Is psychology a science Free Essays

Psychology being categorised under the name science, can often lead to disputes within the field of sciences. Psychology is the observation of behaviour and thought process of the human mind, within itself it is a vital source of knowledge, such as how biology, chemistry and physics provides a source of knowledge that is vital to humans and the environment. Science can be seen as the study of natural behaviours and physical aspects of the world, this definition within itself accompanies itself with the idea that psychology is a science, as behaviours are studied within the field of psychology. We will write a custom essay sample on Is psychology a science? or any similar topic only for you Order Now Eysenck and Keane (2000) believed that to make something a science it must have the following features, controlled observation, in which a specific manipulation is observed to see the effects. Secondly objectivity, as when data has been collected objectively it reduces the possibility of bias, thirdly testing theoretical predictions, because if a theory is not tested there is no evidence to provide if it is right or wrong. Fourthly is falsifiability, which means the scientific theory has the potential to be proved wrong by evidence, fifthly is the unifying theory which is every subject within the sciences has a unifying approach all theories are based off. Finally there is the fact of is any research conducted replicable, as it is hard to rely on studies that could provide inconsistent findings. Although providing clear guidelines on what makes a science, there are still some aspects which make the divide not as clear as believed. For example psychology uses the scientific method in some of the studies conducted, which is used throughout science for all research, so this aspect can be seen to make psychology a science. Too many the field of psychology is classed as a science; the science of the mind, as it looks at the most complex thing on Earth, the human mind, all theories on behaviours and thoughts stem from psychology (BBC, 2013). In many areas psychology and the three sciences (physics, biology and chemistry) have similarities, for example, the sciences can be seen as reductionist as they try to take a complex behaviour or physical problem and break it down in to a simpler form. Many theories within psychology on similar problems can also be seen as reductionist as it aims to take complex behaviours and thoughts and break it down in to easier components to study. An example of this can be shown by Freud (1909), Freud believes behaviour stems from the unconscious mind, making it a reductionist as it does not take biology or other factors in to account. Reductionism can be seen to be an advantage when it comes to conducting a study as it means testable predictions can be created, and then can be carried out in a controlled experiment. Although by making a reductionist theory can also cause disadvantages such as falsifiability. Popper (1963) believed falsifiability was key to science, as science does not seek to prove its own theory right, but tries to confirm it as wrong. This means that if a theory is un-falsifiable then it is not scientific, psychology in many sectors is falsifiable through problems such as reductionism, but there are also theories that are un-falsifiable as they are untestable such as many of Freuds (1909) theories display, for example the Oedipus complex can neither be proven nor disproven. As well as having issues with falsifiability psychology also lacks the objectivity needed for science to make it truly scientific, as without objectivity the research is prone to becoming bias. Even in experiments such as Skinners (1956) rat experiment can be shown to be subjective, because although the rat is pressing the lever and the lever presses are recorded automatically, it is still down to the opinion of the researcher on when he believes the rat has learnt by pressing the lever they get a treat. This can be counteracted on the bases that psychology has the unique position of studying the human mind which in itself is difficult to operationalize, as not all parts of the behaviour and thoughts can be measured scientifically, which unlike atomic mass or miles per hour in science can be. Science within itself can also come across problematic issues over control and objectivity. An example of this is the Heisenberg Uncertainty Principle â€Å"The more precisely the position is determined, the less precisely the momentum is known in this instant, and vice versa. † (Heisenberg, 1972) which means if something is precisely measured, and a hypothesis is believed to be true, it can often distant the researcher from the actual result. An issue with measuring investigations using the scientific method in general is it can restrict and affect answers within itself. An example is it can be argued that laboratory experiments are very artificial, so do not provide a clear picture of what would happen in real life terms. As well as sharing similarities with science on the basis they both have issues with control and objectivity, they both also share the same goals. They have three aims, the prediction, understanding and control over a study. Scientists and psychologists both put a theory forward, these theories in both cases lead to a creation of a hypotheses, this is the prediction. The next step is the understanding which is when you receive results from a prediction it should give the researcher and anyone reading the report a greater understanding of that subject. Control is the final step, the knowledge gained from the proven hypothesis provides knowledge which can be used to alter certain factors in the world. The three aims of science are according to Allport (1947), psychology follows these same three aims throughout studies, reporting and publishing work just as biology, chemistry and physics do. Throughout psychology the scientific method is used, but not in all areas although science has default problems itself with the scientific method. So it cannot always be said subjects within science always stick within the scientific boundaries themselves. Another point within psychology is psychology is a ‘new’ science, biology, chemistry and physics have been in service for a good period longer, so it may be in time more likely to be classed as a science. Nevertheless Miller (1983) would argue psychology is just a pseudoscience, an approach that claims to be scientific but does not have the key principles of science, he claims this can be dangerous as psychology is claiming to be a science, it provides the false ideal that their findings is ‘fact’. Although in comparison it could be argued that there is no ultimate knowledge of human’s behaviours and thoughts, so there must be a science to take over this role of discovering behaviours and thoughts. Science may study the physical aspects of the brain e. g. hormones that can be proven through empirical evidence, but it does not study the unknown areas such as behaviours, this is where psychology can provide answers. For example Piaget’s (1966) stages of development theory, that people develop starting at the pre-concrete stage and move throughout these stages until they reach the formal stage, science does not provide an answer for how humans develop in this sense. In conclusion psychology may seem like a vague  subject with no clear goals or guidelines, but it does have aims, its aim is to study the mind, the way people behave and think. Science still has unexplainable occurrences, that have no empirical evidence so in turn cannot be falsified, which in itself should make it not scientific. Psychology can provide answers for what science cannot explain, such as how memories are stored, psychology provides a theory for this whereas science does not. In conclusion psychology can be seen as a science to explain human behaviour that other sciences cannot. How to cite Is psychology a science?, Papers

Project Management in Construction Process

Question: Discuss about the Project Management in Construction Process. Answer: Introduction Project management has been regarded as the management of a given project that entails planning, execution, control and the closing of the whole project with help of a team who provide support to meet the objective of the company. To management of the project helps to prevent any issue from arising from the project. The current project involved in was to build a caf in the Pacific Fair Shopping Centre in Australia (Burke, 2013). During the construction of the Centre, I was fortunate enough to have a firsthand experience and the learning process, which was wonderful, especially on different concepts that are developed for the project, planning, development and completion. Another valuable lesson that have learnt during the management of the project was the different types of processes that are involved in the management of a project and how each of the stage matters and contribute to the outcome (Turner, 2016). What I intend to discuss in the essay is an evaluation of my experience wh ile undertaking the project, which will be in reference to a theory. The work that I have been involved in varied day to day based on what the project entailed. Some of the days were quiet, and during these days, I would usually create documents, as well as the graphs of the project, which were updated depending on the progress of the project (Heagney, 2016). There were days that I was busy where the deadline on the management of the project had to be met or the client needed something to be undertaken urgently. These days were stressful to the point I had to stay behind to get the work done. One of the area I gained experience during this project was in project cost management (Burke, 2013). This entails technique that has been used to measure the cost as well as the productivity through full life cycle of the level projects (Turner, 2016). The PCM encompassed various function that include estimating, control of job, scheduling, accounting and the design. I have learnt that this concept entails one to set goal to complete the project within a given a pproved budget. I have been able to apply the theory such as planning (Martinelli and Milosevic, 2016). This theory focuses on the planning of the project. The planning processes is usually structured to the core processes as well as facilitating processes. Some of the concept that I have learnt are scope planning, schedule development, cost budgeting (Meredith, Mantel and Shafer, 2013). This approach to management has viewed to be a strong causal connection between the actions as well as the outcomes of management of the company. Another key area I have learnt is the project risk management. This is knowledge area in the project management that will help me to become competent and perhaps become a project manager. The project risk management has remained to be discipline, which is used by the operational and financial aspect towards the management of a project (Martinelli and Milosevic, 2016). The project risk management helps to formulate the organizational policy in order to opti mize on the investment and perhaps minimize the possibility of the failure. This area has been of great interest to me since I will be able to analyze the risks that would likely face a project and come up with ways to minimize on the risks. The project management has advocated the theory of control, which plays in practice a different role as comparison to the prescription (Meredith, Mantel and Shafer, 2013). In the project management of the building of the caf in Australia, the financial data has been in the supplementary functions, such as confirming the picture on how the work has been proceeding to various channels as well as the statistics to the performed work, which may be used for the future projects. Another knowledge area that I learnt from the project was on the quality management (Martinelli, and Milosevic, 2016). I have come to learn in the project management it ensures that organization products as well as their services need to be consistent. When we were carrying on the product, we focused on four components such quality planning, quality control, assurance of the quality and the improvement of the quality. The quality management focuses on the product; service as well has ways of achieving it. The quality management make sure that there is use of quality assurance and control of processes that is consistent with the quality (Walker, 2015). The other team members were supportive for the work we did and they helped significantly in areas that I was stuck. The quality management is a very important phenomenon in the organization. Throughout the few weeks that we held the projects, I had the opportunity to visit on site where the project was underway (Leach, 2014). The responsibility was to make sure all the requirement of the projects were being followed according to the proposed plan. The p roject has been managed through integration of the project to the various processes of the business. Overall, my experience in the project of building of the Caf in the Pacific Fair Shopping Centre was positive. I was happy with the amount of things we have carried out as a team; the learning experience was awesome (Heagney, 2016). I believe the project management provides individuals with experience that are needed to achieve the goals of an organization. The project management always ensures that the learning that are achieved from a project that has failed could be utilized in order to prevent any future failure in the project (Kerzner, 2013). Undertaking on this project helped me to know the various parameters that should be created in the process of project management. Conclusion The project management discipline deals with initiating, executing, controlling and closing the work of the team to achieve a given goals and meet the success. The primary challenge of the project management has been making sure that all the goals in the project were achieved within the provided constraints. The team members were comparative and the project was done within the set scope, budget, time as well as quality. This experience was wonderful and if a similar project was to come up would love to work with the team members again. References Burke, R., 2013. Project management: planning and control techniques. New Jersey, USA. Heagney, J., 2016. Fundamentals of project management. AMACOM Div American Mgmt Assn. Kerzner, H., 2013. Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Leach, L.P., 2014. Critical chain project management. Artech House. Martinelli, R.J. and Milosevic, D.Z., 2016. Project management toolbox: tools and techniques for the practicing project manager. John Wiley Sons. Meredith, J.R., Mantel Jr, S.J. and Shafer, S.M., 2013. Project management in practice. Wiley Global Education. Turner, R., 2016. Gower handbook of project management. Routledge. Walker, A., 2015. Project management in construction. John Wiley Sons.

A Survey of Information Technologies in Logistics Management Essay Example

A Survey of Information Technologies in Logistics Management Essay A Survey of Information Technologies in Logistics Management Anil Gurung University of Texas at Arlington Department of Information Systems and Operations Management, College of Business Administration Office: Room 630 Business Building Box 19437 701 S West St. Arlington, Texas 76019-0437 Voice: 817. 272. 3528 Email: [emailprotected] edu ABSTRACT This paper analyzes the impact of information technologies (IT) on logistics by conducting a survey of literatures on academic logistics journals and practitioner journals. The literature survey and practice find that third party logistic providers have better opportunity to leverage IT since they need to have interoperable IT systems with their customers. The business philosophy of Just-In-Time (JIT) has also contributed to the impact of IT in logistics. Further, information technologies are identified that has benefited the logistics. Future directions of logistics are discussed. INTRODUCTION The proliferation of information technologies (IT) and the internet technologies have provided impetus and challenges to the logistics. New technologies present new means to manage the flow of information. IT as a productivity tool can be utilized to both increase the capability and decrease the cost at the same time (Closs et al. , 1997). It has been widely accepted that firms can achieve competitive advantage by cost reduction or differentiation with the proper implementation of IT (Porter Millar, 1985). Enabled by IT the logistics has become a source of competitive advantage for many firms. Two streams of research are identified that highlights the role of IT in logistics. We will write a custom essay sample on A Survey of Information Technologies in Logistics Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on A Survey of Information Technologies in Logistics Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on A Survey of Information Technologies in Logistics Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer First stream relates to just-in-time logistics information system (Anderson Quinn, 1986; Bookbinder Dilts, 1989; Das Handfield, 1997; Gomes Mentzer, 1988; Perry, 1988; Schwarz Weng, 2000; Spencer, M. S. et al. , 1994; Spencer, M. S. et al. , 1996; Takahashi Nakamura, 2000; Titone, 1996; Wafa Yasin, 1996). The other stream is the third party logistics (Lewis Talalayevsky, 2000; Peters et al. , 1998; Sauvage, 2003; Sink Langley, 1997; Vaidyanathan, 2005). Importance of IT in logistics has grown to some extent by business philosophy of Just-InTime (JIT) by firms. With the emphasis of firms on JIT, the impact of logistics has grown as it is increasingly recognized as a source of consistent, low lead time, damage free deliveries (Bardi et al. , 1994). In pursuit of competitive advantages, firms outsource their functions which are noncore competencies so that they can focus on their core competencies. A recent survey found that 83 percent of the surveyed Fortune 500 companies reported having at least one contract with a third-party logistics provider (Lieb Bentz, 2004). Over the years, the use of third-party logistics has been increasing. Similar survey of Fortune 500 companies taken in 1991 had only 38 percent of the respondents reporting the use of third-party logistics provider (Lieb, 1992). The 618 third party logistic operators attempt to harness the capability of information technology to provide superior services to their customers. The objective of this paper is to study how IT has impacted logistics. To this end, literature review of both leading academic and practitioner logistic journals is conducted. The next section will report the framework of logistics. The following section will analyze the IT enablers in logistics. Then, the implications of ecommerce are discussed followed by a section on future directions for logistics. REVIEW OF THE LITERATURE A classification scheme logistics functions provides a meaningful way to study how IT has impacted the various functions of logistics. Previous research in logistics have categorized the use of information systems in logistics in different ways. A system of logistics functions can be divided into following five broad areas (Bowersox, 1974): facility location, transportation, inventory, communication and material movement. Based on the problem areas that application addresses, seven areas of logistics has been identified as facility location, inventory control, order entry, vehicle scheduling, warehouse layout planning, freight rate retrieval, and product and shipment tracing (Ballou, 1976). Another survey identified five categories as facility location, inventory control, transportation, production scheduling, and total physical distribution (House, 1978). These categories treated each category as individual entities rather than a whole system. Noting this shortcoming, Stenger (1986) proposed another classification consisting of transaction systems, short-term scheduling and inventory replenishment systems, flow planning systems, and network planning and design systems. Expanding on the framework developed by Bowersox, Novack et al (1992) divided logistics function into two categories. The first category refers to physical activities that are required various utilities of customer need. These will include inventory, transportation and customer service operations. The second category refers to flow of information or transaction activities that follow or initiate the physical activities. The physical and information flows in logistics function is well-depicted in Figure 1 that shows the categorization of logistics functions as described by Vaidyanathan (2005). As shown in the figure, information flows between logistics function are managed, coordinated and supported by various logistics technologies. 619 Inventory and Logistics Management: Freight Consolidation Freight Distribution Shipment Planning Traffic Management Inventory Management Carrier Selection Order Entry/ Management Information Flow Customer Service: Freight Payments Auditing Order Management Fulfillment Help Desk Carrier Selection Rate Negotiation Information Flow Warehousing: Packaging Product Making Labeling Warehousing Material Flow Transportation: Fleet Management Cross Docking Product Return Figure 1: Categorization of Logistics Functions (adapted from Vaidyanathan 2005) IT enablers in Logistics The literature in logistics is full of instances where information technology has been touted as a means to enhance logistics competitiveness (Bowersox, 1974; Closs et al. , 1997; Rabinovich et al. , 1999; Stenger, 1986). Yet there has been few empirical studies that relates logistics information capabilities to logistics competence (Closs et al. , 1997). A popular framework in information systems discipline put forward by Gorry Morton (1989) place logistics decisions as structured and varying from operational to strategic. The role of logistics information systems as operational and strategic enablers in different areas of the firm’s supply chain has been stated in the literature (Langley et al. , 1988). There has been a shift of IT from being an enabler of operational and material handling functions to being an enabler of decision-making and activityplanning functions within the supply chain (La Londe Auker, 1973). Logistics Information System Logistics Information System (LIS) is the application component of logistics information technology. An effective LIS facilitates the proper information flow between inventory, 20 Information Flow warehousing and transportation to realize the high level of customer service. The ability to optimize the logistics cost and service levels is affected by the LIS of the firm and its partners. Firms that provide better logistics services at a lower cost can have competitive advantage over its competitors (Bardi et al. , 1994). Two classes of LIS has been recogn ized in the literature (Closs et al. , 1997). Logistics operating systems (LOS) refer to transactional applications such as order entry, order processing, warehousing, and transportation. Logistics planning systems (LPS) refer to coordinating applications such as forecasting, inventory management, and distribution requirements planning. EDI Electronic Data Interchange (EDI) has successfully enhanced the communication between firms which is essential for logistics. This technology requires firms to have common data formatting and transmission standards or protocols. Such technologies have been employed by companies to coordinate their value chain activities including logistics. Early applications of EDI has been on transmitting vehicle location information by railways to their customers. Other types of logistics information carried by EDI are purchase orders/releases and changes, advanced shipping notices, bills of lading, and invoices. Timely and accurate information is crucial in decision making about complex logistics problems. Japan Airlines (JAL) adopted EDI to manage their complex value chain logistics required for their operations, including procurement and just-in-time delivery of aircraft fuel, repair and maintenance aircraft parts, food catering and other customer requirements (Chatfield Bjorn-Andersen, 1997). The competitive advantage gained by companies employing EDI is cited in the literature. Firms utilizing EDI were better able to fulfill greater number of services to their customers (Rogers et al. , 1992). Bar coding Bar coding is one of the most IT enablers to date and has made significant impact in the practice. Starting in 1960’s some of the earliest implementation of bar codes were in rail road cars. Nowadays it is rampant in anything that needs to be identified and tracked. The different type of bar codes are available, known as symbologies, for different purposes. In practice, most firms prefer to use industry standards rather than proprietary standards for most of their bar codes on their products. By following industry standards, bar codes reduce the complications inherent in the use of multiple standards and thus provides a strong foundation for integrating the corporate logistics and the supply chain (Closs Kefeng, 2000). Real-time communications capability The logistics IT capability of real-time communications is essential for maintaining the flow of information. As noted by Dudley Lasserre (1989), one of the important roles of logistics IT is to substitute information for inventory. To make real-time tracking of goods, logistic information systems of business partners should have real-time communications capability. The business partners require an integrated messaging architecture which exchanges business data while customizing business flows and format transformation. Real-time communications also allows for schedule plans to change in dynamic routing and scheduling system when the vehicles are 621 already out on the road. Any last minute changes in routing and scheduling system or constant tracking has been possible only with real-time communications ability of the respective systems. RFID RFID helps to identify, track and locate items automatically. The use of Radio Frequency Identification (RFID) is expected to increase rapidly in coming years. Often referred to as the next step in the evolution of bar-coding, RFID is growing rapidly in the automatic data capture and identification market (Srivastava, 2004). RFID is not a new technology, in fact, its use dates back to 1940’s but only now it is starting to make a significant impact within the supply chain. The growth in use of RFID will be enhanced to some extent by mandates from large retailers such as Wal-Mart and Target, and the US Department of Defense, who require their suppliers to adopt this technology within the next few years (Asif Mandviwalla, 2005). Among the companies that are piloting RFID in their supply chain management prominent ones are WalMart, Procter Gamble, Coca-cola and Gillette. Although the biggest driver in the popularity of RFID has been supply chain, companies are experimenting in other applications as well. Other applications are theft detection, asset tracking, mobile payments, in-process inventory tracking and luggage tracking. Dell, Seagate, Boeing and Ford are among other companies that are using RFID to track their in-process inventory in manufacturing. An RFID system includes transponders or tags that can identify items ; antennas that allows tags to be interrogated and to respond; and software that controls the RFID equipment, manages the data and interfaces with enterprise applications. RFID has lots of potential to improve the efficiency in the supply chain and reduce waste. For example, efficiency would result from automatic update of inventory system when products with RFID tags are unloaded from trucks into stores. The advantages of RFID over bar coding are as follows: RFID tags can provide longer read distances; store more data; require no direct line of sight between tag and reader; and can collect data from multiple sources simultaneously (Asif Mandviwalla, 2005). There are some technical and business challenges to overcome before RFID can be ubiquitous. Technical issues include problems of interference, security and accuracy while business issues relate to costs and lack of standards. Another significant business challenge in adopting RFID faced by managers is to work out a business case for the executive board. Early adopters of these technologies are marred by problems such as possible adverse consumer outbursts to perceived invasion of privacy, reliability of the RFID system, and issues related to health, safety and IT integration. IMPLICATION OF ECOMMERCE ON LOGISTICS The growth of ecommerce pose opportunities and challenges for logistics. As internet retailing increases the companies are accepting orders from their clientele across the borders. In many instances the location of clients are not covered by any existing distribution system of the companies. On such occasions the companies have no resort but to turn towards third party logistics operators for physical flow of goods. As for the information flow, the companies need to have capabilities for ecommerce applications. The group of technologies and processes for coordinating logistics information flow has been named e-logistics. An important web 622 technology that facilitates the exchange of business data among logistics business partners across different platforms is extra markup language (XML). For example, UPS is exploiting the power of the web services to streamline its information flows for logistics activities such as RFQ, shipping and tracking. Changing Trends in Logistics Consultants are beginning to take an active part in helping out the shippers select third party logistics operators. Shippers hire consultants to help them align business processes with supply chain strategies. The newly coined term â€Å"4PL† for consultants stands for dominant role that consultants will be taking in managing the resources, the technology and the processes in the supply chain. It is yet to be seen whether the shippers will let the consultants manage all the logistics processes. Instead of handing over the authority to manage the logistics processes to the consulting firms, shippers may choose to develop alliance with the third party logistics operators and maintain the supply chain themselves. The key thing that will allow coordination between shipper firms and the third party logistics will be information technology and management skills to run the supply chain effectively. This implies that firms should also have proper logistic technologies in place to enjoy the full benefits of use of third party logistics. FUTURE RESEARCH DIRECTIONS The research directions that are available for researchers in logistics are numerous. Before companies implement new logistic information technologies such as RFID it is important to assess the viability of adopting the technology. What would be the expected benefits? What is the ROI? Researchers can come up with various econometric models to predict the outcomes of adopting logistics technologies. Modeling techniques can be used to assess the scenarios that would be beneficial for adopting new technologies. As companies are entering into ecommerce, better coordinating techniques are required to streamline logistics activities for transactions taking place on the internet. Collaborative technologies for supporting e-logistics would greatly enhance the future logistics. Multi-agent systems (MAS) provide an interesting avenue of research that is applicable for supporting logistics technologies on the internet. Intelligent software agents can be used to assess the bids offered by multiple third-party logistics operators. To support global ecommerce the companies need to have different options for global logistics. The best way to traverse the geographical distribution is through technology. What are the communication channels and technologies that would benefit the company in terms of monitoring and coordination logistics functions? More empirical evidence will be preferred to establish the direct link between organizational performance and logistics information systems. Researchers can seek to examine the complex relationships between logistics technologies and performance from different paradigms and theories. The perspective of organizational learning can be used to evaluate the performance gained by employing logistics information systems. 23 CONCLUSION The objective of this paper was to observe the impact of information technology on the logistics functions. A literature review of the academic and practitioners journals was conducted. The information technologies that have been used to support logistics functions were discussed. It is evident that academic researchers are aware of new tec hnologies in practice such as RFID. Development in technologies offer sources of competitive advantage for companies. Adoption of new technologies provide challenge and opportunities for the companies. Proper business case and calculation of ROI needs to be done to assess the expected benefits from new technologies. Changing trends in business in terms of ecommerce open new markets for firms for all sizes to expand their market share. Strategic use of information resource would bear results of competitive advantage and thus leading to success stories. The best practices in logistic information technologies need to be adopted by firms in alignment of their strategic goals. Future trends in logistics may prompt companies to rethink their logistics strategies. Firms may choose to use third party logistics in order to focus on their core competencies. However, firms need to have logistics information systems in place that is compatible with the third party operators in order to fully benefit from their services. REFERENCES Anderson, D. L. Quinn, R. J. 1986, The Role of Transportation in Long Supply Line Just-InTime Logistics Channels , Journal of Business Logistics, vol. 7, no. 1, pp. 68-88. Asif, Z. Mandviwalla, M. 2005, Integrating the Supply Chain with RFID: a Technical and Business Analysis, Communications of the AIS, vol. 15, pp. 393-427. Ballou, R. H. 976, Computer Methods in Transportation-Distribution, Transportation Journal, vol. 16, no. 2, pp. 72-85. Bardi, E. J. , Raghunathan, T. S. Bagchi, P. K. 1994, Logistics information systems: The strategic role of top management, Journal of Business Logistics, vol. 15, no. 1, pp. 7185. Bookbinder, J. H. Dilts, D. M. 1989, Logistics Information Systems in a Just-In-Time Environment , Jo urnal of Business Logistics, vol. 10, no. 1, pp. 50-67. Bowersox, D. J. 1974, Logistics Management: A Systems Integration of Physical Distribution Management and Materials Management, Macmillan Publishing, New York, NY. Chatfield, A. T. Bjorn-Andersen, N. 1997, The impact of IOS-enabled business process change on business outcomes: Transformation of the Value Chain of Japan Airlines, Journal of Management Information Systems, vol. 14, no. 1, pp. 13-40. Closs, D. J. Kefeng, X. 2000, Logistics information technology practice in manufacturing and merchandising firms An international benchmarking study versus world class logistics firms, International Journal of Physical Distribution Logistics Management, vol. 30, no. 10, pp. 869-86. 624 Closs, D. J. , Goldsby, T. J. Clinton, S. R. 1997, Information technology influences on world class logistics capability, International Journal of Physical Distribution Logistics Management, vol. 27, no. 1, pp. 4-17. Das, A. Handfield, R. B. 1997, Just-in-time and logistics in global sourcing: An empirical study, International Journal of Physical Distribution Logistics Management, vol. 27, no. 3/4, pp. 244-59. Dudley, L. Lasserre, P. 1989, Information as a Substitute for Inventories , European Economic Review, vol. 33, no. 1, pp. 67-88. Gomes, R. Mentzer, J. T. 988, A Systems Approach to the Investigation of Just-In-Time , Journal of Business Logistics, vol. 9, no. 2, pp. 71-88. Gorry, G. A. Morton, M. S. S. 1989, A Framework for Management Information Systems, Sloan Management Review, vol. 30, no. 3, pp. 49-61. House, R. G. 1978, Computer Models in Distribution Management, Journal of Business Logistics, vol. 1, no. 1, pp. 129-52. La Londe, B. J. Auker, K. 1973, A Survey of Computer Applications and Pr actices in Transportation and Distribution, International Journal of Physical Distribution, vol. 3, no. 5, pp. 92-301. Langley, C. J. , Carlisle, D. P. , Probst, S. B. , Biggs, D. F. Cail, R. E. 1988, Microcomputers as a Logistics Information Strategy, International Journal of Physical Distribution and Materials Management, vol. 18, no. 6, pp. 11-7. Lewis, I. Talalayevsky, A. 2000, Third-Party Logistics: Leveraging Information Technology , Journal of Business Logistics, vol. 21, no. 2, pp. 173-85. Lieb, R. C. 1992, The use of third-party logistics services by large American manufacturers, Journal of Business Logistics, vol. 13, no. 2, pp. 29-42. Lieb, R. C. Bentz, B. A. 004, The Use of Third-Party Logistics Services by Large American Manufacturers: The 2003 Survey, Transportation Journal, vol. 43, no. 3, pp. 24-33. Novack, R. A. , Rinehart, L. M. Wells, M. V. 1992, Rethinking concept foundations in logistics management, Journal of Business Logistics, vol. 13, no. 2, pp. 233-67. Perry, J. H. 1988, Firm Behavior and Operating Performance in Just-In-Time Logistics Channels , Journal of Business Logistics, vol. 9, no. 1, pp. 19-33. Peters, M. J. , Lieb, R. C. Randall, H. L. 1998, The use of third-party logistics services by European industry, Transport Logistics, vol. , no. 3, pp. 167-79. Porter, M. E. Millar, V. E. 1985, How information gives you competitive advantage, Harvard Business Review, vol. 63, no. 4, pp. 149-60. Rabinovich, E. , Windle, R. , Dresner, M. Corsi, T. 1999, Outsourcing of integrated logistics functions, International Journal of Physical Distribution Logistics Management, vol. 29, no. 6, pp. 353-73. Rogers, D. S. , Daugherty, P. J. Stank, T. P. 1992, Enhancing service responsiveness: the strategic potential of EDI, International Journal of Physical Distribution Logistics Management, vol. 22, no. 8, pp. 15-20. Sauvage, T. 2003, The relationship between technology and logistics third-party providers, International Journal of Physical Distribution Logistics Management, vol. 33, no. 3, pp. 236-53. Schwarz, L. B. Weng, Z. K. 2000, The Design of a JIT Supply Chain: The Effect of Leadtime Uncertainty on Safety Stock , Journal of Business Logistics, vol. 21, no. 2, pp. 231-52. 625 Sink, H. L. Langley, J. C. J. 1997, A managerial framework for the acquisition of third-party logistics services, Journal of Business Logistics, vol. 18, p. 163. Spencer, M. S. , Dale, S. R. Patricia, J. D. 1994, JIT Systems and External Logistics Suppliers, International Journal of Operations Production Management, vol. 14, no. 6, pp. 6074. Spencer, M. S. , Daugherty, P. J. Rogers, D. S. 1996, Logistics support for JIF implementation, International Journal of Production Research, vol. 34, no. 3, pp. 701-14. 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FILLMORE Surname Meaning and Origin

FILLMORE Surname Meaning and Origin The Fillmore surname derives from  the Old English given name, Filmore, meaning very famous, from the  Germanic elements filu, meaning very, and mari, meaning famous. The root more, in many cases, derives from the Anglo-Saxon mra, meaning renowned. The name is also considered by some to have derived from the Old English fille, which means full, fertile, as a name for someone who lived near a lake or a piece of fertile ground. Surname Origin: English Alternate Surname Spellings: PHILLMORE, PHILMORE, FILMORE, FILLMOOR, FILMOOR,FILLMOORE, FILMOORE, FYLMER, FYLMERE, FILLIMOR, FILLIMORE, FILMOUR Where in the World is the FILLMORE Surname Found? The Fillmore surname is most commonly found today in Canada, according to  WorldNames PublicProfiler, especially the provinces of New Brunswick, Nova Scotia and Prince Edward Island. The name is also fairly common in the U.S. states of Utah and Idaho. In the United Kingdom, the name is less popular, but found in greatest numbers across southern England and in Scotland. Surname distribution data from Forebears  also indicates the Fillmore last name is most commonly found in Canada and the United States. It is also somewhat common in South Africa and Australia. In England during the period 1881–1901, Fillmore was most prevalent in Middlesex, followed by Surrey and Kent.   Famous People with the Last Name FILLMORE Millard Fillmore - 13th President of the United StatesCharles Sherlock Fillmore - one of the founders of the Unity ChurchHenry Fillmore - American musician, composer and band leaderCharles J. Fillmore - American linguist, co-inventor of Case Grammar Genealogy Resources for the Surname FILLMORE How to Trace Your Family Tree in England and WalesLearn how to navigate through the wealth of records available for researching family history in England and Wales with this introductory guide. Presidential Surname Meanings and OriginsDo the surnames of U.S. presidents really have more prestige than your average Smith and Jones? While the proliferance of babies named Tyler, Madison, and Monroe may seem to point in that direction, presidential surnames are really just a cross-section of the American melting pot.   Fillmore Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Fillmore family crest or coat of arms for the Fillmore surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male line descendants of the person to whom the coat of arms was originally granted. FamilySearch - FILLMORE GenealogyExplore over 140,000 historical records and lineage-linked family trees posted for the Fillmore surname and its variations on the free FamilySearch website, hosted by the Church of Jesus Christ of Latter-day Saints. Fillmore Family Genealogy ForumSearch this popular genealogy forum for the Fillmore surname to find others who might be researching your ancestors, or post your own Fillmore query. FILLMORE Surname Family Mailing ListsRootsWeb hosts a free mailing list for researchers of the Fillmore surname. Post a query about your own Fillmore ancestors, or search or browse the mailing list archives. DistantCousin.com - FILLMORE Genealogy Family HistoryExplore free databases and genealogy links for the last name Fillmore. The Fillmore Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the popular last name Fillmore from the website of Genealogy Today.- References: Surname Meanings Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967. Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998. Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003. Hanks, Patrick and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989. Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003. Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997. Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997. Back toGlossary of Surname Meanings Origins

Jazz Article Example | Topics and Well Written Essays - 1000 words - 1

Jazz - Article Example Interestingly, even though most true jazz musicians seek to distance themselves from the understanding the jazz is ultimately a form of dance music, society’s perception of jazz continues to be concentric upon the belief that jazz is ultimately an early form of modern dance music. Some various jazz songs could be could be said to incorporate this element where the musicians thought it would be healthier to do something different instead of the ordinary music production (Ferreira, 2012). These songs are Triple Threat, The Crawl, Household of Saud, Prism, Uranus, It could Be, If it was - But it wasn't and Rahssan's Run. This paper will discuss both the intellectual and mental aspect of these songs as performed in a jazz concert. As a function of this level of understanding, it is the hope of this author that the reader will be able to integrate a more firm and complete understanding of jazz within the context of the way in which jazz can ultimately integrate within the musical e xperience and life of the listener. Triple Threat The intellectual aspect of jazz means that people can make connections between a jazz song and liberal arts or sciences (Ferreira, 2012). This song was magnificent in bringing out these elements. The song, accompanied with various instruments, could easily be understood by the audience. The song twisted my brain like an algebraic equation, which almost left me limp and lifeless. The trumpet was the lead instrument in this performance, which appeared to guide the artists. It carried the melody of every tune (Ferreira, 2012). This was an interesting dynamic to note due to the fact that regardless of the musical genre that one seeks to discuss, ultimately a single instrument or a group of instruments will seek to differentiate themselves from the others as a means of providing a firm and solid lead. Oftentimes within classical music this is realized within the lead violin or other instrument. Similarly, within rock ‘n roll this is oftentimes realized with regards to the lead guitar. Invariably, jazz exhibits the same constraints and allows different instruments to perform the lead even within the same song; thereby helping to set jazz apart from the other forms of music that a previously been listed by way of the fact that it is able to integrate and incorporate a number of instruments within any given piece that all can serve as the lead instrument. The saxophone section consisted of 5 players - one baritone sax, two tenors and two altos. Playing uniformly granted them the power to cut through harmony and punches played by the brass sector (Ferreira, 2012). The piano, on the other hand, acted as the rhythm outside the solos. The bass player in this performance did his work well by providing the rhythmic and harmonic foundations. It is of course at this juncture that the listener and/or reader should integrate with an understanding of the supreme importance of the bass player plays within understanding of ja zz music. Whereas the driving rhythm of jazz necessitates the drums and bass both work together in order to define complex beat and rhythm mechanics, the work of the

Buisness Essay Example | Topics and Well Written Essays - 3750 words

Buisness - Essay Example as a template for a business proposal for a new Blackberry accessory company in the UAE, as a benchmark for how best to gain consumer interest and which specific aspects of design should be left out. This new business is described in this report, along with a discussion of the current business environment in the UAE in order to determine whether the new online company, Mobile by Design, can actually be competitive and turn a profit in a growing business climate. There is evidence that there is a high consumer demand not only for Blackberry and other mobile technology products, but a strong e-procurement system is also being developed which will assist in the supply chain needs of the new start-up internet commerce company. With various partnerships, trade show promotions, and print advertisements (amongst other opportunities for promotion), Mobile by Design intends to corner the UAE market in the sale of these devices. The promotional and consumer segmenting plans for this new busine ss are described in this paper. Two online companies selling different consumer merchandise were compared and contrasted in order to determine whether they were designed and launched according to web site design principles. These two e-commerce websites are Musicroom.com and Amazon.co.uk. Musicroom is an online company selling to specific niche markets in the music industry, with their products ranging from music sheets to musical instruments, as well as various CDs and DVDs associated with the music industry. Amazon.co.uk is a conglomerate online organisation selling everything from bedding sheets to bulk food products and services not only the UK, but the whole of the Amazon.com company services a multi-national consumer audience. Musicroom.com utilises very eye-catching graphics on the company’s home page, using a blend of different, vibrant yellows, reds and blues in order to enhance the users’ visual perception of the company and its website design. Seigel (2005) offers that

Effectiveness Of Employee Empowerment

Effectiveness Of Employee Empowerment Introduction: In such a competitive environment, the organizations have to continuously provide quality products, better services and need to bring innovation to stay in the business and generate profits. To conduct such activities, efficient and empowered employees are essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). In the past, the authority was not delegated to the employees and it centered on the managers who were responsible for making all the decisions in the interest of the organizations. This had limited the creativity to show up since the employees were not able to express or share their ideas. Empowerment in the recent years has been considered as the most important factor that contributes to the success of the organization. The creative energy and potentials of employees benefits the shareholders, suppliers and customers as well (Gandz 1990; Appelbaum, HÃ ©bert, Leroux, 1999). Empowerment means delegation of decision making authority when there is a need to take action which is important for both the managers and employees. Following are the main reasons for practicing empowerment in the organization: It provides fast solutions to business problems It provides growth opportunities for employees It helps in lowering organizational cost Employees benefit from empowerment because they have more responsibility in their jobs. Employee empowerment increases the level of employee involvement and therefore creates a deeper sense of satisfaction and higher levels of motivation. The style of management is changing as the managers are now being considered as the coach, advisors or facilitators. The decision making has been shifted down to the lowest level of the organization. According to Rob and Margret brown, empowerment isnt just a matter of delegating job authority to the job-holders. It means that everyone can take action to enhance his or her work, either in personal or organizational terms. Instead of the traditional bureaucracy, with its emphasis on control, standardization and obedience, Brown-blessed empowerment can only thrive in the liberated surround of innovation, flexibility, commitment, zero defects and continuous improvement. Effectiveness of Employee Empowerment: Employee Empowerment can only be effective when management clearly defines the achievable goals and accountability standards. The management should provide employees with the resources such as time, money, training and relevant and factual information which is supported by the upper and lower management. The benefits of empowerment can be substantial for the organization but it doesnt come without costs. If this approach is not properly implemented, it can cause many problems such as bad decisions taken by the employees who are not well-trained, conflict arising between team members reducing the team innovativeness and performance of the employees (Henderson and Lee; Davenport ) and high training costs to successfully operate in the empowered environment. There are also numerous benefits that are associated with empowerment such as enhanced creativity resulting in increased performance, making cross functional teams of diverse work group for sharing and developing innovative ideas and increased customer service quality by letting them solving the customer problems on their own without waiting for the managerial approval (Shrednick et al., [26]). Hence we can assume that empowerment is a skill and can be learned. Effective management teams must have a firm grasp on the latest business techniques as well as an understanding of the importance of human potential and high self-esteem. Empowerment is a total commitment to doing business in a productive and positive manner. The famous researcher John R. Drew proposed Seven Steps to Empowerment. According to him empowerment can be achieved by creating champions, involving people in planning the change, creating team leaders, educating the workforce, changing the support system, practicing consensus decision making and involving people in strategic and tactical planning. A lot of research has been conducted on empowerment in the last decade to fully understand its impact on the performance of employees and how it effects the organization as a whole. An organization must understand its compatibility with the organization system since its effect varies from organization to organization. The approach is dependent on the organizational structure, its system, its culture, skilled workforce and the attitude of top management toward the change. Before the organizations move to the empowerment approach, they must critically analyze what empowerment basically is and how its different from the traditional approach. Empowerment encourages information sharing with front-line workers, rewards based on organizational performance, employee training, and employee involvement in management decision making (Bowen and Lawler). Most of the researches indicate that the empowerment must be nurtured and supported by the other factors which trigger its effect and produces positive results for the organization such as Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem. Theories and practices of empowerment: There has been a lack of theoretical and empirical work being done on practices of empowerment. The term empowerment being used in the business organizations is not clearly defined since it is difficult to understand what the writer is referring to when he uses the term empowerment. Broadly there are two main approaches that are widely used to understand the concept. Following Conger and Kanungo(1988) and Thomas and Velthouse (1990), spreitzer (1992) refers to these as a psychological and relational perspectives. Psychological perspective on employee empowerment: The first approach to study empowerment focuses on the concept that empowerment depends on the perception of employees. If they believe that they are empowered, then they will tend to work with more autonomy ( Spreitzer 1992). Conger and Kanungo(1988), and Thomas and Velthouse(1990) and spreitzer (1992) imply that an employee is psychologically empowered when (a) he/she finds meaning in his/her role involvement (b) feels efficacious with his/her ability and capacity to perform (c ) has a sense of determination to achieve a desired outcome with his/her role and (d) believes that he/she has control over desired outcomes meaning they have an impact on the large environment. The relational perspective of empowerment: The second approach focuses on the concept that how sharing of power is affected by the organizational structures and its cultures. It deals with the organizational structure and culture that it should be designed in such a way that creates an environment to facilitate the empowerment of its members (Bowen and Lawler 1992, Byham and Cox 1998, Jaffe and Scott 1991). Apart from these approaches, different theories on empowerment were presented by different theorists having opposite view points. Some theorists argue that there should be a relatively uniform understanding of empowerment and they were in the favor of implementing standardized programs (Rumelt 1974; Denhardt 1984; Wallace 1992; Balk, 1996). On the contrary, other theorists were of the view that empowerment is individually, contextually and variably defined (Zimmerman 1995; Quinn and Spreitzer 1997; Foster-Fishman et al. 1998). These researchers think that there exists a wide range of empowerment varying from person to person even in the same work setting, although both the viewpoints were in favor of empowerment. Each viewpoint is based on the same assumption that employees value empowerment and by exercising empowerment, they can give better outcomes, increased efficiency and performance, increased job satisfaction, and consistent ethical behavior. Objectives and significance of study: A lot of conceptual research has been done on empowerment but there is a need of studying the effect of these 5 factors and get a more generalizable result. The main purpose of this research is to explore the relationship between these variables (i.e. Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem) and empowerment of front-line employees of Mobilink Company in Islamabad. We will then further investigate the impact of empowerment on employee performance. Although these relationships have been explored in the Western environment, we will be investigating these relationships in the Asian environment to explore if the results differ in any way or the hypothesis we have created shows the positive results. Following are the main objectives of this research: To understand the core concepts of Empowerment and performance To identify the variables and investigate the relationship between these variables and employee empowerment To explore the overall impact of empowerment on the performance of Mobilink employees. Problem statement The problem statement of our research paper is to study the impact of empowerment being nurtured by the other factors such as Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem on the performance of Mobilink employees. REVIEW OF RELATED LITERATURE Sanjay Menon and Clarkson (2001) have tried to explain the psychological approach to employee empowerment in this article. It was developed based on the principal that the psychological experience underlies feelings of empowerment. This article extends existing perspectives of empowerment by integrating the empowering effect of valued goals, such as those provided by transformational leadership. In addition to the two traditional facets of perceptions of control over the work environment and the perception of self efficacy or competence, internalization of goals was also identified as a major component of psychological experience of empowerment. They have also mentioned the implications of defining empowerment as a psychological state and the need of multiple measures of empowerment. They also recognize empowerment as one of the most important strategic tool to motivate employee if the organization are concerned with growth of their employees. (Employee Empowerment: An Integrative Ps ychological Approach) John Peter, Patricia Byrnes, Do-Lim Choi, Frank Fagan and Randy Miller (2002) have discussed that the empowerment of public employees is an important mediating step in improving public organizational outcomes, yet such a relationship depends on an assumption that employees value what is offered as empowerment. The empowerment is multidimensional. Survey was carried out to know the opinion of employees regarding empowerment. Employees or Street-Level Bureaucrats were in favor of empowerment because they believe that their skills will improve, they will be able to perform job effectively, they can save a lot of time and they will be able to improve their decision making skills. Empowerment programs consider what each individual employee values. (Dimensions and Patterns in Employee Empowerment: Assessing What Matters to Street-Level Bureaucrats by John Peter, Patricia Byrnes, Do-Lim Choi, Frank Fagan and Randy Miller published in 2002) Logan and Daniel C. Ganster (2007) report the result of randomized field experiment that tested the effects of an empowerment intervention among unit managers of large trucking company in this article. The intervention has designed to increase participants beliefs in their personal control and self-efficacy with regard to key aspects of their jobs. Individuals who managed geographically dispersed profit centers were randomly assigned to either an intervention group (N=38) or a no-treatment control group (N=30).the intervention significantly increased perceptions of maintenance control and impact at four months after the intervention, but only for managers who felt that their supervisors were supportive. The intervention also improved archival measures of unit performance and affected work attitudes (depending upon the level of perceived supervisory support). The data point out the key role that perceived supervisor social support plays when implementing such organizational change int erventions.(The Effects Of Empowerment On Attitudes And Performance: The Role of Social Support and Empowerment Beliefs) Butts, Mike (2004) argues in this article that most of the employees feel frustrated and completely ineffective because of lack of employee empowerment. According to the author, most of the time your manager asks you to do a certain project with full responsibility and when the time comes to implement your strategic plans and action plan, your manager doesnt support you and your higher-ups dont give you authority to bring some positive changes or to make some effective decisions. At the end, when the project fails, they ask you that why your performance has not improved. So in simple words, you cannot give someone the responsibility for a job without giving them the means and authority to bring about needed changes. (Command performance: empowerment is the catalyst for positive corporate changes By Butts, Mike Publication: Prosales Date: Wednesday, December 1 2004) Gaynor Borade (2008) discusses about the importance of employee empowerment and how it can be implemented in an organization. Employee empowerment can be attempted via dedicated virtual courses, special employee empowerment workshops by management gurus, dedicated books and articles and even software packages. It can only work if the management team believes in it. The implementation of employee empowerment involves managers willing to give up control in certain areas of work production. The writer argues that the traditional bureaucracy and the age old emphasis on control and standardization are now things of the past. The new vistas involve innovation, flexibility and commitment and consistent improvement. (Employee Empowerment by Gaynor Borade Published: 2/23/2008) Cheryl (2007) enlightens its readers with his view that the most important asset that any company will ever have is its employees. Employees are the backbone of the organizational hierarchy, allowing the employees to accomplish organizational goals by giving them some decision-making ability is the way to enhance the growth and performance of todays organizations. Empowerment is a process that is adapted through a course of time and gradually, almost effortlessly, comes together. So in this article, the writer explains that how managers assure the employees that empowerment is not only in their own best interest but also for the organization as a whole. (Employee Empowerment: Organizations Must Take Active Roles by Cheryl, published Sep 26, 2007) Susan M. Heathfield basically tries to pinpoint the fact that if employee empowerment is such a powerful tool into accomplishing word, better work more efficiency then why does it fail. It then takes a look at 5 reasons why employee empowerment fails such as managers pay lip service to empowerment but do not really believe in its power, they fail to provide easy access to the information and training to the staff to make decisions, they fail to establish boundaries for empowerment, have defined the decision making authority and boundaries with staff but then micromanage the work of employees and lastly the managers fail to appraise or appreciate the employees for their hard work.(Five More Reasons Employee Empowerment Fails by Susan M. Heathfield) Robert Bacal (2004) basically answers to a question of a manager who is finding it hard to implement empowerment as the employees themselves are hesitant to take an initiative and in the answer to the query tells the manager that empowerment just does not mean treating the employee like a guest as the employees tend to get used to the traditional hierarchy of the firm and thus resist the opportunity(empowerment) and in order to empower employees in the real sense steps such as clearly defining what empowerment criteria you have set what you actually mean by it and clarifying the goals of the firm , effective routing of information in the firm, clear process for input of decision making, management consistency i.e. not necessarily blindly following each decision but over-ruling it with tactics so that the spirit of empowerment is not hurt and skill development that is providing the necessary tools to extract ones ability to benefit from it, and a stable and respectful workplace histor y which will give confidence to employees to work with confidence and no hesitance otherwise a bad track record will just suppress the ability to participate freely. (Empowering Employees Can Yield Unexpected Conflict and Resistance! By Robert Bacal published in 2004) Peter Grazier (1998) discusses the benefits associated with the employee empowerment in his article that how it helps a company to reduce its expenses or costs occurring due to Absenteeism and turnover. The author further describes that due to employee empowerment, Absenteeism and turnover goes down, safety assurance and employee performance gets better and the company obtains other associated benefits as well. (Quantifying the Soft Costs of Empowering Employees by Peter Grazier Originally published in EI Network on April 1, 1998) Susan M. Heathfield has defined employee empowerment in her article as the process of enabling or authorizing an individual to think, behaves, take action, and control work and decision making in autonomous ways. She has also discussed the main problem regarding employee empowerment that most organizations experience. They think that the manager bestows empowerment on the people who report to him rather than thinking that each employee should work in empowered ways. Lastly, the author argues that the organizations should create such environment that helps boost the ability of employees to act in empowered ways. (Employee empowerment by Susan M. Heathfield) Theoretical framewor And hypothesis The theme of this research is to shed the light on the empowerment as a core concept and a major factor in this study and to investigate the impact of some antecedent factors including (autonomy, creativity, level of communication between managers and employees, competency and self esteem) on the degree of employee empowerment and then to research the impact of empowerment on employee performance as illustrated in the following framework. Identification of variables: Dependant variable: Performance of employees Independent variables: Employee empowerment Autonomy Creativity Level of communication between managers and employees Self esteem Competency Network of Associations Positive relationship between autonomy and employee empowerment Positive relationship between employee empowerment and performance Positive relationship between creativity and employee empowerment. Positive relationship between self esteem and employee empowerment Positive relationship between understanding between managers and employees and employee empowerment Positive relationship between competency of employees and employee empowerment. Justification of relationships: Employees having more autonomy are more empowered to make decisions. This shows that relationship between autonomy and empowerment is positive. There is a positive relation between employee empowerment and performance. With the increase in empowerment, performance of employees will increase. Creativity and empowerment has also a positive relation. If employees are more creative, they will do their work with more freedom and bring innovation to the work. Positive relation exists between self esteem and empowerment of employees. If employees are having a high level of self confidence, they will definitely make right decisions. If there is a good understanding between managers and employees, employees will feel more comfortable in doing work with them and it will effect the performance of employees in a positive way. If employees are more competent or capable enough, they will exercise empowerment and will show high level of performance. After developing a theoretical framework of above mentioned variables, we will develop hypothesis of each variable. We will then test these hypotheses to check whether these factors are the primary ones that influence employee empowerment and ultimately this leads to increased performance of employees. Autonomy Autonomy is defined as the state of independence one has to take decisions without the consent of others. Autonomy can play a major role to increase the job satisfaction of employees and they show more involvement in their work, thus creating a competitive edge for the firm. In our study we will focus at the autonomy of each individual within an organization and how it will lead to empowerment being exercised by the employees and to what extent it is effective in increasing their performance. White (1986) found that certain strategies that require high levels of control produce better results with low rather than with high autonomy. So, along with affecting people at their jobs, autonomy is also related to many variables crucial to organizational effectiveness (Brock 2003). Empowerment and autonomy are not interchangeable but rather autonomy enhances the degree of empowerment among employees. It helps in lowering the turnover rate and level of absenteeism in an organization and promotes quality work. Hypothesis: H 1: The higher the level of autonomy given to service employees, the higher the level of empowerment they would exercise. Creativity As defined by the Webster dictionary Creativity is marked by the ability or power to create to bring into existence, to invest with a new form, to produce through imaginative skill, to make or bring into existence something new. It can also be defined as the ability to use different modes of thought to generate new and dynamic ideas and solutions (Carnevale, Gainer, and Meltzer). Creative thinking involves imagining familiar things in a new light, digging below the surface to find previously undetected patterns, and finding connections among unrelated phenomena (Roger von Oech). Creativity and employee empowerment have complementary relationship. Employees should be empowered to take decisions and this leads to the opportunity of being creative. Creativity facilitates the employees to show the expressions of commitment, courage, to take decisions, more involvement in their jobs, risk taking and using their imagination for the success of the organization. Innovative employees show more productivity as compare to those who are happy in doing their boring routine work because creative people are curious, self confident, optimistic, flexible, visionary and have a good sense of humor . Creativity and empowerment are believed to result from comparable organizational factors. For example, creativity is enhanced by freedom of information and relaxation of conditioned thinking. Empowerment results from open communication and network building, access to decision making and control of resources are empowering. Providing resources and support and encouraging the solution of unstructured problems enhance creativity. Low levels of supervision, participation in goal setting, and the establishment of challenging work goals foster creativity, while participation, expanded awareness, and being attuned to organizational goals empower individuals. Hypothesis: H 2: The higher the level of creativity shown by the employees, the higher the level of empowerment they will exercise. Level of Communication between managers and employees There is an often saying that The only thing constant in the World is Change. With the advancement in technology and rapidly changing environment, the methods of communication are also changing and the organizations are expecting more productivity from its employees due to increased efficiency and effectiveness of communication process within the firm. There is a definite relationship of communication between managers and employees with empowerment. More authority the manager gives to its employees, the higher the level of performance will be shown by them. Open communication between managers and employees is essential and must be practiced in the organizations since it reduces stress and removes ambiguity. Open communication flatten your organization, reduces the hierarchal levels and decentralizes the authority which creates more empowered environment. Hence Empowerment in business means knowing how to humanize the work environment so management and employees work together to enhance productivity and achieve greater personal and professional success. HYPOTHESIS: H 3: The higher the level of communication between managers and employees, the higher the level of empowerment they would exercise. Self esteem Self esteem is defined as the opinion you have about your self or how much confident you are about yourself. Some employees may have low self esteem and some may have high self esteem. Employees with high self esteem tend to show more positive response towards their work and environment and this confidence motivates them to takes decisions on their own. Since they believe in their self, this results in more productivity or output. This effects the organization as whole and leads to success. Negative thoughts about one self can be demotivating and one can easily give up or loose hope. They start depending on others and are not able to decide on their own. In a CNN interview, Robert Wagner on Larry King 2002 was asked the following question: What is the most important thing for a person starting out on the road to success? I would tell them the most important thing is to work on your self esteem, thats the best advice I can give An empowered company begins with self-empowerment. Owners and managers cannot empower others to perform their best until they are empowered themselves. Empowered management begins by hiring leaders who possess healthy self-esteem, superior people skills, and the willingness to share expertise to bring out the best in employees. Promoting and maintaining consistently high self-esteem in managers and employees is a vital ingredient to a highly empowered workforce. High self-esteem within the company is achieved by encouraging creativity, individuality, problem solving, and an open and honest exchange of ideas among all the employees in a non-threatening environment. The opposite of an empowered workforce is one composed of negativity, low morale, and a distrust of management. An unempowered workforce is an unproductive workforce. Managers and workers have the basic need to feel they are contributing and making a difference. Employees who consistently feel enthusiastic about what they are doing, do a good job. In our study, we will be looking at the relationship of self-esteem and empowerment and how it promotes an employee to work in a decentralized organization causing employees to be empowered in many ways. Hypothesis: H 4: The high level of self esteem in employees, the higher the level of empowerment they will practice. Competency Competency means an individuals conviction or confidence in his or her ability or effectiveness in accomplishing the performance requirements of a task. To delegate the employees, the managers must provide them with the necessary knowledge, enhance their skills and try to make them feel competent. A Competent person seeks opportunities to increase personal contribution and level of responsibility; Supports and respects the individuality of others and recognizes the benefits of diversity of ideas and approaches; Delegates and empowers others to increase contribution and level of responsibility; Facilitates team goal setting and problem solving; Recognizes differences between individuals, cultures and teams and provides developmental feedback in accordance with performance management principles; Identifies competencies required and suitable resources for specific tasks; Displays personal interest in the well-being of colleagues; Able to manage own time as well as time of colleagues and other stakeholders; and Manages conflict through a participatory approach. In the different researches and studies of employee empowerment, such as one carried out by Erickson et al, revealed that employee empowerment is said to occur when the management and employers pursue goals of both personal as well as professional growth for their employees. For example the senior managers and leaders within the organizations can assist their employees in enhancing their capabilities, in turn enhancing their potential to fully utilize their capabilities. Hypothesis: H 5: The level of Empowerment will be high for those employees who have the capability or the necessary skill or knowledge to take decisions. Now that we had clarified how each of the previous variables (Autonomy, Creativity , Level of Communication between managers and employees, self-esteem and competency) affects and contributes to the adaptation of an empowerment culture, the following section is dedicated to verifying the relation between employee empowerment and the job performance concepts. Performance Simple, some people say. Performance is getting the job done. Producing the result that you aimed at, nothing else matters. There are no prizes for coming second. [reference] Performance is basically the level of output shown by an employee. The level of performance (high or low) varies from person to person. Some employees may produce good results and some may show poor performance. Managers consistently check the performance of employees to ensure that goals are consistently being met in an effective and efficient manner. There is a deep connection between employee performance and employee empowerment which is based on two things. The first main thing is the goal setting. If the employee understands his job or work well and know how it will effect the organization, he will take those decisions that will benefit the company for long-term. Second, empowerment implies accountability, along with the freedom to make decisions. It helps to create that accountability for results and the outcomes of decisions the employee makes through ongoing communication, and of course, the performance review process. Intellectual capital of a staff can be distinctive competence of a company. Firms that motivate their employees to make creative decisions and being open to experience (always ready to take risks) are more likely to achieve success. The most efficient and effective way to increase the performance of employees is to empower them as it gives authority to workers to make prospective decisions. This delegation of authority increases job satisfaction and sense of responsibility (Marshall, Talbott Bukovinsky 2006) Empowerment is the most important practice which has a greater effect on the performance of employees in an organization. Progressive Productive firms are profitable, effective, adaptive and proactive towards changing environment