Portrayed in film Essay Example for Free

Portrayed in film Essay The sociological issue, to be researched is, the representation of the physically challenged in the mass media, concentrating on popular films. Ive decided to use four main stereotypes, which are most common in the media. After reading into Media and Mental illness by The Glasgow Media Group, I became intrigued and started to reflect on the images portrayed. As I have a physical disability, I thought that I would have a better understanding of my research, and a good empathy for people who are being portrayed badly. After researching on the Internet, based on the research I developed my hypothesis: There will be no physically challenged people portrayed in normal roles, instead they will fit into one of the four stereotypes. Contexts and concepts The Broadcasting complaints Commission study showed that in television programmes 7% of persons were disabled. They showed that disabled people were mostly in broadcast films, drama and soap operas. Langmore (1987) Studied on the different forms of representations of disabled persons, and how the audience reacts to seeing a disabled person on the television as a pose to an able bodied person. The results show that people generally feel a lot more sympathetic, pitiful and patronizing towards disabled people. Sheridan in A physical challenge for the media: The effects of portrayals of wheel chair users. He says that whilst there are many images of wheelchair users, they are not always accurate or helpful to the disabled community. To portray a wheel chair user in a film is so that they can be used as a dramatic and provocative tool. He states that it is possible to categorise portrayals into four main stereotypes, the pitiful handicapped, the bitter cripple, the inspirational hero and the set dresser. These are the four stereotypes that I have decided look into. This introduces the concept of stereotypes. A stereotype is a one sided, exaggerated and usually prejudicial view of a group. One myth about physically challenged people is that people with disabilities have a poor standard of life, this is not the case. The stereotypes may have some factual basis, but in most cases are incongruent with reality. Sheridan raises the question that because these portrayals are prevalent, are they an accurate account of what goes on in real life situations. He answered, as there is much diversity as there is commonality in the wheelchair community. There is no consensus as to what is accurate. He offers no solution but says that there are advances in advertising, as people in wheelchairs are not seen as disabled but as consumers. He thinks advertisers will continue to add positively to the way society perceives wheelchair users, and that maybe one day we will change our perception from archaic stereotypes to more realistic portrayals. This brings me onto the concept of identity. To acquire a sense of self identity and an image of your self is through socialization. If some body is labelled a specific type of person, it can be said that a social identity has been added to your self. Your social identity will then be seen as a label to show what kind of person you are. Resulting from the label you have now been given, you might start to think you are that type of person.

Circumstances under which monopolies can benefit the consumer

Circumstances under which monopolies can benefit the consumer Competition policies are set against monopolies in general. Explain why this statement is true. Are there any circumstances under which monopolies can benefit the consumer? A monopoly is a situation in which a single company owns all or nearly all of the market for a given type of product or service. This would happen in the case that there is a barrier to entry into the industry that allows the single company to operate without competition (for example, vast economies of scale, barriers to entry, or governmental regulation). In such an industry structure, the producer will often produce a volume that is less than the amount which would maximize social welfare. The EU Competition Commission is in charge of monitoring abuse of market dominance by monopolies, and follows the Treaty establishing the European Community: Article 82 of the Treaty establishing the European Community is an anti-monopoly instrument. It outlaws any abuse by one or more undertakings of a dominant position within the common market or in a substantial part of it in so far as it may affect the trade between Member States. Dominant position here means concentration or monopoly power which enables the firm or firms to influence, by independent action as a buyer or a seller, the outcome of the market. However, the article doesnt define what size of market share constitutes a dominant position, as this can vary from product to product. The emphasis isnt on the existence of a dominant position but rather on the abuse of power, primarily in trade between member states. Dominant enterprises are stopped from committing price discrimination in their interstate purchases or sales. Microsoft is often at the forefront of monopoly investigations: In December 1998, Sun Microsystems, another US company, complained that Microsoft had refused to provide information necessary for Sun to be able to develop products that would be able to interface with Windows PCs, so be able to compete on an equal footing in the market for work group server operating systems. The Commissions investigation revealed that Sun was not the only company that had been refused this information, and that these non-disclosures by Microsoft were part of a broader strategy designed to shut competitors out of the market. In 2000, the Commission also began to investigate the effect of Microsofts tying of another product, windows media player, to its operating system. This left other media player firms unable to compete. In 2004, after a 5-year-investigation, the European Commission concluded that the Microsoft Corporation broke European Union competition law by abusing its near monopoly in the market for PC operating systems and for media players. Microsoft had to disclose information to allow other firms to interface with the windows operating system. They were also fined à ¢Ã¢â‚¬Å¡Ã‚ ¬ 497 million for abusing its market power in the EU. In February 2008 the EU fined Microsoft a further à ¢Ã¢â‚¬Å¡Ã‚ ¬899 million for abusing its dominance of the market. *(skim over dont say all)* This diagram shows the effect of a monopoly on an economy; you can see that consumers are left worse off through the loss of consumer surplus. Policies are set against monopolies in general because of the market failure that Monopolies cause: Monopolies have large barriers to entry which prevent other firms being able to enter the market; this enables them to abuse their market dominance and set prices higher than the market equilibrium. If the product is price inelastic as there are no alternatives too it (such as the motor industry), then the customer has no choice but to pay the higher prices, thus consumers are worse off. They are able to charge Predatory prices which is when the firm sets artificially low prices which competitors arent able to compete with. Monopolies have less incentive to create good products because the customers have little or no alternative to that product. Compared to a normal market structure, a monopoly market skews most of the positive externalities to the producer rather than the consumer. Certain forms or cooperation agreements between enterprises, which are considered beneficial for the consumers by improving production, distribution or technical progress, are deemed not to restrict competition and therefore they are exempted. Cross-border concentrations of community interest, regardless of whether they are brought about by agreement or by takeovers, are also exempted There are a number of potential benefits of monopolies: Its possible that monopoly firms can be efficient: An argument popular with economists of the Austrian School of Economics is that firms who gain monopoly power are invariably successful, innovative and efficient. e.g. Google have monopoly power but who can do it any better? Stimulating Innovation and Investment with Patents: The most obvious field where monopolies benefit society in a great way is that of patents. Patents give inventors the exclusive rights to market their inventions for twenty years, after which these inventions turn into public property. In other words, patents give these inventors the right to keep a monopoly for twenty years. Monopolies are so important in this context because if they did not exist, an inventor would probably not receive any financial compensation for his or her work, since the imitators would steal it and flood the market with copied stuff, making the price collapse along with them. As a result, in a world without patents, a lot less people would invest their time, effort and money required to achieve new things. In order to remedy this situation, the nations all around the world offer inventors monopolies on patents. The result is much quicker innovation; an economic growth much more accelerated and at quicker speeds in the lifestyles. In truth, it is difficult to think about a more beneficial monopoly from the social view of patents. Monopoly and Economies of Scale If long-run average total cost (LRATC) declines over an extended range of output, it is argued that it is better to have a few large firms (and in the extreme case, only one firm). This is known as the natural monopoly argument. Because monopoly producers are often supplying goods and services on a very large scale, they may be better placed to take advantage of economies of scale leading to a fall in the average total costs of production. These reductions in costs will lead to an increase in monopoly profits but some of the gains in productive efficiency might be passed onto consumers in the form of lower prices. The effect of economies of scale is shown in the diagram. Examples of Natural Monopolies include public utilities such as water services and electricity. It is very expensive to build transmission networks (water/gas pipelines, electricity and telephone lines), therefore it is unlikely that a potential competitor would be willing to make the capital investment needed to even enter the monopolists market. Conclusion: Competition policies can be seen as generally set against monopolies, as monopolies can be such obstructions to competition, so the Competition Commission is going to have a lot of focus on managing monopolies; making sure they dont abuse their position. Though, Monopolies arent necessarily all bad as natural monopolies can be the most effective market structure, benefiting both the firm and the consumer. However Competition Policies arent only set against monopolies, as they also have a big focus on aspects such as Mergers, takeovers and collusions of firms like cartels.

Civil Disobedience and Its Relation to the Democratic Process Essay

Everything in the universe is a system that must progress, and in order to progress, it must consume and test the realities around it. Throughout the history of humanity, individuals and groups have always defied laws that they believe are unjust and have always moved to progress society based on either their own motives. The idea of Democracy is revolutionary; it is a microcosm of the collective reality because different entities always come together in a feedback loop in order for their motives to coalesce and balance each other out. This is the case from large galactic masses to individuals engaging in civil disobedience in order to further a cause. Despite concerns that it eliminates order and allows individuals to disregard laws that they disagree with, civil disobedience is quintessential to the democratic process, because it allows those who engage in it to accept the legal consequences of their actions and spark debate over whether heinous legalities should be repealed. Any symbiosis of individuals and government, must be egalitarian. The Founding Fathers of this nation believed that all men are created equal and should be ensured the right to life liberty and the pursuit of happiness. The United States Constitution was created in order for the institution of government to be able to deed the greatest amount of liberty and prosperity to all individuals, through a representative democracy. Here, whenever there are disagreements between individuals and government officials in regards to how a community is running, citizens are given greater leeway to manage their issues locally and gradually see results carried out to the national level, based on the momentum and support the respective initiatives have in the public domain.... ...the use of this tool, then we will have unlocked the gateway to prosperity in this country. Works Cited "Bill of Rights Transcript Text." National Archives and Records Administration. Web. 25 Mar. 2012. Casola, Luca. Black Markets: Empirical Studies into the Economic Behaviour of the Black Market Consumer. Diss. University of Canterbury, 2007. Canterbury, Australia: University of Canterbury, 2007. Print. Celente, Gerald. "Protest Trends for the New Millenium." Trends Journal (2009). Print. Harvey Wheeler, "Preface," Daniel Sisson, The American Revolution of 1800, Alfred A. Knopf, N.Y. 1974. Limieux, Pierre. "Civil and Uncivil Disobedience Would Henry David Thoreau Have Obeyed Stop Signs in Outremont, Quà ©bec?" Liberty (1995). Web. 12 Mar. 2012. "Schaffer Library of Drug Policy." DRCNet Online Library of Drug Policy. Web. 18 Mar. 2012.

The Plastic Pink Flamingo :: Literary Analysis, Jennifer Price

Since the 1930's, plastic pink flamingos have been a trendy statement piece at hotels and in yards across the country. Jennifer Price, the author of "The Plastic Pink Flamingo: A Natural History", uses tone, satire, and diction to show her view on United States culture. Price's view is that United States culture is flashy, cocky, and that Americans tend to try and stand out to get attention. "The pink flamingo splashed into the fifties market, it staked" (Price lines 1-2). Plastic flamingos are unable to splash like real flamingos, therefore Price is demonstrating satire. Also, the plastic flamingos are staked into the ground. "Americans had been flocking to Florida" (Price line 4) is humorous because the Americans flocking to the southern east coast like flamingos. The plastic pink flamingo became "synonymous with wealth and pizzazz"(Price line7-8). After the Great depression and the war, Americans had a lot of pride for their country, and this was one way of showing it. "This was a little ironic, since Americans had hunted flamingos to extinction in Florida" (Price lines 13-14). Price may be putting down American because Americans tend to follow the crowd and copy what everyone else is doing. The flamingo could be a metaphor of how Americans are followers and do not come up with their own ideas. The plastic pink flamingo gave an "extra fillip of boldness" (Price line 20). The flamingo was a way for Americans to stand out in the crowd and be noticed. Americans were flashy, cocky, and maybe even a little bit conceited. "And the Flamingo was pink- a second and commensurate claim to boldness" (Price lines 30-31). American culture is very flashy and bold. By being bold and flashy, it makes Americans stand out from the crowd and be noticed. Pink was the thing to have, it showed wealth and status. "The hues were forward-looking rather than old-fashioned" (Price lines 36-37). The pink flamingos were a way for the Americans to show pride after World War II. The plastic flamingos were the Americans' way of coming back out after the Depression and the war. They are the symbol that marks the beginning of a new era. "Even a real flamingo is brighter that anything else around it" (Price lines 48-49). The Americans wanted to be recognized after the war and show their pride for their country. The flamingo was a symbol of status and power.

Reader Response to James Joyces The Dead Essay -- Joyce Dead Essays

Reader Response to Joyce's The Dead       James Joyce's story "The Dead" has a tremendous impact on the readers, especially those who are familiar with the political situation in Ireland at the time about which the Joyce wrote the final story in Dubliners.   In exploring the meaning of James Joyce's long short-story, "The Dead", there are many critical approaches to take.   Each approach gives readers a lens, a set of guidelines through which to examine and express ideas of the meaning of "The Dead."   Joyce himself said that the idea of paralysis was the intended theme of all the stories in The Dubliners of which "The Dead" is the final story.    Of all critical approaches, reader response works best for me.   This approach examines the images, symbols, point-of-view, characterization and setting of "The Dead" in such a way as to reveal the theme of paralysis that Joyce intended.   The two characters that appeal to me are, Gabriel and his wife Gretta who are invited every year to a family gathering by Gabriels two aunts on New Years eve.   Gabriel, who is a university professor, does not want to be identified with Ireland. He wants to be identifies as a citizen of the world. His arrogance is revealed in his interaction with others.   A primary example would be the way he treats his wife Gretta as an object.      Ã‚  Ã‚  Ã‚  Ã‚   As Peter J. Rabinowitz informs one that in reader response criticism the "...activity of reading always alters the text at hand.   Unless we are limiting ourselves to reading in the sense of uninflected recitation, reading is never a passive activity to which the reader contributes nothing.   In the reader res... ... Gabriel is paralyzed emotionally, as he does not know what is going to happen next.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In conclusion the narrators attitude towards the events is perhaps how he wants the reader to interpret the events.   The narrator perhaps wants to tell the reader despite all the tension at that time, the people in Dublin still want to forget the problem and enjoy at least on New Years Day where it can be with their loved ones to relax.    Work Cited    The Dead.   Dir.   John Houston.   Perf.   Anjelica Houston, Donal McCann. Bestron Pictures, 1987    Joyce, James.   The Dead.   Ed.   Daniel R. Scwarz.   Cornell University, 1994    Rabinowitz, Peter J.   "A Symbol of Something": Interpretive Vertigo in "The Dead."   Ithaca: Cornell UP, 1987    Scwarz, Daniel R., ed.   The Dead.   Cornell University, 1994   

Empowerment supports organisational objectives at the expense of the individual worker Essay

Introduction Companies today are designed in someway, at some level, to develop individuals either for their own sake, the company’s sake or hopefully for both. The team has become a sophisticated structure. I t is ‘finely engineered, maintained to a high standard, and when running smoothly it is highly productive’ (Cole, G, A, 1997: 63). It provides an environment in which energy can be maximised towards corporate needs, which also allows the individual to satisfy his or her own needs within work, rather than only outside of it. So often seemingly dull unimaginative and uncreative employees surprise their companies when they reveal the depth of their energy outside work. However it is the ‘corporate attitudes’ (Legge, K, 1995: 104) that stifled them, and when released companies recognise they have a pool talent, a wealth of resources, at their fingertips. In the ‘1980s and 1990s rationalisation and downsizing’ (Legge, K, 1995: 53) were very much the order of the day therefore empowerment became a business necessity. Empowerment has been in the ‘forefront of quality improvement efforts’ (Cole, G, A, 1997: 23). Several businesses worldwide have been and still are currently closely watching quality the ability to produce superior and distinguished goods and services to meet customer needs. The commitment to quality today is very present in ‘service industries, non-profit organizations, government agencies, and educational institutions’ (Mabey at el, 1998: 48). Total Quality, also known as Total Quality Management (TQM), is seen differently by different people. Organizations are reportedly introducing ‘soft and hard’ (Cole, G, A, 1997: 67) employee relations policies associated with the shift to human resource management (HRM). Softer aspects of HRM, based on the encouragement of employee commitment in support of management aims, have received particular attention given their proposed linkage with ‘improved organizational performance’ (Cole, G, A, 1997: 67). This has, in turn, led many organizations to adopt schemes designed to encourage employee involvement. The concept of empowerment has been identified as a ‘recent and advanced manifestation of employee involvement’ (Cole, G, A, 1997: 68). Empowerment has been defined in different ways. Some have claimed it is ‘a fundamentally different way of working together’ (Spencer & Pruss, 1992: 271) and ‘quite different from the traditional notion of control’ (Cole, G, A, 1997: 94). Cole (1997) is able to define the concept of empowerment as an application to ‘none managerial roles’ such as team members. However, he argues there are several possible meanings. These can range from having ‘increased authority’ (Cole, G, A, 1997: 53) and therefore their ability exercise a wider range of choices at work and to be given a more varied and interesting job in the form of job enrichment. At best empowerment increases individuals discretion over how they do their work. It may also provide additional opportunities for group problem solving on operational issues. Empowerment is seen as ways of giving people more opportunity or ‘power’ (Mabey et al, 1998: 38) to exercise control over, and have responsibility for, their work. It is intended to encourage individuals to use their abilities by enabling them to take decisions. According to Potterfield (1999), empowerment will be best defined as a way of bestowing upon employees ‘the power to use more judgment and discretion in their work and to participate more fully in decisions affecting their working lives’ (Legge, K, 1995:84). Others are more sceptical. Armstrong (1996) points out that ‘Empowerment, for example, may mean little more than giving employees the opportunity to make suggestions for change’ (Armstrong, 1996: 76). In practice, empowerment is intended to release active employee engagement only so long as it falls within the parameters for which it was selected as a strategy. In most organisations it is ‘management which defines and adjudicates and ultimately exercises control’ (Armstrong, 1996: 78). The concept of empowerment ‘is based on the belief that to be successful, organisations must harness the creativity and brain power of all the employees not just a few managers’ (Graham & Bennett, 1995: 3). The idea that everybody in the business has something to contribute represents a radical shift in thinking away from the old idea that managers managed and the workforce simply followed orders. The fact that empowerment does represent a radical shift in thinking explains why, in many organisations, the initiative has failed. Empowered organizations are composed of empowered persons, although it is not necessarily true that a group of empowered persons automatically creates an empowered organization. Organizations that are ‘truly empowered have moved out of the old paradigm of competition and beliefs in limitation and scarcity’ (Sparrow & Marchington, 1998: 291). The face of the contemporary workplace is drastically changing. More and more companies are realising the value of more ‘flat democratic organisational structure’ (Mabey et al, 1998: 23) over the traditional autocratic, hierarchical management styles. In contrast to empowered workplaces, disempowered workforce suffers from poor self-esteem, lack of a personal vision and a feeling of hopelessness. These ‘attitudes and beliefs form inner barriers that block growth and proactive development’ (Legge, K, 1995: 63) and manifest in the worker in the form of reluctance to accept responsibility, hesitance to communicate openly, lack of commitment and ownership and, ultimately, in below average performance. Such employees ‘become passive passengers who are more focused on having their personal needs met than on contributing fully’ (Sparrow & Marchington, 1998: 82) so that the company can grow. Because they feel afraid, uncertain and insecure, they will unconsciously sabotage new interventions and approaches. An example of this is the resistance management often experience when implementing a ‘quality management system’ (Sparrow & Marchington, 1998: 82). In this way employees become a stumbling block to progress instead of much-valued assets. In companies where managers make a concerted effort to delegate and share power and control, the ‘results are not always impressive’ (Graham & Bennett, 1995: 93). The reason for this is either a lack of understanding of the nature of empowerment, or a greater focus on applying a set of managerial techniques than on creating conditions that are essential for empowerment to thrive. Where empowerment does not work it is because ‘people do not think it through’ (Mabey & Salaman, 1997: 83). To avoid such failures it is important to gain commitment for the senior management team, and then to cascade this down to other levels of management. The hardest group to convince about empowerment are ‘middle managers’ (Spencer & Pruss, 1992: 92), because it is their jobs that are most likely to be affected. It is because these managers often have the most to lost that they may have a tendency to undermine or delay implementation of a new policy. The implementation of empowerment in organisations instead of the traditional hierarchies means a ‘flatter organisational structure’ (Cole, G, A, 1997: 57), which can give rise to considerable resentment and individual resistance. There are, naturally, many problems that can arise in the empowerment process. Many workers may ‘resist these new responsibilities’ (Mabey et al, 1998: 23); they in fact like having their decisions made for them and will resent the extra burdens (and work). There still may be those workers who resent the implications of greater self-direction, possibly even arising from an obvious fear. There is an interesting theory underlying this reaction. Maslow has called this the Jonah Complex, ‘the fear of one’s own greatness’ (Maslow, 1971: 34). While Maslow discussed this term in a more mystical, spiritual context, it is associated as a sort of classic block to self-actualisation. Since empowerment speaks to the same sort of needs as self-actualisation, it could be drawn that there is the possibility of a collective sort of Jonah Complex at the heart of many conflicts in organizational transitions. Employees may also be ‘cynical and suspicious of this approach’ (Gennard & Judge, 1997: 235, Hitchcock and Willard, 1995:27) as another way to get more work out of them for less money. However allowing employees to take an active part in the change process from the very beginning, and showing them that their organization is truly changing will remove some of their wariness. There is also the danger of the ’employees feeling too empowered’ (Legge, K, 1995: 57); in feeling so independent of other facets of the organization that there might also be troubles in transitioning to teams. Empowerment supports organisational objectives at the expense of the individual worker to ‘speed up the decision making processes and reducing operational costs’ (Sparrow & Marchington, 1998: 293) by removing unnecessary layers of management such as staff functions, quality control and checking operations. In retrospect empowerment is usually advocated to ‘release the creative and innovative capacities of employees’ (Armstrong, M, 1996:386), to provide greater job satisfaction, motivation and commitment and giving people more responsibility enables employees to gain a great sense of achievement from their work therefore. The reasons for ’empowerment emerging as a concept for our time’ (Armstrong, M, 1996:385) is the need to generate energy release in employees by providing them with visionary leadership and a supporting environment and by treating them as a valuable asset to be invested in rather then as a cost despite the fact that organisatio ns are driven by profit generating, cost reduction and market pressures. Empowerment at workplace level has ‘greater justification for management in HRM terms’ (Beardwell & Holden, 1994:582). Management needs to decide how much power to delegate to employees while controlling their levels of creative energies and at the same time ‘not undermining managerial prerogatives’ (Beardwell & Holden, 1994: 582). TQM (total quality management) ‘suggests a system whereby worker empowerment is restricted very much within the boundaries set by the management’ (Beardwell & Holden, 1994: 582). Training can provide ‘an opportunity to empower and motivate employees’ (Honold, L, 1997). Empowering workers in this small way (i.e., schedule the training sessions) during the actual implementation of the organizational change can provide workers with a small degree of control over what is essentially a change in process over which they have no control. Empowerment can be argued ‘as an objective in its own right as a means of extending worker satisfaction’ (Gennard & Judge, 1997: 211). This can be related to the concept of Quality of Working Life (QWL). It refers primarily to how efficiency of performance depends on job satisfaction, and how to design jobs to increase satisfaction, and therefore performance. The early psychological basis of QWL and of justifications of empowerment relating to increased worker motivation was Herzberg (1968). Herzberg developed a theory called the two-factor theory of motivation. Herzberg argued that ‘job factors could be classified as to whether they contributed primarily to satisfaction or dissatisfaction’ (Spencer & Pruss, 1992 : 64). There are conditions, which result in dissatisfaction amongst employees when they are not present. If these conditions are present, this does not necessarily motivate employees. Second there are conditions, which when present in the job, build a strong level of motivation that can result in good job performance. Management very rarely discusses the practical problems in attempting to apply empowerment through ‘quality management’ (Mabey & Salaman, 1997:34) therefore employee views and feelings are unheard. The argument in supporting quality management requires an increase in ‘workers skills and results in genuine employee empowerment’ (Mabey & Salaman, 1997:34). However, in contrast to the optimistic approach is the argument that empowerment through quality management results in the ‘increasing subordination of employees in return for little or no extra reward’ (Mabey & Salaman, 1997:35). Recently, empowerment has become ‘an important Human Resource Management tool’ (Graham & Bennett, 1995: 93) in many organisations. It has been portrayed as the ultimate tool to access unleashed potential and help leaders get the best from their people. In reality, however, organisations that are trying to empower people may be fighting an uphill battle. Managers who harbour a fear that affirmative action may jeopardise their jobs, may be more worried about keeping their jobs than about empowering others. With the rationalization of layers of management, promotion is becoming less realistic and, therefore, middle managers share with non-managerial employees ‘growing feelings of cynicism as well as a heightened sense of estrangement from the predominant goals and values of their employing organizations’ (Denham, N et al, 1997). According to Maslow (1998), people need a sense of ‘self-determination, autonomy, dignity, and responsibility’ (Legge, K, 1995: 221) to continue to function in a healthy, growth-motivated way. When placed in an environment where any or all of these qualities are removed from them and they are instead ‘forced to submit to another’s will and think and act under constant supervision’ (Legge, K, 1995: 221), their sense of esteem and self-worth is robbed from them. The implementation of empowerment can be used successfully as a HRM tool as it provides a competitive advantage ensuring ‘organisational survival’ (Mabey & Salaman, 1997:25) and at the same time protecting employees jobs. However, employee’s maybe compelled to work harder and more flexibly ‘for their own good’ (Mabey & Salaman, 1997:25) otherwise they might be made redundant for the greater good. The aim of empowerment is to ‘enable employees to actually have to deal with problems to implement solutions quickly and without recourse to supervisors’ (Gennard & Judge, 1997: 71) and or higher levels of management. This is increasingly necessary as large and bureaucratic organisations ‘delayer’ (Beardwell & Holden, 1994: 91) management hierarchies in the search for administrative efficiency and lower costs. Employee empowerment is a very important aspect when considering human resource management. The failure of employers to give employees an opportunity to participate in decisions affecting their welfare ‘may encourage union member ship’ (sparrow & Marchington, 1998: 53). It is widely believed that one reason managers begin employee involvement programs and seek to empower their employees is to ‘avoid collective action by employees’ (Cole, G, A, 1997: 83). Employee empowerment offers the employers and the employees the chance to be on the same level, so to speak. Empowerment allows them to help make decisions that affect themselves, as well as, the company. Basically, through empowerment, employers and employees are in a win-win situation. The ’employees feel like they are needed and wanted, while the employers gain satisfaction through their prosperity’ (Mabey & Salaman, 1997: 64). Employee empowerment can be a powerful tool. The now advanced leadership style can ‘increase efficiency and effectiveness’ inside an organization (Graham & Bennett, 1995: 13). It increases productivity and reduces overhead. Overhead expenses are those needed for carrying on a business, i.e. ‘salaries, rent, heat and advertising’ (Mabey & Salaman, 1997: 39). It gives managers the freedom to dedicate their time to more important matters. Managers can highlight the talents and efforts of all employees. The leader and organisation take advantage of the ‘shared knowledge of workers’ (Beardwell & Holden, 1994: 64). Managers at the same time ‘develop their own job qualifications and skills attaining personal advancements’ (Spencer & Pruss, 1992: 38). Empowered employees can make decisions and suggestions that will down the line improve service and support, saving money, time and disputes ‘between companies and their customers’ (Gennard & Judge, 1997: 291). Empowerment of qualified employees will provide exceptional customer service in several competitive markets; therefore it will ‘improve profits through repeated business’ (Beardwell & Holden, 1994: 76). Customers prefer to deal with employees that have the power to manage arrangements and objections by themselves, without having to frequently inquire of their supervisors (Beardwell & Holden, 1994: 76). Empowerment is a strong tool that will increase ‘revenue and improve the bottom line’ (Sparrow & Marchington, 1998: 280). Empowerment is also the best way to ‘promote a good long-lasting employee-customer relationship’ (Sparrow & Marchington, 1998:32). Empowerment also brings benefits to employees. It makes them feel better about their inputs to the company; it promotes a greater productivity, and provides them with a ‘sense of personal and professional balance’ (Cole, G, A, 1997: 91). It exercises employees’ minds to find alternative and better ways to execute their jobs, and it increases their potential for promotions and job satisfaction. It results in ‘personal growth’ (Mabey at al, 1998: 174) since the whole process enlarges their feelings of confidence and control in themselves and their companies. It is a process that makes workers utilize their full potentials. This enables them to stay behind their decisions, assume risks, participate and take actions. It is a ‘win-win situation’ (Wilkinson, A, 1998); customers benefit from sharp employees; organizations benefit from satisfied customers and sharp employees; and employees benefit from improving their confidence and self-esteems. Benefits come with changes in the organization’s culture itself. Benefits require ‘changes in management and employees’ (Mabey at al, 1998: 54). For empowerment to succeed, the ‘management pyramid’ (Mabey et al, 1998: 54) must be inverted. Old-fashioned managers must take a step back and for the first time serve their subordinates and give up control. Old-fashioned employees must also agree to changes. They could see ’empowerment as a threat’ (Spencer & Pruss, 1992: 147), especially if they became use to the convenient old style of management structure where the ‘rules and decisions always came from above’ (Legge, K, 1995: 94). Employee involvement and participation schemes are to ‘enhance job responsibility’ (Legge, K, 1995: 24) by providing individuals with more influence over how they perform their tasks (employee empowerment). Each individual can make a personal decision on how to perform his or her task instead of being instructed on how to do so by management. When employees are involved, they have some influence on how they perform their job. This in turn is likely to ‘increase their contentment with the job’ (Mabey at al, 1998: 134), the probability that they will remain in that job and their willingness to except changes in the task that make up the job. Individual employees are more likely to be ‘effective members of the workforce’ (Sparrow & Marchington, 1998: 76) if management taps into their knowledge of the job by seeking their opinion on how the job should be performed and how it can be organised better. For employees, the greater empowerment and control given to frontline staff and to their teams has meant a great degree of freedom than ever before in controlling their own working lives (Sparrow & Marchington, 1998:166). The power that managers have, the capacity that managers have to influence the behaviour of employees and work responsibilities, must be ‘now shared with employees’ (Gennard & Judge, 1997: 73) through the creation of trust, assurance, motivation, and support for competitive needs. Work-related decisions and full control of the work is being pushed down towards the lowest operating levels (Armstrong, M, 1996: 58). Self-conducted teams have also emerged, which are groups of empowered employees with no or very little supervision. These groups are able to ‘solve work problems, make choices on schedules and operations, learn to do other employees’ jobs, and are also held accountable and responsible for the quality of their outputs’ (Beardwell & Holden, 1994: 12) Guest (1987) argued under ‘high commitment management’ workers would be committed to management’s vision, and that management would favour individual contracts over collective agreements as a mean of furthering worker commitment and dependence, thus making unions redundant. Employees who feel they are in a stable work environment ‘will feel more secure and empowered’ (Cole, G, A, 1997: 94). Advancement opportunities and rewards/incentive programs should also be implemented, as they feed into how committed and employee feels to making positive contributions and whether or not they are recognised for their efforts. Morale, too, provides a good measure of the culture of the organisation. Organisations with a ‘restrictive, secretive environment where information is tightly controlled’ (Beardwell & Holden, 1994: 162) will have less informed less empowered employees. Organisations with a more open environment, where ideas are encouraged from all levels will have a freer flow of information, better-informed employees, and thus higher empowerment. Through the process of employee empowerment, ’employees feel more valued’ (Beardwell & Holden, 1994: 40) because they are able to participate in the planning process and the decision making process. Empowerment gives employees the opportunity to contribute to the company’s overall success (Beardwell & Holden, 1994: 40). This helps an employee feel that he/she is truly valued, rather than that they are just a back to be stepped upon by those trying to reach the top. All in all, if the employee is happy with their job, than a paying customer will see that and want to return. Empowerment allows an employee to find ‘new ways to express their creativity’ (Armstrong, M, 1996: 161). Through creativity, employees are able to make sales or transactions an unforgettable and pleasurable experience for customers, thus ensuring the customers return. Employee empowerment can have a ‘profoundly beneficial impact on the bottom line if used correctly’ (Mabey et al, 1998: 18). Empowerment allocates responsibility to an employee and creates the motivation to surpass customer expectations. In order to keep customers for life, employers must empower their employees to make their own decisions. Empowerment gives ’employees the opportunity to make decisions and suggestions’ (Cole, G, A, 1997: 39) that will down the line improve service and support, saving money, time and disputes between companies and their customers. Empowerment is an aspect, which must be considered in ‘negotiating an effective team contract’ (Spencer & Pruss, 1992: 69) .The team must be empowered to seek and find information across the existing management structures. The communication aspect of empowerment means that the team must be clearly shown where their work adds value to the company, where their effects will show results and where their work fits in with the company’s objectives. ‘Organizations wishing to instil a culture of empowerment must find a way of establishing systems and processes that do not restrict employees. By concentrating on what behaviour is considered optimal for the employees and what they do well, management can adapt, develop and change the organizational structure to produce the sought after behaviour’ (Erstad, M, 1997). Culture changed programmes are ‘commonly promoted’ (Mabey et al, 1998: 132) to increase the power of the worker, through empowerment. However, critics have argued empowerment is a means of increasing work intensity and gaining greater managerial control over labour (Brambell, 1995, Legge, 1989). Conclusion Work place attitudes such as ‘praising teams for success and punishing teams for failure are inherent in our society’ (Mabey et al, 1998: 32) where winning and survival have become synonymous. Businesses are installing empowerment into their organisations to ‘give people more responsibility and asking them to test the corporate boundary limits’ (Graham & Bennett, 1995: 91). A t the same time, organisations are asking staff to be more entrepreneurial, and take more risks. It can be argued employees who empower themselves can be called troublemakers and those who take entrepreneurial risks and fail are referred to as failures. The business ethic which condemns failure as a bad thing is going to ‘restrict its best people’ (Beardwell & Holden, 1994: 12), force them to avoid taking risks that may one day be beneficial and will prevent the team experiencing the excitement of the empowerment which is vital to motivation and team dynamics. The advantages gained through empowerment are numerous. Employee empowerment allows an organization to unleash the vital, untapped forces of employee creativity and motivation to solve business problems (Legge, K, 1995: 50). Empowering employee also allows them to make decisions on the spot. This is very important when you work in an industry where you work directly with a paying customer. When employees are empowered, the employer enables them to offer full service to their clients and protect them from the competition. ‘The rewards of empowerment outweigh the risks of losing the employees themselves’ (Spencer & Pruss, 1992: 203). The retail industry is a perfect example. Managers are ‘learning to give up control’ and employees are learning how to be responsible for the actions and decisions (Cole, G, A, 1997: 34). It is fundamental that management shares information, creates autonomy and feedback, and trains and creates self-directed teams for empowerment to work properly. Managers often prefer not to ‘communicate with employees, and not to share some extremely important information’ (Beardwell & Holden, 1994: 247) with them, but an effective leader must have no hidden agendas. They must treat employees as ‘stakeholders for the road of success’ (Beardwell & Holden, 1994: 247). Employees must have a clear vision of success, because if they are not aware of what success means to the company and where the company is heading, there is no way they can feel empowered to help accomplish this success. ‘Empowerment is not something, which can be passed over from management to employees as a pen is handed from one person to another. It is a complex process, which requires a clear vision, a learning environment both for management and employees, and participation and implementation tools and techniques in order to be successful’ (Erstad, M, 1997). Â   Bibliography Armstrong, M (1996) ‘A Handbook of Personnel Management Practice’, Sixth Edition, Kogan Page Beardwell, I & Holden, L (1994) ‘Human resource Management- A contemporary perspective’, Pitman Cole, G, A (1997) ‘Personnel Management’, Fourth Edition, Letts Denham, N, Ackers, P & Travers, C (1997) ‘Doing yourself out of a job? : How middle managers cope with empowerment’ , Employee Relations; Volume 19 No. 2; Erstad, M (1997) ‘Empowerment and organizational change’, International Journal of Contemporary Hospitality Management; Volume 9 No. 7; Gennard, J & Judge, G (1997) ‘Employee relations’, Institute of Personnel & Development Graham, H, T &Bennett, R (1995) ‘Human Resources Management’, Eight Edition, M+E handbooks Honold, L (1997) ‘A review of the literature on employee empowerment’, Empowerment in Organisations; Volume 5 No. 4 Legge, K (1995) ‘Human Resource Management-Rhetoric’s & Realities’, Macmillan Business Mabey, C & Salaman, G (1997) ‘Strategic Human Resource Management’, Blackwell Business Mabey, C, Skinner, D & Clark, T, (1998) ‘Experiencing Human Resource Management’, Sage Sparrow, P & Marchington, M (1998) ‘Human Resource Management-The New Agenda’, Pitman Spencer, J & Pruss, A (1992) ‘Managing your team’, Piatkus Wilkinson, A (1998) ‘Empowerment: theory and practice’, Personnel Review; Volume 27 No. 1

Impact of Unemployment in Economics Essay

There are many people who are looking for jobs but cannot find them mostly because of the slow economic growth rate in the country. South Africa faces structural unemployment where people loose their jobs due to introduction of new technology or relocation of the company, these economic disruptions have resulted in high crime rates, low production and income as well as lost human capital. The NDP has been put in place to solve the problem of unemployment, and if supported well there can be job creation because they promise on expanding work programme, reduce costs of doing business and support entrepreneurship. Body South Africa faces the greatest challenge of a very high unemployment rate, which is highly influenced by the slow growth of the country hence resulting in slow employment growth as well (Parkin et al, 2010:449). Unemployment has been defined in two forms: a narrow definition and a broad definition. The narrow definition of unemployment is the official definition of unemployment and it states that an unemployed person is a person who is willing to work and is making an effort to find a job, Parkin et al, states that â€Å"To be counted as unemployed, a person must be available to work†¦must want to work and have made specific efforts to find a job or taken steps to start a business† (Parkin et al, 2010:495), but the broad definition of unemployment also includes the discouraged workers because they are people who are willing to work but have not been making an effort to find a job in the previous month mostly because they cannot find the jobs (Parkin et al, 2010:495). The business cycle of a country also influences the employment and unemployment rates, for example during a recession period there are high unemployment rate and during expansion there are lower unemployment rates (Lipsey et al, 1999:726). Unemployment is classified into three types; i) Frictional, ii) Structural, iii) Cyclical. Frictional unemployment has been explained as â€Å"The unemployment that arises from normal labour turnover – from people entering and leaving the labour force and from the ongoing creation and destruction of jobs† (Parkin et al, 2010:501). The structural unemployment refers to the more crucial and enduring restrictions on worker mobility, Parkin et al, explains it as â€Å"The unemployment that arises when changes in the technology or international competition change the skills needed to perform jobs or change in locations of jobs† (Parkin et al, 2010:502). Cyclical unemployment is influenced by the business cycle where a recession will increase unemployment and an expansion will decrease unemployment (Lipsey et al, 1999:726). South Africa suffers from Structural unemployment to a greater extent because it affects the economic structure of the whole economy especially due to introduction of new technologies and skills needed to cope with competition from the other countries, South Africa has gone global in the business sector therefore it needs to be upgrading its technology and skills to match its competitors. Unemployment is calculated as the number of unemployed people expressed as a percentage of the labour force, where labour force is the number of unemployed people plus number of employed people (Parkin et al, 2010:502). Number of people unemployed Unemployment = X 100 Labour Force Statistics in South Africa show that â€Å"In Q4:2008, there were approximately 3. 9 million people unemployed in South Africa and during the financial and economic crisis, the level of unemployment climbed rapidly, reaching a peak of 4. million in Q1:2010† (Labour Force Survey 2012), this can be best explained as f luctuation of job creation because, during a recession when the country is facing economic hardships the number of jobs shrinks and this influences a spike in the unemployment rate (Parkin et al, 2010:449). The unemployment rate in South Africa will never drop to zero because it is a developing country and does not have a very high Gross Domestic Product which is â€Å"†¦the market value of all final goods and services produced within a country in a given time period† (Parkin et al, 2010:468), when GDP is low, there is an increase in unemployment because there are few goods produced there for a limited labour force is needed to produce the few goods. The number of unemployed people rose to 4. 5 million in Q2:2011, but declined during the second half of 2011, In Q1:2012, the number of unemployed people rose by 282 000, reaching 4. 5 million, which is the same level observed in Q2:2011† (Labour Force Survey 2012). Unemployment is a major issue in South Africa and the only way to manage it is by increasing our entrepreneurial strategy, supporting Small and Medium Enterprises as well as being united as a nation (Ramaphosa 2012). Job creation is not just a strategy to deal with unemployment but it is also going to eradicate poverty and this will increase the living conditions of every South African citizen. Mr Ramaphosa notes that unemployment is hindering our endeavor to eradicate poverty and also reduce the inequality gap (Ramaphosa 2012). The National Development Plan (NDP) which was produced in 2011 by the National Planning Commission has been put in place as strategy to deal with unemployment and Mr Ramaphosa explains that â€Å"It envisages the creation of 11 million jobs by 2030, and a reduction in levels of unemployment from about 25% to 6%† (Ramaphosa 2012). The NDP plans on involving the government as well as the labour sector to play a role, an expansion of the public works programme is going to help reduce unemployment because it will be offering work experiences and skills to those people who are unemployed. Minimizing the cost of doing business helps small companies to get into business and also employ people to work; the NDP also states that tax subsidy will be granted to businesses to minimize the cost of recruiting young people (NDP Summary 2011), this will result in job creation and hence unemployment is reduced. Unemployment affects the whole country because due to unemployment there will be low standard of living Mr Ramaphosa explains that employment is the core of humanity (Ramaphosa 2012), when unemployment is high crime rates tend to increase as well because need to earn a living, so since they cannot find jobs they resort to robbery, drug trafficking and prostitution, this helps explain the high crime rates and HIV Aids rate in South Africa. Economically unemployment leads to loss of production therefore low GDP because there are no people who can work to help make more products; there is also lack and underutilization of human capital when there are high rates of unemployment (Parkin et al, 2010:468). Conclusion The NDP has been put in place to help manage unemployment in South Africa and if it gets support from everyone 11 million jobs will be created by 2030. Unemployment increases crime rates and hence need to be managed properly. The government plans on reducing the costs of doing business and that way there can be creation of employment, the works programme is also going to be sed to provide skills to people who do not have jobs, and above all education for all has to be achieved so as to eradicate unemployment and hence poverty.