Business Process Management Essay Example | Topics and Well Written Essays - 3000 words - 1

Business Process Management - Essay Example Here, business management process do involve the human interaction actions such as placing orders, the ability to work with multiple applications and lastly the capabil.ity to handle dynamic process changes and rules. The following are important components in business process management they include; process modeling where depiction of a process will become apart of application that is able to control the performance of business when it is run. Technologies involving systems and web integration, here data is enabled for retrieval and display in the web browser. The above enables individuals to orchestrate the pertinent people in the processing of the legacy application into one’s process. Optimization process is also pertinent since individuals as well as dynamic change has been difficulty as per the history (Galambos 97). Optimization has had a great challenge pertaining ownership and visibility in the process that is vital to span departments that are functional or business units. It is worth noting that business has the capability of changing faster than the update rate of the Information Technology, this cause the stifling of the innovations, performance, and growth. Of late, web browsers have been perverse, and further there is emergence of the simplified integration of technological applications as the XML/SOAP. However, this has made it possible for the IT to deploy supportive technology across the functional business processes, organization, and technical silos. Business process management is an application that many enterprises be it small ventures or giant ventures should follow to rectify some challenges pertaining growth of business. Business process management and application provides the following tools; model to business analysts the process return product and rules of the business that bears mandate in controlling the behaviors of the whole processes. More

Career development Essay Example | Topics and Well Written Essays - 2000 words - 4

Career development - Essay Example 32). One aspect of substantive importance in the study of career development is that it differs depending on whether it is an individual involved or an organization. For individuals, career development involves a broader array of activities involving decision-making processes and planning, whereas, for organizations, it involves the practice of effectively managing the human resources workforce. However, for the case of this paper, focus is made on an individual basis. Self-efficacy involves making a person make a judgment on the ability to perform certain tasks. Unlike self-esteem that makes reflections on an individual’s worth or value, self-efficacy determines the confidence in an individual towards accomplishing certain tasks and reaching certain goals. A number of perspectives exist in the study of self-efficacy beliefs including the development and the dynamics involved. Ideally, self-efficacy beliefs have effects in all aspects of the human body, because through the determination of a person’s ability and belief towards the accomplishment of certain tasks. In return, self-efficacy affects situations by the use of power. It is substantively clear that self-efficacy beliefs have the necessary power that an individual requires to perform a certain task as well as make an informed decision in regard to a particular task. In life, tasks usually involve the numerous challenges faced, and as such, self-efficacy beliefs determine the ability to tackle the different life challenges by making the most appropriate and informed decisions. Four major theoretical approaches exist from which the study of self-efficacy beliefs emanates, especially in career development. Such include the social cognitive theory, social learning theory, self-concept theory, and attribution theory. Social cognitive theory makes emphasis on the development of an individual’s personality through observational learning and experiences from the

The Effects of Peer Leadership

The Effects of Peer Leadership Theory Leadership, by definition, is the process of guiding and directing the behavior of people in the work environment (Nelson/Quick, 2011). The leader influences a group of individuals to achieve a common goal, usually set by the organization. Leadership and management are not interchangeable; they deal with very separate things in the work place. In general, management involves tasks that are necessary for the business, such as staffing, budgeting, and problem solving, whereas leaders focus on the people within the organization and their needs, such as motivation, goal setting, and camaraderie. Currently in the workforce, there are three different generations of leaders: the Baby Boomers (born between 1946 and 1964), Generation X (1961-1981), and Generation Y (1974- 1994) (Robbins, 2008). Stereotypically speaking, there are differences in leadership styles and work ethics between these generations. Baby Boomers resist change and are unwilling to understand the new age. Those in Generation X are seen as unmotivated and selfish, though they generally have strong communication skills and are technologically savvy. Individuals born in the Generation Y do not have the same, strong work ethic as previous generations and do not understand the meaning of hard work, but are viewed as energetic, able to multitask, and very technologically savvy. Because of the differences between the generations, this could make leading groups or teams difficult. However, according to Robbins, all leaders  ¿Ã‚ ½must learn to dismiss stereotypes and gain an understanding of all generations ¿Ã‚ ½Ã‚ ¿Ã‚ ½ (Robbins, 2008). Today ¿Ã‚ ½s leaders face many challenges. From diversity and generational differences to globalization and technological progression, it is how leaders face these challenges that set apart effective leaders from unsuccessful ones. The most important implications for leaders are that they need to be good diagnosticians. Leaders must be flexible enough to vary their own behavior in relation to the needs of individuals in particular situations in an appropriate way. Peer leadership is great for situational leadership. Successful peer leading in university settings is the result of relationships among students, mentors and instructors (Ashman, 2010, pg. 121). Teaching also occurs between and among students as they work together and at times mentor each other in and outside the classroom. Though instructors may wish otherwise, this sort of peer teaching may have an even greater impact on students than teaching in the classroom (Goodlad, 1998). They suggest that academic involvement and interaction with faculty and fellow students increases the time and physical and psychological energy that students devote to the academic experience. Two of the most common situations that involve students helping other students are peer mentoring and peer leading, such as residential life settings (Ashman, 2010, pg. 122) .Peer leading focuses on more experienced students helping less experienced students improve overall academic performance, encourages mentors ¿  ½ personal growth (Falchikov, 2001; Kram, 1985), and provides advice, support and knowledge to the mentee (University of South Australia, 2003). Using peer tutors requires a whole system of training and support concerning the socialization of students, teachers and instructors. Peer leaders are a great help to the student body. It is because of the similarity in age that students can better relate with the peer group they are leading. They are the connecting link. In other words, they help other students inside and outside of class get involved with their campus and education (Sanft Jensen McMurray, 2008). Also, because peer leaders are less authoritative, students feel more comfortable at times approaching them making them more effective leaders. It ¿Ã‚ ½s really important for students to have leaders ¿Ã‚ ½ knowledge of resources and events on campus. Students are the  ¿Ã‚ ½go-to ¿Ã‚ ½ people when it comes to learning information about things relevant to their age group. Peer leadership guides and motivates other students (Ashman, 2010, pg. 125). Peer leaders encourage their students to get involved on campus, study more efficiently and improve academically.  ¿Ã‚ ½They ¿Ã‚ ½re not just leaders to the students [in their class], they ¿Ã‚ ½re leaders to all students ¿Ã‚ ½ they ¿Ã‚ ½re an example to all students. ¿Ã‚ ½ (Interview 40) In the role of learning coach, peer leaders teach students important academic and life skills (9 of 29). Almost every proponent of peer approaches indicates some sort of benefit to both sides of a peer mentor relationship (Ashman, 2010, pg. 127). In the past two decades, much new research on inspirational leadership theories has emerged. Transformational leadership, charismatic leadership, and authentic leadership are all important developments in inspirational leadership. As the Residential Life program assists in the development of life skills, such as respect, accountability, mindfulness, responsibility, and patience, transformational leadership is demonstrated through staff forming emotional bonds with residents and  ¿Ã‚ ½arousing enthusiasm for a common vision ¿Ã‚ ½ (Kearney 1). Instead of using their official position to manage residents, Residential Life staff members rely on their personal attributes to inspire and excite. As role models, Residential Life staff members are charismatic, provide inspirational motivation and intellectual stimulation, and show individualized consideration, all sub-dimensions of transformational leadership (Kearney 1). According to Nelson and Quick (2011), individualized consideration refers to how much attention leaders place on individual needs, and inspirational motivation is how well a leader is able to  ¿Ã‚ ½articulate a vision that is appealing to its followers ¿Ã‚ ½ (Nelson/Quick 197). Studies have shown that transformational leadership increases firm performance (Nelson/Quick 197). According to Judge and Piccolo (2004), it is positively related to a number or important outcomes, including the satisfaction, motivation, and performance of followers. Transformational leadership is effective because leaders encourage followers to set goals that are equal to their own personal interests and values (Nelson/Quick 197). This results in followers valuing their work more because their ultimate goals match up with who they are. The Residential Life program consists of staff members ranging in age. With student RAs in every residential hall, there is little age difference between leaders and followers. This small age gap could conceivably influence the relationship between transformational leadership and team performance. Eric Kearney sought to examine the question of whether transformational leadership is more effective when it is provided by team leaders who are older than the other team members. According to Bass and Riggio (2006), personal identification and respect for a leader, as well as the internalization of the leader ¿Ã‚ ½s values, are all key mediating processes through which transformational leadership exerts its effects. Kearney proposes that as well as being perceived as  ¿Ã‚ ½competent and extraordinary (i.e. transformational), ¿Ã‚ ½ leaders must also be considered deserving of a special status. He then refers to Festinger ¿Ã‚ ½s (1954) social comparison theory that states that people have a natural tendency to evaluate themselves and their abilities (Kearney 2). In teams consisting of members of similar levels of education and qualifications, members will search for legitimate reasons why one among them has been selected to lead. As RAs enforce rules and regulations in residential halls, residents of the same age may question the RAs authority. If students do not fully accept the legitimacy of the status and power of the RAs, it greatly reduces the potential positive impact of the RA. Through studying 49 Research and Development teams in a multinational pharmaceutical company, Kearney hypothesized that  ¿Ã‚ ½the age difference between a team leader and his or her followers moderates the relationship between transformational leadership and team performance such that this relationship is stronger with increasing leader age relative to the team. ¿Ã‚ ½ He examined teams consisting of researchers and technicians who interacted often and worked interdependently toward common team goals. The average mean age of the 49 teams was 38.78 and the mean age of the team leaders was 42.98. After 6 months, the direct supervisor of each team rated team performance. Kearney ¿Ã‚ ½s results indicate that it makes a difference whether transformational leadership is provided by a leader who is older than or close to the same age as the followers. When the leader was older than the other team members, there was a positive relationship between transformational leadership and team performance. He interprets his findings based on the social comparison theory. Kearney states that leaders who are about the same age as the other team members are more likely to be viewed by similarly qualified team members of lacking the  ¿Ã‚ ½legitimacy to occupy a privileged position ¿Ã‚ ½ (Kearney 7). This in turn may make the team identify less with the leader and resist the internalization of the leader ¿Ã‚ ½s visions and values. Kearney does note however, that the non-significant correlations between leader age and both transformational leadership and team performance show that older leaders themselves are neither perceived as more transformational nor are they more effective as leaders than younger leaders. Thus, leaders who are of a similar age as the other team members can be successful as leaders who are older than their followers. Kearney ¿Ã‚ ½s findings do suggest that leaders of a similar age as the followers are less likely to positively affect team performance through transformational behaviors. Application At Skidmore College, students are used to help lead the student body in the residential halls. Students are hired to work as  ¿Ã‚ ½Resident Assistants ¿Ã‚ ½ to help foster a healthy and happy living environment for the students. Resident Assistants generally employ one of three potential leadership styles. These styles are laissez-faire, autocratic and democratic. 1) Laissez-faire: The laissez-faire leadership style has an unusual approach. Rather than actively directing a team to perform a task, the laissez-faire style gives little to no direction. Known as  ¿Ã‚ ½hands off, ¿Ã‚ ½ the laissez-faire system provides freedom an individual team. Although the laissez-faire leadership style in many situations can prove to be controversial and negatively affect the outcome of a group ¿Ã‚ ½s performance, it is not completely useless. Often if people are intrinsically motivated in a particular area the role of an active leader is not prevalent to encourage. The laissez-faire style can also be important and works very well for a team of experienced and trustworthy individuals. For example, consider a construction site with an architect and a five of his workers. The five workers have been building homes for ten years and understand construction very well. In this scenario the architect designed the home laying out the details and materials needed to get the job don e safe and efficiently. Although the architect is the leader, his expertise consists of imagining the home but not necessarily the process of how it is to be built. Based on the architects original plan, the works build the house without any additional guidance from the architect, unless necessary. To clarify further, the architect knows where to put the window, but is not quite as sure how to put it there subsequently trusting his workers to build it. The  ¿Ã‚ ½hands off ¿Ã‚ ½ approach allows the workers to utilize their personalized techniques and work with each other in order to complete the task. The laissez-faire leadership style also applies to residential life at Skidmore College. The jobs of residential assistant aren ¿Ã‚ ½t solely to boss students around and keep order, but also to make student feel comfortable. As new students arrive at school they are filled with an array of emotions including anxiety, excitement, and fear that can make any individual uncomfortable. It is the job of a residential assistant to make the transition easier by creating a welcoming feel and sense of community within the dorm. That does not mean that an RA is responsible for a particular student ¿Ã‚ ½s friend making process, or work balancing skills. In order to expose a new student to the rest of their dormitory without  ¿Ã‚ ½holding ones hand, ¿Ã‚ ½ a laissez-faire approach is an intelligent direction to go in. Fun icebreakers that involve the young adults and allow students to meet each other work significantly well. The RA is initiates the interaction and explains the rules for th e ice-breaker, then steps aside as students take control of the outcome of the game. If the RA gets too involved it can take away from the experience. For returning students, the laissez-faire style is also necessary as these students are experienced and have already gone through the process. Therefore, the returning students do not need much guidance and are fine on their own. In the concept of the laissez- faire behavioral theory, leaders believe that their followers will perform to their greatest ability if they let them  ¿Ã‚ ½respond to their responsibilities and obligations in their own ways ¿Ã‚ ½ (Web Finance. 2010). This principle allows their followers to excel at their own expense and allows them to be accountable for their decision making. This concept gives followers more freedom to work at their own pace and allows them to feel as if they are in charge of themselves. Although this shows that the leader is respecting that there may be different work needs among their workers, this type of leadership method does not always work. Within this laissez-faire concept, the leader may be seen as trying to relinquish his or her tasks that they were originally apportioned (Skogstad et al. 2007, pg. 81). This style of leadership can cause uncertainties within one ¿Ã‚ ½s position and it can  ¿Ã‚ ½cause interpersonal conflict at work ¿Ã‚ ½ because t here is a poor communication between what the leader wants and what the followers do (Nelson Quick, 2011, pg. 189). Take the role of a resident assistant in a resident at a university. When a resident assistant has his or her first floor meeting with their floor there is usually a discussion about what the rules and expectations of the resident hall. If this resident assistant decides not to set any ground rules or give any direction many conflicts would arise. There would not be a clear and concise framework for this situation which would leave the question,  ¿Ã‚ ½Who exactly is the leader and what does their position really entail? ¿Ã‚ ½ Many of residents would not have any guidance to know how to act when sharing a living space with different people and this could create tension among one another which would later cause disagreements and confusion. To further discuss this point, there was a study that wanted to prove that laissez-faire leadership behavior was considered to be a damaging management behavior within the workplace (Skogstad et al. 2007, pg. 80). According to the experimenters, some problems this concept caused in the work setting were conflicts and misperceptions about role positions, disagreements among employees, harassment, and  ¿Ã‚ ½ psychological distress ¿Ã‚ ½ (Skogstad et al. 2007, pg. 80). With these variables, the researchers came up with these five hypotheses to correlate these problems with laissez-faire leadership:  ¿Ã‚ ½Hypothesis 1: Experiencing laissez-faire leadership by one ¿Ã‚ ½s immediate superior is associated with high levels of role conflict and role ambiguity ¿Ã‚ ½. (Skogstad et al. 2007, pg.81)  ¿Ã‚ ½Hypothesis 2: Experiencing laissez-faire leadership by one ¿Ã‚ ½s immediate superior is associated with high conflict levels with coworkers ¿Ã‚ ½ (Skogstad et al. 2007, pg. 82)  ¿Ã‚ ½Hypothesis 3: Role stressors and conflicts with coworkers mediated the relationship between superiors ¿Ã‚ ½ laissez-faire leadership and subordinates experienced exposure to bullying at work ¿Ã‚ ½ (Skogstad et al. 2007, pg. 82)  ¿Ã‚ ½Hypothesis 4: Superiors ¿Ã‚ ½ laissez-faire leadership is directly associated with subordinates ¿Ã‚ ½ exposure to bullying at work. ¿Ã‚ ½ (Skogstad et al. 2007, pg. 84)  ¿Ã‚ ½Hypothesis 5: Role stressors, conflicts with coworkers, and bullying mediate the relationship between superiors ¿Ã‚ ½ laissez-faire leadership and psychological distress among the subordinates ¿Ã‚ ½ (Skogstad et al. 2007, pg.84). With these hypotheses in mind, the experimenters mailed surveys to 2,273 Norwegian workers to assess whether or not they were exposed to this type of leadership behavior (Skogstad et al. 2007, pg. 84). The mean age of this sample was 43.4 years and half of the test subjects were women (Skogstad et al. 2007, pg. 84). Skogstad et al. (2007) used a number of testing measures to evaluate the responses of the workers such as one from  ¿Ã‚ ½the Multifactor Leadership Questionnaire ¿Ã‚ ½ to gain insight on the subjects contact with this leadership style (p. 84). In a portion of the survey, the researchers also used  ¿Ã‚ ½the Bergen Conflict Inventory ¿Ã‚ ½ to find out what types of conflicts the subjects experienced whether it was job-oriented or personal differences among coworkers (Skogstad et al. 2007, pg. 84). Within the results, the experimenters discovered that more than half of the workers  ¿Ã‚ ½experienced a low level of laissez-faire leadership, but that out of all the ot her effects of this concept, there was a sound relationship linked to harassment as well as the other office stressors mentioned before. (Skogstad et al. 2007, pg. 84-85). The reasoning behind this conclusion was when a leader does not meet up to their followers ¿Ã‚ ½ anticipations or show that they are apparent within the workplace, mannerisms such as role conflicts are initiated (Skogstad et al. 2007, pg.86). This study shows how, at times, laissez-faire leadership can be a hindrance in certain organizations and business. 2) Autocratic Leadership: Autocratic leadership is considered to be an outdated, classical style of leadership. Fundamentally, autocratic control places all power into the hands of the leader. In autocratic leadership managers seek to make as many decisions as possible, have the most authority and control in decision making, retain responsibility rather than utilize complete delegation, consult with other colleagues in minimally and prefer to work on the task at hand (Gastil, 1994, pg. 386). The reason autocratic leadership survives, is because it is intuitive, has many short-term benefits and comes naturally to many leaders (Gastil, 1994, pg. 387). Despite having critics, autocratic leadership offers many rewards to managers who emply it. For instance, stress is reduced due to increased control (Gastil, 1994, pg. 387). Also, group productivity often increases under increased surveillance (Gastil, 1994, pg. 388). The oversight that an autocratic manager exerts over a team improves their efficiancy and makes them less likely to be negligent. This is good for under-motivated employees who have little concern or interest in the quality of work and the speed with which that task is accomplished. Also, logistics of operations are improved (Gastil, 1994, pg. 390). Having one leader with in charge of everything makes it more likely that problems are foreseen and deadlines are met. This makes autocratic leadership best for complex projects where efficient cooperation is imperative to success. Faster decision making is another benefit (Gastil, 1994, pg. 392). When only one person makes decisions, choices are made faster. Unfortunately, in most instances, autocratic leadership only leads to short-term improvement and carries grave long-term effects (Gastil, 1994, pg. 393). Even though leading autocratically can cause faster decisions making, the manager is actually hindering his or her workforce from progressing. This is a result of depriving employees of the opportunity to gain experience and learn from their mistakes, which leads to poorer decisions and productivity in the long run (Gastil, 1994, pg. 394). Managers with poor leadership skills with often revert to this leadership style (Gastil, 1994, pg. 394). By assuming all responsibility an autocratic leader naturally works at his or her full capacity. This hyper-focus on work comes at the expense of good leadership development (Gastil, 1994, pg. 396). While autocratic leadership has virtues in certain instances, autocratic leadership is not appreciated by employees. People dislike being ordered around (Gastil, 1994, pg. 396). As a result, the autocratic leadership style can create in a non-motivated workforce. Although autocratic leadership is a good solution for non-motivated workers, it is the leadership style alone that often demotivates employees (Gastil, 1994, pg. 397). After becoming accustomed to receiving orders with little return on cooperation, workers lose the confidence to make their own decisions. Accordingly, workers become ineffective functioning on their own. 3) Democratic Leadership: Democratic Leadership encourages the distribution of responsibility, the use of delegation and continual group input (Woods, 2004, pg. 4). Democratic leadership is characterized by managers seeking assistance on decisions, delegating tasks, welcoming feedback and encouraging others to become leaders (Woods, 2004, pg. 4). The result of this very involved leadership style is a more positive work environment (Woods, 2004, pg. 7). An environment where employees are given responsibility are challenged results in an organization where employees are more inspired to work. Similarly, the process of receiving feedback corresponds with better decision making and effective operations (Woods, 2004, pg. 8). In other words, democratic leaders ¿Ã‚ ½ engagement with employees results in their knowing when something is going wrong, while employees under autocratic rule are discouraged from informing the leader. Another benefit is that democracy breeds creative thinking (Woods, 2004, pg. 10). Unrestricted flow of ideas and positivity is the unsurpassed vehicle for creativity. Reduction of friction and office politics is another reward of democratic leadership. By allowing employees to think freely, managers reduce the amount of tension employees are subject to (Woods, 2004, pg. 11). When autocratic leaders refuse to listen to their workers they are effectively asking to be undermined. Unfortunately, democratic leadership can be in danger of pseudo participation (Woods, 2004, pg. 19). If managers simply pretend to employ democratic leadership to seem friendlier, employees will realize this when their ideas are not actually valued. Accordingly, the manager-employee relationship will be subject to further misfortune.

An Analysis of Donne’s A Valediction: of Weeping Essay -- Valediction

An Analysis of Donne’s A Valediction: of Weeping    William Empson begins his critical essay on John Donne's "A Valediction: of Weeping" with the statement below.   Empson here plays the provocateur for the critic who wishes to disagree with the notion that Donne's intentions were perhaps less than the sincere valediction of a weeping man.  Ã‚  Ã‚   Indeed, "A Valediction" concerns a parting; Donne is going to sea and is leaving his nameless, loved other in England, and the "Valediction" is his emotive poesy describing the moment. "...the language of [A Valediction: of Weeping] is shot through with a suspicion which for once he is too delicate or too preoccupied to state unambiguously, that when he is gone she will be unfaithful to him.   Those critics who say the poem is sincere, by the way... know not what they do."  Ã‚   --- William Empson, "A Valediction: of Weeping," John Donne: a Collection of Critical Essays (ed. H. Gardner)   Ã‚  Ã‚   There is little argument as to what Donne is feeling at surface level: he is sorrowful and grieving because he must be apart from his loved one, who has become his world (a metaphor which is carried out in the second stanza).   Empson is indeed correct when he says that the poem is not unambiguous.   There is a large range of interpretations that can be made based upon the language in the poem, and these are focused around the source of Donne's grief.   Ã‚  Ã‚   It is easy for one to picture a grieving sailor leaving his lover, but what makes this man grieve?   It is the innate love between two people who are intensely focused upon each other which must be put on hold?   Is it some additive emotion that consists of two people who are about to suffer separation and loss of a lover?   Or is it, as Empson p... ..., Donne and his lover/other struggle with their sadness just before separation.   Donne realizes that this may be a futile goal, but he also sees the importance of composure if their relationship - his "world" - that he credits to her is going succeed.   Donne seems to have no dearth of sincerity in this poem.   He is also purposeful in writing it; Donne himself was a man of great passion, and who had to go out to sea.   "A Valediction: of Weeping" seems not to be the valediction of a jealous lover, but of a conscientious other making a concerted effort not to let jealousy and self-pity control his farewell to a lover. Works Cited: Donne, John. "A Valediction: Of Weeping". The Longman Anthology of British Literature: Volume 1A. 2nd ed. Ed. Damrosch, David, Christopher Baswell and Anne Howland Schotter. New York: Addison-Wesley Educational Publishers, Inc, 2003.

Psychometric assessment Essay

Certain people tend to be more obedient than others. Individuals who have the tendency to adopt a submissive, uncritical attitude toward authority figures – authoritarian submission (Adorno, 1950) tends to perform tasks when demanded. Also, people with an external locus of control (a sense that fate rules their life rather than their own actions) tend to be more obedient. However, despite the popular myth that women are more submissive, women and men are relatively equal in the degree to which they will obey demands (Eagly & Carli, 1981). Dehumanisation or deindividuation is the loss of the sense of individual identity and control over our behaviour. Sensory overload, arousal, anonymity, and reduced self awareness are key factors which loosen inhibitions and thus uncharacteristic behaviour is not inline with usual internal standards. According to deindividuation theory, the psychological state of deindividuation is aroused when individuals join crowds or large groups. The state is characterized by diminished awareness of self and individuality. This in turn reduces an individual’s self-restraint and normative regulation of behaviour. In social psychology, deindividuation is a major theory of group behaviour: it provides an explanation of collective behaviour of violent crowds, mindless hooligans, and the lynch mob. In addition, deindividuation has been associated with other social phenomena such as genocide, stereotyping, and disinhibition in other settings such as computer-mediated communication. Several influential studies were conducted to illustrate the force of deindividuation. For example, Zimbardo (1969) carried out a study that inspired much subsequent deindividuation research. In this study, participants were rendered anonymous by clothing them in oversized lab coats and hoods, compared with normal clothes and name tags in the control condition. The participants’ task was to shock a confederate in a situation similar to the classic Milgram studies on obedience. In a first experiment using groups of female students, Zimbardo demonstrated that anonymous participants shocked longer (and therefore more painfully) than identifiable participants, in confirmation of his theory. Another area of controversy in psychology is the area of psychometric testing, which aim to make important decisions affecting individuals and society. Tests are used in a variety of settings to aid selection in education and work and for diagnosis for those with learning and psychological problems. Ability tests were amongst the first psychometric tests to be developed, and controversy has surrounded their use since. Binet and Simon (1905) were commissioned by the French government to find a method to differentiate between children who were intellectually normal and those who were inferior. The purpose was to put the latter into special schools where they would receive more individual attention. In this way the disruption they caused in the education of intellectually normal children could be avoided. This led to the development of the Binet-Simon Scale, and constituted a revolutionary approach to the assessment of individual mental ability. Revisions to the Binet-Simon Scale resulted in the concept of ‘mental age’, an easily understandable concept which significantly increased the popularity of ability testing. Further developments of the tests produced the concept of intelligence quotient (IQ) and resulted in one of the currently most widely used tests, the Stanford Binet Scale. Most intelligence tests measure the general reasoning ability that is involved in many different types of problem solving behaviour. Older types of tests referred to this intelligence factor as general ability, whereas more recent tests have tended to divide the general ability into fluid intelligence (innate and not particularly influenced by one’s environment) and crystallised intelligence (underlying fluid intelligence that is a product of environmental experiences. In recent years, the introduction of the ‘eleven plus’ exam, which is largely compiled of IQ tests, was used to distinguish those who would proceed to grammar school and those who would be relegated to academically inferior secondary schools. Research into the psychometric assessment of intelligence has been the focus of many eminent psychologists including Spearmen, Burt, Eysenck, and Cattell. The latter two also went on further to develop (separate) personality tests, Cattell’s 16PF in 1970, and the Eysenck Personality Questionnaire (EPQ) in 1975. These involve analysing a series of short â€Å"yes/no† questions in an attempt to decipher the nature and character of the person answering them. Today, personality assessments are mainly used in clinical settings, with their use in occupational settings increasing. They may also be used in educational settings in assessing individuals with learning problems and are still widely used and developed within academic and research settings. Personality tests are also widely used today within the work environment, perhaps for deciding whether to employ someone or not, or even to decide who gets made redundant. On the whole, psychometric tests have acceptable validity and therefore make them less prone to error than other types of assessment. The interpretation of psychometric data requires the use of ‘norms’, against which the scores of a particular individual can be compared. Psychometric assessments tend to be the only measures for which norms are available. Psychometric tests are fairly short and therefore time and cost efficient. Many are group tests, and so can be given to a number of people at the same time. In fact the development of computer programmes concerned with psychometric testing means that tests can be administered and scored by a computer, enabling results to be made available quickly and can form the basis of a discussion. Personality tests are particularly cost efficient as they prevent money being wasted on training unsuitable personnel. However, there can be an undue reliance on the results of psychometric tests. Simply discovering that a person has an aptitude for a particular occupation does not guarantee that they will be successful at that job. The mystique of psychometric test results means that they are frequently not discussed with those who complete them. In this sense there is a failure to use psychological testing humanely. Test scores can also be misused. The results of tests should not be used to withhold educational or occupational opportunities from those who may perform less well on tests of ability due to factors that have little to do with intelligence. In any instance, the results can be faked by the participant to influence the results in their favour, and so can be unknowingly misinterpreted anyway. Because of the cheapness and predictive success of many psychometric tests, there may be a failure to use other important information. Psychometric test results should ideally be used alongside other reliable information about a person, otherwise they may wrongly stereotype an individual. Furthermore, there are many cultural and sub-cultural issues that can arise when measuring IQ, which causes much controversy. At the extreme, IQ tests were used to keep out certain immigrant groups from the United States during the 1920’s. Jenson (1969) suggested that genetic differences were the cause of consistently lower IQ scores observed in non white racial groups. Recent controversies relate to the systematic differences attained by different groups in society. Critics say these are the results of bias in test items. Typical examples relate to previously learned information and items using verbal information, typically English, which require reading and writing. Even when tests are translated to the native language of the participants, questions are still raised over the cultural equivalence of certain items (Zindi, 1994). Even tests which explicitly attempt to be culture fair have been questioned. The Raven’s Progressive Matrices test showed that the performance of Asian immigrants has been found to improve over a five year period by an average of 15-20 points, which demonstrates that minorities will be disadvantaged in taking them until they learn different ways of approaching them (Roth, 1990). In 1972, Williams produced the Black Intelligent Test of Cultural Homogeneity (BITCH) in an attempt to highlight cultural biases in test items, which was heavily loaded towards black minorities. Using this test, it is black people who tend to score higher than whites. Particularly in IQ tests that use visual cues, participants may misinterpret an action, and their own cultural biases produce expectations which can alter what they ‘see’. They may use methods derived from an alien culture (emics/etics) and may have a hostile reception which will bias their observations. Observations are made of a sample and may not be typical of the whole culture being studies. It is also wrong to imagine a culture as being a homogenous group of people; differences within a culture may be as large as those between cultures.

hould Kroger Pay Now For What Ralphs’ Employee Did Then? Essay

CASE 1. Should Kroger Pay Now For What Ralphs’ Employee Did Then? Question 1: Assuming that the store and district managers of Ralphs received complaints about Misiolek’s behavior starting in 1985, but that these complaints did not reach Ralph’s headquarters in Compton, do you believe that the judge is right in holding that the company as a whole should not be held responsible for his actions? Should the company be held responsible for policies that prevent complaints from reaching headquarters? Ralphs Grocery Co. should be held responsible because Ralphs’ management did not facilitate feedback, complaints from employee to headquarter. There was also no control mechanism on Ralphs Grocery Co. The most important thing that should be underlined is In April 1996 several women already complained to Ralph’s management but the company did not take any action to discipline Misiolek. Misiolek was not removed from his position as store manager, but instead moved the complaining women to other stores. Question 2: What kind of penalty do you believe would be appropriate for Ralphs? In your view, was the $33.3 million penalty excessive? Explain. The penalty should be compensatory and punitive damages. It would be such a good idea based on compensatory justice principal. The $33.3 million penalty is excessive depending on how much the cost to rehabilitate the victims and how much the victims were aggrieved. I conclude that $33.3 million penalty was excessive because the psychological impact for some employees was not seriously same with. Except for those who was grabbed, touched, patted, hugged, touched their breasts which was way more offensive should be give much more than rehabilitation cost penalty. Question 3: Should Kroger have to pay for events that happened before it took over the chain of supermarkets? Ethically Kroger should not pay at all. But actually it depends on the acquisition contract between Kroger with Fred Meyer and Fred Meyer with  Ralphs. Question 4: Many states (but not California) adopt federal rules that place a cap of $300,000 on punitive damages in harassment cases. Is such a cap a good idea from an ethical point of view? Explain. In consideration same with question number two, so it is not good idea for flattening punishment. It should meet the cost to rehabilitate the victims and how much the victims were aggrieved. Jail punishment should be considered. Question 5: What can a company do to make sure that a situation like Misiolek’s does not occur? Why do you think Ralph’s allowed Misiolek to continue managing stores? A policy that should be exist are written with zero-tolerance policy prohibiting sexual harassment, conduct some control mechanism by facilitating employee feedback, online complain media, supervisory for manager, All complaints must thoroughly investigated. Ralphs allowed Misiolek to continue managing store because of his capability to achieve profits at the stores that he manage and of achieving excellent bottom line figures at those stores. CASE 2. Wal-Mart’s Women Question 1: What financial impact do you think the lawsuit could potentially have on Wal-Mart? If the law suit was successful the company would have to pay all the compensation amount which was around 86 million dollars to its entire 1.6 million female employees .Which in short would be a big blow to the company’s financials, and also with the deteriorating image caused by the issue they might possibly lose out on an considerable amount of customers leading to further financial implications. It would also result in higher prices in the store because the company would try to make up for all the loss incurred cause of the particular suit. Question 2: What are the major moral complaints of the females suing Wal-Mart? Do you believe these moral complaints are justified? Why? The major complaints launched by the women were that the company (wal-mart)  discriminated against female employees in promotions pay, management training and job assignments. The women stated that promotions in wal-mart were biased towards men, where men were promoted much faster and at a much frequent rate then women. They also stated that there was a pay gap between men and women where two people of different gender on the same positions were paid differently and women were often paid fairly lower than the men. I think feel the complaints are valid. If you are in a job and you see other coworkers getting hired whom are less qualified than you are then I think that the complaints are valid. If more than one complaint is being made about the company then an investigation is warranted. The complaints are justified if you apply for a position or inquire about a position and the company doesn’t give you an opportunity but then turn around and hire a male whom is less qualified than you are. That’s reason to make a concrete decision and go forward. I would have done the exact same thing. Question 3: What factors do you think might account for the discrepancies the Drogin report uncovered? 1) wrong perception of higher level employees towards females. 2) Subjective analysis of performance 3) Biased promotion policies 4)Lack of clearly stated promotion criteria and wage structure. Question 4: What, if anything, do you think Wal-Mart should do to correct these discrepancies? Should the company institute an â€Å"affirmative action† promotion program for female employees? If so, what should this program look like? To correct the above issues wal-mart should try and place an monitoring system which would monitor the promotion procedure and the ratio in which male and female employees are promoted, try and specify the promotion criteria and wage structures and make it’s even for all employees regardless of their gender so as to avoid situations like this in the future. Strict action and measures should be taken against people encouraging gender discrimination in the company i.e the managers as stated in the case. Question 5: Do you think the women deserve to win their lawsuit?