Peasants DBQ Essay

This revolt kept going from 1524 till 1526, it started in the German states, and the primary explanation behind the revolt was new Lutheran thoughts that were starting to conflict with the customary Catholicism thoughts. Reports 1,4 and 5 give understanding on the perspectives the individuals who were on the honorability side, Documents 2 and 3 give increasingly explicit subtleties over the perspectives on workers lastly for Documents 7,8 and 12 clarify how the principally how the revolt didn’t have a lot of importance behind it. Reports 1, 4, and 5 clarified the perspective of the honorability which generally the entirety of the respectability concurred it was negative. In Document 1the Chancellor of Bavaria composed how he accepted that the revolt was basically the conviction of the time and that’s why such a significant number of workers were following a similar conviction. However the chancellor doesn’t understand the side of the worker who take a stab at a superior life for themselves, they essentially need to have more rights for the distinction. In record 4 it clarifies how they have not arrive at any strict accomplishments, so for their opportunity they should give a lot of cash to purchase their opportunity. With respect to report 5 a pope clarifies how the laborers are progressively similar to rescues and act exceptionally savage during their revolt. Every one of the 3 of these records are more than likely incredibly one-sided since the respectability just needed to better themselves a nd no one else. Record 2 and 3 clarified how the laborers felt during the revolt which they not at all like the honorability accepted their activities were heading off to a positive reason. In record 2 a nearby craftsperson clarify how the rulers been brutal to all workers. He is expressing the rulers and aristocrats should offer installment for their administrations not just power them to do task like slaves. This identifies with Luther’s information and thoughts rather workers apply it not exclusively to the congregation yet outside of the congregation. In report 3 they clarify an inappropriate doing of the master by controlling laborer, they proceed into saying that the rulers set by god would be the just a single workers would follow, yet that they should in any case be liberated and not be under such a large number of limitations. The two sides won't be completely right since the two of them endeavor to better themselves,â which obviously they would keep up inclination to their sides. Records 7, 8, and 12 clarify the pessimistic side of the revolt from a third individual perspective. Report 7 originates from Martin Luther saying how the revolt from the workers repudiates what they said; he continues clarifying that their activities are under the villains request. In spite of the fact that the moves they may have made wasn’t the best reaction they fought for what they had faith in and all from the beginning of time this has happened ordinarily battling for what you believe is correct. Report 8 clarifies how on the off chance that they all are siblings, at that point the rich should impart their riches to the workers, yet many would experience difficulty with this, in light of the fact that the one person’s riches is each well off individual riches. Archive 12 clarifies how the laborers overlooked their place in the revolt, how they don't have the ability to de3ciede for themselves. It genuinely shows how the workers have positively no word in their tr eatment.

Pomegranate story Free Essays

The inward pace of return was seen as In the scope of 57-59 percent which was a lot higher contrasted with the expense of capital (9. 5 percent) and consequently profoundly productive. By and large, the recommendation of developing pomegranate crop was exceptionally gainful as uncovered by the budgetary achievability tests. We will compose a custom paper test on Pomegranate story or on the other hand any comparable subject just for you Request Now Catchphrases : Investment design, cost, returns, pomegranate Introduction percent of the absolute territory under pomegranate in the area. Subsequently, Chalkier and Hurry talk was explicitly chosen for the investigation. The top towns having bigger region under pomegranate development were chosen. The Information on zone under pomegranate yield and number of pomegranate cultivators from the chose towns was acquired from the individual town bookkeepers (Total). A proportionate example of 10% of the populace from every town was chosen arbitrarily. In this manner, the all out size of the example chose for the investigation was 120. The normal age of the sufficient ranchers in both talk was seen as 44 years and over half ranchers relied for the most part upon farming as their essential occupation. Around 25% tot worn spots in the chose talks finished their essential training were as the percent of unskilled rancher in the chose talks ran from 12 to 15%. Undoubtedly, it was seen as 7 individuals in family in the two talks. The normal size of holding of test ranchers was 2. 30 and 2. 89 ha and the normal size of the pomegranate plantations was 1. 58 and 1. 47 ha in Chalkier and Hurry talks individually. The assortments of pomegranate developed in the examination territory were Ganges or Baggy sort. The scope old enough of bearing plantations was 4 to 15 years. The normal beneficial life expectancy of pomegranate plantation as evaluated by the respondents was 25 years. On a normal plant populace for each ha was 375. For investigating the information gathered during the examination, even investigation and money related investigation were utilized. The strategy Material and strategies for plain investigation was utilized for assessing the venture Pomegranate development is polished all through the area. Example, upkeep cost of pomegranate, example of work However, the huge scope suit of pomegranate is use, yield and return structure of pomegranate and so on. So as to gathered mostly in Chalkier and Hurry talk expanding know the general productivity of interest in pomegranate on a zone of 260 and 628 hectares and framing 20. 08 and 48. 42 development proportions of task assessment to be specific. Pay Back * Part of M. Sc. (Agar. ) proposal presented by the primary creator to the University of Agricultural Sciences, Dharma †580 005, India Horticulture is a quickly developing division and expects relatively lower prerequisites of water and simple versatility to unfavorable soil and waste land circumstances. The efficiency of products of the soil is of imperative significance as it gives higher money pay than oats per unit of land. India is one of the main nations in pomegranate creation and mutiple. 32 lake hectare territory is under development by and by. Out of this, almost 94,000 hectare region is canvassed in Maharajah’s, which produces products of more than 1 lake metric tones worth about RSI. 400 scores. In Chitchatted area of Karakas, where the examination has been led pomegranate is being developed on business scale. The region under pomegranate in the locale is 1297 ha (10. 9 % of all out region under pomegranate in the state). Evaporate land cultivation is picking quick in the area. The significant cultivation crops developed in the locale are pomegranate, Saputo, Beer and Papaya. Investigation of the financial matters of pomegranate creation is basic since there is no appropriate homestead business information on its expense of creation. The precise figures on foundati on cost, working expense and information necessity of pomegranate plantation could be of incredible assistance to the pomegranate producers of Chitchatted locale specifically. Along these lines, an endeavor was made to consider the speculation design in pomegranate plantation and to process the expense and returns in pomegranate prosecution in Chitchatted region. 164 Karakas J. Agric. Sic. ,24 (2) : 2011 Period (BP), Net Present Value (NAP), Benefit Cost Ratio (BCC), and Internal Rate of Return (AIR) were registered. Results and conversation The expense of setting up a pomegranate plantation up to bearing can be extensively grouped into foundation cost and upkeep cost. Along these lines, the foundation cost included not just the expenses caused in the zero years that is at the hour of planting yet in addition the expenses acquired in keeping up the plants till the hour of bearing that is as long as three years tot planting. For building up, pomegranate plantation venture NAS to e made ashore, well, siphon set, siphon house, plant material, burrowing of pits and sprayer and these costs together comprised the material expenses of foundation. These expenses must be contributed during the time of foundation of the plantation and are considered as the expenses brought about during multi year in the examination. During next three years ranchers needs to keep up the plantation by applying composts, excrements, synthetic concoctions water system and so forth. The expenses brought about by the ranchers on every one of these things for the three years are assembled as cost of upkeep. The absolute expenses of foundation (Table 1) were seen as 1,90,888. 1 and 1,89,644. 33 for each ha of which material costs established 56. 87 and 58. 15 percent and upkeep costs 43. 13 and 41. 85 percent in Chalkier and Hurry talk individually. Comparative outcomes were acquired by Giuliani (1990) in his investigation of the example of interest in pomegranate plantations in Bujumbura locale, Karakas. The foundation cost 24,229. 53) comprised of material expense in the underlying year (85. 65) and support cost (49. 35%) Upton bearing three years. The material cost incorporated the estimation of land, plant material, cost of burrowing of pits and planting, admirably, siphon set, siphon house, and sprayer. The per hectare all out foundation cost worked out to be 24, 224. 53 and returns for every plantation was 45,429. 96. The upkeep cost (Table 2) as demonstrated in the outcomes incorporated the wages of work just as cost of materials used and fixed expenses in Chalkier talk. It was seen that out of Table 1 . Venture design in pomegranate plantations SSL. No. Specifics absolute support cost the significant segment was variable expense followed by material expense and fixed expense. Under the variable cost the work cost framed a significant cost bookkeeping almost 50 percent of complete upkeep cost, since the yields require Geiger sum work contribution to incline toward the significant movement like releasing the dirt around the storage compartment and development of bowl, watch and ward, pruning and preparing and land readiness and so forth. Among material cost the significant part composts, PC and fertilizer. Since the pomegranate crop is responsively to supplement and just as in the ongoing year the maladies like bacterial scourge and anthracnose have made part of issue henceforth to control these sicknesses the ranchers have been attempting with various synthetic concoctions in this way the costs on these things were seen as higher. Most definitely the rental estimation of land shaped the significant cost part and it is seen that in view of the higher profitability of the land and yields which are higher benefit fronted the ranchers to go for leasing of land for the creation of pomegranate crops. In any event, for the rancher who has been entering this harvest on their own territory where attributed the rental worth mulling over continuous rental rate the expense worked out to be higher. Since the open door cost of land was thought about for figuring the rental estimation of land,it was found to fluctuate throughout the years. In Hurry talk, the support cost (Table 3) incorporated the wages of work just as cost of materials used and the fixed expenses. It was seen that variable cost shaped a significant part followed by material expense and fixed expense. The most effective method to refer to Pomegranate story, Papers

Grace Hopper

Grace Hopper My employer recently sent me to the Grace Hopper Celebration of Women in Computing which is basically an 8,000-attendee-and-growing conference centered on removing the barriers that keep women from technology.  It was a great opportunity to see some wonderful speakers, connect with amazing people, and remember that I wasnt alone in this very male-dominated field. It was also a chance to get a selfie with CTO of the United States (and fellow MIT alum) Megan Smith. But heres the thing.  Im kinda old.  I graduated 1.5 years ago, and originally applied to MIT in 2006(!).  And as I fade into irrelevance and pursue my post-MIT adventures, I have less to offer you. But! I still know undergrads! I bumped into Lilly C. 17 at the conference, and she was willing to write up her experience at Grace Hopper this year.  I hope you all enjoy. ================================================================== I was very fortunate to have the opportunity to attend the 2014 Grace Hopper Celebration thanks to funding from TechX and the MIT Electrical Engineering and Computer Science Department. The Grace Hopper Celebration is the largest conference for women in computing, catering to all levels of technical ability, including undergraduate students. When I applied for the TechX scholarship, I was really excited about getting the chance to learn more about how other female engineers dealt with gender inequality in their careers. Grace Hopper certainly did not disappoint; I really appreciated the openness and wide-ranging dialogue at the conference. At the keynote, the speaker asked everyone who was the only woman in their workplace to stand up and be recognized. I was really surprised by how many women stood up. Although I had been aware of these issues to some extent (being the only girl on my high school robotics build and programming team led to some interesting situations), it was quite enlightening to see how these issues played out on a larger scale as well as seeing how people were actively trying to create change. People here werent afraid to speak up, as evidenced by the huge hubbub that sparked from remarks made by Microsofts CEO. In the most striking case for me, Yoky Matsuoda, the VP of Technology at Nest, she admitt ed that she didnt do enough to negotiate her salary and benefits upon joining Nest. Im very interested in Matsudoas neuroscience and robotics research as well as her ability to juggle family life with an incredible work life, so it was really fascinating to hear her reveal her own difficulties in her career path. I really appreciated the opportunity to think more about career decisions as well as the affirmation that other people cared as deeply about these issues as I do. Although Grace Hopper was definitely a great place for career planning, I do wish that there was more of a focus on higher-level technical talks. Most of the technical talks that I went were on an overview level and didnt have as much meat as I would have liked. For example, Linux Hacking 101 focused more on how to get involved in the Linux community and less on how to understand the system or the fundamentals of the kernel. Many of this technical detail that I craved was probably in the poster session which I unfortunately had to miss due to scheduled interviews. I got a chance to skim the posters after the main presentation time and found many interesting ones that I wish I could have asked the presenter about. One surprising and really unintended side effect of the conference was that I found out that I still really enjoy biology. As I was packing and heading home, I realized that the talks that I enjoyed the most all had biological applications. Anne Condons talk on DNA programming offered an interesting way to abstract chemical reactions and DNA folding behavior to a generalized version of computing, while Avani Wildani gave a great whirlwind overview of new directions in computational biology. It really encouraged me to continue to stay generalized and pursue my interest in biology rather than getting too specific too early. While MIT does tend to foster incredible depth into one specific field, Im trying to stay broad and pursue all my interests, letting myself take biology and mechanical engineering classes out of interest, not because I need to fill out my prerequisite sheet. This is a really hard luxury to take advantage of at MIT, but these talks made me realize that there certainl y is value in staying broad. However, the biggest highlight of the conference for me was definitely meeting up with old friends that I totally didnt realize were going to be there. The schools they went to now certainly ran the gamut: Princeton, Harvey Mudd, Harvard, Yale, Swarthmore and most surprisingly, a friend from elementary school who now goes to Stanford. I hadnt seen these people in several years, yet we all were able to meet up thanks to our love of computer science. Relatedly, I do wish that I had made more friends at the conference. There were nearly 8,000 people at the conference, and it was incredibly intimidating when people showed up en masse to interact with anyone. It was very easy for me to just stick with people I knew from MIT or earlier rather than try to talk to others (even after attending the talk Networking for Introverts at Grace Hopper). I really appreciate Abra S. (16) dragging me along on a crazy adventure to the Desert Botanical Garden with some new friends that she had made just by chatting with some people she was standing next to in line. Trying to leave my comfort zone and spark conversations with people is definitely something that Ill need to work on in the future. In short, I had a great time at the Grace Hopper Celebration and definitely would like to come back in the future. The community of women there provides great support for female students, industry engineers and academic researchers and I definitely feel that at each juncture in my career, Grace Hopper would provide a great foundation of advice and opportunities.

Personal Application of Criminology Paper - 1495 Words

Personal Application of Criminology Paper CJA/314 Version 2 Criminology 02-27-2011 Personal Application of Criminology Paper When a person is in a situation like this, they may have a million things going through their heads, sometimes not and they’ll just proceed with calling the Police. With this situation one can handle it in a few ways, first call the police, then proceed with calling the boy’s parents, and tell my son what happened. If one can find out why this situation came about, meaning why your son’s friend came into your house by using a break in tool such as a lock pick, finding out that information would be helpful to have. The first thing a person should do is follow out with the most professional steps for the†¦show more content†¦He will also see that there’s not much light in the tunnel of crime and that eventually every criminal gets caught rather its right then, a year, or even ten years down the line. Today, the criminal justice system has more than they did in the past to catch offenders, or find out if the certain individual committed a particular crime. They have databases such as AFIS, DNA, CODIS, and NCIC. DNA testing, which a procedure is carried out by forensic scientists that help law enforcement personnel in the identification of offenders that have broken the law by matching their DNA profiles. Then for crimes like the sons friend committed they have a database called AFIS automated fingerprinting is an effective storage, search and retrieval system used for the finger and palm print electronic images and demographic data. AFIS is a high speed and high capacity image processing system that improves the ability of latent fingerprint examiners to search and find crime scene evidence against increasing loads of fingerprinting records they may come about everyday. Counseling with the boy should help stop him from in the future proceeding with the same or any negative activity in the future. However, not all boys that commit a crime or attempt to will see a counsel talk as a benefit to them, in fact some may continue unti l something much worst happens. That’s why with most theyShow MoreRelatedClassical Theory of Criminology Essay1523 Words   |  7 PagesCriminology is the study of why individuals engage or commit crimes and the reasons as to why they behave in certain ways in different situations (Hagan, 2010). Through understanding the reasons or why an individual commits a crime, one can come up with ways to prevent and control crime or rehabilitate criminals. 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The performance management culture - Free Essay Example

Sample details Pages: 16 Words: 4780 Downloads: 1 Date added: 2017/06/26 Category Management Essay Type Argumentative essay Did you like this example? Culture can be described as the sum total of an organisations ways of operating and working together. It is also the shared beliefs and the written and unwritten policies and procedures that determine the ways in which the organisation and its people behave and solve problems (Idea, 2006). Culture exerts its influence in many ways, for example, through the way that people relate to each other or their openness to new initiatives. Culture also has a powerful influence on the effectiveness of any performance management system that management wish to implement. Performance management is an outcome of effective management systems. This management technique is concerned with arranging the conditions of the workplace for individual, group, unit, division, regional, and corporate success. Performance management can be applied to various aspects of any organisation and can have an affect on all the various stakeholders within an organisation It requires that systems, proc esses and structures are arranged carefully according to the laws of behavior to support the necessary direction, skills, resources, and motivation people require to conduct their work successfully, whether at the executive level or less prominent roles, in all types of industries and across all kinds of business drivers of success. These can include mergers and acquisitions, managing culture changes within an organisation, strategic initiatives turned into solid implementations, ensuring safe practices while meeting objectives and reducing waste. It is a leading indicator of performance because it drives a system or organisation toward desired future goals and provides solid management and performer steps along the way through daily behavior patterns of every department and employee within the organisation. In the area of organisational development, (OD), performance can be thought of as actual results versus desired results. Martins (2007), explains a cycle of managing issues surr ounding performance in an organisation as follows: a performance problem is any gap between desired results and actual results. Performance improvement is any effort made at closing this gap actual results and desired results. Any discrepancy, where actual is less than desired, could constitute the performance improvement zone. This Performance management and improvement cycle continues when: Performance Planning is conducted in order to establish the goals and objectives of the organisation. Performance coaching takes place when a manager intervenes in order to provide feedback and suggest possible ways of adjusting performance and performance appraisal occurs when individual performance is formally documented and feedback is delivered to the employee. Some of the direct financial benefits of performance management often include an increase in sales, a reduction in overall operation costs and a potential decrease in any project overruns that may have occurred otherwise. Other major benefits for the organisation that employs detailed performance management practices include improving management control, the alignment of all aspects of the organisation with the goals set out by the Chief Executive Officer and a decrease in the length of time it can take to implement new strategic or operational changes through improved communications networks operating within the organisation (Austin, Brethower Dickinson, 2009). An integral component of adapting performance management practices within an orgainsation is to insure that these methods are successful in motivating the existing workforce in a number of areas. These areas include: improving employee engagement as they can now see how their contribution directly affect the organisations high level goals. Professional development systems can then be better aligned to achieving business level goals and transparency is created in the achievement of the organisations goals and high confidence is placed in bonus payment s chemes (Chauvel Despres, 2002). The role of the Individual Performance Management can only be successful if individual managers truly understand how to ensure the development of skills and provide sufficient training and coaching resources so that each employee or section can be fairly measured by the success of their direct reports, not by business results only. Employee Performance Management (EPM) is a future orientated system of strategic alignment and employee objective setting with regular reviews and reporting and is distinguished from employee appraisal, as the latter does not include a goal setting process and is an open-ended management process with no feedback against clearly defined strategic goals. Performance Management is often confused with performance appraisal, the latter only forming the final part of the performance management cycle. Performance appraisal contrasts with performance management as it is a backwards looking process of performance, measuring a spects and performance of the organisation that have taken place in the past (Danielle, Weise Buckley, 1998).Performance appraisal is also focused on past performances and has proven to be less effective than an appropriately implemented EPM approach (Jeroen Deanne, 2007). The principles that are central to performance management are derived from the science of behavior analysis, also known as the psychology of learning (Van Dyk Conradie, 2007). Learning is about gathering and understanding information about what has and has not worked and applying this to bring about positive change. Learning from your own activity or from that of others are both important. For learning to be useful there needs to be a willingness to be challenged about actions and achievements. For people to engage in the process of learning they need to understand the purpose of doing so. In a culture where openness about under-performance results in apportionment of blame, people will be reluctant to engag e. Where learning is seen as an opportunity for constructive dialogue that drives improvement, people will me more likely to invest time and effort in it. When things have gone well, success should be celebrated (PMMI Project, 2006). The term performance management is often thought to refer to structures and processes of Human Resources Management, for example compensation, appraisal, selection, retention and competencies (Baptiste, 2008).These are important elements of a well-designed workplace, but most often they are systems, processes, and procedures designed without knowledge of behavior. They often suppress or overlook the ways in which motivational factors can be built into the workplace to produce accelerating performance for the correct objectives, processed in the correct way and for appropriate reasons (Douglas Morris, 2006).If an organisation can employ a suitable performance management process it can help the organisation to get the best out of every department and emp loyee under its control. Weldy (2009) argues this is done by setting out clear steps on how to improve performance that are based on principles of individual learning. A critical component of successful performance management implementation is that performers gain excellence in their own performance. This is achieved by developing strong high performance habits that can be applied across similar or different areas for effective problem solving and work habits. Whether it is learning highly technical skills in a nuclear facility or learning the foundations of good corporate social responsibility in a sports orgainsation, the goal at the individual level is to do work that is of a high standard, is efficient and effective, and to establish a real sense of pride in the work that they do (Chauvel Despres, 2002). The conditions that surround behavior, that is what people say and do that are recognised or punished over time also help to support sustained patterns or diminish such pattern s of success. How well an organisation does in applying the elements of performance management is found in the success of its employees in serving stakeholder needs, meeting their targets, producing desired impact and creating a culture of respect and commitment, with a focus on active learning, inclusion, and creating a culture where the focus is aimed at building long lasting habits of success. Monitoring overall organisational performance allows for the effective delivery of strategic and operational goals. Previous research has shown a distinct correlation with using performance management programs or systems and improved organisational results (Kennerly Nelly, 2003; Swailes, 2004; McNamara Mong, 2005). Performance management refers to a term first introduced by Dr. Aubrey C. Daniels in the late 1970s to describe a method for managing behavior and results, the two critical elements of what is known as performance. Performance can be regarded as a combination of behavior and results, and should not be viewed as independent of either component. Neely (2005) describes performance management as the ongoing process of setting goals, self-assessment, manager assessment, peer-assessment, coaching, development planning, and evaluation. Performance management is a forward looking process, taking frequent measures as work occurs and responding to small steps forward. Business Performance management is a specified set of processes that help businesses discover efficient use of their business units, financial, human and material resources. This can be contrasted to operational performance management, which focuses on creating methodical and predictable ways to improve business results, or performance, across all aspects of an organisation. A critical element of this practice is integrated business planning, which refers to the technologies, applications and processes of connecting the planning function across the enterprise to improve organisational alignment and financial performance. Project Performance Management is a sub-discipline of project management that seeks to establish measurements of project performance, such as performance of project scope, performance according to a time schedule and even performance according to a project budget. It seeks to use such measurements to inform project stakeholders, lead the project team and improve project performance. A spin off of this process is Earned Value Management, which is a technique for measuring project progress in an objective manner. Mawhinney, Redmon Johnson (2001) suggest EVM has the ability to combine measurements of scope, schedule, and cost in a single integrated system. When properly applied, EVM provides an early warning of performance problems. All of these combined processes are often placed under one single practice called customer performance management. This refers to the practice of managing the effectiveness of all the business activities and processes relat ed to the handling of customer relationships and providing a common set of financial and customer focused goals and objectives. This includes all aspects of creating and maintaining a detailed source of customer related data. A key aspect of performance management is performance measurement. Whatever the process being driven with performance management, clear and concise measures are required in order to properly define the desired goals. Most performance management systems fail to achieve the desired goals of the process owner or project sponsor because goal measurement is ambiguous, not specific enough, poorly communicated or because results cannot be measured effectively. In the case of business, the typical approach is to create smart goals, those which are specific, measurable, achievable, relevant, and timely. Performance measurement is a process whereby organisations establish the parameters within which systems and practices, investments, and acquisitions are reaching the results that are required by management (OCIO, 2007). There are many types of measurements. Educational institutions use exams that are graded to establish academic abilities of students; in sports, time is clocked in split seconds to verify the athletic abilities of athletes and in sports organisations, national and international results play a large role in how they are deemed to be performing their duties at the optimum level. Similarly in teams and other organisations, there are various tools and measurements to determine how they perform (Gamble, Strickland Thompson, 2007). The daunting task of measuring performance for organisations across industries and eras, declaring the top performers, and finding the common drivers of their success did not occur to anyone until Peters and Waterman began researching and writing the ground breaking performance measurement book, In search of excellence (1982). This book challenged industrial managers actions and attitudes, and inspir ed researchers and scholars to further pursue the theory of high performance, a key to any competitive business organisation. This task becomes more complex as corporations diversify into multiple industries. Research must take this into consideration when conducting a comparative analysis of companies within the traditional and non-traditional organisational environments such as sports organisations. The traditional control-oriented performance measurement system in the industrial era is losing its relevance in todays fast changing environment where organisations are re-shaped into flat multi-functional hierarchies. Performance measurement will get tougher with globalization and increasing complexity of organisations business models, teams roles and responsibilities. The diversity of organisations is now posing a huge problem for the ways in which performance measurement practices can be facilitated. A huge variety of organizations exist today. For example, there is government, educational, financial services, manufacturing, retail, non-profit and sports organisations. Then, there are sub-industries. In the financial services sector, there are the banks, insurance, mortgage lender and exchange organisations. And in each entity, they can further be broken down into deposit, loan, and credit card investment departments. In the deposit department, there may be savings, current and fixed accounts. This can continue to break down until there is an individual that performs a task that is unique. If the bank example has 10,000 staff, it is unfeasible to have 10,000 different performance measurements. It is becoming a great challenge for all large organisations to keep track of the huge diversity of skilled professionals and ensure alignment to the organisations mission and values. The measurements of intangible and non-financial aspects of an orgainsation are another problematic issue that faces many organisations. Traditionally, accountants play a major role in measuring an organisations success. Unfortunately, annual reports do not allow managers to monitor the progress to build capabilities and acquire the intangible assets needed for future growth (Shepherd Gunter, 2006). Non-financial measurements will be required to link an organisations long term strategy with its short term actions. Unlike financial measurements which are straight-forward and certain, non-financial measurements will require more judgment and justification. Furthermore, unlike financial measurements which are governed by accounting standards and principles, non-financial measures will be more susceptible to misuse and manipulation, and will require honesty and transparency in order to be useful. Performance measurement is conceptually related to other evaluation processes. There is often a professional and conceptual divide between performance managers and evaluators, with evaluators criticizing some performance measurement approaches as being too simplistic ( Greene, 1999). In particular there is the problem of attribution which is usually not dealt with well in performance measurement systems. This relates to the previous discussion on intangible and non-financial measurement. Put in its simplest form, the mere measurement of changes in outcomes over a period of time does not establish attribution. Schaffer (2002) argues that even if an organisation takes action over the period of time in which measured outcomes improve this, will not say anything about whether such measured changes can be attributed to the actions of the organisation rather than to any other factor. The performance measurement movement can challenge evaluators over the fact that their designs often involve extensive and often costly studies which are not feasible in the vast majority of cases where performance needs to be measured quickly and cheaply for pragmatic management reasons. As with any other organisational change management program, implementing a performa nce measurement system will encounter resistance especially in large bureaucratic organisations. First of all, employees natural resistance to be measured will inevitably cause an obstacle. Self-serving managers who are experts in their field may have the freedom to choose and manipulate measures for their own benefit. Furthermore, in large global organizations, consistency in implementation across departments may be a problem if communication and coordination is not executed well (Fitzgerald Van Eijnatten, 2002). In addition, inexperienced managers may not know what they want to find out and collect data and statistics which may not be that useful. This will cause frustrations and unnecessary effort for staff at the working level to prepare additional data and reports which serve little value. Throughout the implementation of a Performance Management system, which may span from months to years, there is a need to constantly focus on the critical goals that can bring visible pro gress and enhancement. Otherwise, there is a tendency for busy employees to lose sight of the ultimate objective of performance measurement, and treat its implementation as a mere data collection exercise for management. Teams must create measures that support their mission, or they will not fully exploit their ability to perform the process faster and more responsive. In addition, to remain competitive and relevant, the measures need to be continually reviewed and revised as the environment and economy changes (Geary, Brache Jossey-Bass, 1995). Employee involvement is a critical component of any successful performance measurement system. A truly empowered team must play the lead role in designing its own measurement system as it will know best what sort of measurement it needs to align with the organisations own strategy (Greasley, Bryman, Dainty, Price, Soetanto King, 2005). This empowerment should not be limited to management level or the finance department, but be extended to every single individual in the organisation. Each individual or team must contribute and in return own the Performance Measurement system themselves. There is no value for measurements that cannot be put into a simple and clear report. Measurements must focus on the most critical items and not sacrifice quality for quantity. Too much measurement may mean that organisations end up spending too much time collecting data, monitoring their activities, and not enough time managing the project outcome. A well implemented Performance Measurement system should eventually be a tool that allows a consistent language to be used within the organisation. It should allow different individuals to trace their measurements to the management and organisations strategic vision and goals, and allow different departments to cross-reference their priorities and targets using the same language. Unlike performance appraisal and evaluation, measurement must be a forward looking process. A good Perf ormance Measurement system should also capture its relevance to the organisations vision, validate its strategies and chart new directions. It should not dwell in the past but focus on measurements that impact future deliverables. Enduring goals require more effort and many organizations prefer to focus on initiatives that promise short-term financial results even though other initiatives may have higher long-term payoffs (Fariborz, 2001). A possible reason is the increasing competitiveness and high staff turnover of many organisations. This builds a culture of short-term full time employment, where employees do not envision themselves staying on with an organisation long enough to see any long-term plans achieve there goals. One possible solution for such long-term goals which cannot be realised for many years, such as many initiates in sports organisations, is to identify meaningful output-oriented milestones that lead to achieving the long-term outcome. Performance measurement mu st not sacrifice one aspect of the orgainsation just to improve performance in another. The Performance Measurement system should cover a comprehensive range of measures and offer perspectives that provide an understanding of cause-effect relationship to rearrange resources or priorities effectively. This usually requires a balance of financial and non-financial measures. These measures agreed by the employer and employee, have to be ambitious and challenging, and at the same time, be realistic and attainable. Too little means employees fall into complacency and too much and they start to rebel or leave. This requires a careful balance and is the managers responsibility to make decisions where disagreements may arise (Booth, 2006). Before anything can be done, senior managers need to buy-in to the change management philosophy and adopt the performance-based management principles. There must be management endorsement at company wide level to ensure consistency with other existing initiatives such as cross-functional integration, customer-supplier partnership, continuous improvement, and team, rather than individual accountability. Lyons (2006) claims the focus should be on strategy and vision, and not day-to-day operational controls. Managers should dictate strategic goals, ensure that each team understands how its job fits into the strategy, and provide training so that the team can devise its own measures. He goes on to claim that ownership and accountability for performance remains with the teams, and managers should allow the teams to decide which measures will best help them perform their jobs. Managers should not make the mistake of thinking that they know what is best for the team. If they do, they have crossed the line, returned back to the command-and-control (Moffat, 2000) ways, and render their empowered teams powerless. An integral part of many performance management systems is to set various targets. Performance targeting has an important pla ce in the organizational managers toolkit. There is no reason to doubt that, when used properly, targeting can make a positive contribution to organizational performance. However, the assumption that organizations will indeed make proper use of performance targets is not always well founded. Designers of performance targeting schemes if they wish to add value to their organisations performance must bear in mind the limitations of performance targeting, and the potential of targeting schemes to cause significant and unintended perverse outcomes. Experience has shown that when targeting schemes are not carefully designed and implemented, they risk causing more harm than good (Hood, 2003). This has proven to be one of the major pitfalls when establishing performance targets. In sports organisations and many other public sector entities performance pitfalls can be viewed as of critical importance due to the special conditions related to oversight and accountability in the public as oppo sed to the private sector (Schacter, 2002). Performance targets are created in order to place attention on particular processes and outcomes relating to a given organisation and also to align the behaviour and actions of individuals to the overall goals and objectives of the organisation, along with the expectations of stakeholders. However, as is the case with virtually every scheme designed to influence human behavior, performance targeting systems are subject to the law of unintended consequences. In many cases, unintended behaviors induced by performance targets are perverse, leaving organizations and their stakeholders worse off than before the introduction of targets (Van de Walle Roberts, 2008). The most prominent example of this occurs when individuals become solely focused on thee targets that are set out for them and place less emphasis on producing quality products, services and benefits to the consumer which is ultimately the main objective of most organisations. As a result, if targets are not properly monitored and used in the most appropriate ways, they can often cause individuals to lose sight of the organisations main goals and objectives, and therefore prove to be immensely counter-productive. Performance management is most commonly applied in the traditional business setting, but can also provide significant benefit to many other institutions such as schools, churches, community meetings, health setting, governmental agencies, political settings and sports organisations (Diaz-Martin, Iglesias, Vazquez Ruiz, 2000). These principles are needed whenever organisations interact with their environments to produce desired effects. Performance management has a wide variety of applications such as employee performance, software performance and business or corporate performance (Bourne, Franco Wilkes, 2003). Performance management in sport in Ireland, and indeed in many other nations, is a relatively new phenomenon. Little research has been c arried out into examining how sporting institutions and organisations view the issue of performance management and if they use models such as The Performance Prism, Balanced Scorecard or EFQM model (Wongrassamee, Simmons and Gardinerin, 2003) in order to assist them in achieving their strategic goals and manage performance effectively. These models have been proven to be successful in the traditional business environment and given that many sporting entities have much in common with the business industry, it is imperative for research to be carried out to critically examine this issue in greater detail. Public and voluntary sports agencies share much common ground with traditional business organisations. They have members and stakeholders much like traditional businesses have customers and clients. Many belong to the world of non-profit organisations, that is organisations whose main goal is not financial returns, rather the performance of their mission (Chappelet and Bayle, 2005 ). This is why the issue of performance management is such a crucial area for such entities, perhaps even more so than organisations operating within a traditional business environment. Chappelet and Bayle (2005) comment that sport is playing an increasingly important role in a rapidly changing economic, political, cultural and social world. A new context for all levels of sport is developing around the globe, providing an extraordinary opportunity to discover and take advantage of elite level sports experience in amateur and professional contexts. One of the greatest challenges for organisations involved in the management of elite level sport is to ensure that their current and future managers have the necessary skills to lead their organisations in the twenty-first century (Chappelet and Bayle, 2005). Managers within these organisations must familiarise themselves with performance management techniques and adapt them to this unique sector of the management world. Many commen tators (Mahony and Howard, 2001; Miller, 1997) on sport as a business suggest that the managers involved in the sport industry are limited by their ability to transfer knowledge of conceptual business practices to the sports business environment. However, Chelladurai (2005) insists that sport organisations, are in desperate need of managers from within their own ranks that have the capabilities of managing the performance of their organisation and steering their strategic goals. It is for this reason that further research must be carried out in this field to extend our knowledge and understanding of performance management by organisations integral to development of sport on the Island of Ireland and across the globe. The dynamics of sport on the Island of Ireland are quite different to many other nations of similar size and demographics. One sports organisation in particular, the GAA, dominates the sporting landscape and has done for many years. The GAA is a unique organisation w hen compared with other National Governing Bodies on the Island of Ireland. The organisation has a large membership base and has generated an outstanding public image by employing various corporate social responsibility schemes that contribute to communities around the country. It remains a robust and thriving organisation, constantly preparing itself for the challenges ahead, and developing new initiatives on an annual basis in order to further develop the participation levels of its sports in Ireland. Other sports such as soccer, swimming, boxing, athletics and basketball have grown in popularity since the middle of the previous century but are still not attracting similar participation and interest levels as those of the GAA. Fahey, Layte and Gannon (2004) conducted research into participation levels for various sports on the Island of Ireland. The study was commissioned by the Irish Sports Council and undertaken by The Economic and Social Research Institute as part of a comprehe nsive programme of research designed to increase understanding of the shape and dynamics of sport in Ireland. The report, based on a national sample of over 3,000 adults interviewed in 2003, showed that participation in physical activity in Ireland is in line with international levels, with 40% of adults participating to a level recommended by the World Health Organisation. The study found that recreational walking is by far the most popular form of physical activity among Irish adults, with about 60 per cent of responders using this form of exercise on a regular basis. Apart from walking, the most popular sports that people took part in were GAA games, golf, soccer and swimming for men, and swimming and aerobics for women (Fahey, Layte Gannon, 2004). The most common reasons that responders gave for lack of participation in sport had to do with the lack of interest, willingness or time to take part. Interestingly, the lack of sports facilities or other impediments arising on the su pply side of the sports system in Ireland was not given as a major feature in their stated reasons for not participating. The provision of sports facilities serves a purpose in raising standards in sport but is unlikely to raise public participation in sport to any great degree. This is an issue that many sports organisations in Ireland seem to overlook. The 2012 Games will be considered a home Olympics for the Irish team and as a result, it will create an opportunity for Irelands athletes to excel at their respective sports. If Irelands athletes perform well at these Games it could have a lasting legacy on sporting landscape in Ireland. This in turn could facilitate national, community and individual benefits on social, economic (Haskell, 1996) and (physical and psychological) health dimensions. The performance management systems in place will be a significant factor in achieving success, and it is critical that research is carried out in order to investigate if the performance management systems in place are the most effective and efficient. In 2005, it was estimated that the value of the social aspects of sport in Ireland was euro;1.4 billion (ESRI, 2005). This figure was deemed to be a significant amount in the dynamic economic environment of modern Ireland and sport in Ireland was also deemed to be a major contributor to social capital within the country. As sport in Ireland is of a major economic, political and social significance, it is imperative that performance management practices are utilised within organisations who have a part to play in the development, delivery and structuring of the sporting landscape in Ireland. Don’t waste time! Our writers will create an original "The performance management culture" essay for you Create order

Essay about A Man Who Knew Balance A Rags-to Riches Tale

A Man Who Knew Balance Of all the rags-to-riches tales in history, there are none that can compare to the likes of Andrew Carnegie’s. Although Carnegie was a man whose character fell somewhere between callous and benevolent, his abundant contributions to America are nothing short of remarkable. His journey is an exemplary display of the true opportunity that you are given in America regardless of the card you have been dealt. While his sheer wealth was very notable, his philanthropic influences are not to go unnoticed either. Andrew Carnegie was one of the first businessmen to promote public-spirited philosophies that simultaneously achieved individual profit and benefited the America as a whole. Andrew Carnegie was born on November†¦show more content†¦One of his most prominent business ventures was the Keystone Bridge Company, a bridge-building company that was founded in 1865. Having established business contacts through the Pennsylvania Railroad Company, Carnegie was able to build his first steel plant in order to begin building bridges with steel in lieu of iron and wood, which were less economically constructive materials at the time (Nackliss, 575-605). Essentially, this was the way in which Carnegie had exposed himself to the steel industry. Carnegie, again, had a stroke of luck when finding himself in such an industry: increased demand for railroads had thereby increased demand for steel. Because of this demand, new processes were being developed to expedite the methods though which steel had been made. The most successful man to do such a thing was Henry Bessemer with the Bessemer process in 1855. The process revolutionized steel, as we know it by implementing oxidation in order to prevent impurities in the alloy. Andrew Carnegie, having a hardy entrepreneurial spirit, utilized this process to mass-produce his own goods. The Carnegie Steel Company, in an endeavor to minimize competition, would employ a growth andShow MoreRelatedEssay o n Jay Gatsby’s Dangerous Illusions in The Great Gatsby1253 Words   |  6 Pagesfinancial success through hard work. F. Scott Fitzgeralds novel, The Great Gatsby, puts this premise to the test while also warning against the dangers of believing too passionately in any dream. The central character, Jay Gatsby, proves a tragic hero who succeeds financially but fails emotionally when he attempts to hold onto something from the past(Mizener 126).  Ã‚   Gatsby not only possesses imaginative dreams, but also idealistic illusions. These illusions eventually result in the unfortunate downfallRead MoreImpact of Science on Society38427 Words   |  154 Pageseven the length and quality of life itself, science has generated changes in the moral values and basic philosophies of mankind. Beginning with the plow, science has changed how we live and what we believe. By making life easier, science has given man the chance to pursue societal concerns such as ethics, aesthetics, education, and justice; to create cultures; and to improve human conditions. But it has also placed us in the unique position of being able to destroy ourselves. To celebrate the 25thRead MoreImpact of Science on Society38421 Words   |  154 Pageseven the length and quality of life itself, science has generated changes in the moral values and basic philosophies of mankind. Beginning with the plow, science has changed how we live and what we believe. By making life easier, science has given man the chance to pursue societal concerns such as ethics, aesthetics, education, and justice; to create cultures; and to improve human conditions. But it has also placed us in the unique position of being able to destroy ourselves. To celebrate the 25thRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesto Globalization 16 †¢ Managing Workforce Diversity 18 †¢ Improving Customer Service 18 †¢ Im proving People Skills 19 †¢ Stimulating Innovation and Change 20 †¢ Coping with â€Å"Temporariness† 20 †¢ Working in Networked Organizations 20 †¢ Helping Employees Balance Work–Life Conflicts 21 †¢ Creating a Positive Work Environment 22 †¢ Improving Ethical Behavior 22 Coming Attractions: Developing an OB Model 23 An Overview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 S A

Debut Speech free essay sample

During my 18 years, I’ve learned how important family is. Your family will always be there for you no matter what. My family supports me in everything I do. All their time and money cannot express how much they love me because love is more than any of that. Love between families is a special bond of time, laughs, smiles and memories. Love is something that family doesn’t have to say to each other because we already know and I am blessed to have a family that loves me in every way possible. As for friends, I’ve learned something important about friends. You will meet many people throughout your days and for a moment in time you will be that person’s friend or more. Friends are the ones that stay by your sides during the bad and will never intentionally stab you in the back. To all my friends here tonight, thank you for everything; I hope we’ll continue our friendship for many more years to come. We will write a custom essay sample on Debut Speech or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Ahead is a new journey, not only for me but for all of us. And what I have to say to that, â€Å"Challenge accepted. I can only imagine the way my parents are going to feel watching me grow up more and more and having to let go little by little each day but even then my imagination cannot comparable to the feelings they feel. Even then, I willingly accept this new chapter of my life which I wouldn’t have been able to reach without every single one of you. No matter how small to how big of an impact you’ve had in my life, I thank you all equally. So now I will end my speech with a thank you. Thank you for joining me in celebrating my 18th birthday. Thank you Mc Three McQueens for taking those beautiful pictures for this debut especially to kuya Michael and Kuya Chieboy. Thank you Kuya Elvin Sagun and Kuya Jervyn for coming over countless times to help with all the planning. Thank you cousins and Leo for helping me. Thank you kuya Frederic Rodriguez for making my dream dress. To my friends, classmates titas, ninongs and ninangs for sharing this special day that I will cherish forever. And a special thank you to my Mama and Papa for making this all possible. I love all of you very much! Debut Speech free essay sample During my 18 years, I’ve learned how important family is. Your family will always be there for you no matter what. My family supports me in everything I do. All their time and money cannot express how much they love me because love is more than any of that. Love between families is a special bond of time, laughs, smiles and memories. Love is something that family doesn’t have to say to each other because we already know and I am blessed to have a family that loves me in every way possible. As for friends, I’ve learned something important about friends. You will meet many people throughout your days and for a moment in time you will be that person’s friend or more. Friends are the ones that stay by your sides during the bad and will never intentionally stab you in the back. To all my friends here tonight, thank you for everything; I hope we’ll continue our friendship for many more years to come. We will write a custom essay sample on Debut Speech or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Ahead is a new journey, not only for me but for all of us. And what I have to say to that, â€Å"Challenge accepted. I can only imagine the way my parents are going to feel watching me grow up more and more and having to let go little by little each day but even then my imagination cannot comparable to the feelings they feel. Even then, I willingly accept this new chapter of my life which I wouldn’t have been able to reach without every single one of you. No matter how small to how big of an impact you’ve had in my life, I thank you all equally. So now I will end my speech with a thank you. Thank you for joining me in celebrating my 18th birthday. Thank you Mc Three McQueens for taking those beautiful pictures for this debut especially to kuya Michael and Kuya Chieboy. Thank you Kuya Elvin Sagun and Kuya Jervyn for coming over countless times to help with all the planning. Thank you cousins and Leo for helping me. Thank you kuya Frederic Rodriguez for making my dream dress. To my friends, classmates titas, ninongs and ninangs for sharing this special day that I will cherish forever. And a special thank you to my Mama and Papa for making this all possible. I love all of you very much!