Job Satisfaction Research Paper Example | Topics and Well Written Essays - 1750 words

Job Satisfaction - Research Paper Example This is because they can be satisfied by challenging, stimulating and absorbing work. The hygiene factors in the Herzberg’s two factor theory correlate with safety, physiological and belonging needs. They postulate that the deficiency and hygiene needs should be satisfied before an employee is motivated by higher needs. Therefore, the hygiene factors represent the needs to avoid physical harm or pain while motivator needs represent the needs for self actualization. The research questions posed in the study relate to issues such as the variety of tasks, promotional opportunities, the coworkers and rate of pay among others. Employees cannot deliver as expected if they are not satisfied with the work they are undertaking. Job satisfaction entails all the positive and negative feelings towards a job that results from various factors that influence an individual’s life. Job satisfaction describes the level of content of an employee to their job. Satisfied employees perform better than unsatisfied ones (Heller, Judge, & Watson, 2002). Lack of job satisfaction is the most prominent factor that determines the performance of an employee. Some of the job design methods used to promote job satisfaction and performance are job rotation, enlargement and enrichment (Plaks, 2011). According to the law of nature, as employees get more, they yearn for more. Therefore, the level of satisfaction remains less. Other factors that influence job satisfaction include management style and culture, and employee empowerment and involvement. The most common method of job satisfaction entails the use of rating scales whereby the employees present their feelings and attitudes regarding their job. Job satisfaction is a significant indicator of how employees feel about their job and predicts work behaviors such as absenteeism, turnover and

Len Bias Essay Example for Free

Len Bias Essay In one day all of one man’s dreams came true, and in one night all those dreams came spiraling down with a silent crash. I think about his friends with whom he spent his last hours with, and the nightmares that must have followed after helplessly watching their friend die at their feet. I think about his family who lost so much good fortune and, more importantly, a nephew, a cousin, a brother, and a son. I also think about the game of basketball. It lost a great player that day. Some believe he was going to be it’s greatest yet. Len Bias was the greatest player to never play the game, it’s brightest star to never shine. Cocaine had, once again, robbed the world of a truly one of a kind treasure. There has been a bit of poetic justice to come from this story, however. Bias’ mother has told stories of people who have randomly come up to her at the market or in the street telling her of how her son’s death has helped them kick their cocaine addiction. Seeing as how the story was told all over the nation, it wasn’t just locals who responded to it in this way. I have been affected by this story in a similar way. Len Bias is the sole reason I have never tried cocaine. Of course it’s very rare for a young athlete like myself to have a heart attack from drugs. Bias was definitely an exception, but he was not the rule. It goes deeper than fatality statistics for me, though. The death on Len Bias showed me that everything a human being has worked for could be stripped away in an instant with the involvement of drugs. For example, there’s the similar story of Earl â€Å"The G. O. A. T. † Manigault, who was deemed one of the greatest basketball players New York has ever seen but never reached his full potential because of a heavy heroin addiction. Unlike Bias, Manigault is still alive today. However, he is nowhere near being in the position he could’ve been in had he not picked up his drug habit. We’re talking about a possible difference of 20 million dollars! There’s no drug on earth worth making that sacrifice for in my opinion.

Effect of Corporate Social Responsibility on Consumers

Effect of Corporate Social Responsibility on Consumers 1.1 Research Background and Motivations Throughout the history of cosmetics (Appendice B), substances of all sort were utilised to produce products to enhance beauty and social lives, however with time certain substances were found to be hazardous, dangerous and poisoness. The cosmetic industry of the twenty-first century has evolved to adopt a more structured model of regulations in regards to which substances may and may not be utilised in the manufacturing of products. However, it is an industry that has become accountable to consumers and society in terms of how the products are produced (Eg. No testing on animals, chemical free, etc) and the effects of these products on consumers, society and our environment. Thus, CSR is becoming a vital issue in determining a companys performance and how it manages its economic, social and environmental impacts, as well as its contribution to society. CSR can be best explained as business practices or strategies that has the aim of satisfying the financial interests of organisations while positively impacting society (Foran et al., 2005). Though, CSR may involve certain investments for an organisation, it can also provide a source of opportunity and may; in certain circumstances; lead to building and sustaining competitive advantage. Many research on CSR has focused on the organisational business side and few have focused on the influence of CSR on consumers. However, consumers are essential to the success of CSR and understanding their attitudes towards CSR can enable companies to determine if their CSR business strategies are efficient, and the extent to which consumers are affected by these. Companies have also realised that consumers are making consumption decisions based on their personal ethical values, and according to Tallontire et al. (2001) ethics in consumption choices has become a growing phenomenon that underpins ethical trade activities. Many studies by scholars and practitioners when identifying and assessing the components of CSR, often refer to Archie B. Carrolls CSR pyramid (Ibrahim Parsa, 2005; Schwartz Carroll, 2003). However, there is very limited research in regards to the concept of CSR relating to that of consumer behaviour, and more precisely taking into account factors such as consumers attitudes and ethical beliefs. Therefore, the purpose of this study is to provide a better understanding of the concept and role of CSR, and explore how it is applied by the main local players within the CCI in France. The study focuses on examining the extent to which CSR affects consumers attitudes, and how their ethical beliefs may influence their attitudes towards CSR. 1.2 Context of the Problem Defining the problem is one of the most important steps in the research process and enables to indentify the specific marketing decision area that will be clarified by answering some research questions (Koerner 2006; Zikmund 1989). Growing pressure from governments, NGOs and consumer movements for companies to account for their impact of business operations on society and the environment; has lead more companies to invest in CSR initiatives and in managing more efficiently their SRI. However the issue arises in understanding whether consumers are actually aware of CSR practices adopted by companies, to which extent do they consider these when making a purchase decision, how are their attitudes affected, and in which manner do their ethical beliefs play a role in their decision making and their perception of CSR. 1.3 Research Aims and Objectives 1.3.1 Aims The aim of this dissertation is to investigate the role of CSR and its affect on consumers attitudes and ethical beliefs, within the CCI in France. The study also aims to determine if an association exists between CSR, consumers attitudes and ethical beliefs, and whether this may have an influence on consumers purchase behaviour. 1.3.2 Objectives Research Objectives provide guidelines in determining which steps must be undertaken in the research and if objectives are achieved the research information is considered sufficient to solve the problem (Hair et al. 2006). The main objectives of this research are the following : (1) To provide facts about the demographic characteristics of consumers who purchase colour cosmetics, as well as insights into their purchase behaviour, (2) To provide a better understanding of the role of CSR and examine the different frameworks, approaches to CSR, (3) To explore to which extent CSR affects consumers attitudes and whether consumers ethical beliefs plays a role, (4) To examine if relationships exists between consumers attitudes, ethical beliefs and Carolls four dimensions of CSR, (5) To determine what are the factors and information sources considered important when judging a company, and; (6) To determine what are the social issues consumers are most concerned about. 1.4 Hypotheses The previous research objectives constitute the basis for establishing the hypotheses of the study in order to measure the effect of CSR on ethical beliefs and consumers attitudes within the Colour Cosmetics industry in France: H1. There exists a positive relationship between Ethical beliefs and Awareness of CSR H2. There exists a positive relationship between Ethical beliefs and Feelings towards companies adopting CSR H3. There exists a positive relationship between Ethical beliefs and Considering CSR in purchase decision H4. There exists a positive relationship between Ethical beliefs and Ethical purchase behaviour H5. There exists a positive relationship between the Affective component of attitudes and Awareness of CSR H6. There exists a positive relationship between the Affective component of attitudes and Considering CSR in purchase decision H7. There exists a positive relationship between the Affective component of attitudes and Ethical purchase behaviour H8. There exists a positive relationship between the Cognitive component of attitudes and Considering CSR in purchase decision H9. There exists a positive relationship between the Cognitive component of attitudes and Ethical purchase behaviour The development of these hypothesis will be reviewed in Chapter 3, Section 3.6 of this dissertation. 1.5 Scope and Limitations This dissertation will cover the concept of CSR and will investigate the relationship between CSR and consumers attitudes and ethical beliefs. The study will also providing a brief overview of the main companies present in the local French market, and the extent to which they adopt CSR policies. The sample unit is limited to that of French consumers, having the following characteristics : female consumers , above the age of 18 years old and residing in France. Consideration must be taken that the author has attempted to present references the most frequently cited in the literature reviewed. The author attempts to make the link between the concept of CSR and consumers attitudes and ethical beliefs, hence for the purpose of this study, the models applied have been limited to that of the CSR Pyramid Model proposed by Carroll (1979) , and the Tricomponent Attitude Model. However, there is very limited research that exists linking these two models, and thus the literature reviewed may be limited in certain areas. 1.6 Organisation of the thesis The dissertation was divided into six chapters: Chapter One, provides the significance of the study, context of the problem, aims and objectives, states the hypotheses, scope and limitations of the study, and the present organisation of the thesis. Chapter Two, presents facts and informations issued from the secondary and exploratory research in regards to the CCI, and CSR practices of the main players within the local French market. Chapter Three, consists of a review of relevant literature and theoretical models in regards to the concept of CSR, implementing and measuring performance of CSR. It will also provide relevant literature reviewed in regards to linking CSR to consumer attitudes, and thus will also address the theory of attitudes, through the Tricomponent Attitude Model. Chapter Four, presents the research philosophy, research methodology and methods adopted for collecting, analysing and discussing the relevant data obtained for the purpose of this study. The design and implementation of the questionnaire survey, and the reliability, validity, limitations and ethics of the research will also be adressed. Chapter Five presents research findings in regards to primary data collection, and presents the results regarding the validity of the stated hypotheses. Chapter Six, provides the final conclusions of the study conducted, limitations and future recommendations. References, bibliograpgy, appendices, s, graphs and tables follow Chapter Six. chapter 2 : colour cosmetics industry review This chapter will define cosmetics in the context of this dissertation and will also present an overview of the CCI in France (section 2.2, and Appendice C), as well as its main players (Section, 2.3 and Appendice D). CSR practices adopted by the main local players and whether these companies provide a CSR policy will also be addressed. 2.1 Defining Cosmetics According to the current EU legislation cited in Morganti Paglialunga (2008), a cosmetic product is ‘any substance or preparation intended to be placed in contact with the various external parts of the human body with a view exclusively or mainly to cleaning them, perfuming them, changing their appearance and/or correcting body odours and/or protecting them or keeping them in good condition. The word ‘cosmetic in greek derives from the word ‘kosmetikos and the meaning allocated is ‘to make for beauty, especially of the complexion, or beautifying. The meaning over time has evolved into that of ‘ masking, concealing, cover up or that of camouflaging . Cosmetics consists of products such as personal care creams, makeup, perfumes, deodorant, shampoos, etc. The term ‘make-up is more often used when speaking of colour cosmetics and according to Oumeish (2001) means ‘to use cosmetics and apply them to color and beautify the face, and to other parts of the body. This dissertation will be focusing on the Category of Colour Cosmetics, which involves: (1) facial make-up, (2) eye make-up, (3) lip products, and (4) nail products. 2.2 Colour Cosmetics Industry in France The French Colour Cosmetic dominates the European market and 15,7% of the European market value. It holds the second largest market value in Europe behind that of the United Kingdom. (Euromonitor International, 2009). The local French market is largely dominted by major players such as LOreal SA that holds 38,80% of total market shares, followed by Chanel S.A with 13,40% and LVMH Moet Hennessy Louis Vitton S.A with 9,40% of market shares (Datamonitor, 2008). Other players present in the local market include Estee Lauder, Beiersdorf-Nivea Beautà ©, Clarins S.A, Coty, Yves Rocher, and Shiseido. (Appendice C) The colour cosmetic market consists of 4 subsectors, that of (1) facial make-up, (2) eye make-up, (3) lip products and (4) nail products. The facial make-up category dominates the sector with 36,40% of market value, followed by eye make-up with 34,40%, lip make-up with 19,70% and nail make-up with 9,40%. The fastest growing category in 2008 were facial make-up which had a growth of 4% and eye make-up, by 3% (Euromonitor International, 2008 2009). According to Datamonitor report (2008), distribution of products are mainly through Supermarkets/Hypermarkets, with 45,7% and specialised retailers with 39,5% of the markets distribution, and other channels of distribution represent 14.8%. Many French women are now more inclined to mix premium and mass brands (Euromonitor International, 2009). However with increase awareness of consumers attitudes towards toxic chemicals having negative aspects on health, the premium segment is becoming more popular amongst females who are in search of more safe to use products, and environemntally friendly. The legal environment also oversees the French industry by adopting strict regulations towards ingredients which are allowed to be utilised in the cosmetic product, or those that may be considered dangerous in regards to health aspects. Examples such as adoption of Directives 93/35/CEE (1993), Directives CEE (2004), European International Nomenclature of Cosmetic Ingredients. Since 2009, the European Union has also put legilsatives in place banning animal testing within the E.U and also sale of any product that has been prior tested on animals (Kumar, 2005). 2.3 Colour Cosmetic Companies and CSR Practices The following will provide a brief overview of the 3 major colour cosmetic players in France (LOreal, Chanel and LVMH), and discuss whether these companies have adopted CSR activities within their business strategy, and will state if a formal (written, printable report of their CSR policy) or informal CSR policy (only available on their corporate website) has been adopted. Other players present in the local market such as Estee Lauder, Beiersdorf-Nivea Beautà ©, Clarins S.A, Coty, Yves Rocher, and Shiseido, are also presenetd, in Appendice D of this dissertation. LOreal S.A In France, LOreal S.A accounts for 38,80% of total market shares (Datamonitor 2008). It is the worlds second largest manufacturer of cosmetics and toiletries. LOreal operates through three business divisions: cosmetics, the Body Shop, and dermatology. Its main colour cosmetic brands are : LOreal Paris, Gemey Maybelline Garnier, Lancome and The Body shop. LOreal acquired The Body Shop in March 2006, which enabled to position itself in the ethical cosmetics market, to reinforce this positionment. LOreal also acquired a leading french company Sanoflore, which is specialised in organic cosmetics. This strategy enables LOreal to develop into the organic and natural cosmetics market (Euromonitor International, 2009). LOreal invests largely in CSR practices, and provides a formal CSR policy which enables to support its disclosure and transparency to the public in regards to its business operations. LOreal addresses an extensive lists of social and ethical issues such as contributing to the society and community, addressing issues of sustainability, preserving the environment, labour and human rights, actions against animal testing, donating to charities and natural disasters, developing education, supporting medical research, adopting ethical standards throughout the entire company and subsidaires, its employees and having strict ethical requirements for its suppliers. Chanel S.A was established in 1924 by Coco Chanel, and is owned by the Swiss company Pamerco. It is a privately held company and is not obligated to release any financial results. It is specialised in a wide range of products such as fashion, watches, eye wear, fragrances and beauty products. In France, Chanel S.A accounts for 13,40% of total market shares in the cosmetics market. It operates in Europe, Asia and USA (Datamonitor 2008), with the highest shares of market value in that of Western Europe (Euromonitor International 2009). Its colour cosmetic products are distributed unders the brands Bourjois and that of Chanel. In order to improve financial results due to the economic downturn, community projects such as ‘Mobile Art Tour have been stopped in order to focus investments on other strategies. However, no information in concerns to CSR practices nor that of any formal CSR policy was publicly available on their corporate website. However, it cannot be assumed that they do not invest in CSR, but may have chosen not to make publicly available their CSR policies. LVMH Moet Hennessy Louis Vitton S.A Is an international group of companies with principal activities focused on the production and sale of luxury goods. Its main divisions are : wines and spirits, fashion and leather goods, fragrances and cosmetics, jewelry and selective retailing sectors. LVMH operates about 1,859 stores worldwide (Datamonitor 2008). In France, LVMH group accounts for 9,40% of total market shares in the colour cosmetics market (Datamonitor 2008). Its main brands in the colour cosmetic segment include : Christian Dior, Guerlain, , Hard Candy, Benefit Cosmetics, Urban Decay, Fresh, Make Up for Ever and Dior Addict. (Datamonitor, 2009, LVMH Group 2009). LVMH adopts an informal CSR policy which is publicly available on their corporate website. The company is largely invested in the french community and believes in promoting french culture, art and heritage. It allocates important investments towards community projects, and is involved in many initiatives to promote french cultural heritage. chapter 3: literature review and theoretical framework 3.1 The Concept of CSR The section 3.1 will provide the literature review in regards to the background of CSR, its purpose, how CSR is defined, implementing CSR and monitor CSP, as well as the criticism of the concept. It will also focus on presenting the different dimensions of CSR through Carrolls CSR Pyramid Model (1979). 3.1.1 Background of CSR During the eighteenth century companies took little responsibility for their impact of business operations. According to writings of the Scottish philosopher of the eighteenth century, Adam Smith (1776) many corporations limited their operations according to the rules of pure competition. This gradually evolved and companies started taking full responsibility for their business impact on society, the community and the economy. Many academics believe that the roots of CSR originated from nineteenth century U.S industrialist, Andrew Carnegie, in his writings from the ‘Gospel of wealth, where he was the first to express publicly his beliefs that that the most fortunate members of society should ensure that money was used to aspire the less fortunate members (Carnegie Corporation New York). The early twentieth century, saw businesses adopt more responsibility in regards to society and the community which was mainly represented by CP. According to Carroll (1999), and Hopkins (1999) cited in Leal (2007), the discussion about SR of businesses began to become more prominent from the 1930s, with authors like Chester Barnard, J.M Clark, Theodore Kreps and Merick Dodd. Prior to the 1960s, business ethics was rather left to theologians to discuss issues of fair wages, unfair labor practices, and the morality of capitalism (Lantos, 2001). From the 1960s, companies were more focusing on generating profits that outweighted largely over moral principles. It was during this era that consumers began to manifest their mecontentment against unethical business behaviour. During the 1960s Milton Friedman, Nobel Prize winner in economics in 1976, raised an issue by stating that the ‘only obligation a business had was to generate profits for its sharehlders. It was only during the 1970s, that the concept evolved when CP was supplemented by corporate initiatives and activities, and businesses taking a more responsible attitude towards societal needs. It was considered that companies should not pursue profit without taking into consideration business ethics, acting in a social responsible manner and being a good corporate citizen. In the 1980s, R. Edward Freeman (in contrast to the views by Milton Friedman), argued on the issue that CSR is a question of managing stakeholders, and that values and ethics are necessarily a part of doing business. The last decades, growing interest has been more towards environmental issues (Eg. Global warming, climate change, pollution index, etc), and how companies are addressing such issues through adoption of sustainable development. 3.1.2 CSR in France In France, the concept of CSR surfaced during the late nineteenth century. Early twentieth century, professional organisations as well as commercial undertakings have been adopting texts containing social standards that employers must observe (Segal et al., 2003). During the 1980s, the concept was mainly issued from the idea to combine economic and social policy, and on the basis of promoting the concept of the ‘corporate citizen. There was great involvement on the part of undertakings in civic life, such as lobbying to exert an influence on the decisions made by the public authorities or providing sponsorship to support social, cultural and sporting activities (Segal et al. , 2003). According to Segal et al. (2003), the CSR movement from the United States did not reach France until the early 1990s, however, companies in France referred more to the term ‘corporate citizenship (in french ‘citoyennetà © dentreprise), which was more familiar to them, than CSR. Due to cultural differences, some aspects of the CSR concept as it was constructed by Anglo-American background, did not adapt well into the French cultural landscape, such as the idea that all stakeholders should be taken into account, or the fact of a responsibility that merely complements that of companies. This is explained by the fact that the State and the Law are regarded as the only guarantors of a principle of SR that applies to all, whereas initiatives emanating from civil society are perceived as campaigns and suspected of concealing vested interests (Segal et al. ,2003). CSR, in France is exercised within an increasingly precise legal framework, particularly because the law encourages undertakings to adopt standards of SR. It is a frequent custom for the people in France, to turn to the public authorities demanding that they ‘face up to their responsibilities and lay down the laws recognising a new social problem and addressing it, rather than provide laws that define minimal thresholds for companies (Segal et al., 2003). 3.1.3 The Purpose of CSR With the increasingly pressure received from Governments, NGOs, consumer movements, activists, shareholders, the public and the media has lead companies to account for their social and environmental impacts of their activities. As a result the twenty-first century is seeing CSR emerging as an important area in business strategies. Advocates of CSR have used four main arguments to justify the reason for CSR : (1) moral obligation of companies in adopting an ethical and responsible behaviour; (2) sustainability in terms of the TBL, (3) license to operate in terms of companies identifying social issues important to stakeholders and taking approrpiate related decisions, and (4) reputation by investing in cause-related marketing campaigns (Porter Kramer, 2006). Porter Kramer (2002), also suggest that CSR practices can provide economic benefits if the social improvement has been related to the companys business. Companies often willingly engage in socially responsible behaviour because it enhances shareholder value by keeping a business on the right side of the law (Martin, 2002). Companies can serve shareholder interests while also serving those of a larger community. Most CSR practices implemented by firms are largely based on Philanthropy activities, and used as a purpose to promote the the corporate image. It can also contribute to improving the community by developing education, health, provide safe products, preserve the environment, improve employment, and on the long-term can aid in building strong ties with governments, official organisations, partnerships, and build trust within the community. According to Burke and Logsdon (1996, p. 496), ‘CSR (policy, program or process) is strategic when it yields substantial business-related benefits to the firm, in particular by supporting core business activities and thus contributing to the firms effectiveness in accomplishing its mission. 3.1.4 Defining CSR There is no formal universal definition of the concept of CSR. Many believe it concerns what corporations give back to society in return from the benefits they have gained, others tend to believe it is based on how ethically corporations behave, towards society and the environment, and in regards to its stakeholders. Often, CSR is also referred to as the ‘triple bottom line in which it refers to the corporations financial, social, and environmental performance in conducting its business. There have been numerous attempts by organisations, institutions, corporate executives and academics to clarify the constructs and concept of CSR (Dahlsrud, 2008, Lantos 2001, Tywoniak Bartlett, 2008, Van Marrewijk 2003, 2005), resulting in many definitions towards a more humane, more ethical and transparent way of doing business (Van Marrewijk 2003, 2005). Prior research by Dahlsrud (2008), reveal that there is not ‘one standard definition of CSR but that a variety of definitions exist. In his research he anyalysed 37 definitions of CSR, and results showed that, even though most definitions are different from one another textually, they are nevertheless constantly referring to the the same five dimensions: (1) environmental, (2) social, (3) economic, (4) stakeholder and (5) voluntariness. Davis (1975) describes that SR implies that companies should not only make a decision based on their own interest but are also obliged to take actions that protect and enhance societys interests. According to Sethi (1975) the concept of CSR has different meanings according to time and the cultural context and is more based on the corporate actions that enable to determine whether corporations are meeting societal expectations. According to Carroll Schwartz (2003), definitions of CSR fall into two general schools of thought, those that argue that business is obligated only to maximise profits while respecting the legal requirements and minimal ethical constraints (Friedman 1970, Levitt, 1958), and those that believe corporations are accountable on how they conduct their business toward society. CSR is concerned with businesses being morally accountable to its stakeholders, and thus that values are necessarily and explicitly a part of doing business (Freeman, et al. ,2004), and that it is a voluntary commitment by companies to exceed the explicit and implicit obligations imposed on them by societys expectations of conventional corporate behavior (Falck Heblich (2007) Others such as Davies (1960), Andrews (1973), McWilliams and Siegel (2001), Kotler and Lee (2005) refer to CSR as being an obligation to improve community well-being through transparent business practices, contribution of corporate resources, corporate decision making and actions extending beyond the firms direct economic or technical interest, and that which is required by law. In this context, CSR can therefore be seen as the voluntary assumption of responsabilities beyond that of just economic or legal (McGuire, 1963). Authoritive institutions have also attempted to define CSR. The World Business Council for Sustainable Development (2000, p.3) defined CSR as : ‘ the continuing commitment by business to contribute to economic development while improving the quality of life of the workforce and their families as well as of the community and society at large. The European Trade Union (2004, p.1), on the other hand, defines CSR as ‘companies integrating social and environmental concerns in their business operations and in their interaction with their stakeholders on a voluntary basis. And on its part, the Organisation for Economic Co-operation and Develpment (OECD) on their website, describe CSR as : ‘The most important contribution of business is the conduct of business itself, and its core responsibility is to yield competitive returns to shareholders by identifying and developing promising investment opportunities and must comply with legal requirements and, respond to societal expectations not written down in law books. 3.1.4.1 Carrolls CSR Pyramid Model For the purpose of this dissertation, the author has chosen to focus on Carrolls Pyramid Model ( 3.1) in order to identify the main dimensions of CSR. Carrolls Pyramid Model was selected on the basis that it seems to be the framework the most frequently referred to in the literature reviewed, in terms of managing social issues. In Carroll (1979, 1991 2000), Carroll Schwartz (2003) CSR, is defined as: ‘The social responsibility of business encompasses the economic, legal, ethical, and discretionary (philanthropic) expectations that society has of organisations at a given point in time. The following sections will provide an overview of each individual dimensions of Carrolls CSR Pyramid Model. 3.1.4.1.1 Economic Responsibilities The environment of global trade is becoming a more competitive arena and faces economic challenges (Kehoe (1998), cited in Carroll, 2000, p.35), and thus, the economic responsibility of business remains very important (Carroll, 2000). Companies business operations contribute largely to the economic unit in society. It has the responsibility to produce goods and services that society wants and to sell them at a profit, and all other business roles are predicated on this major assumption (Carroll, 1979). Economic responsibilities is characterised by companies willingness to perform in a manner consistent with maximising earnings per share, must be committed to being as profitable as possible, must maintain a high level of operating efficiency and competitive positioning and that the success of the company be defined as being consistently profitable (Carroll, 1991). 3.1.4.1.2 Legal Responsibilities Society expects business to achieve its economic operations within the framework of legal requirements. It goes on the assumption that economic responsibilities and legal responsibilities coexist and must be met simultaneously, as they represent fundamental precepts of the free enterprise system (Carroll, 1979, 1991). According to Carroll (1991), legal responsibilities can be viewed as codified ethics in the sense that they integrate the basic notions of fair operations as established by lawmakers, and are characterised by companies performing in a manner that is expected of them by government and law, and thus, that the success of the company is defined as one that fulfills its legal obligations, and to provide goods and services that meet legal requirements (Carroll, 1991). Accordoing to Carroll (1991), the Economic and the legal responsibilities are the most important components in the Pyramid Model. However, this may cause confusion when applying the framework as both components are located at the very bottom of the Pyramid. (Carroll Schwartz, 2003) 3.1.4.1.3 Ethical Responsibilities In addition to fulfilling their economic and legal responsibilities, businesses are expected to fulfill ethical responsibilities as well (Carroll 1979). ‘Ethics, are the driving forces behind every creation of laws or regulation, there are not necessarily codified into laws but are expected by society (Carroll, 1970), and concerns standards, norms, or expectations that reflect a concern for what consumers, employees, shareholders, and the community regard as fair, just, or in keeping with the respect or protection of stakeholders moral rights (Carroll, 1991). Carroll (1991), describes that the main components of ethical responsibilities of companies are to perform in a manner consistent with expectations of societal norms mores and ethical norms; to recognise and respect new or evolving ethical/moral norms adopted by society; to prevent ethical norms from being compromise

Music Therapy :: essays research papers

rynjulf Stige is the first Coordinator of the music therapy education program at Sogn og Fjordane University in Sandane, Norway, where he is an associate professor. With diverse experiences as a music therapist using a community based approach, Stige has written numerous articles and books on music therapy and music education. He is editor-in-chief of the Nordic Journal of Music Therapy, and co-editor (with Carolyn Kenny) of Voices: A World Forum for Music Therapy. He is one of the most insightful thinkers working within the music therapy profession. He believes that humans cannot escape culture. Through culture, we are provided the tools we need to deal with challenges of everyday life. Stige believes that culture has not been focused on enough and in his book, Culture-Centered Music Therapy, he brought the culture to the music therapy world. His book is divided into four main parts excluding the introduction, preface, etc. Part One of the book, outlines premises for the argument, examining basic concepts such as culture, humankind, meaning, "musicking," and the nature-nurture debate. Part Two highlights how culture-centered music therapy may be practiced. The scope varies from community music therapy (aimed in part on cultural change in the community), to ecological music therapy (focusing on communication at micro- and mesosystem levels), to individual music psychotherapy (considering the individual in cultural context). In Part Three, implications for describing and understanding music therapy are discussed, including a chapter on how to define music therapy as a practice, discipline, and profession. A culture-inclusive model of the music therapy process is also proposed. Part Four suggests approaches to music therapy research within a culture-centered context. A call for increased reflexivity, the ability to reflect upon one's social and cultural position, is at the heart of the discussion, along with a continuing theme of this book: the relations and tensions between local and more general perspectives on music therapy. Focusing more on Part I, the first three chapters that make up that section educate the reader on key premises that arise throughout the rest of the text.. The first chapter explores an integration of themes from biology, history and culture. It opens with a concise and scholarly history of the concept of culture, discussing etymological roots and noting different uses and misuses throughout history. Reference is made to the disciplines of anthropology and ethnography, the latter playing a significant part throughout the text.

Summary of The Lesson by Toni Cade Bambara Essay -- Toni Cade Bambara

The Lesson by Toni Cade Bambara The Lesson, by Toni Cade Bambara, portrays a group of children living in the slums of New York City around 1972. They seem to be content living in poverty in some very unsanitary conditions. One character, Miss Moore, the children’s self appointed mentor, takes it upon herself to further their education during the summer months. She feels this is her civic duty because she is educated. She used F.A.O. Schwarz, a very expensive toystore, to teach them a lesson and inspire them to strive for success and attempt to better themselves and their situations. At the beginning of the story, the author gives us the feeling that a child is narrating this story. She also shows that the child, Sylvia, is at that age where she feels that adults are silly and she knows everything. â€Å"Back in the days when everyone was old and stupid or young and foolish and me and Sugar were the only ones just right, this lady moved on our block with nappy hair and proper speech and no makeup.† (Bambara 470) Sylvia also tells us about her environment while referencing Miss Moore. â€Å"And we kidna hated her too, hated the way we did the winos who cluttered up our parks and pissed on our handball walls and stank up our hallways and stairs so you couldn’t halfway play hide-and-seek without a damn gas mask. Miss Moore was her name. The only woman on the block without a first name.† (Bambara 470) This is our introduction to Miss Moore. She is an educated, well groomed person and the children resent her because she is different and their parents force them to spend time with her in the interest of education. On the day the story takes place, Miss Moore has rounded up the neighborhood kids and is going to bring them to F.A... ...t. â€Å"We all start reciting the pricetag like we’re in assembly. â€Å"Handcrafted sailboat made of fiberglass at one thousand one hundred ninety-five dollars.† â€Å"Unbelieveable, â€Å" I hear myself say and am really stunned.† (Bambara 472) The prices of the previous two items stunned the children, but the sailboat really brought home the idea. At the end of the story is when Miss Moore’s motive was revealed. She did not want to bring the kids on a field trip. She was interested in giving them a drive to succeed by showing them that some people are very successful and can afford such things. She hopes that they will want to be one of those people instead of a person that, like so many others, are just content with what they have. Works Cited Roberts, Edgar V., Jacobs, Henry E. â€Å"Literature.† The Lesson. 470-475. Toni Cade Bambara. New Jersey: Prentice-Hall. 2001

Abraham Lincoln Essay -- essays research papers

Abraham Lincoln, from the backwoods of Hodgenville Kentucky, rose to become one of the greatest presidents of the United States. During his attempt to keep the Union in the Civil War, he gained more power and authority than any president before him. A excellent politician, Lincoln was always looked upon for leadership for he put reason and thoughtful decisions behind his word.Abraham Lincoln, born to Thomas Lincoln and Nancy Hawks on February 12, 1809, was conceived in a log cabin built by his father. Abe had one older sister, and a younger brother that died as an infant. The Lincoln family moved a lot, from Kentucky to Indiana, and back to Kentucky. Abe read a book titled Mason Locke Weems's Life and Memorable Actions of George Washington, this book mad a lasting impression on him that persuaded him throughout his life. By the time he was nineteen Abe reached his full grown height of six feet four inches. He held small jobs such as a clerk, postmaster and a few others through his early twenties. Then in 1832 he ran for county candidate against 13 others. Only four were to be elected and Lincoln finished eighth. In '834 he ran for a representative to the Illinois legislature, by this time Lincoln was well known and he got the election.Abe began to study law, and in 1836 became a licensed attorney. In 1837 he made his first public stand against slavery, Lincoln avoided extreme abolitionist groups though he was greatly against slavery.On November 4, 1842 Lincoln married Ma...

Bureaucratic Organization And The Learning Process

This paper talks about a bureaucratic organization in detail. It focuses however on the learning aspect in an organization that means how conducive the entire working environment is there. This promotion of a learning environment is essential in effective growth of a company or whichever organization that undertakes the learning process as part of their work. The argument that surrounds this entire paper is essentially that how well a bureaucratic organization deals with this aspect of efficiency by inculcating within it the process of subliminal learning.The argument arises when it is said that there is not much learning undertaken in a typical bureaucratic organization. Introduction At the onset of the industrial revolution, at the end of the eighteenth century, many small shops around villages etc. were transformed into big factories by centralizing their power. There are two main practices that are talked about when the term â€Å"bureaucratic organization† is mentioned. T hese two main theories are: †¢ Weber’s ideal bureaucracy †¢ Taylor’s scientific management Both these concepts talk about compartmentalization and labor resource.These two factors according the theories are very important in determining what exactly is meant by efficiency in work at the workplace. Taylor’s scientific management Taylor talked about analysis undertaken at the workplace with respect to working behavior. His study which was very detailed and conclusive, analyzed labor work at a factory where there were machines involved also. His aim was to improve efficiency while also making sure that per unit costs decrease of the output or the product/s that are being produced.The role of the research was to make sure that the human labor involved were basically machines that could be replaced or exchanged with each other when there is a lack in one’s performance for instance. (Kimble, n. d. ) His idea originated from that one time when he condu cted observational studies on workers who were doing repetitive jobs. He called these repetitive jobs and the employees/ lower level factory workers tasks as â€Å"soldiering†. He claimed that an efficient way or the best method of doing each job should be determined and then taught to all the workers.This, according to him would make sure that the worker’s productivity goes up and the workers would also feel like they are indulging into quality work for the organization; thereby also leading motivating them. He said that there are many forces at work that contribute towards the actual production of output. These factors involved are the internal human characteristics, the physical environment, social atmosphere, the task itself. The task itself would involve things like the kind of work involved (manual or automated), speed with which it can be done etc.For this purpose he designed time motion studies to measure how workers contribute to the output. (Kimble, n. d. ) T aylor found out that as the products involved more and more complex, and then the workers’ productivity increased thereby too. And eventually the entire middle management of the factor itself emerged as a new layer therein. Departmentalization took place resulting into more efficient allocation of resources. (Kimble, n. d. ) The Ideal Bureaucracy – Max Weber (1864 – 1920) Max Weber was the actual proponent of bureaucracy.He talked about having a form of organization that incorporates into itself use of written and formal documents. Moreover, most people take the term â€Å"bureaucracy† as something that has monarchy or an authoritarian style of leadership or management. This is the view that Weber promoted. At the time when capitalism was very much in an influential state, concept of this type of management was introduced. It had/ has the interplay of maximization of the production or the output, while also making sure that input prices and costs are mini mized.Hence, this is the point where Taylor also agrees when the latter talks about efficiency in allocation and management of resources while doing work. (Kimble, n. d. ) Weber categorized many concepts that he thought are related to this type of administration and management. These he called as the core factors or rudiments that are there in such an organization. These are: †¢ Efficiency first of all †¢ Impersonality †¢ Logical sequence of activities and events Weber further illustrated and clarified the role of bureaucracy by saying how the structure of such a firm is controlled from above.Hence, there is centralization of power only at the top and most of time no one else has any authority in making or trying to undertake any decisions involving the organization’s functions and activities. (Kimble, n. d. ) Weber said that such an organization hence has more chances of succeeding in its lifecycle development since there is no meddling of affairs in the hands of those who are not directly involved in the organization. He gave the example of the army or the forces, by saying that they have success in the performance of their goals since they have centralized authority and power at the top.This results in giving of and hence following of the direct orders of the entire team in the army. (Kimble, n. d. ) Weber proclaimed that along with the power at the top, there is also power and authority at the managing level or the â€Å"head† of each level in the hierarchy. He said such organizations are more effective and stable. (Kimble, n. d. ) Learning Process in Organizations There are many companies today that indulge in many different activities involving various perspectives. This means that they have the kind of perspectives that they think are effective to do the work that are involved in.now, putting these vague concepts together it can be said that a learning organization indulges into subliminal knowledge sharing that promotes the presence and activation of a conducive environment. Facilitation of learning on each employee’s part in an organization along with changes, results in a learning process. (Smith, 2001) There is widespread opening up of people’s capacities which mean that each individual has a fair chance of learning in the process of working for this organization.There can be an amalgamation of many employee’s ideas and thoughts that could result into changes in the organization in future which would contribute towards its development. There is inspiration, aspirations, hopes and dreams, aiming to achieve success and more and more developments in a positive way. This can be made possible when there is an adequate amount of openness that promotes giving value through each employee or the member of an organization. (Farago & Skyrme, 1995) Learning levels or types:It is not just training and teaching that is part of a learning organization, rather it is also about how the developm ent of each member’s capacities is enhanced, thereby providing benefits to the entire organization on the whole (Smith, 2001). There are different types of learning, these are: Level 1: facts, processes, procedures in learning Level 2: job skills development Level 3: adaptability to a changing environment (for the better good of the organization) Level 4: innovating and fostering people’s creativity.Characteristics of a learning organization: These are pointed out below as discussed by Smith (2001): †¢ Culture that promotes learning †¢ Processes involved that promote interaction and development of human potential by discovery †¢ Group and individual learning e. g. problem solving techniques †¢ Acquiring of skills and thereby attaining motivation So, is Bureaucracy Not Consistent with Learning? It is general notion and a common belief that a bureaucratic organization is not very welcoming of a learning environment.This is because when there is contro l directed at everyone from the top then there is not much learning that takes place. This is certain of the fact that usually in a bureaucratic organization the focus is on efficient control and advancement with promotion of power that the lower level workers (for each head respectively that is) are subjected to. (Smith, 2001) In most extreme cases, it is even said that these two types of organizations, learning organization and a bureaucratic organization, are two extremes of a pole.And there is often impossibility of having learning in a bureaucratic organization. In contemporary times, many companies have also focused on changing from a bureaucratic organization to a learning organization as being part of one of their main strategic aims. Many theorists have said that the commercial importance of a learning organization is also increasing with the passage of time. This also handles competition well and makes sure that efficiency is kept in line with that of the worker’s i nvolved. (Smith, 2001)How can an Organization be made a Learning Organization? A lot has been said about organizations that run on bureaucracy, and have no or minimal aspects of learning involved. The very important question here is hence that how can organizations be made to function in a way that promotion of a learning culture is done. This could be a step by step procedure that could involve learning as part of its components while also catering bureaucracy as the main type of its management (Kline, 1997; Senge 2006). Techniques:An environment could be created that promotes such type of learning and thereby help in advancement of the organization in the most effective manner. Many things could happen including: †¢ Having an environment of inquiry and that of allowing free flow of information †¢ Creativity and allowing for innovative ideas †¢ Efficient organization and coordination of information †¢ Making quick decisions and allowing for flexibility in decisi on making in general †¢ Conducting observation studies to document and verify this later†¢ Making sure that new learned information and knowledge is amalgamated into the new procedures and policies to incorporate changes thereby Henceforth, it is clear that to have a bureaucratic organization changed into a learning organization if not wholly then at least partially, it is highly essential that there is a collective or a team effort to start off with. Also, there should be many teams and groups there which have easy interaction so that there is an ease in information flow. Nothing should stay hidden which can help in imparting knowledge even if it’s implicit knowledge (which is usually the case).(Farago & Skyrme, 1995) Skills involved: †¢ Communication †¢ Observation and a listening atmosphere †¢ Strengthening of colleague to colleague and boss to colleague relationships †¢ Sustainment of each other at the workplace †¢ Having a holistic appr oach towards everything †¢ Accepting confrontations and challenges positively †¢ Accepting change †¢ Being flexible and open to new trends/ ideas †¢ Fostering one's own development of capacities by also helping others to do so with their own Taking out elements that make an organization not a â€Å"learning† organization:This section deals with how an organization can help itself by taking out all these factors that do not extend towards the organization being able to benefit from learning and knowledge sharing. There are hence many obstacles or hindrances that can render a bureaucratic organization not take advantage of learning. The following pointers could be related to a supervisor at a bureaucratic organization. These are: †¢ Being traditional and seeing everything from the â€Å"I-own† perspective rather than from the â€Å"I-share† perspective†¢ Being too focused on systems and procedures themselves rather than being apprecia tive of sharing information overall †¢ Being overly rejective of change †¢ Having hidden feelings †¢ Having hidden personal goals and ideas and not sharing them †¢ Not having empowerment done †¢ Having materialistic view of everything around them Success factors in changing: There are many factors hence that can be solved when taking these into account. Some of the success factors are: †¢ Start at the top †¢ Prioritize things †¢ Be active rather than passive †¢ Do correct diagnose of acute issues †¢ Link things together†¢ Allow for mutual feedback (top to bottom, and also bottom to top) †¢ Allow for new ideas and product development †¢ Think out of the box †¢ Role-playing; this can be particularly helpful to these people who think that power is everything and now its effective usage †¢ Energizing, specializing behavior (Farago & Skyrme, 1995; Kalling & Styhre; 2006) Works Cited Farago J and Skyrme D. (1995) T he learning organization. Retrieved November 3, 2008, from http://www. skyrme. com/insights/3lrnorg. htm Smith, M. K. (2001) The learning organization, the encyclopedia of informal education, Retrieved November 3, 2008, from http://www.infed. org/biblio/learning-organization. htm. Kimble, C. (n. d. ). Bureaucratic organizations. Retrieved November 3, 2008, from http://www. chris-kimble. com/Courses/mis/Bureaucratic_Organisations. html Huysman, M. H. and de Wit, D. H. (2002) Knowledge Sharing in Practice. Springer Kalling, T. and Styhre, A. (2003). Knowledge Sharing in Organizations Kline, P. (1997) Ten Steps to a learning organization. Great River Books Senge, P. (2006) The Fifth Discipline: The Art & Practice of The Learning Organization. Double Day Business