What role has the human rights act 1998 had on shaping police decision Essay - 2

What role has the human rights act 1998 had on shaping police decision making - Essay Example The rights normally includes right to liberty, right to fair trial and the exclusion against the prevailing suffering and slavery have been incorporated into the law. The Human Rights Acts classifies these underlying rights by placing them into a reachable framework. Human rights law developed some concepts and principles, which are diverse from corresponding customary lawful principles. The police service has more varied work force, in an increasing variety of new roles (Hafner-Burton, 2013, pp231-9). Police service has established strong culture of concentrating on results and a range of methods and controls. Police service made significant progress in providing real developments in equality and diversity. It remains dedicated to provide services that respond to the requirements of different communities and protecting them from harm and threat. The police service recognized that equality, diversity and human rights are central to giving admirable public services. Human Rights Act a ided daily work of officers in enforcing the law. Proportionality in regard to Principles of human rights ought to be unbiased in order to attain a balance between the wants of a society and the rights of a person. Qualified rights can restricted in a proportional way (Wilford, 2001, pp112-167). Action is equivalent in case it is suitable but not extreme in the conditions. For example, if a maintenance home decides to connect CCTV in the bedchambers of all residents normally interfere with residents’ right to an individual existence beneath the prevailing Article 8 ECHR. Qualified rights mean can be interfered with under definite situations and explicit reason and encompasses right to freedom beneath article 5. An individual can be detained by the government due to numerous legal reasons. For example, sentence in prison due to persuasion or corresponding

Supervisors Essay Example | Topics and Well Written Essays - 1500 words

Supervisors - Essay Example This can be promoted through instructive and motivating organizational leadership. The functions of management are discussed, and the traits of effective managers in relation to the management functions. Finally, the relations between managers, supervisors and employees are evaluated and the challenges of a multicultural workforce presented. The Role of a Supervisor in a Typical Organization Supervisors or managers are important in management of teams and processes within an organization. They help in management and coordination of the organization, usually characterized as a pyramid. The supervisors help in achieving essential objectives and goals within the organization through communicating with each other at various levels within the organizational management hierarchy (Cassidy, Kreitner, & Kreitner, 2010). Supervisors are committed to grooming organizational personnel for success. Their roles entail the functional duties coupled with a variety of responsibilities. Organizational supervisors train their workers on new information and competencies. Workers ought to be prepared well to ensure they are successful in their duties, and this can be necessitated through supervisors’ training and orientation. The process of training is continual and highlighted for new personnel as well as other workers. Collectively, the supervisors have a responsibility of ensuring that organizational personnel benefit from intermittent professional development opportunities and training (Cassidy, Kreitner, & Kreitner, 2010). Supervisors evaluate objectives, goals and future organizational needs to enable them prepare plans, which offer the required resources and action items for the organization to realize success. The supervisors help in strategic planning, implementation and execution of organizational plans. In addition, supervisors prepare schedules for appropriate staffing and availability of resources to satisfy the needs of customers and production. They are respon sible for arranging human, informational and material resource productivity. They are tasked with maximizing organizational efficiency through scheduling inventories, equipment and facilities. This ensures that quality in production of goods and offering of services is attained (Cassidy, Kreitner, & Kreitner, 2010). Managers are responsible for inspiring and motivating workers to work appropriately and accomplish common organizational goals. The teams in organizations ought to work collectively, and it is the responsibility of the supervisors to recognize the uniqueness of every employee, establish various incentives and rewards to motivate them (Cassidy, Kreitner, & Kreitner, 2010). Three Traits of an Effective Manager Effective managers need to have entrepreneurial thinking and creativity qualities. Contemporary organizations are continually changing, and there is need for the managers to possess creativity and entrepreneurial skills to work effectively in such environments. Super visors with entrepreneurial traits perform their responsibilities effectively because they adapt swiftly and resolve organizational problems creatively. Supervisors are tasked with maximizing organizational efficiency. This can be best achieved if supervisors are entrepreneurial and creative because such traits would help them to develop new ideas to improve productivity and enhance quality besides increasing profit margins and expanding on the organizational

Effectiveness Of Employee Empowerment

Effectiveness Of Employee Empowerment Introduction: In such a competitive environment, the organizations have to continuously provide quality products, better services and need to bring innovation to stay in the business and generate profits. To conduct such activities, efficient and empowered employees are essential (Bowen and Lawer, 1992; Fulford and Enz, 1995; Bowen and Lawler, 1995). In the past, the authority was not delegated to the employees and it centered on the managers who were responsible for making all the decisions in the interest of the organizations. This had limited the creativity to show up since the employees were not able to express or share their ideas. Empowerment in the recent years has been considered as the most important factor that contributes to the success of the organization. The creative energy and potentials of employees benefits the shareholders, suppliers and customers as well (Gandz 1990; Appelbaum, HÃ ©bert, Leroux, 1999). Empowerment means delegation of decision making authority when there is a need to take action which is important for both the managers and employees. Following are the main reasons for practicing empowerment in the organization: It provides fast solutions to business problems It provides growth opportunities for employees It helps in lowering organizational cost Employees benefit from empowerment because they have more responsibility in their jobs. Employee empowerment increases the level of employee involvement and therefore creates a deeper sense of satisfaction and higher levels of motivation. The style of management is changing as the managers are now being considered as the coach, advisors or facilitators. The decision making has been shifted down to the lowest level of the organization. According to Rob and Margret brown, empowerment isnt just a matter of delegating job authority to the job-holders. It means that everyone can take action to enhance his or her work, either in personal or organizational terms. Instead of the traditional bureaucracy, with its emphasis on control, standardization and obedience, Brown-blessed empowerment can only thrive in the liberated surround of innovation, flexibility, commitment, zero defects and continuous improvement. Effectiveness of Employee Empowerment: Employee Empowerment can only be effective when management clearly defines the achievable goals and accountability standards. The management should provide employees with the resources such as time, money, training and relevant and factual information which is supported by the upper and lower management. The benefits of empowerment can be substantial for the organization but it doesnt come without costs. If this approach is not properly implemented, it can cause many problems such as bad decisions taken by the employees who are not well-trained, conflict arising between team members reducing the team innovativeness and performance of the employees (Henderson and Lee; Davenport ) and high training costs to successfully operate in the empowered environment. There are also numerous benefits that are associated with empowerment such as enhanced creativity resulting in increased performance, making cross functional teams of diverse work group for sharing and developing innovative ideas and increased customer service quality by letting them solving the customer problems on their own without waiting for the managerial approval (Shrednick et al., [26]). Hence we can assume that empowerment is a skill and can be learned. Effective management teams must have a firm grasp on the latest business techniques as well as an understanding of the importance of human potential and high self-esteem. Empowerment is a total commitment to doing business in a productive and positive manner. The famous researcher John R. Drew proposed Seven Steps to Empowerment. According to him empowerment can be achieved by creating champions, involving people in planning the change, creating team leaders, educating the workforce, changing the support system, practicing consensus decision making and involving people in strategic and tactical planning. A lot of research has been conducted on empowerment in the last decade to fully understand its impact on the performance of employees and how it effects the organization as a whole. An organization must understand its compatibility with the organization system since its effect varies from organization to organization. The approach is dependent on the organizational structure, its system, its culture, skilled workforce and the attitude of top management toward the change. Before the organizations move to the empowerment approach, they must critically analyze what empowerment basically is and how its different from the traditional approach. Empowerment encourages information sharing with front-line workers, rewards based on organizational performance, employee training, and employee involvement in management decision making (Bowen and Lawler). Most of the researches indicate that the empowerment must be nurtured and supported by the other factors which trigger its effect and produces positive results for the organization such as Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem. Theories and practices of empowerment: There has been a lack of theoretical and empirical work being done on practices of empowerment. The term empowerment being used in the business organizations is not clearly defined since it is difficult to understand what the writer is referring to when he uses the term empowerment. Broadly there are two main approaches that are widely used to understand the concept. Following Conger and Kanungo(1988) and Thomas and Velthouse (1990), spreitzer (1992) refers to these as a psychological and relational perspectives. Psychological perspective on employee empowerment: The first approach to study empowerment focuses on the concept that empowerment depends on the perception of employees. If they believe that they are empowered, then they will tend to work with more autonomy ( Spreitzer 1992). Conger and Kanungo(1988), and Thomas and Velthouse(1990) and spreitzer (1992) imply that an employee is psychologically empowered when (a) he/she finds meaning in his/her role involvement (b) feels efficacious with his/her ability and capacity to perform (c ) has a sense of determination to achieve a desired outcome with his/her role and (d) believes that he/she has control over desired outcomes meaning they have an impact on the large environment. The relational perspective of empowerment: The second approach focuses on the concept that how sharing of power is affected by the organizational structures and its cultures. It deals with the organizational structure and culture that it should be designed in such a way that creates an environment to facilitate the empowerment of its members (Bowen and Lawler 1992, Byham and Cox 1998, Jaffe and Scott 1991). Apart from these approaches, different theories on empowerment were presented by different theorists having opposite view points. Some theorists argue that there should be a relatively uniform understanding of empowerment and they were in the favor of implementing standardized programs (Rumelt 1974; Denhardt 1984; Wallace 1992; Balk, 1996). On the contrary, other theorists were of the view that empowerment is individually, contextually and variably defined (Zimmerman 1995; Quinn and Spreitzer 1997; Foster-Fishman et al. 1998). These researchers think that there exists a wide range of empowerment varying from person to person even in the same work setting, although both the viewpoints were in favor of empowerment. Each viewpoint is based on the same assumption that employees value empowerment and by exercising empowerment, they can give better outcomes, increased efficiency and performance, increased job satisfaction, and consistent ethical behavior. Objectives and significance of study: A lot of conceptual research has been done on empowerment but there is a need of studying the effect of these 5 factors and get a more generalizable result. The main purpose of this research is to explore the relationship between these variables (i.e. Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem) and empowerment of front-line employees of Mobilink Company in Islamabad. We will then further investigate the impact of empowerment on employee performance. Although these relationships have been explored in the Western environment, we will be investigating these relationships in the Asian environment to explore if the results differ in any way or the hypothesis we have created shows the positive results. Following are the main objectives of this research: To understand the core concepts of Empowerment and performance To identify the variables and investigate the relationship between these variables and employee empowerment To explore the overall impact of empowerment on the performance of Mobilink employees. Problem statement The problem statement of our research paper is to study the impact of empowerment being nurtured by the other factors such as Autonomy, creativity, level of communication between managers and employees, competency and high self-esteem on the performance of Mobilink employees. REVIEW OF RELATED LITERATURE Sanjay Menon and Clarkson (2001) have tried to explain the psychological approach to employee empowerment in this article. It was developed based on the principal that the psychological experience underlies feelings of empowerment. This article extends existing perspectives of empowerment by integrating the empowering effect of valued goals, such as those provided by transformational leadership. In addition to the two traditional facets of perceptions of control over the work environment and the perception of self efficacy or competence, internalization of goals was also identified as a major component of psychological experience of empowerment. They have also mentioned the implications of defining empowerment as a psychological state and the need of multiple measures of empowerment. They also recognize empowerment as one of the most important strategic tool to motivate employee if the organization are concerned with growth of their employees. (Employee Empowerment: An Integrative Ps ychological Approach) John Peter, Patricia Byrnes, Do-Lim Choi, Frank Fagan and Randy Miller (2002) have discussed that the empowerment of public employees is an important mediating step in improving public organizational outcomes, yet such a relationship depends on an assumption that employees value what is offered as empowerment. The empowerment is multidimensional. Survey was carried out to know the opinion of employees regarding empowerment. Employees or Street-Level Bureaucrats were in favor of empowerment because they believe that their skills will improve, they will be able to perform job effectively, they can save a lot of time and they will be able to improve their decision making skills. Empowerment programs consider what each individual employee values. (Dimensions and Patterns in Employee Empowerment: Assessing What Matters to Street-Level Bureaucrats by John Peter, Patricia Byrnes, Do-Lim Choi, Frank Fagan and Randy Miller published in 2002) Logan and Daniel C. Ganster (2007) report the result of randomized field experiment that tested the effects of an empowerment intervention among unit managers of large trucking company in this article. The intervention has designed to increase participants beliefs in their personal control and self-efficacy with regard to key aspects of their jobs. Individuals who managed geographically dispersed profit centers were randomly assigned to either an intervention group (N=38) or a no-treatment control group (N=30).the intervention significantly increased perceptions of maintenance control and impact at four months after the intervention, but only for managers who felt that their supervisors were supportive. The intervention also improved archival measures of unit performance and affected work attitudes (depending upon the level of perceived supervisory support). The data point out the key role that perceived supervisor social support plays when implementing such organizational change int erventions.(The Effects Of Empowerment On Attitudes And Performance: The Role of Social Support and Empowerment Beliefs) Butts, Mike (2004) argues in this article that most of the employees feel frustrated and completely ineffective because of lack of employee empowerment. According to the author, most of the time your manager asks you to do a certain project with full responsibility and when the time comes to implement your strategic plans and action plan, your manager doesnt support you and your higher-ups dont give you authority to bring some positive changes or to make some effective decisions. At the end, when the project fails, they ask you that why your performance has not improved. So in simple words, you cannot give someone the responsibility for a job without giving them the means and authority to bring about needed changes. (Command performance: empowerment is the catalyst for positive corporate changes By Butts, Mike Publication: Prosales Date: Wednesday, December 1 2004) Gaynor Borade (2008) discusses about the importance of employee empowerment and how it can be implemented in an organization. Employee empowerment can be attempted via dedicated virtual courses, special employee empowerment workshops by management gurus, dedicated books and articles and even software packages. It can only work if the management team believes in it. The implementation of employee empowerment involves managers willing to give up control in certain areas of work production. The writer argues that the traditional bureaucracy and the age old emphasis on control and standardization are now things of the past. The new vistas involve innovation, flexibility and commitment and consistent improvement. (Employee Empowerment by Gaynor Borade Published: 2/23/2008) Cheryl (2007) enlightens its readers with his view that the most important asset that any company will ever have is its employees. Employees are the backbone of the organizational hierarchy, allowing the employees to accomplish organizational goals by giving them some decision-making ability is the way to enhance the growth and performance of todays organizations. Empowerment is a process that is adapted through a course of time and gradually, almost effortlessly, comes together. So in this article, the writer explains that how managers assure the employees that empowerment is not only in their own best interest but also for the organization as a whole. (Employee Empowerment: Organizations Must Take Active Roles by Cheryl, published Sep 26, 2007) Susan M. Heathfield basically tries to pinpoint the fact that if employee empowerment is such a powerful tool into accomplishing word, better work more efficiency then why does it fail. It then takes a look at 5 reasons why employee empowerment fails such as managers pay lip service to empowerment but do not really believe in its power, they fail to provide easy access to the information and training to the staff to make decisions, they fail to establish boundaries for empowerment, have defined the decision making authority and boundaries with staff but then micromanage the work of employees and lastly the managers fail to appraise or appreciate the employees for their hard work.(Five More Reasons Employee Empowerment Fails by Susan M. Heathfield) Robert Bacal (2004) basically answers to a question of a manager who is finding it hard to implement empowerment as the employees themselves are hesitant to take an initiative and in the answer to the query tells the manager that empowerment just does not mean treating the employee like a guest as the employees tend to get used to the traditional hierarchy of the firm and thus resist the opportunity(empowerment) and in order to empower employees in the real sense steps such as clearly defining what empowerment criteria you have set what you actually mean by it and clarifying the goals of the firm , effective routing of information in the firm, clear process for input of decision making, management consistency i.e. not necessarily blindly following each decision but over-ruling it with tactics so that the spirit of empowerment is not hurt and skill development that is providing the necessary tools to extract ones ability to benefit from it, and a stable and respectful workplace histor y which will give confidence to employees to work with confidence and no hesitance otherwise a bad track record will just suppress the ability to participate freely. (Empowering Employees Can Yield Unexpected Conflict and Resistance! By Robert Bacal published in 2004) Peter Grazier (1998) discusses the benefits associated with the employee empowerment in his article that how it helps a company to reduce its expenses or costs occurring due to Absenteeism and turnover. The author further describes that due to employee empowerment, Absenteeism and turnover goes down, safety assurance and employee performance gets better and the company obtains other associated benefits as well. (Quantifying the Soft Costs of Empowering Employees by Peter Grazier Originally published in EI Network on April 1, 1998) Susan M. Heathfield has defined employee empowerment in her article as the process of enabling or authorizing an individual to think, behaves, take action, and control work and decision making in autonomous ways. She has also discussed the main problem regarding employee empowerment that most organizations experience. They think that the manager bestows empowerment on the people who report to him rather than thinking that each employee should work in empowered ways. Lastly, the author argues that the organizations should create such environment that helps boost the ability of employees to act in empowered ways. (Employee empowerment by Susan M. Heathfield) Theoretical framewor And hypothesis The theme of this research is to shed the light on the empowerment as a core concept and a major factor in this study and to investigate the impact of some antecedent factors including (autonomy, creativity, level of communication between managers and employees, competency and self esteem) on the degree of employee empowerment and then to research the impact of empowerment on employee performance as illustrated in the following framework. Identification of variables: Dependant variable: Performance of employees Independent variables: Employee empowerment Autonomy Creativity Level of communication between managers and employees Self esteem Competency Network of Associations Positive relationship between autonomy and employee empowerment Positive relationship between employee empowerment and performance Positive relationship between creativity and employee empowerment. Positive relationship between self esteem and employee empowerment Positive relationship between understanding between managers and employees and employee empowerment Positive relationship between competency of employees and employee empowerment. Justification of relationships: Employees having more autonomy are more empowered to make decisions. This shows that relationship between autonomy and empowerment is positive. There is a positive relation between employee empowerment and performance. With the increase in empowerment, performance of employees will increase. Creativity and empowerment has also a positive relation. If employees are more creative, they will do their work with more freedom and bring innovation to the work. Positive relation exists between self esteem and empowerment of employees. If employees are having a high level of self confidence, they will definitely make right decisions. If there is a good understanding between managers and employees, employees will feel more comfortable in doing work with them and it will effect the performance of employees in a positive way. If employees are more competent or capable enough, they will exercise empowerment and will show high level of performance. After developing a theoretical framework of above mentioned variables, we will develop hypothesis of each variable. We will then test these hypotheses to check whether these factors are the primary ones that influence employee empowerment and ultimately this leads to increased performance of employees. Autonomy Autonomy is defined as the state of independence one has to take decisions without the consent of others. Autonomy can play a major role to increase the job satisfaction of employees and they show more involvement in their work, thus creating a competitive edge for the firm. In our study we will focus at the autonomy of each individual within an organization and how it will lead to empowerment being exercised by the employees and to what extent it is effective in increasing their performance. White (1986) found that certain strategies that require high levels of control produce better results with low rather than with high autonomy. So, along with affecting people at their jobs, autonomy is also related to many variables crucial to organizational effectiveness (Brock 2003). Empowerment and autonomy are not interchangeable but rather autonomy enhances the degree of empowerment among employees. It helps in lowering the turnover rate and level of absenteeism in an organization and promotes quality work. Hypothesis: H 1: The higher the level of autonomy given to service employees, the higher the level of empowerment they would exercise. Creativity As defined by the Webster dictionary Creativity is marked by the ability or power to create to bring into existence, to invest with a new form, to produce through imaginative skill, to make or bring into existence something new. It can also be defined as the ability to use different modes of thought to generate new and dynamic ideas and solutions (Carnevale, Gainer, and Meltzer). Creative thinking involves imagining familiar things in a new light, digging below the surface to find previously undetected patterns, and finding connections among unrelated phenomena (Roger von Oech). Creativity and employee empowerment have complementary relationship. Employees should be empowered to take decisions and this leads to the opportunity of being creative. Creativity facilitates the employees to show the expressions of commitment, courage, to take decisions, more involvement in their jobs, risk taking and using their imagination for the success of the organization. Innovative employees show more productivity as compare to those who are happy in doing their boring routine work because creative people are curious, self confident, optimistic, flexible, visionary and have a good sense of humor . Creativity and empowerment are believed to result from comparable organizational factors. For example, creativity is enhanced by freedom of information and relaxation of conditioned thinking. Empowerment results from open communication and network building, access to decision making and control of resources are empowering. Providing resources and support and encouraging the solution of unstructured problems enhance creativity. Low levels of supervision, participation in goal setting, and the establishment of challenging work goals foster creativity, while participation, expanded awareness, and being attuned to organizational goals empower individuals. Hypothesis: H 2: The higher the level of creativity shown by the employees, the higher the level of empowerment they will exercise. Level of Communication between managers and employees There is an often saying that The only thing constant in the World is Change. With the advancement in technology and rapidly changing environment, the methods of communication are also changing and the organizations are expecting more productivity from its employees due to increased efficiency and effectiveness of communication process within the firm. There is a definite relationship of communication between managers and employees with empowerment. More authority the manager gives to its employees, the higher the level of performance will be shown by them. Open communication between managers and employees is essential and must be practiced in the organizations since it reduces stress and removes ambiguity. Open communication flatten your organization, reduces the hierarchal levels and decentralizes the authority which creates more empowered environment. Hence Empowerment in business means knowing how to humanize the work environment so management and employees work together to enhance productivity and achieve greater personal and professional success. HYPOTHESIS: H 3: The higher the level of communication between managers and employees, the higher the level of empowerment they would exercise. Self esteem Self esteem is defined as the opinion you have about your self or how much confident you are about yourself. Some employees may have low self esteem and some may have high self esteem. Employees with high self esteem tend to show more positive response towards their work and environment and this confidence motivates them to takes decisions on their own. Since they believe in their self, this results in more productivity or output. This effects the organization as whole and leads to success. Negative thoughts about one self can be demotivating and one can easily give up or loose hope. They start depending on others and are not able to decide on their own. In a CNN interview, Robert Wagner on Larry King 2002 was asked the following question: What is the most important thing for a person starting out on the road to success? I would tell them the most important thing is to work on your self esteem, thats the best advice I can give An empowered company begins with self-empowerment. Owners and managers cannot empower others to perform their best until they are empowered themselves. Empowered management begins by hiring leaders who possess healthy self-esteem, superior people skills, and the willingness to share expertise to bring out the best in employees. Promoting and maintaining consistently high self-esteem in managers and employees is a vital ingredient to a highly empowered workforce. High self-esteem within the company is achieved by encouraging creativity, individuality, problem solving, and an open and honest exchange of ideas among all the employees in a non-threatening environment. The opposite of an empowered workforce is one composed of negativity, low morale, and a distrust of management. An unempowered workforce is an unproductive workforce. Managers and workers have the basic need to feel they are contributing and making a difference. Employees who consistently feel enthusiastic about what they are doing, do a good job. In our study, we will be looking at the relationship of self-esteem and empowerment and how it promotes an employee to work in a decentralized organization causing employees to be empowered in many ways. Hypothesis: H 4: The high level of self esteem in employees, the higher the level of empowerment they will practice. Competency Competency means an individuals conviction or confidence in his or her ability or effectiveness in accomplishing the performance requirements of a task. To delegate the employees, the managers must provide them with the necessary knowledge, enhance their skills and try to make them feel competent. A Competent person seeks opportunities to increase personal contribution and level of responsibility; Supports and respects the individuality of others and recognizes the benefits of diversity of ideas and approaches; Delegates and empowers others to increase contribution and level of responsibility; Facilitates team goal setting and problem solving; Recognizes differences between individuals, cultures and teams and provides developmental feedback in accordance with performance management principles; Identifies competencies required and suitable resources for specific tasks; Displays personal interest in the well-being of colleagues; Able to manage own time as well as time of colleagues and other stakeholders; and Manages conflict through a participatory approach. In the different researches and studies of employee empowerment, such as one carried out by Erickson et al, revealed that employee empowerment is said to occur when the management and employers pursue goals of both personal as well as professional growth for their employees. For example the senior managers and leaders within the organizations can assist their employees in enhancing their capabilities, in turn enhancing their potential to fully utilize their capabilities. Hypothesis: H 5: The level of Empowerment will be high for those employees who have the capability or the necessary skill or knowledge to take decisions. Now that we had clarified how each of the previous variables (Autonomy, Creativity , Level of Communication between managers and employees, self-esteem and competency) affects and contributes to the adaptation of an empowerment culture, the following section is dedicated to verifying the relation between employee empowerment and the job performance concepts. Performance Simple, some people say. Performance is getting the job done. Producing the result that you aimed at, nothing else matters. There are no prizes for coming second. [reference] Performance is basically the level of output shown by an employee. The level of performance (high or low) varies from person to person. Some employees may produce good results and some may show poor performance. Managers consistently check the performance of employees to ensure that goals are consistently being met in an effective and efficient manner. There is a deep connection between employee performance and employee empowerment which is based on two things. The first main thing is the goal setting. If the employee understands his job or work well and know how it will effect the organization, he will take those decisions that will benefit the company for long-term. Second, empowerment implies accountability, along with the freedom to make decisions. It helps to create that accountability for results and the outcomes of decisions the employee makes through ongoing communication, and of course, the performance review process. Intellectual capital of a staff can be distinctive competence of a company. Firms that motivate their employees to make creative decisions and being open to experience (always ready to take risks) are more likely to achieve success. The most efficient and effective way to increase the performance of employees is to empower them as it gives authority to workers to make prospective decisions. This delegation of authority increases job satisfaction and sense of responsibility (Marshall, Talbott Bukovinsky 2006) Empowerment is the most important practice which has a greater effect on the performance of employees in an organization. Progressive Productive firms are profitable, effective, adaptive and proactive towards changing environment

Nano Computing and The Future of Silicon Essay -- optical computing, d

We are coming to the end of advancement in traditional silicon-based computation; therefore we should utilize non-traditional silicon. While there are other alternatives, currently none of them are commercially available or developed in any realistically usable way like silicon is. Currently we have been able to successfully prototype a variety of methods for non-traditional silicon based technologies such as 3D chip stacking and multi-core processor design. This paper will discuss the benefits of utilizing non-traditional silicon and how the other â€Å"solutions† to the end of traditional silicon are not developed to the point of being a real solution. The other â€Å"solutions† are DNA computing, Optical computing, Molecular computing, and Quantum computing. There are limitations with these â€Å"solutions† even before being commercially available. For instance, current development of DNA computation is not going to solve our problem, because it is so expensive and you have to pay someone to program the DNA so it can grow into what it needs to be. Optical computing won’t solve the issue because it has some major disadvantages such as: cost, size, alignment precision, thermal stability, fabrication, lack of design software for creation, and the need for ultra low voltages (Optical Computers). Additionally Mark Ratner, a chemist at Northwestern University, who is generally regarded as one of the grandfathers of the field, doubts molecules will ever compete directly with silicon in complex computational tasks making molecular computation not needed (Rotman). Quantum computing will not solve the current issue because no one knows yet how long a true Quantum computer will take to develop or how many functions it will accurately perform early o... ...ense Tech RSS. Military.com, 17 Mar. 2014. . â€Å"the contractor purchased a † "Optical Computers." UNCW. University of North Carolina Wilmington, n.d. . â€Å"an optical computer is a † Preskill, John. "Quantum Computing: Pro and Con."Http://www.theory.caltech.edu/. California Institute of Technology, n.d. 1998. . â€Å" Quantum computers will be too expensive.† Ramanathan, R. M. "Intel Multi-Core Processors." Pogolinux. Intel, n.d. . Seffers, George I. "National Security Drives Quantum Computer Research." SIGNAL Magazine. SIGNAL Online, Oct. 2010. . â€Å"No one knows yet what a working quantum †

Odysseus as a Leader Essay

In the epic poem The Odyssey Homer, Odysseus has the ability to be a very good leader, but doesn’t always live up to it. Odysseus is a good leader because he thinks a lot of things through. Therefore, he knows what to do ahead of time. Another reason Odysseus is a good leader is that he knows when to trust his crew. Odysseus can be a bad leader because he doesn’t always tell his crew everything. Also, he doesn’t always have common sense. Odysseus is a bad leader because of his bad decisions. Odysseus is good at analyzing things to make them perfect so that nothing goes wrong. In the Odyssey, he and his crew go into a cave to rest. While there, they get trapped in by the cyclopse, Polyphemus, who is Poseidon’s son. At one point, Odysseus has a chance to wound him with his sword, but realizes that if he does they could be trapped forever. He then comes up with a well thought out plan. (Book 9, Lines 343-344) Odysseus thinks to himself, â€Å"And now I pondered how to hurt him worst, if but Athena granted what I prayed for.† The plan is to get Polyphemus drunk off of wine, put red hot fire in his eye to blind him and leave the next morning while hiding under the bellies of his sheep. The plan is successfully executed the way Odysseus thought it out. When Odysseus executes a great plan and him and his crew stuck to it, it will work. That’s one thing that makes him a good leader. In conclusion, Odysseus helped him and his crew by his great analyzing techn iques. Another thing that makes Odysseus a good leader is how he knew when and how to trust his crew. For example, he wants to hear the Sirens because no one has ever lived through it. Odysseus tells his crew to plug their ears with beeswax and tie him down to the mast of the boat, and to not let him go no matter what he does or says. (Book 12, Lines 214-216) â€Å"They tied me up, then, plumb amidships, back to the mast, lashed to the mast, and took themselves again rowing.† His crew and him were successful and made it through without losing anyone. It is important for Odysseus to believe that his crew wouldn’t untie him from the mast of the boat through the Sirens. Odysseus tries to get out, but the crew only ties him tighter. As a result, it shows that with enough of Odysseus’ trust in his crew they can pull of even the hardest task. Meanwhile, Odysseus is very clueless at times and doesn’t tell his crew all that he knows. After Odysseus and his crew sail away from the Cyclopes, they get to Aeolus. Aeolus gives Odysseus a bag of winds that will guide him and his crew home. After ten days, they are very close to Ithica. While the crew is talking about the bag, Odysseus should’ve been close by and made sure they didn’t open the bag, but instead he fell asleep. (Book 10, Lines 47-50) â€Å"Nigh home we are with empty hands. And who has gifts from Aeolus? He has, I say we ought to crack that bag, there’s gold, silver, and plenty in that bag!† The crew thinks that the bag has fortune in it, so they open it. The winds escape and make a storm that blows them back to Aeolia. Consequently, Aeolus doesn’t help them at all. In result of Odysseus not telling his crew about the bag, they faced another setback. Odysseus’ pride was another downfall he had. After Odysseus and his crew got past Polyphemus, he makes a bad decision. He yells out his own name and address. (Book 9, Lines 548-552) â€Å"Kyklops, if ever mortal man inquire how you were put to shame and blinded tell him Odysseus, raider of cities, took your eye: Laertes son, whose home’s in Ithica.† Once Polyphemus hears him he prays to his father, Poseidon, to get revenge on Odysseus. Odysseus only wanted to be known for taking down and animal so much bigger than him, but instead he ends up paying for it. By Odysseus not holding his tongue back, he caused more setbacks in their journey back home. In the Odyssey, Odysseus wasn’t the best at making good decisions because of his bad luck and gullible personality. In book 12, Odysseus had to lead his crew through Scylla and Charybdis. Along the way, Scylla swoops down and eats six of the sailors. In another scene, Odysseus comes to Thrinacia, the island of the sun. He wants to avoid it, but Eurylokhos persuades Odysseus to let him and the rest of the crew to stay there to relax for a while. (Book 12, Lines 364-368) â€Å"Eurylokhos says, â€Å"No: pull out to sea, you say, with night upon us- just as before, but wandering now, and lost. (Book 12, Lines 380-381) Odysseus says back, â€Å"Eurylokos, they are with you to a man. I am alone, outmatched.† They end up having to stay there for a month due to a storm. Because Odysseus is easily persuaded by what Eurylokos, they end up having bad luck with a storm and are forced to stay there for a month. Homer’s message in The Odyssey is that there are many types of leaders; good ones show success, and bad ones show failure. Odysseus is a good and bad leader and he commits both success and failure. A good leader is honest, driven to success and a role model for others. A bad leader can have good qualities, but is not quite strong enough to stand up for what the leader believes. A leader in the real world could be a coach, a teacher, a president, etc. A good coach has a good team, a good teacher has hard working students, and a good president has a smooth-moving country. A bad teacher has disrespectful students, a bad coach has a lazy team, and a bad president has a country that doesn’t run well. The leader should be one to follow, just like the game, follow the leader. Most likely good leaders will succeed and bad leaders will fail.

Bru Tripura Vision Essay

According to the legends one of the Tripuri prince was expatriated by the king, who along with his followers migrated to the Mayani Thalang area of Lushai hills and founded a state over there. He proclaim as king of the state and the descendant of the exiled Tripuri prince ruled over the state for generations. In due course of time there was no heir to succeed the throne, which lead to anarchy in the kingdom. Owing to some internal feud and vendetta four chief of the sub tribes, namely Twikluha, Yongsika, Paisika, Tuibruha and their entourage left their hearth and home and migrated through Chittagong to the state of Tripura centuries ago. These Reang chiefs could not climb up the Dombur hill peak for two consecutive times and succeeded in third times. Mahendra Manikya was at the throne of Tripura kingdom. After reaching to the capital, these chiefs tried to persuade the ministers and other bureaucrats to give them permission to meet the king and submit their memorandum but was not successful in doing so. By then they have exhausted whatever food and edible they had brought with them and suffered a lot. They were very sad and disheartened by this. They were determined to send the message of their arrival to the king anyhow. In order to send information to the king they broke the dam of the river Gumti where worship was going on at that time. This was a serious crime and all of them were brought before the king. The king ordered them capital punishment. Somehow this news came to Queen Gunoboti. The chiefs prayed in front of the queen who after persuading the king motivated to forgive these chiefs of their crime, who letter forgave them. Since then the Reangs became very obedient and loyal to the queen and throne of Tripura. It is said that the ueen Gunoboti fed these chiefs with her breast milk in a big pan of brass, which is still intact with Ktordofa, which was gifted by the queen. The queen gifted many other valuable things, which were carefully preserved by Reangs till date. Historical Population figures In 1971 the Riang were the second largest of the scheduled tribes in Tripura. There were 64,722 people counted in the Riang tribe in Tripura that year. In 1961 the Riang had numbered 56,597 and in 19 51 they had numbered 8,471. [1] According to the 2001 census, there were 165,103 Reang in Tripura. Meska and Molsoi groups The Reang clans are divided into two groups: 1. Meska, 2. Molsoi. The Meska Group The Meska group is divided into seven sub groups or dopha, these are as follows: 1. Meska :- â€Å"Meska†means the lemon tree in in kau bru language. 2. Msa :- â€Å"Msa† means tiger in Kau bru. It is said that the fore-father of this dopha was brought up by a tigress in his child hood like the Romulus and Ramous of ancient Rome. 3. Chorkhi :- â€Å"Chorkhi† means Spinning wheel in Kau bru, it is said that one Reang chief was speaking obscene about his daughter-in-law, when his friends started spinning the spinning wheel to musk the obscene of the chiefs. So the descendant are named after the chorkhi. 4. Raikchaoh :- â€Å"Rai† means cane in Kaubru, â€Å"kchaoh† means red in Kaubru; it is said that the fore-father of this dofa used to wear cane made red colour armlet. 5. wairem :- â€Å"wai† means tie, â€Å"rem† means mix/hybrid in Reanglanguage. It is said that they are descendant of Reang man and Kuki woman. 6. Tauma yakcho :- â€Å"Tauma† means hen, â€Å"yakcho† means toeless; the toes of the fore-fathers of this dopha resembled to that of hen. 7. Tuimuiyaphaoh :- â€Å"Tuimayaphaoh† means tortoise in Reang dialect, the fore-father of this dopha were suffering from white patches like the tortoise chest. The Molsoi Group The Molsoi group is sub-divided into six groups, which are as follows: 1. Molsoi :- â€Å"Molsoi† is the derivative of msoi which means msoi in Kaubru. Their fore-fathers first settled in the deer dominated green valley. Since they were called in that name. 2. Apeto :- â€Å"Apeto† is a type of fish in Kaubru. The fore-fathers’ belly was big like the belly of Apet fish. 3. Nouhkham :- â€Å"Nouh† means house, â€Å"kham† means burnt in Kaubru; once the fore-father of this dopha’s house were burnt to ashes since then they were termed in this name. 4. Chongpreng :- â€Å"Chongpreng† is a type of musical instrument, it is said that the fore-father of this dopha used to survive by playing this musical instrument as they were suffering from â€Å"gungri† disease. 5. Yaohstam :- â€Å"Yaohstam† means ring of finger, it is said that the fore-father of this dopha used to used to wear ring and used to display proudly to others. This dopha has been in extinct at present. 6. Reang kachko :- â€Å"Kachko† means chief in Kokborok, the fore-father of this dopha were chiefs of Reang. Ktor Dopha In the above thirteen dophas or sub-groups of the Reangs there are 26 chiefs or heads, who are designated as Kotor Dopha. Kotor means head and dopha means clan or group. The chiefs are divided into two categories: * Rai, and * Kaskau. Rai and his subordinates chiefs * Rai :- â€Å"Rai† means Raja or chief of the sub group is bestowed as Rai. * Chapiya Khan :- Crown Rai. * Chapiya :- Crown Chapiya Khan. * Dor kalim :- He is the priest of Rai. * Doloi :- Helper of Rai. * Bandari :- Store keeper of Rai. * Kanda :- Servant and holder of umbrella of Rai. * Doya Hajari:- Drum player. * Muriya :- Trumpet player. * Dugria :- Helper in of priest. * Dauwa :- Arranger of puja, or worshiping. Siakrak :- distributor of prasad, that is the sacrificial animal meat. Kaskau and his sub ordinate chiefs * Kaskau :- The chief minister of the sub-group is bestowed as Kaskau. * Yaksung :- He is the assistant of chief minister. * Hajra :- Servant of Kaskau. * Kangreng :- Umbrella holder of Kaskau. * Kormo : Servant of Yaksung. * Khan Galim: Umbrella holder of Yaksung. * Khandol :- The collector of food and other requir ed articles. People of Kotor Dopha are exempted from paying taxes to the king. Occupation, culture and custom The Reangs are primarily an agriculturist tribe. In the past they mostly used to practise the Huk or Jhum cultivation, like most other Tripuri tribes. But now shifted to modern agricultural practice. Most of the educated are employed in government job and many are occupying very high post in administration. Some have also started doing business also. Marriage system The Reang is an endogamous tribe and had very little contact with the Bengali or other sub-tribe of Tripuri. But since the beginning of nineteen century there has been some inter tribe marriages and inter-caste wedding among them. The marriage system is similar to other Tripuri tribe of Tripura. There is no dowry system but the bride-groom has to spend to father-in-law’s house for two years before marriage is performed. There are two types of marriages;but nowadays the system to spend to father-in-law’s house is no mandatory. Haloksai, and Haloksam. Parallel cousin marriage is prevalent but declining. Cross cousin marriage among the Reang is accidental. Child marriage is not allowed, widow marriage is permitted. Widows are prohibited to wear ornaments before one year is passed after the death of husbands. Widow and widower are forbidden to participate any entertaining and enjoying programme or activity or attending such activity within one year of death of their spouses. Remarriage of widow and widower are allowed after one year of death of the spouse. Monogamy is the present day practice of the society. Marriage is arranged through the matchmaker Andra, who goes to the prospective bride’s parent for negotiation. Then the brides party is invited to finalise the marriage in Kokswmgma, while pork, fowl, rice, rice beer are served. Marriage is settled to the satisfaction of both the party. The Okchai performs the wedding ceremony on the nuptial day fixed. The Reang widower is not permitted to get marry to an unmarried virgin girl. The Reang marriage bond is very strong and Reang men cannot divorce without the consent of wife. If any Reang is alleged for extramarital relationship and found to be true then they are dealt with strict punishment and heavy penalty is imposed upon. Dress and ornaments The traditional dress of the Reang is simple and plain like other Tripuri people. Traditionally the men wear a hand woven loin cloth and a piece of cloth as a wrapper for upper portion. The women wear a long cloth called Rnai, a wraparound; from the waist to down to the knees. A Rsa, covering the chest, and Rikatouh for covering the whole upper half of the body, wears the upper part of the body. These are woven by the Reang women, which are colourful and very beauty full. But nowadays the educated mass are wearing all the modern dresses like any other part of the world. The Reang women are very fond of personal decoration and take much care for the makeup and hair-do. They love like other Tripuri people, ornaments, flowers, and cosmetics. Silver ornaments especially the necklace of silver coins, the Rangbauk have a pride of place and status. Dance and music It is very much integral part of the Reangs daily life. No other Tripuri people are so fond of dance like them. As a result the Hojagiri folk dance of Riang sub tribe had attained achieved acclaim all over the world. Hozagiri Dance is the most famous dance of the reang community. While the theme of the dance remains almost to be the same as of other tribes, the dance form of the Reang community is quite different from others. The movement of hands or even the upper part of the body is somewhat restricted, whereas the movement beginning from their waist down to their feet creates a wonderful wave. Standing on an earthen pitcher with a bottle on the head and a lighted lamp on it, when the Reang belle dance twisting rhythmically the lower part of the body, the dance bewilders the onlookers. The Reangs also use the musical Instruments like Khamb, Flute made of bamboo and bamboo cymbal. The Reang women prefer to put on black Pachra and Rsa. Reang women put on coins ring, which generally covers their entire upper body. They also put on rings made of coin in their ears. They are fond of fragrant flowers as ornaments to metal things Customs Most of the disputed and differences are settled by the people of Kotor dofa, that is by the Rai and Kasko of respective sub tribe. It is done through the customary law of the Reangs. Whenever a disputes arise in the between the member of the community, a meeting is called by the Rai. All relevant arguments are heard and then justice is done according to the principle of natural justice. Whatever verdict or punishment is pronounced in the judgment it is implemented with firm hand and payments of penalty etc. re made then and there. Religious belief and practices Majority of the Reang in Tripura adhere to Vaishnav Hinduism. They claim Kshatriya status. A growing number of Christians, almost all of them Baptists, exists in both Tripura and Mizoram. In 1943, the Reang were subjected to forcible conversions during the rebellion by Ratanmani Noatia. During the end of 2 0th century, they were again subjected to religious violence in Mizoram by the Baptists. [3] Like other Tripuri people they also believe in many god and goddess. The centre figures are those of fourteen gods and goddess of Tripura. Their important festivals are same those of prevailing in Tripura. These are Ker, Gonga mwtai, Goria, Chitragupra, Hojagiri, Katangi puja, Lampra uathop. The religious observance are community in nature, and each family has to contribute his part of share of payment. It is called as Khain. All the religious festivals are arranged with the prior meeting of chiefs. In such meetings political, social, and religious matters of importance are discussed and decided by the majority of the meeting. The deities of the Reangs are similar those of other Tripuri people. These are: * Sibrai’, the supreme deity or Mtai Ktor Tuima, the presiding deity of river, * Mainouhma, the goddess of paddy, * Khuluhma, the goddess of cotton, * Goroia, the god of wealth prosperity well being and war, * Kalaia, brother of Goria, * Sangrongma, the deity of mother earth, * Hathaikchuma, the goddess of hill, * Buraha, the god of jungle, * Thuhnairou, the god of death, * Bonirou, the god of evil spirit, * Nou hsuma, the goddess of house holds. Worshipping of the deities The worship of different deities are similar to the main-stream Tripuri people. Aokchai, the priest performs all the ceremony along with his helper. The green bamboo pole is used as deity in most on the cases. Different types of life stock like fowl, pig, goat eggs, etc. are offered in the worship. The place of worship is selected out side of the houses. Where the offerings are dedicated in the names of the deities in front of the wathop, green bamboo pole, the symbol of god. But the Rangtouk and Nouhsuma puja is held inside the house only. Two earthen pots are filled with newly grown rice and at top of the pot some oval pebbles collected from huk specially. The pebbles are called the fortune stone. And the pots (Rongtuk) are decorated with the rice powder, vermilion, and garlands. One is named Mainouhgma, the other as Khuluhgma. Rituals on birth of a baby On the birth of baby many pujas are observed. These are Kebengma, Abu suma, Khongkhonok kama, Maitukma etc. for the welfare of the baby. The fowl, prawn, several leaves of trees are needed. When the child grows up special form of worship has to be performed. Bukhuksini the seven-gurdian deities of witches are pleased with sacrifice of a pig, four fowls, and other things beside. Ceremony on death The mortal remains are cremated. The obsequies is done in two stages: Broksakami and Kthuinaimo. Broksakami When a person dies his corpse is first bathed with the Chobtui that is â€Å"alkali water or soap† . After that he is dressed with new clean Rikatouh, head is dressed with another piece of rikatouh like the headgear. In case of woman rnai and rsa. Then a fowl is sacrificed in front of the feet of the corpse. Later on an earthen pot filled with mean and rice placed at the feat of the deceased and it is followed by dance rituals throughout the night. Rice bear is distributed to all the mourners excepting the family members of the deceased. The next morning the body is laid to rest on pyre and cremated usually near a stream. Kthoinaimo It is a ritual connected with the respectful and well wishing offering to the manes. Laotou or the soul deceased remains under the control of the Sisimangi, the son of Buraha , for a year and it is said that Sisimangi is the protector of the soul. On the day of the kathainaimi the widow of the deceased offers dried rice, meat, fish, fruits, and wine in the name of Laotau and Sisimangi, on the smangnouk , then taking the burnt bones or ashes go to the charainok. It is worshiped for over a period of one year or he next hangrai, when it is immersed in any river or in Gomati River at Dumbur,or Ganga, according to the ability of the family. In short the religious culture of the Reang is similar to that of other Tripuri or the Tripura’s other cast Hindu . Posted by BRU at 04:37 Email ThisBlogThis! Share to TwitterShare to Facebook No comments: Post a Comment Newer Post Home Subscribe to: Post Comments (Atom) Followers Blog Archive * ? 2011 (20) * ; December (6) * ; November (12) * ? October (2) * HISTORICAL BACKGROUND OF TRIPURA * Demography of Reang’s History About Me BRU View my complete profile | | Simple template. Powered by Blogger.