Nelson, 1994). According to Walker et al (1979), rewards are classified into extrinsic and intrinsic rewards. Extrinsic rewards include basic salary and allowances which is needed to fulfill psychological and safety needs. Intrinsic rewards help individuals feelings and perceptions about the job situation which is needed to fulfill self-esteem, competence, self-actualization etc. There are several financial rewards commonly found in sales organizations are salary and commission, bonus, fringe benefits, stock options, retirement plan which fulfills both extrinsic and intrinsic needs of employees. Coli (1997), describes classification of reward and recognition under three types of rewards. They are monetary, awards and developmental rewards. Monetary rewards includes individual bonus for project completion, stock grants, skill-based pay, gain sharing, targeted total cash, special individual increase, non-discretionary incentives for the beginning of the project etc. According to Lyons Ora (2002), financial performance includes basic salary, variable pay, other compensations, perquisites and benefits. Different individuals have different perceptions of rewards. For instance, some individuals may consider cash as a sufficient and adequate reward for their efforts at work, while others may consider holidays and material incentives (such as a car) as more rewarding in exchange for their work. Others still, may consider a shift in the treatment that they get from their leaders to be a more rewarding experience. For instance, some employees consider being recognized by their leader as more rewarding than financial incentives (La Belle, 2005). 2.1.1 What are Financial Rewards? Zammit (2004), best described financial rewards. A reward strategy is an integrated approach to reward employees according to their contribution, skill and competence and their market worth. The author classified four types of financial reward. Basic salary Performance related pay Allowances Other financial rewards The basic salary is determined according to management position, standard of living, job market, qualification of the receivers. The dimensions of performance consist of bonuses, commissions and special skills. Allowances are most commonly provided for substitution, workstation transfer and transportation, free or discounted benefits, cultural or religious holidays, telecommunications. Other financial rewards are mostly practiced by offering stock options, pension schemes. 2.2 Reward strategy Reward strategies provide answers to two basic questions for an organization Where do we want our reward practices to be in a few years time? and How do we intend to get there?. Therefore, they deal with both ends and means. Ends they describe a vision of what reward processes will look like in a few years time and means on the expectation of how the vision will be realized. 2.2.1 Reward strategy defined Reward strategy is ultimately a way of thinking that you can apply to any reward issue arising in your organization, to see how you can create value from it (Brown, 2001). Reward strategy is a declaration of intent which defines what the organization wants to do in the longer term to develop and implement reward policies, practices and processes which will further the achievement of its business goals and meet the needs of its stakeholders. It provides a sense of purpose and direction and a framework for developing reward policies, practices and process. It is based on an understanding of the needs of the organization and its employees and how they can best be satisfied. It is also concerned with developing the values of the organization on how people should be rewarded and formulating guiding principles which will ensure that these values are enacted. Reward strategy is underpinned by a reward philosophy which expresses what the organization believes should be the basis upon which people are valued and rewarded. Reward philosophies are often articulated as guiding principles. 2.2.2 The content of reward strategy Reward strategy may be a broad-brush affair simply indicating the general direction in which it is thought reward management should go. Additionally or alternatively, reward strategy may set out a list of specific intentions dealing with particular aspects of reward management. Broad-brush reward strategy (Armstrong (2007), pg. 635) A broad-brush reward strategy may commit the organization to the pursuit of a total rewards policy. The basic aim might be to achieve an appropriate balance between financial and non-financial rewards. A further aim could be to use other approaches to the development of the employment relationship and the work environment which will enhance commitment and engagement and provide more opportunities for the contribution of people to be valued and recognized. Examples of other broad strategic aims include: 1. Introducing a more integrated approach to reward management encouraging continuous personal development and spelling out career opportunities; 2. Developing a more flexible approach to reward which includes the reduction of artificial barriers as a result of over-emphasis on grading and promotion; 3. Generally rewarding people according to their contribution; 4. Supporting the development of a performance culture and building levels of competence 5. Clarifying what behaviors will be rewarded and why. 2.2.3 Specific reward initiatives As Cox and Purcell (1998) write: The real benefit in reward strategies lies in complex linkages with other human resource management policies and practices. The selection of reward initiatives and the priorities attached to them will be based on an analysis of the present circumstances of the organization and an assessment of the needs of the business and its employees. The following are examples of possible specific reward initiatives, one or more of which might feature in a reward strategy: à ¢Ã¢â€š ¬Ã‚ ¢ The replacement of present methods of contingent pay with a pay for contribution scheme; à ¢Ã¢â€š ¬Ã‚ ¢ The introduction of a new grade and pay structure, e.g. a broad-graded or career family structure; 2.2.4 Developing reward strategy The formulation of reward strategy can be described as a process for developing and defining a sense of direction. The main phases are: 1. The diagnosis phase, when reward goals are agreed, current policies and practices assessed against them, options for improvement considered and any changes agreed. 2. The detailed design phase when improvements and changes are detailed and any changes tested (pilot testing is important). 3. The final testing and preparation phase. 4. The implementation phase, followed by ongoing review and modification. 2.2.5 Implementing reward strategy The aim of implementation is to make the reward strategy an operating reality by building the capacity of the organization to put into practice the proposals worked out in the development stage. As Armstrong and Brown (2007) stress: It is always essential to design with implementation in mind. Purcell (1999), believes that the focus of strategy should be on implementation. As explained by Thompson and Strickland (1990): Implementation entails converting the strategic plan into action and then into results. An effective reward strategy is a living process and, in the words of Rosabeth Moss Kanter (1984), an action vehicle, formulation is easy; implementation is hard. A pragmatic approach is required whats good is what works. Implementing reward strategy is much more about process than design how it will be done rather than what will be done. The principles of procedural and distributive justice apply. People must feel that the procedures used to determine their grades, pay level and pay progression are fair, equitable, applied consistently and transparent. They must also feel that the awards distributed to them are just in terms of their contribution and value to the organization. 2.3 Rewards management strategy defined Reward management is concerned with the formulation and implementation of strategies and policies in order to reward people fairly, equitably and consistently in accordance with their value to the organization. As Duncan Brown (2001) emphasizes, the alignment of your reward practices with employee values and needs is every bit as important as alignment with business goals, and critical to the realization of the latter. It deals with the development of reward strategies and the design, implementation and maintenance of reward systems (reward processes, practices and procedures) which aim to meet the needs of both the organization and its stakeholders. Rewards can be regarded as the fundamental expression of the employment relationship. 2.3.1 The aims of reward management Armstrong and Brown (2006), pg.33, identifies the following; à ¢Ã¢â€š ¬Ã‚ ¢ Reward people according to what the organization values and wants to pay for. à ¢Ã¢â€š ¬Ã‚ ¢ Reward people for the value they create. à ¢Ã¢â€š ¬Ã‚ ¢ Reward the right things to convey the right message about what is important in terms of behaviors and outcomes. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a performance culture. à ¢Ã¢â€š ¬Ã‚ ¢ Motivate people and obtain their commitment and engagement. à ¢Ã¢â€š ¬Ã‚ ¢ Help to attract and retain the high quality people the organization needs. à ¢Ã¢â€š ¬Ã‚ ¢ Develop a positive employment relationship and psychological contract. à ¢Ã¢â€š ¬Ã‚ ¢ Align reward practices with both business goals and employee values. à ¢Ã¢â€š ¬Ã‚ ¢ Operate fairly people feel that they are treated justly in accordance with what is due to them because of their value to the organization (the felt-fair principle of Eliot Jacques (1961)). The fundamentals of reward management Recognizing the importance of the part played by line managers in implementing reward strategy and the need to ensure that they are committed and have the necessary skills; Paying close and continuous attention to communicating with employees and involving them in the development as well as the implementation of reward strategy; Being absolutely clear about the objectives of the strategy and resolute about evaluating its effectiveness. The following Reward strategies theories can be applied when developing a reward scheme in an organization. Pay people right (Zingheim and Schuster) Zingheim and Schuster (2000) have laid down the following six principles for paying people right: 1. Create a positive and natural reward experience. 2. Align rewards with business goals to achieve a win-win partnership. 3. Extend peoples line of sight between effort and outcome, motivating smart working over simply expending extra effort. 4. Integrate reward with strategic aims and the kind of contribution desired. 5. Reward individual ongoing (input) value to the organization with base pay. 6. Reward results (outputs) with variable pay. Dynamic pay (Flannery, Hofrichter and Platten) Flannery, Hofrichter and Platten (1996) expounded the concept of dynamic pay and suggested that the nine principles that support a successful pay strategy are: 1. Align compensation with the organizations culture, values and strategic business goals. 2. Link compensation to the other changes. 3. Time the compensation programme to best support other change initiatives. 4. Integrate pay with other people processes. 5. Democratize the pay process. 6. Demystify compensation. 7. Measure results. 8. Refine. Refine again. Refine some more. 9. Be selective. Dont take to heart everything you hear or read about pay. 2.3.3 Components of an effective reward strategy An effective strategy is one in which there are clearly defined goals and a well-defined link to business objectives; well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another; and effective and supportive HR and reward processes in place. Brown (2001) has suggested that effective reward strategies have three components: 1. They have to have clearly defined goals and a well-defined link to business objectives. Recognize the value of everyone who is making an effective contribution, not just the exceptional performers. Allow a reasonable degree of flexibility in the operation of reward processes and in the choice of benefits by employees. Devolve more responsibility for reward decisions to line managers. 2. There have to be well-designed pay and reward programmes, tailored to the needs of the organization and its people, and consistent and integrated with one another. 3. Perhaps most important and most neglected, there needs to be effective and supportive HR and reward processes in place. Armstrong and Brown (2006), have further suggested the following approach to reward strategy. This has the following characteristics: Appreciating that a good strategy is one that works and therefore focusing on implementation programmes; Planning with implementation in mind recognizing during the design process that plans have to be converted into reality and taking steps to anticipate the problems involved; Aligning reward strategies with the business and HR strategies; Ensuring that reward strategy fits the culture and characteristics of the organization, meets business needs and takes account of individual needs and preferences; Being aware of good practice elsewhere but not being seduced by the notion that it is best practice, i.e. universally applicable and easily replicated; Paying more attention to using strategic reward initiatives to support the engagement and commitment of people so that they are motivated and productive, rather than focusing on the mechanics of new reward fads; Bearing in mind that the development and implementation of reward strategy is an evolutionary process it is about doing things better at a manageable pace rather than extraordinary new developments; Providing flexibility within a framework, i.e. developing a flexible approach to the reward of different people but always within a framework that provides for consistent treatment; Appreciating that implementing reward strategy will require a comprehensive change management programme. 2.4 What is Motivation? Many contemporary authors have defined the concept of motivation as; the psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to accomplish (Bedeian, 1993). In this study, motivation is operationally defined as the inner force that drives individuals to achieve personal and organizational goals. Understanding what motivates employees is one of the key challenges for managers. Although it is not possible directly to motivate others, it is nonetheless important to know how to influence what others are motivated to do, with the overall aim of having employees identify their own welfare with that of the organization (Bruce and Pepitone, 1999). While motivation is determined by both monetary non-monetary factors, money has come to play an overly important role in our thinking about the causes of behavior. In most companies, very limited time effort are spent on considering non-monetary sources of motivation (Gratton, 2004). For organizations to address these expectations an understanding of employee motivation is required (Beer et al., 1984). Carnegie (1975) emphasizes the human aspects of management. They postulate that as it is people who make a business succeed or fail it is the organizations chief responsibility to motivate their people so that they will assure success. The author believes that each human being has the potential for creativity, contribution and achievement of business goals. Therefore, the infinite question is how organizations reach this potential and how they stimulate creativity and foster in their people the desire to succeed and to achieve self-fulfillment through their work. The common theme of all the above authors is the belief that people need to be respected and treated as precious human capital, more essential to an organizations effectiveness than its financial capital. Organizations are under constant pressure to enhance and improve their performance and are realizing that an interdependent relationship exists between organizational performance and employee performance. In the following section the focus will be on the motivational theories and the impact that these theories have on enhancing employee performance. 2.5 Theories on motivation The process of motivation as described below is broadly based on a number of motivation theories that attempt to explain in more detail what it means. Some of the distinctive theories will be discussed below. 2.5.1. Needs (content) theory The basis of this theory is the belief that an unsatisfied need creates tension and disequilibrium. To restore the balance a goal is identified that will satisfy the need and a behavior pathway is selected that will lead to the achievement of the goal. All behavior is therefore motivated by unsatisfied needs. The best-known contributor to needs theory is Maslow, A (1954). He formulated the concept of a hierarchy of needs, which start from the fundamental physiological needs and lead through safety, social and esteem needs to the need for self-fulfillment, the highest need of all. He said that man is a wanting animal; only an unsatisfied need can motivate behavior, and the dominant need is the prime motivator of behavior. This is the best-known theory of needs, but it has never been verified by empirical research. 2.5.2. Herzbergs two-factor theory Herzbergs two-factor model theory states that the factors giving rise to job satisfaction (and motivation) are distinct from the factors that lead to job dissatisfaction. It is sometimes called the motivation-hygiene theory. There are two groups of factors. The first consists of the satisfiers or motivators, which are intrinsic to the job. These include achievement, recognition, the work itself, responsibility and growth. The second group comprises what Herzberg calls the dissatisfaction avoidance or hygiene factors, which are extrinsic to the job and include pay, company policy and administration, personal relations, status and security. These cannot create satisfaction but, unless preventive action is taken, they can cause dissatisfaction. He also noted that any feeling of satisfaction resulting from pay increases was likely to be short-lived compared with the long-lasting satisfaction from the work itself. One of the key conclusions derived from the research is therefore that pay is not a motivator, except in the short term, although unfair payment systems can lead to demotivation. Herzbergs two-factor model draws attention to the distinction between intrinsic and extrinsic motivators, and his contention that the satisfaction resulting from pay increases does not persist has some face validity. But his research and the conclusions he reached have been attacked first because, it is asserted, the original research is flawed and fails to support the contention that pay is not a motivator, and secondly because no attempt was made to measure the relationship between satisfaction and performance. As Guest, D (1992) has written: Many managers knowledge of motivation has not advanced beyond Herzberg and his generation. This is unfortunate. Their theories are now over thirty years old. Extensive research has shown that as general theories of motivation the theories of Herzberg and Maslow are wrong. They have been replaced by more relevant approaches. 2.5.3. Equity theory To explain how employees judge the fairness of rewards received in proportion to resources invested for completing a task by assessing ones on investment-reward ratio Equity theory (John Stacey Adams) is used, This theory is compared against the ratio of another colleague holding a similar position (McShane et al.2000 pg 79). A comparison can be made using the formula below: Outcomes (Individual) = Outcomes (Other) Inputs (Individual) Inputs (Other) Above formula can be explained, that employees seek to maintain equity between the inputs that they put in to a job and the outcomes they receive from it against the perceived inputs and outcomes of others. The belief in equity theory is that people value fair treatment which causes them to be motivated to keep the fairness maintained within the relationships of their co-workers and the organization. The main concern however is payment; this therefore is the cause of equality or inequalty in most cases. In any position within the organization, an employee wants to feel that their contributions and work performance are being rewarded with their pay. According to equity theory, if an employee feels under-paid then it will result in the employee feeling hostile towards the organization and perhaps their co-workers, which may result the employee not performing well at work anymore. But Adams Equity Theory is very much more complex sophisticated motivational model, in this model more than merely assessing effort put in (inputs) and rewards (outputs). Equity Theory gives prominence to an additional perspective of comparison, were employees compare themselves with others (people who consider in a similar position). Referent others are used to describe the reference points or people with whom we compare our own situation, which is the Highlight part of the theory. The three primary assumptions applied to most business applications of Equity Theory can be summarized as follows: Equity norm- Where Employees expect a fair return for what they contribute in their jobs. Social comparison- Employees determine what their equitable return should be after comparing their inputs and outcomes with those of their coworkers. Cognitive distortion Employees who perceive themselves as being in an inequitable situation will seek to reduce the inequity either by distorting inputs and/or outcomes in their own minds, by directly altering inputs and/or outputs, or by leaving the organization. 2.5.4. Vrooms expectancy theory Vrooms expectancy theory basically separates effort (which arises from motivation), performance, and outcomes. Its assumption is that behavior results from conscious choices among alternatives. Vroom realized that an employees performance is based on individual factors such as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a persons motivation. He uses the variables Expectancy, Instrumentality and Valence to account for this. Expectancy  is the belief that increased effort will lead to increased performance i.e. if I work harder then this will be better. This is affected by such things as: Having the right resources available (e.g. raw materials, time) Having the right skills to do the job Having the necessary support to get the job done (e.g. supervisor support, or correct information on the job) Instrumentality  is the belief that if you perform well that a valued outcome will be received. The degree to which a first level outcome will lead to the second level outcome. (i.e. if I do a good job, there is something in it for me.) This is affected by such things as: Clear understanding of the relationship between performance and outcomes e.g. the rules of the reward game Trust in the people who will take the decisions on who gets what outcome Transparency of the process that decides who gets what outcome Valence  is the importance that the individual places upon the expected outcome. For the valence to be positive, the person must prefer attaining the outcome to not attaining it. For example, if someone is mainly motivated by money, he or she might not value offers of additional time off. The three elements are important behind choosing one element over another because they are clearly defined: effort-performance expectancy (E>P expectancy) and performance-outcome expectancy (P>O expectancy). E>P expectancy:  our assessment of the probability that our efforts will lead to the required performance level. P>O expectancy:  our assessment of the probability that our successful performance will lead to certain outcomes. Crucially, Vrooms expectancy theory works on  Perceptions   so even if an employer thinks they have provided everything appropriate for motivation, and even if this works with most people in that organization, it doesnt mean that someone wont perceive that it doesnt work for them. Thus, Vrooms expectancy theory of motivation is not about self-interest in rewards but about the associations people make towards expected outcomes and the contribution they feel they can make towards those outcomes. 2.6 Theoretical framework 2.6.1 Relationship between Financial Rewards and Performance Financial rewards practiced by an organization play an important role in motivating employees to perform depending on the type of business its involved in and require their employees to be engaged in.. Therefore, organizations financial performance is ultimately dependent on the employees performance. It is also considered that improper reward practices may result below average financial performance of organizations. Most agree that reward practices act as motivators that shape the employees behaviors. According to prior researches, it is commonly believed that if financial rewards are effectively used, employees are motivated to perform high and that ultimately results financial performance. Financial performance is improved if there is a carefully crafted reward practice (Allen Helms; 2001). It is difficult to relate financial reward with organizational financial performance (Kerr, 1999). Reward must positively influence performance (Nelson, 1994). Regardless to team-based reward, individual reward is still important as individuals could see that their activities are making difference to the organization. According to Zingheim Schuster (2000), a few businesses design their reward system for the optimization of company performance. Basic salary and incentives matches competitive practice and emphasizes performance results. Incentive plans are often used in employment settings to encourage superior performance. While such inducements are found to have positive effects on job performance concerns have been raised over rewards influence on task interest and creativity. (Bartol Locke, 2000; Fay Thompson, 2001) In a research, it is found that employees stock ownership plans and profit sharing are widely used reward practice (Lawler et all, 1995). Hale (1998) and Lawler (1981, 1987) recognized rewards have critical importance as a means of employee motivation. Organizations and manager acknowledge reward and recognition consistently as a motivator of individual employees. Employees understandings and satisfactions with reward system lead to specific behaviors and actions, finally results operational and financial results (Cacioppe, 1999). According to Saxby (2007), it is an avoidable mistake of management for not rewarding employees for a well done job. Tangible rewards are nicer and more meaningful regarding employee motivation rather than intangible praising and acknowledgement. Contradiction to the theory, according to LaBelle (2005) in some cases managers may practice rewards for some behaviors which is unexpected or unproductive. Sometimes worker may misunderstand the objective of getting reward. Some cases of mismatches are discussed below: Safety vs. Productivity: Sometimes, employees do not understand that whether heshe is receiving reward for working safely or for the firms productivity or for the quality of services rendered. 2.6.2 Relationship between Financial Rewards, Motivation and Performance Financial incentives and rewards can motivate. People need money and therefore want money. It can motivate but it is not the only motivator. It has been suggested by Wallace, M.J and Szilagyi, L (1982) that money can serve the following reward functions: It can act as a goal that people generally strive for although to different degrees. It can act as an instrument that provides valued outcomes. It can be a symbol that indicates the recipients value to the organization. It can act as a general reinforce because it is associated with valued rewards so often that it takes on reward value itself. But doubts have been cast on the effectiveness of money as a motivator by Herzberg et al (1957). As noted, he claimed that, while the lack of it may cause dissatisfaction, money does not result in lasting satisfaction. There is something in this, especially for people on fixed salaries or rates of pay who do not benefit directly from an incentive scheme. They may feel good when they get an increase, as, apart from the extra money, it is highly effective ways of making people believe they are valued. But the feeling of euphoria can rapidly die away. However, it must be re-emphasized that different people have different needs, and Herzbergs two-factor theory has not been validated. Some will be much more motivated by money than others. What cannot be assumed is that money motivates everyone in the same way and to the same extent. But do financial incentives motivate people? The answer, according to Kohn, A (1993) is absolutely not. He challenges what he calls the behaviourist dogma about money and motivation. And he claims that no controlled scientific study has ever found a long term enhancement of the quality of work as a result of any reward system. When you look at how people are motivated, claims Kohn, It becomes disturbingly clear that the more you use rewards to motivate people, the more they tend to lose interest in whatever they had to do to get the rewards. He quotes research that has repeatedly shown that the more salient or reinforcing the reward is, the more it erodes intrinsic interest and points out that various devices can be used to get people to do something, but that is a far cry from making people want to do something. Pfeffer, J (1998) also contends that: People do work

We Are What We Know :: Culture Death Cultural Essays

We Are What We Know " I screamed incoherently from fear and frustration regarding my predicament," (Arthur 5), when suddenly the word death became morbid reality. Death is a disgusting, sad word that strikes people when least expected. When my grandmother passed on to eternity a few days ago, I realized that one of the four links I had to my cultural background was gone. Despite one of the links being severed, my cultural beliefs, knowledge and lineage is clear and important to me. Although she is gone now, she has taught me, and left me with the knowledge of who I am. Through the constant celebration of cultural customs, I am well acquainted with my heritage and identity. One could only imagine a more beautiful place than the one my family and I come from. With continual blue skies and golden grain growing further than a human eye can see, Ukraine is known as the breadbasket of Europe. It stretches from the Carpathian Mountains on the west to the Caucasus Mountains on the east, just north of the Black Sea. Through out history many Europeans and Asians have invaded Ukraine. They wanted to control its rich farmland and mineral resources. Ukraine has withstood border disputes with other surrounding Slavic countries. Since 1700, the Ukrainians belonged to czarist Russia, and western Ukraine lay in the Austrian Empire. In 1917, czarist Russia fell and Ukrainian tried to set up their own nation. During World War I, Ukraine became the battleground for the Poles who together fought the Bolsheviks. Ukraine also was the battleground for World War II, with Ukraine falling into the hands of Soviet control. It was during that time that my grandparents and great gr andparents were forced to leave everything behind and flee their burning homes and villages with only their clothes on their backs. Landing up in a Displaced Persons Camp in Germany in 1949, they settled there with others Ukrainian families awaiting host families to sponsor their journey to America, the home of the free. They may have had only few possessions with them, but when our family landed at a Mennonite farm in Ohio, they brought with them their ethnic heritage, culture, identity. America was a land that accepted all ethnic people, giving the immigrants the opportunity to make a better life. My grandfather, who was the studious one, was not much help on the farm.

Tribute to Matt Stone :: Comedy Scripts Comedians Essays

Tribute to Matt Stone Episode 201 - Not Without My Anus Icons provided by Christopher Pirillo at Just South of South Park AdvertFXApplet provided by Secret Sid South Park Announcer:  Ã‚  Ã‚  Ã‚  Ã‚  Since the last South Park you've waited four long weeks to find out who the father of Eric Cartman is. Now, finally, the shocking truth about Cartman's lineage will not be seen tonight so we can bring you the following special presentation.   Ã‚  Ã‚  Ã‚  Ã‚  [Honk] HBC Announcer:  Ã‚  Ã‚  Ã‚  Ã‚  Now, get ready for Canada's hottest action stars. Terrance and Phillip in the HBC Movie of the Week, Not Without My Anus, based on a true story.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  [Canadian Courthouse - 10:18 A.M.] Scott:  Ã‚  Ã‚  Ã‚  Ã‚  Ladies and gentlemen, before you today sits a murderer. On the night in question, this monster entered the home of Dr. Jeffrey O'Dwyer, and struck him repeatedly in the head with this hammer. That monster is sitting right over there, and his name is Terrance.   Ã‚  Ã‚  Ã‚  Ã‚  [Dramatic Music]   Ã‚  Ã‚  Ã‚  Ã‚  [Fart] Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Uh, Terrance, you farted in court. Terrance:  Ã‚  Ã‚  Ã‚  Ã‚  Yes Phillip, I'm making a case for our defense.   Ã‚  Ã‚  Ã‚  Ã‚  [Laughter] Scott:  Ã‚  Ã‚  Ã‚  Ã‚  All of these things link Terrance to the murder: hair fibers, blood samples, nail clippings, a piece of his shirt   Ã‚  Ã‚  Ã‚  Ã‚  Terrance looks about confused. Scott:  Ã‚  Ã‚  Ã‚  Ã‚  A watch with his initials on it, a day planner with the murder scheduled, a haiku called "Time to Kill Dr. Jeffrey O'Dwyer." "Dr. O'Dwyer, time to have your head smashed in, with my new hammer." Terrance, you may be a famous surgeon, but you're not God. Je accuse Terrance. Terrance:  Ã‚  Ã‚  Ã‚  Ã‚  Would you like a monkey claw Phillip? Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Yes please.   Ã‚  Ã‚  Ã‚  Ã‚  [Fart]   Ã‚  Ã‚  Ã‚  Ã‚  [Laughter] Terrance:  Ã‚  Ã‚  Ã‚  Ã‚  That's called the monkey claw cause it feels like my colon is being ripped apart by a thousand monkeys. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  The monkey claw is smelly.   Ã‚  Ã‚  Ã‚  Ã‚  The Judge hammers her gavel. Judge:  Ã‚  Ã‚  Ã‚  Ã‚  Come on, get a move-on, I ain't getting a younger up here. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  My sentiments exactly Your Honor. I see from your accent that you're Southern Canadian. Judge:  Ã‚  Ã‚  Ã‚  Ã‚  That is correct. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Good people of the jury, my client Terrance is an innocent man.   Ã‚  Ã‚  Ã‚  Ã‚  [Fart] Terrance:  Ã‚  Ã‚  Ã‚  Ã‚  Oh ho, Phillip, now you farted during the closing argument. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  I have, haven't I Terrance.   Ã‚  Ã‚  Ã‚  Ã‚  [Fart]   Ã‚  Ã‚  Ã‚  Ã‚  [Laughter] Scott:  Ã‚  Ã‚  Ã‚  Ã‚  Your Honor, the defense is trying to make a mockery of this court. They think farts are funny, but they're not. Judge:  Ã‚  Ã‚  Ã‚  Ã‚  Sustained. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Good people of the jury, my client Terrance is no more a murderer than you or me. He loves puppies and hates mean things. Would a murderer go to the zoo and feed animals like this?   Ã‚  Ã‚  Ã‚  Ã‚  Phillip shows the jury of Terrance with a llama. Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Of course not. So, in summation, find Terrance innocent, or else he'll kill you.   Ã‚  Ã‚  Ã‚  Ã‚  [Gasp]   Ã‚  Ã‚  Ã‚  Ã‚  [Laughter] Phillip:  Ã‚  Ã‚  Ã‚  Ã‚  Just kidding. The defense rests.   Ã‚  Ã‚  Ã‚  Ã‚  Terrance pounds his fist on the table as he laughs uncontrollably.

Media and Fear of Crime Essay -- Media TV Crime Television Essays

The mass media is a vehicle for delivering information and to entertain. But implications that the media do more harm than good concerning its practices and its effects on the public. The two main categories of mass media are print media and electronic media. Although they overlap in some areas, they differ mostly in the subject matter they cover and in their delivery methods. Research had been conducted in using both these forms to gauge the impact that each one has on the public. Print media tends to be more factual based whereas electronic media tend to focus more on visual aids to help relay the information. The public’s fear of crime has an impact on the public agenda of policy makers. Fear of crime not only affects individual but may also have an impact on the laws that affect crime control and prevention. One might turn on any evening news broadcast these days and be bombarded with images of war, violence and stories of unsuspecting citizens victimized in their own communities. Is crime on the increase or is it just media hype? There are countless television shows with plots dedicated to the depiction of criminal activities fouled by law enforcement agencies with the helping hand of the law. Newspaper headlines scream out daily in bold print and action photos of the latest tragedies. Should the public be fearful of what the television conveys to us, be cautious of whatever new crime wave is presented on the media? These questions may lead one to wonder if the depiction of crime in the mass media affects the public’s perception of safety and danger in society. Mass media refers to media that are easily, inexpensively, and simultaneously accessible to large segments of a population (Surette, 10). Although the mass media are only one of the sources from which citizens attain knowledge of crime and justice, it is by far the most influential. According to one study, the mass media are credited with providing 95 percent of the information the public receives about crime (Surette, 10). With these statistics, it seems that the fear of crime is indeed constructed through the media. In March 1994, the Times Mirror Center for the people and the Press conducted a poll that measured the public’s fear of crime. Fifty percent of the respondents said they feared that they would be the victims of crime, up from 36 percent in 1988 (Krajicek, 23). There are t... ...it is the advent of television media that have sparked debate over the integrity of reliable news making. Print media was factual, although sometimes sensational, while electronic media made use of the technologies, such as videotapes and live footage to enhance and exaggerate the drama of the event even further. Many research studies have been conducted to show the effects of the media coverage on crime and how it influences the publics of fear of crime. Mass media has perpetuated a notion that crime is on the increase by portraying events and tragedies in the headlines that are sensational. The public buys into that idea, despite statistical accounts that reflect stable or low crime rates. The more stories people read and watch about crime, the more likely they are to think that crime is out of control. Politicians may then enact legal reforms to sooth the public’s outcry for crime control and prevention. As easy as it may be to hold the media accountable for barraging u s with images and ideas that affect our views and beliefs, it important that the public take responsibility for the information that we consume. After all, there is always the â€Å"off† button on the remote control.