Case study. Ethical Dilemmas in Allen's Family Term Paper

Case study. Ethical Dilemmas in Allen's Family - Term Paper Example Apparent ethical dilemmas challenging Allen’s family are Autonomy and Beneficence. Autonomy invites an idea of liberty of option. Autonomy’s context avails the patients with the right of adopting their preference in matters regarding treating. Beneficence involves the idea of initiating the best practices for solving patient’s condition (Harding, 2010). This mainly advocates for being good to the patients to help them emerge out of their situations. Although these terms advocates for imperative ideas, they presents dilemma in care procedures. The Dilemma of Autonomy A chief actor unveiling the dilemma of autonomy is Clifford Allen. Allen’s is scuffling with a condition of depression. His condition has a medical solution but he is not ready to seek assistance. According to Allen, his condition is a weakness but not a sickness and he claims to have a personal solution to his problem. He only takes medications for other conditions; for instance, he frequently visits a physician for his BPH tests but he never discusses his depression problem. This implicates a stern challenge since understanding the right option to adopt becomes difficult. The autonomy principle allows Allen a choice of defining his fate by the virtue that he has a sober mind (Harding, 2010). However, taking medication seems a better solution to Allen’s problem. ... This creates a dilemma on the matter. Additionally, Pamela’ case reveals the idea clearly. Pamela presents a similar case as one with her husband. She constantly refuses to take chemotherapy and radiation prescriptions until her condition worsen. She feels that chemotherapy is not a good option for her condition. However, this is not the case because her health improves substantially after accepting the treatment. This implies that, subscribing chemotherapy was an ideal option for her condition but since Pamela has rights of choice according to autonomy postulate, imposing treatment is not justifiable. This develops the stand of autonomy as an ethical predicament. Importantly, Allen fails to uphold an initiative of autonomy. He is a victim of supremacy intricate. Allen himself refuses to take treatment because of his reasons; however, he strongly disputes the idea of his wife refusal of chemotherapy. He fails to remember that his wife also has a freedom of determining his fate . Consequently, he hates Pamela and he is not willing to relate with her stand. Indeed this position augments his depression hitch hence posing challenges to his health. A clear understanding and critical handling of the dilemma presented by the concept of autonomy would create a better environment in which they could substantially fight their problems. Beneficence Dilemma Numerous aspects in the family depicts beneficence dilemma. The spirit of adopting good practices to assist patients sometimes present challenging situations. Pamela presents a good paradigm of the impact of the idea of beneficence. She has risky determinations in ensuring her family overcomes their challenges. She quits her job to take care for her son. Moreover, she is very sensitive on her husband’s condition.

Job Satisfaction in MNCs

Job Satisfaction in MNCs Job Satisfaction in MNC Introduction Job satisfaction is one of most important fields of study in the subject of human resource management. This important role of job satisfaction function leads the way in assuring high level of job satisfaction among the employees. Job satisfaction function of any HR vertical of an organization is primarily responsible for productivity of employees and the employee turnover. Since these two aspects can make or break the organizations performance in all areas, it requires attention from top management. Job satisfaction function generally is part of the HR vertical with a clear mandate of motivating employee and continuously striving for higher employee job satisfaction through introduction of new policies and frameworks. The topic forms an integral part of organizational effectiveness and that has instigated me to choose this topic of job satisfaction. I shall try to study the existing literature on job satisfaction and will choose multinational companies to study their varied job satis faction strategies and make analysis. Job satisfaction function is a vast topic and cannot be completely covered in this dissertation. Various researchers have already published their research articles on this subject. I shall be developing on it through understanding the different strategies used by MNCs in todays business environment for maintaining better levels of job satisfaction. Job satisfaction as stated earlier is a complex topic and hence i will try to break it down to simpler and more realistic frameworks to understand the thought process of an organization to ensuring better job satisfaction amongst its employees. According to Wood (1973), â€Å"job satisfaction is the condition of contentment with ones work and its environment, denoting a positive attitude.† Locke (1976) stated that, â€Å"job satisfaction could be viewed as a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences.† In other words, it can also be stated that, â€Å"job satisfaction was simply a function of the degree to which a job provided the worker with positively values outcomes.† Wanous (1980) said that, â€Å"job satisfaction was a match between a persons need and the reinforcement received from work performed in an organization.† The HR vertical of any organization shall try to achieve higher levels of job satisfaction through various techniques like awards program, job rotation, internal promotion scheme, family tours and training processes. There is no destination to achieving job satisfaction but the journey is perpetual in nature. Continuous improvement is the name of the game in achieving relatively good job satisfaction amongst the employees. The measure of job satisfaction can only be achieved through comparison in similar industries and through the employee turnover and productivity data. Job satisfaction is one of the most widely discussed and enthusiastically studied constructs. However, job satisfaction is among the most difficult constructs to define. A review of literature shows that constituted definitions of the construct vary from one researcher to the next. Wood (1973) describe the job satisfaction as â€Å"the condition of contentment with ones work and its in my mind, denoting a positive attitude†(p.8.). Locke (1976) stated that job satisfaction could be viewed as â€Å" a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences.† (p.1300) there are several reasons for studying job satisfaction. â€Å" Organizations major job satisfaction primarily because of its presumed direct relationship to the short-term goals of cost reduction through increased individual productivity and reduced absences, errors, and turnover.† (Cranny et al, 1992). Levels of job dissatisfaction have been found to be related to job turnover, absences, and tardiness. Turnover rates have been the most consistent major associated with job satisfaction. The potential negative consequences of employee turnover in terms of the impact of organizations. Negative effects of job turnover can include: increased costs to recruit, select and train new employer; demoralization of remaining employees; decreased social relationships among employees; negative public relations; disruption of a hi-fi and two-day activities; and decreased organizational possibilities to pursue growth strategies. In fact, several researchers reported a significant relationship between absenteeism and job satisfaction. According to Lawler (1977), â€Å"the research evidence clearly shows that employees decisions about whether they will go to work on any given day and whether they will quit as affected by their feelings of job satisfaction. All the literature reviews on the subject have reached the same conclusion. The fact that present satisfaction influences future absenteeism and turnover clearly indicates that the commercial direction is from satisfaction to behavior.† The literature also reveals that there is a coalition chip between job satisfaction and variables such as achievement, recognition, the word itself, responsibility, advancement, policy and administration, supervision, salary, interpersonal relations, working conditions, EH, Ted Newell, educational level, job activities, and gender. The Purpose of the Study The purpose to choose this topic is to analyze the importance of job satisfaction in Multi National Companies (MNCs). The reason to go for MNCs is the increase in the shift over of the employees for future growth. The shifting, thus, includes the satisfaction in the given job role. Through my research, I will try to analyze the causes and effect relationship between the employee and the factors behind job satisfaction in a given MNC. Aim of the Study The main aim of the study is to investigate the remains leading to negative and positive job satisfaction in a MNC. The Objectives of the Study The key objectives of the chosen topic are: 1. Estimating the causes of employee attitudes. 2. Adjudging the results of positive or negative job satisfaction 3. Measuring the employee attitude 4. To assess facet-specific levels of job satisfaction 5. To measure general job satisfaction, Literature Review There are several reasons for studying job satisfaction. â€Å"Organizations measure job satisfaction primarily because of its presumed direct relationship to the short-term goals of cost reduction through increased individual productivity and reduced absenteeism, errors, and dissatisfaction has been found to be related to job turnover, absenteeism and tardiness.† Turnover rates have been the most constraints measure associated with job satisfaction (Atchison Lofferts, 1972; Brayfield Crockett, 1955l Dawis Lofquist, 1981). Mowday (1984) recapitulate the probable pessimistic significance of employee turnover in terms of the impact on organizations. There are various impacts of pessimism in job satisfaction on the turnover of the company such as: * Increase in the recruitment cost. * Recruiting new employees and then training them as well. * It can lead to reduced social relations ships among employees. * No or only few public relations. * Reduction in companys prospects which can hamper the growth. According to Lawler (2005), â€Å"the research evidence clearly shows that employees decisions about whether they will get to work on any given day and whether they will quit are effected by their feelings of job satisfaction. The fact that present satisfaction influences future absenteeism and turnover clearly indicates the causal direction is from satisfaction to behavior†. There is a correlation between job satisfaction and variables such as achievement, recognition, the work itself, responsibility, advancement, policy and administration, working conditions, supervision, job activities and gender. Research Methodology Saunders et al (2005) â€Å"Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure†. The research to be followed is a step-by-step process. This makes the entire research process systematic. Only primary research shall be used to draw inferences. The sources used shall be of international repute and will be trustworthy. The main source will be case study and also some books, journals, articles and publications including Internet sources. Literature review Job satisfaction in regards to ones feeling or state of mind regarding nature of their work. Job can be influenced by variety of factors like quality of ones relationship with their supervisor, quality of physical environment in which they work, degree of fulfillment in their work, etc. Positive attitude towards job are equivalent to job satisfaction where as negative attitude towards job has been defined variously from time to time. In short job satisfaction is a persons attitude towards job. Job satisfaction is an attitude which results from balancing summation of many specific likes and dislikes experienced in connection with the job- their evaluation may rest largely upon ones success or failure in the achievement of personal objective and upon perceived combination of the job and combination towards these ends. According to pestonejee, â€Å"Job satisfaction can be taken as a summation of employees feelings in four important areas.† These are: 1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers, opportunities on the job for promotion and advancement (prospects), overtime regulations, interest in work, physical environment, and machines and tools. 2. Management- supervisory treatment, participation, rewards and punishments, praises and blames, leaves policy and favoritism. 3. Social relations- friends and associates, neighbors, attitudes towards people in community, participation in social activity socialibility and caste barrier. 4. Personal adjustment-health and emotionality. Job satisfaction is an indicator of employee productivity and employee behavior at work. This may include inter employee relations, pro-activeness of employee, employee absenteeism no. of feedbacks from employees. These all factors are a direct measure of employee satisfaction of the job. The direct correlation has been established by earlier researchers and moreso there is logical evidence to it in any business or industry. The higher levels of job satisfaction is evident in an organization through lower absenteeism rates, low employee turnover, high employee productivity , proactively level of employees, labor unrest issues and participation in managerial decisions. Obviously, every organization desires for higher levels of employee job satisfaction; however it is a long drawn process with continuous improvement and direct focus from the senior leadership team of the organization. Job satisfaction cannot be used interchangeably with organizational morale; which the possessions of feeling have being accepted by and belonging to a group of employees through adherence to common goals and confidence in desirability of these goals. Morale is the by-product of the group, while job satisfaction is more an individual state of mind. DEFINITIONS OF JOB SATISFACTION Different authors give various definitions of job satisfaction. Some of them are taken from the book of D.M. Pestonjee â€Å"Motivation and Job Satisfaction† which are given below: As per Weiss, â€Å"Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of ones job. â€Å"An effective reaction to ones job.† For Blum and Naylor, â€Å"Job satisfaction is general attitude, which is the result of many specific attitudes in three areas namely†: 1. Precise occupation features. 2. Personal distinctiveness 3. Group association exterior from the work According to Glimmer, â€Å"Job satisfaction is defined, as it is result of various attitudes the person hold towards the job, towards the related factors and towards the life in general.† Job satisfaction is defined as â€Å"any contribution, psychological, physical, and environmental circumstances that cause a person truthfully say, I am satisfied with my job.† Mr. Smith stated, â€Å"Job satisfaction is defined, as employees judgment of how well his job on a whole is satisfying his various needs† According to Locke, â€Å"Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of ones job or job experiences.† HISTORY OF JOB SATISFACTION The term job satisfaction was brought to lime light by hoppock (1935). He revived 35 studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is combination of psychological, physiological and environmental circumstances. That causes a person to say. â€Å"I m satisfied with my job†. Such a description indicate the variety of variables that influence the satisfaction of the individual but tell us nothing about the nature of Job satisfaction. Job satisfaction has been most aptly defined by Pestonjee (1973) as â€Å"a job, management, personal adjustment social requirement. Morse (1953) considers Job satisfaction as dependent upon job content, identification with the co., financial job status priding group cohesiveness.† One of the biggest preludes to the study of job satisfaction was the Hawthorne study. These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the effects of various conditions (most notably illumination) on workers productivity. Hawthorne Studies It is considered to be one of the best researches done on the job satisfaction. It was conducted by Mayo, Roethlisberger Dickson during the late 1920s and early 1930s at the Western Electric Company. Western Electric Management enlisted the help of Harvard business School professor is Elton Mayo, F.J Roethlisberger, and William Dickson, to help increase the output of workers assembling telephone release. The research started out as an investigation of the effects of physical working conditions on worker productivity, but ended up very differently. Mayo, Roethlisberger Dickson originally begin experimenting with the amount of lighting, expecting that productivity would rise as elimination increased to an optimum level. However, the hypothesis that productivity would write just as elimination increased to an optimum level was strongly disapproved why, after several experiments in large departments of the plant, it was discovered that changes in productivity occurred quite independently of B level of elimination. Mayo, Roethlisberger Dickson then started experimenting by introducing rest pauses of different lengths and different frequencies during the work day, supplying coffee breaks at various points in the day, and shortening the length of the world today at the work week. The results of the second part of the experiment were more amazing there was an upward trend in output, regardless of the introduction or withdrawal of rest periods, lunches, coffee breaks, shorter workdays, or shorten workweeks. Furthermore, avoid the experiment ended after a year, and the original conditions of work were restored in all previous privileges withdrawn,† the daily and weekly output rose to our point higher than at any other time.† (Mayo, 1933, pp.62-63) In addition, morale among the relay assembly room workers improved dramatically. There was a sharp increase in the amount of socializing among workers after ours. Moreover, absenteeism decreased 80% (Roethlisberger Dickson 1939). According to Dawis Lofquist (1981),† the Hawthorne studies have been credited with limiting research into the causes of job satisfaction and dissatisfaction.† These researches eventually illustrated that original alterations in job situations provisionally enhanced efficiency (called the Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed. This finding provided strong evidence that people work for purposes other than pay, which paved the way for researchers to investigate other factors in job satisfaction. Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific Management, argued that there was a single best way to perform any given work task. This book contributed to a change in industrial production philosophies, causing a shift from skilled labor and piecework towards the more modern approach of assembly lines and hourly wages. The initial use of scientific management by industries greatly increased productivity because workers were forced to work at a faster pace. However, workers became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg set the tone for Taylors work. Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This model served as a good basis from which early researchers could develop job satisfaction theories. Maslows hierarchy of needs Abraham Maslow, in a classic paper published in 1943, outlined the elements of an overall theory of human motivation. Maslow viewed human motivation in terms of a hierarchy of five needs: psychology: needs; safety need; belonging there is an alarm needs; S team needs; and, the need for self actualization (Maslow, 1970). According to Maslow, 1970, in the majors are motivated to fulfill whichever need was pre-portend, almost fourfold, for them at a given time. The pre-potency of the meat depended on the EBV twirls current situation and recent experiences. Starting with physical needs, which were most basic, each meat must be at least partially dissatisfied before the Indian visual experience to the desire to satisfy a need at the next higher level. Maslows need hierarchy is illustrated in 1. According to Sergiovanni (1984) and Davis and Newstrom (1989), physiological needs more likely to serve as motivators among workers in todays society, as most jobs issue or the fulfillment of physiological needs, such as food and shelter. However, higher level needs (belonging is and loved needs, S team needs, and the need for self actualization) may influence levels of employee motivation (Davis Newstrom, 1989). Levels of job satisfaction: Level can be defined as an extent, major, or degree of achievement. Job satisfaction is a difficult construct a defined. Job satisfaction can be defined generally as the degree to which individuals feel positively or negatively about their jobs. 2.3 IMPORTANCE OF JOB SATISFACTION Ø Job satisfaction is an important indicator of how employees feel about their job and a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Ø Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Ø Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaning the people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. Ø This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, â€Å"A happy worker is a productive worker.† 2.4 Job Satisfaction: Importance to worker organization Job contentment and work-related achievement are main factors in individual satisfaction, self-worth, sense of worth, and self-development. To the employee, job satisfaction brings a pleasant expressive state that can often lead to a affirmative work attitude. A pleased worker is more likely to be imaginative, flexible, innovative, and dependable. For the organization, job satisfaction of its workers means a work force that is enthused and dedicated to high quality performance. Augmented output- the quantity and quality of output per hour worked seem to be a by creation of enhanced class of working life. It is vital to note that the literature on the association between job happiness and output is neither definite nor consistent. On the other hand, research dating back to Herzbergs time (1957) has shown at least low association between high confidence and high efficiency and it does seem logical that more satisfied workers will be likely to add more worth to an organization. Discontented employees, who are stimulated by fear of loss of job, will not give 100 percent of their effort for a very long time. Although apprehension is a powerful motivator, it is also a brief one, and also as soon as the threat is lifted performance will decline. Employment satisfaction profits the organization and includes reduction in complaints and grievances, employee absenteeism, work force turnover, and termination; as well as improved regularity and worker morale. Job liking is also linked with a improved work force and has been found to be a good pointer of prolonged existence. Even though only slight connection has been found amongst job satisfaction and productivity, Brown (1996) writes that few employers have discovered that satisfying or delighting work force is one of the most important prerequisite to satisfying or delighting customers, thus ensuring the growth of â€Å"bottom line† of the organization. Job Satisfaction: Employees Responsibility If job contentment is a worker advantage, certainly the employee must be talented to add to his or her own contentment and comfort on the job. The following suggestions can assist an employee to find his or her own satisfaction at job: search for opportunities to display skills and aptitude. This repeatedly leads to even more demanding work and higher responsibilities, with assistant increases in salary and other recognition and rewards. * Build up extraordinary communiquà © skills. Companys value and rewards excellent reading, listening, writing and speaking skills. * Be acquainted with more. Obtain new work related information and skill that helps you to complete job more economically and effectively. This will take off monotony and often gets one noticed. * Reveal creativity and initiative. Merits like these are respected by most companies and often come with in recognition as well as improved responsibilities and promotions. * Initiate teamwork and man management skills. A big part of job related achievement is the aptitude to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques. FACTORS OF JOB SATISFACTION Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major components of job satisfaction. These are as under: The way the individual reacts to unpleasant situations, The facility with which he adjusted himself with other person The relative status in the social and economic group with which he identifies himself The nature of work in relation to abilities, interest and preparation of worker Security Loyalty Herzberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and listed various job factors of job satisfaction. These are briefly defined one by one as follows: 1. Intrinsic aspect of job It includes all of the many aspects of the work, which would tend to be constant for the work regardless of where the work was performed. 2. Supervision This aspect of job satisfaction pertains to relationship of worker with his immediate superiors. Supervision, as a factor, generally influences job satisfaction. 3. Working conditions This includes those physical aspects of environment which are not necessary a part of the work. Hours are included this factor because it is primarily a function of organization, affecting the individuals comfort and convenience in much the same way as other physical working conditions. 4. Wage and salaries This factor includes all aspect of job involving present monitory remuneration for work done. 5. Opportunities for advancement It includes all aspect of job which individual sees as potential sources of betterment of economic position, organizational status or professional experience. 6. Security It is defined to include that feature of job situation, which leads to assurance for continued employment, either within the same company or within same type of work profession. 7. Company management It includes the aspect of workers immediate situation, which is a function of organizational administration and policy. It also involves the relationship of employee with all company superiors above level of immediate supervision. 8. Social aspect of job It includes relationship of worker with the employees specially those employees at same or nearly same level within the organization. 9. Communication It includes job situation, which involves spreading the information in any direction within the organization. Terms such as information of employees status, information on new developments, information on company line of authority, suggestion system, etc, are used in literature to represent this factor. 10. Benefits It includes those special phases of company policy, which attempts to prepare the worker for emergencies, illness, old age, also. Company allowances for holidays, leaves and vacations are included within this factor. 2.7 REASONS OF LOW JOB SATISFACTION Reasons why employees may not be completely satisfied with their jobs: 1. Conflict between co-workers. 2. Conflict between supervisors. 3. Not being opportunity paid for what they do. 4. Have little or no say in decision making that affect employees. 5. Fear of losing their job. 2.8 EFFECTS OF LOW JOB SATISFACTION 1. HIGH ABSENTEEISM Absenteeism means it is a habitual pattern of absence from duty or obligation. If there will be low job satisfaction among the employees the rate of absenteeism will definitely increase and it also affects on productivity of organization. In the above diagram line AB shows inverse relationship between job satisfaction and rate of turnover and rate of absenteeism. As the job satisfaction is high the rate of both turns over and absenteeism is low and vise a versa. 2. HIGH TURNOVER In human resource refers to characteristics of a given company or industry relative to the rate at which an employer gains and losses the staff. If the employer is said to be have a high turnover of employees of that company have shorter tenure than those of other companies. 3.TRAINING COST INCREASES As employees leaves organization due to lack of job satisfaction. Then Human resource manager has to recruit new employees. So that the training expenditure will increases. Key parameters for Job Satisfaction 1. Training and Job Satisfaction- Most of the literature in this area has focused on the impact of education and skills on job satisfaction rather than the effect of training as such. The relationship between skill acquisition and job satisfaction is not straightforward. First, there is the distinction between general and specific skills. The portability of general skills may raise job satisfaction as it is easier to move to other jobs where satisfaction is higher. In contrast, specific skills bind the worker to the firm and may reduce satisfaction by creating a barrier to exit as workers will lose a portion of the return on such skills if they move. This leads on to the question of the matching of individual skills and levels of education with job requirements. If workers are mismatched in terms of skill and education requirements, this may lower job satisfaction, as evidenced in the earlier literature. In one of the few studies to focus on skilling, Allen and van der Velden (2001) differentiated between education and skill mismatches, finding only a weak relationship between the two. Importantly, they found a significant negative relationship between skill mismatch and job satisfaction, while the link between education mismatch and job satisfaction was insignificant. Training may influence workplace performance directly by raising output per worker, or be measured indirectly through its impact on the wage on the assumption that this is equal to the marginal productivity of labour. However, this will not be the case if there are imperfections in the product or labour markets. The nature of training has been examined in a number of studies. Thus Barrett and OConnell (1998) found that specific training had a bigger impact on wages and productivity than general training. Mason et al. (1996) found that both value added and product quality were higher where workers were trained to take charge of several production lines at once. Cosh et al. in a series of papers (1998, 2000 and 2003) found that training had a strong and significant effect on employment growth in small firms when it was undertaken regularly rather than on an ad hoc basis. Especially for larger firms there was also an association between intensity of training and profitability. Training may also stimulate innovation in the workplace (Bartel and Lichtenberg, 1987). Therefore it is doubtful whether different types of training impact either equally or positively on performance. Finally, training can have an indirect effect on performance if it increases job satisfaction by, for example, making it easier for employees to perform the job or feel more valued (as in Akerlofs 1982 conceptualisation of the labour contract as a gift-exchange). Petty et al.s 1984 meta-analysis confirms such outcomes. In contrast, if workers feel dissatisfied they may react in a number of ways (Farrell, 1983): through a sense of loyalty they may stick it out; use a voice mechanism (Freeman, 1978, Freeman and Medoff, 1984); neglect their responsibilities to the employer by absence, lateness, striking or reduced effort (Akerlof and Yellin, 1986); or exit (Jovanovic, 1979, Burdett and Mortenson, 1998). 2. Quits and Job Satisfcation- Until recently there had been

Reopening Old Wounds :: Personal Narrative, Autobiographical Essay

Reopening Old Wounds Professor’s Comment: Bob’s essay is an intensely personal, admirably honest introspective examination of his repressed emotions concerning his parents divorce. I would cry, but that would be a pointless waste of energy. It’s one of those things that I envied my mother. In a flash she could go from the stoic lady of the house to a sobbing goose. I never understood how. I’d go from astonishment to disgust to envy. I take more after my old man. I’ve never seen him shed a single tear. Then again I’ve never really seen him smile either. I grin a lot. I was supposed to be in my home town right now, tossing back cold ones and laughing with my best and oldest friends. My schedule wouldn’t permit it, however. It’s probably for the best. It’s never a good idea to hit one’s home town in a poor mood. I’d probably just end up hanging around the main drag, pissed off my ass and yelling at cruisers. Chances are I would end up in jail, or calling an old girlfriend and reopening old wounds that should have healed years ago. I wonder which of those two prospects is worse. Instead of expressing my emotions as I should, I have withdrawn them and locked them away deep inside me. Rather than call a friend and talk, or go walking, or listen to records, or break things, I am in front of the computer, writing. It is a safe form of expression; if this gets too revealing or too corny, I can always delete the file, or password protect it, restricting access to me alone. So the question on my mind lately has been why. What happened and when that has left me so numb to my feelings? I’ve tried countless times to trace it back and pin it down to an event, to that key moment when I started down the path of self-imposed isolation. Of course, Freud would insist I failed the oral stage, the stage where trust and security develop. It occurs usually around the second year of life, when parents wean their child. If all goes well—according to Freud—the child tastes for the first time independence from his or her mother and begins to explore that independence.

Characterising Mesenchymal Stem Cells Health And Social Care Essay

This abstract is related to a seminar delivered by Dr. Platt sing Isolation of Mesenchymal root cells from kids ‘s dentitions and geographic expedition of their function in tissue fix. The seminar provided a comprehensive overview of root cells before concentrating on Mesenchymal root cells ( MSCs ) from the dental mush of kids deciduous dentitions. By definition, â€Å" a root cell is an unspecialised cell that can both self-renew and distinguish into functional phenotypes † ( Grad et al. , 2012 ) . Stem cells are divided into two chief groups: embryologic root cells ( ESCs ) and big root cells ( ASCs ) ( of bodily beginning ) . ESCs derive from blastocyte phase and are capable to give rise to all sorts of cells. Therefore, ESCs are considered pluripotent. On the contrary, ASCs are merely multipotent because they have restricted distinction potency ( Barbara et al. , 2011 ) . Stem cells give rise to different cell types, and are classii ¬?ed into totipotent, pluripote nt, and multipotent harmonizing to their grade of distinction or potency ( Arce et al. , 2007 ) . Totipotency is the ability to organize all cell types including the full foetus and placenta. Pluripotency is the ability to organize several cell types of all three sources beds ( exoderm, mesoblast and entoderm ) excepting excess embryologic tissues. Multipotency is the ability of giving rise to a limited scope of cells and tissues appropriate to their location such as Mesenchymal root cells ( MSCs ) ( Mirzapour et al. , 2011 ) . MSCs are ASCs with mesoblastic and neuroectodermal beginning ( Barbara et al. , 2011 ) .For case, MSCs possess an drawn-out grade of malleability compared to other ASCs populations, including the ability to distinguish in vitro into non-mesodermal cell types such as nerve cells and astrocytes. MSCs, in add-on to their multipotency, are easy to be isolated and cultured in vitro and they do non seemingly represent an ethical issue based on their beginning of beginning ( Barbara et al. , 2011 ) . The first unequivocal markers of MSCs were proposed in a new survey of Pittenger et al. , the group who besides developed consistent in vitro checks of MSC multipotentiality towards bone, gristle, and fat line of descents ( Pittenger et al. , 1999 ) . These MSC markers correspond to CD105 and CD73 molecules, severally. Of note, CD stands for â€Å" bunch of distinction † , the standard terminology for cell surface molecules ( Boxall et al. , 2012 ) . These two markers alongside CD90 are positively expressed on MSCs and remain the primary molecules used to place MSCs by the International Society of Cell Therapy ( ISCT ) place statement ( Dominici et al. , 2006 ) . The ISCT place statement besides advices that MSCs should be negative for the look of CD11b or CD14, CD19 or CD79a, CD34, CD45, and HLA-DR ( Dominici et al. , 2006 ) . MSCs harvested from assorted beginnings, such as bone marrow, adipose tissue and dental mush, have been tested for their periodontic tissue regeneration potency. MSCs have shown improved efficaciousness and duplicability compared to current clinical pattern ( Tobita & A ; Mizuno, 2011 ) . Tooth derived cells are readily accessible and supply an easy and minimally invasive manner to obtain and hive away root cells for future usage. Obtaining root cells from human exfoliated deciduous dentitions ( SHED ) of kids is simple and convenient. Every kid loses primary dentitions, which creates the perfect chance to retrieve and hive away this convenient beginning of root cells — should they be needed to handle future hurts or complaints and nowadayss a far better alternate to merely flinging the dentition or hive awaying them as souvenir from the yesteryear. Stem cells can besides be recovered from developing wisdom dentitions and lasting dentition. Persons have different chances at different phases of their life to bank these valuable cells ( Arora et al. , 2009 ) . However, it is best to retrieve root cells when a kid is immature and healthy and the cells are strong and proliferative ( Arora et al. , 2009 ) .In fact, the research of Dr. Platt showed that dental mush cells from 2 twelvemonth old female have increased attachment to plastic than those of 3 twelvemonth old female after 11-days post-seeding. SHED are instead freshly discovered MSC ( Miura et al. , 2003 ) . When compared with grownup bone marrow stromal root cells ( BMSSCs ) and dental mush root cells ( DPSCs ) , SHED of kids showed a higher proliferation rate ( Fig.A 1 ) and a higher figure of population duplicating ( Miura et al. , 2003 ) and interestingly express many of nervous cell markers in the cell civilization ( Huang et al. 2009 ) . Therefore, root cells from dental mush ( largely SHED from younger kids ) demonstrate increased multipotentiality and capableness to renew multiple dental/periodontal tissues in vitro and in vivo compared with MSCs from other niches ( Huang, 2009 ) . Fig1: Datas obtained from Miura et al. , 2003 Dental mush root cells can be preserved for long periods without losing their multipotential distinction ability ( Laino et al. , 2005 ) . The dental mush plays a major function in tooth regeneration after hurt, by take parting in a procedure called reparative dentinogenesis. An ideal signifier of therapy might dwell of regenerative attacks in which diseased or necrotic mush tissues are removed and replaced with regenerated mush tissues to regenerate the dentition ( Sun et al. , 2010 ) . In fact, Dr. Platt isolated MSCs from deciduous dental mush ( SHELD ) by the enzyme-digestion method. This method involves the aggregation of the mush tissue under unfertile conditions, the digestion with appropriate enzymes ( collagenase, dispase, and trypsin ) for 90min at 37EsC/5 % CO2, the seeding in civilization dishes incorporating a particular medium supplemented with necessary additives, and so the incubation at 37A °C. It can be concluded from Dr. Platt research informations that Mesenchymal root cells from kids dental mush are fictile adherent cells with a fibroblastic morphology. These cells signifier settlements in vitro which is declarative of a stem/progenitor cell. In fact, it was proved that these mush cells have multi-lineage distinction potency in vitro, into several cell types including nervous primogenitors, chondrocytes, endothelocytes, adipocytes, smooth musculus cells and bone-forming cells ( Sloan & A ; Waddington, 2009 ) . To day of the month, several surgical techniques have been developed to renew periodontic tissues. The clinical result of presently available techniques is undependable, although assorted intervention modes have shown regenerative potency. Progresss in root cell biological science have yielded promising consequences in vitro and in vivo, proposing that future applications in dental medicine may be accomplishable ( Tobita & A ; Mizuno, 2011 ) .

Ikea Paper

IKEA Business Analysis Industrial Organization – Essay I March 17, 2013 Word count: 3397 Introduction IKEA is a privately held, Swedish multinational company that is one of the world’s largest furnishings retailers. This international home products company designs and sells ready-to-assemble furniture such as beds, chairs, and desks, appliances, and home accessories. The company is the world’s largest furniture retailer. IKEA was founded in 1943 in the South of Sweden, and its name is an acronym of the initials of the founder’s name, Ingvar Kamprad and of Elmtaryd and Agunnaryd, the farm and village where Kamprad grew up.The company is known for its modern architectural designs on various types of appliances and furniture, often associated with a simplified eco-friendly interior design. In addition, the firm is known for the attention it gives to cost control, operational details and continuous product development, allowing it to lower its prices by an ave rage of two to three percent over the decade to 2010, while continuing its global expansion. As of October 2011, IKEA has 332 stores in 38 countries. Most of these stores are directly owned but some are managed under franchise by owners outside the company.By doing this, IKEA faces a higher chance of success than in a sole proprietorship. In fiscal year 2010, it sold $23. 1 billion worth of goods, a 7. 7 percent increase over 2009. In recent years, IKEA purchases from developing countries have grown from 32% in 1998 to 48% in 2003; 29% of its output comes from Asia, 67% from Europe and 4% from the USA (Arrigo, 2005). For a long time, Poland was the second supplier of raw materials after Sweden, but there was recently a giddy increase in China which, in 2004, accounted for 14% of total output, followed by Poland with 12%, Sweden with 8%, Italy with 7%, and Germany with 6% (IKEA. com).To achieve its goal of boosting efficiency while cutting costs and prices to the end consumer, IKEA i s constantly looking for convenient new locations. This paper will focus on strategic investments decisions with regard to innovation and advertising and strategic product feature decisions. IKEA & Supply IKEA's vision is â€Å"To create a better everyday life for the many people. † To meet its vision IKEA provides many well-designed, functional products for the home. It prices its products low so that as many people as possible can afford to buy them. However, in creating low prices IKEA is not willing to sacrifice its principles. Low price but not at any price† is what IKEA says. This means it wants its business to be sustainable. IKEA supplies goods and services to individuals in a way that has an overall beneficial effect on people and the environment. Customers all over the world have responded positively to IKEA's approach. This is evident in its increasing sales. Supply chain IKEA has an extremely efficient supply chain and its management was the key source in IK EA in cost management which gave it a cutting edge among its competitors as it products where charged 30% lower than the cost of its rivals.With regard to the supply chain, the flow of production and processes go through three industrial sectors before the end product reaches the customer. Firstly, it starts with the primary sector concerning raw materials. Natural resources such as timber are extracted and developed. IKEA buys products from more than 1,300 suppliers in 50 countries (The Times 100). It uses a number of trading service offices across the world. They negotiate prices with suppliers, check the quality of materials and analyze the environmental impacts that occur through the supply chain.IKEA aims that all the products and materials it takes from the primary sector do not harm the environment. They also keep an eye on social and working conditions at suppliers. The second step is manufacturing where primary materials are used to build, manufactured and developed to fini shed goods. A key part of IKEA's success is due to its communications with materials' suppliers and manufacturers. During manufacturing IKEA specifies to its producers that waste should be avoided. Where waste does occur the firm encourages suppliers to try to use it in the manufacture of other products.IKEA has a code of conduct called the IKEA Way of Purchasing Home Furnishing Products, the IWAY (The Times 100). This contains minimum rules and guidelines that help manufacturers to reduce the impact of their activities on the environment. IKEA aims that all there products are manufactured in a responsible way. The tertiary sector provides services needed to meet the needs of the end users such as retailing, distribution, insurance, and customer services. IKEA's retail stores add value to manufactured goods by providing a form of shopping different to the usual high-street experience.They meet the needs of the consumers in a number of different ways. Each IKEA store is large and hol ds more than 9,500 products giving lots of choice. Within each store, there are a number of realistic room settings that enable customers to see what the products would look like in their own homes. In addition, the IKEA store is built on a concept of â€Å"you do half, we do half; together we save money†. This refers to, for example, the customer assembling furniture at home. Customers handpick products themselves using trolleys. Also, IKEA provides catalogues and home delivery to save customers’ time.IKEA stores also have restaurants that provide Swedish dishes alongside local food choices. IKEA & Competition To define the relevant market, IKEA operates in a perfectly competitive market. IKEA is a furniture store and there are many other furniture stores owned by various different entities (so there are many suppliers in this market). Normally the firms in a perfectly competitive market would be price takers. However, IKEA has a lot of market power as it is able to r aise its prices above the perfectly competitive level without losing many consumers. Therefore it can be stated that IKEA is a price setter.There are off course competitors, however it seems that IKEA does not really take competitor’s decisions into account as they are not really relevant to their own decisions. IKEA sets its prices very low because they face low production costs as a result of strong relationships with its suppliers. Competitors are predictable but even if they were unpredictable, IKEA would not be affected by their decisions as the firm is already at the bottom end of the market. IKEA makes use of their concept in a global strategy that designed furniture for a lower price than other competitors offer that can be sold everywhere for the targeted market segment.Sometimes regional differences appear that arise form national habits, lifestyles and culture. What gives IKEA a huge advantage in selling its products at a lower price springs from their â€Å"young † concept is that the customers have to bring home the products and assemble it themselves. No other firm manufactures as much furniture as IKEA. The firm can and will eliminate any local competition by using their global position. It is a fact that they have no competitors on the global market. IKEA’s success was recognized to its vast experience in the furniture retail market, its product differentiation and cost leadership.Across markets where it presently has a presence, products are sold at prices that are 30 to 50 percent lower than competing products. This penetration pricing enables IKEA to gain significant market share. Low prices are a result of large-quantity purchasing, low-cost logistics, and store location in housing areas. In addition, IKEA also benefits from economies of scale and healthy supplier-firm relationships. IKEA enters into long-term contracts, provides leased equipment and technical support in exchange for exclusive, low-cost manufacturing fro m suppliers.For new markets, IKEA should retain its price-image to maintain the brand’s positioning. IKEA strives for cost leadership, and for this reason it negotiates the most cheap conditions with a very large number of suppliers, a large part of whom live in eastern Europe and Asia, where the cost of raw materials, manpower and warehouse rentals is lower than elsewhere. IKEA always tries to acquire raw materials at the best price, choosing the suppliers with the cheapest price but it is equally focused on maintaining good relationships with them to avoid late deliveries or poor workmanship.IKEA’s low cost policy is based on several factors. Firstly, and previously already mentioned, it is based on economies of scale where large volumes reduce the unit cost of production. Secondly, the low cost policy is based on economies of transport where large orders of products permit to IKEA to transfer transport costs to suppliers. Low running costs inside the stores is also a factor. For example, the group uses buildings that are easy to build and inexpensive to manage, and it also has a ‘dressdown policy’, with all employees wearing the same uniforms, which are very simple and ractical. A last factor with regard to low cost policy is the purchases of unassembled products from suppliers with a consequent reduction of costs (taxes are lower for components than for finished products). IKEA & Demand With regard to the number of buyers, this market faces a great number of buyers as IKEA wishes to reach everyone who needs a new piece of furniture or accessory. IKEA provides its products to end consumers as it only supplies their final products. These consumers can be households, other companies, or governments for example.On the demand side, the active participation of its customers, who are seen as genuine partners, is a source of economic saving for IKEA. Most of its products are packed in flat packs and the customer has to take them home and assemble them, paying the cost of transport and assembly, and thus reducing storage costs for IKEA. Wherever consumers go to IKEA stores, products are always the same. Consumers therefore know what they can expect and for what price. This is a very strong characteristic of IKEA because familiarity with a brand makes consumers come back.The 9,500 products that IKEA supplies is available in all IKEA stores and customers can order much of the range online through IKEA’s website. By doing this, IKEA makes products easier accessible, reducing the distance a consumers has to travel when choosing to purchase IKEA products, and bundles its good together with home deliveries of the orders. An IKEA market strategy in terms of service providence to their customers is always a unique one. The stores and services of IKEA are very much different from the other furniture vendors. The stores are very much spacious and divided into cheerful model rooms.This provides wide range of services to its customers to choose the furniture according to the measurements of their house along with the prices and variety of designs that are showed in kiosks. In addition, IKEA also provides childcare centers and include restaurants and cafes serving typical Swedish food. They also have small food shops selling Swedish groceries, everything from the famous meatballs to jam. Stores are located worldwide. It welcomed a total of 565 million visitors to the stores during the year 2008 and a further 450 million visits were made to the IKEA website.Low prices are one of the cornerstones of the IKEA concept and help to make customers want to buy from IKEA. IKEA's products cater for every lifestyle and life stage of its customers, who come from all age groups and types of households. This is vital in times when the retail sector is depressed, as it increases IKEA's potential market. The wide range of products that IKEA offers are of most value for consumers. Consumers prefer to have a lot of c hoice for good quality and low prices. IKEA’s product based market strategy drew many customers to their store and kept it the top position in the global market of the furniture companies.As previously mentioned, IKEA issued variant catalogs of their products in different native languages so as to reach all sections of their customers. IKEA also adopted some of the experimental marketing strategies for the publicity of their products. In earlier years it has taken decision to decorate a chain hotel with their furniture that has become a beneficial market strategy for both the parties. Its main aim is to target the customers of that hotel and market their products. Even the chain hotel gets benefit to decorate their hotels with lavishing furniture at low cost.Furthermore, the most important strategy of IKEA is not providing the exit for the customers who had entered in to their stores without having seen all the furniture in store. In this phenomenon there is scope that the cu stomers may go for the more furniture that is not actually needed (Kotelnikov, 2005). Since it was founded IKEA has always had concern for people and the environment. The IKEA vision â€Å"to create a better everyday life for the many people† puts this concern at the heart of the business. IKEA has responded to the public's rising concern for sustainability in its choice of product range, suppliers, stores and communication.It has also spotted business potential in providing sustainable solutions. IKEA's concern for people and the environment encourages it to make better use of both raw materials and energy. This keeps costs down and helps the company to reach its green targets and have an overall positive impact on the environment. IKEA aims to be a responsible organization and believes that a strong environmental stance is good business practice, as it also has shown as the current trend of more â€Å"green† and environmental friendly preferences of consumers when ch oosing their products.Demand & Supply Function Demand Function There are a couple of variables that are relevant to the quantity (Qd) of IKEA goods and services that consumers are willing and able to purchase, in other words demand. First of all the price of the goods (P) IKEA sets affects the demand. Next to P, prices of related goods and services (PR) are also important as those are goods from which inputs are derived to be used in the production of the primary good. The prices of related goods and services are therefore taken into account when IKEA sets its price (P).The expected future price of products (Pe) might also influence demand because if a consumer believes that the price of the good will be higher in the future, he or she is more likely to purchase the good now. In addition, prices of all other companies’ products (P1†¦Pn-1) have an influence on the demand function of IKEA. If their prices are much lower than IKEA prices, consumers will buy from other firms . However, as already mentioned, this is not the case for IKEA as they offer products for low prices. Also, if the consumer expects that his income will be higher in the future, the consumer may buy the good now.Therefore, expected future income (Ye) also affects demand. Thirdly, the incomes of consumers (Y) are also relevant to demand because this influences the ability to purchase the IKEA goods. Demand is also affected by the number of consumers in the market (N), the more consumers in the market, the higher the demand for the IKEA products. Moreover, advertising expenditure (A) affects demand as well. The more advertising, the more consumers are informed or persuaded to come and buy at IKEA. IKEA shows to be very efficient at this with providing their catalogs.Lastly, consumer tastes and preferences (T) also affect demand. It seems that consumers prefer IKEA products over other products because of its low prices and quality of the products. However, consumers incur transportatio n costs (t) that have an effect on preferring to buy from IKEA (which is often located just outside the city center) or to buy from a shop closer to their homes. Consumers know that IKEA provides very high quality products no matter in which shop they will buy the products and consumers could therefore prefer IKEA products over other. The general demand function for IKEA would therefore be:Qd = f (P, PR, Pe, Y, Ye, N, A, T(t)) or, Qd = a + bP + cPR + dPe + e(P1†¦Pn-1) + fM + gYe + hN + iA + jT(t) Where b, c, d, e, f, g, h, i, and j are slope parameters that measure the effect on Qd of changing one of the variables while holding the others constant. We assume that, all in the short run, there is no change in taste and preference, that the income of the consumer is constant, that there is no change in customs, habit and quality of goods, no change in substitute products, related products and the price of the product, and finally, that there are no complementary goods.Supply Funct ion There are a couple of factors that affect supply, the amount of products IKEA is willing and able to sell at a given price all other factors being held constant. Firstly, the price of IKEA’s products (P) influences the supply function. Ikea can be seen as a leader in this market and therefore it might be the case that the firm cuts its price, possibly as an attempt to keep the number of entrants low. Secondly, the price of related goods (PR) influences the supply function.If the PR increases, the cost of production will increase and therefore supply would decrease. Thirdly, technology (T) with regard to production affects supply in a way that whenever there is a technological advancement or technology used making production very efficient, the supply increases as production costs decrease. In addition, the price of inputs (PI) such as labor, energy, raw materials, influence supply. When PI increases, sellers are likely to raise P for each unit of output.For IKEA it is kno wn that they have access to relatively cheap raw materials and an increase in PI would not quickly lead to an increase in P because IKEA aims to keep its prices low. Moreover, the number of suppliers (N) in this market might have a small effect on the supply function of IKEA. There are already many suppliers in this market and an increase in N would not lead to a significant decrease in P of IKEA. As stated previously, in creating low prices IKEA is not willing to sacrifice its principles (â€Å"low price but not at any price†).Expectations (Em) concerning the future market condition can directly affect IKEA’s supply in that whenever IKEA believes that the demand for its product will increase in the foreseeable future, IKEA will immediately increase production in anticipation of this increasing demand and therefore future price increases. Lastly, government policies (G) and regulations can have a significant effect on IKEA’s supply. For example environmental reg ulations could influence decisions IKEA has to take in consideration when switching to a new supplier of raw materials. The general supply function for IKEA would therefore be:Qs = f (P, PR, T, PI, N, Em, G) Assuming that all consumers know all things, about all products, at all times (including knowing the probabilistic outcome of all future events), and therefore always make the best decision regarding purchase. In addition, assuming that Ikea is the leader in a market with a large and endogenous number of firms. Decisions As IKEA is already at the bottom end of the market and operating very efficiently and profitably, the only decisions that they will face would be concerning future investments, advertising, and product features. One of the things that IKEA is now able to do is expanding more to new markets.So far, IKEA has limited its store locations to some of the most heavily populated markets in the countries in which it competes. To continue its growth trends, IKEA may have to begin investigating other (smaller) communities. IKEA has to consider how it will respond if and when a lower priced competitor enters its market. Also, IKEA may want to consider that its product assortment and promotions may not appeal to all cultures. However, for new markets, IKEA should retain its price-image to maintain the brand’s positioning. New cultures mean also that branding has to adapt to popularity in those particular new countries.For IKEA, despite the history of success the company has enjoyed thus far, there are no guarantees for the future. If IKEA does not keep on innovating and making the right expansion decisions, the company will become increasingly vulnerable to new competitors. Word count: 3397 References Arrigo, E. (2005). Corporate Responsibility and Hypercompetition. The IKEA Case. Symphonya, 2, pp. 37-57 Facts and figures, www. IKEA. com. Kotelnikov, V. (2005) Experimental Marketing. Retrieved from: http://www. 1000ventures. com/business_guide/m arketing_experiential. html Building a sustainable supply chain: An IKEA case study. The Times 100.