The Case of Lady Sannox free essay sample

The Case of Lady Sannox BY 122 The Case of Lady Sannox Would you ever consider lying to the person you love? The one person you trust and care about most in the world? In the last few years, divorce rates have risen dramatically. Many of these divorces are the effects of secrets, lies, and the rise of temptation in our modern world. The relationship between Lady and Lord Sannox in the short story The Case of Lady Sannox, by Arthur Conan Doyle, is an example of a marriage destroyed by deceit and lies. In Doyles story, each character portrays deceitful qualities while Lord Sannox takes his revenge upon the arrogant Doctor Stone and Lord Sannoxs unfaithful wife. The lives of the characters in this story are controlled by many of the qualities that cause marriages to fail such as revenge, arrogance, and deceit. Revenge is the desire to repay injury for injury, which is exactly what Lord Sannox does. We will write a custom essay sample on The Case of Lady Sannox or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page His heart is brutally broken by his promiscuous wife who is having affairs with several men, including a man named Doctor Douglas Stone. So, in order to pay her back for the pain she causes him, he derives a plan. One night, he disguises himself and begs for the Doctors help, claiming his situation is urgent. After some explaining and a very persuasive bribe, Doctor Stone agrees to check on the mans wife (who supposedly has a poisonous infection) and see what he can do. Lord Sannos then brings him to his house to perform an operation he convinces the doctor is necessary for her to live. Although this scheme is gruesome and horrifying, Lord Sannox finds reat satisfaction in watching his wife, Lady Sannox, have her lip be surgically removed by the oblivious Dr. Stone, using no anesthetic or pain reliever. As a result, Lord Sannox obtains his revenge on not only his wife, but also her arrogant lover. To be arrogant or proud means to exaggerate ones importance in an overbearing manner. Doctor Douglas Stones character portrays this quality by neither caring if people find out about the affair nor trying to keep it a secret. He is well known for his ork, so he does not feel it is a problem if there are rumors about him and the married Lady Sannox. Because he is such a successful doctor, he is very proud, which is the only reason he decides to take the Job offered by Lord Sannox. He is not performing the surgery because the patient desperately needs it, but because he worries what others will think of him if he turns down the man and his wife, and if they hire someone else. Although proud, arrogant, and selfish, Dr. Stones character is not nearly as cruel and deceitful as that of Lord Sannoxs wife. Deceit is the distortion of the truth for the purpose of misleading. Lady Sannoxs character is the first to act untruthful; however, all three characters are deceitful in the story. By being unfaithful to her husband, Lady Sannox is lying to him and breaking his heart which soon causes him to lose his mind. The pain Lord Sannox feels because of the betrayal causes him to crave revenge and grow to be completely mad. Doctor Stone is deceitful by having an affair with a woman he knows is married, and for acting self-righteous and pompous about it. The crazy Lord Sannox lies and convinces Doctor Stone to perform a gruesome operation on his lover, making him deceitful as well. So, although they are all deceitful at one point, they each express In the short story, The Case of Lady Sannox, Lord Sannox takes drastic measures to capture his revenge on the well-known, arrogant Doctor Douglas Stone and Lord Sannoxs deceitful wife, Lady Sannox. He obtains his revenge by convincing the doctor to remove his wifes lower lip because he claims she has a poisonous infection, when ll he really wants is to repay his wife for the pain she causes him. He also disguises himself with a beard and hat and tells Doctor Stone anesthetic is against their religion to cause his wife to feel as much pain as he feels. The way Doctor Stone acts about the affair makes his character seem arrogant, with his nonchalant attitude. Lady Sannox has affairs with other men although she has a loyal yet oblivious husband at home, making her a deceitful liar. So by choosing to betray and lie to her husband, Lady Sannox not only risks her marriage, but also her life.

Societal Impact on Fixed Value Systems

Societal Impact on Fixed Value Systems Free Online Research Papers Societal Impact on Fixed Value Systems The dynamic of values subjected through the mind set of individuals directly is a result of the consequences of the environment we are subjected to. Effective relationships with a myriad set of vendors, customers, stakeholders and clients requires applying basic ethical principles when associating and forming linkages with people and organizations that can have an effect on your life and livelihood. I intend to explore how my own personal constitution is the bedrock upon which value judgments are decided. Culture emanates from a set of moral principles that guide and shape our values. Cultural and personal values are shaped in our formative years, providing a guide to the nature of our identity and how we identify with others in a social context. Being responsible, and virtuous or true necessitates adherence to laws and norms that govern aspects of our interactive behavior. Therefore, cultural behavior is shaped by cultural, organizational and personal values. These values then, define the ways in which we interact on a professional scale, whether in the workplace or the community. We are not only creatures of habit- our fundamental principles shape and guide the decisions that we make that are most functional and palatable to us. In part, the rationale for justifying learned, agreed and patterned states of behavior is based on not only obeying the law because we have to, but laws in and of themselves do not constitute ethical behavior. The law and principles that are established could be argued are standards for ethics, but only in a free society where laws are established by the consent of the governed. Societies that have no barriers between church and state apply no official sanction for what is considered wrong or right and justice can be metered out by the state, the community, or the family. Hence, individuals are responsible for their actions, but not their decisions. In this society we are subject to the whims of popular discourse, new regulations, outdated laws that no longer apply and the like. People routinely leave their children in hot cars in the summer, not realizing it is dangerous or against the law now. Others don’t follow township regulations and water their grass on uneven days, for example. The rude fan at the football game who spills a cup of beer on you while cheering or the lady who refuses to take off her hat in church don’t realize that it sometimes is not them, but you who face the consequences of shame and/or disillusionment because a) that is not my team or b) you don’t speak on a lady’s fashion at church. I do not presuppose that laws are made to be broken but some in our society have taken to a fundamentally individual focus on extremism. Without regard to practicality and common sense, ever since I became culturally aware and more socially conscious, I have noticed this subtle shift in attitudes to a more sub strata type of co existence in my society. From Hollywood stereotyping during the exploitative filmmaking era of the 1970s that characterized young African American men and women as hustlers, pimps and hookers; to the gangsta rap era of drive bys, drug sales and casual sex, I have witnessesed and experienced firsthand the novelty of freedom of expression but the despair and distraughtness over the realities of unencumbered free association. For example Gordon from Sesame Street was one of the most stereotypical black Hollywood actors as a pimp and a hustler, yet progressed career wise into a paternal father-uncle figure to children once he received a measure of success. Just last week personally I was going to get beat up by a friend of my brother’s who kept impaling me with ideas like ‘everythi ng in life ain’t all about school’, ‘you act like but you don’t know you(‘re) a ‘God’, a reference by members of the Nation of Gods and Earths that men are gods and women are earths. I had had these issues before, up until about 15 years old in school and until about 25 ‘on the street’. Now that most of my peers have matured, little of this subjugation based on education remains but is often taken for granted to not speak on educational attainment as an unspoken show of mutual respect to those who have learned how to survive in the street or as a form of endearment to elders who may have had to work hard and struggle to provide for us without the benefits an education brings. The focus, instead is material and expressive. It focuses on the ‘bling’ or flashy jewelry, money, cars, fine homes and other aspects that satisfy our basic needs of food, clothing and shelter as espoused by Maslow, but are more of a status symbol of what one is able to get away with, by any means, (but not necessary). According to Nonis, Sarath, Swift, Cathy O. (2001), for example, situational factors may cause different value dimensions to have more or less of an influence in different contexts. Sometimes this manifests itself in many unusual ways of socializing, such as going to work in Grosse Pointe watching customers grab their kids, purses, bags, lock their cars and all that while I have several degrees, 2 jobs, volunteer in the community and seek support and investment. But does it justify the manager who socializes with the line staff, playing video games and chasing women while on the clock, because the most efficient team is on the floor? Or how about the six year veteran of the company who takes a little here and there from donations to a non profit organization, because oh, they’re all millionaires (founders, sponsors or benefactors) and they won’t miss a few grand. Byrd (2005) suggests students so often think of themselves as powerless that they neglect to look at their lives in terms of the decisions they have made. They do not see that one bad decision can transform them from a student with friends, a car and a room of their own to a lonely individual in a ten-by-twelve cell. We must accept that humility and a willingness to listen should form the basis for rational decision making. Filtering out extraneous messages and delineating the best course of action is a consequence of correct behavior. For example, who wouldn’t jaywalk to catch a fleeing bus or to hail a passing taxi? Only by peaceful nonviolent protest for example, can we petiton city hall or picket unfair labor practices. However, jostling in line to get great tickets to the big game or sleeping outside the electronics store to get a free laptop may be fraught with insecurities and uncertainties about what standards we accept as ethical or right. Imagine the dilemma faced by a social worker who won’t tell a young girl’s parents that she is pregnant. Confidentiality agreements and codes of ethics regulate us and hinder the capacity for freedom of thought and action. What if that same worker pressured a physician to perform an abortion to save face, money and attentio n given to the matter all the way around? Some of the principles we learned I felt assumed we always base our relationships with people based on our core cultural values. That is, expectations will be set before you even speak with someone, or form an opinion about their behavior, or characteristics that may or may not have been acquired or acquiesced but on existential traits that cant be truths only hypotheses. I recently got my first 76 in the mystery shop score, a tool our organization (Staples) uses to measure customer satisfaction. The customer complained I had bad karma. But my super had us hustling to clean up and make the store more attractive to ostensibly cover him when the corporate VP came by for a visit. I brought the issue up to my super because I wanted to show that I found out about it and understood that he was held responsible for such a gaffe that I had never had any issue with before. But our organizations core values place the focus on team to the public, but the responsibibility on the individual (i.e. what if this got in the news, what would your mother think). Responsibility carries with it an awesome measure of power that can influence the way people think. The only consequence, therefore is whether or not we can assess how fair in our dealings, tradings, selling and promotion we can be. Acting out of self determination does not relieve us of our words, ways and actions but external variables can make us creatures of habit, making little conscious effort to remain true to ourselves when living, working and playing within the context of an even larger network of presuppositions, expectations and norms. George Fotis (1996) explains that with balanced self discipline, this person listens, and therefore, communicates well. This individual is tactful and highly persuasive, adapts to new situations and is objective, yet sensitive to the feelings and needs of others. I don’t want to become a bitter old man, waxing paradoxically about what could have been, what breaks I didn’t get, or who wasn’t in my corner. I cant bring back the past, no matter how much I can relive an idyllic lifestyle or wish to bring back 1976. But my community, my religion, my company, my country, my school all keep me grounded to the environment that shapes my life. When I decide to run for an office, I know that socially you have to go to the right church, marry the right woman, be raised in the right family and have the right politics, I have no problem with that, nor with stating any differences I have with any subgenre of those issues. But when I feel that I have measured what I have to give I want to follow Tait’s example, †¦the true role of public servants is not just to serve â€Å"customers† but also to balance the interests and preserve the rights of citizens. For this perspective, renewal of the public service does not mean choosing between the â€Å"traditional† and â€Å"new† values. Rather, serving the public interest in some instances, means finding the appropriate balance between them. References and Citations Byrd, Ronald E. (2005). Decision-Making. Yale-New Haven Teachers Institute, curriculum unit 80.06.03. Retrieved October 11, 2005 from yale.edu./ynhti Colero, Larry. ethics.ubc.ca/papers/invited/colero.html, visited October 14, 2005. Fotis, George W. Management Review. New York: Dec 1996. Volume 85, Issue 12; pg. 46, 2 pages. Nonis, Sarath, Swift, et al., (May/Jun 2001). Personal Value Profiles and Ethical Business Decisions. Journal of Education for Business, 08832323, 8 pages. Tait, J. (1997). A strong foundation: Report of the Task Force on Publis Service Values and Ethics (the summary). Canadian Public Administration/ Administration publique du Canada, 40, 1-22. Research Papers on Societal Impact on Fixed Value SystemsComparison: Letter from Birmingham and CritoAnalysis Of A Cosmetics AdvertisementRelationship between Media Coverage and Social and19 Century Society: A Deeply Divided EraIncorporating Risk and Uncertainty Factor in CapitalDefinition of Export QuotasInfluences of Socio-Economic Status of Married MalesThe Relationship Between Delinquency and Drug UseAssess the importance of Nationalism 1815-1850 EuropeThree Concepts of Psychodynamic

5 steps to finding a job in another state

5 steps to finding a job in another state A new job can often take you to a new, exciting place. But what if you’re ready for the excitement of a change of scenery, but don’t know where to start when it comes to finding a new job? Whether you need to move for family reasons or are simply unsatisfied with your current location, here’s a few steps to hone your job search and up your chances of landing a gig from far away. Step 1: Research your optionsLocation, location, location is the mantra of the house hunter, but it should also be the mantra of the job seeker. Not only is it important to research where the jobs are within your industry, it’s also important to narrow your search to the location that will satisfy and support the rest of your life. Whether you’re looking for the nearest metro center within driving distance of family, or you want to be on the coast, or you just want to live in a place with a lower cost of living, getting as much information as possible before you start your j ob search is key. Does a particular city have a subway system or bus? Would you bike to work or drive? Are you looking for better weather or one of the nation’s healthiest cities? It’s important to prioritize locations that will work better for you and support your reasons for moving in the first place.Then, once you zero in on your ideal locations, make sure you also research the area for practical day-to-day issues: housing, travel, and cost of living. The median salary in a new location may be less than what you’re used to and can filter you out of contention for the perfect job in the perfect area. When you’re searching from far away, and you don’t already have a lay of the land, this is something important to keep in mind. Also, be sure to check if certain cities have a local job search network, as many do. Local sites may help you learn more about a new place in addition to finding more opportunities in a particular area.Step 2: NetworkDoes y our current job have possible transfer opportunities? Do you have personal or professional contacts in your preferred area? Referrals are a time-tested avenue for employers to find good hires- and that’s a two-way street. Put the word out on social media and your text chains and see what opportunities people in your desired location already know about. Also, chances are your alumni network has contacts in your new desired area. Take advantage of whatever resources and contacts you have that can get you an â€Å"in† with the place you want.Step 3: ApplyWhen applying, consider the perspective of your potential employers. You don’t want to become automatically disqualified simply for having an out-of-state address. It’s often more practical for an organization to hire local talent rather than consider having to cover transportation or moving costs for quality candidates. So leave your address off the resume and cultivate a compelling reason for why you want to move to a new area. Providing a good, honest reason for your desire to move and presenting the choice in a positive light for your professional advance can show a future employer that you are a serious candidate.Step 4: Sharpen your Skype skillsEven though almost everything is online, job-searching from another state will present a challenge when you get close to the interview process. Taking a transatlantic flight for a first-round interview may prove costly and impractical if the job opportunity doesn’t pan out. Interviewing in person is very different than interviewing via Skype or by phone. Don’t be afraid to ask if this is a possibility for first-round interviews. And practice your Skype performance: find a quiet, clean, and properly lit spot to do your online interviews, pay for quality WiFi to prevent dropped calls, and get used to making eye contact with the camera rather than the screen.Step 5: Realize you might need to compromiseSometimes a great job oppor tunity will lead you to another state, but it’s a little harder to do this in reverse. This doesn’t mean you will need to automatically take a pay cut, but if you prioritize location, you may need to budge somewhere else. You might not get the ideal job in the ideal location. So, if you really need to move, you need a back-up plan. Find a starter job in your ideal location where you can stay for a while and continue your job search from a stronger position once you’ve moved.

Reaesrch Analysis Research Paper Example | Topics and Well Written Essays - 1250 words

Reaesrch Analysis - Research Paper Example This was necessary in order to ascertain the accuracy of data and help in statistical analysis. On the part of Kramer, et al. (2008), they adopted randomized or true experiment research design in their study. It had a double blinded trial with placebo controlled comparison between children aged below six years using acetaminophen and ibuprofen. In these two groups, the two medications were alternated with placebo in order to check whether there was a 0.6o C difference between the groups. The rationale for designing this study in this way was so as to check temperature differences between the two groups under study. As such, it was proper because they were checking on the efficacy of these two antipyretic drugs. Link between the Research purpose/question and Design There is a definite link between the research question and design in the study carried out by Britz, J. A., & Dunn, K. S. (2010). The aim of this study was to check on quality of life of patients with heart failure in relat ion to deficits that occasionally arise from healthcare provision. According to Newell & Burnard (2006), data that is used in any scientific study should be collected or based on parameters that are a reflection of the desired outcome. In this regard, the data was collected from three different sources which touched on quality of life. In order to make the design more elaborate, personal data of the patients such as age was also incorporated into the study. The same is true for the study undertaken by Kramer, et al. (2008) who were trying to find the efficacy of two antipyretic drugs. From practice, it is clear that these two drugs acetaminophen and ibuprofen are commonly used interchangeably by pediatricians to handle fever problems in children. However, there have been doubts about their efficacy when used together. To check on these doubts, it was necessary to use a controlled double placebo randomized study design. Intervention in Each Study There were no interventions in both t he studies. The Independent and Dependent Variables In the study undertaken by Britz, J. A., & Dunn, K. S. (2010), the dependent variable is quality of life whereas the independent variables were specific self-care deficits. In this study, there was no blinding because it was a descriptive study that relied mostly on data from other sources. According to Newell & Burnard (2006), descriptive studies usually use data from other sources as opposed to data that is measured scientifically in a study. In this regard, the data were either obtained from the patients through questionnaires or from charts of patients. On the other hand, the study by Kramer, et al. (2008) had temperature as the dependent variables whereas efficacy of acetaminophen and ibuprofen was the independent variable. In this study, there was blinding on both groups under study since both of them were using the two drugs. In each group, the participants were supposed to be put on one of the drugs and placebo according to the required dosage prescribed. Each group was assigned a specific drug which was supposed to be administered alternating with the placebo. The pharmacist who administered the drugs to both the groups was not blinded and therefore knew what medication each group was being given and the schedule being followed. However, for the children, their parents and guardians were blinded as to which regimen was being administered to the subjects.

Business ethic Coursework Example | Topics and Well Written Essays - 2000 words

Business ethic - Coursework Example Less emphasis is placed on how Lower level managers and employees define ethical issues, think about ethics and resolve ethical issues. Thus, on this premises, this paper seeks to explain how the lower level managers and employees perceive ethics, in comparison with how the top managers perceive ethics. In establishing an ethics program, a bottom-up approach is recommended (Brown, 2005). This entails engaging all the employees in the discussion and thinking about ethics. This makes it easier to implement as everyone in the company may feel that they had an input in deciding about ethics program. As fact, top-down nostrums are less effective in most organizations. They tend to perpetuate even further, the varied perception toward corporate ethics as perceived by the employees and the top management. Nevertheless, senior managers are known to influence the character and the scope of the organization’s corporate ethics program. They are charged with the responsibility of ensuring the integration of the ethics into the day-to-day routine of the organization. In general, senior managers have much to play in the successful implementation and management of ethics in an organization. Thus, their take and perception on ethics matters a lot. Research has evidenced that senior manager in most companies exhibit a more positive perception towards organizational ethics as compared to the lower level managers and employees. On the other hand, lower level managers and employees tend to be more cynical when it comes to business ethics in organizations. Thus, there is a clear contrast in perception towards organizational ethics between the two groups. Even so, many senior managers have proved to be ignorant of the ethical problems and matters affecting their organization. This plays a pivotal role in discouraging ethics as well as perpetuating the differences in perception towards ethics in most organizations. On the other

Starbucks Recruitment and Selection Process

Starbucks Recruitment and Selection Process Starbucks is a speciality coffee house which originated in Seattle. Today the organisation has over 15,000 outlets worldwide. It sells a range of hot and cold drinks, food items and accessories. Its philosophy is to create an experience for the customer and a human connection. With the introduction of the Starbucks Card purchasing drinks, food etc. from the outlets has now been made a lot easier. Customers can top up their cards and use them as a method of payment. Starbucks products are also available from supermarkets. Some of the range includes packets of coffee, coffee makers, gift sets etc. Starbucks is constantly innovating its offer to keep up to date with competition from McDonalds, Cafe Nero, Costa Coffee etc. You are required to answer the following questions making reference to Starbucks. Task 1 – Recruitment, Selection and Retention A Barista at Starbucks must have a number of personal characteristics and skills which will enable them to carry out their role. These skills and characteristics are likely to include friendliness, attention to detail, a commitment to providing customer service and an ability to work in a fast-paced environment. Pilbeam and Coridge indicate that successful resourcing is as much to do with good organisational fit as it is to do with HRM best practice, and therefore the first stage of recruitment should be to undertake a role or person specification in order to establish the skills and attributes necessary for the role. Phillips and Gully suggest that successful recruitment, selection and retention should also be aligned to the strategic objectives of the firm and therefore care and consideration should be given to the most suitable recruitment and selection methods in order to ensure they will attract the best potential candidates and also that the entire process will result in long t erm employee retention. Bratton and Gold state that recruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements. Accordingly, Torrington et al observe that there are a number of alternative recruitment and selection strategies including interview, assessment centre, and psychological testing. Each has its own advantages and disadvantages and therefore it is not uncommon for multiple approaches to be used in combination depending on the seniority of the role in question. However, before recruitment and selection can commence it is necessary to determine a suitable specification for the role. Thus the suggested specification for a Barista at Starbucks is given below:- Figure 1: Personal Specification Template for a Barista at Starbucks (Source, Author) Requirement Essential or Desirable? Qualifications / Education / Training: No essential qualifications required, food safety or food hygiene would be desirable Desirable Experience: Customer service, food handling, retail Essential Knowledge: Some retail knowledge would be desirable, along with a knowledge of various coffees Desirable Skills Competencies: attention to detail; ability to work in a high pressure environment, customer-centric Essential Personal Attributes: open friendly, keen to provide an exceptional customer experience Essential Other: Prepared to go the extra mile to offer exceptional service and use own initiative when necessary in order to promote the brand and concept Desirable The specification is not exhaustive and further attributes may be considered such as an ability to communicate in more than one language, especially if the location of the outlet is such that overseas tourists regularly visit (eg parts of London).   The most cost-effective form of recruitment and selection process for Baristas would be CV and subsequent interview as managers in Starbucks at a local level have a clear idea of their local customer demographic and demand and thus potential applications who submit a CV can be easily screened for desirable and essential skills and attributes. The manager can then interview potential applications before making a decision on selection. An interview has further benefits as it allows the manager to identify the personal attributes and characteristics of the application in order to assess how the application would fit within the existing team, as much of the Starbucks ethos and working model requires a high level of teamwork. Potential questions which might be asked at interview for the Barista would include asking the application to describe their retail experiences to date and getting them to explain how these experiences have relevance at Starbucks. This would test for depth of experience and also organisational fit in terms of focus on the customer experience. Other technical questions might relate to Food safety and handling in order to ensure that the application understands the critical importance of this when delivering an exceptional customer experience. From a regulatory perspective the manager conducting the interview must be sure not to inadvertently discriminate against any potential applications during any stage of the recruitment and selection process. Therefore all applications must be asked identical questions and none should relate to issues of gender, age, race, ethnicity or sexual orientation. In short, Starbucks is proud of its heritage as an equal opportunities employer. During the recruitment process potential applications must be offered full opportunity to ask their own questions in order to ensure that they fully appreciate the nature of the role which they may be committing to. Task 2 – Building Winning Teams One of the foremost scholars of team building, Meredith Belbin, identified that in order to function effectively an organisational team requires members with different skills and attributes. In her research she identified that there are nine alternative team roles as she described them (see Appendix for full details). Belbin observed that the most effective teams possessed at least 5 and ideally 7 of the roles, and that an individual member within a team was capable of fulfilling more than one role, but rarely more than two. Tuckman established that when people are first brought together in a team they experience various stages of team development, popularly referred to as forming, norming, storming and performing. This concept is reflected in Figure 2 overleaf. In short, the theory holds that as employee are brought together in a group they experience an evolutionary process whereby they come to understand and appreciate one anothers skills and strengths and then utilise these compl ementary skills for the best advantage of the team as a whole. History has shown that Tuckmans theory has almost universal application, however, when used in combination with Belbins theory it becomes even more powerful as it becomes possible to identify in advance whether or not a group I likely to succeed based on the unique skills and attributes of each team member. For example, if there are too many plants within a group then it is likely that the group will be highly creative but the ideas will rarely be translated into action. Similarly, too many co-ordinations is likely to result in arguments as the co-ordinator role is known to be quite stubborn and even manipulative. When applying these theories and concepts to teams at Starbucks it can be observed that different skills are required for different parts of the operation. Holistic observation of a team working at Starbucks demonstrates the power of team working. Each person has a defined role which they focus upon in order to ensure maximum efficiency and quality of output. For example in any Starbucks outlet one person focuses on taking orders and payments, another one or two (depending on the size of the outlet) focus on making the orders and a further team members is constantly ensuring that the outlet is clean and tidy and well stocked. It can be suggested that this requires a high level of group communication and co-ordination and also a high level of trust as those baristas making the coffee must take on trust the orders given to them by their colleagues. Similarly because two Baristas can work on the same order simultaneously there must be complete understanding and uniformity to the order p roduction process such that they can interchange their roles at any point. Under Tuckmans model it is clear that a team in Starbucks is at the very least in the norming stage of the model and most probably at the performing stage. The concept of team work within organisations has gained increasing prominence in recent years and with good reason as highly effective teams are more efficient and productive. Furthermore, Armstrong identifies the benefits of empowering team members within a role so that they feel more engaged with the organisation and therefore more committed to delivering the best possible experience for the customer or client. At Starbucks one means of achieving this would be to ensure that every team member is fully cross-functional and that they are given stretch performance targets which require them to work as a team. Full cross-functionality means that each team member has an appreciation for other roles and therefore they tend to be more considerate of outcomes. Moreover, a cross -functional team which has accountability for its own results will typically find more effective means of delivering a service in order to reach targets.  Armstrong also discusses how increased responsibility and accountability increase engagement which in turn increases motivation. Some HRM scholars regard the relationship between engagement and motivation as symbiotic, but there is little doubt that engagement and motivation are strong indicators of a high performance team that is committed to exceed expectation and delivering exceptional service. Furthermore, research by Saunders demonstrates that highly engaged teams have lower levels of staff churn. This point is useful as it is closely correlated to the previously discussed matter of recruitment and retention, and thus if the right people are brought into the organisation and they are motivated to stay because they feel the business (for whatever reason) is a good fit for them, then there is reduced churn, increased engagement and greater productivity. In summation, engaged team members are more profitable for the business and thus it becomes a mutually beneficial relationship. Task 3 – Leadership Motivation There is a vast amount of literature and research which embraces the topic of leadership; furthermore, leadership theories have experienced a considerable amount of transition over time as societal perceptions of leadership have changed. Leadership has been defined by Mcquire and Molbherg as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Theories of leadership range for discussions as to the traits of leaders their styles of leadership and transactional and transformational theories of leadership. One of the most popular theories used to explain leadership style is the Managerial Grid as developed by Blake and Mouton and shown in figure 3 below:- As can be seen in the figure, the Managerial Grid examines the prevailing managerial technique of leaders within an organisation in order to identify their preferred style. In ideal circumstances Blake and Mouton believe that a manager and leader should adopt a team style which is participative and empowering and allows the employees of the organisation to make their own decisions within the remit of the organisations objectives. It can be suggested that the concepts of the Managerial Grid share some parallels with the discussions as to transformational and transactional leadership whereby Burns argues that in the longer term transformation leadership is far more effective because it empowers employees to deliver the best possible performance as they have accountability for their own daily working lives. It is evident that there are close linkages between leadership and motivation insofar as good leaders motivate their employees and team members to succeed through a combination of techniques such as engagement, empowerment and delegation of power. Armstrong and Cheese et al believe that the use of these techniques in conjunction with other factors such as employee voice ensure that individual employees align their personal aims and objectives with those of the organisation and therefore voluntarily strive to ensure that the service provided by the organisation is a success. It should also be acknowledge that several scholars perceive there is a difference between a manager and a leader within an organisation. The distinction is subtle and relates to the fact that managers generally focus on day to day operational tasks and leaders tend to occupy a more strategic role. However the distinction is certainly not clear cut and considerable debate still centres on this division of roles. Furthermore a leader can also be a manager by dint of their role within the organisation, and thus leadership tends to be regarded as a personality trait as opposed to an organisational position. In short, a leader tends to be more effective at motivating and inspiring employees because of their ability to engage them and encourage them to strive for enhanced performance. In times of change and development, and also in times of difficult circumstances such as recession, leadership and talent management skills are highly valued. In application to Starbucks it should be observed that in times of recession when consumers tend to cut back on luxuries such as coffee from coffee shops, Starbucks must strive to offer improved service to customers in order to retain them. The managers (and ideally leaders) of Starbucks must also continually strive to motivate Baristas to deliver exceptional service even when customers become more demanding. This concept is closely correlated with that change management and goal setting whereby engaging Baristas with the process can ensure that they feel empowered to respond to the challenge and that they have responsibility for it. At a local level this may mean running small promotions which would suit the customer demographic in order to attract and retain more customers. Furthermore, if Starbucks wish to retain their emplo yees it is prudent to continue to invest in training and development in order to ensure that they are highly skilled and capable of responding rapidly to changes in customer demand. This might include job exchanges with Baristas from other retail outlets in order to share best practice, or creating a forum where Baristas can put forward their suggestions for improvement. Although these are relatively small steps they can help individual Baristas to progress within Starbucks and this ensures that Starbucks generates a reputation as an employer of choice which fosters home grown talent and treats employees with fairness and respect.  Research into the prevailing management style at Starbucks reveals that they have a relatively flat hierarchy which ensures that it is easy to disseminate information widely and effectively within the organisation. Starbucks has a clear mission to inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time and this is fully evidenced in their training policies and ethos. The structure and leadership style of Starbucks also ensures that the business can be responsive to customer needs because the baristas are in direct contact with customers every single day and also have the necessary mechanisms to ensure that they can provide valid and timely feedback to their managers in order to improve the customer experience. Task 4 – Work and Development Needs and Performance Management Armstrong defines performance management as a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved. It is important to observe that from a HRM perspective performance management is not solely concerned with disciplinary procedures, but rather it is concerned with ensuring that each and every employee has the necessary support to achieve their objectives and potential. Thus, performance management is often closely correlated with learning and development as in order to achieve to their maximum potential employees must continue to expand their skills and to develop their capabilities. Furthermore, scholars such as Benson et al have observed a link between training and development and employee retention, which as previously identified, helps to ensure increased engagement and reduced employee churn. However in order to monitor and improve employee performance it is first necessary to set suitable objectives and targets and to apply metrics and benchmarks to these objectives and targets in order to objectively assess employee performance and development. At Starbucks there are two core elements which form the basis of employee performance; these are technical capability that is to say the ability to consistently produce a high quality cup of coffee, and secondly the ability to interact with other stakeholders including team colleagues and customers. The former can be objectively assessed by observation against agreed performance metrics such as speed of production and consistency of taste. This has benefit to individual employees and Starbucks as a whole because it ensures consistency of service and product quality across the network of franchises meaning that the reputation of Starbucks is maintained and also that Baristas are employable across a range of franchises that they ma y be prepared to travel to, thus increasing their value to the company. The second performance metric to assess is more intangible and pertains to perceived service level and customer and colleague interaction. In terms of colleague interaction this can be assessed through a variety of measures such as 360 degree feedback, line manager observation and self-reflection during a performance review. Research has shown that generally speaking individual employees are reasonably self-aware of their skills and capabilities and it is rare that a performance review highlights anything that the employee was not at least already aware of at some level. However the benefit of performance review is that it can demonstrate to individual employees specific areas where they could improve or would benefit from training to enhance their skills set. For example a food safety certificate to help ensure that an individual franchise was fully compliant with legislation, or perhaps rudimentary book-keeping skills to help ensure that the cash is managed accurately in each store . In terms of assessing Barista performance when interacting with customers this can be achieved through feedback forms and customer incentives. For example it is becoming increasingly common that receipts from retailers encourage customers to provide feedback about their service online. This has the dual benefit of helping the organisation to become more engaged with customers and response more rapidly to customer feedback. It can also be used to gather individual barista feedback if specific questions in the feedback questionnaire relate to performance and service such as speed and friendliness and helpfulness of the Barista. The information gathered from feedback surveys can be fed back to each barista in regular performance reviews in order to help them identify areas of development and subsequently improve performance. As noted at the outset of this section, performance management techniques should not be designed with the sole intention of discipline employees, although it is alm ost inevitable that at some stage a form of discipline may be required for certain employee. However, best practice makes it clear that regular performance reviews can help to forestall any such issues as if they are held regularly and reasonably frequently it should be possible to forestall any problems before they become issues of concern. Finally it is necessary to consider how Starbucks applies principles of delegation in order to motivate Baristas. As discussed previously in this review, Starbucks encourages team working and the creation of stretch targets to help Baristas develop and to take responsibility for their own areas of production. This approach is closely linked to effective performance management because empowering Baristas to set and achieve their own targets helps to motivate them to achieve as they feel in control of their targets and daily responsibilities. Targets can be used to monitor and evaluate Barista performance and at each performance review they can be revised as necessary in order to help the Barista improve. For example in the early days of a baristas employment this could be to improve the speed of production and to obtain a certain customer service rating. In due course this could progress to internal training courses in advanced customer service management and customer experience. This holistic process also helps Baristas to appreciate that they are valued and therefore this leads to them becoming more engaged and motivated and delivering improved performance. References Armstrong, M. (2009) A Handbook of Human Resource Management Practice (11th Edition) – Kogan Page, London  Beardwell, J. Claydon, T. (2007) Human Resource Management: A Contemporary Approach (5th Edition) – Pearson Education, London  Belbin, R.M. (2010) Management teams: why they succeed or fail. 3rd ed. London: Butterworth-Heinemann.  Benson, G. S., Finegold, D., Mohrman, S. A. (2004) You paid for the skills, now keep them: Tuition-reimbursement and voluntary turnover. Academy of Management Journal, 47(3): 315–331.  Blake, R.; Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co.  Bloisi, W. 2007. Management and organisational behaviour. 2nd ed. Maidenhead: McGraw-Hill.  Boddy, D (2008) Management: An Introduction (4th Edition) – Prentice Hall, London  Bratton, J. Gold (2007). Work and organizational behaviour. 2nd ed. Basingstoke: Palgrave Macmillan.  Burns, J. M. (1978). Leadership. New York: Harper and Row Publishers Inc..  Cheese, P., Thomas, R.J. and Craig, E. (2008) The talent powered organization: strategies for globalization, talent management and high performance. London: Kogan Page.  Foti, R.J., Hauenstein, N.M.A. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92, 347-355.  Govaerts, Natalie, et al. (2010) Influence of learning and working climate on the retention of talented employees, Journal of Workplace Learning 23:1.  Harrison R (2009) Learning and Development, London, CIPD  Hoque, K Noon, M (2004) Equal Opportunities Policy and Practice in Britain in Work, Employment Society vol.18 no.3 pp.481-506  Huczynski A, Buchanan D (2003) Organisational Behaviour: An Introductory Text – Pearson Higher Education, London  Mcquire, D., Molbherg J. K., (2011) Human Resource Development Theory Practice London: Sage.  Murphy, N. (2009) Talent managements role in a time of recession. IRS Employment Review. No 927, 13 August. 5pp.  Phillips and Gully (2009) Strategic Staffing Pearson Education, Upper Saddle River, New Jersey, pp12-35  Pilbeam, S. Corbridge, M. (2010) People Resourcing: Contemporary HRM in practice. 4th ed. London: Prentice Hall International. Ch 2  Saunders, M.N.K., (2011) Trust and strategic change: an organisational justice perspective in R Searle and D Skinner (eds) Trust and Human Resource Management. Cheltenham: Edward Elgar.  Starbucks (2012) Search and Apply [online] available at http://careers.starbucks.co.uk/job-search-and-apply retrieved 3rd Feb 2012  Starbucks (2012) Mission Statement [online] available at http://starbucks.co.uk/about-us/company-information/mission-statement retrieved 3rd Feb 2012  Torrington, D. Hall, L. Taylor S (2007) Human Resource Management (7th Edition) – Prentice Hall, London  Zaccaro, S. J., Gulick, L.M.V. Khare, V.P. (2008). Personality and leadership. In C. J. Hoyt, G. R. Goethals D. R. Forsyth (Eds.), Leadership at the crossroads (Vol 1) (pp. 13-29). Westport, CT: Praege

Epistemic Opacity

Michelle Freeman 05/24/2012 English 101 Epistemic Opacity Computers, tablets, I-phones, I-pads, cellular phones, e-readers and more are now considered daily necessities as well as pleasure apparatus’ that society relies on exponentially to get through each day. From the time we wake until we lie our heads down at night, society is constantly â€Å"plugged in† to some sort of technological advance. Due to this dependency on these electronic devices, society has succumb to a world of bits and bytes with no real consideration to how these tools work or provide the connection(s) we have come to count on.Sherry Turkle, an Abby Rockefeller Mauze Professor of the Social Studies of Science and Technology at the Massachusetts Institute of Technology states in her essay How Computers Change the Way We Think, â€Å"Some thinkers argue that the new opacity is empowering, enabling anyone to use the most sophisticated technological tools and to experiment with in complex and creativ e ways. But it is also true that our tools carry the message that they are beyond our understanding. It is possible that in daily life, epistemic opacity can lead to passivity† (568).Epistemic opacity is a fancy way of saying that the understanding of how something actually works does not mean that you don’t know how to use or work that same something. Take a lawnmower for example; a person of general intelligence understands that gasoline needs to be put into the engine in order for it to run. That same person understands that depositing of oil is equally important for the engine to maintain lubrication and cooling. A turning of a sharp blade that is powered by the engine is what cuts the grass.Intellectually we understand not only how to use the lawnmower but how the lawnmower actually works. Typically we are not passive in our acceptance of such general day to day use items, such as said lawnmower. Technology however, is different. The intellectual understanding of t echnology and how it actually works does not seem to be a priority for the masses of today. The importance of understanding of personal technologies is key to counteracting this opacity that appears to be more and more prevalent as technological developments continue to progress.By not paying attention to the basic understanding of technology, we are willingly and openly allowing ourselves to be directed and manipulated in a way that removes individual opportunity for growth and understanding where technology is concerned; our development in this arena is left to creators of technology to decide. Intellectual lack and lesser intelligence regarding these tools of technology does not appear to be the consensus opinion among our fellow citizens but rather there is the general thought that we are all part of a growing technological wave that makes us all smarter and more advanced.However, in all actuality, it is more that cognitively people are running the risk of intellectual deficienc y and passivity as Turkle expresses. Turkle states that soon after she joined the faculty at the Massachusetts Institute of Technology in the late 70’s, which was coincidentally the end of an era of the slide rule and the beginning of the era of personal computers, she witnessed several senior professors in engineering complaining that the transitions from slide rule (a mechanical analog computer used primarily for multiplication and division) to calculators had affected their students ability to deal with issues of scale (564). The Professors were arguing that when students used slide rules, they had to insert decimal points themselves. They insisted that inserting the points themselves required students to maintain a mental sense of scale, whereas those who relied on calculators made frequent errors in orders of magnitude. Because of this, the students with calculators had lost their ability to do â€Å"back of the envelope† calculations, and with that, an intuitive feel for the material† (564).It is possible that because society accepts at face value the technology that we have come to depend on, that the level of passivity is leading to a reduced intelligence as a whole. Personal experience has led me to witness many people more interested in the brand, make and model of their personal technological items than as to how these items send, receive, record and process information. The general core mechanics of each individual piece of technology should be made common public knowledge.It is not so much that people need to understand the inner workings of every motherboard out there; as it is that we receive a general understanding of how personal technologies work. How does a touchscreen actually operate? How can picture messages float through the air and land inside another phone or make their way to someone’s email inbox? What do we know really about the implication of radiation, if any regarding consistently placing technology aga inst the sides of our heads?I cannot answer these questions and many others because that information is not something readily available to or sought after by the general public. Society accepts openly that these technological items do what they are marketed and sold to do. Through blind acceptance we become susceptible to a possible deprivation of necessary knowledge. It is important to comprehend the effects and/or implications of daily use, in order to facilitate continued intellectual growth that parallels the technological boom.Charles McGrath, writer and editor for the New York Times, touches on epistemic opacity in his essay The Pleasures of the text. McGrath is referring to text-messaging when he states â€Å"text-messaging is â€Å"lateral† rather than â€Å"penetrative,† and the medium encourages blandness and even mindlessness† (474). McGrath suggests that as Americans we use text-messaging with no real consideration or thought. He is referencing a com mon practice among individuals who use text-messaging to convey quick, mindless jargon in an efficient and non-personal way (474).This line of thought connects to opacity in that it shows how text-messaging is just one example of many how society has become so relaxed and comfortable in the use of technology that not only do we not consider how technology works, we have taken it even further and we don’t even truly consider what we put out into the world with our technological devices. Society has become lazy where this is concerned. Turkle supports this idea in her aforementioned essay when she expresses her personal witness to the psychological effects of computational objects in everyday life.She states that passivity regarding technology is becoming more and more apparent in that the â€Å"people who built or bought the first generation of personal computers understood them completely. The next generation of operating systems were more complex, but they still invited tha t old-time reductive understanding†. Turkle states that contemporary information technology encourages different habits of mind. She goes on to say â€Å"today’s college students are already used to taking things at (inter)face value† (568). I witness this daily in my own life every time I see my children access all different types of technology.When I ask them to explain the deeper operation of the technology they are currently using, they cannot do it. They explain it is not important to be able to use the current chosen technology. This attitude causes me concern because I worry that they are becoming a culture that does not ask the deeper questions. They just accept at (inter)face value as Turkle expressed. To grow along with the technological boom and to understand the deeper reasoning behind the operation of said technology will keep minds active and aware.It is important that resignation to acceptance of our technological world does not continue to grow an d expand. We can accomplish this by thinking for ourselves, preparing for our children and teaching future generations they must not blindly accept what is given to them. If they do, opacity and passivity will prevail to the point that we are all walking around filled with intellectual knowledge that has been directly controlled, removing individuality of thought and expression.Technology today is an amazing and powerful thing, at times it might even be considered beautiful. I personally look forward to technological advances and the wonderful happenings that will accompany these events; however, it must not be at the cost of our own personal intellectual development. Opacity and passivity are not conducive to society maintaining an upward intellectual growth regarding technology. Let us grow with and because of, technology.