Olympic Foods, a Processor of Frozen Foods Essay Example for Free

Olympic Foods, a Processor of Frozen Foods Essay Over time, the costs of processing go down because as organizations learn how to do things better, they become more efficient. In color film processing, for example, the cost of a 3-by-5-inch print fell from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. The same principle applies to the processing of food. And since Olympic Foods will soon celebrate its 25th birthday, we can expect that our long experience will enable us to minimize costs and thus maximize profits. The Olympic Foods tries to convince its stockholders through its annual report that it can increase profits as it has long experience. This is supported by comparing with a color film industry in which, the cost of a 3-by-5-inch print feel from 50 cents for five-day service in 1970 to 20 cents for one-day service in 1984. This argument makes some assumptions which is not supported with evidences. The Olympic Foods wrongly compares itself with a color film processing industry. The techniques and environment applicable to the color film processing industry may not be applicable to the food processing industry. What applies to a color film may not apply to food. For example, irrespective of the company’s experience, the time taken for a food to ferment would not change significantly. Just the 25 years of experience cannot be mentioned as a reason for increased profits. Other factors such as climate, market competition would also affect the profit of a company. With all such factors taken into consideration, if it can be proved that experience helps in reducing costs and maximizing profits, the argument would be strengthened. Since the argument misses several key issues, it is not very sound. If it included the points discussed above, the argument could have been thorough and more convincing.

Online Dating Essay -- Internet Date Singles

A Brief History of Courtship "Courtship takes many forms, depending mainly on the point in history and the culture in which it exists" (Cate, 1992) Many popular love songs claim that being in love is similar to being under a magical spell. Some state that "all you need is love," and still others affirm that "love lifts us up where we belong." People dream about finding their one and only soul mate, and in this day and age, the pursuit for love and happiness is closer to home than ever before......in fact, it's only a mouse-click away. Of course, dating hasn't always been so convenient. In the early 19th Century, marriages were arranged with little emphasis on romance or love. Marriage itself was considered to be an economic union, and without a good family name and large plot of land, it was difficult for anyone to find a suitor. Colonel Fitzwilliam says it best in the 1813 novel Pride and Prejudice, stating, "there are not many in my rank of life who can afford to marry without a great deal of attention to money" (Austen, 1995). In the late 1800s, romantic love moved into the spotlight, and courtship became the norm; although, this custom was not without its rules and regulations. A great deal of etiquette was employed when arranging the details of a date, and oftentimes, this event was set to take place inside the female's home. "Parlor dates" were very popular, and by opening up one's home, the woman was able to display her homemaking skills -- an area of expertise that was highly valued by the male community. During the early 20th Century, courtship began to take place outside of the home, and although the strict formalities of the dating game were generally loosened, many new conventions were impose... ....N. (2001). Self-disclosure in computer-mediated communication: The role of self-awareness and visual anonymity. European Journal of Social Psychology, 11, 191-204. Scharlott, B.W. and Christ, W.G. (1995). Overcoming relationship-initiation barriers: The impact of a computer-dating system on sex role, shyness, and appearance inhibitions. Computer in Human Behavior, 11, 191-204. Sproull, L. and Kiesler, S. (1986). Reducing social context cues: Electronic mail in organizational communication. Management Science, 32, 1492-1512. Stanley, T. (2006). Online Dating Sites get Stood up by Consumers. Advertising Age, 77, 10. Turkle, S. (1995). Life on the Screen: Identity in the age of the Internet. London: Weidenfeld and Nicolson. Whitty, M. and Carr, A. (2006). Cyberspace Romance: The Psychology of Online Relationships. New York, New York: Palgrave MacMillan.

Organizational Justice Essay

It has been argued that if organizational decisions and managerial actions are deemed unfair or unjust, the affected employees experience feelings of anger, outrage and resentment; There is also evidence that disgruntled employees retaliate to Organizational Injustice, directly: e.g., by theft, vandalism and sabotage or indirectly by withdrawal and resistance behavior. Engaging in socially responsible behavior has been a great concern to leaders of Today’s organizations. Here again, OB specialists have sought to explain this behavior, and their efforts will be outlined in this research. As a subject of philosophical interest, the study of justice dates back to the times of Plato and Socrates (Ryan, 1993). However, research on organizational justice started with Adams’ work on equity theory (Adams, 1963, 1965) and has progressed steadily over time. Greenberg (1990b) explained organizational justice as a literature â€Å"grown around attempts to describe and explain the role of fairness as a consideration in the workplace. Adams’ work led to a research period concentrating on fairness of pay or outcomes at work place (Deutsch, 1985). In other words, the equity theory emphasized the perceived fairness of outcomes, i.e., distributive fairness. Equity theory is based on the notions of relative deprivation and social comparison. Individuals in organizations are expected to compare their own input to output ratio to the ratio of a referent who could be the self considered at another point of time or others in the past, present, or expected future to determin e the level of fairness. According to equity theory, when compared ratios are not equal, the individuals may perceive inequity and so may involve in behaviors meant to restore the cognitive perception of equality (they may modify their effort, or change their perceptions of inputs or outcomes). However, the focus of this research shifted to procedural justice: the perceived fairness of the process by which outcomes are determined /arrived at, because of inability of equity theory and distributive justice models to fully predict and explain peoples’ reactions to perceived injustice. This shift expanded the study of distributive justice, since research findings revealed that distribution of rewards was not always as important to individuals as the process by which they were allocated. Organizational justice refers to â€Å"the just and ethical treatment of individuals within an Organization† organizational justice is â€Å"the term commonly used by organizational psychologists to refer to the just and fair manner in which organizations treat their employees†. The dictionary defines the word Justice as fairness (Popular Oxford New-Age Primary School Dictionary). However, in daily life, the term justice is used to mean â€Å"oughtness† or â€Å"righteousness†. In organizational sciences research, justice is considered to be socially constructed which means that an act is considered to be just if it is perceived so by the individuals on the basis of empirical research. Corporate Social Responsibility, the forms it takes, and the nature of the relationship between responsible behavior and financial profitability. Corporate social responsibility refers to business practices that adhere to ethical values, that comply with legal requirements, and that promote the betterment of individuals and the community at large. It’s most popular forms include making charitable contributions to the community, preserving the environment, investing in a socially responsible manner, and promoting the welfare of employees. Generally, research shows that socially responsible companies tend to be more profitable than companies that are less socially responsible. This reflects the virtuous circle, the tendency for successful companies to be socially responsible because they can afford to do so, which in turn, helps their chances of being even more financially successful. Organizational Justice: Fairness Matters Suppose you received a failing grade in a course. You don’t like it, of course, but can you say that the grade is unfair? To answer this question, you would likely take several things into consideration. For example, does the grade accurately reflect how well you performed in the course? Were your scores added accurately and were they computed in an unbiased fashion? Has the professor treated you in a polite and professional fashion? Finally, has the professor communicated the grading process to you adequately? In judging how fairly you have been treated, questions such as these are likely to be raised—and your answers are likely to have a considerable impact on how you feel about your grade, the professor, and even the school as a whole. Moreover, they are likely to have a profound effect on how you respond, such as whether you quietly accept the grade, complain about it to someone, or even quit school entirely. Although this example involves you as a student, the same considerations are likely to arise in the workplace. In that context, instead of talking about grades from professors, concerns about justice may take analogous forms. Does your salary reflect your work accomplishments? How was your performance evaluation determined? Were you treated with dignity and respect by your boss? Were you given important job information in a thorough and timely manner? Matters such as these are relevant to organizational justice—the study of people’s perceptions of fairness in organizations. My discussion of organizational justice focuses on three key areas—the major forms of organizational justice, the relationships between these forms, and suggestions for promoting justice in organizations. Forms of Organizational Justice and Their Effects The idea that justice is a multifaceted concept follows from the variety of questions just raised, everything from how much you get paid to how well you are treated by your boss. Organizational justice takes the four different forms identified here. Each of these forms of justice has been found to have different effects in organizations. Distributive Justice. On the job, people are concerned with getting their â€Å"fair share† of resources. We all want to be paid fairly for the work we do and we want to be adequately recognized for our efforts and any special contributions we bring to the job. Distributive justice is the form of organizational justice that focuses on people’s beliefs that they have received fair amounts of valued work-related outcomes (e.g., pay, recognition, etc.). For example, workers consider the formal appraisals of their performance to be fair to the extent that these ratings are based on their actual level of performance (for an example, People who believe that they have been ill-treated on the job tend to experience high levels of stress and also feel dissatisfied with their jobs and the companies in which they work. Feelings of distributive justice can have a great impact on people’s motivation to perform their jobs.) A recent study provides good insight into this proces s. Researchers conducting this investigation compared two groups of workers with respect to their feelings about distributive justice: a group of local workers from Singapore and a group of foreign workers, Chinese people who worked in Singapore. In this setting, foreign workers tend not to be paid commensurate with their skills. Not surprisingly, the foreign workers expressed higher levels of distributive injustice and were less productive on their jobs. Because they received less, they did less, as distributive justice dictates. These findings are illustrative of many that demonstrate people’s keen sensitivity to their perceptions of the fairness by which resources are distributed on the job. In general, the more people believe that their rewards (e.g., pay, work assignments) are distributed in a fair manner; the more satisfied they are with them. Procedural justice – refers to people’s perceptions of the fairness of the procedures used to determine the outcomes they receive. Again, let’s consider as an example the formal appraisals of an individual’s job performance. Workers consider such ratings to be fair to the extent that certain procedure were followed, such as when raters were believed to be familiar with their work and when they believed that the standards used to judge them were applied to everyone equally. Interpersonal justice – People’s perceptions of the fairness of the manner in which they are treated by others (usually, authority figures). Imagine that you were just laid off from your job. You’re not happy about it, of course, but suppose that your boss explains this situation to you in a manner that takes some of the sting out of it. Although your boss cannot do anything about this high-level corporate decision, he or she is very sensitive to the harm this causes you and expresses concern for you in a highly sensitive and caring manner. Research has shown that people experiencing situations such as this tend to accept their layoffs as being fair and hold positive feelings about their supervisors. Importantly, such individuals are less inclined to sue their former companies on the grounds of wrongful termination than those who believe they were treated in an opposite manner—that is, an insensitive and disrespectful fashion. The type of justice demonstrated in this example is known as interpersonal justice. This refers to people’s perceptions of the fairness of the manner in which they are treated by others (typically, authority figures). Informational justice – People’s perceptions of the fairness of the information used as the basis for making a decision. Outcomes (as in the case of distributive justice), but leads them to reject the entire system as unfair. Procedural justice affects people’s tendencies to follow organizational rules: Workers are not inclined to follow an organization’s rules when they have reason to believe that its procedures are inherently unfair. And, of course, when this occurs, serious problems are likely to arise. Accordingly, everyone in an organization especially top official—would be well advised to adhere to the criteria for promoting procedural justice summarized in this research. Informational Justice – Imagine that you are a heavy smoker of cigarettes and learn that your company has just imposed a smoking ban. Although you may recognize that it’s the right thing to do, you are unhappy about it because the ruling forces you to change your behavior and break an addictive habit. Will you accept the smoking ban as fair and do your best to go along with it? Research suggests that you will do so only under certain circumstances—if you are given clear and thorough information about the need for the smoking ban (e.g., the savings to the company and improvements to the health of employees). The form of justice illustrated in this example is known as informational justice. This refers to people’s perceptions of the fairness of the information used as the basis for making a decision. Because detailed information was provided about the basis for implementing the smoking ban, informational justice was high, leading people to accept the fairness of the smoking ban. A key explanation for this phenomenon is that informational justice prompts feelings of being valued by others in an organization. This is known as the group-value explanation of organizational justice. The basic idea is that people believe they are considered an important part of the organization when an organizational official takes the time to explain thoroughly to them the rationale behind a decision. And people experiencing such feelings may be expected to believe that they are being treated in a fair manner. Relationships between Various Forms of Justice Although we have been describing the various forms of organizational justice separately, it would be misleading to assume that they are completely independent of one another. In fact, researchers have found some well-established relationships between the various forms of justice. Many different studies have reported that the relationship between outcome favorability and procedural justice takes the form summarized here. Specifically, people’s reactions to favorable outcomes are affected little by the fairness of the procedure, whereas people’s reactions to unfavorable outcomes are enhanced by the use of fair procedures. Same would apply to other outcomes as well, such as pay or recognition on the job.) Now, imagine that your grade either was the result of a simple arithmetic error (i.e., procedural justice was low) or that it was computed in an accurate, unbiased fashion (i.e., procedural justice was high). Generally speaking, you will respond more positively to the fair procedure than the unfair procedure, thinking more favorably of the professor and the school as a whole. (of course, the analogous effect also would apply in organizations.) So far, this is nothing new. Consider, however, what happens when you combine these effects, looking at the overall relationship between the favorability of outcomes together with the fairness of procedures to arrive at those outcomes. This relationship, which takes the interactive form, has been very well established among scientists studying organizational justice. The Preservative connection between Interpersonal Justice and Informational Justice In contrast to the interactive relationship between distributive justice and procedural justice, the relationship between interpersonal justice and informational justice is far simpler. Research has shown that perceptions of justice are enhanced when people explain outcomes using a lot of detail (i.e., when informational justice is high) and also when people explain outcomes in a manner that demonstrates a considerable amount of dignity and respect (i.e., when interpersonal justice is high). What happens when these effects are combined—that is, when information is presented in a manner that is both socially sensitive and highly informative? Research provides a clear answer, the effects are additive, in other words, each of these factors contributes somewhat to people’s perceptions of fairness, but together their effects are magnified. The more interpersonal justice and more informational justice is shown, the more people believe things are fair. This additive relationship between interpersonal justice and informational justice can be very valuable for supervisors to take into account when managing employees. Strategies for Promoting Organizational Justice Treating people fairly on the job surely is a noble objective. Although many people are concerned about being fair for its own sake, of course, there’s also a good practical reason for treating employees fairly. Specifically, individuals who believe they have been unfairly treated in any or all of the ways described respond quite negatively. We know for example, that people who feel unfairly treated are likely to do such things as work less hard, steal from their employers, do poor-quality work, or even quit their jobs altogether and then sue their former employers. Naturally, managers are likely to seek organizational justice to avoid these problems. In addition to minimizing such negative reactions managers also are likely to seek the positive reactions associated with being perceived as fair. For example, fairness has been associated with such desirable behaviors as helping one’s fellow workers and going along with organizational policies. Additional strategies that can be used to promote organizational justice: Promoting organizational justice can be done in several ways. First, it is important to pay workers what they deserve—the â€Å"going rate† for the work done wherever they work. Underpaying workers promotes dissatisfaction, leading to turnover. Second, workers should be given a voice—that is, some input into decisions. This may involve such strategies as holding regular meetings, conducting employee surveys, keeping an â€Å"open door policy,† and using suggestion systems. Third, follow openly fair procedures. Specifically, promote procedural fairness such as by using unbiased, accurate information and applying decision rules consistently. Managers also should openly describe the fair procedures they are using. Fourth, managers should explain decisions thoroughly in a manner demonstrating dignity and respect. Fifth, workers should be trained to be fair, such as by adhering to the principles described in this work.

Explain What Constitutes the Physical and Psychological...

Explain what constitutes the physical and psychological needs of a three year old child. Explain how these needs can ideally be met in a childcare setting. Explain what constitutes the physical and psychological needs of a three year old child. Explain how these needs can ideally be met in a childcare setting. A three year old child starts to become more independent, often wanting to do things without intervention from adults. It is the age that most children are toilet trained and children of this age can,generally make themselves understood verbally. In order to create an environment which allows children to grow, develop and flourish it is vital that close attention is paid.†¦show more content†¦Additionally, consistency and predictability may be met by routines ( e.g. mealtimes and snack times at set hours, returning toys after playing with them, toothbrushing, nap time, a tidy-up song) which add to the childs sense of security, predictability and their sense of belonging and connectedness. Children often experience childcare for the first time from the age of three and whilst many adapt with little difficulty, it can be a heart-wrenching experience for others. It is essential that the child is made to feel that he/ she belongs, is wanted, and is appreciated in their new environment and children need to be supported and encouraged to develop social bonds and positive relationships with peers and with adults. The transition between home and childcare should be done in stages and in partnership with the childs family. A key-worker should be assigned to each child. This engenders belongingness and also allows the childcare professional to understand and know the child through close observation. This helps to foster a spirit of partnership between home and care settings where the parents feel involved in their childs daily life and development and the parents and child carers can liaise and work in partnership to jointly support the childs development. Language development and expression are vitallyShow MoreRelatedExplain What Constitutes the Physical and Psychological Needs of a Three Year Old Child. Explain How These Needs Can Ideally Be Met in a Childcare Setting2121 Words   |  9 PagesWhen a child comes into this world as a dependant, adults have a responsibility to support a child’s growth. Adults must provide children with a safe environment where their physical and psychological needs can be met, enabling them to grow into healthy secure beings. This thesis explores the physical and psychological needs of a three year old child, and how they can be met in a childcare setting in order to promote successful mental development. In the following writings these needs will beRead MoreConsider Research That Determines How Early Attachment Impacts on the Social and Emotional Development of Three to Five Year Olds and Adults.2451 Words   |  10 PagesExplain what constitutes the physical and psychological needs of a three year old child. Explain how these needs can ideally be met in a childcare settingDefine physical needs * Briefly define what is meant by physical needs, including exercise and rest, diet, health and safety * Identify the specific physical needs of a three year old.Give a full explanation of the steps carers should ideally take to fulfil these physical needs. * Consider for example, how you could provideRead MorePhysical and psychological needs of a 3 year old child1981 Words   |  8 Pagesï » ¿ Explain what constitutes the physical and psychological needs of a three year old child. Explain how these needs can ideally be met in a childcare setting. â€Å"The child s development follows a path of successive stages of independence, and our knowledge of this must guide us in our behaviour towards him. We have to help the child to act, will and think for himself. This is the art of serving the spirit, an art which can be practised to perfection only when working among children.† (MontessoriRead MoreExplain What Constitutes the Physical and Psychological Needs of a Three Year Old Child. Explain How You Would Ensure That These Physical and Psychological Needs Can Ideally Be Met in a Setting/Nursery Which the 3 Year2449 Words   |  10 PagesExplain what constitutes the physical and psychological needs of a three year old child. Explain how you would ensure that these physical and psychological needs can ideally be met in a setting/nursery which the 3 year old child attends from 8 am to 6 pm, 5 days a week. * Identify and define the specific physical needs of a three year old child – including exercise and rest, diet, health and safety. (10) * Give a full explanation of how these physical needs should ideally be met by an early yearsRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesISBN-10: 0-13-283487-1 1. Organizational behavior. I. Judge, Tim. II. Title. HD58.7.R62 2012 658.3—dc23 2011038674 10 9 8 7 6 5 4 3 2 1 ISBN 10: 0-13-283487-1 ISBN 13: 978-0-13-283487-2 Brief Contents Preface xxii 1 2 Introduction 1 What Is Organizational Behavior? 3 The Individual 2 3 4 5 6 7 8 Diversity in Organizations 39 Attitudes and Job Satisfaction 69 Emotions and Moods 97 Personality and Values 131 Perception and Individual Decision Making 165 Motivation Concepts 201 Motivation:Read MoreFundamentals of Hrm263904 Words   |  1056 Pages to self-assessment, to a wealth of interactive visual and audio resources, WileyPLUS gives you everything you need to personalize the teaching and learning experience.  » F i n d o u t h ow t o M A K E I T YO U R S  » www.wileyplus.com ALL THE HELP, RESOURCES, AND PERSONAL SUPPORT YOU AND YOUR STUDENTS NEED! 2-Minute Tutorials and all of the resources you your students need to get started www.wileyplus.com/firstday Student support from an experienced student user Ask your local representativeRead MoreHuman Resources Management150900 Words   |  604 Pagesbe able to: ââ€"  Identify four major HR challenges currently facing organizations and managers. List and define each of the seven major categories of HR activities. Identify the three different roles of HR management. Discuss the three dimensions associated with HR management as a strategic business contributor. Explain why HR professionals and operating managers must view HR management as an interface. Discuss why ethical issues and professionalism affect HR management as a career field. ââ€"  Read MoreOrganisational Theory230255 Words   |  922 PagesPerspectives John McAuley, Joanne Duberley and Phil Johnson . This book is, to my knowledge, the most comprehensive and reliable guide to organisational theory currently available. What is needed is a text that will give a good idea of the breadth and complexity of this important subject, and this is precisely what McAuley, Duberley and Johnson have provided. They have done some sterling service in bringing together the very diverse strands of work that today qualify as constituting the subjectRead MoreStrategic Human Resource Management View.Pdf Uploaded Successfully133347 Words   |  534 Pages................. 268 SUMMARY............................................................. 272 NOTES.................................................................. 281 vii STRATEGIC HUMAN RESOURCE MANAGEMENT Table of Contents SECTION THREE .........................................................299 Human Resource Planning ......................................300 THE STRATEGIC ROLE OF HUMAN RESOURCE PLANNING ............................................................ 301 OVERVIEW OFRead MoreProject Managment Case Studies214937 Words   |  860 Pageson-the-job training, case studies and situations are perhaps the best way to learn project management. Case studies allow the students to apply the knowledge learned in lectures. Case studies require that the students investigate what went right in the case, what went wrong, and what recommendations should be made to prevent these problems from reoccurring in the future. The use of cases studies is applicable both to undergraduate and graduate level project management courses, as well as to training programs Explain What Constitutes the Physical and Psychological... Explain what constitutes the physical and psychological needs of a three year old child. Explain how you would ensure that these physical and psychological needs can ideally be met in a setting/nursery which the 3 year old child attends from 8 am to 6 pm, 5 days a week. * Identify and define the specific physical needs of a three year old child – including exercise and rest, diet, health and safety. (10) * Give a full explanation of how these physical needs should ideally be met by an early years setting/nursery which offers care from 8am to 6pm five days a week. (17.5) * Identify and define the psychological needs of a three year old child – focus on emotional and social needs. (10) * Give a full explanation of how the†¦show more content†¦Gross motor skills is the ability to move using the whole body while fine motor skills is the ability to perform skills that require hand and eye coordination for example eating with a spoon or building a tower of bl ocks (Macleod – Brudenell amp; Kay, 2008, pp72). A nursery should provide for enough indoor and outdoor room for the children to be able to refine their gross motor skills. Play areas should be adequately stocked with swings, slides and monkey bars, tricycles as well as child size tunnels and playhouses. This allows the children to play in the sun to help make vitamin D, however, this play must be controlled, as too much exposure to the sunrays can be harmful. Puzzles, building blocks, train sets, painting, scribbling, reading from age appropriate books, sand and water play, gardening all encourage and refine fine motor skills. As the brain, nervous system and muscular systems mature and develop, the child will automatically develop complex gross and fine motor skills. A nursery should provide adequate access to fresh air and ventilation. Poor ventilated areas lead to poor mental functioning, spread of airborne diseases, inhalation of pollen and house dust that can trigger allergies and inhalation of polluted substances. Dar es Salaam has tropical weather with high levels of humidity. My daughters’ classroom is equipped withShow MoreRelatedConsider Research That Determines How Early Attachment Impacts on the Social and Emotional Development of Three to Five Year Olds and Adults.2451 Words   |  10 PagesExplain what constitutes the physical and psychological needs of a three year old child. Explain how these needs can ideally be met in a childcare settingDefine physical needs * Briefly define what is meant by physical needs, including exercise and rest, diet, health and safety * Identify the specific physical needs of a three year old.Give a full explanation of the steps carers should ideally take to fulfil these physical needs. * Consider for example, how you could provideRead MoreLogical Reasoning189930 Words   |  760 PagesAttributionNonCommercial-NoDerivs 3.0 Unported License. That is, you are free to share, copy, distribute, store, and transmit all or any part of the work under the following conditions: (1) Attribution You must attribute the work in the manner specified by the author, namely by citing his name, the book title, and the relevant page numbers (but not in any way that suggests that the book Logical Reasoning or its author endorse you or your use of the work). (2) Noncommercial You may not use this work for commercial purposesRead MoreStrategic Marketing Management337596 Words   |  1351 Pagesof this publication should be addressed to the publisher Permissions may be sought directly from Elsevier’s Science Technology Rights Department in Oxford, UK: phone: ( 44) 1865 843830, fax: ( 44) 1865 853333, e-mail: permissions@elsevier.co.uk. You may also complete your request on-line via the Elsevier homepage (www.elsevier.com), by selecting ‘Customer Support’ and then ‘Obtaining Permissions’ British Library Cataloguing in Publication Data A catalogue record for this book is available from