Group Assessment: Groups will be set up randomly from within your tutorial group. You cannot change groups. This is a real-life simulation of what it’s like to join a project team in a new company. You don’t get to choose your work colleagues! You will have to use your best consulting skills to make the most of your experience in the group. Your group task is to find a multi-site (large or international) organisation which does not use the HR Business Partner approach. Imagine you are a group of HRM consultants being asked to advise them on developing the HRM function to assist the firm in achieving its mission. Then, assess the current state of that organisation and the HRM function. Finally, draw up your poster as a ‘pitch’ to
the Top Team of the firm indicating why they should implement the HR BusinessPartner approach across the firm. Your arguments should be based on theory taught in the lectures, explored inclass discussion and in tutor groups and applying practical experience(researched if not personal) and should be fully referenced. The assignment consists of three equally assessed elements as follows:1. Poster – infographic. The digital poster should be A4 in size and should contain creative imagery to depict your analysis. It might also include some text and headings to explain diagrams and images. Digital photographs, infographics, models and illustrations should be used to enhance the impact of the poster. All group members should contribute to the poster though some students will have more advanced digital skills than others and will naturally take more responsibility for this element. If you are working physically together, you can use a flipchart and physically draw the poster, then photograph it and then insert in a PDF or worddocument.2. Group poster Narrative. The group are required to draft a narrative to explain their poster. Highlighting the key points of the infographic and explaining what is being depicted. The narrative should be between 750 and 1000 words long, no more and no less. This should be referencedHarvard style and your references will not be included in your wordcount.3. Group Meeting Minutes and Group Contract. The group is required to create a ‘group contract’ on HOW the group will work together to achieve the set task. The group should also record a note of their meetings including who was present, what was discussed and action points agreed upon at the end of the meeting. You can also briefly share any group dynamics issues that emerged and how you tackled them. This should be in note form to provide some evidence of meeting together, relative contributions of individuals in the group, and the effectiveness of the group in tackling the ask of progressing group ideas to the final output. The groups will be randomly assigned from within your Tutorial groups. This may create some challenges with students being in different language groups (and for any remote students, different time zones). However, in todays global context, learning to work in international teams with unfamiliar colleagues is itself a great learning opportunity. These groups are fixed and you will not be allowed to change groups. If there is conflict in the group, members need to work togetherusing good management and HRM skills to navigate this conflict to a productive outcome. Please make every effort to engage and support your fellow students to make their best contribution to the work. Your lecturer and tutors will support you on how to get the best out of this experience. The final work should be uploaded BY ONE GROUP MEMBER on behalf of the whole group as one document by 11:45am on Monday, 03rd April 2023. There will be no presentation of the final poster, it will be assessed from your submission as itemised in the instructions above.I hope that you enjoy this assignment. It should be interesting and fun to work with others on this creative task.
I’m doing the conclusion part, follow my group members idea and do the conclusion, I uploaded their parts.
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This paper is a product of my original research efforts. I have acknowledged any contributions made by others through clearly indicating the contributor and their contributions using references to literature. I acknowledge all collaborative reassesses that that have had significant impact on my papers.
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Abstract
When considering the current global competition and economic liberalization, quality is now emerging as a key factor for gaining a competitiveadvantage. The quality nature of a commodity or servicedetermines whether an organization retains, adds or losescustomers. Low quality leads to discontentedcustomers and, therefore, the loss of future sales and costsrelated to immediate waste and rectification. Implementation of quality systems, therefore, becomes mandatory. However, it becomes tricky when employees are not ready to adopt a new dispensation. Literature from various source indicate the employee are prone to resisting change. Through a review of literature it is clear that employee resist change due to various reasons. Employees at Mohammad bin Rashid Housing Establishment have exhibited resistance to adoption of ne EFQM dispensation thus having negative impact on the people and people results parameters of the model. Furthermore their resistance impedes improvement of quality. This paper find out why Mohammad bin Rashid Housing Establishment are reluctance to change and recommend solutions that the mange can adopt to encourage the employees to change.
When considering the current economic liberalization and global competition, quality is now emerging as a key factor forgaining a competitive advantage. The qualitynature of a commodity or service determineswhether an organization retains, adds orloses customers. Low quality leads to discontented customers and, therefore, the loss of future sales andcosts related to immediate waste and rectification. Technological innovations have made geographicalboundaries meaningless, thereby giving rise to customers with perfect information about the market conditions. The business environment is increasingly becoming more complex with the marketplace transforming from being locally based to globally (Balcı 2002). This has subjected managers to constant pressures to look for alternative methods of improving logistics and cost minimization, and ultimately, to improve competitiveness. Customers are becomingincreasingly sensitive to the rising standards, and hence, are more rational in their decision-making processes. Because customers have access to a widerange of commodities to choose from, they will only go forthose commodities that maximize their consumption objective. For rational consumers, quality cannot be regarded as an optional factor in their objectives, and it is from thisfactor they derive utility (Erturgut 2007). Because of the global revolution, thispersistent increase in demandfor quality products and services gives organizations have no option but to invest substantial resources in those strategies that aim at developing total qualitymanagement.
People form an essential component of the quality management system. Therefore, effective way to introduce TQM within any organization is through training, development, and the empowerment of personnel. The organizational leadership needs also to ensure that the focus on quality is not solely motivated to generate profitsfor shareholders (value creation), butthat it becomes a culture in the organization.
Shareholders can claim full ownership of physical resources within their organizations. However, the most crucialcomponent of a business’ resources, namely employees, can never be fully owned by stakeholders. Employees are the driving force andthe lifeblood in any organization, yet they are the most difficult element to mobilize for maximum return on investment for shareholders (Saatçioğlu 2006). The bestway to manage this resource is by creating a conducive working environment within the organization that favors the retention of its best employees and avoids hiring unproductive ones (Pennington 2001, p. Xii).
With the exodus of skilled workers gaining momentum, the major consideration for organizations should be on the retention of existing talents and ways to mobilize manpower resources for quality services that are superior to that of their rivals, and ultimately, gives them a competitive advantage in the industry (Zsuzsanna & Tamás 2012). Theonly major concern in this instance is a complete commitment towards quality. This would pave the way to output improvement by the already focused employees while creating a breakthrough that reaches out to the unmotivated staffand motivate low output. According to Smit, (2000, p.117) this can be achieved using two strategies: first, ensuring that quality becomes partand parcel of organization’s culture and secondly, motivating the team to integrate quality into their personal lives.
According to Ceronio (1996, pp. 312-313), the morecommon misconception in the world of business is that the entire economic structurerevolves around money. What Ceronio misses in his arguments is that markets consist of people and, therefore, the societal foundation of transactions could be defined as one of the people serving people. This holds true to the symbiotic relationship exhibited between employers and employees, i.e. they interact as people with one goal to serve eachother and equallyserve the customers (Eskildsen & Dahlgaard 2000). The trend is also visible in the interaction between employees and their customers.
Mohammad bin Rashid Housing Establishment
Mohammad bin Rashid Housing Establishment is a public government entirety with a corporate identity. It was established. The established was instituted to facilitate provision of proper housing to the citizens of the Dubai emirate through provision of a numbers of services related to housing (Government of Dubai, 2014). The establishment facilitates provision of housing services to citizens under one roof. The service include, alternatives like provision of governmental houses, residential plots, giving house loans, ready houses, maintaining and expanding existing houses, and overseeing standards in the housing industry (Government of Dubai, 2014).
The firm is responsible for several housing projects in multiple locations across Dubai. For instance at the moment, the firm has housing project at Oud Al Muteena, Al Warq and Al Barsha. Some of the projects have about 1500 villas while other have up to 3000 villas. The firm extends its service to other related activities such as sewerage drainage works, lighting works and street furniture, telecommunications and electrical works, portable water and irrigation systems.
The firm contributes to and stimulates national economy growth through its investment programs, as well as initiating critical partnership between the private and public sectors. The establishment has a very succinct vision, “Appropriate housing for each national.” It has stayed true the meaning of its vision especially through the developing, building and implementing the Emirate of Dubai housing strategy (Government of Dubai, 2014). It also engage in establishments of legislations the help it to realize its vision and mission. It is a strategic organization in the Emirates of Dubai housing industry. It has also supported several corporation initiatives between local and international entities. The organization’s mission states the organization intention to achieve stability in the society developing through a range of housing solutions to citizens (Government of Dubai, 2014). The organization focuses quality, cost efficiency, diversity creativity and embraces internationally accepted standards
Problem
It seems that most organizations are adopting an excellence model to ensure that their business focus on customer, continues improvement and human resources management. MRHE adopted the excellence model in 2008, however it seems that employee are still resistant to it and do not yet have an understanding of the benefits of using the model in their work. In addition, they still believe in the old system, which means that they think they can continue to do their work without using the model. Also, training was not an issue because many training sessions have been held for that purpose and to establish the culture of excellence.
Significance of the Problem
Nowadays world is in constant change, driven in large part by managers, policymakers, and government officials who are engaging in smarter, more efficient practices. The excellence model can help employee to define their strengths and areas that need improvement. If they continue to resist accepting the model, they will not improve as employees. This paper provides insight into why they resist changes and highlights the benefits that they can gain by implementing the model. Furthermore, employees are the focus of this research because they are ultimately the reasons to be satisfied or unsatisfied with the services that a company provides.
Research Questions
H1: The Excellence Model directly and positively influences employee productivity, especially as it relates to people criteria and results criteria.
H2: Changing employee culture is essential before implementing the change
H3: Leadership commitment is important to support resources and capabilities and motivate people
Literature Review
2.1. Introduction
This section will involve a review of literature on EFQM’s people and people results parameters. It will explore the importance of people to an organizations such Mohammad bin Rashid Housing Establishment. It will also explore literature on the importance of people results and what the people results are (Eskildsen & Dahlgaard, 2000). Afterward this literature rearview will explore literature on why the employees are not taking up the EFQM model and realizing people and people results despite the training they have received. Treating preference of employees’ to stick to the old dispensation as a form of resistance the literature review will explore literature on employee resistance to change. It will explore employees reason to resist change and have this resistance can be reduced.
2.2. EFQM
2.2.1. People
The people parameter of the business excellence model (EFQM) espouses the importance of people within the organization. The people provide the organization its vision, inspiration and keep the organization alive (Prabhu et al, 2000). People provide the important competencies and skills that are needed to enable the organization to realize its objectives. The people provide the necessary labor that yield the good and service that the organization specializes in supplying. It is one of the basic and most important resources an organization can boost of owning. With the changing and challenging economic time, the intelligent use of people resources greatly determines and influences that success of the organization.
2.2.1.1. Who are Mohammad bin Rashid Housing Establishment’s people?
Mohammad bin Rashid Housing Establishment people are basically all the people who contribute their efforts, either skilled or non skilled, to the organization to enable it realize its objectives. These can be classified as follows
Full time paid employees
Employees that serve on a part-time basis or have a piece of contract or short-term contract with the organization.
Temporal employee hired during peak period to help meet increased demands during peak time
Sub-contractors
Subordinated staff such as cleaners, guards and kitchen staff
The meaning of people to Mohammad bin Rashid Housing Establishment
Good organizations recognize and appreciate the importance and contribution made by people to their success. In order to realize the needed success, an organization must have the necessary people, not just any people. Even with advance technology, no organization can success without the appropriate people in place. It is necessary to engage the abilities and enthusiasm of the people effectively
First it is important to plan your people properly and manage them to realize success. It is difficult to determine the kind of people needed unless an organization has clearly stipulated goals to achieve. Although these may sound straightforward, many establishments labor with the status quo without really understanding what they are attempting to do.
It is also beneficial to develop or improve people’s competencies and knowledge’s to enable them achieve what is required of them (Eskildsen, Kristensen & Juhl, 2000). The organization must choose the right people with proper qualifications and skills it is important to match the people with the employment culture or the organization culture. Apprising the employee subsequently helps an organization find out what skills the employees may be lacking. Once the gaps are recognized the business can find an appropriate way to train the people to ensure that they deliver what the organization needs. Even competent employee need frequent training to boost their morale and competence. Training also enhances their confidence and reduces the feeling of neglect by the organization.
Involving and empowering employees is also crucial under the people parameter. Empowering employees and having them involved in critical affairs of the organization such as decision making boost the performance of the employees. Involving and encouraging employees can entails activities such as encouraging them to create teams. They should have proper functional teams. The organization can also directly empower them through responsibilities and an environment in which they can make their own decisions
Communication with the people is also critical. The organization must ensure that the organizational objectives are properly communicated from the managerial level to the most basic level. Instructions must also be properly communicated
Recognizing and reward exemplary performance can also help improve the productivity of the people. This is because recognizing any reward good performance improves morale and encourages the employees to enhance their performance. It also indicates that the firm cares about its employees. Organizations have to adopt appropriate approaches or practices or recognizing and rewarding good performance.
Consistent review and appraisal of employees is important. This determines whether people know what they are doing. They should know what is taking place in the organization so as to understand how they fit in. They should know how to positively affect on customers. Appraisal can take place through staff meetings, surveys, appraisals, and assessments.
2.3. People results
2.3.1. Understanding the importance of people results
Satisfied and highly motivate people are essentials since they are the factor that differentiates one organization from another. The keep an organization alive and perform better when they have a job satisfaction. Proper people results must have people with appropriate perceptions toward the organization and their responsibilities to the organizations.
Also, the people must be able to yield positive results according to stipulated performance measure. The performance indicators that exhibit proper performance results include proper internal communications, adequate career development and training, leadership performance, engagement and involvement, targeting setting to enhance competency and performance management, and proper leadership performance.
It is necessary to develop proper path to the results. This path is determined by the extent which the organization demonstrates need for movement towards the specific goals. First, the organization starts with setting achievable target that are relevant to the organization’s aspirations then developing appropriate strategy to meet the targets. The organization should then develop proper trends in accordance with the EFQM requirements
2.4. Reasons for employees resistance the EFQM dispensation
Employees tend to resistance to new developments in their organizations (Jones & Dugdale 2002). However, their efforts to form a formidable plan or solution that can be applicable to various contexts for realizing the anticipated outcomes have been thwarted by the complex nature of activities involved in transforming an organization (Ford & Ford 2009).
Developing a list of the different causes of failure witnessed in the implementation processes is not difficult; however, the pronounced barrier is the resistance to change (Kaplan & Norton 2008). The problem has been there throughout modern times, unfortunately, there is no consensus on its neither content nor occurrence ways that have been mentioned by researchers who have explored it (Lines 2004). Our literature review will explore the concept of change resistance based on the perceptions of some renowned researchers in this field.
Although, resistance has been the culprit for impeding change, a voluminous number of arguments that support change resistance as a positive phenomena exist in the literature (Shaw 2002). There are many literature books and scientific literature papers on the topic, and the majority of them have different perspectives on the issue (Dent & Goldberg 1999). To avoid repetition, we will seek to find appropriate to review authors who have represented all of these various perspectives in terms of resistance to change.
2.2. Reasons and Solutions
Lewin (1951), (adopted from George & Jones, 2002) one of thosewho pioneered in coining the concept of resistance to change, developed the force-field analysis model which studied resistance during the process of organizational change. Lewin saw two dissimilar types of forces embedded within an organization (George & Jones 2002). One faction works toward change while the otherfaction works against it. Once theforces of these two factions create a balance, the organizationfaces inertia. Therefore, to change this equilibrium status, organizations need to strengthen the pro-change faction and weakenthe anti-change faction. Managers who intent to embrace change should craft ways to weaken the net-impact that might be caused by resistanceforces and consequently reinforce the groupthat supports change. The figure below shades some light about thebasis of Lewin’s force field analysis model in the context of theorganization (George & Jones 2002).
Figure 1 Lewin’s Force Field Analysis Model (George & Jones 2002)
An organization with level P1 performances has a balanced state, i.e. pro-change and anti-change forcesobtain a balance at level P1. When the organization conducts a performance appraisal and decides to adjust it by transforming certain processes in the organization, three options are available: Either increase or multiply, if possible, changes; weaken the anti-change forces; or executeboth of them concurrently. Ifthe implementation succeeds, the organization moves to level P2 and to improve its performances.
For Lewin (1951), (Adopted, George & Jones 2002)change involves a dialectical approach of two conflicting forces; however, for Zander (1950), (adopted from Dent & Goldberg 1999) resistance can only be explained by focusing on individuals and their perception toward change. Zander views resistance as a typical response of an individual who has an interest in safeguard him/herself and his/her interests against possible effects of change efforts. Of great interest is how Zander, in his analysis, differentiates the causes from symptoms of resistance. He advisesmanagers to concentrate on causes rather than simply removing the symptoms of resistance encountered when implementingchanges. According to Zander (adopted from Dent & Goldberg 1999), change initiatives face resistancefor six major reasons:
Individual interests that conflict with change
Ignorance of pre deposited institution within the group
The presence of strong forces barring individuals from changing
The presence of different interpretations about the change and its consequences
The existence of ambiguous thoughts (those that might be affected by change) about the state of change
Failure by top management to lead by example, andinstead, impose a strong top-down authority on people likely to be affected by the change.
Researchers from the U.S are remembered for conducting one of the earliest empirical studies on resistance to change, and which yielded a fertile foundation for academic debates about the subject. The first empiricalstudy on resistance, conducted in “Harwood Manufacturing Company” by John R.P. French and Coch (adopted from Sinan & Hakan 2009), answered two basic questions: “Why do human beings oppose change so vehemently?” and “What step are needed to overcome this opposition?” (Sinan & Hakan 2009). The postulations behind their theory for opposition to change are that individuals are prone to frustrations during the transformation process, and hencethey have to react to it based on the pre-established group forces.
Before comprehending the impact of change initiatives and theemployees’ reactions towards them, it is important to discuss the four different groups composed by Sinan & Hakan (2009), and which have deferring degrees to the change process. Although, the first group was deliberately sidelined from the process based on the questions of “Why thetransformation is required and what faceit should put-on?” the last group wasallowed to take part in all activities of strategy development, intensive discussions about essentials and the implementation to opinion conferences. The remaining two groups were allowed to participate at specific levels, but the first and last groups had specialconsideration because they were crucial determinants to the study’s outcome (Ramón 2012). The first groupwas only giveninstructions outlining how they weresupposed operate and their duties under the new system. Surprisingly or not, the group performed poorly compared to the pre-change periodand some memberspersonally retrenched themselves from the implementation. Thelast group wasallowed to take part in the transformation process. Initially, the grouprecorded a decline in output; however, within a very short periodthe group wasback on track, recording better performances. After conducting broad experimental research, Sinan & Hakan (2009) concluded that the people and groups that directly take part in the development and effecting of change are least likely to contest change as compared to kept away from the process.
The attempts to check on resistance had taken differentcourses based on the individual’s own perception. According to Sinan & Hakan (2009), Lawrence (1954) later analyzed the outcomes of the study conducted by Coch & French (1948) and offered a unique approach. He concluded thatthe factory in question encountered resistance to change because while the different treatment towards each faction did not affect participation, it did harm the “social status quo in the factory.” Thismeans that thereason behind the poor performance by the employees and eventualresistance to change materialized because they felt that their social status in the organization had been degraded. Another cause was attributed to the ignorance that exists in the pre-change setting. Based on the conclusions drawn from the empirical studiesand their consequences, Lawrence studied the dimensions of change, namely social and technological (Sinan & Hakan 2009). These two dimensions were to formthe basis forevaluating a change’s outcome. Lawrencethen developed the essential points to be taken into account by managers in supervising change and managingresistance (Sinan & Hakan 2009).
Managers should consideremployees’ interest while implementing change
Top-down informationflow should be accessible to employeesso that theycan understand what the changes mean.
Managers should develop alternative approaches to changesuch as guiding and counseling since not all employees are easily open to change.
Similarly, conflicts between departments and amongst staff have to be addressed.
Managers should understand their role in disseminating information to the staff at various levels so as to succeed with implementation their plans.
Innovations and implementations of the new initiative can be achieved through the provision of new job definition.
For a long time, resistance to change has been pictured as an eminent obstacle to organizations aspiring to transform their course of actions. The reluctance on the part of staff to change is frequently tackled by schemes that recognize subject change and opposition from managerial perception. On theother side, the Flower (1962) model provides a different view, and according to him, most change initiatives are unsuccessful because the very managers who initiate the change often do not understand it themselves. In other words, managersfail to persuade their staff who oppose changes because they seethe process of change as easy andstraight forward, i.e. moving from one status to another. Therefore, it is advisable formanagers to understand how these attemptsimpact employees during the transition processes to be successful (Jones & Dugdale 2002).
With theintroduction of change initiatives, employees begin experiencing various problems that are only partially understood by the managers. Thefirst issue concerns the lack of clarification about the ideas of change. Unless people become familiar with the meaning of andthe need for the changes, they will never acceptthem. Rigidity on the way the anticipatedchange is to be implemented comes in second. Ifmanagers emphasize on a mono-way of procedures and act in an authoritative manner, resistance will automatically materialize. The third problem is concerned with sudden change of social status at workplace. Lastly, if employees assume that change will lead to an increase in workload, then they are least likely to embrace this change. Kreitner (2004) also approached the resistance issue by focusing on the likely responses from employees and suggests a framework to help managers overcome resistance. He identified three stages involved in change process. First, when managers coinnew strategies, they usually create a state of unrealistic optimism. The managers’ view on the idea of change can be defined as a peculiar way of doing business that can facilitate the improvement of organizations. During the secondstage, the staff begins to feel that the changes are worse than the status quo and are not as reasonable as initially thought. Stage two is opposite of the first stageand at this point employees are likely to disrupted by the prevailingcircumstances. With the decline in the attitudes of employees toward change, the likelihood of facing resistance becomes much higher. According to Kreitner (2004), theorganization can move to stage three through constructive managerial efforts. Stage three is marked as a constructive direction because in this stage,employees recognize the hurdles of realizingnew targets and consequently are motivated to commit their resources in following the newdirection.
Figure 2 Attitudes towards Change (Kreitner 2004)
Throughout the three stages, Kreitner (2004) highlights the main points in employees’ attitudes and their viewpoints towards change. Employees with a negative attitude towards change due to dislike orfear have a tendency to view changeinitiatives from the very start as uselessand unnecessary. Kreitner’s (2004) advice to managers is that they lead by setting an example for their staff and address misunderstandings about subject contents whenever theyarise. These efforts can promote a positive attitude toward change in the employees; however, their achievements can be sometimes temporary. At the time, employees appear to agree with the ideas even when they do not understand their applicability (Bridges 2003). In the third stage, employees start to develop a growing feeling of self-doubt about their abilitiesand the taskrequirements, and hence, their motivation starts to wear-off. To overcome all these, Kreitner (2004) encouragesmanagers to listen to workers in a compassionate manner, rebut uninformed beliefs and unreasonablefears, form short-term achievable goals, and establish self-confidence by recognizing and rewardconstructive comments. If these strategiessucceed, the direction of the change process moves to point four where the employees begin to understand the necessity of change and become confident in their duties. Once they are in the final step, employees should already be usedthe demanding nature of change and dedicate their efforts towards achieving set goals (Smollan 2011). These ongoing improvementprocesses can be maintained by recognizing the group or individualaccomplishments and by putting in place certain long-term goals to be gained from these changes.
Methodology
3.1. Introduction
This chapter will focus on a discussion on the method and study design that will be used to conduct the research. The chapter will provide a description of the population, the definition of the sample, the sampling approaches, approaches to data collection method and the analysis approach.
According to Schaeken et al. (1999) the deductive research approach primarily reflects the scientific method of natural sciences, imparting deductive reasoning during the research process. In social science, this starts with theories, research questions on a phenomenon, the gathering of real world data and analysis to support or reject the hypothesis (Blaikie 2009, p. 154). This research adopted a deductive approach that used theory to guide the design of study and interpret the results, since the overall objective was to answer the research question.
3.2. Deductive Approach
By taking a deductive approach, researchers employ reverse order of the inductive research. They start of the research using compelling social theory, and proceed to test its social implications using collected date. As such they move from a general level to a specific one.
A deductive approach to research is associated with scientific investigations where the researcher studies what others have done, reads the existing theories on the specific phenomenon he/she is studying, and then tests emerging hypothesis from those theories. Figure 3 below shows the steps involved with the deductive approach to research.
Figure 3 Deductive Reasoning
3.3. Sampling Design and Sampling Methods in the Study.
Sampling seeks to secure an perfect representation of the main population. This can be achieved through taking representative from the broader population using a predefined method (Levy & Lemeshow 2013). For instance the subjects may be chosen randomly.
3.3.1. Population and sampling frame
Population, according to Levy & Lemeshow (2013), is every person that is a potential subject of the study (such as friends, employees, family, students and managers) or the study units (companies, products, appliances etc) on which the study project focuses. In this study, population under study is the employees of Mohammed Bin Rashid Housing Est.
3.3.2. Sample size
Mohammed Bin Rashid Housing employs a workforce of over one thousand members. These employees formed the population of our study in the form of a representative sample of 80 respondents who were randomly selected.
3.4. Questionnaires
A questionnaire is a tool for recording data on an interest issue. It is made up of a list of questions, instructions and spaces for answers and providing administrative details (Denscombe 2007). They should have a definite purpose related to goals of the research and clearly demonstrate from the beginning how the results will be used. Respondents must be aware of the purpose of research where possible and be told when and how to receive feedback on findings.
Well thought out questionnaires are frequently linked with quantitative studies; that is, research concerned with numbers (How many? How often? How satisfied?). And in such a context, questionnaires can be used in various survey situations; for instance, through regular mail, the Internet, face-to-face interviews and by telephone (Denscombe 2007). Self-completion questionnaires, such as those mailed to the subjects, are ones that they can complete them by themselves. Face-to-face and telephone questionnaires are known as interview schedules.
3.5. Likert Scales
The Likert scale is a scaling technique that is non-comparative and unidimensional in nature (only measuring single trait). To get participants’ preference or level of accord with a statement or of similar set, a psychometric response scale is primarily used in questionnaires (Tullis & Albert 2008, p. 123). Using an ordinal scale, respondents are requested to show their degree of agreement with a written statement.
The Likart scale commonly uses a five-point range with “Strongly Disagree” at one end to “Strongly Agree” at the other end and “Neither Agree nor Disagree” in the center. Some Likert scales use 7- and 9-point scores, which add additional granularity and is advocated by some practitioners (Monette, Sullivan & Dejong 1990, p. 348). A 4-point (or other even-numbered) scale can be used to produce a forced choice measure in which no indifferent option is available. Our study will use a five point scale.
3.6. Secondary Data from Online Sources
In literature, numerous definitions of secondary data analysis appear with slight differences in their interpretation of the phrase. According to Vartanian (2011, p. 1), secondary analysis of survey data is an extract of information from previous studies topics that may be focused on other studies other than the topic of the current study. Other definitions emphasize the usefulness of looking into new research questions. The research explores a specific question by investigating existing literature or information that was intended for a different purpose. In other words, further analysis of the existing data can be used to answer research questions and phenomena other than that for which the data was collected (Vartanian 2011).
3.6.1. What are secondary data?
A whole spectrum of empirical forms can be embraced by secondary data, including data generated through systematic reviews; documentary analysis; and results from datasets such as the National Census. Furthermore, it can be numeric or non-numeric where non-numeric as qualitative data can be retrieved from second hand interviews, ethnographic accounts, documents, and photographs.
3.7. The Research
The research took place within the company where more than fifty workers responsible for implementing the business excellence model were interviewed. The company database indicated that the company has over 1500 employees. We thenobtained a random sample of 1.18 from the database and sent those who made the sample the questionnaire both via ordinary and electronic mail. All selected respondents accepted to participate. Wereceived a summation of 80 responsesthat we confirmed to be valid. The design of thequestionnaire was within the theoretical standards, and we even did a suitabilitytest by first involving a team of professionals from business sectors and universitystaff. Later on, we performed three personal interviews with managers belonging to the company.
To narrow down the findings, we found that 5% of the 80 respondents are seniormanagers, while the rest of the respondents are junior employees. Most respondents, about 70%, are universitygraduates. We also discovered that about two thirds of the respondents had worked for industrial sector-based companies before.
The responses we got when asked about the change types that have transpired in their respective companies, 58.8% of the employees term the change type as evolutionary change, 22.4% term the change as more strategic, and 18.8% saw the change types as a kind of intimidation.
The goal of the questionnaire is to provide a toolfor testing the three primary hypotheses. First, we need to prove the excellence model directly and positively influences employee productivity, especially as it is applied to people criteria and people result criteria. Second, we wanted to prove that changing the employee culture is essential before implementing the change. Finally, we intended to determine to what degree leadership commitment is important to support resources and capabilities and to motivate staff.
Results of the EmpiricalResearch
As stated before, our empirical research is based on questionnairesmailed to employees of the organization to achieve thedesired goal. Our task for them was to respond to various questions concerning various change processes than had transpired in respect to the adaption of the business excellence mode. Among these questions included a list describing theaspects believed to be the sources of resistance to the adoption of the roles the employee are to play in implementing the model. The listwas crucial in that we were able to confirm firstplanned comparison. Their feedback was useful in ratingthe magnitude of previously mentioned sources of resistance. The score awarded to eachsource ranged from one to five. One represented the lowest score, meaningthat the factor is not a source resistance. Five represented the maximum score, indicating that such sources of resistancewere very crucial, forcing company to reconsider its change strategy. The answers weobtained regarding the source incidence of reluctance to adopt the new excellence model.
Reason
Average score
Fear of change/Fear of unknown
2.1
Lack of consultation
1.3
Poor Communication
1.3
Changes in routine
3
Misunderstanding the need for change, especially if it is unclear
3.2
Lack of the required competence
1.6
Strong connection to the old ways
3.7
Mistrust
1
Temporary fad
3.5
Saturation /Exhaustion
1.8
Change in the status Quo
2.3
Benefits and reward
1
Table 1 Sources of Resistance
A close look at table 1 shows a mean of not more that 3; therefore, theassumption that relatively all sources of resistance have an impact more orless holds true. Our theoretical exposition holds and as a result, we haverealized our first objective. We also used open-endedquestionnaires to allow managers to add othersources of resistance that we did not capture in our list. However, they recordedno addition, an indication that our list wascomplete and appropriate.
To dig deeper into our first goal, we will use the data in the table above (table 2) to analyze the incidences andimpact of resistances to adopt the business excellence model. The lowest mean recorded is 1.0 and the highest is 3.7, which implies that, despite its existence, resistance to change is not strong enough to hinder the change processes seriously. Resistance to change is inevitable when executing a business excellence model; however, no single source is identified as a stronger impediment towards employee adoption of the model.
On our scorecard, the highest mean werecorded relates to intricacies generated by the existence of rootedvalues- within the group of cultural and political gridlock, and in the implementation phase. Coming in second is the lack of capacitieswhen implementing change process, followed by departmental politics.
Ours second goal was to test our second hypothesis “changing employee culture is essential before implementing the change.” We approached this hypothesis by establishingthe degree of resistance to strategic and evolutionary changes, and seeing where it is greater. To accomplish this, we ran a similar descriptive analysis to separatethe two change types. After that, we performed a typical deviation analysis to enable us determine whether the differences are significant. The studyused the dependent variables, the resistance sources and thechange type, as major factors. Strategic changes only accountfor 22.4% of the total and, therefore, thisfigure is not sufficient to influence meaningful outcomes. However, what is reflected in our study is of more interest, and thus we advocate for further research on the subject.
Our analysisdiscloses that resistance to change tends to become muchstronger when it is related strategicchanges and weaker for evolutionary changes. However, the source of resistance related to supervisors neglecting social dimensions remains constant in both changetypes. The impression from our data indicates that as change becomes super radical and transformational, resistance, on the other hand; alsotends to become increasingly stronger. This conclusion answers our second question on comparison, and it takes us to our next step of identifying the resistance sources that are stronger. We advise organizations to put more efforts into this step becauseit forms a crucialcomponent of identifying ways to overcome resistance. We then construct table 2 to display a list of core apparently importantdistinctions between resistance in strategic and evolutionary changes.
Gradual Change that involves a shift in Organization culture (Evolutionary change)
Quick , Sudden change for strategic reasons (Strategic Change)
Employees In support
77.6
22.4%
Table 2 Evolution and Strategic
The evolutionary change statistics in the first column compared against those of strategic change show the significant differences between the two. Here, one can tell which sources of resistance have a bigger variation in relation to strategic and evolutionary changes. Throughout the values of evolutionary change, the highest positive response to change is recorded, showing the ease with which change can be embraced if it involves changing the culture of the organization as opposed to rapid, complex movement. Theother source of resistance to change that was highly differentwas the issue of deep-rooted values. The two resistance sources with high variation include the change existence values that are against organizational change, and different interests between managers and employees.
The relative position of the resistance sources is examined as per their usefulness to the company. By doing this, the analysis of the primary differences between change types comes along with theinformation about their lower or higher importance for any change, similarly as for both two types of changes.
Our comparisonanalysis- based on the extent of strategic and evolutionary changes, and the extent of importance of the source in thegeneral change, found that under evolutionary changes, the sequence of thesignificance of the sources of resistance was almost similar to changes in general. However, we found an alteration in this hierarchy when itcame to strategic changes. This is because the resistancesources with the highest differences between strategic and evolutionary changes increased their significance and rose to first place on the list. A lack of a creative response, for instance, because of complex and fast environment, came in 11th in the general changesand 13th and fourth in the evolutionary and strategic changes respectively. A similarsequence also emerged in the lack of a creative answer due to resignation, which placed fifteen, sixteen, and sixth in general changes, evolutionary and strategic changes respectively.
Thesource of resistance to changethat we found to remainunaltered is theexistence of deep-rooted values. It was found to be strongest in all changes and one way to raise its mean was by comparing strategicand evolutionary changes.
Such sources of resistance relate to a strong culture that emphasizes cohesion and loyalty as indispensable values which consequently, inhibits creativity andinnovation capabilities by discouraging the presence of nonconformists inside the company. These featuresdepict it as a major source of resistance; hence its emergence is more likely to occur in changes that seek to bring fundamental changes in the organization. Hence, organizations need to recognize the presence of deep-rooted values as the mostcrucial source of resistance where it comes to strategicchanges.
Equally, both sources of resistance associated with the greatest differences i.e. linked with the difficulty to find creative answers, was identified as the most problematicwhen it comes to strategic changes. Therefore, the outcomes of fast, changing environment that bar the implementation of appropriate decisions or the resignationfeeling with the assumption that theorganization’s problems are unavoidable will tend to be more distressing when change seems moreradical.
Furthermore, the study showed departmental politics as the second most powerfulsources of resistance to any change, althoughit does not yield significant statistical difference for any change. The fourth highest source of resistance relates to the existence of deprived motivation caused by cross subsidy comfortand cannibalization costs, and which deserves comparable attention. In other words, bothsources of resistance to change require equaland serious attention by any organization undergoing a change process, irrespective of the scope of such change.
Organization politics in the firm have a strong influence on the adoption of business excellence. Some managers felt that resources were being directed at the wrong activity rather than on the generation of real services offered to customers. After all, it is the services that ultimately generate profits, not the business excellence model. A number of factors work together to limit employee participation in the process and as result increase mistrust and encourage resistance.
The employee also noted that management was very eager to implement business excellence systems and in the process forced employee to do as asked. They shared no vision with employees even as they tried to get them to support the changes. At one time the managers seemed impatient that things were not going according to their demands and timeline. Their approach is strategic with a demand for mediated outcomes. However, effective change is gradual and demands patience.
Conclusion and Recommendation
5.1. Conclusion
In conclusion, a number of factors work to derail the adoption of the Business Excellency Model. Mohammed Bin Rashid Housing Est adopted a EFQM business excellence model in order to improve its service delivery. However, its most critical resource in realizing this model is reluctance to change the model of dispensation. Employees are the driving force behind the success of all organizations. As noted earlier, it matters how the organization use their employees and retain them since there is high mobility. Around the world, there is a lot of movement of skilled workers who go from one organization to another. It has become increasingly important to employ and retain skilled employees and provide them with the tools to fulfill their duties. Mohammed Bin Rashid Housing Est realizes this, which is why the reluctance of its employee to adopt the model of job dispensation is certainly a challenge to its success. The employee reluctance to adopt the move is a product of their perception of the changes. Despite the training they have received, they are still attached to the status qua to change to new systems. Some still consider the new system a passing fad. The employees do not see the need to change since, in their mind, the status quo had been working perfectly fine. Certainly, the management needs to change their approach and get the employees to buy in and support the changes. The following recommendations will help the management realize its objectives for the business excellence model:
5.2. Recommendations
Management should enhance the role of the managers and leaders as the flag bearers of change
Management should enhance its communication with their employees to persuade them that the changes are important and that the changes will bring benefits to the company.
The organization should realize its goals by changing the organization culture to one that is more easily adaptable to the desired changes.
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Appendix
THE QUESTIONNAIRE
Basic Information
Gender: ⃝ Male ⃝ Female
Age: …………………………………………………….
Education Level: ………………………………………..
Position Held: …………………………………………..
Employment history
Have you worked in a different place before?
⃝ Yes ⃝ No
If yes what position did you hold? ……………………………………………………………………………………..
Did organization changes ever take place at the organization?
⃝ Yes ⃝ No
How did you handle the changes? ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………
Business excellence
What do you understand by business excellence? ………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………..
Do you think it is necessary?
⃝ Yes ⃝ No
Reasons for Resistance
To what extent do you think the following reasons contribute to the resistance?
Fear of change/Fear of unknown
Least contribution ①②③④⑤Contributes greatly
Lack of consultation
Least contribution ①②③④⑤Contributes greatly
Poor Communication
Least contribution ①②③④⑤Contributes greatly
Changes in routine
Least contribution ①②③④⑤Contributes greatly
Misunderstanding the need for change
Least contribution ①②③④⑤Contributes greatly
Lack of required competence
Least contribution ①②③④⑤Contributes greatly
Strong connection to old ways
Least contribution ①②③④⑤Contributes greatly
Mistrust
Least contribution ①②③④⑤Contributes greatly
Temporary fad
Least contribution ①②③④⑤Contributes greatly
Role of management in realizing business Excellency
Is the management involved and committed?
⃝ Yes ⃝ No
If yes is it playing its role effectively?
⃝ Yes ⃝ No
What is the management not doing? ……………………………………………………………………………………….
The Effects of Nazi Propaganda on the German People During World War 2.
Sample Paper
Propaganda is defined as information spread to promote some cause. As Germany prepared for and carried out the Second World War, a variety of propaganda forms were implemented. This was necessary because of a number of reasons; apparently, two main agendas were to be served by these forms. It was important to convince the public to fight and that it was necessary to fight.
The Effects of Nazi Propaganda on the German People During World War 2.
The German’s had gone through a power struggle to establish the superiority of the Nazi Party over the Socialists; however, it lacked enough political support to go to war. The main body of German propaganda consisted of material increasing or fueling the wartime effort. As Fest (2002) postulates Hitler and a good number of other Nazi leaders harbored racism and wished to begin the extermination of inferior races (p.390). Despite there existing some discontent between the German Jews and other Germans, it was necessary to convince the necessity of the German population against them. The anti-Semitic material formed the second main body of German propaganda. Until the conclusion of the Battle of Stalingrad, in 1943, German propaganda emphasized the prowess of German arms and the humanity that German soldiers showed to the people of occupied territories. Pilots and Allied bombing fleets were depicted as cowardly murderers and Americans in particular, as gangsters in Al Capone’s style. The same German propaganda sought to alienate America from British ties, and both these nations from the soviets (p.392).
A variety of forms were utilized in the delivery of the German wartime propaganda. Much of these, George (1973) examines, were communicated through the newly invented radio, speeches from Nazi leaders, posters and other visual and printed material, like books. Production in America was extremely important just like it was for the Germans. Germany maintained a highly mechanized army of tanks and therefore required additional production in order to combat the allied forces. Posters which demonstrated the importance of labor were commonly displayed after the beginning of the war, when increased production was deemed as highly necessary (p.214).
Once the Reich leaders noticed that their current forces would not be enough, the push for additional labor was strengthened. Several posters which sent out different messages were therefore used to garner this support. However those that promoted racism were uncommon and exclusively found in the World War II. These were avoided as they did very little to boost or aid the wartime effort owing to the fact that demeaned racial and political groups. Political cartoons and political advertising were a supplement of scarce posters that were racially or politically discriminative. They often demeaned or mocked groups based on stereotypes or prejudices. The purpose of these cartoons was undoubtedly different from the German anti-Semitic propaganda; however a number of comparisons existed between them. First of all, both used humor to pass a message, and exaggerated stereotypes of the group it wished to demean (p.216-217).
The German propaganda was extremely important to the course of World War II. By taking control of the media and printing or broadcasting of Nazi material, the Reich was able to flood Germany with its propaganda effectively. This combined with the genius of men such as Joseph Goebbels, created one of the most potent barrages of wartime propaganda in history.
Fest (2002) further expounds that Hitler’s regime played vital role in influencing the people through propaganda (p.393). From Goebbels perspective, it was not enough for the people to be more or less reconciled to the regime, to be persuaded to adopt a neutral attitude towards the regime rather, the regime wanted to work on people until they were capitulated to the same regime and ideologically grasped what was happening. The main forms of delivery were the radio and press. In order to effectively pass their message, the government made provisions for the production of cheap ‘receivers’ as only less than a quarter owned it. By 1939, three quarters of the total population owned a radio, as well as every café, factory, offices and other public places had a loudspeaker installed (p.397).
The press was difficult to seize control of, since over 4,700 official newspapers existed in Germany. Most of these were bought by the Nazi publisher, Eher Verlag, a daily press conference was held. Propaganda areas extended to radio, film, music, art and literature. These were used tot portray the German culture, for example only German musicians were allowed to be played, music composed by the Jews was forbidden. The Nazi Propaganda machine was rendered perfect by social rituals which included the ‘Heil Hitler’ greeting, the Nazi salute, the ‘Horst Wessel’ song and different kinds of uniforms all linked to the regime. The population was indoctrinated by the constant repetition of Nazi ideology and therefore it was easier to believe then what was presented rather than risk personal freedom, threatened constantly by the police.
Various social groups and organizations, logically connected or linked with the Nazi state, influenced the aspect of every German, no matter the age or gender. All of these skillfully thought to indoctrinate the people, spread Nazism and propaganda supporting Hitler across Germany. Hitler introduced a law that banned all labor unions or strikes of workers. Instead Nazi DAF was set up, obviously controlled by Nazis. Wages, working hours, stable rents and recreational provisions were organized by the Nazi KDF (Gooch & Alexander, 1945, p.93 ).
From a feminine angle, women were discriminated, to some extent similar to the inferior races. The Nazis, in contrast, claimed they were treating them differently. The role of women in the Third Reich was simple and easy, in a chilling way named the Kinder, Kirche, Kuche. Fundamentally, the Aryan female had to be fit and healthy, well groomed in a natural way, cook well and have children. There was a policy, that allowed any women with a double-figured number of children to have tea with Hitler. A text in one of the main propaganda media displayed the following phrase ‘Mothers! Fight for your Children!’ The mother portrayed has four children, consistent with the Nazi goal of encouraging as many births as possible (p.101).
The propaganda in Germany, late in the war resulted in the death of Jews. A movie against Jews, the worst of Nazi anti-Semitic films, entitled ‘The Eternal Jew,’ was advertised in 1940. The Nazi propaganda became more aggressive in this period and occurred at a time when the Concentration camps became Death Camps. Jews were specifically targeted early on, but the Holocaust expanded more and more as the war waged
At this time, everyone involved in cultural activity had to be accountable for their activity. All editors and journalists were to be accredited by Goebbels. In October of 1933, the new law made editors responsible for infringements of government directives. They were obliged to eliminate anything calculated to deteriorate the strength of the Reich. One would be therefore charged for treason in circumstances where they were proven to spread false news or rumors Radio wardens were appointed to report n people’s reactions to specific broadcasts and the people’s receiver could not pick up foreign broadcasts. At the start of World War II, the number of families with radios rose tremendously. Goebbels described the radio as ‘the spiritual weapon of the totalitarian state.’ All news came through the Nazi Office of Propaganda. The population was therefore locked out from the outside world (pp.104-109).
In the film industry, the government bought up shares in four major film companies and by 1942, film companies were completely state-controlled. Germany had a classical tradition which suited the Nazi’s cultural propaganda objectives while at the same, Jewish music composers such as Mahler were banned. New genres of music like jazz were labeled as ‘negroid’ and ‘degenerate. This promoted racial discrimination amongst the population.
As pertains to literature, there were book burnings at the universities of Berlin and Nuremberg. Raids were conducted on public and private libraries since Goebbels wanted to eradicate overstated Jewish intellectualism. Targeted books were those of Jewish, socialist or pacifist nature. Over that period, two thousand five hundred writers exited Germany including Thomas Mann and Bertolt Brecht. However, writers who sympathized with the regime or accepted its philosophy, flourished (Fest, 2002, p.404).
Rallies were a regular feature of Nazi propaganda, with the first official rally taking place in Nuremberg in 1927. Apart from attending rallies, Hitler would parade through streets in open-top processions. Light architecture was used to maximize the effect of gatherings and speakers. Sporting bodies were on the other hand co-coordinated under a Reichssportfuhrer. Hitler Youth and DAF, the German Labor Front, Nazi trade union movement, organized sporting events. The main aim was to encourage fitness and health which were useful qualities for increasing Germany’s military strength. The Gym displays were also seen as another way of presenting an ordered, regimental society.
Hitler was personally interested in architecture, just like art. He rejected decadent architectural styles like, works of Gropius and favored more traditional neoclassical style of Troost. Traditional art regional styles mostly inspired local housing. Through this, he instituted specific building styles and standards and quashed those not appealing to him. The people’s creativity was thus reduced to a specific style rather than a reflection of their true diversity (p.407).
The Nazi propaganda, according to George (1973), was successful in strengthening support for Hitler, but not its policies for example, anti-Semitism and some propaganda was arguably counter-productive such as the anti-church propaganda. Church officials were respected but at the same acted as effective media for the circulation of propaganda (p.78).
For the working class, Hitler claimed the credit for the economic recovery from Depression. More jobs partly compensated for the banning of the socialist and community parties and the abolition of the trade unions. Workers were instead influenced to join the Nazi controlled German Labor front. Low rent, low fuel bills and longer holidays contributed to the relative support of Hitler’s administration. This support was described as the ideology of ‘verbal social revolution’ which satirically meant that the Nazi propaganda inspired many workers to work for Germany and raised their status while being convinced that all Germans were equal.
Hitler’s invasion of the church was impossible as the church had a greater influence on the people, particularly the possible opposition it could provide to the Nazis. He had to forge a concordat with the church by granting it religious freedom during his reign. Despite his professed admiration of the church, church officials who talked openly against Nazi’s politics were not tolerated. They were prosecuted, often sent to concentration camps, even religious schools submitted to his rules (Fest, 2002, p. 415).
The seriousness of the impact of Nazi racial policies cannot go unnoticed. There was persistent and brutal prosecution of German Jews during the world war. This persecution grew more relentlessly as Hitler became confident that he would face neither the opposition at home or of foreign governments. Those who could fled, those who could not were destined for the extermination camps. The racial politics stretched further to all those who threatened the racial purity of Germany- the old and incapable, the physically and mentally handicapped, the deformed, criminals, gypsies and homosexuals, all were deemed life unworthy of life.
The Nazi propaganda successfully suppressed traditional German prejudice such as nationalism and Belshovenism (George, 2002, p.205). It equally benefited those who were in congruence with the requirements, those working in Hitler’s regime, and further strengthened support for his reign. The negative developments such as the persecution of Jews, the suppression of women and other vital groups, the uprooting of Jewish orthodoxies in school curriculums as well as the religious fraternity, the restriction of freedom and the quantification of people’s responses regarded it as a failure to a large extent.
Difference in the US’s political and social system after the Civil War:
There has been a great change in the United States of America’s political system after the end of the American Civil War. These differences occur in different parts of the US political system. Presently, the core of the United States of America’s constitutional principle gives a stipulation whereby every branch of the US government that is separate has power that is limiting to the other. For this reason, it is clearly stated that no one separate governmental branch in US can become supreme. This contrasts with the political system that was in the US before the end of the Civil War. Before, the Civil war, the presidency system was “the imperial presidency”. This is a system where by the president had manifested power to allocate money set for another purpose to his favoured or desired purpose due to his power.
Another political part where there has been a great change is financing of the political campaign part. Before the end of the Civil War, the political allies or candidates had to finance their campaigns themselves. After the end of the Civil War, the political campaigns have been majorly been financed by strong private sectors. These private businesses always support the political leader with the political ambitions that best suits their requirement. They do this to make sure that the political ambitions they desire are manifested into the United State’s governance.
Apart from political changes, the United States has also undergone a great change in its social system. Before the end of the Civil War, there were tribal, racial and communal inequalities. This is whereby people were differentiated one another by their racial, communal and tribal type and thus there were high cases of human discrimination. This discrimination was based on tribal, communal and racial difference. After the Civil War, the United States government set a scheme that contemplated the abolition of those inequalities. This eventually rendered all people equal and as a result of the good relationship that developed between, they stated to share the available opportunities and traded together.
Impact of transport and communication system on the US Industrial sector in 19th century:
Transport and communication has had a great positive impact on industrial revolution and industrial development as well. Without transport and communication system, it would have been hard for the transportation of goods, people and machines from place to place to facilitate industrial revolution. Communication system such as fax facilitated communication within companies and business organization thus enhancing the process of industrial revolution. Transport system which enhances the process of moving of goods, services and labour made it easier for the companies to practice specialization and economic growth. Presently transport and communication has made industrial development easier. This is whereby transport system has facilitates a faster, easier and cheaper transportation of raw material from extraction regions to companies. This has enhanced the production process since it all depends on a regular and continuous supply of raw material to the companies.
In addition to that, transport has also made it easy for the transportation of finished goods and ready services to the storage and market centre. This has helped in giving room for the production of other products thus enhancing a regular supply of good to the market. Lastly, transport has facilitated the movement of workers from their residential places to their working places in companies. This importance of transport has played a key role in industrial development. In addition to transport, communication has also played a key role in supporting industrial development. This is because industrial operation requires communication at different level and stages. Communication system such as fax made it easier for workers to communicate without moving thus saving time.
The positive impact of transport and communication to industrial development and revolution has never changed. This is because in 19th century, transport system was used to transport raw material from extraction sights to industries. It was also used to transport finished goods from companies to the market. At the same time, transport was used to transport slaves that served as labour forces to industries. This is what transport still does in industrial sector to facilitate development. Communication systems as well were used before the end of the Civil War to enhance communication among workers. Therefore, the impact of transport and communication to industrial sector still remains the same.
3. Two types of conflicts that the US force was involved in aiming at the creation of peace:
The United States of America’s forces have been involved in different types of conflicts. The main two types of conflicts are; Inter-State conflicts and International Conflicts. The Inter-States conflicts are the conflicts between nations that the US force got involved in. This has been always a way of attempting to keep peace and protect innocent people from malicious people. A best example of an Inter-States war that the US force was involved in trying to keep peace was the “Cold War” in Lebanon. This war took place in 1982 to 1990. This war resulted from the Invasion of Grenada by the United States of America and the toppling of US’s Marxist government. This ended up stirring the regional conflict in US and Lebanon regions. In this type of conflict, the US force intervened with an intention of stopping the Cold War and keeping peace.
On the other hand, International conflicts refer to conflicts between different continents or superpowers. It can also be between a superpower and low states in attempt to keep peace. An example of an international conflict in which the US force was forced to intervene was the conflict between Afghanistan and US. This was a war caused by decisional difference whereby the United States of American government wanted Osama Bin Laden while Afghanistan government was against it. Therefore, this stirred up the states conflict and it was international because Osama Bin Laden had been a threat to the people’s lives. Therefore, the US force had to intervene with an intention of creating peace and ensuring everything was fine. Therefore, the United States of America’s force was involved in different types of conflicts with a good intention of keeping peace. This is a good example that forces of other states of the world should adapt for the better being in future.
References:
Alan, Brinkley (2009). The Unfinished Nation: A Concise History of the American People, Volume 1 [6] New York, VitalSource Bookshelf.
Brinkley, A & Cram101 Textbook Reviews, (2007) Outlines & Highlights for the Unfinished Nation: Volume 1 to 1877 by Brinkley, ISBN: 0072935243, Washington DC, Academic Internet Publishers Incorporated, 2007
Brinkley, A (2005) The unfinished nation: a brief, interactive history of the American people, Volume 1, The Unfinished Nation: A Brief, Interactive History of the American People, New York, McGraw-Hill.
Brinkley, A & Cram101 Textbook Reviews, (2007) Outlines & Highlights for the Unfinished Nation: Volume 2 from 1865 by Brinkley, ISBN: 0072935251, Cram101 textbook outlines, California, Academic Internet Publishers, 2007
Brinkley, A (2009)
The Unfinished Nation: A Concise History of the American People
, Edition6, New York, McGraw-Hill.
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This paper will have three parts addressing two important pieces of legislation related to the right of individuals to make health care decisions for themselves. Part I The Advance Health Care Directive Locate a copy of an advanced directive (AD) that complies with the laws of the state in which you work. The organization in which you work should have a copy of an advance directive that is given to patients. If not, download your state’s Advance Directives here http://www.caringinfo.org/i4a/pages/index.cfm?pageid=3289. Complete the advance directive for yourself. Do not turn in your AD with your paper. The AD is for your personal use. In your paper, Part I:
Identify where you obtained the AD and explain its compliance with state law. Conduct research (1-2 sources) to learn more about the AD in your state and explain how it works. Discuss how easy or difficult it was to complete the AD. Your comments should be specific and both objective and subjective. For example, when you state your personal feelings, you must relate them to the literature (textbook and research) that discusses this process and the difficulties that many people face when completing an advance directive.
(Cite/ reference any sources you use to explore these questions, including your texts.) Part II Physician Orders for Life-Sustaining Treatment (POLST) Form
What is a Physician Orders for Life-Sustaining Treatment (POLST) form? When should this form be completed? Who can complete the form? Who needs to sign the form to make it a legal document?
(Cite/reference any sources you use to explore these questions, including your texts.) Part III Tie the two first sections together by writing a summary and conclusion. This section should address: 1. the differences between an Advance Health Care Directive and the POLST, 2. the RN’s important role in assuring the patient’s right to autonomy in choosing the healthcare interventions the patient does or does not want. ____________________________________________ Use current APA format. The paper should be between 3-5 pages in length excluding the title and reference page(s). Cite and reference the course text and at least two (2) additional appropriate professional sources. Links to use: http://www.caringinfo.org/files/public/ad/Florida.pdf
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Select an ethnic minority group that is represented in the United States (American Indian/Alaskan Native, Asian American, Black/African American, Hispanic/Latino, Native Hawaiian, or Pacific Islander). Using health information available from Healthy People, the CDC, and other relevant government websites, analyze the health status for this group.
In a paper of 1,000-1,250 words, compare and contrast the health status of your selected minority group to the national average. Include the following:
Describe the ethnic minority group selected. Describe the current health status of this group. How do race and ethnicity influence health for this group?
What are the health disparities that exist for this group? What are the nutritional challenges for this group?
Discuss the barriers to health for this group resulting from culture, socioeconomics, education, and sociopolitical factors.
What health promotion activities are often practiced by this group?
Describe at least one approach using the three levels of health promotion prevention (primary, secondary, and tertiary) that is likely to be the most effective in a care plan given the unique needs of the minority group you have selected. Provide an explanation of why it might be the most effective choice.
What cultural beliefs or practices must be considered when creating a care plan? What cultural theory or model would be best to support culturally competent health promotion for this population? Why?
Cite at least three peer-reviewed or scholarly sources to complete this assignment. Sources should be published within the last 5 years and appropriate for the assignment criteria and public health content.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.
This assignment uses a rubric. Please review the rubric prior to beginning the assignment to become familiar with the expectations for successful completion.
You are required to submit this assignment to LopesWrite. Refer to the LopesWrite Technical Support articles for assistance.
The post Select an ethnic minority group that is represented in the United States (American Indian/Alaskan Native, Asian American, Black/African American, Hispanic/Latino, Native Hawaiian, or Pacific Islander). Using health information available from Healthy People, the CDC, and other relevant government websites, analyze the health status for this group. appeared first on Infinite Essays.
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The post Select an ethnic minority group that is represented in the United States (American Indian/Alaskan Native, Asian American, Black/African American, Hispanic/Latino, Native Hawaiian, or Pacific Islander). Using health information available from Healthy People, the CDC, and other relevant government websites, analyze the health status for this group. first appeared on nursing writers.
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Lets assume that you and a few close friends have just invented a new video game that has all the people you know raving about it. Its a spin-off from the wildly popular Guitar Hero concept where the music player can become a keyboardist (keyboard sold with game unit), bass player, or drummer (complete with drumsticks and simulated drumhead pad). Given what you know about the video game market and buying video games, take a position and defend it with respect to whether it would be better for your company and partners to pursue a promotional push or promotional pull communication strategy to present your Rock Man to the video game market. Explain and support your position.
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The post Lets assume that you and a few close friends have just invented a new video game that has all the people you know raving about it. Its a spin-off from the wildly popular Guitar Hero concept where the music player can become a keyboardist (keyboard sold first appeared on nursing writers.
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One of the central components of every worldview is the topic of human nature. The topic of human nature asks questions about human value, human flourishing, and human purpose. Within the Christian worldview, the issue of sin and the consequences of the Fall factor prominently into the topic of human nature.
In this two-part assignment you will explore the topic of human nature from the perspective of the Christian worldview. The first part of the assignment involves gathering research. The second part of the assignment addresses how the effects of the Fall are still evident in the world today.
Use the “Fall of Humanity: Then and Now Worksheet” to complete this assignment. After you have completed both parts of the assignment with references, submit the single Word document through Turnitin before clicking Final Submit.
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