The Role of Gene Mutation in Human Evolution Essay -- Exploratory Essa

The Role of Gene Mutation in Human Evolution Have you ever looked at a gorilla or a monkey and considered it to be your ancestor? Probably not, but, if you have had that thought then it was probably just because that is what has been taught in our school systems for decades, and probably will be for a long time to come unless proven otherwise. Sure, humans and primates have similar features: facial expressions and structures; fingers; toes; breasts; hair; etc., but there has been no evidence that proves that we are, undoubtedly, a product of natural selection evolving from ape-like species. Ever since the first mentioning of our evolution from such species was introduced, it has been primarily theory, and nothing more. Scientists have been struggling for years to find the scientific evidence linking humans to primates. Recently, though, in the study of such a theory, there has been a remarkable finding suggesting just that – Humans are descendants from ape-like species. Anthropologists have long debated how humans evolved from a species with larger jaw muscles and smaller cranial capacities (smaller brains). The new finding may be the answer they’ve been searching for. Although it is not definite proof linking the two species, it is very convincing. Perhaps with more research, it can become factual proof that links humans to primates. Mysosin is the major contractile protein that makes up muscle tissue, and it is this gene that is thought to be responsible for the appearance of the genus Homo in the evolutionary aspect of the hominid species. â€Å"Myosin Heavy Chains are a critical protein component of the sarcomeres, the engine room of skeletal muscle, from which contractile force is derived† (Currie, 373). ... ...nd unpredictable, and this goes for everything in science which is why it is so intriguing to so many people. You and I are both able to read and comprehend the words on this page, along with being able to do hundreds of other tasks that no other species is able to do, thanks to a small, muscular genetic mutation that occurred in primates 2.4 million years ago, giving rise to the genus Homo, and eventually Homo sapiens. Works Cited 1. Currie, Pete, 2004, Muscling in on Hominid Evolution. Nature, v. 428, p351-450. Macmillan Building, London, UK. p373-374. 2. Stedman et al, 2004, Myosin Gene Mutation Correlates with Anatomical Changes in the Human Lineage. Nature, v. 428, p351-450. Macmillan Building, London UK. p415-418 3. University of Pennsylvania Medical Center http://www.sciencedaily.com/releases/2004/03/040325074128.htm

Why Does Conflict Arise in Organizations

Why does conflict arise in organizations, and how it can be managed ABSTRACT This essay seeks to illustrate how organizational conflict cannot be avoided. It will demonstrate the various ways in which conflict may arise within organizations and classify them into a range of groups. There will be a thorough analysis to show if conflict is positive or negative towards the growth of an organization. Findings of the previous will then lead to different mechanisms that can be used when managing conflict to ensure positive outcomes in an organization. The aforementioned will be supported by relevant theories, which will assist in reinforcing the validity of this essay. INTRODUCTION In this era of rapid development organizations are formed as a social entity to foster an environment of financial, economic and social growth. Organizations can range from large governmental bodies to small business. Organizations have evolved through different stages, from its birth to maturity. During these stages organizations tend to be adversely affected by crisis of leadership, autonomy, control and bureaucracy. Consequently these crises make conflict unavoidable. Additionally, an organization may be exemplified where two or more individual establish a relationship in order to accomplish and acquire a desired goal. There are various schools of thought as it pertains to conflict including the Traditional View, Human Relations View and the Interactionist View. More so conflict exists at different levels namely Intrapersonal, Interpersonal and Intergroup. However there may be some techniques available to manage conflict like Negotiation, Mediation, Arbitration, Conciliation and Consultancy. The following paragraphs will further explain the scopes of conflict and how it can be managed. CONFLICT It is a process that begins when one part perceives that another party has negatively affected, or is about to negatively affect, something that the first part cares about. [1] An organization is a social arrangement which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment. [2] Schools of thoughts with regards to conflict: The Traditional View: This view was prevalent in the the 1930’s and 40’s where it was conceived that the existence of conflict can only be harmful to the growth of an organization. Therefore in that era conflict should have been avoided, this resulted in less focus to research on the causes of conflict. The Human Relations View: The human relations position pioneered that conflict was inevitable in all groups and organizations. It could never be eliminated and it also sometimes proves to be beneficial to a group’s performance. This was dominant in the late 40’s and mid 70’s. The Interactionist View: This view encourages the existence of conflict at an ongoing minimum level, enough to keep the group viable, critical and creative. After looking at the above views it will not be feasible to say that conflict is good or bad. It can only be analyzed as bad or good based on the type of conflict. (The schools of thoughts were taken from â€Å"Stephen Robbins, Organizational Behaviour, 10th ed. 2003†) Functional: Interactionist view does not see all conflict as good but those conflicts that supports the goals and improves performance is called functional conflict or constructive conflict. Dysfunctional: On the other hand conflict that is dysfunctional relates to the conflict that promotes alienation, inefficiency and generally has adverse effects on productivity. To know if a conflict is either functional or dysfunctional, the types must be known. Types of Conflict Task Conflict- this relates to the content and goals of the task that is to be performed, Relationship Conflict- this focus on interpersonal relationships, and Process Conflict- this relates to how the task gets done. Studies show that Relationship conflict most of the times turns out to be dysfunctional. Task, relationship or process can perpetrated in the following ways Intrapersonal Conflict occurs within us: when we are at odds with ourselves, when we are torn between choices we need to make, when we are frustrated with our goals or accomplishments. Conflict within us very often leads to conflict with others. Interpersonal Conflict occurs between two or more individuals. We might get into a heated debate in a meeting, get in an argument with a coworker, or have a bad encounter with our boss. This is the type of conflict we are most concerned with in this workshop, although our discussion has bearing on the other types. Intergroup Conflict occurs between groups: nations, gangs, work areas, etc. For example, your department at work might have an ‘us vs. them’ attitude about some other department. Intra/ Interpersonal and Intergroup was taken from a Business Management skills article from Dave Neal found on http://www. scarecrowworkshops. com/b-conflict-management. html The Process of Conflict diagram will help illustrate why conflict arise in organizations, this was taken from Stephen Robbins, Organizational Behaviour, 10th ed. 2003 [pic] Stage 1 shows some of the conditions that has the capacity to develop conflict A break down in communication is significant in contributing to conflict . The true sense of communication is for the receiving party to understand what the sender is communicating in order to attain the right feedback. The bereaucratic nature of an organization facilitate the process of unsuccessful communication. This is so as information passed on to subordinates may be prone to deterioration. This may be so as the subordinate or receiver may not attach the urgency of the message that the sender intended. As such, this reluctance may cause the final message or information to be significantly ambiguous, which would result in conflict. Additionally, another source of conflict is structural factors as it pertains to size, Staff Heterogeneity, Participation, Line-Staff distinction, Reward Systems, Resource Interdependence and Power. In terms of size an organzation tend to operate more effciently and with less conflict when it is small. The manger has more direct influence in the company in terms of supervision and the overseeing of delegated tasks. However where the company grows in size the reins of controll are strained. There may now be increased specialization and bereaucracy. Consequently there may be increased opportunity to for misconception of information and hence conflict. For example, an interview was done at a renowned company, WASA in Trinidad and Tobago. The manager of the Construction Services Department North is responsible for various pipe laying projects therefore it is mandatory for him to retrieve materials for the various projects. The retrieval of these materials does not lie in his hands, thoroughly, but this function is mainly dependent on the Manager of Corporate Services-Supplies to source the right provider of the materials. This process of sourcing these materials may be long at times therefore putting the pipe laying projects sometimes on long delays. Consequently there is the possibility of having conflict between these two managers but note carefully that the structure of certain procedures within the organization is the main cause for the conflict. The issue of staff heterogeneity appears to have an adverse effect as it pertains to conflict. There are many issues which may arise due to differences in staff. For instance the junior staff in a company may feel that the senior staff may be too inflexible. They generally wield more power in organizations and junior staff may be subjected to their redundancy and myopic work approach. Thus conflict may tend to arise. Moreso, Partcipation, in terms of decision making, is a source for conflict. A subordinate may need to be able to express their opinions. Where employees re given a forum to express their decision making opinons it may be noted that conflict is more likely to occur. According to Robbins, an atmosphere of conflict may be created as the employee is unable to prevail with his point of view due to his lack of authority. Futhermore According to Allen 1955, line and staff distinctions may be another cause for conflict. It may be noted that Line units perform tasks that are dir ectly related to the core activities of the organization. However, staff units perform tasks that support the line function. This definition was taken from the book Organizational Behavior by K. W. Thomas. This may be exemplified in the aforementioned WASA scenario where a line unit member involved in the installation of pipe was hampered in carrying out his task. This may result in conflict as the staff unit may be removed and not place as much emphasis on the centralized operations of the company as a line member. It may be also noted that conflict may arise in terms of reward systems. This refers to the fact that one party may receive a reward at the expense of the other. As such conflict would tend to arise. and that i Personal Variables, this is basically personality differences. An important factor is found in stage 2 due to the fact that the antecedents of conflict must be perceived or felt. This is so because all the possibilities in stage 1 could occur but the feelings associated with stage 2 may not necessarily transpire. Further observation of the above diagram with regards to stage 3, which are techniques to handle conflict can also encourage conflict, for instance competing (this speaks for itself) and also avoiding due to the fact that the matter is never resolved leaving the parties unsatisfied and also no growth was made towards achieving the organizations’ goals. In Addition stage 4 can also promote conflict depending on what happened in the previous stage. If the conflict handling techniques (stage3) was destructive then behaviours (stage 4) may be verbal attacks, threats and ultimatums, aggressive physical attacks or overt efforts to terminate the other party. Therefore it can be analyzed that stage 3 can also initiate more conflict. There are other major fields of study within organizational behaviour that can be a recipe for conflict. Some of these are as follows. Job Satisfaction- Job satisfaction is an integral aspect in organizational conflict. The employee needs to feel truly a part of the company and that his contribution is instrumental to the company’s progress. He must also feel challenged by his work load and not bogged down by mundane and alienating tasks. Personalities and emotions- (express on this factor and mention the following in the right context) there is the Myers- Briggs Type Indicator (a test of 100 questions that asks people how they react to a certain situation and then this break down into sixteen personality types. 3] Leadership skills- this is where studies were done analyzing the type of employees to see what type of leadership skill will be best suited in order to facilitate an ambiance of little conflict/ functional conflict thus enhancing the organization’s performance. Hersey and Blanchard’s situational theory reiterate this. In other terms if a manager does not have the right type of leaders hip skills to suit his staff conflict can occur. Organizational Change- if change is not accepted this can cause conflict especially if this change affects the culture of an organization. For example, a technology change may cause conflict if workers perceive they are not ready to handle it. (use other examples) Techniques to Manage Conflict Conflict may be managed If conflicts results in destructive outcomes then it must be managed. The various ways of managing conflict are Negotiation- this is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. [4] Mediator- A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator- this involves a third party to a negotiation who has the authority to dictate an agreement. Conciliator- A trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant- an impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. The definition s of the former four was taken from Organizational Behaviour, Stephen Robbins, 2003. Also the positive ways of handling conflict (stage3 of the diagram) Collaborate, Compromise and Accommodate (expand on these points) Other ways are Superordinate goals; this is creating a shared goal that cannot be attained without the working together of the conflicting groups. Smoothing- de-emphasizing on differences while looking at the common interest. Behavioural Change techniques can be used to alter personality. Structural Change Techniques can be used to avoid interactions between the conflicting groups Conclusion In conclusion conflict in an organization is inevitable. In essence, in the 1930’s and 40’s the Traditional View enveloped that all conflict as destructive and hence should be avoided at all cost. Additionally conflict is unavoidable in all organizations and it can never be eliminated. It has been proposed that conflict may also be advantageous to a group’s performance. The aforementioned denoted the Human Relations View which was prevalent among the late 1940’s and mid 1970’s. Moreover, the interactionist view states that a minimal level of conflict is necessary for the stimulation of creativity. Furthermore conflict can operate on various levels namely Interpersonal, Intrapersonal and Intergroup. It is caused mainly through communication, structural and personal behaviour factors. Communication factors pertain to the distortion of information along the communication line. Structural factors that lead to conflict may include size, staff heterogeneity, participation, line staff distinctions, Reward systems, Resource Interdependence and Power. Bibliography The following was taken from http://en. wikipedia. org/wiki/Conflict and can be redone from an organizational perspective Conflict is a state of opposition, disagreement or incompatibility between two or more people or groups of people, which is sometimes characterized by physical violence. Military conflict between states may constitute war. [edit] Definitions In political terms, â€Å"conflict† refers to an ongoing state of hostility between two or more groups of people. Conflict as taught for graduate and professional work in conflict resolution commonly has the definition: â€Å"when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability†. One should not confuse the distinction between the presence and absence of conflict with the difference between competition and co-operation. In competitive situations, the two or more parties each have mutually inconsistent goals, so that when either party tries to reach their goal it will undermine the attempts of the other to reach theirs. Therefore, competitive situations will by their nature cause conflict. However, conflict can also occur in cooperative situations, in which two or more parties have consistent goals, because the manner in which one party tries to reach their goal can still undermine the other. A clash of interests, values, actions or directions often sparks a conflict. Conflicts refer to the existence of that clash. Psychologically, a conflict exists when the reduction of one motivating stimulus involves an increase in another, so that a new adjustment is demanded. The word is applicable from the instant that the clash occurs. Even when we say that there is a potential conflict we are implying that there is already a conflict of direction even though a clash may not yet have occurred. [edit] Types and Modes of Conflict A conceptual conflict can escalate into a verbal exchange and/or result in fighting. Conflict can exist at a variety of levels of analysis: †¢ intrapersonal conflict (though this usually just gets delegated out to psychology) †¢ interpersonal conflict †¢ emotional conflict †¢ group conflict †¢ organizational conflict †¢ community conflict †¢ intra-state conflict (for example: civil wars, election campaigns) †¢ international conflict †¢ environmental resources conflict †¢ intersocietal conflict †¢ intra-societal conflict †¢ ideological conflict †¢ diplomatic conflict †¢ economic conflict †¢ military conflict religious-based conflict (for example: Center For Reduction of Religious-Based Conflict) Conflicts in these levels may appear â€Å"nested† in conflicts residing at larger levels of analysis. For example, conflict within a work team may play out the dynamics of a broader conflict in the organization as a whole. (See Marie Dugan's article on Nested Conflict. John Paul Lederach has also written on this. ) Theorists have claimed that parties can conceptualise responses to conflict according to a two-dimensional scheme; concern for one's own outcomes and concern for the outcomes of the other party. This scheme leads to the following hypotheses: †¢ High concern for both one's own and the other party's outcomes leads to attempts to find mutually beneficial solutions. †¢ High concern for one's own outcomes only leads to attempts to â€Å"win† the conflict. †¢ High concern for the other party's outcomes only leads to allowing the other to â€Å"win† the conflict. †¢ No concern for either side's outcomes leads to attempts to avoid the conflict. In Western society, practitioners usually suggest that attempts to find mutually beneficial solutions lead to the most satisfactory outcomes, but this may not hold true for many Asian societies. Several theorists detect successive phases in the development of conflicts. Often a group finds itself in conflict over facts, goals, methods or values. It is critical that it properly identify the type of conflict it is experiencing if it hopes to manage the conflict through to resolution. For example, a group will often treat an assumption as a fact. The more difficult type of conflict is when values are the root cause. It is more likely that a conflict over facts, or assumptions, will be resolved than one over values. It is extremely difficult to â€Å"prove† that a value is â€Å"right† or â€Å"correct†. In some instances, a group will benefit from the use of a facilitator or process consultant to help identify the specific type of conflict. Practitioners of nonviolence have developed many practices to solve social and political conflicts without resorting to violence or coercion. [edit] Examples †¢ Approach-avoidance conflict is an example of intrapersonal conflict. †¢ The Vietnam Conflict is commonly regarded as a war. †¢ The Arab-Israeli conflict forms a historic and ongoing conflict between Israel and Arab interests. See also Israeli-Palestinian conflict. The Catholic-Protestant conflict in Northern Ireland furnishes an example of another notable historic conflict. For information on the conflict, see the Troubles, Bloody Sunday (Northern Ireland 1972), the 1974 Dublin and Monaghan Bombings and the 1998 Omagh bombing. †¢ Many conflicts have a supposedly racial or ethnic basis. This would include such conflicts as the Bosnian-Croatian conflict (see Kosovo), the conflict in Rwanda. †¢ Class conflict forms an important topic in much Marxist thought. †¢ Another type of conflict exists between governments and guerrilla groups or groups engaged in asymmetric warfare. = [edit] Causes of Conflict Structural Factors (How the company is set up) †¢ Specialization (The experts in fields) †¢ Interdependance (A company as a whole can't operate w/o other departments) †¢ Common Resources (Sharing the same secretary) †¢ Goal Differences (One person wants production to rise and others want communication to rise) †¢ Authority Relationships (The boss and employees beneath him/her) †¢ Status Inconsistencies †¢ Jurisdicational Ambiguities (Who can discipline who) Personal Factors †¢ Skills and Abilities †¢ Personalities †¢ Perception Values and Ethics †¢ Emotions †¢ Communication barriers †¢ Cultural Differences â€Å"Conflict is an emotionally defined and driven,† and â€Å"do es not exist in the absence of emotion. † There are many components to the emotions that are intertwined with conflict. There is a behavioral, physiological, cognitive component. †¢ Behavioral- The way emotional experience gets expressed which can be verbal or non-verbal and intentional or un-intentional. †¢ Physiological- The bodily experience of emotion. The way emotions make us feel in comparison to our identity. Cognitive- The idea that we â€Å"assess or appraise† an event to reveal its relevancy to ourselves. These three components collectively advise that â€Å"the meanings of emotional experience and expression are determined by cultural values, beliefs, and practices. † †¢ Cultural values- culture tells people who are a part of it, â€Å"Which emotions ought to be expressed in particular situations† and â€Å"what emotions are to be felt. † †¢ Physical- This escalation results from â€Å"anger or frustration. † â € ¢ Verbal- This escalation results from â€Å"negative perceptions of the annoyer’s character. There are several principles of conflict and emotion. †¢ 1. Conflict is emotionally Defined-conflict involves emotion because something â€Å"triggers† it. The conflict is with the parties involved and how they decide to resolve it â€Å"Events that trigger conflict are events that elicit emotion. † †¢ 2. Conflict is emotionally Valenced- Emotion levels during conflict can be intense or less intense. The â€Å"intensity† levels â€Å"may be indicative of the importance and meaning of the conflict issues for each† party. †¢ 3. Conflict Invokes a Moral Stance- When an event occurs it can be interpreted as moral or immoral. The judging of this morality â€Å"Influences one’s orientation to the conflict, relationship to the parties involved, and the conflict issues†. †¢ 4. Conflict is Identity based- Emotions and Identity are a part of conflict. When a person knows there values, beliefs, and morals they are able to determine whether the conflict is personal, relevant, and moral. â€Å"Identity related conflicts are potentially more destructive. † †¢ 5. Conflict is Relational- â€Å"conflict is relational in the sense that emotional communication conveys relational definitions that impact conflict. † â€Å"Key relational elements are power and social status. Emotions are acceptable in the workplace as long as they can be controlled and utilized for productive organizational outcomes. – Bibliography ———————– [1] K. W. Thomas, â€Å"Conflict and Negotiation Process in Organizations,† in Dunnette and Hough (eds. ), Handbook of Industrial and Organizational Psychology, 2ne ed. , vol. 3, 1992 [2] http://en. wikipedia. org/wiki/Organization [3] R. R Mc Crae and T. Costa, Reinterpreting the Myers- Briggs Type indicator from the perspective of the five factor model of personality, Journal of Personality, March 1989 [4] J. A. Wall, Jr. , Negotiation: Theory and Practice, 1985 ———————– Antecedent Conditions Communication Structure Personal Variables Perceived Conflict Felt Conflict Conflict Handling Intentions Competing Collaborating Compromising Avoiding Accommodating Overt Conflict Party’s Behaviour Other’s Reaction Increased Group Performance Decreased Group Performance Stage 1 Potential Opposition or Incompatibility Stage 2 Cognition and Personalization Stage 3 Intentions Stage 4 Behaviour Stage 5 Outcomes

The Between Humans And Animals - 1461 Words

ves to kill of the unhealthy or weak members. When unnatural predation forced by humans makes way into the picture to simply hang the head of a beautiful, large mammal, it takes the important figures ability away to keep a population strong and protected. Another substantial issue caused by game hunts is when animals approached to be haunted escape, they pose a large threat on the native wildlife in natural ecosystems (Why Sport Hunting Is Cruel and Unnecessary, n.d.). Overall, this â€Å"exotic† pastime is opposed by the majority in the United States, resulting in the derivation of anti-hunting organizations and even the â€Å"No Hunting† signs often posted in even our own backyards. The opinions are subject to change depending on the motives of the individual hunter and the different uses of the sport. The relationship between humans and animals has greatly evolved within the past 12,000 years. With this being said, the treatment of animals has as well, leading to different approaches we as humans take when it comes to the use or treatment of animals. Sentientist approaches to ethics are divided into two different types: animal welfare and animal rights views. The â€Å"animal rights† approach refers to views that credit individual moral rights to animals. Animal rights advocates are radicals who seek to abolish certain practices that involve the use of animals. These advocates are â€Å"driven by emotional attachments to animals rather than reason and are poorly informed about the nature ofShow MoreRelatedThe Between Humans And Animals1225 Words   |  5 Pagesfrom one another on the mind. Where Descartes emphasizes the difference between humans and animals, Hobbes does the opposite. 2. The political philosophies of Hobbes and Locke differ from one another. 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“Virginitie, Mariage And Widowhood” (Mainer). Stage One

â€Å"Virginitie, Mariage and Widowhood† (MAINER). Stage one: A girl child is controlled by her father and other male figures around her. She grows up to be a young woman, a virgin, a prospective bride. Stage two: Marriage— decided again by powerful men around her. She has no freedom to choose her soul partner. No precedence for love or compatibility. This is the stage the submissive woman spends most of her life; her duty is to fulfill her dominant husband’s every wish and demand. She is entrusted to take care of the household, and bear and raise children. When her husband meets his end, she is now a widow and is looked down by society. At this juncture of her life again, she is sub-ordinate to men in her family circle. This was the typical†¦show more content†¦She is not the typical, submissive, uneducated woman of her era. Lady Macbeth is power hungry and vindictive, unlike the traditional Jacobean women. After hearing of the witches’ prophecy , Lady Macbeth’s hunger for power grows limitless. She goes as far as committing regicide. The disruption of gender roles is especially apparent when Lady Macbeth calls upon the spirits to â€Å"unsex me here/ And fill me, from the crown to the toe, topful/ Of direst cruelty! Make thick my blood,/ Stop up the access and passage to remorse† (Shakespeare I.v.40-43). Here, Lady Macbeth implies that women are not normally cruel, while men are. When she notices that her husband is hesitant to murder Duncan, she continually taunts him until he eventually commits the deed. Witches and their prophecy are not the reason for her cruelty but they act just as a catalyst, a trigger. But it was the brutality and cruelty inherent in her nature that enables her to orchestrate the murder. Shakespeare shows the reader that contrary to the popular belief, a lady is not naturally born with certain set traits; that being a woman does not mean being kind or submissive. Lady Macbeth is port rayed as a very ambitious woman who has the desire to not be a woman. Again, this is very atypical of Jacobean women. A woman with power was a rarity in the Jacobean era. History shows an occasion when a woman was entrusted with power to rule her kingdom. After the death of her

Essay about Cost Accounting Analysis - 1757 Words

3.0 Variance Analysis 3.1 Flexible-Budget Variance Analysis In Barnes Scuba Diving case, the main comparison for the flexible-budget variance analysis would be between the actual results and flexible budget. Static budget would not be useful for this comparison due to the different sales unit output which may result in a misleading and inaccurate result comparison. With reference to the Flexible Budget Section attached in Annex X, Flexible-Budget Variance for Revenues was identified to be a favourable variance of $50,400 due to the fact that there was an increase of 216 participants on top of the budgeted 1800 participants and also an additional increased in course fee of $25 on top of the budgeted $350(selling price per unit). This†¦show more content†¦This resulted in more resources to be consumed, an additional 504 (25%x2, 016 units) manuals cost to be incurred, which resulted in the unfavourable quantity variance ($6,048). An actual cost of $4788 (504 units X$2.50) was incurred due to the manuals being replaced free of charge. Barnes had to bear responsibility to replace them free of charge as the low quality manuals were due to Barnes’ decision to use cheaper printer. In this case, Barnes was still able to absorb the cost of replacing the manuals free of charge as the total savings from using the cheaper printer is more tha n the total cost of replacing. In the long run, Barnes may also have to consider if customers value of this manual, which was not mention in the case. If customer does not value the manual and Barnes can keep up with the cost of replacement, then using the cheaper printer may ultimate be an advantage to Barnes. This would be the trade-off that Barnes would have to consider for using cheaper quality printer. 3.2.2.3 Dive Logbooks The unfavourable price ($1854.40) and quantity ($2419.20) variances of dive logbooks were caused mainly by the additional 302 logbooks being consumed and increase cost of $0.80 per logbook. The increase cost from the standard cost $8 was controllable by Barnes and justified with the improve quality of the logbook. ThisShow MoreRelatedA Cost Accounting System Analysis1046 Words   |  5 PagesA cost accounting system is a framework used by firms to estimate the cost of their products for profitability analysis, inventory valuation and cost control. Its goal is to advise the management on the most appropriate course of action based on the cost efficiency and capability. Cost accounting provides the detailed cost information that management needs to control current operations and plan for the future. 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Revision for K218 Free Essays

These are the key points in Learning Guide 1: The children and young people’s workforce is large and diverse. Its composition raises some important questions about who works with children and in what sort of organisations. Policy and legislation increasingly vary across the UK as devolution becomes more firmly established. We will write a custom essay sample on Revision for K218 or any similar topic only for you Order Now It is important to understand the context most relevant to you, but valuable learning can also be drawn from comparing developments in different contexts and countries. Developing the skill of reflection can enhance your learning from the module and day-to-day practice. †¢What are some of the key professional standards used by practitioners across the UK? †¢What are some of the different ways of understanding children, young people, their families and the services that are provided for them? †¢What knowledge, skills and values are required to support ‘good practice’? These are the key points in Learning Guide 2 There are five key themes, emphasising theories, frameworks or aspects of working with children young people and families, which will recur throughout the module. Practice can be seen as consisting of three intertwined elements of knowledge, skill and values. What constitutes good or effective practice is complex and open to discussion and debate. Attempting to measure good practice through outcomes can play a role in improving practice with children and families but also has some major limitations. 3 †¢How does social constructionist theory help with our understanding of children and families? †¢How does practice involve relationships between children, young people, families, community and society? How does this change across time? †¢What is a social ecological perspective and how can it help us to understand and develop practice with children, young people and families? These are the key points in Learning Guide 3 An ecological perspective is useful for making sense of the complexities that surround working with children, young people and families. Ecological models can support how we think about practice and how we organise practice – including policy, assessment and collaborative relationships such as multi-agency working. Ecological models are not static; they need to take into consideration changes to people, communities and society across time. 4 †¢What are the different levels that make up a web of relationships? †¢What is social constructionism? †¢How is social constructionism useful in understanding how the lives of children, young people and families are constructed? †¢What are the implications of social constructionism for practice? These are the key points in Learning Guide 4 Social constructionist theory argues that understandings of childhood, development and appropriate care for children and young people vary between different historical and geographical/cultural/family contexts Viewing development as a stage-based pathway is strongly embedded in practice and legislation, with understandings of children and young people often based on their age and perceived developmental stage Development as a stage-based pathway needs to be approached with caution as it has implications for some children and young people who are not easily accommodated within the ‘normative’ assumptions of the pathway †¢What are some of the broad ways that power operates, as identified by Foucault? How to cite Revision for K218, Essay examples

Fundamentals of Human Resource Management System

Question: Discuss about the Fundamentals of Human Resource Management System. Answer: Introduction: Employment contract helps the employer to understand what is expected from him (Banfield Kay, 2012). An employment contract must include name of the employee and employer, date of commencement of employment, title and description of job, working location, working hours to be put in, wages, probationary period, deductions, number of leaves allowed and clause of termination and retirement. Proper to joining of a new employee, an advice or an announcement has to be made to other employees about his arrival(Armstrong, 2014). This can be done through a memo, notice or an email to the relevant administrative staff along with his joining dates and payment details. Induction of employees is a method which is used by many organisations to help an employee to settle in the organisation(Blyton Turnbull, 2014). Induction is a process of welcoming and making new employees aware of the policies, procedures, colleagues and nature of their job. During the induction process employee is allowed to become familiar with the work surroundings. An induction programme should include information on the purpose of the organisation. It should include a brochure detailing the history and functioning of the organisation(Banfield Kay, 2012). Additionally, it should also have a written directive for employee regarding his duties and responsibilities, code of conduct, working practices and procedures. Induction is an important step to gain employee trust and commitment(Snell, 2011). As human resource (HR) department of a firm deals with employee issues; hence, HR manager should handle the induction process. HR manager would be in a position to make the employee understand the organisations purpose. An HR manager would be the best person to orient the employee regarding pay, promotion and transfer policy of the firm. Additionally, HR manager can also brief the employee about basic job requirements as it is the HR department which has information on job requirements of all the departments(Gary, 2012). Therefore, HR manager should deliver induction programme. Benefits of buddy system A buddy is an employee, chosen by the organisation to partner with a new employee(Gary, 2012). This buddy helps the new employee in learning about job requirements and tries to solve his doubts and queries. This system is beneficial because the employee gets a guiding force to help him in his initial days(Gary, 2012). It can be said that buddy is like a ready reference for a new employee. It is important to integrate recruitment strategies with organisational goals and objectives because organisational strategies define the purpose of the organisation. Recruitment of right employees can help in attainment of organisational objectives(Boxall, 2015). For example, if organisational objective is to increase production, the firm needs to hire skilled workers for the operations department. Therefore, recruitment and organisational objectives should be aligned. Recruitment is the overall process of finding suitable candidates for a particular job(Banfield Kay, 2012). The responsibility of the recruitment department is to motivate prospective candidates for a job and then selecting the right people among these candidates for a particular job(Gary, 2012). Recruitment process is responsible for analysing the job for which new hiring is required. Recruitment is the first step of HR life cycle which starts the journey of an employee in a firm. The other stages are education, motivation, evaluations and celebration. Discrimination is favouring or taking an action against a person based on class, group or category to which he belongs(Gary, 2012). Discrimination leads to denial of equal opportunity to a certain individual or group. Discrimination in the workplace can be avoided by conducting the recruitment process based on merit. All candidates, notwithstanding their social class, should be given equal chance to apply and get selected based on their qualification(Blyton Turnbull, 2014). Recruitment process should be transparent with fixed selection criteria. This will make the recruitment process non-discriminatory. Reaction to insistence of hiring an incompetent person due to his connections Recruitment process should be based on equal opportunities, transparency and merit(Boxall, 2015). Therefore, if a manager insists upon hiring a less experienced person based on discrimination, I would take a stand against it. Additionally, I would show the job description and specification criteria to the manager and try to convince him that the candidate does not suit the given job specification The aim of training in human resource management is to improve performance efficiency of employee(Ardichvil, 2015). Continuous training can help in achieving higher performance which can lead to achievement of organisational as well as personal goals. Training helps in acquiring new skill sets which may help in faster self-goal achievement. Ongoing training also helps in improving ones knowledge which can helps in doing tasks more effectively, leading to faster achievement of goals. Selection process uses various tests in order to differentiate between candidates(Gary, 2012).In ability test a task is given to the candidate and his skills are tested based on how effectively and efficiently he is able to do the task. Aptitude test tries to judge whether an individual candidate has the ability to learn a job if he is given training. Similarly under personality test inclination and psychology of the candidate towards the task is judged. Professional networks are meant to propagate relationships of a business nature(Armstrong, 2014). I would create an account with a professional network like LinkedIn and try to interact with people from my career choice. I would make my credentials known to them and try to make people aware of my skills. This would enhance my chances to get an employment. There are various interviews technical which an interviewer can apply for selection of a candidate(Armstrong, 2014). Behavioural based interview technique can be used to assess past performance and experience of the candidate. Interview can also be conducted through case technique where a scenario is given to a candidate and his suitability is judged through his reaction. Under information interview questions are asked to assess knowledge and suitability of a candidate is judged for a position. References Ardichvil, A. A., (2015) Human Resource Development. London: Routledge. Armstrong, M., (2014) Armstrong's Essential Human Resource Management Practice: A Guide to People Management. London: Kogan Page Publishers. Banfield, P. Kay, R., (2012) Introduction to Human Resource Management. Oxford: Oxford University Press. Blyton, P. Turnbull, P., (2014) Reassessing Human Resource Management. London: Sage. Boxall, P., (2015) Strategy and Human Resource Management. Hampshire: Palgrave Macmillan. Gary, D., (2012) Fundamentals Of Human Resource Management: Content, Competencies And Application. New Delhi: Pearson Education. Snell, S., (2011) Managing Human Resources. New York: Cengage Learning.