Data Mining & Music Industry Essays - Data Mining, DM, Blowfish

Data Mining & Music Industry Bruce Haring, in his article Datamining: Spam or Future of Music Business appearing in Inside.com states that Bands are beginning to embrace the data-collection method and then poses the question, will some fans be put off by the tactic? Disappointingly, he fails to answer the question of fan response to datamining (DM) in the article and instead gives many examples of why it is a huge element of the future of the music industry marketing, and at present is grossly underutilized. Hootie s shopping preferences. Fan data had formerly been used to sell the bands merchandise and promote the bands upcoming events, is now shared with promotional partners, like Budweiser, enabling them to cross sell their products with those of the band. Now the broader consumer habits of the fans can be targeted, and the band can collect some extra money. Does it makes sense? Haring asksApparently yes, because it generates profit, big profit. Sting netted some 30 million in promotion from a deal with Jaguar. Existing databases are underutilized because only now is the marketing potential of them realized, and the tools to mine the existing databases is scarce. Thankfully, firms are emerging that can analyze and organize the data into marketing friendly reports or sell the software to do it. Fans will know the fruits of DM by emails notifying things for sale, more focused marketing campaigns and greater access to artists based on demand. No fans were interviewed in the writing of the article. Technology

The Hunger Games Example

The Hunger Games Example The Hunger Games – Book Report/Review Example Lecturer Review of The Hunger Games The Hunger Games entails a science fiction literary work, ed by Suzanne Collins in 2008.The voice is based on the direct experience of the 16 years old character called Katniss Everdeen. Katniss resides within the post-apocalyptic region of Panem, located in North America. The Hunger Games entails a yearly event where a boy and a girl, between 12 and 18, are selected to participate in a televised death battle. The review analyzes the experiences of the main character in the fictional work. Everdeen volunteers to participate in the Hunger Games, on behalf of her sister, despite the risks involved. This shows that she is full of passion and love for her family members. "As I hike along, I feel certain Im still holding the screen in the Capitol, so Im careful to continue to hide my emotions† (Collins 165) illustrates the attention that Katniss got during the Hunger Game. Katniss is a physically and mentally competent person, who has adequate str ength to defend herself from anger. She has superior hunting and survival abilities, which enable her overcome harm during the competition. Katniss is showed as a concerned character during the Hunger Games. She engages in looking for Peeta, when the game rules are reviewed to accommodate couple participation. She manages to locate Peeta in a hiding location. The main character also has adequate nursing knowledge. This is illustrated when she takes care of him until full recovery. Katniss is a good performance artist. She manages to act effectively through convincing the audience that she is falling in love, with the main intention of securing gifts from the sponsors and gaining favor from the audience. During the grand finale, she threatened to commit suicide. But the game makers address the issue by declaring Katniss and Peetas the 74th Hunger Games winners. â€Å"I bite my lip, feeling inferior† (Collins 142) explains that she didn’t like being subjected to cruel tr eatment, like fighting in public.Work CitedSuzanne, Collins. The Hunger Games. Scholastic Press. 2010. Print.

Advance Database Essay Example | Topics and Well Written Essays - 1000 words

Advance Database - Essay Example The report gives a detailed technical description of the systematic formation of the system’s data model. The objectives of the report intend to encompass the important details related to the four major phases involved in building the proposed database design: 4. Implementation of the database design in Oracle and testing of the design through scenario specific SQL queries. The correctness of the result would prove the correctness of the proposed database design. The major constraint in designing a class diagram of a scheduling management database is in relation to a large number of variants brought about by the seasonal change of train journey, planned and unplanned maintenance of trains and rearrangement of weekdays and the holiday. Though the calendar stating of each train, the entry number description for a particular day, time and station makes the whole process cumbersome. The approach requires not less than 2 million records to accommodate the train scheduling the proposed relational database. In addition, to hold the schedule for a long time raises the number of records the key issue is the operation of updating changes in the schedule. Another key constraint is the issues relating to objects that have overlapping lifespan. This is very profound when this object overlaps. The situation is peculiar since the object maintains its state actuality even after changing (IBM 2003). It only takes place in that given a short time during the replacement. This will result in a situation where we have multiple real time tuple which describes the different versions that the same object has. This idea does not merge the previous RDBMS concept, therefore it is inherent to develop special data queries which will solve this situation. To form a structural model for the system, all critical entities of the TFR for which data is stored and that are part of the daily business operations were

Components of Research Proposal Example | Topics and Well Written Essays - 1000 words

Components of - Research Proposal Example Components of Research Proposal This paper, thus, aims to discuss research proposals and their components, in order to equip the reader with at least an idea pertaining to how to write a research proposal. Discussion A research proposal defined is a statement of intent to explore a subject or topic, and following is a detailed plan for this exploration. A student seeks the help of more experienced people, such as their faculty professors for supervision of their research, as well as guidance. For this reason, the students must ensure that the research proposal they prepare is useful, as well as acceptable, and feasible, for every person involved (Kolb, 2008). One can consider a researcher to be a voyager on the path to discovery, where the proposal is the star that guides their journey and help them avoid fault turns. A few essential sections are needed in every research proposal in order to be complete, other than the title page, abstract and table of contents. These are: Introduction When one embarks on the task of exploring something, it always helps to start with a vague yet much needed description of what the research question actually is. This description is a brief statement of the reason for interest in the topic, and the general nature of the concern. There are several possibilities for the themes, which the introduction can have (Ethridge, 2004). It may describe a person or coalition, which raises an issue for the researcher such as change in law affecting taxation in municipalities. Other than this, the topic may just be one that is a subject of interest of concern for the researcher, for which there is not enough information available. Finally, the topic may be related to something that provokes the researchers’ curiosity, like wanting to know what the conflicting opinions of citizens about health policies in a certain area (Ethridge, 2004). The proposal must go on to turn this general concept into a specific research question, which reveals the authors area of focus and th e hypothesis it plans to test (Kolb, 2008). The question should be one that challenges or explores a concept, and one that the researcher cannot yet answer. One way of narrowing the proposal down to one such question is to first draft a proposal with several questions, and then specify the line of inquiry. Objectives & Rationale In the objectives, the researcher states their aims from the research, and the specific and general goals it has. The rationale of the proposal (Jansen, 1997) brings forward the problems one can expect from the research, and any limitations that the researchers will face during it. It discusses these while keeping in focus the main purpose for wanting to conduct the research, the ‘rationale.’ Research Statement Here, the researcher will state the research question mentioned above, with brevity and clarity. They will also mention their intentions in the research, and the achievements they have planned. The thesis of the paper, which will follow l ater on, will revolve around this question. Theoretical Framework (Literature Review) The literature review of the paper will consist of a heavy amount of research, from formal and scholarly sources. This will consist of information both theoretical and empirical. This information will be required to present an argument in light of the question, whether by purporting it or opposing it, in order to build a clearer understanding of the topic (Ethridge, 2004).

Contract of Employment Essay Example | Topics and Well Written Essays - 1500 words

Contract of Employment - Essay Example The intervening world wars in the first half of the 20th century put paid to any thought about advancement in the labour cause. The concept of modern day Employment Law Act began with the Equal Pay Act of 1970. It came into effect in 1972. The most prominent segment of this act was that it strengthened the efforts to bring about equality for women in the workplace (The Equal Pay Act 1970 (Amendment) Regulation 2003). Since1997 and the election of the Labour Government there have been many changes in the UK employment law. These include enhanced maternity and paternity rights, the introduction of a National Minimum Wage and the Working Time Directive which covers working time, rest breaks and the right to paid annual leave. Likewise, discrimination law has been tightened with protection from discrimination now available on the grounds of age, religion or belief and sexual orientation as well as gender, race and disability (Industrial relations under new Labour: an update). Today terms and conditions governing employer-employee relations are not as open as they ought to be and they are complex. They are lop-sided, not quite reasonable, geared to human resource development but simultaneously businesslike. The present day terms and conditions swear by natural justice, however there are disciplinary procedures, provides little scope for protection from unfair treatment, prefer counseling, and sets clear performance standards. Now terms and conditions are two different terminologies. The dictionary describes terms as "words used to define certain concept" and condition as "a stipulation" (Illustrated Oxford Dictionary). In the issue of labour, terms are concepts that describe the working relation the company has with the employee and conditions are stipulations that describe the reward or penalty for duty performed or misdemeanors committed. The United Kingdom has in place employment legislations that addresses human resources development issues and also makes it difficult for employers to carry out unfair dismissals. These legislations succinctly cover almost all nature of employment and human resource problems. However, employers hold the trump cards. Employer-employee problems Problems in employer-employee relations happen when management is primarily insensitive to human

Formal And Informal Framework Of Policies And Rules Commerce Essay

Formal And Informal Framework Of Policies And Rules Commerce Essay Organizational Structure can be defined as the formal and informal framework of policies and rules, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. This structure depends entirely on the organizations objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy. An organization chart illustrates the organizational structure [1]. An example of organizational Structure as shown: Fig 1.1 [2] ORGANIZATIONAL CULTURE: Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. This definition continues to explain organizational values also known as beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behaviour organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organizational members towards one another. Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization is rather than what it has. [3] 1.2 RELATION B/W ORGANIZATIONAL STRUCTURE AND CULTURE The literature has suggested that structure and culture in organisations exist in close alignment. Structure is one of the determinants of culture; conversely, culture has been shown to have an influence on the organisational structure and operational systems in an organisation. Both are mechanisms for the coordination of organisations: structure as an integrating mechanism for organisational activities, and culture as an integrating mechanism concerned with behaviour and values within organisations. Organisations and individuals need an understanding of these mechanisms in order to manage uncertainty in the face of ever-changing markets and business conditions. An effective alignment of structure and culture provides a means of getting people to work together to reach strategic goals and achieve an organisations vision. Together they provide a focus to enable organisations and individuals to reduce uncertainty, variability and ambiguity, so providing a framework for acting in a consistent manner. Structure and culture have overlapping functions, but one mechanism is not necessarily a substitute for the other. Both are needed. The literature also shows no one pattern or right way for the development of a relationship between structure and culture. However, it offers many examples of this relationship generated by a range of variable factors inside and outside organisations. In one example, ONeill, Beauvais and Scholl (2001) propose that different organisations face different problems in reducing organisational variability. Variable structural factors such as the complexity of tasks and the geographic dispersal of employees act to increase uncertainty. They demand different responses even within similar cultures. Likewise, differences in organisational culture can explain why organisations in the same industry, with similar structures, can be quite different. This goes some way to explain why TAFEs, with similar structures, and which exist in the same system, can still vary widely in the way they operate. From another perspective, Hodge, Anthony and Gales (1996) observe that while an organisation might authorise a formal structure, an informal structure not necessarily sanctioned by the organisation also exists. This informal structure, whose interactions are shaped by culture and sub-cultures, comes about in part because of ambiguity in the formal design or because of changes in conditions the organisation faces. This further explains some of the operating variability within RTOs. [4] 1.3 FACTORS INFLUENCING EMPLOYEE PERFORMANCE AT WORK It is the quality of the employees workplace environment that most impacts on their level of motivation and subsequent performance. How well they engage with the organization, especially with their immediate environment, influences to a great extent their error rate, level of innovation and collaboration with other employees, absenteeism and, ultimately, how long they stay in the job. Many studies have revealed that most employees leave their organization because of the relationship with their immediate supervisor or manager. So, what are the workplace environment factors that need to be taken into consideration by any serious manager? Described below are the key factors and how each can be utilized by supervisors and managers to boost performance. Workplace Performance Factors Goal-setting Involve employees in setting meaningful goals and performance measures for their work. This can be done informally between the employee and their immediate supervisor or as part of an organizations formal performance management process. The key here is that each employee is actively engaged in the goal-setting process and takes ownership of the final agreed goals and measures. Performance feedback Regularly feed back to employees information on how they are performing. This should consist of both positive feedback on what the employee is doing right as well as feedback on what requires improvement. Role congruity Work to ensure that the role that the employee is required to perform is consistent with their expectations on joining the organization and any subsequent training. The organizations role expectations are typically reflected in formal documents, such as Job Descriptions and Role Specifications. These expectations should be consistent with tasks allocated by the employees immediate supervisor. Defined processes Many errors, defects and customer complaints are the result of poor process management. Constrain the variability of how work is actually performed through documenting processes and communicating such expectations to employees. Verify on a regular or random basis that the work is actually performed in the way required. Along with goal setting, getting employees to help define and improve processes is a powerful opportunity for engagement. Workplace incentives Determine what motivates your employees in particular and set up formal and informal structures for rewarding employees that behave in the way required. Rewards may consist of a mix of internal rewards, such as challenging assignments, and external rewards, such as higher compensation and peer recognition. Supervisor support Act as advocates for employees, gathering and distributing the resources needed by them in order for them to be able to do a good job. Immediate supervisors and managers need to display the interpersonal skills required to engage employees and enhance their self-confidence. This includes providing positive encouragement for a job well done. Mentoring/coaching Make available to employees skilled and respected people to help them perform better in their current role and to assist them develop further into a future role. Mentors and coaches may be internal to an organization or external. Either way, they will need to possess the necessary facilitation skills to assist employees apply existing sills and develop new skills. Resource availability The vast majority of employees take pride in their work and try hard to do a good job. Make sure that individual workloads and organizational systems and processes do not hinder employees from applying established skills or from practicing newly learned skills. Adequate time and material resources need to be available to enable them to perform to the best of their ability. Money is not a sufficient motivator in encouraging the superior workplace performance required in todays competitive business environment. Managers and supervisors will need to be comfortable with working with the whole gamut of workplace factors that influence employee motivation. Last but not least, to drive their organizations to peak performance managers and supervisors must put out front the human face of their organization. Paramount here is the human-to-human interaction through providing individualized support and encouragement to each and every employee [5] TASK 2 2.1 ORGANIZATION THEORY PRINCIPLLES AND PRACTICES OF ORGANISING AND MANAGEMENT Leadership is stated as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech stated that, Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen Tom DeMarc says that leadership needs to be distinguished from posturing. Contexts of leadership Leadership in organizations An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Webers definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards her/him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrat ive subdivisions in the organization and endows them with the authority attached to their position. In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life the spontaneous emergence of groups and organizations as ends in themselves. Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Leadership versus management Over the years the philosophical terminology of management and leadership have, in the organisational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between transactional leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and transformational leadership (characterised by eg charisma, personal relationships, creativity Leadership by a group In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. A common example of group leadership involves cross-functional teams. A team of people with diverse skills and from all parts of an organization assembles to lead a project. A team structure can involve sharing power equally on all issues, but more commonly uses rotating leadership. The team member(s) best able to handle any given phase of the project become(s) the temporary leader(s). Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.[6] 2.2 COMPARE DIFFERENT APPROACHES TO MANGEMENT AND THEORIES OF ORGANIZAING USED BY TWO ORGANIZATION You should be able to: Summarize the quantitative approach to management Describe the contributions of the early organizational behavior advocates Explain the importance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, need for innovation and flexibility, quality management, learning organizations, and knowledge management Academic Disciplines that Affected Management Anthropology work on cultures and social environments Economics concern about the allocation and distribution of scarce resources Philosophy examines the nature of things Political science effect of political environment on individuals and groups Psychology seeks to measure, explain, and change human behavior Sociology studies people in relation to their fellow human beings SCIENTIFIC MANAGEMENT F.W. Taylor Principles of Scientific Management Use of scientific methods to define the one best way for a job to be done Perspective of improving the productivity and efficiency of manual workers Applied the scientific method to shop floor jobs Frank and Lillian Gilbert Use of motion pictures to study hand-and-body movements Therbligs classification system for 17 basic hand motions[7] TASK 3 3.1 DIFFERENT LEADERSHIP STYLES AND THEIR EFFECTIVENESS There are a number of different approaches, or styles to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. Charismatic Leadership: The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority [8]. Participative Leadership: A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. The question of how much influence others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of participation is possible, as in the table below [9]. Highly participative > Autocratic decision by leader Leader proposes decision, listens to feedback, then decides Team proposes decision, leader has final decision Joint decision with team as equals Full delegation of decision to team Situational Leadership When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers [10]. Yukl (1989) seeks to combine other approaches and identifies six variables [11]: * Subordinate effort: the motivation and actual effort expended. * Subordinate ability and role clarity: followers knowing what to do and how to do it. * Organization of the work: the structure of the work and utilization of resources. * Cooperation and cohesiveness: of the group in working together. * Resources and support: the availability of tools, materials, people, etc. * External coordination: the need to collaborate with other groups. Transactional Leadership The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place [12]. Transformational Leadership Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker [13]. The Quiet Leader The approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions [14]. In personal humility they put the well-being of others before their own personal needs, for example giving others credit after successes but taking personal responsibility for failures [14] [15]. Servant Leadership The servant leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve. There are two criteria of servant leadership: The people served grow as individuals, becoming healthier, wiser, more autonomous and more likely themselves to become servants (Greenleaf, 1977) [16]. The extent to which the leadership benefits those who are least advantaged in society (or at least does not disadvantage them). Spears (2002) lists: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and building community [17]. EFFECTIVENESS OF LEADERSHIP A leader is a person who influences a group of people towards a specific result. It is not dependent on title or formal authority. Leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist [18]. An individual who is appointed to a managerial position has the right to command and enforce obedience by virtue of the authority of his position. However, she or he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority [19]. Leadership can be defined as ones ability to get others to willingly follow. Every organization needs leaders at every level [20]. 3.2 MOTIVATIONAL THEORIES MOTIVATION: Motivation is to inspire people to work, individually or in groups in the ways such as to produce best results. It is the will to act. It is the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts and ability to satisfy some individual need. Motivation is getting somebody to do something because they want to do it. It was once assumed that motivation had to be injected from outside, but it is now understood that everyone is motivated by several differing forces. Motivation is a general term applied to the entire class of drives, desires, needs, wishes and similar forces. To say that managers motivate their subordinates is to say that they do those things which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner. In the initiation a person starts feeling lackness. There is an arousal of need so urgent, that the bearer has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget everything else and cater to the aroused need first. Because of the performance of the activity satisfaction is achieved which than relieves the tension in the individual [21]. THEORIES Some of the theories that are used for the motivation process are discussed as under [22]. 1. Jeremy Benthams The Carrot and the Stick Approach: Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view the carrot and stick approach was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry. For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses 2. Abraham Maslows Need Hierarchy Theory: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are: (i) Physiological needs: Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. (ii) Security or Safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs: People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. (v) Need for self-actualization: It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfilment. It is to maximize ones potential and to accomplish something. 3. Theory X and Theory Y of Douglas McGregor: McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. 4. Contributions of Elton Mayo: The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioural experiments at the Hawthorne Works of the American Western Electric Company in Chicago. Although this research has been criticized from many angles, the central conclusions drawn were: * People are motivated by more than pay and conditions. * The need for recognition and a sense of belonging are very important. * Attitudes towards work are strongly influenced by the group. 5. The Porter and Lawler Model: Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory. Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. 6. Equity Theory: As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly: If people perceive that they are rewarded higher, they may be motivated to work harder. 7. Reinforcement Theory: Skinner states that work environment should be made suitable to the individuals and that punishment actually leads to frustration and de-motivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization. 8. Goal Setting Theory of Edwin Locke: The goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task. MOTIVALTIONAL THEORY AND MANAGEMENT PRACTICE The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But thats easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines [23]. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization. Motivation is the key to performance improvement There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if its thirsty so with people. They will do what they want to do or otherwise motivated to do. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: * Job performance =f (ability) (motivation) Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. As a guideline, there are broadly seven strategies for motivation. * Positive reinforcement / high expectations * Effective discipline and punishment * Treating people fairly * Satisfying employees needs * Setting work related goals * Restructuring jobs * Base rewards on job performance These are the basic strategies, though the mix in the final recipe will vary from workplace situation to situation. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator [23]. TASK 4 4.1 NATURE OF GROUP AND GROUP BEHAVIOUR GROUP A small collection of people who interact with each other, usually face to face, over time in order to reach goals The size of the group can vary from three people to seven to 20. Normally the smallest number is considered which is capable of performing the task TYPES OF GROUPS BEHAVIOUR Groups come in many forms, shapes, and sizes. Most managers belong to several different groups at the same time, some at work, some at community, some formally organized, and some informal and social in nature. The most basic way of identifying types of groups is to distinguish between [24]: Formal groups Informal groups Formal Groups The organizations managers to accomplish goals and serve the needs of the organization deliberately create formal groups. The major purpose of formal groups is to perform specific tasks and achieve specific objectives defined by the organization. The most common type of formal work group consists of individuals cooperating under the direction of a leader. Examples of formal groups are departments, divisions, taskforce, project groups, quality circles, committees, and boards of directors. Informal Groups Informal groups in organizations are not formed or planned by the organizations managers. Rather, they are self-created and evolve out of the formal organization for a variety of reasons, such as proximity, common interests, or needs of individuals. It would be difficult for organization to prohibit informal working relationships from developing. Informal groups develop naturally among an organizations personnel without any direction from management. One key factor in the emergence of informal groups is a common interest shared by its members. For example, a group of employees who band together to seek union representation may be called an interest group 4.2 FACTORS FOR EFFECTIVE TEAMWORK Whether in the workplace, or in sports, or amongst members of a community, effective teamwork can produce extraordinary results. However, that is easier said than done, for, effective teamwork does not happen automatically. There are a number of factors that are required to cohere together, working seamlessly, for an effective team to develop and work. So, what makes an effective team? Well, given below are some of the factors that are vital for building a good team that works successfully [25]: Good Leadership Effective Communication Defining Clear-cut Roles Creating Procedures for Conflict Resolution Setting a Good Example Good Lead

Maru versus Moleka in Evoking the Sympathy of the Reader Essay

Maru and Moleka are two men of many similarities but also of vast differences. Maru and Moleka both lived in a small village, Dilepe, in Botswana. At first it seems like Maru and Moleka are inseparable, but the arrival of Margaret Cadmore clearly outlines the differences between the two men. Maru and Moleka are both leaders of men and have enormous influence over the people they come into contact with. This is stated on page one, where Bessie Head asks the rhetorical question ?who else is born the leader of men.., referring to Maru. Both men have incredible power for better or worse, and were able to destroy their friendship by their selfishness. Both decided on what to do, and took no consideration of what might be best for the other. With the arrival of the Masarwa, both parties? main goal was to win Margaret, and therefore the great friendship was at risk. Moleka is an energetic character and does things with enormous spirit and power. Maru though, never has any energy outbursts. He is a gentle, quiet, unchanging and loving person. This is shown on page twenty three, where Dikeledi compares Maru to Moleka. She calls Maru a God in his kindness towards people, unlike that swine.? That swine refers to Moleka, who seldom shows any kindness. People always know where they stand with Maru. He is, unlike Moleka, predictable and peaceful, but forceful. His unchanging personality and complete character is very independent and he knows exactly what he wants. Moleka, in contrast, has an incomplete personality. With the arrival of Margaret it seems to change and ?complete itself?. Although Moleka does not win Margaret, he does settle down with Dikeledi, and I would think that he becomes happy. Moleka is complex... ...ka showed his love in several ways. One of them is when he dined with all his Masarwa servants to show that they were not inferior. He also walked outside of the village pondering on what to do about this one woman. This showed his love, as he was the type of person who was only involved with women to sleep with them. Moleka supplied Margaret with a bed which Maru ruthlessly took away, but Maru, although he made her life uncomfortable, walked away the victor. Maru and Moleka were very similar before the arrival of Margaret. They lived in the same community and shared their interests and activities. With the Masarwa?s arrival came a titanic personality clash. Their differences started to grow, and new cracks appeared and grew, until their friendship collapsed. In the end Moleka changed, the friendship was shattered and Maru married the friendship?s doom.