September 11th the terrorist attack Essay Example for Free

September 11th the terrorist attack Essay The terrorist attack on September 11 will always be remember as the most terrifying day in American History. These attacks left people around the world with feeling of disbeliefs and anger. As consequences, many of American people are blaming all Muslim citizens for the attacks, accusing them as terrorists. There are an estimated of 3 million muslins living in the United States. The majority of them practice the Islam religion. Islam is a religion that means peace with ones heart, mind and soul. It also means peace with god and to live according to the sacred book. Unluckily, most Muslim people in America share the same religion as the terrorist organization, led by Osama bin Laden, who is the primary suspect for the September 11 attack. As result, many Muslim American are paying a high price for their similarities with the terrorist. They are being humiliated, harassed and discriminated against. There are more than 200 cases of hate crimes reported in Arabic American anti Discrimination Society since the attacks. For instance, a news station reported a week after the attack an Arab American passenger was kicked off the airplane because of the way she looks. In addition, some on these incident children are the most affected. Muslim children because they are more sensible and constantly interacting with their peers, especially on public school. I have seemed discrimination against Muslim people in my classroom at PCCC. One day after the attack a classmate thought it would be funny to point at on Muslim classmate. I did not find it funny, instead I found very insulting toward her, especially because I know her and I know she is not bad. All these case are true history and people live constantly in pain. Many of them are people with dream and ambition. On September 11 every one saw how destruction could be done in a powerful nation like America. Unfortunately, these events have left many loses including lives of people and economically impact. But we also learned that not all Muslim are terrorist. They are peaceful people like you and me.

Order Qualifiers and Order Winners for Toyota Essay Example for Free

Order Qualifiers and Order Winners for Toyota Essay Order Qualifiers can be described as aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer. Order Qualifiers may not be the major competitive determinants of success but are important in another way. (Jones, Robinson 2007) Order Winning Factors are those things which directly and significantly contribute to wining business. They are regarded by customers as key reasons for purchasing the product or service. Raising performance in an order wining factor will either result in more business or improve the chances of gaining more business. For Automotive industry, major order qualifiers could be defined as price, quality and variety. Toyota, Ford and GM are leading companies within that sector, which manufacture correspondent cars with these order qualifying factors mostly. However, due to high level of competitiveness, companies are struggling to keep their sales high. Even little problems within car or company may impact company’s future sales dramatically. Toyota is one of example that experienced reliability and quality problem with its cars lately likely Ford and GM experienced before. As result of upcoming reliability issue, if we look over market share of Toyota within North America, which takes place of its most sales in comparison with other regions around world, has faced with a serious decline in market share within 2008-2009 . Ford and GM also try to improve their market share within North America, while Toyota loses customers during 2008-2009 . On the other hand, Order winners for Toyota are continuous innovation of Toyota and standardized quality. People, who choose Toyota, are mostly satisfied with innovative internal and external features of Toyota’s cars. Since, Toyota always spares huge amounts of money about research and innovation for car manufacturing as explained in deeper within Toyota and Innovation section below. For Example, Prius, first mass production hybrid car in the world, is clear indicator of innovative mindset of Toyota Motor Corp. In terms of quality and flexibility, Toyota Quality Management is one of well known systems in world for car manufacturing quality control, which is still functioning and reason to buy a Toyota.

PERSPECTIVES ON THE EMPLOYMENT RELATIONSHIP AND CONFLICT

PERSPECTIVES ON THE EMPLOYMENT RELATIONSHIP AND CONFLICT Introduction Today industries have undergone a great change in terms of the kind of personnel they deploy as they look for maximization of their production and profits. There is keen selection of means of production especially specialized labor and therefore this means that todays employer is much more focused on what he needs in the process of production (Fredman Gillian 1989, p.48). There are increased agreements and dispute procedures which used to be forced on the unions by employer association some time ago, but the bargaining ability and freedom has called for diversification of employers functions and restructuring of the pay agreements (Bach Sisson 2000). Management of the businesses has also changed with regard to todays need and is being performed by board of governors (Guest 1991, p.153). There are two aspects of employer relationship namely; market relations and managerial relations. A market relation refers to terms and conditions on which labor is hired and is economic in character. Managerial relations refer to deployment of labor force by the management and how this deployment is to be done. Before trade unions, individual worker could chose to work or go elsewhere if he or she is not satisfied with employers terms of work. And because an individual worker was weaker than the employer, there came a regulated work market with trade unions where employees are allowed to collude with fellow workers for a collective bargaining. The primary justification of trade union is that it protects the worker in the economic aspect of his employment (Gintis 1987, p.68). In job regulations, employers and employees adopt an agreement contract. These contracts have rules over a wide variety of work places. They contain an individual interest which necessarily ignores the economic reality behind the bargain because the parties are simply not equal (Wedderburn 1986, p.8). This one sided interest of contract of employment is the bone of contention in the workplace relationship. The contract requires the employer to pay wages, provide work, exercise care and cooperate while employees are expected to obey reasonable order, exercise reasonable care and competence, maintain fidelity, honesty, protect confidential information, be accountable and not to sabotage employers business among other provisions. These provisions are just mere protection on managerial rights. However, the actual cooperation of legal rights in work places depends on the power, knowledge and organization of the parties as well as on the statute book (Edwards 1987, p.15). The agreement of work must take into consideration that what is offered by the worker to the employer is the capacity to work, which only the capitalists make maximum use of, but the output benefits only the capitalists (Braveman 1998, p.37). This paper seeks to examine the three perspectives that have been a wide reference regarding industrial relations, their take on how these conflicts may arise and how they are solved under each system. In the discussion we will also seek to see how managers under these perspectives seek to gain control for effective management. The perspectives There are three perspectives on the employment relationship that can contribute in analyzing the nature of conflict in work place: Unitarism, Pluralism and Marxism. Most writers and theorists have written on these schools of thought and have used them from different perspective to analyze social issues. Here they will be used to test their take on the nature of conflict in the workplace and the way managers or human resource managers seek control and effective guidance in exercising their vested authority. Unitarism This is the system whereby a focus is placed upon one source of authority without negotiation. It assumes a kind of partnership teamwork in its operationalization. In a unitary system, members are expected to strive as a unit and pursue a common goal and every unit component does its part to the best of its ability (Fox 1966, p.2). Members are expected to exhibit discipline, royalty and effective communication because the organized body is supposed to be an integrated and harmonious whole. Following the centralized leadership members accept their place and function and this means antagonist groups and rivalry in leadership are not accommodated. Unitarism holds the idea that conflict in the work place should be a two way because the Leaders, who expect loyalty and respect from members, must first exhibit and demonstrate the same to individual members. According to Fox (1966, p.3), the success and impetus of the team inheres from personal relationship and just like a football team there is no divided spirit especially with management authority. In this system also, it is believed that the structure and the organization of work and purpose is unitary and individual employees or trade unions are not expected to challenge the management. Worse still is that trade unions are perceived to be an illegitimate entity that sabotages the balance of the whole unit and. As Unitarism assumes that workplace conflicts are non existent due to the organization and symbiotic relationship among workers and managers, the idea of trade unions is conceived to be foreign. Unitary system therefore denies conflict in workplace and just assumes that the conflicts are only due to personal differences, faulty communication and works of inciters from without. Managers in this system believe that workers conflicts can be managed within the system than involving trade unions (Fox 1966 p.10). Unions are seen as achieving nothing for employees but sabotaging progress, pushing up cost and constantly frustrating the owners of production enterprise in the guise of resolving workplace conflicts (Fox 1966, p.11). The ideology also endeavors to integrate employees into organization based on employee commitment to quality production, customer need and job flexibility. It therefore serves three purposes in the management; self reassurance as an instrument of persuasion and as a technique of seeking legitimization of authority. Adopting the unitary view of industrial organization is one of managers tactics. This gives a motivation that harmony of purpose exists. Ideology also is a persuasive instrument in which employers persuade their employees and public at large; that industry is a harmony of cooperation which only trouble mongers choose to disrupt (Fox 1966, p.5). This way they make their work easier by convincing their employees and winning public support, should management be challenged by their workers. Moreover, management creates a situation where their interest and those of other employees are similar and legitimizes the regime. Therefore drawing from this assumed legitimacy, their government sanctions and cruelty become legitimate (Edwards, 2003, p.34). In their bid to gain authority under this perspective, managers are also likely to adopt measures that are aimed at debilitating trade union and favoring the company and this triggers further resentment from the trade union (Fox 1966, p.11). Moreover, Managers holding Unitarism perspective belief that collective bargaining, negotiation and reconciliation encourage the wrong attitude between the two sides in industry. They therefore term any resistance and conflicts to be due to stupidity, wrong headedness or outdated class rancor and they work toward inculcating such ideology to their subordinates who by following the ideology are easily controlled (Fox 1966, p.12). Managers also utilize conformist innovation whereby they focus on acquiring expertise that will enable them to demonstrate a close relationship between their activities and organizational success criteria (Thornley, 2003a, p.83). This is mostly attained through specialization in personal management. This influences the re action of workers and their management becomes easier. The assumptions of the unitary position, with its emphasis on managerial prerogative, and its attempt to deconstruct realities of divergent work group attitude and values in the interest of strong unified team renders it weak under modern conditions especially in their obsolete view on the nature of conflict in the work place. Unitarisms view on the nature, cause and how to handle workplace conflict is utterly conservative and time tested. This organized labor is challenged when it comes to the process of organizing and assigning work to members as well as sanctioning the labor force. The failure to consider common interest leads to faulty communication or misunderstanding and at that time conflicts at workplace become a challenge. Pluralism Pluralist perspective is a system with a political analogy whereby many groups with divergent interests and beliefs act as one organization, and the government depend on their consent and cooperation. The final authority in pluralism lack moral bargain to arrive at final decision without relying on members unity (Clegg 1979, p.454). In this system, trade unions are legitimate institutions that represent collective interest of the workers and are granted powers to challenge management. There is therefore minimal authoritarianism because conflicts in the work place are viewed at as inevitable and as a phenomenon that is bound to occur without question. Pluralism views Industrial relations as much stable and adaptable as a result of collective agreement and it is very difficult for the management to sabotage trade unions unlike in the Unitarism (Clegg 1979, p.454). In the regulation of pluralism, conflicts induced by the trade unions are indispensable so the question of how to contain them triumphs over how to constrain the unions operations. In pluralist view, the organization is seen as a plural society with related but separate interests and objectives which should be tamed to a kind of equilibrium through conflict if workers are expropriated. Fox (1966, p.3) analyses that the running of a pluralism system is aimed at striking a balance of members activities of the group for the highest degree of freedom. This is done in line with general interest of the society as it is. The system is kept alive by the fact that sectional groups with divergent interests aim for a common goal and are mutually depended. Under this view, managers are expected to deploy many tactics in their professional functions should they expect to gain any accepted authority. These involve organizing work people and technical resources, shareholders, customers, the government and the local community. Managers who hold this perspective dearly seek to acquire some control through acting in the best interest of all stakeholders. Pluralist workers and other stakeholders, on the other hand, maintain their relations with managers as their source of information to deliver their goods and services to their satisfaction and to minimize work place conflicts (Clegg 1979, p.455). The effectiveness of managers under pluralism in their job is also, highly determined by their good relation with those who negotiate with them on behalf of the workers. Therefore it can be deduced that pluralism views workplace conflicts as indispensable and as a part of work relation hence trade unions are unavoidable institutions. Under this perspective the only way managers can be at ease is to strike a balance between their interest and that of workers by establishing good rapport with negotiators. In many organizations with pluralist approach, managers involve collective negotiations, procedures of dispute settlement, formal and informal consultation as tools of their power control. Marxism Marxism in its proper form is a general theory of society and social change with implications for analysis and industrial relations capitalism. Marxism has since its inception served as a tool for social research into power relations and a discourse in which other phenomena and reality are examined. Class conflict, a macrocosm of work place conflict, according to Marxists is there to stay within the system as far as profit is made out of exploitation of labor by the owners of production. Class divisions that inhere in society are closely intertwined with the bourgeoisie structure of industry and a wage labor (Hyman 1975, p.28). The capitalist, according to Marxism, has introduced social features that dominate labor process which is a property of the worker and this forces the worker to sell their labor power together with their interest. This alienates labor from the owner and makes it to be controlled by the capitalist. Karl Marx, the initiator of Marxists school of thought, noted that ones labor is equal to his or her humanity and one would be dehumanized once someone else controls his or her labor (Braveman 1998, p.39). Since the owner of labor is powerless and the buyer powerful there is a possibility of expropriation of the worker by the employee and hence trade unions are formed. Trade unions in Marxism are legitimate vehicles in challenging the excesses of property owners whenever they disrupt the distribution of national products as a result of power differences. Marxism therefore holds that workplace conflicts are bound to be there but measures should be put to tame them. Trade unions are therefore looked at as institutions that conjure up as a result of painful exploitation of employees by the owners of means of production and therefore as a collective bargaining person (Clegg 1979, p.455). A long history of conflicts has proved that they can be contained if positively perceived and handled. Marxism is the ultimate conflict theory that criticizes Unitarism and pluralism because of their leniency on handling workplace conflicts. Research demonstrates that Marxists and pluralists differ in their industrial relation analysis and further in their definition of its subject matter and nature (Hyman 1975, p.20). What is common in both schools of thought is that both are concerned with conflict and stability acquisition. This means in both perspectives conflict in workplace is unavoidable just as in any other sphere of social life. In most work places management asserts its authority and control down wards from above while work groups assert their independence and control upwards from below (Coffey Thornley 2009, p.93). This reverse expectation is the one that projects a conflicting point where balance has to be struck radically to the benefit of neither of the side. According to Clegg (1979, p.454) Marxist account of industrial relation has that, trade unions may become integrated in the institutions and operations of capitalist society. This strategy, which managers under Marxism may deploy to gain authority, is the greatest evil that can bedevil trade unions under Marxism because once that is accomplished unions cease to act as instruments of social class welfare. This integration may assume terms as economism, incorporation and institutionalization. As much as this is not consistent with trade unions objective it does not favor the employee who is supposed to be represented. Collective bargaining employs freedom for workers to organize independent trade unions to bargain independently and effectively with the employer. To get rid of persistent subordination, workers have freedom to organize autonomous trade unions (Wedderburn 1986, p.7). Integration of trade unions into capitalist society, midwifed by managers, influences all representatives, who interact with managers and employers association, to forfeit their duty to serve employees. To avoid this trade unionists are not advised, under Marxism to make a binding agreement with their employers. In Marxism it is expected that conflicting employee and employer prefer a settlement of their differences in an amicable manner close to each partys objective. This settlement is mostly to be achieved after a series of meetings (Clegg 1979, p.453). As the two sides also push each other to the wall, they must keep in mind that they are mutually depended on each other and that collective bargaining is the backbone of their industrial relations. This however does not imply that trade unions representatives always yield to the pressures of the enterprise. Marxism believes that workers ability to deliver their labor productively lies in the damage they cause to their employers whenever they strike. Further institutionalization of trade unions makes them not to be seen in the old goggles as tools of radical protest and revolt (Clegg 1979, p.454). Trade unions in Marxist setting are aligned to a political party with wider support, greater funds and more activists. Marxism therefore entrenches politicization of workers by action that workers must learn to deploy the mass power of the union as an instrument of revolt should a need arise (Clegg 1979, p.454). Conclusion However, debates on Marxism, pluralism and Unitarism no longer dominate in the labor market today but a new orthodox under the promising enterprise duped human resource management (Guest 1991, p.149) for managers to control power at the work place they adopt enhanced motivation and commitment at work that leads to high performance and therefore managers are expected to dig into it. Rules in an employment sector are either procedural or substantive and do not just follow some theorized routes as those established in Marxism, Unitarism or Pluralism. This is usually found in the spirit of collective agreement that is usually constituted in a body of rules. The Procedural part of the rules deals with matters as which methods are to be used and the means that are deployed when settling disputes that arise from places of work (Flanders 1975, p.86). This very part also deals with facilities to be provided to the representatives of parties who enter the agreement. Substantive part on the other hand pronounces the rate of wages, working hours among other terms of employment leaving exploitation as the last thing to be forced. The substantive rules of collective bargaining regulate the marketing interpretation and enforcement of such rules (Flanders 1975, p.87). However, each of the set of rules, whether substantive or procedural regulate different sets of relationships. Collective relations that involve representative organizations are under the procedural rules. The worker is subject to managerial relation whereby authority and subordination come to play with respect of who is who in the work place. The employee is usually placed at a position where he will exercise his powers in a limited way with regard to the hierarchy of power (Flanders 1975, p.88).The powers are born of organization of the management with an aim of attaining the goals of the enterprise. Here the employees interact with fellow employees and management as they share interests, sentiments, beliefs and values for the common purpose (Flanders 1975, p.89). In conclusion conflicts in the work place are indispensable but what should take precedence is how to solve them. Trade unions are meant to solve the conflict between the employer and the employee but there are other problems that management will have to deal with. The three perspectives offer their take on the industrial relation but their survival is depended on the culture of the society and how they will be interpreted by those involved. What is very important in this case is a balance that will maintain stability in the work place that every party will be satisfied.

Native American Medicine Essay -- Essays Papers

Native American Medicine "Native American medicine is based on widely held beliefs about healthy living, the repercussions of disease-producing behavior, and the spiritual principles that restore balance." -Ken "Bear Hawk" Cohen (Chrisman 1). The beliefs that Cohen is referring to are shared by all North and South Native American tribes, however, the methods of diagnosis as well as the treatments vary significantly. This is mainly due to the fact that Native American medicine is based upon a spiritual view of life. A healthy person is someone who has a sense of purpose and follows the guidance of the Great Spirit who represented the central religious figure for most tribes (Chrisman 2). It is believed that someone is unhealthy because they have done something morally wrong, or not within their culture's boundaries of what is deemed acceptable. If the tribe member did do something wrong, often they would not receive medical treatment because it was believed that they were learning a lesson as a direct result of their actions. However, many times when an illness could not be accounted for the patient would receive medical attention. Native American medicine was administered through two primary sources, rit ual procedures and rational therapy (Vogel ix). These two sources provided working combinations that were able to cure many illnesses for several reasons. The medical practice of rational therapy was generally practiced first. It is referred to as rational therapy because actual substances, such as parts of plants and herbs, were used and often resulted in medical success. Many people do not realize how many contributions the Native Americans made in the field of medicine. They experimente... ...y due to the advances in scientific medicine, the introduction of medical insurance, free services, and the general availability of the medical care today. Also, many tribes have had to relocate to land where their valuable resources of plants and herbs may not be present. When a tribe member is ill, often he will visit a clinic on the reservation rather than the shaman. While at the clinic variations of the Native American remedies are used. The white man adapted the native practices to administer them through the clinics and hospitals. The medicine that we practice today is a combination of Native healing practices and modern science. The vast contributions made by our Native Americans must not be overseen or forgotten. The indigenous peoples of the Americas set up the basic grounds of experimentation and administration of multiple pharmaceuticals used today.

Growing Up in Araby by James Joyce and Boys and Girls by Alice Munro Es

Growing Up in Araby by James Joyce and Boys and Girls by Alice Munro In the stories â€Å"Araby† by James Joyce, and â€Å"Boys and Girls† by Alice Munro, there is a common theme of growing up. In both of these stories the characters came to a realization of who they were and what they wanted to be. They both are of the age when reality strikes and priorities take on meaning. The characters in both stories evolve through rites of passage but the way in which these revolutions occur differ with each character. These stories can be seen as different from each other in many ways. The young boy lives in a house in a suburban area without a mother or a father, but with guardians. He has a group of friends nearby he hangs out with. Though, he has no siblings. His revelation lets him realize the finer things in life, like women. He finds his friends are boring and no longer wants to play. Also, he obsesses over the young girl across the street in an unhealthy way. It almost seems as if he could grow to be a psychopath. He follows behind her on the way to school, waits for her before school, and watches her from his door. The young girl on the other hand, lives in the outskirts of town, if not pure country. She does not play with anybody but a younger brother she has. She worships her father and neglects her mother. She also has no respect for her mother, although later in the story, she goes on about all the hard work she does. Unlike the boy, the young girl is kept occupied with lots of...

Assessment of a Study of Transformational Leadership Essay -- social i

Assessment of a study of the relationship between transformational leadership, empowerment and organizational commitment Introduction and Purpose of Study The implications of transformational leadership on a firm’s employees and the success of the firm overall are areas of ongoing research according to Ismail, Mohamed, Sulaiman, Mohamad, and Yusuf (2011). The authors make the case that in a changing global environment transformational leadership styles, rather than transactional styles, are a means organizations are using to meet their strategies (p. 90). They argue previous research suggests that some aspects of transformational leadership, such as empowerment, may motivate the followers to unite, change their own goals, and even look beyond their own self-interest to achieve the organization’s interest (p. 90). Thus, the use of a transformational style may impact employee outcomes, especially organizational commitment resulting in increased organizational performance. According to Ismail et al. (2011, p. 91), despite studies showing this important relationship, there is insufficient explanation of how and why transf ormational leadership affects organizational commitment. Their study begins to address the shortfall by studying the mediating effects of empowerment on the relationship between the variables Transformational Leadership and Organizational Commitment. The assessment presented here focuses on the sampling methodologies used by the authors and argues that potential weaknesses in the methodologies limits the conclusions to something less than that which is presented by Ismail et al. (2011, pp. 100-101). This paper will have three following sections. First, there is a methods section to discuss the author... ... approaches rely on random sampling to draw inferences. As the sample drawn from the population becomes less random, the results become skewed, and conclusions become limited and should be viewed with skepticism. Thus, the results reported by Ismail et al. (2011) must be viewed with skepticism. References Burns, R. B., & Burns, R. A. (2008). Business research methods and statistics using SPSS. London: Sage Publications Ltd. Girden, E. R., & Kabacoff, R. I. (2011). Evaluating research articles: From start to finish (3rd ed.). Thousand Oaks, CA: Sage Publications. Ismail, A., Mohamed, H. A., Sulaiman, A. Z., Mohamad, M. H., & Yusuf, M. H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business & Economics Research Journal, 2(1), 89-106. Retrieved from http://www.berjournal.com

Manage People Performance Essay

Project 1 When allocating it is important to consider that work should be allocated on a fair basis taking into consideration the employee experience, expertise, skills, knowledge understanding and workloads. It i salso important to consider the following: Goals and objectives Work must be goal and target oriented. Managers and their employees need to set goals that are realistic, achievable and have timeframes attached. Large goals can be broken into smaller steps to which specific timeframes are attached so they can become milestones. This enable work to be allocated and to be monitored and measured as it progresses. Competence When allocating work the competencies, knowledge, skills and experience of employees must be considered so that work is allocated to those who are best equipped to do it. When drawing up actions plans it is important that managers and leaders take into consideration the competencies of the staff members to be involved, the interest of the staff members, their availability and the likely outcomes of involving specific employees. Operational need When drawing up a work plan it is important to focus on the goal of the action plan. Action plans outline what will be done, how it will be done, by whom it will be done and the timeframes and deadlines that apply and the resources that will be required. The plan will outline what needs to be done and who is responsible for the various implementation aspects of the plan. Efficiency A plan must be performed in the best possible manner with the least waste of  time and effort possible. This means using all the information, knowledge and skills learnt and using the time at your disposal. Also giving employees responsibility, accountability and delegating appropriately are all processes which will increase involvement, commitment and enthusiasm for the achievement of specific outcomes and that, I believe, is a way to make a plan efficient. Cost effectiveness To maintain costs at an acceptable level, resources must be used in the most effective ways so that use is maximised and expenditure is minimised. Staff should learn to manage the work they do in ways that don’t needlessly waste resources and work allocations must allow for the most effective use of resources. Hiring and training new staff costs, as mistakes, rework and misuse of resources. It is also necessary to negotiate the best possible prices for resources. Consultation Consultation is a key element in the development of an operatinal plan. It is important to consult with people who use the resources to determine the best deployment and acquisition methods. Employees who use resources on a day-to-day basis in order to complete their work will be able to identify problems and if encouraged to do so will be able to suggest improvements that will increase resource efficiency and effectiveness. Also consultation involves employees and gives value and credence to their ideas by making them feel valued and aware them that they contribute toward the big picture goal achievement of the organisation. When allocating work and drawing up work plans it is also necessary to consider the following: Develop KRAs and KPIs that meet the organisation’s needs  It is important to develop KRAs and KPIs because thay are a vital part of the organisational planning process. They provide a clearly defined way of measuring whether or not organisational goals have been achieved. KPIs enable organisations to measure progress towards its goals, but also define  what progress looks like. KRAs are generally formulated for the long term and focus at a higher level of organisation, while KPIs are measurable in very short intervals, they are directly tied to actions on the frontline and adjustable in real time. Develop and implement effective performance management systems Performance management systems are necessery to identify, evaluate and develop employees and teams work performances so that an organisation’s goals and objectives are more effectively achieved. Performance management systems enable management to track, monitor and evaluate work to ensure that is contributing towards the success of the organisation. Performance management is also the process of communication between manager and employee that results in mutual understanding of what employee is to be doing during the next period of time. Have a code of conduct for the organisation It is important to have a code of conduct because it provides a guide to staff for appropriate behaviour. It will not cover all issues that arise but will provide a framework within which staff can address behavioural and ethical issues. The code establishes standards by which staff and management conduct themselves towards other staff or collegues, government authorities and the general community and perform their duties and obligations. A code of conduct is generally established on values such as integrity, honesty, conscientiousness, compassion, courtesy, fairness and respect. Regurarly monitor and evaluate the work of employees It is necessary to monitor employees performance to identify and establish performance requirements as KRAs and KPIs and also to clarify and communicate the organisation’s goal achievement strategies. When conducting performance monitoring both managers and employees must have a clear agreement and understanding of the performance expectations, evaluation, processes and implications. By drawing up an action plan it becomes possible to monitor each step in the implementation process and to assess effectiveness as you go. Employees are able to see what they are achieving as they achieve it. Give effective feedback and reinforcement to employees and acknowledge good work Feedbacks are important because they reinforce good work and encourage employees to continuing improvement. Employees whose contribution to improvement processes and organisational success is recognised will be motivated to continue improving and, at the same time, it will be created an higher level of enthusiasm. If employees don’t receive feedback to let them know what they are doing well so they will continue doing it or what they are not doing well so they can make adjustments, they will not know whether their efforts are noticed and whether their performance meets the organisation’s expectations. Also satisfied staff will stay with the organisation and so will the knowledge and skills. Have systems in place to manage poor performance Is important to understand that feedbacks on poor performance will be more effective if they are adressed at the time they occur and not left until they are either escalated or been forgotten about. When poor performance is identified it is necessary to take specific steps to address it. This will involve the collection and analysis of performance related to information. When possible is better to collect direct information and from a number of different sources. It might be necessary to report to senior management the performance issues and the proposed steps that will be taken to resolve the issues that are identified by the monitoring and evaluation process. Understand the organisation’s termination policy and the legislation to which it relates It is necessary to understand that any kind of action should be performed in accordance with the law and that there are regulations that protect the employee and that prevent the management to take definitive actions if they don’t follow the law. (Fair Work Act 2009). If mangers decide that an employee’s performance is so poor as to necessiate dismissal, they must be aware of the requirements and possible consequences of dismissal under unfair dismissal laws. Unlawful dismissal are primarly based on discrimination grounds and notice periods. Project 2 It is clear that at the base there is a problem of communication within the organisation. In this case I think that the main problems are two. The first is represented by a poor training to staff which leads to insufficient knowledge of the methodology to be used during these operations and poor ability to deal with issues once they arise. The second problem is the lack of communication between the two leading department. This gap has led the supply department to make mistakes such as the client didn’t receive the goods on time or the goods have not fully made up. The result of these two major gaps made that the work was done wrong and has led the customer to be dissatisfied. To make sure that such situations do not arise again, as a manager / leader of the organisation I would focus on improving the phase of training of staff in which I’d put special attention on the internal communication between the various department. First of all, the training must be done so that employees have the material, the support and the time to acquire all the information needed so they can do their job in the best way possible and in the way that they are able to remedy any errors that may occur during one of the processes. The training also needs to be tested on site with real performances and, occasionally, with updates. Internal communication whithin an organisation is vital. Without good communication made of daily contacts between the various department, reporting changes or improvements and updates on the methodology, an organisation can not do the job in the right way, bringing the results to be insufficient for the customer and, most likely, the failure on the market. Both managers and employees therefore need training so they understand how the system works, how they can and should contribute and what the results of an appraisal should be. They must know and be involved in setting the relevant performance standard. They need to understand how the appraisal process fits with the organisation’s procedures and expectations for future performance. Starting with the basis of a good training to managers and employees and  giving proper attention to the communication system, I believe that the results of an organisation are intended to improve, even in the short term period. In the event that, despite efforts to bring the level of knowledge of the individual employee and the team to a satisfactory level, I don’t see improvements in the production and receive constant complaints from clients, I would probably consider the possibility of proceeding with more important procedures such as a final conclusion of work of the staff responsible for the lack of results.