Wednesday, September 18, 2019
Chemical Basis of Life :: essays research papers
Chapter 4 The Chemical Basis of Life Introduction †¢Ã‚     Your body is an elaborate chemical system. †¢Ã‚     Chemical signals between brain less enable your mind to understand what you see. †¢Ã‚     You nourish those cells with chemicals that are obtained from food. †¢Ã‚     Life is all about chemicals and how they interact Concept 4.1 Life requires about 25 chemical elements Elements †¢Ã‚     Humans and other organisms are examples of matter. Matter: Anything that occupies space and has mass. (Physical things) †¢Ã‚     The various forms of matter are composed of one or more chemical elements. Element: A pure substance that cannot be broken down into smaller substances by chemical means †¢Ã‚     There are 25 elements are essential to life. Four of these elements are Oxygen (O), Carbon (C), Hydrogen (H), and Nitrogen (N). These make up about 96% of the living matter in your body. Calcium (CA), Phosphorus (P), Potassium (K), sulfur (S), and a few other elements account for most of the remaining 4%. Trace Elements: elements that make up less that 0.01 percent of your body mass are nevertheless critical to your health. Compounds †¢Ã‚     Most elements can interact with other elements forming complex types of matter called compounds. Compound: A substance containing two or more elements that are chemically combined in a fixed ratio. †¢Ã‚     Compounds properties may differ greatly from those of its components. †¢Ã‚     Though simple compounds like sodium chloride and water play important roles in living things, most compounds found in organisms are more complex, containing at least three or four elements. Concept 4.2 Chemical properties are based on the structure of atoms. †¢Ã‚     Different elements have different properties. †¢Ã‚     Some are solid metal at room temperature, some are invisible gases, some elements readily react with other elements, whiles others hardly react at all. †¢Ã‚     These properties affect the roles that different elements play in biological processes. This section describes how an elements properties to its structure. Atoms †¢Ã‚     Each element consists of a single kind of atom that is different from the atoms of all other elements. †¢Ã‚     Atom- gets its name from the Greek word atomos, meaning â€Å"indivisible†is the smallest possible â€Å"Pierce†â€â€it would take more than tree million carbon atoms to stretch across the period printed at the end of this sentence. †¢Ã‚     Atoms are all elements are made up of even smaller components called subatomic particles. Proton: Is a subatomic particle with a single unit of positive electrical charge. Electron: is a subatomic particle with a unit of negative charge. Neutron: is electrically neutral. Nucleus: is the center of an atom. It is made up of tightly packed protons and neutrons. †¢Ã‚     Electrons, which have much less mass than neutrons and protons continually, move about the outside of the nucleus at great speed. Chemical Basis of Life :: essays research papers Chapter 4 The Chemical Basis of Life Introduction †¢Ã‚     Your body is an elaborate chemical system. †¢Ã‚     Chemical signals between brain less enable your mind to understand what you see. †¢Ã‚     You nourish those cells with chemicals that are obtained from food. †¢Ã‚     Life is all about chemicals and how they interact Concept 4.1 Life requires about 25 chemical elements Elements †¢Ã‚     Humans and other organisms are examples of matter. Matter: Anything that occupies space and has mass. (Physical things) †¢Ã‚     The various forms of matter are composed of one or more chemical elements. Element: A pure substance that cannot be broken down into smaller substances by chemical means †¢Ã‚     There are 25 elements are essential to life. Four of these elements are Oxygen (O), Carbon (C), Hydrogen (H), and Nitrogen (N). These make up about 96% of the living matter in your body. Calcium (CA), Phosphorus (P), Potassium (K), sulfur (S), and a few other elements account for most of the remaining 4%. Trace Elements: elements that make up less that 0.01 percent of your body mass are nevertheless critical to your health. Compounds †¢Ã‚     Most elements can interact with other elements forming complex types of matter called compounds. Compound: A substance containing two or more elements that are chemically combined in a fixed ratio. †¢Ã‚     Compounds properties may differ greatly from those of its components. †¢Ã‚     Though simple compounds like sodium chloride and water play important roles in living things, most compounds found in organisms are more complex, containing at least three or four elements. Concept 4.2 Chemical properties are based on the structure of atoms. †¢Ã‚     Different elements have different properties. †¢Ã‚     Some are solid metal at room temperature, some are invisible gases, some elements readily react with other elements, whiles others hardly react at all. †¢Ã‚     These properties affect the roles that different elements play in biological processes. This section describes how an elements properties to its structure. Atoms †¢Ã‚     Each element consists of a single kind of atom that is different from the atoms of all other elements. †¢Ã‚     Atom- gets its name from the Greek word atomos, meaning â€Å"indivisible†is the smallest possible â€Å"Pierce†â€â€it would take more than tree million carbon atoms to stretch across the period printed at the end of this sentence. †¢Ã‚     Atoms are all elements are made up of even smaller components called subatomic particles. Proton: Is a subatomic particle with a single unit of positive electrical charge. Electron: is a subatomic particle with a unit of negative charge. Neutron: is electrically neutral. Nucleus: is the center of an atom. It is made up of tightly packed protons and neutrons. †¢Ã‚     Electrons, which have much less mass than neutrons and protons continually, move about the outside of the nucleus at great speed.
Tuesday, September 17, 2019
Successful Entrepreneur
Steve Jobs is one of the most successful entrepreneurs and was listed as Fortune Magazine’s Number One most powerful businessman of 2007 out of twenty-five other top businessmen. He is the co-founder, chairman and CEO of Apple Inc. and was the CEO of Pixar Animation Studios until it was acquired by the Walt Disney Company in 2006. Steve Jobs is currently the Walt Disney Company’s largest shareholder and a member of its Board of Directors. He is considered a leading figure in both the computer and entertainment industries. He is also widely credited as the inventor of the Macintosh, the iPod, the iTunes Store, and the iPhone, among other things. His history in business has contributed greatly to the myths of the quirky, individualistic Silicon Valley entrepreneur, emphasizing the importance of design while understanding the crucial role aesthetics play in public appeal. His work driving forward the development of products that are both functional and elegant has earned him a devoted and popular following. Steve Jobs passion was always technology from a young age, so he took his first job at Atari Inc. hich was a leading manufacturer of video games. He struck up a friendship with fellow designer Steve Wozniak. Steve and Steve developed a system with a toy whistle which made it possible to make free long distance telephone calls. Together with Apple co-founder Steve Wozniak, Steve Jobs helped popularize the personal computer in the late ‘70s, and in the early ‘80s. After losing a power struggle with the board of directors in 1985, Steve Jobs resigned from Apple and founded NEXT, a computer platform development company specializing in the higher education and business markets. NeXT’s subsequent 1997 buyout by Apple brought Steve back to the company he co-founded, and he has served as its chief executive officer since his return. A true example of a successful entrepreneur who strived with his passion to be the best. Life story of Steve Paul Jobs :- Steve Paul Jobs, was an orphan adopted by Paul and Clara Jobs of Mountain View, California in 24th February 1955. Jobs was not happy at school in Mountain View so the family moved to Los Altos, California, where Steven attended Homestead High School. His electronics teacher at Homestead High, Hohn McCollum. After school, Jobs attended lectures at the Hewlett-Packard electronics firm in Palo Alto, California. There he was hired as a summer employee. Another employee at Hewlett-Packard was Stephen Wozniak a recent dropout from the University of California at Berkeley. An engineering whiz with a passion for inventing electronic gadgets, Wozniak at that time was perfecting his â€Å"blue box,†an illegal pocket-size telephone attachment that would allow the user to make free long-distance calls. Jobs helped Wozniak sell a number of the devices to customers. In 1972 Jobs graduated from high school and register at Reed College in Portland, Oregon. After dropping out of Reed after one semester, he hung around campus for a year, taking classes in philosophy and immersing himself in the counterculture. Early in 1974 Jobs took a job as a video game designer at Atari, Inc. , a pioneer in electronic arcade recreation. After several months working, he saved enough money to adventure on a trip to India where he traveled in search of spiritual enlightenment in the company of Dan Kottke, a friend from Reed College. In autumn of 1974, Jobs returned to California and began attending meetings of Wozniak's â€Å"Homebrew Computer Club. †Wozniak, like most of the club's members, was content with the joy of electronics creation. Jobs was not interested in creating electronics and was nowhere near as good an engineer as Woz. He had his eye on marketability of electronic products and persuaded Wozniak to work with him toward building a personal computer. Wozniak and Jobs designed the Apple I computer in Jobs's bedroom and they built the prototype in the Jobs' garage. Jobs showed the machine to a local electronics equipment retailer, who ordered twenty-five. Jobs received marketing advice from a friend, who was a retired CEO from Intel, and he helped them with marketing strategies for selling their new product. Jobs and Wozniak had great inspiration in starting a computer company that would produce and sell computers. To start this company they sold their most valuable possessions. Jobs sold his Volkswagen micro-bus and Wozniak sold his Hewlett-Packard scientific calculator, which raised $1,300 to start their new company. With that capital base and credit begged from local electronics suppliers, they set up their first production line. Jobs encouraged Wozniak quit his job at Hewlett-Packard to become the vice president in charge of research and development of the new enterprise. And he did quit his job to become vice president. Jobs came up with the name of their new company Apple in memory of a happy summer he had spent as an orchard worker in Oregon. Apple Company and Steve Jobs : Jobs and Wozniak put together their first computer, called the Apple I. They marketed it in 1976 at a price of $666. The Apple I was the first single-board computer with built-in video interface, and on-board ROM, which told the machine how to load other programs from an external source. Jobs was marketing the Apple I at hobbyists like members of the Homebrew Computer Club who could now perform their own operations on their personal computers. Jobs and Wozniak managed to earn $774,000 from the sales of the Apple I. The following year, Jobs and Wozniak developed the general purpose Apple II. The design of the Apple II did not depart from Apple I's simplistic and compactness design. The Apple II was the Volkswagon of computers. The Apple II had built-in circuitry allowing it to interface directly to a color video monitor. Jobs encouraged independent programmers to invent applications for Apple II. The result was a library of some 16,000 software programs. For the Apple II computer to compete against IBM, Jobs needed better marketing skills. To increase his marketing edge he brought Regis McKenna and Nolan Bushnell into the company. McKenna was the foremost public relations man in the Silicon Valley. Nolan Bushnell was Jobs's former supervisor at Atari. Bushnell put Jobs in touch with Don Valentine, a venture capitalist, who told Markkula, the former marketing manager at Intel, that Apple was worth looking into. Buying into Apple with an investment variously estimated between $91,000 and $250,000, Markkula became chairman of the company in May 1977. The following month Michael Scott, who was director of manufacturing at Semi-Conductor Inc. , became president of Apple. Through Markkula, Apple accumulated a line of credit with the Bank of America and $600,000 in venture capital from the Rockefellers and Arthur Roch. Quickly setting the standard in personal computers, the Apple II had earnings of $139,000,000 within three years, a growth of 700 percent. Impressed with that growth, and a trend indicating an additional worth of 35 to 40 percent, the cautious underwriting firm of Hambrecht & Quist in cooperation with Wall Street's prestigious Morgan Stanley, Inc. , took Apple public in 1980. The underwriters price of $22 per share went up to $29 the first day of trading, bringing the market value of Apple to $1. 2 billion. In 1982 Apple had sales of $583,000,000 up 74 percent from 1981. Its net earnings were $1. 6 a share, up 55 percent, and as of December 1982, the company's stock was selling for approximately $30 a share. Over the past seven years of Apple's creation, Jobs had created a strong productive company with a growth curve like a straight line North with no serious competitors. From 1978 to 1983, its compound growth rate was over 150% a year. Then IBM muscled into the personal computer business. Two years after introducing its PC, IBM passed Apple in dollar sales of the machines. IBM's dominance had made its operating system an industry standard which was not compatible with Apple's products. Jobs knew in order to compete with IBM, he would have to make the Apple compatible with IBM computers and needed to introduce new computers that could be marketed in the business world which IBM controlled. To help him market these new computers Jobs recruited John Sculley from Pesi Cola for a position as president at Apple. Jobs enticed Scully to Apple with a challenge: â€Å"If you stay at Pepsi, five years from now all you'll have accomplished is selling a lot more sugar water to kids. If you come to Apple you can change the world. Jobs in 1981 introduced the Apple III, which had never fully recovered from its traumatic introduction, because Apple had to recall the first 14,000 units to remedy design flaws, and then had trouble selling the re-engineered version. Another Apple failure was the mouse-controlled Lisa, announced to stockholders in 1983. It should have been a world beater, because Lisa was the first personal computer controlled by a mouse which made it have a user-friendly interface, but had an un-friendly price of $10,000. The worst thing about Apple's development of computers was they lacked coherence. Each of Apple's three computers used a separate operating system. Jobs designed the Macintosh to compete with the PC and, in turn, make Apple's new products a success. In an effort to revitalize the company and prevent it from falling victim to corporate bureaucracy, Jobs launched a campaign to bring back the values and entrepreneurial spirit that characterized Apple in its garage shop days. In developing the Macintosh, he tried to re-create an atmosphere in which the computer industry's highly individualistic, talented, and often eccentric software and hardware designers could flourish. The Macintosh had 128K of memory, twice that of the PC, and the memory could be expandable up to192K. The Mac's 32-bit microprocessor did more things and out performed the PC's 16-bit microprocessor. The larger concern of management concerning the Macintosh was not IBM compatible. This caused an uphill fight for Apple in trying to sell Macintosh to big corporations that where IBM territory. â€Å"We have thought about this very hard and it old be easy for us to come out with an IBM look-alike product, and put the Apple logo on it, and sell a lot of Apples. Our earning per share would go up and our stock holders would be happy, but we think that would be the wrong thing to do,†says Jobs. The strengths of Macintosh design was not memory, power, or manipulative ability, but friendliness, flexibility, and adaptability to perform creative work. The Macintosh held the moments possibility that computer technology would evolve beyond the mindless crunching of numbers for legions of corporate bean-counters. As the print campaign claimed, the Macintosh was the computer â€Å"for the rest of us. †The strategy Jobs used to introduce the Macintosh in 1984 was radical. The Macintosh, with all its apparent vulnerability, was a revolutionary act infused with altruism, a technological bomb-throwing. When the machine was introduced to the public on Super Bowl Sunday it was, as Apple Chairman Steve Jobs described it, â€Å"kind of like watching the gladiator going into the arena and saying, ‘Here it is. †The commercial had a young woman athlete being chased by faceless storm-troopers who raced past hundreds of vacant eyed workers and hurled a sledgehammer into the image of a menacing voice. A transcendent blast. Then a calm, cultivated speaker assured the astonished multitudes that 1984 would not be like 1984. Macintosh had entered the arena. That week, countless newspapers and magazines ran stories with titles like â€Å"What were you doing when the ‘1984' commercial ran? †Jobs' invocation of the gladiator image is not incidental here. Throughout the development of the Macintosh, he had fanned the fervor of the design team by characterizing them as brilliant, committed marhinals. He repeatedly clothed both public and private statements about the machine in revolutionary, sometimes violent imagery, first encouraging his compatriots to see themselves as outlaws, and then target the audience to imagine themselves as revolutionaries. Jobs, like all those who worked on the project, saw the Macintosh as something that would change the world. Jobs described his Macintosh developing team as souls who were â€Å"well grounded in the philosophical traditions of the last 100 years and the sociological traditions of the 60's. The Macintosh team pursued their project through grueling hours and against formidable odds. A reporter who interviewed the team wrote: â€Å"The machine's development was, in turn, traumatic, joyful, grueling, lunatic, rewarding and ultimately the major event in the lives of almost everyone involved†. The image Jobs wanted the public to have of the Macintosh was young, wears blue jeans, and lives in an 80's version of the 60's counterculture. Macintosh was impatient, uncomfortable, and contemptuous of everything that was conventional or hierarchical. He/she was both creative and committed, believing strongly that his/her work ultimately matters. Even if we counted beans for a living, we secretly saw ourselves as Romantic poets. Jobs approach in developing the Macintosh was like the history of telephones. When the telegraph became popular for communication a century ago, some people suggested putting a telegraph machine on everyone's desk, but everyone would have had to learn Morse code. Just a few years later Alexander Graham Bell filed his first patents for the telephone, and that easy-to-use technology became the standard means of communication. â€Å"We're at same juncture; people just are not going to be willing to spend the time learning Morse code, or reading a 400-page manual on word processing. The current generation of personal computers just will not any longer. We want to make a product like the first telephone. We want to make mass market appliances. What we are trying to develop is a computer that can do all those things that you might expect, but we also offer a much higher performance which takes the form of a very easy-to-use product. †As the Macintosh took off in sales and became a big hit, John Sculley felt Jobs was hurting the company, and persuaded the board to strip him of power. John Sculley tried to change the discipline of the company by controlling costs, reducing overhead, rationalizing product lines to an organization that some in the industry called Camp Runamok. Sculley came to the conclusion that â€Å"we could run a lot better with Steve out of operations,†he says. Jobs tended to value technological â€Å"elegance†over customer needs which is a costly luxury at a time of slowing sales. And Jobs's intense involvement with the Macintosh project had a demoralizing effect on Apple's other divisions. Jobs was exiled to an office in an auxiliary building that he nicknamed â€Å"Siberia. †Jobs says he did not get any assignments and gradually found that important company documents no longer landed on his desk. He told every member of the executive staff that he wanted to be helpful in any way he could, and he made sure each had his home phone number. Few ever called back. â€Å"It was very clear there was nothing for me to do,†he says, â€Å"I need a purpose to make me go. †He soon came to believe that he would find no purpose within Apple. In July, Sculley had told security analysts in a meeting that Jobs would have no role in the operations of the company â€Å"now or in the future. †When Jobs heard of the message he said, â€Å"You've probably had somebody punch you in the stomach and it knocks the wind out you and you cannot breathe. The harder you try to breathe, the more you cannot breathe. And you know that the only thing you can do is just relax so you can start breathing again. †The Next Step Steve’s Come back to Apple : Jobs sold over $20 million of his Apple stock, spent days bicycling along the beach, feeling sad and lost, toured Paris, also goes on a spiritual trip to India with his friend. The Mr. Nobody, Steve, started again once he was out of his super rich, super successful period. After three years, he founded a new company, ‘Next’. He launched Next Cube. It was an extremely powerful and much expensive machine at that time and probably, an offering to an immature market. It failed miserably. Then Steve and his company, Next, moved to the making of softwares and operating systems. His money and property were not with him, but his creative mind was. He showed an interest in George Lucas’ company, the Pixar Animations. George Lucas is considered the father of modern special effects in the films. Lucas was not interested in Pixar, so Steve took charge of the company in 1986. He entered into a contract with Disney in 1990. Pixar made the animations and Disney did the marketing and distribution of the animation films. Steve could read the future five years ahead. In 1995, the ‘Toy Story’ proved to be the huge success in Hollywood and Pixar never looked back. But now this Steve was not the Steve of 1080s. He gradually became Zen Buddhist. Meanwhile, he saw Bill Gates climbing the success ladder with sheer business techniques and not with orthodox ideologies. By the way, the flagship product of Microsoft, the Windows operation system, is nothing but an adaptation of the ideas of Steve’s Macintosh computer. Bill Gates proves to be an extremely practically businessman who along with working for Apple also copied the technologies of Apple Macintosh! Oh! You would ask what happened to Apple after Steve’s exit! Imagine a body without its soul! This is no exaggeration. After leaving its soul, the company instead of running, started crawling. Without Steve, the entire computer business in the world changed in the decade of 90s. Nobody could match the steps with the changing times. Apple Corporation was about to announce bankruptcy and it was about to become insolvent. At that time, the then Apple’ boss, Mr. Gil Emilio took an unprecedented decision. He decided to buy a new operating system for the Mac computers. And the best and advanced operating systems were made by only one company in the vicinity, and that was Steve Jobs’ company, ‘Next’†¦! As per the contract between the Apple and the Next, Steve re-entered his own company after 12 years†¦.! And that too, just for a salary of $ 1 a year†¦! But this time the new Steve was different from what he used to be back in 1980s. This Steve came with a lot of learning from life. Now it was his turn to stage the boardroom drama. In 1997, in the board meeting Steve once again was elected the CEO of the Apple Corporation. The new all-powered Steve created ‘Ometra’, the contract; wherein all the employees were made to agree to the term that the boss’ decision is final in any matter! Steve had already tasted the fruits of being the ‘ideologist’. Now he was a shrewd businessman, with a lot of practical mind setup. He knew that Apple did not have enough funds to carry out its research projects. So he played one big master stroke. He invited none other than, Mr. Bill Gates to invest in Apple†¦! Bill Gates was more than ready to invest in Apple, because the person, who copied the technologies of Steve, had to have the greatest trust in his capabilities! Apple was now on track again. Steve was still purist and idealistic as far as the technological innovations and the aesthetic looks are concerned. He made the new ‘OSX’ operating system, which was a huge success in the market (In OSX, we already have different versions like, Chitah, Puma, Jaguar, Panther, and Tiger. Recently we have seen the successful launch of its Leopard & Snow Leopard version in 2007). Steve also launched the transparent computers in the market for the first time in the name of iMac. Then, we got the super finely designed, iBook laptop from Apple. In 2001, Steve made portable digital music player called, the iPod. Steve always considered the Windows operating System an inferior product as compared to the Macintosh products (which to a large extent is even true). He always called Windows as ‘Working in Hell’. But this Steve was ready to compromise with his beliefs for the success of his company. He, eventually, started making the Windows enabled Macintosh computers. The unimaginable success of iPode literally scrambled the pillars of world music industry! Just two years ago, he sold out his animation studio Pixar to Disney and in return, got the life-time directorship on the Disney’s board. Steve re-entered Apple by playing the gimmick of taking a salary of $ 1 per year. But he, after getting into his company again, proved very influential and last year he was the highest-paid CEO of America! But amidst such an entire scenario, the time and life struggles had taken their toll on Steve’s health. He was diagnosed with Pancreas cancer. He fought with his cancer also and came back victoriously. He sensed that the mobiles with music player were giving tough competition to his iPod. So, he decided to enter an entirely new market segment for Apple, the mobile market. And the result is in front of us ! The iPhone ! Apple’s creativity has got a support in the face of a ruthless, hardcore, practical businessman. The Apple Corporation, today, is valued at more than $120 billion. Bill Gates has failed to proceed further from Windows. And Steve, with his mind power, has gifted us with some of the greatest innovations of our time. When the ever struggling and always winning Steve recently, in a function, told Bill Gates that ‘we have more past moments to cherish than deciding on the future road map’, everybody around could easily see tears in the eyes of both long time friends! He gave a very emotional, touching and quite inspiring speech to management students on their Commencement in the Stanford University in 2005. This story of successful entrepreneur is much more exciting than watching a fantasy film, isn’t it? The story is of a young man getting all the glitz and glories in his heydays, losing everything because of dirty corporate games, and again through his own intelligence, coming back to the top! Achievements of Steve Jobs: Year after year and event after event, Steven Paul Jobs, popularly known as Steve Jobs has won countless accolades and laurels for his work and dedication to the revolutionize the IT industry. Whether it was the formal ntroduction of Mac computers to the world in the 70s or the inception of the universal revolution called iPhone in 2007 or the most recent revelation of iPad, Steve Jobs has been iconic in the contributions he has made to computer and internet technology – every reason why he has been ruling the roost as one of the most admired CEOs of the industry. The primary reason being the impeccable success of the Apple iPad tablet that launched early this year which has sold millions of units world-wide till date. The Apple iPad still continues to make waves and is no doubt, treated as a culture medium of comparison for other competing tablet PCs
Monday, September 16, 2019
Analyzing Misunderstanding in Communication Essay
I. Introduction 1.1 Background There are many things to do when students are having time together with their friends. They can share thoughts and feelings with each other or discuss homework, lessons and so forth. Topics will flow naturally when â€Å"comfortable zone†in the communication have been reached. Those are some of evidences which show that people communicate with others. Communication is an exchange of ideas, knowledge, etc. between individuals by using language in which all parties understand the language they use. Communication certainly involves more than one person, which means that there are more than one thought involved in the communication because everyone has different backgrounds, experiences, etc. There are two positions in communication, they are as a sender and as receiver and they will take turn to these positions. â€Å"All communication has two parts: a sender and a receiver. The sender has a message he or she intends to transmit, and s/he puts it in words, which, to her/him, best reflect what s/he is thinking. But many things can intervene to prevent the intended message from being received accurately.†(Burgess, 2013). Read more: Different reasons why people communicate essay Misunderstandings sometimes occur in this exchange of ideas in communication. The receiver hears but he does not listen. He does not absorb the points being made. It may because the receiver does not focus on what the sender or speaker has said. â€Å"†¦ a few misunderstandings are language-related, the source of many of the misunderstandings can be traced to ambiguity in the speaker’s utterances. Other reasons for misunderstanding include mishearing and lack of world knowledge, namely, factors that also contribute to misunderstanding in intracultural communication.†, (Kaur: 2011). There are some other factors which we will find that can cause misunderstanding in communication if we analyze our experiences in having communication with others. 1.2 Purpose of writing The purposes of this writing are: a) To find out the factors cause misunderstanding in communication, especially in the conversation which will be shown by the writer in the retrospective data section. b) To show what students usually talk about when they are gathering with their friends. II. Retrospective Data Everyone certainly has experienced misunderstanding when have communication with others; friends, relatives, teachers, etc. Misunderstanding not only occurs in communication involving different languages, cultures, etc. People communicate with other who has the same language can also experience misunderstanding in which. It happened to me, I communicated with my friends by using same language but I still have misunderstanding in the communication. Thus, in this paper, I try to analyze misunderstanding in communication that I have experienced with my friends. At that time, we were going to play card (bridge) while talking about the latest Korean movie. Everyone already had their cards that had been dealt. There three players in this game, namely, I, Ima and Anthi. Ima: â€Å"Apa film korea terbaru sekarang teman-teman?†(what is the latest Korean movie, guys?) I and Anthi: â€Å"Emergency Couple!†Ima: â€Å"Iiih mau!†(Can I have the copy?) Anthi: â€Å"Bagus tau Maa†(It is really amazing, Maa) I : â€Å"Iya bener dah Maa†(She’s true, Maa) Ima: â€Å"Siapa main?†(Who is the cast?) I : â€Å"Yang punya angka 3 keriting sih†(Who has the 3-kinky card of course play first) They both looked at me and laughed. I thought for a moment about why they laughed at me and I just need a few minutes to understand why they did it. I : â€Å"Oooh..†(I see) I and Anthi: â€Å"Ji Hyo yang maiiin†( Ji Hyo is main character/ one of the casts) III. Analysis/Discussion Communication is a complex human activity that is successful most of the time. This, however, does not mean that understanding is granted or that it is always the case. Misunderstanding is a regular non-extraordinary feature of human interaction, whether communicative interaction is cross-cultural or not (Dascal 1985; Brown 1995 in BOU-FRANCH, Patricia (2002)). The data is one of examples which shows that the misunderstanding could still exist even all the parties in the communication have the same culture, language and age. The misunderstanding is happened when I said â€Å"Yang punya angka 3 keriting sih†(Who has the 3-kinky card of course play first). I said that because I thought my friend, Ima, asked who played first or who had turn to start the game. I thought in that way because at that time I had just set my card and had ready to start playing the game and because I had the 3-kinky card. What is the importance of having the 3-kinky card? The rule of playing â€Å"Jenderal†using bridge card in Indonesia, particularly in Lombok, is the one who plays first is the person who has the 3-kinky card. If we analyze the data more deeply, we will find that misunderstanding in the communication happened because I did not focus on the conversation when Ima asked, â€Å"Siapa main?†(Who is the cast?. I still focus on what we were talking about at the first talk but for the next I did not. It was not caused by lack of world knowledge because we can see from the conversation that at the end I understood or recognized that I had misunderstanding then I fixed it. IV. Conclusion In conclusion, misunderstanding is a common thing that can happen in whether communicative interaction is cross-cultural or not. Misunderstanding caused by many factors such as ambiguity in the speaker’s utterances, lack of world knowledge, mishearing, etc. The data shows that the other factor that can cause misunderstanding in communication is being not focus on the conversation. Besides that, the data also shows one of what students usually talk about when they are gathering with their friends is the latest movie. V. References BOU-FRANCH, Patricia (2002) â€Å"Misunderstandings and Unofficial Knowledge in Institutional Discourse†, in David Walton & Dagmar Scheu (eds) Culture and Power: Ac(unofficially)knowledging Cultural Studies in Spain, Bern: Peter Lang. (pp. 323-341) Burgess, Heidi. â€Å"Misunderstandings.†Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder. Posted: September 2003 . s Kaur, Jagdish. Intercultural Pragmatics. Volume 8, Issue 1, Pages 93–116, ISSN (Online) 1613-365X, ISSN (Print) 1612-295X, DOI: 10.1515/IPRG.2011.004, February 2011
Sunday, September 15, 2019
Personality at Selection Interview
Assignment – Personality Personality can be defined as those relatively stable enduring aspects of an individual that distinguish him/her from other people and at the same time form a basis for our predictions concerning his/her future behaviour. (Wright et al cited in Rollinson 2005) This definition represents the view that it is possible to identify an individuals stable and unchanging personality and characteristics, and that if the characteristics are identified they can be used to predict the persons future behaviour. Organisations differ greatly in their cultures and acceptable behaviours which means that some individuals naturally fit in better than others. (Rollinson 2005:85) Job roles themselves also differ in terms of the suitability of an individual’s personality in being successful in that job role. Therefore in determining the importance of personality at selection interview we need to determine what both the role and the organisation require. (Rollinson 2005:85) In the work environment the â€Å"fit†of a person has to be right in terms of skills and experience as well as values and needs. Holbeche: 2002). Person-organisation fit refers to the extent to which individuals and organisations share similar characteristics (personalities) or meet each others needs. The assessment of personality is carried out to determine desirable or un-desirable traits of candidates to assess their suitability for a role and/or organisation (Arthur:2005) Getting this right can lead to job satis faction and organisational commitment. (Kristoff:2000) When an employer is recruiting the psychological contract has some importance. The psychological contract implies a series of mutual expectations and satisfaction needs arising from the P-O relationship (Mullins:2010) P-O fit is likely to be more important than P-J fit in satisfying the psychological contract (Morley:2007) in that employees will be required to adapt to changes in tasks and gain new skills. It is argued that greater emphasis should be placed on the P-O fit as opposed to the more traditional method of P-J fit because firstly individuals will hold several roles within an organisation therefore their P-O is more important than the possibly less lexible P-J fit, they will hold the organisations values and culture closer and will have longer service therefore lowering recruitment costs. (Ree and Earles 1992) Secondly the changing nature of work requires individuals to be better at teamwork and more flexible. I believe that when recruiting graduates P-O fit is more important as opposed to P-J fit. Graduates are recruited to provide organisations with a potential pool of future managers and enhance succession possibilities. Morley:2007) Graduates have little experience in the work environment so are less able to translate their skills, qualifications and experience into the working world. If an employer has a clear understanding of their organisations culture, personalities of other employees and can accurately determine the personalities and beliefs of the graduate they can base their decision on the graduates enthusiasm, motivation and eagerness to work rather than skills, qualifications and experience. In a study by Wheeler et al (cited in Rollinson 2005) it was found that job satisfaction could be increased by increasing P-O fit, that is recruiting employees with similar values to the organisation. However, Wheeler also found that even though an ill-fitting individual resulted in job dissatisfaction, they would not leave the organisation unless suitable alternative work presented itself. This could lead to them being de-motivated, having poor performance and impact on relationships with colleagues. This shows the importance of getting personality right at selection interview. Person-job (P-J) fit refers to the correlation between the individual’s skills, qualifications and experience with the requirements of a job. (Edwards:1991) and is a traditional method of employee selection (Werbell and Gilliland:1999) P-J fit is most widely determined through proof of an individuals skills, qualifications and experience through certificates and references and questioning around their knowledge on a topic. I have personally heard colleagues question the importance of personality on some roles such as accountants which would initially strike you as being weighted heavily on their skills, experience and qualifications however how well would an accountant perform if they did not have the personality traits to communicate effectively with colleagues and customers? Differing roles do also require different personalities in order to be successful irrespective of the organisation. Receptionists, sales person or customer service representative require the ability to cope with stress and deal with individuals with differing priorities. Gatewood et al:2005) In considering the importance of personality in selection interview it would be sensible to consider how stable and unchanging a person’s personality is. Are we seeing a current snapshot of the individuals personality or will it change overtime? Rollinson (2005) writes that if personality is an ongoing developing process it would be al most impossible to develop valid ways to measure it and would be pointless in attempting to predict future behaviour. Idiographic, one of the two major theories on personality, focuses on personality developing and changing as a result of ongoing experiences. However, Costa and McCrae (1992) wrote that personality is relatively stable after the age of 30 therefore using personality in making selection decisions would be possible due to the stability of personality. Looking at Nomotheic theory, the other of the two major theories of personality, which assumes personality is stable and un-changing, it was noted that there are 5 distinct differences between people known as the Big Five and often referred to as OCEAN. These are: †¢ Openness (perceptive, sophisticated, knowledgeable, cultured, artistic, curious, analytical, liberal traits) †¢ Conscientiousness (practical, cautious, serious, reliable, organised, careful, dependable, hard-working, ambitious traits) †¢ Extraversion (sociable, talkative, active, spontaneous, adventurous, person-orientated, assertive traits) †¢ Agreeableness (warm, trustful, courteous, agreeable, cooperative traits) †¢ Neuroticism (emotional, anxious, depressive, self-conscious, worrying traits) The Big Five can be split into type theory and trait theory. Mullins cites Hans Eyesneck work in which he identified four main personality types. These are stable extraverts,(talkative, responsive, easygoing, lively carefree) unstable extraverts,(impulsive, changeable, excitable, restless) stable introverts (calm, even-tempered, peaceful, thoughtful) and unstable introverts. (anxious, moody, reserved, pessimistic) Mullins writes that if managers can predict future behaviours through an individual’s personality type then it is not surprising that psychometric tests to measure personality are growing in popularity. Trait theory is then broken down again into surface traits (those which are observable) and source traits (which can only be inferred) In theory surface traits could be observed through assessment centres. Mullins writes that the Big Five form the basis of standard personality questionnaires and of these five conscientiousness has the highest link with high levels of job knowledge and performance across a range of occupations. So, according to this, it would be beneficial to an organisation to determine candidate’s personality in order to recruit an individual who has a good score in conscientiousness. However, Maltby et al (2010) writes that if we were to employ the conscientious person with their practical, cautious, serious, reliable, organized, careful, dependable, hard-working and ambitious traits, would they be suitable for a role requiring innovation and creativity and are they flexible and adaptable to cope with the rapidly changing world of work? He questions the applicability of conscientiousness across all job roles. In considering the impact of personality on our relationship at work with colleagues I believe that emotional intelligence has a strong link with aligning personality with successful performance and relationships at work. Emotional Intelligence is defined as a person’s ability to manage themselves as well as their relationship with others so that they can live their intentions (Adele:2008:7) and can be broken down into five specific areas. These are Self awareness, empathy, social expertness, personal influence and mastery of purpose and vision. Each of these areas could have an impact on our relationships with colleagues. Self awareness is an understanding of how our behaviours or words affect others. If we have self awareness we are able to apply self control to change our actions should they be having a negative effect on colleagues. A self aware individual would know when their mood is impacting on others and alter it accordingly. Self awareness is an area looked for in the emotional intelligence of sales people and interview questioning based around the impact of previous experience of their positive and negative impacts on co-workers would be useful in identifying this area. (Adele 2008:17) Empathy is an understanding of others feelings and perspective and the ability to experience what someone else is feeling therefore giving a better understanding of our colleagues. It is the ability to respectfully listen rather than listening to refute or build our own case. A customer service representative who empathises with an irate customer rather than just demanding their account number will better diffuse a volatile situation. (Adele 2008:54) Marshall Goldsmith (â€Å"The world authority in helping successful leaders get even better†) described not listening as the most passive-aggressive form of disrespect shown to colleagues. Social expertness is the building of social bonds which allow us to work with others, share thoughts and ideas, build trust and resolve conflict. The reason that top executives fail is because of their failure to build interpersonal relationships rather than their technical competence. Personal influence is our ability to influence other towards goals or missions and to influence ourselves in taking initiative and displaying confidence. A recruiting manager would be looking for signs at interview that a candidate can prove they have got people to previously follow them irrespective of their differing levels. Mastery of purpose and vision is our ability to understand what our purpose is and therefore determine what types of emotions help us to live our life purpose. It allows us to manage our emotions and relationships. This is also the determining factor as to whether the organization and role is â€Å"fit†for us. Interview questions based around a candidate’s worst and ideal job as well as what inspires and bores them at work can help identify the â€Å"fit†of an individual’s personal purpose to an organization. (Adele:2008:131) Candidates demonstrating emotional intelligence at interview take responsibility for their actions rather than blaming others or playing the victim. (Adele:2008:146) Studies carried out by Grimsley and Jarrett (cited in Adele:2008) concluded that managers displaying higher emotional intelligence were more successful. Anderson and Shackleton (1993) carried out a study on the comparison of the strength of different variables in predicting eventual job performance at the point of selection. Their findings show that personality assessments have a 0. 38 correlation, intelligence a 0. 54 correlation, and structured interview 0. 62. Previous experience and the CV came in lower than all these at 0. 18 and 0. 37 respectively. (0. 1 being small, 0. 3 being medium and 0. 5 being large correlation) Showing in this study that personality assessment has an important role in predicting job performance, above that of the CV and previous experience. Maltby et al 2010) When putting the theory of personality into practice within the work environment, organisations must be clear on why they are assessing personality and what personality characteristics they are they are looking for. (Torrington et al:2011) A clear job description and person specification which requires skills, qualifications, experience and personal ity traits relevant to the job role is key, according to the CIPD, in creating a fair selection process. Should an applicant who is unsuccessful in being selected for interview threaten or indeed commence tribunal proceedings, the organization has a clear framework on how selection for interview and employment was made. Torrington et al also write that a method of defining the person specification is to focus on the characteristics or competences of individuals who have previously performed best in the role. This has positives in that these characteristics are producing individuals who perform well for the business however this method could produce employees who are very similar to one another and address problems with the same mindset. Personality questionnaires are based on the Nomotheic theory that personality is stable and unchanging. The most recognized personality questionnaire is the Myers Biggs Type Indicator (MBTI) based on the theories of Carl Jung. The questionnaire is developed on the understanding that it is of benefit to people to recognise their individual personality types, and how these differ from those of other individuals. The MBTI is an untimed questionnaire which asks respondents to choose between two opposing courses of action, or two words, depending on what they feel is closest to their natural preference. The MBTI measures 4 preferences Extraversion or Introversion, Sensing or Intuition, Thinking or Feeling and Judging or Perceiving. People’s four preferences classify them into one of 16 types. Descriptions are given of the characteristics of people of each of the 16 types. Each type is described as having positive qualities and strengths, as well as possible development needs. The questionnaire receives 4 stars from the Psychological testing centre. (The British Psychological Society:2011) An employer using MBTI can use the information given on the individual’s type to further question them at selection interview. Toplis et al (1997) have concerns that the lack of involvement of psychologists in marketing and selling personality testing packages results in too many tests being released for general use without the required intellectual support. He is also troubled by the increasing use of computer-based tests, particularly to score and interpret results, believing that the accuracy of some systems is not particularly high. Personality assessment is based on the belief that certain roles require particular personality and that tests can identify them. The use of ability tests and competence based interviewing as opposed to personality tests are more easily defendable in an employment tribunal due to the tangible results being right or wrong whereas with personality tests there are no right or wrong answers and are not as easily defendable should the need arise. There are questions over their validity in so much as practitioners can be trained with a basic knowledge of administering tests and interpreting their results. The British Psychology Society give an overall rating for validity and objectivity of tests. There is the argument that candidates may be able to manipulate their results to perform in a way they believe the employer requires. (Furnham:1990) therefore invalidating the results and potentially basing a recruitment decision on in-accurate information. In my experience this is where the face to face interview is of vale in verifying and questioning further the results of any personality testing. i. e. Do the results of the personality testing match the behaviours and characteristics of the person sat in front of me? Recruiters may be influenced by striking characteristics or similarities to themselves called the Halo Effect. The Halo Effect can be defined as a cognitive bias whereby the perception of one trait (i. e. a characteristic of a person or object) is influenced by the perception of another trait (or several traits) of that person or object. (Mullins 2011) An example would be judging a good-looking person as more intelligent. The Halo Effect can have a positive or negative effect. For example, someone who attended the same college or university as the recruiter could be at an advantage but someone who attended a college or university the interviewer perceives to have a poor reputation could put the candidate at a dis-advantage. Solomon Asch (1945) carried out a study that discovered that the presence of one trait often implies the existence of other additional traits and that certain traits can be characterized as central traits. For example, an individual described as warm is perceived to have positive traits such as happy and generous. An individual described as the cold would have the opposite perceived traits. Another example is when individuals believe that a happy person is also friendly or that quiet people are timid. On the other hand, people who are irritable may be seen as in disarray in their daily life. Therefore, people assume other individuals' personalities are in doubt using little information. It is often the case that people judge more favourably those individuals with whom they have something in common. An experiment carried out at the Penn State College of Medicine asked 35 interviewers and 135 interviewees to complete the MBTI. The results were not shared prior to face to face interview. The experiment concluded that there was a significant association between similarities in personality type and the rankings that individual interviewers assigned to each interviewee. In this circumstance it is important to be mindful of the effect an individuals personality may have on the outcome of the interview. Employing more than one selection tool does not eradicate the possibility of recruiting an unsuitable candidates. The use of personality data in the selection process, when gathered appropriately, can be valid information in making a contribution to the selection decision however it should not be used in isolation. Personality tests results can be used at interview for the basis of further investigation into applicant abilities. Skills, experience and qualifications are important criterion. Dependent on the role and organisation for which selection is being made will determine the weighting placed on each. If using any form of testing in the selection process employers need to pre-determine the worth of testing and weigh up the benefits, such as increased productivity, with the cost including purchasing a reliable and validated resource and training recruiting managers to correctly interpret reports. There is, therefore, in my opinion an importance to be placed on personality at selection interview which for me slightly outweighs the importance of skills, qualifications and experience especially when considering the knock on effect that a mismatch of person-job or person-organisation could have on the relationship with colleagues. An organization needs to be clear in what personality traits they are looking for before even advertising a role as the wording of an advertisement could attract and alienate certain personalities. Once at selection interview, managers should consider how they are fairly going to assess personality if using their own judgment. Do they have a fail safe scoring system to measure personality against that cannot back-fire in the event of an employment tribunal? Thought should also be given to how a candidate has completed any personality test i. e. to what extent have they thought about themselves in the work situation when completing it? Are they naturally nervous when asked to complete any test and therefore put at a dis-advantage? If personality is un-stable and changes over time, would it be wise to re-test individuals? Organisations are fluid and changing constantly. Teams, managers and individuals change. , What was once a good â€Å"fit†may not be in the future. References Adele, B (2008) The EQ Interview. AMACOM Books Anderson, N. D. Shackleton, V. J (1993) Successful selection interviewing. Blackwell Publishing Arthur, D. (2005) Recruiting, Interviewing, Selecting and Orienting New Employees. 4th ed. New York AMACOM Page 368 British Psychological Society (2011) found at http://www. psychtesting. org. uk/test-registration-and-test-reviews/test-reviews. cfm? page=summary=82 CIPD (2011) Selection Factsheet (online) available from http://www. cipd. co. uk/hr-resources/factsheets/selection-methods. aspx Costa, P. T, McCrae, R. R (1992) Four ways five factors are basic. Personality and Individual Differences, Vol. 13, No. 6. (June 1992), pp. 653-665 Edenborough, R. (2005) Assessment methods in recruitment, selection and performance a manager’s guide to psychometric testing, interviews and assessment centres. London: Kogan Page. Page 2 Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. In C. L. Cooper & I. T. Robertson (Eds. ), International review of industrial and organizational psychology (vol. 6, pp. 283-357). New York: Wiley. Furnham, A (1990) Can people accurately estimate their own personality test scores? European Journal of Personality, no 4, pp. 319-327 Gatewood, RD. Field, HS. Human Resource Selection 5th ed. Mike Roche. Page 601-603 Holbeche, L. (2002) Aligning Human Resources and Business Strategy. 2nd ed. Butterworth Heinemann. IRS Employment Survey July 2010 – accessed through employer login at www. xperthr. co. uk Kelly, G. A. (1955). The psychology of personal constructs (Vols. 1 and 2). New York: Norton. Kristof-Brown, AL. (2000) Perceived applicant fit: Distinguishing between recruiters’ perceptions of person-job fit and person organization fit. In Personnel Psychology, 53 (4), 643-671 Maltby, J. Day,L . Macaskill, A. (2010) Personality, Individual Differences And Intelligence. 9th ed. Prentice Hall. Michael J. Morley, (2007) â€Å"Person-organization fit†, Journal of Managerial Psychology, Vol. 22 Iss: 2, pp. 109 – 117. Emerald Group Publishing Ltd. Mullins, LJ. (2011) Management and Organisational Behaviour. th ed. Financial Times: Prentice Hall. Page 134 – 162, 240 Rees, MJ. Earles JA (1992) Intelligence is the best predictor of job performance. Psychological Science, 1, 86-89. Rollinson, D. (2005) Organisational Behaviour and Analysis: An integrated approach 3rd Ed. Prentice Hall Asch, S. E. Studies in the principles of judgments and attitudes: II. Determination of judgments by g roup and by ego standards. /. soc. Psychol. , 1940, 12, 433â€â€465. Thorndike, E. L. (1920). A constant error on psychological rating. Journal of Applied Psychology, IV, 25-29 Toplis, J. Dulewicz, V. Fletcher, C (2004) Psychological testing: a managers guide. 4th Ed. Chartered Institute of Personnel and Development. Torrington, D. Taylor, S. Hall, L. Atkinson, C (2011) Human Resources Management. 8th ed. Financial Times Prentice Hall Werbel, J and Gilliland, S. W (1999). Person-environment fit in the selection process. In G. R. Ferris (Ed. ) Research in Personnel and Human Resources Management, 17, 209-243 Wheeler, A. Gallagher, V. Brouer, R, Sablynski, C. †When person-organisation (mis) fit and (dis) satisfaction lead to turnover. In Person Organisation Fit 2nd ed. By Morley, M. London: Emerald, Page 203.
Saturday, September 14, 2019
Evidence Based Management Essay
Using evidences or facts to run the organization is not a new concept in the management practice. Some managers use their experiences, research, articles and other evidences conducted by business experts to make decisions in their organization. Using these evidences to create solutions to solve problems in the organization is known as evidence-based management (EBMgt). For the proponent of EBMgt, this decision–making process has some advantages in its implementation. Creating a good quality decision is a linear function with an improvement of data and information that are used as decision supports. Having reliable evidences and using systematic process, managers can create a better managerial and organizational decisions. In this good environment, organizations also will perform with a flexible way in implementing all decisions because they are resulted from numerous good researches. Finally, this model also will create a learning environment for managers to improve their comp etence to make a good decision. For the opponent of EBMgt, this practice is hard to be implemented in the organization because some reasons. Sometimes, it seems too much information for managers to consider as decision supports. Furthermore, from those data, managers frequently feel difficult to pick the reliable information. When managers think that they have a good evidence, sometimes they cannot use it as their decision support because it is not relevant to their organization in certain conditions. Lastly, managers frequently fall into the wrong business practice because a half-done solution that is offered by consultants. After that, managers often see other consulting firms to try misleading. To understand more deeply about EBMgt, let’s see an example of PT KAI, the Indonesian state-owned company that operate railways. Since the last four years, management of PT KAI has changed the company from getting loss USD 8.5 Million in 2008 to having profit more than USD 45 Million in 2013. The remarkable change in the company could not be separated from many innovations that has been applied by its management. In 2009, the management did some researches and survey about the company’s problems causing the lack of revenue. After that, they found two main issues that were human resources and services problem. To solve the first problem, the management applied the meritocracy system in its human resources system.
Friday, September 13, 2019
Impact of Social Media on Adolescent Essay Example | Topics and Well Written Essays - 1000 words
Impact of Social Media on Adolescent - Essay Example The most threatening issues related to an adolescent with regards to social media is the problem of cyber-bullying. According to Ahlfors,†Cyber-bully is a person who uses electronic means to cause emotional harm to another person. The perpetrator demonstrates a pattern of behavior of repeatedly engaging in online acts to humiliate another; either the same target or targets each time or against random, unknown targets†(Ahlfors, 2010, p. 516). It has been argued that individuals who stay away from bullying in real life tend to divert to cyber-bullying as it seems more attractive. Furthermore, the lack of supervision in online activities, as well as the feeling of being in total control, works as a fueling factor. The behaviors might revert to extremes when there is no system present which would hold them accountable for their deeds. On the other side, the people being bullied tend to be hesitant in reporting such misdemeanors because of the fear of being deprived of the m edia. In addition, according to a research conducted by CASA survey, it was revealed that young adults between the ages of 12-17, who are active social media users, are more likely to use tobacco, alcohol, and marijuana than other young adults. However, the survey also claims that the results merely show correlation, hence, social media can’t be blamed for causing such addictions amongst adolescent. Nonetheless, it provides ample evidence for parents to maintain a moderate amount of social media exposure for the young adults. It is important to limit the number of online hours allowed, moreover, sufficient supervision is also necessary to keep an eye on the media activities. Furthermore, according to a study, it was deduced that social media is also responsible for mental and psychological distress among adolescents. It has been evidenced that individuals who had a simple adolescent life went on to being mentally disturbed adults when exposed to social media. The reasons for the psychological effects have known to be the negative feedback on these social websites which lay an important role in adversely affecting an individual’s self esteem. Hence, it is important that limited personal information
Thursday, September 12, 2019
Framework for Ethics Essay Example | Topics and Well Written Essays - 1250 words
Framework for Ethics - Essay Example From this paper it is clear that the models in addition will analyze characterized components of the systems and expound how organizations corporate ethics enhances business performance. The models will emphasis on how business ethics programs helps in decision making using organization illustration as an example. The corporate culture has to come out clearly. The research should conclude by showing how organizations can measure ethical behavior and structure to maintain stakeholders trust.  Effective systems should enable them obtain ethical culture, improve performance output, formulate ethical decision- making and upkeep an environment that nurtures ethical behavior.According to the discussion the improvement of business performances and ethical behaviors requires effective leaders to look for better methods to sustain them. The pressure and measurement demand for social performance has given upswing to accounting, social and ethical auditing and reporting. Corporate lead ers have used the Triple Bottom Line model to evaluate on effective framework to ethical auditing system. The model emphasizes on environmental, social and financial effects that may affect the corporate in decision- making. Leaders engage their organizations in this model to increase their commitment on social responsibility of the corporate, their sustainability and ethical conduct. The model helps leaders confirm that directives applied and investment support add value to the organization in achieving desired output or outcomes.
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